Vlerick Expertise in Energy

“the energy sector needs great leaders because energy changed the world, but the world also wants energy to change”

(Leonardo Meeus, Professor in Energy Markets)

Here you can find the research output of the Vlerick Energy Centre

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  1. The energy market: many shades of grey

    Energy and electricity are usually associated with the colour green. Not so for professor Leonardo Meeus: “Today, grey is the colour. Not a boring grey though. An exciting grey”. Twenty years ago, almost the entire energy value chain was in the hands of a single player. Nowadays there are different bodies responsible for different areas. In the sidelines of the distribution system, a myriad of new activities have sprung up which are not regulated at a national or EU level.

  2. Who will lead the energy market in 2030?

    There are many uncertainties that might determine the future of the energy industry in general and the landscape of network operation in particular. According to the Vlerick Energy Centre together with a team of European industry leaders two of these uncertainties call for deeper analysis as they are more relevant and most likely game changers for the power grid industry: consumer involvement and decentralised generation. Depending on the level of consumer involvement in energy choices and the amount of decentralisation of the energy resources four scenarios were developed on how the energy market in Europe could look like in 2030.

  3. European Distribution System Operators challenged by dramatic changes in power sector

    A recent survey by the Vlerick Energy Centre in close collaboration with KPMG on the future of Distribution System Operators (DSOs) shows that top executives from Distribution System Operators across Europe expect significant changes in their role and business environment. Vlerick Energy Centre Chairman, Daniel Dobbeni, explains: “Decentralised and renewable electricity generation as well as customers becoming rapidly both consumers and self-suppliers will change the power sector like never before. To keep the lights on, the industry actors must quickly acquire new knowledge and confront their experiences.”

  4. When ‘smart’ becomes ‘intelligent’

    The recent publication of a research paper entitled “The Impact of Supply Chain Resilience on the Business Case for Smart Meter Installation” was a new milestone in the Chair Partnership with Flemish gas and power distributor Eandis. What started off as a proof of concept among 4,000 households having a smart meter installed has grown into a challenging big data venture with information no-one has ever had before.

  5. One doesn’t fit all

    Offshore wind technology is increasingly being used to meet the renewable energy ambitions. According to the National Renewable Energy Action Plans submitted by EU member states in 2011, the installed capacity of offshore wind farms in the EU was expected to increase from 3 GW to 40 GW by 2020. Which type of regulatory framework is the best to support this expansion of offshore wind power? That is the question Leonardo Meeus, Associate Professor of Energy Markets at Vlerick and Director of the Energy Centre, set out to answer.

  6. To trade or not to trade

    What is the impact of the regulatory framework for transmission investments on the cost of renewable energy in the EU? Under the current regulatory framework transmission investment planning is mainly done at a national level. This may result in suboptimal transmission investments, i.e. maximising national rather than European welfare, as cross-border projects initiated by one member can be vetoed or delayed by the other member states involved. However, investments in transmission infrastructure are important to enable cross-border renewable energy trade. Why? Because such trade would help reduce the costs of achieving the national targets for renewable energy. So, the question is whether the current imperfect regulatory framework is actually a problem?

  7. Green frontier

    They may be eco-friendly, but clean tech companies confront hostile markets. In order to prevail, they will need to attract customers prepared to pay more for a green product, perform better than competitors, or change the rules of the game.

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