Innovative ETRM and CTRM Systems in 2025

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In the face of unprecedented change, the energy sector is rewriting its playbook. From rising renewable integration to the data revolution, energy companies worldwide are navigating a complex landscape of innovation. Decision-makers – CTOs, CIOs, Heads of Trading, Risk leads, and Digitalisation champions – are tasked with steering legacy organizations into a digital future without compromising today’s reliability. This article explores global energy innovation trends, regional perspectives from the USA,Europe, and Asia, and the challenges and pitfalls on the road to digital transformation. It also examines how forward-looking strategies (informed by industry thought leaders like PwC and Deloitte) and pragmatic execution can turn these challenges into opportunities, transforming the energy IT landscape for a more agile, sustainable era.

Evolving Energy Landscape: Global Innovation Trends

Innovation in energy is accelerating on multiple fronts, driven by what industry strategists often call the “3 Ds” – Decarbonisation, Decentralisation, and Digitalisation. Key trends shaping the sector include:

Surge in Renewable & Distributed Energy: Across the globe, policy and market forces are shifting the energy mix towards cleaner sources. Wind, solar, bioenergy, and geothermal are expected to supply over one-third of Southeast Asia’s energy needs by 2035, and similar transitions are underway elsewhere. This decentralization – from massive wind farms to rooftop solar and microgrids – demands new approaches in grid management and energy storage, prompting significant investment in smart grid technologies and flexibility solutions. In fact, since 2015, grid-related investment in digital technologies has grown 50%, reaching 19% of total grid investment in 2023 as utilities seek to modernize distribution networks with smart sensors, IoT devices, and AI-driven control systems.
Data and AI Drive Decisions: Energy firms are increasingly data-driven. Advanced analytics and Artificial Intelligence (AI) are revolutionizing everything from trading strategies to predictive maintenance. Over half of industry respondents in a recent survey planned further investment in data management and mining, viewing data as a critical asset. This comes as no surprise: volatile markets (e.g. recent price shocks amid geopolitical conflicts) and the rise of automated trading have reaffirmed that real-time, high-quality data is the lifeblood of modern energy operations. AI and Machine Learning help utilities and traders forecast demand, optimize generation, and detect anomalies faster than ever. Notably, corporate adoption of AI is on the rise – in operations and supply chain functions, 59% of companies are using AI tools and seeing tangible value creation. Similarly, digital twin simulations of assets are emerging; though only 21% have adopted digital twins so far, 97% of those users find them effective in creating valuepwc.com, pointing to a major growth opportunity in the near future.
Cloud and Scalable IT Architectures: The energy IT landscape is shifting from monolithic, on-premise systems to more scalable, cloud-based architectures. Over 90% of organizations worldwide have implemented cloud technologies as of 2023, the highest adoption rate among emerging technologies. In the energy sector, cloud adoption enables remote operations, elastic computing for analytics, and easier integration of new digital services. Modern microservices architectures and API-driven platforms are allowing energy companies to plug in new capabilities or data sources without overhauling entire systems. This modular approach is crucial as companies upgrade decades-old trading and risk management software; it offers flexibility to adapt to evolving market rules or products. For example, hybrid cloud environments are gaining traction to balance data privacy with scalability, and many firms are deploying edge computing at wind farms or substations to process data in real-time where latency is critical.
Explosion of Energy Demand from Tech: The intersection of the tech industry and energy is creating new dynamics. Power-hungry data centers and digital services are now major energy consumers, linking IT trends with energy strategy. Global data center power demand is projected to surge 165% by 2030 (vs 2023), largely due to AI and cloud growth – a trend visualized below. Utilities are responding by expanding capacity and sourcing cleaner power for these centers. In fact, 97% of electric utilities (surveyed by Deloitte) prioritize clean energy to support data center growth, indicating that big tech’s push for net-zero operations is directly influencing utility investment in renewables. This synergy between sectors exemplifies how digitalisation and decarbonisation goals increasingly reinforce each other.

Projected global data center power demand growth (index 2023=100). Explosive IT growth – especially AI workloads – is driving electricity needs 165% higher by 2030. Energy providers are racing to supply this demand sustainably.

Modular & Advanced Energy Technologies: Innovation isn’t one-size-fits-all globally. According to the International Energy Agency’s State of Energy Innovation report, different regions are pursuing different tech strategies. China has become the world’s largest energy technology producer since 2021, focusing heavily on mass-manufactured, modular solutions – roughly half of China’s energy patents and 90% of its energy venture capital funding target modular technologies. Europe also invests about 50% of its energy R&D into smaller-scale tech, but balances this with large engineering projects (like offshore grids or nuclear). North America (especially the USA) shows a more diversified approach, with venture funding spread across modular tech, traditional fuels, and large-scale systems. This means innovation is happening at all levels: from cutting-edge battery materials and grid software to advanced nuclear reactors, hydrogen fuel, and carbon capture – each region playing to its strengths and needs. The common thread is a strategic blend of innovation to ensure future energy systems are clean, resilient, and adaptable.

Regional Perspectives: USA, Europe, and Asia

Energy innovation manifests differently across regions, influenced by distinct market structures, policies, and challenges. A global perspective helps leaders anticipate regional market dynamics and learn from each other’s approaches:

North America: Tech-Driven and Policy-Backed

In the United States and Canada, a wave of investment is flowing into both renewable infrastructure and digital tools. Federal initiatives like the U.S. Inflation Reduction Act (IRA) have supercharged clean energy projects, from utility-scale batteries to green hydrogen, while also spurring grid modernization. U.S. utilities are not only adding wind and solar at record rates but also exploring AI to optimize grid reliability and customer demand response. The region’s robust venture capital scene is funding innovations across the spectrum – from software to next-gen nuclear – reflecting the balanced approach noted by the IEA (investments spread across modular, fossil, and large-scale tech). This tech drive is evident in industry surveys: nearly 57% of operations leaders have integrated AI in some capacity, and cloud computing is now mainstream in utility IT. At the same time, North American energy firms face pressure to shore up reliability after events like Texas’s 2021 grid crisis. Emphasis is on resilience through digitalisation – e.g. using predictive analytics to avert outages – and on cybersecurity, given rising threat levels. Another hallmark of the U.S. landscape is the influence of big tech demand; as noted, utilities see the data center boom as a catalyst to invest in cleaner capacity. In summary, North America’s energy innovation is a fusion of market-driven tech adoption and government policy support, with an eye on maintaining reliability amid transformation.

Europe: Integrating Renewables and Markets

Europe’s energy sector is in the midst of an aggressive transition. Ambitious EU policies (Fit for 55, Green Deal) aim for climate neutrality, pushing utilities and traders to rapidly integrate renewables and phase out fossil fuels. This has made Europe a living laboratory for handling high renewable penetration – from managing grid stability with 50%+ wind/solar on some networks, to cross-border power trading through initiatives like the coupled European power markets. Digital transformation is indispensable here: flexibility technologies (demand response platforms, battery storage control, smart EV charging) are being deployed to balance the grid. European energy companies are also contending with a patchwork of regulations (EMIR, REMIT, etc. in trading; data privacy laws in IT) that require sophisticated compliance and reporting systems. Unsurprisingly, 19% of all grid investments in 2023 went into digital tech– a sign that companies are prioritizing software, sensors, and IT integrations as much as physical infrastructure. Another European hallmark is updating legacy systems: many utilities still run decades-old billing or energy management software that struggle with modern demands. Integrating new digital solutions with these legacy systems is a common challenge (more on that later). Yet, Europe also excels in collaborative innovation – from large engineering projects (offshore wind hubs, pan-European supergrid concepts) to startup ecosystems focusing on energy AI and IoT. The result is a region striving to create an ultra-efficient, interconnected energy network where digitalisation underpins both operational excellence and market transparency. European leaders know that achieving climate goals will require not just more wind turbines, but the IT transformation to orchestrate them effectively across an entire continent.

Asia-Pacific: Rapid Growth and Leapfrogging Technologies

Asia’s energy landscape is defined by scale and speed. Rapid economic growth in parts of Asia means energy demand is soaring – for instance, electricity consumption in the EU is expected to increase 60% by 2030, and global trends indicate similar momentum in Asia’s emerging economies. In China, India, and Southeast Asia, the challenge is twofold: expand supply to meet growing needs while pivoting to cleaner sources. China stands out as an innovation powerhouse; it leads the world in energy patents and manufacturing of clean tech, from solar panels to electric vehicles. As noted, China’s focus on modular, mass-manufactured tech (90% of its energy VC funding) has enabled it to drive down costs of renewables and batteries. This “scale-first” approach means new technologies can be rolled out at immense scale quickly – but it also requires robust digital systems to manage, monitor, and trade the huge volumes of energy involved. Japan and South Korea are investing in smart grids and hydrogen, leveraging digital twins and AI for efficiency (for example, to optimize LNG import terminals or manage complex energy trading positions in volatile LNG markets). In Southeast Asia, nations are exploring leapfrog opportunities: deploying digital grids and IoT sensors to improve reliability in areas with weaker grid infrastructure. The region is also highly vulnerable to climate impacts (typhoons, heatwaves), spurring interest in tech like AI-driven disaster prediction and resilience planning.

However, Asia-Pacific also has stark contrasts: while Singapore or Australia modernize with advanced trading platforms and renewable integration, other areas still rely heavily on coal (over 50% of SEA’s electricity comes from coal today). This means innovation is partly about transition strategy – using digital tools to gradually retire legacy assets and scale up green ones. Encouragingly, private and public sectors in Asia are investing in climate-tech startups and pilot projects ranging from AI-based efficiency solutions to blockchain for energy trading. The Asia-Pacific energy future likely features smart cities with AI-optimized grids, widespread electric mobility, and perhaps new nuclear and storage tech. With the region’s immense energy appetite, even small efficiency gains via digitalisation can have outsized impacts. For energy leaders in Asia, the mandate is clear: adopt global best practices quickly, and leapfrog where possible – whether that means skipping the centralized grid model for community microgrids or using fintech-style digital platforms to bring electricity to underserved populations. The scale is daunting, but so is the opportunity to build a future-ready energy system from the ground up.

Digital Transformation Challenges & Pitfalls

While the promise of digital innovation in energy is exciting, the journey is fraught with challenges. Many initiatives falter or deliver sub-par results due to common pitfalls. Being aware of these can help organisations plan more effectively:

Integration with Legacy Systems: A significant roadblock is the weight of legacy IT. Large utilities and trading houses often run core systems (for billing, trading, plant control) that are 10-20+ years old. These legacy systems weren’t built for today’s data volumes or interconnectivity, leading to data silos and inefficient workflows. Integrating modern solutions (like a new analytics platform or trading module) with these old systems can be complex and costly. In fact, 47% of operations leaders cite integration complexity as a top reason digital tech investments haven’t delivered expected results A typical pitfall is underestimating the effort required to migrate or interface with a legacy ETRM (Energy Trading and Risk Management) system – companies might implement a shiny new tool, only to find it can’t seamlessly talk to the old database, causing manual workarounds and frustration.
Data Management Gaps: As energy firms collect more data (from smart meters, IoT devices, market feeds, etc.), managing that data becomes a challenge in itself. Many organisations struggle to extract and utilize data in a timely, quality manner. Data might be locked in separate systems (trading vs. plant operations vs. finance), or it may be unclean and unverifiable. 44% of companies reported data issues as a primary barrier to getting full value from their tech investments. A common pitfall is neglecting the data foundation – for example, implementing an AI forecasting tool without first consolidating and cleaning historical data. The result is often “garbage in, garbage out.” Additionally, real-time decision-making (trading optimization, grid balancing) demands low-latency data flows. Systems not designed for real-time operation can create bottlenecks. Energy companies must also contend with data governance – ensuring accuracy, security, and regulatory compliance (e.g., GDPR in Europe). Failing to address these can turn a promising digital project into an expensive disappointment.
Balancing Short-Term and Long-Term Priorities: Energy executives often find themselves firefighting daily issues (outages, market volatility, cost pressures) while also trying to execute multi-year transformation roadmaps. This tension is very real – 82% of operations leaders say they face challenges balancing immediate needs with long-term strategic changes. One pitfall here is the stop-start transformation, where strategic IT projects get deprioritized whenever a short-term crisis hits, leading to stalled progress. Conversely, some companies get so fixated on a grand digital vision (the multi-year ERP overhaul or “big bang” system replacement) that they fail to deliver incremental wins, causing stakeholder fatigue. Striking the right balance – progressing steadily on innovation and maintaining operational excellence – is easier said than done. Without careful change management, even well-funded projects can lose momentum. Leadership alignment and clear communication of the transformation’s value are critical; otherwise, projects risk being perceived as cost centers with no immediate ROI, ripe for cutting when budgets tighten.
Cybersecurity and Operational Risk: Digitalisation brings enormous benefits but also widens the attack surface for cyber threats. Energy infrastructure (power grids, pipelines, trading systems) has become a prime target for cyberattacks – from state-sponsored hacking of grid control systems to ransomware on a pipeline’s IT network. With critical infrastructure at stake, a breach can mean not just data loss, but physical disruptions. Increased connectivity comes with heightened cyber risk, yet not all energy firms have kept pace in hardening their defenses. A pitfall is treating cybersecurity as an afterthought or a separate domain isolated from the innovation agenda. In reality, robust security measures must be baked into every new digital initiative – whether it’s multi-factor authentication for cloud platforms or anomaly detection AI monitoring network traffic. Aside from malicious threats, there’s operational risk in complex system migrations: e.g., a failed upgrade that causes a trading outage at a critical time. Thus, thorough testing, fallback plans, and employee training (to avoid phishing etc.) are as much a part of digital transformation as the technology itself. Those who ignore this may find an otherwise successful project derailed by an incident that erodes trust internally or with customers.
Talent and Culture: Lastly, an often underappreciated challenge is the human factor. Transforming an energy company’s IT landscape requires new skills – data scientists, cloud architects, agile project managers – that are in high demand globally. The energy sector competes with Big Tech for this talent. Even with great tools in place, lacking the right expertise to use and maintain them can stall progress. Furthermore, digital transformation can falter if the company culture is resistant to change. Longtime employees might be wary of new systems (especially if past IT projects failed), or siloed departments might resist sharing data. Forward-thinking leaders like to say that transformation is 10% tech, 90% people. Pitfalls here include insufficient training, not involving end-users early (leading to poor adoption), or failing to celebrate quick wins that build buy-in. An inspiring, inclusive approach can turn employees into innovation champions; a top-down, IT-only approach can breed skepticism and passive resistance.

In summary, navigating these challenges requires holistic planning. It’s not just about buying the latest software – it’s about architecture, data strategy, change management, and risk mitigation. As PwC noted, a whopping 92% of companies cite at least one reason their tech investments haven’t met expectations, with integration and data issues topping the list. Awareness of these common pitfalls is the first step; the next is proactively addressing them in your digital roadmap.

Navigating the Digital Future: Strategies for Success

Despite the hurdles, the digital transformation in energy is forging ahead, with industry leaders demonstrating how to innovate strategically. Here are key strategies and real-world examples for energy companies aiming to thrive in the digital future:

1. Embrace a Modular, Scalable IT Architecture: Rather than one monolithic overhaul, successful firms often take a modular approach – updating components of their IT landscape step by step. Adopting microservices and APIs allows new tools to plug into the existing environment with minimal disruption. For example, a utility might layer a modern analytics platform on top of an old SCADA system via APIs, gaining new capabilities without replacing everything at once. Hybrid cloud strategies are also proving effective: sensitive operations can remain on private clouds or on-premises, while less critical workloads leverage public cloud for agility and scale. This approach was evident when citiworks AG, a German energy provider, sought to upgrade its trading system – instead of a risky “rip-and-replace,” they integrated a new ETRM solution (Previse Coral) using a middleware layer. The middleware (in this case, LEAD Consult’s Universal Loader) acted as a flexible bridge, streamlining data connectivity between old and new systems. The result was a future-proof trading platform achieved with manageable incremental steps, a model for reducing risk in legacy migration.

2. Establish a Solid Data Foundation: Given data’s central role, investing in data architecture pays huge dividends. Many leading energy firms are building unified data lakes that aggregate information from trading, operations, IoT sensors, and market feeds into one accessible repository. This breaks down silos and enables advanced analytics across the enterprise. Coupled with robust data governance (ensuring quality and lineage), such data lakes become the training ground for AI models and a single source of truth for decision-making. For instance, an LNG trading company might consolidate voyage data, weather, and pricing info, then apply machine learning to identify optimal scheduling or arbitrage opportunities – something only possible once the data is aggregated and cleaned. Energy companies are also exploring real-time data streaming (using technologies like Kafka) to feed dashboards and algorithmic trading systems with up-to-the-second information. The goal is an IT landscape where decision-makers have reliable, timely data at their fingertips, whether it’s a control room operator seeing grid frequency or a risk manager stress-testing the portfolio with live market prices.

3. Leverage AI and Automation in Operations: Automation is not about replacing jobs; in the energy context, it’s often about handling complexity and speed beyond human capability. AI-powered predictive analytics can forecast equipment failures at power plants or predict energy demand surges, allowing preemptive actions that save money and improve reliability. For example, predictive maintenance algorithms in wind turbines schedule repairs before a breakdown occurs, reducing downtime. In trading and risk management, algorithmic trading and robotic process automation (RPA) are speeding up routine tasks – from automated trade confirmations to AI assistants crunching market data for traders. A notable trend is the use of AI agents coordinating across functions: one recent PwC analysis highlighted AI agents that can sync up demand forecasts, procurement, and logistics to preempt supply chain bottlenecks. Digital workflows are also improving efficiency – consider a cloud-based workflow that automatically rebalances a gas portfolio when a pipeline outage alert comes in. The key is targeting areas where automation and AI add the most value: high-frequency decisions, complex optimization problems, and areas requiring rapid scale. Importantly, companies succeeding here start with pilots and scale up. They prove value in a contained use case (say, automating meter data validation) and then extend the approach across the organization, all while keeping humans in the loop to supervise and handle exceptions.

4. Prioritize Cybersecurity and Resilience: As mentioned, integrating security into the DNA of the digital transformation is non-negotiable. Forward-looking utilities and traders are implementing “zero trust” architectures, conducting regular cyber drills, and using AI for threat detection. A secure IT/OT convergence (information technology with operational tech) means things like a power plant’s control system are not left exposed when connected for analytics purposes. Investing in cybersecurity may not seem as glamorous as AI or blockchain, but it underpins everything – one breach can undo years of digital progress. The best practice emerging is to treat cybersecurity and compliance as enabling functions of innovation: e.g., using advanced encryption and identity management actually enables cloud adoption by satisfying regulators and internal audit. Additionally, designing for resilience – e.g., having failover systems and backups for critical platforms – ensures that when (not if) something goes wrong, the impact is minimal. Think of it as the digital equivalent of maintaining spinning reserve capacity in generation: you hope not to need it, but it’s there if you do.

5. Cultivate Partnerships and Expertise: Many energy companies are not technology developers at their core, so partnering with specialized firms can accelerate the journey. This might mean working with cloud providers, software vendors, or consulting partners who bring deep domain expertise. LEAD Consult, for instance, has carved out a niche in energy IT integration and innovation strategy – partnering on projects to bridge gaps between legacy and new systems. In a recent case, a consortium of energy traders faced what was deemed an “impossible” challenge: migrating off an outdated electronic back office (eBO) platform that was deeply embedded in daily operations. By teaming up with a tech provider (Equias) and LEAD Consult’s experts, they devised a phased migration approach that proved the “impossible” possible, allowing a smooth transition with minimal disruption. This kind of collaboration illustrates the value of external perspective and experience. Similarly, other industry thought leaders (like PwC and Deloitte) can offer cross-sector insights – for example, how did a telecom or banking company successfully modernize their IT? Could those lessons apply to a utility? Building an ecosystem of partners, including startups (for cutting-edge innovation) and universities (for research), can greatly expand an energy company’s innovation capacity. It’s often through partnerships that new ideas (like blockchain-based energy trading or AI-powered grid balancing) move from buzzword to operational reality.

6. Foster a Digital Innovation Culture: Technology alone cannot transform an organization. The cultural aspect – encouraging experimentation, learning from failures, and breaking silos – is crucial. Leaders like Dragomir Stanchev (CEO of LEAD Consult and a seasoned IT leader in energy) often emphasize “leading by example” in digitalisation initiatives. This means leadership must visibly champion the changes (e.g., by using data dashboards themselves, or by rewarding teams that find new efficiencies through IT). Some companies set up “digital innovation labs” or cross-functional teams that work agilely on high-impact projects outside the usual bureaucratic structure. The idea is to create sandboxes where new approaches can be tested rapidly. Celebrating quick wins is another strategy – if an AI tool saved €1M by optimizing fuel procurement, share that story widely. It builds momentum and buy-in. Training and upskilling programs also show the workforce that the company is investing in them, not just in gadgets. Inspiration and communication go a long way: paint a vision of the company’s future – perhaps an integrated energy platform company, not just a utility – and employees will be more likely to support the sometimes arduous journey of transformation.

By focusing on these strategies, energy companies can turn the buzzwords of “digital transformation” and “innovation” into tangible results. Already, we see utilities that have slashed outage durations thanks to AI, oil & gas traders who vastly improved margin by replacing spreadsheet-based models with advanced analytics, and LNG shippers who successfully integrated digital platforms into complex supply chains for real-time visibility. Each success reinforces the industry truth: digitalisation is not a one-time project, but a continuous evolution of the business.

Conclusion: Powering the Future with Innovation

The global energy sector stands at a pivotal crossroads. Innovation is not merely an option; it is an imperative for navigating the energy transition, market volatility, and rising customer expectations. As we have seen, the trends shaping our industry – from AI and IoT to renewable integration – promise a future that is more efficient, sustainable, and intelligent. Yet, achieving that future requires surmounting significant challenges, from modernizing legacy systems to cultivating new ways of working. The journey may be complex, but the reward is resilient and agile energy companies that can thrive in a fast-changing world.

The good news is that no one has to travel this road alone. Building on lessons from across the USA, Europe, and Asia, and leveraging the expertise of proven partners, energy leaders can accelerate their digital transformation with confidence. In an age where innovation and integration determine competitive advantage, those who invest strategically in their IT landscape and embrace the digital future will lead the way.

If you’re looking to ignite your organisation’s energy innovation journey, consider tapping into expert guidance to avoid pitfalls and fast-track success. LEAD Consult, with its extensive experience in digital transformation in energy, IT systems integration, legacy migration, and innovation strategy, has helped energy traders, utilities, and LNG shippers alike to achieve new heights in performance and efficiency. Explore LEAD Consult’s public case studies and success stories for inspiration, and feel free to reach out for a conversation on how to tailor these strategies to your unique context. The digital future of energy is being written now – make sure your organization is not just keeping up, but leading from the front.

Innovation is not just about shiny tools – it’s about making legacy energy companies future-fit. With the right partners, architecture, and mindset, utilities, traders, and shippers can turn disruption into a competitive advantage.

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Migrating and digitalizing complex legacy platforms
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References

International Energy Agency (IEA) – Energy Technology Perspectives 2023
https://www.iea.org/reports/energy-technology-perspectives-2023
IEA Digitalization and Energy – Grid investment and smart technology trends
https://www.iea.org/reports/digitalisation-and-energy
PwC Global Digital Operations Study – The reality of digital transformation in energy and manufacturing
https://www.pwc.com/gx/en/industries/industrial-manufacturing/digital-operations-study.html
Deloitte 2024 Power and Utilities Industry Outlook
https://www2.deloitte.com/us/en/pages/energy-and-resources/articles/power-and-utilities-industry-outlook.html
CTRMCenter.com – Market intelligence and technology trends in ETRM
https://www.ctrmcenter.com
McKinsey & Company – The State of AI in 2023
https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai-in-2023
LEAD Consult Case Studies & Success Stories
https://www.leadconsult.eu/newsroom/category/case-studies/
https://www.leadconsult.eu/newsroom/category/success/
World Economic Forum (WEF) – Global Energy Transition Index 2023
https://www.weforum.org/reports/fostering-effective-energy-transition-2023
BloombergNEF (BNEF) – New Energy Outlook 2024
https://about.bnef.com/new-energy-outlook/
Statista – Global cloud adoption rates by industry
https://www.statista.com
Equias – eBO Migration and Partner Projects
https://www.equias.org
IEA Southeast Asia Energy Outlook – Energy demand and coal dependency
https://www.iea.org/reports/southeast-asia-energy-outlook-2022
Energy.gov (U.S. Department of Energy) – Grid modernization and AI deployment
https://www.energy.gov
European Commission – Energy Union & Green Deal
https://energy.ec.europa.eu/topics/energy-strategy/energy-union_en
International Renewable Energy Agency (IRENA) – Digitalization of Energy Systems
https://www.irena.org/publications/2022/Jun/Digitalization-and-Energy-Transition
Gartner – Technology Adoption in Utilities
https://www.gartner.com