CIM for DSOsSteven Gough – DSO Technical Authority

13th January 2021

Presentation Contents

• SSEN Overview• Our Digital Strategy• Context for DSO• Decarbonisation• Decentralisation• Digitalisation• Democratisation: LEO Project• CIM for DSO

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SSEN Overview

• SSEN is regulated by Ofgem under RIIO; part of SSE plc (UK FTSE listed).

• We have 4,000 employees, 85 depots/offices across 7 regions- serving 3m customers in England and 0.75m customers in Scotland- 130,000 km of lines and cables and 106,000 substations- over 100 subsea cables, powering island communities- we take 550,000 calls from our customers p.a. (over 1,500 a day).

• Strong supporter of the 2050 Net Zero emissions target, and committed to investing in its network to support 10 million EVs in the UK by 2030.

• Accommodated the rapid rise in renewables with 28 GW of local generation capacity connected - enough to power 4 million homes.

• SSE are supporters of the Living Wage and Fair Tax.

We own and operate the Electricity Transmission and Distribution Networks in the North of Scotland and the Distribution Network in Central Southern England.

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Our Digital Strategy

Our Vision of the Future Energy Ecosystem

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NETWORKS

MARKETPLACE

Open Data

▪ Building on the work of the Energy Data Taskforce, and learning lessons from Open Banking, essential data will be available in a discoverable and useable way, whilst adhering to data privacy best practice.

▪ Data that combines information about assets with the flow of energy through the future system will be openly available to accredited partners.

▪ Regulatory changes, and engagement across industry participants will encourage competition and innovation across the energy system.

Future Networks

▪ Energy networks in the future will be more resil ient and more flexible. Richer, real -time data will allow assets to be better util ised and managed.

▪ New sources of production and consumption will be planned, connected and managed more intelligently and with far greater levels of automation.

▪ The outcome for customers will be greater security of supply, easier and faster access to the network for Electric Vehicles and other Low Carbon Technologies (LCT).

Marketplace

▪ With richer sources of data available, new entrants will join the energy System, creating a marketplace for innovative new energy and non-energy services.

▪ This will encourage competition, innovation, improve efficiency and better inform investments. New services will be tailored for consumers and businesses across the System, helping to accelerate the energy transition.

▪ DSOs will support this marketplace by providing essential information about their Networks and operations, with trusted partners able to enrich and util ise this information to benefit consumers.

Expanding Energy Ecosystem

▪ The future energy system will become increasingly open and distributed – enabling innovation and competition.

▪ As the energy transition progresses the industry will serve a greater variety of customers in new and different ways, and connect new sources of production and innovative storage solutions.

▪ Innovative third parties will enter the industry enabled by Open Data, forming new relationships and creating new sources of value for customers and for society.

Energy Ecosystem

1 2

3 4

Our3.8m

Customers

Large Demand, DER1

Owners & Aggregators

Partners & Peers

EV and Low Carbon

Technology supply chain

Planning Partners and Policy Makers

Open Data

Customers & Industry Participants

1Distributed Energy Resources.

A responsible operator of secure systems

Our Digital Customers and Stakeholders

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Large Energy Users, DER Owners & Aggregators

“We need to invest in the right technologies to ensure we are relevant

to our customers in the future”

Our focus to support our customers:• Conveniently understand the

potential and location of flexibility opportunities.

• Easy on-boarding and optimisation of assets.

• Continued support from a DSO and dedicated channels.

Propositions that could improve their digital experience: • Tailored Network insights.• Enable and build confidence in

flexibility markets.• Provide network and market insight

to continuously improve propositions.

Our 3.8m Customers

“I want reliable access to electricity to keep my home running and easy access

to information”

Our focus to support our customers:• A high quality and reliable service.• Convenience and ease of access. • A service that is affordable.• Meeting each individual’s needs,

particularly for Vulnerable Consumers.

Propositions that could improve their digital experience: • Convenience through choice of

channels (e.g. home assistants, wearables) during an outage and the option to self-serve.

• Immediate and real-time outcomes (e.g. faster EV connection quotations).

• Affordability through personalised propositions and service for Vulnerable Consumers or other segments.

Partners & Peers

“We need to easily and securely exchange data to get innovative

services to market quicker”

Our focus to support our customers:• Easy to establish and manage

supplier-buyer relationships.• Availability of data that is

understandable and searchable.• Minimal low value hand-offs but

also expert support.• Enabling innovation and co-

creation

Propositions that could improve their digital experience: • Context to data and is easily

discoverable.• Provide greater intelligence from

sophisticated Data tools.• Automate core processes to lower

cost and save customer time.

EV & Low Carbon Technology supply chain

“I need a simple way to exchange data for EV planning and more clarity on

Network constraints and costs”

Our focus to support our customers:• Interoperability of hardware and

standardisation of data to enable EV charging.

• Knowledge of current and future Network constraints and costs.

• Plan efficient investment to enable electrification of heat.

Propositions that could improve their digital experience: • Self-serve that show EV sales,

charging infrastructure and forward network growth.

• Rapidly informing optimal location of charging infrastructure and assessment of EV charging points.

Planning Partners and Policy(Other DSOs and IDNOs, ESOs, TOs, GDNs, Local

Authorities, ICPs, Policy Maker, Regulator)

“I need effortless co-ordination across many parties and a single, data driven

view of investment potential”

Our focus to support our customers:• Discoverable data and openness to

data sharing on a regular basis.• Unified and informed basis for

investment planning.• Co-ordination of strategic whole

system planning across Distribution and Transmission networks.

Propositions that could improve their digital experience: • Provide the platform and tools to

jointly create an optimal investment plan across the energy system.

• Provide coordination of processes so it is easier for other Util ities to more closely co-ordinate plans.

Our Digital Strategy Implementation

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Our digital vision

To be a progressive Network owner that uses digital to: I. Enhance social and economic value; II. Provide a leading experience across all our customer types; andIII. Enable the energy system to reach Net Zero greenhouse gases.

To realise this vision we focus on three areas:

Continue to buildthe digital

foundations

▪ Continue to build the ‘no debate, must have’ capabilities to not just meet but exceed our obligations as a leading Network Operator. This is the ‘right thing to do’ for our customers and the communities we serve and the energy system.

▪ In turn, this will also strengthen our current network and Distribution System Operations, delighting our customers, employees and leading the UK’s transition to a low carbon world.

Building an Open Data future in the

wider digital ecosystem

▪ We will intimately understand the current and evolving needs of our various customer types by building customer centric propositions.

▪ In parallel, we will champion the value of Open Data in building customer centric propositions. This includes defining and iterating data standards in collaboration with other DNOs, ESO and TOs.

▪ To help progress the Open Data agenda we will pilot the secure sharing of data with trusted partners to test and learn.

Enabling the future whole energy

system & competition

▪ Enable a competitive marketplace underpinned by Open Data. This provides a platform for trusted partners to provide new services for our consumers and build innovative business models.

▪ We will focus on ensuring our customers understand the value of these new services such as vehicle-to-grid and have access to them.

Our intent is to develop our business across four areas

• Customer experiences that are relevant, simple, effortless and personal

• Partnerships across the ecosystem to source capabilities and innovative ideas

• Platform capabilities to optimize whole system investment decisions

• Platforms based on Open Data across the energy system and wider with appropriate governance and standardisation

• Automation of key end-to-end processes • Data driven decision making that uses AI • Strong cybersecurity and data privacy standards• Data exchange and value focused services for our

strategic partners

• Empowered and agile multi-functional teams• Digital and data skills and capabilities• Customer facing teams organised around a clear

customer need / purpose

Insight & Automation

Platforms

Customer & Ecosystem

Organisational Alignment

Platforms

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SSEN believes that platforms and a digital architecture are key to delivering the service our customers most value and our energy system needs. Further investment in unified platforms will help address the challenge of fragmented data sets. As SSEN simplifies and modernises its technology estate, we expect to be become a more efficient business by reducing the cost and time to deliver incremental change.

Our current investments

SSEN is:

▪ Developing platform capability to value flexibility from different generation and demand sources, helping a range of new customers participate in flexibility and ancillary service markets.

▪ Establishing a range of core platforms and system integration to better manage and share our data internally and externally.

▪ Upgrading asset and geospatial data to build our connectivity model. This is a key enabler to enable customer service propositions and improved external visibility of our network.

Our strategic intent to develop Platform capabilities

SSEN will:

▪ Use our Axon Data Governance Tool to apply data triage and analytics to improve data access and quality to securely expose data across third parties.

▪ Build platform capabilities to enable Open Data across the energy system. We will lead the development of an industry standard and over time look to expose more of our data.

▪ Build platforms to optimise Network investments. This will be driven by analytics and AI that combine SSEN and external data sets (e.g. EV uptake and location) to create the most l ikely and most efficient investment plans.

▪ Develop external platforms to better coordinate the Long-Term Development Statement and whole system planning activities.

▪ Enhance cybersecurity controls in l ine with the Network and Information Systems Directive. Build internal platform capabilities in a way that can work alongside industry wide Co-ordination of Asset Registration (CAR).

Where this will create value for our business

Common Network Model Asset Optimisation through IoT Technology

Transition enabling Platform

Bui lding our Connectivity Model using GE’s Electric Office solution alongside our Common Network Model will allow us combine our assets and those owned by customers into a s ingle model. This will provide us with a Digital System Map that we can use to share data with trusted partners and will support a single asset register for the industry.

We plan to increase monitoring equipment on our LV network. This will provide real-time insight on how the network i s coping with the changing usage patterns of DER, and provide the data to forecast future demand scenarios at a local level. This data will be incorporated into a Digital System Map.

Active Network Management Centralisation gives a scalable capability to manage large volumes of flexible connection and dispatch “time cri tical” flexibility in a economic manner i .e. best va lue for the network and our customers.

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To realise the potential benefits of Open Data SSEN will securely open up selected platforms to harness the

expertise of others

Note: Platforms in this context refers to IT and Operational Technology systems and not multi-sided / market platforms.

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Our 3.9m customers

Consumers, DER owners

and Aggregators

Partners and Peers

EV and LCT supply chain

Planning Partners and

Policy Makers

Context for DSO

Our Role as a Networks Business

Affordable

SustainableReliable

The UK can end its contribution to global warming within 30 years by setting an ambitious new target to reduce its greenhouse gas emissions to zero by 2050, the Committee on Climate Change

(CCC) - 2 May 2019

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The four Ds are driving the transition to DSO

Decarbonisation Decentralisation Digitalisation Democratisation

Distribution

System

Operator

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Key Industry Trends – The 4Ds

Decarbonisation Decentralisation Digitalisation Democratisation

Renewables and

Electrification• 50% of generation to be

renewable in UK by 2030*

• Prepare for 100% EV sales by 2030*

*(NIC Infrastructure Assessment 07.2018)

Distributed Energy Resources &

Systems• Smaller renewable

embedded generation

• Demand side response• Storage• Community Projects

• Whole System

Digital Systems & Data

• Aggregators• Asset and Flexibility

Registration

• Digital Mapping• SMART Meters• Sensors, Monitoring

• Internet of Things• Open Data• Data Analytics & AI

Prosumers and Customer

Participation• Trust in Energy• Social Media

• Fuel Poverty• Community Energy• Participation in Local

Markets• Value of Lost Load?

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Ofgem’s Capability Requirements for DSO

Decarbonisation

The Network’s Low Carbon Revolution

The UK Net Zero Carbon commitment requires a £50bn investment in GB distribution networks by 2035*

Providing the basis for a strong RIIO-ED2 regulatory settlement for decarbonisation

and sustainable growth.* Source: Accelerated electrification and GB electricity system’, a report by Vivid Economics and Imperial College London for Committee on Climate Change, April 2019

Investment in distribution networks to support increasing numbers of electric vehicles benefits all energy consumers through social benefits of decarbonisation, reduced unit costs of electricity distribution and

reduced transport fuel costs as we move away from diesel and petrol.

Multiple decarbonisation of heat pathways are possible including electrification, decarbonised gas and hybrid

systems. These solutions will increase distribution electricity demand in varying degrees.

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2025 2030 2035

Heating by Heat Pump(HP) & Hybrid HP (millions)

Central (80% C02 by 2050) Rapid EV & HHP (Net Zero)

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2025 2030 2035

Plug in Hybrid and Electric Vehicles (millions)

Central (80% C02 by 2050) Rapid EV & HHP (Net Zero)Rapid EV (Net Zero) HP & HHP (Net Zero)

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Decarbonising Transport

0.0

0.5

1.0

1.5

2.0

2.5

0:00 2:00 4:00 6:00 8:00 10:00 12:00 14:00 16:00 18:00 20:00 22:00 0:00

Div

ers

ifie

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em

and

(kV

A)

Time of day

Revised domestic ADMD including EV charging(3.5kW charging units)

Residential EV Total

Weekday – percentage of thermal capacity utilised

Winter - unconstrained

Winter – managed ghgh

Thermal limit vbvbvbv

Shoulder - unconstrained

Shoulder – managed ccfc

Summer - unconstrained

Summer – managed cccc

Impact of EV on domestic peak demand Technical trial100 customers in local

‘clusters’

Social trial100 customers across GB to provide comparisonhttp://myelectricavenue.info/

Key finding: 32% of local electricity networks (312,000 circuits) require intervention when 40% - 70% of customers have EVs

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Relevant CIM Standard

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• To support the development of our Network Connectivity model we are using CIM IEC 61970 which focuses on Network Models

• Our Network Connectivity Model underpins Common Network Model, which has other key data sets overlaid on it

• The Network Connectivity Model is mostly hosted through our GE Electric office tool

• It enables more information on Low Carbon Technology to be included and helps out understanding of its behaviour

• It also helps with effective load management and generation modelling

• Fundamentally the Network Connectively Model is the main representation of our network model so we can overlay the other data sets effectively

Decentralisation

New Energy and Utility Market Models

Energy Centric

Customer Centric

Ecosystem Orchestrator

• Centralised energy

generation

• Unidirectional stable

energy flow

• Predictable energy

consumption

• Aggregated new energy models

including local generation

• Constraint management

• Flexible consumption

• Sustainable generation

• Value based servicesDemand response

Vehicle-to-Grid

• Multi-directional energy flows

• Smart self optimising grid

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CIM IEC 62325 – market management and market operations: very immature in its implementation in the UK

How do we transition from DNO to DSO?

Network Investment

Congestion

A

BSmart SolutionsFlexible Connections• Time of day• Shared use

Price Signals

Active Management

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Digitalisation

Digitalisation: Energy Data Task Force Recommendations

2222

Bu

ildin

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lock

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Asset Registration Strategy Digital System Map

Presumed Open

Discoverable,

Searchable,

Understandable

Structures, Interfaces and

Standards

Secure and

Resilient

Pri

nci

ple

s

A Modern, Digitalised Energy SystemDelivering better outcomes for consumers via superior utilisation of assets, greater price discovery

and opportunity to attract new productive assets to the system.

Ou

tco

mes

Go

al

Filling in the gaps Maximising the value

Digitalisation of the Energy System

New Data NeedsContinuous

ImprovementDigitalisation

Strategies

1 2

4 5

Data Catalogue

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Digital System Map – Basics: Connectivity Model

The connectivity model is an electrical network ‘diagram’ that details the physical capabilities of all assets within the network from the customer

connection point through to the distribution substation, the high voltage network and onto the higher voltage networks.

A connectivity model allows us understand us (and others) to understand our network

• Understand reliability and constraints

• Optimise investment

• Provide future services

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Democratisation

• Community• Technology• Markets

Re-imagine: What does a local energy system really look like? What does it need to be?

LEO: Developing the Energy Ecosystem

TRANSITION delivers the network management system to facilitate the market and allow value of such projects to be realised by the local communities.

Project LEO would bring the participants, develops local system mapping and market platforms themselves (currently in bid phase).

Technology Platform 2

Technology Platform 1

Technology Platform 3

Flexibility Exchange

Other Flexibility Exchange(s)

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CIM for DSO

How can CIM facilitate our transition?

Sharing of Data – Externally focused

• Alignment across industry

• ENA Data Working Group Energy Systems Map

• National Underground Asset Register

• Facilitation of Open Data

• Underpinning MEDA

• Industry collaborations such as Flexr

• Creation of a shared data catalogue

• BEIS National Data Catalogue

• Gas CIM

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Integration – Internally focused

• Underpinning system integration

• Common Network Map

• Supporting easier Data Analytics

• Facilitates IT upgrade programmes

• Supporting data governance

• Facilitates data quality

• Easy access to KPIs

• Driving Value

• Enables rapid insights

• Enables efficiency in business processes

CIM Implementation

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IEC 62325

IEC 61970IEC 61968

Markets

Asset management, customers and

operation

Network Model

Common Network Model