European Energy Outlook
 

European Energy Outlook

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Common lessons learned and solutions for the nuclear and oil & gas industries

Common lessons learned and solutions for the nuclear and oil & gas industries

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European Energy Outlook European Energy Outlook Presentation Transcript

  • European Energy OutlookCommon lessons learned and solutions for the nuclear and oil & gas industriesColette Lewiner4th Annual EPiCentre ConferenceApril 26th, 2012 | Energy, Utilities & Chemicals Global Sector
  • Common lessons learned and solutions for the nuclear and oil & gas industries Recent events in the oil & gas industry The nuclear industry after Fukushima accident A common point to nuclear and oil & gas industries: assets long lifecycle Energy mix evolutions | Energy, Utilities & Chemicals Global Sector 2
  • Global demand for oil has increased in 2011 World oil demand increased in 2011 by 0.88 million barrels per day (mbpd), i.e. +1.01% (to 87.82 mbpd) World oil demand outlook compared with 2010 (86.94 mbpd) mbpd mbpd 120.0 120.0 According to the latest OPEC projections*, worldwide oil consumption is expected to increase by 0.98% in 100.0 110.0 Other transition economies 2012 (to 88.63 mbdp) Russia OPEC„000 b/d Quarterly world oil demand growth „000 b/d 80.0 100.0 China Southeast Asia South Asia 60.0 90.0 Middle East & Africa Latin America OECD Pacific 40.0 80.0 Western Europe North America World (right axis) 20.0 70.0 0.0 60.0 2010 2015 2020 2025 2030 2035 Source: World Oil Outlook 2011, OPEC Source: OPEC Monthly Oil Market Report – March 2012 Primary factors driving demand are economic growth and increased requirements in the developing world Libya, Yemen, Syria, Egypt and Iran… political situation may place global production and transportation at risk *OPEC: Organization of Petroleum Exporting Countries, Monthly Oil Market Report, March 2012 | Energy, Utilities & Chemicals Global Sector 3
  • The rising political tensions in Iran are particularly worrying for global oil supply Crude oil spot – Brent in US dollars and in Euros After China, the EU is the largest importer of Iranian oil (about 20%) In response to the Iran’s nuclear program negotiations failure, the US and Europe decided sanctions against Iran, who, in return, threatened to close the Strait of Hormuz: • Strengthening of the US military presence in the Gulf • Oil embargo from the EU (due to start in July) which should hit 450,000 to 550,000 barrels a day of Iranian oil exports But Iran banned crude oil supply to France, the UK and the EU right away In addition, Japan, South Korea, Taiwan and India could Source: France inflation reduce their purchases (up to 250,000 bl/d). In total, between Average daily oil flow through the Strait of Hormuz (2011) 25% and 35% of Iran‟s oil exports could be impacted 14 crude oil tankers However, Saudi Arabia is increasing significantly its production to curb price Source: Financial Times Almost 17 million barrels However, economic slowdown 35% 20% combined with Saudi Arabia extra- supply could lead to a market shift of all seaborne of oil traded traded oil worldwide | Energy, Utilities & Chemicals Global Sector 4
  • High crude prices open the door to more technological resources Break even oil price in 2010 (Internal Rate of Return > 10%) For the first time in 2011, average oil prices Average oil prices exceeded $100/bl Brent crude is forecasted at $117/bl in 2012 and $123/bl in 2014* Giant discoveries over 2000-2010 were concentrated on six themes: • Grabens and rifts • Pre-salt carbonates • Large deltas • Abrupt margins Source: Focus Gaz, February 17, 2012 • Foothills and mountain belts • Unconventional Source: IEA, CERA, Total Significant resources are yet to be produced but this requires advanced technology and large scale investments * Estimation Deutsche Bank, January 2012 | Energy, Utilities & Chemicals Global Sector 5
  • More complex projects and higher environmental challenges, in high-potential segmentsRecent accidents (Macondo, Elgin) are highlighting the need for safer oil & gas development | Energy, Utilities & Chemicals Global Sector 6
  • High profile accidents are raising concerns and costs April 20, 2010 Macondo blowout March 25, 2012 Elgin gas leak BP‟s Deepwater Horizon wellhead blowout  North Sea Elgin platform is operated by Total Largest accidental marine oil spill in the history of the  “A well control problem" occurred on the wellhead petroleum industry so far platform 11 people killed on the platform and 17 others injured  Nearly 240 workers evacuated Unabated spill for three months: about 4.9 million  Leak of 200,000 cubic meters of gas per day and barrels of crude oil released some 5-9 t/day of condensate into the North Sea BP has estimated the 85-day spill cost to $40 billion, creating a risk of explosion including response and compensation  The accident is costing around $2.5 million a day in a BPs share price lost 30% since the accident combination of lost production and containment efforts  Total is trying to set up a “top kill” operation to stop the gas leak and is also proceeding with a separate plan to drill two relief wells to divert the flowing gas  Total‟s share price lost 7% immediately after the accident Deep offshore oil and gas exploration and production is a risky business as all industrials activities | Energy, Utilities & Chemicals Global Sector 7
  • One industry response to Macondo accident – MWCC MWCC members as of April 2012 Background: On April 20, 2010, the semi-submersible exploratory offshore rig Deepwater Horizon exploded after a blowout, killing 11 people and leaving the Macondo field in the Gulf of Mexico flowing with uncapped oil of up to 60,000 barrels a day – as a result, all drilling in the Gulf of Mexico was stopped Drilling will only resume once companies set up containment plans (both technological and strategic) to prove that they can respond effectively for additional companies a potential future disaster can become members Company Description: The Marine Well Containment Company (MWCC) is an industry-funded MWCC consortium committed to improving capabilities for containing a potential future underwater blowout in the U.S. Gulf of Mexico The technology (one component pictured) is an advanced, rapid- response system that will significantly exceed current Gulf response capabilities The system will be flexible, adaptable and able to begin mobilization within 24 hours of a spill, and it would be operational within weeks While technology is being constructed, the company is also building on industry lessons learned from the recent Gulf incident and is securing existing capture equipment for near-term use, should it be needed Source: MWCC MWCC is part of multiple industry efforts to improve prevention, well intervention and spill response | Energy, Utilities & Chemicals Global Sector 8
  • Marine Well Containment System (2012) Functionality:  Containment capability of up to 100,000 barrels per day with potential for expansion - well beyond the size and scope of the Deepwater Horizon incident  The system will include specially designed subsea and surface equipment to fully contain the oil with no flow to the sea  A newly designed and fabricated subsea containment assembly (SCA) will create a permanent connection and seal to prevent oil from escaping into the ocean  Increasing current well containment capabilities in the Gulf, it will be compatible with a wide range of well designs and equipment, oil and natural gas flow rates and weather conditions | Energy, Utilities & Chemicals Global Sector 9
  • Capgemini’s Emergency Preparedness and Response Assessment offer to MWCCCapgemini‟s role MWCC / Industry Benefits Support the launch of MWCC to help launch this new venture on behalf of ExxonMobil, Shell, Chevron, ConocoPhilips and BP – this includes: • 50,000 people are back to work in the Define the business strategy region Define the long-term financial picture • Unleash > $10,000,000,000 in Design all Operations & Maintenance processes and delayed investment procedures around developing, maintaining and deploying • Companies who join MWCC receive the equipment the containment technology, Establish the high-level organizational structure, operations, and services for prompt governance, roles, and responsibilities disaster relief Establish core back-office capabilities in Finance & • Through this project, we are helping 5 Accounting, HR and IT of the 15 largest companies in the Set-up the physical business office for Day 1 (functions, world get back to work in one of the facilities, infrastructure) most critical regions of their business Support the development of the steady state company across all functions to be sized according to the scope and scale of the organization (30-50 people) plus transition Ultimately, we are building this industry-changing corporation: from devising the corporate vision and mission with the CEO to procuring coveralls and protective eyewear | Energy, Utilities & Chemicals Global Sector 10
  • 24/7 Logistic & Emergency Response Center for a large oil & gas operator Focus areas and key questions to be addressed Environmental  Key stakeholders in the emergency logistics have usually the SWRCP associations following set of requirements which influence the setup of the Logistic and Emergency Response Centre (LERC): Platform andprocessing operations • Stability Field Operating Centres • Quality • Flexibility • Responsiveness • Availability 2.  To setup an effective and efficient LERC, the following key areas and 3. Response critical questions in relation to the phases in emergency Preparedness management (Prevention, Preparedness, Response, Recovery) have to be addressed: 1. Vision and objectives ̵ The role and objectives of LERC in various LERC operation modes Logistics Emergency 2. Organisation Response Centre ̵ Centralised vs. Decentralised position and impact on other operation centres 1. Prevention 4. Recovery ̵ Resource utilisation in different operation modes 3. Governance ̵ Roles & Responsibilities ̵ Responsibility division between stakeholders and across the interfaces 4. Process and routines ̵ Operation mode specific process and routines ̵ Process coupling across the stakeholder interfaces Internal units  External suppliers 5. Systems and architecture ̵ Demand on the IT infrastructure and information transparency | Energy, Utilities & Chemicals Global Sector
  • Common lessons learned and solutions for the nuclear and oil & gas industries Recent events in the oil & gas industry The nuclear industry after Fukushima accident A common point to nuclear and oil & gas industries: assets long lifecycle Energy mix evolutions | Energy, Utilities & Chemicals Global Sector 12
  • Fukushima accident first safety lessons learned The accident First safety lessons learned Exceptional circumstances: 9.0-magnitude undersea  Need to design plant infrastructures for really exceptional earthquake off the coast of Japan on March 11, 2011 earthquakes and tsunamis triggering a tsunami that travelled up to 10 km inland.  Simultaneous natural catastrophes have to be taken into Fukushima nuclear plant: 6 boiling water reactors account (BWR) maintained by TEPCO have been hit by the  Spent fuel storage and management policy to be earthquake and tsunami: rethought • Reactors 4, 5 and 6 were shut down prior to the earthquake  Emergency measures to be revisited for maintenance. • Remaining reactors shut down automatically after the  Cooling systems redundancy to be re-assessed earthquake. Grid electricity supply for cooling purposes  Radiological permanent control on the site and around collapsed and then the tsunami flooded the plant, knocking  Crisis management and crisis communication to be re- out emergency generators. designed • 20 km radius evacuation around the plant from March 12  Nuclear bodies and governance Highest rating (level 7) on the International Nuclear Event Scale. Second level 7 rating in history, following Chernobyl However, experts estimate that radiation health effects Nuclear operators need to be prepared for should be “very minimal” for both the public and beyond-design-basis external events and workers* improve emergency preparedness and communication (to restore public trust in * Kathryn Higley, professor of radiation health physics in the nuclear energy) department of nuclear engineering at Oregon University (US) and Woods Hole Oceanographic Institution (WHOI, Woods Hole, Massachusetts, USA) | Energy, Utilities & Chemicals Global Sector 13
  • The safety inspections launched on existing plants should lead to additional investments Safety tests aim to assess: Overview of existing nuclear plants and project capacities (as of April 2012) • Plants’ resistance to simultaneous and exceptional 0 50,000 100,000 150,000 200,000 250,000 catastrophes (flooding and earthquakes) MWe China • On site emergency preparedness and information USA • Radiation protection of people and the environment Russia India • And in Japan, change of governance around nuclear Japan safety questions France South Korea The “stress tests” reports released by all 14 EU United Kingdom nuclearized Member States national nuclear regulators Ukraine do not require any plant closure Canada UAE Operable Outside Europe, nuclear stress tests are also on-going: Saudi Arabia Under construction • China: 34 reactors passed the safety checks of which 26 Germany South Africa Planned are being built. On-going R&D projects to improve Vietnam Proposed emergency response mechanisms in case of extreme Turkey disasters (to be completed around 2013). Approval for Sweden new projects is suspended until the release of a new Spain Finland Nuclear Safety Plan (expected by mid-2012). New Czech Republic projects should resume at a pace of three or four per Brazil year (slower growth than before Fukushima accident). Switzerland Source: World Nuclear Association • US: The nuclear regulator (NRC) stated that “every plant has the capability to effectively cool down reactor cores and spent fuel pools following extreme events” The vast majority of new constructions and • Japan: no closure of nuclear plants is required by existing plants in operation should continue with central safety authority. However, for local acceptance some delays and more safety focus. questions, only one reactor out of 54 is still in operation The IEA* forecasts that nuclear output will rise by Additional CAPEX and OPEX will push nuclear more than 70% over the period to 2035 electricity costs up. Nevertheless, nuclear energy stays competitive *IEA: International Energy Agency, World Energy Outlook 2011 | Energy, Utilities & Chemicals Global Sector 14
  • Following Fukushima accident, the French nuclear safety authority has asked for additional safety evaluations Map of French nuclear reactors The additional safety evaluations were run in a 2 steps approach  The six evaluation domains asked by the French nuclear Analysis to take into account events that may occur beyond the current framework safety authority: and if needed, implementation of complementary resources • Earthquake • Flooding Re-evaluation of existing • Cooling supply human and technical 2 resources against the disruption current framework • Power supply disruption 1 • Major accidents management • Contractors Source: EDF management The safety evaluations concluded that: • All 58 French reactors are compliant with currentSource: EDF safety levels • Complementary measures are needed in case of exceptional and simultaneous natural disasters | Energy, Utilities & Chemicals Global Sector 15
  • EDF decided to strengthen its crisis organization and associated human and technical resources Strengthen on-site competencies Organization and procedures optimization • Training and learning programs Nuclear Rapid Action Force Local resources of crisis management: combination of national and regional resources Plug and play cooling and power supply connection Local crisis center • Dedicated premises for crisis management, more robust and better dimensioned to manage an accident impacting an entire site for a long period These measures will increase the already good safety level of French nuclear reactors | Energy, Utilities & Chemicals Global Sector 16
  • EDF’s Nuclear Rapid Action Force After Fukushima nuclear accident, EDF decided to set up a special unit (FARN in French for Force d’Action Rapide Nucléaire) to be deployed to help any French nuclear power plant site in case of a major nuclear accident: • Dedicated human and material resources: • Around 100 EDF “on-call” employees • Equipment to provide emergency cooling and power supply to prevent core melt • Operational in less than 24 hours and 24/7 • As a support to complement local teams• FARN is designed to cope with accidents affecting two reactors at one site by 2013 and four reactors simultaneously in 2014.• FARN will comprise one national team and four regional teams based at EDFs Civaux, Dampierre, Bugey and Paluel sites• In October 2011, a crisis exercise was held in Cruas-Meysse plant with the objective to test the warning system and the crisis organization to be deployed by the public authorities and EDF• The Emergency Response Task Force is planned to be implemented by mid-October 2012 (finalized by end 2014)• EDF estimates a €250 million investment to set up the FARN. Then, the annual operating budget is forecasted to range between €50 and €100 million. Capgemini Consulting is supporting EDF in designing and implementing the Nuclear Rapid Action Force | Energy, Utilities & Chemicals Global Sector 17
  • Common lessons learned and solutions for the nuclear and oil & gas industries Recent events in the oil & gas industry The nuclear industry after Fukushima accident A common point to nuclear and oil & gas industries: assets long lifecycle Energy mix evolutions | Energy, Utilities & Chemicals Global Sector 18
  • How to manage the long lifecycle of oil & gas platforms and nuclear plants 4-10 1-7 10-30 ~1 years years years yearSource: Total Oil exploration and production is a long lifecycle activity | Energy, Utilities & Chemicals Global Sector 19
  • Nuclear power plant lifecycle spans over 70 years 40-60 year ~1 year 6-7 yearsSource: TVO Asset lifecycle management is a key challenge in both oil exploration and production and nuclear energy industries | Energy, Utilities & Chemicals Global Sector 20
  • Nuclear lifetime extension requests will be scrutinized Overview of the nuclear plants lifetime extension in Europe before the accident Nuclearized countries SE: Oskarshamn 3 (operating since 1985) FI: Mid 2007, +20 years for Fortums 2 reactors at Loviisa, (to uprating is to be finalized by 2013, 2027 and 2030), subject to safety evaluation in 2015 and 2023. 5 extending its lifetime to 60 years (approved TVOs Olkiluoto 1&2 started up in 1978-80; lifetime extended to Number of reactors in operation in 2010). Plans to uprate Oskarshamn 2 60 years, subject to safety evaluation every decade. Expected and extend its life to 60 years shutdown in 2039 and 2042 UK: The last 3 Magnox reactors are due to shut down by the end of 2012, after life extensions of 9 months to 2 years. DE: In September 2010, the government agreed to give 8-year NL: 2006: Life 5-year extension for Hinkley Point B and Hunterston B (to 2016) licence extensions for reactors built before 1980 (i.e. to 40 extension to 2033 for years), and 14-year extensions for later ones (i.e. to 46 years). obtained in 2007 and for Hartlepool and Heysham 1 (to 2019) the only plant obtained in 2010. 4 Operators to pay a “fuel element tax” totaling €2.3 billion/year (Borssele, 485 MWe) FI for 6 years and an “eco-tax” of about €15 billion. 10-year extension for Dungeness B (to 2018) obtained in 2005. Plant Lifetime Extension (PLEX) program could enable life NO 10 All these arrangements were thrown into doubt when in March extension of all other AGR plants by 5 years in average and 2011 the government decided to phase out nuclear energy by Sizewell B (PWR) by 20 years SE 2022, starting with the immediate shut-down of 8 plants. EE BE: October 2009: introduction of a nuclear tax of €250 DK LV Source: World Nuclear Association – Capgemini analysis million/year till the end of lifetime. December 2011: according to IE 18 LT CZ: 2009: +10 years (to 40 years) for the 4 the nuclear safety agency, FANC, the three oldest reactors (Doel Dukovany’s reactors (CEZ) operating since 1985-87). 1&2 and Tihange), would be able to safely continue beyond 2015. UK 1 But political uncertainty remains: a decision was taken in autumn NL 9 Further extension to 60 years is under consideration PL 2011 to phase out nuclear progressively between 2015 and 2025. 7 BE DE LU 6 SK: Upgrade program on the Bohunice units operating CZ 4 since 1984-85 held from 2005 to 2008 by SlovenskéFR: In July 2009 the Nuclear Safety Authority (ASN) SK Elektrárne, with a 40-year life extension in view (to 2025)approved EDFs safety case for 40-year operation of the 34 FR AT CH HU 4existing 900 MWe units. 58 5In July 2010, EDF said that it was assessing the prospect of SI 1 RO60-year lifetimes for all its existing reactors. 8 2 HU: The 4 Paks reactors are licensed to 2012-17. ES IT 20-year life extension submitted. The application BG PT for the extension of the operating license of theES: 4-year life extension for the Santa Maria de Garona plant to 2013 2 first unit is due to be submitted to the HAEAobtained in 2009, should be further prolonged. Almarez 1&2 and Vandellos SI/CR: 20-year life before the end of 20112 were granted 10-year life extension for (to 2020) in 2010. In February extension (to 2043) GR2011, the Nuclear Safety Council (CSN) recommended a 10-year requested for Krškoextension for Cofrentes, and did the same for Asco 1&2 in July 2011. In operated by Slovenia BG: Kozloduy 5&6 units are licensed to 2017 andFebruary 2011, parliament removed a legal provision limiting nuclear plant and Croatia 2019, with plans to extend their life to 50 yearsoperating lives to 40 years Since the Fukushima accident, Asco 1&2 in Spain and Fessenheim in France (under conditions) lifetime extensions have been accepted by the nuclear regulators | Energy, Utilities & Chemicals Global Sector 21
  • Asset Life Cycle Management: software packages seamlessly managing construction, operations and “Engineering functionalities” “Life Cycle maintenance Management2010 Functions” Product Life 2000 Cycle Management ALM PLM “Operation and Maintenance Functions” Content Project 1990 Management Product Data Management PDM EAM CAD CMMS Maintenance Operation Back Office EDM functionalities 1980 HR Finance | Energy, Utilities & Chemicals Global Sector 22
  • EDF – information system upgrade dedicated to its nuclear generation fleet maintenance EDF‟s nuclear reactors maintenance applications upgrade project is called SDIN (Système d’Information du Nucléaire, i.e. Nuclear IT system) and is defined based on Industry Standards Solution: • Corporate Asset Management (EAM) software for plant operation • Document control software (ECM) for documentation • Service-oriented architecture (SOA)• The project aims to integrate these packages within a National Nuclear Information System supporting an upgraded Engineering and Operation operating model The project will support improvement in the areas of: • Nuclear safety and radiation protection • Availability of the Nuclear Power Plant • Operating cost management • Plant lifetime extension beyond 40 years • EPR New Plant Commissioning and Operation• The SDIN is also a support for EDF business projects linked to deployment of world operation’s standards AP913 and AP928 EDF‟s nuclear capacities utilization rate (“kd”) improved from 78% in 2009 to 80.7% in 2011. EDF targets a kd around 85% by 2015 | Energy, Utilities & Chemicals Global Sector 23
  • Business Functions covered by SDIN Project Business Plant Model scope Operation Scope Radio- Outage protection Return On Planning Experience Business Tools, Indicators & Measurements Reports Operation & Maintenance Spare Parts Resources Catalog &qualifications Portal Finance, Documents & CAD tools In Operation Human Supply Chain system engineering Resources SDIN Project scopeCapgemini has built the Enterprise Asset Management system using Ventyx software for the 58 French nuclear reactors. This system is to be deployed progressively in all 19 sites | Energy, Utilities & Chemicals Global Sector
  • Common lessons learned and solutions for the nuclear and oil & gas industries Recent events in the oil & gas industry The nuclear industry after Fukushima accident A common point to nuclear and oil & gas industries: assets long lifecycle Energy mix evolutions | Energy, Utilities & Chemicals Global Sector 25
  • The gas paradigm is changing In the new IEA GAS* scenario, gas consumption is increased. Main World primary natural gas demand by assumptions are: sector and scenario • China ambitious policy for gas use • Increased power plants‟ consumption linked to lower nuclear energy • Sustained low gas price However, CO2 emissions lead to a high +3.5°C temperature increase instead of an acceptable +2°C Global unconventional natural gas resources (tcm) SE: 1,148 NO: 2,324 PL: 5,236 Source: World Energy Outlook 2011: Golden Age of Gas Report FR: 5,040 Shale gas changes the gas perspective: • It increases the total gas resources to 250 years of consumption • It is widely distributed • It is cheap ($2/Mbtu in the US) • It allows to repatriate gas consuming industries as Largest EU technically recoverable FR: 5,040 shale gas resources (bcm) chemicals and to fight against Source: EIA deindustrialization * GAS: Golden Age of Gas, IEA WEO 2011 | Energy, Utilities & Chemicals Global Sector 26
  • Renewable energies have continued their quick development. For how long? As of May 2011, 10% of the European Growth rate of renewable energy sources generation plants under construction 110% 2008 Solar PV Top 3 countries ranked by: are from renewable energy sources (vs. Capacity Growth (abs.) Growth (%) 100% Capacity installed* Growth** (absolute) 7% in 2009) DE DE SK 1. DE 1. SK In 2011, despite a drop of the new EU 90% 2005 IT CZ FR 2. ES 2. FR CZ FR SI wind installed capacity due to the 3. IT 3. SI financial crisis and tougher regulations, 80% 2010 * Volume for wind, small hydro, geothermal and solar PV wind power covered over 5% of EU‟s in MW and for biogas and biomass in TWh ** Relative growth additionally displayed for solar PV and 70% wind consumption (172 TWh) Many governments have or are launching Growth (%) 60% 2007 2009 large offshore wind programs • September 2010: 300 MW offshore wind 50% 2006 farm inaugurated in the UK Wind 40% • France: part of the 3,000 MW tender Capacity Growth (abs.) Growth (%) awarded to 2 consortiums in April 2012 30% DE ES RO (one led by EDF for 1,400 MW and one ES DE BG IT FR PL led by Iberdrola for 500 MW) 20% 2005 2006 2008 2009 • North Sea: 400 MW (Germany) and 325 2007 2010 + Biomass MW (Belgium) under construction 10% 2009 DE PL • Nuclear phase out in Germany should FI SE 0% boost wind power but creates issues on 0 10 20 30 40 50 60 70 SE 80 NL 90 100 110 120 130 140 150 the grid Electricity production (TWh) Despite the solar PV growth in 2011 Source: Eur’Observer barometers – Capgemini analysis, EEMO13 globally (+44%), many solar companies went bust because of China competition A stable governmental policy is key for renewables In 2011, renewable energy investment development. The eurozone sovereign debt issues should rose 5% to US$260 billion* globally lead to subsidies decreases and threaten the EU 2020 (solar energy: +36%) Finance *Bloomberg New Energy objective achievement | Energy, Utilities & Chemicals Global Sector 27
  • Energy mix should evolve to more gas and renewables 2010 and 2025 electricity mix (as of June 2011)100%90%80% Source: ENTSO-E – Capgemini analysis and estimations, EEMO1370% Solar + Biomass Wind60% Hydro Other f ossil Gas50% Lignite + Coal Nuclear40% 2010 mix: lef t- hand side bar30% 2025 mix: right- hand side bar20%10% 0% BE BG CH CZ DE ES FI FR UK HU IT LT NL PL RO SE SI SK The energy mix evolution could result in: • Higher costs (renewables development) • Higher temperature increase (more fossil fuels) • Lower energy independency | Energy, Utilities & Chemicals Global Sector 28
  • About CapgeminiWith around 120,000 people in 40 countries, Capgemini is one of the worlds foremost providers ofconsulting, technology and outsourcing services. The Group reported 2011 global revenues of EUR 9.7billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fittheir needs and drive the results they want.A deeply multicultural organization, Capgemini has developed its own way of working, the CollaborativeBusiness ExperienceTM, and draws on Rightshore ®, its worldwide delivery model.With EUR 670 million revenue in 2011 and 8,400 dedicated consultants engaged in Utilities projectsacross Europe, North & South America and Asia Pacific, Capgeminis Global Utilities Sector serves thebusiness consulting and information technology needs of many of the world’s largest players of thisindustry.More information is available at www.capgemini.com/energy.Rightshore® is a trademark belonging to Capgemini | Energy, Utilities & Chemicals Global Sector Rightshore® is a trademark belonging to Capgemini 29
  • | Energy, Utilities & Chemicals Global Sector