Smart Grid

2013 Global Impact Report

Research provided by:
2013 Global Impact Report | 3
Smart Grid
Global Impact Report 2013
4 | 2013 Global Impact Report
Written by Dr Philip Lewis, CEO VaasaETT
Research provided by VaasaETT
Designed in San Francisco, CA
Copyright 2013 Ventyx, an ABB Company
All rights reserved.
Your complimentary copy of the
2013 Smart Grid Global Impact Report
provided courtesy of Ventyx.
6 | 2013 Global Impact Report
Utilities are under signicant pressure
to deliver more power more reliably,
efciently and sustainably.
To meet the worlds future energy needs,
utilities are under signicant pressure
to deliver more power, more reliably,
efciently and sustainably, while at the
same time reducing and managing demand.
Innovation in technologies like renewable
and distributed generation, ultra-high
voltage transmission and energy storage
is starting to dramatically alter the way the
grid operates transforming consumers into
generators and active demand participants.
This requires a major shift in customers
understanding of energy supply and
distribution and how to take control of
their service and costs. For utilities, it
requires complex forecasting, planning
and control to manage existing networks
and new technology. Equally important is
the efcient integration of operational and
information technology on a scale that has
been difcult to achieve until recently.
To support an empowered energy world,
utilities are beginning to look seriously
towards the role that smart technologies will
play in transforming the grid. Grid operators
have years of experience efciently and
efectively managing power grids. However,
the most positive returns are gained when this
expertise is combined with greater visibility
across the source to socket spectrum.
The most successful smart grids of tomorrow
will operate with unprecedented agility
adopting highly collaborative, responsive and
efcient business models that unlock human
potential while preserving the environment.
While the challenges are substantial, the
foundations for a smarter grid are already here.
The smarter
grid is here.
2013 Global Impact Report | 7
2013 Global Impact Report | 9
Benchmarking leading smart grid projects
Experts have discussed theoretical smart grid maturity models for over a decade. But until now
utilities and other stakeholders had no way to benchmark their results globally. Ventyx and ABB
selected international energy think-tank VaasaETT to develop the Smart Grid Global Impact Report,
the rst-ever global research into smart grid projects and their outcomes. The report focuses on a
common set of smart grid goals or ve pillarswhich deliver returns against some of the industrys
biggest challenges.
These pillars are:

The Smart Grid Global Impact Report analysed 200 smart grid projects around the world and
uncovers key ndings. The report also includes criteria-based evaluation and in depth analysis of the
30 leading projects. The reports presents return-on-investment results, characteristics of successful
smart grids and a ranking of selected projects. In addition, you will see best-practice case studies to
help you learn from the worlds most innovative utilities.
We hope you nd this research insightful and invite utilities to participate next year.
About the Report
Rick Nicholson VP, Transmission and
Distribution Solutions, Ventyx
Gary Racklife VP, Smart Grids
North America, ABB
Economic
Environmental Customer
Reliability Innovation
10 | 2013 Global Impact Report
We are excited to present the 2013 Smart Grid
Global Impact Report the rst global view
into the impact of smart grid. This report aims
to help utilities benchmark their existing and
planned smart grid projects and learn from the
best practices used by leading utilities around
the world. We look forward to providing a
growing body of analysis as more utilities
participate and share their exciting smart grid
projects in each successive edition of the Smart
Grid Global Impact Report.
2013 Smart Grid Global Impact
The highest-ranked project: OG&Es Positive
Energy Smart Grid Project, USA. Oklahoma Gas
& Electric (OG&E) is delivering well against all
pillars of achievement for a brighter energy
future. OG&E is enhancing the customer
experience, actively reducing demand,
reducing system losses and increasing security
while at the same time reducing costs all
made possible by a clear overall vision of the
role of smarter grid. Their innovative and
comprehensive approach to intelligently
monitoring their network put OG&E at the top
of the projects analysed in the 2013 Smart Grid
Global Impact Report.
The top six projects in 2013 span across four
continents, making smart grid success a truly
global phenomenon. These are:
OG&E Positive Energy Smart Grid Project (US)
Townsville Queensland Solar City (Australia)
Smart Grid, Smart City (Australia)
Leading utility (US)
Yokohama Smart City Project (Japan)
Bzios Smart City Project (Brazil)
The Five Pillars of Impact
The report focuses on ve pillars or goals
based around delivering returns against some
of the biggest challenges faced by smart grids.
Innovation
Innovation is the most successful pillar across
all regions. Today, innovation is focused
on smart grid analytics collecting data,
integrating systems and data analysis to
achieve visibility across the grid. When
data sources are in place and key systems
are integrated, we see more innovation
in predictive forecasting and planning
for optimization across the grid.
Customer
Financial and energy savings represent the
greatest overall customer impact some
projects have delivered savings per customer
ranging from $306 to $504 per year. Whats
more, the best projects also delivered signicant
non-nancial benets. The project costs for
these top projects range from $88 and $433
per customer, although some projects cost
much more.
The most successful smart grid projects are
also the projects that deliver the greatest
customer impact. Some utilities have become
more cautious around customer engagement
due to customer reactions and negative media
coverage of smart metering deployments.
Because of this, successful utilities can achieve
results with grid-side technology deployment
without requiring active customer engagement.
Perhaps most successful acceptance of smart
metering will come when there are other major
customer benets or drivers that will change
customer behavior. For example, faster
responsiveness to outages, the purchase of
an electric vehicle, or having more smart
home appliances.
If utilities can build trust through grid-side
improvements with minimal negative impact
on customers, this will smooth the deployment
of these technologies when they are sufcient-
ly evolved and start to achieve broader
mass-market uptake.
Executive Summary 2013
Executive Summary | 11
Reliability
More than 70% of smart grids surveyed
achieved improvements in network reliability.
These improvements are seen mainly in
transmission losses, voltage quality and
system interruptions.
The vast majority of these utilities indicate that
they expect voltage quality, transmission losses
and system interruptions to achieve up to 9%
improvement. This is a signicant achievement,
given that this level of improvement typically
occurs in grids that are already highly reliable.
In grids where the room for improvement is
greater, some utilities report efciency
improvements that nearly reach 50%.
Environmental
Most projects achieved diverse environmental
benets including renewable energy integration
and emissions reductions. Renewable energy
integration and emissions reductions are some
of the most signicant environmental benets
of smart grid projects and these benets
transcend the regions: the four best projects
were located in four separate continents.
Analysis of the top 30 projects indicates
strong environmental impact from changes
in customer behavior, or at least changes in
their consumption.
Economic
For the 30 projects analysed, the total average
spent on smart grid projects was $390 per
customer. For projects without smart metering,
the investment per customer was less than
$200. For projects that included smart metering
installations, the costs were approximately
$400 per customer.
For many projects, return-on-investment (ROI)
has not been the key priority during the
feasibility or pilot phases of smart grid rollouts.
However, many utilities now realize or estimate
signicant ROI and this trend is continuing to
show positive growth.
James Braatvedt
Vice President, Solutions Marketing, Ventyx
Smart Grid Global Impact Report founder
Philip Lewis
CEO, VaasaETT
Smart Grid Global Impact Report founder and author
12 | 2013 Global Impact Report
2013 Contributors
Thank you to all the report contributors for 2013, we welcome more utilities and
industry experts to contribute in future editions of the report.
Steve Atkins
ABB Smart Grids Industry Sector Initiative
Steve Baynes
Analyst, VaasaETT

James Braatvedt
VP Solutions Marketing, Ventyx
Karen Blackmore
Consultant and former IDC Energy Insights Analyst
Anna Bogacka
Analyst, VaasaETT
Clinton Davis
VP Distribution Solutions, Ventyx
Jochen Kreusel
Head of ABBs Smart Grids Industry Sector Initiative
Rick Nicholson
VP Transmission and Distribution Solutions, Ventyx
Gary Rackliffe
VP Smart Grid, ABB
Steve Xu
Analyst, VaasaETT
Executive Summary | 13
2013 Global Impact Report | 15
Contents
Contents
Research Methodology 14
Innovation 20
Customer Impact 26
Reliability Impact 34
Environmental Impact 38
Economic Impact 44
Overall Ratings 50
16 | 2013 Global Impact Report
Research
Methodology
Research Methodology | 17
The Smart Grid Global Impact Report will map all major smart grid
projects on a global basis. The first annual report is focused on 200
leading smart grid projects, with deeper investigation of 30 of the
worlds leading projects serving 24 million customers in 16 countries
on five continents. Through interviews, questionnaires and primary and
secondary research, the Smart Grid Global Impact Report evaluates
smart grid projects against the five key pillars that, taken together,
represent the industrys greatest challenges and highest goals. The
sponsors and researchers welcome nomination of smart grid projects
for study and inclusion in the 2014 Smart Grid Global Impact Report.

-PHILIP LEWIS, CEO VAASAETT AND SMART GRID GLOBAL IMPACT REPORT FOUNDER
18 | 2013 Global Impact Report
The Smart Grid Global Impact Report aims to
map out all major smart grid projects, both
recent and current, around the world. So far we
have mapped 200 signicant projects and
continue to increase our coverage.
For the 2013 edition of Smart Grid Global
Impact Report, we focused on 30 of the worlds
leading smart grid projects based around the
ve smart grid pillars. In future editions of
Smart Grid Global Impact Report, we welcome
nominations from projects around the world to
be included in the 2014 ranking.
Cumulatively, the 30 shortlisted projects
represent 24 million customers in 16 countries
and ve continents. While 11 of the projects are
in Europe, only 1% of the customers covered by
the projects are in this region. Most are in North
America and Asia, reecting the overwhelm-
ingly larger scale of projects in those regions.
The projects range from less than 50 customers
to 10 million. Of the 30 projects, seven have less
than 1,000 customers, while ve have more
than one million customers. This spread of
customers reects the general geographical
dispersion of customers involved in smart grid
projects around the world.
Approach to Research
The Smart Grid Global Impact Report applies a
simple approach to evaluating the total impact
of smart grid projects.
The report focuses on ve pillars a common
set of goals which deliver returns against some
of the industrys biggest challenges.
These pillars are:
Innovation
Customer
Reliability
Environmental
Economic
Through interviews, questionnaires and
additional research, we investigated smart grid
projects in terms of both their outcome and
how they achieved it. The Smart Grid Global
Impact Report does not assume what needs to
go into delivering a successful smart grid
project. There is more than one way to achieve
success, but common rules of success present
valuable guidelines to those wishing to learn
from others.
Due to the sensitivity of some data collected
from projects, interviews and questionnaire
responses are kept anonymous unless project
owners specify otherwise. Most data is
therefore presented in the form of relative or
absolute ratings and rankings, keeping exact
numbers hidden while revealing the signicance
of the data. For the same data privacy consider-
ations, only some of the projects ranked are
named at the request of the project owners.
For each of the pillars and the overall rankings,
smart grid components have been weighted in
accordance with their importance as stated by
the industry, customers, authorities and the
interests of the general public.
Estimated data from projects is weighted in
favor of rm results delivered. A partial rating is
also applied where projects which are still in
implementation can state these objectives in
quantiable terms and have a clear approach
to achieving these.
The Smart Grid Global Impact Report is
constantly evolving its methodology to more
accurately represent the picture of smart grid
return on investment as the needs of the global
energy market increase.
What is a smart grid?
Utilities need to transform their operations
to deliver more power, more reliably, more
sustainably balancing long-term investments
into huge and often aging infrastructure, with
the need to exibly accommodate new
demands from stakeholders - all while optimiz-
ing limited budgets and keeping power
Research Methodology
Research Methodology | 19
delivery cost-efective. This in turn requires
complex forecasting, planning and control to
manage the existing network and new capital
projects. Utility technology needs to go
through a step-change and smart grids are the
foundations that will support the empowered
energy world of tomorrow.
A definition of smart grid
The modernization of electricity networks
through the application of innovative and
intelligent products, services and technologies,
in order to provide greater monitoring, automa-
tion, control, co-ordination and inclusion of the
transmission, distribution, generation (includ-
ing distributed generation) and the demand
side, for the purpose of increased energy and
cost efciency, sustainability, energy security as
well as the benet and empowerment of
customers and society.
The Scope of Smart Grid
A clear driver of the shape and trend of the
smart grid and its achievements can be found
in the components that smart grid projects
incorporate, and the importance which projects
place on those components.
Smart Grid Components:
A smart grid is comprised of an increasingly
extensive array of functionalities, capabilities
and achievements. Some of the key compo-
nents contained within those projects studied
for the Smart Grid Global Impact Report
included control, automation, protection,
sensing, monitoring, demand response
management and energy efciency, and
supporting infrastructure:
Control, Automation, and Protection
FLISR (Fault Location, Isolation and Service
Restoration)
DLR (Dynamic Line Rating) allowing the
increase of available transfer capability of
transmission circuits
Advanced Relays
Advanced Voltage Management
(e.g. VVO (Volt/Var optimization):
Implementation of FLISR
VVO enables users to improve the
efciency and reliability of distribution
systems, reducing demand and
environmental impact
Power Factor Correction
Fuse Savers
Advanced SCADA
Dynamic Rating
Load Transfer and Line Loading Analyses
Demand Response Management
and Energy Efficiency
Dynamic, Critical Peak Rebate and
advanced Time of Use pricing
HEMS (Home Energy Management
Systems) / Smart Home / Home
Automation
Consumption Feedback
(e.g. In Home Displays)
Advanced Frequency Control of Residential
and Commercial Appliances
Up to 1,000
From 1,000 to 100,000
From 100,000 to 1,000,000
Over 1,000,000
Projects by Number of Customers
5
Projects
7
Projects
6
Projects
12
Projects
69%
30%
1%
North America
Asia
Europe
Oceania
Latin and South America
24 Million Customers
Project Customers by Region
20 | 2013 Global Impact Report
Additional Supporting Infrastructure
Wireless and other Advanced
Communications
Electric Vehicles and Electric Vehicle
Charging
Distributed Generation
RAPS (Remote Area Power Supplies)
Advanced Field Crew Management
Energy Storage
Cyber Security and Data Protection
Sensing and Monitoring
Advanced network status monitoring: what
is connected to it: its capacity and the load
that is being placed on it; its balance and
stability; weaknesses and failures (including
outages)
Smart Meters

Many projects dened as smart grid are
actually focused on smart meters. True smart
grid projects are deploying a much broader
mix of components and in the leading 30
smart grid projects analysed, grid-side
technology that insulates the customer from
signicant impact - such as network
intelligence and control - tends to dominate.
Seven components are identied as leading
components: these include sensing, monitoring
automation and control, as well as energy
efciency, demand response, and smart meters.
These can be broadly categorized into two
major objectives:
Better real-time visibility into the grid and
its assets, with a view to being more
responsive, and automating this response
Working towards a more energy efcient
future where we can better respond to
supply and demand, and conserve energy

The analysis suggests that, beyond

the initial focus on smart metering, most
current smart grid projects are focused
on grid sensing, monitoring, control
and automation technologies, which
will create large volumes and varieties
of real-time and near real-time data.
Utilities must plan now for how they will
turn this data into actionable insights
which address business challenges such
as asset reliability, outage response
and the integration of distributed and
renewable energy resources.

-Rick Nicholson
0
5
10
15
20
25
30
Important
Very Important
Importance of Smart Grid Components
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Smart Grid Components
Research Methodology | 21
North America
24%
62%
7%
7%
Asia
27%
52%
11%
10%
Oceania
35%
50%
12%
3%
Customer-Demand Grid Supply Other
Europe
10%
10%
53%
27%
Importance of Smart Grid Components By Region
Six components in particular seem to bear less
importance in the minds of project managers
These include work order and eld crew
management, non-technical losses, storage,
electric vehicles and cyber security.
It is suggested by some respondents that
cyber security in particular is an
expectation of all components and not
always a separate appliance
It is expected that many utilities place a
lower importance on work order and eld
crew management with their current
enterprise systems in place it is possible
another wave of investment will arise due
to the closer linking of software with the
real-time sensing and monitoring
technology now becoming available via
advanced asset health solutions
Electric vehicles are expected to have an
impact on the grid, but are still in limited
deployment worldwide
Non-technical losses may be ranked lower
in more mature smart grid markets but in
growing economies, reduced energy theft
for instance can be one advantage of
investing in a smarter grid
Most projects analysed indicate almost all of
the components that they contain are ranked
as important. There is a realization that smart
grid is a web of inter-dependencies. This is
represented by the broad mix of components
being deployed by the 30 projects analysed.
Global trends:
Smart Grid projects are surprisingly similar
across regions. Grid side technology compo-
nents are the key focus -regardless of the
region, but the importance of customer and
demand components is also very powerful,
especially so in Oceania, where customer and
energy cost-reduction issues are key drivers of
smart grid eforts.

We see diferences around the

globe with North America investing
more in distribution grid management
solutions, Europe investing more in
the grid to enable interconnection
of renewables, and Asia investing in
transmission capacity and distribution
grid modernization. In Oceania, we see
investments increased on the demand
side with a reduction in the supply side
versus the other regions.

-Gary Racklife
22 | 2013 Global Impact Report
Innovation
Tomorrows power systems are expected to cover an increasing
demand for electricity in an affordable, sustainable and reliable way.
New elements like highly distributed generation or a much closer
interaction between consumers and generators will contribute, but
require innovative solutions across traditional industry borders.
- JOCHEN KREUSEL, HEAD OF ABBS SMART GRIDS INDUSTRY SECTOR INITIATIVE
Innovation | 23
24 | 2013 Global Impact Report
Most Innovative Projects
Innovation is a core component of the smarter
grid as both hardware and software technology
advances rapidly and utilities look at diferent
approaches to deploying technology to solve
their specic grid challenges.
The best projects tend to deploy innovative
solutions across a broad mix of components,
perhaps due to one of the core challenges with
the grids of yesterday; the disconnect between
diferent components of the grid, a lack of
visibility across core functional silos, and a lack
of timely information about actual conditions
of asset and energy ow in the grid.
Sensing, monitoring and control: Possibly
due to the stage of deployment of many
smart grid projects, or the fast-paced
development of these technologies,
sensing, monitoring and control is still
categorized as the most innovative.
Gathering of real-time information is a core
requirement for the future grid, which will
incorporate both real-time sensor data as
well as big data across other systems and
from the market to provide better
information for decision making.
Integration is also another top-ranked
category as utilities try to address silos of
information which still exist across many
functional business units and technologies.
Many utilities still have a broad mix of
technology and software across to manage
their everyday operations. Most utilities are
still trying to address this themselves, but
more recently, companies like Ventyx and
ABB are integrating hardware and software
across the lifecycle to address this challenge.
Business analytics is another top area of
innovation this data analysis is the rst
step toward more predictive forecasting
and planning once the data sources are in
place and key systems are integrated. These
foundations will no doubt extend to
innovation in asset management as utilities
move from implementation to operation of
the smarter grid.
Innovation
0
4
8
12
Innovation Areas

Number of
Projects
Innovative Very Innovative
Mobility Planning Analysing Forecasting
Asset
Management
Integration
Sensing/
Monitoring/
Control
Level of Innovation by Area
Innovation Case 1:
Forecasting for intermittent
renewable generation integration
As part of the Pacic Northwest Smart
Grid Demonstration Project, one the
largest in the U.S., 3TIER provides
wind energy production forecasts for
an hour, day and week ahead for the
majority of the wind assets in the Pacic
Northwest. Together with load and
conventional generation forecasts from
other project participants, 3TIERs wind
energy information helps generate the
transactive control signal, a new energy
management system that uses economic
incentives to optimally allocate resources
and engage demand, leading to better
integration of renewable energy.
Innovation | 25
Some projects view innovativeness as risky,
preferring instead to utilize established
solutions. Interestingly, these projects tend to
rank lower based on the smart grid pillars.
For other projects, innovative customer
engagement is seen as a valuable asset
management tool as utilities rely on
customers to inform them of asset-related
issues until new sensing technology is online.
Global Trends
Innovativeness is far from consistent across
regions. While North America typically leads in
this respect, Asia scored higher for mobility
and similarly to North America for integration.
Europe scored highly for sensing, monitoring
and control, and relatively highly for analysing
and forecasting, but poorly for asset manage-
ment, mobility and planning.
Oceania performed relatively modestly
throughout, though its best performance
related to sensing, monitoring and control,
and its worst performance concerned mobility,
in which it recorded the lowest rating of any
region for any innovativeness dimension.
Sensing, monitoring and control was the most
consistently well performed across regions.
All regions performed moderately or poorly for
mobility. Latin and South America was omitted
from the regional analysis due to an insufcient
number of cases.
0
0.5
1
1.5
2
2.5
3
Mobility Planning Analysing Forecasting Asset
Management
Integration Sensing/
Monitoring/
Control
Innovation
(Scale 0-4)
Asia Oceania Europe North America
Level of Innovation by Region
Innovation Case 2:
Sensing through feeder automation
Electrical power restoration after
storms can take hours or days. Feeders,
automated with microprocessor based
relays and automated feeder switches,
provide information that when integrated
with a Fault Location, Isolation and
Service Restoration (FLISR) application
can go a long way toward improving the
power restoration process. Improved
monitoring of the distribution system
can better identify areas experiencing
a power outage, whereas feeder
automation enables a rapid response
capable of minimizing, or potentially
avoiding, the impact of the outage thus
leading to improved system reliability.
Automated switches and controls,
together with sensors and advanced
software, allow the grid to self-heal,
signicantly reducing power restoration
time and minimizing customer impacts.
CenterPoint Energy utilizes automation
on feeders to reduce the impact
of outages. Utilizing a Distribution
Management System (DMS), system
controllers analyze, information
collected from microprocessor based
substation relays and automated
distribution feeder switches to remotely
operate the distribution grid and route
repair crews in response to abnormal
operating conditions. An advanced
metering infrastructure providing
premise-level outage and restoration
notication to an OMS is utilized in
conjunction with outage information
from SCADA and customer calls to
dispatch service crews to complete
repair orders.
1. Leading projects deploy innovation across many elements of their projects
because they understand that modernization of one area exposes other areas
for improvement. Projects which avoided innovation due to perceived risk
tended to rank lower overall.
2. Today, innovation is focusing on smart grid analytics collecting data,
integrating systems and data analysis to get better visibility across the grid.
These are laying a necessary foundation for a smarter grid.
3. Once the data sources are in place and key systems are integrated, there is
more innovation in predictive forecasting and planning for optimization across
the grid.
Top 3 Innovation Impacts
Innovation | 25
Innovation is a core component of the smarter
grid as both hardware and software technology
advances rapidly and utilities look at diferent
approaches to deploying technology to solve
their specic grid challenges.
Customer
Impact
Customer Impact | 29
Utilities need customers in order to make sales of energy. Building a
solid relationship with customers will enable utilities to help them wisely
use energy, learn how their consumption choices affect their bill and
the world around them, and prepare them for outages. When utilities
can help their customers engage in and fully realize these benefits, then
utilities will also realize benefits. Customers who are actively engaged
with the utility will most likely stay with the utility. Utilities need to
include the customer impact in every smart grid project.

- KAREN BLACKMORE, CONSULTANT AND FORMER IDC ENERGY INSIGHTS ANALYST
30 | 2013 Global Impact Report
Customer Impact from Smart Grid
From a customer perspective, smart grids
promise many benets including:
Savings from lower electricity distribution
and retail prices, resulting from the
efciencies obtained from a smart grid by
the distribution and retail companies
Reduced duration and frequency of power
outages, and more proactive communication
when disaster does strike
Ability to become more energy self-
sufcient with technologies such as
renewable energy and energy storage
Benets from a host of other convenience
and comfort-related services such as
home automation and electric vehicles

Of the projects that were analysed in detail for
the Smart Grid Global Impact Report, nancial
and energy savings represent the greatest
overall customer impact, but improved
customer awareness also was also signicantly
impacted in leading projects.
Customer impact in general, however, is
concentrated in a relatively small number of
highly customer-focused projects. For this
reason, the average customer impact rating
scores are relatively low at less than 1.5 out of
a possible 4. Only around a quarter of the
projects analysed achieved a high or very high
impact on customers.
While not indicated in the results, research
into the 30 projects in this report indicates a
strong environmental impact from changes
in customer behaviour, or at least changes in
their consumption.
The co-operation of customers for the purpose
of reducing energy consumption results in
greater customer support of smart grid eforts
to reduce emissions.
Customer Impact
0
2
4
6
8
10
12
Number
of Projects
Customer Impact Areas
Medium impact High impact Very high impact
Customer Awareness (incl. price
transparency)
Customer Satisfaction Financial & Energy Savings
Areas of Customer Impact
Learn more about Customer Impact
from the smart grid online at:
www.smartgridimpact.com
Customer Impact | 31
Regional Customer Impact Trends
When compared with other pillars, customer
impact has been moderate at best in all the
regions. However, Oceania stands out above
the rest for customer impact.
Oceanias smart grid and energy efciency
eforts have tended, with a few notable
exceptions, to be highly customer-oriented and
even at times customer-led. The premise that
customers are the ultimate beneciary and
stakeholder has driven substantial benets for
customers from the best Oceanian projects.
The concept of achieving public awareness,
positive experience and acceptance as a
pre-requisite for the successful full scale
roll-out of a smart grid has not only delivered
a positive stakeholder response, but has
contrasted with the isolated negative
experiences in Oceania where such an
approach was not followed.
North America has also achieved a signicant
amount of customer impact mainly centered on
nancial impact. This is clearly diferentiated
from the infrastructure-oriented Asian projects
and the more environmentally-focused
European projects. Latin and South America
was omitted from the regional analysis due to
an insufcient number of cases.
0
0.5
1
1.5
2
2.5
3
Asia Oceania Europe North America
Customer Awareness
(incl. price transparency)
Customer Satisfaction Financial & Energy Savings
Customer Impact By Region
Areas of Customer Impact
Customer Impact
(Scale 0-4)
32 | 2013 Global Impact Report
Engaging the Customer
As far as the customer is concerned, smart grid
technology is merely a means to an end. Energy
efciency, demand response, the uptake of
electric vehicles, and all the other benets of
smart grid that will require acceptance, interest,
and participation of the customer, are very
heavily dependent upon a staged approach to
communication whereby the customer is taken
through a journey of ever increasing awareness,
knowledge, trust, and involvement.
International smart grid programs are already
utilizing many channels to engage their
customers. Press releases, media events and
face-to-face communication are among the
most popular, but others include emails/
newsletters, public reports, websites, awards,
phone calls, hotlines, mail shots, TV, print
advertising, social media and bill stufers.
The most efective communication strategy
would appear to incorporate a mixture of these
channels. Many energy distribution and retail
businesses already ofer services with these
elements. The engagement of customers in the
services and benets of smart grids requires
more than communication channels however.
It also requires a broad mix of education,
feedback and social inclusion.
Many services have built upon smart meter data
in order to provide customers with extensive
informative and motivating consumption
feedback information and advice in order to help
customers to save energy.
Information channels include mobile phones,
printed or electronic usage reports, in-home
displays and web portals. These services will
ultimately be much more than simply
consumption feedback - they will evolve into the
core of the relationship between the utility and
the customer, ofering timely energy efciency
advice, control (e.g. manual and automated
control of home, electric vehicles), smart billing
and dynamic pricing tarifs, the sale of micro
generation (such as rooftop solar and fuel cells),
Press Releases /
Media Events, 50
Public Energy
Efficiency Education, 50

Websites, 29
Face-to-Face, 29
Emails / E-newsletters,
25
Public Reports, 25
TV, Newspapers, 17
Awards / Other, 17
Bill Stuffers / Mail /
Leaflets, 13
Others, 56
Multiple Channels
of Engagement
Communications Channels for Customer Engagement by Percentage
Customer Impact | 33
the ability to switch energy source (choose
which type of energy you would like at any
time), security and monitoring services and
much more.
The attractiveness of such oferings to
customers should not be underestimated.
Customer satisfaction levels are typically in the
70-90% range, uptake levels for free oferings
such as consumption feedback services are
typically in the region of 10-40% and opt-out
levels for consumption feedback are typically
no more than a few percent.
Some utilities have become more cautious
around customer engagement due to customer
reactions and negative media coverage of
some smart metering deployments around the
world. Results can be achieved with grid-side
technology deployment which does not require
active customer engagements.
Perhaps the best acceptance of smart metering
will come at a time when there are other major
benets or drivers for the customer to change
their behaviour, such as the desire for more
responsiveness to outages as we face an
increasing number of extreme weather events,
the purchase of an electric vehicle, or having
more smart enabled appliances in homes.

If utilities can build trust through grid-side
improvements with minimal negative
impact on customers, this will smooth the
deployment of these technologies when
they are sufciently evolved and start to
achieve broader mass-market uptake.
1. The most successful smart grid projects overall are typically also the projects
that deliver the greatest customer impact. In fact, the six best projects in the
Smart Grid Global Impact Report rankings overall (for all pillars) were among the
best for customer impact.
2. It would appear that projects which focus heavily on the benets for the
customer are also more concerned with a broad ecology of customer-focused
benets from the smart grid. In doing so, they create other smart grid synergies
such as: greater stakeholder support and funding; reduced opposition to smart
meters; customer demand response; and, energy efciency behavior to comple-
ment smart grid eforts aimed at environmental benets. In particular, there is a
very strong correlation between customer impact and environmental impact.
3. The smart grid projects with the greatest impact have built in a strong customer
focus from the very beginning of the planning process.
Top 3 Customer Impacts
34 | 2013 Global Impact Report
Case Project:
CEM Smart Grid Project
Description
Companhia de Electricidade de Macao CEM,
S.A. (CEM) is a public utility company with the
sole concession to transmit, distribute, and sell
high, medium and low voltage of electricity in
Macao. Besides, CEM owns an installed
generation capacity of 472MW.
The predominant generation technologies
deployed are low speed diesel generators (CCA)
and combined cycle gas turbines (CCB) which
make up 58% and 29% of total capacity installed
and generated as much as 98% and 2% of total
electricity production in 2012, respectively.
Implementing a Smart Grid in Macao will be a
long and challenging process that involves
system automation, network monitoring and
customer interaction. However, as a result of a
cost-benet analysis focused on the potential of
rolling out Smart Grid, CEM identied key areas
to improve its operations.
It wanted to improve: the efciency with which
the organization responded to power outage
and reduce average interruption duration; its
customer service by providing more specic
and timely support to customers during
outages and power interruptions; and, the
efciency by which facilities were designed and
constructed. This included testing how the
communication network works with existing
infrastructure and building the foundation for
not only traditional domains such as grid
control and optimization, but also the emerging
and innovative domains like Customer-side
Application, DER (Distributed Energy
Resource) and renewable energy integration,
and EV (Electric Vehicle) integration.
Why is it Special?
CEM is in search of the most appropriate Smart
Grid technologies that can be implemented in
Macao, due to the growing power quality and
cost-saving needs from the customers as well
as the need for building consensus within the
organization. Despite these challenges, CEM is
currently taking steps to develop a smarter grid
to deliver a host of compelling benets to the
end customers. As such, CEM Macao is focusing
on its company vision to be seen as one of the
best energy suppliers in Asia by being one of
the Smart Grid pioneers in Asia, looking for
customer and community based solutions.
CEM identied several goals for improving its
system design, operations and customer
service. An important conclusion, for example,
was to upgrade and construct a robust and
reliable communication infrastructure as the
backbone of a centralized management system
to monitor and control the power grid. All
substations are fully automated with
centralised Supervisory Control and Data
Acquisition (SCADA) systems as well as on-site
Remote Terminal Units (RTU).
Takeaways
The overarching goals have provided a stepped
framework for various improvement projects,
such as the Unied Communication Strategy
Project, symbolizing the importance of Smart
Grid projects for achieving milestones and
continuous improvements.
2013 Global Impact Report | 35
Quick Facts
Category: Smart Grid
Location: Macao, China
Budget: USD 30 million
Size: 230,000 end-customers
Foreseeable customer benets:
Increased customer satisfaction
Improved customer energy
savings, ability to introduce
dynamic pricing scheme
Improved outage and restoration
management, capability to deploy
transportation electrication, and
environmental protection
The smarter grid is here.
The smarter grid is here.
Reliability
Impact
Reliability Impact | 39
Reliability is a major driver behind smart grid investments as
utilities and grid operators strive to improve grid performance.
Storm response, replacement of aging infrastructure, maintaining
grid capacity and managing distribution feeder voltages are
some of the reliability aspects that utilities must address. Most of
the outages that customers experience are caused by an event at
the distribution level of the grid. Storm response and other
distribution outage costs can be a significant expense for
utilities and for customers. At this level of the grid, technology
deployments such as smart meters, communications, distribution
automation, and IT systems can mitigate the impact of these
outages for both the utility and customers.
- GARY RACKLIFFE, VP, SMART GRIDS NORTH AMERICA, ABB
40 | 2013 Global Impact Report
System reliability continues to be a challenge
for many utilities, and one which can most
signicantly impact customer perception, or
at worst, result in regulatory action and nes
if minimum standards cannot be met.
The greatest focus and success concerning
reliability relates to reducing the impact of
system interruptions. In developing markets
though, voltage quality, transmission losses
and system interruptions have at least equal
importance and success.
More than 70% of the projects surveyed
enhanced reliability through smart grids.
Whats more, most projects that focus on
reliability improve all three elements, namely
transmission losses, voltage quality and
system interruptions.
The vast majority of projects have or expect
to improve up to 9% on their reliability
elements. Typically, this level of improvement
is in grids that are already highly reliable and
resilient, and thus is a hugely signicant
achievement. In grids where the room for
improvement is greater, the stated
improvement increases to up to nearly 50%.
Regional Reliability Impact Trends
When it comes to reliability, it is Asia leading
the results. The ground-up, big investment,
comprehensive approach to grid capability is
at the heart of Asias success. It is also because
in some cases, Asia has started from a lower
point in terms of reliability and resilience,
allowing larger improvements.
The other regions are quite similar to each other
in terms of voltage quality and transmission
losses. However, North America stands out for
its system interruptions achievements. Latin and
South America was omitted from the regional
analysis due to an insufcient number of cases.
Reliability Impact
Number
of Projects
Voltage Quality Transmission Loss
Areas of Reliability
System Interruptions
Up to 9% improvement Between 10-19% improvement Between 20-49% improvement
0
5
10
15
20
25
30
Average Reliability Impact

The vast majority of projects

have or expect to improve up to
9% on their reliability elements.
Typically, this level of improvement
is in grids that are already highly
reliable and resilient, and thus is a
hugely signicant achievement.

Reliability Impact | 41
Voltage Quality Transmission Losses System Interruptions
Reliability
Impact
(Scale 0-4)
Asia Oceania Europe North America
Areas of Reliability
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
Reliability Impact by Region
1. More than 70% of the projects surveyed enhanced reliability through smart grid.
Whats more, most projects that focus on them improved all three reliability
elements, namely transmission losses, voltage quality and system interruptions.
2. The seamless integration of operational technology (OT) and Information
technology (IT) facilitates additional synergies from smart grid technologies,
enables substantial prioritization and streamlining of smart grid technology
component implementation, and assists in the avoidance of unnecessary or
premature replacement or maintenance of smart grid infrastructure.
3. Projects need to have realistic expectations. It is far more difcult to increase the
reliability of a network that is already relatively strong in this respect. Relatively
small improvements can be a major achievement for some networks, achieving
step-by-step cost-efciencies.
Top 3 Reliability Impacts
42 | 2013 Global Impact Report
Case Project:
CenterPoint Energy Smart Grid
Description
Houston-based CenterPoint Energy delivers
power to 2.2 million customers in the Houston
metropolitan area. The CenterPoint Energy
smart grid project includes the installation of a
fully integrated advanced metering system and
joint web portal access, as well as advanced
monitoring and distribution automation
equipment. The objective of the project is to
build a more resilient system through smart grid
technology to improve power reliability and
reduce restoration times.
Since 2012, CenterPoint Energy has leveraged
the outage notication capabilities of the
advanced meters to reduce localization time for
fuse-level outages. In fact, in the rst several
months since activating meter-initiated power
of notications (PONs), the average time to
dispatch appropriate restoration resources to
fuse-level outages using PONs has been a little
over six minutes, compared to over 14 minutes
for fuse-level outage cases created by relying
on customer phone calls. CenterPoint Energys
smart grid will be self-healing, which in the
event of major outages will enable it to restore
as much power as possible automatically, then
diagnose and map the damage to the system as
a whole, resulting in faster system restoration.
Why is it Special?
The self-healing smart grid is a pioneering
approach that minimizes the impacts of power
outages on system reliability performance and
improves customer satisfaction. The smart grid
is an integrated system that is composed of the
Advanced Metering System, substation and
distribution automation, telecom systems
supporting both smart meters and the
intelligent grid, and all of the back-ofce
computer systems and interfaces that enable
all these systems to communicate and work
together seamlessly.
As a result of this fully integrated approach,
CenterPoint Energy will be able to identify and
locate power outages as they occur, and
dispatch the right crew with the right skills and
equipment to resolve the issue. Additionally,
the system will notify afected consumers that
the outage has been identied and provide an
estimated time of restoration.
For circuit-level outages, CenterPoint Energy
will use the intelligent grids self-healing
capability to switch around the fault to restore
power to the maximum number of consumers.
As a result, where the automated switches
have been used to restore circuit-level outages,
CenterPoint Energy has seen signicant
improvement in the service restoration process,
with many afected customers experiencing an
outage of just a few minutes rather than at
least half an hour.
Takeaways
Smart grid network intelligence and smart
meters can greatly facilitate the reduction of
outage duration and improve the customer
experience.
2013 Global Impact Report | 43
Quick Facts
Category: Smart Grid
Location: Texas, USA
Budget: $639,187,435
(Federal Share: $200,000,000)
Duration: 2012-2014
Achievements so far:
21% improvement of outage
response
1.2 million outage minutes were
avoided in 21 outages
70% improvement of customer
experience
Environmental
Impact
Environmental Impact | 45
The International Energy Agency notes that low-carbon electricity
and energy efficiency are at the core of a sustainable energy system
and charts a path for how emissions per kilowatt-hour can be reduced
by 80% by 2050. Smart grid projects with a focus on incorporating
renewables and increasing energy efficiency can make a significant
contribution to meeting these targets. Understanding what types of
projects are most successful in targeting emissions while generating
positive economic returns will be useful to others that follow.
- STEVE ATKINS, ABB SMART GRIDS INDUSTRY SECTOR INITIATIVE
46 | 2013 Global Impact Report
Renewable energy integration and emissions
reductions are arguably the major environmen-
tal beneciaries of smart grids, and these
benets transcend the regions: the four best
projects for this pillar were located across
four continents. While each of the 30 projects
achieved some impact across all ve environ-
mental elements, most focus on renewable
energy integration and emissions reductions.
Only a few projects delivered, or expect to
deliver, substantial achievement broadly across
all the environmental elements.
Overall, demand response initiatives like
consumption shifting and reduction received
surprisingly low rankings in the research,
despite their potential to deliver environmental
and customer impact. The reason for this is in
part the complexity of customer behaviour and
demand-side management in general, which
requires in-depth understanding of the
customer something that many utilities are
not yet highly prepared for.
One other reason could be because utilities
may associate demand response with capacity
deferral to be able to address peaks on very
hot or cold days but not strongly identify this
with environmental benets. A stronger
environmental impact may come as utilities
start to leverage demand response to integrate
renewables, either to adjust load to meet
excesses, meet shortfalls of supply, or to
provide control power.
Consumption shifting and reduction may also
not be fully enabled by market, regulatory
and nancial support mechanisms, limiting
the ability to achieve impact in terms of
customer engagement. Despite this challenge,
some projects have progressed greatly in terms
of the behaviour-based environmental
elements, and with clear interest in demand
side measures shown by most projects, it is
inevitable that an increase in the impact of
such measures is imminent.
Regional Environmental Trends
Diferent regions emphasise slightly diferent
aspects of environmental impact. Asia
marginally leads for emissions reductions, while
North America leads renewable energy
integration and consumption shifting. Australia
arguably leads consumption reductions and
environmental awareness improvements,
though the USA has so far done these more
cost-efectively.
Europe lags behind the other regions at
present, but its innovativeness and commit-
ment to research and experimentation may
well pay of in the near future. Latin America
was omitted from the regional analysis due to
an insufcient number of cases.
Environmental Impact
0
5
10
15
20
25
30
Consumption Shifting Consumption Reductions
Areas of Environmental Impact
Medium impact High impact Very high impact
Environmental Awareness
Improvement
Emissions Reductions Renewable Energy
Integration
Environmental Impact by Area
Number
of Projects
Environmental Impact | 47
1. Integration of renewable energy is the primary focus of many smart grid projects
from an environmental perspective this is perhaps due to the near-term
challenge of this integration and the need to invest in the systems which will
support this.
2. Customer engagement and environmental impact are partners. While a large
amount of renewable energy integration and energy loss reduction can be
attributed to activities unrelated to customers, the majority of environmental
improvement is the result of, or supported by, customer involvement. Customers
must be treated as a central component of a smart grid environmental strategy.
While not indicated in the results, research into the 30 projects in this report
indicates statistically a strong environmental impact from customer-focused
smart grid projects resulting from changes in customer behaviour, or at least
changes in their consumption.
3. Because of the relationship between environmental impact and customer
behaviour, there is typically a long lead time before the results of environmental
endeavors take efect. Perseverance and commitment are therefore a
pre-requisite of environmental impact.
0
0.5
1
1.5
2
2.5
Asia Oceania Europe North America
Consumption Shifting Consumption
Reductions
Environmental
Awareness Improvement
Emissions Reductions Renewable Energy
Integration
Environmental
Impact
(Scale 0-4)
Environmental Impact by Region
Areas of Environmental Impact
Top 3 Environmental Impacts
48 | 2013 Global Impact Report
Case Project:
Townsville Queensland Solar City
Description
TheTownsville Queensland Solar City project is
a showcase of future sustainable living in
Australia. It is a part of the Australian Govern-
ments Solar Cities program, which aims to trial
new, sustainable models for electricity
supply.Ergon Energy leads the project
consortium, which also includes Townsville City
Council, along with funding from the
Queensland Government. The Magnetic Island
Solar Suburb is a agship project initiative
undertaken by Ergon Energy with the aim of
reducing peak demand and electricity usage,
reducing greenhouse gas emissions, saving
customers money and deferringinvestment in
augmenting the network.
Why is it Special?
The program succeeds in reducing peak
demand and electricity usage, reducing
greenhouse gas emissions, saving customers
money and deferringinvestment in
augmenting the network. Its key to success
was using the combination of existing social
marketing strategies to motivate sustainable
behaviour change by customers.
Lifestyle transformation to a more energy
efcient one together with the ability to make
your home more energy efcient resulted in
higher than expected energy savings and
reductions of greenhouse gas emissions.
The behavioural research was undertaken at
the stage of planning the project in order to
investigate how customers see the barriers and
benets of energy efciency. It was the rst
time a combination of community-based social
marketing (Dr D Mackenzie-Mohr) and
thematic communication (Professor Sam Ham)
has been used.
Takeaways
Smart grids should treat demand, supply and
network side initiatives and triplets. Customer
behaviour augmented smart initiatives
co-ordinated with intermittent renewable
distributed generation can lead to major
reductions in pressure on networks, as well
as signicant energy savings and greenhouse
emissions reductions.
Quick Facts
Category: Smart City
Location: Queensland, Australia
Budget: AU $30 million
Duration: 2007 2013
Targets:
Reduce peak demand by 27%
compared to business as usual
predictions (Achieved 46%
reduction)
Reduce electricity consumption by
25% from BAU (Achieved 46%
reduction)
Reduce greenhouse gases by
50,000t (Achieved reduction of
54,000t to June 2012).
Economic
Impact
Economic Impact | 51
Customers are in transition to become more energy self-sufficient
with new technologies like photo-voltaic and energy storage. Over
time, this changes the economic paradigm for central energy supply.
Bloomberg Businessweek claims that the power grid is doomed
to obsolescence. However, the research in the Smart Grid Global
Impact Report suggests smart, innovative utilities become the glue
that pull all these generation and consumption points together and
become more relevant than ever.
- CLINTON DAVIS, VP, DISTRIBUTION SOLUTIONS, VENTYX

52 | 2013 Global Impact Report
The Cost of a Smarter Grid
Of the 30 projects analysed in-depth for the
Smart Grid Global Impact Report, investment
costs ranged from a few million USD up to
nearly ve billion. Altogether, the 30 projects
represented an overall investment of USD 9.5bn
over their immediate project investment.
With regards to smart grid costs, we evaluated
a number of key metrics:
Technology components this varied from
project to project but overall, most of the
leading projects deployed a broad range of
technology components
Objectives - projects do not always have
the objective of saving money or even
being cost-efective more than 70% of
projects neither calculated ROI, nor aimed
to reduce operational costs
Scale - substantial xed costs mean that
there are higher cost-efciencies associated
with larger programs all other variables
held constant. The six most successful
projects are 50% more cost-efective than
the average project in the top 30
Population density - varying between
network regions, this afects the cost-per-
customer and changes the way projects are
implemented. . Because many smart grid
projects to date have been pilots or initial
launches often with beta technology and
little or no prior experience, they are
considered somewhat inefcient. This is set
to change as hinted already by some of the
most cost-efective projects. For example,
the average investment per customer in the
two top North American projects equals to
$225, which is 42% lower than the
investment per customer in the average
project from the top 30
Time frame projects with a longer-term
vision tend to ofer greater scope for
cost recovery and nancial return creation.
Realising the benets from smart grid
investments takes strategy - a short-term
perspective may lead to short-term benets.
For the 30 projects analysed, the total spent on
smart grid projects, when averaged out per
customer was $390. The investment per
customer was under $200 for projects without
smart metering, while approximately $400 for
projects with smart meters installed.
Return on Investment:
Economic return on investment (ROI) is
becoming a key commercial, public and
political issue for smart grid projects and plans
around the world. It is simply not enough to
promise benets for society. If the smart grid
is going to deliver results if it is going to
Economic Impact
Economic Impact
(Scale 0-4)
Projects
ROI Rating Operating Cost Rating
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
0.00
0.50
1.00
1.50
2.50
3.50
4.50
2.00
3.00
4.00
5.00
Economic Impact by Project
Economic Impact | 53
win approval from customers and politicians
who have become frustrated by energy price
rises it must ultimately pay its own way.
Clear evidence of the potential for a positive
economic business case will be essential.
In this report, we focus on the nancial cost
benet relating to project costs versus savings
and any resulting additional direct revenues.
We have not taken into account the broader
economic business case that would include, for
instance, the nancial benets for customers
resulting from energy savings or demand
response or the benets for economies
resulting from the development of the smart
grid industry or reduced costs associated with
environmental damage or damage mitigation.
We focus only on the immediate nancial
business case of the project itself, which is
what energy customers and the general public
are most concerned with.
Financial ROI has often not been the key
priority, or any priority. Finding the best
technical or behavioural solutions has
typically been the name of the game.
However, it would appear that we are now
entering a new holistic, grid focused era and
nally achieving positive nancial results.
Many projects have now realized or estimated
positive nancial ROI.
Regional Economic Impact Trends
Economic Impact is the pillar where the variance
between regions is most noticeable. Whereas
Asian projects on average promise the greatest
benets for the industry, Australian projects
deliver the greatest benet for customers. North
American projects are mixed ranging from
highly successful to rather cost-inefcient.
European projects have tended to view smart
grid projects more as investments, or pilots in
nature - as such they have generally focused
less on economic efciencies. This is something
that is set to change in the near future as
European smart grids mature into larger scale
commercial implementations. Latin and South
America was omitted from the regional analysis
due to an insufcient number of cases.
Economic Impact by Region
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
ROI Rating Operating Cost Rating
Economic
Impact
(Scale 0-4)
Areas of Economic Impact
Asia Oceania Europe North America
8
5
15
2
Up to USD 10m
From USD 10m to 100m
From USD 100m to 1bn
Over USD 1bn
Number of Projects by
Level of Investment
Projects
Projects
Projects
Projects
Economic Impact | 55
1. The nancial benets are real. Customers are nally beneting from smart
grid, but only where a clear customer journey is identied. The best projects
have delivered signicant benets of between $304 and $506 per customer
over the initial scope of the project. Overall, done right, smart grid can
actually save money the image of smart grid as a cost are changing.
2. Projects with only economic goals deliver less positive economic results than
those with broader objectives. Projects without clear economic goals and
without a clear strategy to track and maximise cost-efectiveness rarely
achieve a positive economic outcome.
3. Economically focused projects should not be conservative about innovation,
or see it as a risk. Innovation should not be engaged in for the sake of
innovation, but is an important driver of positive economic returns.
Economic return on investment (ROI) is becoming a
key commercial, public and political issue for smart
grid projects and plans around the world.

Top 3 Economic Impacts

Overall
Ratings
Overall Rating | 57
The most successful smart grids of tomorrow will operate with
unprecedented agility adopting highly collaborative, responsive
and efficient business models that unlock human potential while
preserving the environment. The first-annual Global Smart Grid
Impact Report highlights leading projects in the world and starts
to uncover their insights and learnings as we work together as an
industry toward our smarter energy future.
- JAMES BRAATVEDT, VP, SOLUTIONS MARKETING, VENTYX

58 | 2013 Global Impact Report
2013 Overall Ratings
Despite smarter grids still being evolutionary in
terms of approach and technology, some smart
grid projects stand out in terms of their overall
achievement. In 2013, OG&Es Positive Energy
Smart Grid is ranked the best overall project,
but a continuum of successful projects around
the world has now emerged.
Most projects display clearly focused strengths,
few projects are generically strong or weak, but
the best six projects received top scores for
nearly all pillars. They were quite simply the
best at almost everything. Typically, the best
programs have a more holistic approach to
smart grids. This is not simply a case of the
methodology favoring projects that achieve
benets across all smart grid pillars. Rather,
projects which take a broader view capitalize
on the interdependencies and synergies
between the many activities and functionalities
of smart grid. For instance, reduced pressure
on a network achieved through demand
response will facilitate improved reliability.
Meanwhile, improvements in reliability can
enhance customer and public involvement in
smart grids, including demand response
programs. The full extent of inter-dependencies
is not yet known, but likely to be a major source
of future increases in return on investment.
Top Six Projects
The Smart Grid Global Impact Report research
methodology allowed for utilities that didnt
wish to be named to remain anonymous. We
hope that in future more utilities will wish to
participate in this project as a way to celebrate
their success as some of the leading projects in
the world and share their insights and learnings
both in terms of what to focus on, and what
to avoid as we work together as an industry
toward a smarter energy future.
Overall Ratings
0.00
0.50
1.00
1.50
2.00
2.50
Rating
Projects
Europe
North America
Oceania
Asia
Latin and South America









OG&E Positive
Energy Grid
(USA)
Smart Grid, Smart City (Australia)
Townsville Queensland Solar City (Australia)
Leading Utility (USA)
Bzios Smart City Project (Brazil)
Yokohama Smart City Project (Japan)
Top 30 Overall Project Rankings By Region
Overall Ratings | 59
Environmental Impact
Customer Impact
Reliability Impact
Economic Impact
Innovation
Top Six Project Ratings By Pillar (detailed results left anonymous)
Project No.1
Project No.2
Project No.3
Project No.4
Project No.5
Project No.6
(Projects are not in the order of ranking)

Typically, the best programs have a more holistic approach to smart grids. This
is not simply a case of the methodology favoring projects that achieve benets
across all smart grid pillars. Rather, projects which take a broader view capital-
ize on the interdependencies and synergies between the many activities and
functionalities of smart grid.

60 | 2013 Global Impact Report

0.0
200.0
400.0
600.0
800.0
1000.0
1200.0
0.00 0.50 1.00 1.50 2.00 2.50
Cost Intensive
Europe North America Asia Oceania Latin & South America
Angle Indicates
Cost Effectiveness
Cost Effective
OG&E
Positive Smart Grid
Investment
(USD Million)
Averaged Overall Rating
Investment vs Project Rating
Cost Efficiency vs. Returns
As indicated below there are some fairly
signicant diferences in the cost of smart grid
projects, largely since some were pilots and
others were implementations. This is especially
true also in terms of geographical variation.
In fact, while 95% of total investment from
our list of top 30 smart grid projects was for
projects located in North America and Asia,
only 50% of projects were actually based in
these regions. It is important to note, however,
that purely smart meter projects were omitted
from this analysis, and therefore the investment
from Europe would have been proportionally
much greater if these had been included, we
hope to include more smart grid projects from
Europe in the future editions of the report as
more broad-scale projects emerge from the
region.
Cost per-customer can vary greatly depending
on the focus of the project. What is clear is
that you do not have to spend the most to be
the best.
Success by geography
All continents appear to display success in
diferent pillars:
Oceania has achieved the greatest custom-
er impact.
Europes impact is mainly in innovation and
environment but it has achieved the least
economically perhaps this focus on
cutting-edge innovation and a focus on
feasibility studies are yet to fully realize
benets and we will see this change in the
future. European projects, while not
economically benecial at least yet, are
nevertheless relatively cost-efective.
North America is relatively comprehensive
in results, represented in strongly integrated
business cases incorporating upgraded
systems. North America also ranks well for
innovation. While some North American
projects are among the most highly
cost-efective, others are also very expen-
sive. Perhaps the disparate nature of these
results has been impacted by federal
funding initiatives, or just the sheer number
of smart grid projects in the region.
Overall Ratings | 61
Oceania and Asia have had the greatest
economic impact.
When considering aggregated results across all
regions, there is still a skew towards innovation,
with economic impact still the least successful
pillar. It is hoped that this will change as more
projects move from feasibility to maturity.
However, the rapid pace of technological
change is unlikely to slow with signicant
developments in renewable generation, electric
vehicles and storage just a few examples of
technology which will continue to evolve and
have a dramatic impact on the grid. Utilities
need to focus on building a platform capable of
supporting the broad range of components
being deployed, as well as one capable of
incorporating innovation and change.
To be exible, a baseline platform for smart
grids will need to be capable of incorporating
both hardware and software technology, as
well as being built on a strong foundation of
forecasting and analytics to properly take
advantage of the technology being deployed.
Companies like ABB and Ventyx have a broad
range of hardware and software which is one
potential strategy for utilities looking for a
platform to support future smart grid programs.
Innovation is statistically correlated to economic
impact. The more innovative a project, as long
as it is focused on a broad array of smart grid
elements and benets, the more cost-efective
the outcome will tend to be. The most success-
ful smart grid projects, therefore, tend to be
both innovative and economically successful.
The main reason for valuing innovation so
greatly is that without it, cost-efective
solutions for the challenges facing electricity
grids are unlikely to be found. Not typically
known as innovation companies, utilities need
to begin organizational transformations to
comprehensively change their approach to a
exible, responsive and innovative culture.
Environmental impact
Customer Impact
Reliability Impact Financial Impact
Innovativeness
North America
Latin and South America
Europe
Asia
Oceania
Average Pillar Ratings by Region
62 | 2013 Global Impact Report
8
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g
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t
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t
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v
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t
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v
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Inclusive
I
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Invested
Overall Ratings | 63
1. Invested: The top 30 smart grid projects
in the world currently account for nearly
USD 10bn in investment. However, the
most successful projects do not
necessarily spend the most. What
matters most is developing integrated
systems to implement complete
end-to-end business models.
2. Intelligent: To get real-time grid
visibility, utilities rate sensing and
monitoring as their rst and second
most important smart grid project
components. The key to success is
unlocking the wealth of insight in this
data by applying intelligent and
predictive analytics.
3. Interconnected: Integration is the
second highest area for innovation in
smart grid projects (preceded only by
the sensing and monitoring technolo-
gy). The connectivity between Opera-
tional Technology (OT) and Information
Technology (IT) is a key area of focus as
utilities try to extract more insight from
the wealth of data.
4. Innovative: Some projects avoid
innovation due to perceived risk, and
these projects tend to rank lower. The
best projects deploy innovative
solutions across a broad mix of
components. Utilities need a platform
capable of supporting the broad range
of components being deployed, as well
as one capable of incorporating
innovation and change with exibility.
5. Inclusive: Typically the best programs
have 36% more components in their
smart grid project. Smart grids cannot
succeed if developed through isolated
ad-hoc projects in the absence of a clear
sense of direction.
6. Intentional: While the smart grid
concept gains maturity, only projects
with clear economic and consumer
goals at the outset can achieve strong
results. Successful projects have solid
objectives-based management and a
strategy framework that enables
decisions that lead to better results.
7. Iterative: While smart meters are a key
component of the overall smarter grid,
some successful projects obtain results
by focusing on grid-side projects which
do not require signicant direct
customer engagement. This inevitably
builds trust with customers and paves
the way for success with smart meter
rollouts and customer programs when
smart homes and electric vehicles drive
consumer engagement.
8. International: The top six projects in
2013 span four continents, making
smart grids a truly global phenomenon.
Regionally, many of the objectives are
the same, however Oceania has
achieved the most customer impact;
North America is comprehensive but
ranks well for innovation; Europe has
been focused on innovation and
environment; and with regards to
economic impact, Oceania and Asia are
in the lead.
The 8 Is for Intelligent Grids
64 | 2013 Global Impact Report
Case Project: Top Ranked Project
OG&E Positive Energy Smart Grid
Description
OG&Es Positive Energy Smart Grid Program
covers a 30,000 square mile service area in
Oklahoma and western Arkansas. It includes
Smart Meters/AMI, a SmartHours dynamic
pricing campaign and Volt-Var optimization
technology equipped circuits. All customers
have access to the myOGEpower web portal
to review their energy consumption, and have
the option of enrolling in dynamic pricing and
receiving a free programmable communicating
thermostat. The projects business objectives
include enhancing customer relationships by
providing them with tools and information to
manage their energy more wisely, peak
demand reduction through dynamic price
response and Volt-Var optimization, operation-
al cost savings, and improved reliability.
Reduction of peak demand will contribute to
the deferral of additional fossil fuel power plant
construction and associated operating costs
($250-300m NPV avoided cost).
Why is it Special?
The OG&E program is an innovative and
ambitious project using ABBs Network
Manager DMS. It is the rst DMS to deploy
ABBs new Volt-Var optimization system, which
together improve distribution system visibility,
provide better accuracy and granularity
of data, allow for better forecasting and
integration of more real-time data than ever
before. The SmartHours dynamic pricing
campaign is recognized in the industry as a
leader in terms of scale and impact for a smart
grid enabled price response program. Some
of the benets envisioned upon full project
completion in 2017 include: reducing demand
by 223 MW through dynamic pricing and 75
MW through Volt-Var optimization; reducing
annual meter operating costs by $15 million;
and reducing SAIDI and SAIFI by 30%. OG&E
has a target of enrolling 160,000 customers
in its SmartHours dynamic pricing program
(Approx. 77,000 enrolled through August
2013). The 54,000 customers participating in
the demand response program at the end of
2012 reduced system demand by 67 MW and
each saved $179 on average during the four
month summer period. Major IT improvements
have also been made in communication
infrastructure, web services, system integration,
and cyber security. OG&Es Positive Energy
Smart Grid Program was a primary factor in
OG&E being selected to receive the prestigious
EEI Edison Award in 2013.
Takeaways
Customer satisfaction has increased as
more meters were installed, providing
greater access to more accurate data to
manage consumption, with fewer billing
errors
Meter reading costs will decrease by about
$15 million/year thanks to remote reading
and remote disconnect/reconnect
Marketing campaigns through TV, internet,
and presentations have improved customer
energy awareness
The customer web portal provides energy
savings advice and features information on
the environmental impact of their electricity
consumption, such as CO2 emissions
Quick Facts
Location: Oklahoma and
western Arkansas
Size: 825,000 smart meters
installed serving approximately
800,000 customers
Cost: $357 million USD ($130 million
USD from the DOE).
Duration: 2010-2012 (3 year
infrastructure buildout and DOE
funding period), with additional
SmartHours enrollments and Volt-Var
expansion planned for 20132017,
subject to regulatory approval.
66 | 2013 Global Impact Report
With its rst-annual issue in 2013, the Smart Grid Global Impact Report reveals the strategies for
success for 30 leading smart grid projects around the world. It presents detailed analysis on the
characteristics of successful smart grids as well as best-practice case studies to help us learn from
the most innovative utilities around the world.
The Smart Grid Global Impact Report is above all an efort to help maximize the benets of smart
grid for all stakeholders society, the environment and the energy industry. All research and
analysis as part of the Smart Grid Global Impact Research was conducted independently by
VaasaETT Oy AB Ltd. The Smart Grid Global Impact Report is written by VaasaETT in collaboration
with experts from Ventyx, ABB and a variety of leading contributors globally. Ventyx, An ABB
company, commissioned the research and have sponsored your copy of this report to help further
best practice globally.
Be Part of the Smart Grid Global Impact Report
If your utility is running a smart grid project, share your insights and help us work together as an
industry towards a smarter future by being a part of next years report. Utilities can participate in
the research anonymously, or choose to have their project highlighted as an example and guide for
your peers in the industry.
For more information and to take part visit: www.smartgridimpact.com
About the Smart Grid Global Impact Report
2013 Global Impact Report | 67
Dr Philip E. Lewis,
CEO, VaasaETT Global Energy Think-Tank

Dr Lewis is a leading international expert in
utility customer and smart energy related
issues. With 16 years in the utilities industry, Dr
Lewis has conducted research and strategic
support in more than 50 countries in ve
continents for over 400 utilities and other
market players.
Formerly head of Marketing Research and
Analysis for the UK based retailing subsidiary
of Amoco and (now) EDF, during the onset of
competition in the British energy market, Dr
Lewis has additionally worked extensively for
a large number of governmental, regulatory,
industry and leading NGO bodies around the
World. Dr Lewis is also a director and board
member of the European Smart Energy
Demand Coalition (SEDC), has sat on the
editorial board of the European Energy
Efciency Journal published by Springer, is
a reviewer for the International Journal of
Energy Sector Management, and is a Faculty
Member for the Diploma of Advanced Studies
program in Renewable Energy Management
at the University of St Gallen Executive School
in Switzerland.
James Braatvedt,
Vice President, Solutions Marketing, Ventyx

James Braatvedt is a specialist enterprise
marketing professional focused on asset
intensive industries. James held senior
marketing positions at Peace Software, First
Data, and Hansen Technologies prior to joining
Ventyx in 2010. James has had articles and
whitepapers published on a variety of topics
including energy and mining, and holds a
Bachelor of Management Studies from the
University of Waikato. Today, James is
responsible for the global marketing
strategy of the Ventyx solutions for asset
intensive industries.
About the research founders
68 | 2013 Global Impact Report
VaasaETT
VaasaETT is a unique and world leading collaborative think-tank and consultancy that delivers best
practice, data, analysis and expertise from around the world to the global energy and utilities
industry. We help turn the worlds best knowledge into local strategies and solutions.
At the heart of our ofering are a global knowledge sharing network of thousands of contacts in
over 60 countries in six continents and a vast up-to-date and ever increasing store of global best
practice, data and analysis. Our world-leading expertise includes: customer behaviour and psychol-
ogy, customer lifetime value, smart energy issues and broader market issues.
VaasaETT is, among other things, the worlds leading source of benchmark information on smart
grid, smart energy demand and demand response programs; a globally renowned expert of the
dynamics of behavioural energy efciency; and a founding member and manager of the European
Smart Energy Demand Coalition (SEDC). VaasaETT is also the worlds only organization that has
tracked customer behaviour data in every competitive electricity market globally since market
opening; the worlds most comprehensive source of customer switching data and analysis; Europes
best source of up-to-date retail energy price data; and a source of market tracking data on over 60
jurisdictions in six continents.
More information: www.vaasaett.com
Ventyx and ABB:
At Ventyx, we pride ourselves on going to the ends of the earth to solve our customers biggest
challenges. Trying to balance long-term investments in economic viability, capacity, customer
satisfaction and a healthier grid overall is constantly challenged by the daily grind of managing
workloads, responding to outages, and the ever-increasing pressure on operations and maintenance
budgets. Energy companies need deep and broad visibility into the entire energy lifecycle to dynami-
cally respond to the worlds changing energy needs whilst never losing sight of continual improvement.
When data is allowed to ow between the sensors in the eld, the operational (OT) systems and the
industrial enterprise information technology systems it can be turned into actionable insights.
With true visibility, utilities can make faster, better-informed decisions in both daily operations and
long-term planning strategies.
Together with ABB, we have the broadest portfolio of solutions from source to socket. Our portfolio
encompasses decades of experience in the energy industry, highly respected equipment and
technology with market-leading software platforms. This position enables us to solve the challenges
of today, and when backed by our signicant passion for innovation, ensures a trusted platform of
choice for the future utility.
With this passion for smarter grids as a backdrop, when we saw a need in the market to share
best practices on the characteristics of what makes a high-return smart grid project, we set about
an initiative to research this opportunity and are proud to have selected VaasaETT to conduct
this research.
More information: www.ventyx.com and www.abb.com
About VaasaETT and Ventyx
70 | 2013 Global Impact Report
Interact with the smarter grid at:
www.smartgridimpact.com
The smarter grid is here.