Innovation through tradition

Change in the energy industry has to be driven by innovation. But this does not mean traditional hydropower is obsolete. On the contrary: it is the reliable motor that helps make innovation possible in the first place.

Innovation

The job of Repower Italy's Strategy & Business Development team is to identify trends, position the company innovatively, and develop new services from the initial idea to market launch.

To be able to drive the necessary innovation efficiently going forward, in 2014 Repower Italy introduced a new process called Chagall. Chagall accompanies innovations throughout their development, monitoring the utility to customers, all aspects of sustainability, and the compatibility of the project with corporate strategy. Close cooperation with the various divisions is crucial, especially at the implementation phase. The idea at the end of the process is to be able to make the final decision on market launch and closely support the introduction of the new service (see graphic on the right).

Four major innovations are currently being developed in line with the Chagall approach. The first revolves around the energy efficiency service eFFettiva. This is at an advanced stage of testing, with around 60 customers using it on a trial basis. eFFettiva uses software to measure customers' electricity consumption, tracking it in real time on a platform. This way customers have permanent access to data on the electricity their equipment is consuming. Repower then evaluates the gathered data, produces a report, and gives the customer concrete suggestions as to how to optimise consumption.

The second project, VAMPA, involves taking thermal images of electrical equipment, also with the aim of helping customers improve their energy efficiency. In addition to boosting efficiency, these thermal images have a preventive function, enabling problems such as overheating equipment to be identified so that timely action can be taken to avoid damage. VAMPA is also in the test phase, and is scheduled for market launch in 2015. A notable feature of this project is the way it is harnessing synergies between Repower's sales consultants and technical staff at the Teverola power plant. Once consultants have taken the thermal images at the customer's premises, they are evaluated by staff at Teverola as a basis for consultants to then recommend areas where their customers could take action.

The third project, DIODA, focuses on lighting. DIODA is looking into ways of making optimum use of LED technology, with the aim of bringing a corresponding service to market in the near future.

Finally, the fourth project, BIG, is concerned with acquiring large gas and electricity customers. Whereas previously Repower has limited its business to small and medium-size enterprises, it now seeks to expand its customer portfolio. This will require the implementation of specific processes covering everything from quotes and procurement to trading and credit checks. Repower sees this project as a good potential source of earnings.

In addition to these four main projects there are also others under way that are still at an early stage of development.

The Chagall approach: from idea to product

Repower Italy has adopted the so-called Chagall approach to developing products and services. A programme manager reviews the initial idea to see whether it's practical and potentially viable. Then a project manager takes charge of developing the idea into a product ready for market. Finally a product manager oversees the product or service and monitors its success in the marketplace. Depending on the phase of development the various technical departments may be more or less closely involved.