Supergen Leaders - Energy Networks

能源网络是英国能源部门乃至英国工业和社会至关重要的推动因素。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。这些挑战因区域而异。文化差异也显著影响了什么可以被认为是适当的能源网络providing.Current能源网络的研究没有完全拥抱一个整体系统的方法，因此没有开发一个足够深刻的理解能源网络基础设施的相互关联和相互依赖的性质。虽然能源网络研究是一个丰富多样的领域，充满了令人兴奋的研究问题，但它并没有吸引足够的新研究人员在这个领域工作，现有的研究往往集中在我们的能源网络所需的未来能力的物理硬件，并在较小程度上，软件和数字/ICT元素，使我们的能源网络成为“智能”。然而，我对能源网络的理解是广泛的，包括许多元素，如;人，社区和组织，数字/信息通信技术，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的，连接良好的，多样化的，开放的，交流的能源网络社区，对能源网络的整体系统方法有更深入的了解。我会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，制定了良好的继任计划，以确保长寿，并涉及成熟和新兴的研究领域。我将寻求在包容性和关注相关问题之间取得适当的平衡，同时与能源网络领域的国内和国际其他投资互补和融合。我认为，领导能源网络枢纽的作用是连接、召集、促进、指导和沟通，以帮助所有利益攸关方发挥潜力，利用他们选择的所有机会。从这个意义上说，我认为自己是在退出竞争，以避免利益冲突的进一步资金在这方面。我已经采取了大胆的做法，明确确定了一个团队的研究人员谁是高度有能力支持我在6个月的聘用期。我希望以包容和透明的方式执行6个月的工作方案。我和项目团队计划进行的参与是出于以下动机：-利益相关者的更深入参与-扩大成果的责任基础-使社区参与，创造更高水平的信任在这种情况下，社区是学术界，企业，政策制定者，国际，第三方和公众的范围，我计划与之合作。因此，在考虑适当的接触方法时，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，以集体和包容的方式共同创建超级发电中心的工作计划。我设想我的角色是该中心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规划，使我能够退后一步，在能源界发挥更具战略性的作用。我希望财团合作伙伴的管理团队包括ECR，以及代表性不足的群体，包括女性和BME。我期望管理团队具备领导和管理技能，以及EPSRC、欧盟和国际研究项目管理经验。管理团队应共同负责制定和交付E&D目标，并制定适当的E&D政策。

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.