SIRENE: Social Intelligence for Energy Efficient ecosystem

H2020-EE11-2014 Research and Innovation Actions

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Proposal full title: Social Intelligence for energy efficient ecosystems

Proposal acronym: Sirene

Type of action: Research and Innovation Actions

Work programme topic addressed:

EE11 2014/2015 New ICT-based solutions for Energy Efficiency Date of preparation: 05/6/2014

List of participants: Participant no. * Participant organisation name Part. short

name

Country

1 (Coordinator) ATOS Spain SA ATOS ES 2 D’Appolonia SpA DAPP IT 3 FUNDACION TECNALIA RESEARCH

& INNOVATION TECNALIA ES

4 RIJKSUNIVERSITEIT GRONINGEN (University of Groningen)

RUG NL

5 Infili UK Ltd Infili UK 6 INSTITUT MIHAJLO PUPIN iMP RS 7 SangamTech Ltd - LeanCiti LeanCiti IL 8 IRCCS AZIENDA OSPEDALIERA

UNIVERSITARIA SAN MARTINO-IST-ISTITUTO NAZIONALE PER LA RICERCA SUL CANCRO (San Martino Hospital)

USMI IT

9 UNIVERSITA DEGLI STUDI DI GENOVA (University of Genoa)

UNIGE IT


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Table of Contents

1 Section 1: Excellence ____________________________________________________ 4

1.1 Objectives __________________________________________________________ 4

1.1.1 Problem statement ________________________________________________ 4

Background and Limitations of other approaches _______________________________ 4

Why Social networks in Energy saving? ______________________________________ 5

1.1.2 Objectives and results _____________________________________________ 6

1.1.3 Measuring the project success _______________________________________ 7

1.1.4 Why Sirene - Impact of the results ___________________________________ 8

1.2 Relation to the work programme ________________________________________ 8

1.3 Concept and approach _______________________________________________ 10

1.3.1 Sirene approach description _______________________________________ 10

1.3.2 Validation through Pilots and Use cases ______________________________ 12

1.3.3 Positioning of the project and Technology Readiness Levels ______________ 16

1.3.4 Gender analysis and considerations _________________________________ 18

1.4 Ambition __________________________________________________________ 18

1.4.1 Predictive analytics for energy consumption optimization ________________ 18

1.4.2 Demand aggregation and characterization through social networks _________ 18

1.4.3 Business models in energy cost saving and optimization _________________ 20

1.4.4 Positioning and Linking of Sirene in relation to other existing EC projects___ 21

1.4.5 Innovations of the project _________________________________________ 23

2 Section 2: Impact _______________________________________________________ 24

2.1 Expected impacts ___________________________________________________ 24

2.1.1 Contributions towards impacts listed in the work programme _____________ 24

2.1.2 Improving Innovation capacity in Europe _____________________________ 24

2.1.3 Assumptions and external factors that may determine whether the impacts will be achieved ___________________________________________________________ 25

2.1.4 European Energy policy and social impact ___________________________ 25

2.2 Measures to maximize impact _________________________________________ 26

2.2.1 Dissemination and exploitation of results _____________________________ 26

2.2.2 Exploitation of project results ______________________________________ 29

2.2.3 Standardization strategy & activities _________________________________ 32

2.2.4 Innovation strategy ______________________________________________ 34

2.2.5 Intellectual property management ___________________________________ 35

2.2.6 Communication activities _________________________________________ 36

2.2.7 Liaison with other initiatives and projects ____________________________ 37

3 Section 3: Implementation _______________________________________________ 38

3.1 Work plan – Work packages, deliverables and milestones ___________________ 38

3.1.1 Workplan strategy _______________________________________________ 38

3.1.2 Workpackages rationale and Structure _______________________________ 39

3.1.3 Gantt Chart ____________________________________________________ 40

3.1.4 Interdependencies of Workpackages (Pert diagram) ____________________ 40

3.1.5 Work package List ______________________________________________ 41

3.1.6 Deliverables List ________________________________________________ 41

3.1.7 Work packages description ________________________________________ 43

3.2 Management structure and procedures ___________________________________ 56

3.2.1 Description of project management structure and procedures _____________ 56

3.2.2 Quality Management, Communication and Collaboration ________________ 58

3.2.3 Decision process ________________________________________________ 60


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3.2.4 Risk assessment and mitigation plan _________________________________ 61

3.2.5 Innovation Management __________________________________________ 63

3.2.6 List of Milestones _______________________________________________ 63

3.3 Consortium as a whole _______________________________________________ 64

3.4 Resources to be committed ____________________________________________ 66

References ________________________________________________________________ 69

4 Section 4: Members of the consortium ______________________________________ 71

4.1 Participants (applicants) ______________________________________________ 71

4.1.1 Atos Spain S.A. _________________________________________________ 71

4.1.2 D’Appolonia S.p.A. ______________________________________________ 73

4.1.3 Fundación Tecnalia Research & Innovation ___________________________ 76

4.1.4 University of Groningen __________________________________________ 78

4.1.5 Infili UK Ltd ___________________________________________________ 80

4.1.6 Institute Mihajlo Pupin ___________________________________________ 82

4.1.7 SangamTech Ltd ________________________________________________ 84

4.1.8 IRCCS AZIENDA OSPEDALIERA UNIVERSITARIA SAN MARTINO-IST-ISTITUTO NAZIONALE PER LA RICERCA SUL CANCRO __________________ 85

4.1.9 Università degli Studi di Genova ___________________________________ 87

4.2 Third parties involved in the project (including use of third party resources) _____ 90

5 Section 5: Ethics and Security _____________________________________________ 91

5.1 Ethics ____________________________________________________________ 91

5.2 Security ___________________________________________________________ 93

6 Annex I - Letter of endorsement ___________________________________________ 94

List of Tables

Table 1: Measures of Success and means of verification ........................................................................ 8

Table 2: Relevance to the Call Objective EE11-2014 New ICT-based solutions for energy efficiency . 9

Table 3: Contributions towards impacts listed in the work programme................................................ 24

Table 4: Sirene Joint Exploitation plan ................................................................................................. 32

Table 5: Standardization efforts to be addressed in Sirene ................................................................... 33

Table 6 - Communication plan covering multiple channels, audiences & benefits .............................. 37

Table 7 – WP rationale and approach in Sirene project ........................................................................ 39

Table 8: Work package list .................................................................................................................... 41

Table 9: Deliverables List ..................................................................................................................... 42

Table 10 – Overview Responsibilities – Meeting Frequency of Management Bodies ......................... 58

Table 11 – Sirene project roles and responsible partners ...................................................................... 58

Table 12: List of milestones .................................................................................................................. 64

Table 13: Expertise and role of project partners ................................................................................... 65

Table 14: Skills matrix demonstrating the complementary of the Sirene participants .......................... 65

Table 15: Summary of staff effort ......................................................................................................... 67

Table 16: Other direct cost items .......................................................................................................... 68


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1 Section 1: Excellence

1.1 Objectives

1.1.1 Problem statement

Smart energy management networks (including smart grids) are going to be the defacto

infrastructures that will be globally deployed to transmit and distribute energy in cities, plants and urban/rural areas where human behaviour is taking place. This trend is motivated and supported by the fact that interactive information and event capturing in consumption places is of vital importance for the optimization of energy production, transmission and consumption on a local and global scale. However, although the technology is evolving towards facilitating the innovative concepts and approaches of smart energy management networks in many areas (such as metering, monitoring, event gathering etc.), decision support systems still have limitations as far as it concerns their ability to efficiently contribute in an all scale optimization of energy distribution, production and consumption. Moreover, they seem to not optimize appropriately a local-district balance and planning between demand and supply. This is due to the fact that stochastic parameters (such as weather conditions for RES production, consumer behaviour based on district features etc) are factors that substantially influence the mean and instant energy consumption of citizens, but are marginally and not effectively taken into consideration when weighting their impact in the decision support mechanisms. Also, decision support systems should facilitate consumers to adapt their energy use to the available demand, but as yet, little is known how decision support systems can best be developed to assist consumers in the best possible and most persuasive way. In addition, smart grids need to be accepted by the relevant consumers, for example, they should agree with being monitored, or accept the installation of technologies that can steer their energy demand outside their immediate control. As yet, little is known about such social requirements of smart grids, while this information is crucial for the success of smart energy management systems, while various current efforts on Socializing and Gamification are aimed to get consumers into the "smart grid and smart cities environment" and demonstrate benefits in reducing the energy consumption. The main objective of the Sirene project is to provide a new paradigm of ICT based ecosystems that deploy various sources of information from production systems (e.g. SCADA) to smart metering, Internet of Things and social networks in order to achieve higher level of energy efficiency taking into consideration the social behavior of the citizens and their energy consumption profiles. Sirene will rationalize and inter-relate the fluctuating character of the energy supply and demand with the

behavioural pattern of the citizens in public buildings as this is going to be captured through metering devices and social networks. This energy demand will be counter-matched with the fluctuating character of the energy supply from local renewable energy sources (RES) and energy source capacity of providers, in order to allow for an optimal planning of the production and distribution of energy in the city scale with focus on public buildings.

Background and Limitations of other approaches

A fundamental assumption in every energy supply model, is that producers and consumers both

respond to changes in price. Factors determining the demand for and the supply of energy (electricity, heating, etc) are analysed and processed in economic models, so they form the demand and/or supply behavior of the energy market participants. Through an iterative process, the model determines the economic equilibrium for each market. Price-driven equilibrium is considered in all energy and environment markets, including the Europe-wide power grid and natural gas network. The big challenge of every energy delivery network is to align as much as possible the demand and supply sides and have as much as possible an equilibrium in this aspect as well, resulting in the optimal and financially sustainable energy production. The use of decision making tools under a multicriteria approach are intended to aid decision makers in the creation of a set of relations between various alternatives on demand and supply matching. A decision support system can be defined as an interactive system that is able to produce data and


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information in order to give useful assistance in resolving complex problems and decisions. What is

difficult though nowadays is a modeling of the demand side as the various stochastic processes that are involved, make it difficult to have accurate models. Today, the common trend is to rely on

historical and weather forecasting data of energy demand, while in some cases smart metering is also involved, but these approaches lack a concrete contextualization of the human behavior

rationale. So, typically, there is not a consistent, documented and straightforward way to define in real-time and also in a forecasted time interval the energy demand, relying not only in historical and metered data, but also on the social context of the human behavior. This means actually that decisions are based on data whose key source of occurrence (human behavior) is not fully identified. In short the limitations of current relevant approaches are:

1) They do not fully consider the social behavior analytics of consumers when managing the demand side.

2) They do not provide means to fuse data both form smart metering and smart sensors with key social behavior and activity patterns of the consumers, captured through social media and networks.

3) They do not provide incentives through gamification schemes tailored to individual needs according to specific consumer profiles.

4) They do not approach the optimization in the scale of larger public buildings, (which can significantly reduce energy transmission leakage and cost) in a decentralized approach as this would imply more complex ICT infrastructures in deployment and integration and huge interoperability issues.

Why Social networks in Energy saving?

So far, most energy efficiency programmes have largely focused on technology. This technocratic view of the demand side management (DSM) issue and its technology-based solutions is valid and has proven to be fairly successful. However, there is still between 20-40% of wasted energy potential situated in the so-called ‘behavioural wedge’. Only recently though, the International Energy Agency (IEA) [1] has started to actually consider social media and networks as a source for capturing and influencing this behavioral change. Through the Task XXIV - Closing the loop - Behaviour change in DSM, from theory to policies and practice [2] it has been identified the potential for social media is endless [3]. With the mobility of smart phones and tablets, our natural tendencies to share information with our social networks, to foster and grow them, are thoroughly supported anywhere we are. The opportunity for social media and DSM lies in the fast and inexpensive interaction with

stakeholders and energy users; the provision of small steps that allow end users to participate in meaningful personal or community change; low-cost and fast message dissemination; and the creation of community with common interests for energy saving with members encouraging and supporting each other to use energy in a smart way. Large stakeholders, especially overseas, like GE in their industry insight reports [4] have identified the need for "Smart grids to go social". The smart grid social network will function in essentially the same way as the actual smart grid—with open, collaborative, two-way information flow between consumers, the ultimate deciders of smart grid—and utilities, the ultimate providers of smart grid. Educating consumers about the economic and societal benefits of a smarter grid will be the first step in creating the smart grid social network. Using well thought out communication programs, utilities can act like pioneers helping consumers understand how a smarter grid can empower them to better manage their energy usage, enabling them to save energy (and money) by making informed and therefore wiser energy decisions. Operating like a "societal demand response" system, utilities can use information garnered from consumers as they move forward with development and deployment of more refined and effective pilot programs. Consumers will need to understand that their participation and collaboration in developing a smarter grid is as important as any technical component of a more intelligent electrical infrastructure. After all, as utilities move forward with consumer-empowered pilot programs, consumers will actually begin to see that the changes they have learned about, suggested,


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and demanded have resulted in a more modernized, efficient and reliable energy system that delivers lower prices, fewer outages, and lower emissions.

1.1.2 Objectives and results

The overall objective of the Sirene project is to increase energy efficiency in public buildings by exploiting social intelligence of users’ energy consuming behavior as this is outlined through their behavior in social networks, and captured also from smart metering devices within the building they are working in or visiting. The innovative methodology in Sirene will be based on dynamically aggregating the energy demand in the public buildings through fusing smart metering and user behavior information captured in social networks by deploying gamification approaches, and match it with the energy production in a real-time manner. In addition, through Sirene, interaction with users will be implemented in order to inform and empower them, and give them incentives to make smarter use of energy, not only in real-time but also in tactical and strategic levels. Not only financial incentives will be considered, but also (and particularly) social and environmental incentives, as these proved to have promising effects in encouraging energy savings and sustainable actions (Abrahamse & Steg, 2014; Bolderdijk,, Steg, Geller, Lehman & Postmes, 2013). The following figure gives an overview of the Sirene concept.

The individual objectives of the Sirene project are:

Objective 1: To design and develop a new IT ecosystem including web and mobile applications that will perform:

• optimal planning of energy consumption in large buildings based on dynamic demand aggregation by fusing information from smart meters and consumer behaviours.

• engagement of end users/consumers in the active participation in activities and decisions on how to reduce energy consumption and match energy demand to the available supply in the buildings they visit or work.

Objective 2: To design and implement novel algorithms that will benchmark, profile and cluster human behaviour in energy consumption in relation to their daily routines, through the use of social media and social networks.

Objective 3: To introduce new interactive models of communication for large building owners to the visitors or workers within the building, through social networks and gamification approaches, that will provide the former with tailored information and feedback on how to manage their energy demand and the latter with tailored information on what they can do in order to contribute to the energy saving of the building.

Objective 4: To develop and validate optimal plans for energy consumption in public buildings that will be tailored to their individual needs, based on their utilization profiles and habits of the visitors and worker.


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Objective 5: To contribute to a building level reduction of energy consumption by a factor of approximately 20% and validate this solution for at least twelve (12) months in two (2) different pilot sites.

Objective 6: To produce flexible business models, best practices and replication plans for further deployments of Sirene results in other public building in smart cities throughout Europe maximizing thus the impact of the project benefits. The business models to be developed will be accompanied by the financial analysis that will prove the sustainability of the Sirene approach across various socio-economic contexts.

The Sirene project will deliver a set of concrete and added value main results. These are:

Result 1: Sirene Mobile &Web app: A gamification and social-rich application where users register, participate and interact with the energy management back system in a unobtrusive fashion for increasing the energy saving of the building. Result 2: Sirene Energy saving framework for public buildings: An innovative and integrated IT ecosystem that:

i) makes use of smart metering data and behavioral data of the visitors and workers in the building,

ii) defines optimal energy consuming planning and strategy, iii) devises the motivation incentives for the visitors and workers to implement this optimal

planning. Result 3: Sirene business model and replication plan: a parameterized (according to socio-economic contexts, business purpose and utilization/occupation models of the buildings) model on how to replicate the Sirene approach further and guarantee its Return of Investment and benefits.

1.1.3 Measuring the project success

The following general measures of success will be used to review the project progress and steer the project throughout its workplan:

• SIRENE generality, interoperability and replicability: that will contribute in a wider uptake of the project results and allow for the establishment of a pan-European landscape for energy savings in public buildings.

• Business viability through stakeholders acceptability: this will ensure the long term viability and sustainability of the Sirene in operational mode (beyond the pilots of the project’s lifecycle).

• Real energy savings and CO2 emissions reduction: at the end of the project the pilot partners will validate (with quantitative and qualitative metrics) the impact of the results.

Table 1 details more on the measures of success and means of verification for the project.

No. Evaluating

characteristic Success criteria / improvement

Means of

verification 1 Number innovative IT

ecosystems that allow public buildings to reduce their energy demand

One overall (see Result1) D-3.1.2

2 Number of pilots 2 (Italy and Serbia) D-5.1.1 3 Number of end users /

consumers per pilot >100 per pilot

D-5.2.1

4 Mean energy saving per building and CO2 emission reduction.

At least a measurable saving of 18-20% (reflected in the bills of the public building owner)

D-5.2.2

5 New interactive communication services between building

1 web application 1 mobile application 3 social networks based communication channels

D-4.1.1


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owners/managers and end consumers.

(twitter, facebook, foursquare). All these services to be based on gamification approaches.

6 New business models At least one for every pilot. At least one general and parameterized according to socio-economic contexts.

D-5.3.1

7

Adoption of Sirene by smart cities focusing on smart grids initiatives.

At least 2 from the pilot sites (Genoa and

Lappeenranta). Partners involved will look for new early adopters in other public buildings (aiming for another 2)

D-6.3.1

8 Joint publications (between ICT, Energy, smart grid experts).

At least four (4) jointly authored journal publications in journals or other outlets with significant impact factor. At least six (6) jointly authored peer-reviewed

conference papers.

D-6.1.3 and D-6.1.4

9 Interoperability, Data management

Measured as the suitability of Sirene system to be integrated with existing ICT infrastructures. At least 2 reference infrastructures from the pilot sites interoperable with Sirene

D-3.2.1

10 Visibility and access to the project public results

Proven interest of the project results (through direct communication with interested parties) of at least: � 3 energy consumer associations in Europe

� 2 Public building owners (public administration,

hospitals, university campuses, etc.)

� 2 other smart cities

D-6.1.3

Table 1: Measures of Success and means of verification

These measures will ensure that the project addresses the technical objectives and achieves the expected impact that is defined within its framework.

1.1.4 Why Sirene - Impact of the results

Sirene is an ambitious project aiming to bring the energy consumer in the decision making process of energy preservation in contexts besides his/her domestic environment. The project results SIRENE result The problem it addresses How the result will contribute in

improvements Result 1: Sirene Mobile & Web application

It forms the “cleanweb” pylon of the Sirene project. It is the point of interaction with the citizens to update them and motivate them to change their energy consuming behavior while they are in Public buildings.

• An always updated & motivated citizen will participate in collaborative and measurable efforts (as the social networking experience shows) to reduce his energy footprint. • Visualizing and gamifying the benefit of his behavior change.

Result 2: Sirene Energy saving framework for public buildings

Combining and bridging smart metering data and behavioral data of the visitors and workers in the building. Defines optimal planning relying on this rich set of data combination. Devises overall energy saving strategy.

E.g. with load shifting concepts where incentives will be given to workers and visitors to reduce their energy consumption in specific time zones. e.g. by informing them on habits that are very energy demanding.

Result 3: Sirene business model and replication plan

The ability to easily replicate the Sirene concepts and results to other contexts and public buildings.

Adapting to specific needs (e.g. daily visitors, social parameters) will optimize the way the energy saving will be performed. Business models will make it easier to other adopters join these efforts.

1.2 Relation to the work programme

The following table describes the relevance of the Sirene project to the Call objectives. Relevance to the Call Specific Challenge: EE11-2014 New ICT-based solutions for energy efficiency


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Workprogramme’s text for the

Target outcome

SIRENE contribution

Specific Challenge: To motivate and

support citizen's behavioural change to

achieve greater energy efficiency

taking advantage of ICT (e.g.

personalised data driven applications,

gaming and social networking) while

ensuring energy savings from this new

ICT-enabled solutions are greater than

the cost for the provision of the

services.

Sirene brings citizen’s behavioural change in the forefront of its R&D activities and will produce an advanced interactive framework to stimulate and measure this behavioural change in places where the participation of citizen;s in energy saving is not evident always: namely the public buildings. (See Result 2) Its business model analysis and replication plan (parameterized according to socio economic contexts) will provide the means for a sustainable approach ensuring that the energy saving achieved in these public buildings will be higher than the investment required in ICT. (See Result 3).

Scope: The focus should be on the

creation of innovative IT ecosystems

that would develop services and

applications making use of information

generated by energy consumers (e.g.

through social networks) or captured

from sensors (e.g. smart meters, smart

plugs, social media) and micro-

generation. These applications range

from Apps for smart phones and tablets

to serious games to empower

consumers stimulate collaboration and

enable full participation in the market.

Sirene is an innovative and added value ecosystem of services, applications and ICT infrastructures that will be deployed to perform: optimal planning of energy consumption in large buildings based on dynamic demand aggregation by fusing information from smart meters and consumer behaviours. (See Objective 1). Sirene will create both mobile and web applications (See Result 1) cooperating for different modalities of citizen’s participation in the energy saving and behavioural change influence and will focus on the engagement of end users citizen’s in the active participation in activities and decisions on how to reduce energy consumption in the buildings they visit or work. The main emphasis will be put in leveraging active participation and engagement through social networks and the gamification approach that is followed in similar contexts when the given incentives are centered on how important influencer a specific person is in its social network.

The proposed solutions should be

deployed and validated in real life

conditions in publicly owned buildings

(including administrative offices, social

housing) and buildings in public use or

of public interest. Validation should

provide socio-economic evidence for

ICT investment in the field and include

detailed plans for sustainability and

large-scale uptake beyond the project's

life time.

Sirene will establish two pilot sites (in Italy and Serbia) that will validate the effectiveness of the project results in real conditions. (See Objective 4). The validation scenarios that will be implemented will contribute to a building level reduction of energy consumption by a factor of approximately 20% and validate this solution for at least twelve (12) months. (see objective 5). Last but not least, one of the most important results of the project is the Sirene business model and replication plan: a parameterized (according to socio-economic contexts, business purpose and utilization/occupation models of the buildings) model on how to replicate the Sirene approach further and guarantee its Return of Investment and benefits. (See Result 3)

Specific attention should be given to

development and testing of 'cleanweb'

solutions, which not only bring

opportunities for consumers, but also

represent a promising investment field.

The Commission considers that

proposals requesting a contribution

from the EU of between EUR 1.5 and 2

million would allow this specific

challenge to be addressed

appropriately. Nonetheless, this does

not preclude submission and selection

of proposals requesting other amounts.

Cleanweb technologies are internet, social and mobile-based technologies utilized to solve the problems of sustainability or resource constraints. To this end, Sirene concept is regarded as a cleanweb solution that leverages the dynamics of social and mobile based technologies to contribute in the reduction of energy consumption in public buildings. (See Objective 1 and 2). Sirene is well structured and balanced in terms of its ambition and means to achieve them. The overall requested contribution is 2.081.150,00 € and is further analyzed in section 3.4.

Table 2: Relevance to the Call Objective EE11-2014 New ICT-based solutions for energy efficiency


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1.3 Concept and approach

1.3.1 Sirene approach description

1.3.1.1 Demand side management and aggregation

Demand is largely uncontrollable and varies with time of day and season (there have been in sufficient incentives for demand to become responsive) especially in public buildings. A key feature of demand is the diversity in usage of appliances. One of the key technical challenges relevant to the competitiveness of Demand Side Management (DSM) is to design approaches that would maximize the efficiency and utilization of controlled loads. The approach of Sirene for DSM is presented in the following figure.

Figure 1 Sirene technical approach

At the public building level, there will be an Edge Node (EN) responsible to manage the information on energy usage for the specific district. The edge node is going to populate a Knowledge Base with this is information gathering data in real-time and classifying the energy usage in terms of multiple criteria. The criteria will contain features such as public building type, sensors and smart metering values, timeline of events, energy consumption, seasonal information, number of users/visitors/inhabitants (according to the nature and purpose of the building) and other relevant information. The metering data will come from various sensors and smart meters that are installed in public spaces (such as squares, avenues, parks, surrounding gardens on public buildings etc) as well as in private areas, houses, private buildings etc. Sensors will be deployed for monitoring various parameters such as illumination, weather conditions (wind, temperature, rain, humidity, traffic conditions, etc), while smart meters will be deployed for measuring the energy consumption of each building (public or private) as well as in more refined configurations according to the nature of the building (for instance for a very large public building with rooms of different purposes, individual metering conditions can be applied according to the possible energy usage patterns). Information on the locally installed renewable energy sources (RES) and storage facilities will be also integrated and communicated to the EN. This will enable the provision of current production information from the locally installed RES as well as historical data and production capabilities over a duration of time and weather conditions. Data from sensors and smart meters will be structured in XML and RDF forms and will be dispatched in the EN for populating the Knowledge Base. Graph Data base technologies will be deployed for this purpose. The advantage of NoSQL graph DBs (such as CouchDB or Neo4j) compared with traditional SQL RDBMS is that schema-less storage of data can be much more flexible and exploitable for reasoning algorithms (necessary for the decision support) and future modifications and updates when new data (e.g. from new sensors deployed) will fed in the data base.



1.3.1.2 Fusing social media and smart metering approach

The EN will host in a local level a portal acting as a local area Social Network for the users involved. There, the users/consumers will be able to sign up, create a profile, insert manually billing information and have access to other relevant information with which they are associated (metering information automated feed in). This Sirene social network (SSN) will be featured with state-of-the-art applications and services for posting messages between users, be connected, share information on billing or usage, comment on actions and posts, invite new users, etc. Privacy and security mechanisms will be applied to preserve anonymity whenever required, classify sensitive information and allow for personal messages (like for instance from the utility provider or the municipality services etc). At the same time, the users will be able to share information from their accounts to other existing social media such as Facebook, Twitter, Tumblr, etc, allowing a richer experience in social interaction and broader access to relevant social behavior information. The users of SSN will be involved with their own consent by agreeing with the applied terms and conditions of usage. The incentive for participating and being active in these social media regarding their energy consuming profile will be relying on the fact that they are going to have promotional rate and immediate messaging from the energy producers when cheap energy is provided due to weather conditions or low utilization rate.

Figure 2 Fusing social media and energy metering for personalized energy optimization

One of the major innovations of Sirene, is its approach on defining the Key Social Behavioural

Parameters (KSBP) of every energy consumer, in a combinatory approach, by utilizing his energy consuming profile, with behavioural patterns captured and analyzed through his activity in social media and networks. This approach is detailed in the figure above. The metering analysis will produce the energy usage profile for the specific building. This will detail (for instance) that significant energy is consumed around noon with a consuming pattern (in kW) that is matched with cooking activity. At the same time variations in consumption will be identified subject to seasonality, weather conditions, week days etc. A specific profile scheme structured in XML will be produced along with machine learning classification algorithms that will find similarity matches against well defined categories of usage. Through the social media and network monitoring analysis a wide set of attributes will be assessed. These include among others, how active is the user, how connected he is, what he posts about, at what times, when he is leaving home, how influential he is in his connections etc. Incentives will be given to the users to update on specific energy related activities both in the Sirene Social Network and in other monitored media (such as twitter). This will associate the presence and behavior of the users with specific metered energy consuming activities and patterns. This will allow for a classification of users in categories related to social activity criteria resulting thus in the social behavior profile. The mixture with energy user profile will result in the Key Social Behavioral Parameters (KSBPs). The parameters, acting as typical key performance indicators (as defined in any evaluated system) will be subject to further analysis and reasoning applied in order to identify the further incentives that can be given that will have the maximum impact for optimizing their energy consumption. Subject to this



optimization will be also the acceptability of changes in life styles of these people, measured again through their social behavior.

1.3.1.3 Decision support for optimal planning and incentives

When considering the supply of power to the load, it is necessary to attend to several characteristics beyond simple magnitudes. The dynamics of transient events and load characteristics will influence how the system operates. Power Balance: Power balance is the concept of matching the provided power to the power required by the load. The conservation of energy law dictates that power consumed (load power) will always equal the power generated (source power) in the system, minus losses. This will balance itself, regardless of the system design, due to the laws of physics. However, this does not always occur with desirable results (voltage may rise or drop, frequency may deviate, etc.). It is therefore necessary to plan a system such that power will balance with constructive results. Ideally, the system would have available all the power it needs and be able to store surplus power locally, or deliver it back to the grid for distribution to other loads, and do so with optimal power quality. Complexity of balance increases as distributed RES get integrated in the grid. As such, the grid power will likely act to offset any deficit or surplus in the power balance between local generation and load. Time Dynamics & Transients: Converting alternative forms of energy to electricity on-site is inherently dynamic. Due to momentary, hourly, daily, seasonal, and annual fluctuations in weather conditions RES production will naturally vary over time. Additionally, the load will vary with time as electricity usage changes and the system switches between its operational modes. It is the initial design intent that time dynamics of production and load will be managed as much as possible by storing and retrieving energy from the grid. The Sirene approach for dynamic decision support on the supply side exploits both the tactical level information (as it is the case in the state of the art) such as load characterization, time series of historical consumption data and seasonality variations, mean squared errors, etc, and the social behavior data of the users/consumers, as a set of KSBP parameters fed into the system. Through this the Sirene supply side DSS can perform the ahead scheduling of production and consumption, associating it with various incentives (including also a dynamic pricing scheme whenever this can be regarded as incentive) in order to shift load and smooth out any potential peaks. Moreover, though, at the operational level and given the Sirene system’s ability to capture the consuming behavior of the user, not only in terms of actual metering, but also as far as it concerns the intentions through behavioural analysis it can reconfigure any production and supply blend and communicate it accordingly with the incentives through the social media to the interested citizens that want to participate in this energy saving scheme. Through this, the system constantly updates the incentive schemes, which can be tailored to the exact needs of the users, and with a maximum likelihood to get their attraction.

1.3.2 Validation through Pilots and Use cases

1.3.2.1 Pilots description

The Sirene objectives and results will be validated and evaluated in real-life conditions in two selected pilot sites that gather all the individual characteristics that can prove the benefits of Sirene. These are presented in the section below:

Pilot 1: Airport in Belgrade (Serbia): Pilot responsible* iMP

Airport Nikola Tesla, Terminal 2,

Belgrade, Serbia

PILOT DESCRIPTION

Pilot Place: Belgrade, SERBIA Pilot Authority: Belgrade “Nikola Tesla” Airport (NTA) Passengers: 3,363,919 (2012) Cargo: 7,253 tons (2012) Aircraft movements: 44,990 (2012) Website: http://www.beg.aero/



INFRASTRUCTURE DESCRIPTION

Grid Interactions: � Public Electricity Grid Connected. � NTA own heating plant (Oil based fuels - Mazut).

Current Electricity/Gas tariffs: � 4€ cents per KWh (Electricity) - variable

� 57 € cents per m3 (Oil-Mazut)

Decentralised Energy Production: -

Alternative Energy Sources � Geothermal under development

Energy Storage: � Thermal energy storage - boilers

Smart sensors and meters in public

spaces:

� Complete meteorological station for outdoor conditions (solar irradiation, wind velocity, ambient temperature etc.)

� Comfort level monitoring in indoor spaces (temperature, humidity pressure etc.)

Total area/district NTA Area � Airport area

o 58,92 ha o 317,97 ha

� Terminals area: 49,741 m2, Energy consumption 25 GWh/a (2012), 170 000 tons CO2

� 2 Terminals, 1 Hangar, Cargo City buildings, Office Buildings, Education Building, Maintenance Buildings, Parking Structures, and Runway

Other ICT infrastructure: � SCADA system o electricity supply and consumption management o supervision of the fire protection systems o operation of escalators and elevators o surveillance system etc.

� Wi-Fi Access Point installed at all Buildings � Backbone optic fiber Grid

Sirene

Pilot Buildings and Infrastructures

Type of Buildings / Infrastructures No of Buildings

Public Buildings (2 Terminals, 1 Hangar, Cargo City buildings, Office Buildings, Education Building, Maintenance Buildings, Parking Structures, and Runway)

~10

Public Open Spaces (parks, parkings, open area visitors)

521indoor parking spaces, 637 outdoor parking spaces

High Technologies Rooms (Central Control Rooms)

2 rooms

TOTAL smart meters Main power

meters for each

building

Pilot Building Users: 483 Staff + 3,363,919 passengers

Pilot Target Audience: Both staff and passengers

Pilot Yearly Energy Consumption: Approx. 25 GWh

Pilot Estimated Annual Energy

Reduction

Due to ICT

Infrastructure

Due to Social

Media

Due to Efficiency

Plant Energy

TOTAL

CO2 and Electricity Consumption

KWh

min. 10% min. 5% - min. 15%

Costs (%) min. 10% min. 10% - min. 20%

Min. Target Sirene savings per year

Energy Cost 1,200,000 Euro / Year

( 0.04€/kWh × 25 GWh × 20% = 200,000.00 Euro)

(0.57€/dm3 x 2,200,200 dm3 x 10%= 125.400,00 Euro)

Saving 325,400.00 Euro per year

*Nikola Tesla Airport is not participating as partner but its pilot use case will be managed and operated in full by iMP. An official letter for this is given in Annex I of the Part B document.



Pilot 2: San Martino Hospital (Italy), Responsible partners USMI, UNIGE

San Martino Hospital is a complex energy hub located in the city of Genoa with an average number of visitors approximately equal to 107.000 persons per year. This relevant number of visitors implies the presence of a complex structure able to provide all the necessary services, including the satisfaction of energy needs, which are of significant importance.

In order to satisfy its energy demand, the hospital is equipped with an infrastructure for the generation of heat (i.e. sanitary water and steam), distributed in all the areas of interest by means of an internal district heating network. This infrastructure was recently enforced with the construction of a CCHP (cogeneration of cold, heat and power) plant, connected with the district heating network, the internal and external (i.e. urban network) electricity grid and with the cold distribution network. The interchange between the electricity grid of San Martino hospital and the urban grid of the city of Genoa is performed by means of a smart grid, which allows to manage in the most convenient way the electricity flows.

All these infrastructures are monitored by a diffused network of sensors, which allow to monitor most of the buildings of the hospitals and on the basis of the data registered, it is possible to control the level of energy consumption.

The hospital wants to further improve the level of energy services by automating the regulation of their energy plants, by means of the implementation of a control system able to process quantitative information from the monitoring system and qualitative inputs from social networks applications. In this way, energy managers will be able to consider both objective data and “personal feelings” (i.e. cold or hot sensation in an environment), in order to offer a higher customized service, but, at the same time, by exploiting the new resources available on the social networks, they can stimulate a virtuous behavior in order to reduce or optimize energy consumption.

IRCCS San Martino Hospital, Genoa

Italy

PILOT DESCRIPTION

Pilot Place: Genoa, ITALY Pilot Authority: IRCCS Population of IRCCS: 1.300 patient beds, 5.000 students, 4.500 persons in staff Visitors & Business Visitors per year: more than 10.000

Population of Genoa Municipality: 582.320

Website: http://www.hsanmartino.it

INFRASTRUCTURE DESCRIPTION

Grid Interactions: � Public Electricity Grid Connected (Fuel: Gas-Coal-Oil). � IRCCS own heating system CHP plant (Gas based fuels).

Current Electricity/Gas tariffs: � 19 € cents per KWh (Electricity)

� 70 € cents per m3 (Gas)

Decentralised Energy Production: 3.200 kW Electrical Generators (ready to be connected when the project start)

Alternative Energy Sources � 20 kW Geothermal

� Cogenerating Plant (CHP): 3.500 kWth, 3.200 kWe, 1.200 kWcold Energy Storage: � 50 electric cars and charging plots in Facility Hospital area (no public).

Smart sensors and meters in public

spaces:

� Weather data in IRCCS not installed – � Other Termic indoor Sensor (all Buildings)

Total area/district IRCCS Area

� Area: 14 ha, 818 000 m3, Energy consumption 75 GWh/a � 33 buildings, (263.000 m2, 800.000 m3), Energy consumption 75 GWh/a

(heating 70 %, electricity 30%) Other ICT infrastructure: � 140 Local SERVER (100 Virtual Server)

� Storage100 Tb � 50 Camera soutdoor net system � 250 Wi-Fi Access Point installed at every storey of all USMI Buildings � Backbone optic fiber Grid

Sirene Type of Buildings / Infrastructures No of Buildings



Pilot Buildings and Infrastructures Public Buildings (Offices, Pavilion Patients buildings of the various Medicine Dep., Public services, Logistics, Offices etc.)

33

Public Open Spaces (parks, parkings, open area visitors)

1.350 parking spaces, 50 relevant sensors

High Technologies Rooms (Operating Rooms, Labs, Diagnostic and X-ray rooms)

4.000 m2 OR 5.000 m2 Lab

5.400 m2 DXR TOTAL smart meters 65%

Pilot Building Users: 4.900 Staff + 40.000 patients+60.000 visititors + 1.000 students=107.000ca

per year Pilot Target Audience: More than 70,000 citizens per year (including patients and various daily

visitors staff and Students)

Pilot Yearly Energy Consumption: Approx. 75 GWh

Pilot Estimated Annual Energy

Reduction

Due to ICT

Infrastructure

Due to Social

Media

Due to Efficiency

Plant Energy

TOTAL

CO2 and Electricity Consumption

KWh

min. 10% min. 5% - min. 15%

Costs (%) min. 10% min. 10% - min. 20%

Min. Target Sirene savings per year

Energy Cost 8.000.000 Euro / Year ( 0.19 € × 25 GWh × 20% = 950.00,00 Euro)

(0.7 x 50 GWh/10 kWh 7m3 x 20%= 700.000,00 Euro)

Saving 1.650.000 Euro per year

1.3.2.2 Use case example scenario

Below we describe a typical scenario that will be used for the purposes of the pilots validation and evaluation. It has to be underlined though that the exact use case scenarios will be detailed during the requirements analysis and specification tasks as defined in the workplan on Section 3.

Alice is working in the Hospital H as a nurse. She has heard about the Sirene service offered by the

administration of the hospital which is delivered in co-operation with the energy utility industry,

which is promoted as a way for citizens to reduce their energy consumption and assist in reduction of

green gas emissions ensuring a sustainable environment. She decides to participate in the project. She

visits the Sirene portal acting as a social network of citizens who work or visit regularly the building

of H , where she registers herself providing information such as her profile, what are some typical

activities she does regarding energy consumption (e.g. cooking) etc. Alice is asked by the Sirene

system to be socially active with other consumers in the Sirene social network and post/discuss on

energy-consuming behavior topics. Other more sensitive information can be provided as well given

and the Sirene portal will preserve her privacy and will not disclose it to others (e.g. personal data,

preferences). At the same time Alice can discuss over Twitter and Facebook about events in the

building that would be of interest for energy saving, for instance by applying a relevant hash-tag (e.g.

very hot today in H #Sirene). This is also part of the incentives for her in order to receive promotional

gifts for energy. When she is using more energy than normal she receives automated messages on her

Sirene account which is accessible also through mobile applications: “More than regular

consumption”, and she can be warned in this way that part of her activity (or activities from other

colleagues or visitors or patients in the building) are consuming a lot of energy. Through this

approach Alice can check if for instance a colleague has forgotten an appliance on without need etc

and take measures to cure this situation.

After a specific period of time, Alice experiences a more interactive communication with the Sirene

system for the benefit of the building she is working in. Alice plans to be the top employee of H this

month in terms of energy saving. Through the Sirene application she is going to get the “top badge”

which is really distinguishing her and thus she is going to get 2 more days off next month… Or

perhaps this free air ticket to her lovely destination.

She is happy that Sirene is actually a system that helps her save energy and make good for her

spending and environment. After some months, she starts to see the benefit in the bill: approximately



20% reduction in energy use, which saves XX euros, and XX CO2 kg of CO2 emissions! She feels

proud for contributing to CO2 emission reduction and a sustainable environment!

1.3.2.3 Strategies to engage users

The Sirene project relies strongly on the active participation of all stakeholders, and in particular the end users citizens who will be engaged in the pilots. For this reason it has early identified a set of motivation strategies to attract their interest and motivate them for engagement. The public buildings participating in the pilots will highlight the benefits of the Sirene services and incentivize accordingly the participating users (employees and visitors) through special promotions on using social media campaigns, insights on social networked groups and other related activities. The administration of the public buildings will deploy their official communication channels to bring in the pilots users while trying to make as visible as possible all the available incentives. To recruit users for the validation phases in the pilots, various instruments will be used which have already made their proofs such as dedicated web sites, social network campaigns (especially in Facebook and Twitter), dedicated workshop/stands during the various events organized in the city or in the building, other media (local newspaper, TV channel in buses) etc. Sirene is an excellent forum for discussions, new idea developments and experimentation of policies that can facilitate and promote energy saving in public administration buildings. This argument will be used for contacting policy makers, government official and public authorities and participate in the pilots of the project giving their valuable feedback. In order to enlarge stakeholder’s communities to get in the pilots, we will further attempt to find out the emerging key drivers of the participatory process and the factors that are able to sustain and enhance user recruitment and engagement. Best practice analysis will be performed on how the Sirene pilots initially enrolled and engaged their stakeholders and the reasons for which certain modalities or types of events were utilized by them, as well as how these were tracked, reported and analyzed. These findings may allow the partnership to better understand and improve process that should facilitate a sustainable involvement of the stakeholders base in their groups. This may be of support for the pilots in refining their own stakeholder engagement strategies and plans with clear timescales and responsibilities for the next project phase, fulfilling the relevant performance indicators.

1.3.3 Positioning of the project and Technology Readiness Levels

In pursuing technical integration, interoperability and federation across different ICT systems in smart cities and a validation in real-life conditions through the pilot, the project needs to cope with practical issues, concerning real-life architectures and platforms. To this end, the project brings together technical partners with significant experience and deep expertise on a wide range of energy management and decision support architectures and ecosystems, some of them being actually deeply involved in the design, implementation and commercial exploitation of these systems. The participation of these partners in the consortium will allow Sirene to have genuine insights on the technical and non-technical details of several background platforms/architectures to be deployed in the project. In particular, the following table lists existing platforms (of the project partners) that will be considered in researching, developing and validating the Sirene final system. The maturity level of the background sub-systems ensures a more steep realization curve of the final Sirene system and an appropriate validation phase within the timeframe of the project. Partner Background System description

Technology readiness

level1

And Sirene-scope R&D

advancement

ATOS ATOS has with experience in technology solutions and collaborative platforms along with competencies in software platforms and applications for energy efficiency and smart buildings.

TRL 4 – technology validated in lab. Enhanced cloud-based

1 According to Annex G of the H2020 Workprogramme (available at http://ec.europa.eu/research/participants/data/ref/h2020/wp/2014_2015/annexes/h2020-wp1415-annex-g-trl_en.pdf)



http://www.ireenproject.eu services for energy efficient buildings.

DAPP Previous R&D work from Energy Warden (ICT management of energy consumption, storage, and sale), and EPIC-HUB (Energy Positive Neighbourhoods Infrastructure Middleware based on Energy-Hub Concept).

TRL 4 – technology validated in lab. New research on KSBP based energy planning and decision support.

TECNAL

IA

In this framework, Tecnalia develops software and ICT tools to support its research. Tecnalia owns and operates a Test Facility dedicated to smart grid certification tests aiming at the integration of distributed generation and renewable sources as well as new electric meters.

TRL 4 – technology validated in lab. Enriching the facility with social network features to augment the decision support.

Infili Noima is a product of Infili which collects and processes data from several thousands of different sources (e.g web sites, blogs, forums, social media & networks etc). Noima uses Infili's internally developed component for Information Extraction from unknown web data sources through automatic web wrapper generation. Noima has four main components, including the data ingestion and preparation module, the entity-oriented analytics engine, the graph database based storage and the workflow and UI elements. www.infili.com/catId=24

TRL 5–technology validated in relevant environment Enhancement with KSBP analytics and richer relationship analytics on energy consumption issues, integration of more social networks (such as Sirene SN).

RUG Factors influencing energy use and energy savings, and effective and acceptable ways to promote energy efficiency and energy savings

TRL 4 – technology validated in lab. Dynamic incentives research and focus on public buildings

UNIGE Energy data analysis and modelling. Implementation of models to translate qualitative information form social networks into rules or quantitative information for energy consumption.

TRL 4 – technology validated in lab. Predictive model in the case of a hospital.

USMI Management of the San Martino Hospital pilot plant. Collection of relevant data of the pilots plant, real-time monitoring,

TRL 4 – technology validated in lab. Support to the elaboration of rules for the utilization of information from social networks.

iMP iMP will leverage its experience in CASCADE ICT for Energy Efficient Airports http://www.cascade-eu.org/cms/ and ENERGYWARDEN Design and real time energy sourcing Decisions in buildings; http://buildingwarden.com/energywrdn/ IMP was responsible for developing the ICT integration layer, based on ontology which served as knowledge repository and the corresponding APIs for communication with other applications, as well as technical characterization of project pilots where the solution was implemented.

TRL 4 – technology validated in lab. Social networking parameters will be included in the approaches and technologies offered.

LeanCiti Consumer View home and appliance consumption and how it measures up to people like them. Set goals for savings and share on social networks. Social Motivation - Through social interaction such as friendly competitions, customers and buildings become more efficient.

TRL 5–technology validated in relevant environment Enriching the social motivation with features based on public building energy savings.

In addition to these platforms most of the partners are involved in prominent (recent) EC co-funded projects (notably FP7 ICT, and Intelligent Energy projects), which will allow them to take into account architecture/platform developments carried out in these projects. For more information on the relevant background and expertise of the partners, please see the individual profile of each partner in the relative section.



1.3.4 Gender analysis and considerations

The Sirene project will promote gender equality to overall extent of its activities. With respect to this issue, given that specific domains of reference for the project are all traditionally male dominated, in case of choice among potential candidates or beneficiaries activities with equal qualification, the project will give preference to female in order to redress traditional inequities and achieve the best possible balance among the user group. Evidence of the gender equality approach is the fact that the project is having a female coordinator, and as it can be seen from partner profiles in section Error!

Reference source not found. an almost equal participation of key staff is anticipated. Dealing with gender issues must not only be limited to promotion of women within Sirene staff but also promoting better relationships between genders, division of responsibilities and resources between genders as well as implication of work within people’s private life. To this extent opportunities for part-time working will be fostered as well as remote work from home will be advocated whenever this could be appropriate, for instance in case of maternities.

1.4 Ambition

The Sirene project ambition is to introduce advancements in the following areas: 1) Predictive analytics for energy consumption optimization 2) Energy consuming behaviour and demand aggregation through social networks 3) Business models in energy cost saving and optimization

In the sequel we present an overview of the current state-of-the-art on the aforementioned topics and the advancements that Sirene is going to introduce.

1.4.1 Predictive analytics for energy consumption optimization

During last decades, smart grids have become a key component for optimizing electrical generation, distribution and efficient usage of energy. Most of the research has been placed in predictive algorithms which rely on historical and weather forecasting data in order to predict and model the energy demand. To this end, artificial Neural Networks (NN) and linear predictive systems have been designed in different works [5]. Likewise, Support Vector Machine (SVM) techniques have also been employed for energy-saving prediction and improve energy forecasting [6]. However, the future of smart grids is going beyond this line, raising user awareness about energy consumption, which will result in altered practices of consumption and energy conservation behaviours. This smart social grid concept will change the way people consume, relate to and think about energy. Recent research has been focused on maximizing the social welfare, i.e. the aggregate utility functions of all users minus the total energy cost [7, 8], and introducing social overlay models and platforms for smart grids [9,10, 11]. To our knowledge, more research has to be conducted towards this line with the aim at achieving higher level of energy efficiency by socializing their energy usage (i. e. exchanging information of their consumption patterns) but without user interaction, only accounting for past or present occupancy and mobility. In order to solve this drawback, Sirene will develop an advanced predictive analytic system taking into consideration the social behaviour of the smart grid through the interaction of their constitutive elements, including end users. Sirene will contribute to this topic introducing user behavioural features, obtained through social networks, and likening them with energy habits which, at the end, are related with their energy consumption patterns. All these concepts will come together through the new paradigm gamification, as a key concept in order to influence the behaviour of the users, considering not only historical data, but also social information gathered from different sources such as Facebook or Twitter using pattern mining approaches.

1.4.2 Demand aggregation and characterization through social networks

Research on sustainable energy use of consumers typically focuses on changing user behaviour (e.g., reducing thermostat settings, shorter shower times) or the adoption and use of energy-saving appliances (e.g., energy-saving light bulbs; e.g. [12]). Smart grids may necessitate an encompassing



approach to promote smart use of energy, including the use of renewables and the adoption of energy-saving appliances as well as changes in user behaviour (e.g., use less or spread use over time). To our knowledge, no systematic research has been conducted on whether households or public buildings are willing and able to engage in this wide spectrum of energy behaviours that may all be needed to optimise smart grids. For example, it may be that people are no longer motivated to reduce their energy use when they have installed renewable energy devices or purchased renewable energy sources, as they might feel they already did their bit. In addition, we will study which incentives are most effective to encourage users to reduce their energy demand and to increase energy efficiency. It is often assumed that price incentives are particularly successful in encouraging energy efficiency. Yet, recent research suggest that other incentives, notably social incentives and environmental appeals, can be very effective as well, and sometimes even more effective than financial appeals [12,13]. Therefore, we will particularly examine effective ways to employ social incentives, via social network applications. So, an important question that has not yet been addressed in research is how we can motivate consumers to actively participate in smart grids in order to optimise the working of such smart grids. Sirene will exactly address this question. Recent research suggests that one of the most promising strategies to accomplish this is making use of existing social networks [21]. Therefore, Sirene will promote energy savings and efficient use of sustainable energy via such networks, in particular via social media such as Facebook and Twitter.

For instance Facebook has unveiled a new application designed to encourage its users to save energy. The application is being developed in collaboration with the Natural Resources Defense Council (NRDC) and utility industry customer engagement platform Opower (opower.com). Consumers who choose to participate are able to benchmark their home’s energy consumption against a national average of similarly-sized homes, compare their energy consumption with friends and contacts, enter energy-saving competitions. The application also enables users to share energy efficiency tips. Welectricity (http://welectricity.com/about) is a simple, free online service that helps you track and reduce your electricity consumption at home. It’s designed around a few basic ideas. Such tools however, consider only the networking of people over their energy consuming styles and behaviors and aim to socially motivate them for more positive and friendly actions on energy savings. They do not consider a holistic lifestyle in relation to smart meters, and do not capture the intelligence behind the information shared between them in order to extract various patterns in district levels.

In Sirene, advanced social media monitoring tools will be deployed that will capture the information in social networks and media, transform it into actionable knowledge for extracting the social behavior of the consumer in terms of a predetermined set of attributes. Relationship analytics will be also extracted from the relations of a consumer in his social network (e.g. how influential is this person in his social network, the number of ties with others in the social network, how responsive in requests of other peers for energy saving etc.). Advanced services will be designed and developed containing among other root-cause analysis between the events and their consequences in energy consumption, propagation of energy consuming changes in various buildings they are used to visit or work, changes in what and how people talk about their energy consumption changes etc.

Addressing privacy concerns

Energy saving approaches through usage of social networks necessitate that consumers exchange information on their energy use with other actors in the network. Consumers may be reluctant to share information on their energy consumption with others because of privacy concerns. However, recent research suggests that privacy concerns reduce when people clearly see benefits of being monitored (Bolderdijk, Steg, &Postmes, [14]). Therefore, we will study which possible benefits users perceive, and explicitly communicate these expected advantages of participating in the Sirene pilot project to possible participants. Here, we build upon a recent Dutch study that revealed that participants in a smart grid project more strongly expect the following benefits from their participation: stronger community ties, increase use of locally produced energy, positive self-identity and status, and financial benefits [15]. We will examine whether these benefits are also expected by potential participants of smart grids in other regions and countries. Also, we will study privacy concerns among participants in the pilot, and examine which factors affect those concerns, and how possible concerns can best be mitigated. In addition, we will take special care for the secure exchange and storage of energy use and



other private data of participants. For this purpose, all state of the art technologies on security and privacy preservation will be considered.

1.4.3 Business models in energy cost saving and optimization

With the current emphasis on environmentally-friendly solutions, dynamic energy pricing may be exploited as an effective means of utilizing renewable energy while reducing the electricity costs by a significant amount (i.e., by an average of 20%) [16]. Consumers need access to dynamic electricity pricing to reduce greenhouse gas (GHG) emissions and save money on their bills [17]. The Association of Home Appliance Manufacturers (AHAM) released a white paper strongly advocating that “residential electricity prices must be based on time of use” to fully enable smart grid technology [17]. Energy pricing may be classified as two major types: i) real-time/dynamic pricing and ii) time-of-use (TOU) pricing. An economic view of real-time and TOU energy pricing has been presented in [18] where it is shown that dynamic pricing is the ideal method to capture the true cost of producing energy [18]. Also, dynamic changes in energy prices provide an incentive for the customer to reduce their energy consumption during “peak” energy-use hours. Since dynamic energy pricing is expected to result in a time shift of consumption from peak time to off-peak time, the grid power capacity requirement reduces, which can result in around 10% gain for the whole energy economy [18]. By transitioning to dynamic energy pricing and by providing relevant information to the consumers (e.g., energy consumption comparison with similar households/facilities), there maybe strong incentives to reduce the overall energy use to reduce cost or to change the energy usage profile to make it more environmentally friendly. Yet, the introduction of dynamic prices may reduce intrinsic motivation to engage in energy saving practices, which may reduce the effects of dynamic pricing, or even demotivate users to save energy. We will test whether such price incentives are indeed effective in changing energy demand, and how such incentives affect intrinsic motivation. In addition, we study public support for such dynamic pricing systems.

It is assumed that a time-based pricing is useful when there is a significant difference between usage of peak and off-peak times. This is often the case as indicated, for example, by studies published by the Demand Response Research Center on Automated Critical Peak Pricing [19], which emphasizes the difference in peak, off peak, and “needle peak” energy demands. The price of one unit of energy consumption comprises of two parts: (i) A TOU-dependent base price, which is specified in advance, and captures the slow dynamics of energy usage; an example is the hourly price of a unit of energy consumption in the current day provided the day before, and (ii) An ‘over-charge’ term, which penalizes the users when their peak power consumption over some recent window of time goes above a predetermined TOU-dependent threshold. For example, Power Smart Pricing, a program from the Ameren Illinois Utilities, provides the customer with the billing price for electricity as it varies – hourly – based on the actual market price [16]. Participants in the program “saved an average of 20 percent compared with what they would have paid on the standard fixed rate pricing scheme (based on billing results for December 2007 through December 2009.)”

In Sirene, dynamic incentives (including pricing benefits) and business models will be investigated that will focus on scheduling energy consuming tasks at different time intervals over a specified time frame. More specifically, we study both the effectiveness and public support of the schemes. This method is capable of minimizing the cost of energy consumed by a collection of cooperative users (similar to well orchestrated and managed buildings). An example scenario for such users would be office workers in an office building owned by a single owner who pays the full cost of electrical energy consumed by the office workers in the building. By keeping track of the behavior of the users, it will be possible to define the effectiveness ratio of a new dynamic price, meaning how likely is that the consumer will react on this offer.



1.4.4 Positioning and Linking of Sirene in relation to other existing EC projects

Project title AIM - A novel architecture for modelling, virtualising and managing the energy

consumption of household appliances

Programme,

topic FP7 ICT for environmental management and energy efficiency (ICT-2007.6.3)

Website(s) www.ict-aim.eu

Summary

AIM's main objective is to foster a harmonised technology for profiling and managing the energy consumption of appliances at home. AIM introduces energy monitoring and management mechanisms in the home network and will provide a proper service creation environment to serve virtualisation of energy consumption, with the final aim of offering users a number of standalone and operator services. Behind this goal, the main idea is to forge a generalised method for managing the power consumption of devices that are either powered on or in stand-by state. Especially for the second category of devices, the project will define intelligent mechanisms for stand-by state detection, using all-device-fit control interfaces.

Innovation of

SIRENE by

respect to the

project

The energy efficiency framework proposed by SIRENE is radically innovative because it will combine the use of smart metering devices, also used in the AIM project, with the “big data” derived from social network sources in order to profile the user behaviour and counter-match in the most accurate possible way the energy demand with the fluctuating characters of various types of energy sources. Also, SIRENE is not only aimed at developing and testing of the technological infrastructure, but also studies consumer experiences and acceptability, and effects of the decision support system on household energy use and focuses on public buildings.

Project title BE AWARE - Boosting Energy Awareness with Adaptive Real-time Environments

Programme,

topic FP7 ICT for environmental management and energy efficiency (ICT-2007.6.3)

Website(s) http://www.energyawareness.eu/beaware/

Summary The research program in BeAware investigates the energy conservation behaviour from the users’ perspective, to inform the prototype development as well as to advance the scientific knowledge of the psychological aspects of electricity consumption. At present, energy information flows are slow, aggregated, and hidden, being operated by a market lacking incentives and proper service models. BeAware studies how ubiquitous information can turn users into active players by developing: (1) An open and capillary infrastructure sensing wirelessly energy consumption at appliance level; (2) Ambient and mobile interaction to integrate energy use profiles into users everyday life; (3) Value added service platforms and models where consumers can act on ubiquitous energy information while energy producers and other stakeholders gain new business opportunities.

Innovation of

SIRENE by

respect to the

project

The main added value of SIRENE is the profiling and study of user behaviour by exploiting social media data to support psychological and cognitive studies of energy consumption. Moreover the social data will be exploited to inform, animate and influence optimal energy consumption patterns in public buildings.

Project title BeyWatch - Building energy watcher

Programme,

topic

FP7 ICT for environmental management and energy efficiency (ICT-2007.6.3)

Website(s) http://www.beywatch.eu/

Summary BeyWatch is a 30-month research project supported by the European Commission (DG Information Society and Media) aiming at ICT tools for environmental management and energy efficiency. BeyWatch will develop an energy-aware and user-centric solution, able to provide intelligent energy monitoring/control and power demand balancing at home/building &neighbourhood level. To reach its objectives, BeyWatch has undertaken the following:

- Design ultra-low energy-consumption white-goods - Implement methods, techniques and services to reduce the power consumption in



smart/green homes/blocks/neighbours by intelligent control of electrical devices - Generate hot water and electricity from renewable energy sources at building level, - Elaborate business plans and business support system (BSS) applications that will

help the users and providers to reach beneficiary contracts - Motivate user's awareness, towards less CO2 emissions on the whole energy value

chain (production, transportation, distribution, supply) and cleaner environment.

Innovation of

SIRENE by

respect to the

project

SIRENE will provide an efficient scale optimization of energy distribution, production and consumption by also including stochastic parameters (weather conditions, consumer behaviour, etc.); these are factors that influence the mean and instant energy consumption

Project title EnerSIP- Energy Saving Information Platform for generation and consumption

networks

Programme,

topic

ICT for Energy Efficiency (ICT-2007.6.3)

Website(s) http://www.enersip-project.eu

Summary To create an adaptive, intelligent and open service-oriented platform that allows end users to optimise, in near real-time, and to save energy by remotely monitoring, controlling and coordinating power generation and consumption in neighbourhoods with residential and commercial buildings. The main of ENERsip project is to create an adaptive, customizable and service-oriented energy monitoring and control system by active and proactively coordinating energy, communications, control, computing and construction for near real-time generation and consumption matching in residential, commercial buildings and neighbourhoods.

Innovation of

SIRENE by

respect to the

project

SIRENE will facilitate the rationalization and inter-relation of the fluctuating character of the energy demand by exploiting the behavioural pattern of the citizens in different city areas as this is going to be captured through metering devices and social media.

Project title SMARTCODE -Smart Control of Demand for Consumption and Supply to enable

balanced, energy-positive buildings and neighbourhoods

Programme,

topic ICT for energy efficiency (ICT-2009.6.3)

Website(s) https://www.fp7-smartcode.eu

Summary Future buildings and neighbourhoods are expected to combine a manifold of Energy using Products (“EuP”) ranging from electrical lighting to HVAC with locally available renewable energies (e.g. solar, wind) and with locally available storages (e.g. car batteries). An intelligent management of energy in such a local grid would enable customers to participate in the energy market and even contribute to the stability of the power grid. The objective of SmartCoDe is to enable the application of demand side management and smart metering in private and small commercial buildings and neighbourhoods by:

- Developing new methods for automated energy management that specifically consider the requirements of Energy using Products in homes / offices and local renewable energy providers such as information security and dependability.

- Demonstration of technical and economic feasibility and benefit of intelligent energy management in buildings and neighbourhoods with an initial focus on electric lighting.

Innovation of

SIRENE by

respect to the

project

The rationalization of the fluctuating character of the energy demand with the behavioural pattern of the citizens in different city areas will be facilitated not by the utilization of smart-meters but also by the exploitation of social media data and stochastic data such as weather information. Sirene will provide also the framework and best practices on how to replicate its findings into various other contexts.



Project title E-Hub for residential and commercial districts and transport

Programme,

topic ICT for energy efficiency (ICT-2009.6.3)

Website(s) www.e-hub.org

Summary The ambition of this project is to enable the utilisation of the full potential of renewable energy (up to covering 100% of the energy demand on district level). In order to reach this goal, the E-hub concept is developed, which is crucial for the implementation of such a large share of renewable. An E-Hub is a physical cross point, similar to an energy station, in which energy and information streams are interconnected, and where the different forms of energy can be converted into each other and/or can be stored. The E-hub exchanges energy via the energy grids between the different actors (e.g. households, renewable energy plants, offices), who may be a consumer at one time, and a supplier at another time. The consumers and suppliers exchange information on their energy needs and energy production with the energy hub, the hub then distributes the energy available in the most efficient way. The aim of the proposed project is: to develop the e-hub as a system, to develop technologies that are necessary to realize the system, to develop business models in order to overcome institutional and financial barriers, and to demonstrate an E-hub in the form of a real situation and in a few case studies/feasibility studies.

Innovation of

SIRENE by

respect to the

project

SIRENE focuses on public buildings, which have a lot of other limiting factors and constraints. Sirene system will include stochastic parameters (weather conditions, consumer behaviour, etc.) in order to empower the decision support mechanism and then rationalize the fluctuating character of the energy demand with the behavioural pattern of the citizens in different city areas as this is going to be captured through metering devices and social media.

1.4.5 Innovations of the project

Sirene is going to be an innovative approach on how decisions are taken in relation to matching demand and supply side in energy supply systems. It will take in a holistic approach the demand side aggregation not only in terms of real-time consumption captured by smart metering technologies, but also by giving them the actual context as it is captured by the social behavior of the consumers. In particular Sirene will:

Innovation 1: Contribute significantly in energy consumption savings in large public buildings and validate/demonstrate it through smart energy management concepts in two (2) pilot public building complex (Nicola Tesla Airport-Serbia and San Martino Hospital-Italy).

Innovation 2: Engage the end user/consumer in the decision support in an interactive and direct way through the use of social media.

Innovation 3:Make use of existing social networks to promote energy savings and efficient use of sustainable energy (via existing social networks such as Facebook, Twitter, etc. but also through a dedicated Sirene social network developed for the purposes of the project.)

Innovation 4:Give the framework for the next generation decision support systems in energy supply, by extending the spectrum of information used for supporting the decision procedures of the suppliers.

Innovation 5: Advance the economic and business models by introducing new concepts in energy saving in public buildings through gamification approaches and through dynamic incentives scheme that are matching the consumers individual lifestyles. This will lower the barrier for new players to get in the market and extend thus business models (e.g. social media monitoring, social sciences, demand aggregation sites, associations of end users in sectors and neighbourhoods in the cities) in the energy market.



2 Section 2: Impact

2.1 Expected impacts

2.1.1 Contributions towards impacts listed in the work programme

The following table summarizes the project contribution with respect to the expected impact as it is mentioned in the ICT Workprogramme. Expected impact SIRENE contribution

Systemic energy consumption and

production and emissions

reduction between 15% and 30%.

Sirene will contribute into a systemic energy saving by at least 15% validated through two pilots and related use cases defined from real-life conditions. (See objective 5). This will be achieved through a significant technological result of the project, namely the Sirene Energy saving framework for public buildings that will make makes use of smart metering data and behavioral data of the visitors and workers in the building, defines optimal energy consuming planning and strategy, and devises the motivation incentives for the visitors and workers to implement this optimal planning. (See Result 2)

Accelerate wide deployment of

innovative ICT solutions for

energy efficiency.

Sirene is focused in providing a solution significant energy efficiency in public buildings that can be replicated across different contexts in a way that will not require very high administrative and technical burden. To this end, within its workplan the project will produce the Sirene business model and replication plan: a parameterized (according to socio-economic contexts, business purpose and utilization/occupation models of the buildings) model on how to replicate the Sirene approach further and guarantee its Return of Investment and benefits. (See Result 3).

Greater consumer understanding

and engagement in energy

efficiency.

Sirene bring the end user / energy consumer in the forefront of participation for achieving energy saving and CO2 reduction. The project will deliver a gamification and social-rich application where users register, participate and interact with the energy management back system in a unobtrusive fashion for increasing the energy saving of the building. (see Result 1) This will definitely contribute in the direction of increasing the consumer understanding and involvement in energy saving activities.

Table 3: Contributions towards impacts listed in the work programme

2.1.2 Improving Innovation capacity in Europe

Europe’s ability to innovate is key to its success and the prosperity of tis citizens. The strategic and systematic opening up of internal innovation processes to include external knowledge — in other words, open innovation — can result in significant competitive advantages. Open innovation is the practice of problem solving by looking beyond organizational’ boundaries to the outside world and its experiences and discoveries as part of the innovation process, instead of relying exclusively on the internal skills of one’s own researchers and developers. The efficiency and effectiveness of innovation are determined by the organization’s access to knowledge. This is because innovation processes are ultimately problem- solving processes, which are based on acquiring and processing information and knowledge.



We can distinguish between two main types of knowledge: Information on needs pertains to the needs and preferences of customers or users. Precise information on user needs can increase the effectiveness of an innovation process, as this enables new products, services and solutions to be better tailored to their requirements, thereby paving the way for successful market launches. Solution information is (technical) knowledge concerning how a problem or need can be solved or met by a specific product or service offering (e.g. what new technological interrelationship is required to meet the need? Which processes are necessary?) Appropriate knowledge of technological solutions increases the efficiency of the innovation process because it enables faster, more successful development processes (cost to market and time to market).

The Sirene project is significantly contributing to the open innovation process of European energy efficiency, by generating knowledge, methods and results that eventually improve and extend the

current frontiers of its innovation capacities. Through the project results: i. New products and services will be developed that will tighten the relations of the energy

efficient buildings in Europe and facilitate their harmonized operation for the benefit of their stakeholders. Emphasis is given in deployment of open source software that will form the basis of further collaboration between the software development communities.

ii. New academic research will be enabled as the project will inspire new research areas, especially in the innovation management, operational research, social media, Web and Mobile applications engineering.

iii. Knowledge & Technology Transfer: Another function of academic and industrial research groups is technology transfer from research to industry. The project will contribute in the knowledge transfer between participating entrepreneurs teams that will be formed and achieve thus an “osmosis” in scientific approaches, engineering solutions and analytical methods applied. By having a European wide exposure, knowledge transfer will eventually lead to a European level added value of excellence in research.

2.1.3 Assumptions and external factors that may determine whether the impacts will be

achieved

As we described earlier in Section 1, the Sirene project is at a position of having captured the state-of-the-art technologies in energy management systems and smart cities (combining RES, social networks, cleanweb technologies etc), and is ready to enhance the state-of-the-art in relevant fields. Therefore, no technological assumptions are needed as a prerequisite to commence this project. Factors that may determine whether the above described impacts will be achieved include:

• Positive, responsible and devoted contributions from each individual partner in the consortium. Each partner in the Sirene consortium has rich experience and necessary competence to fulfill its commitment assigned to them. This confidence has been proved in each partner’s participation in other EU projects.

• Close co-operation among partners. Most partners of the Sirene project are carefully selected from several earlier or ongoing FP6/FP7 project participants. This well-organized consortium will lead to fruitful results for the project.

• Dissemination activities should be conducted at a wider scale, from a global perspective. The academic dissemination activities will be obviously performed at a wider international level, not limited in Europe. For industrial dissemination activities, the consortium will explore opportunities to extend our activities in emerging markets in other parts of the world.

2.1.4 European Energy policy and social impact

Establishment of a collaboration framework between the ICT sector, the Energy Sector, Public

Authorities and Consumers Associations.

The EU Directive 2009/72/EC of the European Parliament and of the Council requires to Member States to prepare a timetable with a target of up to 10 years for the implementation of intelligent metering systems: given a positive assessment of the smart meters introduction, at least 80% of EU



consumers shall be equipped with intelligent metering systems by 2020. In addition, EU countries must ensure the interoperability of the smart metering systems to be implemented within their territories and have due regard to the use of appropriate standards and best practice and the importance of the development of the internal market in electricity. The same directive obliges Member States to ensure the monitoring of security of supply defining technical safety criteria to ensure the integration of their national markets at one or more regional levels. Sirene provides a very innovative way of predicting user energy consumption behavior by combining meter data with the social context of the human behavior. In addition the cloud-based nature of the platform facilitates the integration of various sectors and services (via standard Internet TCP/IP connectivity). Sirene will generate innovative and collaborative business models based on the collaboration between various actors: energy providers, public building administrators, municipalities, consumer associations. These business models will be adaptable on dynamic and easily negotiable service level agreements. A first demonstration is clearly visible in the Sirene consortium, which groups key players in all these sectors are already planning potential exploitations and will possibly accelerate any technology transfer from research through open innovation strategy. Quantifiable and significant reduction of energy consumption & CO2 emissions achieved through ICT

A research provided by the Climate Group “Smart 2020: Enabling low carbon economy in the information age” (2008) reveals that ICT can significantly improve energy efficiency driving potentially 1 trillion US$ in energy saving per year by 2020 in the US alone. 340 billion (1.7Gton of CO2) will come from making buildings smarter – or in other words more aware of their energy consumption. As 95% of the buildings which will exist by 2020 already exist today, most savings will come from existing buildings and hence technologies enabling collecting energy data from existing infrastructure are of great essence. In Europe, the need to increase energy efficiency is part of the triple goal of the '20-20-20' initiative for 2020, which means a saving of 20% of the Union's primary energy consumption and greenhouse gas (GHG) emissions, as well as the inclusion of 20% of renewable energies in energy consumption. Taking account of these aspects, the Sirene concepts and solution will be developed, simulated and demonstrated, for different city pilots and different technologies available. The underlying scope of the Sirene project is to achieve higher energy performances leveraging the potential of the neighborhood community. The decision support functionalities that are part of the Sirene platform will be used to provide an unprecedented real-time prediction of energy demand at a neighborhood level. These data can be used to support more focused and reliable decisions by urban authorities, and will be the first step to getting a true view of the energy status of a city, considered as an aggregation of neighborhoods energy communities. Job Creation

The introduction on the market of new Energy-related public building services will foster the creation of new jobs, able to support technically, methodologically and financially end-users to exploit the most for the Sirene results.

2.2 Measures to maximize impact

2.2.1 Dissemination and exploitation of results

Dissemination activities are very important for the project and aim to create and increase awareness about the Sirene offerings and its benefits, to attract new potential users and customers, to increase the business opportunities as well as to receive feedback for the project solutions value and acceptance and to pave the way for new business alliances. Thus, a solid dissemination strategy for the project is deemed a necessity, in order to make available to the general public and the stakeholders the project achievements and the lessons learnt. The actual dissemination policies will be based on three major dissemination channels and their corresponding dissemination activities. Each dissemination policy will be designed as blend of dissemination activities from one or more channels, with respect to the



respective target group(s) that aims to address. The three channels (in bold) and their component activities (in italics) are:

Online Dissemination. A project public website will provide a first access point for interested business parties, organizations and individuals into the Sirene project. Key results will be published on that website, but also added-value services will be offered such as newsletters, mailing lists or

synchronous and asynchronous communication with project participants. The long-term objective of the website is to create a community of interested parties (i.e. stakeholders including business partners) around the project, to accelerate their involvement and to create awareness of the research results.

Non-Electronic Dissemination. Classical means of knowledge transfer such as articles in topic-

specific journals, brochures (company newsletters), publications in broadcast media, business papers

and monographs focus on the dissemination of project results, mainly to experts and professionals.

Interactive Dissemination. The specific channel will offer a chance for personal interaction in

academic, and commercial conferences, EU organised events and conferences and trade fairs and

exhibitions. The interactive channel of dissemination is intended for target groups with a high level of information need and involvement and it therefore provides information tailored to highly targeted audiences. The interactive channel will be the most efficient means for community building and has the highest impact on dissemination.

High-level dissemination of the Sirene project objectives and results will be conducted through workshops, including presentations to selected group of enterprises and organizations followed by discussions and demonstration of case studies, giving the opportunity to potential end users, participating in the workshop, to experience the project tools’ functionality and review applications prototypes in selected case studies.

Print

Mate

rial

Figure 3 – Sirene Dissemination Tools

The Sirene consortium is strongly motivated for providing technological and scientific results that will be of major importance and interest for the scientific and industry communities. For this reason it has identified a set of international journals and conferences which have an important impact factor and broad public awareness respectively. Some indicative are:

Nr Journal title and link Description

1 Applied Energy – Elsevier

http://www.journals.elsevier.com/ap

plied-energy/

Applied Energy provides a forum for information on innovation, research, development and demonstration in the areas of energy conversion and conservation, the optimal use of energy resources, analysis and optimization of energy processes, mitigation of



environmental pollutants, and sustainable energy systems.

2 Energy for Sustainable Development

– Elsevier

http://www.journals.elsevier.com/en

ergy-for-sustainable-development/

Published on behalf of the International Energy Initiative, Energy for Sustainable Development is the journal for decision makers, managers, consultants, policy makers, planners and researchers in both government and non-government organizations.

3 Energy – Elsevier

http://www.journals.elsevier.com/en

ergy

Energy is an international, multi-disciplinary journal in energy engineering and research. The journal aims to be a leading peer-reviewed platform and an authoritative source of information for analyses, reviews and evaluations related to energy.

4 Social Networks - Elsevier

http://www.journals.elsevier.com/soc

ial-networks/

Social Networks is an interdisciplinary and international quarterly. It provides a common forum for representatives of anthropology, sociology, history, social psychology, political science, human geography, biology, economics, communications science and other disciplines who share an interest in the study of the empirical structure of social relations and associations that may be expressed in network form.

5 Organizational Behavior and

Human Decision Processes–

Elsevier

http://www.journals.elsevier.com/or

ganizational-behavior-and-human-

decision-processes/

Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making.

6 Energy Systems – Springer

http://www.springer.com/engineerin

g/energy+technology/journal/12667

Applies mathematical programming, control, and economic approaches to energy systems topics, and is especially relevant in light of challenges facing humanity

7 Energy Efficiency – Springer

http://www.springer.com/engineerin

g/energy+technology/journal/12053

The journal Energy Efficiency covers wide-ranging aspects of energy efficiency in the residential, tertiary, industrial and transport sectors.

8 Social Network Analysis and Mining

– Springer

http://www.springer.com/computer/d

atabase+management+%26+inform

ation+retrieval/journal/13278

Soliciting experimental and theoretical work on social network analysis and mining using a wide range of techniques from social sciences, mathematics, statistics, physics, network science and computer science.

Other Conferences and Events on ICT applied to Energy Efficiency and Sustainability in Cities that will be targeted by the joint publications of the consortium: NAME TYPE LINK

Sustainable energy week Event http://www.eusew.eu Smart City industry summit Event http://smartcitiesindustrysummit.com Innovative City Convention Convention and Fair http://www.innovative-city.com UrbanTec – Smart technologies for better cities

Fair http://www.urbantec.com/en/urbantec/home/index.php

URBACT Annual Conference - Building Energy Efficiency in European Cities

Conference http://www.urbact.eu

ICEESD: International Conference on Energy, Environment, Sustainable Development

Conference https://www.waset.org/conferences/2013/dubai/iceesd/

WSDM International Conference on Web Search and Data Mining

Conference http://www.wsdm2013.org/

Advances in Social Conference http://www.asonam2012.etu.edu.tr/



Networks Analysis and Mining The consortium partners and will produce at least four high quality peer reviewed publications on the Sirene project results. The publications will be jointly authored by researchers from ICT (ATOS, Infili, Tecnalia), energy experts (iMP, UNIGE), social behavior experts (RUG) construction (DAPP) and end users (USMI). At least 3 of them will be in highly ranked journals. The motivation behind this is to disseminate in the scientific community actual engineering perspectives from measurable results on the Sirene benefits and approach.

Open Access Publications: The project will provide scientific and technical/business publications that will follow the open access approach under the “gold” model. This model provides free on-line access to peer-reviewed scientific publications which will result from the project. Open access publishing (also called 'gold' open access) means that an article is immediately provided in open access mode by the scientific publisher. The associated costs are shifted away from readers, and instead they are allocated to the university or research institute to which the researcher is affiliated, or to the funding agency supporting the research. For this reason a specific amount has been allocated to the overall project budget. In addition, the Special Interest Group (SIG) will be created and maintained. The SIG will be constituted from business partners and customers of the participating companies, as well as, universities and research institutes working on related topics, companies active in the Smart Cities and Smart Grid markets as well as know-how transfer bodies. A first core of SIG members will be directly contacted by the project partners during the first six months of the project. Two workshops are planned with the SIG members, one for presenting intermediate results and one at the end of the project. After signing a Non-Disclosure Agreement (NDA), SIG members will receive early information/access on project outcomes and will be requested to evaluate the impact of Sirene.

One of the primary objectives of the Sirene SIG will be to reinforce translational links between

European companies and authorities involved in the Smart City initiatives (inside and outside the project consortium). This collaboration effort will aim to improve the exploitation of project results and investments at the European Level. The SIG will be maintained for 2 years after the end of the project.

2.2.2 Exploitation of project results

The Sirene consortium has an optimized combination of partners covering all aspects of the value chain for the envisioned decision support system that will optimize the energy consumption in the district level. The consortium partners have already identified individually a preliminary exploitation plan for the envisaged project results and have expressed their interest in the relative plans. These are summarized in the following table:

No Short

Name

Individual Exploitation plan

1 ATOS Atos is a major supplier to the public sector. We work with national and local governments across Europe. We have many e-Gov applications and e-participation platforms that we operate on the behalf of the client government agency. We are therefore fundamentally affected by any changes in the state of the art as to government-citizen information flows. ATOS’ strategy is to take advantage of the company’s sales force and use the established channels to reach customers: Wherever possible, research results will be exploited for the internal development and support of new products and services. These products and services will lead to a competitive advantage of the participating organizations and will substantially contribute to the benefit of the targeted users. This integrated exploitation approach will be accompanied by the following activities:

• Identification of the target clients • An initial, external collective market overview and further monitoring of the



market throughout the project • Share of information about project results (asset/product) though the

company’s sales portal and projects webs where public administrations are involved.

• Internal meetings with Atos account managers who have direct access to public sector customers and who can organise meetings and workshop with customers.

• Internal webinars are organised to raise awareness at international level. Those can be combined with the presentation of other solutions of the Atos portfolio.

• Audio/video confs are organised to convey the results to other GBUs of the Atos group, including overseas locations. Those telcos can involve customers as well.

• Participation in meetings and workshops with customers (e.g. innovation workshops) at local and international level when requested.

• Direct contact with customers, at shows and government events • Surveys and interviews with potential customer in order to contribute in a

complete market analysis. 2 DAPP D’Appolonia is very active in the field of ICT systems for effective energy

management, methods for evaluating the energy footprint of existing buildings and methodologies for effective metering of energy use, and overall LCA of the elements under real use conditions in buildings. D’Appolonia will exploit the project results for engineering consulting activities that constitute the core of the company business for example by exploiting the final Sirene solution or individual components to solve energy efficiency needs and requirements of customers belonging to construction and building sector and also city authorities and public bodies. Sirene project will further improve D’Appolonia experience and expertise on ICT solutions applied to energy efficiency. New knowledge will be used to acquire new industrial clients and projects in the field of Energy Efficiency. D’Appolonia offers to its customers consulting services on these solutions

3 TECNALIA TECNALIA Research and Innovation is a Technological Centre whose main activities are devoted to laboratory certification tests, research and development projects, consultancy services, and technology based products development from the conceptualization stage. In the last case, the products should be introduced in the market: by patent licensing, technology transfer or start up creation. TECNALIA’s annual turnover is around 132 M€. TECNALIA will analyse the best way of exploiting the project results in knowledge transfer and licensing modalities, but however, at the moment a priori three are the possible business models: • By implementation • Exploitation of the product like a SaaS (Software as a Service). • Utilization for consulting purposes.

4 RUG The environmental psychology group at the University of Groningen participates in many projects related to sustainable energy transitions, including the EU funded projects CRISP and LOCAW, and projects funded by the Dutch national science foundations on, among others, the adoption of electric vehicle, and the acceptability and effects of pricing policies. Also, they are involved in many projects on smart grids in the Netherlands, funded by national and local governments. They plan to get know how on: Understanding factors promoting interest in, acceptability of, and effects of innovative smart grid concepts in real life settings. This project will clearly benefit to the ambition of the University of Groningen to contribute to a sustainable energy transitions from a multidisciplinary perspective. In fact, energy is one of the three strategic focus areas of the University of Groningen, and it has a broad expertise in energy issues, not only focusing on natural and technological aspects, but also on psychological and behavioural aspects, among others. This research proposal will further strengthen the position of the University of Groningen in this respect. Our research proposal will yield important insights in how to successfully market sustainable energy innovations and smart grid concepts to the public in different pilot areas, as to promote a transition towards more sustainable energy systems. The proposed project will promote the transition towards sustainable energy systems



worldwide, by getting a key understanding in public responses, and the acceptability and effects of smart grid concepts in real life settings.

5 Infili Infili is a newly formed research intensive SME which is basing its products, solutions and services on the competitive advantage of having them in the technological forefront. Infili plans to have a pioneering position in the European area in the technologies of information & knowledge classification as well as relationship analytics for social networks. For this reason, Infili aims to exploit the results of the project in enhancing its product portfolio, extend the services that it offers and be part of a european level project with significant exploitation outlook. Through Sirene, Infili aims to systematically advance its social media related tools to incorporate advanced functionalities to a wider market regarding the smart cities.

6 iMP The Institute Mihajlo Pupin (IMP) is a leading Serbian R&D institution in information and communication technologies, the largest and oldest in the whole South Eastern Europe. As such it plans to make use of the Sirene project results as far as it concerns knowledge transfer, educational material and academic research.

7 LeanCiti LeanCiti builds “Social-Micro-Grids” for cities and smart buildings, creating interaction around utility bills and real time data analytics on energy consumption and consumers behaviour. LeanCiti plans to integrate the findings of the project into its product portfolio and increase the added value of its service offering.

8 USMI San Martino Hospital is a complex energy hub located in the city of Genoa with an average number of visitors approximately equal to 107.000 persons per year. This relevant number of visitors implies the presence of a complex structure able to provide all the necessary services, including the satisfaction of energy needs, which are of significant importance. The main objectives which USMI expects from the SIRENE project are three-folded:

- he acquisition of expertise and knowledge in this new approach to energy management not only from technical point of view, but also of the behavior of people involved in the site

- the participation in a new network of competences (University, Research centers, prive companies, professionals) able to maintain and ameliorate in the years the results acquired by means of this new approach

an actual environmental and economic advantage, as summarized in the pilot 2 description, namely: starting from a base Energy Cost of about 8.000.000 Euro / Year , obtain a significative money saving 1.650.000 Euro per year, adding environmental advantages of the order of 15% less primary energy consumption and, as a consequence, -15% CO2 emissions.

9 UNIGE Univeristy of Genoa operates in the project by means of two departments, namely DIME (Mechanica, Energy, Management and Transportation Engineering) and DITEN (Department of Electrical, Electronics and Telecommunication Engineering and Naval Aritecture). In this two departments operate two specific groups involved in energy saving and technological developments, the group ÀugERE (Augmentation techniques for Energy, Refrigeration and Environment) at DIME and the Intelligent Electric Energy Systems Laboratory at DITEN. The participation in this project is of main interest for both groups, since DIME is involved in general aspects of energy saving and renewable energy resources exploitation, while the second one at DITEN is particularly specialized in electrical smart grids. The aim of UNIGE is to develop a complete set of logical approaches able to exploit the huge amount of data available from the net of final user to make short and medium term forcasting of energy demand. Such information will be used to anticipate and optimize control strategies on the provider-side energy delivery. The development of forcasting and optimization tools in this field would be a formidable breakthrougk in the field of technical management of power plants, leading to completely new control approaches. The new knowledge acquired in this project will be exploited in several ways:

- For research purposes, to be offered to advanced energy service providers in the development of pilot plants and projects

- For commercial purposes, mainly with the help of spin-offs (be they existing or newly, specifically formed ones)



For teaching purposes, to offer to our studends always up-to-date knowlegd on leading technologies and the possibilities to work in an international environment

Sirene provides a significant opportunity for cooperation among a wide range of partners from the industrial sector (ICT integrators, Construction), SMEs (smart metering, energy management systems, social media analysis) as well as R&D institutions and Universities (social behavior, cloud infrastructures, sustainable energy management). The impact of the Sirene results will therefore be realized in a wide and varying business landscape represented by the partners. To this end, the Sirene consortium has identified a joint exploitation plan that will enable the best possible exploitation of the project results covering all aspects of the business values and commercial & technological aspects. The most significant Sirene results that have been preliminary identified as candidates for direct exploitation have been already defined in Section 1.1.2: • Exploitable Result 1: Sirene Mobile &Web app • Exploitable Result 2: Sirene Energy saving framework for public buildings • Exploitable Result 3: Sirene business model and replication plan • Exploitable Result 4: Software licensing

• Exploitable Result 5: Knowledge Transfer and Consulting

The table below comprises preliminary joint exploitation plan showing the well balanced and co-ordinated approach to exploit all possible outcomes from the Sirene project, through the potential interest of the consortium partners.

DAPP Infili, LeanCIti ATOS Tecnalia, iMP, UNIGE, RUG

USMI

Element of

Exploitation

Construction Application

providers -

SMEs

ICT

Industry

Universities /

R&D

Public Building

owners - Users

Exploitable Result 1

X X


X X X


X X


X X X X


X X X X X

Table 4: Sirene Joint Exploitation plan

Through this table it is evident that the joint exploitation plan is very solid and orchestrated towards the maximum synergies of the partners with each other and with a maximum involvement of SMEs for which the exploitation perspectives and impact can be regarded as very promising.

2.2.3 Standardization strategy & activities

In March 2006, the European Commission put forward its analysis [24] of the main energy challenges that the EU will be facing in the coming years. The Commission proposed to address these challenges through a new comprehensive European energy policy built on three main pillars: sustainability, competitiveness and security of supply. Among other things, research into energy efficiency and renewables and development and deployment of new energy technologies were identified as political priorities. The roll-out of smart meters and implementation of smart grids in Europe are an integral part of these policy priorities. When the Commission unveiled its proposal for a Third Energy Package in September 2007, it made the implementation of smart metering systems an obligation for the Member States in both the Electricity and the Gas Directives [25]. Member States must carry out a



cost-benefit analysis of the smart meters implementation by September 2012 and ensure the deployment of the smart electricity meters to at least 80% of the households by 2020. The Directive on Energy End-use Efficiency and Energy Services from 2006 lists deployment of smart metering systems as one of the main cross-sectoral measures considerably improving energy efficiency [26]. Likewise, the recently revised Directive on Renewable Energy obliges the Member States to take appropriate steps to develop intelligent transmission and grid infrastructure [27]. The Energy Performance of Buildings Directive strongly supports decentralized energy supply systems based on renewable energy and calls on the Member States to encourage the introduction of smart metering systems whenever a building is constructed [28]. To facilitate the implementation process on the technical level, the Commission issued a standardization mandate concerning smart meters to the standardization organizations CEN, CENELEC and ETSI in 2009. The standardization bodies are now involved in the development of an open system architecture for utility meters involving communication protocols that enable interoperability, and they will present the results in 2012. The European Electricity Grid Initiative (EEGI) has already published a detailed roadmap for 2010-2018 outlining the process towards the implementation of smart grids in Europe [29]. To this aim, the Commission established a Smart Grids Task Force in November 2009. The Smart Grids Task Force is led by the Commission's Directorate-General for Energy Policy (DG ENER) in collaboration with six Directorates and about 25 European associations representing all relevant stakeholders. In this context, the establishment and the work of the CEN/CENELEC/ETSI Joint Working Group on standards is extremely useful and instrumental in achieving the European Commission's policy objectives regarding smart grids. The Sirene project will be monitoring these efforts and will be fully aligned to the direction of conforming and contributing wherever possible to the standardization efforts. The table below gives an overview of the standards to be monitored and considered for contribution/recommendation of the project findings.

Roadmap Content Standard/definition

General, architecture, concepts Smart grid Use case methodology and template Architecture

IEV 617 IEC PAS 62559 IEC SG3 Roadmap

Communication Telecontrol Communication systems in substations Interface for distribution management Energy market communication Data exchange with metering equipment Data communication

IEC 60870-1-3, IEV 371 IEC 61850-2 IEC 61968-2 IEC 62325 IEC 62051-1 IEC 62056 ISO/IEC 2382-9 ITU Terms and definitions Database

Information security Key security aspects for preserving data integrity and confidentiality

IEC/TS 62351-2 NIST key security terms IETF Internet security glossary – RFC 4949

Smart Metering Measuring and metering energy consumption.

SMCG Technical Report and Glossary IEC 62051

Industry, energy management Energy management CEN/CENELEC TR 16103 IEC 61970-2

Market and actors Tariffs for electricity

IEV 617 IEV 691

Table 5: Standardization efforts to be addressed in Sirene

One of the most critical aspects that Sirene has to consider for its successful completion is the full integration of the involved HW components (smart meters and sensors, application & web servers)



and the proper functionality of the involved services with the constraint to meet the real users’ requirements. However, the main integration and interoperability aspects are ensured by the fact that the building components which already exist and are based on high quality work are designed to be open, flexible and interoperable due to compliance to the standards. Interoperability in the application domain will be achieved among others through the Web services framework which seems to form the “de facto” standard for convergence of applications interoperability in the “service” layer. Sirene consortium has a strong commitment with open standards so that technologies used to build the project will be mainly based on mature and emerging standards. Related to Web Services and Service Oriented Architectures (SOA) standards that are going to be deployed are: W3C: this body works on Web Service and Semantic Web Service standards relevant to Sirene. These include: XML, SKOS, OWL, SPARQL and RIF as part of the Semantic Web stack; and WSMO and SWSF as approaches to modelling semantic web services; WS-Addressing that enables the exchange and communication of references to both Web services and stateful Web Services; and WS-Policy* as a stack of standards that describe properties of service interactions. OASIS: There are a significant number of Web Service standards under OASIS that are relevant to Sirene. These include: WSDM and WSRF is a set of specifications that provide a consistent way to describe, access and manage Web services that offer access to stateful resources; WS-Notification which aims to provide support for eventing using web services technologies following the subscribe/notification approach; and WS-Security, WS-Trust, WS-SecurityPolicy, WS-SecureConversation (as part of WS-SX) for secure and trusted Web Service interaction. ATOS, Tecnalia, LeanCiti and Infili will monitor the W3C and OASIS related standards and will explore opportunities (based on the maturity of the project results) to perform suggestions and recommendations on suitable XML representations for the fused social behavior of the energy consumer profile. Recommendations on the individual security aspects will be also explored. DAPP, iMP, RUG, and UNIGE will monitor the CEN/CENELEC/ETSI related standards in particular for energy management, smart metering, and market/actors for providing possible recommendations on the demand side aggregation, smart metering fusion techniques and dynamic pricing methods based on social behavior analytics. Additionally DAPP, part of the RINA group, is the largest certification body in Italy that supports organisations to use shared and unified reference standards in order to rationalise and simplify their activities and to add value to their overall activities. The strategic importance of certification lies in the fact that it maximises the commitment of an organisation and protects it from unqualified competition. This perspective will be also utilized in the frame of the project.

2.2.4 Innovation strategy

The Sirene consortium has identified key sectors on which it will implement and handle its strategy on innovations that stem from the project results.

Commercial Products : Several Sirene partners are product- and solution- based businesses. Their main channel for achieving impact will be through new or more innovative products based on Sirene concepts and applications. For example, Intrasoft has commercial links with major European smart cities and companies active in services for smart cities and will develop specific market strategies for the commercialization of the Sirene building blocks. Infili plans to expand its social media analysis tools with added value services for DSO, TSO, and smart cities. Telesto will enhance its existing product portfolio with smart sensors towards a broader technological product solution for smart cities.

Open Source Products: Open Source distribution of software results from Sirene provides an alternative product strategy that may be more appropriate for non-commercial partners or for middleware components whose success depends on very wide adoption. The strategy is to promote core technology through open source distribution (especially for allowing cost efficiency and wider market deployment), while licensing commercial organisations (including external partners or spin-



offs companies of Sirene partners) to develop domain-specific software products based on the technology, and supporting them through commercial innovation services. Open source alternative is suitable for partners like Tecnalia, or iMP which can exploit the overall interoperability and cloud infrastructure development as open source.

Academic Research: Publication in academic conferences and journals is also one of the most important mechanisms for ensuring that the insights gained from research in the project will be taken up and used in other contexts. The partners most involved in this type of innovation activity will of course be the University partners.

Education and Training: Education also provides a modality for exploitation of Sirene results, through the strengthening of degree and other high-value courses to students and practitioners. The University partners and through their parent institutes will all use results and expertise gained from Sirene to ensure that educational course content is updated in line with the developing state of the art and the most recent innovations that emerge through the project.

Technology Transfer: Another function of academic and industrial research groups is technology transfer from research to industry. The partners most relevant to this modality are the University-based technology transfer institutes who will ensure the innovation and technology transfer through their links with industry and spin-off companies.

Internal Development: Partners will use Sirene results including applications, technology components and business models for internal innovation within the businesses of individual Sirene partners.

2.2.5 Intellectual property management

The Consortium Agreement, to be signed before the Contract comes into force, will set out the rules for all aspects of the project operation that are not completely specified in the Contract. It will fill in the details of the responsibilities of the Project Co-ordinator, the operating procedures for the Management Boards, including decision-making and voting mechanisms; conflict resolution; IPR management, confidentiality and exploitation issues. All the companies and universities have IPR management procedures and specialist professional advisors. However, it is also relevant that one of the goals of Sirene is to promote interoperability, generality and encourage the adoption of ‘open’ standards and interoperable technology platforms. IPR co-ordination is therefore an essential part of the work. Moreover, the exploitation perspectives and plans of each partner make apparent the use of IPR protection mechanisms, as new patents are foreseen, coming from the innovative results of the project R&D work. The European Patent Office (EPO) and national patent organizations will be preferred. Sirene will set up an IPR working group at Consortium level, to identify which inventions should be protected (for commercial exploitation) and which should be published as the basis for standards or open APIs. This group will also be a forum to help the partners negotiate transparent arrangements between inventors and would-be exploiters before going through formal and legal channels. The Confidentiality and IPR rules will accord with the EC regulations and the following general principles: • No partner will divulge technical or scientific information belonging to other partners if this

information is not already in the public domain. • Partners will maintain the confidentiality of all information contained in deliverables classified

“confidential.” Any partner wanting to publish results will seek prior clearance from the others. • The Consortium Agreement will specify which existing background IPR (“know-how”) that

partners will make freely available to Partners for access and/or for use, and that which is subject to commercial restrictions or payment of licence fees. The Consortium Agreement will draw attention to any areas or items of know-how that are specifically excluded from Sirene. (This includes the option to say, “everything not specifically included is excluded.”)

• Researchers will have the right to publish research results in the scholarly press, subject to the terms of the Consortium Agreement and the terms of their employment with their University,



Institute or Company. Notification of publication and copies of all conference papers, articles, chapters and books will be lodged with the Secretariat.

• Should research results be patentable (or susceptible of registration under copyright or trademark law), the partner who developed them will choose whether to deposit the patents or intellectual property. They must inform the other partners of their decision.

• Patents or intellectual property filed by any of the Partners will mention the name of the inventors or the authors, who will be required to satisfy the formalities necessary for the filing, maintenance and prosecution of these patents.

• Any knowledge created and protected by a University will be made equally available to the industrial members of the Consortium, who will be offered preferential licensing terms.

• Companies that create and protect knowledge as part of the Consortium activities will offer other partners preferential licensing terms in comparison to terms offered to non-members.

• Specific licensing terms and conditions for knowledge created will be negotiated case by case.

2.2.6 Communication activities

To support the innovation of results, a communication and dissemination plan will be developed early in the project and used to target audiences and control the release of commercially significant results in a holistic approach. The dissemination plan will cover the following dissemination channels:

• Web-based dissemination through a project website: this will include release and update of information on project results and links to other sites by all partners.

• Press campaigns to promote the project work, including information targeting the technical press, and wider awareness-raising of general targeting press.

• Publications to international journals, magazines and conferences. • Project documentation, including a short brochure, presentation material and white papers. • Project workshops: focused events initiated by the project to target specific audiences from

multimedia industry and user communities. • Collaboration with other EC projects.

The consortium has already identified an early dissemination plan covering multiple channels,

audiences and benefits. This is only an indicative approach on how the consortium partners are going to proceed during the lifecycle of the project and beyond, and is summarized in the following ‘what -

to whom – how – benefit’ table:

Communication

channel

Dissemination item

of Sirene project Focus

Contributions

of partners

Benefits of

partners

Scientific Journals, magazines & Conferences, Technical White papers.

Scientific and technical results

Scientific & Research community, Early adopters.

All partners especially involved in joint authoring efforts

Greater visibility of results, scientific citations, disseminating of knowledge, Higher ranking in research activities.

Press releases (in news papers, technical press, and TV)

Major findings and advancement of state of the art.

Public audience, general awareness, Policy makers

Mainly the industrial partners

Strengthening position in the market, awareness and reputation for their organization.

Attracting new citizens/consumers in the pilots.

Exhibitions, Fora Overview of the technical attributes of the Sirene system

Technical audience, Industrial stakeholders, Venture Capitalists, Policy makers

All partners, especially the industrial partners and end users acting on behalf of

New market opportunities, Meetings with technology evangelists.



their mem

Project Web site

All publicly available information and documentation of the project (including deliverables of public dissemination level)

General and Technical Audience

All project partners

Visibility of their work, new networking opportunities, especially for FP7 related issues.

Communication activities to smart city networks & clusters, and major stakeholders

Technical results, Business related and exploitation results

Technology adapters, Users, Prospects

All partners. New opportunities for collaboration and exploitation.

Table 6 - Communication plan covering multiple channels, audiences & benefits

2.2.7 Liaison with other initiatives and projects

Sirene consortium will establish active links and synergies with the bodies, initiatives ad movements listed in the following table. NAME AND REFERENCE

LINK

DESCRIPTION RELATION AND

POTENTIAL SYNERGIES

WITH SIRENE

European Energy Research

Alliance – Joint Programme

on Smart Cities

http://www.eera-set.eu

Joint Programme on Smart Cities of 18 full partners and 42 associated partners. The entire Joint programme is structured in 4 sub-programmes with a clear focus on energy efficiency and integration of renewable energy sources within urban areas. The main objective is the development of scientific tools and methods that will enable an intelligent design, planning and operation of the energy system of an entire city in the near future. An integrated approach will be adopted for the planned research activities in order to capture the interfaces between all the relevant elements of the energy system, such as thermal and electric energy networks, buildings, energy supply technologies and the end-user.

The Sirene solution is focused on the development of methods to enable the intelligent operation of the city energy system. This is also one of the main focus of the Joint Programme.

The European Construction

Technology Platform

(ECTP)

http://www.ectp.org

The European Construction Technology Platform (ECTP) will raise the sector to a higher world beating level of performance and competitiveness. This is achieved by analysing the major challenges that the sector faces in terms of society, sustainability and technological development. Research and innovation strategies are developed to meet these challenges engaging with and mobilising the wide range of leading skills, expertise and talent available to us within our industry over the coming decades, in order to meet the needs of the Society.

One of the key challenge that ECTP platform aims to face is “to reduce the use of energy, materials, and other resources in construction and in the built environment”. One of the main goal of Sirene solution is to rationalize and inter-relate the fluctuating character of the energy demand with the behavioural pattern of the citizens in order to optimal plan the energy production and distribution through the use of social media. The social media are not only a medium for



modelling users’ behaviours, but also a means for informing, animating and influencing optimal energy consumption patterns in neighbourhoods.

EDSO for Smart Grids

http://www.edsoforsmartgrids

.eu/

EDSO for Smart Grids is gathering 30 Distribution System Operators from 17 EU countries, covering 70 percent of the EU points of electricity supply, and cooperating to bring Smart Grids from vision to reality. To be up to the challenge EDSO for Smart Grids is working as a key-interface between distribution system operators and European Institutions.

The Sirene approach will contribute to the reliability, the optimal management and the technical development of the electricity distribution grids while reaching the European targets of energy efficiency, reduction of greenhouse gas emissions, and higher share of renewable energy sources.

Energy Efficient Building

European Initiative (E2B

EI)

http://www.e2b-ei.eu

The construction industry is a large contributor to CO2 emissions, with buildings responsible for 40% of the total European energy consumption and a third of CO2 emissions. In order to help the construction industry reach the 20/20 targets and achieve energy neutral buildings and districts by 2050 the European Construction Technology Platform has set up the Energy Efficient Building European Initiative (E2B EI), steered by the Energy Efficient Buildings Association (E2BA) founded in November 2008. This is a Europe wide industry driven research and demonstration programme for energy efficient buildings and districts, with the ambitious vision that all European buildings will be designed, built or renovated to high energy efficiency standards by 2050.

One of goal of Sirene approach is to radically improve the energy efficiency of the large public buildings and districts interfaced to the system and this will contribute to the achievement of neutral buildings and districts.

3 Section 3: Implementation

3.1 Work plan – Work packages, deliverables and milestones

3.1.1 Workplan strategy

Sirene work plan is built around the following basic axes: • Short time to deliver / validate services: The rationale is to take all necessary actions for a

tight budget and workplan that will allow the partners to work focused and on the right momentum to boost their results to the market. Accelerating entrepreneurship can be achieved only through precise workplans with short time to deliver and validate services.

• Iterative lifecycle: The Sirene pilots with duration of 12 months will allow for more iterations of individual validation cycles. The services improvement and feedback capturing will be also implemented in an iterative approach. This approach will reduce the risks of conventional waterfall approaches and allow a more elaborated and optimized approach for bug free and requirements-compliant software releases.

• End users as source of innovation for Sirene: The project is performing an extensive user requirements analysis engaging all relevant stakeholders that participate in the pilots. Moreover, end users (employees, visitors, etc) play a vital role in the validation of the use case pilots. A combination of structured interviews and focus groups will be conducted, with



content analysis techniques to bring in the forefront the added value of the users in the energy saving efforts of the public buildings.

• Focus on delivering innovative services: The workplan is distributed in only 6 WPs in order to focus on the exact results that are aimed to be delivered in the project. For this reason, the sequential approach “analyse, specify, develop, integrate and validate” is reflected in the core project implementation workpackages focusing in the implementation and delivery of the services piloted in real life use cases.

3.1.2 Workpackages rationale and Structure

The following tables summarize the rationale behind the derivation of the technical WPs, with respect to the key technologies that are involved, as well as the non-technical WPs and their goal within the project.

Technology / Focus Why WP Objectives

Structured elicitation of requirements. Modeling of the system and technical specification.

For ensuring continuous user involvement, conformance with state-of-the-art technologies and define the full appropriate functionality of the Sirene sytem

WP2: Requirements analysis and Sirene system specification

Obj1-Obj5

Integration methodology, open interfaces and data formats, Security and privacy aspects.

For ensuring interoperability between different systems hat have to be integrated, allow for openess of the interfaces and data formats and exchange approaches, and for ensuring the level of security and privacy so that the system is trustworthy by the stakeholders and users.

WP3: Integration, Interoperability and Data Privacy

Obj1

Web and mobile applications with gamification concepts. Social network deployment & analysis

For ensuring a dynamic demand side aggregation based on smart metering real-time data and analysis of the social behaviour of the users in the personal and community level.

WP4: Sirene applications and Gamification approach

Obj1-Obj3

Real life deployment in 2 pilot public buildings

Economic and business models, incentives analysis and best practices, replication plan

Validation and evaluation in real life conditions. Engagement of end users and stakeholders for measuring actual improvement in energy savings. To measure and evaluate the Sirene system and what saving it can provide under the real conditions. To study alternative sustainable business models and dynamic pricing, and define a replication plan for other deployments.

WP5: Pilots Operation, Evaluation and Business Modelling

Obj4-Obj6

Horizontally structured WPs

Project Management Overall Project Management and technical co-ordination, Financial reporting, Liaison with the EC.

WP1 All

Dissemination, Exploitation, IPR

Issuing a Dissemination & Exploitation plan and performing the relevant activities for project presentation for public awareness.

WP6 All

Table 7 – WP rationale and approach in Sirene project

The project is organised in six workpackages (WPs) combining the necessary partners and expertise for assuring successful execution and impact in a European level. The leadership of each WP is determined by the principal interests and expertise of the project partners. Four (4) project

implementation work-packages (WP2, WP3, WP4 and WP5) will be focused on the analysis and



definition of the Sirene framework, services and methodologies as well as the evaluation of the overall approach with respect to the selected pilots and use cases to be involved in the project. Two (2)

project horizontal work-packages related to communication, dissemination and exploitation, as well as, to the project and consortium management have been defined (WP6 and WP1 respectively).

3.1.3 Gantt Chart

The following figure depicts the time planning of the Sirene project (Gantt chart):

3.1.4 Interdependencies of Workpackages (Pert diagram)

The following figure depict the interdependencies between the Sirene Workpackages:



3.1.5 Work package List

Work

package

No2

Work package title Lead

partic.

No.3

Lead

partic.

short

name

Person-

months4

Start

month5

End

month5

1 Project Management

1 ATOS 29 1 30

2 Requirements analysis and Sirene system specification

1 ATOS 49 1 10

3 Integration, Interoperability and Data Privacy

5 Infili 48 7 18

4 Sirene applications and Gamification approach

7 LeanCiti

70 5 18

5 Pilots Operation, Evaluation and Business Modelling

6 iMP 61 16 30

6 Dissemination, Communication and Exploitation

4 RUG 29 1 30

TOTAL 286

Table 8: Work package list

3.1.6 Deliverables List

Deliver

able nr

Deliverable name WP no.

Short

name of

Lead

participa

nt

Type Dissem

ination

level

Delivery date

D-1.1.x Project Management Reports

WP1 ATOS R CO every six months

M6, M12, M18, M24

D-1.2 Final Project Report

WP1 ATOS R CO M30

D-1.3 Project Quality Assurance Plan

WP1 ATOS R CO M3

D-2.1.1 User- and technical- requirements

WP2 RUG R PU M4

D-2.2.1 Sirene Key Performance Indicators

WP2 ATOS R PU M6

D-2.3.1 Sirene Architecture: Functional and technical specifications

WP2 ATOS R PU M10

2 Workpackage number: WP 1 – WP n. 3 Number of the participant leading the work in this work package. 4 The total number of person-months allocated to each work package. 5 Measured in months from the project start date (month 1).



Deliver

able nr

Deliverable name WP no.

Short

name of

Lead

participa

nt

Type Dissem

ination

level

Delivery date

D-3.1.1 System integration plan and approach WP3 Infili R PU M12

D-3.1.2 Sirene integrated system v1/v2

WP3 Infili DEM PU M14 and M18

D-3.1.3 Sirene integrated system documentation v1/v2

WP3 Infili R PU M14 and M18

D-3.2.1 Sirene Information model and Interoperability approach

WP3 DAPP R PU M16

D-3.3.1 Security and Privacy approach in Sirene

WP3 Infili R CO M16

D-4.1.1 Sirene Web and Mobile applications v1 and v2

WP4 Infili DEM PU M14 and M18

D-4.2.1 Sirene social network and behavioural analytics framework v1 and v2

WP4 LeanCiti DEM PU M14 and M18

D-4.3.1 Energy saving predictive analytics framework v1 and v2

WP4 TECNALIA

DEM PU M14 and M18

D-5.1.1 Pilot setup description

WP5 iMP R PU M18

D-5.1.2 Pilot operations data and reporting

WP5 iMP R PU every 2 months starting

on M20

D-5.2.1 User level evaluation v1/v2

WP5 iMP R PU M24 and M30

D-5.2.2 Technical and economical evaluation v1/v2

WP5 iMP R PU M24 and M30

D-5.3.1 Sirene Business modelling and replication plan

WP5 DAPP R PU M30

D-6.1.1 Project's Web Site

WP6 Infili DEC PU M2

D-6.1.2 Initial Dissemination Plan

WP6 RUG R PU M6

D-6.1.3 Dissemination Activities Report (v1 and v2)

WP6 RUG R PU M12 and M24

D-6.1.4 Sirene White Paper

WP6 RUG R PU M30

D-6.2.1 SIG Workshop Report

WP6 RUG R PU M18

D-6.3.1 Exploitation plans and activities, IPR management (v1/v2)

WP6 DAPP R PU M18 and M30

Table 9: Deliverables List

R: Document, report (excluding the periodic and final reports) DEM: Demonstrator, pilot, prototype, plan designs DEC: Websites, patents filing, press & media actions, videos, etc. OTHER: Software, technical diagram, etc. Dissemination level: PU = Public, fully open, e.g. web CO = Confidential, restricted under conditions set out in Model Grant Agreement CI = Classified, information as referred to in Commission Decision 2001/844/EC. Delivery date: Measured in months from the project start date (month 1)



3.1.7 Work packages description

Work package number 1 Start date or starting event: Μ1 Work package title Project Management Participant number 1 2 3 4 5 6 7 8 9 Short name of participant ATOS DAPP TECN

ALIA RUG Infili iMP LeanC

iti USMI UNIG

E Person-months per

participant 21 1 1 1 1 1 1 1 1

Objectives

It is the objective of Project Management to perform overall project government and to establish and maintain a communication and controlling infrastructure. This includes the following detailed objectives:

• Monitoring, tracking and controlling deviations due to progress, costs, financial and, scheduling, changes.

• Managing the project according to approved plans.

• Ensuring that the required reporting is prepared and delivered in a timely manner.

• Implementing procedures for quality management.

• Implementing an administration and communication infrastructure to establish a basis for efficient and easy communication within the project. To also ensure that external communication (project web, dissemination and exploitation) is done and controlled by the project management.

• Performing a procedure for updating and revising the plans every 12 months due to changes and new knowledge.

All tasks will be accomplished by using state-of-the-art management instruments and methods. This should facilitate an unobstructed and successful project and research evolution.

Description of work (possibly broken down into tasks) and role of partners

Task 1.1 Project Management (Task Leader: ATOS) The main focus of this task is to perform SIRENE Project management, ensuring that proper and efficient co-ordination across tasks and partners will be directed toward achieving the overall Project goals within the time and budget constraints. The work of this task includes: providing a single point of communication for the project consortium to the European Commission; confirming the flow of any type of information to all participating entities; facilitating communication and co-operation between project participants; monitoring and assisting SIRENE activities to make sure that they comply with the EC contractual obligations; assessing the proper realization of the SIRENE project in agreement with the project plan, expected outcome and available budget; making deliverables to the EC in a timely manner; resolving conflicts; solving issues related to problems and constraints against the implementation of the project goals; anticipating and managing changes related to the project; promote gender equality in the project and preparing and organizing the kick-off meeting and the general meetings. Task 1.2 Financial Administration (Task leader: ATOS) This task supports financial issues related to each organization, preparation of periodic reports, organisation and management of audits requested by the European Commission, providing for the flow of financial-related information to all partners, financial management and control (manage project bank account, costs, budget, payments etc.). Task 1.3 Monitoring and Quality Control (Task Leader: ATOS) The objective is to monitor and control plans, which have been approved. Progress control will be done on



WP level by measuring resources and cost. Activities to be performed in this task are: • Progress control • Cost control • Checking schedules and milestones • Assessment of Deliverables • Risk Management

Deliverables (brief description) and month of delivery

D1.1.x Project Management Reports (every six months) (M6, M12, M18, M24)

D1.2 Final Project Report (M30)

D1.3 Project Quality Assurance Plan (M03)

The Final Project Report is expected to include:

a final activity report covering all the SIRENE work, objectives, results and conclusions, and the final plan for using and disseminating the knowledge, including a summary of these aspects;

a final management report covering the full duration of the project including a summary financial report consolidating the claimed costs of all the contractors in an aggregated form covering the entire SIRENE project duration;

a report on the distribution among participants of the final payment of the European Community financial contribution.



Work package number 2 Start date or starting event: Μ1 Work package title Requirements analysis and Sirene system specification Participant number 1 2 3 4 5 6 7 8 9 Short name of participant ATOS DAPP TECN


iti USMI UNIG

E Person-months per

participant 12 8 3 7 5 4 4 3 3

Objectives

The main objectives of this WP are:

• perform requirements compilation and analysis (system and technical level, but also users/communities level)

• design and describe the overall Sirene system specifications

• define the Key Social Behavioural Parameters (KSBP) that will be studied and analysed in the project.

• examine which factors motivate consumers to actively participate in smart grids and energy optimization initiatives, such as Sirene.


Task 2.1 User and System level requirements analysis (Task Leader: RUG)

First, we will conduct questionnaire studies in the relevant case study areas to examine which are the key motivations of consumers to actively participate in smart grids. We will focus on motivations to use renewable energy sources, to adopt energy-saving appliances and devices, and to change user behaviour, respectively. We will particularly consider whether energy savings in one of these three categories is likely to promote (i.e., positive spill over) or inhibit (i.e., negative spill over) behaviours in the other two categories, and study which factors may encourage consumers to adopt behaviours in all three categories simultaneously. Recent research suggests that the environmental self-identity (i.e., the extent to which people see themselves as a pro-environmental person) may be a key factor in this respect, and that reminding people on previous energy saving actions can strengthen this identity (Van der Werff, Steg, & Keizer, forthcoming).

Second, we will develop and test different ways of information provision to promote active participation in smart grids in experimental studies. Here, we will build upon the results of the questionnaire study. Based on this, we will decide which types of information are crucial to encourage active participation in smart grids, and next test the effects of it in the field studies in the pilots.

Third, we will develop and test how feedback on energy use and savings can best be communicated to promote the smart use of energy. More specifically, we will study the effects of feedback content: (1) (reductions) in CO2emissions, (2) monetary savings, and (3) own energy savings compared to the savings realised by other in the social network. Again, we will build on the results of the questionnaire study. Based on these studies, we will select the most effective way of feedback provision to be tested in the pilots.

Elicitation of technological requirements will be performed as well. This will include among other functional requirement of the Sirene system and non-functional attributes. Interfaces (system and user level) will be identified, data exchange protocols and formats (such as RESTful API, XML structures etc). The technological requirements will focus also in the security and privacy guarantee technologies (SSL protocols, access & authorization schemes, data encryption technologies etc). Performance and scalability issues will be studied, in order to identify the real-time attributes that have to be preserved and allow for a time constrained operation. Cloud architectures and deployments will be analyzed in order to have flexibility, scalability and easily management of the Sirene system over distributed resources.

Partners roles: All partners that will be involved in this task will elicit user-side and technical-side

requirements from their perspective as a set of desired functionalities.



Task 2.2 The Sirene system KPIs (Task Leader: ATOS)

The specific task will define the project’s performance indicators and especially the Key Social Behavioural Parameters (KSBP) that will be applied in the project. Profiling non-resident (roaming) users together with users that have a more regular behavioural pattern (e.g. employees in an office) is a difficult task not only in terms on how to identify these people but also on how to study and model parameters that are of dynamic nature or change over unpredictable patterns. This task will monitor these performance indicators in such a way to structure the profile of all users of a given public building and identify the wider possible set of behavioural patterns. Social interactions will be modelled in an analogy with interactions captured in social networks in order to reveal relationship analytics and flows of influence among user communities. The main research contribution of this project will be focused on how these profiles are related to the energy behaviour of the users and how these indicators can be modelled and monitored in a way to allow for further incentives and motivations which will have indeed an impact in the specific user groups (again analysed as a feature of their social interests, interactions and history).

Partners roles: ATOS will define the overall KPI methodology, DAPP will define the energy related KPIs

and their semantic representation, while TECNALIA, RUG will define feature of the Social behavior KPIs.

Task 2.3 Sirene System Overall Architecture and Specification (Task Leader: ATOS)

The task will first produce the functional specification of the Sirene system and document in detail the features to be supported. This specification will involve the functionality that will be offered and and the specification of the technical features, mechanisms and modules that will be provided. In particular the results from the requirements analysis will define the technical environment wherein the new project technology will be developed. Various constraints from the technological, scientific and market domain will be taken into consideration during the WP lifetime resulting in an adjusted approach for the finalization of the Sirene architecture and specification and to the various modifications that will be needed for its continuous adaptation to the user needs. Each module will be specified as a component-based system with clearly defined internal and external interfaces. The description of the functional requirements and definitions will be produced using the UML. Application Programming Interfaces (APIs), data schemas and desired functionalities by the various modules will be detailed. Emphasis will be put for the security aspects of the Sirene system and how security can be preserved for all sensitive data (user profiles, energy consumption data from the smart meters, social behavior aspects captured through the social media etc).

Partners roles: ATOS, DAPP, Infili, iMP, LeanCiti will be involved in identifyuing and combining the

overall technical aspects specification and non-functional capabilities together with the system modeling and

how the users are going to be experiencing the usage, data for the profile kept etc.


D-2.1.1 User- and technical- requirements (R) (M4): The deliverable will contain an extensive elicitation of user and technical side requirements.

D-2.2.1 Sirene Key Performance Indicators (R) (M6): it will contain an analysis on the indicators that benchmark the performance of the Sirene system

D-2.3.1 Sirene Architecture: Functional and technical specifications (R) (M10): Full specification and architectural layout of the Sirene system including the description of the functionalities, UML diagrams, use cases and data model descriptions.



Work package number 3 Start date or starting event: M7 Work package title Integration, Interoperability and Data Privacy Participant number 1 2 3 4 5 6 7 8 9 Short name of participant ATOS DAPP TECN


iti USMI UNIG

E Person-months per

participant 9 9 10 0 13 3 2 0 2

Objectives

This WP has the following objectives:

• To provide the integration methodology for the developed modules in Sirene and manage an effective integration for the deployment of the Sirene system at pilot sites.

• To provide the Sirene data model that enables the interoperability of the developed components to be integrated in the Sirene system.

• Define and describe privacy concerns to be addressed and data protection policies that will be in placed to enhance acceptability.

• Development of functionalities to manage and preserve data privacy focused on the final user.


T3.1 Sirene system integration - Methodology and realization (Task Leader: Infili)

This task will be focused on the integration of components and module developed and deployed in the implementation WPs and will generate an integrated Sirene system providing the functionality as it has been specified in WP2 and will be deployed for the 2 pilots. In order to guarantee the quality of the integration and validation process, best practices of methodology for general software integration and testing will be adopted. The physical integration of the system components will be performed by an integration plan elaborated in an early stage of this activity; plan that will include clear and useful information for both developers and integrators (like the acceptance procedure for the developed components, and the adopted integration methodology). In a similar way, a set of project-specific metrics and use cases for the prototype validation and testing will be established in order to check the major project objectives. Integration effectiveness will be tested on a PoC system, to verify strict adherence to specified requirements.

Partners roles: ATOS, DAPP, TECNALIA, Infili, LeanCiti and iMP will perform activities to integrate their

functional components into one functional framework.

Task 3.2 Interoperability and Replicability of Sirene (Task Leader: DAPP)

Interoperability is a cornerstone in the design and development of the Sirene system. In this task, a specific and open data model scheme will be designed and developed given the various requirements that will be elicited in WP2. In particular, the appropriate data structures will be implemented for allowing common information reference framework for integrating the different ICT modules. This information framework will be based on standard representation formats through XML, RDF, SysML, SensorML languages and frameworks ensuring thus a standardized and general purpose form of exchanging data. The task will focus on how the information captured from various smart sensors and meters will be represented (e.g. SensorML), what will be the data schema of the KSBPs how the social media data captured will be structured, how will the communication be ensured among different ICT modules and SW components etc. Among others it will define and develop the RDBMs schemas whenever applicable and alternative NoSQL data base deployments (especially for the social networks, where they are more suitable). Graph data bases will be considered (such as CouchDB or Neo4j) especially where large data sets need to be stored in an unstructured way (posts from Facebook or Twitter) or for the developed Sirene Social Network.

Open and easily manageable APIs will be implemented for bridging functional components of different



integrated systems (RESTful APIs). This will enable a standard way for a high level communication and interaction protocol between diverse systems ensuring thus the necessary interoperability for the Sirene system.

Partners roles: ATOS and TECNALIA will focus on the cloud dimensions of the Sirene platform and the

service oriented approach. DAPP with the interoperability semantic annotation framework, while Infili with

the data model replicability. UNIGE will perform activities regarding the interoperability in terms of

metering devices.

Task 3.3 Security Aspects and Data Privacy (Task Leader: ATOS)

The system operations’ security, personal data, and energy usage data privacy are among key aspects to be addressed in the project. This task includes all activities that are related to the security, privacy and ethical issues of the system. Examples of security issues are:

• Data storage and data communication protection (provided by means of data encryption and using secure communication channels)

•Study potential privacy concerns of consumers regarding the exchange and storage of their energy use and other information, and ways to adequately address these concerns.

• Implementation of appropriate data access (authentication, authorization) mechanisms based on high security solutions (security cards, strong passwords) • Various access class definitions and definition of procedures for grant / revoke access • Secure data backup (including physical security) • Cloud architecture related issues, with specific accent on hypervisor-based attacks. Analysis of overall system resilience to DoS cyber-attacks. • Definition of the privacy policy and the terms of use for the Sirene users that will participate. • Verification of conformity of defined privacy policy to specific EC countries regulations. The project will fundament its security in the state-of-the art technologies and protocols, and will provide a holistic security and privacy approach as this is deemed as necessary in order to engage a large amount of user as well as attract the interest of the user communities and stakeholders.

Partners roles: Infili will be responsible for the overall security framework to be applied while TECNALIA

will mainly focus on the cloud architecture related issues.


D-3.1.1 System integration plan and approach (R) (M12): The roadmap describing the overall integration activities to be performed.

D-3.1.2 Sirene integrated system v1/v2 (P) (M14 and M18)

D-3.1.3 Sirene integrated system documentation v1/v2 (R) (M14 and M18): The prototype and the associated report describing the Sirene integrated system, its functionalities and APIs.

D-3.2.1 Sirene Information model and Interoperability approach (R) (M16): The report describing the information and data model, how data is structured in Sirene and what interoperability measures have been taken to ensure further deployment in other contexts.

D-3.3.1 Security and Privacy approach in Sirene (R) (M16): Report describing the security aspects that have been addressed in the Sirene system and the framework that has been implemented to ensure privacy of all engaged users.



Work package number 4 Start date or starting event: M5 Work package title Sirene applications and Gamification approach Participant number 1 2 3 4 5 6 7 8 9 Short name of participant ATOS DAPP TECN

ALIA RUG Infili iMP Lean

Citi

USMI UNIGE

Person-months per

participant 0 6 14 12 12 9 14 0 3

Objectives


• To provide the Sirene Web and Mobile applications that are going to be used as interaction media with the Sirene energy optimization framework.

• To provide the behavioural analytics framework of Sirene as a fusion of data captured from smart sensors in the public building and visitors/employees of the public building.

• To provide the energy saving predictive analytics framework that will be responsible for the optimal planning of energy usage in the public building and will devise the incentives and optimal strategy to be communicated to the visitors and employees working in the building.


Task 4.1 Sirene gamification mobile & Web applications (Task Leader: Infili) The specific task is going to focus on developing all the necessary applications that will inform the citizens and visitors/workers in the public building and let them interact with the Sirene system offering them the gamification experience. Incentives and social motivation will be offered to them while letting them know in real time what is their energy footprint in the building and what they can do to contribute in its energy saving. Comparison analytics will be offered as well as ranking and hierarchy schemes (such as badges) which are very famous in other similar applications and give the users a motivation to be top contributors or top influencers. A mobile application will be implemented so that people can have seamless access through their smartphones. At least Android and iOS versions will be implemented. The users will have incentives to share information and they will have total access to the privacy of their data. Sensitive data will be automatically not visible to others through appropriate filters.

Partners roles: RUG will implement in terms of concept the motivation framework for users and capturing of

their behavior patterns. Infili will implement the Web and Mobile application of Sirene, while iMP and

LeanCiti will implement the social motivation gamification approach.

Task 4.2 Behaviour analytics through social networks (Task Leader: LeanCiti)

This tasks will develop the Sirene Social Network (SN). The Sirene SN is going to be a collaborative and information exchange platform for users visiting or working in the same public building, who would like to share information, experiences, posts, data and ideas on energy consumption activities and behaviors. By following the trends in social networks, the idea is to let people socialize under common interest and topics and provide on one side information that will inspire them and motivate them for a more environmentally friendly behavior, but on the other hand let them express verbally energy consuming activities so that this can be used for an optimal energy planning. Interfaces with other well known social media (such as Facebook, Twitter, Instagram, Trumblr, etc) will be implemented. For instance a post in Facebook will be able to be share in Sirene SN and vice versa. In this task, a set of SN analytics tools will be engineered in order to extract valuable knowledge from the users. Through these tools the following valuable knowledge can be extracted: Who are opinion leaders, who are followers, who are active in providing information on

the energy consumption, who are having a flexible lifestyle, who are those that have a very stable energy

consuming profile that cannot easily change. The aim of this task is to actually combine and fuse the parameters and measurements captured from smart sensors and social networks in order to dynamically



produce an aggregated demand in each public building. The patterns of Sirene energy consuming lifestyles will be developed in the task and users will be classified into different clusters depending on the pattern that they follow resulting thus in measurable and well defined KSBPs. To the parameters determining the patterns and defining the user profile are energy consumption ones such as the type of activities but also e.g. user habits concerning time of day or week when various heavy energy consumption is being done and the ways home appliances are used. The KSBPs will be structured as XML representations.

The user’s history will be modelled and reconstituted in order to identify well known behaviour. For that purposes, a learning system will be combined with multicriteria decision making in order to refine the automated or assisted decisions. The behavioral data will be collected using the multi model information fusion techniques like smart metering, social related information on various activities etc. In developing the learning system two approaches will be researched.

In supervised learning, we have to supply the input patterns as well as corresponding output patterns. In the case of supervised classification, there are two phases to construct a classifier - the learning/training phase and the prediction phase.

In un-supervised learning, there is no class labels defined. Generally, in unsupervised case the data is clustered into different groups. Each cluster stores the data of similar characteristics/information. Selection of few samples from each of the groups can be used to create a small database. If this database will be used in supervised case, it will result in faster learning of the model. The following clustering algorithms will be used: K-means algorithm, K-medoid algorithm, Gustafson- Kessel algorithm. These algorithms work by an explicit minimization of the objective function (generally, the distance between the patterns) and since the cluster centres are points of minimum in a distribution the algorithm has a natural proclivity to find them.

Partners roles: TECNALIA and Infili will be responsible for development of machine learning algorithms for

the user behavior analysis and classification. RUG and LeanCiti will focus on identification and extraction

of energy consuming lifestyles of the various user profiles.

Task 4.3 Energy saving predictive analytics framework (Task Leader: TECNALIA) The main goal of this task is to develop a non-linear multi-parameter regression scheme which will act, essentially, as a behavioural model of the building energy consumption under different combinations of the aforementioned inputs. As just indicated previously Sirene will join energy consumption information (through historical data) and user behaviour characterization using the information gathered from the Sirene Social Network platform. This is done by leveraging the availability of historical information on the HVAC parameters, internal loads, and other status information. The objective is to minimise the energy consumption and CO2 emissions, while maintaining users comfort conditions, though the anticipation of unusual internal/external environmental conditions, actual energy prices and different gamification strategies specially designed for each specified building. In order to reduce the building energy consumption it is critical to assess how the users consume the energy supplied. Buildings can be clearly modelled using a non-linear and multi-parameter model and thus, the parametrical inference of the relationship between the user behaviour and the energy consumption is not straightforward. For modelling this relationship Sirene includes two modules: 1) user profiling techniques; and 2) a black-box model resorting to non-linear regression techniques to estimate the amount of energy required to keep internal building conditions depending on external weather, gamified building use and building inertia, among others. The use of physical building approaches hinging on thermodynamic principles is limited by the precise knowledge of all magnitudes included in their parametric equations. When some of such parameters are indirectly inferred or estimated, the error can propagate catastrophically and increase considerably, unchaining large deviations of the finally estimated power load with respect to the actually measured consumption. To overcome this issue, Sirene will propose a black box model which, based on historical building-user relationship, could provide an estimation of energy usage for the 24h ahead time horizon slotted in a chosen time interval, e.g. 1 hour or 3 hours, under an energy consumption minimization criterion and subject to the guarantee of the gamification strategy adopted by the users of the building at hand. This means that Sirene also provides the daily operating hours of the building for the following 24 hours. The module which measured the energy usage of the building, as an energy simulation tool, is essential in order to: 1) design of optimal gamification strategies that enlist the attention of end-users and advocate for the energy consumption reduction; and 2) to quantify the energy consumption of the building in its near



future (i. e. as much as 24 h ahead) updating control strategy by utilizing predicted external and internal building information. In addition, this module could be used in order to evaluate the energy savings effects based on different gamification strategies optimizing their design.

Partners roles: DAPP TECNALIA iMP and UNIGE will be involved in the implementation of the predictive

forecasting model while RUG and LeanCiti will implement the incentives/gamification framework according

to various scenarios and behavior patterns of end users as they have been defined in Task 4.2.


D-4.1.1 Sirene Web and Mobile applications v1 and v2 (P) (M14 and M18): The Sirene application for smartphones (both iOS and Android) and tablets as well as for Web users.

D-4.2.1 Sirene social network and behavioural analytics framework v1 and v2 (P) (M14 and M18): The overall framework (algorithms, mechanisms and modules) that is responsible for the analysis of users behaviour as captured in social networks.

D-4.3.1 Energy saving predictive analytics framework v1 and v2 (P) (M14 and M18)

Software applications that design of optimal gamification strategies, quantify the energy consumption of the building in its near future , and evaluate the energy savings effects.



Work package number 5 Start date or starting event: M16 Work package title Pilots Operation, Evaluation and Business Modelling Participant number 1 2 3 4 5 6 7 8 9 Short name of participant ATOS DAPP TECN


iti USMI UNIG

E Person-months per

participant 8 9 6 3 4 9 6 9 7

Objectives


• Defining the validation and evaluation usage cases as well as the key performance indicators for measuring the success of the Sirene in terms of energy savings in the districts and the households.

• Real-life Sirene operation through actual deployments in the 2 pilot sites.

• Input regarding Sirene effects on energy use as well as consumer/users experiences in a day-by-day involvement of the users.

• Validation Analysis and Reporting the effects on energy use, user experiences, and acceptability of the relevant concepts

• Definition of the potential Products, Services and the Supporting Business Models

• Replication Plan: the plan will capture all pertinent project knowledge that supports the adoption and utilization of the developed solution by non-consortium members. It is included to ensure maximum possible scalability of project results.


Task 5.1 Sirene Pilots setup and operation (Task Leader: iMP)

This task will focus on the on site preparation of the pilots. All necessary pending installations will be performed and finalized and this is why the task starts early enough to anticipate the necessary time for the installations in the pilots. Interoperability issues will be resolved and actual users will be updated on the various usage aspects of the Sirene system. Intialization of various installations will be performed. The individual usage cases will be concluded and the users will be informed accordingly. Every usage case and scenario will be mapped to actionable and measurable data, while a set of various social events in every pilot site will be identified. The incentive will be communicated to the users and any technical limitation and issue will be resolved. Substitute users will be also defined in case of any withdraw during the actual pilots.

During this task the actual pilot operation will take place. The Sirene system will be in full operation and all predefined parameters will be monitored. The users will be using the Sirene system and services and will be in close collaboration whenever needed with the project partners and stakeholders. The 2 pilots will start together and will be monitored. As defined by the schedule every two months there will be a reporting mechanism on the progress of the pilots. During these periods, questionnaires will be filled in the by the users (online through the Sirene portal) where they will put their experiences, comments and any other feedback (such as bug reporting). During this phase, the technical partners, will be involved for resolving any technical issues. Usability analysis will be continuously performed, and the user feedback will be assessed in order to identify any new source of innovation that could positively improve the System (e.g. usability aspects, communication simplicity etc.). The aim of the pilots are to have from the very beginning a measurable and tangible impact of the Sirene system resulting in energy optimization for the public building.

Partners roles: All partners except RUG will be involved in the activities of preparing the pilots and

supporting their operational and technical activities.

Task 5.2 Overall system evaluation (Task Leader: iMP)

This task will start well before the actual pilots deployments and will define the user groups, inform them on the Sirene procedures terms of usage and collect their consent for participating. Structured questionnaires as well as selective in-depth interviews with some of the users will be performed in order to have a



psychological and social profile of the users with more qualitative characteristics (although quantitative characteristics will also be examined). The aim of this task is constantly interact with the users not necessarily in direct ways but transparently and whenever needed also directly in order to assess the level of satisfaction, their feedback and input regarding an actual improvement in the users’ energy saving. The task will also include motivating the users and capture their feedback in terms of Sirene acceptance. We will study to what extent participants changed their energy use (overall as well as changes in use over time to reduce peak demand), and which individual factors strengthen possible effects (e.g., individual values, building users composition). Also, we examine which components of Sirene were received well, and in which components participants object. Based on this, suggestions for improvement are listed that can be useful when implementing similar projects in different cities in Europe.

This task will focus on the Sirene evaluation from the technical and economical points of view. Performance and interoperability aspects will be evaluated, while scalability issues will be assessed in terms of economical impact. How mature is the Sirene as a final product in technical terms? What are the critical components? Where are customization needs and where do these cause an impact in the final functional capability of the system? How easy is the overall installation? The economical analysis will involve a holistic model with the full set of Bill of Materials needed for a minimum functional deployment. Questions like: How much does Sirene cost (Total Cost of Ownership) and what is its Return of Investment perspective? What is the benefit for the stakeholders (end users, smart cities, energy providers, intermediate service providers etc)? are going to be addressed in the economical evaluation.

Partners roles: The technical partners will focus in the technical evaluation of the Sirene system while the

rest of the partners in terms of business and financial KPIs achieved.

Task 5.3 Socio-economic contexts, Business modelling and replication plan (Task Leader: DAPP)

In order to maximize the impact of the Sirene system, the economical analysis and evaluation will need to be complemented by an overall business modeling, planning and replication analysis. This task will be based on the technical and economical evaluation of the system, its user acceptance, market perspective, stakeholders feedback etc and will conduct an appropriate business modelling framework so that the project results can be easily replicated and deployed in similar business contexts. All project stakeholders and the alternatives of value chains will be identified and analyzed in terms of costs, investments needed, returns and benefits they can have. This evaluation will act as a reference business guide, best practice and lessons learned manual so that another candidate smart city (including all other business stakeholders that could potentially exploit the Sirene technological innovations) can replicate and install it for getting the benefits that this project can bring. The business modeling will assist the consortium partners to pursue further exploitation activities beyond the lifecycle of the project, but also assist in the elaboration of fine-grained business perspectives of the future smart cities economies.

Partners roles: The technical partners will focus in the technical aspect of replication plan o while the rest

of the partners in terms of business modelling and socio-economic context analysis parameters.


D-5.1.1 Pilot setup description (R) (M18): describing how the pilots have been setup for operation

D-5.1.2 Pilot operations data and reporting (R) (every 2 months starting M20): short report on the ongoing activities in the pilots

D-5.2.1 User level evaluation v1/v2 (R) (M24 and M30)

D-5.2.2 Technical and economical evaluation v1/v2 (R) (M24 and M30)

D-5.3.1 Sirene Business modelling and replication plan (R) (M30): Document describing what business model the Sirene system can support and how it can be replicated in other environments.



Work package number 6 Start date or starting event: M1 Work package title Dissemination, Communication and Exploitation Participant number 1 2 3 4 5 6 7 8 9 Short name of participant ATOS DAPP TECN


iti USMI UNIG

E Person-months per

participant 4 4 2 5 3 4 3 2 2

Objectives

This WP contains tasks related to dissemination and exploitation activities as well as standardization, definition of IPRs and patents preparation and filing.

• To present and disseminate the project progress, technologies and results outside the scope of the consortium and project reviewers.

• To establish, operate and maintain the Sirene Special Interest Group (SIG), open to Smart Cities, energy stakeholders, consumers initiatives, research institutes and universities, and individuals.

• To provide internal training during the early stages of project among the consortium partners and towards the end of the project to potential adopters.


Task 6.1 Dissemination of project result (Task Leader: RUG)

The dissemination of the project results includes written and electronic publications, presentation of the project results in symposiums, meetings, congresses; technical magazines and transactions; and R&D Web Pages and EU dissemination channels. Dissemination will also be carried out through the presentation of Sirene at key sector technology related events addressed to the potential target organizations. Liaison with other relevant smart cities, and citizens communities will be pursued within this task. Additionally, monitoring of relevant standards and possible engagement with standardization bodies and fora will be undertaken in this task.

Partners roles: Undertake various dissemination activities such a press releases, journal papers, TV

interview, Blog posting in technical blogs etc as foreseen in the relative section.

Task 6.2 Communication plan and activities (Task Leader: RUG)

The Sirene consortium will establish, operate and maintain a Special Interest Group, called Sirene SIG, which will be open to Smart Cities and relevant initiatives across Europe and their business partners and customers, research institutes and universities, and individuals interested in the project research activities. Special invitations for participating in the SIG will be sent to European Energy Research Alliance – Joint

Programme on Smart Cities members, EDSO for Smart Grids stakeholders, as well as large ICT

vendors such as Siemens, ABB, Schneider Electric, IBM etc. SIG members will monitor Sirene development, i.e. by receiving restricted results. Input of the Sirene SIG, will be in particular used for the validation of the Sirene impact.

A first core of SIG members will be directly contacted by the project partners during the first six months of the project. They will include business partners and customers of the participating partners as well as, other members of the associations, universities and research institutes working on related topics smart grid topics, energy companies (proposed by industrial partners and associations) as well as know-how transfer bodies, Venture Capital companies etc. However, all interested parties can apply for joining using the project’s web site. Two workshops are planned with the SIG members, one for presenting intermediate results and one at the end of the project. After signing a Non-Disclosure Agreement (NDA), SIG members will receive early information/access on project outcomes and will be requested to evaluate the impact of Sirene.

Partners roles: Will mobilize and motivate various business contacts for participating in the SIG. They will

guide and consult the SIG and consider its feedback.



Task 6.3 Exploitation of project results and IPR management (Task Leader: DAPP)

A market survey related to the following application areas towards the identification of similar products will be performed. This will cover decision support systems, energy management systems, demand aggregation methodologies and approaches etc. Then, a market assessment will follow in order to identify the position of the resulted process specifications and tools in the market. This activity will assist the definition of the project stakeholders exploitation activities towards the commercialisation of Sirene results.

Moreover, a study of the market possibilities for a solution like Sirene will be conducted, in order to identify its position in the market and to define the more adequate exploitation for the solution developed. The Sirene partners will perform some surveys and interviews with potential end-users from Smart Cities (municipalities) Public Administration buildings and energy providers, in order to compile the conclusions of the different studies, and provide a complete market analysis that will lead to the successful commercialisation of the project outcomes.

The development and the maintenance of a schedule of innovation produced during the project are the main objectives of this task, so as the consortium (or a consortium member) to assess the opportunity for applying for patents or declaring copyrights. This activity will encompass the identification and definition of the innovative elements of the work conducted in the Technological R&D, as well as the efficient and effective handling of intellectual property rights issues, taking into account the collective interests of the participating SMEs.

Partners roles: Will provide survey from their point of view the market status and define exploitation paths

and perspectives for the overall Sirene project results and their involvement share individually.


D-6.1.1 Project's Web Site (O) (M2)

D-6.1.2 Initial Dissemination Plan (R) (M6): containing the communication activities plan and the audiences to be addressed.

D-6.1.3 Dissemination Activities Report (v1 and v2) (R) (M12, M24): report detailing the activities performed so far.

D-6.1.4 Sirene White Paper (R) (M30): An overall technical white paper describing the Sirene concept, approach and technological framework to be used for dissemination purposes.

D-6.2.1 SIG Workshop Report (R) (M18): proceedings of the workshop to be organized with attendants from the Special Interest Group.

D-6.3.1 Exploitation plans and activities, IPR management (v1/v2) (R) (M18/M30): document describing the exploitable items the plan to reach the appropriate interesting parties and markets and the management of the innovation and IPR generated as foreground.



3.2 Management structure and procedures

3.2.1 Description of project management structure and procedures

The main roles and instruments comprising the project management structure of the Sirene project include:

Project Coordinator: The Project Coordinator is responsible for the overall management, communication, and coordination of the entire research project. A special emphasis within its responsibilities is to assure - in accordance with Work Package Leaders - the overall integration of innovation cycles and work package activities. This includes guaranteeing that each work package activity moves in an evolutionary fashion from an internal, small scale perspective towards the goal of an industrial strength and scalable approach. The Project Coordinator will also chair the Project Coordination Committee and serve as the only official channel that interacts with the European Commission, especially with regards to the submission of deliverables, aspects related to third parties and the consortium of Sirene.

Project Coordination Committee: The Project Coordination Committee will consist of nine (9) members comprising one representative from each partner (Participant Manager). It is the highest decision board and its main task is project governance. It will meet at least every 6 months. It will have the overall responsibility of all technical, financial, legal, administrative, ethical, and dissemination issues of the project. For this reason the Project Coordination Committee will monitor and assess the actual progress of the project and make amendments, where necessary. In particular the Project Coordination Committee will be responsible for the following tasks:

• Resolve any conflicts that may appear among the consortium. • Approve IPR related issues such as publications. • Approve any changes in the Consortium Agreement and recommend acceptance of changes to

management or partners. • Approve and accept deliverables of the project of technical or reporting nature.

Project Management Team: Under the control of and in compliance with the decisions of the Project Coordination Committee the Project Management Team shall be responsible for the planning, execution and controlling of the project. Besides these obligations the Project Management Team encompasses the following activities:

• Administration and scientific coordination activities. • Implementation of all action plans. • Establishing a budget and schedule-controlling system. • Implementation of a quality assurance system. • Providing clear guidance on Intellectual Property issues. • Developing and maintaining a communication and reporting attitude.

Since the Project Management Team contributes significantly to the overall project performance, professional and efficient structures will optimize the overall project success. In order to achieve this goal the Project Management Team will split up its functions into technological/scientific and administration related tasks for specialisation.

• Scientific and Technology Coordination: Those tasks will mainly focus on the various aspects of the scientific and technological activities within the project.

• Coordination of Administrative Activities: Tasks include reporting, financial accounting/ cost claiming, budgeting and scheduling, and contract control management.

Besides these main areas of both functions, the scale and scope of activities may change during the project. However, this way of structuring ensures specialisation, professionalism and transparent competences. This enables researchers as well as developers to keep focus on scientific and technology tasks. At the same time overall administrative synergy is achieved.



Figure 4 Sirene Project Management structure

Technical Manager: This role will ensure that the scientific and technological objectives of the project are met. The Technical Manager will cooperate closely with the Scientific and Technology Team and deliver a really significant contribution to the scientific and technology coordination of the project. The Technical Manager is the chair of the Scientific and Technology Team. The Technical Manager co-operates in a daily basis both with the WP Leaders as with the Project Coordinator in order to update him on the technical progress of the project and its achievements.

Innovation Manager: The Innovation Manager is responsible for co-ordinating technology transfer activities from the research and development consortium members to the end users and dissemination bodies and associations. The Innovation Manager manages the creation of the joint exploitation models and plan, and supports the partners in setting up their individual business plans, in order to exploit the results of Sirene. He is also responsible for managing the knowledge produced during the cycles and to assess the opportunity for applying for patents or declaring copyrights. The Innovation Manager will be in charge of maintaining a schedule of innovation produced during the Project and to assess the opportunity for applying for patents or declaring copyrights. This activity will encompass:

• Description, in collaboration with the Technical Manager, of the innovative elements of the work conducted in the Technological R&D.

• Searching through existing patents databases and other scientific databases for similar development.

• Reporting to the Project Coordination Team about the “innovation” status and proposing registration of patents.

Work Package Leader: The Work Package Leaders of the Sirene project are responsible for managing their work package as a self contained entity. The scope of their responsibilities includes amongst other things coordinating, monitoring, and assessing the progress of the work package to ensure that output performance, costs, and timelines are met. In cooperation with the Project Coordinator, Work Package Leaders are responsible for the integration of their results into succeeding work packages or tasks.



Administration Team: Under the control of and in compliance with the decisions of the Project Coordination Committee the Administration Team shall be responsible for reporting, financial accounting / cost claiming, budgeting and scheduling, and contract control management.

Management Body Responsibilities Meeting Frequency

Project

Coordinator

• Overall project coordination &communication • Chairs Project Coordination Committee • Only official channel between the consortium,

the European Commission and third parties

Not Applicable

Project

Coordination

Committee

• Approval of IPR-related issues and of any change in the Consortium Agreement

• Approval and acceptance of all project deliverables

• Review of the project as a whole • Technical, finance, legal, administrative,

ethnical, dissemination aspects

Semi-annually, on demand

Project

Management

Team

• Administration and scientific coordination activities

• Implementation of all action plans • Establishing a budget & schedule controlling

system • Implementation of a quality assurance system • Providing clear guidance on IPR issues • Developing and maintaining a communication

and reporting attitude

Continuous communication with Work Package Leaders, on demand

Work Package

Leaders and

Technical Teams

• Management of the work package • Coordination, monitoring, assessment, and

reporting of the progress of work package • Evaluation of possible actions and activities

On demand

Table 10 – Overview Responsibilities – Meeting Frequency of Management Bodies

Project Role Partner

Project Coordinator ATOS

Technical Manager Infili

Innovation & Exploitation Manager DAPP

Dissemination Manager RUG

Table 11 – Sirene project roles and responsible partners

3.2.2 Quality Management, Communication and Collaboration

Quality Assurance: European Research Projects have to meet supreme quality expectations. Therefore certain controlling and assessment procedures will be established.

Early Warning System: State of the art controlling instruments will be applied to support scientific and technology researchers. The controlling instruments will be accompanied by an efficient communication platform. The co-action of the controlling instruments and the communication platform will create an early warning system to identify quality deviations from the work plan on time. This allows the responsible managers to set up contingency or recovery plans at an early stage.



Quality Assurance – Deliverables: The Project Coordinator is responsible for the necessary assessment of deliverables. Only if the results of actual deliverables are in compliance with target deliverables they will be turned in to the European Commission. The assessment of the deliverables will be done based on the following criteria:

• Timeliness of delivery • Balanced structure, fitting to the content and resources • Appropriate usage of pictures, graphs and tables • Usability, ease of implementation, appropriate user guide

All project deliverables will be subject to acceptance by the following parties, in the order indicated: (i) Scientific-Technical and/or Management Representative of the partner responsible for the Deliverable; (ii) WP Leader; (iii) Technical Manager; (iv) Project Manager. All deliverables will be internally peer reviewed before their final submission. Depending on the deliverable’s scope and objectives the most appropriate experts coming from the consortium partners will be chosen. The Quality Manager will propose these experts. If needed the help of external to the consortium experts will be sought. The deliverables’ production process will go through the subsequent phases in an iterative manner where needed: New deliverable document (task leader/deliverable responsible) → initial draft (all WP/task partners involved) → consolidation (task leader/deliverable responsible) → peer review (selected internal or external peers) → final editing (task leader/deliverable responsible) → final approval (as indicated above) → submission to EC (Project Coordinator).

Measurement of Project Progress: A progress report provides an insight into the actual project situation. Therefore progress reports reflect advancement as well as situations of delay. Along with the progress report, the Project Coordinator will present reports on dissemination, use of knowledge, and corresponding cost claims to the European Commission.

Communication and Collaboration Platform: Efficient communication and collaboration structures are essential for the success of the project. Since all project partners are distributed across European member states, the centrepiece of the overall project communication will be a protected online collaboration platform. This platform will offer to each partner independent access to important documents, code, meeting agendas, supporting materials, individual to-do lists and other miscellaneous project information.

Project’s Quality Control process: A Quality Control Process model will be developed for the implementation of the Sirene project as shown in figure below.

Feedback

Processing

Results

Collection

and Analysis

of Data

Forecasting

and

identification

of Resources

Identification

of needs &

Planning

QC

QC

QC QC

QC: The Quality Control Procedure before taking the next step in every phase of the project

Figure 5 Quality Control Process that will be implemented to the Sirene project

Results



This model will apply in each one of the phases of the project and requires: • Control of data that are collected and analysed concerning each phase’s requirements. • Control to the required resources (materials, tools, software, human resources). • Control of important steps of each phase in order to continually review and implement corrective

actions. • Control of the results in order to know if the needs were met (feedback). The long experience and the know-how of Coordinator guarantees that as coordinator it will set rules, criteria and standards that will address both the process and the project deliverables according to the Quality Control Process. The latter will ensure that all the needed activities will be implemented by the partners, notably including the following aspects: • Document control - management of printed and electronic documents (e.g. templates, structure,

standard format, handling according to dissemination level, etc). • Reporting: harmonisation with the reporting procedures of the EC, gathering information from all

the partners for reporting (both technical and financial). • Deliverables: instructions about the form and the way of writing the deliverables, acceptance of

deliverables through meetings in which the responsible partners will review them. • Risk management (for the project phases). • Conflict resolution. • Reports to the PM for actions to be taken. • Organisation of all meetings. • Control of the timetable (identification of time and the specific actions to be taken before the

deadlines). • Communication and exchange of information between the partners. Especially, regarding

confidential information; procedures will be specified in the Consortium Agreement to preserve the confidentiality of confidential information.

• Management of the interrelations between the project phases and the partners. • Description of responsibilities of all the partners according to the Project Management Structure. The Quality Manager will have the responsibility to ensure that all the activities of the Quality System are implemented from all the partners.

3.2.3 Decision process

Decision Process and Conflict Resolution: Mandatory decision rules and agreements are necessary for the success of the project. The decision making process will follow the guideline to reach agreement as close as possible to the level of execution. Only if agreement will not be reached on a given level, the decision will be escalated to the next appropriate level.

• Decision Scope at the Task Level: All partners being involved in a task are eligible to contribute to a decision regarding that certain task. In case a capable decision cannot be taken at this level, the issue has to be forwarded to the Work Package Leader.

• Decision Scope at the Work Package (Activity) Level: All partners being involved in a work package activity (one for each innovation cycle) are eligible to contribute to a decision with regards to this work package in cooperation with and under guidance of the Scientific Manager. In case a capable decision cannot be taken at this level, the issue has to be forwarded to the Project Coordination Committee.

• Decision Scope of the Project Coordination Committee: The supreme decision committee is the Project Coordination Committee. Each partner has to send a qualified representative to the Project Coordination Committee.

Additionally, specific decision and corresponding voting procedures may be defined in the Consortium Agreement. However, it will be the general effort of all partners and all levels of decisions to achieve solutions representing unity and an overall agreement.

At any case, all decisions taken (and especially those related to the IPR handling and exploitation model issues) should be compliant to the collective interest of the participating partners. Thus, at



any issue, the majority of the consortium partners have to vote in favour of a decision in order for it to be validated.

3.2.4 Risk assessment and mitigation plan

Sirene is a quite complicated and demanding project and its success highly depends on the efficiency of the risk management process. The objective of the risk management procedure is to provide procedures and techniques for the evaluation, control and monitoring of potential project risks, focusing on their precautionary diagnosis and handling. In the proposed methodology, the risk management process consists of two activities:

• Risk Analysis: Involves the identification of a risk, the assessment of its importance and the evaluation of whether the risk level is higher than the acceptable level of risk for the project. In case that a risk exceeds acceptable levels, a risk analysis activity is instantiated that defines the required actions in order to set the risk within acceptable levels.

• Risk Management: Involves the planning of the required activities to handle the risk, the re-distribution of resources, the evaluation of the results, as well as ensuring the stability of the new status.

Timely awareness and reaction to potential problems will be crucial to effective risk management. The most important type of risk that a project faces is operational risk, that is, the possibility that the project will not be completed within its time-schedule, with the proposed resources or according to its quality requirements. That is why it is essential for Sirene to effectively manage changes. Changes may arise in user requirements, project scope, project cost, time-schedule or techniques employed. In the Sirene project, change management will be realised with standard activities ensuring that potential changes will happen only if necessary and that they will be reported appropriately. This involves the evaluation of the necessity of a change and the assessment of its consequences. Our objective is to avoid reasonless project breaks, budget excess and uncontrolled time-schedule extensions. The Sirene consortiums’ partners have realized that they take the responsibility of an ambitious, innovative project with major strategic impact. As a result, they have considered both internal and external risks to the project. Internal risks include: (a) low commitment, availability and productivity (b) low quality and (c) high geographical dispersion and multidimensional character of the consortium. Respectively, external risks include: (a) significant changes in any technology involved in the project, (b) introduction of new standards, laws and certifications and (c) direct competition from other developments efforts on the same area. Internal risks will be minimised and managed by using established methodologies for project planning and project control. The splitting of project work into individual packages also minimizes internal risks. The Project Coordinator in cooperation with the Technical Manager will be mainly responsible to handle internal risks and inform all partners when necessary. The management of external risks lies primarily in the hands of the Project Coordination Committee. External risks will be minimized by following closely on technological and business development in the field as well as on pertinent regulatory issues. In addition to the above-mentioned general risks, some more project specific risks along with their contingency plans are listed below: Risk

num

ber

Risk description WPs

involved

Contingency plan

1 Failure of involved partners to commit with project objectives.

All The corresponding tasks will be taken over by other partners. New partners can be sought.

2 Partners are not reacting as expected, lack of communication.

All Direct bilateral contacts between the Co-ordinator and the partners.

3 Lack of interest by Policy makers and stakeholders for adoption of Sirene

WP5/WP6

Direct contacts and promotion to Policy makers and stakeholders. Communicating the project benefits.

4 Relevant events are not falling within the WP6 Re-schedule if needed some project events.



project life span or overlap with important phases of the project, hindering partners to attend.

(e.g. SIG Workshop)

5 Difficulty to find and motivate the appropriate people for group work and feedback gathering.

WP2/WP5

Advance the motivations that will inspire them.

6 End users are not attracted to the idea of participating in the pilots.

WP5 Advance the motivations that will inspire them. Communicate more effectively the benefit that they will get. Alternatively, new users need to be involved.

7 End users have privacy issues considerations.

WP5 Highlight the security and privacy mechanisms deployed and communicate to them in a simple and understandable way.

8 Difficulties and delays in definition of architectural modules and/or interfaces and/or implementation may lead into incomplete and weak intermediate solution.

WP2 Continuous monitoring to identify delays as soon as possible. Re-allocation of resources to strengthen weak or delayed points. - Prioritization on those modules/interfaces that are needed for application prototype. - Only if unavoidable, consider delaying less important functionalities to final version of the Sirene solution

9 Slow progress in Requirements or overall Architecture work may delay all other WPs.

WP3-WP5

Work on base technologies within other WPs can start independently of the complete knowledge of the requirements and the global architecture. Every advance in requirements and/or architecture will be included. Further, an initial milestone is set, in order to have an agreement on the first set of requirements and on the first architecture design, although this first design needs not be complete or mature at this point.

10 Changes needed in the architecture WP2 The WP will resume in a later phase of the project to provide the necessary adjustments.

11 Integration of the different technologies is not possible. Interoperability & incompatibility issues between existing ICT technologies and solutions in the smart cities.

WP3 Substitution of specific components and re-integration when required. Use of additional intermediate layers (middleware) to ease interoperability and collaboration issues. Use of standards for data formats and interfaces (XML, RESTful API, etc)

12 Performance issues are faced. Long delays are encountered for the provision of the services

WP3 Refinements in the physical and logical architecture will be applied. Use benchmarking tools to investigate performance of the alternative solutions and configurations. Increase the HW involved for load distribution. Use third party monitoring tools to independently verify the system performance and re-engineer.

13 Choice of system (technology, devices, communication) will be made during the lifetime of the project which might pose a budgetary problem.

WP4 The project will have to take budget constraints in the design process. Mobilization of resources can be sought given the overall funding limitations.

14 Over ambitious system specification WP2 Some system specification can not be implemented or the cost for develop them is more than the foreseen budget. To prevent this, evaluation of system specification from the technical partners in order to isolated any ambitious specifications. Reducing system specification as soon as the project objectives are still feasible



15 Initially defined incentives fail to attract the interest of the users.

WP5 New incentive and new communication to the users will be made, in order to identify the right incentives to mobilize them.

16 The dynamic and personalized incentives concept cannot be achieved in real-time.

WP4 New faster algorithms for decision support in real-time will be considered. Alternative near-real time concepts will be considered.

17 Pilot is not properly setup in time WP5 More intensive work for the preparation of the pilots. A dedicated task is defined for this and can attract more resources from the partners.

18 The energy saving per user is less than expected in the specification and design.

WP5 Business models will be re-defined. Cost centers will re-assessed in order to identify where the costs have a significant influence.

19 The dissemination is very weak. WP6 Give first priority in disseminating the project results. Extensive press releases.

20 The business model is not promising as far as it concerns the attraction of investments in the future.

WP5/WP6

Optimization of the value chain will be needed.

3.2.5 Innovation Management

Innovation management is one of the key concepts of the SIRENE project implementation. In general, “Innovation” is when an organization or person/s successfully add value to a product, process, business model or service and innovation management is the process and methodology used to add value to a product, process, business model, or service. As a process it comes with concrete phases and steps that include brainstorming, funneling ideas, prototyping, getting customer input, and finally releasing a product. The implementation workplan of the SIRENE project has been structured in such a way to allow an effective innovation management procedure. It contains the initial inception phase (as in WP2) where new ideas will be generated gathered and documented in its deliverables from a wide set of stakeholders. These ideas will be reflected in the development and integration phase of the SIRENE services and platform (WP3 and WP4) and further on validated and evaluated from real users and stakeholders in pilots (WP5) getting thus the “customer” input. The workplan foresees also measures for further business exploitation and replication of the end-product (in WP5 and WP6) comprising thus a holistic innovation management approach where the added value of the SIRENE project will evolve from its initial idea to a market ready suite of services. In order to highlight the importance of this process the consortium has identified an official role of the Innovation Manager who will be responsible to monitor and enforce this process.

3.2.6 List of Milestones

The project management measures include (besides the detailed workplan) a list of key milestones that allow the effective monitoring of the project, its progress and results. These milestones are: Milestone

number

Milestone

name

Related Work

package(s)

Estimated date 6 Means of

verification7

MS1 Requirements analysis ready

WP2 M4 D-2.1.1

MS2 Overall architecure

WP2 M10 D-2.3.1

6 Measured in months from the project start date (month 1). 7 Show how you will confirm that the milestone has been attained. Refer to indicators if appropriate. For

example: a laboratory prototype completed and running flawlessly; software released and validated by a user group; field survey complete and data quality validated.



MS3 First prototypes WP4 M14 D-4.1.1, D-4.2.1, D-4.3.1 v1

MS4 Second prototypes

WP4 M18 D-4.1.1, D-4.2.1, D-4.3.1 v2

MS5 Final integrated system

WP3 M18 D-3.1.2 v2

MS6 Pilot start WP5 M18 D-5.1.1 MS7 First Evaluation WP5 M24 D-5.2.1, D-5.2.2 v1 MS8 Final Evaluation

Sirene Business Modelling and replication plan

Exploitation

plan

WP5/WP6

M30 D-5.2.1, D-5.2.2 v2 D-5.3.1 D-6.3.1

Table 12: List of milestones

3.3 Consortium as a whole

A particular strength of the Sirene proposal is its well-balanced consortium with complementary abilities to fulfil all the Research and Innovation activities, which are necessary to run a successful project. The Sirene consortium has been constituted by a group of academia and research centers, SMEs, international industries, and end users offering wide expertise and technical excellence of working cooperatively. The consortium consists of 9 partners belonging to 6 European countries. The technical excellence and broad experience of the project members guarantee that the overall project goals can be achieved. The project’s consortium brings together a unique variety of experience and skills. This is a very good example of the European collaboration practice for producing R&D results out of wide European collaboration schemes and also by establishing synergies with other countries. Having such broad coverage in the European geographical area and worldwide, the Sirene results start with a promising opportunity of wider uptake and successful exploitation. The partners were selected in such a way to synthesize the best possible solutions and achieve best results. The industrial partners have each international experience in bringing reliable systems to the market and together they have the skills to integrate the complete system and produce this to a competitive price. The participation of Smart Cities (end users), industrial partners and SME’s, as well as Academic organizations guarantees a modicum of innovation and the sectoral integration required. The consortium brings together Partners experienced in different markets and together they are able to exploit the results in both Europe and globally. Targeting all these areas requires expertise in multiple research and technological disciplines. The Sirene project brings together a balanced mix of research institutes, universities, industrial enterprises and SMEs. The following table summarizes the expertise of each partner and its role in the project. Participant Coun

try

Type Expertise and project focus

ATOS ES Industry Project Coordinator. Large ICT integrator, Software house and Cloud infrastructure provider.

DAPP IT Industry Large Construction company. Expertise in energy management through ICT, interoperability and relevant issues to smart grids.

TECN ES Research Predictive analytics for energy consuming.



RUG NL University/Research

Social behavior analytics and economics with respect to energy management and consuming patterns/incentives. Factors influencing energy use and energy savings, and effective and acceptable ways to promote energy efficiency and energy saving

Infili UK SME Social networks and relationship analytics. Mobile and Web application experts.

iMP RS Research Expertise in ICT integration layer, based on ontology which served as knowledge repository and the corresponding APIs for communication with other applications, as well as technical characterization of project pilots where the solution was implemented.

LeanCiti IL SME Social networks and gamification concept providers for smart cities and energy savings.

USMI IT Public Body

Management of the San Martino Hospital pilot plant. Collection of relevant data of the pilots plant, real-time monitoring,

UNIGE IT University/Research

Energy data analysis and modelling. Implementation of models to translate qualitative information form social networks into rules or quantitative information for energy consumption.

Table 13: Expertise and role of project partners

As evident from the table, the consortium is a balanced mix of large industries, SME, research institutes/universities and public bodies participating as smart city pilots. Universities and research institutes will ensure the proper incorporation of leading edge research results into the project deliverables, which industries (both large industries) and SMEs will build on top of these results towards boosting their business and commercialization strategies. It is also clear that the consortium includes adequate industrial/commercial involvement in order to ensure the proper exploitation of the results, while it has also addressed the opportunity of involving SMEs. The Sirene consortium is balanced in terms of its expertise. In particular, different partners excel in different work areas and research topics of the Sirene project, and collectively form a team that is carefully selected to achieve the project’s objectives. The overlap between the partners’ expertise and role in the project is kept to a minimum, mainly in order to ensure collaborative synthesis and contingency planning for some critical areas of the project. The following skills matrix demonstrates the complimentary of the participants: The following skills matrix demonstrates the complimentary of the participants: Sirene Work

Area

/

Partners Dem

an

d

ag

gre

ga

tio

n

ma

na

gem

ent

En

erg

y

ma

na

gem

ent

So

cia

l

net

wo

rks

dev

elo

pm

ent

an

d a

na

lyti

cs

Use

r fe

edb

ack

an

d s

oci

al

beh

av

ior

an

aly

sis

Web

an

d

Mo

bil

e

Ap

pli

cati

on

dev

elo

pm

ent

Inte

gra

tio

n,

Inte

rop

era

bil

it

y

Dis

sem

ina

tion

,

Ex

plo

ita

tio

n

ATOS X X X

DAPP X X X

TECN X X X X

RUG X X

Infili X X X X X

iMP X X X X

LC X X X X

USMI X

UNIGE X X X

Table 14: Skills matrix demonstrating the complementary of the Sirene participants



As evident from table partners have complementary skills as appropriate to fulfil the scientific objectives of the project. For each scientific, research and technological development area, at least two partners of the consortium possess the relevant expertise. This replication of expertise is intentional due to the following reasons: • Contingency planning, such as poorly performing technology components or even partners leaving

the project. • Ensuring marginal diversity towards safeguarding the project development against specific

integration problems/risks. • In several cases different partners may excel in complimentary aspects of the same technology. • The project will produce distinct showcases involving the same or similar technology components.

Minimum diversity ensures the ability to customizing-optimizing components on a per-trial basis. Overall, minor diversity ensures the graceful completion of the project, while reducing key technology risks. Sirene is truly a collaborative project in that it successfully integrates efforts from 10 complementary partners into a single coordinated endeavour that would not have been possible otherwise. Other countries: N/A.

3.4 Resources to be committed

The SIRENE consortium has designed its workplan in a way to allow modularity of R&D work, and avoid any risky monolithic work packages that would overshadow other smaller ones and would block resources without allowing any flexibility and contingency planning. The mobilisation of resources to execute the SIRENE project was driven by the vision of the consortium and the subsequent aggregating of the organisations efforts with the personnel, equipment, finance and influence, capable of both realizing that vision and ensuring its impact widely in Europe. The effort distribution per Work

package has been considered based on an overall view of the required work for the SIRENE project. The project evolution chain: “Requirements Analysis → Architecture & Specification→ Implementations → System Integration → Pilots and Evaluation” is ensuring the appropriate and balanced mobilization of resources having the ability to adapt on a schedulable and predictable approach. The overall co-ordination (administrative &

technical management) has been allocated a 10,14% (WP1) of the overall effort in order to allow for a smooth day-by-day operation of such a project with 9 partners. The operation of the pilot use cases is a very important work package that attracts the participation of all partners again, as this is going to prove the feasibility and usability of the SIRENE services. It is a complex activity involving the usage of the SIRENE system by external user groups and needs an increased resource pool of effort in order to assure the participation of the user groups in the pilot. For this reason it is resourced with the 21,70% (WP5) of the overall person-months so that it ensures the successful results. Last but not least, the SIRENE consortium has identified the exploitation capabilities of the SIRENE system and for this reason it did not underestimate the need for a well-resourced WP6 on dissemination, communication and exploitation activities of 10,14%. A detailed overview of the financial plan of each partner is given in the A-forms of the proposal. The following table gives the summary of staff effort over the duration of the project. Workpackage leaders are indicated with their person-month effort in bold. WP1 WP2 WP3 WP4 WP5 WP6 Total

Person/months

per Participant

1.ATOS 21 12 9 0 8 4 54



2.DAPP 1 8 9 6 9 4 37

3.TECNALIA 1 3 10 14 6 2 36

4.RUG 1 7 0 12 3 5 28

5.Infili 1 5 13 12 4 3 38

6.iMP 1 4 3 9 9 4 30

7.LeanCiti 1 4 2 14 6 3 30

8.USMI 1 3 0 0 9 2 15

9.UNIGE 1 3 2 3 7 2 18

Total

Person/Months

29 49 48 70 61 29 286

Table 15: Summary of staff effort

Other direct costs –Justification:

Travel costs: have been calculated on the following assumptions: For each partner 4 meetings per

year (3 project meetings and 1 Review meeting) which makes a total of 8 travels for the whole

duration of the project (2 and a half years). Each travel is going to be for two days and costs approximately 1000 Euros so there is a total of 8.000 Euros per person. Since most times more than one person is travelling for the same meeting (technical person and a project management person) we have reserved an amount of 16.000 Euros per partner for travel budget. For the coordinator who has more commitments (e.g. represent the project in liaison events with the EC) and additional amount of 4.000 Euros has been reserved.

Equipment: In order to make the use of all the SIRENE Apps and people-involvement devices to be correctly connected to the decision support system of the energy hub at San Martino Hospital (Pilot 2), the matching of the provisional energy demand (electrical, thermal, refrigeration, and so on) to the energy conversion plant operational data and control must be guaranteed. A dedicated software is needed to this aim, which full development would be far beyond the aims of SIRENE Project and extremely man power consuming. Indeed a flexible, and easily adaptable to the aim software is already available by means of a spin-off of UNIGE, namely IESolutions s.r.l. The software name is ESOS (Energy Smart Optimisation System). IESolutions Soluzioni Intelligenti per l'Energia s.r.l. is a credited spin off of the University of Genova that has been operating since 2005 in the energy and ICT sector. In particular, IESolutions studies and develops solutions for energy management, energy efficiency, distributed generation and real-time control and optimization of energy consumption, by means of multi-site and multi carrier (gas , electricity , water, heat) ICT solutions. IESolutions counts among its partners and employees professionals with proven experience in the energy sector, gained both in industrial and academic contexts. IESolutions has a proven previous experience in the design, supply and commissioning of systems for real time energy monitoring for medical and hospital realities: - Policlinico of Modena (MO) - supply, commissioning and assistance in the use of a platform for real time energy accounting and monitoring (electricity, gas and water); - Cellini Clinic, Humanitas Group (TO) - supply, commissioning and assistance in the use of a platform for real time energy accounting and monitoring (electricity and gas); - Ophthalmology Clinic, University of Genoa (GE) - real-time monitoring of electricity consumption. ESOS (Energy Smart Optimisation System) is a multi-site, multi-user software platform designed to allow real-time energy monitoring of multi-source energy resources (Electricity, Gas and Water) in complex environments, encompassing loads of different nature, generation and storage. ESOS is designed to support energy management systems, offering: • real-time monitoring of energy consumption and production; • structured storage of raw and aggregated consumption data for analysis, energy balance and support to energy auditing; • calculation of specific key performance indicators; • seamless integration with different field measuring systems and middleware, for data exchange with building management systems, decision support systems, centralized control systems.



The software architecture of ESOS is based on the integration and analysis of data in heterogeneous technology environments, vertically integrated through a component dedicated to energy consumption and energy production analysis. The technology used for the creation of ESOS is based on JEE platform and cutting-edge web technologies (JBoss application server). The scope of supply related to the implementation of ESOS in USMI encompasses a multi-user software license, installation activities at USMI, system configuration, plus maintenance and assistance. More in detail: - the engineering required to define the architecture of the system; - the sale of a multi-user license for installation of the ESOS platform at the IT facilities of USMI and its related application-specific configuration, setup and commissioning activities; - maintenance and assistance for 1 year from the date of go live, including all minor software updates; - the supply of 2 process-boxes, to be installed in the field, necessary to interface the native metering systems and concentrators to the central server where the software application resides. The expertise acquired by IESolutions in the field of Hospital Systems will permit the best tuning of the sw to the Italian Pilot, thus saving several personnel efforts otherwise needed to adapt commercial sw.The present choice seems to be the most suitable for the project SIRENE, where even if the technical aspects of acquisition, management and monitoring activities is not the “core business” of the project, but are however a key stone in the project architecture..

Other good and services:

• A reasonable amount of 2.000 Euros has been foreseen for the acquisition of one audit certificate by ATOS who is the coordinator of the project and with a funding exceeding 325K Euros.

• Moreover, an amount of 2.000 Euros is allocated for 4 open access publications (estimated to 500 Euros per publication) as these are going to be jointly co-authored the amount is allocated to the Dissemination leader (RUG) who is going to cover the cost.

• Dissemination Material and Training: costs for preparing dissemination material (brochures, flyers, videos etc.). An amount on 2.000 Euros has been reserved for the dissemination leader (RUG) for this material.

For the partners whose ‘other direct costs’ exceed 15% of their personnel costs we provide the following tables: 6. iMP Cost (Euros) Justification

Travel 16.000 See above for the overall travel justification. Equipment 0

Other good and services 0 Total 16.000

8. USMI Cost (Euros) Justification

Travel 16.000 See above for the overall travel justification. Equipment 37.720 See above for full explanation and justification.

Breakdown of the cost: 20.000 Euros: Software license ESOS form IESolutions 17.720 Euros: Hardware required from IESolutions, customization and adaptation


9. UNIGE Cost (Euros) Justification

Travel 16.000 See above for the overall travel justification. Equipment 0


Table 16: Other direct cost items



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[7] Samadi P., Mohsenian-Rad H., Schober R., Wong, V.W.S., “Advanced Demand Side Management for the Future Smart Grid Using Mechanism Design”, IEEE Transactions on Smart Grid, vol. 3, no. 3, pp. 1170 -- 1180, September 2012.

[8] Qifen Dong, Li Yu, Wen-Zhan Song, Lang Tong, Shaojie Tang, “Distributed Demand and Response Algorithm for Optimizing Social-Welfare in Smart Grid”, IEEE 26th International Parallel & Distributed Processing Symposium (IPDPS), pp. 1228 – 1239, Shanghai, 2012.

[9] Skopik F., Wagner C., “Novel Energy Saving Opportunities in Smart Grids Using a Secure Social Networking Layer”, IEEE 36th Annual Computer Software and Applications Conference (COMPSAC), pp. 557 – 566, Izmir, 2012.

[10] Soulier E., Calvez P., Bugeaud, F., “Simulation of energy social Smart Grid using Assemblage Theory and Simplicial Complex tool”, Sixth International Conference on Research Challenges in Information Science (RCIS), Valencia, 2012.

[11] De Haan, J.E.S., Nguyen, P.H., Kling, W.L., Ribeiro, P.F. “Social interaction interface for performance analysis of smart grids”, IEEE First International Workshop on Smart Grid Modeling and Simulation (SGMS), pp.79 – 83, Brussels, 2011.

[12] Abrahamse, W., & Steg, L. (2013). Social influence approaches to encourage resource conservation: A meta-analysis. Global Environmental Change, 23, 1773–1785. http://dx.doi.org/10.1016/j.gloenvcha.2013.07.029

[13] Bolderdijk, J.W., Steg, L., Geller, E.S., Lehman, P.K., & Postmes, T. (2013). Comparing the effectiveness of monetary versus moral motives in environmental campaigning. Nature Climate

Change, 3, 413-416. http://dx.doi.org/10.1038/NCLIMATE1767 .

[14] Bolderdijk, J.W., Steg, L., & Postmes, T. (2013). Fostering support for work floor energy conservation policies: Accounting for privacy concerns. Journal of Organizational Behavior, 34 , 195–210.

[15] Milovanovic, M., Steg, L., & Van der Poel, C. (2014). Factors influencing acceptability of and participation in smart grid projects. Internal report, University of Groningen, Faculty of Behavioural and Social Sciences.

[16] “How it works” Power Smart Pricing. http://www.powersmartpricing.org/how-it-works/

[17] Malina, J. “Market-Based Dynamic Pricing Integral to Smart Grid Implementation, Climate Change Mitigation” Compete: Electricity Competition is the Public Interest. http://www.competecoalition.com/blog/2009/12/marketbased- dynamic-pricing-integral-to-smart-gridimplementation- climate-change-mitigation/



[18] Borenstein, S. “Policy and Economic Issues in Dynamic Electricity Pricing” http://www.youtube.com/watch?v=LdD4sYvDa08

[19] “Automated Critical Peak Pricing (Auto-CPP) Pilot for Large Commercial Facilities” PIER Demand Response Research Center. http://drrc.lbl.gov/drrc-4.html

[20] Borenstein, S. “Customer Risk from Real-Time Retail Electricity Pricing: Bill Volatility and Hedgeability” http://www.ucei.berkeley.edu/PDF/csemwp155.pdf

[21] S. Hatami and M. Pedram, "Minimizing the electricity bill of cooperative users under a quasi-dynamic pricing model," Proc. of the 1st IEEE International Conference on Smart Grid Communications, Oct. 2010.

[22] Welectricity - FREE service that helps you track and reduce your energy consumption at home - http://welectricity.com/home

[23] Pike Research (2011), Smart Grids in Europe, Pike Research Cleantech Market Intelligence,

available at: http://www.pikeresearch.com/ research/smart-grids-in-europe.

[24] COM/2006/0105 final GREEN PAPER – A European Strategy for Sustainable, Competitive and

Secure Energy

[25] Annex 1 of the Directive 2009/72/EC and Directive 2009/73/EC

[26] See Annex 3 of Directive 2006/32/EC

[27] See Article 16 of the Directive 2009/28/EC

[28] See Article 8 of the Directive 2010/31/EU

[29] "The European Electricity Grid Initiative (EEGI) - Roadmap 2010-18 and Detailed Implementation Plan 2010-12" 25 May 2010, Version V2

Data & Analytics

SIRENE: Social Intelligence for Energy Efficient ecosystem