Demand response from the non-domestic sector: Early UK experiences and future opportunities

Grünewald, P; Torriti, Jacopo

doi:10.1016/j.enpol.2013.06.051

Cited by 65 publications

(38 citation statements)

References 7 publications

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“…Possible incentives consist of fiscal, tax and price policies according to Ming et al (2013). However, governments must be careful when designing market structures and incentives for Demand Response in order to come up with effective market instruments (Grünewald and Torriti, 2013). Torriti et al (2010) notice that governments put an emphasis on Demand Response activities in an industrial environment which agrees with our results that peak clipping, i. e.…”

Section: Policy Implicationssupporting

confidence: 82%

Measuring the financial impact of demand response for electricity retailers

Feuerriegel

Neumann

2014

Energy Policy

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Due to the integration of intermittent resources of power generation such as wind and solar, the amount of supplied electricity will exhibit unprecedented fluctuations. Electricity retailers can partially meet the challenge of matching demand and volatile supply by shifting power demand according to the fluctuating supply side. The necessary technology infrastructure such as Advanced Metering Infrastructures for this so-called Demand Response (DR) has advanced. However, little is known about the economic dimension and further effort is strongly needed to realistically quantify the financial impact. To succeed in this goal, we derive an optimization problem that minimizes procurement costs of an electricity retailer in order to control Demand Response usage. The evaluation with historic data shows that cost volatility can be reduced by 7.74 %; peak costs drop by 14.35 %; and expenditures of retailers can be significantly decreased by 3.52 %.

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Section: Policy Implicationssupporting

confidence: 82%

Measuring the financial impact of demand response for electricity retailers

Feuerriegel

Neumann

2014

Energy Policy

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“…A subset of demand side management strategy, demand-side response (Element Energy 2012), also termed demand-side participation (Torriti, Leach & Devine-Wright 2011), relies on financial signals as incentives for altering patterns of consumption (Arteconi et al 2013), often as 'active, short term' measures (Grünewald & Torriti 2013) responding to events on the electricity system or smoothing daily and seasonal peaks on the grid (Kim & Shcherbakova 2011). The value of demand response to actors across the power systems is that of a fast, cheap network capacity resource, shifting consumption in time on a regular basis to minimize use of electricity at times when networks are close to capacity.…”

Section: Active Network Managementmentioning

confidence: 99%

Fostering active network management through SMEs’ practises

et al. 2015

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(2016) 'Fostering active network management through SMEs'practises.', Energy eciency., 9 (3). pp. 591-604.Further information on publisher's website:http://dx.doi.org/10.1007/s12053-015-9382-y Publisher's copyright statement:The nal publication is available at Springer via http://dx.doi.org/10.1007/s12053-015-9382-y Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractManaging the electricity network through 'smart grid' systems is a key strategy to address challenges of energy security, low carbon transitions and the replacement of aging infrastructure networks in the UK.Small and Medium Enterprises (SMEs) have a significant role in shaping patterns of energy consumption.Understanding how their activities interrelate with changes in electricity systems is critical for active network management. A significant challenge for the transformation of electricity systems involves comprehending the complexity that stems from the variety of commercial activities and diversity of social and organisational practices amongst SMEs that interact with material infrastructures. We engage with SMEs to consider how smart grid interventions 'fit' into everyday operational activities. Drawing on analysis of empirical data on electricity use, smart meter data, surveys, interviews and 'energy tours' with SMEs to understand lighting, space heating and cooling, refrigeration and IT use, this paper argues for experimenting with the use of practice theory as a framework for bringing together technical and social aspects of energy use in SMEs. This approach reveals that material circumstances and temporal factors shape current energy demand amongst SMEs, with 'connectedness' an emergent factor.

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“…As such, current work is considering how blocks of buildings can operate collectively to provide DR within energy networks [8,9]. However, metering instrumentation, automation/control and information/communication technologies tools are a pre-requisite of participation in many DR services requiring guaranteed and fast response from commercial buildings [8][9][10][11]. This is especially apparent when considering DR in emerging markets such as frequency control [10].…”

Section: Introductionmentioning

confidence: 99%

Demand Response Technology Readiness Levels for Energy Management in Blocks of Buildings

et al. 2018

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Fossil fuels deliver most of the flexibility in contemporary electricity systems. The pressing need to reduce CO 2 emissions requires new methods to provide this flexibility. Demand response (DR) offers consumers a significant role in the delivery of flexibility by reducing or shifting their electricity usage during periods of stress or constraint. Blocks of buildings offer more flexibility in the timing and use of energy than single buildings, however, and a lack of relevant scalable ICT tools hampers DR in blocks of buildings. To ameliorate this problem, a current innovation project called "Demand Response in Blocks of Buildings" (DR-BoB: www.dr-bob.eu) has integrated existing technologies into a scalable cloud-based solution for DR in blocks of buildings. The degree to which the DR-BoB energy management solution can increase the ability of any given site to participate in DR is dependent upon its current energy systems, i.e., the energy metering, the telemetry and control technologies in building management systems, and the existence/capacity of local power generation and storage plants. To encourage the owners and managers of blocks of buildings to participate in DR, a method of assessing and validating the technological readiness to participate in DR energy management solutions at any given site is required. This paper describes the DR-BoB energy management solution and outlines what we have called the demand response technology readiness levels (DRTRLs) for the implementation of such a solution in blocks of buildings.

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Demand response from the non-domestic sector: Early UK experiences and future opportunities

Cited by 65 publications

References 7 publications

Measuring the financial impact of demand response for electricity retailers

Measuring the financial impact of demand response for electricity retailers

Fostering active network management through SMEs’ practises

Demand Response Technology Readiness Levels for Energy Management in Blocks of Buildings

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