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| 1 |
ID:
125612
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2013.
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| Summary/Abstract |
The Energy Service Company (ESCo) business model is designed to reward businesses by satisfying consumers' energy needs at less cost and with fewer carbon emissions via energy demand management and/or sustainable supply measures. In contrast, the revenue of the incumbent Energy Utility Company (EUCo) model is coupled with the sale of units of energy, which are predominantly sourced from fossil fuels. The latter is currently dominant in the UK. This paper addresses two questions. First, why has the ESCo model traditionally been confined to niche applications? Second, what role is the ESCo model likely to play in the transition to a low-carbon UK energy system? To answer these, the paper examines the core characteristics of the ESCo model, relative to the EUCo model. The paper then examines how ESCos have co-evolved with the various dimensions of the energy system (i.e. ecosystems, institutions, user practices, technologies and business models) to provide insight into how ESCos might help to shape the future UK energy system. We suggest that institutional and technological changes within the UK energy system could result in a more favourable selection environment for ESCos, consequently enabling the ESCo model to proliferate at the expense of the EUCo model.
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| 2 |
ID:
116973
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2012.
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| Summary/Abstract |
Energy saving can importantly help prevent greenhouse gas emissions and, thus, climate change. Energy service companies (ESCOs) provide a crucial instrument for delivering improved energy efficiency and potentially contributing to substantial energy savings in the public and private sectors. This paper investigates empirically the effect of ESCO activities on energy use. Based on a dynamic IPAT model, using a panel data of 94 countries over the period 1981 to 2007, we provide significant evidence that ESCOs reduce energy use. This finding proves robust to different dates of the first ESCO. The negative ESCO effect increases over time. The dynamic adjustment process produces small effects in the short run, but large effects in the long run. Moreover, the long-run ESCO effect differs across the stages of development. That is, for the high- and low-income countries, the short-run ESCO effect remains negative, but the long-run effects differ, remaining negative in high-income countries, but becoming positive in low-income countries. Finally, we discuss energy policy implications.
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| 3 |
ID:
117288
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2013.
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| Summary/Abstract |
China's energy-service companies (ESCOs) have developed only modestly despite favorable political and market conditions. We argue that with sophisticated market institutions still evolving in China, trust-based relations between ESCOs and energy customers are essential for successful implementation of energy efficiency projects. Chinese ESCOs, who are predominantly small and private enterprises, perform poorly in terms of trust-building because they are disembedded from local business, social, and political networks. We conclude that in the current institutional setting, the ESCO model based on market relations has serious limitations and is unlikely to lead to large-scale implementation of energy efficiency projects in China.
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| 4 |
ID:
109651
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2011.
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| Summary/Abstract |
As of 2010, the energy service market in Europe is still far from utilising its full potential. Wide-scale peer-reviewed studies investigating the development and up-to-date status of the European ESCo market are scarce. This article presents a comprehensive insight of the European ESCo industry based on the results from a large-scale survey carried out 2009-2010 in 39 European countries. The observed market development during the period 2007-2010, trends in business practices, and factors influencing the ESCo industry evolution are described. Finally, having considered the remaining barriers and the supporting factors as well as the successful experiences in Europe, policy measures that could further promote ESCo activities are proposed.
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| 5 |
ID:
115124
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2012.
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| Summary/Abstract |
This paper considers the development of a strategic energy body in a local authority in the UK and looks at the perceived need for, and possible roles of, such a body. Historically, energy provision and management has not usually been a strategic priority for UK local authorities. Yet energy considerations are implicit in key local authority responsibilities such as transport, waste management, planning, and the provision of housing services. In addition, recent UK central government policies support the move to localism and provide incentives for low-carbon energy generation. A study was undertaken to assess the potential (including both the perceived benefits and actual capacity to deliver) for Leeds City Council to develop a strategic body to execute delivery of city-level energy decision-making. We examine the perceived benefits to a range of main stakeholders, using data drawn from interviews with managers responsible for low-carbon and renewable energy projects across the city. Through participant observation we explore the capacity of a local authority to deliver a strategic energy body, and we briefly examine the possible forms of delivery. We conclude with recommendations for national policy that would enable the development of strategic energy bodies across local governments in the UK.
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