Urban waste heat recovery, in which low temperature heat from urban sources is recovered for use in a district heat network, has a great deal of potential in helping to achieve 2050 climate goals. For example, heat from data centres, metro systems, public sector buildings and waste water treatment plants could be used to supply 10% of Europe’s heat demand. Despite this, at present, urban waste heat recovery is not widespread and is an immature technology. Based on interviews with urban waste heat stakeholders, investors interested in green investments, and experience from demonstrator projects, a number of recommendations are made. It is suggested that policy raising awareness of waste heat recovery, encouraging investment and creating a legal framework should be implemented. It is also recommended that pilot projects should be promoted to help demonstrate technical and economic feasibility. A pilot credit facility is suggested aimed at bridging the gap between potential investors and heat recovery projects.

Approximately 1.2 EJ of energy are potentially available for recovery each year from urban heat sources in the EU. This corresponds to more than 10 percent of the EU’s total energy demand for heat and hot water. There are, however, a number of challenges to be met before urban waste heat recovery can be performed on a wide scale. This paper focuses on the non-technical issues related to urban waste heat recovery and is written on the basis of opinions gathered from stakeholders in the field. Three non-technical issues are focused upon. First, a number of important barriers to wide scale urban waste recovery are identified, and where applicable, recommendations are made regarding how to overcome these barriers. Second, important issues and challenges regarding contract design are identified and discussed. Key elements of heat supply contracts between the district heating company and the owner of the waste heat are described. Finally, the impact on business models of properties specific to urban waste heat recovery are discussed. Data were collected from two separate sources, both related to the ReUseHeat Horizon 2020 project, which addresses the application of urban waste heat recovery in existing district heating networks. First, a number of interviews with stakeholders were carried out. Second, information was collected from demonstrator sites involved in the ReUseHeat project. It was concluded that, for urban waste heat recovery to be taken up on a wide scale, there is still a large amount of work to do to overcome these major issues. This paper is novel in that key non-technical issues of urban waste heat recovery are discussed from the perspective of a large sample of actual stakeholders and practitioners in the field.

This paper addresses the implications on the business model of district heating companies of the technology shift targeting lower temperatures in the distribution network. Lower temperatures are valuable, since heat supply to low-energy buildings with low grid losses is facilitated. In addition, low-temperature heat sources can be integrated into an efficient energy system, improving the environmental performance of the industry. This technology shift opens a window of opportunity to update the business logic in the sector, since the lower temperatures allow a diversification of the value proposed to customers and a closer, long-term customer relationship. The extent to which the business model is impacted by the shift is not known. Thus, six cases of low temperature implementation from five European countries have been identified. Interviews with the project managers of the implementations show that the six cases made limited change to the primary business model when making the technological shift. Consequently, there is an unexplored potential for updating the value proposition and the customer relationship.

The Swedish district heating sector is successfully transitioning to a low-carbon energy system. The industry has expanded since the 1950s and currently meets more than half the Swedish heat demand. The heat market was deregulated in 1996, and thereafter, companies have been exposed to an increasing number of challenges related to technology, institutional factors and market. Since municipal ownership dominates, municipal companies must manage these challenges to ensure future competitiveness. However, theory suggests that business change is difficult when the current model is still working. To date, Swedish district heating companies have revisited their price models and customer perceptions. There is limited knowledge on how the business challenges are managed and on the management strategy’s impact on the business. In this paper, new knowledge is generated regarding how the customer and resource-oriented sides of the municipally owned district heating business in Sweden are changing. A case study approach was adopted. Data were collected by interviews and by review of the national research programme on district heating (Fjärrsyn). The programme served as a proxy for frontline research on Swedish district heating. The data were analyzed through the business model canvas framework. Changes to meet external pressures are identified on the customer side of the business model, but changes are also spreading to other parts of it. However, the key resource component (distribution networks and production unit) and its logic of economics of scale are unchanged and dominate. The logic is not compatible with shrinking heat demand; nevertheless, it is preferred. It is concluded that external challenges have resulted in changes in the customer side of the business model. However, the largest challenge is the transformation of key resources. Accounting for external challenges extends the life of the current business model, but it is not increasing competitiveness. The prolonged life creates a window of opportunity for the companies to begin the needed transformation of their key resources. If the transformation is successful, district heating will have a role in the future energy system. If the transformation is not undertaken, the future is less certain.