Sector Three-Year Plan Review
2011-2013
October 12, 2010
Environment SectorThree-Year Plan2011-2013
Bryan Hannegan, Ph.D.Vice President, Environment & Renewables
October 12, 2010
3© 2010 Electric Power Research Institute, Inc. All rights reserved.
Current Sector Objectives
Power Generation Operations and Compliance Power Delivery
Air Quality42: Air Toxics
91: Air Quality Assessment Tools
92: Impacts on Health and Environment
Global Climate102: Policy Costs/Benefits
103: Reduction Options
181: Prism 2.0
T&D Issues51: T&D Environmental Issues
57: Rights-of-Way Management
60: Electric and Magnetic Fields & Radio Frequency Safety
Land and Groundwater49: Coal Combustion Products
Environmental Issues
50: Manufactured Gas Plant Management
59: Power Plant Toxics Characterization
Water and Ecosystems53: Water Quality Criteria
54: Fish Protection
55: Water Resources Management
56: Effluent Guidelines
Health and Safety62: Occupational Health and SafetyRenewables
58: Waterpower
134: Environmental Aspects of Renewables
Energy Sustainability Interest Group
$9.6M
$9.2M $9.6M $6.6M
$2.3M$1.0M
$7.0M
Science and technology to minimize environmental impact
4© 2010 Electric Power Research Institute, Inc. All rights reserved.
Funding History
35.3 37.9 38.6 37.0
8.7 6.2 10.09.0
44.0 44.148.6 47.0
10.0
48.5
$ m
illio
ns
36.5
2.9
5© 2010 Electric Power Research Institute, Inc. All rights reserved.
Strategic Planning Process
• Spring Meeting Prioritize Projects – Program Advisors:
• Evaluate specific R&D needs• Prioritize by value, timing
– Sector Council:• Determine proper scope, balance• Identify crosscutting activities
• Incorporate priorities into new year Portfolio– How do we “operationalize” longer-term goals?– Review new areas for program growth; shifts in focus
• Fall Meeting Update Strategic Plans– “Line of Sight” for new R&D activities
6© 2010 Electric Power Research Institute, Inc. All rights reserved.
Industry Needs & Drivers
Planning Uncertainty• Coal ash/CCPs• Air regulations• Fish protection/316(b)
Climate Legislation• Optimal policy design• Economic impacts
EPA Enforcement
Renewables• Cost/performance• Environmental impacts
Current YearCurrent Year Next Three YearsNext Three Years
Compliance Decisions• Air quality standards• Coal ash/CCPs• State regulations
Water• Fish protection/316(b)• Effluent guidelines/ZLD• Water resources planning
Renewables• Environmental impacts• Implications for T&D systems
7© 2010 Electric Power Research Institute, Inc. All rights reserved.
0
1000
2000
3000
4000
5000
6000
2010 2015 2020 2025 2030 2035 2040 2045 2050
TWh
Energy Efficiency*SolarGeothermalBiomassWindHydro+Nuclear (New)Nuclear (Existing)Gas-CCSGasCoal -CCS (New)CCS RetrofitCoal
AEO 2010 Reference Case
* Includes new programs, technology, and behavioral price response
EE and Price Response
Wind
New Nuclear
Existing Nuclear
Gas-CCSGas
New Coal-CCSExisting Coal
EMF/RF from smart grid
Water resourcesmanagement
Prism 2.0 What Would It Mean?
Environment impactsof renewables
Site remediation andredevelopment
8© 2010 Electric Power Research Institute, Inc. All rights reserved.
Sector Strategic Direction
Participation
Mar
ket
Rel
evan
ce
High
Low
Low
Hig
h
Health andSafety
Air Quality
Market Relevance• Tie to Industry Issues• Driven by Regulation• Degree of Competition
Participation• Number of members• Financial Leverage• Total funding
• Regulatory timeline drives near-term activities
Air pollutantsToxics/HAPsCoal combustion productsCooling water (in/out)
• Climate policy is backdropPotential “wild card”
• Expand portfolio to match emerging needs
RenewablesWaterT&D
Global Climate
Water and Ecosystems
Land and Groundwater
T&D Issues
Renewables
9© 2010 Electric Power Research Institute, Inc. All rights reserved.
Strategic Plan Funding Implications
Seek advisors’ input on highest-priority elements
Area 2010 2011 2012 2013 2014 2015
Air 9.2 17.6 19.5 20.8 22.1 23.4
Climate 9.6 12.6 14.1 14.6 15.8 16.8
Renew 2.3 8.0 10.4 13.6 14.4 15.2
T&D 6.6 11.2 11.8 12.8 13.6 14.7
Water 9.6 11.4 13.8 16.5 17.1 17.3
Subtotal 37.3 60.8 69.6 78.2 83.0 87.4
10© 2010 Electric Power Research Institute, Inc. All rights reserved.
Strengths• World-class climate staff;
recognized leaders in other areas• Reputation for thought leadership,
credibility, and impact• Alignment with key U.S. regulatory
and legislative drivers
Weaknesses• Coal-based asset focus • Few international members• Most staff “one deep”• Viewed as “strategic” investment
without clear, direct R.O.I.
Opportunities• New focus on environmental
aspects of renewables• Good basis of past water work• International EMF/RF program• Common needs between U.S. and
non-U.S. members
Threats• Free ridership• Loss of objectivity• Member financial deterioration• Rapid changes in regulatory or
legislative agendas
S.W.O.T. Assessment
11© 2010 Electric Power Research Institute, Inc. All rights reserved.
Technical Talent Needs
Key GapsWater Resources• Thermal Engineer• Hydrologist
Renewables• Biologist• Environmental Scientist• Meteorologist• Social Scientist
EMF/RF from Smart Grid• Epidemiologist• Statistician
Environment Technical Talent
39 40 43 45 47
1 32 2 2
0
10
20
30
40
50
60
2009 2010 2011 2012 2013
Pers
ons
HC Jan 1 Net Hires
4947454340
12© 2010 Electric Power Research Institute, Inc. All rights reserved.
Gaps Action Timing
Coal-based asset focus
• Initiate new program in Environmental Aspects of Renewables 2011
• Develop new research programs: EMF/RF from smart grid, water, site remediation and redevelopment 2012-13
Lack of international involvement
• Cross-reference U.S. regulatory agenda with similar needs in Europe, Asia 2011
• Develop and execute Environment outreach plans to largest EPRI international members 2011-12
Declining collaborative leverage
• Engage Environment members in peer-to-peer recruitment campaign 2011-12
• Create several examples of industry-wide “ROI” from EPRI Environment research 2011-13
• Review Environment research program structure to reduce potential for “free ridership” 2012-13
Actions to Achieve Plan
Generation SectorThree-Year Plan2011-2013
Carolyn Shockley Vice President, Generation
October 12, 2010
14© 2010 Electric Power Research Institute, Inc. All rights reserved.
Industry Needs & Drivers
• Safe, reliable, economic operation of existing fleet
• Risk-based management of critical plant components
• Efficient, low emitting, flexible gas turbines
• Cost effective coal based generation with near-zero emissions and CO2 capture and storage
• Cost effective, easily integrated renewables
• Accurate information for build decisions
Last YearLast Year Sharpened Needs Sharpened Needs
• Flexible operations for thermal fleet
• Viable options for fossil fleet
• Basis for transition decisions
• Cost effective compliance
• Renewables development, deployment, and aftermarket
• Human factors – workforce safety and performance
Provide viable options for the futureProvide viable options for the future
DriversDrivers
Economy
Fuel cost
Air, water, solid pollutants
Climate
Policy
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Generation Issue-based approach
Cycling
••Impacts on controlsImpacts on controls
••Storage and Storage and forecastingforecasting
••Design for cyclingDesign for cycling
••Cost of cyclingCost of cycling••Decision basisDecision basis
••NDE, remaining lifeNDE, remaining life••RepairsRepairs
••Fireside damageFireside damage••Heat rate impactsHeat rate impacts
••Operations and I&COperations and I&C••Maintenance basisMaintenance basis
••HRSG operationsHRSG operations
Carbon Reduction
••NearNear--zero emission zero emission
••Hybrid approaches to Hybrid approaches to reduce emissionsreduce emissions
••Designs for NZEDesigns for NZE••Modifications to plantsModifications to plants
••Cost of controlsCost of controls••Decision basisDecision basis
••Turbine performanceTurbine performance
••Heat rate (PCO)Heat rate (PCO)••Optimize combustionOptimize combustion
••Operations and I&COperations and I&C••Maintenance basisMaintenance basis
••Advanced CT/CCAdvanced CT/CC
Fleet Transition Plan
••Options for controlsOptions for controls
••FEED studiesFEED studies••Strategies and optionsStrategies and options
••FEED studiesFEED studies••Strategies and optionsStrategies and options
••SimulationsSimulations••SensitivitiesSensitivities
••NDE, remaining lifeNDE, remaining life••Low cost repairsLow cost repairs
••New fuelsNew fuels••Impacts on equipmentImpacts on equipment
••Risk based maintRisk based maint••Fleetwide monitoringFleetwide monitoring
••Optimize existing fleetOptimize existing fleet••Specification for newSpecification for new
Environmental Environmental Control ($11M)Control ($11M)
Renewable ($6M)Renewable ($6M)
Advanced Coal Advanced Coal ($15M)($15M)
Generation Planning Generation Planning ($3M) ($3M)
Component Component Reliability ($16M)Reliability ($16M)
Combustion Combustion Performance ($8M)Performance ($8M)
O&M ($6M)O&M ($6M)
CT/CC ($7M)CT/CC ($7M)
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Sector R&D Portfolio & DirectionExisting assets – strengthen by integration
Participation
Mar
ket
Rel
evan
ce
High
Low
Low
Hig
h
O&M
Major ComReliability
• Decline of new coal + cycling puts premium on safety and reliability
– Holistic approach to asset management
– Requires in-house competency in condition assessment and prognostics
• Potential “return to gas”– Life management technologies for
aging fleet– Integration across programs
• Human performance improvement– Increased peer-to-peer sharing– Integrate EPRI IP into engineering,
operation, maintenance, and training processes
CombTurbines
17© 2010 Electric Power Research Institute, Inc. All rights reserved.
Sector R&D Portfolio & DirectionEnvironmental controls – compliance at minimum cost
Participation
Mar
ket
Rel
evan
ce
High
Low
Low
Hig
h
Env Controls
• Regulatory and policy uncertainties– Inform policy (support Env Sector)– Maximize control investments
through co-benefits– Lessons learned and O&M from
early adopters– Reliability of control equipment– Advanced multi-species
continuous emissions monitoring• Heat rate improvements
– Combustion optimization– Fuel measurement and flow
• Environmental impacts of CCP to inform regulations
– Maintain/broaden CCP use
18© 2010 Electric Power Research Institute, Inc. All rights reserved.
Sector R&D Portfolio & DirectionAdvanced generation – importance of planning
Participation
Mar
ket
Rel
evan
ce
High
Low
Low
Hig
h
GenPlan Adv Coal
Renewables
• Maintain thought leadership on advanced coal …
– R&D “surveillance”– Lessons from early deployers– Repowering, retrofit and rebuilds– Options for old coal plants
• Encourage break-thru capture and scientifically sound storage assessments
• Technology-specific renewable strategy
– Up-to-date technology status– Hybrid plant technologies– Leverage O&M, reliability and fleet
asset management• Portfolio migration analysis
– Executive level engagement– Holistic approach integrating all
program areas
CCS
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Weaknesses• Collaboration versus site-specific nature• Strategic program support • Implementation of cross-sector collaboration • Talent gaps … bench strength/contractors • Emerging issues responsiveness / speed• Program relevance … innovation• Traditional EPRI docs underutilized/TT mech
Strengths• Technical staff expertise• Strong, supportive core membership• Portfolio mix of assessments, process
development, technology deployment• National and international recognition
for CoalFleet, CCS, TAG, MCR
Opportunities• Holistic solutions across Institute• Broadening global collaboration• Proven O&M philosophies (CC/Ren)• Anticipated impacts of Env Regs• Increased emphasis on efficiency• Partnership with DOE• Fossil benefits … low cost electricity
Threats• Reduced R&D budgets• R&D uncertainty around existing coal
assets• Attrition of member “champions”
SWOT Assessment
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Actions to Achieve Plan - Opportunities
Ongoing
• Transfer appropriate overseas experiences to US markets
• Execute broader partnerships including offshore development & demonstration
• Listen, learn, lead … increase engagement opportunities, emphasize areas of interest (CO2, advanced coal, renewables, combustion/heat rate, boilers, turbines, materials and chemistry)
Increased international support
• Establish issue-based approach as paradigm for engagement and planning
• Engage Generation Council and Program Committees
• Define issue champion role
ActionActionGap/RiskGap/Risk TimingTiming
Holistic solutions …synergy across Sector (and Institute)
4Q 2010
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Actions to Achieve Plan - Opportunities
2011
• Perform early review of emissions data• R&D planning emphasis on co-benefits,
cross-media impacts• Propose TI projects to develop
mechanistic understanding of new HAPS
Anticipated impacts of Environmental legislation
2011
• Apply heat rate program results as means to develop basis for selecting efficiency improvements
• Investigate and identify research ops that provide innovative solutions in PC and IGCC efficiency improvement
Increased emphasis on efficiency
ActionActionGap/RiskGap/Risk TimingTiming
22© 2010 Electric Power Research Institute, Inc. All rights reserved.
Actions to Achieve Plan - Opportunities
2011-2013
• Expand combustion, equipment reliability, and emissions control competencies for biomass
• Expand upon TI results to evaluate feasibility, fuel availability, performance and adaptability of biomass torrefaction
• Monitor wind turbine fleet performance to address specific reliability gaps
• Determine feasibility and performance impacts of integrating renewable technologies into fossil plts
• Work closely with Env/PDU to assure pgms aligned
Managing renewable generation assets
2011Ongoing
• Expand engagement with CT/CC plant managers • Adapt coal-based EO&M & emissions control tech
for HRSG/BOP optimum performance & reliability• Enhance Gen materials lab and analytical capability
to assess aged rotors• Characterize material/damage for life assessment
in retired rotors
Managing combined cycle assets
ActionActionGap/RiskGap/Risk TimingTiming
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Actions to Achieve Plan - Weaknesses
4Q 2010 Ongoing
• Address emerging issues – NERC compliance, scrubber corrosion, waste water treatment (funding?)
• Continue research and projects aimed at keeping existing assets economically viable -- reliable, flexible, and available
• Strengthen by integration
Increased focus on existing asset core programs … speed and flexibility … cross-sector collaboration
Continuous
• Utilize industry network • Focus on mid-career “sweetspot”• Place requisitions well in advance• “Tribal knowledge” transfer• Leadership development
Talent gaps + staff retirement and attrition
• Utilize issue-based approaches and member input to establish technical roadmap for all program areas
ActionActionGap/RiskGap/Risk TimingTiming
Long term strategic plan 2Q 2011
24© 2010 Electric Power Research Institute, Inc. All rights reserved.
Actions to Achieve Plan - Threats
Ongoing
• Improve timing & economic confidence of asset decisions through generation planning tool sets
• Maintain core support through fleet transition offerings
Decreased R&D support due to regulatory uncertainty
1Q 2011
Continuous
• Develop projects for upgrading/modernizing existing assets to bridge gap to advanced technologies
• Assess collaborative opportunities with government to support technology development
Loss of support for advanced generation technologies
Ongoing• Peer-to-peer cultivation• Highlight technology transfer successes• Revamp new member orientation process
Attrition of member “champions”
ActionActionGap/RiskGap/Risk TimingTiming
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Together…Shaping the Future of Electricity
Nuclear SectorThree-Year Plan 2011-2013
Neil WilmshurstVice President, Nuclear
October 12, 2010
27© 2010 Electric Power Research Institute, Inc. All rights reserved.
Used Fuel and High Level Waste Management
Current Sector Objectives
• Maximizing utilization of existing plants, enabling deployment of advanced plants, supporting long term future of nuclear energy
Existing Fleet Fuel Use & CycleMaterial Degradation/ Aging
Nondestructive Evaluation
Equipment Reliability
Risk and Safety management
Fuel Reliability
Advanced Nuclear Technology
Chemistry, Low Level Waste and Rad. Mgt.
$15M
$39.4M
$9.3M
$7M
$3.4M
$19.7M
$27M
Advanced Plants
$6.5M
28© 2010 Electric Power Research Institute, Inc. All rights reserved.
Industry Needs and Drivers
Continued safe, reliable, economic operation of existing fleet
– Continued high-capacity factors
– Control of O&M costs– Informed members, regulatory
and public entities on safety
Address critical emerging technical issues
Accurate information for build decisions
– Learn from the past– Address emerging issues
associated with new builds
Secure Fuel Cycle
Current Year Next 3 Years
Extended Operation (now to 60+)– Meeting License Renewal commitments– Business case for 60+– Documenting technical bases– Deploying new technologies
Environment/ Renewables– Cycling?– Water availability/consumption
Regulatory Environment– Accepted positions being re-visited– Public confidence driving actions beyond
regulatory compliance paradigm
New plant deployment and development– Accelerating globally– Re-baseline US activity– Economic downturn impact– Small Modular Reactors?– Government/ Industry alignment on fuel
cycle
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Sector Strategic Direction
Participation
Mar
ket
Rel
evan
ce
High
Low
Low
Hig
h
ANT
PlantTechnology
NDENuclear
Fuel
MaterialDegradation
Market Relevance• Tie to Industry Issues• Driven by Regulation• Degree of Competition
Participation• Number of members• Financial Leverage• Total funding (APR & Supp)
• Material Degradation: Virtually global –improved focus on fundamental understanding and strong regulatory focus
• Plant Technology: Most programs global – strong system engineering and maintenance focus
• Nuclear Fuel: All U.S., most large int’l utilities – strong margins/performance focus
• NDE: Virtually global – strong code focus
• LLW/RM/Chemistry: All U.S., most int’l. Some non-U.S. opportunities but must adapt to local regulations and practices
• ANT: Most interested utilities are in –opportunities int’l. but must adapt, impact of U.S. economic downturn slowing U.S. interest
Chem, LLW
30© 2010 Electric Power Research Institute, Inc. All rights reserved.
Nuclear Sector Global Participation
Data Units
Total 433
Achievable 351
Full Members
253
Participants 72
Potential 26
Off-Limits 82
Significant Footprint = Diverse Experiences and Stable Funding
72%
20%
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Strengths• Strong technical expertise and network• Robust programs • EPRI material used globally… brand
recognition • Solid relationships and participation
(U.S. and Internationally)
Weaknesses• Big idea vs. incremental project growth
balance • Sub-optimal leveraging non-U.S.
relationships• Global footprint stretching staff• Technology transfer / value recognition
requires continued focus
Opportunities• Members want EPRI to be R&D leader• Member support for roadmapping and
scope based funding discussions• Economic downturn highlights
importance of LTO• EPRI viewed as a good place to work…
opportunity for hiring the best
Threats• Growing population of global R&D
entities• Members’ budgets tightening• Migration from core collaborative into
too many readiness-to-serve “distractions”
• Staff bandwidth and demographics
S.W.O.T. Assessment
32© 2010 Electric Power Research Institute, Inc. All rights reserved.
Technical Talent Needs
• Anticipate staff losses of 4-10 per year, need to anticipate and address key vulnerabilities
• Full staffing review completed– Succession– Development plans– Likely retirements– Technical vulnerability
• Targeting specific skill sets• Roadmaps driving clear picture of
re-tooling needs• Need to build “bandwidth” to allow
innovation
176 182 188 194
66
66
100110
120130
140150
160170
180190
200210
2010 2011 2012 2013
Hea
dcou
nt
Starting HC Net Hires
200194188182
10-18 total hires per year,6-8 net adds per year
33© 2010 Electric Power Research Institute, Inc. All rights reserved.
Actions to Achieve Plan
Gap/Risk Action Timing
Member Engagement/ Relevance
• Develop roadmaps and roll out• Restructure NPC EC membership• Enhance engagement with non-U.S. R&D facilities• Improved non-U.S. Member dialogue• Close coordination with INPO, NEI, BWROG,
PWROG, etc…• Identify and address weakly engaged members • Highlight thought leadership successes (LTO, fuel
cycle, CASL, etc.)
• 8/2011• 4th qtr 2010 • Mid 2011• 9/2010 (launch)• On-going
• On-going• 4th qtr 2010
Funding• Develop/ implement retention action plan• New staffing for Japan team• European growth opportunity plan• Roadmaps = SCOPE BASED funding
• 12/2010• 1st qtr 2011• 12/2010• 1st Qtr 2011
Staffing
• Complete staffing review• Re-tool based on roadmaps• Innovation initiative
• 12/2010• On-going• 2011
Power Delivery & UtilizationSectorThree-Year Plan 2011-2013
Arshad MansoorSenior Vice President, R&D andActing Vice President, PDU
October 12, 2010
35© 2010 Electric Power Research Institute, Inc. All rights reserved.
PDU Objectives & Funding
Relevant Portfolio by Staying Ahead of Current Industry Issues
Distribution$23.3M
Transmission$35.7M
Energy
Utilization
$28.7M
36© 2010 Electric Power Research Institute, Inc. All rights reserved.
Issues Focus
Operate the grid reliably with variable generation and demand side resources
• Develop characteristics for a portfolio of flexible demand and supply side resources
Operate the grid smarter• Integrate asset life cycle information in operations• Expand research to take full advantage of PMUs• Develop control center requirements for the smarter grid
Operate the grid with cyber security
• Lead a collaboration across the industry (NESCOR)• Build security research portfolio and test facilities
Reduce delivery and end-use carbon footprint
• Continue PEV leadership• Introduce a research program on carbon reducing end use
technologies• Demonstrate delivery efficiencies with increased asset
utilization
PDU: Industry Drivers and Sector Focus
37© 2010 Electric Power Research Institute, Inc. All rights reserved.
Sector R&D Portfolio and DirectionM
arke
tR
elev
ance
High
Low
Low
Hig
h
CyberSecurity
Participation
O&MTransDist
GOP
Renewables Integration
Market Relevance• Tie to industry issues• Driven by regulation• Degree of competition
Participation• Number of members• Financial leverage• Total funding (APR & Supp)
• Renewables integration for bulk and distributed resources – attain leadership – grow collaboration
• Smarter transmission integrate – IT, asset life management and grid operations and planning
• PEV – continue to strengthen and broaden automotive collaboration
• Focus end-use efficiency research on analysis and valuation as well as filling technology pipeline for utility efficiency programs
• Build Cyber Security collaboration across the industry (NESCOR)
• Maintain leadership in asset life cycle research, sensors and maintenance
End-use Efficiency
PEV – and Charging
T&DEfficiency
PQ
T&D Smart Grid
Efforts
38© 2010 Electric Power Research Institute, Inc. All rights reserved.
Strengths• EPRI thought leadership• Strong executive relationships with key
funders• Solid foundation for successfully
bidding, winning and executing government jobs
• Strong technical staff
Weaknesses• Smart Grid resources are highly valued • Lower collaborative leverage when
comparing to Generation and Nuclear• T/D/EU – three distinct chains of
command and R&D budget for most members
• Selected gaps in internal competence
Opportunities• Increased government funding • Collaboration with government and
utilities • Key research needs are PDU related
Threats• Members engage directly with
state/federal agencies• Downturn in utility earnings• Delay in energy legislation forces
uncertainty for carbon, efficiency and Smart Grid efforts
S.W.O.T. Assessment
39© 2010 Electric Power Research Institute, Inc. All rights reserved.
Hiring Plan Discussion
Strategic Workforce Planning/Recruitment• Identify skill gaps in all groups• Develop focused recruitment plans
Aggressive Recruitment for StrategicPositions• Cyber security• Grid operations and planning• Transformer expert
People Development/Retention• Monitor high potential development plans• Define challenging assignments w/i goals• Revitalize internal networks• People and project management training• Regular staff meetings (all groups)
Total Direct Labor
142 161 176 184 192
1915
8 8 8
0
50
100
150
200
250
2009 2010 2011 2012 2013Pe
rson
sStarting WF HC Net Hires
200192184176161
Note that Total (on top) = Starting HC + Net Hires for the year + Net organizational moves
Eight direct adds per year (net)
40© 2010 Electric Power Research Institute, Inc. All rights reserved.
Operational Actions to Achieve Plan
Gap/RiskGap/Risk ActionAction TimingTiming
International funding growth
• Continue to strengthen international executive relationships through international council meetings
• Focus on transmission with ENTSO-e in Europe• Focus on Smart Grid in Asia
2011
Demonstrations
• Establish CAES host with recipients of ARRA funding and increase collaboration
• Launch series of new demonstration such as Li-Ion distributed storage
2012
Make state/federal funding leverage part of our DNA
• Collaborate with members on proposals• Augment core competency in proposal execution
and project management• Focus and plan ahead of time
2011 - 2012
41© 2010 Electric Power Research Institute, Inc. All rights reserved.
Portfolio Actions to Achieve Plan
Gap/RiskGap/Risk ActionAction TimingTiming
Cyber security• Build skills and collaboration• Launch comprehensive cyber security research
program 2011
Smarter transmission
• Establish pragmatic industry roadmap for the smarter transmission grid
• Align portfolio for IT, asset life cycle management, grid operations and planning
• Provide industry leadership in building the “last mile”for synchrophasor applications
2010 - 2012
Demand side resources
• Research on valuation and vertical integration• Role of efficiency, PEV, distributed resources and
voltage optimization in operations and planning • Smart energy use in the home
2012
Beneficial use of electricity
• Focused portfolio for reducing overall carbon emissions through process and technology changes
• PEV, industrial technology and residential end-use2012
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Back Up Slides
43© 2010 Electric Power Research Institute, Inc. All rights reserved.
Example of PDU International Council Meeting
• White paper on Spanish Renewable integration
• 5 International Transmission Efficiency projects presented, along with the 34 North America projects
• Draft MOU sent to ENTSO-e for European engagement in EPRI Transmission Efficiency and Smart Grid initiatives
• ENTSO-e will hold joint meeting with EPRI International PDU Council in 2011 to review progress on Smart Grid Transmission plan
Key ParticipantsKey Participants Meeting Summary Meeting Summary Ball, William (Billy) Southern CompanyBell, David EirGridBoston, Terry PJM InterconnectionFigura, Marek PSE Operator SAGonzales, Rick New York ISOHemphill, Robert AES Solar Energy Ltd.Heyeck, Michael American Electric Power Service Corp.Lakmeeharan, Kannan EskomManning, Rob Tennessee Valley AuthorityMansour, Yakout California ISO
McClelland, JoeFederal Energy Regulatory Commission (FERC)
Moura, JohnNorth American Electric Reliability Corporation (NERC)
O'Hogartaigh, Ronan ESB NetworksOliver, Terry Bonneville Power Administration
Pederson, JamesFederal Energy Regulatory Commission (FERC)
Pizarro, Pedro Southern California EdisonQuiniones, Gil New York Power AuthorityScheppers, Segomoco EskomStaschus, Konstantin ENTSO-eWasiluk-Hassa, Magdalena PSE Operator S.A.Welch, Ian National Grid-UK