本屆大會以“聚焦高質量·引領新發展”為主題，集“展覽展示+主論壇+11場分論壇+新品發布+品牌評選”為一體。大會共邀請到200+演講嘉賓，匯聚了2000+來自政府部門、專家學者和充換電產業上下游企業高層，一同見證充換電產業的無限機遇，共話充換電產業未來的發展之路。
 

5月23日，意科能源（上海）有限公司銷售及戰略總監 黃翔以《Enel集團在電動汽車充電領域的經驗分享》為主題進行演講。

 

演講整理

 

 

黃翔介紹道，Enel成立于20世紀60年代，起初專注于電網建設，隨后逐步擴展到意大利及周邊國家的電網互動和連通工作。70年代和80年代，公司在傳統能源發電業務的基礎上，開始將光伏、風能和水電等清潔能源引入歐洲電網。90年代，歐盟一體化推動了電網的私有化，Enel順應這一趨勢成為歐洲最大電力公司。

 

2016年，Enel開始大力投入能源數字化，現已成為全球管理需求響應最大的公司之一。目前，Enel有五大業務線，包括Enel Green（可再生能源資產）、Global Infrastructure & Networks（智能電網）、Global Energy & Commodity Management（電力和天然氣大宗商品交易）、Enel X（數字化能源服務）和Global e-Mobility（電動汽車和電網互動）。

 

2023年，公司營收約960億歐元，息稅前利潤約260億歐元。Enel作為全球第二大電力公司，僅次于中國國家電網，用戶數量接近8000萬。為了推動交通電動化，公司于2022年成立了Enel X Way品牌，致力于為包括中國在內的全球市場提供智能綠色的電動出行解決方案和綜合服務。

 

在電動汽車充電領域，Enel已有15年的發展歷史。2010年，公司開始布局充電業務，2013年推出50千瓦快充樁，2016年在歐洲建設快充網絡。2017年收購了一家美國充電樁硬件公司，2019年入股歐洲最大的充電網絡互聯互通平臺的HUBJECT公司，2021年與大眾在意大利成立合資公司，計劃建設3000個充電站點。2022年，Enel X Way正式成立，提供從建站尋址、補貼政策到軟硬件產品的全面服務，在國內將與星星充電和特來電等展開競爭。

 

Enel還開發了遠程控制系統，將區域電力調度與充電結合，利用需求響應部門的成熟商業模式，推動相關項目。公司的APP展示了在歐洲的快充樁網絡，集成了20多萬根充電槍，主要部署在意大利、西班牙和利比里亞半島等地，每年充電次數達兩三百萬次。

 

為了更好地布局產業，Enel在硬件方面進行了深入定義，通過與供應商合作，確保產品符合法規和公司的標準和需求。所有軟件和平臺層面的內容均由Enel自主開發，供應商需通過聯調才能加入公司的供應鏈。

 

Enel在全球多個地區設有高標準的充電站點，合作伙伴涵蓋主要車企、商用車隊、公交公司和零售商，展示了公司在電動化和能源轉型方面的實力和影響力。

 

從充電行業發展的底層邏輯來看，他認為：整個充電設備制造商的設備實際上銷售給充電運營商（CPO），CPO的核心業務是電力服務，而電力來自配電公司（電網公司），電網公司則從發電廠購電。在這個產業鏈中，歐洲的邏輯線得以貫通的原因主要在于政策驅動和價值鏈上的各個環節共同遵循規則。在國內，這一邏輯鏈也受到類似因素的影響。

 

近年來，氣候變化、能源安全和智能電網的發展推動了政策的制定和實施。歐盟的《歐洲氣候法》、碳排放交易系統、歐洲綠色交易計劃（Green Deal）以及俄烏戰爭后出臺的REPower、EU等法規，都表明能源、電力和工業領域的所有議題都集中在幾個核心法案之中。國內政策也是圍繞“碳達峰”目標進行部署，例如尚未完全通過的《能源法》。

 

在這一背景下，輸配電領域面臨設備老化、可再生能源接入的波動性和不穩定性等問題。設備投資涉及經濟成本和投資回報率，商業模式的可行性以及資本市場的認可度也是關鍵問題。

 

他強調，充電網絡建設同樣面臨挑戰。CPO在建站過程中，最核心的問題是電力供應。無論是建設10個、20個還是100個充電樁，電力容量的確保都是難點。然而，正是這些挑戰推動了技術進步和行業的發展。

 

基于充電行業發展的底層邏輯，他特別提出兩個問題：

 

第一，充電行業這個產業鏈最核心的挑戰是什么。

 

他表示，從歐洲市場來看，歐洲充電行業產業鏈的核心挑戰在于解決根本問題，即如何有效提供充電服務。這個過程涉及電網的配合，以及新技術的引進和開發，這些都是行業關注的重點。

 

他以去年挪威的一個行業案例為例，一個項目需要建設4個充電車位，每個充電樁功率為60kW，總功率為240kW。理論上，申請一個400千伏安的變壓器即可。然而，在向挪威當地政府申請電力時，得到的答復是需要等待8年才能獲得所需的容量。八年時間內，國內的充電樁可能已經報廢，而這個項目才剛剛起步。這種困境中的產業鏈障礙，需要通過合理的商業邏輯和利益分配來解決，才能讓項目順利運轉。

 

目前，為解決該問題也有一些解決方法，比如增加儲能設備。在國內，增加儲能設備可能會使投資回報率變得不理想。但在歐洲，由于電價波動大、電力市場開放，支持現貨交易和長期交易，商業模式具有足夠的彈性。他強調，當企業找到自身優勢點時，其在價值鏈中的位置和意義也就顯現出來。

 

第二，充電行業產品的窗口期還有多少。

 

他指出，窗口期本身這個概念非常籠統，單從設備端來看，國內企業難度最高的是給大型能源公司或電力公司提供高功率直流樁。目前，國內有幾家原始設備制造商是Enel的供應商，但進入供應鏈通常需要約兩年時間。這一過程涉及產品定義、軟硬件調試、信息安全、售后維護及現場服務等問題，無論對于哪種規模大小的企業，進入Enel全球體系都具有一定的準入門檻。

 

以售后維護為例，歐洲的商業氛圍與國內不同，歐洲更注重商業模式的穩定運行、長期的穩定收益以及安全性。國內企業在歐洲提供服務時，若出現現場售后問題，可能會面臨被停產或核查的風險。

 

他強調，國內設備制造商進入一家大型CPO或能源公司的采購系統需要2到3年的周期，大功率直流樁的產品研發周期約為兩年，產品需經過2到3次迭代才能成熟。現在的800V平臺已經普及，未來5到8年內，1000V平臺也將成為主流。如果未能在這段時間內進入歐洲供應鏈，將很難再有機會。

 

對于家庭充電樁，歐洲本土制造的理念在不斷加強，許多本土企業已經生產出不錯的產品，歐洲企業選擇本土產品也是順其自然的過程。因此，國內企業在交流樁領域的窗口期可能已經過去。

 

黃翔指出，在某些特定細分領域，如小功率直流樁，目前在歐洲市場上還沒有成熟的產品。在車隊管理和物業地產等領域，可能還有3到5年的機會。這類產品功率相對較小，經過兩到三代的迭代后，市場可能會趨于穩定，因此這是國內企業的窗口期。

 

From May 22 to 24, the 2024 Third China International Charging Pile and Battery Swap Station Exhibition and the 2024 Tenth China International Electric Vehicle Charging and Battery Swap Industry Conference, co-hosted by Charging Pile Network, Charging and Battery Swap 100-Person Association, and Light Storage Charging and Battery Swap Industry Alliance, were grandly held at the Shanghai Auto Exhibition Center.

 

This year's conference, themed "Focusing on High Quality, Leading New Development," integrated "exhibition display + main forum + 11 sub-forums + new product release + brand evaluation." The conference invited over 200 speakers and gathered more than 2000 high-level participants from government departments, experts, scholars, and upstream and downstream enterprises in the charging and battery swap industry. Together, they witnessed the infinite opportunities in the charging and battery swap industry and discussed the future development path of the industry.

 

On May 23, Huang Xiang, Sales Director and Strategic Director of Enel (Shanghai) Co., Ltd., delivered a speech on "Enel's Experience in the Electric Vehicle Charging Field." Huang Xiang introduced that Enel was established in the 1960s, initially focusing on grid construction and gradually expanding to grid interaction and connectivity in Italy and neighboring countries. In the 1970s and 1980s, based on traditional energy generation, the company began integrating clean energy sources such as photovoltaics, wind, and hydropower into the European grid. In the 1990s, EU integration promoted grid privatization, and Enel became the largest power company in Europe, adapting to this trend.

 

In 2016, Enel heavily invested in energy digitization and has since become one of the largest global demand response management companies. Enel currently has five main business lines: Enel Green (renewable energy assets), Global Infrastructure & Networks (smart grid), Global Energy & Commodity Management (electricity and gas commodity trading), Enel X (retail business), and Global e-Mobility (electric vehicles and grid interaction).

 

In 2023, the company's revenue was approximately 96 billion euros, with EBITDA of about 26 billion euros. Enel is the second-largest power company in the world, second only to the State Grid Corporation of China, with nearly 80 million users. To promote transportation electrification, the company established the Enel Way brand in 2022, dedicated to providing customers with a better electrification experience.

 

Enel has 15 years of experience in the electric vehicle charging field. In 2010, the company began developing its charging business, launching a 50kW fast-charging pile in 2013, and building a fast-charging network in Europe in 2016. In 2017, it acquired a U.S. charging pile hardware company, and in 2019, it invested in HUBJECT, Europe's largest charging network interoperability platform. In 2021, it established a joint venture with Volkswagen in Italy, planning to build 3,000 charging stations. Enel Way was formally established in 2022, providing comprehensive services from site selection and subsidy policies to hardware and software products, similar to domestic companies like Star Charge and TELD.

 

Enel also developed a remote control system that combines regional power dispatch with charging, leveraging the mature business model of the demand response department to promote related projects. The company's app showcases its fast-charging network in Europe, integrating over 200,000 charging guns, mainly deployed in Italy, Spain, and the Iberian Peninsula, with two to three million charging sessions annually.

 

To better develop the industry, Enel has deeply defined its hardware by collaborating with suppliers to ensure products comply with regulations and company standards. All software and platform content are independently developed by Enel, and suppliers must pass joint debugging to join the company's supply chain.

 

Enel has high-standard charging stations in multiple regions worldwide, with partners including major car manufacturers, commercial fleets, bus companies, and retailers, showcasing the company's strength and influence in electrification and energy transformation.

 

Regarding the fundamental logic of charging industry development, Huang Xiang believes that the core of the industry chain lies in charging equipment manufacturers selling their equipment to Charging Point Operators (CPOs), whose core business is electricity services. Electricity comes from distribution companies (grid companies), which purchase power from power plants. This industrial chain in Europe is connected mainly due to policy-driven initiatives and adherence to rules across various segments of the value chain. In China, similar factors influence this logic chain.

 

In recent years, climate change, energy security, and the development of smart grids have driven policy formulation and implementation. The EU's European Climate Law, carbon emission trading system, European Green Deal, and post-Russia-Ukraine war regulations like REPowerEU indicate that all issues in the energy, electricity, and industrial sectors focus on a few core bills. Domestic policies are also deployed around the "carbon peak" goal, such as the not-yet-passed Energy Law.

 

In this context, the transmission and distribution field faces challenges such as equipment aging and the volatility and instability of renewable energy integration. Equipment investment involves economic costs and return on investment, and the feasibility of business models and capital market recognition are key issues.

 

Huang Xiang emphasized that building charging networks also faces challenges. The core issue for CPOs in building stations is ensuring power supply. Whether building 10, 20, or 100 charging piles, ensuring power capacity is difficult. However, these challenges drive technological progress and industry development.

 

based on the fundamental logic of charging industry development, he highlighted two key issues:

 

The core challenge of the charging industry chain.

 

From the European market perspective, the core challenge of the European charging industry chain is effectively providing charging services. This process involves grid cooperation and the introduction and development of new technologies, which are key focus areas for the industry.

 

He cited an industry case in Norway last year, where a project needed four charging spaces, each with a power of 60kW, totaling 240kW. Theoretically, applying for a 400kVA transformer would suffice. However, when applying for power from the local government, the reply was an eight-year wait for the required capacity. In eight years, domestic charging piles might already be obsolete, while this project was just starting. Overcoming such industrial chain obstacles requires reasonable business logic and benefit distribution to ensure project smooth operation.

 

Currently, there are solutions to this problem, such as adding energy storage devices. In China, adding energy storage may make the investment return rate undesirable. But in Europe, due to significant electricity price fluctuations and an open power market supporting spot and long-term trading, the business model has enough flexibility. He emphasized that when a company finds its advantage, its position and significance in the value chain become apparent.

 

The window period for charging industry products.

 

He pointed out that the window period concept is very broad. From the equipment perspective, the most challenging task for domestic enterprises is providing high-power DC piles to large energy or power companies. Currently, several domestic equipment manufacturers are Enel's suppliers, but joining the supply chain usually takes about two years. This process involves product definition, software and hardware debugging, information security, after-sales maintenance, and on-site services. Regardless of the company's size, entering Enel's system has certain entry barriers.

 

For example, in after-sales maintenance, the commercial atmosphere in Europe differs from that in China. Europe emphasizes stable operation, long-term stable revenue, and safety in business models. When domestic companies provide services in Europe, if on-site after-sales issues arise, they might face production suspension or inspection risks.

 

He emphasized that entering a large CPO or energy company takes 2 to 3 years, and the R&D cycle for high-power DC piles is about two years, with products maturing after 2 to 3 iterations. The 800V platform is now widespread, and the 1000V platform will become mainstream in the next 5 to 8 years. If a company fails to enter the European supply chain within this period, it will be challenging to have another opportunity.

 

Regarding home charging piles, the concept of local manufacturing in Europe is continuously strengthening, with many local companies already producing good products. European companies naturally choose local products, meaning the window period for domestic companies in the AC pile field might have passed.

 

Huang Xiang noted that in certain specific niche areas, such as low-power DC piles, no mature products exist in the European market. In fields like fleet management and property estates, there might still be a 3 to 5-year opportunity. These products have relatively low power, and after two to three generations of iteration, the market may stabilize, presenting a window period for domestic companies.