TD Enero 2014

Executive Prole 32 l Line Contractors 38 l Intelligent Networks 44
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January 2014 | www.tdworld.com 2
Vol. 66 No. 1
CONTENTS
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Inside PG&Es Smart Grid Lab
A unique smart grid testing lab provides prototyping and proof
of concept for Pacic Gas and Electric deployments.
By David Bradley and Ryan Hanley, Pacifc Gas and Electric Co.
Terry Boston:
A Gentlemans Rise in the Energy World
Terry Boston may be one of the most inuential people in the energy world
today. His expertise and innovative outlook have been acknowledged
with awards and accolades from industry groups and publications,
but his success was born in humble beginnings.
By Pamela Kufahl, Contributing Writer
Industry Partnership Instills Best Practices
Line contracting rms partner with OSHA and industry organizations
to implement best practices, train linemen and drive down injury rates.
By Amy Fischbach, Field Editor
The Pulse of the Grid
BPA leverages synchrophasor breakthroughs to provide a quantum leap
in power grid control.
By Dmitry Kosterev, Lawrence Carter and Scott Lissit,
Bonneville Power Administration
The AmpaCity Project
RWE replaced a conventional high-voltage cable system in Essen City
center with a medium-voltage superconducting cable system.
By Frank Merschel, RWE Deutschland AG, and Mathias Noe,
Karlsruhe Institute of Technology
MLGW Eliminates Long Lead Times
Strategic alliances help Memphis Light, Gas and Water Division
maintain order and delivery schedules of critical equipment.
By Jason Simon, Memphis Light, Gas and Water Division
44
32
38
ENDURING PRODUCTS & PEOPLE
YOU CAN DEPEND ON
hubbellpowersystems.com
ANCHORS | ARRESTERS | BUSHINGS | CABLE ACCESSORIES | CONNECTORS
CUTOUTS | DRAINS | ENCLOSURES | INSULATORS | POLE LINE HARDWARE
PROTECTION | SWITCHES | TOOLS & GROUNDING
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FROM TRANSMISSION TO DISTRIBUTION
WERE CHANGING THE WAY
YOU SEE THE WORLD
4 January 2014 | www.tdworld.com
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Departments
GLOBALViewpoint
The Accidental Executive. Two out of three executives in the energy space
may be in it mostly for personal gain, but there are plenty of executives
whose rst love is serving customers and doing the do these are the
accidental executives.
By Rick Bush, Editorial Director
BUSINESSDevelopments
MISO Completes Power Grid Integration
Alstoms Integrated DMS to Power Pennsylvania
LIPA Restructures $2.1 Billion in Debt
TECHNOLOGYUpdates
Georgia Exports Green Energy to Neighboring Turkey
Sensored Termination Enables Real-Time Monitoring to Support Grid
Automation in Underground Distribution Networks
Siemens Service Extends Lifespan of Power Cables
INDUSTRYReport
Training and Retaining Future Linemen. As more electric utilities face
recruitment and retention issues, the Transmission & Distribution
Maintenance Management Association is helping eld managers learn
how to nd and train the next generation of line workers.
By George Patrick, TDMMA
CHARACTERSwithCharacter
Building Blocks. Veronica Rivero Gorrin, an architectural engineering
student at Worcester Polytechnic Institute, is headed toward a promising
career as a builder of everything from substations to communities.
By James R. Dukart, Contributing Writer
STRAIGHTTalk
Target Your Investments. Using a simulation process, Con Ed is able to
imitate real-life conditions using probability statistics that show where
equipment failures are most likely to occur, and then channel its reliability
investments to retire those components to avoid service problems.
By John Miksad, Con Edison of New York
In Every Issue
ClassiedADVERTISING
ADVERTISINGIndex
CONTENTS
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713.629.7600 NYSE-PWR
INFRASTRUCTURE SERVICES REDEFINED
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Editorial Director Rick Bush rbush@tdworld.com
Technology Editor Vito Longo vlongo@tdworld.com
Senior Managing Editor Emily Saarela esaarela@tdworld.com
International Editor Gerry George gerrygeorge1@btinternet.com
Online Editor Nikki Chandler nchandler@tdworld.com
Technical Writer Gene Wolf GW_Engr@msn.com
Automation Editor Matt Tani mattelutcons@joplin.com
Field Editor Amy Fischbach aschbach@tdworld.com
Contributing Editor Paul Mauldin Paul.Mauldin@penton.com
Art Director Susan Lakin slakin@tdworld.com
Publisher David Miller David.Miller@penton.com
Associate Publisher Steve Lach Steve.Lach@penton.com
Buyers Guide Supervisor Susan Schaefer Susan.Schaefer@penton.com
Project Manager Jay Thompson Jay.Thompson@penton.com
Marketing Manager Rick Stasi Rick.Stasi@penton.com
Ad Production Manager Julie Gilpin Julie.Gilpin@penton.com
Classied Production Designer Robert Rys Robert.Rys@penton.com
Marketing Campaign Manager Sonja Trent Sonja.Trent@penton.com
Chief Executive Ofcer David Kieselstein David.Kieselstein@penton.com
Chief Financial Ofcer & Executive Vice President
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Senior Vice President & General Counsel
Andrew Schmolka Andrew.Schmolka@penton.com
Executive Director, Content & User Engagement
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Visit the website daily
for breaking news, photo
galleries and videos.
Photo Galleries
A Retrospective:
Transmission and Distribution Covers
A look back in
time: The editors
have gone down
to our archives
and gathered
covers dating
back to 1957.
What we found
will amuse and
amaze. Engineers
of yore built
a surprisingly
advanced and
robust system. Take a look. You will nd that our
forefathers were quite advanced in how they
designed, built and maintained our network.
The Grandeur of U.S. Wind
Testing Facilities
Images from
Americas grand
wind testing
facilities,
including
labs in South
Carolina,
Massachusetts,
Colorado and
Texas.
Grid Optimization
Listen Up! Blog
Duke Energy Wind Farm Bird Kill:
Gort Meets Bambi?
Wind farm bird kills are nothing new. But until
now, no ones pushed prosecution because
birds and wind turbines are both protected by
environmental advocacy. That creates a dilemma.
Vegetation Management
Resource Center
A Look Back at the Vegetation
Management Year
Its that time of the year when I like to look back
and take stock to help energize and provide
focus for the future. But before I do, I want
to return to the theme Ive been pressing for
the last couple of months: We need to gain
acceptance of the risks associated with providing
electrical service being not solely a utility issue
but a societal issue.
GLOBALViewpoint
The Accidental Executive
I
was at Kinkos picking up a disk that contained scans of
retro Transmission and Distribution covers from the 1950s.
These scans now have been placed in a photo gallery that
you can see on our home page. Talk about a nostalgic trip back
in time. I was pleasantly surprised to see the level of sophisti-
cation our engineers demonstrated back in the day. Here is
a snapshot of what I found: aerial surveying, helicopter-aided
tower construction, mobile substations, cable laying and un-
derground residential distribution. How cool is that?
I struck up a conversation with Sylvia at the Kinkos counter
and had her pull up the scans on her computer screen. Then I
realized that the biggest difference between then and now isnt
the technology but the pace of work. Our lives are so hectic
and so compressed today. Back when I joined Georgia Power
in 1971, work progressed at a more casual pace. We had time
to mentor and to be mentored. We had time for one another.
Sylvia mentioned that she had a previous boss who focused
primarily on upward mobility, and as long as you understood
where the boss was coming from, you could do all right.
In my job as editor of Transmission & Distribution World, I
have met hundreds of executives, and I am quite qualifed to
state that two out of three executives in the energy space have
their primary focus on what is in it for them. However, that still
leaves plenty of executives whose frst love is serving custom-
ers. I call these guys accidental executives.
Accidental Executives
When I got back to the offce and started reviewing the cov-
ers with our art director, Susan Lakin, I found myself in quite
a refective mood. I started to run through some of my friends
who have become accidental executives over the years.
One buddy Lawrence Webb was selling cable for General
Cable when I frst met him. When his marriage hit hard times,
Lawrences wife headed to England, so Lawrence then picked
up stakes and relocated to England to be near his son. To sup-
port himself, he started a business marketing and selling cable
in conduit. He rolled out more products in the telecom space
and his business took off. Lawrence found himself to be an
accidental executive. Years later, I asked Lawrence, How did
you manage to grow the business? What led to your success?
His answer, Rick, I just kept doing the do.
Twenty years ago when I joined T&D World, I found myself
bumping into Jim Lusby, who was managing the T&D business
for Black & Veatch. Jim was always encouraging the folks in his
division to reach higher and make a bigger difference. Jim and
I collaborated to hold several industry executive roundtables
to provide our readers with a bigger vision of what was trans-
piring in all areas of T&D. Never one to grab the spotlight, Jim
was content to provide thought leaders in our industry with an
opportunity to share their perspectives.
Another buddy Keith Lindsey owns a small manufacturing
company that makes everything from volt-
age sensors to sag monitors to emergency
towers. Every time he sees a need, he tries to
fll it. But many of the needs he flls do not
generate any revenue for his company. For
example, Keith has been serving on IEEE
and CIGR standard writing committees
for as long as Ive known him, which spans
at least 35 years. He is a selfess man and an-
other accidental executive.
And the list of people I consider greats
precisely because they dont think of
themselves at all goes on and on.
Now this guy is a classic: Johnny Priest.
He put in one full career at Duke and then
went to run for-proft Duke Energy Servic-
es. I frst met Johnny at an Edison Electric
Institute meeting. He was working the room
hard. I tapped him on the shoulder and
asked him who he was and what he was do-
ing. Most of the executives were complain-
ing about one thing or another. Not Johnny.
Jim Lusby, a long-time Black & Veatch executive, stands in front of the kitchen counter with
chief cook and bottle washer Bruce Fritz, Rick Bush and the dining-room diva Dianne Fritz.
Consulting Engineering Construction Operation I www.bv.com
Overhead lines are asked to do more.
Demands on the grid seem to increase daily, and
Black & Veatch is there to provide exible solutions
to each unique transmission need. Our seasoned
engineers provide the foresight your project needs to
be successful. From planning through construction,
for all voltages, Black & Veatch has the expertise you
can depend on.
Were building a world of difference. Together.
Visit bv.com/transmission
to learn more.
Comprehensive
Creative
January 2014 | www.tdworld.com
ORDIC FIBERGLASS, INC.
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Sectionalizing cabinets are the solution for housing a variety
of 2, J, or 4point, 15, 25, or J5k7 200600Amp load or
deadbreak junctions with Ustraps.
Nordic box pads are the pad solution for single E three phase
transformers, air or oillled switches, and primary metering equipment.
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GlobalVIEWPOINT
Editorial Director
He had no interest in looking back. This guy is fawed in that
he cant stop doing the do. Hes moved on to run other de-
livery services companies, but two things remain constant: he
believes in quality, and he believes in his workers and safe work
practices. He is another accidental executive.
Recently, I was talking with Alan Sneath who develops busi-
ness at Black & Veatch, and he mentioned that my buddy Jim
Lusby was retiring after 45 years with the company. Alan hint-
ed that I might want to provide Jim a little printed send-off,
although that is exactly what Jim would like to avoid. So
I invited Lusby out to lunch to his favorite place, Fritzs. This
is a chili joint straight out of the 1960s. Fritzs still has original
red-and-white-checkered linoleum foors and white-speckled
Formica tables. This place is the epitome of Americana.
Fritz and his wife, Dianne, have been serving up chili right
here for decades. This is Jims favorite dive, and I say that in
a complimentary way. Jim and I have been eating lunch here
on and off for years. Now, Jim is so cheap that we always went
Dutch. That bugger. But what wide-ranging conversations we
have had on the future of energy. We solved so many issues
in our own minds right there eating soda crackers and
chili with beans (I get mine with onions and cheese for an
upcharge). When we said our last goodbyes, I wouldnt take
no for an answer and picked up Jims $7 tab. That makes me
the last of the big spenders.
Id like to conclude this piece by lifting up a glass (of Diet
Coke) to all of you out there who came into this industry to
serve. So, whether you ended up in a corner offce, or you are
an engineer cranking away in a cubicle, or your corner offce
is a bucket truck, you are tops in my mind. Because what I
believe truly satisfes a person is to be able to say at the end of
a day, a week, a month, a year or a career I did my best and
made a difference.

Fritzs serves chili only chili. But what Fritzs lacks in a diversied
menu, it makes up for in atmosphere, that is, if 1960s Americana is what
you want. Rick Bush was nally able to convince Jim Lusby to let him pick
up the check. They pose for one last time in front of the luncheon spot
where they exchanged many an opinion.
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Alstoms Integrated DMS to Power Pennsylvania Smart Grid
Long Island Power Authority Restructures $2.1 Billion in Debt
MISO Completes Power Grid Integration
PPL Electric Utilities has selected Alstom to provide its
Integrated Distribution Management System (IDMS), which
provides electric delivery service to 1.4 million customers in
the state of Pennsylvania. The contract is an integral part of
PPL Electric Utilities three-year, US$38 million smart grid
project to enhance system reliability in the Harrisburg area.
This Alstom-designed technology, known as e-terra distri-
bution 3.0, combines supervisory control and data acquisition
(SCADA) software and advanced distribution management
system (DMS) in one integrated DMS. The project follows
PPL Electric Utilities installation of an Alstom Energy Man-
agement System. The seamless IDMS includes a single-user
interface using a single-network model to provide PPL Elec-
tric Utilities distribution operators with real-time situational
awareness for improved reliability. From one point in its con-
trol room, PPL Electric Utilities can access a suite of smart
applications to monitor and control electricity distribution
and transmission networks, maximizing reliability across the
entire network.
Storm restoration and resiliency is a key concern for distri-
bution utilities. Alstoms IDMS technology offers self-healing
attributes to locate faults, while the automated response capa-
bilities help speed efforts to restore power and improve overall
reliability. The single-platform software architecture was de-
veloped specifcally for three-phase unbalanced distribution
networks and is well suited to handle large volumes of data.
This will help PPL Electric Utilities make informed decisions
concerning both day-to-day operations and outages from se-
vere weather events.
For more information, visit www.pplelectric.com.
The Long Island Power Authority (LIPA) has successfully
completed a major refnancing of US$2.138 billion of its out-
standing debt at signifcantly lower interest rates. It is the frst-
ever AAA rated deal for a municipal utility.
The transaction, known as securitization, allows LIPA to
replace some of its debt with higher quality and, therefore, less
expensive debt that is secured by a separate charge to be recov-
ered from LIPAs customers on their regular utility bills. Secu-
ritization, authorized as part of the recent LIPA Reform Act
passed by the New York Legislature, will reduce the amount of
debt held by the utility.
The Utility Debt Securitization Authority (UDSA), a sepa-
rate state entity, was created by the state legislature to issue
the AAA-rated bonds, and will collect the fnancing costs via
a separate charge on utility bills. LIPA will reduce its own
charges by an equal amount so that there will be no increase
to customers bills.
Repayment of the securitization bonds is scheduled to be-
gin in March. The bonds will be repaid over their life as a sepa-
rate cents-per-kilowatt-hour charge on the bill that will be set
initially at 1.25 cents per kWh. The charge will be reset in Janu-
ary 2015, and reviewed every six months to recover exactly the
amount needed to meet the UDSA obligations for each period.
For more information, visit www.lipower.org.
footprint of 65,280 miles (105,026 km)
of transmission with total electric gener-
ation capacity throughout MISO of ap-
proximately 196,000 MW, making MISO
one of the largest power grid operators
in the world. This will result in more
effcient dispatch of resources to meet
energy demands across the region.
The integration added 10 new trans-
mission-owning companies, six local
balancing authorities and 33 new mar-
ket participants from Mississippi, Loui-
siana, Arkansas, Texas and Missouri to
MISO. This new region MISO South
includes the following transmission
owners and local balancing authorities:
Entergy (Arkansas, Mississippi, Loui-
siana, Texas, Gulf States and New Or-
MISOs LMP Contour Map offers a detailed
visualization of real-time market conditions.
At the stroke of midnight on Dec. 18,
MISO successfully integrated a four-
state region of the electric grid across
the South into MISOs existing footprint
in the Midwest. The change in control,
or cutover, extends MISOs operation-
al and market footprints from the Gulf
of Mexico to Manitoba, Canada.
In 2012, an independent industry
analysis projected savings of US$1.4 bil-
lion over a 10-year period as a result of
the new members joining MISO. The
study reinforced MISOs core belief that
a collective, regionwide approach to
grid planning and management delivers
the greatest benefts as evident through
MISOs value proposition.
MISO now manages a combined
leans), Cleco Corp., Lafayette Utilities
System, Louisiana Energy and Power
Authority, Louisiana Generating, South
Mississippi Electric Power Association
and East Texas Electric Cooperative.
To prepare for the cutover, MISO and
all of the stakeholders involved with the
integration effort participated in a full
year of readiness activities that included
hundreds of training courses, system de-
velopment, testing and simulations.
Visit www.misoenergy.org.
NECA & IBEW
Your Quality Connection
F o r m o r e i n f o r m a t i o n : w w w . n l m c c . o r g O n l i n e v i d e o ma g a z i n e : www. e l e c t r i c t v. n e t
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theyre doing.
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the sites below.
14
SunEdison Announces R1.8 Billion in Funding for 60-MW Solar Park
Global solar energy services and technology provider
SunEdison Inc., through its South African affliate, has se-
cured R1.8 billion (US$185 million) in foreign debt funding
from the Overseas Private Investment Corp. This amounts to
75% of the R2.4 billion project cost for the Boshof Solar Park
Project, located in South Africas Free State province near
Kimberley.
Electricity generated by Boshof, with an installed capacity
of 60 MW alternating current, will feed into the South Afri-
can grid, under the terms of a 20-year power purchase and
implementation agreement signed with national power utility
Eskom and the Department of Energy. The plant is scheduled
to begin generating electricity in the fourth quarter of 2014.
Boshof is the frst project in South Africas Renewable En-
ergy Independent Power Producer Program to be supplied
by a local South African majority-owned photovoltaic mod-
ule manufacturer. SunEdison will maintain a 51% ownership
stake in the project, with South African companies holding
the remaining 49%.
The Boshof Solar Park Project is expected to create ap-
proximately 280 jobs during its construction and operational
phases, and through the use of local subcontractors, the proj-
ect is expected to support more than 1,000
jobs. Approximately 50% of the projects
total value will go to South African manu-
facturers supplying local components and
South Africa service providers, including
the SunEdison AP90 single-axis track-
ers that will be locally manufactured for
the project. Total procurement from eco-
nomic-empowered entities is estimated at
R685 million (US$67.9 million).
More than R200 million (US$19.7 mil-
lion) is set aside for projects that will trans-
form the community by improving access
to education and healthcare, and support-
ing enterprise development and other
projects to improve the quality of life for
residents throughout the Free State and
Northern Cape.
Construction has begun on two other
utility-scale projects developed by Sun-
Edison in Limpopo province, Soutpan
and Witkop, which together total 58 MW
contracted capacity. As with Boshof, these
projects rely on local subcontractors to
help improve the overall economy and cre-
ate employment opportunities.
Visit www.sunedison.com.
Greenlee Textron
Acquires HD Electric
Greenlee/A Textron Company has an-
nounced the acquisition of HD Electric
Co., a Waukegan, Illinois, U.S.-based de-
signer and manufacturer of power utility
products.
HD Electric specializes in test and mea-
surement, controls and system monitor-
ing, safety and specialty products for the
electric power industry. The company will
join the Greenlee family of brands along-
side Greenlee, Klauke, Greenlee Commu-
nications and Sherman + Reilly.
Visit www.greenlee.com.
For nearly a century Doble has been amassing an unprecedented amount of
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TECHNOLOGYUpdates
Sensored Termination Enables Real-Time Monitoring to Support
Grid Automation in Underground Distribution Networks
Georgia Exports Green Energy to Neighboring Turkey
A view of the entire Akhaltsikhe substation, which includes two
HVDC back-to-back links, three synchronous condensers and the
air-insulated substation.
The 3M Electrical Markets Division introduces a new sens-
ing solution that enables power utilities to monitor their un-
derground distribution systems, helping utilities realize the
benefts of their grid automation systems. The 3M Sensored
Termination QX-Series supports applications such as volt/
VAR optimization, asset management, load balancing, and
fault detection, isolation and restoration.
The ability to acquire accurate data from critical points
throughout the underground medium-voltage distribution
network is a key requirement for enhancing the reliability and
effciency of the grid. The sensored termination is designed
to provide highly accurate voltage and current data through
simple retrofts of existing power equipment such as
switchgear and transformers. The termination
provides data that can enable real-time
monitoring and control and automa-
tion capabilities throughout the underground medium-
voltage distribution network.
The sensored termination provides a pathway to the
conductor within the shielded cable, delivering ac-
curate voltage and current waveforms in real time.
The compact one-piece mechanical and electrical
connection requires minimal downtime to install.
Cold-shrink technology allows simple, fast, reliable
installation without the use of special tools, sealants,
adhesives, torches or other heat sources. The sensor is
precalibrated and factory tested to ensure maximum
reliability; no feld calibration is required to maintain
accuracy levels.
The sensored termination is designed for indoor
applications that use a live-front form factor.
For more information, visit www.3M.com.
Georgia is the frst country in the Caucasus region using
high-voltage direct-current (HVDC) links, improving the
reliability of its power supply and effciently exporting eco-
friendly electric power to a neighboring country.
Turkey has a growing demand for power. Georgia has an
abundance of renewable power sources, such as hydro and
wind. Georgias grid network was not designed as a network
for an independent state, as it was part of the power supply in
the Caucasus that was linked to the Soviet republics. The chal-
lenge is to break down existing barriers across the borders,
connect different power supply networks of varying technical
parameters (frequency and phasing), and stabilize power sup-
ply while enabling the export of excessive power.
The Georgia-Black Sea Transmission Network Project
began in 2010 with support from the European Investment
Bank, the European Bank for Reconstruction and Develop-
ment, the German KfW Group and the Development Bank
of Austria. The ambitious project completed on Dec. 11, 2013.
Siemens Energy completed two back-to-back HVDC links
at the Akhaltsikhe substation in southern Georgia, close to
the Turkish border, for Energotrans Ltd. The new back-to-
back HVDC links feed a 400-kV overhead transmission line
that connects to the Turkish 400-kV grid at the border. Each
link transmits 350 MW of eco-friendly electric power, which is
crucial for Turkeys growing power demand.
The three-phase alternating current of the one network is
converted in the new converter substation into direct current
and transmitted directly via a DC link to the inverter station.
There, the direct current is converted back into three-phase
current with simultaneous adjustment to the parameters of
the network into which it is to be fed. This enables seamless
interconnection of the two networks.
The Georgian network is based on a 500-kV system. The
Georgia HVDC station converts power from 500- to 400-kV
and back. The station operates on two back-to-back links, each
line of which is able to transmit 350 MW of power. The line to
Turkey is 151 km (94 miles) long, ending at Borchkha substa-
tion in Turkey.
The HVDC back-to-back links provide protection against
cascading grid disturbances, acting like an automatic frewall
that can control stops and restarts of the transport of electric
power.
Georgia is working to establish membership in the Euro-
pean Network of Transmission System Operators for Electric-
ity with the expectation of exporting electricity to other Euro-
pean Union countries, made possible by this new transmission
solution.
For more information, visit energotrans.com.ge.
www.tdworld.com | January 201 17
TECHNOLOGYUpdates
www.eagleview.com/futureview
San Antonio, TX | February 9-12, 2014
Join electric utility industry leaders
for a technology summit at the
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encroachment and change detection issues
` Network with infrastructure, government and commercial
professionals through a joint disaster-response panel
Cable rejuvenation offers signicant time
savings compared to cable replacement
and allows power to be restored quickly.
Photo courtesy of Novinium.
Siemens Service
Extends Lifespan
of Power Cables
With Califex, Siemens Smart Grid
Division is offering a new service to en-
ergy suppliers, utilities and industrial
plants (initially in Germany, Sweden
and Norway) that extends the lifespan
of insulated medium-voltage cables.
Siemens is implementing a cable-
rejuvenation process, developed by its
U.S. partner Novinium, that injects a re-
juvenation fuid into a cable under con-
stant pressure. This process increases
the dialectric strength of the cable and
returns its performance to a like-new
condition. Rejuvenated cables can then
be used for many more decades, avoid-
ing declining reliability issues and post-
poning investment in expensive cable-
replacement projects until much later.
Many medium-voltage cables that
were laid in the 1970s and 1980s are
reaching the end of their service life. To
prevent any outages in the medium-volt-
age grid, these older cables are usually
replaced before the end of their service
life. Siemens new cable-reconditioning
service offers an alternative that can be
substantially more cost-effective than re-
placing medium-voltage cables.
During the Califex process, the aging
cable is ftted with an adapter for inject-
ing the fuid. Drawn from reservoir-type
containers, the fuid is injected into the
empty space inside the cable wires until
it emerges from the other end. Then the
cable is re-energized immediately. With-
in about seven days, the silicon-based liq-
uid mixture diffuses into the cable insu-
lation, and the dielectric strength of the
cable increases to a like-new condition.
Visit www.siemens.com.
4
TECHNOLOGYUpdates
8erving the utility industry since 1974.
PSE is driven to be your trusted advisor for all of your consulting
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Greater Springeld Reliability Project
Improves Reliability in Southern New England
The Greater Springfeld Reliability Project (GSRP) a
major transmission upgrade to improve reliability in southern
New England (U.S.) is now complete. Connecticut Light
& Power and Western Massachusetts Electric Co. (WMECo)
fnished the project both on time and under budget, despite
challenging storms that included Superstorm Sandy and the
blizzard of 2013.
As electricity demand continues to grow, a strong, reliable
transmission system is essential to meeting our customers
energy needs and the regions economic health, said Laurie
Foley, vice president of Transmission Projects, Engineering &
Maintenance at Northeast Utilities, parent company of CL&P
and WMECo. We are very grateful for the cooperation and
patience of our customers and neighbors, as well as state and
local offcials, who worked closely with us during this impor-
tant reliability upgrade. With their support, we were able to
maintain an aggressive construction schedule while overcom-
ing severe weather events and challenging terrain.
This transmission upgrade improves the fow of power in
and around the greater Springfeld/north-central Connecti-
cut area while connecting customers to
less expensive, more effcient generation.
The project upgraded 39 miles (63 km)
of transmission lines on an existing right-
of-way between Ludlow, Massachusetts,
and Bloomfeld, Connecticut, with more
than 600 new structures, and 13 new or
rebuilt substations and switching stations.
The project cost was estimated at US$718
million, but CL&P and WMECo came in
more than $40 million below that esti-
mate. In the frst year of service alone, this
project will add more than $13 million to
local municipal tax revenues in Connecti-
cut and western Massachusetts.
Although construction was carried out
during a period of historic storms, the pace
of line work was accelerated during favor-
able weather conditions, which helped
increase productivity and decrease costs.
Additional project costs were saved by con-
tracting early with highly skilled contrac-
tors and making carefully timed purchases
of commodities that included steel and
copper products. The project also brought
environmental benefts to the towns it
traversed with enhancements to existing
wetlands, protection of farmland and criti-
cal wildlife habitat. In addition, the com-
panies used helicopters to string the new
lines, which further reduced impacts to
sensitive areas along the right-of-way and
sped up the construction schedule.
GSRP is just one of the projects asso-
ciated with the New England East-West
Solution (NEEWS). Northeast Utilities is
preparing to break ground on another
NEEWS project, the Interstate Reliability
Project, in eastern Connecticut. Together,
these projects strengthen the reliability of
the power grid within the regional trans-
mission system by ensuring that national
and regional reliability standards are met.
Visit www.NEEWSprojects.com.
ployees are an integral resource, which requires creativity and
innovation. The processes of the past generations are not as
successful today.
3. Consider characteristics. Utilities are challenged with fnd-
ing candidates with the physical strength to do line work as
well as the proper attitude and work ethic. Questions of an
applicants teamwork nature, their ability to use sound judg-
ment or make reasonable decisions are all traits instrumental
in the long-term success of an applicant. They must be able to
serve customers, and their personalities must be compatible
to perform as a safe and productive team member with a crew
who they may work with over the next 25 years.
4. Rules and regulations. Lastly as utilities have different
and diverse work management guidelines, the conference
promotes the network of discussions concerning hiring regu-
lations, working within union contract guidelines, and reten-
tion innovations.
Sharing Strategies
While workforce management has been a core topic of
discussion at TDMM conferences over the last few years, the
association also addresses such issues as safety, emergency re-
sponse and asset management.
Back in 1976, the association frst began allowing utilities
to share information about their operation and maintenance
methods and processes. Nearly 40 years later, the mission is
still the same: to provide a platform for the networking and
sharing of information for utility feld managers across North
America. The conference creates an opportunity for manag-
ers and supervisors to meet and network with their peers on
current issues.
As utility managers continue to wrangle with issues of re-
cruitment and retention, they will also continue to share strat-
egies and help train the next group of linemen who will keep
the lights on for many years to come.
George Patrick (george.patrick@santeecooper.com) is
the executive director of the Transmission & Distribution
Maintenance Management Association and serves as the
supervisor of transmission lines for Santee Cooper in Moncks
Corner, South Carolina.
Editors note: The 2014 TDMM conference will be Sept. 29
Oct. 3, 2014, in Los Angeles, California. It will be hosted by
the Los Angeles Department of Water and Power. For more
information, visit www.tdmm.com.
INDUSTRYReport
Training and Retaining Future Linemen
By George Patrick, Transmission & Distribution Maintenance Management Association
E
lectric utilities face the same challenge time and time
again. To counteract the wave of retirements, compa-
nies bring in a new crop of recruits, only to lose the
candidates within the frst few months of training.
To help companies recruit, train and retain competent and
qualifed candidates, the Transmission & Distribution Mainte-
nance Management Association (TDMM) is empowering util-
ity feld managers to share their best practices. Once a year,
utility leaders meet at a at a weeklong conference to swap in-
formation on innovative hiring techniques and the successes
and failures of recruiting. They also learn about the availabil-
ity of training and development programs as well as linemens
colleges that prepare individuals for entry-level positions.
Recruiting and Retaining Linemen
Because line work is physically demanding, only certain
individuals are cut out to do the job. To be a lineman, an in-
dividual must be able to withstand severe-weather conditions,
put in long work hours and be capable of performing hard
physical labor. At the TDMM conferences, utility managers
share their strategies for fnding these candidates, training
them and transforming apprentices into future leaders for the
electric utility industry. Here are some ways that utilities are
successfully recruiting and retaining the next generation of
line workers.
1. Put applicants to the test. Rather than investing valuable
time and resources into candidates who may not succeed in
line work, some utilities are pre-screening applicants and test-
ing their skills. For example, if a utility has 10 openings for new
apprentices but 100 applicants, it will bring all of them in for
written tests and task- oriented performance tests. The written
tests evaluate their reading and comprehension skills, while
the performance tests evaluate their physical traits and abili-
ties. Performance tests may include using an extendo hot stick,
using channel locks or side cutters, or putting on a set of hooks
and using 100% fall arrest to climb 5 ft to 10 ft up a wooden
pole. The utility also will also have an operator use a bucket
truck to determine if the applicant has a fear of heights.
2. Hire temporary workers. Another way utilities are solving
the workforce problem is by working with a temporary labor
agency and bringing applicants in to work on a six-month
temporary contract position. These individuals work along-
side the line crews so they can see frst-hand what the actual
work environment is like before fully committing to a career
as a lineman. For managers and supervisors responsible for
the maintenance and reliability of their electrical systems, em-
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CHARACTERSwithCharacter
Building Blocks
Veronica Rivero Gorrin,
Worcester Polytechnic Institute
By James R. Dukart, Contributing Writer
A
s a child, Veronica Rivero Gorrin always loved playing
with Legos. Today, speaking from a settlement village
in South Africa, Rivero Gorrin is using that childhood
fascination with snap-together plastic building blocks to as-
semble a promising career as a builder of everything from an
electrical substation to a community.
Rivero Gorrin, born and raised in Caracas, Venezuela,
studies architectural engineering at Worcester Polytechnic
Institute (WPI) in Massachusetts. She currently serves as a
student ambassador in the schools National Grid Engineer-
ing Ambassador Program, sponsored by National Grid and
run by WPI. The Ambassador Programs stated goal is to have
students engage a variety of audiences in the excitement of
engineering. Her ambassador program nickname The
Passionate becomes rather evident as she talks about her
educational experiences, including internships among inner-
city kids in Worcester last summer and late last year in settle-
ment villages in South Africa.
We worked in the informal settlements just outside of
Cape Town, Rivero Gorrin begins, noting that she started in
the Stranfontein area in a settlement called 7deLann and then
moved to another named Flamingo Crescent. Many of the
people in these settlements live in shacks with roofs that leak
and encounter venomous snakes on a regular basis; it can be a
bad situation. We worked on both infrastructure and social de-
velopment. We didnt just go in and build things and leave. We
engaged with the community leaders to improve living condi-
tions in any way we could.
One of the things Rivero Gorrin did was to interview those
new to the settlement and create a local database to serve as
a repository of skills and experience for the new community
to use. Someone here is a builder, there a painter, she notes.
Then we might have someone who can be in charge of garden-
ing. We can turn around and say, here is someone who can help
in the schools, here is someone who can help build buildings.
Following her six-week South African ambassadorship,
Rivero Gorrin will return to WPI to fnish her architectural
engineering degree, with a focus on sustainable construction.
To scratch both her building and travel itches, she has done in-
ternships in the U.S. and Venezuela, is vice president of WPIs
Architectural Engineering Institute, secretary of WPIs Society
of Hispanic Engineers and has helped build houses for Habitat
for Humanity in Worcester over spring break. She also serves
as building chair for the WPI chapter of Habitat for Humanity.
There is a mechanical and structural side to our studies,
and I am on the structural side, Rivero Gorrin comments.
We look at lighting, acoustics, HVAC, fre protection, and the
civil and legal aspects of engineering. There are a lot of extra-
curricular activities, too. You dont always learn just inside the
class but outside of it, too.
Rivero Gorrin recalls an internship offered by Delta Air-
lines through the Society of Hispanic Engineers. They want-
ed an intern to help design the interior of an airplane, she
recalls. I never thought of that as an architectural challenge,
but when you think about it, a plane can be looked at as a mini
building that can fy.
For now, Rivero Gorrin is happy to jump into mini build-
ings that can fy as she continues her globetrotting ways, a
trait and habit she picked up as a child, accompanying her
parents throughout South America on the dog show circuit.
My family was involved in dog shows, Rivero Gorrin states.
My parents started out breeding boxers, and I brought pugs
and fox terriers into the family. Her father owns a company
that distributes products for Purina, a multinational pet food
company, and for a time, her mother was heavily involved in
the Federacin Canina de Venezuela. Her aunt in Venezuela
is a professional dog handler. The family would travel to about
10 or 12 dog shows per year, Rivero Gorrin recalls, not just in
Venezuela but throughout Brazil, Chile, Argentina and much
of the rest of Latin America. Thats what motivated me to
travel and eventually want to come to the U.S. for school, she
explains. Traveling so much when I was younger boosted my
confdence and made me really want to see the world.
As a student and international student ambassador, Rivero
Gorrin does not have a dog with her in Massachusetts, but
when home in Venezuela for holiday or summer breaks, has
three dogs she loves to play with.
Her short-term goals are to fnish her degree, continue to
be as involved in extracurricular activities as she can and land
an electrical engineering job, preferably in North America
or Europe. A longer-term goal is to earn a masters degree in
sustainable construction and return to Venezuela to practice
there, perhaps someday running her own consulting business.
I want to help people and help build things, she states.
Its not hard to picture that when Rivero Gorrin gets to that
point, shed be doing it with a dog or two at her feet, and per-
haps even a set of Legos on a nearby windowsill as commemo-
rative inspiration.
AUTOMATI ON

Inside PG&Es
25 www.tdworld.com | January 2014
B
uilt in the early 1970s, Pacifc Gas and Electric Co.s
(PG&Es) San Ramon Technical Center is dedicated
to conducting cutting-edge smart grid research.
The work being done there, along with the utilitys
experience as an early adopter of the smart grid, has provided
the utilitys customers with enhanced safety and reliability,
more insight into energy use and improved customer service.
The San Ramon, California, U.S., facility serves as home to
more than 120 engineers, scientists and technicians commit-
ted to providing value for the utilitys customers. They provide
engineering and testing services for the utilitys power genera-
tion, electric operations, gas operations and customer care
lines of business, and serve as PG&Es one-stop engineering
services shop for the more than 2,500 incident investigations,
dam inspections, failure analyses and nondestructive equip-
ment examinations that occur every year at PG&E.
The facilitys high-voltage dome, perhaps its most recogniz-
able landmark, is used to simulate events and aid in incident
investigations. It has the ability to generate up to 720,000 V
with full fog chamber capability. Featured on MythBusters,
a Discovery Channel TV show, the facility also has its own sub-
station that feeds a high current testing laboratory that can
generate up to 80,000 A of fault current. A chemistry lab, ma-
terials science lab, instrument calibration facility and several
strengths labs are also on site to test, pull or break every type
of wire, pipe or pole imaginable.
Smart Grid Labs
As part of PG&Es ongoing implementation of the smart
grid, the newest and most exciting labs at the facility
are dedicated to performing end-to-end testing of smart grid
technology before it is launched in the feld. To ensure value
for the utilitys customers and a smooth technological roll-
out of any component, all equipment and control systems are
rigorously tested before being piloted and deployed onto the
grid to determine if they perform as advertised. The facility
also provides technical feedback to manufacturers to help
them refne their products to ensure plug-and-play value for
the marketplace. These test labs have proven invaluable to the
utility in evaluating components and determining deployment
strategies.
Having a series of labs with interconnected capabilities
gives PG&E a unique and exciting platform for smart grid
testing. The utility has the capability to create a test, or simu-
A unique smart grid testing lab provides
prototyping and proof of concept
for Pacic Gas and Electric deployments.
By David Bradley and Ryan Hanley, Pacifc Gas and Electric Co.
Smart Grid Lab
The distribution test yard is used for operational testing of self-healing fault location, isolation and service restoration (FLISR) systems.
OVERHEADFacilities
lation, system from beyond the customer meter to a second-
ary system, and up to the impacts on the distribution system.
The utility also has the ability to replicate and simulate the
smart meter system, supervisory control and data acquisition
(SCADA) system and communication system.
Distribution Test Yard
In late 2012, PG&E completed construction of its distribu-
tion test yard. This lab the San Ramon facilitys largest
boasts a three-circuit, three-phase simu-
lation test facility that can be energized
at 480 V or 21 kV. The test yard was
outftted with an operable supervisory
control and data acquisition (SCADA)
control and communications system,
as well as PG&Es SmartMeter network
with additional integrations planned
for the future. This distribution yard is
primarily used to conduct operational
testing as well as simulations for equip-
ment and operating systems.
The test yards frst major opera-
tional success was the extensive analysis
and deployment of a self-healing fault
location, isolation and service restora-
tion (FLISR) system. Testing this equip-
ment involved a combination of external current/power sup-
plies with a LabVIEW control system that simulated several
real-world scenarios to ensure the FLISR systems met PG&Es
needs. The utility rigorously tested systems from a variety of
different manufacturers throughout the project to confrm
which system performed best for PG&Es distribution grid.
The selected FLISR system has already been deployed on
more than 437 circuits throughout PG&Es service area of
central and northern California, which has resulted, so far, in
The distribution test yard can be congured to accept a wide variety of equipment to test before
eld deployment.
MAIN: 570-378-3808 | FAX: 570-378-2597
5790 MISLEVY ROAD, FACTORYVILLE PA 18419
WWW.WINOLAINDUSTRIAL.COM
WINOLA@EPIX.NET
WINOLA
INDUSTRIAL INC
Galvanized Weathering
Steel Powder Coasted
Basic Device for Working
(Steps Adjacent)
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OVERHEADFacilities
fewer customer outage minutes and fewer sustained customer
interruptions.
Modular Generation
PG&E is currently involved in a partnership project for
anti-islanding testing using a real-time digital simulator to
model distribution loading profles. A modular generation test
facility, originally constructed to test distributed generation
technologies, also has the ability to test batteries of varying
technologies, fuel cells, engine gen sets and fywheel storage,
along with numerous residential and com-
mercial range inverters simultaneously.
This lab also supports PG&E and its
customers by evaluating emerging elec-
tric feet technology and testing electric
vehicle charging technologies. Recently,
the facility successfully built and tested
the U.S.s frst electric vehicle fast char-
ger by conducting vehicle grid tests and
demonstrations.
Next door to this facility, the lab also
houses a distribution generation test yard
where a number of large industrial-sized
inverters, ranging from 500 kW up to
1 MW, can be tested using a 2,500-kVA
distribution transformer connected di-
rectly to the grid to provide the power
source.
Distribution Technology
Operations Center
PG&Es distribution technology oper-
ations center (DTOC) is focused primar-
ily on identifying and testing promising
technologies for potential integration
into the utilitys distribution operations,
especially its new distribution control
centers. PG&E is in the process of inte-
grating its existing 13 local distribution
control centers into three regional, state-
of-the-art centers.
The new centers will enhance electric
reliability for the utilitys customers while
providing system operators with the capa-
bility to shift workload between the facili-
ties, if additional support is needed, such
as during a storm or a natural disaster. To
ensure a smooth rollout of the technol-
ogy used in PG&Es new control centers,
the DTOC has been outftted with many
of the capabilities of a real control center.
The DTOC setup includes two proto-
type operator consoles, PG&Es recently
upgraded distribution management sys-
tem (DMS), SCADA interface and con-
trols, geospatial information system (GIS)
tools and dispatch capability, and it interfaces with the utilitys
SmartMeter advanced metering infrastructure system. Access
to the full suite of operator technology tools enables end-to-
end testing and demonstration of new technologies in a realis-
tic operational test environment.
The DTOC is operationally tied to the distribution test
yard and planned for integration with other smart grid labs
at the San Ramon facility in the future. The DTOC also has
facilitated valuable learning and training opportunities for
both the utility and its system operators. The operators can
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OVERHEADFacilities
learn the new technology they will be using in the new control
centers in a risk-free environment, and then suggest changes
to make the software and systems more effective.
The DTOC also has started to test next-generation smart
grid technologies. PG&E recently launched three distribution-
focused smart grid pilot projects volt/volt-ampere-reactive
optimization (VVO) , line sensors, and fault detection and lo-
cation all of which will be incorporated into the DTOC for
testing. Integrating testing into the DTOC enables PG&E to
test these smart grid technologies end to end before rolling
them out systemwide.
Smart Grid Communications
Another aspect critical to ensuring the value of smart grid
components for the utilitys customers is the facilitys smart
grid communications lab. This lab is home to a radio-frequen-
cy test lab designed to test critical SmartMeter communica-
tions components, including the network that interfaces with
the utility and the network that can interact with the home
area network (HAN) devices in customers homes and busi-
nesses. The communications lab supports testing a number
of future services, such as providing enhanced information to
support grid operations, providing customers with informa-
tion about their solar rooftop systems and enabling demand
management options through HAN devices.
Synchrophasor Proof of Concept
Last, but certainly not least, is the utilitys synchrophasor
proof-of-concept (POC) lab. This lab was constructed to sup-
port the Western Interconnection synchrophasor program
(WISP), funded by the Department of Energys American
Recovery and Reinvestment Act. The WISP involves nine orga-
nizations and numerous other stakeholders across the western
United States.
The POC center includes a control room that has been
built with both simulation and real-world control capability
to evaluate equipment and technologies in a controlled test
When completed, PG&E's new distribution control will integrate smart
grid technology that will give operators more real-time visibility into
the grid.
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POWER Engineers, Geospatial and Asset Management
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OVERHEADFacilities
environment. As part of the
WISP, PG&E installed phasor
measurement units (PMUs)
in more than 20 of its key sub-
stations and used the POC lab
as the control room for system
design, testing and applica-
tions development.
Upcoming Projects
Recently, the utility re-
ceived approval to move for-
ward on a four-year smart grid
pilot project and a number of
new technology demonstra-
tion projects; it will be focused
on deploying numerous proj-
ects after lab testing has been
completed. Several of the pro-
posed projects will be tested
rigorously at the San Ramon
Technical Center labs.
The largest of the newly approved projects is the VVO proj-
ect. VVO involves improving customer energy effciency, grid
loss reduction and integration of distributed solar photovol-
taic generation systems into the utilitys distribution system.
PG&E has more connected photovoltaic systems than any util-
ity in the U.S. The utility will be testing VVO systems from
numerous vendors at its San Ramon facility to determine the
system that best fts the needs of its grid.
As part of this work, the distribution test yard will be used
to test feld equipment and automation. The DTOC will test
the integration and operation of the VVO application in
PG&Es DMS and control rooms. The project has the poten-
tial to provide signifcant value to PG&Es customers, but it is
critical to ensure the equipment performs as advertised and is
interoperable with existing infrastructure before fnal systems
are rolled out into the feld, even for a pilot test.
The lab also will be performing extensive testing of distri-
bution line sensors. Again, this will involve all the smart grid
tests referred to previously, but it also will include the use of
the labs high current testing capability. Both of these projects
are in the planning and data-gathering stages.
At the end of the day, this facility has been instrumental in
ensuring PG&Es customers receive the safest, most reliable
and affordable service possible.
David A. Bradley (DABb@pge.com) is the manager of tech-
nology application for Pacic Gas and Electric Co.s applied
technology services section. He is responsible for electrical
testing, incident analysis and technology performance test-
ing associated with PG&Es utility system. He has more than 33
years of experience as a distribution and transmission engineer,
supervisor and manager. Bradley holds a BSEE degree from the
South Dakota School of Mines and Technology in Rapid City,
South Dakota, U.S., and is a registered professional engineer in
the state of California.
Ryan Hanley (R4Hp@pge.com) is the manager of smart grid
technology and integration for Pacic Gas and Electric Co.s
electric distribution operations organization. He is responsible
for assessing, testing and rolling out promising distribution
operations technologies for integration into PG&Es operations,
as well as managing PG&Es distribution technology operations
center. Hanley holds a BSCE degree from Johns Hopkins Uni-
versity, a masters degree in structural engineering from Trinity
College Dublin and a MBA degree from UC Berkeley.
Editors note: PG&E offers tours of the lab from time to time,
so if you are a utility or a manufacturer that would like to visit the
lab, contact David Bradley at DABb@pge.com to arrange a tour.
A section of the wall of smart meters in the communications lab.
Company mentioned:
Pacic Gas and Electric Co. | www.pge.com
The test facility is designed to include all components for end-to-end technology testing.
ATS Smart Grid Test Capabilities
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Stop and see what
powers your life
A Gentlemans Rise
in the Energy World
Terry Boston:
Terry Boston may be one of the most inuential
people in the energy world today. His expertise
and innovative outlook have been acknowledged
with awards and accolades from industry groups
and publications, but his success was born
in humble beginnings.
www.tdworld.com | January 2014 33
EXECUTIVEProle
By Pamela Kufahl, Contributing Writer
T
erry Boston has worked shoulder-to-shoulder with
energy leaders around the world, traveling to France,
South Africa, China, South Korea and other coun-
tries. He has explained complex energy issues to
White House staff and U.S. Congress members. He has estab-
lished business relationships with several U.S. governors and
public utility commissioners. He has testifed before the Fed-
eral Energy Regulatory Commission and served on boards for
groups such as the IEEE, CIGR, the Association of Edison
Illuminating Companies, the North American Electric Reli-
ability Council and the Very Large Power Grid Operators of
the World, better known as GO15. And now he leads one of
the premier regional transmission organizations (RTOs) in
the United States, the PJM Interconnection, Valley Forge,
Pennsylvania, U.S.
He earned his status in the industry through planning,
hard work and relationship building. These qualities served
him well and garnered him the respect of those he worked
with as he rose through the ranks at Tennessee Valley Author-
ity (TVA), Knoxville, Tennessee, U.S., which he joined in 1972
as a project engineer after earning an engineering degree at
Tennessee Technological University.
Boston took the TVA job after being shown the control
room under construction there. It was wow! Boston said with
a still noticeable Tennessee accent. Two stories underground,
designed for anything other than a direct nuclear attack and
with state-of-the-art computing power. I thought, This is cut-
ting edge.
During his 35 years at TVA, he rose to executive vice presi-
dent of power system operations, then left in 2008 to become
president and CEO of PJM Interconnection. PJM controls
65,556 miles (105,502 km) of transmission lines serving 61
million people in 13 states and the District of Columbia, man-
ages 186,000 MW of generation (including 33 nuclear gener-
ating units) and coordinates the movement of US$100 mil-
lion per day in wholesale electricity transactions, all of which
makes it one of the largest RTOs in the world and puts it in
the elite GO15 group of grid operators, of which Boston was
president in 2013.
PJM has grown even more since Boston became president
and CEO in 2008. He has expanded PJMs total market from
$26.7 billion to $35.9 billion, has increased PJMs member
companies from 500 to 879 and has received approval for
more than $15 billion of new transmission.
However, Bostons story is really a story of teams working
together to make a difference, and Terrys accomplishments
and awards are but an outward view of an inner fre and true
compassion. Wherever Boston has worked, he expected and
awarded excellence.
If you ever worked around Terry, and he saw you were
competent in something, he never forgot that, said Ron Rog-
ers, who worked with Boston in TVAs regional operation and
transmission O&M group. Even if 20 years had passed, Bos-
ton would remember how someone impressed him and would
help them advance if he thought they could help TVA.
That was something special about him, Rogers said. A lot
of people advanced based on Terrys recollection of how they
had done in other areas.
David Hall, a childhood friend of Bostons who roomed
with him at Tennessee Tech and also became an engineer at
TVA, worked for Bostons group at one point in his career, but
he never felt he got the job because of his friendship with Terry.
Terry would always help a friend, but he would want his
group to be successful, Hall said. So when Terry made deci-
sions like that, he made them so his group could be successful,
not just to help friends.
Boston enjoys helping to develop the people around him,
taking great pride in that both TVA and PJM offer assistance
to employees getting advanced degrees.
As I looked to build a solid team and to advance the orga-
nization, I was always looking for the brightest and best, and
hiring them and giving them a chance to develop and produce
new ideas, Boston said.
Man with a Future
Bostons values were instilled in him while growing up on a
farm near Nashville, Tennessee, with a father who died when
Boston was 10 years old, a mother who worked full time to
make ends meet and grandparents who needed their 14-year-
old grandson to drive them to doctors appointments. Boston
worked on the family farm bringing in the crops. At 14, he
got his frst government contract with the city, mowing along
streets with the family farm tractor. He worked construction
jobs as a carpenter and a later as a feld engineer during the
summer while attending high school and college.
He likely surpassed the expectations of his fourth-grade
teacher, Beulah McDonald, who after Boston beat her in
checkers during one rainy day recess indoors, suggested that
he become an engineer. However, Boston tells his wife, Bren-
da, that he is just a country boy trying to make it in the city.
Helping other countries with electric grids its just
something we never thought wed be doing, Brenda said,
still sounding surprised at the accomplishments of this hard-
working young man she met in an organic chemistry class at
Tennessee Tech.
I know people know him and respect him because hes
worked hard to do all these things and hes so committed to
his work, Brenda said. But I just see him as that guy in the
chemistry class. Isnt that funny?
Early in his career, Boston was noticed and selected for
TVAs management trainee program. He completed this while
also pursuing a masters degree in engineering administra-
tion from the University of Tennessee.
Acknowledgements began to roll in. In 1977, he was select-
ed as the Tennessee Valley Outstanding Young Engineer, fol-
lowed in 1984 by the TVA Engineer of the Year and Chattanoo-
gas Young Engineer of the Year. Just fve years later, Boston
received the Most Innovative User of New Technology Award
EXECUTIVEProle
from TVAs research and development division.
The awards kept coming, including accolades from EPRI
(Environmental Innovator Award in 1991 and Technology In-
novator Award in 1997), IEEE Power & Energy Society (Lead-
ership in Power Award in 2011), and the Electricity Storage
Association (International Leadership Award in 2012).
Bostons knowledge of the TVA system was on display inter-
nationally when he joined Hall and several other TVA employ-
ees for a business trip to China. The TVA group was on a barge
on the Han River, a tributary of the Yangtze River, offering a
presentation to the Chinese about how TVA developed its riv-
er system. After other TVA employees offered their thoughts
related to their departments, Boston unrolled a map of the
Tennessee Valley and talked through why and where TVA built
its dams and the purposes for each.
Family Man
For Terry Boston and his wife, Brenda, their love might have seemed inevitable considering they met in an organic chemistry
class at Tennessee Technological University in Cookeville, Tennessee, U.S., but the path to marriage took a little longer than
most chemistry experiments, even though its success has proved out.
In the early 1970s, Boston and some friends walked in late to an organic chemis-
try lecture class, talking loudly and sitting behind Brenda. The two became friends
and ended up in an organic chemistry lab class in which Boston let Brenda wear his
navy blue nylon Sigma Chi jacket while they did their experiments in the chilly room.
The two only went out once in college, but after they graduated and started
their careers Brenda as a ninth-grade physical science teacher in Nashville and
Terry as an engineer in Chattanooga Terry called Brenda, and they started dat-
ing, often spending time over dinner discussing Brendas science class lesson plans.
Terry would sketch helpful ideas on the dinner napkins.
This was one of the things I liked about him, he loved science and math and his
work, Brenda said. I could tell because thats what he would talk about even back
then.
She also liked his sense of humor. Terry put it this way: We found that we had
good chemistry and got together.
After they married, Brenda discovered the jacket she had borrowed during the
chemistry lab class years before. It had holes in it, something Terry later confessed
Brenda had done with acid when wearing it while doing her experiments.
It shows what a good guy he is, Brenda said. He never mentioned that to me
ever. He was very patient. He wasnt going to tell me Id ruined it.
Seven years after marrying, the two had their rst child, Rachel. At that time, Brenda left teaching to raise her daughter and
the two sons who followed, Andrew and Brian.
Those years were busy ones as Terrys job and travel schedule became more
demanding, the couple built a new house and the children became more involved in
activities. However, their marriage survived because both of them found satisfaction
in their passions, their outside activities and social circles while maintaining a commit-
ment to their marriage, Brenda said. They also shared the same faith and the feeling
that they each were following their calling.
The couples good chemistry helped them raise successful children. Rachel is
an actress lming a TV series, Witches of East End, in Vancouver while Andrew is
getting his MBA from Harvard and Brian is getting his Ph.D. in geophysics from the
University of Hawaii.
Thirty-eight years after marrying, the two are on their own again. Brenda often trav-
els with Terry now, putting her love for and background in science to use as she some-
times takes notes for him at seminars he cannot attend which means the couple is
back to discussing science over dinner and scribbling notes on paper napkins.
It was amazing to watch him speak so knowledgeably about
how and why the Tennessee River was developed, Hall said.
Man of Leadership
In addition to having a wide knowledge base, Bostons co-
workers also know him as a forward-thinking leader.
Terry was always innovating, always had tremendous ini-
tiative and drive, said Van Wardlaw, who worked with Boston
in transmission and customer service at TVA from 1983 to
2008. It was somewhat legendary.
Dale Bradshaw, who worked in the transmission research
and development group when Boston was executive vice presi-
dent of power system operations at TVA, received many green
lights from Boston for his research ideas. One project involv-
ing dynamic thermal rating of the transmission lines cost TVA
Brenda and Terry became friends at col-
lege but did not date seriously until after
both graduated. Theyve been married for
38 years.
Success runs in the Boston family. Ra-
chel, Brian and Andrew (pictured left
to right in 1990 with Brenda and Terry),
have become successful in their chosen
careers.
EXECUTIVEProle
$150,000, but it helped the company get an extra 20% to 30%
out of a transmission line, preventing the need for two new
substations and a new transmission line, all of which would
have cost $28 million, Bradshaw said.
Quite frankly, at that time, we had the No. 1 transmission
research program in all of North America because of Terry,
Bradshaw said.
Bostons leadership and ability to think ahead were rarely
more evident than during extreme weather events when he
would gather with his team in the emergency center.
Where we might be thinking about getting some lines
back and substations re-energized, Terry was already out to
the next level with how are we going to get the crews fed and
sheltered after today and after tomorrow? said Rogers. He
was really good with that.
Boston, who headed TVAs storm center for 20 years, had
forged good relationships with other utilities, the local mili-
tary, state and local governments, and others that helped TVA
with restoration efforts. During an ice storm in Mississippi,
Boston secured a Tennessee National Guard transport plane
and worked with the Mississippi governor to transport chain-
saws, portable generators, operators and other supplies to the
state. The governor made barracks available for the crews to
sleep in. Boston even gave his credit card to one of the TVA
staff to buy as many chain saws and generators as he could be-
fore the plane left, which maxed out Bostons $350,000 credit
card limit.
It was amazing, Rogers said. We only did our parts of it.
Terry coordinated the whole thing.
His ability to think ahead was forged as an engineer trainee
when, after taking in the daily optimization schedule for the
plants and the interchange, he spoke with control room dis-
patchers to fnd out what they had learned during their years
working extreme events and storms.
I found what was happening in the control room quite ex-
citing, Boston said. I still have tremendous respect for the
people who maintain and operate the system.
Bostons respect for others extends to his leadership style.
He never had to raise his voice or shake his fnger in a meeting
if something displeased him.
We knew by the words that he chose and the look that he
gave that we needed to do some work to bring things up to
his expectations, Rogers said. Terry was always a gentleman.
And Boston encourages people to speak up if they dis-
agree. He would say things like, Dont ever let me march us
off a cliff when you see it coming. You make sure we stop and
know whats ahead of us, Hall said.
Leadership qualities are most evident during hard times.
Perhaps one of the most trying times at TVA was during the
days of Carvin Marvin, as Marvin Runyon was called by
some. Runyon became chairman of TVA after heading Nissan
Motor Co. to implement cost and process improvements that
resulted in downsizing of the TVA workforce.
Boston led the regional operations group at that time.
The key during downsizing is that people were looking to
leadership for leadership, Wardlaw said. Terry had the abil-
ity to always cast a vision, always hold out hope that in spite of
the diffculties were dealing with, we will persevere. I think
he helped the organization he was leading at that time work
through that and come out for the better and not really sacri-
fce reliability and the things that were important to our cus-
tomers while trying to get cost control in place.
The national spotlight shone on Boston after another dif-
fcult time in the utility industry the 2003 Northeast black-
out. Although TVA was not involved in the blackout, Boston
served on the NERC steering team that directed the investiga-
tion of the blackout.
Terry stepped into a national leadership role in the after-
math of that, Wardlaw said.
Man of Renown
Prior to the national spotlight, Boston had a reputation in
regulatory and legislative circles as a straight shooter without
a political agenda, according to David Withrow, who at the
time worked in TVAs Washington, D.C., offce. When Bos-
ton frst became head of transmission for TVA, he traveled to
D.C. to explain power issues and a potential restructuring of
TVA (which never happened) to U.S. Congress members from
the TVA region. A TVA staff member who returned to TVAs
Washington, D.C., offce after the meeting exclaimed, Terry
Boston is great. Everyone on the Hill loves him. Hes really
knowledgeable. We have to get him up here more often, With-
row recalled.
That was the beginning of many trips to Washington for
Boston, who has the ability to connect with people and explain
complex engineering and transmission issues in an under-
standable and enthusiastic way, said Withrow, who now works
with Boston as director of governance at PJM.
Bostons knowledge and verbal skills have made him a
popular speaker at industry conferences. Withrow recalled
that during a panel on which Boston served, one of the par-
ticipants said, I agree with what Terry says. Another panelist
then said, I also agree with what Terry said. The third panel-
ist, not to be outdone, said, I also agree with what Terry Bos-
ton said, and I agree with what Terry Boston has ever thought.
PJM has won two Platts Global Energy Awards since Boston became
CEO. In 2010, it won the Global Energy Industry Leadership Award, and
in 2012, it won the Global Energy Industry Excellence Award. Boston ac-
cepted the award for PJM and is pictured here (from left to right) with
Andy Bose, Platts vice president and general manager of oil; Amanda
Drury, a CNBC co-anchor; and James Simpson, Platts vice president
and general manager of power. Photo courtesy of PJM.
EXECUTIVEProle
Withrow said: He can talk knowledgeably in a way that
leaves people with something to remember. And he can
without being rude dominate a conference panel with
knowledge and interesting facts. People might not like PJM
policies, but they like him. And thats almost universal. People
may not like organized markets, or they may not like the dif-
ferent fuel mix, but they like him personally.
Man with a Legacy
Boston has left legacies at the organizations he has
touched. He has improved the culture at PJM and strength-
ened the reputation of the company internally and externally,
Withrow said.
One of the frst projects Boston took up after joining PJM
was to implement Perfect Dispatch, a tool that helps optimize
the dispatch of generating resources which, to date, has led
to more than $800 million in fuel cost savings. Boston led the
construction of an advanced control center on PJMs main
campus as well as one 30 miles (48 km) away. He also improved
security around the control centers and the Valley Forge cam-
pus. He led the refurbishment of at least fve buildings on cam-
pus, improving the working environment by adding a cafeteria
and an employee gym to help attract the best and brightest
new employees.
His legacy at TVA is just as great, elevating the importance
of transmission within TVA, Rogers said.
We were there at a unique time in history when transmis-
sion was being deregulated, Rogers said about Bostons time
at TVA. Whereas the generating plants had gotten so much
attention and money over the years, Terry was able to com-
municate to the highest levels in TVA to the chairman and
to the board the importance of maintaining a customer
relationship through transmission system reliability. He was
able to convince them that the transmission system was so
important in tying the generation to the load that you could
run without a generator or two or three or four as long as you
had a strong transmission system, so we needed top decile
(99.999%) reliability there.
Boston has always focused on performance. He got his
competitive spirit and ideas about the power of teamwork in
high school. He played football and basketball, and he and
Hall were on their high school math team that won a regional
competition against much larger high schools.
For a person with Bostons drive, retirement might prove
diffcult.
I cant imagine him ever really retiring, Brenda said. He
has loved his time at PJM. And I have, too. It has been a great
opportunity for him. One of the smartest things hes ever done
is to be there.
And recently, Boston was elected the president of the As-
sociation of Edison Illuminating Companies, a group founded
by Thomas Edison, who was its frst president 130 years ago.
With that and his work at PJM, Brenda hinted that Boston has
more to come.
His greatest achievement might be in front of him, so the
storys not over yet, she said.
Man with a Vision, a Volt and a Passive Solar Home
Terry Boston is a visionary, according to David Hall, one of Bostons childhood friends and a former TVA co-worker.
He is always looking to the future, not just in a dreamy way but in a way like hes getting you prepared before the change
happens, Hall said. Terry always said, If you look ahead, you can help make change happen; it doesnt just happen to you.
Thats why he was always so plugged into the regulatory groups and industry groups. He wanted to help shape the future and
not always be reacting to it.
One of Bostons visions is to make the United States more energy efcient.
His belief in that comes across in the energy-efcient home that he and his wife
designed over several years and built in 1988.
Boston installed a conduit out to the street for a ber-optic cable, laid out
the house as passive solar and made sure the roof was oriented south for solar
photovoltaic.
The ber-optic cable after 20 years is there, but Im still waiting for the Dow
solar shingles to drop in price before I go with a power house, Boston said.
The couple insulated the interior walls and put 8,000 pounds of granite in the
sunroom for solar thermal storage during the day to keep the house warmer at
night. The interior walls and the oors between the rst and second oors were
super insulated so the couple could heat it all when the kids are home or downsize
the heating to about 1,500 sq ft if they are not home.
In December 2010, Boston bought one of the rst Chevrolet Volt electric cars sold and gets the equivalent 178 mpg. The only
maintenance expense in three years has been one oil change, and the car once emailed him that it had a slow leak in the right
rear tire.
During the rst few months that Boston owned the Volt, he took many visitors, PJM employees and even children of PJM em-
ployees for test drives beyond just the parking lot, said David Withrow, director of governance at the PJM.
Withrow said with a laugh, He would tell them all about it. He would talk about the potential for electrication of transporta-
tion and what it would mean as a storage facility for the grid.
Locating transmission line faults can be costly and time-consuming.
Since 1984, when SEL introduced the first digital relay with fault
location, we have continued innovation of this important feature.
With the introduction of the SEL-411L Advanced Line Differential
Protection, Automation, and Control System, we created the only
relay with traveling wave fault location to make it easier than ever
to accurately pinpoint faults. Save time and money by sending
maintenance crews to the tower nearest the fault, and get the line
back in service faster.
To learn how SEL relays can help make your power system safer,
more reliable, and more economical, visit www.selinc.com/wave.
Its Good to Know
Where the Fault Is
LINEContractors
Industry Partnership
Instills Best Practices
Line contracting rms partner with OSHA and
industry organizations to implement best practices,
train linemen and drive down injury rates.
By Amy Fischbach, Field Editor
T
he nations largest line contractors took a stand
against unsafe work practices back in 2004. With the
number of linemen injuries and fatalities skyrocket-
ing, the companies forged a strategic partnership
with the Occupational Safety and Health Administration
(OSHA). Nine years later, they have slashed the rate of injuries
and fatalities by more than 50%.
When you look at the numbers and how we have improved
as an industry in terms of serious injuries, burns and work-
place fatalities, it is phenomenal, says Eric Pike, chairman of
the partnership, and chairman and CEO of Pike Electric Inc.
Many of the Electrical Transmission & Distribution (ET&D)
partners now have as good or better safety records than the
utilities because they have taken such a strong stance on safety.
Ten line contractors currently belong to the ET&D Partner-
ship, including Henkels & McCoy Inc., Pike Electric, Quanta
Services Inc., MYR Group Inc., MDU Construction Services
Group Inc., Asplundh Tree Expert Co., MasTec Energy Ser-
vices, Michels Corp., Davis H. Elliott and PLH Group. OSHA,
the National Electrical Contractors Association (NECA), the
International Brotherhood of Electrical Workers (IBEW) and
the Edison Electric Institute (EEI) are also members that
work closely with the line contractors to improve safety pro-
grams nationwide.
Since some linemen travel from one region to the next to
pursue work opportunities, they face a higher risk of sustain-
ing an injury during the frst one to three months on the job.
To safeguard new employees against harm, the ET&D Partner-
The line contractors belonging to the ET&D Partnership require their linemen to regularly inspect their personal protection equipment.
LINEContractors
ship focused on standardizing the training and best practices.
That way, regardless for which member company a lineman
works, he or she will be familiar with the rules and regulations.
This level of collaboration and consistency was one of the
key reasons why MDU Construction Services Group signed on
as a member of the partnership back in 2004. Like the ma-
jority of other line contractors, the company was experienc-
ing too many injuries and looking for ways to protect its feld
workforce.
As a union contractor, we were sharing linemen with other
contractors, which was a signifcant factor in joining forces
with other companies, says Frank Richard, chairman of the
steering committee for the ET&D Partnership. We fgured we
could only change our culture so much with our core group of
workers and stood a much better chance of getting through to
all the hands of the hall if they were familiar with the partner-
ship training, best practices and commitment to zero injuries.
This commitment to not only minimizing but eliminating
workplace injuries fueled the birth of the partnership back in
2003 and the formalization of it in 2004. Nine years later, the
partnership has reduced the number of accidents and fatali-
ties, especially in those areas targeted by the best practices and
training programs. For example, the original data gathered
by OSHA indicated that the majority of fatalities and injuries
stemmed from electrical contact and falls. Today, as a result
of the work the partnership has accomplished, these statistics
have shown a signifcant improvement.
The inspiration behind the partnership and the driver
behind it was the ever-present injury and death statistics in
this line of work, says Mike Johnston, executive director of
standards and safety for NECA and a member of the steering
committee and Task Team 4 (communications). When it hits
home, it kind of forces stakeholders to take responsibility.
Johnston says the partnership has provided many benefts
to NECAs District 10, which includes a nationwide network of
line contractors. Like other members, NECA has been able to
establish a more direct and personal relationship with OSHA.
Obviously, the work of this partnership is important to
NECA because it aligns with our standing policy on safety,
he says. Being in the partnership where we have a direct line
of communication with OSHA at the table is of great value to
NECA and the others members of this partnership.
Forming a Partnership
To ensure collaboration and teamwork, each of the mem-
ber companies must designate representatives to serve as
leaders within the partnership. For example, members can
serve on an executive team, a steering committee and four
task forces for data analysis, training, best practices and com-
munications. Pike says the success of the ET&D Partnership
stems from the support from the top management at the line
contractors.
The CEOs in this industry
care intensely about our line-
men going home safe every day,
and this allows them to put their
time and effort where it matters
most, Pike says. The trade as-
sociations also support the part-
nership and help consistently
push our best practice methods
out to the feld.
At the beginning, it seemed
like an insurmountable chal-
lenge to bring together some
of the nations largest electrical
contractors who are competi-
tors, says Chuck Kelly, a mem-
ber of the executive steering
team and a director of human
resource issues for EEI. So far,
however, this has not been an
issue, he says.
The CEOs and chief safety
managers within the companies
7.00
6.00
5.00
4.00
3.00
2.00
1.00
0.00
2006 2007 2008 2009 2010 2011 2012
5.80
4.9
4.00
3.90
3.60 3.60
2.59 2.58
3.17
2.96
4.04
4.33
5.08
Partnership OSHA recordable rate
BLS OSHA recordable rate
Year
Total OSHA rate recordable comparison.
Leaders of Line Contracting Companies Take Action
The ET&D Partnership consists of several different levels of leadership. Here is how the
partnership is structured.
Executive Committee: The policy-setting body, led by Eric Pike of Pike Electric, is
comprised of the CEOs of the member companies.
Steering Committee: The operational arm, led by Frank Richard of MDU, consists of
safety vice presidents, executive directors and safety directors for member companies.
Working Groups:
Task Team 1: The Data Analysis Task Force, led by David McPeak of Pike Electric,
gathers and conducts an analysis of member companies data, identies cause factors,
and identies training and best practice needs.
Task Team 2: The Training Task Force, led by James McGowan of Quanta Services,
updates and improves all training programs, monitors instructor training, reviews and
revises the OSHA 10-hour training program, and updates the leadership training program.
Task Team 3: The Best Practices Task Force, led by Kevin Watson of Pike Electric, de-
velops best practices, communicates them to the eld and monitors the implementation
of these best practices.
Task Team 4: The Communications Task Force, led by Paul DeMara of Henkels &
McCoy, communicates the safety messages to the industry, promotes safety outreach,
fosters relations with industry partners, coordinates safety stand-downs, and maintains
and develops the website.
LINEContractors
were committed to lowering the accident rates and fatalities
in the industry, Kelly says. They set their competitive nature
aside for the betterment of the industry. When you have these
competitive companies that come together for one positive ob-
jective, it gives you a better opportunity to succeed.
Since the use of line contractors has become more preva-
lent in the power industry, EEI has served as an integral part
of the partnership from the beginning, Kelly says. Since 2009,
EEI rolled out an internal set of guidelines to its members to
help them with contractor oversight selection, and the part-
nership helps to reinforce that program.
The individual contractors are working toward target zero
as far as eliminating accidents and fatalities, and focusing on
proper training methods, he says. What we are trying to do
in our safety program is make sure we have the relationship
with the contractor so we have the opportunity to work with
them, see the progress they have made and get the job done
in a safe manner.
Drilling into Data
As more electric utilities are reducing their feld workforce
because of deregulation and privatization, they are subcon-
tracting their transmission and distribution work to the line
contractors. As such, its more important than ever before for
contractors safety programs to align with the utilities safety
programs, and develop consistent expectations, better train-
ing and improved orientation, Johnston says.
As part of this effort, the ET&D Partnership has analyzed
years worth of data from OSHA reporting forms. By analyzing
the forms from member companies, Task Team 1 can deter-
mine the areas with the highest number of injuries and fatali-
ties as well as the need for specifc training for linemen.
In the past, the task force analyzed OSHA Form 170 In-
vestigation Summary Reports, but these forms didnt provide
information on causal factors for injuries and deaths. For ex-
ample, if a lineman dies from electrocution, the form current-
ly doesnt include information on contributing factors such as
that the worker wasnt wearing the proper personal protective
equipment.
When none of the specifcs on why the event happened
are on the report, its diffcult for Task Team 1 to develop a
reasonable conclusion, Johnston says. Our recommendation
from the partnership has helped OSHA to be more consistent
in its accident investigation reporting and processes.
Currently, Task Team 1 is moving to OSHA 300 forms,
which provide more detailed data. For example, the OSHA
300 forms state when the incident occurred, the type of work
the employee was performing at the time, the individuals job
classifcation, and the type and nature of the injury.
Creating Best Practices
After Task Team 1 identifes those areas with the highest
degree of injuries or fatalities, the executive committee works
with Task Team 3 to develop best practices for linemen. Once
these best practices are established, they must be approved
and agreed upon by every partner. So far, the ET&D Partner-
ship has developed and implemented 11 best practices, cover-
ing everything from job briefng and fall protection to insulate
and isolate methods.
These are the best practices that matter in the industry,
and they help to turn the dial on safety, Pike says.
Each best practice also includes an implementation plan
strategy, which goes out to all of the members. It is up to each
of the member companies to implement the best practices
within their own companies, Pike says. Having management
support for the program has been essential to being able to
implement these best practices in the feld.
Members of the ET&D Partnership
Asplundh Tree Expert Co. | www.asplundh.com
Davis H. Elliott Co. | www.davishelliott.com
Edison Electric Institute | www.eei.org
Henkels & McCoy Inc. | www.henkels.com
International Brotherhood of Electrical Workers | www.ibew.org
MasTec Energy Services | www.mastec.com
MDU Construction Services Group Inc. | www.mducsg.com
Michels Corp. | www.michels.us
MYR Group Inc. | www.myrgroup.com
National Electrical Contractors Association | www.necanet.org
Occupational Safety and Health Administration | www.osha.gov
Pike Electric, LLC | www.pike.com
PLH Group Inc. | www.plhgroupinc.com
Quanta Services Inc. | www.quantaservices.com
The partnership requires line crews to inspect the worksite and
identify potential hazards before performing work in the eld.
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LINEContractors
All of the CEOs of the contracting companies in the part-
nership actively participate and believe in what we are doing,
he says.
While the management often supports the best practices,
its been a challenge for the member companies to implement
some best practices because of a cultural difference in the
feld workforce.
Its a challenge when you have some people who have been
doing things for a long time to tell them that this best practice
is the way were doing things moving forward, Johnston says.
Sometimes, there is no issue, and other times, it is met with
resistance.
Bill Mattiford, vice president of corporate safety for Hen-
kels & McCoy and steering committee member since 2005,
agreed, saying there has been mixed emotions from the feld
workforce to the best practices.
Some people look at it and only see additional rules that
they have to follow, Mattiford says. Others have seen that we
have fnally addressed some of the issues that have created
fatalities and signifcant injuries in our industry, and theyre
happy to see that some people are addressing these issues and
then developing action plans to eliminate those situations.
For example, the ET&D Partnership eliminated wood pole
fall accidents by advising its member contractors to use 100%
fall protection. By working with OSHA, the line contractors
determined that traditional belts and hooks could not be con-
sidered fall protection, which was a game changer for the in-
dustry, Johnston says. Today, several manufacturers make belts
with an additional retainer to prevent linemen from falling
from wood poles and other structures.
Today, when you look at the data Task Team 1 is produc-
ing, the number of falls has dropped, Johnston says. It shows
that as an industry, since the fall protection best practices im-
plementation, we are making some real progress.
Training Linemen
Once Task Team 3 develops the best practices, its up to
Task Team 2 to fnd ways to deliver the necessary training
to the line contractors. To this end, the ET&D Partnership
worked closely with OSHA to develop one of the frst industry-
specifc training courses for the transmission and distribution
industry.
Best Practices Aim to Improve Linemens Safety in the Field
Over the last nine years, the Electrical Transmission & Distribution Partnership has rolled out the following 11 best practices to
the eld and has two more in development. For more information, visit the website at www.powerlinesafety.org.
1. Administrative Controls: Addresses injuries to personnel from improper job planning and risk assessment. Contractors
must identify type and quantity of insulate and isolate (I&I) components using preplanning to begin at the pre-bid meeting and
preliminary job-site analysis. Line work on conductors or equipment shall be performed when they are de-energized or a portion is
de-energized and grounded, when possible.
2. Job Briengs:Crews should dene routine and critical tasks, identify roles and responsibilities, and indicate what personal
protective equipment (PPE) should be used on the job.
3. Pre-Use Inspection of Rubber Protective Equipment:All rubber equipment should be inspected prior to each use and
examined for damage, wear or contamination.
4. Qualied Observer:A crew should identify a member as an observer to ensure clearances are maintained, PPE is used
and effective cover-up is installed. This observer must also identify nominal voltages, energized components, minimum approach
distances and proper safe work practices while crew members are working on energized lines.
5. Insulate and Isolate Safety Performance Check: A safety review process must ensure workers are adhering to the com-
panys safety rules and proper cover-up procedures.
6. Cradle-to-Cradle Use of Insulating Rubber Gloves and Sleeves:When employees are working on energized circuits or
equipment using the rubber glove method, rubber protective-insulating gloves and sleeves rated for the exposure of the highest
nominal voltage shall be worn cradle to cradle when working from an aerial platform.
7. Lock-to-Lock Use of Insulating Rubber Gloves and Sleeves:When employees are working on energized circuits or equip-
ment using the rubber glove method, rubber protective-insulating gloves and sleeves rated for the exposure of the highest nomi-
nal voltage shall be worn lock to lock when employees are working on energized underground equipment.
8. Rubber Insulating PPE for the Live-Line Tool Method on Distribution Lines: Workers using the live-line tool work method
must use insulating tools designed and intended for use while working on energized equipment and/or conductors. They are not
permitted to make direct contact with energized equipment and/or conductors with their hands.
9. Safety at Heights:Covers wood poles, metal and concrete poles and lattice structures. Fall protection equipment shall be
used when ascending, while in the working position, when changing positions, descending and/or performing rescue operations.
10. Isolate and Insulate Techniques for the Rubber Glove Method:Requires effective use of I&I equipment and procedures
to provide the necessary level of safety when qualied line workers are using the rubber glove method and working on energized
lines and equipment.
11. Isolate and Insulate Techniques for the Live-Line Tool Method on Distribution Lines:Requires effective use of I&I
equipment and procedures to provide the necessary level of safety when performing live-line tool work on energized lines and
equipment.
LINEContractors
Lineman working on 230-kV transmission line wire stringing.
Wire stringing of 230-kV transmission line with helicopter assistance.
the contract for two-year terms, but in December 2013, they
signed the agreement for another fve years. With the re-
signing, came the need for additional goals and objectives for
the ET&D Partnership. For example, Task Team 4 is now fo-
cusing on telling the story of the partnership, but in the fu-
ture, its role may evolve to include communicating between
the management and the employees in feld.
Also, the partnership will perform additional industry sur-
veys, search for causal factors for injuries and deaths, and ex-
plore near-miss reporting processes.
This will be new ground for the partnership, Johnston
says. We will be exploring the opportunity to look at data
for near-misses along with injury data. We want to reduce the
fear factor and get folks to report near-misses without fear of
retaliation.
Another goal for the ET&D Partnership is to grow. To be-
come a full member and have a seat on the executive com-
mittee, a line contractor must have 500 linemen. Those line
contractors with 250 or fewer linemen may join and take ad-
vantage of all the training and sharing of best practices, as well.
As the ET&D Partnership gains more members, the task forces
will work with the executives of the new companies about what
issues they are facing and consider other best practices.
We dont want to create best practices just to create new
guidelines, Pike says. We want to make changes that make
our industry safer.
While linemens injuries and fatalities may have soared to
an alarming rate at the beginning of the ET&D Partnership,
the members have come together to implement best practices
and invest in more rigorous training for their feld workforce.
As a result, they have made a difference in the line contract-
ing industry as well as the overall power industry. Pike says he
is pleased to continue the ET&D Partnership for another fve
years, and he is excited about the improvements the line con-
tractors will make in the industry.
This industry may be viewed as one of the most dangerous
because of the risks involved, but we have shown that it doesnt
have to be that way, he says.
Mattiford says the development of the 10- and 20-hour
OSHA training programs is one of the key benefts for both
members and non-members of the ET&D Partnership.
The OSHA 10-hour program covers technical regulations
and hazards faced in the transmission and distribution indus-
try. As a result of this training, MDU Construction Services
Group has seen a steep decline in injury rates, Richard says.
This betters our bottom line, but most importantly, it gets
our workers home every night, Richard says.
The OSHA 20-hour program is geared towards leadership
and provides supervisory leadership outreach training. The
course allows frst-level supervisors, foremen, general foremen
and superintendents the opportunity to learn how to be a
good leader, rather than just a supervisor, Mattiford says.
Both the 10- and 20-hour programs are hands-on, and
when a lineman joins a member company, he or she can go
through the training program. At Henkels & McCoy, the 10-
hour course is spread out over two days, the 20-hour course
takes three days to complete. To become an instructor, one
must successfully complete the OSHA-500 course, have expe-
rience in the industry and attend a four-day ET&D Partner-
ship Train-the-Trainer program.
Upon completion of the program, the instructor can then
teach member companies linemen. Additionally, local JATC
training centers also train apprentices in the ET&D 10-hour
program, and in the near future, OSHA trainers will teach the
program at the OSHA Training Institutes nationwide.
Even if a company doesnt have the size or resources to be
part of the partnership, they can still get training, Pike says.
Looking to the Future
The members of the ET&D Partnership originally signed
INTELLIGENTNetworks
The Pulse of the Grid
BPA leverages synchrophasor breakthroughs
to provide a quantum leap in power grid control.
By Dmitry Kosterev, Lawrence Carter and Scott Lissit, Bonneville Power Administration
I
t was, quite literally, a dark day for the energy industry: On
Aug. 14, 2003, a power failure in Ohio triggered a chain
reaction across 600 miles (966 km) of the United States.
The cascading outage not only left 50 million people in
eight Midwest and Northeast states in the dark, it also raised
serious questions about the state of the nations electric grid.
A decade after the largest blackout in the countrys his-
tory, smart grid devices known as phasor measurement units
(PMUs), or synchrophasors, are opening the eyes of grid oper-
ators everywhere. But, at the Bonneville Power Administration
(BPA), engineers are taking the technology to new levels. The
During a DOE-WECC visit, BPA Electrical Engineer Caitlin Martin
(right) explains how BPA has integrated synchrophasor equipment
into its Pearl Substation in Wilsonville, Oregon, U.S. Also shown (left
to right) are Scott Lissit, project manager; Steve Laslo, system protec-
tion and control specialist; Larry Bekkedahl, senior vice president for
transmission services; and Vickie VanZandt, WECC program manager.
agency now has the largest, most sophisticated synchrophasor
network in North America, and it is the only network in the
West designed to take split-second automated control actions
when it detects a problem on the grid. This is the future of
power grid operations.
Old and New
For decades, utilities relied on supervisory control and data
acquisition (SCADA) systems, which produced grid readings
every 2 seconds to 4 seconds, and none of these measurements
were time synchronized. Now, PMUs can crank out precise
power system parameters a hundred times faster, provid-
ing an unprecedented view of power system dynamics. BPAs
PMUs are set to report power system data 60 times per second.
This massive boost in resolution is akin to making the technol-
ogy leap from black-and-white to 3-D color television.
PMUs take current, frequency and voltage readings and
time-stamp them using GPS. These measurements are then
transmitted over a high-speed broadband network to BPAs
control centers. The result is a turbocharged feed of power
system data that provides grid operators real-time intelligence
so they can react more quickly to system disturbances and
take actions to avoid a blackout or prevent a disturbance from
cascading.
Western Interconnection Synchrophasor Program
In August 2003, grid operators did not realize what was
happening until it was too late. Today, BPA and others in the
West are making wide-area situational awareness a reality.
INTELLIGENTNetworks
In 2013, BPA completed the build out of the largest, most sophisticated synchrophasor network in
North America. The federal agency, which markets hydropower from federal dams in the Columbia
River Basin and operates 15,000 circuit miles of high-voltage transmission lines in the Northwest, now
receives precise grid measurements from 126 PMUs at 50 key substations and large wind-generation
sites.
As part of the Western Intercon-
nection Synchrophasor Program
(WISP) led by the Western Elec-
tricity Coordinating Council, BPA,
along with 18 utility and technol-
ogy partners, is building a network
of more than 600 PMUs across the
western grid. BPA and its WISP
partners have achieved a true in-
dustry game changer that has fa-
cilitated a whole new level of coop-
eration among the energy entities
in the West, and it results in a more
reliable and secure Western Inter-
connection.
WISP was partially funded with
US$53.9 million by the American
Recovery and Reinvestment Act of
2009 stimulus funds and is part of
the Department of Energys Smart
Grid Investment Grant program.
The program blends the latest
synchrophasor technology with a
more robust telecommunications
system to give the many transmis-
sion operators from Canada to
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INTELLIGENTNetworks
Mexico a much clearer
view of the entire trans-
mission system in the
West. With all the mea-
surements synchro-
nized to GPS, BPA can
see more precisely how
all the interconnected
power systems in the
West are responding
to changes or distur-
bances.
In addition to early
detection of equipment
failures, the system
monitoring and op-
erations from the $108
million network im-
proves the integration
of renewable energy,
such as wind, and un-
locks stability-limited
capacity, which trans-
lates to more effcient
power fow on the grid.
BPAs work with syn-
chrophasors goes well
beyond WISP. In fact,
the agency was one of
the early adopters of
the technology. In the
1980s, it worked with
inventors of the tech-
nology to optimize the
devices for application
on the electrical grid.
Then, in the 1990s,
BPA was the frst in the
industry to assemble
PMUs into a network,
stream real-time data
from substations to its
control center and time-align the multiple data streams. In
2013, BPA completed its build out of an unparalleled synchro-
phasor network as part of a three-year, $30 million synchro-
phasor project to enhance the Northwests generation and
transmission systems.
BPA is now receiving data from 126 PMUs at 50 key substa-
tions and large wind-generation sites throughout the North-
west. The agency is initially focusing on using the PMU data
to understand system performance issues, set safer operating
limits and inform its grid-reinforcement decisions. So far,
the agency has integrated the PMU data into displays for its
dispatchers.
It also is the only fully redundant synchrophasor network
in the West. Because there is a minimum of two PMUs at each
site, two streams of data are always available one at each of
the agencys control centers. On top of that, the two control
centers share a link of encrypted data, which provides true
operational redundancy. So if a stream is interrupted or er-
roneous, the system automatically uses the feed from the other
control center.
Behind the Scenes
Launching the frst synchrophasor project of this scale
and complexity presented many new technical challenges. It
took the profciency and creativity of a multidisciplined team
to overcome them, including experts in telecommunications,
cybersecurity, power grid operations, control center hardware
and software, network planning and top-level project manage-
With at least two PMUs at each site, BPAs synchrophasor network delivers true operational redundancy. If a
data stream is interrupted or determined erroneous, the system automatically uses the feed from the other
control center.
INTELLIGENTNetworks
ment. Through consummate planning and coordination, the
team completed design and installations in two-and-a-half
years, many of which were critical 500-kV sites on the power
grid.
One of the key design drivers was designing the system for
response-based controls. BPA is the only WISP partner plan-
ning to use wide-area synchrophasor measurements for wide-
area controls, which will determine voltage-stability risks and
initiate corrective actions within less than 1 second. And, be-
cause BPA will use the synchrophasor data for real-time con-
trol applications and operational decision making, the data
must meet much more stringent cybersecurity requirements.
The project team developed innovative, comprehensive strate-
gies to respond to these challenges.
Two areas BPA has zeroed in on since the deployment are
data availability and validity drivers that help the agency
defne its testing criteria for the units. Additionally, the team
developed a comprehensive list of features and specifcations
of other technology deployments touched and aided into
production by BPAs PMU network, such as a next-generation
Ethernet telecommunications network. The integration of
synchrophasor data into BPAs operations center will be used
to manage this and other advanced networks.
Data, Data and More Data
A PMU-enhanced system generates an avalanche of data.
BPA is now collecting 137,000 measurements every second
across the Northwest grid, which adds up to a terabyte of data
every month. Vickie VanZandt, BPAs former senior vice presi-
dent of transmission and now program manager of WISP,
once observed the system made the utility data rich, infor-
mation poor. This premise is behind another one of BPAs
PMU-related efforts. Led by its technology innovation offce,
BPA is at the forefront of research aimed at translating the
data into actionable intelligence.
At the agencys synchrophasor lab in Vancouver, Washing-
ton, U.S., BPA engineers developed an application engine to
analyze the real-time data and alert agency dispatchers of risks
on the power system. Because there was not a suitable off-the-
shelf product, BPAs team developed four in-house applica-
tions that could run a suite of customizable, real-time analytics
and visualization displays. The application can process about
18,000 PMU measurements per second and is now being used
by other utilities to archive and manage their PMU data.
BPA has been a leader in using disturbance recordings for
power plant model validation and performance monitoring.
The agency started installing PMUs at power plant intercon-
nections following Western Interconnection outages in 1996.
Today, BPA planners have visibility of 115 generators with a
total capacity of about 20 GW. BPA developed an application
capable of assessing the dynamic performance of its generat-
ing feet within minutes of a power grid disturbance.
INTELLIGENTNetworks
Companies mentioned:
Bonneville Power Administration | www.bpa.gov
Department of Energy | www.energy.gov
Electric Power Research Institute | www.epri.com
North American Electric Reliability Corporation
www.nerc.com
Utility Variable Generation Integration Group
www.uwig.org
Western Electricity Coordinating Council | www.wecc.biz
The benefts of such monitoring include reduced cost-
of-model validation, which is now required by the North
American Electric Reliability Corp. standards, as well as early
detection of generator control failures. With 5,000 MW of
wind-generating capacity connected to BPAs grid, the focus is
on improving dynamic monitoring of wind-generation facili-
ties. The agency is collaborating with the Utility Variable Gen-
eration Integration Group, Electric Power Research Institute,
and national labs to develop and validate dynamic models for
wind power plants.
Another beneft of the synchrophasor technology is the
detection of power oscillations. Low-frequency power varia-
tions among parts of the interconnection can make the grid
unstable, limit the transfer of power on the system and even
cause system separation if they go unchecked. On Aug. 10,
1996, growing power oscillations led to system separation and
left more than 7 million customers without power. BPAs new
oscillation-detection application provides dispatchers with an
early warning of oscillation risk on the power system, and the
agency expects it will help operators to avoid at least one large-
scale outage in the next 40 years.
The Smart Grid Has Arrived
If the 2003 outage exposed a need to improve real-time vis-
ibility across the grid, there was another stark reminder eight
years later. A lack of information sharing among transmission
operators was one of the causes cited for the 2011 Southwest
This synchrophasor data stream (top right) shows what BPA operators saw when a
power plant tripped and triggered a disruption across BPAs power system.
blackout, where, in just 11 minutes, an outage in
Arizona triggered a series of events on fve separate
power systems. It blacked out nearly 7 million people
across much of Southern California and western Ari-
zona, becoming the largest power outage in Califor-
nia history.
In the wake of the 2003 and 2011 blackouts, PMUs
are evidence that a smarter, more connected grid
has arrived. With its PMU coverage, BPA is better
equipped to respond to disturbances and equipment
failures than ever before, ultimately increasing grid
reliability, improving use of transmission assets and
enabling integration of renewable generation.
Dmitry Kosterev (dnkosterev@bpa.gov) received his
doctorate in electrical engineering from Oregon State
University in 1996. As a principal electrical engineer in
Bonneville Power Administrations transmission plan-
ning group, his responsibilities include studying and
planning transmission infrastructure, power system
controls, power system modeling, power system per-
formance analysis and reliable integration of renew-
able resources. From 2007 to 20011, he served as a
chair of the Western Electricity Coordinating Councils
Modeling and Validation Work Group. He now chairs
WECCs Joint Synchronized Information Subcommit-
tee and the Planning Implementation Task Team for
the North American Synchrophasor Initiative.
Lawrence Carter (ldcarter@bpa.gov) is a senior project man-
ager in Bonneville Power Administrations transmission group,
where he was one of the managers of the agencys synchropha-
sor project. Carter has a BSEE degree from Washington State
University, a MBA degree from City University and a project
management professional credential from the Project Manage-
ment Institute. He is a registered professional engineer in the
state of Oregon.
Scott Lissit (salissit@bpa.gov) is a senior project manager in
Bonneville Power Administrations transmission group, under
contract through David Evans & Associates, where he has
served as one of the managers of the agencys synchrophasor
project. Lissit has a MSME degree from the University of Michi-
gan and a project management professional credential from the
Project Management Institute. He has been active in the North
American Synchrophasor Initiative.
SUPERCONDUCTINGCable
The AmpaCity Project
RWE replaced a conventional high-voltage cable
system in Essen City center with a medium-voltage
superconducting cable system.
By Frank Merschel, RWE Deutschland AG, and Mathias Noe, Karlsruhe Institute of Technology
T
he existing distribution network in Essen, a major city
in the German Rhein-Ruhr area, was constructed
when a central power supply together with large in-
dustry dominated the townscape and infrastructure.
Essens distribution network then consisted of several 110-kV
underground cables supplying 10-kV distribution substations.
However, because of economic and structural changes in the
Ruhr area, coupled with the expiring service life of some of
the existing assets, larger investments will be needed for the
refurbishment and modernization of this distribution network
in the coming years.
Faced with these investment decisions, the local distribu-
tion network operator, RWE Deutschland AG, sought to ex-
plore all of the potential options to identify the best possible
solution for the medium- and long-term distribution network
refurbishment and reinforcement. As a frst step, RWE, the
Karlsruhe Institute of Technology (KIT), the University of
Hannover and cable manufacturer Nexans conducted a study
to investigate the technical feasibility and requirements for an
economically justifed application of integrating a high-tem-
perature superconductor (HTS) system into the distribution
network.
HTS cable systems have the potential to revolutionize
the design and load-transfer capacity of the distribution net-
work because they carry fve times the current of a conven-
tional cable system with the same outer dimensions. For this
reason, an HTS cable system was selected for use within the
AmpaCity project in the city center of Essen. The HTS system
replaced a conventional high-voltage cable system by connect-
ing the medium-voltage busbars of two substations. AmpaCity
serves as a lighthouse project because it is the frst time a 1-km
(0.62-mile) HTS cable system was installed with an HTS fault
current limiter in a distribution
network within a city center. Addi-
tionally, it is the longest installed
HTS cable system in the world.
High-Temperature
Superconductors
Superconductors are materi-
als that lose their electrical resis-
tance when cooled to below their
so-called critical temperature
(T
c
). The state of superconduc-
tivity also requires being below
a certain magnetic feld magni-
tude, and the transport current
in the material must not exceed
a critical current density. Super-
conductors have been well known
for more than 100 years, but it
was in 1986 the present class of
high-temperature superconduc-
tors was discovered. In contrast to
previously known superconduct-
ing metals and alloys, the HTS
materials of today are ceramic
substances. Network design concept for supplying the Essen city center with 10-kV cables.
5.0 km
6.2 km
4
.
6

k
m
2
.
6

k
m
2
.
7

k
m
3
.
0

k
m
3.6 km
6.8 km
3.2 km
4.7 km
A
E
C
G
110-kV OHL
110-kV UGC
10-kV UGC
110-kV busbar
10-kV busbar
Bus tie (open)
40 MVA
40 MVA 40 MVA
40 MVA
40 MVA
40 MVA 40 MVA 40 MVA
40 MVA
40 MVA
3
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m
8
.
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m
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.
7

k
m
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.
6

k
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F
I
H
D
J
B
Comparison of investment cost (ci) and operating cost (co) of the three
different options based on the net present value (NPV) method.
Because of the higher critical temperature for these ma-
terials, the effort needed for cooling is strongly reduced. In
1987, the frst superconductor, yttrium barium copper oxide
(YBCO; T
c
= -181C [358F]), with a critical temperature above
-196C (385F) was discovered. This was considered a break-
through as that level of cooling could be readily provided by
available liquid nitrogen technology. Since then, scientists
and engineers have worked on developing fexible conductors
made from these novel materials that are suitable for energy
technology applications.
Today, superconductor cables can carry a multiple of the
current that a conventional cable of the same cross-section
can carry, even allowing for the cryogenic envelope (thermal
insulation) of the HTS cable. Therefore, the application of
HTS cables can provide an economical alternative for large
power connections provided the following are met:
Relatively high currents have to be transported over rela-
tively short distances.
Medium-voltage HTS cables are employed instead of con-
ventional high-voltage cables; as a result, a simpler network
structure and other secondary benefts are achieved.
The cost of HTS wires and cooling systems decreases.
Forecast of Future HTS Costs
As a result of the rapid advancements in HTS material de-
velopment, the cost of HTS wires is expected to drop consider-
ably within the next 10 years. This will result from the scaling
effects because of higher demand and production rates, and
the increasing current-carrying capacity of the HTS materi-
al. The higher the superconductors current density, the less
superconducting wire is needed to build electrical power de-
vices, an effect that also will contribute to the decrease in cost.
Despite the higher investment costs for superconductor cable
systems, the implementation can be recommended because
HTS cables have several advantages over conventional cables:
Owing to the quasi zero resistance, large currents can be
transported at the medium-voltage level so intracity high-volt-
age equipment as well as high-voltage transformers become
dispensable.
The reduction in the number of high- and medium-volt-
age transformers required effectively reduces land require-
ments in high-value city center regions.
The omission of conventional cable systems and switch-
gear reduces the distribution network losses.
The HTS medium-voltage concentric cable systems re-
duce the width of the right-of-way and cable installation costs
signifcantly.
A characteristic of their design is that HTS cables do not
produce external electromagnetic felds.
HTS cables do not emit heat; hence, there is no drying
out of soil and no reduction in the transmission capacity when
crossing other cables and vice versa.
Economic Comparisons
The economic comparison of different network confgura-
tions was based on a 110-kV network design to supply the fore-
casted maximum demand for Essens city center in 2020. RWE
compared the existing 110-kV network design concept with
an innovative grid concept based on a 10-kV infrastructure,
which exhibits the same redundancy and is rated for the same
load requirements. The network design concept with 10-kV
infrastructure would require fewer 110-kV cable circuits and
substations. This network could be reinforced with supercon-
ducting as well as conventional 10-kV cable systems.
If RWE were to change the system design concept from
a 110-kV to a 10-kV network, four 110-kV substations, fve
110/10-kV transformers with associated switchgear and 12 km
(7.5 miles) of 110-kV cable system would become obsolete. In
contrast, for the 10-kV network design concept, three 10-kV
bus ties and 23.4 km (14.5 miles) of 10-kV cable circuits with
the associated 10-kV switchgear for eight connections would
be required.
Future HTS Systems
The feasibility studies, including the cost of conventional
cable and HTS cable, were evaluated based on the expected
future cost structure. Three different network options were
compared, taking into account only those sections of the net-
work requiring change. The frst option was a 110-kV network
employing conventional cable systems, the second option was
a 10-kV network with conventional cable systems, and the third
option was a 10-kV network with HTS cable systems. The as-
sumptions used in the economic comparison were a lifetime
of 40 years, an interest rate of 6.5% for determining the net
present value and a 2% per annum increase in operating costs.
The overall results showed the net present value of the op-
tion with superconducting cables was below the option em-
ploying conventional 110-kV cable systems. The design option
based on conventional 10-kV cable systems proved to be the
most economical. However, after due consideration of the cost
of electrical losses, which would be higher with this option
than the HTS cable option, and the large space requirement
Conceptual design of the three-phase 10-kV HTS cable, which is
now installed in the frame of the AmpaCity project.
0
20
40
60
80
100
120
103.2
N
P
V

o
f

o
v
e
r
a
l
l

c
o
s
t
s

(
m
i
l
l
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o
n

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u
r
o
s
)
110-kV grid 10-kV grid HTS grid
co
co
co
ci
ci
ci
93.7
87.7
for the installation that would prohibit its use in densely popu-
lated areas, the HTS cable option was deemed the preferred
option based on life-cycle costs.
The installation of superconducting cable systems might be
the best option based on technical and economic consider-
ations. In large cities, like Essen, one of the most important
aspects is the space requirements for the installation. The
transmission of 40 MVA between two substations can be real-
ized with one conventional high-voltage cable system (three
single-phase cables), a superconducting cable system (one
three-phase cable) or fve conventional medium-voltage cable
systems (15 single-phase cables). Each of these options has dif-
ferent cable installation and space requirements
HTS Cable System Implementation
The space beneath the streets of many city centers is quite
restricted by the multiplicity of utility services, therefore, more
attention has to be given to the space required for cable instal-
lations. This was a primary reason RWE decided to install a su-
perconducting cable system in Essens city center. Installation
took place in October 2013. The 1-km-long 10-kV HTS system
in the city center interconnects two existing substations. Be-
cause of the innovative nature of the AmpaCity project, it is
funded by the Energy Research unit of the German Federal
Ministry of Economics and Technology (BMWi). The total
project cost 13.5 million euros (US$17.5 million), including
funding of approximately 6 million euros ($7.79 million).
Main System Components
The 10-kV HTS system, manufactured by Nexans with a
transmission capacity of 40 MVA, comprises a three-phase su-
perconducting cable with concentrically arranged phase con-
ductors and a superconducting fault current limiter. For the
cable, KIT characterized suitable HTS materials, performed
simulation studies and supported the project scientifcally.
Further components of the HTS system are as follows:
Two terminations in which the transition between super-
conductor and conventional conductor materials as well as the
thermal transition are realized
One joint installed approximately in the middle of the
route to connect two cable sections
A cooling system that supplies liquid nitrogen for the
cooling of the cable and fault current limiter.
As a result of reducing space requirements, the concen-
tric arrangement of the three-phase conductors in the super-
conducting cable eliminates electromagnetic feld emissions
during normal operation. The outer diameter of the cable
including the cryostat (thermal insulation) and a polyethylene
sheath is approximately 150 mm (6 inches).
The terminations serve as the transition connection be-
tween the superconducting cable and the conventional cable,
also providing the cooling system connection. Liquid nitrogen
is used to cool the cable to the operating temperature. There-
fore, in the terminations, a compensation of approximately
200K (-99F) temperature difference is achieved, and it is this
thermal transition that determines the size of the termination.
Lab Tests
While the superconducting fault current limiter is manu-
factured based on a proven design, all components of the
AmpaCity cable system cables, joints and terminations
were new developments and, therefore, needed required test-
ing in the laboratory. The frst pre-prototype tests were com-
pleted successfully in November 2012.
The main test objectives were the verifcation of the cable
design with respect to high-voltage and mechanical require-
ments, as well as the verifcation of the termination design.
For the high-voltage tests, a 30-m (98-ft) length of the pre-
prototype cable with two prototype terminations was set up
in a loop in Nexans Hannover laboratory. The design of the
pre-prototype cable was the same as the AmpaCity cable only,
for cost reasons, most of the superconducting tapes were re-
placed by copper tapes with the same dimensions. On the pre-
prototype setup, high-voltage tests were carried out including
partial-discharge measurements, lightning impulse voltage
tests as well as alternating current voltage-withstand tests.
In addition, mechanical bending tests were performed
with a 20-m (66-ft) section of the pre-prototype cable. After
bending the cable multiple times, 2-m (7-ft) samples were cut.
Setup of 30-m pre-prototype cable with terminations in Nexans high-
voltage lab.
Each sample was dissected and the critical current of the re-
covered superconducting tapes was measured. All the super-
conducting tapes were measured and no degradation of criti-
cal current was observed.
The successfully completed tests on the pre-prototype cable
were followed by a type test in spring 2013. The type test setup
included two sections of an entirely superconducting proto-
type cable, one joint and two terminations. Type tests were fn-
ished successfully in March 2013, and production of the fnal
1-km-long cable started. The installation of this cable in the
city center of Essen took place in October 2013, including the
assembly of terminations and joint. Nexans was responsible
for installing and commissioning the HTS system and fault
current limiter. In the winter 2013-2014, the cryogenic system
serving the HTS system will have its behavior tested for the
frst time under load conditions.
Flagship Project
The HTS network is subject to feld testing for a period of at
least two years. This testing regime includes the fault current
limiter, and cable and cooling system. The experience gained
during this feld-test period will be of great importance, both
for RWE in terms of future expansion and refurbishing of ur-
ban power networks, as well as for the superconductor industry.
The success of this project can contribute signifcantly to
the acceptance of the superconductor technology by potential
users, and through an increased demand, it also can lead to
increased production with associated cost reduction of super-
conducting tapes for power industry applications.
Acknowledgement
The authors wish to acknowledge the technical support
The drum carrying 500 m of HTS cable was 4.2 m in diameter and 3.8 m
wide with a weight of 5.2 metric tons.
and advice given by Mark Stemmle and Achim Hobl, both
experts in the feld of superconductivity at Nexans.
Frank Merschel (frank.merschel@rwe.com), following his stud-
ies at the Leibniz Universitt Hannover and graduation with
a thesis on electrical insulation materials, worked in different
occupations and locations in the German utility RWE. Presently,
he is coordinating research and development projects in the
distribution grids of the RWE group. In addition, Merschel is
working in the eld of cable standardization and is a lecturer in
cable technology for energy and communication cables at the
Leibniz Universitt Hannover.
Mathias Noe (Mathias.Noe@kit.edu) holds a masters degree
in power engineering and a Ph.D. from the Leibniz Universitt
Hannover. After a postdoctoral position at the Ecole Polytechnic
Federale de Lausanne in Switzerland, he joined Forschungszen-
trum Karlsruhe in 1998 and became a group leader for high-
temperature superconducting power devices at the Institute for
Technical Physics. Noe is the director of the Institute for Techni-
cal Physics at the Forschungszentrum Karlsruhe and a professor
for technical applications of high-temperature superconductivity.
Nexans and the subcontractor team responsible for the installation
of the HTS system during the cable laying in October 2013.
BMWi | www.bmwi.de
Karlsruhe Institute of Technology | www.kit.edu
Nexans | www.nexans.us
University of Hannover | www.uni-hannover.de
PROJECTManagement
MLGW Eliminates
Long Lead Times
Strategic alliances help Memphis Light, Gas
and Water Division maintain order and delivery
schedules of critical equipment.
By Jason Simon, Memphis Light, Gas and Water Division
I
magine being the person within an electric utility who is
responsible for electric substations and the power trans-
formers within them. The weather forecast calls for severe
thunderstorms and tornadoes. That evening it begins
to rain heavily. Lightning is fashing everywhere. The phone
rings in the middle of the night. The foreman of the trans-
former maintenance group is on the other end of the line giv-
ing word that a power transformer has failed. Questions be-
gin cascading through the mind: Is there a spare transformer
available to use? Where is it located? How long will it take for
crews to place the spare transformer in service?
Luckily, there is a spare stored at another substation across
town. Problem solved.
Now the spare is going into service, but what if there is
another failure? What are power transformer lead times, 52
weeks? A purchase that could approach a million dollars has
to go through a large number of approvals before a purchase
order can be issued. Instantly, prayers are said for good weath-
er in hopes the phone does not ring again, at least for another
year.
What if there was another easier way? What if one could just
fll out a requisition and instantly have a purchase order with a
transformer manufacturer? Better yet, what if the transformer
manufacturer actually came to that person with available pro-
duction slots within its plant? What if pricing levels for mul-
tiple years could be handled once on the front end?
Long Lead Times
It takes a long time to
write the engineering speci-
fcations for a power trans-
former, prepare a requisi-
tion, send out bid invitations
and evaluate bids. The pro-
cess also has budget ramif-
cations. With the long lead
times on these steps, a two- or
three-year budget is almost
required. For a municipal-
ity, the purchasing process
is dictated by law. Once a
requisition is received in the
purchasing department, the
request for proposal is adver-
tised and sent to various pro-
spective bidders. The bidders
are given four weeks to pre-
pare their proposals. At the
end of that period of time,
bids are opened in a public
forum.
The evaluation process
Whether it is a new installation or a replacement situation, the time from establishing need to obtaining
approvals to actual delivery can easily approach two years.
PROJECTManagement
then starts and can take up to
12 weeks depending on the com-
plexity of the equipment being
purchased. Once a recommen-
dation has been received in pur-
chasing, a three- to four-month
process begins for approvals.
Memphis Light, Gas and Wa-
ter Division (MLGW; Memphis,
Tennessee, U.S.) answers to a
board of commissioners. Expen-
ditures above a certain amount
also require the approval of the
Memphis city council. Both ap-
provals are required before an
order for these expensive items
can be placed. This means the
total process to place an order
for a power transformer can take
up to 8 months.
Another Way
The good news is power
transformers and other large lead-time items can be pur-
chased much more quickly and easily. Strategic alliances
help to make that possible. Strategic alliances are multiyear
partnerships between the manufacturer and customer, where
customer forecasts, planning data and other information are
shared with the manufacturer, and developments in design
The time that it takes to install a transformer belies the tens of months that are required before place-
ment can happen.
Rauckman Utility Products
Belleville, Illinois
www.rauckmanutility.com
ph: 618-234-0001
3
1
5
9
A
Animal Mitigation
Substation Outage Protection
Easy Energized Installation
Delivers a Non-Lethal
Electrostatic Jolt to Animals
Wildlife Shield ZAPSHIELD
Avian Covers
Insulator Cover & Extenders
Easy Installation & Long Life CUSTOM SOLUTIONS
Stinger Covers
Various Sizes & Lengths
Pole-Helmet Pole Caps
Round & Square
in Many Sizes
Lineman & Safety Tools
Lineman
Combination
Wrenches
BUGWRENCH
MeterPuller
Residential & Industrial
9 lbs.
Pole Tong
Heavy-Duty, Light Weight
Holdtag URD-Tag
Overhead & URD Tagging Devices
Xfmr Pad Lift Tool
2k lbs. Safe W. Load Capacity
Outage Protection
Cutout Cover
ZAP Cover
Has Active
Electrostatic
Jolt Layer
Bushing Cover
PROJECTManagement
and technology are shared with the customer. The award of a
multiyear contract allows a customer to receive preferred pric-
ing, and the manufacturer can offer frm pricing with escala-
tion and de-escalation clauses.
The alliance is a closer relationship between the supplier
and customer than a utility would have when buying a single
unit at a time. The customer can develop a close relationship
with the manufacturers sales team, engineering group and
manufacturing personnel all to the beneft of the utility
and ratepayer. The process at MLGW for obtaining a power
transformer alliance works the same way an initial purchase
would. The best part is the utility only has to go through the
process once. Subsequent orders are made with the stroke of
a pen: a need arises, a requisition is flled out and sent to pur-
chasing, and an order is placed. It becomes just that simple.
Additional Advantages
Strategic alliances have many more advantages. Approving
manufacturers drawings for transform-
ers can be a laborious process. If similar
units are ordered during the alliance,
this process is virtually eliminated,
which also decreases engineering time.
Again, all the work is performed on the
front end of the initial order. Design re-
views take place and drawing approval
times are reduced signifcantly.
Having a strategic alliance also helps
operations and maintenance crews. The
crews do not have to learn a whole new
piece of equipment each time a new
transformer is ordered.
Alliances reduce the inventory of
spare parts since the same manufac-
turers product is already in the system.
Alliances also give access to the manu-
facturers subject-matter experts in the
event technical guidance on application
is needed. They also are willing to assist
with issues concerning other manufac-
turers equipment.
One of the biggest advantages of an
alliance is reserving slots in the manu-
facturers schedule. This advantage is
huge when unexpected events occur.
During one emergency, having an alli-
ance in place allowed MLGW to receive
a 161/23-kV, 36-MVA power transform-
er in just 12 weeks from the time the
purchase order was placed until the
time the transformer was delivered.
This was made possible by the cancella-
tion of a production slot by another cus-
tomer. Because of the alliance, MLGW
was able to reap the beneft of last-
minute changes in the manufacturers
production schedule.
In 2000, demand for power transformers began to climb.
Nationwide, it is not unusual to fnd most utilities have power
transformers with an average age of around 40 years. A major-
ity of those transformers are coming to the end of their useful
life. When demand trends up, lead times for transformers typi-
cally begin to rise unless there are extenuating circumstances.
Those circumstances could include the cancellation of orders
because of unforeseen economic conditions, excess capacity
in manufacturing facilities and so forth.
In times of high demand, a purchase alliance can allow
procurement of equipment that might not be available for
critical supplies to customers. During such times, it is essential
for the utility to have an alliance in place with a manufacturer;
otherwise, the utility may be on the outside looking in when it
comes to placing an order for a power transformer. Converse-
ly, when times are slow, if the utilitys budget allows, it can get
good deals and excellent lead times.
20
25
30
35
40
45
50
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
L
e
a
d

T
i
m
e

(
W
e
e
k
s
)
Year
Industry Lead Times for Medium-Power Transformers
This graph represents industry lead time in weeks for the manufacturers of medium-power trans-
formers from 2000-2012. Data courtesy of SPX Transformer Solutions.
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
N
u
m
b
e
r

o
f

U
n
i
t
s
Ship Year
Transformer Demand
This graph represents the number of transformer units produced industry wide from 2000-2012.
Data courtesy of SPX Transformer Solutions.
C
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+ Cont act s:
Seves Canada: info@seves.ca
Seves USA: info@sevesusa.com
www.sevespower.com
Thanks to our experi enced R&D, cutti ng-edge test faci l i ti es and state-of-
the-art manufacturi ng, Sedi ver has al ways been a partner of choi ce for
customers faci ng new chal l enges i n HVTL i nsul ati on requi rements.
An i nstal l ed product base of 500 mi l l i on i nsul ators worl dwi de i n more than
150 countri es and the most extreme envi ronments gi ves Sedi ver uni que
experti se to provi de sol uti ons for every concei vabl e si tuati on - and
gi ves you, the Customer, i nval uabl e peace of mi nd.
si nce 1947
in toughened glass insulator technology
Experts & Pioneers
HVDC 800 kV
1947 1973 1979 1984 1996 2011
Glass insulator
toughening process
> 500 million insulators
River crossing with
120 klbs glass insulator
Glass insulator for
Ultra High Voltage
High Resistivity glass
insulator for HVDC
Silicone coated
glass insulator
Bulk power
transmission with
170 klbs glass insulator
Sediver
PROJECTManagement
MLGWs Experience
Beginning in 2000, MLGW began forming strategic alliances with transformer
manufacturers to secure the supply of power transformers for the requirements of
its system load growth and maintenance replacements. Since then, the utility has
entered into fve-year purchasing alliances for power transformers, high-voltage cir-
cuit breakers and substation switchgear. MLGW has seen huge benefts that include
better delivery times and excellent equipment pricing.
In case of any issues, alliances can be set up to have a primary and secondary sup-
plier. MLGWs practice is to have two different manufacturers power transformers
installed when building substations with more than one transformer. The reason for
this practice is to attempt to mitigate any potential problem with one manufacturers
products. If identical units are installed and there is found to be a problem with
one unit, it would be safe to assume the other unit may have the same problem. To
prevent that from occurring and having an entire substation go off-line while the
transformers are repaired or replaced, MLGW implemented a policy of two differ-
ent manufacturers.
MLGW also has a spare power transformer procedure that allows the utility to
keep a revolving feet of spare transformers at all times. When large substation proj-
ects are on the horizon, MLGW purchases the transformers for those projects a year
ahead of when they are scheduled to be placed into service. This ensures there is
not only a spare available, but also a fairly new transformer ready to go into service.
MLGW also requires each manufacturer to provide a fve-year warranty on its power
transformers.
MLGWs current power transformer alliance partners are SPX Transformer
Solutions (formerly Waukesha Electric Systems) and ABB Inc. MLGWs current
power circuit breaker alliance partners are Siemens, ABB Inc. and Mitsubishi Elec-
tric Power Products Inc. MLGWs current substation switchgear alliance partner is
AZZ Central Electric.
Jason Simon (jsimon@mlgw.org) is the supervisor of substation and transmission
engineering and has been working at Memphis Light, Gas and Water for more than
14 years. Simon has a BSCE degree from The University of Mississippi and is a licensed
professional engineer in the state of Tennessee.
About MLGW
Memphis Light, Gas and Water Division, located in Memphis, Tennessee, U.S.,
is one of the largest three-service public power utilities in the nation. MLGW
serves more than 420,000 electrical customers, 314,000 natural gas customers and
255,000 water customers in the Memphis and Shelby County area.
The substation and transmission engineering department is responsible
for the design and maintenance of 65 electric substations and 618 circuit miles
(995 circuit km) of transmission lines in the service territory. The department is
comprised of 15 civil, electrical and mechanical engineers, and is responsible
for the design and project management of all substation and transmission proj-
ects, the writing of material specications and the procurement of all substation
equipment.
ABB | www.abb.com
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SPX Transformer Solutions | www.spxtransformersolutions.com
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Aegion/ Corrpro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 www.corrpro.com
*AFL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48k www.aglobal.com
Asplundh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . BC www.asplundh.com
*Asplundh Construction Corp. . . . . . . . . . . . . . . . . . . . . . . . .48C www.asplundh.com
Black & Veatch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 www.bv.com
Borealis AG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 www.borealisgroup.com
Burns & McDonnell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IBC www.burnsmcd.com
Cheryong Electric Co. LTD . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 www.cheryongusa.com
Doble . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 www.doble.com
G&W Electric Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 www.gwelec.com
GE Digital Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 www.gemoderizingthegrid.com
*General Cable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1a www.generalcable.com
Haefely Hipotronics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 www.hipotronics.com
Hastings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 www.hfgpundergroundsafety.com
Hubbell Power Systems Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 www.hubbellpowersystems.com
Hubbell Power Systems Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . 41 www.hubbellpowersystems.com
*Huskie Tools Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48i www.huskietools.com
IEEE PES T&D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 www.ieeet-pes.org
Krenz & Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52-53 www.krenzvent.com
*Mabey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48n www.mabey.com
Michels Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 www.michels.us
NLMCC/NECA-IBEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 www.nlmcc.org
Nordic Fiberglass Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 www.nordicberglass.com
NovaTech . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 www.novatechweb.com
Pictometry / Eagleview Technologies . . . . . . . . . . . . . . . . . . . 17 www.eagleview.com
Power Engineers Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 www.powereng.com
Power System Engineering Inc. . . . . . . . . . . . . . . . . . . . . . . . . 18 www.powersystem.org
Quanta Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 www.quantaservices.com
Rauckman Utlity Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 www.rauckmanutility.com
S&C Electric Co. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IFC www.sandc.com
Sabre Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 www.sabretubularstructures.com
Samsix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 www.samsix.com
Schweitzer Engineering Labs . . . . . . . . . . . . . . . . . . . . . . . . . 37 www.selinc.com
Seves Canada Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 www.sevespower.com
*Siemens AG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1b www.siemens.com
*TDW Vegetation Management . . . . . . . . . . . . . . . . . . . . . . . 48o www.tdworld.com
Thomas & Betts Corp./Meyer Steel Structures . . . . . . . . . . . . . 7 www.meyersteelstructures.com
*Townsend Tree Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48g www.townsendcorporation.com
Trayer Engineering Corp. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 www.trayer.com
Underground Devices Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 www.udevices.com
*Watson Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48m www.watsonusa.com
Winola Industrial Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 www.winolaindustrial.com
1.0
0.9
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0.7
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2007 2008 2009 2010 2011 2012 2013 2016
Year
A
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a
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r
i
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k

l
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v
e
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Network System Risk Reduction
Target Your Investments
A measure of the likelihood of a network to experience cascading fail-
ures over time.
StraightTALK
C
on Edison and other utilities along the East Coast of the
United States have embarked on major investments to
protect our energy systems and, in turn, our customers,
from the next Sandy or other major storm. We are planning to
invest US$1 billion over the next four years on storm-hardening
projects, and we are working with New York state regulators on
that plan now.
The new equipment we install ranging from submersible
transformers, to higher substation walls, to smart switches on
bigger and stronger utility poles will help protect our systems
from food damage and shorten the duration of power outages
for our customers. These measures, among many we are tak-
ing, will have the added benefts of improving overall reliability
during major heat waves while making our delivery system even
stronger.
Con Edison operates a highly complex underground and
overhead electric delivery system, with multiple redundan-
cies, that serves more than 9 million New Yorkers. Keeping the
lights on 24/7 in a city that also happens to be a global center of
fnance, media, mass transit and commerce is no easy job.
Ordinarily, we spend about $2 billion each year on invest-
ments in our electric, gas and steam systems. These investments
lead to high reliability, providing customers with energy they
can count on to power their computers, smart phones and en-
tertainment systems not to mention air conditioning during
those hot and humid New York summers.
Gathering regulatory or political support for new infrastruc-
ture investments is never easy either, since new investments
often mean higher rates for customers. But it can be easier
to win that support when you can show that your investments
are smart, strategic and give our customers better service; or
in other words, making sure we provide the most value for our
customers hard-earned dollars.
Since 2000, Con Edison engineers have been working with
outside experts honing complex formulas and analytics that tell
us not only how much money we need to invest, but where spe-
cifcally to put that money. We have made use of a reliability
model to predict the likelihood of major network failures.
Using a simulation process, we are able to imitate real-life
conditions using probability statistics that show us where equip-
ment failures are most likely to occur. This simulation is a long-
range planning tool, giving us a window that looks at our system
over a 20-year period. The simulation accounts for age, condi-
tion, failure rate, exposure to the environment, the possibility
of cascading failures and other variables. In a one-hour period,
we can run up to 10,000 iterations of scenarios that can help
target our equipment investments.
We can point to real, tangible results from our analysis and
research. Major equipment failures in the past decade, in nearly
every category, have declined. As a result, our customers have
experienced fewer and less-prolonged power outages during
major heat waves. Our advancements with smart grid technol-
ogy, in both our underground and overhead delivery systems,
have helped contain the size of outages and helped curtail their
duration. And we have the data to back up our claims. The em-
bedded chart shows the annual rankings of Con Edisons elec-
tric network performance based upon the Network Reliability
Index model, where we quantify the relative risk or potential
for a network to experience a shutdown because of cascading
feeder failures.
Knowing in advance which power cable or feeder, joint,
splice or transformer is likely to fail and cause wider problems
gives our planners a huge advantage in spending our custom-
ers money wisely. We channel our reliability investments to
retire those components most likely to fail and replace them
with newer and more reliable equipment to avoid service
problems.
By John Miksad, Con Edison of New York
John Miksad is senior vice president of electric operations for
Con Edison of New York. His organization is responsible for the
safe and reliable delivery of electricity to 9 million residents of
New York City and Westchester County. He has been with the
company for 32 years.
WEBI NARS
E n g i n e e r i n g , A r c h i t e c t u r e , C o n s t r u c t i o n , E n v i r o n me n t a l a n d C o n s u l t i n g S o l u t i o n s
January: Sustainable Design
February: Communications for the Modern Grid
March: 3-D Design
May: IEC 61850
June: Transformers
July: High-Voltage Direct Current
September: Grounding
October: Engineer-Procure-Construct (EPC)
Advanced Substation Design
2014
For more information about our experience or the webinar series, go to www.burnsmcd.com/td.
Wed like to celebrate our 85th anniversary by
thanking two very important groups of people.
First, our customers whose continued condence in
our abilities to offer efcient and innovative
vegetation management has made us what we are
today. Second, our employees whose dedication
and commitment to safety, productivity and
responsiveness, day in and day out, truly make
Asplundh the undisputed leader.
ANYTIME. ANYWHERE.
!30,5.$(#/- s 1-800-248-TREE

TD Enero 2014

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