1、IntroductionEnergyNetworksInnovationStrategyMarch 2022ContentsForeword .031.Introduction .042.Network innovation to date .053.The changing innovation landscape .064.Network innovation strategy .075.Principles of network innovation Carbon impact .09 Collaboration and stakeholder engagement .10Consume

2、rbenefit .11 Data and knowledge sharing .12 Implementation and deployment .13 Innovation culture .146.Network innovation themes Data and digitalisation .16 Flexibility and market evolution .18 Net Zero and the energy transition .20 Optimised assets and practices .22 Supporting consumers in vulnerabl

3、e situations .24 Whole energy system .267.Journey of an innovation project .298.How to get involved .311 Energy Networks Innovation Strategy 2 Energy Networks Innovation Strategy This Energy Networks Innovation Strategy has been produced for Energy Networks Association(ENA)and participating Licensed

4、 Network Operators(LNOs).ENA is the voice of the networks,representing the wires and pipes transmission and distribution network operators for gas and electricity in the UK and Ireland.Electricity TransmissionElectricity DistributionGas TransmissionGas DistributionGas distribution411232314Independen

5、t distribution network operator ENA 2021Gas distribution411232314Independent distribution network operator ENA 2021Gas distribution411232314Independent distribution network operator ENA 2021Gas distribution411232314Independent distribution network operator ENA 2021Energy network companies3 Energy Ne

6、tworks Innovation Strategy ForewordWe are excited to launch our ambitious 2022 Energy Networks Innovation Strategy which has been designed with extensive input from our stakeholders.It sets out our ambitions for network innovation in a crucial period post COP26 and ensures that all network innovatio

7、n projects share thesamestrategicdirectionanddeliverbenefitsto the communities we serve.Energy Networks Association(ENA)is the voice of the networks and brings together the innovation teams within each of the network companies to creatively consider challenges that require innovative solutions and c

8、ollaboration.For the first time,we have developed onecombined gas and electricity strategy to ensure that network innovation takes a fully integrated approach and aligns with the UKs overall low-carbon innovation portfolio.This strategy has been shaped by an extensive and carefully designed programm

9、e of stakeholder and industry engagement and we could not have developed it without your feedback.Since we last published the Gas and Electricity Network Innovation Strategies in 2020,not only have stakeholder views and priorities evolved but so has the innovation landscape.Funding streams and mecha

10、nisms for innovationprojectshaveundergoneasignificanttransformation,now taking into account how to achieve Net Zero equitably to ensure that all customersbenefitfromthelow-carbontransition.A clearer working partnership with Innovate UK and increased contributions from network companies will see the

11、UK deliver the right projects at the right time in the right locations.We know that the energy landscape will continue to see rapid change,with changing weather patterns,stronger storms and the changing nature of consumer vulnerability just some of thechallengesthatournetworksface.Ourfirstshared Inn

12、ovation Strategy will help projects address some of these challenges by allowing us to integrate new technologies and practices into our energy networks.The views of our stakeholders have been critical to the development of this strategy.We thank you for your commitment and willingness to share both

13、 your time and thoughts to shape the future of network innovation.David Smith Chief Executive,ENAStakeholder engagement process to develop the innovation strategy 4 Energy Networks Innovation Strategy The aim of this strategy is to enable our stakeholders to understand the key priorities for network

14、 innovation and how you can get involved.With your help we want to ensure network innovation projects have clear strategic goals and deliverbenefitstoconsumersbytacklingthekeyissues facing our energy system.The strategy sets out the key principles and themes that will guide network innovation and en

15、able us to deliver safe,resilient networks that facilitate the energy system transition and meet the evolving needs of energy consumers.Stakeholder feedback has shaped every section of this strategy.In particular,The addition of“innovation culture”as a new principle.Continuing to embed this within t

16、he energy networks is a critical enabler for whole system innovation and will accelerate our work to support Net Zero.The addition of“data and digitalisation”as a specific theme with significant scope forinnovation as we transition to data-driven networks.Perhapsmostsignificantly,bycombiningtheGasan

17、d Electricity Network Innovation Strategies,we are aiming to ensure network innovation takes a fully whole system approach;with network companies working together and with other sectorstoidentifynewandefficientsolutionstotheNetZerochallengethatwillbenefitconsumers.We recognise that we cannot solve t

18、he complex challenges in the energy system on our own.We want to continue to open innovation activities to an ever-broader range of organisations and individuals both within and beyond the energy sector.This strategy sets out where we would like your help to develop,trial and implement innovative id

19、eas that address some of our most pressing challenges,and details how you can get involved.1-2-1 interviews with network and stakeholder expertsIdentified initial themes and principles for testing with stakeholdersOnline consultation and webinar to seek stakeholder feedbackModified and finalised the

20、mes and principles for 2022Stakeholder workshops to determine the focus areas for each innovation themeModified and finalised themes and associated focus areas for 2022Energy Networks Innovation Strategy content finalisedIntroductionIndividual stakeholders engaged to develop the innovation strategy

21、343CONSULTANCY/ADVISORY TECHNOLOGY COMPANYOTHERNETWORKSCOMMUNITY ENERGY ORGANISATIONENERGY SUPPLIERGOVERNMENT/REGULATIONNON-PROFITDATA ORGANISATIONASSET OWNERACADEMIA/RESEARCH5 Energy Networks Innovation Strategy LCNF 358m NIA 271m 119m NIC IFI 308m NIA 201m NIC 127m IFI 169m NIA 47m NIC 12mNIA 141m

22、 NIC 103m(68 projects)(370 projects)(12 projects)(513 projects)(278 projects)(12 projects)(270 projects)Electricity distribution963projectsElectricity transmission560projects LCNF 358m NIA 271m 119m NIC IFI 308m NIA 201m NIC 127m IFI 169m NIA 47m NIC 12mNIA 141m NIC 103m(472 projects)(12 projects)(1

23、65 projects)(2 projects)Gas transmission167projectsGas distribution484projectsNetwork innovation to date95%of innovation projects in 2020/21 included collaboration between network companies.We are building on an extensive and impactful portfolio of innovation projects,with network companies having d

24、eveloped,trialled and tested over 2,000 innovative ideas since 2009.Through our Smarter Networks Portal,stakeholders can see the valuable learning and expected benefitsfromeachproject.Wearenowputtinginplacemuch more sophisticated means to continually measure andtrackthebenefitsrealisedthroughallouri

25、nnovationactivities,so we can see the impact our projects have on local communities,as well as carbon emissions.Whole Systems Cost Benefit Analysis Framework This methodology has been collaboratively developed through our Open Networks Programme,working with network companies to evaluate options to

26、achieve Net Zero across electricity and gas networks on a whole system basis.Itwillenablethecomparisonofcostsandbenefitsacrossdifferentsectors,stakeholders(includingcurrentand future consumers)and scenarios.The methodology was recognised by Ofgem in 2021 as an essential part of the evaluation of net

27、work proposals,including innovation projects,anditspotentialtoarticulatethebenefitsthatthewider energy industry delivers.88%of innovation projects in 2020/21 included collaboration with third party organisations.Data source:Smarter Networks Portal,November 20216 Energy Networks Innovation Strategy T

28、he innovation landscape has undergone a significant transformation since the previousnetwork innovation strategies were published in March 2020.This includes in the funding streams available for network innovation.Ofgem published its Innovation Vision for 2021 2025 which highlights the priority area

29、s for innovation.These innovation priorities all share three common principles,forming the foundation of all innovation activity and aiming to drive value for all energy consumers.Innovation should create value for the whole systemInnovation should be customer focusedInformation on innovation should

30、 be widely disseminatedOfgems innovation principlesThe changing innovation landscapeOfgem and Innovate UK are collaborating on the new Strategic Innovation Fund(SIF),which replaces the Network Innovation Competition(NIC)in the second RIIO price control period.With450mavailableoverthenextfiveyears,th

31、e vision for the SIF is to enable a giant leap together in network innovation,helping to deliver Net Zero at the lowest cost to consumers by enabling strategic change.Working with other public funders of innovation,the SIF aims to deliverrealnetbenefitstonetworkcompanies,energy users and consumers,a

32、nd help the UK become a global hub of energy innovation:a Silicon Valley of energy.Ofgem Innovation Vision 2021-2025Network Innovation AllowanceStrategic Innovation FundOfgem will continue to offer the Network Innovation Allowance(NIA)to each of the energy networks in RIIO-2,with a revised focus on

33、the energy system transition and addressing consumer vulnerability.The network companies have now set their innovation priorities in their RIIO-2 business plans and know how much money they can spend on innovation projects in this period.Typically,the networks use their own funds to transition an in

34、novation project into business-as-usual or to explore new efficiency methods to drivecontinuous improvements.Ofgem sets price controls for the gas and electricity network companies,which are part of the RIIO price control framework.Innovation is at the heart of this framework,with RIIO standing for

35、Revenue=Incentives+Innovation+Outputs.RIIO-1wasthefirstiterationoftheframeworkandhadaneight-yeardurationwhilstRIIO-2issettolastforfiveyears.RIIO-T2RIIO-T1RIIO-GD2RIIO-GD1RIIO-ED2RIIO-ED1201320152021202320262028electricity distributionelectricity and gas transmissiongas distribution7 Energy Networks

36、Innovation Strategy This shared strategy is intentionally high-level because we want to use it to inspire and excite the innovation community without being too prescriptive.The strategy is centred around three overarching network innovation objectives.These are the three consumer-facing outcome cate

37、gories set by Ofgem that underpin all network innovation activity.The underlying network innovation principles apply to all innovation activity and should be considered at all stages of an innovation project.The shared network innovation themes are the priority innovation areas for all networks and

38、ensure a shared strategic direction.Network innovation projects must fit under one of thesethemes to ensure they are focused on solving our biggest challenges.To add clarity to the project ideas we are seeking,we have identified key focus areas within each of these themes.These focus areas have been

39、 developed with our stakeholders and aim to help innovators better understand how they can collaborate with us.ThemesPrinciplesObjectives,themes and principlesNetwork innovation strategyCarbon impactCollaboration and stakeholder engagementConsumerbenefitData and knowledge sharingImplementation and d

40、eploymentInnovation culturePrinciples of innovation8 Energy Networks Innovation Strategy Carbon ImpactPrincipleInnovation projects should have a positive impact on the environment and the UKs Net Zero emissions target.ENAs Whole System Cost-Benefit Analysis tool incorporates the impact of the follow

41、ing environmental factors:CO2emissionsassociatedwiththefinalgas/electricity/hydrogendemand.CO2 emissions associated with electricity losses.Greenhouse gas emissions,including Hydrogen(H2),Sulphurhexafluoride(SF6)and methane(CH4).Nitrogen oxides(NOx)emissions.Oil or methane leakages.Shrinkage.In addi

42、tion to analysing these environmental factors,there are other ways that innovation could look to improve the environment.For example,where real-world trials are carried out as part of our innovation activities,projects should aim to improve the environment of the trial site and surrounding area.Inno

43、vation projects can reduce carbon emissions and deliverawiderangeofbenefitstotheenvironment.This principle applies to all our innovation activities and,while certain innovation projects will be specificallyfocused on facilitating and accelerating the UKs transition to Net Zero carbon emissions,all p

44、rojects should aim to have a positive impact on carbon emissions.Following feedback from our stakeholders,we have modifiedthisprincipletonowexplicitlyincludewiderenvironmental impacts.We recognise that we have an important role to play in providing additional environmental benefits,for example by en

45、hancingbiodiversity.The impact of our innovation activities in terms of both carbon and the environment must be analysed and assessed.Some projects,such as safety or cyber security innovations,may have very little direct environmental and carbon impact.However,where we do have an environmental impac

46、t,we will strive for this to be positive without compromising the project objectives.It is good to see the carbon impact principle has been broadened to encompass wider environmental impacts(e.g.biodiversity enhancement,natural capital increase,etc.)Stakeholder feedbackActing on the climate and ecol

47、ogical emergency is not just about getting to zero carbon,but also stopping and reversing biodiversity loss and extinction.Stakeholder feedbackCarbon impact9 Energy Networks Innovation Strategy PrincipleNetwork innovation activity should provide shared learning and increase collaboration between net

48、works companies and stakeholders.Collaboration and Stakeholder EngagementCollaboration and effective stakeholder engagement are crucial for innovation.By working together,we can ensure our stakeholders inform and guide the strategic direction of our innovation activities,while successful collaborati

49、on will result in new ideas,shared learning and avoid duplication.An energy network stakeholder is any individual,group or organisation that has an interest in the future of our energy system.For example,this includes:Government and regulatory bodies.Non-energy utilities and wider industry.Research

50、and academia.Industry associations.Our supply chains.Consumers and consumer representatives.Expert consultancies.The energy sector.Technology and equipment providers.Communities and community groups.Independent Network Operators.Byengagingmoreofourstakeholders,wewillfindthemostinnovativeideasthatwil

51、ldeliverbenefitstoconsumers.Todothis,wewanttobuildonourworkwithourcurrent innovation partners and work with the ever-broader range of organisations whose ideas and expertise we will need.Working together under ENA,we have developed a range of collaborative initiatives which include:The Smarter Netwo

52、rks Portal shares key details and learnings for all regulatory-funded projects.The Open Networks Programme seeks to work collaboratively with industry to lead the transition to asmart,flexible,NetZeroenergysystem in Great Britain.The Gas Goes Green Programme shares learning to deliver Net Zero gas.S

53、howcase and conference events such as the annual Energy Networks Innovation Conference and quarterly Energy Innovation Forums.The Electricity Innovation Managers and Gas Innovation Governance Group aims to coordinate network innovation activities.The Data and Digitalisation Steering Group seeks to c

54、ollaboratively address energy data issues.BEIS,Ofgem,UKRI and industry meet with the networks at the Whole Systems Group to collaborate on standardisation and interoperability opportunities.The Low Carbon Technology Working Group works with industry,BEIS and Ofgem to agree strategies for low carbon

55、grid connections.Collaboration and stakeholder engagement10 Energy Networks Innovation Strategy PrincipleEnergy consumers comprise anyone who connects to one or more of our gas and electricity networks,uses energy or pays an energy bill.We recognise that consumers are individuals whose needs and pri

56、orities will change depending on where they live and work.We will be working to ensurethatthespecificneedsofourconsumerswithineachofournetworkregionsarereflectedinthe innovation projects that we run.We will also seek to communicate our innovation work with our consumers,minimising any disruption the

57、y may cause.Where consumers are directly involved in innovation projects we will ensure we are transparent,open and accessible in all our communications.A cornerstone of all our innovation activity is exploringnewandmoreefficientwaysofworkingto support all our consumers in two key ways:Financiallybe

58、nefitourconsumersbyreducingenergy costs.Ensure equity and fairness for our consumers as we transition to Net Zero.Network innovation activity should ultimately benefit consumers financially,supporting them in a just transition.Consumer BenefitPutting consumers at the heart of innovationWith all our

59、innovation activities we seek to put consumers at the heart of our decisions,and we understand that their needs change dynamically.Working collaboratively with all the network companies,Wales and West Utilities have recently developed the Consumer Vulnerability Impact Assessment Tool.This easy-to-us

60、e tool will be employed by all network companies to evaluate the potential impact that innovation projects may have on consumers in vulnerable situations.By including this analysis in the early stages of each innovation project,we can more easily identify how to maximise the potential benefits of an

61、 innovation project for ourconsumers whilst mitigating any adverse impacts.This will enable us to deliver better outcomes for consumers in vulnerable situations in the transition to Net Zero.Innovation projects can deliver a wide range of benefits to our consumersA more reliable energy supplyInclusi

62、ve engagementWider socio-economic benefitsAccelerated decarbonisationEfficiency improvementsPositive impact on our employeesSafer and more secure energy networksReduced environmental impactConsumer benefit11 Energy Networks Innovation Strategy PrincipleAll innovation projects,whether successful or n

63、ot,can provide valuable learning to increase the chance of successforfutureprojectsthrougheffectiveknowledgesharing.We are committed to ensuring that learning and insights from innovation projects should be presumed open,and network companies have developed Digitalisation Strategies and Action Plans

64、 to set out the process for digitalising and sharing their network data.The Energy Data Taskforce sets out three key data principles which are all applicable to network innovation projects:Data should be discoverable,searchable and understandable.Data should adhere to standard structures and interfa

65、ces.Data should be secure and resilient.The network companies have also collaborated to develop the National Energy Systems Map.This proof-of-concept,in-depth digital energy system map of the UK will demonstrate the power of data to support amoreefficientpathwaytoNetZero.Youcanfindinformationaboutal

66、lnetworkinnovationprojects on the Smarter Networks Portal including the outputs of a project when it has concluded.All network innovation projects should,where possible,make the following information available and accessible:Key project outcomes and learning.An overview of the key outputs and result

67、s.Project datasets,data tables and supporting information(such as method statements,registers or process diagrams).Key information that may be of use to future innovation projects.You can also contact the networks directly about specificprojects;contactdetailsforeachprojectareprovided on the Smarter

68、 Networks Portal.Project dissemination events are held by the networks and ENA throughout the year,including the annual Energy Networks Innovation Conference.Data and knowledge should be shared with stakeholders in a transparent and accessible way.Data and Knowledge SharingAnnual innovation project

69、progress reports and project closedown reports are on the Smarter Networks PortalENA publishes the links to each networks annual innovation reportENA holds regular Energy Innovation ForumsMore information on the Energy Networks Innovation ConferenceData and knowledge sharing12 Energy Networks Innova

70、tion Strategy PrincipleWe are committed to implementing and deploying proveninnovationsasquicklyandcosteffectivelyas possible:Webuildrobustrequirementspecificationswiththe teams who will lead the deployment into business-as-usual to ensure technologies are relevant,effectiveandsafe.Weinvolvekeystaff

71、intheinnovationprocessbefore transitioning to business-as-usual to lead the adoption of new approaches.We have created specific roles or teams toprepare for and facilitate future change.We ensure that engineering and regulatory standards,industry codes and policies are updated(or created)as a result

72、 of innovation projects.We collaborate between network companies to facilitate the deployment of solutions at scale.We always consider the cost of deployment into business-as-usual within our benefitscalculations to ensure value for energy consumers.Innovation is about developing,testing and trialli

73、ng new ideas and approaches.The ultimate objective of any innovation project is to be successfully deployed into business-as-usual.This is when thebenefitswillstarttoberealisedandvalueforconsumers maximised.Of course,some innovation projects will not get this far but will still be able to provide va

74、luable learning that will make future innovation projects more likely to succeed.Some innovations will develop over several stages to ensure they are effective in solvingthe challenges they aim to address.In the demonstration and trial phases of an innovation project the aim is to ensure the network

75、 is safe and secure,the innovative solution delivered has beenthoroughlytestedforcosteffectivenessandvalue for consumers and that all alternatives have been considered.Viable initiatives should be implemented and deployed into business-as-usual.Implementation and DeploymentInnovation Measurement Fra

76、mework(IMF)In the RIIO-2 price control,we will use the IMF to report on innovation outcomes,including collaboration and partnerships,the speed at which successful innovation is transitioned into business-as-usual for network customers and thebenefitsdelivered.We use consistent methodologies to estim

77、ate the net benefits that are delivered by ourinnovation projects.ENA has published the NIA Project Benefits Guide which usespre-determined values from government publications to provide graded ranges of non-financialbenefits.ENA facilitates the data gathering from each network and the expected and

78、delivered benefits of each innovation project arecalculated using the IMF.From 2022,this information will be published annually for our NIA portfolio.As a holistic tool,the IMF has the potential to be adapted for collective reporting across all our future innovation activities.Implementation and dep

79、loyment13 Energy Networks Innovation Strategy PrincipleNetwork companies should embrace an innovation culture throughout their businesses to better enable them to deliver transformative change.Innovation CultureAn innovation culture is one where people working across the network companies feel empow

80、ered to think creatively and explore new ideas to drive value for all our consumers through improved products,services or processes.All network companies are committed to further developing a culture of innovation that is tailored to each network company.Some of the ways we are doing this include:Ra

81、ising and maintaining the profile of innovation across our organisations.By showcasing the variety of our innovation activitiesandthebenefitsthesehavebroughtto our consumers,we want to encourage our people to think about solving challenges in a collaborative,agile and innovative way.We will encourag

82、e people from across all areas of the network companies to get involved by holding events such as hackathons,collaboration days and innovation think-tanks.Driving stronger links between the network companies,including through our innovation teams and other areas of our organisations.In many cases,in

83、novation projects are already led by dedicated leads from across the networks to encourage a smooth and successful transition into business-as-usual.Building innovation into personal objectives across all areas and levels of our organisations,including those of our senior leadership teams.Where appr

84、opriate,innovation projects will be sponsored by a senior member who can provide support to the delivery team and help to ensure its success by mitigating risks and roadblocks.Embracing an environment where innovative thinking is encouraged will enable greater creativity to accelerate our journey to

85、 Net Zero and this is recognised by the support our stakeholders showed for the inclusion of this new principle.“There is no innovation and creativity without failure.Period”-Bren BrownBusiness-as-usual involves following tried and testedprocessestoachieveaknown,quantifiableoutcome,whereas innovatio

86、n is about trialling new,unproven ideas,making innovation inherently uncertain.Failure is a necessary part of innovation and can provide valuable learnings that make future projects more likely to succeed.Ofgem and Innovate UK are adopting a fail fast approach in the Strategic Innovation Fund by ens

87、uring regular and appropriate progress reviews that will accelerate projects that can demonstrate they have met their objectives.The new principle for 2022 about networks embracing innovation culture is spot on.Stakeholder feedbackInnovation culture14 Energy Networks Innovation Strategy Innovation p

88、rojects can reduce carbon emissions and deliver a wide range of benefits to the environment.This principle applies to all our innovation activities and,while certain innovation projects will be specifically focused on facilitating and accelerating the UKs transition to net zero greenhouse gas emissi

89、ons,all projects should aim to have a positive impact on carbon emissions.Following feedback from our stakeholders,we have modified this principle to now explicitly include wider environmental impacts as well.Although we already aim to reduce the impact our activities have on the environment,we agre

90、e with our stakeholders that this should be highlighted in the definition of the principle.The impact of our innovation activities in terms of both carbon and the environment must be analysed and assessed.There may not always be direct environmental or carbon benefits for some of our innovation proj

91、ects.For example,some safety and cyber security innovations have very little direct environmental and carbon benefits.Where we do have an impact,we will strive for a positive effect without compromising the project objectives.ENAs Whole System Cost-Benefit Analysis tool incorporates the impact of th

92、e following environmental factors into the wider analysis:CO2emissionsassociatedwiththefinalgas/electricity/hydrogendemand CO2 emissions associated with electricity losses Greenhouse gas emissions,including H2,SF6 and CH4 NOx emissions Oil or methane leakages ShrinkageOther impacts that innovation p

93、rojects may have on the environment could include:The site impact of real-world trials;projects should aim to improve the surrounding site of the trial upon conclusion.Using new or alternative materials that are more sustainable.Carbon ImpactInnovation projects should have a positive impact on the e

94、nvironment and the UKs net zero emissions target.PrincipleElectricity case study suggestions:SSEN-D:Feasibility of Utilising Compressed Dry Air in 33kV Insulated Switchgear(NIA_SSEN_0042)ENWL:Hyperspectral Imaging(NIA_ENWL_030)NGET:Management and Alternative Gases(NIA_NGET0163)Gas case study suggest

95、ions:NGGT:CH4RGE Methane Reduction from Gas Equipment(NIA_NGGT0164)NGGT:MoRFE:Monitoring of Real-Time Fugitive Emissions(NIA_NGGT0137)Data and digitalisationFlexibility and market evolutionNet Zero and the energy system transitionOptimised assets and practicesSupporting consumers in vulnerable situa

96、tionsWhole energy systemShared network innovation themes15 Energy Networks Innovation Strategy The shift to data-driven,digitally-enabled networks is critical as we move towards Net Zero.This new themesignifiesthescopeofinnovationtoexplorenew data methods and techniques.Innovative use of data and im

97、proved data practices can deliver benefits to consumers by drivingefficienciesinthewaywemanageandoperateournetworks as well as improving resilience.As our networks become smarter,digital initiatives will play a greater role in optimising how we use and manage our networks.The future energy system wi

98、ll be more dynamic than ever before and it is crucial we support the adoption of new data methods,including artificial intelligence,predictive analytics,augmented and virtual reality and the internet of things.Data quality and assurance,accessibility and cross-industry interoperability are the core

99、foundations of all energy network data and these will become increasingly important as the networks become smarter and more data-driven.BEIS,in its Digitalising our energy system for Net Zero strategy and action plan,highlights the followingbenefitsofadigitalisedenergysystem:Decarbonising the energy

100、 system at least cost to consumers.Creating a fair deal for consumers.Stimulating economic growth across all sectors.BEIS,Ofgem and Innovate UK launched the Energy Digitalisation Taskforce(EDiT)in 2021.Its Delivering a Digitalised Energy System report recommends:Unlocking value of customer actions a

101、nd assets.Delivering interoperability.Implementing new digital governance approach and entities.Adopting digital security measures.Enabling carbon monitoring and accounting.Embedding a digitalisation culture.Developing new data services and applying data science methods to harness the power of digit

102、alisation to solve both system operation and wider stakeholder challenges.Digitalisation is key to the future.It is essential that we embrace it.Stakeholder feedback16 Energy Networks Innovation Strategy ThemeData and digitalisation87%of you agreed that this is a key theme for network innovationThem

103、eData and digitalisationSGN successfully proved that satellite data and data techniques can accurately identify changes in ground topography along gas transmission pipeline routes.This illustrates the potential for satellite surveys and new data methods to complement,and potentially replace where ap

104、propriate,the existing helicopter aerial surveillance activities to ensure the continued safety of our pipelines.Future Control RoomScottish&Southern Electricity Networks,UK Power NetworksJanuary 2021 April 2022Satellite Infrastructure MonitoringSGNOctober 2019 July 2020Focus areasThese are the five

105、 focus areas the near-term priorities:Develop new toolsets to improve and ensure the standardisation and interoperability of network data.Explore new approaches to develop and prioritise use cases for the data-driven networks of the future.Use digitalisation to support new techniques that accelerate

106、 the transformation to Net Zero.Explore new methods of improving and enhancing the security of all consumer data.Test innovative methods to develop a digitally-ready workforce.AutoDesignNorthern PowergridFeb 2018 Aug 2020The connections design departments in DNOs are facing unprecedented pressure as

107、 customers seek to connect novel new loads and low carbon technologies at low voltage.Northern Powergrid automated the design process to reduce the need for repeated engineering resource.In 2020,AutoDesign issued approximately 2,000 successful budget estimates,equal to 80%of estimates tested.17 Ener

108、gy Networks Innovation Strategy Scottish&Southern Electricity Networks and UK Power Networks are working together to explore the potential use cases,user requirements and architectural design for a future control roomsimulatorandtoassessthechallenges,opportunitiesandresultingbenefitstotheholisticele

109、ctricity system and energy consumers.By doing this,they expect to provide new learnings on the functionality of future control rooms and the changing role of our Control Room Engineers through evaluation and potential use of new analytical techniques(such as machine learning and artificialintelligen

110、ce)andhowthesecanbeusedtobettermaintainnetworkresilience.We need to quickly and efficiently respondto the rapidly evolving needs of the energy system by embracing new methods of flexibilityandnewcommercialarrangements.BEISandOfgemdefineflexibilityas“theabilityto shift in time or location the consump

111、tion or generation of energy”.Innovation can help us explore new flexibility offerings and market-based solutions to accelerate the adoption of low carbon solutions and a smarter network.Effective integration and management offlexibilitysuchasenergystorageanddemandside response into our electricity

112、networks is becoming increasingly critical to cope with peaks in generation and demand and to reduce the need for network reinforcements.Ourflexibilityfirstapproachalreadyensuresthatflexiblesolutionstakepriorityovernetworkreinforcements.Our gas networks are managing a more complicatednetworkofinputs

113、andofftakeswith greater variation in generation and use.New commercial arrangements could encourage further growth in the number of green gas projects connecting to the gas networks,such as those injecting biomethane.We will need to ensure we adapt our forecasting models and methodologies to maximis

114、e the value that these sites can bring.Our networks will also need to continue to evolve to supply alternative gases like hydrogen.Wewillneedtoensureweuseflexiblelowcarbon technologies and navigate the new commercial arrangements,markets and incentives that underpin them to drive the best value for

115、our consumers.Flexibility and market evolution We very much support the increased emphasis on market-based solutions,as this will allow industry to adapt with the networks and enable new business models to provide tools for the energy transition.Stakeholder feedback18 Energy Networks Innovation Stra

116、tegy ThemeDeveloping and testing market-based solutions to increase the flexibility and efficiency of the energy system;accelerating the adoption of low carbon solutions.83%of you agreed that this is a key theme for network innovationThemeFlexibility and market evolutionBiTraDER is a multimillion-po

117、und NIC-funded project that will explore options for introducing a bilateralflexibilitytradingmarket.TheDistributedEnergyResource(ormeritorder)stackdeterminestheorderinwhichflexibilityproviderscouldbeaskedtorestricttheiroutputattimesofhighdemand.Electricity North West will explore whether,by enablin

118、g providers to trade their position within the stack,moregeneratorscanbeencouragedtoprovideflexibilityservices.Notonlycouldthisreducethe need for network reinforcements,but it could also remove some of the barriers preventing low carbongeneratorsfromconnectingtoournetwork.Thiscouldresultinsignifican

119、tvalueforourconsumers and substantial carbon savings.Gasdemandhashistoricallybeenfairlypredictable,butwithmoreflexiblegasgenerationplantsconnecting to the network,it is becoming more challenging to accurately forecast this dynamic demand.Thecollaboratingnetworksscoped,designed,builtandtestedanewflex

120、iblegenerationforecasting model that could enable improved operation of the gas networks both now and in the future.After a thorough testing programme,they found that this model could successfully forecast flexiblegasgeneratoroperationsandwewilluseittofurtherexplorehownetworkoperationsmightbe impact

121、ed by future renewable generation challenges and how the gas networks can support more renewable generation.BiTraDERElectricity North WestMay 2022 May 2026Flexible Generation ForecastingWales&West Utilities,Northern Gas Networks,National Grid ESO,SP Energy NetworksSeptember 2020 April 2021These are

122、the five focus areas the near-term priorities:Simplify flexibility market structures and eliminate barriers to entry for smaller market entrants.Trial and implement innovative arrangements and market-based solutions to support network management,flexibility and storage solutions.Support all consumer

123、s to fairly participate in,and benefit from,flexibility markets.Identify regulatory barriers and make recommendations for reform.Develop commercial arrangements for connecting and supplying green hydrogen.Focus areas19 Energy Networks Innovation Strategy The UK government has published a clear strat

124、egic direction for our transition to Net Zero by 2050 and the devolved governments of the UK have also set ambitious targets,with Scotland pursuing Net Zero by 2045.Some local and regional governments are also pursuing accelerated Net Zero timelines.This is reflectedintheUKsambitiontofullydecarbonis

125、etheelectricity system by 2035 and we are also exploring the decarbonisation of the gas networks through the Gas Goes Green programme.The role of the gas network in a Net Zero future is a key area of innovation for 2022.We want to continue to explore the role our gas networks will play as the energy

126、 system transitions by investigating,trialling,implementing and delivering safe,low carbon alternatives to natural gas.A Net Zero future for the electricity networks includes supporting and managing the connection of more low and zero carbon sources of energy generation,storage and demand to both th

127、e transmission and,increasingly,the distribution networks as energy resources become more decentralised.To enable this,we will need innovative methods of effective network management andnewwaysofaccessingflexibilitywhichbuildonoureffortstoimprovevisibility,forecastingandmodellingof low carbon techno

128、logies.We need a multi-faceted,whole-systems approach to achieve Net Zero greenhouse gas emissions anditisimperativeweengageeffectivelywithourconsumers to better understand the changing way in which energy is used both domestically and commercially and how this impacts the networks.To do this,we wan

129、t to work together to develop new commercial models and technical solutions that facilitate consumer choice and help us to manage thenetworkseffectively.Innovation can help us to meet the challenges and seize the opportunities presented by the increasing speed and scale of the rollout of low and zer

130、o carbon technologies.The work the networks do with this theme is very positive.Stakeholder feedback20 Energy Networks Innovation Strategy ThemeFacilitating and accelerating the UKs transition to Net Zero greenhouse gas emissions.Net Zero and the energy system transition97%of you agreed that this is

131、 a key theme for network innovationThemeNet Zero and the energy system transitionWith funding from the UK governments Getting Building fund and the NIA mechanism,Northern Gas Networks will construct residential buildings typical of different decades of constructionto represent the UKs diverse buildi

132、ng stock.They will then install and assess energy-saving technologiesandengagewithconsumerstobetterunderstandhowtheycanpositivelyinfluenceheat decarbonisation and support a fair transition for consumers.Northern Gas Networks have also secured funding through the SIF for the next stage of this projec

133、t.National Grid Gas Transmissions 9.07m NIC-funded project will build a hydrogen test facility which will be used to trial blends of up to 100%hydrogen at transmission pressures and assess and analyse how the network assets perform.The learning gained will help us to understand how we can deliver lo

134、w carbon energy reliably and safely to all consumers.Optimise Prime is the worlds biggest trial of commercial EVs.Working with Royal Mail,Centrica and Uber,this project seeks to better understandthechargingbehaviour,flexibilityand journey data of commercial vehicles.With businesses buying 58%of all

135、new vehicles in the UK,this project will test and implement the best approaches for commercial EV rollout.Customer Energy VillageNorthern Gas NetworksNovember 2021 onwardsFuture GridNational Grid Gas Transmission2021 onwardsOptimise PrimeUK Power Networks,Scottish&Southern Electricity NetworksJanuar

136、y 2019 February 2022These are the five focus areas the near-term priorities:Facilitate and support the adoption of flexibility and smart systems.Develop market solutions to enable the energy transition for all consumers.Enable the transition to low and zero carbon transport and heating for all users

137、.Explore the optimal use of different energy vectors in the energy system transition.Support all consumers to engage in the energy system transition.Focus areas21 Energy Networks Innovation Strategy Innovation has a key role to play in ensuring our networks continue to remain reliable,safe,secure an

138、d resilient to our changing climate.Optimising our assets and practices is a critical enabler of the energy transition.All our network assets face significant changesin the coming years both in how we manage our assets and the way consumers use them.We need to make sure we continue to invest in our

139、infrastructure to ensure we are well placed to facilitate and respond to:Increasing numbers of new low and zero carbon technology connections.Evolving patterns in consumer demand.Changing security threats.Appropriate workforce planning to ensure technical expertise is retained within our businesses.

140、Our changing climate.Evolving regulation and industry codes.It is imperative that we can safely trial and implement new ways to future-proof our network assets and practices to ensure we proactively support the energy system transition and deliver value for our consumers.To do this,we need to think

141、of new ways to improve:Asset health and monitoring capability.Physical and digital security.Resilience and reliability.The safety of our assets and our people who work with them.The impacts our assets have on the environment.Our digital tools for risk management.Innovation can accelerate the optimis

142、ation of our assets and practices by building on the activities that we continue to undertake in this area as part of our business-as-usual portfolio.I think that it is important to renew networks for optimising assets and improving practices.Stakeholder feedback22 Energy Networks Innovation Strateg

143、y ThemeDeveloping and implementing industry-leading techniques for optimising assets and practices.Optimised assets and practices82%of you agreed that this is a key theme for network innovationThemeOptimised assets and practicesNational Grid Electricity Transmission is exploring the use and capabili

144、ties of wireless technologies in substation environments and developing the associated cyber threat models to better understand the impact on substation security.This project tested how our critical national infrastructure could benefitfromthesetechnologiestoimproveassetmonitoringandmaintenanceactiv

145、ities(forexample,by automatic data collecting processes)and will help us to support investment decisions to mitigate cyber threats.As part of the Iron Mains Risk Reduction Programme(IMRRP),the gas networks are required to replace iron pipes within 30m of a building with hydrogen and biomethane-ready

146、 polyethylene by 2032.The current practice is for an engineer to enter the large diameter cast iron pipes to assist the process.This project is seeking to eliminate the need for this by improving the method for inserting the plastic pipe.Not only will this improve the safety of our teams,but it will

147、 also speed up the process and therefore minimise the associated consumer disruption.The current method of identifying power quality issues on overhead lines is very time consuming.This project seeks to develop an expert system that can more efficientlylocatefaultsandassessthe associated maintenance

148、 requirements,enabling us to quickly respond to faults on the network and reduce costs.Assessment of Wireless Technologies in a Substation EnvironmentNational Grid Electricity TransmissionJanuary 2019 June 2020Pipeline SpacersCadentMarch 2020 September 2022SINE PostSP Energy NetworksJanuary 2017 Jan

149、uary 2021These are the five focus areas the near-term priorities:Reduce and mitigate future unplanned outages,supply interruptions and wider disruptions.Minimise the impact of networks on the environment.Ensure the networks are resilient and adaptable to climate change.Test and explore innovative me

150、thods to train and upskill the workforce.Explore how to future-proof assets and practices.Focus areas23 Energy Networks Innovation Strategy Equality and fairness are the foundations of a just transition to Net Zero.As we move to a smarter system we need to better understand all types of vulnerabilit

151、y,and its changing nature,to ensure no one is left behind.Energyconsumerscanfindthemselvesinvulnerablesituationsatdifferenttimesandfordifferentreasons.Consumers in vulnerable situations are significantlyless likely to be able to protect their interests in the energy market,are more likely to be disa

152、dvantaged as the energy system changes and may need more support during outages.Increasingly,consumers who find it challenging toengage with digital technologies are much less likely to experience the benefits of the energy transition.The Centre for Sustainable Energys Smart and Fair project explore

153、d how the transition to Net Zero can be achieved equitably and practically.Ofgem,in its Consumer Vulnerability Strategy 2025,defines vulnerability as when a“consumerspersonal circumstances and characteristics combine with aspects of the market to create situations where they are:Significantly less a

154、ble than a typical domesticconsumer to protect or represent their interests;and/or Significantly more likely than a typical domesticconsumertosufferdetrimentorthatdetrimentislikely to be more substantial.”Innovation is central in exploring how we can best support all our consumers who find themselve

155、s invulnerable situations by testing and trialling new technologies,services and best practices.For example,for the electricity Distribution Network Operators(DNOs),there will be greater opportunities to engage directly with consumers as a result of the transition to Distribution System Operators(DS

156、Os)and innovation can help us to explore new ways of engagingeffectively,accessiblyandinclusively.The change in language for2022isreflectiveofthebetterunderstanding of vulnerability.People move in and out of vulnerable situations depending on life events andthethemereflectsthatthis is not a static p

157、ool of people.Stakeholder feedback24 Energy Networks Innovation Strategy ThemeExploring how best to support the needs of consumers who find themselves in vulnerable situations,today and in the future,to enable a just transition.Supporting consumers in vulnerable situations80%of you agreed that this

158、is a key theme for network innovationThemeSupporting consumers in vulnerable situationsThese are the five focus areas the near-term priorities:Understand and support the transient and situational nature of vulnerability.Explore how to reduce the financial impact of Net Zero on consumers in vulnerabl

159、e situations.Understand how network companies can support the fuel poor and improve affordability for consumers.Improve network engagement with consumers in vulnerable situations to build on and strengthen trusted relationships.Collaborate with appropriate organisations to better support consumers i

160、n vulnerable situations.Focus areas25 Energy Networks Innovation Strategy Project VENICE is exploring how to better support vulnerable consumers and communities through the energy transition in three ways:Establishing how Net Zero is likely to impact fuel poverty and exploring new ways for vulnerabl

161、e consumers to participate.Analysing whether smart meter data can identify vulnerability markers.Examining the changes in electricity use during the pandemic and how these may impact vulnerable consumers.By examining evolving energy use patterns,including likely changes as a result of the pandemic,W

162、PD aims to better target support and investment at the communities and households that need it the most.There are over 2.3 million disabled parking badge holders in the UK who face unique barriers that may be hindering their uptake of EVs.Disabled parking bays are often not equipped with EV charge p

163、oints and bulky,trailingEVcablescanbedifficulttooperate.Scottish&SouthernElectricityNetworksisworkingwith Connected Kerb,an EV infrastructure provider,and disabled motorist groups to explore the barriers preventing disabled motorists and those in vulnerable situations from adopting EVs.This is also

164、an opportunitytounderstandhowenergyconsumerscouldfindthemselvesinvulnerablesituationsiftheyare unable to use their EV due to supply outages and the additional support these consumers may need.Project VENICEWestern Power DistributionJuly 2021 March 2023Equal Electric VehiclesScottish&Southern Electri

165、city NetworksOctober 2020 April 2022Ofgem and UKRI define a whole energy systemapproach as“considering the full range of opportunities,risks and interdependencies that exist across the full energy system to integrate and optimise them in a way that best serves the consumer”.Innovation and a whole sy

166、stems approach are intrinsically linked.Applying whole systems thinking,and partnering collaboratively across sectors,will drivevalueforourconsumersbyfindingefficienciesin how we plan,forecast,design,construct,operate and maintain our networks.One of the ways we can do this is by improving how we sh

167、are network data to leverage additional value and insights.We will also need to continue to improve our understanding of the interactions across all the networks through joined-up forecasting and planning that recognises the changing demands and evolution of our energy networks.The rapid decarbonisa

168、tion of our energy system makes employing a whole systems approach increasingly important.For example,we will need to work more closely with cities and regional bodies to understand how we can enable their Net Zero ambitions.Looking to and learning from other sectors will highlight innovative ideas

169、that we can trial on our networks.For example,some innovative technologies now implemented by the gas distribution networks have their origins in the water industry.Network companies are already working together successfully and we recognise that the more we seek to learn from each other,the more we

170、 can encourage new innovations to come forward.We would particularly like to work more closely with other sectors including:Industry sectors such as transport,buildings and power.Other utilities such as water,waste and telecommunications.Local energy systems,cities and regions.Generators and consume

171、rs.For me,this is the most critical factor;everyone working together to achieve the same common goal.Stakeholder feedback26 Energy Networks Innovation Strategy ThemeDevelop joined-up approaches across sectors and energy vectors.Whole energy system93%of you agreed that this is a key theme for network

172、 innovationThemeWhole energy systemZero2050 was a collaborative project that explored ways to accelerate the journey to Net Zero emissions for the whole energy system in the South Wales region.By undertaking extensive modelling tounderstandthefutureenergydemandsacrossdifferentsectors,thecollaboratin

173、gnetworksexploredplausible decarbonisation pathways that would meet these projections.The extensive analysis undertaken resulted in several key recommendations for practical measures to speed up the clean energy transition in the region and added to the growing national evidence base on the challeng

174、es and solutions required to achieve Net Zero by 2050.As more distributed generation connects to the electricity system,collaboration between the ESO and the distributionnetworkswillbecrucial.Thisprojectidentifiedand analysed different ANM schemes and exploredmethods to optimise both inter-scheme co

175、ordination and interaction with the Balancing Services Market.UK Power Networks is working with community energy group Ovesco to develop a roadmap for rural,off-gascommunities to seamlessly transition to low carbon heating solutions.The learnings from this project will demonstrate howtobalancethedec

176、arbonisationofoff-gas communities whilst maintaining a reliable and resilient network.Zero2050 South WalesNational Grid Electricity Transmission,National Grid Gas Transmission,Western Power Distribution,Wales&West Utilities2018-2021Optimal Coordination of Active Network Management(ANM)Schemes and Ba

177、lancing Services MarketNational Grid ESO,Western Power DistributionJune 2020 June 2021CommuniHeatUK Power NetworksOctober 2020 June 2022These are the five focus areas the near-term priorities:Explore data sharing opportunities between networks companies and with other service providers.Coordinate th

178、e operation of a whole energy system through collaboration.Join up approaches to regional network planning and forecasting.Develop a whole system life cycle assessment approach.Collaborate on enabling the growth and operation of low and zero carbon solutions.Focus areas27 Energy Networks Innovation

179、Strategy 28 Energy Networks Innovation Strategy Journey of an innovation projectHow to get involved29 Energy Networks Innovation Strategy Weareseekingideasfromadiversegroupofinnovatorstofindthebest solutions to deliver our priorities.The purpose of this strategy is to set out our priorities to help

180、you,our stakeholders,better understand what we are looking for and how you can get involved.This high-level guide maps out the key stages involved in delivering an innovation project from an initial ideatosuccessfulimplementationandbenefitsrealisation.Thisprocess highlights where this strategy can h

181、elp.Journey of aninnovation projectIdea generationFor all innovation ideas,it is important to review this strategy thoroughly to:Get a sense of the principles governing all network innovation projects.Ensure your idea aligns with one of our priorities by understanding our themes and the focus areas

182、we need to address.Initial proposal developmentTake a look at the funding opportunities and eligibility criteria for network innovation to see which one might be the best fit for your idea.Proposal refinement with network sponsorIf your idea is specific to a particular network company,it is best to

183、engage with them directly to refine your idea into a project proposal.If your idea can be applied anywhere,you can go through one of the national routes where all the network companies will have the opportunity to see and discuss your idea with you.Some ideas of how to engage in both routes are summ

184、arised on the next page.Project launch Proposals that are successful will have a kick-off meeting to start the project.All SIF,NIA and NIC-funded projects will be registered on the Smarter Networks Portal once they launch.Closedown and knowledge sharingThis is where the project will be wrapped up an

185、d the outcomes validated against the original objectives.Information and learning should be shared throughout a projects delivery and,at this stage,the final results and learning are shared with stakeholders.DeliveryYou will work with the network sponsor to deliver the project.ImplementationThis is

186、where the project will be implemented into business-as-usual operations.Benefits realisationOnce a project is implemented,it starts to deliver benefits,and these will be tracked by the network company.010203040506070809Apply for project fundingHaving determined the best funding route for your projec

187、t idea with the network sponsor,now is the time to work with the network company to apply for project funding.30 Energy Networks Innovation Strategy How torefine your innovation idea and develop your project proposal:Thebestwaytorefineyourproposalistoworkwiththenetwork sponsor who you will be collab

188、orating with to deliver the project.Each network has its own innovation website(click on the logosbelowtofollowthelinks)andyoucanoftenfindsomeof the key questions you will need to answer about your idea.These questions(or criteria)can also be found in the relevant funding mechanism governance docume

189、nts.How to get involvedHow topropose,share and discuss an innovation idea:National routes include:The Smarter Networks Portal is the window into network innovation for regulatory-funded projects where you can see details on current projects,findpartnersandproposeideasforallnetworkcompaniestoreviewan

190、dconsider.The UK Research and Innovation(UKRI)website contains details of UKRIs keyfundingprogrammesandincludesafundingfindertoolwhereyoucansearch for current funding opportunities across UKRI,research councils and Innovate UK.The Knowledge Transfer Network(KTN)is part of Innovate UK and exists toco

191、nnectinnovatorswithnewpartnerswhowillworkwithyoutorefineyouridea and direct you to appropriate funding opportunities.For ideas that are specific to a particular network company,you can engage with them by:Exploring the individual energy networks innovation websites and social media accounts(includin

192、g LinkedIn).Looking at the individual innovation strategies or business plans published by the network companies and reading the networks and ENAs newsletters.Talking to the networks at events held throughout the year,including the annual Energy Networks Innovation Conference.Gas innovationElectrici

193、ty innovation31 Energy Networks Innovation Strategy How to get involvedHow to learn more about the key network innovation funding mechanisms and their eligibility criteria:The Network Innovation Allowance(NIA)mechanism is for research,development and demonstration projects and covers all types of in

194、novation including commercial,technological and operation.The NIA has been available throughout RIIO-1 and will continue in RIIO-2.The Network Innovation Competition(NIC)is only available in the RIIO-1 period and is for large-scale projects whichcanspecificallydelivercarbonorenvironmentalbenefits.Th

195、e Strategic Innovation Fund(SIF)is the replacement for the NIC in RIIO-2 and will support network innovationthatcontributestotheachievementofNetZero,whiledeliveringnetbenefitstoenergyconsumers.The network companies can also use their own funds to transition an innovation project into business-as-usu

196、al ortoexplorenewefficiencymethodstodrivecontinuousimprovements.Ifyouthinkyourideamightsuitthistypeof funding,it is best to engage directly with the network.How to apply for funding:Once you have agreed an idea to take forward with your network sponsor,they will help you apply for the appropriate fu

197、nding.The eligibility criteria and application questions for each of the key network funding mechanisms are included in the governance documents,linked opposite.The Energy Networks Innovation Process(ENIP)Overview and Governance Document,published by ENA,is a valuable resource which delves into all

198、of these points in much greater detail.It explains how innovation projects are delivered,how third parties can get involved and contains the full details of the end-to-end industry led process for reporting,collaboration and dissemination of regulatory funded innovation projects.We will review and u

199、pdate this strategy again in 2024.Your feedback will be key to ensuring that the updates to the principles,themes and focus areas are the right ones and we will continue to engage with you to seek your views.If you have any questions or would like to discuss this strategy in more detail,please get i

200、n touch:smarterenergynetworks.org TheSIFaimstofind,fundandnurtureambitiousideasinstages,with the strongest proposals progressing to large-scaleprojects.Thefirstcall,whichlaunchedinMarch2022,resulted in 40 collaborative early-stage projects,involving a wide range of partners.We look forward to discus

201、sing your ideas through further annual challenge-led competitions.Innovate UK,March 2022More about the SIFSign up for SIF updatesWatch short summaries of the SIF projects launched in March 2022Energy Networks Association4 More London Riverside London SE1 2AUTel+44(0)20 7706 5100www.energynetworks.orgEnergyNetworks Energy Networks Association ENA 2022Energy Networks Association Limited is a company registered in England&Wales No.04832301.Registeredoffice:4MoreLondonRiverside,LondonSE12AU