i²ev (my electric avenue) · 13.06.2013 1.6 dave a roberts (dar) 14.06.2013 2.2 dave a roberts...

I²EV (My Electric Avenue)

1st Project Six Monthly Progress Report

Project Number SSET205

DNO Southern Electric Power Distribution Ltd

Project Lead EA Technology

Reporting Period January 2013 – June 2013

Author: EA Technology

Date: 03 July 2013

Version: Issue 3.2

The ‘My Electric Avenue’ project is the public identity for the Low Carbon Network (LCN) Fund Tier 2 project “I²EV”. The formal title “I²EV” is used for contractual and Ofgem reporting purpose.

Version History

Date Version Author/s Notes Reference documents

28.05.2013 – 12.06.2013

0.1 – 1.6

TB & GN Early drafts prior to release to SSEPD

Customer Engagement Plan

Project Risk Register

Project Direction 13.06.2013 1.7 TB Incorporation of

comments from SSEPD review

14.06.2013 2.1 TB Incorporation of comments received from SSEPD.

01.07.2013 3.1 TB Addition of full Risk Register as requested by Ofgem.

03.07.2013 3.2 TB Incorporation of SSEPD’s comments to risk register.

Final Approval

Date Version EA Technology authorisation by: SEPD authorisation by:

13.06.2013 1.6 Dave A Roberts (DAR)




03.07.2013 3.2 Mark Sprawson Stuart Hogarth

DISCLAIMER: Care has been taken in the preparation of this Report, but all advice, analysis, calculations, information, forecasts and recommendations are supplied for the assistance of the relevant client and are not to be relied on as authoritative or as in substitution for the exercise of judgement by that client or any other reader. EA Technology Ltd nor any of its personnel engaged in the preparation of this Report shall have any liability whatsoever for any direct or consequential loss arising from use of this Report or its contents and give no warranty or representation (express or implied) as to the quality or fitness for the purpose of any process, material, product or system referred to in the report. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means electronic, mechanical, photocopied, recorded or otherwise, or stored in any retrieval system of any nature without the written permission of the copyright holder. © EA Technology Ltd

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http://www.eatechnology.com

Registered in England number 2566313

http://www.eatechnology.com/

I²EV Project Progress Report – June 2013

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Executive summary

This project was submitted to Ofgem’s Tier 2 Low Carbon Network (LCN) Fund as ‘I²EV’ but was rebranded early in 2013 to improve public acceptance as ‘My Electric Avenue.’ The project is led by EA Technology, with project partners Scottish and Southern Energy Power Distribution Limited (SSEPD) (the host Distribution Network Operator), Northern Powergrid (collaborating DNO), Nissan (EV supplier), Fleetdrive Electric (EV rental programme management) and Zero Carbon Futures (charging point network developer). In addition there are two academic institutions supporting the project, the University of Manchester (providing network modelling and analysis), and De Montfort University (providing socio-economic data gathering and analysis).

The I²EV (My Electric Avenue) project is funded by Ofgem’s Low Carbon Networks (LCN) Fund.

The forecasted growth in electric vehicle (EV) sales is expected to cause an increase in peak-time demand for electricity both locally and nationally. At the local level there is a risk that low voltage (LV) cables will become overloaded where multiple EVs are clustered and connected for charging at the same time and during peak hours in electricity demand, e.g. in the early evening peak when people return from work.

The project will deliver two strands of innovation. Firstly, a new commercial arrangement will be developed whereby a non-DNO manages a LCN Fund project on behalf of a DNO (traditionally it is a DNO that won funding under the LCN Fund and carried out the project). Secondly, a programme of trials using real customers and real EVs will be carried out. This will both assess the impact of EVs on local electricity networks and test the feasibility of a DNO-led solution, ‘Esprit’, to manage EV demand to smooth out the demand peaks on the local distribution network. The results of these trials will be of interest and will be communicated to the GB DNO community, to UK Government, to the energy industry and to the general public.

The trials will assess the impact on an LV feeder of a cluster of EVs in daily operation in a given neighbourhood or business campus. The project will trial a technical solution, which would avoid the need for significant investment in the local network to cope with this increased demand. Therefore, the project will deliver two separate trials, one ‘Cluster’ and one ‘Social’.

The 'Cluster trials' will aim to simulate a 2030 network; these clusters will be in both

residential situations (charging at home) and in business situations (charging at work).

The non-cluster 'social trial' EV users will be monitored under a data collection exercise of

customer driving and charging habits and demographics, and will be individuals and fleet

hire users.

The project is proceeding in accordance with the full submission with respect to the planned work activities, procedures being established and adhered to. In addition, all deliverables to date have been submitted either on or ahead of the schedule agreed in the Project Direction.

Previous LCN Fund Tier 2 projects have encountered significant difficulties in recruiting sufficient customers to participate in trials. Experience to date on the I²EV project however has yielded nearly 500 registrations of interest and several near complete clusters forming within two months of sign-off of the customer engagement plan.


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The Successful Delivery Reward Criteria (SDRC) milestones planned for issue within the current reporting period were delivered on schedule in accordance with the Project Direction and are now available through the Project website and the website of EA Technology.

SDRC 9.1 – Learning from the bid process

SDRC 9.2.1 – Supporting guidance for the I²EV commercial arrangement

SDRC 9.5.0 – Customer Engagement Plan (CEP)

In addition to the above SDRCs, the project’s Data Protection Strategy (DPS) was developed and approved by Ofgem in parallel with the CEP.

Risks

There were a number of risks relating to the recruitment of customers for participation in the trial based on the experiences of previous Tier 2 LCN Fund projects. As mentioned in the introduction previous LCN Fund projects have encountered difficulties in recruiting sufficient customers to participate in trials to provide statistically significant data to drive learning for the project and as such, this experience led to an anticipated level of customer participation being low relative to the effort expended on customer recruitment.

Experience to date on the project however has proved otherwise with nearly 500 registrations of interest and several near complete clusters (ten participants on one low voltage feeder) forming within two months of sign-off of the customer engagement plan. As such, the original risks, whilst still present and valid until all clusters are established are now considered to have a lower risk likelihood of occurring than that at the time of bid submission.

A significant emerging risk to the project is focused on the recruitment of clusters; there is potential that cluster participants engaged early in the project will experience a long delay between their initial sign up and the time when funding is released for cluster establishment under the terms of the Project Direction. There is a risk such delays will cause these participants to drop out. Potential mitigation options are being explored.

Since the project was awarded and the Project Direction agreed between Ofgem, SSEPD and EA Technology, tenders for both the Independent Project Evaluation and Marketing elements of the project have been awarded. This reduces the risks of the independent evaluation being suitable for the project and marketing of the project recruitment campaign being insufficient, supported at present by the significant levels of interest received by the project.

Due to the significantly higher levels of interest beyond that anticipated during the project submission process, it is possible that contingency funding will be required in order to undertake sufficient property surveys prior to charging point installation.

Learning Outcomes

The main learning outcomes fall within specific sub-areas of the wider project.

Due to the project’s high commercial focus in this period a significant proportion of the learning focuses on the development of the Novel Commercial Framework. These are outlined in detail in our two SDRC reports (9.1 and 9.2.1) described above.

The second key area of learning has been on the trialling of the technology (undertaken as a separate, parallel activity to the I²EV project, demonstrating the technology operated successfully in multiple properties along the same low voltage feeder. The learning provided from these trials will directly influence the technical trials in the I²EV (My Electric Avenue) project.


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The third key area of learning is around our approach to customer engagement. The project has received a strong and positive interaction, with members of the public enquiring about participating in the project in substantially greater numbers that had been anticipated during the project bid development. The learning here is thought to be particularly valuable to other LCN Fund projects, both live and those in development.

Learning is captured in a learning log that is kept updated on a monthly basis and as required. The project has ensured dissemination of documentation, reports and key deliverables through a variety of mediums in addition to the requisite process for submitting documents to Ofgem. EA Technology strategically manages dissemination with support from Automotive Comms, an EV communications specialist.

To date the main approach taken to disseminate learning externally has been to project partners at monthly meetings and globally through social media such as LinkedIn and Twitter. This activity will ramp up with the first newsletter and subsequent newsletters (six per year scheduled) to all project contacts and stakeholders. The Low Carbon Networks Fund conference will provide a key platform on which to disseminate learning to the wider DNO audience. The project has secured a presentation session to share specific learning around customer engagement.

During the next reporting period the project will be focused on further developing the several ‘near’ clusters already cultivated and continue efforts to establish the remainder. It is anticipated that sufficient clusters will agree to participate in the project, such that a release of funding to enable instigation of the technical trials ahead of the current schedule will be agreed with Ofgem.


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Contents

Executive summary ................................................................................................................................. 1

Table of Figures ....................................................................................................................................... 4

Table of Tables ........................................................................................................................................ 4

1 Project manager’s report ................................................................................................................ 5

2 Consistency with full submission .................................................................................................... 6

3 Risk management ............................................................................................................................ 6

4 Successful delivery reward criteria (SDRC) ................................................................................... 11

5 Learning Outcomes ....................................................................................................................... 14

6 Business case update .................................................................................................................... 27

7 Progress against budget ................................................................................................................ 27

8 Bank account ................................................................................................................................. 28

9 Intellectual Property Rights (IPR) .................................................................................................. 29

10 Other ......................................................................................................................................... 29

11 Accuracy assurance statement ................................................................................................. 30

Table of Figures

Figure 1: Cumulative Contacts .............................................................................................................. 16

Figure 2: Just some of the marketing materials for the project ........................................................... 18

Figure 3: Bracknell Roadshow Event ..................................................................................................... 22

Figure 4: Project Media Launch, The IET, Savoy Place, 3rd June 2013 .................................................. 24

Table of Tables

Table 3-1: Risk Register ID 061 ................................................................................................................ 7

Table 3-2: Risk Register ID 004, 008 & 024 ............................................................................................. 8

Table 3-3: Sample Cluster Leads ............................................................................................................. 9

Table 4-1: SDRC Overview ..................................................................................................................... 11

Table 5-1: Roadshow Test Drive Events ................................................................................................ 20

Table 7-1: Progress against budget ....................................................................................................... 27


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1 Project manager’s report

Work within the first reporting period of the I²EV Project was planned to focus on both development of the novel commercial framework and recruiting customers to participate in the technical and social trials. The specific tasks and deliverables below were planned for completion within the current reporting period, all of which were or will be fulfilled on or ahead of schedule:

Commercial Elements

o Development and agreement of interim works order between EA Technology and

Scottish and Southern Energy Power Distribution (SSEPD) to allow progression of

project work in advance of the full project contract.

o Development and issue of the Customer Engagement Plan (CEP) and Data Protection

Strategy (DPS).

o Development and issue of the template Novel Commercial Framework, enabling a

3rd Party Supplier, (in the case of the I²EV project, EA Technology) to lead a Tier 2

LCN Fund project on behalf of a UK Distribution Network Operator (DNO).

o Agreement and signing of Principal Contract and Task Order between EA Technology

and SSEPD.

o Agreement and signing of Sub-Contracts and Task Orders between EA Technology

and Project Partners and Suppliers. All sub-contracts are planned to be signed

within the initial 6-month reporting period.

o Issue of a document outlining the requirements for utilisation of the Novel

Commercial Framework template.

o Development and issue of report detailing important learning from the bid process.

o Tendering for marketing tasks, including development of branding, posters, flyers,

website and banners.

o Tendering for Independent Project Evaluation elements of work.

Customer Engagement

o Project Launch Event

o Development of Marketing Materials

Brand; Website; Flyers, Posters and Banners; Exhibition Stand; Project video.

o Roadshow/Test drive Events

o Social Media

LinkedIn; Facebook; Twitter.

o Cluster establishment progress reports.

o Liaison with emerging clusters.

A significant positive outcome compared to how the project was envisaged to progress has been the positive response received from the public. Based on the experience of previous Tier 2 LCN Fund projects, it was anticipated that substantial effort would be required to engage sufficient participation from the public to enable the technical trials to proceed. In contrast to this expectation, the majority of staff effort has been focused on responding to requests for information about the project, enquiries on how to become involved and identifying the boundaries for cluster establishment. This level of interest introduces an additional risk to the project that had not been considered during the submission process or development of the Project Direction requirements; the risk of losing customers or clusters due to the time required to sign-up seven full clusters and meet the stage-gate requirements for initialising the technical trials through cluster establishment. This risk is outlined in section 3.1.


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The key deliverables planned for issue within the current reporting period are detailed in section 4 but are listed below:

SDRC 9.1 – Learning from the bid process

SDRC 9.2.1 – Supporting guidance for the I²EV commercial arrangement

SDRC 9.5.0 – Customer Engagement Plan (CEP)

In addition to the above, the project has also developed and issued the Data Protection Strategy (DPS) in parallel to the CEP.

A number of significant events have been held within the reporting period, including seven customer engagement road shows across the UK (detailed in section 5.1.3) and the official Project Launch event, held at The IET, Savoy Place on 3rd June 2013.

During the next reporting period, the project will be focussed on further developing the finalisation of clusters already cultivated and continue efforts to establish the remainder. It is anticipated that sufficient clusters will agree to participate in the project, such that a release of funding to enable instigation of the technical trials ahead of the current schedule will be agreed with Ofgem.

2 Consistency with full submission

The project is proceeding in accordance with the full submission with respect to the planned work activities, procedures being established and adhered to. In addition, all deliverables to date have been achieved either on or ahead of schedule.

It is noted that on 21st November 2012, errors in the finance sheet submitted as part of the Tier 2 Submission, which occurred during transcription, were identified and raised with Ofgem. Following the project award, the need to submit a change request to the Project Direction was established to reflect the necessary changes to the allowed expenditure per task. This change request will highlight where these errors were introduced as part of the submission process and identify additional instances where further changes are required as learning since the initial submission process has improved understanding of costs. The change request will be submitted during the next project review period.

Progress towards recruitment of sufficient clusters is proceeding ahead of schedule as planned in the full submission process and agreed within the Project Direction. It is necessary to submit reports as evidence of cluster establishment (sign up) for the purposes of consideration given to amending the Project Direction as outlined in Section 8, paragraph (vi) of that document.

3 Risk management

A risk register was developed for the project at the bid stage. This document has since been adopted by the delivery team as a key management tool for the project, and expanded to reflect changes in risks or mitigation as they occur.

In this section of the progress report, we purposely do not discuss all risks in the risk register, instead focussing on those of key significance to the project. The current version of the risk register is included in Appendix A.

3.1 Recruitment Risks

There were a number of risks relating to the recruitment of customers for participation in the trial based on the experiences of previous Tier 2 LCN Fund projects. Previous projects have encountered


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severe difficulties in recruiting sufficient customers to participate in trials to provide statistically significant data to drive learning for the project and as such, this experience led to an anticipated level of customer participation being low relative to the effort expended on customer recruitment.

Experience to date on the project however has proved otherwise with nearly 500 registrations of interest and several near complete clusters (ten participants on one low voltage feeder) forming within two months of sign-off of the customer engagement plan. As such, the original risks, whilst still present and valid until all clusters are established are now considered to have a lower likelihood of occurring than at the time of bid submission.

The project risks are being actively managed through continual updates as new risks are identified, and existing risks closed, reduced or increased. For the purposes of this document, only the risks that are considered important at this stage of the project are detailed below.

Sections 3.1.1 and 3.1.2 detail the risks that are currently considered the most critical to the project at this time, detailed in order of priority. The necessary customer participation to enable the trials, with the associated stage-gate requirements for funding release provides a clear focus on emerging risks, Table 3-1, or changing risks, Table 3-2 .

It is of significant benefit to the project, specifically the originally considered risks relating to customer engagement, that it is anticipated that the first cluster will be signed-up to participate in the project by the end of June 2013. The level of interest and associated desire to participate in the project this early in the project does however introduce an additional risk, detailed in section 3.1.1.

3.1.1 Key new risks

A significant emerging risk to the project is focused on the recruitment of clusters but is specific to the potential delays between initial contact and securing funding as outlined in the Project Direction (PD). As discussed above, it was not expected at project submission or during development of the PD that clusters would be forming as readily as has been experienced.

Table 3-1: Risk Register ID 061

Risk ID 061 Loss of fully engaged cluster participants while additional customers are being recruited to complete the cluster and secure funding. . There is a high risk that clusters will be signed-up to participate in line with the SDRC criteria but if funding is not released for a significant period of time the cluster members will not participate when required, due to the time-lapse between sign up and checks / surveys leading to cluster implementation (i.e. charging point installation and EV delivery).

A secondary element of risk relates to current ‘near’ clusters that may not achieve the full 10 participants required per low voltage feeder to class as one of the initial ‘7 clusters of at least 10 participants.’ Delaying implementation of such clusters however creates the risk that no potential participants, currently willing to participate, are open to forming a smaller cluster at a later date. Clusters in this situation would still be valuable to form part of the required 100 participants signed-up.

Potential impacts from the above risks include:

Not meeting SDRCs as currently willing cluster participants become reluctant to participate

due to delays.

Bad publicity from potential cluster participants who do not eventually form a cluster.

Mitigation Recommend release of funding on a cluster-by-cluster basis required in order to ensure loss of interest from cluster members does not occur. Further benefits anticipated as a result of this mitigation being applied through additional publicity for project.

Evidence will be provided to Ofgem of the progress of cluster sign up, to facilitate trigger release of funding on this basis through the Project Direction clause, Section 8, paragraph vi whereby “the Authority…may issue an amendment to the Project Direction” in the event that reports on cluster


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recruitment prove sufficient evidence to justify the release of funding.

We are hoping to meet with Ofgem in July to discuss cluster recruitment and this risk in more detail.

Impact High

Likelihood Probable

3.1.2 Risks outlined from the initial risk register

The three risks relating to customer recruitment at the time of bid submission (004, 008 and 024) are detailed below. As the three risks relate to the customer recruitment, the mitigations are combined due to the inter-related nature of managing them.

Table 3-2: Risk Register ID 004, 008 & 024

Risk ID 004 Lack of buy-in from customers for trial participation prevents sufficient numbers of EVs being utilised to provide adequate data. This limits results and hence available, useful data or causes the trial to be extended resulting in delays and additional costs.

Risk ID 008 Failure to identify/engage suitable clusters (10+ EV drivers per feeder) potentially leading to delays in trial instigation, reduction in cluster sizes (and hence useful data). Net impact of reduction in confidence of results.

Risk ID 024 Reaching the target of 7 clusters of 10 participants within the 12-month period outlined in the project direction.

Mitigation The original mitigation of ‘Expand trial to control heat-pumps to be incorporated in clusters’ was discounted at project direction stage.

Identify as many potential sites as possible to maximise chances of sufficient cluster sizes and begin liaison with community groups and local councils to gain their support.

Impact High

Likelihood Possible

Mitigating Actions Undertaken

Strategic implementation of Customer Engagement Plan (CEP) and communications strategy has ensured that the project is taking a focused and results-driven approach to the recruitment of customers to the project’s cluster trials. The CEP was approved on 12

th March 2013, and the project

website www.myelectricavanue.info was launched on 22nd

April 2013 as the main tool for customer recruitment.

At time of writing (12th

June 2013) the project has received over 500 registrations of interest, with the project team to date working on progressing over 60 cluster champions, (reference section 5.1.3.2 for further information).

Table 3-3 includes a sample of cluster leads with which the project team is actively engaging to establish early clusters.

The likelihood of this risk occurring is reducing as the project progresses and more interest is received from the public. The close interaction between this risk (004) and risk 061 means however, that it may become more significant at later stages, particularly if establishment of cluster trials is delayed despite sufficient numbers being available for early clusters.

http://www.myelectricavanue.info/


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Table 3-3: Sample Cluster Leads summarises the status of the high likelihood emerging clusters. LV network diagrams have been assessed unless otherwise stated.

Table 3-3: Sample Cluster Leads

Month DNO Residential Work based Number of leads No. of EVs

1-6 SEPD Watlington 9 leads over two feeders EV test drive event 21 May Assessing the feasibility of rearranging the network if need to find someone outside the ‘original’ LV feeder Aim to establish by end August

10

Medstead, nr Basingstoke

6 leads all on one LV feeder 22 June EV test drive event Aim to establish by end August

10

Hyde, New Forest

14 leads over two feeders Assessing feasibility of rearranging the network 23 June EV test drive event Aim to establish by end August

5-10

Slough 7 leads all on one LV feeder Aim to establish by end August

10

Drayson Racing Technologies, Oxford

17 leads all on one LV feeder 18 July – EV test drive event Aim to establish by end August

10

Marlow

7 leads all on one LV feeder Aim to establish by end August

10

Jennett’s Park, Bracknell

17 people registered interest Organising EV test drive event LV diagrams in progress

10

Northern Power Grid

South Gosforth

9 leads all on one feeder Aim to establish by end August

10

Nestle, Fawdon Nestle already has 10 CPs installed. Private network – put on hold as a potential later cluster in the trial

10

Wylam 11 registered interest LV network diagrams in progress

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3.2 Procurement Risks

There have been no changes to the equipment and materials related risks since project submission at this time. The risk and impact of associated risks will reduce as orders for equipment and materials are placed which will not occur before authorisation is received from Ofgem to establish clusters.

Since the project was awarded and the Project Direction agreed between Ofgem, SSEPD and EA Technology, tenders for both the Independent Project Evaluation and Marketing elements of the project have been awarded. This reduces the risks of the independent evaluation being suitable for the project and marketing of the project recruitment campaign being insufficient.


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Ricardo1 were successful in the tender for Independent Project Evaluation and will shortly begin work on the SDRC 9.4.1 deliverable once all contractual documentation is in place.

Creative Concern2 were successful in the tender for provision of Marketing support, including production of materials, the project website3 and a video for publication online and have already delivered much of their remit.

3.3 Installation Risks

There have been no changes to the installation risks since project submission at this time. The risk and impact of associated risks will change as orders for equipment and materials are placed, confirming specific characteristics for products and required methodology that will not occur before authorisation is received from Ofgem to establish clusters.

Due to the significantly higher levels of interest beyond that anticipated during the project submission process, it is possible that the use of contingency funding, as allowed for within the project budget at the submission stage, may be required in order to undertake sufficient property surveys prior to charging point installation.

3.4 Other Risks

Risks 059 and 060 were anticipating the release of the ‘New LEAF’ in the summer of 2013 to create confusion and adversely affect the ability to convince customers to sign-up to participate in the trials. This main risk was primarily due to the original agreement being for provision of the original LEAF; hence, the substantial discount being offered would seem less valuable as a ‘better’ car would also be available. However, in advance of the ‘New LEAF’ being launched for sale in the UK in June 2013, the price of the original model was reduced and all remaining stock were sold. As a result, the agreement was renegotiated with Nissan to provide the ‘New LEAF’ at the same rates as originally quoted.

1 http://www.ricardo.com/

2 http://www.creativeconcern.com/

3 www.myelectricavenue.info

http://www.ricardo.com/

http://www.creativeconcern.com/

http://www.myelectricavenue.info/


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4 Successful delivery reward criteria (SDRC)

4.1 SDRC Overview

The below table details the status of each SDRC outlined in the Project Direction document; additional information regarding completed and in-progress SDRCs is below.

Please note that all SDRCs that are currently flagged as ‘Not Started’ were not planned on being underway at this point in the project and so should be considered as on-schedule.

Table 4-1: SDRC Overview

SDRC Due Description Status

9.1 9.1.1 28/02/2013 The provision of a report outlining key areas of learning in the identified areas, with recommendations. The reports will be written such that they can be published in the public domain for an audience of: DNOs, Ofgem or other interested third parties who may wish to lead a LCN Fund project in collaboration with a DNO.

Complete.

9.2 9.2.1 30/04/2013 Make available the initial contract template used between SEPD and EA Technology together with supporting guidance of the thinking behind key clauses. This will be made available to Ofgem and other DNOs as a starting point for use in future projects.

Complete.

9.2.2 31/10/2015 Review of the contract put in place between SEPD and EA Technology. A review of the initial contract developed in 9.2.1 focussing on what worked well, what didn't work well, and what should be done differently in the future.

Not started.

9.2.3 31/12/2015 An updated contract template taking into account learning from SDRC 9.2.2.

Not started.

9.3 9.3.1 31/10/2015 Report detailing processes established and utilised throughout the project including templates of any forms (e.g. work orders for SSEC staff) and records of meetings/regular communications created as part of the process. This will include an evaluation of the collaboration between SSEPD and Northern Powergrid with a 3rd party interface.

Not started.

9.3.2 31/10/2015 A framework to enable update suggestions to SSE policies and/or procedures, identified during the course of the project will be provided, (e.g. A procedure detailing the necessary steps when considering a customer's request for an EV charging point).

Not started.

9.3.3 31/10/2015 An assessment from the participating DNO of the level of effort expended on Project Management of the I²EV task by the staff involved in comparison to previous innovation projects.

Not started.

9.4 9.4.1 31/07/2013 The provision of 6 monthly independent reviews of the project and technology with specific inclusion of improvements and adaptations to working practices incorporated by the project team following the previous independent review.

a) Produce six monthly reports (highlighting strengths and

Due to start in June 2013.

31/01/2014 Not started.



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SDRC Due Description Status

31/01/2015 improvement areas) to be tabled at steering group meetings.

b) Produce response to six monthly report, detailing improvements

planned by Project Steering Group, as a result of the review.

Not started.



9.5 9.5.0 28/02/2013 Customer engagement: Submission of customer engagement plan and data protection strategy for Authority approval (1 February 2013).

Complete.

9.5.1 30/09/2013 Sign up of 3 cluster groups. In Progress.

31/12/2013 Sign up of 5 cluster groups. In Progress.

31/03/2014 Sign up of 100 customers in at least 7 cluster groups. In Progress.

31/08/2014 Sign up of 10 cluster groups. In Progress.

9.5.2 31/08/2014 All cluster funding allocated due to successful establishment of clusters. In Progress.

9.5.3 31/08/2014 Social trials: Minimum of 100 EV drivers signed up to have their driving habits recorded (month 18 following CEP, August 2014).

a) Reports presented to the monthly project meetings to capture

and log progress in signing up customers to the EV trials.

b) Six monthly reports to steering group on trial engagement

progress.

In Progress.

9.6 9.6.1 31/10/2015 A report documenting the finding from the socio-economic analysis on public reaction to the technology.

Not started.

9.7 9.7.1 30/06/2015 Documentation describing:

a) Views of the OEM community of the impact (if any) that cycling of

EVs (or HPs) may have on their product(s) and end of life

b) Recommendations of suitable cycle times for EVs (and possibly

Heat Pumps) for demand-side response

c) Evidence of whether this solution would be feasible or not

combining learning from SDRC 9.5 and SDRC 9.6.

Not started.

9.8 9.8.1 31/11/2015 Modelling to understand additional headroom available / other network benefits from using the Technology.

a) The models will assess the percentage of thermal and voltage

headroom estimates produced.

b) The project will deliver an updated Solution template(s) specific

to the Technology, and any updated EV charging profiles for use

in the GB Smart Grid Forum modelling.

Not started.

9.8.2 31/11/2015 Potential cost savings and carbon emission savings using DECC published carbon intensity figures. If technology is unsuccessful, reasons why will be stated.

Not started.


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4.2 SDRC 9.1 – Learning from the bid process

A report detailing the learning from the bid process was submitted to Ofgem on schedule and is now available on the project4 and EA Technology’s5 websites.

4.3 SDRC 9.2.1 – Supporting guidance for the I²EV commercial arrangement

Supporting Guidance for the I²EV (My Electric Avenue) contract was delivered on 30th April 2013. This document includes the initial contract template that has been used between SEPD and EA Technology. The document also outlines the approach taken to develop the Novel Commercial Arrangement, the thinking behind key clauses and provides advice for replicating the approach on future projects. Word and PDF versions of the commercial arrangements and contracts have been made available for other parties to use as a template.

As with SDRC 9.1, this document has been published on both the I²EV (My Electric Avenue) and EA Technology websites and has been disseminated to all GB DNOs, Ofgem, Department of Energy and Climate Change (DECC), Office for Low Emission Vehicles (OLEV), Energy Networks Associated (ENA), consultants and other relevant stakeholders.

4.4 SDRC 9.5 – Customer Engagement Plan

The Customer Engagement Plan (CEP) was issued to Ofgem for approval on 22nd February 2013, ahead of the end-of-month deadline. This was subsequently approved on 12th March 2013 enabling customer engagement to be started and consequently, work towards fulfilling SDRCs under section 9.5.

Whilst no clusters have yet been established, the significant level of interest received from the public to date leads to a highly positive view on the ability of the project to achieve the required clusters. It is estimated that the first cluster will be signed up by the end of June 2013.

Details of the enquiries received and lessons learnt thus far in relation to interaction with the customers are outlined below in section 5.1.3.

4http://myelectricavenue.info/sites/default/files/My_Electric_Avenue_%28I2EV%29_-

_SDRC_9_1_Learning_from_bid_process_v_1_For_Issue_0.pdf

5 http://www.eatechnology.com/key-projects/my-electric-avenue

http://myelectricavenue.info/sites/default/files/My_Electric_Avenue_%28I2EV%29_-_SDRC_9_1_Learning_from_bid_process_v_1_For_Issue_0.pdf

http://myelectricavenue.info/sites/default/files/My_Electric_Avenue_%28I2EV%29_-_SDRC_9_1_Learning_from_bid_process_v_1_For_Issue_0.pdf

http://www.eatechnology.com/key-projects/my-electric-avenue


14

5 Learning Outcomes

5.1 Summary of key learning outcomes delivered in the period

The main learning outcomes from the reporting period January to June 2013 fall within specific sub-areas of the wider project. Due to the project’s high commercial focus in this period a significant proportion of the learning focuses on the development of the Novel Commercial Framework. As described in section 4, the outputs already delivered within this area of the project are outlined in detail in our two SDRC reports (9.1 and 9.2.1). Learning points identified as part of this area of work are covered below in section 5.1.1.

The second key area of learning has been on the trialling of the technology (undertaken as a separate, parallel activity to the I²EV project) and is covered in section 5.1.2.

The third key area of learning is around our approach to customer engagement. The project has received a strong and positive interaction, with members of the public enquiring about participating in the project in substantially greater numbers that had been anticipated during the project bid development. The learning here is thought to be particularly valuable to other LCN Fund projects, both live and those in development. Detailed analysis of the process undertaken and the associated learning in covered in section 5.1.3.

5.1.1 Commercial

The learning that can be taken from the development of the novel commercial agreement is as follows:

a) Taking a partnership approach is vital to the success of the project. The commercial

structure for the Project is not a typical client supplier relationship and this needs to be

recognised in both the attitude/behaviour of all project participants and in the novel

commercial arrangement, where there is a need for regulatory and legal obligations to be

reflected throughout the chain to ensure compliance;

b) Whilst it would be feasible for one organisation to develop both the Principal Contract and

Management and Delivery document, it is recommended that the division of responsibilities

reflect the partnering approach that has been adopted. In addition, if one organisation was

responsible for completing both documents it is likely to increase the amount of time taken

to develop the novel commercial arrangement;

c) Initially when the document review process was being completed, the focus was on

apportioning risk between the Lead/Funding DNO and the third Party Lead Supplier. The key

purpose of the document review is to identify all the obligations that would need to be met

by a DNO if they were leading the Project as per the typical commercial structure for Tier 2

LCN Fund projects and then agree the distribution of these obligations under the novel

commercial arrangement. Utilising the term ’distribution of responsibilities’ enables this

process to be separated from the identification and management of project risks;

d) The document review process enabled Lead Funding DNO and third Party Lead Supplier to

agree not only the distribution of responsibilities but also agree which topics should be

covered in the Principal Contract and Management and Delivery document. This helped to

ensure that both these documents complement each other and did not overlap;

e) A detailed review is not necessarily required for all the documents that are on the document

review list and not all the documents need to be reviewed. If the relevant teams within the

DNO can be briefed on the scope of works for the Project then they can use their existing

knowledge of the relevant regulation to identify the key topics that are relevant to the scope


15

of works for the Project. If the Lead/Funding DNO is deemed to be responsible for meeting

all the obligations defined in specific documents then these documents do not need to be

reviewed; and

f) Issuing the final revisions of the Principal Contract, Management and Delivery document and

Supporting Guidance for review/approval in unison enabled the reviewers to get the full

picture of the novel commercial arrangement and increased the speed of the review

process.

5.1.2 Technical

An initial trial at Bramley on 4th March 2013, to test the ‘proof-of-concept’ of the Esprit technology on a live network.

The network is semi-rural and has a feeder consisting of aerial bundled conductor overhead

line and cable from a pole mounted transformer.

Each intelligent socket was tested at the substation and at cascade switching of three

sockets on one phase was demonstrated. That is, when an ‘overload’ was detected on one

phase on the feeder as measured by the monitor controller, the sockets were switched on

and off in turn. When the overload was removed, all sockets switched back on. Sockets on

other phases were unaffected.

The sockets and loads were connected in each participant’s home and communication and

control demonstrated.

Three-cascade switching was demonstrated at three different residential properties fed

from the same LV feeder. That is, when an ‘overload’ was detected on one phase on the

feeder as measured by the monitor controller, the sockets were switched on and off in turn.

When the overload was removed, all sockets switched back on. Sockets on other phases

were checked to demonstrate that they unaffected.

In summary, the technology worked successfully, switching on and off a load and taking correct readings.

The work indicated areas for further investigation and working arrangements that need to be established before the full trials planned in the I²EV project, including further trials with a number of intelligent sockets and with a closed normally open point.

5.1.3 Customer Engagement

5.1.3.1 Cluster trials – registration of interest

A significant area of learning to date revolves around the level of response from people (customers) interested in taking part in the cluster trials. The majority of registered interest has come via the project’s website www.myelectricavenue.info. Customers can check their geographical eligibility and register online. A notification is then sent to [email protected] with each registration of interest. The project team then aims to contact each person within three working days; this role has to date been taken by EA Technology but will be handed over to Fleetdrive Electric from early June once contracts are in place. Since the website went live on 22 April 2013, registrations of interest have continued; headlines are:


mailto:[email protected]


16

Over 500 registrations of interest as of 12th June 2013 (including interest logged pre-

website launch)

Of these, approximately 75 are eligible as potential cluster champions or as forming part

of an emerging cluster

91 LV network diagrams have been produced

81 customers have received network diagram information to enable them to engage

other people on their LV feeder.

Figure 1 below shows the cumulated expressions of interest received by the project through the project website since approval of the CEP. This does not include telephone calls received by the Project team, which has been on average between 10 and 15 calls a week.

Figure 1: Cumulative Contacts

Due to the level of interest received in just three months (from approval of the Customer Engagement Plan and Data Protection Strategy on 12 March 2013) the project is further ahead with respect to the customer engagement and recruitment than was anticipated during the project submission process and is substantial compared with feedback from other Tier 2 projects where customer participation has been far lower than required to produce statistically significant data. It is forecast that at least one cluster will be signed up by the end of June 2013, with at least two others signed up by early August 2013. Valuable lessons have been identified, that could aid future projects in recruiting participants, and around risks associated with the increased interest causing issues that were unforeseen at the submission stage. These risks are considered under section 3.1.1.

5.1.3.2 Cluster trials – customer engagement approach is working well

The high level of interest in the cluster trials is evident through the number of registrations through the website. However, what is perhaps even more encouraging and useful to record is that the approach to customer engagement through identifying cluster champions at the first contact with customers post registration of interest is proving to be a highly effective means of engagement for


17

the cluster trials. The intention to use ‘cluster champions’ was stated and agreed under the Customer Engagement Plan (CEP):

Project partners will look to identify project ‘champions’, that is, customers who are willing to publicise the trials within their local area and encourage others to participate. These champions could be individuals who indicate particular interest in the trial and the energy and willingness to contact their neighbours or community leaders who are prepared to use their existing links as a conduit to publicise information. More than one person may wish to work together to provide this role. There will not be specific eligibility criteria to perform this role. When a ‘champion’ is identified within a potential cluster, EA Technology and the project partners will work with that person(s) to engage with the local community in order to find ten or more people interested in taking part in a trial.6

In the second phase, a competition will be launched under the name of ‘My Electric Avenue’, to invite people to come forward to apply to take part in the trials, either as local groups (for the cluster trials) or as an individual (social trials). Both trials have a limited number of spaces available and minimum numbers will be set in advance. This will give the project a focus around local communities, and social media will be an effective channel for such an approach. The onus will be on communities themselves to identify the desired number of people who would be interested in taking part in a trial. Communities where local residents have already worked together on low carbon or other projects, provide good examples. Engaging with, for example, the Chair of a social housing group or community group will be ideal as they should know the area, the people within it, and be able to champion the trial offer.7

When a ‘champion’ is identified within a potential cluster, EA Technology and the project partners will work with that person(s) to engage with the local community in order to find ten or more people interested in taking part in a trial.8

There are a number of useful learning points arising from the customer engagement approach to date.

Learning: Working with cluster champions

By putting the onus on an individual or community group / climate change forum or similar to go out into the community and find at least nine other people to take part in the cluster trials ensures that that cluster champion has the enthusiasm and dedication to the project to make it happen – if sufficient interest allows. It works well because, ostensibly, people feel more comfortable being engaged with through a member of the local community, rather than a call centre or ‘faceless’ organisation that has no connection to where they live. Contact within the community, through cluster champions, has been and will continue to be through dropping leaflets through doors, putting up posters in local shops and community centres. The approach is managed carefully in

6 My Electric Avenue (I

2EV) Customer Engagement Plan, p.9


2EV) Customer Engagement plan, p.6


2EV) Customer Engagement plan, p.9


18

agreement with EA Technology in each local area to ensure that all publicity about the project and supportive action by cluster champions (whether an individual or community group) is kept to a minimum – e.g. first leaflet contact through doors, followed by second leaflet drop when EV test drive date set following critical interest in the trials in that locality. Learning: Tailored approach to marketing materials

The project team is working with each emerging cluster using a tailored approach where necessary, for example supplying marketing materials to support the cluster champion, (whether that is an individual or community group of some sort). In some cases we have tailored the generic project flyer that gives outline details of the project and how to get involved, the benefits of the trial package etc. to include the cluster champion’s contact details; some people feel more comfortable contacting someone locally rather than, again, a ‘faceless’ organisation. We have also produced specifically tailored letters inviting people to local EV test drive events. In some emerging clusters, the cluster champions have distributed the flyers / letters themselves, or we have paid a nominal fee to have them inserted into the local newspaper or to be distributed. Posters are also supplied, promoting both the project itself and any local EV test-drive events that we have organised with the support of the cluster champion.

Project Posters

Customisable Project Flyers

My Electric Avenue Website: Contains an overview of the project plus detailed FAQ

Figure 2: Just some of the marketing materials for the project


19

Learning: Meeting face to face (building relationships)

This engagement approach is the ideal in each emerging cluster situation and has worked well where time and resource has allowed. This facilitates and promotes building up a strong relationship with the cluster champion; one particular scenario where this has been of great benefit to the development of a cluster is in Hyde, New Forest.

Case study: Hyde District Climate Change Forum (HDCCF) Upon approval of the Customer Engagement Plan, the project team engaged with Hyde District Climate Change Forum and met face-to-face, following a Skype meeting. HDCCF fielded one main point of contact to streamline the communications process; this main contact managed the Q&A process early on in the engagement process by collating all questions and submitting them to the project team in one go. This has supported resource efficiency; all questions received have been incorporated into the main FAQs (on www.myelectricavanue.info). The group has been being proactively engaged and distributed flyers to over 200 properties in their locality to drum up interest in the trial programme. We provided information on the LV feeder network in advance and so HDCCF was able to target houses on a small number of LV feeders in the locality. 14 registrations of interest were received, which led to a member of the project team presenting to the HDCCF and to six of those who had registered interest. This in turn has led to an EV test drive event being set up for those 14 people on 23 June 2013. The 14 people live on two adjacent LV feeders; the next stage is to work with SSE to assess the feasibility of rearranging the network. Learning: In this case, the ‘cluster champion’ is a Climate Change Forum, who is already active in their community and known to customers. Hyde District is familiar with the concept of community involvement through low carbon schemes and the engagement process under the I²EV (My Electric Avenue) project has been a natural extension of this. HDCFF were keen on leading the local engagement from the outset; this has reaped rewards and is on target to be one of the early clusters signed up, subject to network capacity and rearrangement options.

http://www.myelectricavanue.info/


20

Learning: I²EV (My Electric Avenue) EV road show test drive events

A series of I²EV (My Electric Avenue) EV road show events has been underway since early May 2013. This has proved to be a key tool in engagement, particularly where the events have been organised as a result of existing emerging cluster activity in that locality. The table below outlines the events schedule and notes the origin of the event.

Table 5-1: Roadshow Test Drive Events

Date Venue Summary and key learning points

2 May EA Technology ‘Dry run’ EV test drive event at project team HQ – to mitigate against risk of

unforeseen organisational and operational issues during ‘real’ road show events.

Potential audience reach: 180 (received information about event)

Attendance: 20 people engaged and 7 test drives.

Key learning: One person needed to organise paperwork (test driver perception

questionnaires and driver insurance and indemnity cover forms); rolling format of

regular presentations and Q&A sessions works well.

Cluster potential: N/A

10-11

May

SSE Penner

Road,

Portsmouth

SSE staff – 2,000 employee potential audience. Run over a Friday and Saturday;

small number of high potential cluster champions. Good uptake of EV test-drives.

Potential audience reach: 2,000

30 people engaged and 14 test drives.

Key learning: Pre-publicity of event essential and signage on event days crucial to

pulling audience in to presentations.

Project flyers given out on the day to cluster champions meant that community

engagement work could start immediately and impetus of interest (on cluster

champions’ behalf) could be maintained.

All test drivers and registered interest followed up on Monday 13 May – best

practice in terms of customer engagement.

Cluster potential: 1

18-19

May

Bracknell Bracknell Forest Council provided a letter of support for the bid submission; the

project team followed up post CEP approval and met with the contact at the

Council – this led to the event and enthusiasm to work with the team to support

cluster identification and the EV test drive event; SSE’s Thames Valley Vision

project – Your Energy Matters Centre acted as host for the two day event, see

Figure 3.

Potential audience reach: 2000 Council employees and 60 members of the public.


Key learning: this was the only ‘true road show’ event where the audience was


21


borough-wide rather than emerging cluster / organisation –based.

Pre-event engagement with local Councillors and attendance of Dr Philip Lee MP

offered good profile for the project.

Collaboration between two Tier 2 LCN Fund projects worked well and supports

budget efficiencies (i.e. using Thames Valley Vision’s’ Your Energy Matters Centre

as the host base for the road show event).

Cluster potential: 1 via Facebook subgroup

21

May

Watlington Evening EV test drive event for emerging cluster participants. The cluster

champion is an SSE employee and has generated 9 cluster leads. Organisation of

the event was undertaken by Fleetdrive Electric who also led the event.

Potential audience reach: 8


Key learning: Keeping it simple works well. Fleetdrive Electric took along an EV for

an informal test drive evening. Highly effective in terms of securing engagement

and in cost terms.


31

May

Bramley, nr

Basingtoke

Pre-event leaflet and flyer drops to 1,000 households; posters in local shops and post office.

Potential audience reach: 1,000

20 people attended the event and engaged; 3 test drives and second Nissan LEAF on show for people to look at and sit in etc.

Key learning: The leaflet drop worked well. Some people had already driven an EV, which helped them engage with the project and its aims.

The Village Hall worked well as an event venue.

Cluster potential: unknown, completing LV network diagram dissemination

1 June East Oxford Event organised as a result of identifying an emerging cluster in the area and having a strong cluster champion. Keen also to capitalise on staff resource being in the area over that weekend and maximise reach of road show. This event was slower although may have reached out to more people than expected. Those who came were keen. Off road parking will be a problem in Oxford.

Potential audience reach: 3,000 local news readers, plus 30 members of the public


Key learning: Pre-event article in local a paper advertising the event helped. The team took the opportunity to leaflet a farmer’s market on the day – flexibility in approach is essential to maximise opportunity for audience reach.



22


2 June Chale, Isle of

Wight

Strong cluster champion and highly organised and effective pre-event publicity

through targeted leaflet and letter drops in the local area meant that this event

was well attended, by people seriously interested in taking part in the trials.


Key learning: Again, a dedicated and proactive cluster champion is the mainstay of

successful cluster development.

Cluster potential: at least 1

22

June

Medstead To be held: EV test drive event organised as a direct result of a proactive and fully

engaged cluster champion in Medstead. Leaflets, letters and flyers, and posters

have been distributed with both general project information and specific event

information.

23

June

Hyde, New

Forest

To be held: organised as a result of proactive interest through the Hyde District

Climate Change Forum; specific areas have been targeted with letters inviting

people across two LV feeders to the event; those people have already registered

interest. High cluster potential subject to network capacity checks.

4-5

July

SSE Perth To be held: potential audience 2,000 SSE employees.

18 July Drayson

Racing

Technologies,

nr Oxford

To be held: 17 people have registered interest and high potential to be first work-

based cluster. Again, a cluster champion has done the ‘on the ground’ work in

distributing flyers to his and adjacent companies on the same LV feeder.

Figure 3: Bracknell Roadshow Event


23

A key area of learning came early on in the process; the ‘dry run’ test drive event at EA Technology instilled confidence and provided the project team with a clear idea of timings and paperwork required, and organisational methodology to assist with the smooth running of future road show events – primarily to benefit the customer experience during those events. A broad team of people within EA Technology has run the events, working evenings and weekends. We have operated flexibly, recognising that customer engagement and the establishment of clusters is critical to the success of the project - it is not the role of a single individual or small department. Again, the support of local cluster champions is proving key to well attended EV test drive events. It is the people ‘on the ground’ in the local community, who are taking the lead and delivering the project message and trial offer to neighbours and others within the vicinity.

5.2 An overview of the Project’s overall approach to capturing the learning and disseminating

Learning is captured in a learning log that is kept updated on a monthly basis and as required. The project has ensured dissemination of documentation, reports and key deliverables through a variety of mediums in addition to the requisite process for submitting documents to Ofgem. EA Technology strategically manages dissemination with support from Automotive Comms, an EV communications specialist. A contacts list has been developed to capture stakeholders from Ofgem, all GB DNOs, project partners, energy sector, Government bodies plus other relevant organisations. Dissemination routes for the SDRCs have been and will continue to be through press release to media contacts, branded email with link to press release on www.myelectricavenue.info to all contacts, together with links through the project’s social media outlets (LinkedIn, Twitter and Facebook. The first project newsletter will be disseminated to all contacts on 18 June 2013; going forward this act as another tool for dissemination of documentation, reports and key deliverables.

5.2.1 SDRC 9.1

Dissemination of SDRC 9.1 took place on 27 March 2013. The dissemination routes were:

1) Press release - sent to 80 media contacts (trade, sector and national titles)

2) Branded email - sent out to 475 contacts (Ofgem, all GB DNOs, DECC, OLEV, ENA, TSB,

National Grid, consultants and other relevant stakeholders)

3) Branded email - sent to an additional 253 EA Technology employees

4) The webpage for the project went live under the brand name My Electric Avenue -

www.myelectricavenue.info and links to the SDRC 9.1. Report on EA Technology’s project

webpage9.






24

5.2.2 SDRC 9.2

Dissemination of SDRC 9.2 was undertaken through the following routes:

1) Press release - sent to 52 media contacts (trade, sector and national titles) on 14 May 2013

2) Branded email – sent to 478 project contacts (Ofgem, all GB DNOs, DECC, OLEV, ENA, TSB,

National Grid, consultants and other relevant stakeholders) on 16 May 2013

3) Branded email – sent to 246 EA Technology staff worldwide on 16 May 2013

4) LinkedIn – link to press release on www.myelectricavenue.info posted on My Electric Avenue

Group (75 members) on 16 May 2013

5) LinkedIn - link to press release on www.myelectricavenue.info posted on 26 relevant sector

groups on 16 May 2013

6) Link to press release tweeted on Twitter via @MyElectricAve on 16 May 2013

5.2.3 I²EV (My Electric Avenue) project media launch

The official media launch of the I²EV project under the brand name My Electric Avenue took place at the Institution of Engineering and Technology, Savoy Place, London on Monday 3 June 2013. It was considered essential to launch the project to a targeted media group at an early stage in the project’s customer engagement, to:

Introduce the project to the media

Lay foundations for on-going media uptake of the project’s ‘story’, key successes and

learning

Maximise potential trial participant interest in the project

15 key media titles attended the launch event, with the project partner panel fielding questions. A ‘contract’ signing ceremony also took place to signal all project partners’ commitment to the project, whilst all attendees could take the opportunity to look at a Nissan LEAF outside the building.

Figure 4: Project Media Launch, The IET, Savoy Place, 3rd

June 2013

The I²EV (My Electric Avenue) project benefits from strategic communications direction from Automotive Comms, a specialist in the communications and the low carbon vehicle sector. This ostensibly unique skill set combination has already reaped huge rewards for the project in brokering strategic sectoral connections (with, for example, the chair of the SMMT) and utilising connections




25

to ensure that the launch event was a well-attended success. The success of the events may be evidenced by some of the early press coverage (3-4 June 2013):

Energy Live News10

Green-Car-Guide.com11

Autocar12

The Green Car Website13

5.3 The main activities towards third parties which have been undertaken in order to disseminate externally the learning mentioned in 5.1

To date the main approach taken to disseminate learning externally has been to project partners at monthly meetings and globally through social media such as LinkedIn and Twitter. This activity will ramp up with the first newsletter and subsequent newsletters (six per year scheduled) to all project contacts and stakeholders. The LCN Fund conference will provide a key platform on which to disseminate learning to the wider DNO audience. The project has secured a presentation session to specifically share learning around customer engagement.

5.4 Internal dissemination activities by project leads

5.4.1 EA Technology – Internal Dissemination

EA Technology, as third party delivery body for the I²EV (My Electric Avenue) project, recognises the value in and need for disseminating information about the project to its employees. Internal dissemination has been through presentations and all staff emails; internal dissemination through visual marketing also acts as an information conduit to GB DNOS who visit the EA Technology site at Capenhurst. The main routes for internal dissemination of the project are:

• EA Technology website: hosts a dedicated page14 to the publically branded My Electric

Avenue project, together with all key documents related to the project

• EA Technology website: runs every press release on its homepage15 that is related to the

project

10 http://www.energylivenews.com/2013/06/04/would-you-and-your-neighbour-like-a-free-electric-car/

11http://www.green-car-guide.com/my-electric-avenue-is-looking-for-100-neighbourly-drivers-to-trial-electric-

cars.html

12 http://www.autocar.co.uk/car-news/motoring/leaf-smart-charging-trial-scheme-revealed

13http://www.thegreencarwebsite.co.uk/blog/index.php/2013/06/04/your-chance-to-help-test-smart-

charging-technology-and-drive-a-nissan-leaf-ev/


http://www.energylivenews.com/2013/06/04/would-you-and-your-neighbour-like-a-free-electric-car/

http://www.green-car-guide.com/my-electric-avenue-is-looking-for-100-neighbourly-drivers-to-trial-electric-cars.html

http://www.autocar.co.uk/car-news/motoring/leaf-smart-charging-trial-scheme-revealed

http://www.thegreencarwebsite.co.uk/blog/index.php/2013/06/04/your-chance-to-help-test-smart-charging-technology-and-drive-a-nissan-leaf-ev/

http://www.energylivenews.com/2013/06/04/would-you-and-your-neighbour-like-a-free-electric-car/



http://www.autocar.co.uk/car-news/motoring/leaf-smart-charging-trial-scheme-revealed





26

• EA Technology social media: runs project-related news through Twitter and LinkedIn

pages

• Bid development stage: the EA Technology I²EV bid manager presented the project at

bid stage to the Future Networks Directorate at an all staff meeting on 5 July 2012

• Marketing materials: project flyers displayed in reception area and ‘melting pot’ area for

visitors; posters displayed along main corridors throughout the building; banner stand

displayed in reception area

• Dry run test drive event: this was held on 2 May 2013 and was publicised to all staff via

email in the run up to the event. Presentations detailing the project throughout the day

were given to 30 employees in total; 7 employees took EV test drives

• SDRCs 9.1 and 9.2: The press release and links to the SDRCs were sent to all EA

Technology employees (246 ) via all staff emails on 27 March 2013 and 16 May 20123

respectively

• EA Technology newsletter: article on I²EV (My Electric Avenue) has been submitted for

inclusion in the next issue of the EA Technology newsletter; this has a global

dissemination audience and goes to all staff in the company plus a wide range of its

customers

5.4.2 SSEPD – Internal Dissemination

SSEPD has, and continues to, draw upon a pool of in-house experts. This approach seeks to utilise a wide body of knowledge whilst also disseminating project findings and progress to this broad group of people through a natural process of persistent contact. This approach is additionally supported through a range of communications platforms designed to keep the general business engaged in the project. These include:

• Website: project is listed as one of key projects on SSEPD's innovation page16,including

links to the project website

• Intranet: article highlighting project and road shows was hosted on SSE's intranet

• Internal paper: articles published in internal newspaper 'SSE news' which has company-

wide circulation

• Social media: milestones and project-related news run through SSEPD and SSE Twitter

pages

Marketing materials: flyers raising awareness of project and encouraging participation have been displayed in various areas around several sites.

15 http://www.eatechnology.com/news/my-electric-avenue-seeks-ev-trial-drivers-

16 http://www.ssepd.co.uk/HaveYourSay/Innovation/Portfolio/

http://www.eatechnology.com/news/my-electric-avenue-seeks-ev-trial-drivers-

http://www.ssepd.co.uk/HaveYourSay/Innovation/Portfolio/


27

6 Business case update

At the time of writing, there have been no changes to the anticipated benefits to be gained by the Project.

7 Progress against budget

It should be noted that the below expenditure progress is compared against the budget detailed in the version of the Project Direction issued in December 2012 and valid at the end of May 2013.

The overall project expenditure to date and projected forward remains on budget and within the budgetary restrictions outlined in the Project Direction. The spreadsheet error identified following the re-submission but prior to project award and subsequent agreement of the Project Direction means a change request to the Project Direction will be submitted in the next reporting period as discussed in December 2012. Consequently, analysis of the variances within specific budget lines would not be a meaningful exercise at this time.

Stage-gate release of funds as per the Project Direction is being tracked and the project plan remains within these limits.

Table 7-1: Progress against budget

Cost Category Project Direction Budget(£k) Progress Against Budget (£k)

(31st

May 2013)

Labour 222.25 28.8

Novel commercial agreement 19.92 0.00

Customer engagement 1.27 0.00

Establishment of Customer / Cluster trials 0.00 0.00

Integration of the Technology with charging points

0.00 0.00

Install technology and charging points 37.44 0.00

Monitoring the trials 16.06 0.00

Trial participant interviews 1.28 0.00

Project recommendations and implementation

6.73 0.00

Dissemination 30.48 2.17

Programme Management 109.07 26.7

Equipment 484.71 0.00


Contractors 3120.44 290.32

Novel commercial agreement 194.05 81.85

Initial background - evaluation of initial trial 14.48 8.03

Customer engagement 209.08 77.92

Integration of the Technology with charging 42.99 0.00


28

Cost Category Project Direction Budget(£k) Progress Against Budget (£k)

(31st

May 2013)

points




Trial participant interviews 202.36 0.00

Network Modelling 214.84 0.00

Consultation with EV manufacturers - cycle times

33.16 0.00

Project recommendations and implementation

273.23 0.00

Dissemination 230.73 50.96

Programme Management 595.62 71.56

IT 3.27 0.00


Travel & Expenses 107.43 0.00



Payments to users 311.76 0.00


Project Contingency 112.58 0.00

Contingency 400.40 0.00


Project Contingency 318.32 0.00

Decommissioning 26.29 0.00


Other 72.88 0.00


Total 4,749.43 319.12

8 Bank account

The bank account statement for the project, for the date range 1st March 2013 to 11th June 2013 is attached in Appendix B.


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9 Intellectual Property Rights (IPR)

9.1 Current Reporting Period

Learning generated as part of the work developing the Novel Commercial Arrangement has been provided to the LCN Fund, Ofgem and the wider community as part of the SDRC 9.2.1 documentation. IP specifically generated covers the following knowledge items:

Supporting Guidance for the I²EV Novel Commercial Arrangement

o Document detailing the structure of the commercial framework and supports the

use of the contract template.

Management and Delivery Document

o Document defines how the I²EV (My Electric Avenue) project will be managed and

delivered using the developed commercial framework.

Principal Contract Template

Task Order Template

There has been no IP generated that relates to technical development, or operational procedures.

9.2 Next Reporting Period

No IP is forecast to be generated within the next reporting period. If sufficient clusters sign-up to enable authorisation for cluster establishment, learning and associated IP relating to the implementation of the Esprit technology (Application IP) on DNO networks is expected to be generated as a result.

For the avoidance of doubt, the Product IP (algorithms, system architecture, etc. contained within Esprit), are being funded by EA Technology, outside the LCN Fund, and will therefore not be released as part of the I²EV (My Electric Avenue) project.

10 Other

None.


31

Appendix A. Risk Register v4.7

Risk Identification Risk Category Risk Details Likelihood Severity Mitigation MeasureMitigation

AppliedOwner Likelihood Severity

001 Technical

Limited results (insufficient data gathered) from the

trial project make it more difficult to determine

technical and commercial viability and hence

justification to continue with the project.Probable Severe

Esprit trial will provide indication of expected results

and guide measurements required. 6 monthly

reviews of data being gathered to determine

useability and highlight additional data requirements

where applicable.

No EA Technology Unlikely Severe

002 Technical

Esprit trials fail due to unforseen issues cause delay

to the overall programme and loss of confidence in

product. Possible Moderate

Laboratory testing to date gives no reason to expect

problems with the system trials.Yes EA Technology Unlikely Moderate

003 Technical

User clusters prove unsuitable to trial product

effectively resulting in insufficient data being

gathered from loading scenario.

Probable Moderate

Liaise with as many partner and supporting agencies

as possible to maximise exposure and contact to

target audience groups. Significant discussion already

undertaken with Fleetdrive, Nissan and County

Councils.Ongoing EA Technology Possible Moderate

004 General Public

Lack of buy-in from customers for trial participation

prevents sufficient numbers of EVs being utilised to

provide adequate data. This limits results and hence

available, useful data or causes the trial to be

extended resulting in delays and additional costs. Probable Moderate

Early discussions with Nissan & FleetDrive have

resulted in sufficients quanitites of EVs promised at

sufficiently low monthly costs to provide good

incentives to customer participation.

FleetDrive's business is also to identify, target and

engage customers.

Yes

FleetDrive

Nissan

EA Technology

Unlikely Moderate

005 Technical

Network issues/data gathered during the trials,

indicate that installation on anything other than

laboratory or small scale testing require major

alterations to existing networks.Possible Severe

Initial tests and domain knowledge give no indication

that this will be an issue but planned Esprit trial will

determine viability in the context of wider network

applicability beyond the already undertaken

laboratory testing.

Ongoing

FleetDrive

Nissan

EA Technology

Unlikely Severe

006 Business (Contractor/Supplier)

Lack of buy-in from project partners.

Possible Moderate

Unlikely as letters of support already received and

companies already investing staff time in the project.

Shared risks and benefits/profits agreed where

applicable and long term benefits identified for all

parties.

Yes EA Technology Unlikely Moderate

007 Business (All)

Availability or loss of key resources.

Possible Moderate

Consider succession strategies; identify and ensure

suitable knowledge transfer and training to potential

replacements.Ongoing All parties Possible Low

Post-MitigationPre-Mitigation


32



008 General Public

Failure to identify/engage suitable clusters (10 - 20

EV drivers per feeder) potentially leading to delays in

trial instigation, reduction in cluster sizes (and hence

useful data). Net impact of reduction in confidence

of results.

Probable Moderate

Identify as many potential sites as possible to

maximise chances of sufficient cluster sizes and

begin liaison with community groups and local

councils to gain their support. Ongoing EA Technology Probable Moderate

009 Business (Internal)

Failure of project to adequately cover lease hire costs

so customer uptake insufficient preventing

reasonable data gathering from trial.Probable Moderate

Negotiated significant reduction in normal rates for

lease of Nissan Leaf EV.

Yes EA Technology Possible Moderate


EV Supplier does not engage with project resulting in

inability to test proposed system with EV vehicles.

Possible Severe

- Nissan have already provided a letter of support for

the project so risk unlikely to occur.

- Nissan signed MoU.

- Risk to be revisted in the event sub-contract is not

signed by Nissan.Ongoing EA Technology Unlikely Severe


EV Supplier fails to deliver Evs and associated

chargers to test site locations resulting in delays to

the trials and loss of credibility with trial participants.Possible Moderate

Strong workinging relationship being developed with

Nissan and FleetDrive to ensure smooth delivery.Ongoing EA Technology Unlikely Moderate

012 Technical

PLC cannot be fitted in substations or communication

medium fails. Unlikely Moderate

Esprit system is capable of using other

communication methods (such as GSM) if necessary. NoEA Technology

ANDTrUnlikely Low

013 Technical

Temporary charging point installations cannot be

fitted in homes.Possible Moderate

No mitigation possible.

Dependant on houses to be involved in the trial.No

EA Technology

Nissan

ZCF

Possible Moderate

014 Technical

Controlling of chargers is not possible or switching

off all chargers is required to meet thermal limits of

a feeder. Possible Moderate

Undertaken desktop studies to determine

effectiveness of the controlling of chargers.

Indications are that shifting charging will provide

significant head-room for feeders.

Yes EA Technology Unlikely Moderate

015 Technical

Equipment (cars/chargers/data monitors etc. ) is

more expensive.Probable Moderate

Discussions undertaken with all parties on-board in

order to allow utilise costs that are as accurate as

possible. Yes EA Technology Possible Moderate

016 Technical

Results from other related projects (EV) having less

positive results than anticipated.

Possible High

Ensure a good working knowledge of the national

picture and similar projects.

Once Esprit trial is underway expectations of results

and changes to result in more appropriate tesing can

be undertaken.

Ongoing All parties Possible Moderate



33



017 Technical

Other forms of transport becoming increasingly

attractive, reduced rail fares, lower petrol costs etc.Possible High

No mitigation possible.

Changes to current transport policies unlikely. Prices

of fuel and public travel costs unlikely to reduce. No All parties Unlikely High

018 Technical

Impact of external factors economic, regulatory,

environmental. I.e. EV uptake is slow and not enough

are available to trial. Possible Moderate

Nissan already agreed to work as part of the trial

team.Yes EA Technology Unlikely Moderate

019 Technical

Technology only works with Nissan EVs & associated

charging methodology.Possible Severe

Engage with other EV manufacturers to ensure that

the Technology with be compatible with their current

and planned products. No EA Technology Unlikely Severe


No access to network/utilisation data due to resource

shortages within the DNOs participating in the trials.

Probable High

Ensure regular updates meetings/teleconferences

held between all parties to discuss adherance to the

project plan and ensure resources are planned to be

available when required. Resourcing concerns to be

raised as soon as practicable and evaluated for

impact to the project plan.

Ongoing All parties Possible Moderate


EATL unable to provide sufficient resources in the

timescales necessary to deliver the project.

Possible High

Active recruitment of additional staff is currently

underway. Planning of the project to allow for

anticipated resource availability as far as is

reasonably practicable.Yes EA Technology Possible Moderate


EATL spend more time project managing due to the

risk above occuring.

Probable Moderate



project plan and identify risks and blockers to

progress of the project.Ongoing EA Technology Possible Moderate

023 Business (All)

Due to the nature of the project (research trials into

new, experimental technology) it is reasonable to

assume that risks that have not been specifically

forseen will occur. This line allows for the impact of

currently unforseen risks.

Almost Certain High



project plan and identify risks and blockers to

progress of the project. Ongoing All parties Almost Certain Moderate

024 General Public

Customer Recruitment

Reaching the target of 7 clusters of 10 participants

within the 12 month period outlined in the project

direction.Probable Severe

Develop mitigation plan, specifically focussing on this

risk.

"Cluster Participation Mitigation Plan."

- Significant interest received by the project since

approval of the customer engagement plan and

creation of the website.

Ongoing EA Technology Possible Severe



34



025 General Public

Volunteers for project participation fail credit checks

and prevent sufficient clusters from being

established.Possible Moderate

Discuss with Fleetdrive Electric the specifics of the

vehicle ownership model and gain clarity on exactly

how they expect the rental agreement model to

operate.

YesEA Technology

Fleetdrive ElectricPossible Moderate

026 Business (All)

Insufficient funding available in budget.

Probable High

- Re-forecast task expenditure by category for

resubmission of Project Direction criteria.

- Analysis and planning of individual tasks to

determine necessary budgets.

- Fixed price contracts from some suppliers have been

quoted at lower than the amount forecast in budget.

Ongoing EA Technology Possible High

027 Business (All)

Interest rate risk arising from the interest

expectations made by Ofgem. Almost Certain High

- SSEPD to discuss with Ofgem, ENA and other DNOs

the implications and potential mitigation measures

for this and all other Tier 2 bids.

Ongoing SSEPD Almost Certain Moderate

028 Business (Client)Failure to meet SDRCs results in loss of bonus

payment.Possible High

- Effective management of resources and risks.Ongoing EA Technology Possible Moderate

029 Business (All)

Restriction on available funding until specific project

partners have signed contracts prevents full focus

being applied to customer engagement and fully

establishing the project. Risk exacerbated by the

time anticipated to create the Novel Commercial

Arrangement and generate the associated

documentation.

Almost Certain High

- Interim 'Phase 1' contract;

- Careful focus of funding to maximise benefits to

customer recruitment.

Yes EA Technology Almost Certain Low

030 Technical

Security risk from data transmission.

- Data can be intercepted.

- Data can be blocked from receipt.

Possible Moderate

Penetration tests to be undertaken.

OngoingEA Technology

ANDtrUnlikely Moderate

031 Technical

Interference with other company communications

over the cables?

- Network over powerline;

- Child monitors etc.

Unlikely Moderate

Alternative communication methods to be considered

such as GSM/GPRS.No EA Technology Unlikely Low

032 Business (Client)Regulatory licence problems (risk of preventing

competitors undertaking similar trials).Possible Moderate No EA Technology Unlikely Moderate

033 Business (Client)

Increased risk of theft/vandalism of substations due

to increased equipment value. Unlikely High

Unlikely to occur as the relative value increase of

equipment within substations will be low. No

SSEPD

EA Technology

Northern Powergrid

Unlikely High

034 General Public

Management of customer expectations; general

public do not appreciate that they may not be eligible

for cluster establishment.Possible Moderate

- Criteria/transparent process for selecting

applicants.

- Ability to participate in social trials.

- Runner-up prizes.

No

EA Technology

Automotive Comms

Fleetdrive Electric

Zero Carbon Futures

Possible Moderate



35




Project Timeline: Critical tasks and delieverables not

achieved in line with Project Plan.

Probable High

-Highlight critical tasks / deliverables and review

process timescales.

- Provide a schedule of anticipated document delivery

in order to plan suitable resource availability.

- As much notice as possible will be provided

regarding individual documents, with requirements

for authorisation and impact of these dates being

missed.

- Rolling schedule will be provided for near future

months.


036 Business (All)

Possibility that SSEPD Steering Group members do not

understand all details of Project Specific risks due to

lack of direct, day-to-day involvement in the project.Possible High

EATL staff (Dave A Roberts) to attend Steering Group

meetings and maintain regular contact with SSEPD

counterparts to minimise the impact of any mis-

communication.

Ongoing EA Technology Possible Moderate

037 General Public

Exit strategy for managing participants who need to

leave the project.

- Loss of job,

- Move house.

Possible High

- One charge point per participation per property (if

one property leases two cars then two charge points

can be provided);

- If move house, lose the car and this will be

'returned' to project pool unless moving to another

established or forming cluster.

- Project Direction / SDRCs require establishment of

clusters to have 10 participants, not required to

maintain 10 per cluster for the full project;

- Consider specifics of individual feeder clusters to

ensure each feeder does not fall below minimum

threshold for useful data to be gathered from the

project.

- Discuss legal specifics with Fleetdrive.

NoEA Technology

Fleetdrive ElectricPossible Low

038 Technical

Access to, and quality of GIS and network data or

significant effort required to identify and gather the

required information. Probable High

All available information can be provided from SSEPD

and Northern Powergrid data. Drawings cannot be

fully relied upon without site surveys to verify details

and phasing information is not available.

Ongoing

EA Technology

SSEPD

Northern Powergrid

Probable Moderate

039 Technical

Lack of pre-Esprit installation data for pre-trial

comparisons.Probable Moderate

Plan to install Esprit control unit in substation prior to

delivery of EVs to participants. This will provide data

on baseload of feeders.No

EA Technology

SSEPD

Northern Powergrid

ANDtr

Unlikely Moderate



36



040 General Public

Loss of fully engaged clusters due to lack of funding

availability. There is a high risk that clusters will be

signed-up to participate in line with the SDRC criteria

but if funding is not released for a significant period

of time the cluster members will not participate when

required.

A secondary element of risk relates to current ‘near’

clusters that may not achieve the full 10 participants

required per low voltage feeder to class as one of the

initial ‘7 clusters of at least 10 participants.’

Delaying implementation of such clusters however

creates the risk that no potential participants,

currently willing to participate, be open to forming a

smaller cluster at a later date. Clusters in this

situation would still be valuable to form part of the

required 100 participants signed-up.

Potential impacts from the above risks include:

• Not meetings SDRCs as currently willing clusters

become reluctant to participate.

• Bad publicity from potential cluster participants

who do not eventually form a cluster.

Probable High

- Work to deliver sufficient clusters to Ofgem for

funding requests sufficiently early to enable funding

release.

- Maintain customer engagement throughout process

to reduce chance of customer's 'leaving'.

- Gain clarity from Ofgem as to the necessary

requirements to gain release of funding under the

Project Direction v1.10, Chapter 8, paragraphs (vi)

and/or (ix).

Ongoing EA Technology Probable High

041 Technical

Esprit fails and causes low voltage events or power

failures.

Possible High

- First choice feeders will be limited to feeders that

are believed to be able to handle 10 EVs without

Esprit.

- Second choice would involve phased

implementation to allow monitoring of limits in

parallel with frequent discussion with Ofgem to push

for reduced participation requirements for feeder

cluster.

- Esprit is designed such that the intelligent sockets

prevent operation of any connected device, in the

I²EV project an EV charging point, if contact is lost

with the substation control unit.

Ongoing EA Technology Possible Moderate


Trial partners / suppliers miss an appointment slot

with trial participants.

Possible High

SSEPD to provide specifics of the requirements that

must be adhered to by all partners and suppliers for

inclusion in the contracts.

(Require this information from NPG as well for

inclusion in contracts in preparation for undertaking

working in NPG area.)

OngoingEA Technology

SSEPDUnlikely High

043 TechnicalExcess callouts by participants due to 'failures.'

Possible HighInvestigate building checks into the process, (status

lights at each stage).Ongoing EA Technology Possible Moderate

044 General Public

PLC causes perceived health issues.

Possible Moderate

Ensure pre-prepared, rational, consistant message

ready for dissemination either via letter, phone or in

person.

No EA Technology Possible Moderate



37



045 Technical

Cross polarity issues.

Possible Moderate

Cross polarity issues will only be an issue in the

event that installation or subsequent work under

previous, non-I²EV related tasks has been incorrectly

carried out. To mitigate against this possibliity within

the project, work in the I²EV project to be undertaken

by suitably competant contractors, awarded the work

via a competitive tender process.

Ongoing EA Technology Unlikely Low

046 Technical

Rise of earth potential.

Unlikely Moderate

Unlikely to occur as a result of charging point

installation if electrical system in property and

surrounding area is correct and in a good state of

repair. To mitigate against this possibliity, work in

the I²EV project to be undertaken by suitably

competant contractors, awarded the work via a

competitive tender process.

Ongoing EA Technology Unlikely Low

047 Technical

Long term safety of operation, e.g. overheating.

Unlikely Low

- The Espit 'system' will be enclosed in a sealed,

hardened plastic case to prevent any equipment

failures causing damage to surrounding

infrastructure.

-The equipment specification will ensure suitable

safety measures to disable equipment if deemed

necessary.

- A heat sensitive observation strip will be located on

the outside of the unit to alert the trial participant

that a significant overheat event has occurred. The

participant will be informed that in such an event,

they should stop use of the charging point and

immediately call the project help line number and a

representative will be despatched to investigate.

No EA Technology Unlikely Low

048 Technical

External factors prevent operation of Esprit, e.g.

Lightning Strike.

- Esprit fails and prevents charging;

- Esprit fails and prevents control unit from stopping

charging potentially allowing an overload of the

network.Possible Moderate

- Esprit is designed such that the intelligent sockets

prevent operation of any connected device, in the

I²EV project an EV charging point, if contact is lost

with the substation control unit.

- In the event of a lightning strike or similarly

disruptive event, all charge points will default to 'off'

preventing a network overload as a result of the

project equipment.

- Methods to override the 'default off' setting exist

but will not be available to trial participants.

No EA Technology Possible Low

049 Technical

Operational changes affect operation of Esprit.

- Closure of NOP causes controller interference. Unlikely Low

- Rearrangement of local networks should not occur

without respective design teams accounting for the

project equipment.

No

EA Technology

SSEPD

Northern Powergrid

Unlikely Low


Additional costs, reputational impact for SSEPD etc

from majority of currently identified clusters being

located in North-East.Probable High

Focus on SEPD areas first in order to maximise

potential for clusters to be established in their areas.

Note: Whilst still a possibility, significant levels of

interest now received from SSEPD areas.

No EA Technology Possible High



38



051 TechnicalDimensions of boxes causes problems due to lack of

available space in substations.Possible High

External rating for mounting units outside the

substation.No EA Technology Possible Low

052 Technical

Equipment disruptively fails in substation.

Possible High

Provide clear instructions for maintenance crews

(laminated guide in substations).

• Possibly override system if loading is light (e.g. in

summer)

• Installation of a spare charger on another feeder

No EA Technology Unlikely High

053 Technical

Equipment fails on customer premises.

Possible High

Alternative solutions;

• Use of original car – payment for petrol.

- petrol/diesel hire car - payment for petrol.

- taxi to destination;

- taxi to own car.


054 Technical

Level of access to substations; necessary staff have

sufficient access to substations in the relevant

network areas.

Probable High

Ensure installation contractor utilised has sufficient

training/clearancefor substation access. (either

through tender process or DNO internal teams).

No Zero Carbon Futures Unlikely High

055 Technical

Recalls of equipment.

Possible High

Asset Management plan to be created. Used to log

and record delivery/locations of charging points and

technology. Recalls conducted more efficiently and

quickly with this information.


056 Technical

Interference with communications on cables -

neighbours or other parties disrupting charging of EV Possible High

Use of alternative comminication methods will be

possible if required. NoEA Technology

ANDtrPossible Low


Nissan Leaf reduced market price - less interest in

'preferential' hire costs with trial Unlikely Moderate

Not deemed necessary to undertake additional

mitigation as the lease rate to be extremely tempting

deal.

No None Unlikely Moderate


Lengthy DOA with Nissan causes delay to recruitment

for social trials Possible High

Consider implementation of data loggers to be

installed on the vehicles in the event data is

unavailable.



Release of new Nissan Leaf model in Summer 2013

could cause lack of interest in the trials which will be

using an older model of Nissan Leaf.

Remote None

Risk no longer applicable as new Leaf (Mk2) has been

released and is now to be utilised by the Project. Yes EA Technology Remote None


Release of new Nissan Leaf model in Summer 2013

could cause potential stock problems for Nissan.

Almost Certain High

Negotiations nearly complete with Nissan to provide

Leaf Mk2 at the same monthly rate as intended for

the Mk1.

Risk can be closed completely once sub-contract is

signed between EA Technology and Nissan.

YesEA Technology &

NissanPossible Moderate

061 General Public Risk merged with Risk 040 and closed. Probable High Risk merged with Risk 040 and closed. No EA Technology Probable High

062 Technical

- Estimated that 50% of domestic installs are complex

requiring additional effort and cost to complete the

installtion.

- Estimated that 50% of business cluster installs are

complex requiring additional effort and cost to

complete the installtion.

Almost Certain Moderate

Management of forming clusters, prioritising those

that are anticipated to be lower difficulty relating to

installation if sufficient quanitities of clusters are

available.No

EA Technology

Fleetdrive Electric

Zero Carbon Futures

Probable Moderate



39

Appendix B. Project Bank Account Statement

The project bank account statement included within this appendix covers the date range from 1st March 2013 until 11th June 2013.

i²ev (my electric avenue) · 13.06.2013 1.6 dave a roberts (dar) 14.06.2013 2.2 dave a roberts...

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