1、Electricity 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 vulne

2、rability.14Net zero and the energy transition.16Optimised assets and practices.18Flexibility and commercial evolution.20Whole energy system.22Next steps.2411234256321123456123This Electricity Network Innovation Strategy has been produced by Energy Networks Association(ENA)and the GB Electricity Lice

3、nsed Network Operators(LNOs).ENA is our voice,representing the wires and pipes transmission and distribution network operators for gas and electricity in the UK and Ireland.Electricity TransmissionElectricity Distribution02ContentsSystem operation:We are pleased to present this revised and refreshed

4、 Electricity Network Innovation Strategy.This document sets out for you,our 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 proj

5、ects allow us to better understand how to integrate and roll out new technologies,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 a

6、n extensive portfolio of projects that are changing how our energy system 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 techn

7、ologies and business models.We recognise that we cannot solve the complex 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 f

8、or collaboration.We published our first strategy in 2018.It helped us to align 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 gas network companies and facilitating whole energy system app

9、roaches.Therefore,this revised strategy has shared principles and themes with the Gas 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

10、 to better understand our key themes and principles and how to get involved.David SmithChief ExecutiveRandolph BrazierHead of Innovation&Development03Electricity Network Innovation StrategyEnergy Networks AssociationForewordInnovation strategy stakeholder engagementElectricity network innovation spe

11、nd 2008 to 2019Innovation projects allow us to understand how to integrate new technologies and practices into our energy networks,benefiting our customers and facilitating our transition to a net zero future.This revised Electricity Network Innovation Strategy was co-created with our stakeholders(s

12、ee the engagement process on the right).The strategy sets out the key themes and principles that will guide a joined up approach to innovation by both the electricity and gas networks.We are building on an extensive innovation portfolio.Since 2008,942 million has been invested in innovation activiti

13、es delivering significant benefits for customers.*The key funding mechanisms we use are the NIA,NIC and previously the Low Carbon Networks Fund(LCNF).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 wi

14、th you,the innovators,on new solutions that can help us deliver safe,resilient networks that facilitate the net zero transition and meet the needs of our customers.*This does not include other funding,such as the Innovation Funding Incentive or Innovate UK.Independent research by Pyry showed that un

15、der the previous LCNF regime,electricity network innovation projects alone will deliver 1.7bn of benefits to customers by 2031.Identified themes and principles for testing with stakeholdersOnline consultation,round table and webinars (108 participants)Validation of approach.Modifications to themes a

16、nd principlesStakeholder workshops and webinar(113 participants)Addition of one principle and five focus areas per themeStrategy content finalisedExpert interviews (20 interviews)NIA 174m80m(240 projects)NIC 118m(10 projects)(300 projects)NIA 217m(64 projects)LCNF 350m(9 projects)NIC942mDistribution

17、 led313 projects Transmission&System Operator led311 projects 624 projectsTransmission&System Operator led338mDistribution led604mLCNF 3m(1 project)04Electricity Network Innovation StrategyEnergy Networks AssociationIntroductionWhole energy systemConsumer vulnerability Net zero and the energy system

18、 transitionOptimised assets and practicesFlexibility and commercial evolutionCustomer BenefitCollaboration 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

19、INNOVATION THEMESPRINCIPLES AND OUTCOMESNETWORK INNOVATIONOBJECTIVES35412Objectives,themes and 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

20、innovation activity and will be considered at all stages of innovation projects,from inception 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 s

21、hared strategic direction,help innovators understand how they can work with us and provide a means 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 electrici

22、ty network innovation,the top five focus areas identified through the stakeholder engagement process and 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 prescriptiv

23、e and closing the door to problems/solutions that we have not yet considered.05Electricity Network Innovation StrategyEnergy 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

24、 for and how to get involved.The high-level guide below maps out the key stages in getting an innovation project off the ground and indicates which areas of this strategy can help.It also signposts you to further resources and collaboration portals.Innovator Support PortalfFunding finder toolfConnec

25、t with innovators and expertsInnovation Funding ServicefOnline application and collaboration toolfInformation on all active funding competitionsSmarter Networks PortalfSharing learningfCollaborate on new projectsEIC hubfAccess the latest opport-unities from some member network companiesfConnect with

26、 a global community of innovatorsfSearch for funding and access support resourcesNetwork Innovation Collaboration PortalfShare informationfFind partnersfPropose new project ideas for all network companies to considerPrinciplesGet a sense of how we work by looking at our principles(pages 8-12).Innova

27、tion 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 distr

28、ibution operator,make contact directly.fInnovation websitesfInnovation strategiesfEventsfNewslettersfInnovation calls/competitions.Regulated price control of networks Ofgem regulates network activity including innovation through the RIIO price control process.The new price control period(RIIO-2)will

29、 begin in April 2021 for transmission and April 2023 for distribution,which may mean changes to the scope and governance of our innovation activity.Develop proposalIdentify partners,develop and submit your project proposal.Funding opportunitiesSign up for information about funding opportunities.06El

30、ectricity Network Innovation StrategyEnergy Networks AssociationHow to get involvedCustomer benefitCollaborationCarbon impactData and outputsScale up and roll out07Principles and outcomesCustomer benefit at the centreCustomer benefit should be at the centre of all network innovation activity.Benefit

31、s will range from efficiency savings and a better customer experience to societal benefits,such as the accelerated decarbonisation of our energy system.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 th

32、ese customers,in particular:fAccelerated decarbonisation of our energy systemfEfficiency improvements that reduce network costs,lowering electricity bills for customersfA safer and more secure energy networkfA more reliable energy supplyfA reduced impact on the environmentfAn inclusive approach to p

33、articipation in the energy transition,with a focus on vulnerable consumersfA positive impact on our employees and supply chainsfWider socio-economic benefits,such as job creation and improved public health/air quality.We dont just consider how the outcomes of innovation projects will affect customer

34、s,but also how we interact with customers during project delivery.When customers are directly involved in projects we make sure that we manage their expectations and communicate in a transparent and open way.We are inclusive and consider the harder to reach customers.When customers are indirectly af

35、fected by projects,we will minimise disruptions and clearly communicate with them.We will also explore how innovations can improve customer service whenever possible.This may relate to how we interact with customers,deliver connections or new markets such as local flexibility markets.We recognise th

36、at communities and regions are different and have different needs.Therefore,we each develop our own innovation strategies that reflect the specific needs of customers in our regions.08Electricity Network Innovation StrategyEnergy Networks AssociationPRINCIPLECustomer benefitScale upand roll out(wher

37、e justified by the benefits)CustomerBenefit Project inception Project delivery Disseminationof learning Network innovation activity should provide shared learning,avoid duplication and increase collaboration between network companies and the wider energy sector.Network innovation should also be join

38、ed 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 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

39、 themes with the gas networks.Under ENA,there are a range of initiatives that facilitate collaboration between us as network and system operators.They include:fSmarter Networks Portal a repository for Ofgem-funded projects.With automatic notification of new projects and key learning.It also shares p

40、roject registration documents to enable collaboration before project kick offfOpen Networks Project sharing learning and working collaboratively to change how the networks operate to facilitate the transition to a smart,flexible energy systemfGas Goes Green Programme sharing learning and working col

41、laboratively to deliver net zero gas in a smart,flexible and balanced energy systemfLow Carbon Technology Working Group representatives from the electricity networks meet regularly with industry,BEIS and Ofgem to agree strategies and processes for low carbon technologies that connect to the electric

42、ity networkfElectricity Innovation Managers and Gas Innovation Governance Group regular meetings to coordinate innovation activitiesfAnnual key showcase and conference events such as the Low Carbon Networks&Innovation Conference,Electricity Innovation Forums and the Gas Innovation Showcase.We recogn

43、ise 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 the 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

44、sized enterprises(SMEs).We also collaborate with other funding programmes that support innovation work such as Innovate UK and BEIS innovation funds,however,there is the potential to increase and better coordinate this collaboration to ensure our customers benefit.09Electricity Network Innovation St

45、rategyEnergy Networks AssociationPRINCIPLECollaborationHigh level carbon impact assessment for innovation projectsInnovation activities should have a positive impact on achieving the UKs net zero emissions target whenever possible.Therefore,the potential carbon impact of an innovation project should

46、 be considered.Facilitating and accelerating the UKs transition to net zero is a key theme of our innovation strategy,for example,through connecting renewable sources of energy or reducing losses(see pages 16 and 17).Innovation projects developing and implementing solutions to other themes in this s

47、trategy will also have an impact on carbon emissions.Network companies already consider and aim to reduce the environmental impacts of all their activities,including innovation.In many cases the carbon impacts of innovation projects may be low,for example,innovations in cyber security,safety and cus

48、tomer service.Where carbon impacts of innovation projects are potentially significant,network companies will consider whether there are ways of avoiding or reducing emissions,without compromising the objectives of the project.Will the delivery of your innovation project have a significant carbon imp

49、act?Revised potential impact in project closedown reportChanges to project plansStatement at project initiationStatement at project initiationIs there anything that can be done to reduce the carbon impact?Estimate potential impact at project initiationEstimate potential impact at project initiationY

50、esNoYesNoYesNoNo further actionAre the project outcomes designed to have a direct impact on greenhouse gas emissions?10Electricity Network Innovation StrategyEnergy Networks AssociationPRINCIPLECarbon impactThe outputs of network innovation activity should be made available to all interested parties

51、 in a consistent and accessible format.All network innovation projects should,where 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 suppor

52、ting information(such as method statements,registers or process diagrams)fKey qualitative 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

53、 business as usual.The outputs of an innovation project,as well as the data and information 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 id

54、eas.Therefore,we take the view that data from innovation activities should be presumed 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 project

55、s can all be found on the Smarter Networks Portal and on individual network company 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 valuePrinciplesPres

56、umed openSecure and resilientStructures,interfaces and standardsDiscoverable,searchable and understandable11Electricity Network Innovation StrategyEnergy Networks AssociationPRINCIPLEData and outputsA key objective of network innovation activity should be to deliver transformational change,taking vi

57、able 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 succe

58、ssful or impactful projects should be taken forward to wider implementation across the sector as cost effectively as possible.This is how benefits 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

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

60、)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 i

61、nnovation 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 benefit customers and the wider industry by increasing transparency on the outcomes of network innovatio

62、n projects,and what they have delivered.Under the proposed benefits framework,we will assess the outputs of our innovation projects and the potential they have to deliver benefits for customers.This will consider benefits for the organisation proposing the project,other network operators and wider s

63、takeholders.We propose to report innovation benefits 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 Benefits FrameworkAutum

64、n 2020fRIIO-2 gas and transmission determinationsfENA revising Smarter Networks PortalAutumn 2021fImplement Benefits FrameworkfImplement Smarter Networks Portal changesBenefits Framework development12Electricity Network Innovation StrategyEnergy Networks AssociationPRINCIPLEScale up and roll outCons

65、umer 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 everyone c

66、an 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 change o

67、ver 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 energy tr

68、ansition could put them at a greater disadvantage.As the Distribution Network Operators(DNOs)become Distribution System Operators(DSOs),relationships with consumers are likely to change.There will be greater opportunities for us to engage directly,for example through flexibility markets,and we want

69、these markets to be inclusive and accessible.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.14Electricity

70、Network Innovation StrategyEnergy Networks AssociationConsumer vulnerabilityTHEME 01Case studiesSocial CMZScottish and Southern Electricity NetworksThis project aims to provide an accessible and visible route for communities to engage and offer flexibility services.Where there is constraint on the s

71、ystem,SSEN is working with National Energy Action and Energy Action Scotland to explore how community groups could provide a solution,avoiding network reinforcement.Urban Energy ClubUK Power NetworksUrban Energy Club will test how the virtual allocation of shared assets can support a more inclusive

72、approach of procuring network flexibility from domestic customers living in blocks of flats.Is consumer vulnerability a key theme for network innovation?Stakeholder feedbackHow important would you rate this theme out of 5?345213776%11%13%Dont knowYesNo5ensuring that everyone can experience the benef

73、its 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 communities3Support the fuel poor and impro

74、ve affordability for consumers4Explore how to reduce the financial impact of net zero on vulnerable consumers 5Improve engagement and visibility between vulnerable consumers and the networks.focus areas15Electricity Network Innovation StrategyEnergy Networks AssociationConsumer vulnerabilityTHEME 01

75、Facilitating and accelerating the UKs transition to net zero greenhouse gas emissions before 2050.The transition to net zero greenhouse gas emissions will require:fEven greater levels of low and zero carbon electricity generationfIncreased electrification of transport and heatfAn increase in flexibi

76、lity,for example through smart technologies and servicesfAn increase in energy efficiency and changes in demand patternsfNew ways of understanding and managing system stabilityfA whole energy system approach.This creates both opportunities and challenges for us.Having more low carbon technologies an

77、d distributed generation connected to our networks means that we need to be much smarter in how we manage them.We will need new ways of accessing flexibility to support the variable output from renewables,as well as improving our practices of active network management and grid interconnection.Change

78、s in demand patterns from the electrification of heat and transport alongside increases in energy efficiency also need to be managed in smart and cost-effective ways.We need to develop commercial models and technical solutions that will facilitate customer choice in a cost-effective way,while at the

79、 same time managing the impact on the networks.We believe that in order to serve our customers evolving needs,we need increased engagement and communication,as well as transparency and efficiency in our plans and priorities.We also recognise the importance of cross-vector coordination and planning t

80、o efficiently manage the interactions between electricity,gas,heat,transport and waste in the energy transition.We need to be ready to facilitate the transition to net zero and accelerate it wherever possible.16Electricity Network Innovation StrategyEnergy Networks AssociationNet zero and the energy

81、 transitionTHEME 02Case studiesSmart Street Electricity North WestSmart Street trialled an integrated system comprising advanced optimisation software and network assets to simultaneously manage power flow and voltage on the High Voltage(HV)and low voltage(LV)networks in real time to release additio

82、nal capacity for the connection of low carbon technologies.Wide Area Monitoring,Protection&Control(WAMPAC)SP Energy NetworksSP Energy Networks has worked over a series of projects to improve system stability via Wide Area Monitoring to facilitate the connection of low carbon generation and improve n

83、etwork reliability.In 2014,project VISOR saw the use of Phasor Measurement Units(PMUs)to identify and manage sub-synchronous oscillations,then in 2016 through project MIGRATE,delivered solutions to monitor and forecast Area Inertia and System Strength.5Facilitating and accelerating the UKs transitio

84、n to net zero greenhouse gas emissions before 2050.These are the five research areas that stakeholders have identified as the near-term priorities:1Facilitate the adoption of flexibility and smart systems 2Facilitate and enable the electrification of heat and transport3Facilitate the efficient conne

85、ction of low and zero carbon electricity generation4Understand the operational impact of long duration reserve services on the network5Contribute to a UK-wide methodology for calculating the cost of carbon.focus areasIs net zero and the energy system transition a key theme for network innovation?How

86、 important would you rate this theme out of 5?345214798%1%1%Dont knowYesNoStakeholder feedback17Electricity Network Innovation StrategyEnergy Networks AssociationNet zero and the energy transitionTHEME 02Developing and implementing industry leading techniques for optimising assets and practices for

87、energy networks.Optimising assets and practices includes improving our:fCapabilityfResiliencefReliabilityfSafetyfSecurityfHealth fEnvironmental impactfDigitalisation strategy.Many of the activities in this area are considered business as usual,however innovation will accelerate improvements and enab

88、le more unconventional approaches to be tested.Continuous improvement is required to ensure we are delivering value for money for our customers and can proactively respond to changes in the energy system.Rapid decarbonisation,changing electricity demand and generation patterns,digitalisation,changin

89、g weather patterns,an aging workforce and managing new security threats are just some of the issues we are responding to.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 effec

90、tive electricity 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.18Electricity Network Innovation StrategyEnergy Networks Associa

91、tionOptimised assets and practicesTHEME 03Case studiesDistributed ReStartNational Grid ESO(Electricity System Operator)and SP Energy NetworksDistributed ReStart explores how Distributed Energy Resources(DER)in Great Britain can be used to restore power in the highly unlikely event of a total or part

92、ial blackout of the National Electricity Transmission System.Virtual Site Acceptance Testing&Training(VSATT)National Grid Electricity TransmissionThis project aims to develop and demonstrate the first phase of a digital substation.This involves developing a test platform,simulation and modelling of

93、interoperability and performance testing for substations and how they interface with the electricity system.5industry 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 v

94、isibility of customers and their behaviour2Enable digitalisation for network and system optimisation3Reduce and mitigate unplanned outages,supply interruptions and wider disruptions4Minimise the impact of networks on the environment5Ensure future skill requirements and workforce resilience.focus are

95、asIs optimised assets and practices a key theme for network innovation?How important would you rate this theme out of 5?345213893%3%4%Dont knowYesNoStakeholder feedback19Electricity Network Innovation StrategyEnergy Networks AssociationOptimised assets and practicesTHEME 03Developing and testing inn

96、ovative solutions to increase the flexibility,transparency and efficiency of the energy system,enabling information to be more open and networks to be more responsive to change.The electricity networks are going through a period of rapid change and we need to be able to respond quickly and efficient

97、ly.Increasing the flexibility of our networks to cope with peaks in generation or demand will optimise reinforcement costs.More and more distributed energy resource(DER)is becoming flexible,which means the ability to control or schedule demand and/or generation.Flexible technology can include batter

98、ies,electric vehicles(EVs)and Demand Side Response(DSR).These technologies can provide flexibility services to us to help solve congestion issues on our networks and release additional capacity,which then allows connection of more low carbon technologies.Flexibility markets are one of the evolving c

99、ommercial arrangements that enable customers to interact with us and sell flexibility services.Other commercial arrangements,including linking with national energy markets,will need to be explored to ensure customers can interact with us to support the operation of a smart network.We have developed

100、six commitments for delivering flexibility services.We will:fChampion a level playing fieldfEnsure visibility and accessibilityfConduct procurement in an open and transparent mannerfProvide clarity on the dispatch of servicesfProvide regular,consistent and transparent reportingfWork together towards

101、 whole energy system outcomes.New commercial models may emerge from the digitalisation of the energy system and increase in data availability,for example from smart meters.We will work with the wider industry to identify opportunities to increase the efficiency of network operations.20Electricity Ne

102、twork Innovation StrategyEnergy Networks AssociationFlexibility and commercial evolutionTHEME 04Case studiesProject ENTIREWestern Power DistributionThe project sought to identify and address many of the key challenges a DNO is presented with as demand side response and other commercial service capab

103、ilities develop,alongside traditional engineering and asset management roles of the DNO.The project created a roadmap for WPDs regions,as well as other DNOs,to assist development of a commercial service capability and deliver increased value to their customers.Activating Community Engagement(ACE)Nor

104、thern PowergridThe ACE project investigated gamification as a way to drive consumer engagement with demandside response.The project addressed the challenges of engagement by creating fun and rewarding incentives through the GenGame app.5increasing the flexibility,transparency and efficiency of the e

105、nergy system.These are the five focus areas that stakeholders have identified as the near-term priorities:1Enable domestic flexibility,local energy markets,EVs and smart charging2Trial and implement innovative arrangements to support network management and flexibility3Maximise the opportunities of s

106、mart meters,data and network charging reforms4Identify regulatory barriers and make recommendations for reform5Develop flexible connection arrange-ments and mechanisms to inform how customers generate and use electricity.focus areasIs flexibility and commercial evolution a key theme for network inno

107、vation?How important would you rate this theme out of 5?345213789%3%8%Dont knowYesNoStakeholder feedback21Electricity Network Innovation StrategyEnergy Networks AssociationFlexibility and commercial evolutionTHEME 04Enabling joined up and efficient approaches across multiple aspects of the energy sy

108、stem around planning,forecasting,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 a

109、nd different ways of applying 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 energ

110、y systems,cities and regions.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-e

111、ffective solutions.Rapid 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

112、work with cities and regional 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 appro

113、ach is transparency and openness.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.22Electricity Network Innovation StrategyEnergy Networks AssociationWhole energy system

114、THEME 05Case studiesZero 2050 South WalesNational Grid Gas Transmission,National Grid Electricity Transmission,Wales&West Utilities and Western Power Distribution Zero 2050 aims to develop plausible,optimised decarbonisation pathways for the whole energy system in South Wales.This collaborative proj

115、ect includes all representatives from electricity and 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 socioeconomic aspects.Sw

116、indon Green City Vision Wales&West Utilities,Scottish and Southern Electricity NetworksGreen City was a joint project between gas and electricity networks to explore how to invest efficiently across different energy networks to support decarbonisation while keeping costs down for customers.5joined u

117、p and efficient 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 anal

118、ysis3Join up approaches 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?3452137

119、83%9%8%Dont knowYesNoStakeholder feedback23Electricity Network Innovation StrategyEnergy 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

120、 system.We asked stakeholders what we could do to engage companies and people in 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 or

121、ganisations to share informationfRunning workshops,deep dives and hackathonsfReporting 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

122、the feedback and will be reviewing our engagement channels,both through ENA and within 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 t

123、owards combining the gas and electricity innovation strategies to reflect a more 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 a

124、nd 2022,we are committed to providing guidance and information around how to engage 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 joi

125、nt call for proposals for the Network Innovation Competition(NIC)5Reporting on network innovation benefits.24Electricity 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