sector 3-yr plan reviewmydocs.epri.com/docs/publicmeetingmaterials/1010... · • propose ti...

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


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


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


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


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


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


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


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


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


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


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


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)


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


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


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


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


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



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




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



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


Long term strategic plan 2Q 2011


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”



Together…Shaping the Future of Electricity

Nuclear SectorThree-Year Plan 2011-2013

Neil WilmshurstVice President, Nuclear

October 12, 2010


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


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


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


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%


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


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


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


PDU Objectives & Funding

Relevant Portfolio by Staying Ahead of Current Industry Issues

Distribution$23.3M

Transmission$35.7M

Energy

Utilization

$28.7M


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


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


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


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)


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


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


Back Up Slides


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

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