Editor's note: To learn more about the intersection of smart buildings and the smart grid, be sure to check out VERGE@Greenbuild, coming this fall to San Francisco, November 12-13, 2012.
Connecting the smart grid to efficient building management holds significant opportunity for commercial building owners and utilities.
Yet, today, these economic and energy benefits are far from realized. In a new report, we outline how technology adoption and business process change must go hand-in-hand for companies to take advantage of the smart grid.
Smart technologies are improving system operations and delivering quantifiable benefits to stakeholders on both sides of the meter. Despite this infusion of intelligence and automation in buildings and the grid, the reality today is that the development of smart buildings and the smart grid is happening almost entirely independently.
Corporations have the potential to yield enormous efficiency gains, manage costs, improve operations and achieve a range of strategic business and sustainability goals through smart building technologies. And smart grid developments generate value for utilities by promoting stability and reliability improvements, and offering a significant opportunity in demand-side management.
What's holding back the integration of smart buildings with the smart grid?
One of the biggest hurdles today is getting utilities and building owners on the same page. Currently, there are separate and distinct decision-making groups shaping investment and defining the development of a "smart buildings-smart grid" reality. The utility and building owners have distinctly different drivers for investment, but both stakeholder groups face similar challenges in deploying intelligent technologies for optimizing asset performance.
So what will drive the convergence of technology and business practices between these two key stakeholders to enable interoperability? We have outlined two crucial steps that can help bring the smart buildings-smart grid paradigm to life.
1. Customer Engagement: On the business side of technology adoption, vendors and utilities must understand the demand for energy management opportunities of potential customers to develop programs that can generate economies of scale.
Utilities have traditionally focused engagement efforts on two customer groups -- the residential segment and the largest 1to 3 percent of their business customers. Account representatives have built relationships with the very largest customers to coordinate demand side management efforts and leverage the most significant centralized loads in times of stress on the grid.
On the hottest days of the summer for example, a utility could call on these largest business customers to increase the temperature in their building or shut down a line of production for a limited amount of time to avoid a brownout or blackout in a particular location because of the excess demand for energy coming from all of their customers due to the heat.
Next page: Getting buy-in from both sides is key