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Innovative solutions to be tested in the use cases. Customer-based flexibility recruitment

V1.0

Deliverable D9.2

30/06/2018

Ref. Ares(2018)3483332 - 30/06/2018

Innovative solutions - Customer recruitment

InterFlex – GA n°731289 of 50

ID & Title : D9.2 Innovative solutions to be tested in the use cases with the customer recruitment and contractual procedures for the demonstrations

Version : V1.0 Number of pages :

50

Short Description

This second deliverable focuses on the recruitment process of customer-based flexibilities. It addresses the practical side of the UC3 dedicated to the local flexibility system, and deals with the following questions:

How the flexibility products have been chosen Which targets for the recruitment Which offers Which different steps for the recruitment and how they have been conducted What are the first results and analyses?

Revision history

Version Date Modifications’ nature Author

V0 16/01/2018 Detailed structure Drizard

V0.1 11/05/2018 Concatenation of Enedis, EDF, ENGIE and GRDF contribution Bruschi

V0.2 12/06/2018 Peer review Avacon Gross

V0.3 29/06/2018 Concatenation of last production, last reviews by contributors

Bruschi

V1.0 30/06/2018 Final version Bruschi

Accessibility

☒Public* ☐ Consortium + EC ☐ Restricted to a specific group + EC

☐ Confidential + EC

* Some sections are confidential: the summary is provided for these sections

Owner/Main responsible

Name(s) Function Company Visa

Julien BRUSCHI Project engineer Enedis

Author(s)/contributor(s): company name(s)

Drizard, Bruschi, Mulenet, Vologni (Enedis); Chraibi, Lehec, Pellizzaro (Engie); Chazottes, Casacci, Ceragioli (EDF); Quillien, Bertrand, Hssaini, Contreau (GRDF);

Reviewer(s): company name(s)

Company Name(s)

Avacon Gross

Approver(s): company name(s)

Company Name(s)

Enedis, PC Dumbs

Work Package ID WP 9 Task ID T9.4



EXECUTIVE SUMMARY The present deliverable focuses on the recruitment process of customer-based flexibilities.

It addresses the practical side of the UC3 (Flexibility) dedicated to the local flexibility

system.

The document explains the general context of the project and how flexibility is drawn into

it. The flexibility value pocket is also described in view of the development of renewable

capacities and diffusion of electric vehicles.

It explains the technical issues involved in the process of selecting flexible customers and

highlights the general challenges faced by each concerned stakeholder (ENGIE, EDF and

GRDF). It describes in detail the objectives, the flexibility offers and the recruitment steps

associated with the various project areas. It also overviews the communication and

awareness campaign conducted to promote the project and boost recruitment.

Finally, the first results and analysis are presented.



TABLE OF CONTENT

1. INTRODUCTION AND SCOPE OF THE DOCUMENT .................................................9

1.1. Context of Nice Smart Valley ....................................................................9

1.2. Geographical perimeter ..........................................................................9

1.3. Definitions ......................................................................................... 10

1.4. Structure of the document ..................................................................... 12

2. OBJECTIVES OF THE RECRUITMENT .............................................................. 13

2.1 Theoretical needs for customer-based flexibility ......................................... 13

2.1.1. Selection of geographical areas ....................................................... 13

2.1.2. Results of power flow computation ................................................... 13

2.1.3. Setting flexibility products to be tested ............................................. 14

2.2 Recruitment targets ............................................................................. 15

2.2.1 Recruitment stakeholders within the project ...................................... 15

2.2.2 Clients profiles ............................................................................ 17

3 FLEXIBILITY OFFERS ................................................................................. 19

3.1 Context of the project .......................................................................... 19

3.1.1 Current flexibility value pockets ...................................................... 19

3.1.2 Low value for local flexibility in France today ..................................... 20

3.1.3 Low proportion of renewable generation and electric vehicles ................ 21

3.1.4 Flexibility offers addressing local and global services ............................ 23

3.1.5 Expected recruitment difficulties ..................................................... 24

3.2 Gas/electrical flexibility (GRDF).............................................................. 24

3.3 EDF’s flexibility offers .......................................................................... 26

3.4 ENGIE’s flexibility offers........................................................................ 29

4 RECRUITEMENT STEPS ............................................................................... 30

4.1 Potential customers identification ........................................................... 30

4.1.1 Preliminary customer-based mapping (GRDF) ...................................... 30

4.1.2 Size of activation area for the DSO ................................................... 32

4.1.3 Data supplied by Enedis to facilitate recruitment ................................. 32

NUMBER OF CUSTOMERS ................................................................................... 33

4.2 Preliminary work for gas/electrical flexibilities........................................... 33

4.2.1 B2C clients ................................................................................. 33

4.2.2 B2B clients ................................................................................. 33

4.3 Recruitment implementation .................................................................. 34



4.3.1 B2C clients ................................................................................. 34

4.3.2 B2B clients ................................................................................. 40

4.4 Technical feasibility validation ............................................................... 41

4.5 Contracting ........................................................................................ 41

4.6 Installation phase ................................................................................ 42

5 RECRUITEMENT RESULTS AND ANALYSIS......................................................... 43

6 COMMUNICATION STRATEGY TO PROMOTE THE PROJECT ................................... 46

6.1 The identity of the French project ........................................................... 46

6.2 Local events ....................................................................................... 46

6.3 Show room ......................................................................................... 47

6.4 Press releases ..................................................................................... 49

6.5 Synthesis of communication KPIs ............................................................. 50



LIST OF TABLES Table 1 - Summary of the opportunity of flexibilities in Nice Smart Valley, assuming an N-1

configuration all over a two-year period ............................................................... 14

Table 2 - Flexibility products (all areas combined) .................................................. 14

Table 3 - Provisional flexibility activation time frames (all areas combined) ................. 15

Table 4 – Provisional feedback periods of flexibility activations ................................. 15

Table 5 - Value pocket (1/2).............................................................................. 19

Table 6 - Value pocket (2/2).............................................................................. 20

Table 7 - Breakdown of the French electricity-generating fleet by capacity and energy type

.................................................................................................................. 21

Table 8 - Breakdown of the PACA electricity-generating fleet by capacity and energy type5

.................................................................................................................. 22

Table 9 – Gaz appliances ability to be flexible and their characteristics ....................... 25

Table 10 – Number of customers into Nice Smart Valley ........................................... 33



LIST OF FIGURES

Figure 1 – Graphical identity of Nice Smart Valley .....................................................9

Figure 2 – Perimeter of Nice Smart Valley in Alpes-Maritimes region............................ 10

Figure 3 - Flexibility sources targeted by ENGIE ..................................................... 18

Figure 4 – Number of electric cars registered per year ............................................. 22

Figure 5 - Multimechanism 1 .............................................................................. 23

Figure 6 - Multimechanism 2 .............................................................................. 23

Figure 7 - Nice Smart Valley area obtained after mapping of ENEDIS data ..................... 31

Figure 8 - Merging of Nice Smart Valley area map with gas network data (in red) ........... 32

Figure 9 - Communication Strategy ..................................................................... 34

Figure 10 - Nice Smart Valley EDF flyer ................................................................ 35

Figure 11 - Nice Smart Valley EDF poster .............................................................. 36

Figure 12 - Nice Smart Valley EDF email ............................................................... 37

Figure 13 – Outgoing calls scheme ....................................................................... 38

Figure 14 - Daily press insertion ......................................................................... 39

Figure 15 - Nice Smart Valley EDF Tweet .............................................................. 40

Figure 16 - Panel discussion at Innovative City Convention ........................................ 47

Figure 17 - First pictures of the show room’s experiences ......................................... 47

Figure 18 – Different visits of the show room ......................................................... 48

Figure 19 - Visit of the Executive Director of Cités Unies France (20th February)............. 48

Figure 20 - Visit of the Burkina Faso Ambassador (13th April) .................................... 49



LIST OF ACRONYMS

ACRONYM CATEGORY Definition

ACR Stakeholder Regional Control Agency (in its French acronym)

CHP Technology Combined Heat and Power

DER Technology Distributed Energy Resources

DSO Stakeholder Distribution System Operator

HWT Technology Hot Water Tank

ICE Technology Internal Combustion Engine

LV Indicator Low voltage

TSO Stakeholder Transmission System Operator

V2H Technology Vehicle To Home



1. INTRODUCTION AND SCOPE OF THE DOCUMENT

1.1. Context of Nice Smart Valley

InterFlex is a response to the Horizon 2020 Call for proposals LCE-02-2016 of the European

Commission1 (“Demonstration of smart grid, storage and system integration technologies

with increasing share of renewables: distribution system”). The project receives funding

from the European Union’s Horizon 2020 research and innovation program under Grant

Agreement No 731289 — InterFlex — H2020-LCE-2016-2017.

Nice Smart Valley is the French demonstrator of InterFlex.

Figure 1 – Graphical identity of Nice Smart Valley

1.2. Geographical perimeter

Broadly speaking, Nice Smart Valley covers three major and quite distinct geographical areas

as shown in Figure 2 below:

The Plaine du Var area: the project covers a number of communes situated within

the Plaine du Var Operation of National Interest (ONI). These communes include

Carros, two western districts of Nice and part of the communes of St Jeannet, La

Gaude, St Laurent du Var and Nice airport (see D9.1). This area was chosen to test

the activation of flexibility for the Distribution System Operator (Use case 3). Note

that this area will also be used to test the storage use case (Use case 2).

Mountainous areas: the project covers the communes of Guillaumes and Isola2000

(ski resort). This area is dedicated exclusively to the activation of flexibility for the

Distribution System Operator (Use case 3).

A sensitive area: the Lérins islands are a very popular tourist destination and are also

a very sensitive area because they are listed Natura2000 sites. This area will be used

for testing in the event of a fault on the medium-voltage submarine cable for Enedis

with the support of ENGIE storage (Use case 1). It will also be used to test multi-

service use of the storage systems (Use case 2), including collective self-consumption

for the population of Ile St Honorat by ENGIE. On Saint Honorat Island, ENGIE will

install 3 photovoltaic systems for a global power of 130 kW and 2 electric storages of

100 kW and around 5 kW. The photovoltaïc systems will be used to increase the

islanding duration (use case 1) and the multiservice use of the storage system (use

case 2). On Sainte-Marguerite island, EDF will install two solar farms for two self-

consumption spots purposes.

1 http://cordis.europa.eu/programme/rcn/700612_en.html

http://cordis.europa.eu/programme/rcn/700612_en.html



Figure 2 – Perimeter of Nice Smart Valley in Alpes-Maritimes region

1.3. Definitions

“N” and “N-1” configurations

The normal grid configuration is called the 𝑁 configuration, in contrast with the conditions in which one component malfunctions, which is said to be the 𝑁 − 1 configuration. This nomenclature can be generalized to the loss of any number 𝑘 of components, a situation called the 𝑁 − 𝑘 configuration.

Aggregator The Agregator is a Flexibility Services Provider. It combines the flexibility offer from multiple loads and/or generators and/or storage systems in order to structure a product answering to the requirement of the flexibility user and to maximize the availability. It first prospects for the flexibility potentials in a given area, recruits these flexibilities and installs the necessary equipment in order to manage them. It then operates the flexibility through an aggregation platform in order either to sell it on national service markets (such as frequency regulation markets) or to solve local grid constraints. The recruited loads may be residential or industrial and the storage systems may be installed and operated by the aggregator itself. In France, the Aggregator is not necessarily the energy supplier of the aggregated sites.

Ancillary services Services necessary to the operation of a transmission or distribution system, including balancing and non-frequency services, but not congestion management. In France, these services are divided into two categories: the frequency control and voltage control. There are three reserves keeping the frequency control, called, by order of



activation, the primary, the secondary and the tertiary reserves. The primary reserve is activated automatically and is a European reserve. Its function is to stop the frequency drift. The secondary reserve is also activated automatically, but each country is responsible for its own. It brings the frequency back to its nominal value. Finally, the tertiary reserve, also called the “balancing mechanism” (or “mécanisme d’ajustement (MA)” in French), allows the primary and secondary reserves to recover and is manually activated by the Transmission System Operator (TSO).

Distributed Energy Resources (DER)

Small energy supplies and power sources (such as power generators and energy storage systems) connected to the distribution grid and closer to the final consumer.

Distributed Flexibility Mechanism

A platform which allows the exchange of flexibilities at the distribution grid level. This flexibility may be sold to the Distribution System Operator (DSO) by the aggregators, who are in charge of directly managing the flexibilities.

Distribution Grid It is the grid that connects the high voltage transmission grid to the final consumer, going from the primary substation to the delivery points. In France, the 2,240 primary substations step the voltage down, from high voltage to medium voltage. The energy is then transmitted on the MV grid, totaling more than 600,000 km of cables. From the medium voltage grid, the voltage is once again stepped down at the 757,770 secondary substations, and the energy is delivered at low voltage through feeders, adding up to almost 700,000 km in LV. The final step before consumption is the energy meter, which determines the total energy consumed. There are approximately 35 million energy meters in France.

Distribution System Operator (DSO)

The entity responsible for the control (the coordination of the power flows on the grid), the operation (the maintenance of the grid), the planning and the construction and, finally, the connection of renewable energies and clients at the LV and MV grid. In France, this operator is responsible for both the medium (20 kV) and low voltage (400V), and regulates the voltage so that the final user is supplied according to the European standard EN50160.

Flexibility Any active means of load, storage or production management, able to temporarily modulate their load curves to serve grid purposes. Nice Smart Valley will study the flexibilities connected either to the LV or to the MV grid.

Flexibility areas An electrically connected area that serves as a demarcation area for the aggregators recruiting flexibility from a certain zone.

Flexibility entity A group of clients recruited by an aggregator on the same flexibility area and that is treated as a single entity when offering flexibilities.

Gas / electrical flexibility

In the Nice Smart Valley demonstrator, gas/electrical flexibilities are flexibilities that leverage the synergies between electric and gas distribution systems. Hybrid boilers (i.e. heating, and in some case cooling systems which combine a condensing boiler and an electric heat pump) and combined heat and power systems are the main gas / electrical flexibilities used in the project. They can respectively modulate the power consumption or production according to the distribution grid needs.

Grid constraint The condition in which the voltage or the current going through a feeder attains values outside the acceptable margins, as established by the European standard EN50160. For instance, when it comes to



voltage levels on the LV level, this European standard imposes that 95% of the 10 minute mean values of the supply voltage shall be within the range of Un ± 10%, and all 10 minute mean values of the supply voltage shall be within the range of Un +10%/-15%, where Un is the nominal supply voltage. Constraints represent an economic loss for several actors connected to the distribution grid. Besides reducing the quality of the energy delivered to the final consumer, it reduces the lifespan of the distribution grid assets. Renewable resources connected to the grid may also be forced to limit their production (“curtailment”). Constraints may be solved either by reinforcing the grid or by using flexibilities, as in the Nice Smart Valley demonstrator.

Low voltage (LV) Voltage ranging from 50 to 400 V under French standards. In France, low voltage is usually supplied in either 230 V (single-phase) or 400 V (three-phases).

Medium Voltage (MV)

Voltage ranging from 400 V to 20,000 V under French standards.

Prosumer A consumer that may also produce or store energy.

Regional Control Agency (ACR, or “Agence de Conduite Régionale”, in French)

Regional agency responsible for managing the medium voltage grid. Through remote controls, it ensures 24/7 the optimum energy flow in the grid and reroutes the flow if a part of the grid becomes unavailable. Its employees may be compared to air traffic controllers as they provide routes for power flow on the grid. It is also responsible for managing the contract giving access to the transmission grid for the DSO at each primary substation level. The ACR responsible for the Nice Smart Valley’s area is located in Toulon, in the South of France.

Smart meter A meter that receives orders and sends data without the physical intervention of a technician. It offers several advantages compared to traditional meters: it reduces reading costs, allows a greater integration of renewables into the grid, opens the possibility of new offers and services in the energy markets and improves the overall operation of the distribution grid by increasing observability and previsibility.

Transmission System Operator (TSO)

The entity responsible for operating, maintaining and developing the transmission system in a given area, i.e. the high voltage grid. It is also responsible for balancing supply and demand on the national grid, organizing and buying services from the ancillary services market and managing interconnections to other countries. In the case of the Nice Smart Valley demonstrator, RTE is the Transmission System Operator.

Vehicle To Home (V2H)

To use the energy stored in the battery of an electric car to power a home.

1.4. Structure of the document

This document explains the technical issues involved in the process of selecting flexible

customers and highlights the general challenges. It describes in detail the objectives, the

flexibility offers and the recruitment steps associated with the various project areas. It also

overviews the communication campaign conducted to promote the project and boost

recruitment.



2. OBJECTIVES OF THE RECRUITMENT

This section presents the areas in which the aggregators (EDF and ENGIE) and GRDF are

looking for flexibility, the simulations results performed by Enedis which helped designing

the flexibility products and the recruitment targets of ENGIE, EDF and GRDF.

Note that GRDF is the French gas DSO and had to recruit customer in this project to install

on their premises hybrid gas/electric devices to be operated by aggregator.

2.1 Theoretical needs for customer-based flexibility

This subsection presents the three areas for which a computational pre-study showed the

potential benefits of flexibility (cf. Deliverable D.9.1). The term "theoretical" is used

because the calculations were performed in degraded grid situations where flexibility would

be beneficial for the grid operator.

2.1.1. Selection of geographical areas

In Nice Smart Valley, the medium-voltage "flexibilities" use case will be tested in several

areas (cf. Figure 2):

In the Isola, Guillaumes and Carros areas. These areas were chosen on the basis of

feedback from the ground (grid operators and experts). In recovery situations

(outside normal operating conditions), stresses can arise that could make it difficult

for Enedis to maintain the quality of its supply;

In the area comprising the western districts of Nice, where the idea is to test the use

of flexibility on a highly urbanised grid. Note that in a realistic context, calculations

made by Enedis do not show any usefulness for the DSO to activate flexibility on this

area. It has mainly been added to the geographical parameter to increase the number

of gas customers into the project.

2.1.2. Results of power flow computation

Three areas of Nice Smart Valley have been selected according to a pre-study that showed the possible constraints in N-1 emergency configurations. Today, considering the current load level and the topological nature of the grid, study results for the three selected areas in Nice Smart Valley offer very low rates of occurrence for the potential activation of flexibility. The detailed grid computations hypothesis and results are provided in APPENDIX 3 of the

deliverable D9.1: Detailed Use Case planning, including the district architecture

requirements and tested innovations.

Table 1 summarizes the results obtained with simulations, assuming an N-1 configuration all

over a two-year period. It is recalled that only N-1 configuration leads to flexibility interest

at MV level for the DSO.

Note: in order to be as close as possible to reality on the ground, Enedis' calls for flexibility

will be based on these results.



Table 1 - Summary of the opportunity of flexibilities in Nice Smart Valley, assuming an N-1 configuration all over a two-year period

Primary substations / feeder

Isola Carros Guillaumes

feeder 1 feeder 2

Maximum volume of useful flexibility

2.5 MW 0.45 MW 0.5 MW 0.66 MW

Number of constraint of 10 minutes duration

30 7 1 8

Number of constraint between 10 minutes and 40 minutes

25 2 1 3

Number of constraint higher than 40 min

25 0 3 2

Main months in constraint (≥ 80% of flexibilities opportunity)

December January

July December January

December January

Hours of constraint2 10pm to 6am 11am to 2:30pm 11pm to 2am 10:30 pm to 2am

2.1.3. Setting flexibility products to be tested

In Nice Smart Valley, flexibility arrangements will be tested over three seasonal periods:

summer, winter and mid-season3). The notice period ranges from day-ahead to intraday, and

the individual activation periods range from 30 minutes to 2 hours, a maximum of twice a

day. Table 2 below presents the flexibility activation master schedule for the entire project

duration. There are plans to activate flexibilities at least 20 times in 2018 and 2019.

Table 2 - Flexibility products (all areas combined)

Season Summer Winter Mid-season

Days work Sat work Sat work Sat

Availability windows

10-16h 18h-20h

10-16h 18h-20h

19h-6h 19h-6h 6h-10h 16h-18h

6h-10h 16h-18h

Response times D-1 &

Intraday

D-1 &

Intraday

D-1 &

Intraday

D-1 &

Intraday

D-1 &

Intraday

D-1 &

Intraday

Minimum duration

30 min 30 min 30 min 30 min 30 min 30 min

Maximum duration

2h 2h 2h 2h 2h 2h

Interval between activations

2h 2h 2h 2h 2h 2h

Max.

number/day 2 2 2 2 2 2

2 According to the two-year simulations in N-1 configuration. 3 Summer (May to September), winter (November to March) and mid-season (April to October).



Table 3 below proposes activation time frames over the three seasonal periods to test the

flexibilities.

Table 3 - Provisional flexibility activation time frames (all areas combined)

Table 4 below proposes the provisional feedback periods of flexibility activations.

Table 4 – Provisional feedback periods of flexibility activations

Season Months of planned activations

Summer July to September 2019 included

Mid-season October 2019

Winter

November to December 2018 included

March 2018

November to December 2019 included

2.2 Recruitment targets

2.2.1 Recruitment stakeholders within the project

In the project, three partners were involved in the recruitment process of the Use Case 3:

two aggregators (EDF and ENGIE) and one gas DSO (GRDF). Each of them had different

objectives and scope, and different recruitment targets that are described in the two

following paragraphs.

GRDF

In the project, GRDF participated in the recruitment process but not as an aggregator. Its

role was to provide the aggregators with gas/electrical flexibilities, that is to say electric

flexibility that takes advantage of the gas distribution network to solve power grid

constraints. The gas/electrical flexibilities involved in Nice Smart Valley result from remote

control of hybrid heating systems and micro/mini CHP units, installed in individual houses,

industrial or tertiary buildings. As such, the role of GRDF was to:

promote these innovative and high efficient gas devices to local installer network,

energy service companies and potential clients in order to find the experimental

sites,

manage the contractual procedures between installers or energy service companies

and customers to purchase, install and instrument the gas devices at customer’s

location

design and build the connection between these devices and the aggregator portals4,

4 This task has been performed with the help of subcontractors selected by call for tender

Season Months of planned activations Number of planned activations

Summer July and September 2018 included 20

May at June 2019 included 10

Mid-season October 2018 5

April 2019 5

Winter January at February 2019 included 20



inform the aggregators about the characteristics of gas/electrical flexibilities to help

them integrating these flexibilities in their business models.

More broadly, GRDF’s role in this project is to promote the use of the gas network to provide

flexibility to the power network, thus demonstrating the value of cross-energy carrier

synergies for the global energy system. It does not include the development and signature

of aggregation offers with customers, which is under the responsibility of EDF and ENGIE.

It has to be noted that the IT developments made to connect the gas appliances to the

aggregator portals and manage its flexibility (algorithms, software applications,

telecommunication network, web services) is out of scope of GRDF’s business-as-usual

activities. In this project, it has been supported by GRDF to facilitate the implementation

of gas/electrical flexibilities in order to study their value for both the power grid and the

customer. In the future, it will be the role of manufacturers, aggregators or other market

players to make the necessary developments to manage the flexibility of gas appliances.

EDF

EDF's role is to develop in 2018 a local portfolio of customers capable of manually reducing

their consumption following a request made either the day before or with two hours' prior

notice (so-called "behavioral" flexibilities):

Recruiting customers in industry, the service sector, condominiums (20) and

residential units (350) to experiment behavioral flexibilities.

Drafting experiment agreements and having them signed by customers.

Coordinating the community of experimenter customers, notably by regularly

providing them with advice on management of their consumption and information

regarding load shedding performed individually and collectively.

Drafting specific experiment agreements and having them signed by customers

provided with equipment installed by GRDF.

Preparing further recruitments of customers to experiment a vehicle to

home/building solution in 2019 (dependent on a partnership with a carmaker) as an

electricity storage solution.

Preparing the recruitment of several dozen additional customers (dependent on the

statement of a need, by ENEDIS, for increased consumption flexibility) to

experiment a hot water cylinder management solution via the Linky smart meter,

as a thermal storage solution.

Preparing the additional recruitment of several participants to experiment the

remote management of generator sets in 2019.

Contractualizing with ENEDIS the procedures for flexibility marketing:

Determining contractual principles with the DSO (the remuneration of flexibility

offers being simulated within the framework of this demonstrator).

Defining information flows between the aggregator EDF and the DSO ENEDIS,

regarding flexibilities activated on the distribution system, including for

stakeholders other than the DSO.

Contractualize with any operator wishing to have sources of flexibilities



ENGIE

As aggregators, the role of ENGIE is to prospect for the flexibility potentials in a given area,

recruit in real time these flexibilities and install the necessary equipment in order to manage

them remotely. It then operates the flexibility through an aggregation platform connected

to ENEDIS platform in order to either sell it on national service markets (such as frequency

regulation markets) or to solve local grid constraints. The recruited loads may be residential

or industrial and the storage systems may be installed and operated by the aggregator itself.

To do so, ENGIE ensured the following tasks:

Designing the offers and the associated technical solution:

o One design considered the value that the flexibility could have at the local

level within the next years. The technical solution involves flexibility

management and energy efficiency.

o Another design considered also the storage monetization.

Designing contracts for the flexibility providers on which premises GRDF installed

flexible gas/electricity devices (B2C and B2B contracts).

Building communication supports for customers recruitment and participating to

events to show the offers to potential customers.

Prospecting beyond the current ENGIE customer portfolio which is not large enough

in that area.

Moreover, before to draft the offers, ENGIE worked with ENEDIS and EDF to define the

flexibility product to be monetized at the local level.

Finally, ENGIE developed its own interface and internal process to communicate with ENEDIS

“aggregation portal” and operate the flexibility.

2.2.2 Clients profiles

In Nice Smart Valley demo, a wide variety of customers was targeted to deploy flexibility in

the Nice Smart Valley areas: private individuals, professionals including industrialists, and

public authorities. Thereafter, we will distinguish B2C clients which includes private

individuals and B2B clients, which includes professional and public authorities. Each

stakeholder described above aimed at recruiting specific customer profiles, for their

aggregation offers regarding EDF and ENGIE, to implement gas/electrical flexibility at

customer’s location regarding GRDF.

GRDF

As for GRDF, it aimed at finding different types of customer sites to implement the

gas/electrical flexibilities:

individual houses for hybrid boilers,

multi-family dwellings, tertiary or industrial buildings for micro or mini-CHP units

tertiary or industrial buildings for hybrid rooftop units.

In this segmentation, tertiary buildings refer to public or private buildings.

In particular, rooftop units are suitable for large volume premises with important cooling

demand (typically a store) and micro/mini-CHP units for buildings that have relatively stable

heat demand.

In total, GRDF’s target is to provide 100 to 150 kWe of flexibility to the aggregators with gas

technologies. It represents around 10 B2C customers (hybrid boilers) and 4 B2B customers

(hybrid rooftop and micro/mini-CHP units), the exact number depending on customer

recruitment opportunity.



EDF

The experiment eligibility criteria are as follows:

- Being in the Nice Smart Valley experiment zone (defined in D9.1 and at § 2.1.1).

- Being equipped with a Linky (B2C) or SME/SMI (B2B) communicating meter.

EDF’s portfolio in 2018 includes:

1- 350 residential customers, living in single- or multi-family housing units.

2- 20 corporate participants (services, industry or condominiums) mainly connected to

the MV network. The target firms must have at least one plant located in the areas

defined by ENEDIS, manager of the demonstrator, and be equipped with an SME/SMI

communicating meter.

3- Customers equipped with a hybrid device and its remote control system installed by

GRDF.

In 2019, several dozen B2C customers provided with a hot water cylinder whose start-up can

be controlled by the Linky smart meter may be recruited in addition, together with a private

customer having a bidirectional electric vehicle controllable by the Linky meter. The

“Vehicle to Home" experiment may be extended to some B2B customers having (or interested

in having) a fleet of bidirectional electric vehicles (Vehicle To Building).

ENGIE

ENGIE is focused on B2B customers. ENGIE’s target included:

- Hybrid gas/electricity assets provided by GRDF on B2B markets

- Autoproduction (from fuel/gas electric generator)

- Lighting (partial switch off)

- Aerator

- Industrial Crusher

- Cold storage and large HVAC (thermal inertia and modulation)

- Pumps (buffer tanks, modulation)

- Flexible production process and buffer

- Others flexible usages

Figure 3 - Flexibility sources targeted by ENGIE

As ENGIE has few customers on the demonstration area (15 MV customers), ENGIE had to

look for flexibility provider beyond its electricity supply portfolio which is possible in France.

Moreover, no restriction was done considering the presence of a smart meter. If a flexibility



provider is in the demonstration area, ENGIE considers that ENEDIS would install such smart

meter if not already done.

Beyond the B2B market, ENGIE targets the 10 B2C customers equipped by GRDF with hybrid

gas/electricity assets.

3 FLEXIBILITY OFFERS

This section presents the context of the project, the approaches made to customers to

contract out flexibility offers in specific geographic areas.

3.1 Context of the project

3.1.1 Current flexibility value pockets

Currently, flexibility can be monetized on several value pockets which have different

characteristics and can be combined under conditions:

TSO reserve mechanisms (ancillary services)

TSO balancing mechanism

SPOT markets (day ahead, intra-day)

Capacity markets and capacity tenders

Table 5 - Value pocket (1/2)

Frequence response Quick Reserve Complementary

Reserve

Customer RTE RTE RTE

Market size 560 MW 1000 MW 500 MW

Response time 10s <13 min <30 min

Activation duration 15 min max in 1

direction 30 min to 120 min 30 min to 120 min

Activation process Frequence deviation RTE activates the capacities according to its needs

for the grid balance

Contracting process Weekly call for tender Yearly call for tender launched in september Y-1 for

Y

Requested availability 24h/24 per weekly time

range

24h/24 per weekly time range (worked days or

7d/7)

Activations number unlimited Maximum 4 activations a day

fixed payment 150 k€/MW/year up to 24300 €/MW/year up to 16400 €/MW/year

floating payment 0 Depending on the

flexible asset



Table 6 - Value pocket (2/2)

Capacity call for tender Capacity market Energy Market

Customer RTE Market Market

Market size 1500 to 2500 MW NA 6,4 TWh (intraday)

105,8 TWh (day-ahead)

Response time <2h D-1 D-1 and H-1

Activation duration <2h NA NA

Activation process

RTE activates the

capacities according to its

needs for the grid balance

RTE activates capacity

on peak days NA

Contracting process

Yearly call for tender

launched in october Y-1 for

Y

NA NA

Requested availability

5d/7 at least during 6

consecutive hours

between 6 am and 8 pm

100% during peak days No commitment

Activations number 20 20 NA

fixed payment up to 13800 €/MW/year up to 9300 €/MW/year 0

Floating payment Markets value

The value of the flexibility for the TSO is currently decreasing. Indeed, the offered volume

is increasing while the need for flexibility is stable.

The flexibility on the energy market is linked to its volatility. Hence this value should

increase in the coming year as the development of renewable capacities should increase the

intraday and intraweek volatility.

3.1.2 Low value for local flexibility in France today

Grid management at an optimal level for the community leads Enedis to calculate grid

capacity so that it can cope with demand, even in certain degraded situations (i.e. loss of

equipment). Today, therefore, it is rare for Enedis not to be able to satisfy demand under

normal operating conditions.

A distinction needs to be made between two types of flexibility usage:

- Flexibility during operation under normal operating conditions (i.e. no incidents or

work in progress). This might correspond to a major spell of cold weather, for

example, where the distributor wishes to activate flexibility to relieve pressure on

the grids.

- Flexibility during operation under backup operating conditions (following an incident

or work in progress). These situations can generate stress even for lighter loads.

Operators can then apply for flexibility so that they can more easily restore supply

to customers who have been cut off.

Including flexibility in the range of operating options could allow operators to reduce

residual non-quality on the grid by limiting customer power cuts and raising the recovery

rate in the event of degraded operating conditions. It would make it possible to curb the use

of other solutions, such as generators, which Enedis sometimes uses to offset periods of

strain on the grid. Note that, for these solutions to have an impact on investment decisions



they will have to have an adequate reliability rate and the response times will have to be

sufficiently short for GRD to be able to activate the solution.

Value of flexibility

The value of flexibility depends on a number of factors, including its location on the grid.

This is because a facility's area of influence on the distribution grid is generally quite small.

A medium/high-voltage transformer has a maximum reach of around 50 kilometres.

Flexibility situated within the area of influence of a grid stress can be very useful, whereas

flexibility situated just a few dozen metres away, but connected to different facilities, may

lie outside the area of influence and so be of no use or value for grid management. Timing

is also very important. For example, flexibility on the grid may be very useful for covering

potential non-quality, but if it subsequently becomes more cost-effective to invest in grid

capacity to alleviate grid stress, then flexibility will no longer be of any value.

3.1.3 Low proportion of renewable generation and electric vehicles

Low proportion of distributed renewable generation

For France as a whole

The French law on positive energy regions for green growth sets an ambitious target of 40%

of electricity generated from renewable sources in 2030. The share of renewable energy in

national electricity generation currently stands at around 18% (in energy), thereof 5,5%

distributed solar and wind energy.

On average, electricity from renewable sources represents around 34% of the electricity used

in France (in power).

In France, growth in the renewable energy fleet is mainly related to solar and wind energy.

Table 7 - Breakdown of the French electricity-generating fleet by capacity and energy type5

Type of energy Capacity in MW % breakdown Energy in MWh % breakdown

Nuclear 63130 48 384021 72

Conventional/Fossil-fired 21813 17 45877 9

Hydropower 25479 19 63901 12

Wind power 11761 9 20724 4

Solar 6772 5 8271 1.5

Bioenergy 1918 1 8467 1.5

At regional level

On average, renewable energy production represented around 59% of the energy used in the

PACA region in 2016 (main contributors are hydropower generation which are connected at

the HV-level), due to a steep increase in local production. On average renewable production

on the grid represent around 11% on the MV grid.

The renewable energy fleet expanded by 6% in a year.

5 Data from the Electricity Review and Outlook 2016 for the PACA region, produced by RTE (https://www.rte-

france.com/sites/default/files/ber_paca_2016.pdf).

https://www.rte-france.com/sites/default/files/ber_paca_2016.pdf

https://www.rte-france.com/sites/default/files/ber_paca_2016.pdf



As a result, the region is home to the fourth-largest renewable energy fleet and the third-

largest solar energy fleet in France.

Table 8 - Breakdown of the PACA electricity-generating fleet by capacity and energy type5

Type of energy Capacity in MW % breakdown Energy in MWh % breakdown

Conventional/Fossil-fired 3229 42 10039 47

Hydropower 3225 42 9131 43

Wind power 50 1 109 1

Solar 945 12 1355 6

Bioenergy 292 4 789 4

Low proportion of electric vehicles

For France as a whole

Today electric vehicles are one of the solutions available for eco-responsible energy use.

The French law on the energy transition for green growth has laid down the goal of installing

7 million electric-vehicle charging stations by 2030 to boost the use of electric vehicles in

France.

Following the project "2016-2017: a charging station every 50 kilometres"6, France is now

equipped with around 13,000 EV charging stations. The "Chargemap" app helps motorists

locate charging stations on their route.

At end-2017, the proportion of electric vehicles in France was around 0.8%. This figure,

though very low, has been steadily rising since 2011 (cf. Figure 4). In 2016, the number of

registered electric vehicles increased by over 14.2%.

Figure 4 – Number of electric cars registered per year7

6 Data provided by the Promotelec association (https://particuliers.promotelec.com/fiche-projet/voiture-electrique-nouvelle-tendance-avec-des-bornes-de-recharge-qui-fleurissent-chaque-jour). 7 Data provided by the website: “Automobile proper” (http://www.automobile-propre.com/).



At local level

The Nice Côte d'Azur metropolitan area has a policy of developing electric mobility in the

area. It has run its "Auto bleu" fleet of electric cars since 2011, its new fleet of "Eccity

Motorcycles" electric scooters since May 2017, and it subsidises purchases of electric

vehicles.

There are around 100 EV charging stations8 installed in the communes covered by the NSV

project.

3.1.4 Flexibility offers addressing local and global services

The flexibility of the customers connected to the distribution grid can be used to meet either

local or global needs. Beyond the competition between a monetization at the local or global

level (see 3.1.1), there is an opportunity for cumulating the value of several mechanisms.

Depending on the Aggregator, the offers are considering several value pockets that can be

combined with local mechanisms designed with ENEDIS. Three combinations are considered:

1- Commitment of the flexibility on different mechanism but only one commitment for

a given period. Example: commitment on (1) the ancillary services between 8 am and

8 pm and (2) the DSO mechanism between 8 pm and 8 am. (Figure 5)

2- Commitment at the same time on several mechanisms with different sources of

flexibility (Figure 6)

3- Combination between a committing mechanism at the local level and a non-

committing mechanism at the global level.

Figure 5 - Multimechanism 1

Figure 6 - Multimechanism 2

8 Data provided by the Chargemap app (https://fr.chargemap.com/).

H1 H2

P2

P1

H1 H2

P2

P1



3.1.5 Expected recruitment difficulties

The recruitment of B2B customers in Nice Smart Valley is hampered by several points:

Competition with other flexibility mechanisms: In France, consumers can already

monetize their flexibilities on different mechanisms such as the TSO ancillary services

or the energy and capacity markets. The main value is currently coming from the

TSO. Amongst the B2B customers, those which are aware of their flexibility value are

usually monetizing it from January to December with the same Aggregator.

Moreover, those mechanisms are currently exclusive. It is not possible to arbitrate

between TSO mechanisms and other value pockets. Therefore, as B2B customers are

expecting at least the value provided by the TSO, the offers developed within Nice

Smart Valley must be competitive with the TSO revenue streams. At the same time,

due to the abovementioned context the value of local flexibility is very low today.

Small local market size: There are only 144 B2B customers using more than 250 kVA

in the experiment zone. This is very small considering a lot of them do not have

flexible process or appliances. Regarding the gas/electrical flexibilities, they require

the presence of the gas network at the customer premises, which reduces even more

the number of potential customers (see paragraph 4.2 for more details about gas

customer potential). This also applies to B2C customers.

Little knowledge and/or interest for those offers: The customers which are still not

monetizing their flexibility are either not aware of their flexibility either not

interested by the current value. In both case, those customers are not easy to

onboard in the demonstration.

Those difficulties are not specific for Nice Smart Valley. They are a key attention point for

the flexibility development at the local level which requires long term customer interest for

such products.

The Demonstrator Nice Smart Valley aims at assessing the conditions for the local flexibility

development, in the context of the ongoing energy transition, taking into account the

increasing share of distributed renewable energies and the development of e-mobility.

3.2 Gas/electrical flexibility (GRDF)

Nice Smart Valley demonstrator has selected three appliances to provide gas/electrical

flexibilities:

Internal Combustion Engine (ICE) microCHP which produces power and heat thanks

to gas engine coupled with a power generator. Electricity production can be activated

according to grid needs.

Hybrid boiler which contains a condensing boiler and a power heat pump, dedicated

to individual houses. During winter, flexibility is generated thanks to the boiler, when

heat pumped is switched off by aggregators. During warm season, flexibility can be

achieved thanks to classic curtailment if there is a cooling need.

Hybrid roof top unit which also contains boiler and heat pump with air circulation,

dedicated to commercial buildings, especially for large volumes. Same flexibility

logic as the hybrid boiler.



To define aggregators’ offer, the flexibility characteristics of gas appliances have been

defined. The table below summarizes the gas appliances ability to be flexible and their

characteristics, which have been validated together with aggregators. Global objective is to

have around 100 to 150 kWe of gas / electrical flexibility.

Table 9 – Gaz appliances ability to be flexible and their characteristics

ICE microCHP Hybrid boiler Hybrid roof top unit

Power available for flexibility

Power production will be definitely decided according to the test site needs (CHP represent usually 15 to 30% of the basic heating need)

1 to 2 kWe depending on the status of the heat pump, as system can modulate. A heating need with a relatively warm outside temperature is needed in winter (if not, the condensing boiler will be already running). A cooling need is needed in summer.

According the test site need and the modulation, the flexibility power will be between 7,5 and 42,9 kWe. A heating need with a relatively warm outside temperature is needed in winter (if not, the condensing boiler will be already running). A cooling need is needed in summer.

Minimum activation length (to avoid lifetime decrease)

30 min 30 min 30 min

Maximum activation length

4h during winter season (excess heat during curtailment will be stored in a water tank) 1h during no heating seasons, only if there is a Domestic Hot Water need in the building

No limit during winter The only limit during summer will be not to excess 2° over the heat pump setting point.

No limit during winter The only limit during summer will be not to excess the heat pump setting point.

Ramp up (there will be a 3 minutes notification delay before effective activation)

2 minutes if the engine is warm enough / 20 min if engine has been stopped more than 3h

Immediate Heat pump : 10 min Boiler : 4min

Delay between two activations

1h 1h 10 minutes max



3.3 EDF’s flexibility offers

The introduction of flexibility offers is based on a simple observation: renewable energies

are expanding massively, as well as new uses (e.g. electric vehicles). But the current

distribution system was not originally built from this perspective and to cope with this level

of consumption. That is why the distribution systems face difficulties of:

- electricity production storage;

- balancing supply and demand in the event of electricity consumption peaks.

These factors result in major investments in the grid and a risk of customer power cuts.

Hence the need to be flexible.

The B2C customer offer:

Various studies performed by the sociologists of EDF R&D show that four tools are

conventionally identified as being effective in actioning flexibility:

1. Variations in the cost of electricity such as the critical peak price: without associated

management tools, critical peak prices lead to reductions of approximately 15% in

consumption.

2. Direct load management: taking control of the load seems, on the face of things, the

best solution, offering predictability, security and immediacy. Direct control of the

load is seldom present in recent flexibility experiments. And yet it is very effective,

because OPCO (a programme in Brittany) generated load shedding of approximately

50%.

3. The combination of a tariff and an automated system: whether it be controlled by

the electricity operator or by the inhabitant, self-consumption is a significant lever

of flexibility. Combined with a price tool, it can double load shedding by comparison

with tariff offers only. Moreover, the handling of consumption adjustment by

automatic control gives households peace of mind. However, for these automated

systems to work, they must be accepted by households and incorporated into their

everyday routine. The issue of promoting them in housing is therefore key.

4. Behavioural flexibilities by implementing a relationship management programme

encouraging customers to reduce their energy consumption or postpone it manually.

Within the framework of Nice Smart Valley, we have selected solution number 4 whose cost

is in line with the low mean value of local flexibility estimated by ENEDIS.

In 2018, we proposed a behavioural offer to our customers based on experience feedback

from the European City Opt project (the aim of which was to facilitate the design and

management of energy systems in districts and cities by the development of digital

applications). The results showed that households are receptive to behavioural incentives to

reduce or postpone their consumption (Deliverable D32: “Nice Demonstration”). This type

of programme proposed in City Opt allowed households to become aware of energy issues.

It also appeared important to integrate this project into a collective approach and to

communicate, throughout the project, around "events" and incentives, on individual but also

general results.



We shall start from these conclusions to establish, initially, a solidarity energy community

by actuating a relationship management programme:

- My load shedding effort for myself alone has only a limited impact on my

consumption.

- But if we combine all the efforts of the community then the impact is leveraged.

- And if this community effort was extrapolated to a broader zone (commune,

"département", region, the whole of France) then this effort is very visible.

Three challenges:

- Manage to recruit a community of experimenters without direct financial

remuneration.

- Coordinate this community over the long term.

- Establish tools so that customers may understand and monitor their consumption.

This relationship management programme should enable customers to reduce or manually

postpone their electricity consumption temporarily following a request made either the day

before or with two hours' prior notice.

This programme should make it possible to:

create a feeling of belonging, and stimulate action by participation in a

collective experiment;

stimulate individual action and its recognition.

involve the customer thanks to an incentivizing and amusing mechanism by

rewarding load shedding efforts through the introduction of SMART POINTS.

The principle of SMART POINTS:

1. If the customer significantly reduces their consumption whenever activated, they

earn SMART POINTS.

2. Load shedding and flexibility actions have a value depending on the effort that they

require of customers.

3. The accumulation of individual points gives access to a status visible to all in order

to encourage participation.

4. The SMART POINTS unit can encourage individual effort, but also give collective

markers to the extent that the SMART POINTS obtained following each individual

action are input to a collective endowment resulting from the sum of all the SMART

POINTS accumulated during the experiment.

For the award of these SMART POINTS, the experimenter will have access to a web

platform enabling him to monitor the impact of his actions and those of the entire

community of experimenters. The Smart Points will be accumulated as actions are

performed during the experiment time. At the end of the experiment, all the SMART

POINTS won by the community of experimenters may be converted into a financial

endowment to contribute to the financing of an innovative project in mainland

France. This innovative project should be identified by EDF by 30 June 2019 at the

latest.

Throughout the programme, EDF will check:

that customers adopt the approach;

that their actions are sustainable;

that they do not become weary of the activations involved;

the effectiveness of their actions by analysis of the load curves.



The activations will be requested starting on 1 July 2018.

- either the very day of the load shedding with a minimum of two hours' prior notice;

- or the day before load shedding D-Day with prior notice at the latest at 6.00 pm for load shedding the next day.

The activations may be applied each day of the week except on Sundays and legal holidays.

The activations will be requested by EDF in the form of an email accompanied by the sending

of an SMS to the number(s) submitted by the Participant.

Over the experiment period, EDF will request 20 to 60 load shedding operations of the

Participant, with a frequency adapted to the seasonality:

May to September (summer): at most 30 days' activation;

October (mid-season): at most 5 days' activation;

November to March (winter): at most 20 days' activation;

April (mid-season): at most 5 days' activation.

For each day, the load shedding will be requested in the following time slots:

One load shedding operation in the 6 am to 8 am time slot;

One load shedding operation in the 12 o'clock to 2 pm time slot;

One load shedding operation in the 6 pm to 8 pm time slot.

B2B customer:

Same diagnostic as for B2C customers, low value of local flexibility from which the customer

could be allowed to profit.

We propose two methods of participation:

Customers will manually switch off all or part of certain electricity uses (as of

2018);

Customers may agree that some equipment be remote controlled (as of 2019).

The experiment will concern at least 20 activations per year in accordance with the following

procedures:

either the same day, with a minimum of two hours' prior notice;

or at the latest at 6.00 pm on the day before load shedding D-Day (prior notice)

for load shedding the next day.

EDF proposes a number of activations which may differ from those of ENEDIS (number of

activations acceptable by customers taking into account annual shutdowns).

The load shedding operations may be performed each day of the week except on Sundays

and legal holidays. EDF has chosen not to activate customers on legal holidays (an activation

by ENEDIS may occur on legal holidays).



In winter, over the period from 1 November 2018 to 31 March 2019 inclusive:

At most 15 (fifteen) load shedding operations during the period;

From 6 pm to 6 am the next day.

In summer, over an initial period from 1 July 2018 to 30 September 2018 inclusive and a

second period from 1 May 2019 to 30 September 2019 inclusive:

At most 15 (fifteen) load shedding operations during the period;

From 12 o'clock to 2 pm.

In the between-season period, over an initial period from 1 October 2018 to 31 October 2018

inclusive, a second period from 1 April 2019 to 30 April 2019 inclusive and a third period

from 1 October 2019 to 31 October 2019 inclusive.

At most 3 (three) load shedding operations in each period;

From 4 pm to 6 pm.

The load shedding will be requested in the form of an email accompanied by sending an SMS. The name and logo of the participant firm will be incorporated in the Nice Smart Valley

website (pending confirmation by the ENEDIS announcement), and the firm may, in addition,

be called on for communication activities (interviews, publications, etc.).

The showroom, located on Promenade des Anglais, may be reserved by the participant for

communication activities with its employees, customers or partners, provided that the

premises are available.

The participant will also be awarded a label to attest their engagement and participation in

a flexibility experiment. The award of this label and its updating during the experiment

(taking into account the measured flexibility results) will be a subject of communication: an

official document, press release, official label award event will come to serve the CSR policy

of the company.

An "Engagé dans Nice Smart Valley" logo (Engaged in Nice Smart Valley) will also be proposed

to enable each participant to communicate proactively on their participation.

Moreover, as the project progresses, the participant will be informed, via a six-monthly

newsletter and communication by EDF of the value of the load shedding that it has achieved,

and this within five working days following each load shedding operation.

Finally, at the end of the experiment, in the first quarter of 2020, EDF will provide an

individual assessment of the load shedding operations.

EDF will also propose meetings to raise awareness of energy savings among the participant's

employees: an approach parallel to the experiment, which can engage all the employees in

energy saving measures, for the benefit of all.

3.4 ENGIE’s flexibility offers

This section is confidential.

Abstract: For B2C customers, ENGIE is considering hybrid gas/electricity boilers. Those

boilers can either work in gas mode or in electric heat pump mode. The normal mode is



working with electricity. Therefore, when required, ENGIE can switch the boilers to the gas

mode and hence reduce the electricity racking from the grid.

For B2B customers, ENGIE is considering offers for the following flexible assets: backup

engine, local generation assets such as CHP and flexible process.

ENGIE is testing two kinds of offers including or not customers commitments. Moreover,

ENGIE is testing the interest of the customers to be remunerated trough services instead of

money.

4 RECRUITEMENT STEPS

This section sets out the different steps in the recruitment process for customers in the areas

covered by the project: from identifying potential customers to the methods used by EDF,

ENGIE and GRDF to recruit customers, through to customers' signature and the installation

of facilities, if applicable.

4.1 Potential customers identification

4.1.1 Preliminary customer-based mapping (GRDF)

One objective of GRDF within the Nice Smart Valley demonstrator is to provide flexibility to

the local electricity network with gas technologies. Therefore, the targeted customers for

gas/electrical flexibilities have to be connected to the local gas network. The gas network

distributes 2 areas of the Nice Smart valley demonstrator, namely the “plains of the Var”

and the “Nice Airport”. GRDF is the Gas DSO for these areas and has the knowledge of the

gas network mapping.

The very first step of the potential customers’ identification is therefore to identify the gas

customers within the Nice Smart Valley area. Three steps were required to achieve this

identification:

Step 1: mapping of the Nice Smart Valley area Based on the list of B2B electric customers in the Nice Smart Valley area provided by ENEDIS,

GRDF mapped these data thanks to Q-GIS software. The following map has been obtained

and was considered as the Nice Smart Valley area.



Figure 7 - Nice Smart Valley area obtained after mapping of ENEDIS data

Step 2: Identification of gas customers within the Nice Smart Valley area, geocoding and geospatial

analysis The gas customer’s data are stored in several different databases depending on the

customer’s consumption profile. Once all the required data are collected and gathered, they

are converted into GPS coordinates and merged onto the Nice Smart Valley area map.

Existing gas customers are taken into account but also potential customers close to the gas

grid as gas connection could be considered for those who are close enough to the gas grid.

Afterward, a geospatial analysis consisting in reducing the number of potential customers

based on building types and expert’s knowledge leads to select a reduced target of potential

sites where the gas/electrical technologies could be installed for the Nice Smart Valley

demonstrator.



Figure 8 - Merging of Nice Smart Valley area map with gas network data (in red)

Step 3: Mailing to the potential customers

Two specific mailings (one for B2B customers and one for B2C customers) were sent to the

targets identified thanks to the previous steps to explain the objectives of the project and

grab interest of potential customers.

4.1.2 Size of activation area for the DSO

Problematic of the constraints location on the distribution grid

Feedbacks of previous smart grid projects demonstrated how difficult it is to assess/simulate

the state of the grid if the flexibilities are too dispersed. The main risk is that the flexibility

activation cannot be predicted and/or verified by Enedis through a statistic analysis.

Response to the problematic

EDF and ENEDIS have agreed that EDF will mostly recruit B2C customers connected to the 20

secondary substations with the most customers. These substations have been selected by

ENEDIS in the area of influence of the associated source substations.

With an adequate recruitment rate, it will be possible for EDF to supply offers to ENEDIS

comprising sufficient diversity. It will be possible to view the activation of these offers

through the load curves, and its location will be more predictable.

4.1.3 Data supplied by Enedis to facilitate recruitment

Customers connected to the LV and MV grid into the complete perimeter

Initially, Enedis has extracted and sent - to the aggregators - the addresses of all the clients

(B2B and B2C) into the complete Nice Smart Valley’s area. Enedis has provided one map by

primary substation to help the aggregators to prospect flexibility.

Customers connected to the LV grid into the restricted area for EDF B2C customers

ENEDIS’ customers

Nice Smart Valley area

1st Spatial filter : onlycustomers close to

the gas network are considered (<35m)

2nd Spatial filter : onlycustomers within the

Nice Smart Valleyarea are considered



In order to concentrate the flexibility on the grid for Enedis purpose, and allow EDF to mostly

recruit on restricted areas, Enedis has sent either addresses (for 10 secondary substations)

or shapes on maps (for 10 other secondary substations) depending on the nature of the area.

Nice Smart Valley’s perimeter in a few figures

Table 10 below recapitulates the number of customers into the perimeter of the French

demonstrator.

Table 10 – Number of customers into Nice Smart Valley

Customers connection Area Number of customers

Medium Voltage Complete 144

Low Voltage Complete ~28000

Low Voltage

Restricted

(as

explained

in 4.1.2)

~4500 (included into the

large area)

4.2 Preliminary work for gas/electrical flexibilities

The potential customers’ mapping previously undertaken and detailed in section 4.1.1 leads

to identify a target of 700 B2C potential customers and 300 B2B in the Nice Smart Valley

area. Based on empirical knowledge, the renewal rate for existing gas appliance is about 2%.

In other words, around 15 B2C clients and 6 B2B clients could be interested in participating

in the Nice Smart Valley demonstrator by purchasing and installing a gas appliance.

The aim of GRDF is to provide aggregators with 150 kW electrical of gas/electrical

flexibilities which represent around 10 B2C clients and 4 B2B clients.

As the gas/electrical flexibilities required an important investment on customer’s side, a

specific subsidy provided by GRDF was decided in order to help with the recruitment.

In addition to this subsidy, a specific recruitment process has been set up and is described

below.

4.2.1 B2C clients

Customers interested to participate in Nice Smart Valley demonstration were invited through

a mailing to call a specific GRDF phone number. These potential customers were forwarded

with basic information to local installers, selected by GRDF, to pre-validate the feasibility.

A second visit led by GRDF was organized to validate the technical feasibility: possibility to

install the appliance and to communicate with it.

Finally, 10 customers were shortlisted based on objective criteria and the contractual phase

with the installers could start.

4.2.2 B2B clients

B2B customers in the Nice Smart Valley area have received the mailing and were invited to

contact GRDF. A dedicated visit led by GRDF was organized to present the Nice Smart Valley

demonstrator and check the technical feasibility of the project.

Meetings were conducted and led to identify several sites with heating systems renovation

planned in the next 2 years.



Depending on technical parameters, GRDF evaluates if the energy needs of the site match

the gas appliances selected for the purpose of the experiment.

When needed, specific studies are carried out (dynamic thermal simulation, sizing studies)

to assess the heat demand and size the heating appliance.

4.3 Recruitment implementation

4.3.1 B2C clients

Based on the general communication campaign deployed by ENEDIS, EDF is currently

conducting a recruitment campaign in the experiment zones defined by at deliverable 9.1

and at §2.1.1.

This recruitment campaign is based on the following communication strategy:

MAKE KNOWN

MAKE UNDERSTOOD

MAKE ACCEPTED

Figure 9 - Communication Strategy

And on the following communication channels:

- A field communication campaign with two main features:

- A billboard campaign: A3 posters placed in entrance halls and corner stores, door

hangers distributed to the doors of private houses in the experiment zones.

- An emailing campaign with reminders and possibility for the prospective customer

of being called by EDF for more information.

- A telephone campaign by outgoing calls;

- A publication campaign in the Nice Matin daily newspaper (to be confirmed by the

national paper);

- Activation of networks: sending of a tweet from the @EDF_PACA account.

The field communication campaign:

This field recruitment was carried out mainly in market zones, at school exits (speaking with

parents sensitive to environmental aspects), a round among shopkeepers to make them

ambassadors inasmuch as private customers, and among the inhabitants by door-to-door

prospecting in the targeted zones (distribution of flyers and door hangers).

This field recruitment will emphasize local pride at taking part in an experiment of international scale.



Creation of a flyer for distribution during the field campaign: Organization of an email address and a phone number enabling prospective customers to find out more about the experiment: [email protected] / 07 76 71 66 21

Front

Back

Figure 10 - Nice Smart Valley EDF flyer

mailto:[email protected]



The billboard campaign:

A3 poster: distributed in corner stores and local markets

Figure 11 - Nice Smart Valley EDF poster



The emailing campaign with reminders:

Figure 12 - Nice Smart Valley EDF email

Establishment of indicators enabling us to monitor the performance of the outgoing emailing campaign: The telephone campaign by outgoing calls:

Various types of outgoing calls are made with associated call scripts:

Outgoing calls following incoming calls by the prospective customer who has

viewed an EDF publication;

Outgoing calls instigated by us following an expression of interest by a

prospective customer;



Outgoing calls to prospective customers by EDF telemarketing consultants

exploiting enriched files.

The outgoing calls are all generated based on the following scheme:

Figure 13 – Outgoing calls scheme

Initial contact

Presentation of the approach

Registration

Reply to customers objections



A publication campaign in the “Nice and Var Matin” daily newspaper

An insertion in the daily press Nice and Var Matin on June 4th and 11th.

Figure 14 - Daily press insertion



Activation of social networks:

Sending of a tweet on 19 April from the EDF_PACA account:

Figure 15 - Nice Smart Valley EDF Tweet

ENGIE


Abstract: ENGIE is currently recruiting the B2C customers equipped by GRDF with hybrid

gas/electrical appliances.

4.3.2 B2B clients

The recruitment target is 20 firms for EDF.

An initial file of about sixty plants has been established, based on sales personnel files and

validated by Marketing; it comprises firms in the areas concerned having a subscribed

demand exceeding 100 kVA.

An initial visit to each of these customers is made by the Nice Smart Valley recruitment

manager for B2B.



The aims of this first appointment are to:

- describe Nice Smart Valley to the potential participant; - gather their impressions on the subject; - present to them the possibilities in return, depending on their expressed impressions; - where applicable, start thinking about potential processes for complete or partial

disconnection, and for what electric power capacities and/or its appeal for a dual-energy solution;

- Agree on a second appointment of at least one hour to fill in the Label questionnaire.

Following this first appointment, EDF sent a summary email: observation of failure to meet

the participation criteria, or confirmation of the date of the second appointment.

ENGIE


Abstract: For B2B customers, ENGIE developed communication channels such as brochure,

web site, movies in order to convince small B2B customers which are not already involved

on Demand Response Program, to be part of the experiment.

4.4 Technical feasibility validation

EDF

EDF's behavioural flexibility requests are sent to B2C and B2B customers by SMS and by email.

This technical solution, chosen due to its low cost (consistent with the low value of flexibility

for the distributor) is reliable and poses no technical problem.

ON-OFF management of the equipment (hot water cylinder) independently of the tariff grid,

as envisaged for the 2019 experiment based on the Linky meter's dry contact, has been

validated by EDF within the framework of the European Grid4EU5 project (dD6.6 “Halfway

assessment of smart solar district” and “Spotlight 10 on residential clients’ PV” integration

flexibilities in the Demo6).

ENGIE


Abstract: ENGIE assess the flexibility characteristic in order to design the technical solution

and to propose a compensation to the customer according to the flexibility which is

technically available.

4.5 Contracting

This section describes the contractual and legal aspects of contracting between the

aggregators and the customers.

EDF

The B2C and B2B customer agreements present the Nice Smart Valley project and specify

the conditions and procedures based on which the participant will contribute to the

experiment.



They define the activation procedures (sending and format) and the role of each of the

parties (consent to monitoring of Linky data, participation in energy load shedding, etc.).

Lastly, they give indications regarding the procedures for cancellation of the agreement by

either of the parties.

For B2C customers, EDF has completely dematerialized the process of sending and signature

of the agreements.

For B2B customers, the agreements will be signed during appointments with prospective

customers.

Consent to use customer data and reporting of data processing:

EDF assigns very great importance to the use of customer's personal data and has established

a procedure complying with the new General Data Protection Regulation (GDPR).

ENGIE


Abstract: specific contract are used for this demonstrator by ENGIE.

4.6 Installation phase

EDF

The behavioral offers experimented in 2018 require the installation of no equipment by EDF.

In 2019, ON-OFF management of hot water cylinders based on the Linky meter dry contact

will require no installation. The experiment will address customers whose hot water cylinder

is already controlled by the Linky dry contact, based on the tariff grid (cylinder switched on

in off-peak hours).

In 2019, the ON-OFF management of electric vehicle recharging terminals based on the Linky

meter's dry contact will require merely a cable connection between the meter and the

recharging terminal.

GRDF

The flexibilities involved in Nice Smart Valley are provided by gas appliance which can either

produce electricity (micro/mini cogeneration) or switch off the electric heat pump to run

only on gas (Hybrid boiler and hybrid rooftop).

For this purpose, a dedicated box is installed on each recruited customer premises, allowing

agregators to remotely control the appliance.

ENGIE


Abstract: ENGIE install all devices which are required for the flexibility operation.



5 RECRUITEMENT RESULTS AND ANALYSIS

EDF


Abstract:

B2C

Our recruitment was based on the following actions:

Mass communication campaign with a daily press insertion (Nice and Var Matin)

Activation of social networks

Field communication campaign

Emailing campaign with reminders

Telephone campaign by outgoing calls

At 20 June 2018, we received 206 intents to participate in the Nice Smart Valley project in

the B2C segment, but only 29 agreements have been signed.

We have set up an electronic signature system requiring the prospect to first enter their

PDL/PRM (Point de Livraison or Point Register Meter identifying the customer’s meter). This

mandatory data appears to be an obstacle to signing the agreement, even though we clearly

tell the customer where to find this number on their bill. The PDL/PRM number will later on

be indispensable to ask ENEDIS for a subscription to the customer’s load curves needed to

calculate the actual load shedding.

In order to increase the chance of converting intents to participate into an agreement

signature, we are now systematically proposing help for the signature: o Direct support if the prospect is on line o Later telephone appointment to help them sign o Face to face appointment to have them sign the agreement in print format

We intend to organise public meetings with the mayors of the relevant municipalities.

Lastly, at this time we still have not explored the areas of Carros / Nice West and St Laurent

du Var. The areas of St Jeannet, Guillaumes and Isola also remain to be explored. We are

awaiting the start of Linky meter installations before doing so.

B2B:

Unlike the B2C segment, there was no mass communication, but rather personalised

communications: emailing, telephone contacts, face-to-face appointments.

The buy-in of the decision-maker (general manager or elected official) is a must, on this

recruitment campaign.

Regarding the dual energy flexibility offers, some sites with whom we met during the

recruitment process for these behavioural offers, expressed an interest. We gave them the

details of the GRDF contact person.

ENGIE

ENGIE has currently contracting with B2C customers contracted by GRDF. On the B2B market,

ENGIE has currently 6 prospects representing around 1,5 MW of flexibility.



Recruitment of B2B clients is complex for several reasons:

- As ENGIE has only a few clients in the experimental zones (as power supplier), new

clients have to be found and contact with them has to be created. However, for those

consumers which are not used to monetize their flexibility, they hardly understand

that the aggregator is not necessary the energy supplier.

- Recruitment period (between march and june) is not suitable for client’s availability

and engagement. The customers already knowing how to monetize their flexibility

are already committed with other aggregators on TSO value pockets. For the other

customers this period is unusual for energy matters contracting and they have little

time for this.

- The customer on the demonstrator area are not used to monetize their flexibility

with an aggregator and they have some fear at the beginning about the impact on

their process. Therefore, it takes a lot of time to explain and reassure them.

- For a lot of B2B customer the decision is not at the local level but at the center

purchasing division level. This implies long decision process which is still in progress

by our prospects.

- On top of that, the main difficulty is that beyond all those difficulties, the value for

the customer is small while the offer is complex. It is difficult to get their interest

on a pure flexibility monetization offer. The local aspect of the project (“as a

company, you can support the local grid”) or the “green” aspect of the product has

a little impact. The competitivity is key for the B2B customer. Therefore, a complex

offer bringing few moneys but which is potentially risky didn’t interest the customer.

This is the reason why, ENGIE had to extend the offer perimeter to energy efficiency

in order to get the customer interest. The customer is a priori interested but it is

difficult to lead him until the end of the contracting process.

GRDF

As the gas technologies tested in the project have yet a limited presence in the French

heating market, GRDF had to find customers willing to purchase and install these

technologies at their premises. It has to be noted that in the future, the penetration of these

gas technologies in the market will be a pre-requisite for gas/electrical flexibilities

deployment.

The difficulties encountered by GRDF while searching the demo sites were linked to:

- The investment cost of the tested gas technologies compared to reference solutions

and the insufficient support mechanisms or lack of visibility on the sustainability of

these subsidies in the long term

- A very limited number of gas customers on the demo area having a renovation project

compatible with the planning of the project and the tested gas technologies

- A long decision-making process for B2B customers (public authorities and private

companies)

- No existing remunerative flexibility offer at the time of GRDF's recruitment that could

justify the extra cost of gas technologies.

Given these obstacles, it was virtually impossible to recruit a sufficient number of customers

on time without providing them with a substantial subsidy. Adding to this, some brakes were

observed on the customer's side:

- A complex and technical project that is difficult to popularize, with the aggregator

as a completely new actor whose role is not easy to grasp

- Some expressed fears regarding the experimental nature of the project and therefore

the reliability of the tested gas technologies



- Arguments linked to the power network support that are not decisive

Several positive points linked to the recruitment have also to be underlined:

- Decisive arguments for B2C customers: high-performance nature of gas solutions,

reduction in energy bills, no impact of gas/electrical flexibilities on customer's

thermal comfort

- Decisive arguments for B2B customers: positive outcomes in terms of communication,

increased energy efficiency, possibility to produce its own electricity with CHP,

adequacy of the project with an ambitious CSR policy

- Key role of the heating industry in finding customers (installers, building consultants)

thanks to relationships of trust established with their customers and no disruption in

their business activity

Finally, the recruitment process ended with:

- 10 B2C customers equipped with hybrid boilers representing a total of 15 kWe of

flexibility

- 2 B2B customers: one for a hybrid rooftop unit and one for a mini-CHP unit for a total

of 175 kWe of flexibility.



6 COMMUNICATION STRATEGY TO PROMOTE THE PROJECT

According to a well-defined strategy, the first goal of communication is to support and facilitate the progress of the Nice Smart Valley project. It also aims to explain and promote the project to all types of audiences, nationally and internationally. Next sections deals with communication strategy into Nice Smart Valley.

6.1 The identity of the French project

The French demonstrator of the European InterFlex project was officially named “Nice Smart Valley.” to underline its local anchoring. In fact, Nice Smart Valley will take place on several geographical areas of the Alpes-Maritimes, and on a part of the Metropolis Nice Côte d’Azur territory. Nice Smart Valley aims to position itself on an innovative territory ready to accommodate new Smart Grids experimentations. The term “valley” refers also to the “Plaine du Var Ecovalley”, an operation of regional interest at the heart of the perimeter of Nice Smart Valley. The name of Nice Smart Valley has become officially public on 26th April 2017, in the presence of Christian ESTROSI, Mayor of Nice.

The symbol, which looks like an elongated 8, was invented by mathematician John Wallis in 1655. It represents the permanence and continuity of service, the notion of infinite energy. It is often associated with the notion of alliance, a strong union between different entities. The graphic symbol changes from

blue (wisdom, serenity, truth...) to green (conciliation, hope, transparency, nature, etc.).

6.2 Local events

Conference Innovative City Convention 2017

In the occasion of Innovative City on 5th and 6th last July in Nice, the French smart grid

demonstrator Nice Smart Valley was present on the stand of Metropolis Nice Côte d’Azur via

a motion design video explaining the function of the experiment.

Nice Smart Valley made the audience discover the smart electric system of tomorrow

through a panel discussion on 5th in the presence of Christian Tordo, Deputy mayor of Nice,

metropolitan advisor and vice-president of EPA and the strategic directors of each industrial

partner.



Figure 16 - Panel discussion at Innovative City Convention

Forum Industria The Forum Industria, a business to business matchmaking event has been held in Cagnes-sur-Mer on 22th and 23th November 2017. Nice Smart Valley exhibited during two days in order to exchange about the project and find potential business partners. Organized by the Smart Grids Club of the Chamber of Commerce and Industry Nice Côte d’Azur, Nice Smart Valley participated in a round table discussion around the energy efficiency and the recruitment of clients.

6.3 Show room

Located in a building on the Promenade des Anglais in Nice, the showroom of Nice Smart

Valley is dedicated to explain and promote the project, including on an international scale.

The main idea is to use innovative pedagogical tools: the visitor is able to better understand

by doing instead of only listening and reading. By employing the latest virtual and

augmented reality technologies, the visitors can immerse themselves in the demonstrator's

operation, discover the latest technologies and visualize the data platforms at the heart of

the smart city. The visitor can play the role of grid manager, aggregator and prosumers.

This new immersion site fostering pedagogy through action and immersion was inaugurated

on 20th of December 2017 in the presence of around 100 people including the Mayor of Nice,

the president of the Nice Côte d’Azur Chamber of Commerce, several mayors and

representatives of the academic sphere.

The showroom aims at facilitating customers’ recruitment for EDF, ENGIE and GRDF.

Figure 17 - First pictures of the show room’s experiences

Since the beginning of the year, the showroom has welcomed many audiences of different profiles: companies, foreign delegations, consortium members, academic, and institutional.



Figure 18 – Different visits of the show room

Figure 19 - Visit of the Executive Director of Cités Unies France (20th February)



Figure 20 - Visit of the Burkina Faso Ambassador (13th April)

6.4 Press releases

Five articles were published about the inauguration of Nice Smart Valley’s showroom:

- Nice Matin Eco Le showroom de Nice Smart Valley inauguré http://www.nicematin.com/economie/le-showroom-de-nice-smart-valley-inaugure-194129?t=NmUwYWRhODU4Y2I3ZDc5ZGRmMTNiNTNmNzBhMjQ5MWVfMTUxMzg1MzA0ODczNV8xOTQxMjk%3D + printed version published in the “éco” magazine on Monday 15 January 2018

- Le Moniteur Smart grids: le démonstrateur Nice Smart Valley se dévoile et entre en phase d’expérimentation

https://www.lemoniteur.fr/article/smart-grids-le-demonstrateur-nice-smart-valley-se-devoile-et-entre-en-phase-d-experimentation-35142361?utm_content=buffer1cd63&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer

- La Tribune Bulletin Côte d’Azur [VIDEO] Bienvenue à Nice Smart Valley https://tribuca.net/numerique_27779647-video-bienvenue-a-nice-smart-valley

- AVEM Le véhicule électrique, champ d’expérimentation de Nice Smart Valley http://avem.fr/actualite-le-vehicule-electrique-champ-d-experimentation-de-nice-smart-valley-6851.html

http://www.nicematin.com/economie/le-showroom-de-nice-smart-valley-inaugure-194129?t=NmUwYWRhODU4Y2I3ZDc5ZGRmMTNiNTNmNzBhMjQ5MWVfMTUxMzg1MzA0ODczNV8xOTQxMjk=







https://tribuca.net/numerique_27779647-video-bienvenue-a-nice-smart-valley

http://avem.fr/actualite-le-vehicule-electrique-champ-d-experimentation-de-nice-smart-valley-6851.html

http://avem.fr/actualite-le-vehicule-electrique-champ-d-experimentation-de-nice-smart-valley-6851.html



- Green Univers

Flexibilité : Interflex entre dans le vif du sujet à Nice https://www.greenunivers.com/2017/12/flexibilite-interflex-entre-vif-a-nice-173624/

6.5 Synthesis of communication KPIs

The Nice Smart Valley 2018 communication action plan revolves around four main objectives: increasing awareness, explaining experiments (pedagogical aspect), helping customers’ recruitment, being present at smart grids / smart city shows (visibility)

Public relations Social medias Web site www.nice-smartvalley.com

Press Showroom visits

6 fairs

1733 Twitter followers @nicesmartvalley

1080 users

1 press release

80 visitors

3652 seen pages 11 visits

45 tweets 1557 sessions

(2,35 pages/session)

1 press kit 3 Trainings

3578 twitter profile visits

7 press articles 1.43% International visitors

* Figures relayed from 2017 5th December to 2018 19th April

Recruitment communication plan The communication group supports the recruitment of customers using different tools such as:

- Recruitment text intended for local authorities and published on the Nice Smart Valley website http://nice-smartvalley.com/fr/news/participez-a-lexperimentation-nice-smart-valley-et-devenez-un-smartcitoyen/

https://www.guillaumes.fr/participez-a-lexperimentation-nice-smart-valley-et-

devenez-un-smartcitoyen/

http://www.maireinfo06.fr/actualite/preview/81

http://www.mairieisola.com/2018/04/participation-experimentation-nice-smart-valley/

- A press release

- Business forum at the CCI Nice Côte d’Azur under preparation

- The creation of a comic book: under preparation

- Editorial strategy for social medias

http://nice-smartvalley.com/fr/news/participez-a-lexperimentation-nice-smart-valley-et-devenez-un-smartcitoyen/

http://nice-smartvalley.com/fr/news/participez-a-lexperimentation-nice-smart-valley-et-devenez-un-smartcitoyen/

https://www.guillaumes.fr/participez-a-lexperimentation-nice-smart-valley-et-devenez-un-smartcitoyen/

https://www.guillaumes.fr/participez-a-lexperimentation-nice-smart-valley-et-devenez-un-smartcitoyen/

http://www.maireinfo06.fr/actualite/preview/81



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