Energy World January 2021 - open access articles

The magazine for energy professionals

January 2021 – open access articles The following articles are taken from Energy World magazine’s January 2021 edition for promotional purposes.

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Energy management

ENERGY SERVICE CONTRACTS

Large energy consumers turn to innovative contracts

A growing number of energy companies now offer contractual schemes under which they say they can cut energy bills and carbon dioxide emissions for large consumers.

Andrew Williams evaluates some of the options on offer.

W

ith potentially zerocarbon planes and small modular nuclear reactors grabbing recent headlines, energy contracts hardly seem like the most cutting-edge topic in the energy world. But the right terms and conditions can help large energy purchasers save some significant cash – while taking important steps toward carbon neutrality.

Centrica is currently working on a major energy project at the NEC in Birmingham, which will see the design, installation, operation and management of three generators, including an 850 kWe CHP unit Photo: Centrica

Energy solutions One of the frontrunners in this area is Siemens, which launched its ‘Energy Solutions’ offering in June 2020 to support organisations seeking to decarbonise and achieve net zero. The scheme works by Siemens merging its distributed energy, energy efficiency and energy trading businesses together in one package to offer its customers a comprehensive service. This, in turn, enables them to reduce their energy consumption, produce low-carbon electricity on-site and procure cheaper and greener energy contracts.

The offering is chiefly focused on helping campus-based

14 Energy World | January 2021

operations, like universities, as well as other large energy users from the industrial and manufacturing sectors.

As Faye Bowser, Head of the Energy Solutions team at Siemens, explains, the company’s approach is to conduct a detailed analysis of customer sites, starting with an investment grade audit, where staff identify all the relevant energy efficiency measures. Energy market experts then review the customer’s energy contracts and recommend ways to save money and reduce risk. The next step is to build a ‘digital twin’ of their energy system and use in-house software to model different combinations of on-site generation, such as solar, wind or storage.

‘Finally, we create a net zero pathway showing exactly what they need to do to eradicate their Scope 1 and 2 emissions,’ Bowser says. ‘Once this is complete, we then implement the energy solutions, and we’re able to finance them as well as guarantee the performance of all the technology.’

For Bowser, the major benefit of the service is that it can

significantly reduce carbon and costs from operations at zero capital cost to the customer – and that Siemens is able to guarantee the performance of the technology it installs.

‘We can deliver everything from energy efficiency to on-site generation, so we are a comprehensive energy partner. We also have a number of digital technologies that not only enable us to design better projects, but also run customer sites much more efficiently,’ she adds.

Siemens has already worked with a number of large energy users in an effort to help them decarbonise and embrace the idea of net zero emissions. One interesting example is at Keele University, which Bowser says has reduced its carbon footprint by a third through the installation of what is claimed to be Europe’s largest smart microgrid.

The project combined a number of technologies, from demand response to EV charging, as well as a cutting-edge distribution network control system. Elsewhere, Siemens has delivered projects

Energy management

with a number of large industrial customers, including at one of its own factories in Congleton, as part of its own transition to net zero by 2030.

‘Not only does this show we’re “drinking our own champagne”, but also underlines the fact we really understand the demands of working on a manufacturing facility, and are able to deliver major energy projects without affecting the factory’s productivity,’ says Bowser.

Energy-as-a-service Elsewhere, British energy services company Centrica has recently launched a novel Energy-asa-Service (EaaS) bundle, billed as a ‘fully-financed package designed for firms looking to take investment in energy-saving technology off their balance sheet.’

As part of the new offering, an EaaS agreement will typically involve a partner, like Centrica Business Solutions, designing, installing and maintaining energy solutions, as well as managing usage, to deliver savings on both energy costs and emissions. The partner will also supply imported top-up electricity and gas to the customer’s premises, ensuring the overall power mix is optimised.

According to Tim Wynn-Jones, Head of Consultative Solutions at Centrica, this type of financing means projects are repaid from the energy savings made over the contract term, ‘although energy cost-savings can be realised from the outset’. Such EaaS deals typically include the operation and maintenance of on-site generation technology, such as combined heat and power (CHP) units or solar photovoltaic (PV) panels.

‘On-site generation technology offers businesses a range of benefits over and above energy bill reduction. It allows firms to improve their energy resilience as a result of being less reliant on grid power, and can dramatically reduce CO2 emissions if renewable generation is integrated into the mix,’ says Wynn-Jones.

‘By helping with the upfront investment in advanced energy technology, the use of EaaS can support businesses in achieving improved energy security, as well as cost and carbon savings. The added bonus is that it also allows businesses to treat energy as an asset that can be sold for profit, opening up new revenue streams,’ he adds.

Centrica is currently working on a major energy project at the NEC in Birmingham, which will see the design, installation, operation and

‘Net Zero is already changing the way large organisations operate – from corporations like Siemens to universities, councils and hospitals’ Faye Bowser, Siemens

management of three generators including an 850 kWe CHP unit.

‘The nature of a venue like the NEC is that its electricity use is incredibly varied, with large shows creating a high demand for power, while the periods between the shows have limited demand,’ says Wynn-Jones. ‘By transitioning to decentralised power, the venue is now able to generate more revenue by selling this extra capacity to the grid.’

Multiple benefits In addition to launching the Energy Solutions package (above), Siemens has also teamed up with Macquarie’s Green Investment Group for another Energy-asa-Service offering. As part of the partnership, the German technology giant has formed a new joint venture called Calibrant Energy.

According to Lidija Sekaric, National Business Director, Distributed Energy Systems at Siemens, the popularity of EaaS continues to grow. The new company offers what Sekaric describes as on-site energy solutions, including solar, CHP, battery storage, microgrid controllers and central utility plant upgrades.

‘We help the customer optimise those choices for their energy targets,’ she explains. ‘Calibrant develops the solution and retains the ownership of the assets that the customer benefits from. We also take on the responsibility of maintaining and operating those assets. The customer pays for the energy generated from the assets, without having to provide large upfront capital costs for the equipment.’

For Sekaric, the benefits of on-site energy and storage are ‘usually multiple’ – and include cost reductions relative to the current setup; carbon reduction with new sources and optimisation; and resilience with local power generation and storage. Less obvious bonuses include the fact that the customer transfers the risk in asset operation and gains access to engineering expertise, as well as financial structuring to pay for these assets as utilities.

Since Calibrant is a brand-new entity, the number of users is limited at this stage. However, Sekaric reveals that the company has a number of projects in the development pipeline, some of which will be with large energy users. Since its formation, Calibrant has also announced that it has entered into power purchase

agreements (PPAs) with two school districts in Illinois. Taken together, these projects will result in the mitigation of 1,4000 tonnes of CO2 from the environment.

At present, the company is only focused on US operations and Sekaric expects that the US market will continue to be large enough to keep the company busy for the moment. That said, she confirms that Siemens is also developing similar projects around the globe with a range of partners – including an innovative scheme with Finnish brewery Sinebrychoff.

The scheme will provide a virtual power plant (VPP) and energy storage technology, supported with financing solutions, to ‘create one of the first examples of power flexibility in an industrial site.’

Huge growth area Moving forward, Sekaric believes that there will certainly be a need for Siemens to assist customers with the electrification of their end-use sectors and the optimisation of on-site energy.

Meanwhile, Bowser reveals that Siemens views contracts like those offered by Energy Solutions as a huge growth area. This is largely because of the strong commercial case for investing in energy efficiency and on-site generation, as well as the imperative to decarbonise.

‘Net zero is already changing the way large organisations operate – from corporations like Siemens to universities, councils and hospitals,’ says Bowser. ‘I think in recent years there’s been a big shift in the understanding people have about emissions, and now our customer base is very well informed about carbon dioxide so you can see it’s a much more important topic to them than before.’

‘Some of the big trends we see in the market are around hydrogen and alternative fuels,’ she adds.

‘Many of our customers are keen to explore these and understand how they will affect their operations.

Siemens is investing significantly into this area and we ourselves have developed a roadmap for when we will deploy hydrogen fuel cells to power our buildings.’

Ultimately, as economies move towards net zero emissions, Wynn-Jones believes it is going to be essential to get businesses, big and small, taking action to eliminate carbon. Doing so in a manner that doesn’t add additional cost will make sense to a lot of organisations. l

Energy World | January 2021 15

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Energy management

FLEET MANAGMENT

Managing fleet energy costs while lowering carbon emissions C OVID-19 has forced people around the world to change their fundamental routines and adapt to a new normal. The pandemic has impacted every industry and every sector – almost without exception. The delivery fleet business, for instance, has had to expand its operating capacity as online shopping boomed under lockdown.

Younger generations of ‘digital natives’ are not the prime digital consumers anymore. To keep up with the widespread uptick in demand, delivery companies need to be flexible and agile, implementing changes quickly and without hesitation. Fleets must imagine new ways to deliver – perhaps with smaller vans, bikes or additional hired rental vehicles.

Where new ‘disruptors’ in the market are leading the way, larger companies such as UPS and DHL are falling behind. To keep up in this rapidly evolving world, delivery services and fleets should streamline their operations and facilitate increased cooperation.

Anticipating change is key to adapting and, ultimately, surviving within the industry. This is why businesses must accept the critical role they play in ensuring a green recovery – and view post-COVID expansion plans as an opportunity to invest in electric vehicle (EV) options.

Changes are afoot in the world of road freight – and last-mile delivery vehicles are obvious targets for decarbonisation.

Christopher Burghardt looks at how companies can make the most of the green transition.

Low cost, low emissions Last summer, the Committee on Climate Change (CCC) reinforced its view that the mass adoption of EVs is part of the ‘least-cost pathway’ toward achieving net zero greenhouse gas (GHG) emissions by 2050. This electric revolution is accepted to be approaching at speed, with forecasts from 2020 predicting that EV sales would surpass internal-combustion-engine (ICE) vehicle sales by 2030. This figure is now certain to be surpassed, given that the government has banned Smart charging offers sales of petrol and diesel vehicles by flexibility benefits that date.

Photo: ChargePoint 22 Energy World | January 2021

BEVs are often lower due to generous government subsidies for both the cars and the necessary charging infrastructure. Thanks to fewer moving parts – around 20 as opposed to more than 2,000 for an ICE vehicle – EVs also have far lower maintenance costs, as well as better resale value.

If that’s not enough, there’s another way organisations can save with zero emission vehicles: taxes.

BEVs are exempt from the Vehicle Excise Duty (VED), as well as the benefit-in-kind (BIK or ‘company car’) tax. All told, the cost savings of an EV versus an ICE vehicle can be considerable.

Some of the major players within the road freight market are taking heed. Amazon and DPD have announced that they will both be moving towards an electric delivery fleet as part of their climate pledges.

Of course, such large, influential companies are not doing this purely for altruistic reasons. Going electric allows for businesses to reach decarbonisation goals – and does so while bringing down the overall cost of transport.

As prices continue to fall, battery electric vehicles (BEVs) are expected to reach cost parity with ICE vehicles within the next few years.

But upfront expenditure is just one consideration, as the real costs of

Post-pandemic streamlining A major challenge within the industry is there are ‘too many cooks in the kitchen’, all of whom are key decision makers. These include fleet managers, CSR heads, depot managers and energy managers, as well as city planners and government officials who play a key role in deciding how fleet networks can be expanded. It is imperative to streamline this so that decisions and strategies can be implemented faster to keep up with rapidly changing consumer demand.

But for the process to be more efficient, those within it need to be convinced of the way forward. The key to this is including all interested parties in the process as early as possible.

Energy managers should be brought into the fleet team first to help plan out the charging infrastructure. Many depots have more constraining electric grid connections or are closer to full capacity than first thought.

Ensuring that energy managers are included early, and that the right

Energy management

solution is chosen, is key to simplifying the electrification process.

For most fleet solutions, smart charging is the only rational option.

Through smart charging, charging stations may monitor, manage, and restrict the use of charging devices to optimise energy consumption, thus actively and passively managing spikes in demand. For example, whole networks or individual depots can lower charging rates during peak times or create an artificial peak by charging numerous vehicles at their maximum rate simultaneously.

Therefore, they contribute to increase the share of renewable power intake in the energy system.

Whilst smart charging may represent an investment upfront, it offers invaluable benefits. A larger number of vehicles can charge simultaneously without the need for costly grid upgrades and leverage cheaper electricity tariffs when dynamic pricing is in place.

Networked EV charging solutions also offer the ability to monitor real-time energy use, control costs by setting a power ceiling to avoid demand charges and even install more EV charging stations, so that additional cars can charge through power management.

For depot and fleet managers,

The key to this is including all interested parties in the process as early as possible – energy managers should be brought into the fleet team first to help plan out the charging infrastructure

ensuring uptime is crucial and the thought of reinventing the wheel through electrification can be the stuff of nightmares. For fleets, even an afternoon of downtime in infrastructure can be devastating for client relationships and profitability. So how do you ensure that downtime is avoided?

Advances in fleet management software and its integration within charging infrastructure can offer an answer. Smart charging allows for fleet managers or their existing software to allocate vehicles online, see what vehicles are available for their desired time slots and distribute the vehicles (dependent on charge, route length or a whole host of variables) to ensure that all routes can be covered.

Fleet managers can also rest easy knowing that should a longer journey than planned take place or a vehicle be delayed, the system can manage these uncertainties and assure vehicles are made available.

These systems also integrate to allow depot managers to know exactly where each vehicle should be charged and for how long. This allows for each vehicle to receive the right amount of charge without having to match vehicle to charger numbers one-to-one, saving on hardware, grid connection and running costs, as outlined above.

In my experience, the companies that have had the smoothest transitions are not necessarily those which have tried to side-step certain departments or managers, but those which clearly explain why and how the process is going to work as early as possible. It can take time to change the viewpoints of professionals who may have spent an entire career slowly perfecting their ICE fleet.

Ensuring departments, such as energy, that may have had little contribution to your fleet previously, are integrated into the team early and effectively is key to helping electrification progress quickly and smoothly.

The way that governments, businesses and individuals respond in the coming months will have a lasting impact on economies, health and the environment for generations to come. To meet consumer demands for a cleaner future – and to take advantage of the long-term savings that EVs offer – businesses need to accept and embrace the benefits of a green recovery. l Christopher Burghardt, is Managing Director for Europe at ChargePoint, www.chargepoint.com

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Training and skills

NET ZERO

Retraining and upskilling for a just transition As the energy transition gathers pace, much of the focus has been on the technologies needed to make it happen. Less attention has been given to the needs of the energy workforce.

Here, Daniel de Wijze explores the issue of upskilling and retraining in the context of a just transition.

T

he energy industry is undergoing a major transition as we move towards a net zero world. New low-carbon technologies and energy sources are becoming more widespread, and work is ongoing to clean up or phase out polluting fossil fuels. The technologies and capital needed are available, but it is crucial that the energy workforce is also prepared and ready for the transition.

The issues of skills and training are often overlooked, yet the challenge is huge. In order to avoid a damaging skills gap in the workforce, the industry must work simultaneously on attracting talented new energy professionals, while ensuring that current workers are valued, and not left behind.

Offshore oil and gas workers can transfer into offshore wind Photo: EI

Transferable skills Skills and training form a vital piece of a ‘just transition’, that is, an energy transition where vulnerable workers and communities are protected.

At present, many vulnerable workers are struggling – legacy

26 Energy World | January 2021

occupations, often in the oil and gas sectors, are threatened by growing digitalisation and automation, coupled with falling oil prices and reduced demand (in part due to the COVID-19 pandemic). Workers have already had to navigate stressful ‘boom and bust’ cycles, where jobs are lost or become less secure based on energy prices. With more countries and businesses pledging to reach net zero, job security in these areas will continue to be a problem.

However, even as the number of traditional energy jobs shrinks, skilled workers will be able to transition successfully to new areas of the industry where there is a strong demand for talent. This is because many of the key skills in different energy sectors overlap, such as business support, construction and installation, facilities management and electrical engineering.

For example, analysis copublished by Friends of the Earth, Platform and Oil Change International reveals that offshore

oil and gas workers can transfer successfully into many other energy sectors, including decommissioning, offshore wind construction and marine renewables.

A just transition is one that will be worker led – and that requires workers being willing to make a change. Morale may be low for people who face the prospect of losing jobs that they love, but they will move to new sectors if they have the guarantee of a secure, well-paid role at the end of the journey.

In Canada, non-profit Iron and Earth helps oil sands workers to make the transition into renewable energy projects, guaranteeing a new, stable career path. In the UK, Drax has recently signed a deal to train its future clean tech workforce – workers will switch from servicing coal plants to being involved in biomass or bio-energy with carbon capture and storage (BECCS) projects.

Upskilling and retraining As the nature of the energy industry changes, the workforce’s required skill set will change too, and almost all workers will need some level of upskilling (refresh or development of skills) or retraining (learning a new vocation or set of skills).

Upskilling is referenced in the landmark UK Committee on Climate Change Net Zero report, which states that ‘the low-carbon skills gap must be tackled. For example, new skills support… is urgently needed for low-carbon heating, energy and water efficiency’.

This is not just an energy industry problem – CBI and McKinsey estimate that in the UK around 90% of the current workforce, some 30mn people, will need to be reskilled by 2030, in core areas such as digital, teaching and training, STEM knowledge and critical thinking.

There may be initial reluctance from both workers and leadership to invest in retraining and upskilling, but the benefits will be enormous. Upskilling can boost gross value added, increase businesses’ competitiveness, and save the costs of rehiring. Workers

Training and skills

To achieve the pace of change required for net zero, 117,000 new energy sector jobs will be required in the UK by 2030 – this includes civil, mechanical and electrical engineers, data analysts and skilled tradespeople

will gain greater job satisfaction from moving to more secure, well-paid jobs where they can make use of their talent and experience and are less likely to need state support.

Businesses will inevitably lead the way in training their employees, but they will need guidance and support from governments. Policy incentives will be required, particularly for SMEs that have less bandwidth available to dedicate to skills and training.

Examples suggested by the CBI include creating a skills and training levy to replace apprenticeships; and collaborating with further education institutions to provide loans for flexible/online learning. A culture must be promoted where individuals are encouraged to invest in their own learning and selfdevelopment, and this starts at the very top – leaders should promote their own upskilling and retraining journeys.

Attracting young professionals According to National Grid, to achieve the pace of change required for net zero, 117,000 new energy sector jobs will be required in the UK by 2030. This includes civil, mechanical and electrical engineers, data analysts and

skilled tradespeople.

Speaking at the recent Net Zero Skills summit, National Grid CEO Nicola Shaw expressed her concerns about the tough competition the energy industry faces for talented young professionals. For example, more than 40% of recent physics graduates (whose skills make them well-suited for energy industry jobs) preferred to pursue careers in finance, banking and technology, not science and engineering.

In order to attract talent, the energy industry should focus on advertising roles with a clear social purpose. This is increasingly motivating the decision-making of young professionals. For instance, a recent survey for the Energy Institute’s Generation 2050 initiative revealed that almost 60% of surveyed young energy professionals chose to work in or study energy in order to tackle climate change. There is an opportunity here for the industry shed its reputation as a polluter and refocus around the net zero goal.

Additionally, the industry must ensure that it improves the diversity of talent joining the ranks, increasing the proportion of women and ethnic minority professionals.

Data for 2020 collected by POWERful Women reveal that for the top 80

energy companies in the UK, just 21% of board seats are filled by women, and over one-third of companies have no women on their boards at all.

Fixing this problem starts will involve boosting the amount of diverse talent in the STEM pipeline, but also requires more representation at the top levels of the industry, in order to provide role models for young professionals and students.

The energy transition is gathering pace, and facilitating the growth of a skilled, net zero workforce is a critical piece of the puzzle. As the energy industry looks towards a green recovery from COVID-19, it must seize the opportunity to ensure that its workforce has the support and tools needed to do the work that must be done. l The Energy Institute aims to provide a voice for young professionals studying and working in energy around the world, with its Generation 2050 initiative. Find out more about asks of young energy professionals by reading our Generation 2050 Manifesto: www.energy-inst.org/generation2050 Daniel de Wijze is an Energy Analyst at the Energy Institute.

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