In the aftermath of Chernobyl, a handful of committed citizens decided to become active together in their community in the Black Forest and create a nuclear- and coal-free energy supply belonging to citizens. Today the EWS supplies people throughout Germany with green power and eco-gas and works in various ways towards bringing about the energy revolution.

Ongoing initiative (since 1986)

EWS is not directly related to the Climate-neutral Cities by 2030 UE Mission. However, EWS provides an example on how a citizens initiative can grow to a nationwide supplier of green electricity. The way EWS is doing business has always been based on stringent environmental criteria that not only exclude the supply of electricity from nuclear and coal-fired power plants while subsidising renewable energy systems, but also reducing electricity consumption and supporting the operation of climate-friendly co-generation units.

EWS is constantly contributing to the current political debate on amendments to existing energy legislation while also proposing its own drafts and pursuing all available legal options up to the Federal Constitutional Court if and when required.

EWS was the first of its kind in Germany to take over the grid as well as electricity supply to the local community. They made this possible by citizen involvement, a donation campaign and a local referendum.  

In 1998, when the German Energy market was deregulated EWS went nationwide and is the first clean energy supplier for Germany.

Furthermore, EWS has a support programme among their members. Every customer pays at least 0,5ct/kWh for the support of new renewable energy power plants, energy efficiency projects, energy democracy and others.

EWS started as a citizens initiative by a group in Schönau (Germany). Since the local grid operator had constantly obstructed related citizens’ activities, which involved initiatives to save energy and to promote environmentally friendly power generation, local activists came up with the idea of acquiring the Schönau power grid to determine the conditions for its operation themselves.

• EWS Schönau eG Cooperative (7.000 members, 120 employees) - Shareholders
  
• EWS Sales Company  (200.000 clients) - Consumers

EWS is more than just an electricity provider because its goals are much broader. EWS wants to encourage people to take matters into their own hands, to instigate change and to take action. Thus, success is not only defined by the number of customers or subsidised renewable generation units. According to EWS it is also about the effect brought about by the dedication and motivational power that emanates from Schönau and instigates a large number of activities. The Schönau electricity seminars, for example, often attract people who share common goals and interests and join forces to plan and implement projects. This setting creates a constantly growing network of very active, environmentally driven initiatives.

Social innovation initiatives are often restricted by space, power struggles and policies. Traditional policy frameworks in Germany for instance favoured the big energy companies and grid operators. This led to EWS Schönau paying an exaggerated price for using the electricity grid as the price is determined by the grid operator. Thus, the obstacles were mainly legal, financial and policy related. 

When the town council of Schönau gave the licence to operate on the local grid to EWS, the former grid operator called for a second referendum and started a campaign against EWS. However, the initiative upheld its demand and citizens were prepared to donate to EWS to allow them to pay the price for the grid. The press then referred to them as the “Schönau electricity rebels” who “had won a David versus Goliath battle”, and the victory of the Schönau people over nuclear lobbyists was met with much enthusiasm throughout the country.

The EWS initiative has successfully scaled in the sense that it has expanded its reach on the electricity grid throughout Germany. Furthermore, it provides an example of how community action can really instigate change. For example, a construction such as the support programme could be replicated by other initiatives but the local/national context and regulatory framework are very influential as to whether similar successes can be achieved. 

Main positive lessons/opportunities identified:

• Collective action 
• Expansion/scaling

Main failures/barriers identified:

• Power struggles with big energy companies
• Regulatory frameworks
  
• Financial obstacles for social innovations