U.S. Department of Energy Office of Fossil Energy 2018–2022 Strategic Vision

1.1 Develop cost-effective, megawatts (MW)), highly efficient, flexible, environmentally responsible reliable, and environmentally responsible to transformational technologies that compete with other sources of power generation. will underpin coal-based facilities The program’s Coal FIRST initiative will develop of the future technologies for such future plants and provide secure, stable, and reliable power. This R&D For most of the 20th century, the United States led the world in developing efficient coal-powered technologies. Today, will underpin coal-fired power plants that are the Nation has fallen behind a number of countries in both capable of flexible operations to meet the needs average fleet efficiency and competitiveness in the global of the grid; use innovative and cutting-edge supply market for coal power equipment. The coal-based components that improve efficiency and reduce power plant of the future will need to be highly efficient, emission of greenhouse gasses; provide resilient be flexible, be reliable, be cost-effective, and have near-zero power to Americans; are small compared to emissions. This includes reducing dispatch costs, increasing today’s conventional utility-scale coal; and will quicker cycling, and utilizing multiple fuel types (e.g., coal, transform how coal technologies are designed and natural gas, and biomass). To thrive in a global marketplace, manufactured. Technologies developed through new coal power technologies will need to have low emissions this program will not only benefit the U.S. coal fleet, at competitive cost. Under the Coal FIRST (Flexible, but also provide export opportunities to Asia, Africa, Innovative, Resilient, Small, Transformative) initiative, FE will and small market economies on island nations. research and develop advanced technologies, enabling greater 11 | Office of Fossil Energy 2018–2022 Strategic Vision

1.1.1 Accelerate development of highly 1.1.2 Safely and cost-effectively enable efficient, flexible, near-zero emissions, and environmental stewardship of fossil cost-effective coal-fired power plants energy-based conversion systems Technology has changed the way people produce and use Creating a viable technology for the global marketplace energy. For future electricity production with advanced requires ensuring that emissions from power generation, coal energy systems, a facility must be capable of flexible including CO2, are at low levels and that water used to remove operations to compete in domestic electricity markets. low-temperature waste heat (which often represents more Furthermore, the facility may also be flexible with respect to than 50 percent of energy consumed by a power plant) is the products it produces. minimized while maintaining cost-competitiveness. Systems capable of co-firing coal, biomass, and natural gas may help Though some new technological advancements are causing improve the environmental performance of coal-fired plants. disruption, they are also providing significant opportunities. For example, advanced manufacturing, high-performance FE will invest in improving environmental control technology computing, and big data analytics can be leveraged to to reduce environmental impacts, forced outages, and accelerate testing and design, paving the way for the coal plant shutdowns. FE will also invest in the development of new of the future. Coal may not be used for electricity alone; it capture approaches and integration of capture with novel may increasingly serve as a feedstock for a variety of products energy conversion (such as chemical looping, oxycombustion, and processes, which can be integrated into the plant to and direct cycle supercritical CO2 systems) to drive down the provide additional value streams. One can also envision a price of carbon capture. Science and technology areas of focus future where coal facilities take advantage of regional strategic will include: (1) advances in computational/combinatorial opportunities—from local market conditions to available material discovery; (2) predictive material performance/ industries and resources. degradation; and (3) device and system optimization using experimentally validated models. As progress is made toward achieving these goals, existing plants and infrastructure will thus maintain reliability today and provide a pathway for a lower-cost future with resilient, flexible energy systems. Increasing the pace of innovation is essential for realizing a rapid impact from emerging technologies, while conventional development demands that new ideas be progressively tested at larger scales, sometimes requiring years before wide deployment. To accelerate progress, FE is pursuing optimization analyses and advanced design, fabrication, and manufacturing approaches for developing components and smaller (50–350 megawatts The Chemical Looping Reactor at NETL, Morgantown, West (MW)) unit sizes. This will result in increased component Virginia – The combustion of fossil fuels in nearly pure oxygen, standardization, better quality control, and lower capital rather than air, presents an opportunity to simplify CO2 capture in power plant applications. Chemical looping combustion is costs. Innovative design incorporating large-scale system considered a potentially “transformational” technology. optimization and advanced computational approaches can help develop integrated systems and reduce project cycle time FE has also developed a unique modeling capability that and costs enables the incorporation of water availability issues into energy-economy forecasts. This capability has been incorporated into the National Drought Resilience Partnership’s (NDRP) draft strategic plan, which involves Office of Fossil Energy 2018–2022 Strategic Vision | 12 FE Strategic Goal 1 numerous Federal departments and agencies and is being 1.2.1 Maximize value from coal, coal by- employed to identify high-risk watersheds in which drought products, and fossil fuel-related critical may impact the reliability of the electric grid. In collaboration materials and minerals with the NDRP, this information will be used to evaluate the REEs are used in electronics and domestic-critical effectiveness of programs that promote water conservation components so domestic production of REEs is important among agricultural producers to pilot a watershed effort for both economic and national security. DOE identified the identified by the FE modeling capability. FE will also develop diversification of the critical materials and REE supply chains technology to optimize and reduce the use of freshwater within the DOE 2014–2018 Strategic Plan, with the objective through improved waste heat recovery or alternate heat of addressing supply chain shortages and encouraging action transfer fluids. Integrating wastewater and brine cleanup with to facilitate extraction, processing, and manufacturing in cooling is a promising research area. the United States. In doing so, DOE will further enable the reduction of the environmental impact of coal REE

1.2 Develop technologies to production and deliver technologies that can be manufactured maximize the value from fossil within the United States. energy resources, including their The pathway toward economic recovery of REEs from coal production and use and coal by-products requires: Fossil fuel resources themselves can be used for purposes other • Continued identification of domestic sources of coal and than energy or power generation. Discovering opportunities to coal by-products with the highest known concentration use coal, CO2, hydrocarbon liquids, or natural gas in new and of REEs novel ways can provide significant economic value and help • Research to better understand the form and structure of maintain or expand the Nation’s fossil energy jobs base. For REEs in coal and coal by-products example, future energy-conversion technologies for coal will be designed so that ash (coal combustion residual) is treated as • Design, development, and testing of alternative a potential feedstock rather than a waste stream. In addition, separation technologies for the extraction and recovery rare earth elements (REEs) may be extracted from coal and of REEs and critical materials from U.S. coal and coal its by-products. FE will also invest in the most promising by-products for downstream processing and purification. opportunities to create additional value at all stages of the FE will perform R&D for economic onshore production of fossil energy life cycle, including CO2 utilization, to provide REEs and important chemicals to develop new carbon-based economic value and achieve more affordable energy. Further, materials from coal that result in high-performance, high- FE will investigate the potential for using flared natural gas to value products and to maintain coal as a resource option for improve recovery efficiency of operations from shale formations. production of chemicals and fuels. FE’s REE program is focused on developing technologies for the recovery of REEs from coal and coal by-products. The R&D program consists of process/production technologies, environmental management, sampling, characterization, and analysis, and system integration and optimization for the production of REEs. 13 | Office of Fossil Energy 2018–2022 Strategic Vision

1.2.2 Utilize CO2 or coal to produce valuable products, including chemicals, How Clean Coal Boosts fuels, or high-value materials Domestic Oil Production and Cost-effective capture and use of CO2 from fossil fuel power the American Economy generation could potentially lead to new opportunities for high-value products. For example, CO2 injection for enhanced oil recovery is the likeliest near-term option for CO2 utilization. FE will conduct basin-specific research to potentially improve CO2-enhanced oil and natural gas recovery from conventional and unconventional formations, both onshore and offshore, including shales and residual oil zones. Additionally, FE will investigate chemical and biological processes that could convert CO2 into usable products or chemical feedstocks at competitive cost.

1.2.3 Use currently wasted or underutilized fossil fuels (e.g., flared gas) In some areas of the country, the shale revolution has enabled Petra Nova Parish Holdings, LLC (Petra Nova) the production of significant volumes of oil, but often there recently demonstrated the addition of is no infrastructure to deal with the gas produced with that commercial-scale post-combustion carbon oil. In such cases, significant volumes of otherwise valuable capture technology at the coal-fired W.A. Parish natural gas are flared and therefore lost. FE will investigate Generating Station, located southwest of Houston the potential for using flared natural gas to improve recovery in Thompsons, Texas. With $190 million in financial efficiency of operations from shale formations. FE will assistance from FE/NETL, the $1 billion Petra Nova also consider the development of small-scale modular conversion systems that could utilize flared gas (e.g., for facility was brought online on time and on budget power generation, space heating) or other fossil energy waste to begin commercial operation on December products. 29, 2016. It has the capability to capture more than 5,000 tons of CO2 per day, which is used

1.3 Engineer the subsurface for enhanced oil recovery at a nearby oil field to maximize recovery and and is expected to boost production at the oil efficient use of resources (e.g., field. Petra Nova was named POWER magazine’s hydrocarbon and storage space) 2017 “Plant of the Year” for leading the industry in the successful deployment of an advanced while ensuring environmental technology that maximizes efficiency while stewardship minimizing environmental impact. It also won Current technology recovers only fractions of the hydrocarbons Power Engineering’s 2017 “Coal Project of the that exist in place, even from conventional reservoirs. For Year Award.” unconventional reservoirs, recovery is often less than 10 percent of the oil and gas in place. Office of Fossil Energy 2018–2022 Strategic Vision | 14 FE Strategic Goal 1 Additionally, excess or insufficient water can pose challenges improvements in per-well recovery efficiency, drainage at different stages of the oil and gas life cycle. For example, volume, and ultimate oil and gas recovery, there is a need for during oil and gas production, produced water is generally a new technologies and approaches that will increase oil and by-product that must be disposed of because more is produced gas production while further decreasing the environmental than can be used onsite. footprint. New approaches that contain distributed downhole sensing exhibit great promise, including the engineering Finally, the subsurface has a significant unrealized potential of extreme small-scale nano-materials or nano-sensors for for storage of hydrocarbons, heat, energy, or other products injection into reservoirs to gather subsurface information far associated with fossil energy production. from the wellbore. New modeling and simulation capabilities FE will explore technologies that accelerate the potential of utilizing high-performance computing to interpret vast data emerging and untapped hydrocarbon resources, enable the sets in addition to fundamental understandings of the nature development of new hydrocarbon resources, support safe shale formations are also needed. and efficient water management, and ensure safe and secure FE will conduct innovative research and develop breakthrough subsurface of fossil energy-related commodities or by-products. technologies to improve the understanding of unconventional

1.3.1 Accelerate the potential of emerging oil and natural gas formations to enable cost-effective increases and untapped hydrocarbon resources in the recovery efficiency of those formations. FE will invest in technologies to improve the ability to measure, monitor, and Although domestic hydrocarbon recovery has increased control critical properties of the subsurface, such as pressure, significantly in the past decade, the vast majority of the stress, and fluid properties. These measurements will validate resource remains in the ground. Even in conventional coupled process (mechanical, chemical, and flow) models reservoirs, a sizable quantity of oil and gas (often 30–70 that have recently been generated and are necessary to better percent) is unrecovered. Additionally, wellbore integrity is understand and forecast the behavior of unconventional essential for minimizing the loss of valuable products and hydrocarbon recovery and seal integrity. impact to the environment. To enable or accelerate dramatic A view of the Marcellus Shale Energy and Environment Laboratory – a dedicated FE field laboratory at the Northeast Natural Energy production site in Morgantown, West Virginia. The project provides a resource to develop and validate new knowledge and technology to improve recovery efficiency and minimize environmental impacts of unconventional resource development. 15 | Office of Fossil Energy 2018–2022 Strategic Vision When applicable, FE will partner with others in DOE and hydrates occur in great abundance in association with arctic externally, such as the U.S. Geological Survey and other permafrost and in the shallow sediments of the deep-water parts of the Department of the Interior, and the National continental shelves. FE will ensure America’s role as a global Science Foundation, to leverage resources and accelerate the leader in hydrates by developing technologies to enable development of novel technologies. commercial-scale production of hydrates within the next 20 years. To this end, FE will: Additionally, in the anticipation that offshore development will further expand in the future, FE will collaborate with • Quantify domestic in-place and recoverable methane industry and academia to conduct early-stage R&D that hydrates resources in the United States ultimately leads to increased recovery, improved operational • Engineer and validate advanced technical solutions to efficiency, and reduced risks of exploration and production enhance domestic, commercial viability of methane in offshore oil and natural gas reservoirs. Such research hydrates through production feasibility field testing will focus on offshore spill prevention, including geologic • Conduct scientific drilling and sampling to understand characterization, drilling and completions, and surface and the nature and evolution of gas-hydrate-bearing systems. subsea system integrity. FE will enter into strategic partnerships with other countries

1.3.2 Enable the development of new and industry partners to help develop and test new production hydrocarbon resources technologies and approaches. FE will conduct R&D to resolve technical barriers to commercial viability through a Gas hydrates (or methane hydrates) are one of the new series of controlled field experiments that evaluate flow over hydrocarbon resources and represent a potentially vast time frames measured in months (as opposed to days). methane resource for both the Nation and the world. Gas Methane hydrate is a cage-like lattice of ice inside of which are trapped molecules of methane, the primary constituent of natural gas. If methane hydrate is either warmed or depressurized, it will revert back to water and natural gas. Pictures shown are: (1) drill core showing white methane hydrate nodules mixed with mud; (2) methane hydrate deposit at ocean floor; (3) when methane hydrate is exposed or “melted,” the enclosed methane molecules are released as gas and canbe ignited;(4) a device developed by researchers is used to measure physical properties of hydrate-containing core while it is maintained at in situ pressure to keep the hydrate from dissociating into methane gas and water. Office of Fossil Energy 2018–2022 Strategic Vision | 16 FE Strategic Goal 1

1.3.3 Develop technologies to enable safe 1.3.4 Ensure safe and secure subsurface and efficient water management storage of fossil energy-related The large volumes of water currently used for hydraulic commodities or by-products fracturing can cause stress on the water supply in some parts Fossil energy operations can require the injection of many of the country; also in some basin reservoirs, stimulation types of fluids in the subsurface for formation stimulation can result in excess wastewater. Water is also used in power and temporary or permanent storage, including natural gas, plants for generating electricity with steam-driven turbine natural gas liquids, CO2, and produced water. Subsurface generators. Research that will enable data integration and disposal or storage could bring risks, such as fluid migration. analysis is needed to maximize the benefits that may be Advanced diagnostic approaches and tools are needed to gained through more effective fluid management. detect compromised well construction and very low fluid leak FE will explore water-treatment technologies that will rates, both within a well and in the near-wellbore region. reduce the amount of water that needs to be injected. Such To help reduce and mitigate risks, enable the generation technologies can lower risks and create a commodity available of more effective operational and regulatory practices, and for agriculture or other uses. FE will conduct R&D for streamline the selection and permitting of new development, developing breakthrough shale-stimulation technologies FE will conduct research and communicate results to provide that reduce water use, as well as evaluate technologies and science-based, useful information to stakeholders, regulators, innovative fluid management approaches to reduce the burden and operators, including reservoir stimulation and wastewater on local or regional water supplies. disposal operators. To advance diagnostic approaches and tools, FE will: Additionally, FE will work with DOE’s Advanced Manufacturing Office to support investment in cost- • Develop novel technologies and tools to improve and effective treatment options for produced water from oil and monitor the integrity of operational wells, especially gas development, including technologies that will enable ones that minimize the impact on well operations beneficial use and reuse options. • Develop technologies to cost-effectively evaluate the integrity of existing wells • Invest in new measurements and analysis of seismic Water Security Grand events Challenge • Monitor and model changes in subsurface stress associated with reservoir stimulation and injection and U.S. Department of Energy (DOE) Secretary Rick production activities within the formations. Perry on October 25, 2018, announced the Water Security Grand Challenge. The Water Security 1.4 Create smart infrastructure Grand Challenge is a White House-initiated, technologies for fossil energy DOE-led framework to advance transformational The energy transmission, storage, and distribution (TS&D) technology and innovation to meet the global infrastructure links subsurface fossil energy resources, the need for safe, secure, and affordable water. Fossil industries that convert them into energy products, and the Energy leads two key goals: consumers that utilize these products. A safe and reliable energy infrastructure is necessary for future economic growth • Transforming produced water to a resource and energy security. Thousands of miles of pipelines transport • Reducing water impacts in the power oil, natural gas, CO2, and many other fossil fuel products, sector. commodities, or by-products each day. Changes in the 17 | Office of Fossil Energy 2018–2022 Strategic Vision energy sector are already placing new requirements on TS&D FE will invest in technology capable of delivering natural gas infrastructure. The use of natural gas is likely to increase as at pressures and volumes required to operate fast-ramping a heating source for homes and businesses and as a strategic generation facilities more efficiently. The integration of resource for electricity generation. Natural gas infrastructures this sensing technology into infrastructure will improve must continue to efficiently and cost-effectively support the coordination between electric and natural gas transmission to production and delivery of natural gas without impacting allow real-time response. As appropriate, FE will collaborate safety, reliability, and security. FE will explore intelligent with other offices within DOE and the U.S. Department of tools, advanced technologies, and novel materials that Transportation. automatically monitor, control, and optimize the entire system and contribute to a more efficient and cost-effective fossil fuel 1.4.2 Develop technologies to reduce infrastructure. losses of natural gas in transmission and distribution infrastructure

1.4.1 Develop advanced, integrated FE will invest in advanced sensors for natural gas quality tools for transmission, delivery, and monitoring and management. The sensors will provide underground storage systems gas system operators with information on heat content, The continued growth of renewable and natural gas power composition, and trace constituents throughout the systems creates unique challenges for the existing electrical transmission and distribution system. FE will invest in the grid, especially with respect to dynamic interaction. New development of infrastructure systems and controls that approaches are needed to characterize, quantify, and offset prevent leaks; accurately detect and quickly mitigate leaks; use the variable and intermittent nature of adding renewables to real-time system data to predict, assess, and prevent failures; the grid. Engineering this heterogeneous and highly coupled and maintain cybersecurity. Secure monitoring technology system requires scientific and technology advances. To will increase system reliability, improve efficiency and asset accelerate the development of a modern transmission, storage, utilization, and reduce cost to consumers. and delivery infrastructure, FE will invest in technologies that:

1.4.3 Create new multi-purpose pipeline • Support the smart integration of electric and natural gas technology that will enable the reliable transmission with real-time sensors and controls transport of hydrocarbons, hydrogen, CO2, • Improve infrastructure cybersecurity, reduce consumer and other high-value materials costs, increase system reliability, and optimize utility FE will invest in advanced material science research that can efficiency and asset utilization enhance pipeline integrity and allow for the transition of • Create tools to assess and quantify infrastructure different fluids through the same pipeline. The technology, disruption, such as disruption from corrosion-related coupled with smart meters, will help reduce the amount of incidents lost and unaccounted-for natural gas, and improve efficiencies • Enhance pipeline integrity and reliability with new cost- of pipeline infrastructure. effective materials. Office of Fossil Energy 2018–2022 Strategic Vision | 18 FE Strategic Goal 2 FE STRATEGIC GOAL 2 Enhance U.S. economic and energy security through prudent policy, advanced technology, and the use of strategic reserves The U.S. Energy Information Administration projects that both combined with program oversight and evaluation, ensures domestic and worldwide consumption of petroleum, natural operational readiness, integrity, reliability, and functionality of gas, and coal will remain at nearly 80 percent through the year equipment critical to draw down. 2040. Maintaining strategic reserves and assets will protect 2 FE will continue to maintain operational readiness of the SPR domestic fossil energy markets from disruptions and shortages to release oil when needed by complying with established and enhance economic security. Additionally, coal power DOE orders, directives, policies, and standards. FE oversight continues to play a role in maintaining the resilience of the ensures adherence to specific maintenance quality indicators domestic electricity grid. FE remains committed to protecting and the performance of a series of predictive, preventive, and the U.S. economy from severe petroleum supply disruptions and corrective maintenance activities are conducted in accordance advancing technologies to improve the reliability, resilience, and with established directives. viability of existing fossil-based power generation. FE will continue to conduct an annual analysis of the SPR’s

2.1 Protect the U.S. economy ability to distribute crude oil using the current connected from severe petroleum supply commercial distribution systems. The annual distribution interruptions assessment determines if the distribution capability of FE will efficiently and effectively manage strategic petroleum the SPR is equal to or exceeds 120 percent of the SPR’s reserves to protect the economy from severe petroleum drawdown rate. The assessment also identifies the need to supply interruptions. FE will continually work with other develop remedial plans, as appropriate, to maintain sufficient stakeholders within the Administration to ensure that the SPR connectivity to commercial distribution assets, such as U.S. strategic petroleum reserves meet the needs of evolving pipelines, terminals, and refineries. The analysis integrates domestic and international petroleum markets. recent and planned changes to U.S. petroleum transportation infrastructure, including connected pipelines and contracted

2.1.1 Maintain operational readiness to docks, used by the SPR to distribute crude oil. The SPR release petroleum products from the may enhance or modify distribution mechanisms, petroleum Strategic Petroleum Reserve, the Northeast characteristics, and processes for delivery to respond to Gasoline Supply Reserve, and the Northeast changes in infrastructure and markets. Home Heating Oil Reserve FE will also maintain operational readiness of the NEHHOR Operational readiness is a steady-state period during which and the NGSR through a comprehensive quality assurance each reserve site is configured and ready to draw down, program. This program includes annual visits to the storage upon direction of the President or the Secretary of Energy. terminals to verify that the reserves meet all quantity and Execution of a comprehensive maintenance program, quality specifications and that the terminals can meet 2 International Energy Outlook 2018 (Washington, DC: U.S. Energy Information Administration, July 2018), https://www.eia.gov/outlooks/ieo/ 19 | Office of Fossil Energy 2018–2022 Strategic Vision The SPR currently operates and maintains four major oil storage facilities in the Gulf Coast region. Oil is stored in caverns created deep within the massive salt deposits that underlie most of the Texas and Louisiana coastline. operational distribution requirements defined in each reserve’s 2.1.3 Share technical expertise, best distribution plans. However, both the NEHHOR and the practices, and lessons learned from NGSR are expensive to maintain and have limited operational Strategic Petroleum Reserve operations effect given the size of each of these refined product reserves. with international partners in support of It is for these reasons that the Administration has proposed global petroleum stockpiling disestablishing both programs in the Fiscal Year 2020 budget FE represents DOE in various international forums, request. including the International Energy Agency and the Annual Coordinating Meeting of Entity Stockholders (ACOMES),

2.1.2 Conduct legislatively directed sales an association of petroleum stockpiling countries. FE from the Strategic Petroleum Reserve will continue to provide leadership on stockpiling issues efficiently and effectively worldwide; participate in biannual technical exchanges within FE will conduct congressionally mandated oil sales from the the ACOMES framework; and participate in routine bilateral SPR at optimal value and on schedule. Optimal value will meetings with individual countries to exchange technical ideas be based upon a percentage of the base reference price as and practices on stockpiling issues. determined by the market crude that most closely matches the crude oil quality being sold. FE will also manage petroleum sales while continuing to meet all U.S. obligations under the International Energy Program. Office of Fossil Energy 2018–2022 Strategic Vision | 20 FE Strategic Goal 2

2.1.4 Carryout the Strategic Petroleum FE will also pursue interagency collaboration on regulatory Reserve Life Extension Phase II Project reform, in part by defining clear pathways to address state FE will carry out the SPR Life Extension Phase II (LE2) and Federal regulatory challenges to technology deployment. Project to ensure short-term and long-term operational DOE will inform relevant stakeholders regarding operational effectiveness and modernize aging SPR infrastructure through requirements and financial and life-cycle assessment tools to systems upgrades and associated equipment replacement. FE accelerate adoption of advanced technology in the marketplace. will execute the LE2 Project while continuing to operate in

2.2.1 Improve the efficiency of existing order to protect the Nation from potential supply disruptions coal-fired power plants and meet requirements under the International Energy FE will develop cost-effective technologies to improve the Program. performance, reliability, and efficiency of coal-based power

2.1.5 Make efficient use of excess storage plants, resulting in better operations and commensurately capacity resulting from legislatively lower CO2 emissions. R&D investments will include new directed oil sales materials that can withstand high pressures and temperatures, advanced compression systems, more efficient heat recovery, Over the past several years, Congress passed numerous laws and other innovative plant optimization technologies. mandating SPR oil sales, resulting in as much as 300 million barrels in excess capacity. FE is analyzing opportunities to

2.2.2 Improve the reliability, emissions, and lease space to commercial entities or international partners to performance of existing coal-fired power make sound use of this government asset. plants Historically, coal-fueled plants have provided baseload power

2.2 Advance technologies to to the grid. In an increasingly diverse energy system, coal improve the efficiency, reliability, plants are being used to provide non-baseload power as emissions, and performance well, meaning coal plants are operating with more frequent of existing fossil-based power cycling (time on and off the power grid). Without careful generation management and attention, cycling can decrease component The competitiveness of coal can be strengthened with life. R&D is essential to address performance concerns at the technology solutions to allow the existing coal fleet to operate unit, plant, and grid levels caused by aging or increased time more efficiently, with lower emissions and extended unit spent in cycling mode. More cycling leads to less economic life. The overall environmental performance of the coal fleet units, lower efficiency, and more stress on equipment, leading can be improved by making cost-effective modifications to a shortened expected plant life, thereby reducing the to existing coal power plants. For example, FE will pursue reliability and resiliency of the electric power generation public/private partnerships to develop smart controls that: system. FE will invest in advanced sensors and controls to (1) predict and improve the power plant operational status; help increase coal plant efficiency, reduce forced outages, and (2) maximize efficiency; (3) minimize emissions; and (4) avoid downtime related to equipment failures and compliance maintain cybersecurity. To prevent premature retirements, with environmental regulations. 21 | Office of Fossil Energy 2018–2022 Strategic Vision FE STRATEGIC GOAL 3 Promote exports of domestically produced hydrocarbons and fossil energy technologies The United States possesses abundant and economically recoverable natural gas, coal, and crude oil resources. Identifying policy, regulatory, and technical approaches to increase the United States’ allies’ and trading partners’ access to those resources will enhance U.S. leadership in the world and promote American jobs and economic growth. To do this, FE will identify and address policy, regulatory, and technical barriers that hinder U.S. energy exports and will ensure a stable and transparent regulatory environment in the United States for natural gas.

3.1 Identify and address policy, regulatory, and technical barriers Sabine Pass LNG Export Terminal, Cameron Parish, Louisiana that hinder U.S. energy exports (Photo courtesy of Cheniere Energy, Inc.) America’s economy and energy security stand to benefit when U.S. companies can optimize exports of coal, oil, and natural

3.2 Ensure a stable and transparent gas, as well as advanced fossil fuel technology, to markets regulatory environment in the U.S. around the world. The United States also gains advantage when for natural gas exports American companies can develop their technical capabilities FE has the responsibility to review all applications to import and earn returns by investing in projects in fossil energy sectors or export natural gas from the United States through its of the United States’ foreign partners. The United States regulatory authority under the Natural Gas Act. FE seeks further benefits when its foreign partners enhance global energy a clear, consistent, and predictable regulatory practice, to the security by developing their own domestic oil and natural gas extent allowable under the law, while also maximizing benefits resources. FE will expedite its process time for LNG export to the public. To accomplish these goals, FE will continue to permits where possible; partner with other agencies and entities regularly review and adjust its procedures to address stakeholder to identify and eliminate barriers to LNG and other fossil concerns, as appropriate. FE will partner with other Federal fuel exports; and provide assistance to importing countries in regulators of natural gas and LNG to coordinate their reviews developing markets with technical and policy expertise. FE will of natural gas export applications to minimize redundancies share technical and environmental expertise and research with and delays. In June 2018, DOE/FE released its fifth study that foreign partners to help make the case for importing American examines the macroeconomic impacts of LNG exports. The coal-, oil-, and natural gas-related technology. FE will continue study found that increased exports of natural gas will improve to initiate and support cooperative activities that lead to new the U.S. balance of trade and provide sustainable employment fossil energy export and investment opportunities for U.S. for thousands of Americans. companies. Office of Fossil Energy 2018–2022 Strategic Vision | 22 FE Strategic Goal 4 FE STRATEGIC GOAL 4 Develop and maintain world-class organizational excellence People are FE’s most important resource. FE will attract, 4.1.2 Align human capital strategies and develop, and retain high-quality staff and function as a high- practices to the FE 2018–2022 Strategic performing team to deliver its mission safely and securely Vision, ensuring employees are well in state-of-the-art laboratories. To do this, FE will drive an positioned to succeed in delivering the enterprise-wide culture of innovation and empowerment; mission strengthen a values-based safety culture and maintain the FE will develop short- and long-term talent management highest standards of workplace safety, health, and security strategies and practices that foster employee engagement and for all employees and the community FE serves; promote organizational effectiveness. These strategies will align with knowledge sharing and transparent communication; and the FE 2018–2022 Strategic Vision in order to successfully foster responsible stewardship of people, resources, and foster the acquisition, development, and retention of talented facilities. employees capable of accomplishing the FE mission and program goals.

4.1 Drive enterprise-wide culture of high performance, innovation, 4.1.3 Promote employee engagement and empowerment, and scientific partnerships within the FE workforce that drive success integrity The degree to which FE fosters employee engagement, In today’s competitive and ever-changing landscape, FE will inclusion, and satisfaction influences its success in attracting channel employees’ creative energy and empower innovation and retaining employees who want to help the organization at every level. meet its mission. FE will utilize the annual Federal Employee

4.1.1 Develop and implement Viewpoint Survey’s results to better understand specific performance-reporting processes and organizational strengths, uncertainties, and challenges and tools that enable effective organizational identify and prioritize actions to improve the workplace decision making experience. FE will identify critical performance indicators and measures

4.1.4 Cultivate and maintain a highly that are tied to the DOE 2014–2018 Strategic Plan, the qualified, diverse, and well-trained FE 2018-2022 Strategic Vision, and the FE Roadmap to workforce capable of achieving the FE inform managers and leaders of organizational performance mission and objectives and opportunities for improvement. Cascading and aligning The FE workforce is facing three challenges. First, the goals within FE will create a shared accountability that is vital workforce is aging and increasingly eligible for retirement. to achieving its mission. It will also build a foundation for In FY 2018, approximately 22 percent of the FE workforce managers and leaders to make key strategic decisions for the was eligible for voluntary retirement. Over the next 5 years, organization. 23 | Office of Fossil Energy 2018–2022 Strategic Vision another 21 percent of the workforce will reach retirement 4.2.1 Develop and implement an eligibility. Meanwhile, only 17 percent of the workforce is Information Management Strategy under age 40 (including less than 1 percent under age 30) defining the roadmap of goals, strategies, and 58 percent is age 50 and over. These demographics and objectives to implement technology- make it imperative for the organization to engage in enabled business management and succession planning; increase bench strength of science, knowledge management systems technology, engineering, and mathematics (STEM), as well The Information Management (IM) Strategy covers the as non-STEM professionals; and provide opportunities for FE enterprise and all information, documentation, and professional development so that employees are ready to data that FE creates, owns, collects, and retains in paper assume more senior roles and responsibilities when attrition and electronic format. The goals and objectives for this and retirements occur. Second, the FE workforce is highly plan will be developed within the context of key business technical and comprises 17 occupational groups with 60 drivers that inform how FE manages information, as well percent of the workforce in STEM occupations. Fifty-four as communication between FE Headquarters and field percent of FE employees possess at least a Master’s Degree or sites to identify and discuss priorities and activities that will higher level of education. Successful recruitment for technical maximize FE’s management and use of information. These positions with a high level of education requires effective priorities and activities will stem from FE’s strategic planning planning to attract highly qualified candidates. Third, there process; management decisions regarding formalizing FE’s are opportunities to increase diversity within the workforce, information request management processes; development of which is currently 65 percent male and 81 percent white. a knowledge management system; as well as synchronization and optimization of FE’s budget management systems. This FE will employ innovative strategies and programs designed strategy will connect FE’s IM vision, mission, principles, to cultivate and maintain a workforce with the capacity to strategic goals and objectives, priorities, and activities so that achieve the FE mission and current and future objectives. FE FE’s information management capabilities can quickly and will implement a Talent Management approach that focuses adeptly respond to evolving mission needs and address gaps in on the full life cycle of employment within the organization. current business processes. This includes identifying workforce requirements; building a pipeline of future STEM (and non-STEM) talent; identifying

4.2.2 Develop, execute, and monitor a current and future workforce requirements; acquiring the strategic communications plan for internal talent needed to complete the mission; and developing, and external stakeholder engagement engaging, and recognizing FE’s talent in order to foster high FE will develop a national media strategy highlighting the performance and a high degree of inclusion, helping FE to important impact that fossil energy has on the American retain valued skills and competencies. people, including federally recognized tribes. The national media strategy will be driven by capitalizing on the news of

4.2 Promote knowledge sharing the day and inserting FE leadership into the conversation. and transparent communication Key elements of the national strategy will be a listing The timeliness and quality of FE business decisions depend of key internal and external stakeholders; development on the availability of accurate, reliable information and timely of FE messaging themes; and an associated strategic communication. To that end, FE will ensure the availability communications plan addressing internal and external of enterprise-wide information, knowledge, resource, and requirements. program management systems that include all FE sites, as well as the national laboratory complex. Office of Fossil Energy 2018–2022 Strategic Vision | 24 FE Strategic Goal 4 To develop a stronger, more consistent, and more coordinated research portfolio and world-class laboratory capabilities output of communications, FE will develop a strategic through a comprehensive understanding of the economic, communications plan. This plan will ensure that FE is using environmental, technological, regulatory, and political uniform messaging across numerous communication channels landscapes will propel new technologies for the next to maximize its reach and keep its stakeholders informed of generation. key advances toward achieving FE’s Strategic Goals. It will also create a more regular “drumbeat” of communications to 4.3.1 Strengthen values-based safety make sure FE is communicating with its stakeholders on a culture and maintain the highest standards frequent, routine basis (See Appendix C). As part of this plan, of workplace safety, health, and FE will implement a coordinated social media plan to increase security for all employees, facilities, and both its social media audience and engagement rates. Because information social media is an effective tool for reaching a broad audience Workplace safety, security, and employee health and well- very quickly, FE will work to increase the number of its social being is paramount in FE culture. It is a crucial priority media posts across different platforms, including Twitter, that every employee who comes to work goes home with Facebook, and LinkedIn. To measure FE communications’ no injuries. It is also important that our facilities are secure success and effectiveness, FE will establish a series of metrics and that sensitive information is secured with cutting-edge for gauging the visibility and engagement levels of its posts. cybersecurity programs. FE will continue to strengthen its FE will then analyze its performance against its established values-based safety culture and ensure that a safe and healthy metrics on a monthly basis, to determine how FE’s posts are work environment is key to team productivity and employee performing and what improvements can be made to enhance loyalty to the mission. FE’s mission.

4.3.2 Maintain environmental stewardship To foster internal communications, FE will conduct FE is committed to maintaining environmental stewardship management and innovation lunchtime forums to promote to ensure that its operations are conducted efficiently while cross-communication and information sharing across offices mitigating impacts on the environment. in FE. These forums will support FE’s ongoing efforts to nurture an improvement and innovation culture. 4.3.3 Align financial and infrastructure resources to the FE 2018–2022 Strategic

4.3 Foster responsible stewardship Vision of resources, facilities, a safe In order to be responsible stewards of taxpayer funds, FE work environment, and the must use its resources in line with strategic objectives, and do so in a transparent, reportable way that maintains communities FE serves accountability to Congress and the Administration. FE will Responsible stewardship of FE’s people, resources, and regularly review the relationship between FE 2018–2022 facilities begins with a culture that puts safety first. The Strategic Vision elements and the congressional direction well-being of FE staff is paramount. The security of behind financial resources to show at a glance the relative FE’s facilities and information is also important, as is a funding going toward each strategic objective. Additionally, commitment to serve the public and FE’s communities FE will undergo a comprehensive examination of strategy and in a responsible manner. In addition, building a successful scope of responsibilities to ensure alignment of financial and infrastructure resources with strategic objectives. 25 | Office of Fossil Energy 2018–2022 Strategic Vision CONCLUSION Fossil fuels will remain the primary source of domestic The Office of Fossil Energy has a long, successful history and global energy for the foreseeable future. Overcoming of developing fossil energy technologies to meet America’s challenges to fossil energy that are inherent in the ever- energy needs in a safe, affordable, and environmentally changing energy landscape is critical to the future prosperity responsible manner, and this rich history of technology of the Nation. The Office of Fossil Energy is uniquely placed innovation will continue for decades to come. This to pursue the game-changing technologies that the current FE 2018–2022 Strategic Vision is a comprehensive framework energy environment demands. and catalyst for developing those technologies. Office of Fossil Energy 2018–2022 Strategic Vision | 26 APPENDIX A APPENDIX A NETL Core Technical Competencies To execute a national energy research portfolio that discovers and matures innovative technologies, FE must maintain cutting-edge FE-Wide Analysis Capabilities and enduring core scientific competencies. These competencies support FE’s Strategic Goals and allow FE to provide the The comprehensive analysis expertise within Nation with today’s technology solutions and tomorrow’s FE is used extensively to support strategic technology innovations. As the only FE laboratory, NETL planning, define program direction, and inform plays a critical role in maintaining and developing these core key stakeholders on policy issues. Notably, the competencies. Additionally, FE invests in strategic partnerships depth of expertise within FE enables technical, with other national laboratories, effectively leveraging capabilities economic, and policy analysis to inform across the national laboratory complex. These collaborative regulatory decision-making. Key analyses, partnerships include focused multi-institutional initiatives such as the NETL Cost and Performance that comprehensively address fossil energy challenges that are Baseline Studies, provide a techno-economic too complex for any single organization. Two recent examples, and market basis for the pursuit of advanced the Carbon Capture Simulation Initiative and the National technologies. In addition, FE analyses support Risk Assessment Partnership, demonstrate that this highly 3 the development of new fossil-based programs, integrated, coordinated approach can significantly accelerate the such as the Rare Earth Elements Program, and development of new solutions. the assessment of FE R&D program impact on U.S. employment and gross domestic product. New technological advancements challenge the status quo and can transform improvements in the energy system and the economy. For example, advanced manufacturing, high- as district heating and cooling, micro-grids, energy storage, performance computing, large-scale systems optimization, and and further integration with non-fossil fuels. FE pioneers new data analytics can be leveraged to spark imagination and change technologies that enable low-carbon power production while the way people think about and use fossil fuels in the future. FE optimizing environmental performance, water use, efficiency, maintains the following competencies to meet these challenges: and waste minimization. Through modeling and experimental testing, researchers accelerate technology development by Energy Conversion reducing the time, cost, and technical risk associated with FE has a long history of developing energy-conversion bringing advanced technologies from concept to market. systems to produce power, fuels, and chemicals from coal, oil, Capabilities related to this competency include clean energy natural gas, and integrated fossil fuel and renewable energy systems, multiphase flow science, thermal sciences, innovative resources. Flexible and reliable power systems in a range of energy concepts, reaction engineering, and diagnostics and sizes will be necessary to meet future energy demands—such controls. 3 The Carbon Capture Simulation Initiative (CCSI) and the National Risk Assessment Partnership (NRAP) are two successful, multi-lab collaborations, led by NETL, that have addressed significant FE challenges through focused, tightly coordinated R&D. The CCSI and NRAP Toolsets received R&D 100 Awards in 2016 and 2017, respectively. 27 | Office of Fossil Energy 2018–2022 Strategic Vision Materials Engineering and performance computer—known as Joule and housed at Manufacturing NETL—to ensure the availability of high-performance computing resources for fossil energy applications. FE Advanced energy systems require cutting-edge materials that also invests in extensive high-performance computational can withstand high-pressure, high-temperature, corrosive, or capabilities throughout the national laboratory complex, as otherwise demanding service environments. FE specializes in well as significant advancements in modeling software. Fossil the design, development, and deployment of these materials. energy applications include R&D, power plant design and Researchers have access to advanced tools, unique and operations, oil and gas production, and smart natural gas specialized facilities, and broad expertise to design, synthesize, pipelines. and process a variety of material classes. This capability also leverages partnerships ranging from academia and national Capabilities related to this competency include hardware laboratories to industry and utilities. Functional materials 4 and networks, software automation, information access improve performance of both carbon capture and power- and infrastructure, data analysis and visualization, and generation technologies, such as advanced turbines, chemical supercomputing. looping combustion, and solid oxide fuel cells. Structural materials5 have enhanced strength to enable higher-efficiency steam and gas turbines, coal gasification, faster drilling, and Sensors and Controls stronger wells, among others. Related FE capabilities include Advanced sensors and controls are crosscutting intelligent materials design and synthesis, functional materials, structural materials, and materials characterization. technologies that support nearly all of FE’s R&D goals. They are being developed to Computational Science and enhance the reliability of today’s power Engineering plants, to improve productivity of oil and gas activities, to transport and store fossil fuels and To keep pace with growing energy demand, scientists by-products more securely, and to enable the increasingly depend on shared simulations and data, analytical highly integrated, flexible power systems of the tools, and research collaborations—all of which require high-speed information access and high-performance future. Development of advanced sensors and computational infrastructure. State-of-the-art computing controls leverages all of FE’s core technical facilities enable the use of collaborative workspaces for competencies. For example, researchers are multiple organizations (e.g., laboratories, academia, and using advanced manufacturing techniques industry) to create cutting-edge modeling tools that facilitate to develop new sensing materials capable of rapid technology development and understanding. Scientists withstanding the extreme temperatures and nationwide connect to FE’s advanced visualization center and pressures of fossil energy systems. Advanced use statistical and analytical software packages to reduce risk, computing resources and cutting-edge data identify knowledge gaps, and evaluate environmental hazards. analysis techniques enable real-time control High-performance computing and data analytics capabilities systems that dynamically optimize operations accelerate advancements in several areas, from materials for energy conversion and geoscience systems discovery to actionable control systems based on distributed alike. sensing. Specifically, FE regularly invests in its own high- 4 Materials including polymers and polymer-composites, ceramics and electroceramics, as well as nano-engineered materials. 5 Materials fabricated from stainless steels, superalloys, and ceramics, etc. Office of Fossil Energy 2018–2022 Strategic Vision | 28 APPENDIX A Geological and Environmental Systems Engineering and Analysis Systems The discovery, design, and operation of energy systems benefit The application of new technologies that enhance geologic from systematic decision-making techniques to address characterization and improve the predictability of fluid and often competing goals of maximizing profits, minimizing rock behavior will help optimize recovery efficiencies from costs, addressing market and policy drivers, and meeting oil and gas reservoirs. Novel technical solutions involving environmental and technical constraints. These techniques new sensors, materials, and techniques help ensure the include advanced models coupled with optimization and efficient recovery and storage of fossil fuel resources and uncertainty quantification. Methodologies based in the by-products in an environmentally safe manner. Research fundamental disciplines of mathematics, economics, finance, catalyzes the development of these new technologies; provides operations research, chemical engineering, and computer objective data to improve modeling accuracy and decrease science are complemented by experimental capabilities technical and market risk of oil and gas development; and in chemistry, physics, and biology, as well as pilot-scale characterizes emerging energy resources like methane evaluation. Integration of computational and applied research hydrates. The geoscience competency addresses the challenges provides insights to new technology; identifies new energy of engineered natural systems such as geological CO2 concepts; and analyzes energy system interactions at plant, storage, unconventional tight gas resources, methane hydrates regional, national, and global scales. Capabilities related to this exploration, and deep water offshore oil and gas production. competency include energy systems analysis, process systems Capabilities related to this competency include geomaterials engineering, process innovation, enterprise-wide energy science, geospatial analysis, geochemistry, field monitoring, systems, and portfolio and risk assessment. geophysics and geomechanics, risk and impact assessment, reservoir fluid characterization, and numerical modeling. 29 | Office of Fossil Energy 2018–2022 Strategic Vision APPENDIX B Goals, Objectives, Sub-Objectives, and Performance Measures PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 1: Develop secure and affordable fossil 1.1 – Develop cost- 1.1.1 – Accelerate development of highly • By the end of FY 2020, perform a mini- energy technologies to realize the full effective, environmentally responsible efficient, flexible, near-zero emissions, and mum of four Pre-FEED studies that identify value of domestic energy resources. transformational technologies that will un- cost-effective coal-fired power plants technical approaches to improve the derpin coal-based facilities of the future average modeled efficiency (heat rate) of an advanced or new coal plant by 5% from the 2017 baseline of 38% by the end of FY 2023. • By the end of FY 2022, perform a minimum of four Pre-FEED studies that would enable FE to meet the GPRA goal of ‘By the end of FY 2023, improve the average modeled efficiency (heat rate) of an advanced or new coal plant by 5% from the 2017 baseline of 38% (i.e., to 40%). • By the end of FY 2023, advance at least two engineering studies of advanced high efficiency, low emission (HELE) coal fired systems that have flexible operating capacity to meet baseload and load following requirements need- ed for the evolving grid. Office of Fossil Energy 2018–2022 Strategic Vision | 30 PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 1: Develop secure and affordable fossil 1.1 – Develop cost- 1.1.2 – Safely and cost-effectively enable • By 2022, complete bench-scale test of energy technologies to realize the full effective, environmentally responsible environmental stewardship of fossil ener- at least two novel materials and pro- APPENDIX B value of domestic energy resources. transformational technologies that will un- gy-based conversion systems cesses (e.g., metal-organic frameworks derpin coal-based facilities of the future and non-binding organic liquid sol- vents) that show potential to meet the 2030 target of CO2 capture with a cost of electricity at least 30% lower than a supercritical PC plant with CO2 capture, or approximately $30 per tonne of CO2 captured. • By CY 2025, develop economically viable technologies, verified through modeling, that would reduce the volume of freshwater consumed in a typical power plant in the existing fleet by 30% on a per megawatt-hour basis from a 2018 baseline. 1.2 – Develop technologies to maximize 1.2.1 – Maximize value from coal, coal • By the end of CY 2020, develop sepa- 31 | Office of Fossil Energy 2018–2022 Strategic Vision the value from fossil energy resources, by-products, and fossil fuel-related critical ration technologies at the pilot-scale including their production and use materials and minerals capable of producing 10 lb/day of commercial grade rare earth oxides from coal waste products. 1.2.2 – Utilize CO2 or coal to produce valu- • By CY 2028, build at least one pi- able products, including chemicals, fuels, lot-scale prototype that would improve or high-value materials the economics of an existing power plant by providing an additional reve- nue stream related to CO2. 1.2.3 – Use currently wasted or underuti- • By the end of FY 2030, advance conver- lized fossil fuels (e.g., flared gas) sion and utilization technologies that will result in at least a 75% reduction in the planned flared volume of natural gas from a 2015 baseline. PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 1: Develop secure and affordable fossil 1.3 – Engineer the subsurface to maximize 1.3.1 – Accelerate the potential of • By the end of FY 2022, develop ba- energy technologies to realize the full recovery and efficient use of resources emerging and untapped hydrocarbon sin-specific technologies for unconven- value of domestic energy resources. (e.g., hydrocarbon and storage space) resources tional resources, including emerging while ensuring environmental stewardship plays; and pursue and build upon unconventional oil and gas big data analytics and high-performance com- puting capabilities to improve modeled recovery of shale oil and gas by 20%, from current baseline of 10% to 12% recovery efficiency. • By the end of FY 2028, develop ba- sin-specific technologies for unconven- tional resources, including emerging plays; and pursue and build upon unconventional oil and gas big data analytics and high-performance com- puting capabilities to improve modeled recovery of shale oil and gas by 40%, from current baseline of 10% to 14% recovery efficiency. 1.3.2 – Enable the development of new • By the end of FY 2022, complete a hydrocarbon resources methane hydrate stratigraphic well test on the Arctic North Slope. • By the end of FY 2035, confirm viable methane hydrates production (Tech- nology Readiness Level-7) by demon- strating sustainable and economically feasible gas production and ensure well integrity. 1.3.3 – Develop technologies to enable • By FY 2023, develop advanced pro- safe and efficient water management duced water treatment technologies that, verified through modeling, enable reductions of wastewater disposed via injection by 50% from a 2018 baseline. 1.3.4 – Ensure safe and secure subsurface • By the end of FY 2022, support the effort storage of fossil energy-related commodi- to reduce and improve regulations ties or by-products government-wide by assessing and applying best practices and experienc- es on geologic storage from DOE R&D projects. Office of Fossil Energy 2018–2022 Strategic Vision | 32 PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 1: Develop secure and affordable fossil 1.4 – Create smart infrastructure technolo- 1.4.1 – Develop advanced, integrated • By the end of FY 2025, deploy new energy technologies to realize the full gies for fossil energy tools for transmission, delivery, and under- quantitative assessment and risk deci- APPENDIX B value of domestic energy resources. ground storage systems sion tools for pipeline infrastructure and corrosion prediction. 1.4.2 – Develop technologies to reduce • By the end of FY 2022, develop technol- losses of natural gas in transmission and ogies that will reduce modeled fugitive distribution infrastructure methane emissions from natural gas transmission and distribution infrastruc- ture by 50 percent to a level of 13.4 million metric tons (MMT) CO2 from the current level of 26.7 MMT CO2, as identified in the EPA’s Greenhouse Gas Inventory. • By the end of FY 2029, develop tech- nologies to reduce losses of natural gas in transmission and distribution infrastructure to support industry efforts to achieve 99% efficiency across the 33 | Office of Fossil Energy 2018–2022 Strategic Vision natural gas supply chain. 1.4.3 – Create new multi-purpose pipeline • By the end of FY 2022, identify at least technology that will enable the reliable one potential alloy for a multi-purpose transport of hydrocarbons, hydrogen, pipe capable of transporting natural CO2, and other high-value materials gas, hydrogen, and CO2. PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 2: Enhance U.S. economic and energy se- 2.1 – Protect the U.S. economy from se- 2.1.1 – Maintain operational readiness • Maintain the capability to drawdown curity through prudent policy, advanced vere petroleum supply interruptions to release petroleum products from the the SPR at the design drawdown rate technology, and the use of strategic Strategic Petroleum Reserve (SPR), the of 4.415 million barrels per day. reserves. Northeast Gasoline Supply Reserve, and • Ensure the operational readiness of the the Northeast Home Heating Oil Reserve SPR through the achievement of equal to or greater than 95% of maintenance performance and reliability goals annually. • Ensure the cost efficiency of SPR oper- ations through the achievement of a fiscal year average operating cost per barrel of crude oil storage capacity of no more than $0.30 per barrel. • Ensure the efficiency of the SPR mod- ernization project through the achieve- ment of performance index scores of .90 at completion in FY 2022 on the cost and schedule indices that measure variation from established cost and schedule baselines. 2.1.2 – Conduct legislatively directed sales • The sale price of all mandated sales will from the SPR efficiently and effectively be at least 95% of the government-esti- mated price. Office of Fossil Energy 2018–2022 Strategic Vision | 34 PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 2: Enhance U.S. economic and energy se- 2.1 – Protect the U.S. economy from se- 2.1.3 – Share technical expertise, best • Continue bilateral multilateral cooper- curity through prudent policy, advanced vere petroleum supply interruptions practices, and lessons learned from SPR ation with International Energy Agency APPENDIX B technology, and the use of strategic operations with international partners in partners and participate in bilateral reserves. support of global petroleum stockpiling meetings with individual countries to exchange technical ideas and practices on stockpiling issues. • Participate in biannual technical exchanges within the Annual Coordi- nating Meeting of Entity Stockholders (ACOMES) framework. 2.1.4 – Carry out the SPR Life Extension • To reach overall ≥ .90 Score on both the Phase II Project Cost and Schedule Performance Index at project closeout. 2.1.5 –Make efficient use of excess stor- • By the end of FY 2019, complete the age capacity resulting from legislatively SPR Post-Sale Configuration Study. directed oil sales 35 | Office of Fossil Energy 2018–2022 Strategic Vision 2.2 – Advance technologies to improve 2.2.1 – Improve the efficiency of existing • By the end of CY 2022, enable at least the efficiency, reliability, emissions, and coal-fired power plants one technology that will improve the performance of existing fossil-based pow- reliability of existing and future coal er generation plants by 10% from a 2017 baseline. 2.2.2 – Improve the reliability, emissions, • By the end of CY 2022, enable at least and performance of existing coal-fired one technology that will improve the power plants reliability of existing and future coal plants by 10% from a 2017 baseline. • By CY 2030, for retrofitting an existing coal-fired power plant with CO2 cap- ture, ensure capture technologies are available to reduce the cost of capture by 30 percent (actual cost of capture varies for each unit). PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 3: Promote exports of domestically pro- 3.1 – Identify and address policy, regu- • By the end of FY 2019, decrease, by a duced hydrocarbons and fossil energy latory, and technical barriers that hinder minimum of 30 days from the current technologies. U.S. energy exports processing time of 92 days, the amount of time it takes DOE to render a deci- - sion on applications for small-scale ex- ports of natural gas to non-free-trade- agreement countries from facilities that do not require environmental review. 3.2 – Ensure a stable and transparent reg- • DOE will meet 90% of all milestones on ulatory environment in the United States time in issuing decisions for LNG export for natural gas exports - applications covered under Title 41 of the Fixing America’s Surface Transpor- tation Act. 4: Develop and maintain world-class 4.1 – Drive enterprise-wide culture of high 4.1.1 – Develop and implement perfor- • By the third quarter FY 2019, provide organizational excellence. performance, innovation, empowerment, mance-reporting processes and tools that quarterly measures of performance and scientific integrity enable effective organizational decision progress updates to FE leadership. making • By the third quarter FY 2019, complete a high-level FE planning calendar that aligns the FE Strategic Plan and the FE Technology Roadmap with the budget- ing process and program execution. 4.1.2 – Align human capital strategies • By the end of first quarter FY 2020, 90% and practices to the FE Strategic Plan, of employee performance plans will ensuring employees are well positioned to align with the FE Strategic Plan. succeed in delivering the mission • By the end of first quarter FY 2020, FE will complete a FE Human Capital Strate- gic Plan that aligns with the FE Strategic Plan. 4.1.3 – Promote employee engagement • Employ strategies to achieve a 65% and partnerships within the FE workforce participation rate in annual Federal that drive success Employee Viewpoint Survey (FEVS). • Develop, execute, and monitor an annual FEVS Results Action Plan within 6 months of recieving FEVS results to improve FEVS scores in the global sat- isfaction and employee engagement indices. Office of Fossil Energy 2018–2022 Strategic Vision | 36 PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 4: Develop and maintain world-class 4.1 – Drive enterprise-wide culture of high 4.1.4 – Cultivate and maintain a highly • Foster a talent pipeline of current and organizational excellence. performance, innovation, empowerment, qualified, diverse, and well-trained work- future STEM (and non-STEM) profes- APPENDIX B and scientific integrity force capable of achieving the FE mission sionals by providing educational and and objectives experiential learning opportunities through government, DOE, and FE programs, such as the Mickey Leland Energy Fellowship, with tracking and annual reporting to assess program performance. • By the end of FY 2019, complete a longitudinal assessment of the historical and ongoing impact of the Mickey Leland Energy Fellowship Program. • Foster succession planning through the incorporation of entry-level and developmental positions into the FE FY 2019–FY 2023 Staffing Plans. • Ensure that each fiscal year, 90% of FE employees have a current Individual 37 | Office of Fossil Energy 2018–2022 Strategic Vision Development Plan in place by January 31. • Execute 70% of planned and budget- ing training, including selecting and funding the academic degree and leadership development training for at least seven FE employees, each fiscal year. • Starting in FY 2019, report quarterly on FE workforce demographics and the efficiency and effectiveness of the FE hiring process in relation to established benchmarks. • By the end of FY 2018, establish internal time to hire and report performance. • Starting in FY 2019, report on the efficiency and effectiveness of the FE hiring process (including information on FE workforce demographics) on a quarterly basis. PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 4: Develop and maintain world-class 4.2 – Promote knowledge sharing and 4.2.1 – Develop and implement an • By the end of FY 2019 second quarter, organizational excellence. transparent communication Information Management Strategic Plan develop and implement FE enter- defining the roadmap of goals, strategies, prise-wide, fully inclusive of field sites, and objectives to implement technolo- an Information Management Strate- gy-enabled business management and gic Plan defining roadmap of goals, knowledge management systems strategies, and objectives to implement technology-enable business manage- ment and knowledge management solutions. • By the end of FY 2019, develop and im- plement FE enterprise-wide knowledge management system with the avail- ability of subject matter expert profiles, publications, technical communities of practice, wiki-style FE glossary and datasets, and a high-level/on-in news feeds to knowledge resources. • By the end of second quarter FY 2019, establish an information request management governance board, and develop and implement guidance and technological solutions to streamline the information request process. • By the end of second quarter FY 2019, develop and integrate FE Headquar- ters Budget Allocation Tracking System (BATS) and the Financial Accounting and Control System (FACS) into a single enterprise-wide resource management and executive-level reporting dash- board for program direction informa- tion. • By the end of FY 2019, develop and im- plement FE enterprise-wide, fully inclu- sive of field sites, a program manage- ment tool for R&D programs to include budget formulation and execution. Office of Fossil Energy 2018–2022 Strategic Vision | 38 PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 4: Develop and maintain world-class 4.2 – Promote knowledge sharing and 4.2.2 – Develop, execute, and monitor a • Establish and execute a national organizational excellence. transparent communication strategic communications plan for inter- communications strategy that expands APPENDIX B nal and external stakeholder engage- audience reach to new venues from ment the current baseline and provides a “drumbeat” of coordinated messages to inform stakeholders of key issues and progress in advancing FE’s mission. • Enhance FE’s social media presence and monitor internal and external me- dia analytics to gauge the effective- ness of communication strategies on a monthly basis. • Conduct management and innovation lunchtime forums at least monthly to promote an improvement and innova- tion culture. 4.3 – Foster responsible stewardship of 4.3.1 – Strengthen values-based safety • Enterprise-wide, maintain a safe work- resources, facilities, a safe work environ- culture and maintain the highest stan- place by achieving a quarterly record- ment, and the communities FE serves dards of workplace safety, health, and able case rate of less than 1.6, a Days 39 | Office of Fossil Energy 2018–2022 Strategic Vision security for all employees, facilities, and Away/Restricted Time (DART) case rate information of less than 1.0, and a DART rate of less than 15. • Enterprise-wide, strive for zero major se- curity incidents and emergency events with a target of less than five per year. • Ensure enterprise-wide compliance with cyber security plans and report quarterly on cyber security vulnerability. • Review recommendations provided by the Safety Performance Metrics Work- ing Group to strive to minimize redun- dancies, improve safety performance, optimize allocation of safety resources, and determine the effectiveness of various safety program interventions in order to manage risk and unwanted cost. • Coordinate and participate in all Conti- nuity of Operations (COOP) activities. • Oversee and coordinate all FE envi- ronmental sustainability and energy efficiency activities. PERFORMANCE FE STRATEGIC GOAL OBJECTIVE SUB-OBJECTIVE MEASURES 4: Develop and maintain world-class 4.3 – Foster responsible stewardship of 4.3.2 – Maintain environmental steward- • Achieve a grade of “Green” based on organizational excellence. resources, facilities, a safe work environ- ship a five-criteria Environmental Manage- ment, and the communities FE serves ment System/Office of Management and Budget metric annual rating. 4.3.3 – Align financial and infrastructure • By the end of second quarter FY 2019, resources to the FE Strategic Plan develop an FE Technology Roadmap that fits within and enhances the cur- rent FE Strategic Planning system. • Semi-annually fully leverage acquisition and financial assistance tools to prior- itize competing requests for facilities and/or other resources and maximize return on investment and value, using contracting metrics, Funding Oppor- tunity Announcement monitoring, and Investment Review Boards. Office of Fossil Energy 2018–2022 Strategic Vision | 40 APPENDIX C APPENDIX C External Interactions Interdepartmental Advisory Committees and FE regularly seeks out opportunities to engage with other Partnerships DOE offices in areas where synergies exist between their FE manages three formal Federal Advisory Committees—the programs. Some of the most notable collaborations include National Coal Council, the National Petroleum Council, and energy-water systems, subsurface science and engineering, the Methane Hydrates Advisory Committee. The advisory critical materials development, grid modernization, high- committees include representatives from industry, academia, and performance computing, and cyber-security. non-governmental organizations and are tasked with providing recommendations to the Secretary of Energy regarding fossil Other Government Agencies energy R&D and supporting policies. Additionally, FE forms Many agencies—Federal, state, local, and tribal—perform public/private partnerships with industry, academia, and other work that is critical to safe and effective fossil energy private organizations and leverages workshops, seminars, and resources development. FE seeks opportunities for detailed, requests for information to gather data from the private sector technical, interactive, interagency engagement to address the that is useful for planning processes. barriers and challenges associated with the demonstration and deployment of emerging, private-sector fossil energy International technologies. FE’s strong analytical capabilities and FE engages with international partners to help ensure global technical knowledge can help provide objective science- energy security, accelerate fossil energy R&D, and share based information to other Federal agencies and departments technical information regarding safe and environmentally regarding fossil energy-related policy decisions, including sound development and use of fossil energy resources. FE the U.S. Environmental Protection Agency, the U.S. also utilizes its expertise to support the broader mission, goals, Department of Transportation, and the U.S. Department of and objectives of the Administration, DOE, and other Federal the Interior, as well as state governments. Such information government departments and agencies with fossil-energy helps improve actions related to tax policies, regulations, related international interests and responsibilities. permits, and other programs that impact coal, oil, or natural FE supports and implements activities with international gas production, use, and export. FE also works with DOE’s partners that focuses on joint R&D and large-scale projects, Office of Indian Energy Policy and Programs to engage with as well as the exchange of information on technologies, best tribal organizations across the country, and FE engages state practices, regulations, financing, and cost and performance organizations directly, as well as other entities that involve analyses of new technologies. These exchanges include collaborations among state representatives. Such coordination bilateral collaboration with several countries on ongoing can also lead to more consistent and timely information carbon capture, utilization, and storage efforts. Due to exchanges, enhancing communication and awareness between natural gas becoming a more viable product, FE also shares the government and stakeholders on issues such as Federal the latest knowledge and information on LNG technologies funding opportunities and project accomplishments and and unconventional oil and gas recovery. For those countries milestones. without an existing bilateral relationship, FE engages directly through several other avenues, including the Carbon Sequestration Leadership Forum, the International Energy Agency, and the Asia-Pacific Economic Cooperation. 41 | Office of Fossil Energy 2018–2022 Strategic Vision Fossil Energy