Implementation of the ESCO-business Essent Energiediensten BV New Delhi, 31 March – 1 April 2008 Ger Kempen ESCO in the Netherlands

2 1.Internal organization 2.Product development 3.New Products 4.External process ESCO Content

3 1.Market approach  New 1 sales manager and 1 account manager 2.Added value to B2B  Total cost of ownership  Tenders for energy delivery extend with target energy savings 1. Internal Organization

4 3. Strategic decision EED  No acquisition of installation firms But:  Grown as a center of knowledge  Strategic corporation with producers (Philips) and installation firms 4. One process off product development within Essent 1. Internal Organization

5 2. Product development Need for new products EED B2B EED has developed new products and needs to launch them now B2B has started putting more effort in product development, while the need is picking up as we speak Strategic Challenge Concept Development Concept Prototyping Product Launch Sensing & Observation Support & Policy Innovation Focus B2B Focus EED Focus Essent Trading Focus

6 3. New products and markets 1.New products Investment in building envelop:  Insulation  High efficiency glass 2.More comfort  Cooling in care buildings  Max CO2 level in college buildings  Better lightning level

7 3. New products and markets 3.New market Housing owner low income (ECOLISH) with pilot  Heerlen - the Netherlands  Ogre - Latvia  Pieria - Greece  Pécsvárad - Hungary Housing all owners Preparing a proposal for the board.

8 4. External Process ESCO ESCO contract  ESD; in Mai 2008 each country has his own ESCO contract  Ministry of Housing by SenterNovem did approach Essent