Replacement Reserves Research Articles

Modeling Framework Simulating the TERRE Activation Optimization Function

The Trans-European Replacement Reserve Exchange (TERRE) project is the European implementation project for exchanging Balancing Energy (BE) from Replacement Reserves (RR). Its main objective is to operate a common European platform that gathers all RR Balancing Energy Orders (BEOs) from Transmission System Operators’ (TSOs) local BE markets into a Common Merit Order List (CMOL). It provides an optimized allocation of RR, covering all TSOs’ RR BE needs, by executing the Activation Optimization Function (AOF). In this paper, the mathematical formulation of the AOF is presented, which explicitly incorporates all standard products and constraints that are provisioned in the approved implementation framework. The clearing problem is formulated as a Mixed Integer Linear Programming model and solved within an iterative algorithm for the handling of Paradoxically Accepted Orders (PAOs). The modeling framework allows the coordination of two distinct market setups, i.e., the self-dispatch and central dispatch. To this end, a BEO conversion pre-process is executed for markets applying the central-dispatch setup, in order to attain the BE quantities for inclusion in the CMOL. The proposed model is evaluated using a test case including six countries that participate in the TERRE project (Portugal, Spain, France, Great Britain, Switzerland, Italy) as well as Greece.

Cooperation in ancillary services: Portuguese strategic perspective on replacement reserves

Market cooperation in the electrical sector is crucial for competitiveness improvement. In the particular case of ancillary services, it was only carried out within a national context until the recent past. In the Iberian case, since the middle of 2014, a bilateral mechanism has allowed tertiary reserve sharing between the Portuguese and the Spanish Transmission System Operators (TSOs). This mechanism generates gains for the Portuguese electrical system. However, with a high level of cooperation, these gains could be improved. The Portuguese TSO is one of the most peripheral TSOs in Europe and, as such, it considerably benefits from market integration, in the various dimensions of the electrical sector. Hence, as a new contribution to earlier studies, this paper evaluates, from the Portuguese strategic perspective, what would happen to revenues when sharing replacement reserves without any restriction, considering a full integration of Europe's southwest countries in contrast to the traditional bilateral solution that is currently in place. The new methodology used in this paper is a cross-comparative evaluation between different bilateral combinations of TSOs' offers. A comprehensive study is presented and conclusions are duly drawn.

Market based procurement of energy and ancillary services from Renewable Energy Sources in deregulated environment

An increasing utilization of Renewable Energy Sources (RES) in electricity generation increases the need of Ancillary Services (AS) in power system. This paper proposes a market based approach for participation of Renewable Power Producers (RPP) to clear both energy and AS in day-ahead market under disaggregated framework. This approach is based on sequential clearing of Energy Market (EM) and Ancillary Service Market (ASM) such that the cost of procuring these services is minimized and feasible solution is obtained. This optimization problem is formulated and solved using Optimal Power Flow (OPF) technique which considers all transmission constraints and power flow limits. The AS considered in the present work is limited to Reserves Market (RM) such as Ten Minute Spinning Reserve (TMSR) and Thirty Minute Replacement Reserves (TMRR) only. The ability of RPPs like Wind Power Plant (WPP) and Photo-Voltaic Plant (PVP) with conventional power producers to provide both energy and AS has been demonstrated by considering a modified 7 unit test system.

The Effect of Large-Scale Wind Power on System Balancing in Northern Europe

The ongoing development in the electrical system and the transition from a mainly thermal dominated power system into a system widely affected by renewable production resources, requires a revision of future balancing strategies facilitating the secure integration of renewable energy. Especially the increasing wind power penetration with its uncertain production on all time scales will largely affect the system operation, requiring a higher flexibility and thus more reserve capacity providing balancing energy. Based on high resolution numerical weather prediction models and wind speed measurements, the actual and the forecasted wind power production is simulated for five scenarios covering the years 2010 and 2020. These scenarios are taken as an input to a Northern European regulating power market model, analyzing the procurement of reserve capacity and their activation. Further on, the potential benefit of integrating Northern European regulating power markets handling the varying wind power production is investigated. Due to remaining wind forecast errors, more reserve capacity is required in the electrical system. The simulations comprise frequency restoration reserves and replacement reserves. Based on the assumption of an integrated regulating power market, the determined results illustrate that the Nordic power system can provide such reserves at optimal cost. In 2020, an overall cost increase is recognized, concurrently displaying significant saving possibilities by a cross-border procurement of reserve capacity and the exchange of balancing energy.

Demand Response Grows More Resourceful

ABSTRACT Demand response resources refer to distributed energy assets that can be managed to reduce loads of end-use customers during critical or expensive periods of time on the electric power grid. Two types of demand response programs are popular. Load response programs contract and pay for participants to curtail all or parts of their load for periods of two to four hours, typically for a limited number of days, such as 15. Price response programs offer innovative rates, such as real-time pricing and critical peak pricing, that allow customers to save money by optimizing energy use, and thereby make more efficient use of electric system resources. Demand response programs are growing among distribution electric utilities and the regional power grid operators. Three of the largest grid operators are showing great success with demand response. They are the PJM, the New York Independent System Operator, and the Independent System Operator of New England. For 2004, they enrolled 7,190 megawatts (MWs) of resources, an increase of 72 percent from 2003. Further increases may be expected as ancillary services, such as spinning reserve and replacement reserves, are supplied by some demand response resources, which can react quicker than traditional central station power plants.

The Link Between a Formal Debt Policy and Replacement Reserves

The Link Between a Formal Debt Policy and Replacement Reserves

Development of NPP personnel training system in Ukraine

Modern personnel training and retraining system is a guarantee of NPPs safe reliable operation. Since the time when independence of Ukraine was proclaimed personnel training system was created directly at NPPs. This system is based on the latest legislation framework, developed subject to IAEA recommendations, gained international experience in the field of personnel training in view of increased demands to personnel qualification. Training Centers, formed at each plant, form one of the main components of NPP personnel training. Personnel training at Training Centers is performed in accordance with standard programmes. Simulator training base was created by joint efforts of specialists from the USA, Russia and Ukraine. Establishing manager training system and replacement reserves for National Nuclear Energy Generating Company 'ENERGOATOM' (NNEGC 'ENERGOATOM') managerial personnel, including training programme and training materials development, teacher selection and training, is under way.

The Performance of Non-profit Housing Developments in the United States

Over the past two decades, non-profit organisations have played an increasingly important role in meeting the housing needs of low and moderate-income families. Not enough is known, however, about the performance of the housing developments sponsored by non-profit organisations. The purposes of the research described in this paper were: to assess the performance of a sample of housing developments sponsored by non-profit organisations in the US; to identify the factors that affect that performance and; to identify the lessons learned about effective project development and management. These questions are examined by studying the performance of 36 developments that received the Fannie Mae Foundation's Maxwell Award between 1989 and 1994. The results indicate that all the developments continue to provide decent, affordable housing for low-income persons. A major threat to the future viability of the rental and special needs developments, however, is the lack of adequate operating and replacement reserves. The most important factors in performance are stability in the leadership of the sponsoring organisations, local demand for affordable housing, the terms of the permanent financing and the screening and selection of tenants. Lessons learned from the experience of the developments studied and policy recommendations are presented.

Transforming Traditional Training Methods To Meet the Needs of a Modern Industry

Summary As the oil industry consolidated over the last 20 years, company profiles, core competencies, and the very demographics of many companies have changed radically. This is true throughout the industry and involves operating, service, and drilling companies. As hydrocarbon reserves become more challenging to exploit, the importance of technology plays an ever-increasing role in E&P operations. As the technical complexity increases, many companies are unwilling to support the budgets necessary to maintain noncore technologies in house. Some companies have found it more efficient to outsource these activities to service companies whose technology is a core competence supported by research and engineering. Mergers and acquisitions driven by the strategic need to acquire reserves and/or markets require tremendous rationalizations in the resulting work forces to reduce unnecessary numbers of engineers and technical and administrative staffs. Many operators are trimming engineering staffs whose primary responsibilities are now focused on finding replacement reserves. Operations of mature fields are being outsourced to independents as well as to service companies whose profiles are changing. This trend removes the low-risk environment that has traditionally served as the training ground for new engineers, and outsourcing brings about further reduction of excess engineering staffs. In many cases, this results in a younger, well-educated work force that lacks broad, diverse experience. In their strive for efficiency, many companies have changed the demographics of their work forces, leaving them without the experience needed to mentor young engineers. The increased technology, acquisitions, downsizing, and efficiency along with outsourcing are all contributing factors to the skills gap we are experiencing in the E&P industry today. Introduction Many companies view training as just another necessary expense, not something that actually contributes directly to generating revenue. Most personnel are trained because the employer needs a specific skill. Sometimes, a behavioral change is needed or training is mandated or legislated (as in the case of safety). In other cases, training is a reward for good performance, and the employee is sent on a 1-week seminar in a field of his/her interest. Many view this as a kind of "training vacation." Some companies, however, view training as an investment, an essential element in their work-force strategy. These are also the companies that have performance-management programs and where management is actively involved in the training and development of the company's work force. Gilley and Boughton1 state that, "The focus of training is to help employees improve and develop knowledge, skills, or competencies for their current jobs. Training can be conducted in both formal and informal learning settings, which include on-the-job activities. The delivery systems used in training can include computer-based training, satellite programs, employee self-directed learning, and on-the-job training." Formal training programs often attract the most ambitious young graduate engineers. Many of the companies that view training as just another necessary expense recruit graduate engineers with the expectation that they already have the skills necessary to do the job. Coupled with informal on-the-job activities, this academic knowledge meets the staffing requirements of many companies. While careers that are available within this scenario can be secure, many are not very dynamic. Most top graduates are interested in joining a company that can offer a strong training program where they have the opportunity to develop and realize their career potential. According to Chawla and Renesch,2 "Individuals learn both knowledge and skills. A person acquires knowledge and can present facts based on that knowledge or acquires skills and can perform those skills. The difference between knowledge and skills is the difference between art history and art. Knowledge is talking the talk; skill is walking the talk."