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© 2006 Electric Power Research Institute, Inc. All rights reserved.
Southern Company Advisory Positions in EPRI
Ed Holland
Board ofDirectors
David King
CorporateCommunications
Charles Goodman
Research Advisory& Strategic R&D
Market Sector Councils
Market Sector Managers
Nuclear PowerLou Long
Albert Jones
Program and Project Advisors
Environment
Chris HobsonCharles Goodman
Bryan Baldwin
Bryan BaldwinBrad BurkeDonna Hill
John JansenLeeAnn KozakDavid MorrisMike ParrisDan Patel
Jim RedwineDan Warren
Charles BoohakerDoug BoylanWayne Elkins
Fred EllisPat EvansDale Evely
Keith HarrisonWallis HarrisonRandy JonesEd Knowles
Lamar LarrimoreLarry MonroeFrank MortonRussell NobleRonnie PateJohn Sorge
GenerationJerry Stewart
Steve Wilson
Power Delivery& MarketingRobin Hurst
Kerry Bowers
Dave BryanBob HawkinsBoyd NationBill Norton
Ron RhodesJoe SchatzPerry Stowe
Pradeep VittaChuck Wallis
Lamar Larrimore
TechnologyDelivery / METT
Randy BuntBill Burns
David CrawleyRobin DyleJeff Gasser
Randy GlissonBrian GrinerAlvin Harris
Forrest HundleyRichard Loftin
Lou LongMike MacfarlaneChalmer Myer
Dennis RickertsenBobby Shewmake
Dennis SwannAshfaq TaufiqueKeith Turnage
Todd Youngblood
Randy BuntBill Burns
David CrawleyRobin DyleJeff Gasser
Randy GlissonBrian GrinerAlvin Harris
Forrest HundleyRichard Loftin
Lou LongMike MacfarlaneChalmer Myer
Dennis RickertsenBobby Shewmake
Dennis SwannAshfaq TaufiqueKeith Turnage
Todd Youngblood
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Southern Company R&D Organization
VP
R&EA
Generation
R&D
Marketing
R&D
Power Del.
R&DPSDF
CPO CMO CTO
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Key Features in R&D Structure
• Dedicated budgets for research• R&D business plan• Dedicated staff
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Credibility
• Working relationship (and dotted-line reporting) from R&D managers to counterpart company executives
• Identify and implement highest priority projects that address executive concerns
• “Bottom-up” approach with consensus• Development of highly qualified staff who actually work on
these projects
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Meeting Objectives
• Understand EPRI programs and 2007 offering• Begin 2007 evaluation• Provide feedback to EPRI• Challenge our advisors
© 2006 Electric Power Research Institute, Inc. All rights reserved.
SoCo Advisors to EPRI
David King
CorporateCommunications
Market Sector Councils
Nuclear PowerLou Long
Albert Jones
EnvironmentChris Hobson
Bryan Baldwin
Bryan BaldwinBrad BurkeDonna Hill
John JansenLeeAnn KozakDavid MorrisMike ParrisDan Patel
Jim RedwineDan Warren
Mark BerryCharles Boohaker
Fred EllisPat EvansDale Evely
Keith HarrisonJeremiah Haswell
Tom JohnsonRandy Jones
Lamar LarrimoreJim Lofe
Larry MonroeLarry Moore
Frank MortonRussell NobleRonnie PateJohn Sorge
GenerationJerry Stewart
Steve Wilson
Power Delivery& Marketing
Robin Hurst
Steve Wilson
Danny BatesAlton ComansCedric DanielsAlan HollomanShih-Min HsuDavid MitchellBoyd NationBill NortonRod Sauls
Paul ShahanJoe SchatzPerry StoweJack Varner
Pradeep VittaChuck Wallis
Ed WadeTony Wu
Lamar Larrimore
TechnologyMgt / METT
Randy BuntBill Burns
David CrawleyRobin DyleJeff Gasser
Randy GlissonBrian GrinerAlvin Harris
Forrest HundleyRichard Loftin
Lou LongMike MacfarlaneChalmer Myer
Dennis RickertsenBobby Shewmake
Dennis SwannAshfaq TaufiqueKeith Turnage
Todd Youngblood
Randy BuntBill Burns
David CrawleyRobin DyleJeff Gasser
Randy GlissonBrian GrinerAlvin Harris
Forrest HundleyRichard Loftin
Lou LongMike MacfarlaneChalmer Myer
Dennis RickertsenBobby Shewmake
Dennis SwannAshfaq TaufiqueKeith Turnage
Todd YoungbloodRed indicates chair positions
Sue Ellen Summers
Contracting
Ed Holland / Paul Bowers
Board of Directors
Charles Goodman/Chris Hobson
Research Advisory& Strategic R&D
Market Sector Managers
Program and Project Advisors
© 2006 Electric Power Research Institute, Inc. All rights reserved.
EPRISegment
EPRI Dues
Marketing1
Nuclear Power
Generation2
Power Delivery
Environment
TOTAL
1994 1998 2005
EPRI Sector ParticipationCost History
2006
1 - Includes Distributed Resources and Power Quality2 - Includes Wholesale Power Markets
© 2006 Electric Power Research Institute, Inc. All rights reserved.
• Master Agreement and Research Portfolio Agreement• Consolidation of:
– Membership Agreement– Master Utility License Agreements– TC Agreements – basic terms– Cofunding Agreements – basic terms
• Cost savings:– Greater discount for PDM and Generation– Credit pool for access to past products
• Long term:– 5-year agreement for all sectors– Flexible opt out provisions
2006 EPRI Agreement Highlights
© 2006 Electric Power Research Institute, Inc. All rights reserved.
June 1
June 20
July 6
August 15
Sept 15
October
Nov & Dec
Mid-Dec
EPRI 2007 membership decision package received
Final Price Sheet available
EPRI 2007 membership decision meeting
Team leaders (Baldwin, Jones, Wilson) provide program recommendations to Lamar Larrimore
Integrated EPRI recommendation briefed to Southern Company executives
Preliminary response to EPRI
Negotiations with EPRI
Final commitment and RPA to EPRI
Schedule for EPRI 2007Membership Decision
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Energy Research Investment
Southern Company Historical R&D Expenditure
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004*
Years
Annu
al R
&D
Exp
endi
ture
s, $
x 1
000
0.00%0.05%0.10%0.15%0.20%0.25%0.30%0.35%0.40%0.45%0.50%
R&D
Exp
endi
ture
s,
Perc
ent o
f Op
Rev
R&D Expenses Percent of OpRev ex. Mirant
© 2006 Electric Power Research Institute, Inc. All rights reserved.
• EPRI leverage (20 to 1) reduces research costs• EPRI results allow Southern to shape regulatory
proceedings that directly affect cost of business• Enabling science is developed to prepare Southern for its
next challenges (EPRI SS&T)• Technology enables Southern to address its most difficult
challenges: a characteristic important to investment and stakeholder groups
• EPRI products are deployed throughout Southern• The value derived from EPRI R&D greatly exceeds
Southern’s cost of participation
Summary: EPRI Value and Benefits
© 2006 Electric Power Research Institute, Inc. All rights reserved.
EPRI Provides:
NewKnowledge
NewTechnology
NewExperience
Collaboration & Leverage
Bottom Line: Southern Company must increase the value it derives from these EPRI products.
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Examples of EPRI Value
• Health-risk studies such as SEARCH and ARIES which provide sound science to regulators
• Environmental compliance technologies using existing infrastructure, such as mercury control solutions
• Long-time support for IGCC generation platforms• Materials research which has reduced the frequency of
outage inspections needed at nuclear plants• Low-cost energy efficiency and conservation solutions• Deployment of reliability analysis software and demo of
intelligent universal transformer in T&D systems
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Responsibilities ofSouthern Company Advisors
• Ensure that Southern Company and industry needs are addressed by EPRI
• Be proactive and involved in EPRI Programs• Foster portfolio research management• Monitor, champion, and disseminate results• Represent Southern Company as a technology leader in
the industry
© 2006 Electric Power Research Institute, Inc. All rights reserved.
EPRI - Mission Statement
EPRI provides science and technology-based solutions of indispensable value to global energy customers and to society.
Provides solutions that address:• Power supply vulnerability• Value of electricity services• Accelerated productivity• Energy / environment conflict • Global sustainability
© 2006 Electric Power Research Institute, Inc. All rights reserved.
EPRI Summary
• Annual Revenue• Members
• International Members• Programs• Location
$270 million337 utilities
(100% of nuclear, 70% of all)
11596
Palo Alto, Ca.
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Board
RAC(Research Advisory Comm.)
SST (Strategic Science & Tech.)
Program Committees
Business Sector Councils
Nuc
lear
Sect
or
Envi
ronm
ent
Sect
or
Gen
erat
ion
Sect
or
Pow
er D
el.
& M
ktg.
Sect
or
19 3417 26
1 11 1
12%
88%
Funding from 337 Members = $270 M
EPRI Structure
© 2006 Electric Power Research Institute, Inc. All rights reserved.
1. Transmission capacity, control and stability2. Infrastructure for digital society3. Robustness and security of electricity infrastructure4. Value of energy storage technology5. Transforming electricity markets6. Electricity-based transportation markets7. High-efficiency end-use technologies8. Advances in enabling technologies9. Strengthened portfolio of generation technologies10. Universal global electrification11. Carbon capture and storage12. Ecological asset management13. Improving water availability and quality14. Environmental science
EPRI Technology Roadmap
© 2006 Electric Power Research Institute, Inc. All rights reserved.
Environment
♣ Air Quality♣ Global Climate Change♣ Land & Groundwater♣ Water, Watershed, and
Ecosystems♣ EMF Health
Assessment and RF Safety
♣ Occupational Health
Power Delivery and Markets
♣Power Markets♣Grid Reliability & Security♣Power Delivery Mgmt♣Transmission♣Substations♣Distribution♣Power Quality♣Market Data and
Intelligence♣Electric Transportation♣Customer-Driven
Technologies
Generation andDistributed Resources
♣ Production Availability and Cost Control
♣ Environmental Controls♣ Strategic Generation
Options
Nuclear Power
♣ Component Reliability and Safety
♣ Nuclear Operations and Asset Management
♣ Nondestructive Evaluation
♣ Plant Technology
EPRI Technical Research Programs