D8.2 Management report (1st year) - get.dexma.com Deliverables/D8_2.pdf · D8.2 Management report (1st year) The RESPOND Consortium 2018 Integrated Demand REsponse SOlution Towards

This project has received funding from the European

Union’s Horizon 2020 research and innovation

programme under grant agreement No 768619

D8.2 Management report (1st year)

The RESPOND Consortium 2018

Integrated Demand REsponse

SOlution Towards Energy

POsitive NeighbourhooDs

WP 8: Project management

T8.2: Project management and EC reporting

Ref. Ares(2018)6152205 - 30/11/2018

WP8 Project management

D.8.2 MANAGEMENT REPORT (FIRST YEAR)

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PROJECT ACRONYM RESPOND

DOCUMENT D8.2 Management report

TYPE (DISTRIBUTION LEVEL) ☐ Public

☐ Confidential

☐ Restricted

DELIVERY DUE DATE 30/11/2018

DATE OF DELIVERY 30/11/2018

STATUS AND VERSION v1.0

DELIVERABLE RESPONSIBLE FEN

AUTHOR (S) Antonio Colino, Rodrigo López, Agustina Yara

(FEN); Francisco diez, Iker Esnaola (TEK); Nikola

Tomasevic, Lazar Berbakov (IMP); Toke H.

Christensen (AAU); Laura Martinez (DEXMA); Aron

Lazarchick (ENE).

OFFICIAL REVIEWER(S) NA



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DOCUMENT HISTORY

ISSUE DATE CONTENT AND CHANGES

v0.0 31/08/2018 Draft version - Table of Contents

v0.1 28/11/2018 First version

v0.2 29/11/2018 Reviewed version

v1.0 30/11/2018 Final version



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EXECUTIVE SUMMARY

This report constitutes Deliverable 8.2 Management report (first year). The document has been elaborated by FENÍE ENERGÍA SA, responsible partner for WP8 Project management within the RESPOND project. The purpose of this document is to report the activities done during the report period M1-M12 (October 2017-September 2018) from the management side.

The Management report focuses on the description of the current status of the work packages,

objectives, main results, work progress and achievements for all tasks scheduled for the reported

period. Complete description of finished tasks, summary of opened tasks, significant results,

deviation and corrective actions within tasks, use of resources, costs and efforts within tasks are

reported in the present document.

The RESPOND project management report contains also an overview of the project meetings, a

project meetings attendance graphic, description of the project issues founds, amendments to the

agreements, risk assessment, project website activities report, a list of blog posts published,

dissemination events among others.

Furthermore, it is presented a list of deliverables submitted and milestones achieved.

Finally, it have been reported the use of resources for the period, detailing the costs and efforts

per partner.



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TABLE OF CONTENTS

1. INTRODUCTION ............................................................................................................................... 11

2. MANAGEMENT REPORT (FIRST YEAR).................................................................................... 11

2.1 CURRENT STATUS .................................................................................................................. 11

2.2 OBJECTIVES .............................................................................................................................. 12

2.3 IMPACT........................................................................................................................................ 13

2.4 MAIN RESULTS ......................................................................................................................... 15

2.5 WORK PROGRESS AND ACHIEVEMENTS ........................................................................ 26

2.5.1 WP1: PILOT SITE CHARACTERIZATION ..................................................................... 26

2.5.2 WP2: USE CASE DEPLOYMENT AND FOLLOW-UP ................................................. 33

2.5.3 WP3: USER ENGAGEMNET PROCESS ....................................................................... 39

2.5.4 WP4: ICT ENABLED COOPERATIVE DEMAND RESPONSE MODEL ................... 45

2.5.5 WP5: SYSTEM INTEGRATION AND INTEROPERABILITY ....................................... 50

2.5.6 WP7: DISSEMINATION AND EXPLOITATION ACTIVITIES ...................................... 55

2.5.7 WP8: PROJECT MANAGEMENT .................................................................................... 59

3. PROJECT MANAGEMENT ............................................................................................................. 66

3.1 CONSORTIUM MANAGEMENT TASKS ............................................................................... 66

3.1.1 PROJECT MEETINGS ....................................................................................................... 66

3.1.2 PROJECT MEETINGS ATTENDANCE STATISTIC ..................................................... 72

3.2 PROJECT ISSUES .................................................................................................................... 73

3.2.1 AMENDMENTS ................................................................................................................... 74

3.3 RISK ASSESSMENT ................................................................................................................. 75

3.4 PROJECT WEBSITE ................................................................................................................. 76

3.4.1 BLOG POSTS...................................................................................................................... 76

3.5 EVENTS ....................................................................................................................................... 77

3.6 GDPR ........................................................................................................................................... 79

4. DELIVERABLES AND MILESTONES ........................................................................................... 80

4.1 DELIVERABLES ......................................................................................................................... 80

4.2 MILESTONES ............................................................................................................................. 82

5. USE OF RESOURCES .................................................................................................................... 84



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5.1 EFFORTS SUMMARY .............................................................................................................. 84

5.2 COSTS SUMMARY ................................................................................................................... 86

6. CONCLUSIONS ................................................................................................................................ 91



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LIST OF FIGURES

FIGURE 1. SCREENSHOT OF RESPOND WEBSITE 16 FIGURE 2. MADRID PILOT SITE AERIAL VIEW, ARAN ISLAND PILOT HOUSE, AARHUS PILOT SITE VIEW 16 FIGURE 3. CLASSIFICATION OF DR SCHEMES BASED ON EFFICIENCY AND SERVICES 17 FIGURE 4. RESPOND SYSTEM PRELIMINARY ARCHITECTURE 18 FIGURE 5. RESPOND KICK OFF PRESS RELEASE 19 FIGURE 6. PROJECT NEWS PAGE 20 FIGURE 7. MANAGEMENT STRUCTURE FOR RESPOND GOVERNANCE 21 FIGURE 8. INTEGRATION OF HOME AUTOMATION EQUIPMENT WITH RESPOND CLOUD PLATFORM 21 FIGURE 9. RESPOND'S OPTIMIZATION OF SUPPLY/DEMAND 22 FIGURE 10. RESPOND REFERENCE ARCHITECTURE 22 FIGURE 11. DATA FLOW IN RESPOND CONTROL LOOP 23 FIGURE 12. SOLAR COLLECTORS IN THE ROOFTOP AT MADRID PILOT SITE 24 FIGURE 13. QUESTIONNAIRE FOR PROSPECTIVE PILOT PARTICIPANTS 24 FIGURE 14. DEXMA ENERGY GRADER APP 25 FIGURE 15. MOBILE APP NAVIGATION DIAGRAM 25 FIGURE 16. TO DO'S LIST 26 FIGURE 17. OVERVIEW OF ENERGY SYSTEM AND POWER METERS IN DANISH PILOT 28 FIGURE 18. INTEROPERABILITY LAYERS 30 FIGURE 19. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP1 DURING THE 1ST YEAR 33 FIGURE 20. RESPOND SYSTEM ARCHITECTURE 35 FIGURE 21. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP2 DURING THE 1ST YEAR 39 FIGURE 22. VISUALIZATION OF THE RESPOND USER APPROACH (WITH SELECTED DESIGN CRITERIA) 40 FIGURE 23. NAVIGATION DIAGRAM OF THE MOBILE APP 42 FIGURE 24. SCREENSHOTS ILLUSTRATING THE REAL-TIME NEIGHBOURHOOD CONSUMPTION FOR ANDROID (LEFT) AND THE

NEIGHBOURHOOD ENERGY GENERATION FOR IOS (RIGHT) 42 FIGURE 25. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP3 DURING THE 1ST YEAR 45 FIGURE 26. POWER SEQUENCE-RELATED RESOURCES 46 FIGURE 27. BOT BASIC ENTITIES 47 FIGURE 28. TOPOLOGICAL INFORMATION INSTANCE 48 FIGURE 29. SCHEMATIC OF A SINGLE AND MULTI-BLOCK ENERGY HUB 49 FIGURE 30. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP4 DURING THE 1ST YEAR 50 FIGURE 31. TRANSLATION OF PROPRIETARY VENDOR MESSAGES TO THE CDM FORMAT 51 FIGURE 32. OPEN WEATHER MESSAGE DATA IN JSON FORMAT 52 FIGURE 33. DATA STREAMS COLLECTED BY INFLUX DATABASE 53 FIGURE 34. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP5 DURING THE 1ST YEAR 54 FIGURE 35. RESPOND LOGO 56 FIGURE 36. RESPOND ROLL UP 57 FIGURE 37. RESPOND WEBSITE 58 FIGURE 38. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP7 DURING THE 1ST YEAR 59 FIGURE 39. GANTT CHART 62 FIGURE 40. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP8 DURING THE 1ST YEAR 65 FIGURE 41. RESPOND CONSORTIUM AT KICK-OFF MEETING 67 FIGURE 42. RESPOND CONSORTIUM AT DANISH PILOT VISIT 68 FIGURE 43. RESPOND CONSORTIUM AT ARAN ISLANDS PILOT VISIT 69 FIGURE 44. MEETINGS ATTENDANCE PER PARTNER GRAPHIC 73



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FIGURE 45. RESPOND PROJECT PARTICIPATION AT IOT WEEK 2018 BILBAO 78 FIGURE 46. RESPOND PROJECT PARTICIPATION AT DIGITAL ENERGY 2018, MADRID 78 FIGURE 47. RESPOND PROJECT PARTICIPATION AT SUSTAINABLE PLACES 2018, AIX-LES-BAINS 78 FIGURE 48. TOTAL EFFORTS (ACTUAL AND BUDGET) BY PARTNER IN THE 1ST YEAR 85 FIGURE 49. TOTAL EFFORTS (ACTUAL AND BUDGET) FOR EACH PARTNER IN THE 1ST YEAR 86 FIGURE 50. TOTAL COSTS (ACTUAL AND BUDGET) BY PARTNER IN THE 1ST YEAR 87 FIGURE 51. TOTAL COSTS (ACTUAL AND BUDGET) FOR EACH PARTNER IN THE 1ST YEAR 89 FIGURE 52. TOTAL COSTS (ACTUAL AND BUDGET) FOR EACH TYPE IN THE 1ST YEAR 90

LIST OF TABLES

TABLE 1. OBJECTIVES FOR REPORTED PERIOD M1-M12 13 TABLE 2. RESPOND IMPACT 14 TABLE 3. DR PROGRAM TYPE AND CONTROL SCENARIOS SUGGESTION FOR RESPOND PILOTS 29 TABLE 4. SUMMARY OF DR ACTIONS PER PILOT SITE 31 TABLE 5. BLOG POST PUBLISHED IN RESPOND WEBSITE FOR REPORTED PERIOD M1-M12 77 TABLE 6. RSPOND PROJECT LIST OF DELIVERABLES SUBMITTED DURING REPORTED PERIOD M1-M12 80 TABLE 7. RESPOND PROJECT MILESTONES 82 TABLE 8. TOTAL EFFORTS (ACTUAL AND BUDGET) BY PARTNER AND WP IN THE 1ST YEAR 84 TABLE 9. PERCENTAGE OF ACTUAL EFFORTS VS BUDGET BY PARTNER AND WP IN THE 1ST YEAR 84 TABLE 10. TOTAL COSTS (ACTUAL AND BUDGET) BY PARTNER AND TYPE IN THE 1ST YEAR 87 TABLE 11. PERCENTAGE OF ACTUAL COSTS VS BUDGET BY PARTNER AND TYPE IN THE 1ST YEAR 87



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ABBREVIATIONS AND ACRONYMS

AAU AALBORG UNIVERSITET

ALBOA ALMEN BOLIGORGANISATION AARHUS

ARAN COMHARCHUMANN FUINNIMH OILEAIN ARANN

TEORANTA

AURA AURA RADGIVNING AS

D Deliverable

DEV DEVELCO PRODUCTS AS

DEXMA DEXMA SENSORS SL

DoA Description of Action

DR Demand Response

e.g. exempli gratia = for example

EAB External Advisory Board

EASME Executive Agency for Small and Medium-sized

Enterprises

EC European Commission

EM Exploitation Manager

EMS Electronics Manufacturing Services

ENE ENERGOMONITOR S.R.O

EU European Union

FEN FENIE ENERGIA SA

GA Grant Agreement

GHG Greenhouse Gas

ICT Information and Communication Technology

KPI Key Performance Indicator



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IMP INSTITUT MIHAJLO PUPIN

JSON JavaScript Object Notation

iOS iPhone Operative System

IP Internet Protocol

M Month

MQTT Message Queue Telemetry Transport

MS Milestone

NUIG NATIONAL UNIVERSITY OF IRELAND, GALWAY

OpenADR Open Automated Demand Response

PC Project Coordinator

PCC Pilot case Coordinator

PMT Project Management Team

REA Research Executive Agency

RESPOND Integrated Demand REsponse SOlution Towards Energy

POsitive NeighbourhooDs

RV Review

SCADA Supervisory Control and Data Acquisition

SH/SW Software/hardware

ST Steering Committee

TEK FUNDACION TEKNIKER

TL Technical Leaders

UEL User Engagement Leader

WP Work Package

WPL Work package Leader



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1. INTRODUCTION

The purpose of this document is to provide a complete report of the activities that have been

performed by the RESPOND project Consortium during the first year of the project under the

supervision of the project coordinator.

Full descriptions are presented of the tasks carried out during the reported period (M1-M12) that

aim to comply with the scheduled DoA from the Quality Assurance Plan established at the

beginning of the project.

This document contains the actions and measures performed in order to guarantee an

administrative, financial, risk management and also scientific and technology management of the

project.

At the present phase, the work is focused on the three pilots (deployment works are progressing

in Madrid, Aarhus and Aran Islands) at the same time that all partners are contributing from the

different backgrounds to the realization of the scheduled tasks, fulfilling with the tasks assigned,

deadlines and milestones scheduled.

2. MANAGEMENT REPORT (FIRST YEAR)

2.1 CURRENT STATUS

The RESPOND project has reached the first year in terms of timing (12 out of 36 months) and with this came the end of the phase I, based on the project set up and early deployment, and the beginning of phase II, which consists in RESPOND platform integration and advancement. As such, RESPOND project has moved now from planification to the real world. During this reported period, divided in two semesters by two relevant foreseen milestones, the main goal was the achievement of the following two milestones:

• MS1: Pilots characterizations (M6). During this first semester, M1-M6 period, the main activities pivoted around the progress within the tasks from the following WPs:

• Pilot site characterizations (WP1)

• Use case deployment and follow up (WP2)

• User Engagement process (WP3)



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• MS2: First deployment (M12). During the second semester, M7-M12 period, on one hand, some tasks from WP1, WP2 and WP3 continued and are almost concluded now, and on the other hand, new tasks from the following work packages started and will continue to progress until the achievement of the third milestone, MS3 Final deployment (M24).

• ICT enabled cooperative demand respond model (WP4)

• System integration and system interoperability (WP5)

There are also tasks from the following WPs that have been opened since the beginning of the

project, in M1, are progressing and will continue until its conclusion, in M36:

• Dissemination and exploitation activities (WP7)

• Project management (WP8) In the section 2.5 are presented the detailed results and achievements for each work package.

2.2 OBJECTIVES

Overall objectives of RESPOND project:

• Energy costs savings

To deliver an ICT solution for demand response that will result in energy reduction of about 10%

and economic cost savings of at least 20% in residential sector by adapting the user behavior to

maximize the exploitation of renewable sources.

• Integrated solution for demand response

To design, construct, deploy and validate a system that is able to integrate with any building

SW/HW system in relation to energy and comfort, while supporting and facilitating the end user

to understand and directly engage with DR activities.

• Integral business model

To design, apply and validate a business model and exploitation plan for a large-scale uptake of

the ICT system deployed and integrated in the RESPOND project.

Work package specific objectives for the first reported period are shown in table 1:



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TABLE 1. OBJECTIVES FOR REPORTED PERIOD M1-M12

2.3 IMPACT

The project aims to address each of the expected impacts started by EE-12-2017, which sets the specific challenge in terms of integrating the demand response enabling elements into Energy Management Systems (EMS) and achieving full interoperability between smart grids, energy systems and smart home devices. The table 2 shows how RESPOND will contribute to each of the impacts expected by the call.



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TABLE 2. RESPOND IMPACT

Besides the expected impacts mentioned by the work program, the proposal aims to make the following additional impacts:



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• Contribution to Europe’s Energy Security

RESPOND will have a direct impact not only on the financial (e.g. minimizing costs of energy dispatching, and influencing at energy prices as previously stated), but also on the environmental aspect of energy market (e.g. by lowering GHG emissions).

• Generates skilled job opportunities

District energy systems contribute to employment opportunities, ranging from system design, construction, equipment manufacturing, to the operation and maintenance.

• Promotion of cooperative movement

Cooperative movement consist in the association of people to get common objectives by collaboration of everybody involved.

An example of this type of movement is one of the project partners, Aran Islands (ARAN), that thanks to the cooperative association projects increased significantly the use of sustainable energy sources as compared to 2008.

• Open data use

Performance can be improved, which contributes to enhancing the efficiency of public services. Owing to the cross-sectorial sharing of the data, greater efficiency in processes and delivery of public services can be achieved.

Social welfare can also be improved as society benefits from more transparent and accessible information.

Economy can benefit from an easier access to information and knowledge, contributing to the development of innovative services and creation of new business models.

Reutilization of Open Data sources proposed by RESPOND will contribute in raising the awareness and consciousness level of the Open Data.

2.4 MAIN RESULTS

The main results during the reporting period of the project focus on RESPOND dissemination and project website (preliminary), pilot technical characterization and operation scenarios, demand response programs overview, RESPOND strategy to support interoperability, dissemination and communication plan, RESPOND dissemination and project website (final), quality assurance plan, initial deployment plan, pilot specific demand response strategy, RESPOND system reference architecture, integration of key RESPOND technology tiers, early deployment activities report, criteria and framework for recruiting and engaging, RESPOND user engagement strategy, personal energy performance assistant design, management report (first year).

Towards RESPOND dissemination and project website (preliminary) (M3)

DEXMA presented the mock-up of the project website, with its patents filing, and the website went live.



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FIGURE 1. SCREENSHOT OF RESPOND WEBSITE

Towards pilot technical characterization and operation scenarios (M6) It have been collected information regarding habits, routines, demand response programs, energy provisions, sociological aspects, building characteristics and existing energy-related devices. In D1.1 FEN presented a proper characterization of the pilots, key for the well performance of the following tasks in the project. Finally, after the study of the different sites’ characteristics, several suitable KPIs were identified, defined and explained.

FIGURE 2. MADRID PILOT SITE AERIAL VIEW, ARAN ISLAND PILOT HOUSE, AARHUS PILOT SITE VIEW

Towards demand response programs overview (M6)

NUIG analysed DR programs applied to EU and Worldwide. The methodology employed was mainly based on desk research techniques via literature review. The results of the research were reflected in D1.2. In the document the main findings and lesson learned from the ICT, business model and customer engagement points of view are descripted.



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FIGURE 3. CLASSIFICATION OF DR SCHEMES BASED ON EFFICIENCY AND SERVICES

Towards RESPOND strategy to support interoperability (M6) In D1.3 IMP presented the approach that was going to be taken over the course of the RESPOND project in order to support interoperability. In the document the devices, equipment and protocols chosen for RESPOND project are reflected in detail at the technical level.



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FIGURE 4. RESPOND SYSTEM PRELIMINARY ARCHITECTURE

Towards dissemination and communication plan (M6)

In D7.1 DEXMA reflected the directions regarding how the RESPOND project operations were going to be communicated and project achievements were going to be demonstrated. In the document we described the initial dissemination and communication activities to be followed by the project partners in order to reach the wider community and stakeholders.



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FIGURE 5. RESPOND KICK OFF PRESS RELEASE



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Towards RESPOND dissemination and project website (final) (M6)

The project website gained both in content and in visits.

FIGURE 6. PROJECT NEWS PAGE

Towards quality assurance plan (M6)

The Quality Assurance Plan in D8.1 had the aim of ensure an administrative, financial & risk management and a scientific & technology management of the project. The document contained the actions that FEN, as project coordinator, performed in order to guarantee the progress of the project, the achievement of the tasks, the accomplishment of a high-level quality, and finally the achievement of the main goals of the project.



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FIGURE 7. MANAGEMENT STRUCTURE FOR RESPOND GOVERNANCE

Towards initial deployment plan (M9)

With the goal of stablishing the route map for the early deployment of the RESPOND solution, D2.3 document presented the plan to be implemented in each of the three Pilot Sites within the project: namely, in Aarhus (Denmark), in the Aran Islands (Ireland) and in Madrid (Spain).

FIGURE 8. INTEGRATION OF HOME AUTOMATION EQUIPMENT WITH RESPOND CLOUD PLATFORM



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Towards pilot specific demand response strategy (M12) TEK defined the DR actions that best fits and exploit each pilot site’s capabilities, after a detailed analysis of many factors. The idiosyncrasy and singularities of each RESPOND pilot site were taken into account. All the findings were reflected in D2.3 document.

FIGURE 9. RESPOND'S OPTIMIZATION OF SUPPLY/DEMAND

Towards RESPOND system reference architecture (M12)

After a period of conversations between the different partners, the design of the architecture was agreed, in which each of the involved partners’ expertise in different areas is reflected. In D2.1 TEK described the whole process and results.

FIGURE 10. RESPOND REFERENCE ARCHITECTURE



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Towards integration of key RESPOND technology tiers (M12)

DEXMA described in D2.2 the integration of key technology tiers. As a result, the interfaces between internal system components and core services, as well as towards external HW/SW systems (such as smart home devices, legacy systems, third party services, etc.) were specified. All relevant communication details, among all possible layouts of the RESPOND key technology tiers, were reported in this document to allow the seamless integration of RESPOND solution in the following WPs (particularly in WP4 and WP5).

FIGURE 11. DATA FLOW IN RESPOND CONTROL LOOP

Towards early deployment activities report (M12)

In D2.4 document ENE reflected an overview of the early deployment activities as they have occurred. So far, the vast majority of actions are on schedule and going according to plan.

Aran islands: the biggest blocker was the delay in user engagement, devices delivery and deployment in Aran islands pilots. Only two of the houses were installed due to this issue, however ultimately the delay has been minor, and deployment is now progressing fine. There were a few technical blockers that need to be remedied however none of those issues were critical and they were resolved.

Aarhus: there was need to be some budget considerations due to specifics with the installation namely legal requirements and certifications required when dealing with certain types of infrastructure equipment.

Madrid: there were a few other minor delays, such as the delay of gas measurement in Madrid, due to incompatible hardware and the prolongation of thermal solar installation, which were finally fixed and concluded.



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So far, it have been managed to start collecting baseline data as well as some survey results from the initial installation and other than the issues described below, the project deployment and overall initial stages are running smoothly.

FIGURE 12. SOLAR COLLECTORS IN THE ROOFTOP AT MADRID PILOT SITE

Towards criteria and framework for recruiting and engaging (M12)

The main goal was to develop detailed criteria for the selection of households at the three RESPOND pilot sites (Aarhus, Aran Islands and Madrid). The aim was to recruit household samples with a relative high diversity with regard to demographic and socio-economic variables such as income level, household size, family type, etc, in order to ensure that the results and insights from RESPOND can contribute to design improvements that ensure demand response solutions with a general applicability across socio-economic groups. In D3.1 AAU described the recruitment criteria and strategy.

FIGURE 13. QUESTIONNAIRE FOR PROSPECTIVE PILOT PARTICIPANTS

Towards RESPOND user engagement strategy (M12)

The users’ active engagement with the RESPOND mobile app (and the RESPOND DR programme in general) is essential for the success of RESPOND. For this reason, AAU developed a set of recommendations on how to ensure user engagement as part of RESPOND. In D3.2 are presented in detailed all the findings.



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FIGURE 14. DEXMA ENERGY GRADER APP

Towards personal energy performance assistant design (M12) Existing mobile apps were analyzed, as well as the latest app design techniques and methodology. TEK reflected in D3.4 the design of the RESPOND personal energy performance assistant. This assistant is aimed at providing users with an intuitive and simple mobile app towards their engagement. The app has already started to be developed.

FIGURE 15. MOBILE APP NAVIGATION DIAGRAM

Towards management report (first year) (M12)

The unforeseen challenges that emerged were sorted out through effective measures, so the general overview of the progress of the work has a positive balance. The present document constitutes the RESPOND project management report and has been created with contributions from the eleven partners that constitutes the RESPOND consortium.

The main results achieved at this point of the project are defined at paragraph 2.5 hereafter.



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FIGURE 16. TO DO'S LIST

2.5 WORK PROGRESS AND ACHIEVEMENTS

This section provides an overview of the progress of the work within the work packages WP1, WP2, WP3, WP4, WP5, WP7 and WP8.

2.5.1 WP1: PILOT SITE CHARACTERIZATION

In WP1 definition of the baseline for the RESPOND deployment and integration work took place. The work package aims at analysing the high-impact operation scenarios and making the technical characteristics of residential sector with emphasis on high energy consumption systems which could be affected by RESPOND solution. As well as set the conditions for success of technical deployment, coordination of WPs, and initiation of exploitation.

2.5.1.1 DESCRIPTION OF TASKS

T1.1 OPERATION SCENARIOS AND TECHNICAL CHARACTERIZATION OF PILOT SITES. M1-M6

The task T1.1 has been carried out during the first six months of the project according to the

scheduled. The characterization of the preselected pilot sites has been captured in the deliverable

D1.1 Operation scenarios and technical characterization of pilot sites ensuring at all time a proper

coordination between other project task related like T1.3, T1.4, T3.1. And T3.2.



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T1.2 DEMAND RESPONSE PROGRAMS. M1-M6


schedule. D1.2 “Demand response programs overview” has been delivered in time and it presents

an analysis of the contemporary demand response (DR) programs and solutions, already applied

at European and Worldwide level. The document is divided into two main parts: the first one

characterizes the DR programs from the point of view of the most relevant aspects found in

literature: programs classification, ICT and business model. While, the second part provides an

overview of the current DR programs at European and Worldwide levels. The overview reports

and analyses efficient DR programs. The DR status in the pilot countries is described and

recommendations are provided for design and implementation of the DR programs based on the

previous findings. As a result of this task, an overview of efficient DR programs has been reported

and provided to other tasks in WP1. In particular, to Task 1.4 aimed at specifying adequate DR

strategies and actions for the project pilots.

T1.3 INTEROPERABILITY ISSUES AT PILOT LEVEL. M1-M6


schedule. The systematic technological analysis of the legacy ICT systems at three pilot sites

was performed. The analysis included home automation, smart home devices, building

management systems, energy assets and metering equipment that might be involved in operation

scenarios envisioned in RESPOND system. In addition, capabilities of equipment provided by

technical partners were studied in order to complement the analysis of legacy systems with the

aim of identifying the potential interoperability issues at pilot level. Finally, an overview of the

currently available interoperability solutions for smart home and energy management was

provided having in mind different interoperability layers.

T1.4 DEMAND RESPONSE ACTIONS DISCOVERY FOR EACH PILOT. M4-M13

The task T1.4 has been carried out during the first thirteen months of the project, an extension of

one month of T1.4 was applied for and accepted by our PO. The consortium will implement this

change by an amendment to the GA. D1.4 “Pilot specific demand respond strategy” has been

delivered in M13 and presents a set of suitable DR actions are recommended for each pilot site.

For these recommendations, the initial analysis made on D1.2 has been very valuable.

2.5.1.2 SIGNIFICANT RESULTS


During these six months the main results obtained in this task have been:



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▪ Scope and methodology for characterization: Supported by the use of excel templates for

data collection.

▪ Technical characterization of pilot sites: The pilots of Ireland, Denmark and Spain have

been characterized with regards to devices & technology, energy aspects, consumer

profiles and current operation scenarios.

▪ KPIs definition: A KPI lifecycle was defined along with specific KPIs regarding, energy,

inhabitants, building characteristics and economic aspects.

FIGURE 17. OVERVIEW OF ENERGY SYSTEM AND POWER METERS IN DANISH PILOT

The study has revealed that there are peculiarities in each pilot site from the technical point of

view although it is possible to find similarities regarding houses equipment and people habits

routines.

This information will be used as valuable insights for next tasks in the project as thanks to this

task the current situation in the pilot sites is known and can be used to decide the DR actions to

perform, assess the platform design or help in the engagement process among others.

D1.1 was completed and submitted on time successfully.


During these six month the main findings and lesson learned in this task have been:

▪ Overview of 11 contemporary successful DR programs, implemented at European and

Worldwide levels. “LINEAR, PowerMatching City, SmartView, EcoGrid and EirGrid Power

Off and Save” projects resulted the most relevant DR programs for RESPOND Technical

characterization of pilot sites. The selected DR programs will be used by the RESPOND

project as guidelines for a successful design and implementation of DR in the project pilots.

▪ Fundamental aspects of DR programs from the ICT prospective were studied and reported

in D1.2. In particular, the basis of metering and control technologies and communication



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infrastructure/protocols, relevant real market ICT software and hardware products are

reported. Finally, the document includes also DR potential in the pilot countries.

▪ Definition of the most common business models for DR. Two archetypes have been

selected: one is market based, the other is utility based. The Danish and Spanish pilots

are better fit for the utility based one, while the market-based business model is the more

appropriate for the Irish pilot.

▪ Lessons learn from the customer engagement point of view were also studied and reported

in D1.2 at disposal of WP3. The main finding was that to increase the effectiveness of a

DR program, it should be deployed in urban areas, particularly in faster-growing cities, that

are likely to have greater infrastructure spending. So, Aran Island customers engagement

process could be more difficult. Organization of dedicated workshops and others local

initiatives to monitor and encourage the customers participation were specifically

suggested for the Irish pilot.

▪ The D1.2 defines also the most suitable DR schemes and ICT scenarios for each of the

pilot sites, which are linked with Task 1.4 and described in the table below.

TABLE 3. DR PROGRAM TYPE AND CONTROL SCENARIOS SUGGESTION FOR RESPOND PILOTS

Pilot DR programme type ICT (control scenario)

Aarhus Price-based (RTP/TOU)

Local loads: - Smart thermostats for heating systems; - Load control switches for smart appliances; - Smart meter for different tariffs and consumption information; - Smart load shift control for solar photovoltaic; - Mobile/PC application for system management and remote load control. District loads: - Smart thermostats for heating systems; - Smart load shift control for energy storage (hot water tank); - Load control switches for common areas (e.g. public illumination). - Mobile/PC application for system management and remote load control.

Aran Island Price-based (RTP/TOU)

Incentive-based

Local loads: - Smart thermostats for heating systems; - Load control switches for smart appliances; - Smart meter for different tariffs and consumption information; - Smart load shift control for solar photovoltaic; - Mobile/PC application for system management and remote load control. District loads: - Smart thermostats for heating systems; - Smart load shift control for energy storage (hot water tank and electric vehicle); - Load control switches for common areas (e.g. public illumination). - Mobile/PC application for system management and remote load control.



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Madrid Price-based (RTP/TOU)

Local loads: - Smart thermostats for cooling and heating systems; - Load control switches for smart appliances; - Smart meter for different tariffs and consumption information; - Mobile/PC application for system management and remote load control. District loads: - Smart thermostats for cooling and heating systems; - Smart load shift control for energy storage (hot water tank); - Load control switches for common areas (e.g. public illumination). - Mobile/PC application for system management and remote load control.


During the first six months the main results achieved in this task are as follows:

▪ Preparation of Excel templates for technical characterization of pilot sites.

▪ Analysis of interoperability solutions, existing specifications and standards.

▪ Preparation of interoperability requirements list.

Semantic interoperabilityShared meaning

Syntactic interoperabilityCommon data model

Technical interoperabilityCommon communication protocol

FIGURE 18. INTEROPERABILITY LAYERS

The study has revealed that the capabilities of the currently deployed equipment differs

substantially among the pilot sites, where most of them use wide-spread communication

standards. For the others, custom adapters will be developed in order to allow easy integration of

legacy equipment into RESPOND platform.

D1.3 was completed and submitted on time successfully.



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This task had a scheduled duration of twelve months; however, it has been prolonged one extra

month in order to collect all the complete information about the early deployment that has been

prolonged one extra month. During the first thirteen months the main findings learned in this task

have been potential DR actions for each pilot’s, the following information is given:

▪ DR Action: The name used to refer to the DR action. ▪ Description: A brief explanation of the DR action. ▪ Equipment involved: The equipment and appliances that enable the implementation of the

DR action. ▪ Pre-condition: The conditions necessary to enable the execution of the DR action. ▪ Services involved: The RESPOND services that enable the implementation of the DR

action. ▪ Recommended DR Type: The type of DR action (as shown in Section 4) recommended for

an optimal operation of the DR action. ▪ Feasible DR Type (optional): The type of DR action (as shown in Section 4) that may also

be applicable for the operation of the DR action. In case there are more than one DR Type, they are sorted according to its suitability.

▪ DR Type Unfeasible (optional): The type of DR action (as shown in Section 4) that cannot be applied for the operation of the DR action.

TABLE 4. SUMMARY OF DR ACTIONS PER PILOT SITE

2.5.1.3 DEVIATIONS AND CORRECTIVE ACTIONS IN TASKS

The WP1 has achieved its objectives and technical goals for the period with minor deviations.


Deviations from GA:

The total number of trials participants planned in the project description have not been reached

completely at the moment of submitting the deliverable for this task. This have not had a big



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impact in the task as all pilots counts with enough participants to ensure a representative image

of the current situation.

Corrective actions:

The characterization has been performed using all the available information from the currently

engaged participants while the efforts to join more volunteers have been continued after the task

T1.1 deadline.


Deviations from GA:

N/A

Corrective actions:

N/A


Deviations from GA:

N/A

Corrective actions:

N/A


Deviations from GA:

There has been a deviation from GA as the finalizing of T1.4 was delayed by one month due to

the work with recruiting pilot households in the Aran Islands pilot and the early deployment in

Aran Islands and Madrid pilot sites being more complicated and time-consuming than originally

anticipated. Thus, T1.4 was prolonged, but finalized at the end of month M13.

Corrective actions:

As described above, an extension of one month of T1.4 was applied for and accepted by our

Project Officer.

2.5.1.4 USE OF RESOURCES

Below you can see the efforts performed in this work package by each partner, both, the initial

budget figures and the real efforts carried out.



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FIGURE 19. EFFORTS BY PARTNER (BUDGET AND REAL) IN THE WP1 DURING THE 1ST YEAR

2.5.2 WP2: USE CASE DEPLOYMENT AND FOLLOW-UP

The main objective of WP2 was to define the system reference architecture of RESPOND system, based on the requirements identified in WP1 and to conduct early deployment activities. It delivered architectural principles and reference architecture that facilitated the deployment of the DR coordinated actions and adoption by all the involved stakeholders.


T2.1 SYSTEM ARCHITECTURE DESIGN. M1-M12

The task T2.1 have been carried out during the first twelve months of the project according to

what it was scheduled. The system architecture design has been published in the deliverable

D2.1 RESPOND System reference architecture. This architecture has been used in the design

and implementation of the early deployment performed in tasks 2.3 and 2.4. The architecture is

also essential to activities carried out in task 2.2, 2.5 and developments performed in WP4 and

WP5.



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T2.2 SEAMLESS INTEGRATION OF RESPOND TECHNOLOGY TEARS. M1-M13

This task deals with the communication and integration among the key technology tiers of RESPOND platform, i.e. the set of technical modules developed in the following working packages. In this regard, it has been analyzed the integration of all underlying concepts featured by core services of RESPOND platform, such as DR optimization, energy production models, energy demand forecasting, etc., and suggest their relations and interaction necessary to conduct cooperative demand management and optimal control strategy.

The task T2.2 has been carried out during the first thirteen months of the project, an extension of

one month of T2.2 was applied for and approved by our Project Officer. The consortium will

implement this change by an amendment to the Grant Agreement. D2.2 “Integration of RESPOND

technology tiers” has been delivered in M13.

T2.3 DESIGN OF THE INITIAL DEPLOYMENT PLAN. M1-M9

This task had the goal of stabilising the route map for the early deployment of the RESPOND

solution, this document presents the plan to be implemented in each of the three Pilot Sites within

the project: namely, in Aarhus (Denmark), in the Aran Islands (Ireland) and in Madrid (Spain). The

task T2.3 started in January 2018 and finishes at the end of June 2018. Precisely the month of

June 2018 overlaps with the task T2.4 Early deployment at pilot sites, which ends at the end of

September 2018. This month in common has been designed this way purposely, in order to

leverage the valuable inputs acquired from working on the field. These inputs can adjust the initial

idea of the designed plan, while sticking it to working on real world casuistic.

T2.4 EARLY DEPLOYMENT AT PILOT SITES. M9-M13

The tasks T2.4 has been carried out during five months of the project, starting in June 2018 and finishing in October 2018. An extension of one month of T2.4 was applied for and approved by our PO. The consortium will implement this change by an amendment to the GA. D2.4 “Early deployment at pilot sites (Demonstrator)” was delivered in M13 with the goal of defining a baseline point of reference and initial deployment details, what has been implemented at the three pilot sites as of the publication of the deliverable, as well as the related back-end systems. In addition, if any part of the implementation had not gone completely according to the plan, those details were discussed on a case by case basis by detailing any blocking elements and suggested resolutions. This document referred to information from previous documents, namely D2.1, D2.3 and the list of data points to be measured.



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All technical partners have been involved in the design of the architecture. At the beginning of the

project, at the beginning of December of 2017 a technical workshop was held in DEXMA facilities

located in Barcelona. In the first part of the workshop the architecture and possibilities of

integration of EMS Dexcell were exposed. With the architecture design baseline presented in the

GA the function and interaction of all modules were analysed. An agreement of common

understanding of the architecture design was reached and refined in several technical

teleconferences, general meetings and e-mails. The diagram exposing the interaction of the

different components of the RESPOND system is shown in the next figure:

FIGURE 20. RESPOND SYSTEM ARCHITECTURE

The main outcome of the workshop was the use of MQTT broker as the central part of the

middleware to distribute data to any component that will need them. The Canonical Data Model

(CDM) format defines the payload of the MQTT messages.

After that, the TICK STACK framework was selected to store historical data that could be used

by other components.

Integration of Energomonitor and Develco Home Automation systems was agreed. They will

translate their legacy formats to CDM and send data to the MQTT broker. Develco implements



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this translation in its gateway component and Energomonitor translates the messages in their

cloud infrastructure. Both approaches demonstrate both possible options to integrate other legacy

systems. This kind of translation is done to integrate other external systems like weather forecast

or aggregators DR offers.

Integration of other standard communication protocols is implemented in the energy gateway that

based on OGEMA framework forward data received using protocols like KNX or modbus to the

CDM format.

Service interaction could be done by MQTT publish/subscribe or by published REST APIs. The

complete definition depends on the exact services interactions defined and refined in WP4 and

WP5. These interactions are used also by the Smart Mobile App and Desktop Dashboard to

interact with the RESPOND users.

D2.1 compiling all the information about the reference architecture was completed and submitted

on time successfully.


As a result, the interfaces between internal system components and core services, as well as towards external HW/SW systems (such as smart home devices, legacy systems, third party services, etc.) have been specified. All relevant communication details, among all possible layouts of the RESPOND key technology tiers, have been reported in this document to allow the seamless integration of RESPOND solution in the following WPs (particularly in WP4 and WP5). One of the main challenges has been to match the existing systems and underlying technology concepts with system reference architecture designed in Task 2.1 [1]. To do so, the existing technology available in pilot sites has been taken into consideration along with the new MQTT based architecture, which will be able not only to integrate the new RESPOND technology tiers, but also the legacy systems present in the pilot sites. In addition, the inputs from WP1 in terms of exact deployment options and project requirements have been considered for the activities performed in this task.

Last but not least, one of the key objectives of this task has been the definition of the strategy for

integration of RESPOND platform enabling early deployment and interfacing with ICT

infrastructure at pilot sites.

T2.3 DESIGN OF THE INITIAL DEPLOYMENT PLAN. M4-M9

As a result, the task 2.3 presents the actions that had been necessary to be undertaken in each pilot site to satisfy its specific requirements and ensuring the complete early deployment of the scheduled deadline of September 2018 (finally October 2018). Those actions were derived from agreeing on the following:

▪ The final list of devices to be deployed, ▪ The shipment of these devices to the pilot sites, ▪ Where and how install these devices,



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▪ The adequate configurations for a proper operation. Furthermore, the required steps for deploying an initial basic version of some cloud platform components to start acquiring and storing data for a baseline measurement were detailed.

During the design of this preliminary deployment plan, it had to be taken into account that working

on the field might involve dealing with real world problems and difficulties that were not been

considered in ideal theoretical designs. Therefore, in order to handle those unforeseen issues,

the elaborated plan needed to be flexible enough to adapt the deployment for each specific

situation while meeting the previously specified requirements.

T2.4 EARLY DEPLOYMENT AT PILOT SITES. M9-M13

As a result, an overview of the early deployment activities as they have occurred at all three pilot sites in parallel. The idea behind such early deployment was to enable the acquisition of baseline data on time, which will be later used for the validation of the RESPOND solution in the last year of the project. Furthermore, activities in this task will support deployment of the overall RESPOND platform undertaken by Task 2.5.



Deviations from GA:

In the GA the solution to implement the middleware is based on service-oriented service bus

following the developments of previous project EPIC-HUB (Grant Agreement nº 600067). MQTT

is a standard that gained a lot of adoption on Internet of Things ambit. In the Barcelona workshop

after a deep discussion we adopted the approach of using a MQTT broker to implement the

middleware following the last trends in connectivity. An MQTT broker implements the

publish/subscribe paradigm allowing an efficient and lightweight event driven communication.

Corrective actions:

One of the key drivers of the architecture is the flexibility enabling the adaptation to different

situations and integration issues. There are no deviations at this moment.


Deviations from GA:





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Aran Islands and Madrid pilot sites being more complicated and time-consuming than originally

anticipated. Thus, T2.2 was prolonged, but finalized at the end of month M13.

Corrective actions:

As described above, an extension of one month of T2.2 was applied for and approved by our

Project Officer.


Deviations from GA:

There has been a deviation from GA as the efforts initially scheduled for Develco partner within this task were redistributed to other partners that made significant contributions to this task, particularly during the writing of the deliverable D2.3 that was at first submitted in time in June 2018 in a preliminary basic version and then new content was added by TEK, FEN, IMP, AAU and ARAN a second complete version of the document was submitted in July 2018.

Corrective actions:

An amendment to the GA is required for Develco PMs transfer to other partners involved in the

task.

T2.4 DEMAND RESPONSE PLATFORM DEPLOYMENT. M9-M13

Deviations from GA:



Aran Islands (due to a delay in Develco devices shipment process) and Madrid (due to a

prolongation of the thermal solar deployment process) pilot sites being more complicated and

time-consuming than originally anticipated. Thus, T2.4 was prolonged, but finalized at the end of

month M13.

Corrective actions:


Project Officer.






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2.5.3 WP3: USER ENGAGEMNET PROCESS

WP3 runs from M1 to M24. The overall aim of it is to ensure that the RESPOND pilots will work

in actual user context and to avoid unsuitable design features that could cause participant

dropout. This will be done through developing practical guidelines and criteria for engaging

households (task T3.1) and collecting data on the user context of the pilots important for adapting

the tested DR model to the specific locality and the users’ everyday practices (task T3.2 and

T3.3). Finally, and informed by the previous WP3 tasks, WP designs a smart mobile application

providing a personal energy performance assistant to the end users (T3.4).

During these 6 months the main activities of WP3 have been the following.


T3.1 CRITERIA AND FRAMEWORK FOR PARTICIPANT RECRUITMENT. M1-M13

In collaboration with RESPOND pilot partners, criteria and guidelines for the recruitment of pilot

households have been developed. Focus of these criteria was to ensure a minimum degree of

socio-economic and demographic diversity within and between the household pilot samples at

the three pilot sites. On basis of the guidelines, recruitment of households was carried out

throughout 2018 up to time of reporting. At time of reporting, 20 households have been recruited

in Aarhus, 11 in Madrid and 11 on Aran Islands. The recruitment process continuous at the Madrid

and Aran Islands locations. As part of the recruitment process, a survey was carried out to provide



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insight into the socio-economic and demographic profiles of the household samples. Also,

qualitative data on existing habits in relation to a selected number of energy-consuming everyday

practices (particularly dishwashing and laundering) was collected. The survey results and

qualitative data inform the work with designing the final demand response model (WP6) as well

as the mobile application (T3.4).

T3.2 USER ENGAGEMENT APPROACH. M1-M12

This task was finalized within the reporting period. The RESPOND user engagement approach

was developed on basis of theoretical insights from previous trials and studies (literature/desktop

research) and empirical user profiles and context data for the upcoming RESPOND trial

households (collected as part of T3.1). The background theory and the final proposal of a

RESPOND user engagement strategy are presented in deliverable D3.2 Respond user

engagement strategy. The strategy includes a number of suggested measures on how to ensure

users’ active and long-lasting interaction with the RESPOND app and demand response platform

spanning from general recommendations to specific recommendations like providing data (incl. a

performance-score indicator) that makes it possible for the households to follow their own

performance and compare (“benchmarking”) with neighbours. The theoretical background behind

the user engagement strategy is summarized in the following figure (from D3.2), which

emphasises the importance of creating DR solutions that are both practical and meaningful to

people:

FIGURE 22. VISUALIZATION OF THE RESPOND USER APPROACH (WITH SELECTED DESIGN CRITERIA)



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T3.3 DETAILING THE USER CONTEXT AND IMPROVEMENTS OF USER INTERACTIONS. M9-M24

This task started in M7 and a first outline of the upcoming focus groups with pilot households has

been developed and presented for discussion within the consortium at the Madrid F2F meeting

in October 2018. The focus groups are planned to be carried out in January/February 2019 and

will focus on demand response in relation to electricity consumption (appliances) and heating,

respectively. AAU prepares detailed guidelines for the focus groups in November/December 2018

for commenting by involved pilot partners. The focus groups will provide a better understanding

of the user context and feed into the final design of the demand response solution. An important

part of the focus groups will be the discussion of the draft version of the DR solution and mobile

application for feedback from pilot households on these. This will inform the final design of the

solution and mobile app.

T3.4 SMART MOBILE CLIENT AND PERSONAL ENERGY PERFORMANCE ASSISTANT. M9-M13

This task aims at developing an intuitive and simple mobile app towards the engagement of the

users (pilot households). Existing mobile apps have been analysed, as well as the latest app

design techniques and methodology. Furthermore, latest trends in users experience have been

investigated, with views to proposing a high quality and engaging mobile app. Finally, feedback

from RESPOND project partners have been collected. This information has been valuable, as

they cover different areas of expertise related to the DR in dwellings. On basis of this, the overall

design concept for and a first version of the RESPOND mobile app have been developed, as

reported in D3.4 Personal energy performance assistant design (finalized in M13). This first

version of the mobile app will be subject to further improvements and extension throughout the

time up to the final validation trial, partly based on the outcome of user context analysis in T3.3

(where selected features of the mobile app will be presented and discussed in focus groups with

prospective users). Below is the navigation diagram of the mobile app and two selected

screenshots illustrating the real-time neighbourhood consumption for Android (left) and the

neighbourhood energy generation for iOS (right):



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FIGURE 23. NAVIGATION DIAGRAM OF THE MOBILE APP

FIGURE 24. SCREENSHOTS ILLUSTRATING THE REAL-TIME NEIGHBOURHOOD CONSUMPTION FOR ANDROID (LEFT) AND THE

NEIGHBOURHOOD ENERGY GENERATION FOR IOS (RIGHT)



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Overall, WP3 is proceeding well and are providing detailed information on the user context at the

pilot sites as well as recommendations for developing user engaging DR designs and mobile

apps.


In the next management report (second year), that will be submitted in M26, a detailed report of

the task T3.1 significant results will be included, as this task was finalized in M13.


The task T3.2 has been carried out during the first twelve months of the project and according to

schedule. The RESPOND user engagement approach has been developed on basis of theoretical

insights from previous trials and studies (literature/desktop research) and user profiles and

context data for the upcoming RESPOND trial households collected as part of RESPOND T3.1.

The background theory and the final proposal for a RESPOND user engagement approach are

presented in deliverable D3.2 Respond user engagement strategy.

The engagement strategy includes a number of suggested measures on how to ensure users’

active and long-lasting interaction with the RESPOND app and demand response platform. The

measures span from general recommendations (such as ensuring involvement of users in the

final designing of the mobile app etc.) to specific recommendations like providing data (incl. a

performance-score indicator) that makes it possible for the households to follow their own

performance and compare (“benchmarking”) with neighbours. The latter will support social

competition and injunctive norms dynamics that further motivate people’s active participation.

The outcome of T3.2 will inform future development and implementation of RESPOND mobile

app etc., i.e. feed into T3.3 and T3.4, among others.



the task T3.3 significant results will be included, as this task finalizes in M24 and is still in progress.



the task T3.4 significant results will be included, as this task was finalized in M13.



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Deviations from GA:


the work with recruiting pilot households being more complicated and time-consuming than

originally anticipated. Thus, T3.1 was prolonged, but finalized at the end of month M13.

Corrective actions:

As described above, an extension of one month of T3.1 was applied for and approved by our PO.


Deviations from GA:

Overall, there has been no major deviations. A minor (content-related) deviation is that the final

engagement strategy does not include a proposal to create an individual carbon footprint indicator

and make this part of the cloud. Instead, we suggest to develop an individual indicator for the

share of renewable energy in the energy mix of the individual households. This, because it was

judged a better approach than focusing on carbon footprints; the overall aim of RESPOND is to

promote demand response in order to increase the share of renewable energy consumed (i.e.

balancing consumption and local generation). In this way, the renewable energy-indicator is a

better and more precise (relevant) indicator.

Corrective actions:

No corrective actions as no significant deviations (see also above).



deviations and corrective actions in the task T3.3 will be included, as this task has not been

finalized yet.


Deviations from GA:

There has been a deviation from Grant Agreement as the finalizing of T3.4 was delayed by one

month due to the work with recruiting pilot households being more complicated and time-

consuming than originally anticipated. Thus, T3.4 was prolonged, but finalized at the end of month

M13.



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Corrective actions:


Project Officer.





2.5.4 WP4: ICT ENABLED COOPERATIVE DEMAND RESPONSE MODEL

WP4 runs from M7 to M30. The overall aim of it is to undertake the key activities that will enable

cooperative demand response actions. Within this WP, task 4.1 will build the semantically

enriched information model that will provide a common understanding between all components

of the system, and concretely, with the smart services that are being developed in the WP. The

rest of the tasks will lead will the development of the smart analytical services and their integration

that will allow the optimization of the energy usage at local and neighbourhood level to take

advantage of the local RES resources and to be adapted to the Demand Response targets.



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T4.1 SEMANTIC INFORMATION MODEL. M7-M18

During these six months the activities of WP4 have been concentrated on task 4.1 Semantic

information model. The semantic information model will be the glue to integrate all the data

managed by the RESPOND platform. The information will link all the entities related with the

energy and the occupant. These relationships will allow the effective integration of energy-related

information such as. energy generation, distribution, transformation and consumption.

Furthermore, the consequences over the occupant’s behaviour will also be represented, due to

their influence on comfort and family habits. The next graph shows some relationships between

devices, their measurements and their power control:

FIGURE 26. POWER SEQUENCE-RELATED RESOURCES

In the first six months (M7-M12, it has been built a model with the topological representation of

the neighbourhood, dwellings and energy related equipment and devices. It have been developed

an ontology following the best practices of reusing already existing well-known ontologies such

as SSN, BOT and SAREF4ENER. For example, the next figure shows the basic entities of the

BOT ontology:



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FIGURE 27. BOT BASIC ENTITIES

After the definition of the ontology TEK are instantiating the model for each pilot with the

information gathered in the early deployment. This allows the real topologic representation of

each dwelling and enabling linking them with the corresponding data monitored by the

middleware. These instances must be continuously updated in order to reflect the real state of

the installation.

A comparison of several RDF Stores has been performed in order to choose the best option for

the RESPOND system. Finally, RESPOND’s semantic repository will be based on Stardog open

source product due to its advantages such as the reasoning capabilities.



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FIGURE 28. TOPOLOGICAL INFORMATION INSTANCE

Now TEK are starting to develop the reasoning part of the model that will support inference and

it will enrich the intelligence of the services. This part must consider the user preferences and DR

drivers and constraints.

T4.2 INTEGRATION OF DEMAND RESPONSE WITH SUPPLY/DEMAND SIDE MANAGEMENT. M7-M24

Moreover, during the same six months period the WP4 activities entailed also work on the task

4.2 Integration of demand response with supply/demand side management, which aims to provide

optimized operation of existing energy assets, allow for their improved energy, and cost

performance. The core development activity was focused on specification, design and

implementation of the RESPOND’s optimization module. The specification and design process

considered employment of field measurements, contextual information from the RESPOND

knowledge base, outputs from the analytical services devoted to production and demand

forecasting and, finally, information from external sources (e.g. day ahead or real-time energy

prices) to facilitate optimal operation of energy related infrastructure and appropriate Demand

Response (DR) actions.

The initial step towards the development of the optimization module was the specification of a

flexible and scalable framework for modelling of hybrid energy infrastructures based on the energy

hub paradigm, which is suitable for the formulation and solution of generic optimization problems

related to energy management. The two independent optimisations use cases were defined, i.e.



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optimized operation of a single, independent, entity as well as a cluster of entities that share the

same energy supply infrastructure and/or energy conversion and storage assets. Starting from

the definition of a single entity model, a multi-block architecture was selected to allow for

modelling of an arbitrary energy infrastructure with unlimited level of complexity.

1

inF in cinF PinQ

inP CcinP

outFcoutP outP

outQ

L

1inPNLBlock 1

exp1P

1 2inL PBlock 2 Block N

exp2Pexp NP

2L inNP

FIGURE 29. SCHEMATIC OF A SINGLE AND MULTI-BLOCK ENERGY HUB

Following the same modelling pattern, a cluster of entities can be modelled. During the modelling

process, a special emphasize was made to account for optimization of appliance-level demand

response actions. Finally, during this period, a prototype of the RESPOND’s optimisation module

was developed in Matlab environment and is currently under testing and validation against a real-

world use case scenario.



tasks T4.1 and T4.2 significant results will be included, as today these tasks have not been yet

finalized.


T4.1 SEMANTIC INFORMATION MODEL. M7-M18

Deviations from GA:

There are no deviations.

Corrective actions:

Instances information could be difficult to maintain if there are very many changes. This fact has

been taken in account for choosing a technological solution for the semantic repository.



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T4.2 INTEGRATION OF DEMAND RESPONSE WITH SUPPLY/DEMAND SIDE MANAGEMENT. M7-M24

Deviations from GA:

There are no deviations.

Corrective actions:

Instances information could be difficult to maintain if there are very many changes. This fact has

been taken in account for choosing a technological solution for the semantic repository.





2.5.5 WP5: SYSTEM INTEGRATION AND INTEROPERABILITY

Embracing an open-standard based service-oriented model is an imperative for rapid and continuous improvement of RESPOND. By opening up the platform for integration and third-party services, we encourage creativity and innovation, while increasing the RESPOND platform uptake. The goal of WP5 is to integrate the RESPOND cloud-based platform that would leverage the power of home automation systems with open source concepts for integration and smart



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metering equipment. The work package documents the communication and integration among different key technology tiers of RESPOND solution.


T5.1 HOME AUTOMATION INTEROPERABILITY INTERFACES. M7-M18

The task T5.1 has been carried out during first six months of assigned period (M7-M12) of the

period according to the schedule. The main tasks accomplished during this period are as follows:

• Definition of Canonical Data Model that will be used for communication with field level

devices

• The translation of proprietary vendor messages to the CDM format (see figure below)

o Develco – translation to CDM on gateway

o EnergoMonitor – translation on Energomonitor cloud

• Customization of gateway devices to support CDM

• Deployment of energy gateway OGEMA for integration of legacy devices and translation

from/into proprietary communication protocols

o Madrid, Spain – Trend SCADA for central boiler, Siemens for thermo-solar

EnergomonitorGateway

MQTT client

Energomonitor cloud

EnergomonitorBridge service

MQTT broker

(middleware)

DevelcoGateway

MQTT client

Energy GatewayOGEMA

MQTT client

Legacy equipment

FIGURE 31. TRANSLATION OF PROPRIETARY VENDOR MESSAGES TO THE CDM FORMAT



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T5.2 SMART AND CONNECTIVITY. M7-M24

The partners that were involved in this task have performed initial survey of protocols that will be

considered as a basis for interconnectivity with smart grids and external services (e.g. weather

forecast).

As for the smart grid connectivity, OpenADR seems to be promising since it is shown to be

continuous, secure, and reliable providing reliable two-way communications infrastructures where

the end points at the end-use site receive and acknowledge the receipt of DR signals from the

energy service providers. Besides, receipt of the external signal is designed to initiate automation

through the use of pre-programmed demand response strategies determined and controlled by

the end-use participant. For any participant in a DR event, it offers opt-out capabilities so that if

the event comes at a time when changes in end-use services are not desirable, it can easily be

overridden. It describes a rich data model and architecture to communicate price, reliability, and

other DR activation signals. Finally, it is open standards-based technology where Internet

Protocol (IP) and Web services form the basis of the communications model.

For the weather services, it will be considered those that are open such as OpenWeather where

by simply querying url api.openweathermap.org/data/2.5/weather?q=London it provides the data

in JSON format as follows:

FIGURE 32. OPEN WEATHER MESSAGE DATA IN JSON FORMAT

T5.3 RESPOND MIDDLEWARE DEVELOPMENT. M7-M24

During the first six months (M7-M12) overall time period allocated to Task 5.3, the following work

has been performed:

• MQTT broker deployed (Mosquitto) has been deployed on a server within Pupin premises

which has been assigned exclusively to RESPOND project. The MQTT broker will be used

for to offer connectivity to different field level devices via lightweight MQTT protocol.

• TICK stack aimed for storing the data in a time series database and their preprocessing

has been deployed

• Develco firmware has been released with the CDM support with some delay (M14 instead

of M12)

• Energomonitor backend service forwarding data from their proprietary cloud to RESPOND

MQTT broker is fully operational



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Staring from the beginning of September 2018 (M12), the baselining period for Madrid pilot site

has started and all the data are collected in RESPOND server deployed at Pupin.

In figure below, there are presented a couple of data streams collected by Influx database.

FIGURE 33. DATA STREAMS COLLECTED BY INFLUX DATABASE



tasks T5.1, T5.2 and T5.3 significant results will be included, as today these tasks have not been

finalized.


T5.1 HOME AUTOMATION INTEROPERABILITY INTERFACES. M7-M18

Deviations from GA:

N/A

Corrective actions:

N/A



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T5.2 SMART AND CONNECTIVITY. M7-M24

Deviations from GA:

N/A

Corrective actions:

N

T5.3 RESPOND MIDDLEWARE DEVELOPMENT. M7-M24

Deviations from GA:

The production ready firmware for Develco gateway supporting CDM was issued with delay of

two months, which caused the delay of equipment deployment in Aran Islands and Aarhus pilot

sites.

Since Madrid pilot site was initially equipped with Energomonitor devices (with Energomonitor

bridge developed when initially planned), the baselining period started on time, at the beginning

of September.

Corrective actions:

N/A







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2.5.6 WP7: DISSEMINATION AND EXPLOITATION ACTIVITIES

During the period M6-M12, the following tasks have been carried out according to the scheduled,

both tasks run from M1 to M36.

• Task 7.1 Dissemination and communication strategy

• Task 7.6 Contributions to EASME dissemination activities


T7.1 DISSEMINATION AND COMMUNICATION STRATEGY. M1-M36

The task’s goal is to raise awareness and initiate a vibrant community of interest in the project in order to identify ways to both use open innovation DR methods during the project and to sustain after the end of EU funding. The project consortium is giving special attention to dissemination using various forms and mechanisms that will raise end user’s awareness over the RESPOND project. As a summary for T7.1, dissemination has been carried out according to the plan defined on deliverable 7.1 (submitted in M6) using also the project website (defined on D7.2).

T7.6 CONTRIBUTION TO EASME DISSEMINATION ACTIVITIES. M1-M36

This task contributes, upon invitation by the EASME, to common information and dissemination activities to increase synergies between, and the visibility of H2020 supported actions. Moreover, this task envisions participation in the activities organized by EASME, such as training for coordinators, exchange meetings with other H2020 contractors, making presentations in high level conferences, and giving feedback on the impact of projects. The RESPOND project has attended to Sustainable Places, Aix-Le-Bains, France, in May 2018, upon invitation by our Project Officer, Pierre Antoine, who had contacted us. At first, the project was intended to participate in the event as a dissemination activity, with the representation of NUIG partner, anyhow after the invitation by the EASME, FEN partner attended also, as coordinator of the project.


The task T7.1 has been carried out during the first twelve months of the project according to the

scheduled. The dissemination and communication plan have been defined on deliverable 7.1

together with the project website that has been defined on deliverable 7.2, ensuring a proper

coordination among other project tasks related within WP7.

Because tasks T7.1 and T7.6 run from M1 to M36, further results will be reported derivate from

these tasks, as today they have not been finalized, moreover significant results will have a major

impact in a more advance period of RESPOND project. However, the main results for the reported

period are summarized below:



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Targets of dissemination

The different stakeholder groups have been identified, such as General public,

commercial/industrial stakeholders, scientific community, together with the conferences,

workshops and events. Besides the dissemination KPIs have been defined together with the

collaboration with other projects.

Project identity

RESPOND logo, templates

In order to create identity, Respond’s logo and Project document templates have been created.

FIGURE 35. RESPOND LOGO

RESPOND Blog

The following articles have been published in the first twelve months of work:

▪ Understanding Demand Response

▪ Meet the RESPOND Pilot Sites: Aarhus

▪ Demand Response Market Snapshot: US vs. Europe

▪ Demand Side Management vs Demand Response

▪ Understanding DR

▪ What is Interoperability in the context of Demand Response?

▪ RESPOND in the news: Spanish Media Share Insights thanks to Project Coordination by

Fenie Energia

▪ RESPOND Events: Digital Energy 2018, 31st May, Madrid [Spain]

▪ RESPOND Events: Our experience at IoT Week Bilbao 2018

▪ Meet the Aran Island Pilot Site

▪ The Power of Neighbourhood in Demand Response

▪ RESPOND Events: RESPOND was in Sustainable Places 2018

▪ Demand Response: EU Policy Perspectives

In our aim to reach general and technical public the project has also had some buzz on press.

These press articles are included in the blog whenever possible:

▪ Energiwatch (Denmark)

▪ Energysupply (Denmark)

http://project-respond.eu/understanding-dr/

http://project-respond.eu/aarhus-pilot-site-respond/

http://project-respond.eu/demand-response-market-snapshot/

http://project-respond.eu/dummy-post-2/

http://project-respond.eu/understanding-dr/

http://project-respond.eu/what-is-interoperability/

http://project-respond.eu/fenie-energia-release/

http://project-respond.eu/fenie-energia-release/

http://project-respond.eu/digital-energy-madrid/

http://project-respond.eu/respond_at_iot_week_bilbao/

http://project-respond.eu/meet-the-aran-island-pilot-site/

http://project-respond.eu/neighbourhood-demand-response/

http://project-respond.eu/sustainable-places-2018/

http://project-respond.eu/demand-response-eu-policy-perspectives/

http://project-respond.eu/respond-news-energiwatch/

http://project-respond.eu/respond-in-the-news-energy-supply/



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▪ Europapress (Spain)

▪ El Economista (Spain)

▪ Energias Renovables (Spain)

▪ Teinteresa.es (Spain)

RESPOND Twitter

DEXMA have been working with official RESPOND project twitter account to spread the news

about the project and other news related to it:

RESPOND LinkedIn

Same as above, all materials related to the project have been shared on the official LinkedIn

group of the project.

RESPOND Facebook

It have been also used Facebook as another channel to share the news about the project.

RESPOND Video

A 1-minute video that explains the project scope in a simple and direct way has been done in

English, Spanish and Danish. It will be done by the end of April to be used on social media,

events, etc.

RESPOND Roll Up

A roll up that will be used in events has been done.

FIGURE 36. RESPOND ROLL UP

https://www.europapress.es/economia/energia-00341/noticia-fenie-energia-coordina-proyecto-europeo-buscar-soluciones-eficiencia-energetica-hogares-20180605113155.html

https://www.eleconomista.es/economia/noticias/9185217/06/18/Fenie-Energia-coordina-un-proyecto-europeo-para-buscar-soluciones-de-eficiencia-energetica-para-hogares.html

https://www.energias-renovables.com/ahorro/respond-un-proyecto-europeo-que-busca-soluciones-20180605

http://www.teinteresa.es/dinero/empresas/Fenie-Energia-soluciones-eficiencia-energetica_1_2027807221.html

https://twitter.com/project_respond

https://www.linkedin.com/groups/8648278

https://www.facebook.com/EUProjectRESPOND/

https://www.youtube.com/watch?v=EeWLCJIZtTc

https://www.youtube.com/watch?v=jrRfNqgJyrY

https://www.youtube.com/watch?v=ihyCj4t6sD4



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Respond Website

A website has been developed for Project RESPOND to serve as the main platform for

dissemination and communication for interested stakeholder ( http://project-respond.eu/ ).

FIGURE 37. RESPOND WEBSITE

Respond Statistics

Statistics about members, subscribers, visits, open rates, click trough rates have been tracked for

internet marketing (Facebook, Twitter, LinkedIn, Youtube) and direct marketing (Mailing

campaigns).


Deviations from GA:

There have been no deviations from the GA.

Corrective actions:

No corrective action has been required.




http://project-respond.eu/



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2.5.7 WP8: PROJECT MANAGEMENT

The objectives of WP8 are to ensure that the coordination and work between interacting Partners and the Commission proceeds with efficient administrative, financial, and contractual management. It also ensures that the decision-making processes and quality assurance procedures specific to the RESPOND project are established and followed. Finally, it establishes and conduct effective knowledge management.

D

2.5.7.1 DESCRIPTION OF TASK

T8.1 PROJECT ADMINISTRATION & QUALITY ASSURANCE. M1-M36

This task sets the basis for the project management. The intent was to facilitate and promote the use of a performance-based management process in the RESPOND project, according to the Grant Agreement and its Annexes, and the Consortium Agreement. Within this framework, the following have been accomplished:

▪ Criteria for assigning individual accountability (authority and responsibilities), financial requirements, meeting and reporting requirements, conflict resolution, risks handling procedures, the project website and dissemination guidelines

▪ Mechanism whereby the partners can follow an agreed process for all major management

activities and the execution of the project



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▪ Guidance to consortium members for defining the initial versions, reviewing or updating any output in the progress of work, with a common format of project delivery

T8.2 PROJECT MANAGEMENT AND EC REPORTING. M1-M36

For the execution of this task FEN as the project coordinator conducted the tasks described below in main results section requesting the necessary information and inputs from all the consortium members in order to ensure the proper achievement of the management WP objectives and all members collaborated with the project coordinator supplying the requested information.


During these twelve months the main results obtained within the tasks of WP8 have been:

▪ The coordination and work among the Consortium members and also between the

interacting Partners and the European Commission have proceeded smoothly, with

efficient administrative, financial and contractual management.

▪ The decision-making processes and quality assurance procedures are stablished and

followed: a guidance to consortium members for defining the initial versions, reviewing or

updating any output in the progress of work with a common format.

▪ The planned objectives, set up in the Gantt Chart, have been achieved.

✓ The tasks have been executed on time:

WP1: T1.1, T1.2, T1.3, T1.4 (*).

WP2: T2.1, T2.2 (*), T2.3, T2.4 (*).

WP3: T3.1(*), T3.2, T3.3, T3.4 (*).

WP4: T7.1, T7.2.

WP5: T5.1, T5.2, T5.3.

WP7: T7.1, T7.6.

WP8: T8.1, T8.2.

Note: (*) was prolonged until M13.

✓ The scheduled milestones have been achieved:

MS1: Pilots Characterization in M6



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MS2: First Deployment in M13 instead of in M12

✓ Finally, the deliverables were submitted to EU portal successfully on time:

D1.1 submission date 29/03/2018 (M6)



D1.4 submission date 31/10/2018 (M13) (**).


D2.2 submission date 31/10/2018 (M13) (**)

D2.3 submission date of preliminary version on 30/06/2018 (M9) and submission date of

final version 17/09/2018 (M10)




D3.4 submission date 31/10/2018 (M13) (**).






Note: (**) was submitted with a month of delay due to delays in the early deployment.



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FIGURE 39. GANTT CHART

▪ The RESPOND management structure is efficient, as well as the tools in used, which

enables to comply with the development of the project: Google Drive document sharing

infrastructure, partner’s pictures directory, distribution mail list, long-term calendar,

meetings and remote meeting infrastructure, to do’s list, risk register.

Regarding the specific two tasks of this work package the following results have been achieved:

T8.1 PROJECT ADMINISTRATION & QUALITY ASSURANCE. M1-M36

The task T8.1 has been carried out during the first twelve months of the project, according to the

scheduled, it covers the entire duration of the project (M1-M36) and sets the basis for the project

management. The following actions have been performed:

▪ Criteria for assigning individual accountability (authority and responsibilities), financial

requirements, meeting and reporting requirements, conflict resolution, risks handling procedures, the project website and dissemination guidelines

▪ Mechanism whereby the partners can follow an agreed process for all major management

activities and the execution of the project



63 | 92

Guidance to consortium members for defining the initial versions, reviewing or updating any output in the progress of work, with a common format of project delivery

This task has produced the deliverable D8.1 Quality assurance Plan, as a resource within the

project, with the main purpose to keep under version control all the procedures which are open

to revision as the project progresses. The document was submitted in time in M6 and contained

the actions that the Project Coordinator performed in order to ensure the progress of the project,

the accomplishment of the tasks from all work packages, to guarantee a high-level quality, as well

as, to the achieve the goals of the project.

T8.2 PROJECT MANAGEMENT AND EC REPORTING. M1-M36

The task T8.2 runs along the entire project duration (M1-M36), it has been carried out during the

first twelve months of RESPOND project and the following actions have been taken with it:

▪ Handling of project correspondence and day-to-day requests from partners and external

bodies.

▪ Implementing and maintaining the project infrastructure: the internal platform for information exchange and email lists.

▪ Implementing and maintaining a project-specific database for reporting and controlling,

including the adaptation of the structure after changes in the work plan and the Consortium.

▪ Preparing, executing and post-processing the major project meetings (tasks: agendas, invitations, location of meeting places, organization of rooms and equipment, preparation and distribution of materials, minutes and action lists).

▪ Designing and maintaining specific templates for collecting input to the required EC

documents. ▪ Checking the dissemination and exploitation plan versus the EC’s requirements.

▪ Preparing and post-processing of EC reviews from the consortium-side including support

in the implementation of recommendations from the EC and reviewers.

▪ Handling of legal issues, IPR issues and maintenance of the consortium agreement, if necessary.

▪ Preparing and executing internal and project level quality assurance measures.

The task has produced the present document deliverable D8.2 Management report (first year),

submitted in M14. In the proposal there was an erratum, the submission scheduled date was M12

instead of M14. This mistake has been reported to our PO and will be corrected by an amendment.

(See section 3.2.1 for Amendments)



64 | 92


T8.1 PROJECT ADMINISTRATION & QUALITY ASSURANCE AND T8.2 PROJECT MANAGEMENT AND EC

REPORTING. M1-M36

Deviations from GA:

There have been the following deviations from the GA:

1. Change submission dates of WP8 Management report deliverables:

• D8.2: from M12 to M14.

• D8.3: from M18 to M26.

2. DEVELCO PMs transfer

3. ALBOA PMs transfer

4. DEXMA internal PMs reallocation.

5. Task T5.4 original start in M19 advanced to M13.

Corrective actions:

After the detection of the issues, the Consortium informed the project PO about them, finally, an

amendment to the GA was agreed to be submitted in order to solve the issues.






65 | 92




66 | 92

3. PROJECT MANAGEMENT

3.1 CONSORTIUM MANAGEMENT TASKS

3.1.1 PROJECT MEETINGS

During the reported period the following face-to-face meetings have been held:

• Kick off, Oct. 18&19, 2017, Brussels

Agenda:

Wednesday 18 Oct.

Time What Who Where

12:30-13:30 Welcome and partners self-introduction

ALL Mercure Hotel Brussels Centre Midi

13:30-14:30 Lunch

14:30-15:30 PO & FO visit (EASME/H2020 introduction, Financial issues)

PO, FO

15:30-16:00 WP8- Housekeeping FEN

16:00-17:30 WP2 Kick-off DEV

17:30-18:00 Coffee break

18:00-19:00 WP1 Kick-off, Pilots overview, Project big picture brainstorming

FEN, NUIG, ALBOA, ALL

20:30 Dinner TBD

Thursday 19 Oct.

Time What Who Where

08:30-10:00 WP1 Kick-off, Pilots overview, Project big picture brainstorming (cont.)

FEN, NUIG, ALBOA, ALL

Mercure Hotel Brussels Centre Midi

10:00-11:30 WP3 Kick-off AAU


12:00-13:00 WP7 Kick-off DEX

13:00-13:30 Wrap up FEN



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FIGURE 41. RESPOND CONSORTIUM AT KICK-OFF MEETING

• Danish pilot visit, Jan. 24&25, 2018, Aarhus

Agenda:

Tuesday 23 Jan.

Time What Who Where

19:00 Welcome Dinner Raadhus Kafeen

Wednesday 24 Jan.

Time What Who Where

08:30-10:00

WP8 – Housekeeping ▪ Meetings & milestones

long term calendar ▪ GDPR

FEN ALBOA Pilot Site

10:00-13:30 12:30 Coffee-Break

General discussion: ▪ Functional Picture ▪ Technical Architecture ▪ IT security ▪ Pilots ▪ GUI (desktop + app) ▪ MVP

+ Pilot Site visit

ALL

13:30-14:00 Lunch ALBOA

Pilot Site

14:00-15:00 WP2 DEXMA, DEV, TEK ALBOA Pilot Site 15:00-16:30 District heating visit ALL

16:30-18:30 WP3 AAU

19:00 Dinner Sct. Oluf

Restaurant



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Thursday 25 Jan.

Time What Who Where

08:30-09:30 WP7 + Video brainstorming DEXMA AURA Rådgivning 09:30-10:15 WP3 TEK

10:15-11:00 WP1 FEN, NUIG, IMP, TEK


11:15-12:00 WP1 FEN, NUIG, IMP, TEK

12:00-12:30 Wrap up FEN

FIGURE 42. RESPOND CONSORTIUM AT DANISH PILOT VISIT

• Irish pilot visit, May. 23&24, 2018, Galway-Aran Islands

Agenda:

Wednesday 23 May

Time What Who Where

08:30-09:00 WP8 - Housekeeping FEN NUI Galway

Campus: engineering

building

09:00-10:00 WP1 FEN, TEK

10:00-11:00 WP2 DEV, TEK, DEXMA, ENE


11:30-12:30 WP2 (cont.) DEV, TEK, DEXMA, ENE

12:30-13:30 Lunch

NUI Galway Campus

13:30-15:00 WP3 AAU, TEK NUI Galway Campus: engineering building

15:00-16:00 WP4 TEK, IMP


16:30-17:30 WP5 IMP

17:30-18:00 WP7 DEXMA



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19:00 Dinner Brasserie

on the corner

Thursday 24 May

Time What Who Where

09:30-11:30 Aran Island trip

ARAN (Inishmor) Lunch at

Teach Nan Phaidi,

Meeting at Kilronan

11:30-12:30 Pilot Site visit ALL

12:30-13:30 Lunch

13:30-15:00 Steering Committee (including general discussion)

ALL


15:30-16:00 Steering Committee (cont.) ALL

16:00-16:30 Wrap up FEN

16:30-18:30 Galway trip

19:30 Dinner TBD

FIGURE 43. RESPOND CONSORTIUM AT ARAN ISLANDS PILOT VISIT

• Spanish pilot visit, Oct. 24&25, 2018, Madrid (It will be reported in D8.3 in M26 as it was celebrated in M13 and correspond to the second year period).

During the reported period the following technical meetings have been held:

• Technical workshop DEXMA, Dec. 1, 2017, Barcelona



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Agenda:

Starting at 09h30

1. DEXCell Technological platform- Cloud provider – technological framework – Possibilities of custom integration. 15 minutes

2. Hardware used by DEXMA for sensors and actuators. 30 minutes

3. Data acquisition API –Event broker? – MQTT available now? When?. 30 minutes

4. Data model – Ontologies integration possibilities. 30 minutes

Coffee break at 11h15

5. Smartgrid interaction – Available possibilities and Project development . 30 minutes

6. Data analytics – machine learning – algorithms – Technologies used; R, Matlab, Rapidminer . 30 minutes

7. Dashboard functionalities. 30 minutes.

8. Marketplace – Integration third party apps 30 minutes

Lunch break at 13h30

Afternoon session starting at 15h00

1. Architecture general discussion. 2 hours

2. AOB

Finish at 17h30

• Technical meeting System Architecture, May. 8, 2018, Call Conference

Agenda:

Time What Who

15:00 – 17:00

1. Overall architecture TEK

2. Middleware IMP

3. Field communication TEK

4. External systems TEK

5. Analytic services IMP, NUIG, TEK

6. EMS DEXMA

7. User interaction TEK, DEXMA

8. Early deployment TEK

9. Next steps TEK

• Technical meeting, Jun. 27, 2018, Call Conference Agenda:

1. Introduction to Integration tasks on the monitoring and control layer (PUPIN)

2. Questions & Answers monitoring (ALL)



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3. Questions & Answers control (ALL)

4. CDM translation on cloud or gateway? (ALL)

• Technical meeting RESPOND interface backend, Sep. 25, 2018, Call Conference

Agenda: resolution of questions DEXMA / TEK / FEN.

During the reported period the following remote meetings via call conferences have been held

with a periodicity of fifteen days:

• Nov. 10, 2017 • Nov. 24, 2017 • Dec. 15, 2017 • Jan. 12, 2018 • Feb. 9, 2018 • Feb. 23, 2018 • Mar. 9, 2018 • Mar. 23, 2018 • Apr. 6, 2018 • Apr. 20, 2018 • May 4, 2018 • May 18, 2018 • Jun. 8, 2018 • Jun. 22, 2018 • Jul. 6, 2018 • Aug. 3, 2018 • Aug. 31, 2018 • Sep. 14, 2018 • Sept. 28, 2018

As stipulated by the RESPOND project Consortium Agreement, the Project Management Team, constitutes the supervisory body for the execution of RESPOND Project, is led by the Project Coordinator (FEN) and also composed by the Technical Leaders (IMP & TEK) and the Exploitation Manager (DEXMA) and it’s mandatory to meet twice per year. During the reported period the following Project Management Team meetings have been held:

• First PMT meeting, May. 18, 2018, Call Conference Agenda:

Time What Who

10:45 – 11:50

1. Project state ALL

2. Deliverables state ALL



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3. Cost state FEN

4. AOB ALL

• Second PMT meeting, Oct. 22, 2018, Call Conference (It will be reported in D8.3 in M26 as well as it was celebrated in M13). Agenda:

Time What Who

11:30 – 12:15

1. Approval of the agenda and minutes of 18 May 2018 (PMT meeting) ALL

2. Project status ALL

3. Deliverables status ALL

4. Cost and efforts status ALL

5. AOB ALL

As stipulated by the RESPOND project Consortium Agreement, a Steering Committee with the participation of all partners has to meet mandatorily once per year. During the reported period, the Consortium, with participants from ten partners from the eleven (ALBOA didn’t attended) held the annual SC meeting:

• First year Steering Committee during the Irish pilot visit face-to-face meeting, May. 24,

2018, Galway-Aran Islands.

3.1.2 PROJECT MEETINGS ATTENDANCE STATISTIC

The meetings attendance graphic reflects that all partners are involved in the evolution of the

project and are committed with its tasks.



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FIGURE 44. MEETINGS ATTENDANCE PER PARTNER GRAPHIC

3.2 PROJECT ISSUES

During the reported period we have identified the following significant issues within the RESPOND project: Administrative RESPOND project issues:

• ALBOA organization status

ALBOA was finally validated but as profit organization. A response from REA validation team is

still pending about this issue in order to be validated as non-profit.

• ALBOA PMs transfer

The main contact of ALBOA organization, Niels Munthe, left the organization during this reported

period. ALBOA will remain within RESPOND project contributing with 20 dwellings that participate

as pilots, but the organization will not keep making efforts in the tasks that this partner had

assigned in the initial proposal. To solve this issue, we agreed to transfer ALBOA PMs to AURA.

• WP8 “Management reports” change submission dates

We noticed that the following deliverables deadlines were wrong in the GA:

o Management report (first year) M12 o Management report (second year) M18 o Management report (third year) M36

100,00% 100,00%

22,73%

77,27%

86,36%

63,64%

100,00%95,45%

50,00%

81,82%86,36%

0,00%

10,00%

20,00%

30,00%

40,00%

50,00%

60,00%

70,00%

80,00%

90,00%

100,00%

FEN TEK ALBOA AURA AAU ARAN NUIG IMP DEV ENE DEXMA

Meetings attendance RESPOND Project



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As the idea is to report the activity during the previous year, the deadline should allow one or two

months to collect the info from the previous period and to elaborate the document. The solution

agreed was to introduce an amendment on the ground of ‘Change due to an error/mistake’ to

change the submission dates to:

o Management report (first year) M14 o Management report (second year) M26

• AURA organization and employment

AURA Raadgivning participated in another EU financed R&D project (Steam-up) which ended in

February 2018. In that regard it came to our knowledge that employees participating in the project

must be employed by contract in the company receiving the grant. This is not the case for AURA

Raadgivning, as all employees in AURA Raadgivning A/S are employed by contract in AURA A/S

(an affiliated company to AURA Raadgivning), but all costs are passed on to AURA Raadgivning.

It was internally decided, partly due to amount of work carried out by AURA employees in contrast

to work carried out by subcontractors, to take in AURA A/S as beneficiary as well as AURA

Raadgivning (only subcontracting costs).

This issue is still opened.

On field RESPOND project issues:

• DEVELCO PMs transfer

The deliverable D2.3 available version by the deadline (end of June 2018) had not enough

content, due to the main partner involved mainly focused on field work rather than writing. The

consortium elaborated a second more complete version of the document that was sent to the

Project Officer by email at first and secondly was submitted to the EU continuous reporting web

page (end of July 2018).

It is important to note that the scheduled devices deployment work has been carried out on time

as planned, this was just a matter of reporting properly the work done.

In the elaboration of the new version of the D2.3 some partners had to make extra effort over their

assigned PMs for that task replacing the scheduled efforts of other partner, so the solution agreed

has been to transfer these PMs cost to the involved partners in order to adjust resources between

participants and between cost categories.

3.2.1 AMENDMENTS

As explained in the previous section 3.2, the Consortium will introduce amendments to the

Agreement in order to solve the following errors/mistakes or in order to redistribute PMs according

to the actual efforts made:



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1. Change submission dates of WP8 Management report deliverables:

• D8.2: from M12 to M14.

• D8.3: from M18 to M26.

2. DEVELCO PMs transfer

3. ALBOA PMs transfer

4. DEXMA internal PMs reallocation.

5. Task T5.4 original start in M19 advanced to M13.

3.3 RISK ASSESSMENT

In the proposal phase of the project the following main critical risks related to the project were

listed:

• Management risks

• Functional risks

• Technical risks

• Visibility risks

• Business risks

It have been created a Risk Register with the purpose of monitoring the main potential risks and

the response action performed to avoid it.

The procedure that has been carried out to maintain it updated is the following: after a potential

risk is identified, the Risk Register is updated and finally a response action is implemented with

the consensus of the Consortium members, usually during a meeting. The excel contains fields

for the following concepts:

• Description of the risk

• Potential impact: low, medium or high

• Responsible

• Response action taken to avoid it

• Status

During the first twelve months of project, the following resolutive actions were performed:

• iOS application development to guarantee the compatibility with the users engaged

devices in addition to the initial idea of android development.



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• Aran islands pilot particularities: Irish pilot team strengthening to ensure the

engagement process, Develco fabric and shipment delays, Develco devices technical

incompatibilities with Irish electrical domestic system.

3.4 PROJECT WEBSITE

A website has been developed for RESPOND project to serve as the main platform for dissemination and communication for interested stakeholders ( www.project-respond.eu ). It was set up in M3 and has been maintained actively over the reported period. The design of RESPOND project website focuses on following objectives:

▪ To present RESPOND to the world and provide a means of contact for interested stakeholders.

▪ To share project objectives and describe each of the pilot demonstration sites.

▪ To provide updates on project progress, events, articles and final results.

We have been published information about partners, pilots, publications of deliverables submitted

and news.

3.4.1 BLOG POSTS

The project news page functions as a blog, with a tone adapted for a more general audience,

avoiding institutional or scientific jargon. It also includes news stories that have been produced

during the course of the reported period as well as information about the events where the

RESPOND partners have participated.

The following posts have been published throughout 2018 for the reported period M1-M12:

http://www.project-respond.eu/



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TABLE 5. BLOG POST PUBLISHED IN RESPOND WEBSITE FOR REPORTED PERIOD M1-M12

3.5 EVENTS

For dissemination activities, RESPOND project has participated at the following events during the

reported period:

• IoT Week 2018 Bilbao, Spain

( https://www.iotevents.org/event/iot-week-2018/ )

https://www.iotevents.org/event/iot-week-2018/



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FIGURE 45. RESPOND PROJECT PARTICIPATION AT IOT WEEK 2018 BILBAO

• Digital Energy 2018 Madrid, Spain

( http://www.energetica21.com/conferencias/digitalenergy2018/programa )

FIGURE 46. RESPOND PROJECT PARTICIPATION AT DIGITAL ENERGY 2018, MADRID

• Sustainable Places 2018 Aix-Les-Bains, France

( http://www.sustainableplaces.eu/previous/sp2018/ )

FIGURE 47. RESPOND PROJECT PARTICIPATION AT SUSTAINABLE PLACES 2018, AIX-LES-BAINS

http://www.energetica21.com/conferencias/digitalenergy2018/programa

http://www.sustainableplaces.eu/previous/sp2018/



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3.6 GDPR

The Regulation (EU), 2016/679 which entered into force on the 25th of May 2018, has been taken

into account.

The Consortium had legal advice about the regulation and we are strengthening the agreements stipulated by the Consortium Agreement. For this purpose, we have contracts for “personal data authorization” with each trial participant and also “standard contractual clauses data transfer” and “data treatment managers contract” since one member of the Consortium, Institut Mijalo Pupin (IMP) is from Serbia (country which is not part of the European Union agreements) consequently there is international personal data transfer. FEN, as Project Coordinator, will be the responsible of the personal data collection and will transfer the data to Serbia and also to the other partners within the EU.



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4. DELIVERABLES AND MILESTONES

4.1 DELIVERABLES

Table below shows the deliverable that have been scheduled for submission from the beginning

of the project until the end of this period M1-M12, according to the DoA.

TABLE 6. RSPOND PROJECT LIST OF DELIVERABLES SUBMITTED DURING REPORTED PERIOD M1-M12



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4.2 MILESTONES

Table below shows the project Milestones that have been scheduled for completion from the

beginning of the project until the end of this period M1-M12, according to the DoA.

TABLE 7. RESPOND PROJECT MILESTONES



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5. USE OF RESOURCES

Within this section a wider vision of the figures related to efforts and costs of the project will be presented, both looking RESPOND as a whole with the aim to check if the project is in track and also a detailed view per partner. Together with the data, an explanation is provider in the situation of big differences between the budget and actual expenses and efforts. The below information regarding real values have been provided by each partner according to their best knowledge without audit from the project coordinator that, in addition to define the guidelines and templates for reporting, provide help or clarifications when demanded and ask for further explanations in the case of sensitive differences according to the expected values, is just a mere aggregator of the information. During the first year of RESPOND project (October-17 to September-18) under review in this deliverable there has not been changes in the initial Grant Agreement subscribed by all partners and the commission and therefore no new budgets have been put in place.

5.1 EFFORTS SUMMARY

The following paragraphs reflects the current situation of the project after their first year of live

focusing on the efforts performed by the consortium as a whole and partner by partner.

TABLE 8. TOTAL EFFORTS (ACTUAL AND BUDGET) BY PARTNER AND WP IN THE 1ST YEAR

TABLE 9. PERCENTAGE OF ACTUAL EFFORTS VS BUDGET BY PARTNER AND WP IN THE 1ST YEAR

TOTAL WP1 WP2 WP3 WP4 WP5 WP6 WP7 WP8

[%] ACT/BUD ACT/BUD ACT/BUD ACT/BUD ACT/BUD ACT/BUD ACT/BUD ACT/BUD ACT/BUD

01-FEN 103% 102% 105% 104% 100% 100% 100% 104% 104%

02-TEK 89% 104% 97% 84% 37% 67% 100% 397% 96%

03-ALBOA 55% 89% 0% 35% 100% 100% 100% 100% 10%

04-AURA 97% 91% 184% 0% 100% 100% 0% 35% 43%

05-AAU 127% 100% 100% 136% 100% 100% 100% 0% 90%

06-ARAN 90% 100% 63% 100% 100% 100% 100% 101% 101%

07-NUIG 98% 86% 150% 100% 100% 100% 100% 100% 100%

08-IMP 91% 100% 103% 100% 79% 79% 100% 37% 57%

09-DEV 145% 100% 143% 100% 100% 151% 100% 0% 273%

10-ENE 50% 100% 28% 100% 100% 30% 100% 100% 245%

11-DEXMA 87% 80% 67% 17% 81% 151% 100% 189% 419%

TOTAL 96% 96% 101% 86% 66% 94% 0% 119% 128%



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FIGURE 48. TOTAL EFFORTS (ACTUAL AND BUDGET) BY PARTNER IN THE 1ST YEAR

As it is shown, in general terms, all partners are aligned with the expected amount of efforts encompassed in the original Grant Agreement description of action. Below it is a compilation of individual graphs per partner.

FEN TEK

ALBOA AURA



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FIGURE 49. TOTAL EFFORTS (ACTUAL AND BUDGET) FOR EACH PARTNER IN THE 1ST YEAR

5.2 COSTS SUMMARY

The following paragraphs reflects the current situation of the project after their first year of live

focusing on the cost incurred by the consortium as a whole and partner by partner.

AAU ARAN

NUIG IMP

DEV ENE

DEXMA



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TABLE 10. TOTAL COSTS (ACTUAL AND BUDGET) BY PARTNER AND TYPE IN THE 1ST YEAR

TABLE 11. PERCENTAGE OF ACTUAL COSTS VS BUDGET BY PARTNER AND TYPE IN THE 1ST YEAR

FIGURE 50. TOTAL COSTS (ACTUAL AND BUDGET) BY PARTNER IN THE 1ST YEAR



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As it is shown, in general terms, all partners are aligned with the expected amount of budget encompassed in the original Grant Agreement description of action. Below it is a compilation of individual graphs per partner.

FEN TEK

ALBOA AURA

AAU ARAN

NUIG IMP



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FIGURE 51. TOTAL COSTS (ACTUAL AND BUDGET) FOR EACH PARTNER IN THE 1ST YEAR

DEV ENE

DEXMA

INDIRECT COSTS OTHER DIRECT COSTS

PERSONNEL COSTS REQUESTED EU FUNDING



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FIGURE 52. TOTAL COSTS (ACTUAL AND BUDGET) FOR EACH TYPE IN THE 1ST YEAR

SUBCONTRACTING TOTAL COSTS



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6. CONCLUSIONS

During the present reported period M1-M12 (October 2017 – September 2018) the global picture

regarding the status of RESPOND project is positive. There have been unforeseen

circumstances, anyhow all the situations presented have been solved through effective solutions.

Those difficulties constitute a natural part of working on field.

The RESPOND consortium has a clear picture of the objectives of the project. In order to achieve

them all the available resources are been used, constantly checking over if the results of the tasks

converge towards the same direction, always focusing in the accomplishment of the project main

goals.

It have been tested, during this first year of the project, that the management structure for

RESPOND governance (Project Coordinator, technical Leaders, Exploitation Manager) with its

different bodies (Work Packages Leaders, User Engagement Leader, Pilot Case Coordinator)

works effectively at both operational level and strategy level. The Consortium are continuous

ensuring the correct execution of the technical work in order to the achievement of the proposed

results.

The management procedures and administrative tools have been implemented when necessary.

The meetings structures have turned fruitful and, in that cases where we had to implement

changes, those changes have resulted positives.

Overall, the technical work in the three pilots and background are progressing smoothly, the

engagement processes are alive in the three different pilots and, at the same time, the

deliverables have been reported on time focusing on a high-quality level, tasks have been

achieved and milestones achieved. Also, the dissemination activities keep promoting the project

in order to build opportunities within the market.

The project keeps adapting to obtain a final result in the real world that accomplish with actual

technology completed and qualified trough test and demonstrations (TRL 8).



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REFERENCES

RESPOND DOCUMENTS

Consortium Agreement, version 1.5, 2017-09-22

Grant Agreement number: 768619 – RESPOND – H2020-EE-2016-2017/H2020-EE-2017-PPP

D1.1 Pilot technical characterization and operation scenarios

D1.2 Demand response programs overview

D1.3 RESPOND strategy to support interoperability

D1.4 Pilot specific demand response strategy

D2.1 RESPOND system reference architecture

D2.2 Integration of key RESPOND technology tiers

D2.3 Initial Deployment Plan

D2.4 Early deployment activities report

D3.1 Criteria and framework for recruiting and engaging

D3.2 RESPOND use engagement strategy

D3.4 Personal energy performance assistant design

D7.1 Dissemination and communication plan

D7.2 RESPOND dissemination and project website (preliminary)

D7.8 RESPOND dissemination and project website (final)

D8.1 Quality assurance plan

Documents

D8.2 Management report (1st year) - get.dexma.com Deliverables/D8_2.pdf · D8.2 Management report (1st year) The RESPOND Consortium 2018 Integrated Demand REsponse SOlution Towards