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DOE OSTI2012

Long-Term Instrumentation, Information, and Control Systems (II&C) Modernization Future Vision and Strategy (Revision 1)

Life extension beyond 60 years for the U.S operating nuclear fleet requires that instrumentation and control (I&C) systems be upgraded to address aging and reliability concerns. It is impractical for the legacy systems based on 1970's vintage technology operate over this extended time period. Indeed, utilities have successfully engaged in such replacements when dictated by these operational concerns. However, the replacements have been approached in a like-for-like manner, meaning that they do not take advantage of the inherent capabilities of digital technology to improve business functions. And so, the improvement in I&C system performance has not translated to bottom-line performance improvement for the fleet. Therefore, wide-scale modernization of the legacy I&C systems could prove to be cost-prohibitive unless the technology is implemented in a manner to enable significant business innovation as a means of off-setting the cost of upgrades. A Future Vision of a transformed nuclear plant operating model based on an integrated digital environment has been developed as part of the Advanced Instrumentation, Information, and Control (II&C) research pathway, under the Light Water Reactor (LWR) Sustainability Program. This is a research and development program sponsored by the U.S. Department of Energy (DOE), performed in close collaboration with the nuclear utility industry, to provide the technical foundations for licensing and managing the long-term, safe and economical operation of current nuclear power plants. DOE's program focus is on longer-term and higher-risk/reward research that contributes to the national policy objectives of energy security and environmental security. The Advanced II&C research pathway is being conducted by the Idaho National Laboratory (INL). The Future Vision is based on a digital architecture that encompasses all aspects of plant operations and support, integrating plant systems, plant work processes, and plant workers in a seamless digital environment to enhance nuclear safety, increase productivity, and improve overall plant performance. The long-term goal is to transform the operating model of the nuclear power plants (NPP)s from one that is highly reliant on a large staff performing mostly manual activities to an operating model based on highly integrated technology with a smaller staff. This digital transformation is critical to addressing an array of issues facing the plants, including aging of legacy analog systems, potential shortage of technical workers, ever-increasing expectations for nuclear safety improvement, and relentless pressure to reduce cost. The Future Vision is based on research is being conducted in the following major areas of plant function: (1) Highly integrated control rooms; (2) Highly automated plant; (3) Integrated operations; (4) Human performance improvement for field workers; and (5) Outage safety and efficiency. Pilot projects will be conducted in each of these areas as the means for industry to collectively integrate these new technologies into nuclear plant work activities. The pilot projects introduce new digital technologies into the nuclear plant operating environment at host operating plants to demonstrate and validate them for production usage. In turn, the pilot project technologies serve as the stepping stones to the eventual seamless digital environment as described in the Future Vision.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

DOE OSTI2012

Wind Energy Career Development Program

Saint Francis University has developed curriculum in engineering and in business that is meeting the needs of students and employers (Task 1) as well as integrating wind energy throughout the curriculum. Through a variety of approaches, the University engaged in public outreach and education that reached over 2,000 people annually (Task 2). We have demonstrated, through the success of these programs, that students are eager to prepare for emerging jobs in alternative energy, that employers are willing to assist in developing employees who understand the broader business and policy context of the industry, and that people want to learn about wind energy.

17 WIND ENERGY↗

DOE OSTI2012

SunShot Prize: America's Most Affordable Rooftop Solar: A Competition To Spur Low-Cost Rooftop Solar Installations Across The Nation (Fact Sheet)

The SunShot Prize encourages novel public-private partnerships, original business models, and innovative approaches to installing clean, renewable solar energy. The sustainable business strategies developed by participants will provide transferable lessons that can be applied nationwide to hasten America's transition to affordable clean energy in a post-subsidy market.

14 SOLAR ENERGY↗

DOE OSTI2013

Next Step Toward Widespread Residential Deep Energy Retrofits

The complexity of deep energy retrofits warrants additional training to successfully manage multiple improvements that will change whole house air, heat, and moisture flow dynamics. The home performance contracting industry has responded to these challenges by aggregating skilled labor for assessment of and implementation under one umbrella. Two emerging business models are profiled that seek to resolve many of the challenges, weaknesses, opportunities, and threats described for the conventional business models.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2013

The Next Step Toward Widespread Residential Deep Energy Retrofits

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

DOE OSTI2020

Safety-Related Instrumentation and Control Pilot Upgrade (Initial Scoping Phase Implementation Report)

This research report (1) describes the process followed and products developed during the SR I&C Pilot Project Initial Scoping Phase, and (2) captures lessons learned. Exelon Generation and LWRS collaborated to develop a Digital Transformation Strategy as part of a larger Advanced Concept of Operations. The proposed SR I&C Pilot Upgrade provides a foundation stone for this Digital Transformation that will improve plant safety, reliability, and operational performance while lowering plant Total Cost of Ownership (TCO). Initial Scoping Phase activities for this Pilot Project have been performed in accordance with industry processes that have been adapted to better support digital upgrades. These processes include IP-ENG-001, Standard Design Process (SDP), NISP-EN-04, Standard Digital Engineering Process (SDEP), and Electric Power Research Institute (EPRI) Report 3002011816, Digital Engineering Guide (DEG). Completing Initial Scoping Phase Engineering and Operations, Licensing, and Project Management Activities was necessary to sufficiently bound the scope, schedule, and estimated cost of the Project to enable utility management to authorize moving into the Conceptual Design Phase. A significant finding of the Business Case Analysis (BCA) methodology developed and applied as part of this effort was that the growth rate of material costs for sustaining the operation of obsolete SR I&C equipment is accelerating. This directly contributed to the Project Economic Analysis created to justify continuing the Project. Project Initial Scoping Phase lessons learned have also been captured to assist the larger industry in understanding the Digital Transformation Strategy and SR I&C Pilot Project Initial Scoping Phase efforts. This is in keeping with the public/private partnership that has been established between the Department of Energy (DOE) and Exelon for this effort with engagement from the NRC. By addressing first-of-a-kind (FOAK) risks and capturing lessons learned, the SR I&C Pilot Upgrade Project addresses technical, regulatory, and business risks to enable subsequent implementers of similar upgrade.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

DOE OSTI2023

Virtual Power Plants and Energy Justice

The Federal Energy Regulatory Commission's (FERC) Order 2222, issued in September 2020, removes barriers for distributed energy resources (DERs) to participate in wholesale energy markets by allowing DERs to aggregate and participate in wholesale markets as a single entity, known as a virtual power plant (VPP). VPPs can provide balancing, reliability, and resiliency grid services and can participate in capacity, energy and ancillary services markets. They can also increase customer energy access and lower electricity bills. This report focuses on VPP business models, including considerations of energy justice (EJ). Through an analysis of the VPP value chain, business models, programs, and pilots, several VPP applications are identified and grouped by their ability to have quantitatively measurable or monetized benefits. Benefits and barriers specific to underserved communities are outlined, and VPP programs with an intentional focus on underserved communities are compared to those without such a focus.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

Coalition for Community-Supported Affordable Geothermal Energy Systems (C2SAGES)

The C2SAGES project evaluated the feasibility of a community geothermal system for the planned Windy Ridge affordable housing development in Hinesburg, Vermont. Led by GTI Energy with Vermont Gas Systems, LN Consulting, NREL, and Frontier Energy, the work assessed technical design, energy performance, costs, business models, community engagement, maintenance, workforce development, and permitting. The proposed system was designed to serve 100% of the development’s heating, cooling, and domestic hot water loads. Compared with a baseline using air-source heat pumps and natural gas water heating, the geothermal system was estimated to reduce HVAC and domestic hot water energy use by about 45% to 48%, lower operating and maintenance costs, and reduce 30-year life-cycle costs by 37% for Phase 1 and 10% for Phase 2. Technical testing and modeling indicated that the Windy Ridge site is suitable for a community-scale geothermal system. The project also developed borehole field layouts, piping concepts, pump house designs, controls, maintenance plans, and supporting engineering drawings. The business model analysis found that first cost, ownership structure, and customer affordability remain major deployment challenges. Utility-led maintenance and operation were viewed favorably, but traditional utility cost-recovery models may require subsidy or revised financing structures to be practical for affordable housing. Community engagement highlighted the need for clear public education, transparent financing, reliable long-term maintenance, trained technicians, and the potential to pair geothermal systems with weatherization. Overall, the report concludes that community geothermal is technically feasible and offers meaningful energy, emissions, and life-cycle cost benefits, but broader deployment will depend on workable financing models and workforce readiness.

15 GEOTHERMAL ENERGY↗

DOE OSTI2024

Assessment of Economic Viability of Direct Current Fast Charging Infrastructure Investments for Electric Vehicles in the United States

As the global transportation sector increasingly adopts electric vehicles, the demand for advanced and accessible charging infrastructure is rising. In addition to at-home electric vehicle (EV) charging, there is a growing need for the swift development of commercial direct current fast charging (DCFC) stations to meet on-the-go EV charging demands. While government funds are available to support the expansion of the EV charging network in the United States, the establishment of a robust nationwide EV charging infrastructure requires significant private sector investment. This study was conducted to assess the economic feasibility of various business models for fast charging stations in the U.S. using two case studies and exploring different operational strategies including sole ownership and collaborative ventures with public and private entities. The results indicate that based on the current adoption and utilization rates in the U.S., the business model involving an owner-operator collaborating with a public partner ensures profitability and protects the investment in DCFC stations from financial losses. The study also highlights that demand charges and electricity retail prices are the factors that affect the profitability of a DCFC station.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2015

Watson and Siri: The Rise of the BI Smart Machine

Over the past few years, the industry has seen significant evolution in the area of human computer interaction. The era of the smart machines is upon us, with automation taking on a more advanced role than ever before, permeating into areas that have traditionally only been fulfilled by human beings. This movement has the potential of fundamentally altering the way that business intelligence is executed across the industry and the role that business intelligence has in all aspects of decision making.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2012

Better Buildings Neighborhood Program Progress Stories

n neighborhoods across the country, stories are emerging constantly of individuals, businesses, and organizations that are benefiting from energy efficiency. Included are the stories of real people making their homes, businesses, and communities better with the help of the Better Buildings Neighborhood Program.

better buildings case studies↗

DOE OSTI2019

Biosciences I-Corps

Six teams from Berkeley Lab’s Biosciences Area recently participated in the Spring I-Corps Short Course. This course helped the teams gain a deeper understanding of the scientific and business ecosystems around their technology and introduced the customer discovery process and business model concepts. In this video the Biosciences teams share their thoughts about their experience.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2020

Safety-Related Instrumentation & Control Pilot Upgrade Initiation Phase Implementation Report

This research report (1) describes the process followed and products developed during the SR I&C Pilot Project Initial Scoping Phase, and (2) captures lessons learned. Exelon Generation and LWRS collaborated to develop a Digital Transformation Strategy as part of a larger Advanced Concept of Operations. The proposed SR I&C Pilot Upgrade provides a foundation stone for this Digital Transformation that will improve plant safety, reliability, and operational performance while lowering plant Total Cost of Ownership (TCO). Initial Scoping Phase activities for this Pilot Project have been performed in accordance with industry processes that have been adapted to better support digital upgrades. These processes include IP-ENG-001, Standard Design Process (SDP) [Reference 2], NISP-EN-04, Standard Digital Engineering Process (SDEP) [Reference 3], and Electric Power Research Institute (EPRI) Report 3002011816, Digital Engineering Guide (DEG). Completing Initial Scoping Phase Engineering and Operations, Licensing, and Project Management Activities was necessary to sufficiently bound the scope, schedule, and estimated cost of the Project to enable utility management to authorize moving into the Conceptual Design Phase. A significant finding of the Business Case Analysis (BCA) methodology developed and applied as part of this effort was that the growth rate of material costs for sustaining the operation of obsolete SR I&C equipment is accelerating. This directly contributed to the Project Economic Analysis created to justify continuing the Project. Project Initial Scoping Phase lessons learned have also been captured to assist the larger industry in understanding the Digital Transformation Strategy and SR I&C Pilot Project Initial Scoping Phase efforts. This is in keeping with the public/private partnership that has been established between the Department of Energy (DOE) and Exelon for this effort with engagement from the NRC. By addressing first-of-a-kind (FOAK) risks and capturing lessons learned, the SR I&C Pilot Upgrade Project addresses technical, regulatory, and business risks to enable subsequent implementers of similar upgrades.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗

DOE OSTI2015

Stop managing people, start managing agreements - 15081

One definition of management in business and organizations is: 'the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively'. Unfortunately, what it takes to coordinate (literally, to create order together) is beyond the scope of today's management tools. The top five management tools in the world, according to a Bain 2013 survey, are: Strategic Planning; Customer Relationship Management; Employee Engagement Surveys; Benchmarking; and Balanced Scorecard. These are useful tools in business and organizations, but do not help managers coordinate the complex performance networks of agreements with resource providers, team members, and internal and external user-customers and authorities required to accomplish group or organizational goals. How do we manage such a network? While coordination is increasingly necessary in today's world of work, it is also a much neglected area of serious study because it is, almost literally, an invisible phenomenon. We can observe people inside groups, as well as their activities and results, but coordination is a product of managing what is going on between groups, not inside them. The challenge is making that in-between visible and actionable, not just 'white space'. A solution: define a Team's performance as agreements - and deliveries on the agreements - for products, services, and communications - the things moving between a Team and its immediate circle of resource providers, customers, and authorities relevant to a goal. This approach has been shown to reduce operational costs while also increasing team members' recognition of their interdependent responsibilities. Managers and Team leaders can then turn any Team goal into an opportunity for accomplishment in three steps: 1. Define 'performance' in terms of deliverable products, services, and communications for every goal; 2. Keep performance status current and visible to all team members; and 3. Debrief and update performance status routinely. Teamwork and engagement in goal accomplishment require a focus on Sender-Receiver agreements, productive communication, and timely and accurate status-tracking and feedback. Sustaining the context for accomplishment is not about managing people - it requires supporting coordination for the network of agreements in which people operate. (authors)

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2024

Conceptual range estimation for total cost of ownership of modular process‐intensified chemical plants

Abstract Chemical companies have used modularization to reduce capital costs and project timelines, putting capital to work faster and lowering the risk of entering new markets. Nevertheless, the impacts of using modularization along with advanced technologies, such as process intensification, have not yet been fully realized, often due to the uncertain business risks associated with their implementation. Therefore, new methods are needed for quantifying the impact of modular chemical process intensification (MCPI) on the capital and operating costs of chemical plants to help build a business case for this novel approach. This article presents a new conceptual range estimation technique for total cost of ownership that addresses the deficiencies of existing methods for quantifying MCPI impacts. The incorporation of percentage range estimates was employed to allow for adaptability across various cost and size scales. This work also begins to elucidate how chemical engineering and construction firms can benefit from MCPI and identifies barriers that inhibit MCPI applications in the chemical industry.

Alhamouri, Khaled I.↗

DOE OSTI2021

Beyond ethics: The transformational power of overlapping motivations in implementing strategic sustainability actions

Abstract We develop a methodology to identify patterns between sustainability motivations, actions and engagement. We apply this methodology to analyse a 3 1/2‐year intervention that yielded 151 sustainability actions undertaken by 46 outbound tour operators. We find three aspects that can be explained by the tour operators' motivations to act sustainably, namely, a connection between: (i) the actions taken in the context of the organisation's business model, (ii) the intensity of the approach, measured by the resources invested in it and the operator's commitment level and (iii) the evolution of the response. These patterns demonstrate how ethical motivations are common and a precondition to acting sustainably, but, in themselves, these motivations are not sufficient to integrate sustainability practices into the core business or to maintain commitment over time. It is the combination of a high ethical commitment with clear strategic intent, materialised in commercial and operational motivations, that increases the connectedness, and intensity, of sustainability actions amongst ethically committed firms.

Bonilla‐Priego, Maria Jesus↗

DOE OSTI2019

Creating Abundance: Nexus Stress as a Driver for Innovation in Solving Energy and Water Stress

Energy and water nexus stress drives innovation in technology, financing models, business models, and partnerships. There are new platforms to accelerate nexus innovation that leverage the skills and experience of successful entrepreneurs from outside the energy and water sectors. New business and financial models are needed to solve energy and water nexus stress challenges. New partnership models are emerging to foster cross-industry and entrepreneurial platform collaboration.

abundance↗

DOE OSTI2016

Long-term implications of sustained wind power growth in the United States: Direct electric system impacts and costs

This paper evaluates potential changes in the power system associated with sustained growth in wind generation in the United States to 35% of end-use demand by 2050; Wiser et al. (2016) evaluate societal benefits and other impacts for this same scenario. Under reference or central conditions, the analysis finds cumulative wind capacity of 404 gigawatts (GW) would be required to reach this level and drive 2050 incremental electricity rate and cumulative electric sector savings of 2% and 3% respectively, relative to a scenario with no new wind capacity additions. Greater savings are estimated under higher fossil fuel costs or with greater advancements in wind technologies. Conversely, incremental costs are found when fossil fuel costs are lower than central assumptions or wind technology improvements are more-limited. Through 2030, the primary generation sources displaced by new wind capacity include natural gas and coal-fired generation. By 2050, wind could displace other renewables. Incremental new transmission infrastructure totaling 29 million megawatt-miles is estimated to be needed by 2050. In conjunction with related societal benefits, this work demonstrates that 35% wind energy by 2050 is plausible, could support enduring benefits, and could result in long-term consumer savings, if nearer-term (pre-2030) cost barriers are overcome; at the same time, these opportunities are not anticipated to be realized in their full form under 'business-as-usual' conditions.

17 WIND ENERGY↗