Distributed generation is booming in Italy. But plants alone are no longer enough.

Distributed generation is consolidating its strategic role in Italy's energy transition , with record growth in the commercial and industrial (C&I) segment. In 2024 alone, approximately 2 GW of new photovoltaic capacity was installed in this sector, equal to 30% of the national total. The sector thus reached a cumulative 17 GW out of the total 37 GW installed in Italy.

Bain & Company 's "Energy Forward" analysis captures this trend, with the C&I segment targeting 42 GW by 2030, in line with national decarbonization and energy resilience goals. The momentum is also evident in Europe: over 135 GW have already been installed in the commercial and industrial sectors, with projections of between 275 and 320 GW by the end of the decade.

"These numbers confirm that distributed generation is not just a sustainable option but a truly strategic factor for the autonomy and competitiveness of businesses," explains Roberto Prioreschi, Semea regional managing partner at Bain & Company . "In a context where energy costs penalize European industry, these solutions offer a concrete opportunity to reduce dependence on imports, stabilize costs, and attract new investments."

However, Bain warns, distributed generation alone is no longer sufficient . Business demand is evolving toward integrated models that combine generation, storage, efficient air conditioning, electric mobility, management systems, and energy trading.

This is where the so-called "Behind-the-Meter" (BtM) space comes into play: everything located "behind the customer's meter," that is, within the company or industrial site, and which allows for autonomous energy production, management, and optimization. BtM includes photovoltaic systems, batteries, heat pumps, HVAC systems, charging stations for electric vehicles, energy management software, and energy market participation services. The goal is to transform the consumer into an active participant, capable of reducing grid withdrawals, stabilizing costs, and improving sustainability.

According to Bain, the BtM space is set to become the new competitive arena for the transition . In Italy, the market for "Capex-as-a-Service" models—which transform energy investments into services—could grow from the current €100-150 million to a value of between €800 million and €1.2 billion by 2030.

The regulatory framework also contributes to supporting this evolution, with the Integrated Text on Electricity Dispatching (Tide) which from 2025 will allow distributed resources and aggregated retail users to access network services, encouraging an active role for companies in the transition.

According to Bain & Company , three main trends are driving companies' investment decisions. Flexibility and low-Capex models: There is growing demand for Capex-as-a-Service models that allow access to energy systems and services without high upfront investments. Integrated offerings: Companies are seeking solutions that combine generation, storage, energy management, and market trading. Customization and quality of service: There is an increasing focus on partners who can provide specialized consulting, tailored solutions, and advanced customer service.

"Companies no longer want just a photovoltaic system, but a truly modular, reliable energy platform built around their needs," Prioreschi emphasizes. "It's a transformation that requires a new way of thinking about offerings and customer relationships."

To compete in the BtM space, Bain experts explain, operators must move beyond the logic of purely selling hardware . A comprehensive industrial model is needed that covers the customer's entire energy lifecycle, with solid expertise in design, construction, and operations, advanced energy management and trading capabilities, and the strategic use of AI to improve efficiency by up to 10-15%.

"Being competitive isn't just about being efficient," adds Alessandro Cadei, senior partner and head of Semea Energy & Natural Resources at Bain & Company . "It requires intelligence in client relationships and the ability to orchestrate technologies, services, and processes in ever-changing ways, depending on needs and contexts."

The change is also cultural . "We must move from the turnkey model to the Capex-as-a-Service model. Those who can move beyond the pure transaction model, building long-term relationships and an integrated, customer-centric offering, will be key players in the energy sector's next cycle," concludes Cadei.