Uprise and Gurobi Partner to Optimize Battery Energy Storage System Deployment in Croatia
Statkraft, the largest producer of renewable energy in Europe, needed a financial model demonstrating the project's viability. They turned to Uprise, a local energy consultancy and software development firm, for help developing a comprehensive route-to-market study.
As a Gurobi partner, Uprise was able to leverage the fastest solver on the market—a quality that was critical to the success of Statkraft's project.
'In the energy sector, speed is extremely important, and problems exhibit a high degree of complexity. For example, energy portfolio and electrical power grid optimizations are typically performed daily, often multiple times per day, and usually with strict time constraints,' explained Zlatko Ofak, Business Development and Innovation Lead at Uprise.
Using expenditure and market data, along with market and technical constraints, Uprise modeled the Croatian market and used Gurobi to generate an optimal trading strategy, financial projections, and key performance indicators, such as internal rate of return (IRR).
By simulating hundreds of potential market behaviors and operational trade-offs, the optimization model uncovered the best path forward—including a 12-25% increase in forecasted revenue due to the hourly multimarket optimization approach, plus detailed insight into optimal day-to-day market strategy approaches.
'With this study, we were able to analyze different market approaches and understand which scenario was best for us in order to move forward,' said Krešimir Benčić, Senior Project Developer at Statkraft. 'We now have the information we need to present to the board, and we got some valuable feedback that we will also be able to use if we move forward with other battery projects in the future.'
'We are proud to partner with Uprise to help companies like Statkraft navigate an increasingly complex energy landscape and develop solutions that are powering a more sustainable future,' said Duke Perrucci, CEO of Gurobi Optimization.
To learn more about how Gurobi and Uprise helped optimize Statkraft's BESS strategy, read the full case study.
About Gurobi Optimization
With Gurobi's decision intelligence technology, customers can make optimal business decisions in seconds. From workforce scheduling and portfolio optimization to supply chain design and everything in between, Gurobi identifies the optimal solution, out of trillions of possibilities.
As the leader in decision intelligence, Gurobi delivers easy-to-integrate, full-featured software and best-in-class support, with an industry-leading 98% customer satisfaction rating.
Founded in 2008, Gurobi has operations in the Americas, Europe, and Asia. It serves customers in nearly all industries, including organizations like SAP, Air France, and the National Football League. For more information, please visit https://www.gurobi.com/ or call +1 713 871-9341.
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Newsweek
an hour ago
- Newsweek
Poland Strikes It Rich With Largest Ever Oil Discovery
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Business Wire
4 hours ago
- Business Wire
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Forward-looking statements include information concerning possible or assumed future results of operations, including descriptions of our business plan and strategies. These statements often include words such as 'anticipate,' 'expect,' 'suggest,' 'plan,' 'believe,' 'intend,' 'project,' 'forecast,' 'estimates,' 'targets,' 'projections,' 'should,' 'could,' 'would,' 'may,' 'might,' 'will' and other similar expressions. We base these forward-looking statements or projections on our current expectations, plans, and assumptions, which we have made in light of our experience in our industry, as well as our perceptions of historical trends, current conditions, expected future developments and other factors we believe are appropriate under the circumstances at the time. These forward-looking statements are based on our beliefs, assumptions, and expectations of future performance, taking into account the information currently available to us. 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These forward-looking statements involve significant risks and uncertainties that could cause our actual results, level of activity, performance or achievements to differ materially from the results, level of activity, performance or achievements expressed or implied by the forward-looking statements, including the failure to execute definitive agreements or close previously contracted tax credit transfers, changes in our strategy, expansion plans, customer opportunities, future operations, future financial position, estimated revenues and losses, projected costs, prospects and plans; the quickly changing international tariffs applicable to our imports and exports; the uncertainly of our awards, bookings and backlogs and developed pipeline equating to future revenue; the lack of assurance that non-binding letters of intent and other indication of interest can result in binding orders or sales; the timing of permits; the possibility of our products to be or alleged to be defective or experience other failures; the implementation, market acceptance and success of our business model and growth strategy; our ability to develop and maintain our brand and reputation; developments and projections relating to our business, our competitors, and industry; the ability of our suppliers to deliver necessary components or raw materials for construction of our energy storage systems in a timely manner; the impact of health epidemics, on our business and the actions we may take in response thereto; our expectations regarding our ability to obtain and maintain intellectual property protection and not infringe on the rights of others; expectations regarding the time during which we will be an emerging growth company under the JOBS Act; our future capital requirements and sources and uses of cash; the international nature of our operations and the impact of war or other hostilities on our business and global markets; our ability to obtain funding for our operations and future growth; our business, expansion plans and opportunities and other important factors discussed under the caption 'Risk Factors' in our Annual Report on Form 10-K for the year ended December 31, 2024 filed with the SEC on March 31 2025, as such factors may be updated from time to time in its other filings with the SEC, accessible on the SEC's website at New risks emerge from time to time, and it is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements we may make. 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Forbes
5 hours ago
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DC Cable: The Overlooked Risk Of The $2 Trillion Solar Sector
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Uneven aging, partial shading or connector failure in just one string can affect the entire array, even during normal operation. Systemic Scale: NREL's 75 TWp Net Zero Forecast According to NREL, "The increasing acceptance of PV technology has prompted the experts to suggest that about 75 terawatts or more of globally deployed PV will be needed by 2050 to meet decarbonization goals." That implies over 1 billion kilometres of DC string cable. At this scale, even rare events become statistically frequent. Without system-level and module-level protection, the risks grow faster than the grid. As more projects come online, the density of installed DC cable increases exponentially. Executive Takeaway: DC Safety Is a Strategic Asset Risk DC cable is not a commodity. It is the circulatory system of the entire $2 trillion solar asset base and has a growing annual installation rate projected to exceed 500 GWp, with total deployment needing to reach 3 TWp per year to meet NREL's Net Zero scenarios. To mitigate risk: The future isn't just fossil-free—it's DC-heavy. In order to prevent risks, we need to ensure we build it with precision. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
