LERRORE PIU GRAVE:

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European Network for Integration of Renewables
and Distributed Generation ENIRDGnet
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PRIMARY OBJECTIVE
To advocate the concept of Distributed
Generation Renewables integration, contributing
to its advance in Europe by

• Making stakeholders aware of the increasing
  efficiency and sustainability of RES DG new
  technologies when compared with conventional
  central generation stations

• Removing technical, business practice,
  regulatory, and cost related interconnection
  barriers to the grids

• New electricity grids acceptance of intermittent
  RESDG without risk in quality and safety

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CONSORTIUM

• The consortium is constituted by
• A Core Group of 15 Principal partners from 11
  European Countries
• and a Participants Group of 23 members.
• A total of 38 organisations and 15 countries (4
  from Associated Member States) are represented in
  the network.
• Utilities
• Equipment manufacturers
• Research Centres
• Universities
• Associations
• National Agencies
• Consulting firms

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CORE GROUP 15 Partners from 11 countries
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ORGANISATION CHART
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WP0
Network Management, dissemination and exploitation
Tasks and Deliverables

• 0.1. Coordination
• Mid term report
• Final project report

• 0.2. Web site
• Web site active

• 0.3. Dissemination and exploitation
• Exploitation Dissemination plan
• 15 Country seminars
• 1 International Conference

Work Package leader
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Concept opportunities of DG The driving of
European forces and trends
WP1
Tasks and Deliverables

• 1.1. DG concept and opportunities
• Report Concept opportunities of DG

• 1.2. Driving of European forces and trends
• Report The driving of European forces and trends

Work Package leader
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Various definitions of DG
-Not centrally planned, today not
dispacthable,connected to distribution grid -
Cigre -DG a generating plant serving a customer
on-site, or providing support to a distribution
grid, at lower level voltages -IEA -DG shall
mean generation plants connectes to the low
voltage distribution sytsem -EU directive
96-92 -DG integrated or stand alone use of
small, modular electricty generation sited close
to the customer load it can enable utilities to
defer costly investments in TD,system upgrades
and provide customers with better quality,more
reliable energy supplies and a cleaner
environment -US DoE
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A definition of DG

• Distributed generation can be defined as
• the integrated or stand-alone use of small,
  modular electricity generation sources
• installed within the distribution system or at a
  costumers site
• by utilities, utility customers and other third
  parties
• to meet specific capacity and reliablity needs
• in applications that benefit the electricity
  system, specific end-use customers, or both.

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Centralised vs decentralised

Distributed generation
Any plant that is used for generating electricity
that is connected to the electricity distribution
networks
Distributed power
Distributed generation and energy storage
technologies
Distributed energy resources
Distributed power plus demand side measures
Decentralised power
Decentralised energy resources, converted at
the point of use, irrespective of size,
fuel,technology- off shore wind,CHP
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Strategic Driver 1 New Technologies
Emerging technologies represent tools for
fundamental changes in the utility business.
Engines
Wind
Solar
Efficiency
Economies offacility scale
Economies ofproduct production
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Strategic driver 2 customer choice
Restructuring and evolving regulation drive
customers to be more proactive and informed about
energy purchases and investments.
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Customer awareness of reliability
After price, reliability is the most important
consideration in switching electricity
suppliers. Reduction in reliability can cause
commercial and industrial financial losses
through lost productivity, process disruptions
and restarts,losses in finished products,
equipment damage,cancelled contracts, penalties
for failing to meet obligations,lost customers.
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Review the international state of the art.
Mapping of European Centres of Excellence and
suppliers
WP2
Tasks and Deliverables

2.1. Data Collection

• 2.2. Technical assesment of DG-technologies and
  technical developments
• Mapping out the RTD excellence in the EU
• Technical assessment of DG-technologies and
  technical developments
• Interconnection barriers and equirements in USA
• DG suppliers Data base active

2.3. Analysis and Synthesis
Work Package leader
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Elements for US vision of DG
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Grid Redesign - Enhanced Reliability with DR
micro-grids be an integral part of the new design?
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Microgrids
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Strategic driver 3 utility restructuring
The historical structure of the electricity
industry is vertical integration and top-down
energy flow...
THE ELECTRICAL GRID IN A DEREGULATED ENERGY
BUSINESS
Generation/ Transmission
MV Distribution
LV Distribution
voltage transformation
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...deregulation has fragmented the business,
leaving the network as a regulated monopoly...
THE ELECTRICAL GRID IN A DEREGULATED ENERGY
BUSINESS
REGULATED
FREE MARKET
...which has the duty of accommodating whatever
transport of electricity its customers may
require...
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...which is expected to lead to a considerably
different use of the network.
THE ELECTRICAL GRID IN A DEREGULATED ENERGY
BUSINESS
THE DISTRIBUTION NETWORK BECOMES AN ELECTRICITY
HIGHWAY CONNECTIVITY
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RTD strategy. Benchmarking of National and
European programmes projects
WP3
Tasks and Deliverables

• 3.1. Case studies
• Report of Case studies

• 3.2. Analysis and Synthesis
• Guide and Action Plan for reducing
  interconnection barriers at European level
• Draft of interconnection requirements in Europe

• 3.3. Co-ordination and monitoring of related
  partners RESDG RTD projects networks
• Partnerss DG RTD projects Co-ordination and
  monitoring first report complete
• Partners DG RTD projects Co-ordination and
  monitoring 2nd report complete

Work Package leader
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EU utility response to DG deployment

• General utility reluctance to embrace DG, as they
  view DG as
• potentially disruptive to traditional focus and
  may represent, if deployed in certain way, a loss
  utility revenues
• Generation utilities core competence in large
  central station, while distribution utilities
  concentrate on wires - no familiarity with DG
• Fear that proliferation of DG could create new
  power management and safety concerns
• Concern that Dg-even when well deployed- may
  become an undesirable precedent, used to compel
  them to deploy DG under undesirable circumstances
• The market structure of the energy industry still
  has not changed to better adopt DG and DER

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Practices for Standardisation Testing and
Certification procedures
WP4
Tasks and Deliverables

• 4.1. Practices for Standardisation Testing and
  Certification procedures
• Recommended practices for Standardisation and
  Testing Certification procedures

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Strategic driver 4 economics of DG

• DG makes possible the use of clean,resources of
  energy, allowing increasing energy
  diversification.
• . Flexibility of DG to its owner in operation,
  size, expandibility .A DG plant can operate
  during periods of high energy prices-peak- and
  then switch off

• DG systems can be installed in short time. Speed
  of implementation and the modular nature of this
  technology allow to efficiently invest in power
  generation.
• The generator can be sited close to the end-user,
  delaying the need to upgrade congested TD
  networks, thus decreasing transmission and
  distribution costs and electrical losses, and
  providing ancillary services

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Socio-economic research Commercial practices
and business terms
WP5
Tasks and Deliverables
5.1. To identify, define and clarify economic
drivers and barriers of DG

• 5.2 Economic barriers
• Recommend commercial practices and business terms
  complete

• 5.3 Development of an electricity cost model on
  computer
• Electricity cost model

Work Package leader
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WP6
Communication, Information e-trading
Tasks and Deliverables

• 6.1. Communication interfaces
• Communication interface case studies (8)
• Action plan towards standardised communication
  interfaces

• 6.2. DGRES Information systems
• Guidelines for improved DGRES related
  information access

• 6.3. DGRES in trading markets
• Evaluated Interviews with energy trading
  stakeholders
• Guide for improved role of DGRES in energy
  trading

Work Package leader
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1 kW to 50,000 kW systems strategically placed
could enhance grid reliability, improve energy
efficiency and reliability to end users
Central Plant
Step-Up Transformer
Distribution Substation
Receiving Station
Distribution Substation
GasTurbine
ReciprocatingEngine
Micro-Turbine
Distribution Substation
Commercial
FuelCell
ReciprocatingEngine
Photovoltaics
Batteries
Fly-Wheel
Fuel Cells
Gas Turbine
Fuel CellCars
Industrial
Commercial
Residential
Power QualityIndustrial Park
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Market size
Global DG capacity projections (lt 10 MW) by
market application
Key Findings

• Possibly very significant shift in emphasis on
  the part of utilities to distributed power
• Large DG growth expected in industrial
  applications and extended electrification
• DG penetration in commercial and residential is
  lower, but characterised by a large number of
  smaller units

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Technical Barriers

• Include utility requirements intended to address
  engineering compatibility with the grid and grid
  operation.
• Requirements for protective equipment and safety
  measures intended to avoid hazards to utility
  property and personnel, and to the quality of the
  power in the system.
• Resulting in engineering reviews, design
  criteria, engineering studies, operating limits
  and technical inspections.

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Utility Business- Practice Barriers

• Arise from contractual and procedural
  requirements for interconnection and commercial
  relation with the utility.
• Contract lenght ,complexity,terms.
• Insurance and indemnification requirements.
• Identification of authorised utility contact and
  timely response or delays.
• Consistency of requirements.

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The way forward policy is key
New regulatory policies to create new solutions
including market-based approach to ensure
reliability. Regulators and stakeholders to
confront barriers like electric rates,
interconnection, siting and permitting. Recogniti
on of how market-oriented programs can send
appropriate price signals when DG can be
cost-effective. Methods for allocation of costs
and benefits to create appropriate market price
signals. DG can then be allowed a fair
evaluation by the market
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Institutional policy, regulatory framework and
further RTD needs
WP7
Tasks and Deliverables

• 7.1. Institutional policy and regulatory
  framework
• Recommendations for Institutional policy and
  regulatory framework complete

• 7.2. Further RTD needs
• Recommendations for further RTD needs

Work Package leader
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SCHEDULE