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Ontario Utilities and the Smart Grid: Is there room for innovation?

MaRS Market Insights

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Content Lead and Market Analyst: Jesika Briones, MaRS Market Intelligence

Authors: Jesika Briones and Nicolette Blase

Acknowledgements:

Some participants in our research chose not to be identified by name in this report. We thank them for their support

of this project, and we also thank the following individuals and organizations for their participation:

Dan Guatto, Burlington Hydro Inc.

David Curtis, Hydro One Networks

Doug Bond, Hydro One Brampton Networks Inc.

Jim Buter, Horizon Utilities Corporation

John Mulrooney, PowerStream Inc.

Matthew Weninger, Guelph Hydro Electric Systems Inc.

Michael Angemeer, Veridian Connections Inc.

Norm Fraser, Hydro Ottawa Limited

Steven Scott, Enersource Corporation

Sushma Narisetty-Gupta, Toronto Hydro-Electric System Limited

Disclaimer:

The information provided in this report is presented in summary form, is general in nature, current only as of the date of publication and is provided for informational purposes only. Specific advice should be sought from a qualified legal or other appropriate professional.

MaRS Discovery District, ©January 2012

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Table of Contents

Introduction / 04

The world stage: Who’s who in smart grid development / 05

Assessing utilities / 05

Assessing technologies / 06

Ontario: A snapshot of 10 utilities and their smart grid activity / 07

Burlington Hydro Inc. / 07

Enersource Corporation / 08

Guelph Hydro Electric Systems Inc. / 09

Hydro One Brampton Networks Inc. / 10

Hydro One Networks / 11

Hydro Ottawa Limited / 13

PowerStream Inc. / 14

Toronto Hydro-Electric System Limited / 16

Veridian Connections Inc. / 18

Horizon Utilities Corporation / 19

The role of the regulator / 20

Background / 20

Smart regulations / 20

The broader context / 21

Conclusion / 22

Endnotes / 23

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Although much has been said about the consumerization of

the smart grid, Ontario entrepreneurs can still benefit from

more insight into the specific technology needs of utilities so

they can be alert to potential business opportunities. There

is a misperception that only regulators and system operators

have full access to details about the utilities’ infrastructure and

about the activities they are undertaking to modernize the grid.

However, this information is available to entrepreneurs and

other stakeholders—the question is knowing where to conduct

research. With improved knowledge of what projects interest

utilities, Ontario startups will be better positioned to develop

their products and enter the market.

The purpose of this report is to summarize where utilities’

smart grid policies and technologies now stand and where they

are heading. It highlights the global frontrunners in the race

toward the smart grid, and outlines how industry stakeholders

(regulators, policy-makers, utilities, vendors, academics and

customers) can assess which utilities and technologies are

considered as the “smartest.” The role of the Ontario regulator

is discussed in view of smart grid implementation, as are the

policy-setting objectives and challenges it currently faces.

This report takes an up-close look at 10 of Ontario’s utilities,

examining their characteristics and the innovative projects

they are undertaking. To contextualize Ontario’s overall

progress, the report also looks at innovative regulation in

the international market.

Introduction

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The world stage: Who’s who in smart grid development

Countries the world over are embracing the smart grid. By

using technology that enables communication between the

electrical grid and the appliances that use energy, smart grids

create a more efficient flow and consumption of electricity, and

can be designed to integrate renewable energy into the system.

Energy providers embrace the smart grid, which reduces

operating costs and waste, helps providers better anticipate

and distribute power, and enables them to better meet

growing demand. Consumers benefit from the smart grid too,

because it gives them the opportunity to better manage their

consumption and costs.

As shown in Figure 1, China is at the forefront of the global

advance, having earmarked $7.32 billion in 2010 for investment

in smart grid infrastructure. The US follows next, with

investment set at $7.09 billion, and Japan and South Korea are

in the third and fourth positions. Spain led Europe in 2010 with

an investment of $807 million, putting it fifth overall in

the world.1

Figure 1: Top 10 countries for smart grid investment, 2010

Source: General Electric Company. (2010, November 9). Top 10 countries for smart grid investment. http://www.gereports.com/top-10-countries-for-smart-grid-investment/

These frontrunner positions, however, are set to change in the

next few years. India is ramping up its deployment of smart

meters and expects to have approximately 130 million operating

by 2021, which will catapult it to third place worldwide in the

implementation of smart grid technology.2

It is worth noting that while some of the countries above are

still working to deploy smart meters, Ontario has already

invested $1 billion in smart meter infrastructure. According to

the Ontario Smart Grid Forum Report of May 2011, the province

is the first jurisdiction in North America to equip every small

business and home (save condos and multi-unit buildings) with

a smart meter. This landmark step makes possible time-of-

use (TOU) rates which better reflect true market prices and

the variable costs of power generation based on supply and

demand. As of September 30, 2010, the process of smart

meter installation was 94% complete, with over 4.3 million

meters in place. By the end of 2010, Ontario utilities had moved

approximately 1.6 million customers to TOU billing and were

working to implement this system for all customers.3, 4

Assessing utilities

Deployment is easier said than done, however. Here in Ontario, the

Smart Grid Working Group (SGWG) of the Ontario Energy Board

(OEB) recognizes that inconsistency among local distribution

companies’ interpretations of the smart grid makes collaboration

difficult. As indicated by the summary of its meeting of March 1,

2010, each utility has a different level of technical maturity.5

The lack of unity of vision for the smart grid makes both

collaboration and implementation difficult. To counter this,

many tools have been developed by academic and private

organizations to guide utilities in their implementation of new

technologies. One such tool is the Smart Grid Maturity Model

(SGMM), developed in 2009 by the Software Engineering

Institute at Carnegie Mellon University. As shown in Figure 2, this

model ranks smart grid implementation at five different levels.

Figure 2: Smart Grid Maturity Model (SGMM): Levels, descriptions and results

Source: Software Engineering Institute. (2009). An overview of the smart grid maturity model (SGMM).

A 2011 report on the SGMM showed that this assessment model

has an international draw, with 60% of participating utilities

located in the US, 16% in the Asia-Pacific region, 11% in Europe

and the Middle East, and 13% elsewhere in the world.

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Figure 3: Average and range of maturity scores for all SGMM Compass survey responses

Source: Software Engineering Institute. (2011). Smart grid maturity model update, 2011.

What makes a utility intelligent?

Intelligent Utility magazine teamed up with IDC Energy Insights

in 2009 to develop an assessment tool that takes a different

measurement approach than the SGMM Compass. Called the

UtiliQ, it ranks the top 25 US “intelligent” electric utilities. They

define “intelligent companies” as those that “apply information

to energy, maximizing [their] reliability, affordability and

sustainability from generation to end users.” Beyond

technology investments, they also recognize investments in

people and processes. One of the goals of this ranking system

is to help utilities “benchmark their intelligence and measure

progress against their stated goals and objectives.” In 2010,

five specific criteria, called “intelligence metrics,” were used to

gauge utilities’ performance:6

• Productivity

• Renewable energy

• Smart initiatives

• Demand response/energy efficiency

• IT investment

Using these intelligence metrics, UtiliQ assigns a performance

score and then puts these numbers together to arrive at

a “utility intelligence quotient.” Figure 4 shows a sample

breakdown of the UtiliQ ranking.

The authors suggest that utilities aiming to boost their

intelligence quotients should concentrate their efforts in these

three areas: 7

i. Drive company cultural change (i.e., ensure that employees

understand the company’s strategies and goals, and why

they matter)

ii. Improve “lean” and “green” processes (to reduce costs,

making way for innovation and growth)

iii. Spend wisely on technology investments (to meet strategic

goals and abide by regulatory frameworks while still

delivering customer value)

Figure 4: UtiliQ ranking breakdown: 2010

Source: http://www.nxtbook.com/nxtbooks/energycentral/iu_20100708/index.php?startid=10#/12

Assessing technologies

While it is important to track and recognize how utilities are

progressing in the smart grid landscape, it is also critical

to monitor the growth of the underlying technologies,

i.e., the wide range of hardware, software, application and

communications technologies that produce the smart grid.

Right now, these are at different levels of maturity and are

advancing at varying rates. Some technologies are proven,

while others have yet to be demonstrated or deployed on a

major scale. An International Energy Agency report notes

that projects around the world are focused on smart grid

technologies, and it advocates a coordinated, integrated

approach to maximize investment and to leverage the lessons

learned from demonstration or deployment projects.8

Figure 5 highlights a sample of smart grid technology areas and

contrasts their maturity levels and current development trends.

Figure 5: Smart grid technologies: Maturity levels and development trends

Source: International Energy Agency. (2011). Technology roadmap: Smart grids.

The most recent maturity model suggests that utilities that

have taken the SGMM Compass survey (a self-assessment

tool) more than once are making progress in their efforts to

modernize the grid. Overall, this study shows that utilities are

just beginning to implement smart grid technologies, with

average maturity levels concentrated at Level 1 (Figure 3).

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Burlington Hydro Inc. www.burlingtonhydro.com

Address 1340 Brant Street, Burlington, ON L7R 3Z2

Company description Energy services company in the power distribution business

Communities served City of Burlington, Ontario

Number of clients 65,000 residential and commercial customers

Assets Burlington Hydro maintains 32 substations and almost 1,600 km of medium-voltage distribution lines to

deliver electricity.

Company ownership The company is wholly owned by the City of Burlington.

Utility’s definition of smart grid

“It’s a shift in the way we conceptualize energy and the way we use energy.

As a utility, we used to have a system where energy would flow one way—now we are moving to a system

when energy will flow many ways.

The smart grid has to enable us to deal with elements on the grid that were never there before, such

as advanced switching (an element of self-healing), energy storage and meeting the changing needs of

customers (i.e., with enhanced reliability systems).”

Innovative projects • Pure Electric Project: Using an all-electric vehicle, this project will study the operating characteristics

of an all-electric fleet vehicle in practical, real-world working conditions.

• The Power to Conserve: This initiative promotes community-wide conservation programs for consumers.

• Distribution Automation: Using innovative S&C Electric technology, a “self-healing grid” has been

created in the heart of Burlington to protect the city’s most mission-critical assets from outages.

• Smart Meter Deployment: This initiative is to help consumers learn more about smart grids, time-

differentiated prices and in-home energy management tools.

• Building GridSmartCity™: This program explores major elements of the smart grid and their

interaction to advocate for investments that best represent the interest of customers.

Working with academia

Pure Electric Vehicle Demonstration

University of Waterloo

The University of Waterloo is a key research partner in the Pure Electric Vehicle Demonstration and will

develop assessment and management tools to help integrate plug-in hybrid electric vehicles (PHEVs) into

the electricity grid. It will also monitor the performance of both the vehicle and the grid and submit study

results and recommendations for future projects.

McMaster University

As part of its extensive involvement with the Pure Electric Vehicle Demonstration, McMaster University

will have its engineering faculty research charging stations and their impact on utility operating systems.

As well, its science faculty will probe the psychology of how customers interact with electric vehicles, and

the DeGroote School of Business will examine relevant economic and market dynamics.

What is unique about this utility

a) GridSmartCity™: This project works with an innovative electric vehicle (EV) to explore major elements

of the smart grid and their interactions simultaneously. This will allow Burlington Hydro and its

GridSmartCity™ partners to acquire key insights into smart grid-related initiatives to advocate for

investments that best represent customers’ interests. According to Burlington Hydro, this is the first

time so many commercial and utility partners have assembled around such an effort.

b) This utility recognizes the value of energy storage to increase grid reliability.

Opportunities for entrepreneurs

GridSmartCity™ is a model forum for enhanced collaboration between local distribution companies, major

customers, suppliers and other energy-focused organizations.

Ontario: A snapshot of 10 utilities and their smart grid activity

The profiles below feature 10 of Ontario’s utilities, highlighting their characteristics and the innovative projects in which they are engaged.

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Enersource Corporation www.enersource.com

Address 3240 Mavis Road, Mississauga, ON L5C 3K1

Company description Energy services company in the electricity distribution business

Communities served Mississauga, Ontario

Number of clients 200,000 residential and commercial customers

Assets Enersource’s electrical system spans more than 5,000 km. It operates 65 municipal substations and more

than 25,000 distribution transformers.

Company ownership The City of Mississauga owns 90% of Enersource, and BPC Energy Corporation (Borealis), which is part of

the Ontario Municipal Employees Retirement System, owns 10%.

Utility’s definition of smart grid

For Enersource, the smart grid means utilizing the distribution system to its utmost so that people can

work and live in their community at the lowest cost possible.

Innovative projects • Integrated-operating model (IOM): This is a system implemented through a company called

Intergraph. The system offers control-room operators a single interface to monitor and respond to a

vast volume of data coming in from different points of the smart grid. An outage notification in a meter

is connected to the IOM system, which allows operators and field crews quick detection and accurate

information to remedy any problems.

• Customer communication: Using social media, Enersource keeps customers aware of the status of

outages and other energy-related news. Enersource has also upgraded its customer care and billing system.

Working with academia

Discussions with the Waterloo Institute for Sustainable Energy (WISE) are ongoing, concerning

opportunities for asset management and research.

Enersource, recognizing that academic research and testing can lead to practical and innovative

solutions, welcomes academic partnerships.

What is unique about this utility

The company is dedicated to cost-effective solutions. Before it decides whether to implement a new

technology, Enersource performs a diligent analysis based on a systematic asset (i.e., hard infrastructure)

management process.

Opportunities for entrepreneurs

Enersource assigns a lower priority to experimenting with its infrastructure than to concentrating on its

customer interface and on innovative ways to connect with customers. This connection now happens

chiefly through the company’s conservation programs. It is looking for new ideas and pilot programs

pertaining to elements of the customer interface (e.g., in-home displays, social media, billing systems), as

well as to energy efficiency.

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Guelph Hydro Electric Systems Inc. www.guelphhydro.com

Address 395 Southgate Drive, Guelph, ON N1G 4Y1

Company description Energy services company in the power distribution business

Communities served City of Guelph and the Village of Rockwood

Number of clients 50,000 homes and businesses

Assets • Size of service area (Guelph and Rockwood): 93 km2

• Total overhead lines: 429 km

• Total underground cable: 620 km

Company ownership Municipally-owned

Utility’s definition of smart grid

“An automated, widely-distributed energy delivery network, characterized by a two-way flow of

electricity and information, which will be capable of monitoring everything from power plants to

customer preferences to individual appliances. It incorporates the benefits of distributed computing and

communications to deliver real-time information and enable the near-instantaneous balance of supply

and demand at the device level.”

Innovative projects • Renewable generator connection upgrades: Guelph Hydro anticipates the majority of renewable

energy connection requests will pertain to solar projects (rather than biogas or wind). While its

distribution network is designed to accept an influx of renewable energy generation, the utility foresees

expanding the system to accommodate future needs.

• Geographic Information System (GIS) software developed by Guelph Hydro has earned industry

recognition and has been licensed for use by 15 other Ontario utilities. The software links customer

information with the location of electricity network infrastructure, global positioning of service vehicles

and staff, and weather information (such as lightning strikes), enabling the efficient dispatch of repair

crews in the event of an outage, as well as remote access to work orders and site information for

field crews.

•GreenEnergyAct (GEA) Plan projects: Guelph Hydro has proposed a number of innovative projects

as part of its GEA Plan, which is currently under review by the Ontario Energy Board. Projects include:

· In-Home Display Messaging Project

· Electric Vehicle Charging Station Project

· Smart Grid High School Education Project

· Smart Grid-Smart Home Demonstration Project

Guelph Hydro expects to receive notification regarding the status of its GEA Plan and these potential

projects in early 2012.

• ZigBee®-enabled smart meters: As part of its smart meter rollout, Guelph Hydro has incorporated

an innovative, secondary communications chip (ZigBee®) in all of its smart meters, which will advance

customer education, energy conservation and home automation opportunities.

Working with academia

Guelph Hydro has worked with the University of Guelph and Ontario Centres of Excellence on projects in

the past, and further collaboration with these entities and others on GEA Plan projects is a possibility.

What is unique about this utility

In 2011, the Ontario Energy Association named Guelph Hydro as “Large Company of the Year” for

excelling in a number of areas, including leadership in the field of sustainability. Guelph Hydro is

unique for its deployment of ZigBee® chip-enabled smart meters throughout its service territory, for

the recognition of its leadership in GIS technology, and for being among the first utilities in Ontario to

conduct an electric vehicle survey of customers. Its distribution network is relatively modern, allowing it

to better accommodate such projects as electric vehicle charging or implementing sophisticated system

modelling and planning tools.

Opportunities for entrepreneurs

Collaboration with entrepreneurs on proposed GEA Plan projects is a possibility for Guelph Hydro.

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Hydro One Brampton Networks Inc. www.hydroonebrampton.com

Address 175 Sandalwood Parkway West, Brampton, ON L7A 1E8

Company description Energy services company in the power distribution business

Communities served City of Brampton

Number of clients 137,000 homes and businesses

Assets Hydro One Brampton delivers electricity to its customers through 2,231 km of overhead primary

distribution lines using some 13,500 pole structures, as well as 2,926 km of underground primary cables.

The primary voltage is stepped down to utilization voltages through approximately 15,600 transformers

owned by local distribution companies (LDCs).

Company ownership Hydro One Brampton Networks is a subsidiary of Hydro One Inc. and is part of the Hydro One family of

companies.

Utility’s definition of smart grid

For Hydro One Brampton, the smart grid means connectivity of devices with customers.

Innovative projects Smart meter integration: Once the smart meter infrastructure is implemented, there may be an

opportunity to process power outages into the Outage Management System (OMS). Many smart metering

systems can provide a “last gasp” notification when power is lost at individual meter locations. These

notifications are then processed into the OMS system, automatically alerting the control centre of the

outage in less time than would a phoned-in report from a customer. The InService OMS is designed to

handle outage information from this source; however, an additional interface is required to communicate

between the smart meter network and the OMS system. The estimated timeframe for completion of this

project is 2013.

Working with academia

Hydro One Brampton is not working with any academic partners.

What is unique about this utility

All of Hydro One Brampton’s business applications are custom-developed using the programming

language, RPGIV, and Computer Associates Cool/2E 4GL.

Opportunities for entrepreneurs

The utility needs a data storage system to hold all the smart meter data it has collected, and needs

software to properly analyze it.

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Hydro One Networks www.hydroone.com

Address 483 Bay Street, North Tower, 15th Floor Reception, Toronto, ON M5G 2P5

Company description Hydro One is the largest electricity transmission and distribution company in Ontario.

Communities served Hydro One’s transmission system is one of the largest in North America and is linked to five adjoining

jurisdictions through 26 interconnections.

Its distribution system is the largest in Ontario and spans roughly 75% of the province. It also operates

small, regulated generation and distribution systems in a number of remote communities across

Northern Ontario that are not connected to Ontario’s electricity grid.

(Source: Hydro One. Transforming Energy: 2010 Annual Report.

Number of clients • Large-user customers: 412

• Remote communities served: 21

• Rural and urban distribution customers: approximately 1.3 million

• Local distribution companies: 75

Assets • Hydro One distributes electricity though its 123,500 circuit-kilometre low-voltage distribution system,

serving Ontario’s rural areas and municipalities.

• The utility transmits energy through a 28,951 circuit-kilometre high-voltage network. Transmission lines

are overhead except for 282 circuit-kilometres of underground lines in urban areas.

• Hydro One owns and operates 26 facilities that interconnect its transmission system with systems in

neighbouring provinces and states, which can accommodate imports of about 4,600 MW and exports of

about 6,000 MW.

• The utility’s transmission system includes 284 transmission stations and 1,008 distribution and

regulating stations.

(Source: http://www.hydroone.com/OurCompany/Pages/QuickFacts.aspx)

Company ownership The utility is a Crown corporation established under the Business Corporations Act (Ontario) with a single

shareholder, the government of Ontario. Hydro One owns and operates nearly all of Ontario’s electricity

transmission system. In 2010, it accounted for about 96% of Ontario’s transmission capacity, as measured

by revenue. Its subsidiaries include:

• Hydro One Remote Communities Inc.

• Hydro One Telecom Inc.

• Hydro One Brampton Inc.

Utility’s definition of smart grid

“Hydro One’s distribution strategy is focused on incorporating smart grid technology, providing

reliable service over a diverse geography, supporting the connection of renewable generation, seeking

efficiencies through productivity initiatives and remaining open to opportunities to rationalize the

distribution sector.” (Source: Hydro One. Transforming Energy: 2010 Annual Report.)

Innovative projects The most important project the utility has underway is its Advanced Distribution System (ADS) project.

With the first phase being implemented in the Owen Sound area, the project will examine how best

to manage the network as distributed generation, demand and supply controls, and access at the

distribution level become more available options for customers. With a system that is no longer radial,

Volt/VAR controls are needed to ensure that power quality is not affected.

The ADS project has four main objectives, with the first one being of primary importance. The project

aims to:

1. Integrate over 10,000 distributed generators of various sizes and complexities into the distribution

system (as a result of the response to the Green Energy Act’s Feed-in Tariff program).

2. Advance and automate the distribution operations needed to improve the reliability of distribution.

3. Leverage the smart meter system to restore power outages quickly and minimize the number of

customers affected.

4. Add new data sources to the asset planning and analytical tools for the distribution network.

Over 2012, the utility will test the effectiveness of the first phase. If successful, the ADS project will be

rolled out across Hydro One’s distribution network.

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Working with academia

In conjunction with Ryerson University, Hydro One has established the Centre for Urban Energy. This

unique venture will research innovative and practical solutions for urban energy issues. This partnership

will not only enable the utility to identify solutions for integrating new technologies, but it will also help

foster energy-sector leaders of tomorrow.

Hydro One has also teamed up with the University of Western Ontario and the University of Waterloo

to build partnerships that promote innovative electrical engineering solutions to connect clean and

renewable energy. These initiatives include student scholarships and awards. (Source: Hydro One.

Transforming Energy: 2010 Annual Report.)

In recent years, the utility has worked with Mohawk College, Northern College, Algonquin College and

Georgian College as part of a campaign to recruit technologists and technicians. More recently, it has set

up a research collaboration to study electric vehicles (EVs). Through this venture, Hydro One is working

with a GM EV, which is helping to advance its research in the field.

Hydro One also maintains many non-academic research partnerships, such as those with the Electric

Power Research Institute (facilitating connections with large US utilities), Kinectrics (the research

institute run by Hydro Québec) and CIGRE (which is Paris-based, facilitating partnerships with European

and Asian utilities).

What is unique about this utility

Hydro One defines itself as being ahead of the curve in terms of technology adoption. It constantly

measures its progress against industry standards, such the IBM smart grid maturity model, and monitors

its best practices against those of other large utilities that use the same technologies. To not become a

testing ground for innovative technologies, Hydro One avoids relying on specific tools, so that decisions

are not based on tools that may later prove ineffective.

Opportunities for entrepreneurs

Because of its size and reach, the company has the ability to work with entrepreneurs and can offer

opportunities to small companies that they would not otherwise find in Ontario.

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Hydro Ottawa Limited www.hydroottawa.com

Address 3025 Albion Road North, PO Box 8700, Ottawa, ON K1G 3S4

Company description Energy services company in the power distribution business

Communities served City of Ottawa and the Village of Casselman

Number of clients 300,000

Assets Hydro Ottawa has 84 distribution stations, 2,700 km of underground cable, 2,700 km of overhead lines,

42,500 transformers and 48,600 hydro poles.

Company ownership The utility is wholly owned by the City of Ottawa.

Utility’s definition of smart grid

“Modernization. The world is changing and our customers’ expectations are going up and technology is

dramatically accelerating. We want to bring the power system closer to the customer, and vice versa, so

we can make the most of technology already implemented, such as smart meters.”

Innovative projects Hydro Ottawa is keen to keep customers informed and satisfied by helping them to understand and

adjust their electricity consumption, and by applying solutions to restore power quickly when outages

happen. Efficient communication concerning power outages is a key smart grid objective for the utility,

and WEBMAPS is the newest piece of this strategy. With updates every 15 minutes, the system provides

customers with details on the location, cause and extent of outages, as well as the estimated time of power

restoration, if known.9

In tandem with its smart grid activity, the company also promotes reducing energy use in general. Some of

its conservation programs include:

• Fridge and freezer pickup: This program collects fridges and freezers over 15 years old for free and

recycles them in an environmentally-friendly way.

• Heating and cooling incentive: Using financial incentives, this initiative encourages customers to

install energy-efficient heating and cooling systems.

• Conservation Owl: A staunch environmentalist adopted by Hydro Ottawa as its ambassador of energy

conservation, this owl spreads his message on Facebook as well as on Twitter, where he “twoots.”

Working with academia

Algonquin College

Hydro Ottawa runs an apprenticeship program for those interested in becoming certified Stations

Electricians. As part of the program, participants rotate annually through each major component of the

utility’s department training.

Algonquin College is establishing itself as a leader in energy conservation, upgrading existing campus

infrastructure to improve building performance and decrease power consumption. In doing so, the

college is promoting energy awareness throughout its entire community. In February 2008, Hydro

Ottawa recognized Algonquin’s effort with the “Companies for Conservation” award.

Carleton University

In partnership with Hydro Ottawa, Carleton University opened the Hydro Ottawa Laboratory for Smart

Grid Technologies in November 2011. This venture enables Carleton students to experiment with the

emerging smart electricity infrastructure, to learn about integrating alternate and sustainable power

sources and about improving the efficiency and reliability of the energy supply.

What is unique about this utility

Hydro Ottawa is striving to leverage technology to deliver improved service and communications

to customers. In 2010, the company received Chartwell Inc.’s “Best Practices Award in Outage

Communications” for its automated system that fields information about power outages and relays

effective and up-to-date information to employees and customers.

Opportunities for entrepreneurs

Hydro Ottawa foresees opportunities for entrepreneurs. Currently, the utility is reviewing a few pilot

projects with entrepreneurs in the Home Area Networks (HANs) field.

14

PowerStream Inc. www.powerstream.ca

Address 161 Cityview Boulevard, Vaughan, ON L4H 0A9

Company description Energy services company in the power distribution business

Communities served Alliston, Aurora, Barrie, Beeton, Bradford, West Gwillimbury, Markham, Penetanguishene, Richmond Hill,

Thornton, Tottenham and Vaughan

Number of clients 330,000

Assets PowerStream’s distribution system consists of 2,551 km of overhead circuit wires and 4,830 km of

underground cable. Peak demand is 2,000 MW.

Company ownership The company is jointly owned by the municipalities of Barrie, Markham and Vaughan.

Utility’s definition of smart grid

“The smart grid uses new technologies to optimize distribution for the benefit of the end customer.”

Innovative projects Please refer to PowerStream’s smart grid map below (Figure 6):

Figure 6: Anticipated target areas, PowerStream

PowerStream is currently pursuing the following projects:

• Digital fault indicators (DFI): This new technology employs a device that monitors power line loading

and temperature and communicates to the PowerStream control room when a fault has occurred,

also giving information on the fault type and duration. This technology uses the same Sensus Flexnet

Advanced Metering Infrastructure (AMI) communications system used by smart meters.

• Meter in a can: This project involves installing smart meters inside transformer boxes to streamline

the process of reporting a problem (obviating the situation where, for example, a dozen different home

smart meters report the same problem). Other benefits of this technology include the ability to:

· monitor and report overloading of transformers

· detect power diversion

· optimize circuit operation

· control smart chargers used with EV (electric vehicle) technology

• Self-healing grid: This new technology uses existing control and switching systems to automatically

sense, isolate and immediately respond to power system disturbances, while continually optimizing its

own economic and operational performance.

15

Working with academia

Queen’s University

Using data from the smart meter system, this partnership studied the impact of electric vehicle (EV)

charging on residential distribution assets, and determined that two or more Level 2 EV chargers would

overload the transformers. Its report recommended a controlled smart charger solution to avoid the

overloading situation.

In 2011–2012, Queen’s will study opportunities and issues associated with vehicle-to-grid electricity

transfer from EVs. This technology has the potential to shift load from the middle of the day to the

middle of the night. The study also addresses the potential repurposing of the EV battery once it has

reached end-of-life as a transportation energy source.

University of Waterloo

Communications and storage research:

1. Waterloo is evaluating the effectiveness of using rotating energy storage technology within

PowerStream’s distribution system.

2. Waterloo prepared a MITACS (Mathematics of Information Technology and Complex Systems)

project titled “Protection Coordination Planning with Distributed Generation (DG) and the Impact of

DG on Safety, Equipment and Distribution System Operation.” The project identified and evaluated the

protection and control issues associated with renewable generation on the distribution system.

3. Waterloo undertook a project to investigate the size of backup storage required to absorb excess

generation during light load and bright sunlight to keep the voltage from exceeding established high-

voltage limits.

Georgian College

Electric vehicle program:

PowerStream is working with Georgian College to demonstrate and pilot several areas of technology

associated with EVs—namely, smart-charger control using smart meter input, vehicle-to-home energy

transfer and Level 3 high-rate EV charging.

What is unique about this utility

PowerStream has identified clear areas of opportunity to help its organization lead in the development of

a reliable and cost-effective grid for the benefit of the customer. The company relies on the vision of its

senior management and the knowledge and training of its employees, giving them the power to decide

whether a “smart solution” is beneficial to the customer.

Opportunities for entrepreneurs

PowerStream is currently working on projects with General Electric, Better Place, Schweitzer, Sensus/

Horstmann, Temporal Power and others to identify smart initiatives.

As a growing utility with an increasing number of clients, PowerStream is actively seeking to be a leader

in applying new technologies that fit with its overall mission and vision and to do so in a prudent, cost-

effective manner.

To support entrepreneurial activities, the company has leveraged financial support programs such as

NRCAN Eco II, the Smart Grid Opportunities Fund, the Ontario EV Infrastructure Fund, and the OPA’s

support funding for conservation and demand management.

16

Toronto Hydro-Electric System Limited www.torontohydro.com

Address 14 Carlton Street, Toronto, ON M5B 1K5

Company description Through its subsidiaries, Toronto Hydro Corporation

• Distributes electricity and engages in conservation and demand management activities.

• Maintains and operates the street lights in the city.

Its principal business is Toronto Hydro-Electric System Limited (THESL). It’s the largest municipal

electricity distribution company in Canada and distributes approximately 19% of the electricity consumed

in Ontario.

Communities served City of Toronto

Number of clients Approximately 700,000

Assets • Control centre: 1

• Operation centres: 8

• Poles: approximately 139,900

• Length of overhead wires: over 15,000 km

• Length of underground wires: over 10,400 km

• Total transformers across the city: approximately 60,500

(Source: http://www.torontohydro.com/sites/corporate/Newsroom/FactsAtAGlance/Pages/FactsataGlance.aspx)

Company ownership The company is wholly owned by the City of Toronto.

Utility’s definition of smart grid

“An intelligent, continually evolving electricity network that delivers value in meeting customer needs and

expectations.”

Innovative projects The company’s projects include:

• Feeder automation

· Application of peer-to-peer communicated SCADA (supervisory control and data acquisition) switches

to isolate and sectionalize a feeder during a fault and restore non-faulted segments

• Transformer monitoring

· Installing monitoring devices and associated hardware, similar to that of the smart meters, to acquire

more information about grid activity via transformer data

• Power-line monitoring

· Monitors primary system for power quality, conductor temperature and system losses

• Electric vehicle charging stations and the integration of electric vehicles

· Smart Experience Program—a pilot program that introduces electric vehicles into the grid and allows

Toronto Hydro to study driving behaviour and its impact on the grid

• Community energy storage

· Project to develop and install three 250 kW/250 kWh units to demonstrate functionalities in dynamic

load levelling, integrated communication and buffering intermittency of distributed generations

Working with academia

University of Toronto

A study is underway with the University of Toronto to evaluate the short-circuit contribution of

distributed energy resources in the Toronto Hydro distribution system.

Ryerson University

The project to help modernize the Toronto Hydro network involves integrating systems through enhanced

and advanced communications architecture. The goals are to develop a data-rich, scalable and interactive

grid that provides customers with more direct control over their electricity use and gives the utility

company improved planning, measurement and response tools. (Source: http://www.ryerson.ca/news/news/

Research_News/20110712_grids.html)

17

What is unique about this utility

THESL has established a smart grid community where prioritized initiatives can be tested, processes

developed, customer feedback incorporated and operating procedures created.

The company has also developed a 25-year smart grid roadmap (Figure 7), which highlights the areas it is

currently targeting or anticipates it will target.

Figure 7: Toronto Hydro smart grid roadmap: 25-year vision

Source: Toronto Hydro-Electric System Limited. (2011, August 1). THESL 2012 GEA Plan, p. 13.

Opportunities for entrepreneurs

THESL is an amalgamation of six utilities and operates with a wide array of legacy equipment. In the

opinion of THESL, the utility provides an ideal testing ground for vendors to develop and assess new

solutions, noting that if vendors prove their solutions in its complex environment, then it is likely that

with small adjustments they can deploy the same solutions at other Ontario or North American utilities.

Currently working with the following

entrepreneurs

• Temporal Power: With Temporal Power, THESL is exploring the potential of integrating flywheel energy

storage technology into the Ontario electricity grid.

• Opus One Solutions: THESL is pleased to be working with this Toronto-based consulting organization,

which is focused on the innovation, selection, development and effective application of technology.

18

Veridian Connections Inc. www.veridian.on.ca

Address 55 Taunton Road East, Ajax, ON L1T 3V3

Company description Energy services company in the power distribution business

Communities served The cities of Pickering and Belleville, the towns of Ajax, Port Hope and Gravenhurst, and the communities

of Uxbridge, Bowmanville, Newcastle, Orono, Port Perry, Beaverton, Sunderland and Cannington

Number of clients 115,000

Assets Veridian Connections has 639 km2 of service territory and 2,301 km of distribution lines.

(Source: http://www.veridiancorporation.ca/2010-annual-report/#/2/)

Company ownership Veridian Connections is a wholly-owned subsidiary of Veridian Corporation. The City of Pickering, the

Town of Ajax, the Municipality of Clarington and the City of Belleville jointly own Veridian Corporation.

Utility’s definition of smart grid

For Veridian, the smart grid is the application of existing and new technologies into the distribution

system that allows for the improved integration of renewable generation, which ultimately delivers

better results to the customer through increased reliability and customer service. Veridian sees that the

implementation of the smart grid might be different for each utility, depending on its specific needs.

Innovative projects • Outage Management System: This automated system enables operators in a control room to monitor

hundreds of square kilometres of service area and to pinpoint and track the extent of any power outage.

Not only does this system enable crews to be dispatched directly to the critical point on the grid, but the

company can also keep customers informed online about expected repair times and locations.

(Source: Veridian Annual Report, 2010. http://www.veridiancorporation.ca/2010-annual-report/)

• “IntelliTEAM®”: According to Veridian, this project will create the largest self-healing electricity

distribution network in Ontario. The system will be installed in south Ajax, providing service to more

than 6,000 customers. With an investment of approximately $1.8 million, this project will use innovative

technology built by the S&C Electric Company to identify power distribution problems and reroute and

restore service. The expected results will be reduced outages and costs, with a more efficient use, and

therefore longer lifespan, of wires and transformers. (Source: http://www.veridian.on.ca/pdf/news-releases_2008_

Nov%2028_Veridian-Goes-Smart-Grid.pdf)

• Electric vehicle charging station pilots: Two different electric vehicle charging-station pilots are

underway right now. One is with Better Place in conjunction with another utility, and the other is with the

Durham Electric Vehicle Group, all members of the Durham Strategic Energy Alliance (DSEA).

Working with academia

University of Ontario Institute of Technology (UOIT)

Electric vehicle project:

The vehicle will be used as part of the automotive engineering program’s participation in AUTO21

(Canada’s national automotive research program) and vehicle-to-grid communications testing.

(Source: http://www.newswire.ca/en/story/739299/veridian-ceo-donates-plug-in-hybrid-solar-electric-vehicle-to-uoit)

Energy Research Centre:

Veridian has been involved in supporting the new Energy Research Centre at UOIT, through work with

the board of governors and through its financial support for labs. The centre, now opened, will play an

important part in preparing the next generation to implement new forms of alternative generation and

energy systems. Smart grid will be a focus of this energy centre, and the university is participating in an

application to the Ontario Smart Grid fund with Veridian and a number of other DSEA members.

Veridian is also involved with Durham College’s alternative energy centre.

The intersection of energy and transportation will be important for the development of sustainable

communities. Through its work with municipal shareholders, DSEA members, the UOIT Energy Research

Centre and Automotive Centre of Excellence and Durham College, Veridian is playing a key role in

developing the sustainable communities of tomorrow—economically, environmentally, and socially.

19

What is unique about this utility

The company has leveraged its utility expertise by partnering with current key industry players

to develop projects (such as “IntelliTEAM®”) that can be translated into national or international

opportunities in the future.

Veridian has started looking at non-traditional ways of raising capital (e.g., external funding or private

investment) to test innovative projects in the province.

Opportunities for entrepreneurs

Veridian is reviewing what it needs to add and how it can access investments to fund some of its

innovative ideas with the Durham Strategic Energy Alliance, and is hoping to partner with private-sector

companies in the future.

With its DSEA partners, Veridian has recently submitted an Ontario Smart Grid Fund proposal. Electric

vehicle (EV) charging pilots may also allow Veridian to access some of the $80 million funding for EV

charging infrastructure.

Horizon Utilities Corporation www.horizonutilities.com

Although in the early stages of progress toward implementing the smart grid, Horizon Utilities Corporation is examining ways to

initiate their activities in this space. The utility serves the communities of Hamilton and St. Catharines, with 237,000 residential

electricity customers. Horizon is exploring a joint venture with McMaster University and Mohawk College with regard to electric

vehicles and charging stations.

20

• Maintain pulse on innovation: Encourage information

sharing relating to innovation and the smart grid, and ensure

Ontario is aware of best practices and innovations in Canada

and around the world.11

Smart regulations

To guide the implementation of the smart grid in Ontario, in

February 2011 the OEB selected participants for their Smart

Grid Working Group (SGWG) to advise OEB staff on technical

aspects and other issues that affect policies and direction

offered by the OEB.

In November 2011 the SGWG released a discussion paper

which addressed the issue of innovation and adaptive

infrastructure. One of the OEB’s objectives is to encourage

economic growth and job creation in Ontario through the

adoption of the smart grid and its associated innovation.

The working group, recognizing that products had been

developed and businesses had grown from the introduction

of smart meters and time-of-use pricing, noted that economic

development was also likely to stem from implementation of

the smart grid. However, although some ideas about how a

regulatory path could facilitate economic development were

suggested, the SGWG is still working on how OEB policy could

directly achieve this goal.12

But the SGWG was clear that with respect to adaptive

infrastructure (the “flexibility” and “forward compatibility”

elements of the minister’s directive), the OEB should support

open standards, particularly around software development. As

well, it recommended that technology innovation and adoption

be evaluated on the basis of their ability to ensure future

functionality and meet future requirements, and not just on the

basis of cost.

Regarding the directive to “encourage innovation” and

“maintain a pulse on innovation,” the SGWG concluded that

the best way to foster innovation in the sector was to build

a collaborative environment. It proposed a regular forum,

comprising SGWG members and diverse stakeholders, which

could exchange and debate ideas on the smart grid from both a

local and global standpoint.13

Bringing Ontario’s power grid into the twenty-first century

will require the support of an array of stakeholders, including

regulators, policy-makers, utilities, consumers and technology

vendors. To achieve this, legislators and energy-sector

leaders need to develop policies that foster modernization.

Implementing an innovative system will be above all an issue of

change management, and Ontario’s regulators are in a prime

position to lay the groundwork.

Background

In May 2009, the Green Energy and Green Economy Act (GEA)

was given royal assent, defining “smart grid” as “the advanced

information exchange systems and equipment that when

utilized together improve the flexibility, security, reliability,

efficiency and safety of the integrated power system and

distribution systems.”10

In November 2010, the Minister of Energy issued a directive

to the Ontario Energy Board (OEB) to complement the GEA.

It provides a set of objectives to guide utilities and local

distribution companies (LDCs) in establishing their smart grid

plan and investments.

Read the Ministry of Energy’s directive to the OEB.

To learn more about the three areas of focus and 10 policy

objectives of this mandate, please visit

http://www.ontarioenergyboard.ca/OEB/_Documents/

Documents/Minister_directive_smart_grid_20101123.pdf.

The directive outlines three areas of focus as well as 10

policy objectives to guide the OEB. The three focus areas

are customer control, power system flexibility and adaptive

infrastructure—and of these, the third is of greatest significance

to entrepreneurs, as it concerns accommodating the use of

innovative technology.

Appendix C of the directive sets out the goals of adaptive

infrastructure:11

• Flexibility: Provide flexibility within smart grid

implementation to support future innovative applications,

such as electric vehicles and energy storage.

• Forward compatibility: Protect against technology lock-in to

minimize stranded assets and investments, and incorporate

principles of modularity, scalability and extensibility into

smart grid planning.

• Encourage innovation: Nest within smart grid infrastructure

planning and development the ability to adapt to and actively

encourage innovation in technologies, energy services and

investment/business models.

The role of the regulator

Wondering how energy distributors are regulated?

To learn about the OEB requirements for licensed

Ontario distributors and how projects are evaluated,

please see SGWG’s Staff discussion paper: in regard to the

establishment, implementation and promotion of a smart

grid in Ontario.

21

In Ontario, at the start of 2012, the consultative process is

ongoing, and issues associated with the implementation

of the smart grid will continue to be examined. As the

recommendations listed above indicate, innovation in this

regulated sector remains in the early stages.

Nevertheless, this situation is common even in more mature

and developed markets, such as in the US, where regulatory

issues rate as a top concern among utilities. As Bob Jenks

(Executive Director, Oregon Public Utility Commission) observes

in his article, “Why Smart Grid Advocates Should Learn About

Utility Regulation,” part of modernizing the electricity system

is developing an informed and realistic methodology to identify

what needs to be changed and how to achieve those changes—

and that understanding the complexities of current policy is

critical. He writes, “The smart grid has the potential to change

our electricity system in fundamental ways. But to effectively

create positive change, it’s necessary to understand the present

[electricity system].” He emphasizes that we have to learn to

build out of what we already have, recalling a tenet he followed

as a community organizer in college, “I start where the world is,

as it is, not as I would like it to be.”14

A paradigm shift is needed to address some of the challenges.

In Bloomberg Businessweek, David J. Leeds (analyst, GTM

Research) points out the need to revise the compensation

scheme for utilities; currently, since their revenues are tied to

how much power is sold, it is in their interest to sell more power,

not less. New regulations could introduce new rate structures

and business models, giving utilities more reasons to drive

energy efficiency and earn revenue in ways other than the

direct sale of electricity..15 (Read Leed’s full article, “The smart

grid needs smart regulations.”)

The broader context

In gauging Ontario’s approach and its progress in implementing

the smart grid, looking at a broader international context is

useful. The United Kingdom and Italy are two jurisdictions

that are breaking new ground to modernize their regulatory

framework. They were recently studied by Christine Müller

(WIK Wissenschaftliches Institut für Infrastruktur und

Kommunikationsdienste GmbH) for her submission to the

“Fourth Annual Conference on Competition and Regulation in

Network Industries,” held in November 2011.

In her report, “Advancing regulation with respect to smart

grids,” Müller examines the UK’s new regulatory approach,

which takes a long-term view with respect to incentives. She

describes it as having shifted from “a regulatory focus on

cost efficiency to a holistic innovation and output-oriented

approach with a forward-looking, long-term value-for-

money perspective.” While lauding this initiative to stimulate

investment and dynamic efficiency, Müller warns that the

UK framework does set the stage for a “planning-intense

regulatory scheme and a high level of regulatory scrutiny.”16

In contrast, Italy’s regulatory approach offers a less holistic

solution. There, the regulator has the power to increase the

rate of return for specific smart grid investments. However,

Müller cautions that this system may present difficulties in

terms of demarcation or the possibility that the regulator might

favour certain technologies over others.

Müller believes that the frameworks established both in the UK

and Italy are inspiring examples of more sensitive regulation,

and that other jurisdictions would do well to follow them to

create the shift in the regulatory paradigm needed to support

smart grids. She recommends that new policies entail a

gradual, thoughtful “smartening” of regulatory incentives, with

one such example being “a promotion of smart grid-related

demonstration projects backed by an innovation fund for which

network operators may apply.”17

Notably, Ontario has already established such a practice with

its Smart Grid Fund. This program is investing $50 million in

the advancement of the smart grid, the creation of economic

development opportunities and the reduction of risk and

uncertainty in electricity-sector investments. At the federal

level, the ecoENERGY Innovation Initiative launched in August

2011 will foster energy technologies that produce and use

energy in a cleaner and more efficient way. While not smart

grid-specific, this program will help advance technologies that

impact the smart grid.

Müller concludes her analysis of the UK and Italy case studies

with a general recommendation to other jurisdictions that

investment for electrical infrastructure and intelligence be

supported beyond the regulatory sphere. She proposes using

indirect incentives such as investment bonuses and R&D

allowances, designed to ensure that they do not overlap with

existing incentive mechanisms so that end-customers are not

paying twice to support the same investment.18

22

Globally, China and the US, by prioritizing smart grid

development, are building an economic advantage over the

long term. To boost its competitiveness, Canada would do well

to adopt forward-thinking smart grid objectives in alignment

with those of Ontario and British Columbia. In November 2010,

Ontario issued its 20-year Long-Term Energy Plan, identifying

the smart grid’s value as “an essential element of Ontario’s

clean energy future.”19 And British Columbia, recognizing that

innovation is the key to entering and building a competitive

advantage in the marketplace, has projects underway to build a

sustainable smart grid economy.

Utilities

Two key elements stand out in this report with respect to the

implementation of smart grids. First, utilities need to explain and

validate their smart grid expenditures. And second, since each

utility is currently using a different definition of the smart grid

and relying on its own regulators to provide guidance, a common

definition of the smart grid would facilitate collaboration.

As the results of our interviews show, utilities tend to focus on

automating their local distribution company networks and their

communication technologies. Electric vehicle (EV) research and

its associated infrastructure is also a common point of interest,

with most utilities having at least one EV project proposed

or underway. Many of the utilities we interviewed expressed

an interest in participating in associations and forums to

exchange best practices. There is a compelling case for creating

a separate organization to oversee projects, especially those

undertaken in partnership with academia. As Müller notes, with

incentives to foster smart grid development, it is important to

ensure end-customers and taxpayers do not pay more than

once to support the same research.

Regulators

We encourage regulators to continue to provide guidance to

utilities to maximize smart grid momentum and policy-makers

to strive for grid modernization. With this, Ontario will achieve

greater grid reliability to manage growing loads on the system,

and the province will benefit from the economic opportunities a

smart grid affords.

With burgeoning possibilities for innovation in this developing

market, regulators and policy-makers will need to respond

to new demands. Old regulatory frameworks might inhibit or

prevent the development or adoption of innovative products

or services and limit the scope of market development and,

consequently, benefits to customers. If new business models for

utilities can be implemented and new entrants allowed into the

marketplace, then the smart grid infrastructure will have room

to grow and prosper without the constraints of legacy barriers.

Entrepreneurs

What advice would we offer to Ontario entrepreneurs who want

to succeed in the smart grid market? We have some tips:

• Understand how the electricity sector works—this includes

regulation and policy.

• Understand who your competitors are and what types of

solutions they offer.

• Take advantage of funds and incentives offered provincially

and federally. Since utilities have to assess expenditures on

innovation, leveraging your funding money will make their job

(and yours) easier.

• Remember that you will be dealing with a long-term sale

process—you may want to consider alternative business

models or revenue streams.

• Understand the local and global challenges utilities face

(e.g., integrating renewable energy sources such as wind or

solar power).

• Keep a global perspective.

Conclusion

23

Endnotes

1. General Electric Company. (2010, November 9). Top 10 countries for smart grid investment. GE reports. Retrieved December

14, 2011, from http://www.gereports.com/top-10-countries-for-smart-grid-investment/

2. Innovation Observatory. (n.d.). Ten countries will account for 80% of global smart grid investment by 2030 [Press release].

Retrieved December 14, 2011, from http://www.innovationobservatory.com/sgpress2

3. Ontario Smart Grid Forum. (2011, May). Modernizing Ontario’s Electricity System: Next Steps. Retrieved January 16, 2012, from

http://www.ieso.ca/imoweb/pubs/smart_grid/Smart_Grid_Forum-Report-May_2011.pdf.

4. Ontario Energy Board. (2011, March 3). Monitoring Report Smart Meter Investment – September 2010. Retrieved January 16,

2012, from http://www.ontarioenergyboard.ca/OEB/_Documents/SMdeployment/SM_Cost_Report_September2010.pdf.

5. OEB Smart Grid Working Group. (2010, March 1). [Meeting summary].

6. Feblowitz, J. & Rowland, K. (2010, July/August). 2010 UtiliQ rankings. Intelligent utility. Retrieved December 14, 2011, from

http://www.nxtbook.com/nxtbooks/energycentral/iu_20100708/index.php?startid=10#/12

7. Feblowitz, J. & Rowland, K., UtiliQ rankings.

8. International Energy Agency. (2011). Technology roadmap: Smart grids, p. 20.

9. Hydro Ottawa. (2011). Currents (Fall 2011) [newsletter]. Retrieved January 16, 2012 from http://www.hydroottawa.com/pdfs/

HYD%20Fall%20Currents-Eng-lr.pdf.

10. Ontario Ministry of Energy. (2011, April). Smart Grid Fund Guidelines. Retrieved January 19, 2012, from http://www.mei.gov.

on.ca/en/energy/html/SGF_guidelines.html.

11. Ontario Executive Council. (2010, November 23). Minister’s directive to Ontario Energy Board. Retrieved December 14, 2011,

from http://www.wise.uwaterloo.ca/SmartGrid/Minister_directive_smart_grid_20101123.pdf

12. Ontario Energy Board, Staff discussion paper, p. 12.

13. Ontario Energy Board, Staff discussion paper, pp. 22–23.

14. Jenks, B. (2011, October 20). “Why smart grid advocates should learn about utility regulation.” EnergyPulse. Retrieved

December 14, 2011 from http://www.energypulse.net/centers/article/article_display.cfm?a_id=2479

15. Leeds, D.J. (2009, October 5). “The smart grid needs smart regulations.” Bloomberg Businessweek. Retrieved December 14,

2011 from http://www.businessweek.com/technology/content/oct2009/tc2009105_408012.htm

16. Müller, Christine. (2011, November 25). Advancing regulation with respect to smart grids: pioneering examples from the United

Kingdom and Italy [Whitepaper]. Retrieved December 14, 2011, from http://www.crninet.com/2011/c10a.pdf

17. Müller, Christine. Advancing regulation with respect to smart grids.

18. Müller, Christine. Advancing regulation with respect to smart grids.

19. Office of the Information & Privacy Commissioner for BC. (2011, December 19). British Columbia Hydro and Power Authority

investigation report F11–03, p. 13. Retrieved December 19, 2011, from http://www.ieso.ca/imoweb/pubs/smart_grid/Smart_Grid_

Forum-Report-May_2011.pdf