Bill Gates, who is working to promote a carbon-free energy future, also wants to spend the next 20 years of his life eradicating disease in the developing world.  And he wants to do it, in part, by turning poop into profit.  In May, he appeared on 60 Minutes to discuss a variety of initiatives deployed by the Bill and Melinda Gates Foundation that promote forward-thinking technologies as logistical solutions for sanitation problems.  One of these, the Reinvent the Toilet initiative, provides funding for engineer teams to develop a solar-powered toilet that can provide a sanitary way to dispose of waste and generate a useful, salable byproduct.

An estimated 2.5 billion people across the globe lack improved sanitation facilities.  Along with increasing disease levels, these unhygienic facilities generate a range of direct and indirect costs, including hospitalization and healthcare costs, loss of productivity, and lack of access to education.  In Nigeria, these costs amount to more than 1% of total GDP.

Despite this hefty price tag, persistent barriers to the development of utilities infrastructure prohibit the types of solutions that the developed world takes for granted.  That brings me back to the toilet – and to Bill Gates.  Reinvent the Toilet (RITT) has committed to provide nearly $40 million dollars for a competition to develop a toilet that meets the requirements to process waste remotely (i.e., without water or outside electricity), produce a profitable byproduct, and cost no more than 5 cents per visitor per day to operate (which includes the upfront cost and any ongoing maintenance).

Possible Privies

That basically sounds impossible.  With teams developing models based upon technologies such as membrane filtration (not cheap), fiber optics (less cheap), and hydrogen-storing fuel cells (WAY less cheap), it remains unclear how the 5-cents-a-day requirement can be achieved without a massive user base … which would then probably raise issues of capacity and maintenance.

I spent part of last year working with the University of Colorado-based team competing in the RITT competition.  With a third round of funding/weeding out of proposals approaching this August, we were pressed to address issues surrounding the cost and feasibility for our model, which utilized fiber optic cables to concentrate solar power.  There are a number of organizations that operate profitable human waste disposal programs, and there’s potential for a sizeable international biochar market.  But these programs face various barriers that range from cultural acceptance to biochar health/safety regulations.

The toilet is a funny thing.  The other technologies Gates supports, such as the portable vaccine refrigerator, don’t seem to trigger as many logistical or cultural issues.  It remains to be seen if RITT teams will be able to successfully devise a business plan that addresses these while leveraging business opportunities that make it affordable.  It’s already very clear that they can make a sexy toilet.

Demand-side management must become a significant element of the European energy market if the EU’s ambition to build a low-carbon economy is to be realized.  The latest survey of European smart grid projects by the European Commission’s Joint Research Centre (JRC) points out the importance of this requirement.  Smart Grid Projects in Europe: Lessons Learned and Current Developments (2012 update), a follow-up to a similar study carried out in 2011, notes that a majority of the 281 projects covered focus on “distributed ICT architectures for coordinating distributed resources and providing demand and supply flexibility.”

One of the latest projects to join the roster of demand-side management pilots is the Danish city of Kalundborg.  The fact that Denmark already obtains 30% of its electricity from wind power – and targets 50% by 2020 – is making such projects an increasingly urgent requirement for the country.

Symbiotic System

Kalundborg has a population of around 16,000 within a local kommune (or municipality) of the same name extending to 50,000 people.  Its relatively small size belies the fact that it is the second-largest industrial region in Denmark after Copenhagen.  It is also notable for its long established cross-industry program, Kalundborg Symbiosis.  This program has evolved over several decades as an integrated system for waste recycling within the local industrial system.  Residual products from one industry, such as steam, dust, gases, heat, slurry, or any other waste products, are physically exchanged between enterprises, thereby reducing energy consumption, production costs, and environmental damage.

Smart City Kalundborg is a 3-year smart grid pilot with a budget of $18 million.  Launched in November 2012, the project is led by Danish utility SEAS-NVE, Dansk Energi (Danish Energy Association), Spirae, and the municipality of Kalundborg.  Other participants in the project include ABB, CleanCharge, Clever, Danfoss, Gaia Solar, DONG Energy, Gridmanager, and Schneider Electric.  Smart City Kalundborg will look at the integration of energy management across power, water, heating, transport, and building systems.  This entire system will be based on an open, intelligent platform called the Energy Services Hub.  The Hub will enable diverse participants to make specific energy resources available to the system via a publish-and-subscribe model.  An individual enterprise, water utility, or demand aggregator, for example, could use the platform to offer a specified demand response capacity to grid operators looking to manage fluctuations in power supply or reduce the need for network reinforcement.

The technical and market challenges to delivering such a system at a city scale are significant, of course.  However, the biggest question may be who is in the best position to operate such an Energy Services Hub.  One solution would be a joint venture between a municipality, one or more utilities, and a platform operator, but other models are possible.

Smart City Kalundborg is an innovative approach to deepening the connection between smart grids and smart cities.  While Kalundborg has much in common with other market-focused demand management projects in Europe, it differs in its attempt to include a wider range of city operations, including water management, transportation, and district heating.  Kalundborg Symbiosis has provided a synergistic network for the industrial system; Smart City Kalundborg project could provide a similar network for the local energy system.

Deploying smart meters across Britain turned out to take longer than expected.  In a surprise move, on May 10, the U.K. Department of Energy & Climate Change (DECC) announced it will postpone the mass rollout of smart meters for another year.  The extra time is needed for vendors to work out technical issues associated with the new equipment and conduct further testing, the Department said.

Before the delay, the plan called for installing more than 50 million smart meters (both electric and gas) in about 30 million homes and businesses, beginning in 2014 and lasting through 2019.  Now the massive deployment will begin in the fall of 2015, with expected completion by the end of 2020.

Vendors for the most part welcomed the delay.  Angela Knight, chief executive of Energy UK, an industry trade association, said the delay was a prudent move, allowing the program to “be completed in a more efficient and cost-effective manner.”

Nonetheless, for vendors counting on 2014 deployments, this delay has to hurt at some level.  Companies like Landis+Gyr, a major meter supplier to British utilities, and Trilliant, which supplies smart meter communications gear to British Gas, will need to push back their manufacturing schedules.  They’ll have to find other business as they wait for clarity on technology issues in the United Kingdom.

For utilities, on the other hand, the delay brings relief.  They can now take time to better plan for the massive deployments and the logistical challenges they entail.  However, this delay does not signal a complete halt to new smart meters in the United Kingdom.  British Gas, for instance, has already deployed some 800,000 smart meters as part of the first phase of the national rollout, and a government spokeswoman said there is nothing to stop energy suppliers from installing smart meters now, even as there is a delay in the nationwide rollout.

Consumers won’t be able to manage their consumption with the latest technology as soon as expected, but the new metering system should have fewer glitches once it moves to the big rollout stage in 2015.

The delay shouldn’t come as a big surprise.  Reshaping the grid on a country-wide scale is a huge undertaking, and getting it wrong would set the United Kingdom’s smart grid back by years.

Nest Labs, maker of the Nest learning thermostat, wants to shake up the residential demand response (DR) market.  Nest is taking a three-pronged approach to drive adoption of residential DR services and, of course, sell more of its thermostats:

• Naming:  First, Nest is not describing its services as demand response, a utility industry term lost on most consumers.  Instead, its DR program is called “Rush Hour Rewards.”  It’s an opt-in procedure whereby customers agree to have their Nest thermostats adjusted automatically during times of peak usage – for example, on a hot summer afternoon when AC usage spikes.  Customers can override the auto-settings whenever they choose.  By naming DR something else, Nest aims to highlight the consumer benefits and ease of use, and shift away from a utility focus.
• Utility partners: Nest has formed key partnerships with major U.S. utilities that will offer Rush Hour Rewards and related services, including NRG Energy subsidiaries Reliant and Green Mountain Energy, National Grid, Austin Energy, and Southern California Edison.  Combined, these utilities provide service to some 12.3 million customers.
• Pricing: Finally, Nest and its utility partners have developed aggressive pricing schemes designed to drive adoption.  Rush Hour Rewards participants can earn $20 to $60 per season, depending on their energy provider and other factors.  Also, there are substantial rebates on the Nest thermostat itself, which is pricey otherwise; for instance, National Grid is offering a $100 instant rebate on a Nest thermostat purchased through its website, lowering the cost to $149; and Green Mountain Energy customers who sign up for its Pollution Free Efficient plan receive a Nest thermostat for free.

A related Nest service, called Seasonal Savings, is a program in which the Nest thermostat and its cloud-based calculating engine (called Auto-Tune, like the audio processor) combine to make slight temperature adjustments early in the heating or cooling season.  These fine-tuning adjustments take place automatically in the background, but they can also be overridden by the user.  Nest’s own studies show Seasonal Savings participants can reduce energy use by 5% to 10%, with 80% of trial members opting to keep the suggested schedules.

Can Nest and its utility partners move the needle on residential DR with these new offerings?  Navigant Research’s consumer survey data suggests it is possible, but there will be resistance.  Nearly half of the respondents in our most recent study say they are unwilling to give up thermostat control to their utility (49%), and only about one in five (23%) are prepared to do so.  The challenge will be in convincing enough of the willing to actually go along.  For many people this is completely new customer behavior.  For Nest and its partners to find success, they will need to spend time and money on a sustained marketing campaign that explains the customer benefits.

Willingness to Allow a Utility to Control Thermostat, United States: 2012

(Source: Navigant Research)

Subsidizing the price for the high-end hardware in exchange for some DR should sway some customers.  Another plus is having utilities endorse the product and support the related user-friendly services.  Customers may grumble about their energy utility, but they still view energy providers as a valued source of energy management options such as these.  In addition, the marketing muscle the utility partners provide is a key asset.  As a startup, Nest’s marketing has been good so far in reaching early adopters.  With deeper-pocketed utility partners along, the ability to reach reluctant mainstream users should be quicker and more sustained.

Competitors are not standing still.  Rivals like Honeywell and Carrier are likely to develop competing products and services, and will be looking to set up similar partnership deals with utilities if the Nest scheme proves fruitful.  Other startups in the DR-energy management space, such as EcoFactor, Opower, Tendril, and EnergyHub, have compelling products, as well.  Still, credit Nest for driving innovative outreach to give this segment some fresh momentum.