Supergen Leaders - Energy Networks

Supergen 领导者 - 能源网络

• 批准号: EP/R010501/1
• 负责人: Philip Taylor
• 金额: $ 18.72万
• 依托单位: Newcastle University
• 依托单位国家: 英国
• 项目类别: Research Grant
• 财政年份: 2017
• 资助国家: 英国
• 起止时间: 2017 至 无数据
• 项目状态: 已结题
• 来源: https://gtr.ukri.org/projects?ref=EP%2FR010501%2F1
• 关键词: Supergen; Leaders; Energy; Networks

Energy networks are vitally important enablers for the UK energy sector and therefore UK industry and society. The energy trilemma presents many complex interconnected challenges which reach beyond the UK and have huge relevance internationally. These challenges vary considerably from region to region. Cultural differences also significantly affect what could be deemed as appropriate energy networks provision.Current energy networks research does not fully embrace a whole systems approach and is therefore not developing a deep enough understanding of the interconnected and interdependent nature of energy network infrastructure. Although energy networks research is a rich and diverse area full of exciting research questions it is not attracting enough new researchers to work in this space.Existing research into the future capabilities needed for our energy networks tend to focus on the physical hardware and, to a lesser extent, software and the digital/ICT elements which enable our energy networks to become "smart". However, my understanding of energy networks is broad and incorporates many elements such as; People, Communities and Organisations, Digital/ICT, Physical hardware, Software and Control Systems, Policy and MarketsMy vision would be to help create a vibrant, well connected, diverse, open, communicative energy networks community that has a deeper understanding of whole systems approaches to energy networks. I would strive to make this community open to new entrants, be representative in terms of equality and diversity, have well developed succession plans to ensure longevity and involve both established and emerging areas of research excellence. I would seek to strike the right balance between being inclusive but also focussed on the relevant questions, whilst being complementary and integrative with respect to other investments nationally and internationally in the energy networks space. I see the role of leading the energy networks hub as one of connecting, convening, facilitating, steering and communicating in order to help all stakeholders reach their potential and exploit all their chosen opportunities. In that sense I would see myself as stepping back from competing for further funding in this area to avoid conflicts of interest.I have taken the bold approach to clearly identify a team of research staff who are highly capable of supporting me during the 6-month engagement period. I wish the 6-month programme of work to be delivered in an inclusive and transparent way. The engagement which I and the project team plan to undertake is done with the motives of:- Deeper involvement by stakeholders- Broadening the base of responsibility for outcomes- Enabling community involvement, to create higher levels of trustIn this instance, the community is the range of academic, business, policy maker, international, third sector parties and the public, which I plan to engage with. I have therefore, in considering appropriate engagement methods, considered the intentions or motives of the participants and tried to ensure that these motives are addressed. Concurrently, I wish to utilise a method which co-creates the work programme for the Supergen Hub in a collective and inclusive manner.I envisage my role to be one of enabler and leader of the Hub. I am ready to develop the skills of the management team at an early stage of the Hub so that there is career development and succession planning, to enable me to step back and take a more strategic role within the energy community. I expect the management team of consortium partners to include ECRs, and underrepresented groups including females and BME. I expect the management team to include leadership and management skills, and experience of EPSRC, EU and international research project management.The management team shall be jointly responsible for the development and delivery of E&D targets, and development of appropriate E&D policy.

能源网络是英国能源部门，因此是英国工业和社会的重要推动力。能源三元素提出了许多复杂的相互联系的挑战，这些挑战超出了英国，在国际上具有巨大的相关性。这些挑战因地区而异。文化差异也会显着影响可以被视为适当的能源网络提供的内容。电流能源网络研究并未完全采用整个系统方法，因此对能源网络基础架构的相互联系和相互依存的性质没有足够深的了解。尽管能源网络研究是一个充满激动人心的研究问题的丰富而多样的领域，但它并没有吸引足够的新研究人员在这个空间中工作。遵循对我们能源网络所需的未来能力的研究倾向于将重点放在物理硬件上，并且在较小程度上，软件和数字/ICT元素可以使我们的能源网络变得“智能”。但是，我对能源网络的理解很广泛，并结合了许多要素，例如：人，社区和组织，数字/ICT，物理硬件，软件和控制系统，政策和市场愿景将有助于创建一个充满活力，连接良好，多样，开放，开放，交流的能源网络社区，该社区对能源网络的整个系统方法有了更深入的了解。我将努力使这个社区向新进入者开放，在平等和多样性方面具有代表性，并制定了良好的继任计划，以确保长寿并参与卓越研究的建立和新兴领域。我将寻求在包容性但又专注于相关问题之间取得适当的平衡，同时在能源网络领域的国家和国际上都在其他投资方面进行了互补和融合。我认为领导能源网络中心的作用是连接，召集，促进，转向和交流的作用之一，以帮助所有利益相关者发挥潜力并利用所有选择的机会。从这个意义上讲，我会看到自己退后一步，争取在这一领域的进一步资金，以避免利益冲突。我采取了大胆的方法来清楚地确定一组研究人员，他们在6个月的订婚期内有能力支持我。我希望以包容性和透明的方式提供6个月的工作计划。我和项目团队计划进行的参与是由以下动机进行的： - 利益相关者更深入地参与 - 扩大了结果社区参与的责任基础，以创造更高水平的信任，社区是学术，商业，政策制定者，国际，国际，第三部门和公众的范围，我计划与我互动。因此，在考虑适当的参与方法时，我考虑了参与者的意图或动机，并试图确保解决这些动机。同时，我希望利用一种以集体和包容性的方式共同创建超级枢纽工作计划的方法。我设想我的角色成为枢纽的推动者和领导者之一。我准备在枢纽的早期阶​​段发展管理团队的技能，以便有职业发展和继任计划，使我能够退后一步，并在能源社区中发挥更具战略作用。我希望财团合作伙伴的管理团队包括ECRS和包括女性和BME在内的代表性不足的团体。我希望管理团队包括领导和管理技能，以及EPSRC，欧盟和国际研究项目管理的经验。管理团队应共同负责E＆D目标的开发和交付，并制定适当的E＆D政策。