《英國能源網絡協會：2020年英國天然氣網絡創新戰略報告（英文版）（25頁）.pdf》由會員分享，可在線閱讀，更多相關《英國能源網絡協會：2020年英國天然氣網絡創新戰略報告（英文版）（25頁）.pdf（25頁珍藏版）》請在三個皮匠報告上搜索。

1、Gas Network Innovation StrategyThe Voice of the NetworksMarch 2020Foreword.03Introduction.04Our strategy.05How to get involved.06Principles and outcomesCustomer benefit.08Collaboration.09Carbon impact.10Data and outputs.11Scale up and roll out.12Shared network innovation themesConsumer vulnerability

2、.14Net zero and the energy transition.16Optimised assets and practices.18Flexibility and commercial evolution.20Whole energy system.22Next steps.2411324112341This Gas Network Innovation Strategy has been produced by Energy Networks Association(ENA)and the GB Gas Licensed Network Operators(LNOs).ENA

3、is our voice,representing the wires and pipes transmission and distribution network operators for gas and electricity in the UK and Ireland.Gas TransmissionGas Distribution02ContentsWe are pleased to present this revised and refreshed Gas Network Innovation Strategy.This document sets out for you,ou

4、r stakeholders,what our high-level ambitions and priorities are for network innovation.Innovation in our energy networks is playing a key role in the transformation of the energy system for a zero carbon future.Innovation projects allow us to better understand how to integrate and roll out new techn

5、ologies,practices and markets and help to tackle the wider energy challenges we face.Funding mechanisms,including the Network Innovation Allowance(NIA)and Network Innovation Competition(NIC)administered by Ofgem,are enabling an extensive portfolio of projects that are changing how our energy system

6、works and delivering significant financial,energy security and environmental benefits to customers.We are working in partnership with each other,with innovators,businesses and local communities to invest in trialling new technologies and business models.We recognise that we cannot solve the complex

7、challenges in the energy system on our own.ENA is the voice of the networks and brings together all the innovation managers to consider challenges that require innovative solutions,share learning and develop robust processes for collaboration.We published our first strategy in 2018.It helped us to a

8、lign our priorities,share thinking and avoid duplicating efforts.But we felt it could go further.We recognise there is still work to be done in joining up with the electricity network companies and facilitating whole energy system approaches.Therefore,this revised strategy has shared principles and

9、themes with the Electricity Network Innovation Strategy.We are moving towards producing one shared strategy in the future.We also recognise that there are innovators out there that we havent engaged with yet.We hope this strategy enables them to better understand our key themes and principles and ho

10、w to get involved.David SmithChief ExecutiveMatt HindleHead of Gas03Gas Network Innovation StrategyEnergy Networks AssociationForewordInnovation strategy stakeholder engagementGas network innovation spend 2008 to 2019Innovation projects allow us to understand how to integrate new technologies and pr

11、actices into our energy networks,benefiting our customers and facilitating our transition to a net zero future.This revised Gas Network Innovation Strategy was co-created with our stakeholders(see the engagement process on the right).The strategy sets out the key themes and principles that will guid

12、e a joined up approach to innovation by both the electricity and gas networks.We are building on an extensive innovation portfolio.Since 2008,265 million has been invested in innovation activities delivering significant benefits for customers.*The key funding mechanisms we use are the the NIA and th

13、e NIC.However,this strategy looks more widely at how we can join up with wider UK energy innovation programmes.This strategy sets out how we want to work with you,the innovators,on new solutions that can help us deliver safe,resilient networks that facilitate the net zero transition and meet the nee

14、ds of our customers.*This does not include other funding,such as the Innovation Funding Incentive or Innovate UK.NIA 115m(381 projects)NIC 12m(2 projects)(141 projects)NIA 35m(12 projects)NIC 103m265mDistribution led393 projects Transmission led 143 projects 536 projectsTransmissionled47mDistributio

15、n led218mIdentified themes and principles for testing with stakeholdersOnline consultation,round table and webinars (108 participants)Validation of approach.Modifications to themes and principlesStakeholder workshops and webinar(113 participants)Addition of one principle and five focus areas per the

16、meStrategy content finalisedExpert interviews (20 interviews)04Gas Network Innovation StrategyEnergy Networks AssociationIntroductionWhole energy systemConsumer vulnerability Net zero and the energy system transitionOptimised assets and practicesFlexibility and commercial evolutionCustomer BenefitCo

17、llaboration Scale up and roll outData and outputsCarbon ImpactMeet the needs of sustainable networkMaintain a safeDeliver an environmentally and resilient network consumers and network usersSHARED NETWORK INNOVATION THEMESPRINCIPLES AND OUTCOMESNETWORK INNOVATIONOBJECTIVES35412Objectives,themes and

18、principlesThis strategy is centred around our three overarching objectives,which are reflected in five key principles and five network innovation themes.The underlying principles and outcomes apply to all innovation activity and will be considered at all stages of innovation projects,from inception

19、through to delivery and dissemination.The shared network innovation themes are the priority innovation areas,which we have identified with the help of our stakeholders.These five themes provide us with a shared strategic direction,help innovators understand how they can work with us and provide a me

20、ans of categorising and tracking innovation investment.However,it is worth noting that often projects will sit under multiple themes.Under each theme in this strategy we set out what it means for gas network innovation,the top five focus areas identified through the stakeholder engagement process an

21、d case studies of previous or live projects.The strategy is deliberately high level.We want to give you,our stakeholders,information on where we need ideas,at the same time as not being prescriptive and closing the door to problems/solutions that we have not yet considered.05Gas Network Innovation S

22、trategyEnergy Networks AssociationOur strategy12345We are keen to work with a wide range of innovators.A key purpose of this strategy is to help you to better understand what we are looking for and how to get involved.The high-level guide below maps out the key stages in getting an innovation projec

23、t off the ground and indicates which areas of this strategy can help.It also signposts you to further resources and collaboration portals.Develop proposalIdentify partners,develop and submit your project proposal.PrinciplesGet a sense of how we work by looking at our principles(pages 8-12).Innovatio

24、n themesUnderstand our priority themes for innovation and where your ideas fit in by reading about our innovation themes(pages 14-23).Local or national?If your idea can be applied anywhere,go through one of the national services(see right).If it is specific to a transmission,system or local distribu

25、tion operator,make contact directly.fInnovation websitesfInnovation strategiesfEventsfNewslettersfInnovation calls/competitions.Funding opportunitiesSign up for information about funding opportunities.Regulated price control of networks Ofgem regulates network activity including innovation through t

26、he RIIO price control process.For the gas networks,the new price control period(RIIO-2)will begin in April 2021,which may mean changes to the scope and governance of our innovation activity.EIC hubfAccess the latest opport-unities from some member network companiesfConnect with a global community of

27、 innovatorsfSearch for funding and access support resourcesNetwork Innovation Collaboration PortalfShare informationfFind partnersfPropose new project ideas for all network companies to considerInnovator Support PortalfFunding finder toolfConnect with innovators and expertsInnovation Funding Service

28、fOnline application and collaboration toolfInformation on all active funding competitionsSmarter Networks PortalfSharing learningfCollaborate on new projects06Gas Network Innovation StrategyEnergy Networks AssociationHow to get involvedCustomer benefitCollaborationCarbon impactData and outputsScale

29、up and roll out07Principles and outcomesCustomer benefit at the centreCustomer benefit should be at the centre of all network innovation activity.Benefits will range from efficiency savings and a better customer experience to societal benefits,such as the accelerated decarbonisation of our energy sy

30、stem.Our customers are everyone who connects to our network or who pays an energy bill.All innovation activity should aim to deliver clear benefits to these customers,in particular:fAccelerated decarbonisation of our energy systemfEfficiency improvements that reduce network costs,lowering gas bills

31、for customersfA safer and more secure energy networkfA more reliable energy supplyfA reduced impact on the environmentfAn inclusive approach to participation in the energy transition,with a focus on vulnerable consumersfA positive impact on our employees and supply chainsfWider socio-economic benefi

32、ts,such as job creation and improved public health/air quality.We dont just consider how the outcomes of innovation projects will affect customers,but also how we interact with customers during project delivery.When customers are directly involved in projects we make sure that we manage their expect

33、ations and communicate in a transparent and open way.We are inclusive and consider the harder to reach customers.When customers are indirectly affected by projects,we will minimise disruptions and clearly communicate with them.We will also explore how innovations can improve customer service wheneve

34、r possible.This may relate to how we interact with customers,deliver connections or new markets such as local flexibility markets.We recognise that communities and regions are different and have different needs.Therefore,we each develop our own innovation strategies that reflect the specific needs o

35、f customers in our regions.08Gas Network Innovation StrategyEnergy Networks AssociationPRINCIPLECustomer benefitScale upand roll out(where justified by the benefits)CustomerBenefit Project inception Project delivery Disseminationof learning CollaborationNetwork innovation activity should provide sha

36、red learning,avoid duplication and increase collaboration between network companies and the wider energy sector.Network innovation should also be joined up with wider UK energy innovation programmes.While each of us has our own strategy for innovation,we strongly believe that gas and electricity and

37、 wider industry collaboration is key to ensuring we maximise the value to customers.This is why we have a joined-up strategy and shared principles and themes with the electricity networks.Under ENA,there are a range of initiatives that facilitate collaboration between us as network and system operat

38、ors.They include:fSmarter Networks Portal a repository for Ofgem-funded projects.With automatic notification of new projects and key learning.It also shares project registration documents to enable collaboration before project kick offfOpen Networks Project sharing learning and working collaborative

39、ly to change how the networks operate to facilitate the transition to a smart,flexible energy systemfGas Goes Green Programme sharing learning and working collaboratively to deliver net zero gas in a smart,flexible and balanced energy systemfLow Carbon Technology Working Group representatives from t

40、he electricity networks meet regularly with industry,BEIS and Ofgem to agree strategies and processes for low carbon technologies that connect to the electricity networkfGas Innovation Governance Group and Electricity Innovation Managers regular meetings to coordinate innovation activitiesfAnnual ke

41、y showcase and conference events such as the Low Carbon Networks&Innovation Conference,Electricity Innovation Forums and the Gas Innovation Showcase.We recognise the need to collaborate with a wide range of innovators to create better ideas and real-world outcomes.Page 6 of this strategy sets out th

42、e main routes to get involved.For example,we work with third party organisations,such as EIC and Innovate UK,to collaborate with thousands of small-to-medium sized enterprises(SMEs).We also collaborate with other funding programmes that support innovation work such as Innovate UK and BEIS innovation

43、 funds,however,there is the potential to increase and better coordinate this collaboration to ensure our customers benefit.09Gas Network Innovation StrategyEnergy Networks AssociationCollaborationPRINCIPLEHigh level carbon impact assessment for innovation projectsInnovation activities should have a

44、positive impact on achieving the UKs net zero emissions target whenever possible.Therefore,the potential carbon impact of an innovation project should be considered.Facilitating and accelerating the UKs transition to net zero is a key theme of our innovation strategy,for example,through connecting n

45、ew sources of green gases or reducing losses(see pages 16 and 17).Innovation projects developing and implementing solutions to other themes in this strategy will also have an impact on carbon emissions.Network companies already consider and aim to reduce the environmental impacts of all their activi

46、ties,including innovation.In many cases the carbon impacts of innovation projects may be low,for example,innovations in cyber security,safety and customer service.Where carbon impacts of innovation projects are potentially significant,network companies will consider whether there are ways of avoidin

47、g or reducing emissions,without compromising the objectives of the project.Will the delivery of your innovation project have a significant carbon impact?Revised potential impact in project closedown reportChanges to project plansStatement at project initiationStatement at project initiationIs there

48、anything that can be done to reduce the carbon impact?Estimate potential impact at project initiationEstimate potential impact at project initiationYesNoYesNoYesNoNo further actionAre the project outcomes designed to have a direct impact on greenhouse gas emissions?10Gas Network Innovation StrategyE

49、nergy Networks AssociationCarbon impactPRINCIPLEData and outputs11Gas Network Innovation StrategyEnergy Networks AssociationThe outputs of network innovation activity should be made available to all interested parties in a consistent and accessible format.All network innovation projects should,where

50、 possible,make the following available and accessible:fKey project outcomes and learning from undertaking the projectfAn overview of the key outputs and results from the projectfProject datasets,data tables and supporting information(such as method statements,registers or process diagrams)fKey quali

51、tative and quantitative information that may be of use to future innovation projects.A successful innovation project will provide an opportunity to further develop or implement an idea,technology or process through to business as usual.The outputs of an innovation project,as well as the data and inf

52、ormation generated,can also be valuable for future learning,follow-up projects or new ideas.Making innovation project data and insights available will help attract a wider range of innovators and encourage spin-off ideas.Therefore,we take the view that data from innovation activities should be presu

53、med open,as set out by the Energy Data Taskforce.It should also be discoverable,searchable and understandable,with common structures,interfaces and standards and be secure and resilient.Outputs from innovation projects can all be found on the Smarter Networks Portal and on individual network company

54、 websites.We will be revising the Smarter Networks Portal in 2020 and considering how we can improve the service it provides.Energy Data Taskforce:Maximising the value of dataOutcomesMaximising the valuePrinciplesPresumed openSecure and resilientStructures,interfaces and standardsDiscoverable,search

55、able and understandable11Electricity Network Innovation StrategyEnergy Networks AssociationPRINCIPLEData and outputsScale up and roll out12Gas Network Innovation StrategyEnergy Networks AssociationA key objective of network innovation activity should be to deliver transformational change,taking viab

56、le initiatives forward to business as usual deployment and to identify methods to scale up and roll out new practices,processes and technologies.Innovation is about trialling,testing and verifying ideas.It is also about developing new approaches,practices and processes.Proven innovations and success

57、ful or impactful projects should be taken forward to wider implementation across the sector as cost eff ectively as possible.This is how benefi ts for customers are maximised.We are committed to ensuring that new innovations are adopted to business as usual.We do this in several ways:fWe involve key

58、 staff in the innovation process before transitioning to business as usual to lead the adoption of new approachesfWe have created specifi c roles or teams to prepare for and facilitate future changefWe ensure that engineering and regulatory standards,industry codes and policies are updated(or create

59、d)as a result of innovation projectsfWe collaborate between network companies to facilitate the deployment of solutions at scale.To ensure that we are delivering value for money to our customers and wider stakeholders,we continuously improve our processes to make sure that we get maximum value from

60、innovation deployment.In preparation for RIIO-2,we are working with the gas networks to develop a measurement framework that enables consistent reporting for network innovation.This is designed to benefi t customers and the wider industry by increasing transparency on the outcomes of network innovat

61、ion projects,and what they have delivered.Under the proposed benefi ts framework,we will assess the outputs of our innovation projects and the potential they have to deliver benefi ts for customers.This will consider benefi ts for the organisation proposing the project,other network operators and wi

62、der stakeholders.We propose to report innovation benefi ts using the new framework for RIIO-2,the next price control period starting 1 April 2021 for system operation,gas networks and electricity transmission,and for electricity distribution from 1 April 2023.Summer 2020fFinalising Benefi ts Framewo

63、rkAutumn 2020fRIIO-2 gas and transmission determinationsfENA revising Smarter Networks PortalAutumn 2021fImplement Benefi ts FrameworkfImplement Smarter Networks Portal changesBenefi ts Framework development12Electricity Network Innovation StrategyEnergy Networks AssociationPRINCIPLEScale up and rol

64、l outConsumer vulnerabilityNet zero and the energy transitionOptimised assets and practicesFlexibility and commercial evolutionWhole energy system13Shared network innovation themesExploring how best to support the needs of consumers in vulnerable circumstances today and in the future,ensuring that e

65、veryone can experience the benefits of the energy transition and any adverse effects of change is minimised.Vulnerable consumers are those significantly less able to protect their interests in the energy market and/or are more likely to suffer detriment.Vulnerability can take different forms and can

66、 change over time.Causes include,but are not limited to:fFinancialfTechnologicalfLocationalfDemographicalfHealth and wellbeing.It is often those consumers in vulnerable circumstances that are most likely to find it difficult to engage with changing technologies and benefits.There is a risk that the

67、energy transition could put them at a greater disadvantage.Vulnerable consumers could also be impacted by action to decarbonise how we heat our homes and businesses.Heat is directly linked with our comfort and health and so we need to ensure those most reliant on it are not adversely affected by the

68、 energy transition.Similarly those who rely on the availability of low-cost and accessible transport for their health or livelihood,will be impacted by action to reduce transport emissions in urbanised areas,or recent announcements around bringing the ban of sales of new petrol and diesel fueled car

69、s forward to 2035.Innovation allows us to explore how best to support the needs of consumers in vulnerable circumstances and to take a more inclusive approach.This could take the form of new services,data and management practices,technologies or partnerships.14Gas Network Innovation StrategyEnergy N

70、etworks AssociationConsumer vulnerabilityTHEME 01Is consumer vulnerability a key theme for network innovation?How important would you rate this theme out of 5?345213776%11%13%Dont knowYesNoCase studiesRamp UpWales&West UtilitiesSome customers can find it hard to navigate around street works.WWU laun

71、ched an NIA project and are working with five different partners to design and test a better transition ramp,helping people move from the pavement to the road and back more smoothly and safely.Connecting homes for health Northern Gas NetworksCustomers living in cold homes,with no gas connection,can

72、suffer both physically and mentally.NGN are working with National Energy Action on a two-part project to explore the impact of free gas connections on households suffering from poor health.The findings could inform a future change in the eligibility criteria for free gas connections.5ensuring that e

73、veryone can experience the benefits of the energy transition.These are the five focus areas that stakeholders have identified as the near-term priorities:1Understand and remove barriers to adopting new technologies and services for vulnerable consumers2Facilitate building resilient local communities

74、3Support the fuel poor and improve affordability for consumers4Explore how to reduce the financial impact of net zero on vulnerable consumers5Improve engagement and visibility between vulnerable consumers and the networks.focus areasStakeholder feedback15Gas Network Innovation StrategyEnergy Network

75、s AssociationConsumer vulnerabilityTHEME 01Facilitating and accelerating the UKs transition to net zero greenhouse gas emissions before 2050.The transition to net zero greenhouse gas emissions will require:fA transition to low carbon gasesfThe significant decarbonisation of heatfGreater levels of lo

76、w and zero carbon electricity generationfThe decarbonisation of transportfAn increase in flexibility in our wider energy system,for example through smart technologies and servicesfAn increase in energy efficiency and changes in demand and customer behaviourfNew ways of understanding and managing sys

77、tem stabilityfA whole energy system approach.The gas network is currently at the heart of our energy system.It plays a vital role in transporting energy to consumers securely and cost-effectively.The role of the gas network in a net zero future is a key area for innovation.As the nations energy mix

78、changes and actions to decarbonise are implemented,what does the future hold for gas,our gas network and the customers connected to it?We recognise the need move away from burning unabated fossil fuels to heat our buildings and fire our industrial processes.Innovation is helping us investigate,trial

79、 and deploy low carbon,safe and cost-effective alternatives to natural gas and preparing our networks to deliver them.We also recognise the importance of cross-vector coordination and planning to efficiently manage the interactions between electricity,gas,heat and transport in the energy transition.

80、Network innovation provides us with an opportunity to answer some of the key questions,tackle some of the big challenges and explore the role that gas networks can play in accelerating our transition to a net zero energy system.16Gas Network Innovation StrategyEnergy Networks AssociationNet zero and

81、 the energy transitionTHEME 025Facilitating and accelerating the UKs transition to net zero greenhouse gas emissions before 2050.These are the five research areas that stakeholders have identified as the near-term priorities:1Actively develop hydrogen and green gas ready networks2Enable the transiti

82、on to low carbon heating and transport3Develop market solutions to enable the energy transition4Ensure resilience and reliability through the energy transition5Develop the best network solutions for supplying a wider range of gases.focus areasIs net zero and the energy system transition a key theme

83、for network innovation?How important would you rate this theme out of 5?345214798%1%1%Dont knowYesNoCase studiesGas Goes GreenNational Grid Gas Transmission,Cadent,Northern Gas Networks,SGN and Wales&West UtilitiesThe gas networks are working collaboratively on a suite of innovation projects to deli

84、ver a vision for decarbonised gas.Including,safety testing and analysis(such as HyNTS and H21),demonstration of hydrogen blending(see HyDeploy),the design and demonstration of an end to end 100%hydrogen system(see H100)and the development of smart hybrid heating systems(see Freedom and HyHy).Future

85、billing methodologyCadentThis Project explores options for a fair and equitable billing methodology for the gas industry which will be fit-for-purpose in a lower-carbon future.It aims to integrate diverse gas sources without needing to standardise energy content and will inform the industry on billi

86、ng options for a sustainable gas future.Stakeholder feedback17Gas Network Innovation StrategyEnergy Networks AssociationNet zero and the energy transitionTHEME 02Developing and implementing industry leading techniques for optimising assets and practices for energy networks.Optimising network assets

87、and practices includes improving our:fCapabilityfResiliencefReliabilityfSafetyfSecurityfHealthfEnvironmental impactfDigitalisation strategy.Many of the activities in this area are considered business as usual,however innovation will accelerate improvements and enable more unconventional approaches t

88、o be tested.In the previous strategy we had separate innovation themes for Reliability,Replacement,Maintenance and Repair,Safety and Health and Security.We have now brought these areas together under this theme.Continuous improvement is required to ensure we are delivering value for money for our cu

89、stomers and can proactively respond to changes in the energy system.The diversity of the types of customers connecting to our network,evolving demand patterns and increasing volumes of green gas entering our network are just some of the changes we are seeing.Alongside this our networks are adapting

90、to digitalisation,a changing climate,an aging workforce and managing new security threats to the energy industry.Investing in our infrastructure,preparing our networks for change and adapting our practices and processes to meet these changes is vital if we are to continue to deliver an effective gas

91、 network and service.Network innovation enables us to test and improve new technologies,optimise our operational and management practices and focus on the people that keep our networks safe,secure and reliable every day.18Gas Network Innovation StrategyEnergy Networks AssociationOptimised assets and

92、 practicesTHEME 035industry leading techniques for optimising assets and practices for energy networks.These are the five focus areas that stakeholders have identified as the near-term priorities:1Improve the visibility of customers and their behaviour2Enable digitalisation for network and system op

93、timisation3Reduce and mitigate unplanned outages,supply interruptions and wider disruptions4Minimise the impact of networks on the environment5Ensure future skill requirements and workforce resilience.focus areasIs optimised assets and practices a key theme for network innovation?How important would

94、 you rate this theme out of 5?345213893%3%4%Dont knowYesNoCase studiesRobotic Roadworks and Excavation System(RRES)SGNThe RRES project,following on from flagship robotics projects CISBOT and CIRRIS,is revolutionising utility excavation methods.It will fuse advanced robotic arm technology with a mobi

95、le platform and will be controlled by AI using a suite of sensors and feedback controls to enable autonomous,safe and efficient mains excavation.RRES will reduce disruption,provide safe and efficient access to the asset,reduce emissions,and enable other keyhole innovations.Total Stub End Abandonment

96、Northern Gas NetworksAs part of gas pipe replacement,all small diameter gas pipes close to buildings need to be decommissioned by 2032.Previous techniques for capping off these pipes left a short stub of live pipe needing to be dug up.This innovative project enabled remote abandonment of assets,remo

97、ving the need for large excavations in major carriageways and significant disruption.Stakeholder feedback19Gas Network Innovation StrategyEnergy Networks AssociationOptimised assets and practicesTHEME 03Developing and testing innovative solutions to increasing the flexibility,transparency and effici

98、ency of the energy system,enabling information to be more open and networks to be more responsive to change.Our energy system is evolving as we continue to decentralise our electricity generation and decarbonise the way we supply and use energy.This is driving the need for increasing levels of flexi

99、bility and adaptability in our networks to cope with peaks in demand or generation.The gas network is seeing a significant number of smaller,decentralised gas fired power generation sites seeking to connect,to provide some of this flexibility.Adapting operational forecasting to align with an increas

100、ing number of flexible generators will be key to meeting both the peak and annual demand for gas.Gas networks are also seeing an increasing number of green gas projects being developed,directly injecting biomethane into the gas distribution network.The various scenarios being explored around the pro

101、duction,supply and use of hydrogen,will also require networks to adapt and meet the challenges of new markets and the commercial arrangements that will sit behind them.The way our networks physically adapt to and prepare for peaks in demand on the network is key,but the commercial arrangements,marke

102、ts and incentives that drive flexibility and ensure reliable networks will be just as critical moving forward.Network innovation can therefore enable us to improve and future-proof existing commercial arrangements,trial the impact of emerging markets and commercial products on our network and develo

103、p new marketplaces.20Gas Network Innovation StrategyEnergy Networks AssociationFlexibility and commercial evolutionTHEME 045increasing the flexibility,transparency and efficiency of the energy system.These are the five focus areas that stakeholders have identified as the near-term priorities:1Develo

104、p commercial arrangements for connecting and supplying hydrogen2Maximise the commercial opportunities for connecting green gas and carbon capture and storage(CCS)3Develop understanding of potential impacts of flexibility on gas networks4Trial and implement innovative arrangements to support network

105、management and flexibility5Support the modernisation of gas metering and billing methodologies.focus areasIs flexibility and commercial evolution a key theme for network innovation?How important would you rate this theme out of 5?345213789%3%8%Dont knowYesNoCase studiesProject CLoCC National Grid Ga

106、s TransmissionNational Grid GT worked with Premtech Ltd,Murphy Land and Marine and Aqua Consultants to develop a new web-based customer connections platform which aims to improve a customers application experience.The project also aims to produce off-the-shelf standardised designs for connections th

107、at can be used regardless of the customer,size of connection,or type of gas.Real Time NetworksSGNSGN is developing the worlds first real-time gas demand network model,a critical step in the ambition to decarbonise.The aim is to demonstrate a flexible gas network that can meet current and future ener

108、gy needs,for a more efficient,low carbon and affordable gas future.Stakeholder feedback21Gas Network Innovation StrategyEnergy Networks AssociationFlexibility and commercial evolutionTHEME 04Enabling joined up and efficient approaches across multiple aspects of the energy system around planning,fore

109、casting,design,construction,operation,maintenance and data.A whole energy system approach requires us to look beyond our own networks and develop our understanding of how we interact with and impact on the wider energy system.There are multiple aspects to the energy system and different ways of appl

110、ying whole energy system thinking.These can include thinking across:fElectricity and gas networksfTransmission and distribution networksfTransport,buildings,power and industry sectors fWater,waste and telecommunications utilitiesfNetworks,generators and consumersfLocal energy systems,cities and regi

111、ons.Decisions and actions taken in one part of the system increasingly have impacts for the wider system.Therefore we need to coordinate around planning,forecasting,design,construction,operation,maintenance and data to identify potential problems and the best and most cost-effective solutions.Rapid

112、decarbonisation of our energy system will change the demand and generation patterns on both the gas and electricity networks.We need to better understand the interaction between gas and electricity networks through joint forecasting and planning.It is also important that we work with cities and regi

113、onal bodies to reflect local needs and differences in approach.The increase in use of flexibility resources must also be optimised on a system-wide basis,which means greater coordination between distribution and transmission networks.A big part of a whole energy system approach is transparency and o

114、penness.We understand that by sharing more operational information,data,investment plans and innovation ideas,we can enable greater coordination as well as new innovations to come forward.22Gas Network Innovation StrategyEnergy Networks AssociationWhole energy systemTHEME 055joined up and efficient

115、approaches across multiple aspects of the energy system.These are the five research areas that stakeholder have identified as the near-term priorities:1Collaborate on enabling the growth and operation of emerging low carbon solutions2Develop whole system coordinated cost benefit analysis3Join up app

116、roaches to regional network planning and forecasting4Improve access to and visibility of energy network data5Coordinate the operation of a whole energy system.focus areasIs whole energy system a key theme for network innovation?How important would you rate this theme out of 5?345213783%9%8%Dont know

117、YesNoCase studiesPathfinder PlusWales&West UtilitiesPathfinder is a unique whole energy system model that models energy flows on an hourly basis to meet heat,light,power and transport demands for a given scenario,using a mix of energy supplies specific to the scenario.Zero 2050 South Wales National

118、Grid Gas Transmission,National Grid Electricity Transmission,Wales&West Utilities and Western Power DistributionZero 2050 aims to develop plausible,optimised decarbonisation pathways for the whole energy system in South Wales.This collaborative project includes all representatives from electricity a

119、nd gas transmission and distribution networks.The project covers bottom-up demand scenario modelling for the South Wales region using multi-vector analysis.It will develop the net-zero pathways,while considering the regional socio-economic aspects.Stakeholder feedback23Gas Network Innovation Strateg

120、yEnergy Networks AssociationWhole energy systemTHEME 05In the next two years we are committed to open up network innovation to a wider range of innovators who can bring new skills and thinking to transforming the energy system.We asked stakeholders what we could do to engage companies and people in

121、network innovation and received a list of ideas,including:fSharing information at eventsfProducing a guide to network innovationfLiaising directly with potential innovatorsfUsing trade associations and other umbrella organisations to share informationfRunning workshops,deep dives and hackathonsfRepo

122、rting on deployment of successful ideasfImproving consistency in application processes between network companiesfProducing webinars to share learningfBetter use of social media for latest updates.We have taken on board the feedback and will be reviewing our engagement channels,both through ENA and w

123、ithin our individual companies.We will review and update this strategy again in 2022.At that stage we will check with you,our stakeholders,that the principles and innovation themes are the right ones.We will also work towards combining the gas and electricity innovation strategies to reflect a more

124、holistic,whole energy system approach to innovation.If you have any questions or would like to discuss the innovation strategy in more detail,please get in touch:innovationenergynetworks.orgOur commitmentsBetween 2020 and 2022,we are committed to providing guidance and information around how to enga

125、ge with network innovation,by:1Reviewing our engagement methods and channels2Hosting the annual dissemination conference3Updating the Smarter Networks Portal and the Network Innovation Collaboration Portal4Issuing a joint call for proposals for the Network Innovation Competition(NIC)5Reporting on ne

126、twork innovation benefits.24Gas Network Innovation StrategyEnergy Networks AssociationNext stepsEnergy Networks Association4 More London Riverside London SE1 2AUTel+44(0)20 7706 5100www.energynetworks.orgEnergyNetworks Energy Networks Association ENA 2020Energy Networks Association Limited is a company registered in England&Wales No.04832301.Registered office:4 More London Riverside,London SE1 2AU