Strawman - Electric networks in Great Britain today are facing unprecedented challenge from Climate, Carbon and Convergence issues. Some thoughts and considerations.
Comments welcome
EURELECTRIC Views on Demand-Side Participationdavidtrebolle
In our vision of demand-side participation, smart grids will provide the infrastructure that enables decentralised producers, customers/‘prosumers’, suppliers and service providers to meet on an open market place, while giving grid operators more advanced tools to manage their grids.
This presentation by Frank WOLAK, Professor of Economics at Stanford University and Director of the Program on Energy and Sustainable Development was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
Strawman - Electric networks in Great Britain today are facing unprecedented challenge from Climate, Carbon and Convergence issues. Some thoughts and considerations.
Comments welcome
EURELECTRIC Views on Demand-Side Participationdavidtrebolle
In our vision of demand-side participation, smart grids will provide the infrastructure that enables decentralised producers, customers/‘prosumers’, suppliers and service providers to meet on an open market place, while giving grid operators more advanced tools to manage their grids.
This presentation by Frank WOLAK, Professor of Economics at Stanford University and Director of the Program on Energy and Sustainable Development was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
This presentation by Brian MOTHERWAY, Head of Energy Efficiency Division (International Energy Agency) was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
This presentation by Saskia LAVRIJSSEN, Professor of Economic Regulation and Governance of Network Industries at Tilberg University (Netherlands) and the Centre on Regulation in Europe was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
This presentation by Darryl Biggar, Special Economic Advisor at the Australian Competition and Consumer Commission (ACCC) and the Australian Energy Regulator (AER), was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
Richard Cowart - Delivering Energy Efficiency on a Large Scale: Challenges an...noe21
http://www.managing-energy-demand.org
This seminar held on november 4 ‘09 in Bern, Switzerland, hosted international specialists in managing energy demand, mainly electric energy. Presentations concentrated on best cases in demand side management and regulation easing the way for DSM programs. The event was organised by noe21, a Geneva based NGO.
Kathmandu | Apr-15 | Interactions Between Productive Use of Energy and Access...Smart Villages
John Holmes & Bernie Jones
Smart Villages in South Asia: Kathmandu Works hop Report The Smart Villages Initiative, working with its local partner Practical Action Consulting South Asia, held a workshop in Kathmandu, Nepal on 10th April 2015. The aim of the workshop was to learn lessons from Nepal’s experience of micro/mini-hydroelectric schemes for off-grid rural communities and associated initiatives to stimulate productive enterprises which could be shared with other stakeholders in the South Asia region.
This presentation by New Zealand Electricity Authority was made during the “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
Training Module on Electricity Market Regulation - SESSION 1 Regulation gen...Leonardo ENERGY
This session explains the main tasks of regulation and addresses three main questions: what is regulated, where is it regulated, and how is it regulated.
In addition, we explain how the communication between regulators and regulated companies is organised, and how the regulatory performance is measured.
* General tasks of regulators: Price, Quality, Market functioning
* Areas of regulation
* Scope of regulation
* Methods of regulation
* Institutional questions
* Consultation and communication
* Regulatory performance : External performance, Internal Performance
Power Responsive DSR Conference 18th June - Summary PaperPower Responsive
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document is a summary paper of the event
DSR: Being Power Responsive, 18th June - Full SlidepackPower Responsive
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This slidepack includes all of the presentation material from the conference.
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document gives a summary of the roundtable discussions that took place at the launch event.
Switching Perspective: Creating New Business Models for a Changing Energy In...IBM Energy & Utilties
http://www.ibm.com/smarterplanet/us/en/smart_grid/nextsteps/index.html?cmp=agus_cxosp2gridsol-20100426&cm=c&csr=switching&cr=slideshare&ct=usbrb401&cm_mmc=agus_cxosp2gridsol-20100426-usbrb401-_-c-_-switching-_-slideshare
Business Models and Business Innovation for Electric Utilities
This presentation by Brian MOTHERWAY, Head of Energy Efficiency Division (International Energy Agency) was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
This presentation by Saskia LAVRIJSSEN, Professor of Economic Regulation and Governance of Network Industries at Tilberg University (Netherlands) and the Centre on Regulation in Europe was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
This presentation by Darryl Biggar, Special Economic Advisor at the Australian Competition and Consumer Commission (ACCC) and the Australian Energy Regulator (AER), was made during the discussion “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
Richard Cowart - Delivering Energy Efficiency on a Large Scale: Challenges an...noe21
http://www.managing-energy-demand.org
This seminar held on november 4 ‘09 in Bern, Switzerland, hosted international specialists in managing energy demand, mainly electric energy. Presentations concentrated on best cases in demand side management and regulation easing the way for DSM programs. The event was organised by noe21, a Geneva based NGO.
Kathmandu | Apr-15 | Interactions Between Productive Use of Energy and Access...Smart Villages
John Holmes & Bernie Jones
Smart Villages in South Asia: Kathmandu Works hop Report The Smart Villages Initiative, working with its local partner Practical Action Consulting South Asia, held a workshop in Kathmandu, Nepal on 10th April 2015. The aim of the workshop was to learn lessons from Nepal’s experience of micro/mini-hydroelectric schemes for off-grid rural communities and associated initiatives to stimulate productive enterprises which could be shared with other stakeholders in the South Asia region.
This presentation by New Zealand Electricity Authority was made during the “Radical innovation in the electricity sector” held at the 63rd meeting of the OECD Working Party No. 2 on Competition and Regulation on 19 June 2017. More papers and presentations on the topic can be found out at oe.cd/1ZW.
Training Module on Electricity Market Regulation - SESSION 1 Regulation gen...Leonardo ENERGY
This session explains the main tasks of regulation and addresses three main questions: what is regulated, where is it regulated, and how is it regulated.
In addition, we explain how the communication between regulators and regulated companies is organised, and how the regulatory performance is measured.
* General tasks of regulators: Price, Quality, Market functioning
* Areas of regulation
* Scope of regulation
* Methods of regulation
* Institutional questions
* Consultation and communication
* Regulatory performance : External performance, Internal Performance
Power Responsive DSR Conference 18th June - Summary PaperPower Responsive
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document is a summary paper of the event
DSR: Being Power Responsive, 18th June - Full SlidepackPower Responsive
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This slidepack includes all of the presentation material from the conference.
On 18th June, we brought together senior business leaders, decision makers, policy creators and energy experts to discuss the issues crucial to achieving the business benefits of a more flexible energy system.
Together at the event we collaboratively explored the opportunities for business, the incentives and barriers to growth, and sought solutions to deliver demand side response at scale by 2020.
This document gives a summary of the roundtable discussions that took place at the launch event.
Switching Perspective: Creating New Business Models for a Changing Energy In...IBM Energy & Utilties
http://www.ibm.com/smarterplanet/us/en/smart_grid/nextsteps/index.html?cmp=agus_cxosp2gridsol-20100426&cm=c&csr=switching&cr=slideshare&ct=usbrb401&cm_mmc=agus_cxosp2gridsol-20100426-usbrb401-_-c-_-switching-_-slideshare
Business Models and Business Innovation for Electric Utilities
In this Energy Flash we give an overview of the package and discuss the challenges ahead and the many controversies surrounding the Clean Energy Package.
Ea Smart Metering Ii Scope Document (Summary)Nigel Tebbutt
Smart meters are the next generation of electricity and gas meters and are being installed and connected to always-on Mobile Broadband via an Energy Supplier MVNO.
Meter Readings and energy consumption statistics are displayed both on an in-home display panel and using mobile telephones, PDA’s, the home PC or mobile laptop via the Energy Suppliers Internet Portal – linked to consumption monitoring and energy management software.
Smart meters will bring about the end of estimated meter readings and bills - and provide customers and energy suppliers with accurate information about the amount of electricity and gas being consumed.
Smart meters will empower customers to make choices on how much energy they use. Suppliers will install two-way communication systems using MVNO Platforms that display accurate real-time information on energy use both in the home and business, available to both to the consumer and to the energy supplier.
In many ways, the electricity industry makes an unlikely candidate for disruption. Not much changed between the 1880s, when Thomas Edison began building power stations, and the start of the 21st century. Top business leaders rarely had to think about electricity. They got their electricity from the power plant, or the local utility, or the government, and had little say in how it was produced, delivered, or managed. Utility executives, for their part, could make and execute long-term plans with a great deal of security. Demand tended to rise along with the economy; natural monopolies were the norm.
No longer. Several coincident, significant transformations are causing a revolution in the way electricity — the vital fuel of global commerce and human comfort — is produced, distributed, stored, and marketed. A top-down, centralized system is devolving into one that is much more distributed and interactive. The mix of generation is shifting from high carbon to lower carbon, and, often, to no carbon. In many regions, the electricity business is transforming from a monopoly to a highly competitive arena.
Jon Bentley, energy & environment, leader, smarter energy, IBM Global Business Services UK & Ireland at the CBI's energy conference. London, September 2010.
UNIDO: Industrial Prosumers of Renewable EnergyAman Kudesia
Introduction
-Inclusive and Sustainable Industrial Development (ISID)
-Potential for Renewable Energy among Agro-industrial Small and Medium Sized Enterprises (SME’s)
-Industrial Prosumers of Renewable Energy
Opportunities & Benefits of Industrial Prosumers.
Barriers to Industrial prosumers.
Policy Options to Support Industrial Prosumers.
Conclusions and recommendations.
Diversifying Into Renewable Energy: Challenges And OpportunitiesCTRM Center
The energy transition is the move away from fossil fuels towards renewable and sustainable forms of production and generation, in combination with increasing decarbonization (net zero) and electrification. The motivations behind the energy transition are primarily political, environmental, and increasingly, financial. Mostly, it is driven by Governments and international bodies (like the EU, which also sees renewables to increase its’ energy independence) through goal setting, provision of incentives, and legislation such as the US’s Inflation Reduction Act.
The push for decarbonization and ESG is also now being championed by large banks and financial institutions like Barclays Bank, who recently announced that it had tightened its financing rules and abandoned financing for oil exploration altogether. Over the last 12-months or so, geopolitics has played an ever-greater role in shaping the energy industry and the energy transition, as the fall-out from the Russia-Ukraine war has interfered with the energy transition agenda, resulting in soaring power and natural gas prices. This has wrought havoc with consumers and suppliers alike and stalled, or temporarily reversed, certain net zero initiatives, and encouraged the specter of market intervention.
Case Study: Blockchain as the Foundation of Alectra's Grid Exchange Transacti...Jill Kirkpatrick
Alectra Utilities is leveraging blockchain technologies to develop GridExchange, a platform for transactive energy that allows its users to create new energy markets, as well as bidding into existing ones.
Behavior changes are set based on homeowner preferences for use of their distributed energy resources. The platform also creates statistics on customer energy usage and validates participation in these energy markets, confirming settlement when compensation for energy services has been paid.
As a result, users are empowered with greater choices, control and autonomy to buy, consume, and sell energy, and the utility improves reliability and forecasting by gaining visibility of energy usage patterns and changing behaviors.
Horizon Scan: ICT and the future of utilitiesEricsson
A new research report from Ericsson and Imperial College London examines the effects of ICT in reshaping the future of energy utilities markets.
ICT will play a fundamental role in the disruption of energy utility structures by enabling innovative methods of connection and coordination among community-based renewable energy installations.
Ubiquitous, affordable digital technologies create numerous new entry points into highly centralized and regulated energy markets, allowing both smaller entrants and consumers to seize power from established utility providers.
ICT systems, centered until now on supplying energy from just a handful of large producers, will soon need to balance supply from thousands of networked devices.
Integration of data across complex supply chains will create new opportunities for traceability, improved insurance models and reduced risk of accidents and environmental disasters.
These are some of the key transformational forces identified in the latest report in a series of horizon scans outlining the potential impacts of ICT on various industries. Based on in-depth research in collaboration with Imperial College London, the report identifies some of the major operating boundaries of current versus emerging utility industry structures and the role that digital technologies may play in crossing these thresholds.
Many remote areas and islands (RAI) are deploying renewable energy (RE), some with ambitious plans to meet 100% of their electricity or even final energy needs with renewables. For most of them, roof-top PV systems offer clear advantages but most of their deployment potential still remains largely untapped. The setup of consistent prosumer policies can provide a means to achieve the islands’ objectives faster and with lower costs to society.
This report provides guidance to policy makers on the drivers, opportunities, challenges and implementation strategies of PV prosumer policies that can be considered within a comprehensive renewable energy strategy for RAI. It is based on the frameworks and methodologies developed on the IEA-RETD publications RE-PROSUMERS (2014) and REMOTE (2012).
The preliminary results were presented at the IRENA Island conference in Martinique in July 2015, see presentation slides.
Revealing the value of flexibility in electricity markets - September 2013Stephen Woodhouse
The attached slides outline our ideas on how the value of flexibility could be traded in the European electricity markets, within the context of the Target Model. Contact Stephen Woodhouse at Pöyry for further details of an ongoing study
Facilitating cross-sectoral exchange of energy dataSaidh KESSACI
Energy transition is attracting many new players putting increased pressure on the grid players to access and draw insights from data that measures energy consumption and needs. Considering all the possible data-sharing architectures is important to make the system more attractive for investments and more secure for management.
Our article that is published in Metering International issue 3, september 2011. The article is about smart meters and new business model in the utilities sector.
StarCompliance is a leading firm specializing in the recovery of stolen cryptocurrency. Our comprehensive services are designed to assist individuals and organizations in navigating the complex process of fraud reporting, investigation, and fund recovery. We combine cutting-edge technology with expert legal support to provide a robust solution for victims of crypto theft.
Our Services Include:
Reporting to Tracking Authorities:
We immediately notify all relevant centralized exchanges (CEX), decentralized exchanges (DEX), and wallet providers about the stolen cryptocurrency. This ensures that the stolen assets are flagged as scam transactions, making it impossible for the thief to use them.
Assistance with Filing Police Reports:
We guide you through the process of filing a valid police report. Our support team provides detailed instructions on which police department to contact and helps you complete the necessary paperwork within the critical 72-hour window.
Launching the Refund Process:
Our team of experienced lawyers can initiate lawsuits on your behalf and represent you in various jurisdictions around the world. They work diligently to recover your stolen funds and ensure that justice is served.
At StarCompliance, we understand the urgency and stress involved in dealing with cryptocurrency theft. Our dedicated team works quickly and efficiently to provide you with the support and expertise needed to recover your assets. Trust us to be your partner in navigating the complexities of the crypto world and safeguarding your investments.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
2. 1 World of change for the energy industry
Supplier-Vendor – Outsource made efficient and profitable. This is executive summary share with you my
view on the challenges and opportunities within Utility industry part of focused on AMI are being rolled out on a large
scale all over Europe.
The energy industry is in rapid change and in the years ahead this development will accelerate and significantly alter the
structure and dynamics of the industry. Some of the most important trends are discussed below.
1.1 Energy Market - Deregulation and liberalisation
In the EU, and the UK in particular,the liberalisation ofthe electricity market is rapidly being reversed and replaced
by old-fashioned command-and-control policies,
New regulations on both national and international (EU) level are transforming the market. Competition is increasing
through regulatory changes. The former national monopoly energy markets are forced into open competition. As a result,
many formerly national companies expand their business into new markets. New players are also entering the markets
because of the low entry barriers.
Energy companies also face new challenges with products that are not possible to differentiate. Sale of a neutral
commodity (kilowatts) provides a perfectly transparent market. This is something customers are increasingly aware of,
and make use of. As business dynamics really impacts the Utility giants. Its therefore wise to consult so to giants can
focus on not in demand/supply but also policies and profitability and optimisation.
We as Vendors and service providers are part of the operation and management of the electricity grid which still is
strongly regulated.It is however heavily influenced by the deregulation and liberalisation of the rest of the market.
There can be question , why not hire or exploit with in house consultants. Market dynamically calls for third party
assessment and price-point review so as to assure minimum risk with maximum profit at lower cost as assessment are
more of periodic than as per market trend.
Operational efficiency
A transparent market evokes a continuous pressure on cost reduction.I have mentioned following measures to reduce
operating costs in this paper
These trends will also influence the monopoly, forcing network companies to rationalise and empower their business
with digitised services and automated processes.Above can be explored with experts and advisory panels who study
and monitor the Market trend with loads of innovations and disruptive forecasting.
1.3 Factor of Growth in renewables, micro production and energy management
Micro production of energy and the strong increase of number of electrical cars.This puts the grid under stress and paves
the way for smart metering, demand response programs and smart grid technology.However Smart Grid and IoT
integration is still unclosed loop of invention and exploration.
1.4 Consistent and integrated energy markets
Energy industry is also experiencing a wave of harmonisation and integration between markets. The Northern European
markets are front runners with cross‐border transmission capabilities, the common established financial market and the
planned common retail market.
However, the uncertain and unambitious policies,as well as the differing frameworks, standards, tariffs, subsidies, and
regulations across EU countries serves to make it difficult to sell a medium- to long-term business case, especially
“when companies normally operate on payback periods ofthree years or so.
The UK led the way when it came to reform. The UK market was deregulated, competition was promoted and the industry
was privatised. There was then price-cap regulation of the natural monopoly element. But competition worked.
Subsequently, there have been a number of attempts, through EU directives that followed the British model to some
extent, to liberalise electricity markets.
3. 1.5 Transformation - manual readings to AMI/Smart Grids, Analytics explored
PaaS (Platform-as-a-service) solutions are helping leading utilities unlock insights and transform the energy value
chain.
For many, automated meter reading was a relatively quick and certain CapEx solution for reducing burdensome O&M
costs that were otherwise difficult to displace. Overtime theres lot of changes in the smart metering related service
areas and/orhard-to-access meters where paybacks were clearly visible and immediate.
Energy technology companies have deployed applications to repurpose help customers to help them make better energy
decisions.IOT - The premise that customers equipped with better information are far more likely to make betterenergy
decisions has changed the landscape of how the industry thinks about energy efficiency. IoT have changed the trend
with Technology giants exploring existing network points may it be weather to traffic to regulate and optimise the
resource utilisation.
The replacement of traditional meters with smart meters (have greater impact on market and data factors within utilities
sector opening multiple venues of betterment and challenge the traditional methods and tariffs .
1.6 Opportunities with Change
Liberalisation and deregulation of energy markets and Advanced Metering Infrastructure (AMI) including smart metering
are important to increase customer engagement and competition. They enable both cost savings and new end-‐user
services.
Market distortions
Policies have many detrimental effects. post-2008 – renewable energy producers are immune to the consequences.Also,
subsidies vary hugely across different technologies and different countries. variance in subsidies cause enormous
market distortions. In addition, for a given cost,the reduction in carbon emissions has been much smaller than if more
economically rational mechanisms had been used.
Further problems caused by climate change policies also leads to price spikes and the potential for either huge increases
in consumer prices or blackouts.
2 Supplier/Vendor — industry expertise and delivery capability
While in-house expertise plays vital role, consultants play critical role due to varied and deep industry knowledge
with proven capabilities to deliver and is the perfect partner to build leaders within the energy industry.
Global presence provides quick, efficient sharing of experiences across countries. Experiences that Consultants brings
from deregulating markets are highly relevant when liberalising otherEuropean markets.
Following factors ave shown inconsistent trend in the industry change
2.1 Engaged in the energy industry - Disrupting Utilities
The Industry Responds to data factors and insights
New Participants in a Transformed World
Strategies for Entrants and Customers
4. Businesses that use large amounts of electricity now have a wide range of options if they want to pursue opportunities
in the evolving marketplace.
Become a producer - In this article have sated few examples with the best quotes , Self-generation has long been a tactic
used by intensive energy businesses.Look at your own usage.Electricity used to be regarded as an immutable fixed
cost.
2.2 State of the art Consultation and Utilities experts – local delivery
AMI data can be leveraged to dramatically increase CVR results
Electric cooperatives can avoid demand charges and save power using advanced leverage from existing Advanced
Metering Infrastructure (AMI) installations and Conservative Voltage Reduction (CVR) techniques.
With the penetration of AMI on the rise, electric co-ops have the opportunity to utilize advanced CVR techniques to
improve reliability and economic results.
2.3 Thought leadership within our industries
Supplier/Vendor is dedicated to continue building the information society,where IT fosters productivity and innovation.
We believe that being thought leaders in information technology is not enough; we put a lot of efforts in developing
the energy industry as a whole as well.
As a partner of Supplier/Vendor, you will always be kept up to date with the latest thoughts and reflections on
innovations and the market.
2.4 Expertise across industries
Supplier/Vendor is building the information society across multiple industries.Many of the challenges facing the
energy industry today have already been taken care of in other industries.Especially the Telecom business has many
similarities with the energy industry.In Telecom they have been through a wave of liberalisation, have faced the
challenges of de-‐commoditising their product and lived through mergers and acquisitions. The same development is
seen in the utility business,but we a time delay of about 10-‐20 years.Cross-‐industry focus ensures that innovations
from other industries are introduced to the utility business.
What can the energy industry learn from Telecom and financial services?
The energy industry has been working for a long time on good solutions for advance payment.
Here Supplier/Vendor re-‐use experiences from similar projects in telecom and financial services. Using
your mobile, you can find out or update your own balance at any time.
Based on experiences from other industries,Supplier/Vendor has developed a concept for prepayment/credit-‐
based real-‐time account for the energy industry.Being a market leader in several industrial sectors,
Supplier/Vendor has the expertise and experience that can accelerate innovation in the energy industry.
2.5 Eco-system from vision to results
In deregulated energy markets, customers and their main contact point, energy retailers have a Unique opportunity,
technologically as well as economically, to advance the efficient development of the smart grid throughout Europe’s
competitive energy markets.
This White Paper details the various aspects ofthe retailers’ position and the part Retailers can effectively play in the
central functionalities enabled by the smart grid - through cooperation with consumers and grid managers (DSO),
providing the passage to the wholesale market.
5. Supplier/Vendor is well equipped to handle clients' strategic challenges. We provide a full range of IT‐based solutions
and services for the entire “eco-Systems”, from the server room to the customer relationship. Supplier/Vendor will take
you from vision to result, from start to finish.
2.6 AMI experience
Outsourcing partners and consultation have extensive experience from AMI as IT product supplier, managed
service operator and business consultants.
Multi meter vendorend-to-end AMI solution, AMIRO, is developed to be prepared for future changes in
regulations, technology and customer demands.
In 2005/06 most of the implementation of smart metering project across market involved third parties . After
rollout the projects operated as a managed service from the service center either cloud based/physicalservers .
There was major roll-out of more than 900,000 smart meters in less than three and a half years using Workflow
Management System (WMS). WMS enabled retailers to retain full ownership of the process,regardless of the
contractor, sub-process,ortechnical solution.
In the rest of this document we will share with you important lessons learned and give good advice on the way
forward for utilities entering the road to AMI.
6. 3 AMI – from reading cards to M2M communication
AMI is a challenging experience that transforms the operation of a utility. Learning from experience is a key success
factor for managing the transformation from manually read meters to integrated and automated business processes
built upon a machine-to-machine (M2M) infrastructure of interconnected devices.
In this chapter I will share with you important learning’s from our AMI projects and emphasize strategic
decisions that must be made in different phases ofthe project.
The current representation of the value chain for measurement data will be highly questioned the upcoming years.
The industry will need to develop new ways of handling the measurement process in order to comply with future
requirements of new services. This volume challenge has already been solved in Telecom. Solutions for handling
enormous amounts of CDRs (Call Detail Records) are standard for every Telecom service provider. If your
prepaid subscription volume is empty, the call will be disconnected in seconds.You can use self-‐service portals
for viewing the exact status ofyour bill. This is the future we will see in the utility business also,some more
years down the road.
3.1.6.6 Integrated surveillance and monitoring tools
3.1.7 Information-security
3.2 Rollout phase
The start of the rollout phase is the real kick off for the project, where the utility staff and customers are exposed to
the changes in business processes and infrastructure.Important topics to focus on are discussed below.
Data quality issues
IT-systems readiness
Rollout plan
Rollout and handling ofexceptions
The key to a successfulAMIrollout is the handling of exceptions. Exceptions will occur, probably more than you
expect and in areas that you haven’t expected. Some typical exceptions have already been discussed like:
But there will also be others like for instance:
• Installers that doesn’t follow agreed procedures
• Unexpected IT systemdowntime
• IT systemperformance limitations
3.3 Operations phase
Even though the full scope ofthe operations phase aren’t reached before all meters are rolled out,the phase still starts
after the first meter is installed and delivering values. Therefore the operations phase should be planned early in the
project.
Ensuring a cost efficient and stable operation requires a competent staff with the right skills and an optimal
organization.
Integrated AMI surveillance and operations tools are important to operate the AMI infrastructure in a good way.
Field work must be minimized using remote operations as much as possible, and when on-‐site work is needed
efficient processes and routines is necessary to minimize costs.
This chapter focuses on the efficient organization and split of work for the operational phase.
3.3.1 Organization of operations
7. Efficient operations of the AMI infrastructure require competent and well-‐trained personneland a set of processes
and routines adapted to the needs of AMI.
Experience has shown that ITIL, with some AMI specific adaptions,is a good framework to base the organization
of operations.
3.3.2 Governance model
An AMI adapted ITIL governance model in shown in the figure below with a separation between strategic,
tactical and operational level:
The strategic level is the management group and overall responsible for the AMI operation. Strategic management
involves making decisions about what overall objectives should be Strategic management's planning is long term and
considers where the business wants to be in two to three years’ time. Strategic management has the highest authority.
The tactical level is responsible for the running of the AMI operation. Tactical management is termed as
intermediate management. They have lower authority than strategic management. Tactical management involves
making decisions about how an organisation should go about achieving the overall objectives determined by strategic
management. Tactical management decides what needs to be done within that year to implement the plan of strategic
management.
The operational level consists ofall key components necessary for delivering complete AMI operations. This
management translates the goal of tactical management into operational. The daily routine based work is done by
operational management. This is also known as operating core.
The operational level is split into the following four elements or packages:
• IT infrastructure operation
• IT application operation
• Operation of meters and communication infrastructure
• AMI service operation
The operational level is described in more detail in the next chapter.
3.3.3 AMI operations on operational level
A simple overview over the operational level is shown below:
IT infrastructure operation consists ofensuring the availability and performance of the end-‐to-‐end IT
infrastructure (hardware, software and communication) in order to support the service level requirements of
applications. This may be done by the AMI service operations team or outsourced to an IT-‐provider or internal IT
department.
This include management, operation and maintenance of hardware, servers, network, network components,
firewalls, OS, basic software, databases and systemcomponents with corresponding continuity solutions
designed for high availability.
Risk and affiliations
Application operation is the process of ensuring the availability and performance of all IT-‐ applications involved in
a given AMI operation. This may be done by the AMI service operations team or outsourced to an IT-‐provider or
internal IT department.
Meter and communication infrastructure operation is the surveillance and monitoring of field placed devices.
An AMI solution includes a large population of field placed devices-‐ meters, concentrators and other equipment.
They communicate with the central IT solution through various communication carriers like power line
communication (PLC), radio communication and mobile or broadband networks. The field equipment constitutes a
large Machine-to-Machine (M2M) infrastructure, which requires special competence and skills to operate and
maintain.
8. AMI service opérations is the end-‐product,which is based on the underlying elements (IT infrastructure operation,
IT application operation and meter and communication infrastructure operation).
The Service desk is the Single Point of Contact (SPOC) on the operational level and normally organized as part of
the AMI service operation. It is available for reporting incidents and questions regarding delivery of services. It
also handles 1st line of support.
4 Summary
In this white paper we have shared our experiences and recommendations, learned from extensive experience in
several AMI projects in various countries. AMI is a challenging venture, but will give important business
improvements and open up for new possibilities if conducted wisely.
In this summary we would like to repeat our main recommendations.
Do a thorough analysis in the planning phase,involving cross-‐organisationalteams, and evaluate
• Insourcing or outsourcing
• Business process changes
• Functional scope of AMI
• Technology choices and future IT-‐architecture
• Internal and external communication plan
In the rollout phase focus on:
• Data quality issues
• Detailed planning
• Handling of exceptions
For the operations phase,remember:
• The operations phase starts as soon as the first meter is rolled out
• Operational challenges should not be underestimated
• The right organisation is a key to efficient operations
• Integrated surveillance and monitoring tools are essential
We hope that this white paper have been enlightening and has given a broader perspective on AMI.
We are happy to help you and share our industry expertise from the utility sector.Please get in touch if you are
interested in our IT products,services or qualified advice on your AMI journey.