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至关重要的推动力，因此也是英国工业和社会的重要推动力。能源三难困境提出了许多复杂的、相互关联的挑战，这些挑战超越了英国，在国际上具有巨大的相关性。这些挑战因地区而异。文化差异也对适当的能源网络供应产生了重大影响。目前的能源网络研究没有完全采用完整的系统方法，因此对能源网络基础设施的相互联系和相互依存的性质没有形成足够深入的理解。尽管能源网络研究是一个丰富而多样的领域，充满了令人兴奋的研究问题，但它并没有吸引足够多的新研究人员在这个领域工作。现有的对我们能源网络所需未来能力的研究往往侧重于物理硬件，以及使我们的能源网络变得“智能”的软件和数字/ICT元素。然而，我对能源网络的理解是广泛的，包含了许多元素，例如：人员、社区和组织、数字/ICT、物理硬件、软件和控制系统、政策和市场我的愿景是帮助创建一个充满活力、连接良好、多样化、开放、可交流的能源网络社区，对能源网络的整个系统方法有更深的理解。我将努力使这个社区对新进入者开放，在平等和多样性方面具有代表性，有完善的继任计划以确保长寿，并包括现有和新兴的优秀研究领域。我将寻求在包容性和关注相关问题之间取得适当的平衡，同时与国内和国际上在能源网络领域的其他投资相辅相成和综合。我认为，领导能源网络中心的作用是联系、召集、促进、指导和沟通，以帮助所有利益攸关方发挥其潜力并利用他们选择的所有机会。从这个意义上说，我认为自己不再竞争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，明确确定了一支研究人员团队，他们非常有能力在6个月的参与期内为我提供支持。我希望以包容和透明的方式执行为期6个月的工作方案。我和项目团队计划进行的参与的动机是：-利益相关者更深入的参与-扩大成果的责任基础-使社区参与，创造更高水平的Trustin在这种情况下，社区是学术、商业、政策制定者、国际、第三部门和公众的范围，我计划与之接触。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，并努力确保这些动机得到解决。同时，我希望利用一种方法，以一种集体和包容的方式共同制定超级新一代枢纽的工作计划。我设想我的角色是该枢纽的推动者和领导者之一。我准备在Hub的早期阶段培养管理团队的技能，以便进行职业发展和继任规划，使我能够后退一步，在能源界扮演更具战略性的角色。我预计财团合作伙伴的管理团队将包括ECR，以及代表不足的群体，包括女性和BME。我希望管理团队包括领导力和管理技能，以及EPSRC、欧盟和国际研究项目管理的经验。管理团队将共同负责制定和交付E&D目标，并制定适当的E&D政策。