TXU proposed building 9 GW of new generation capacity in Texas to meet growing demand. They examined different generation technologies including wind, gas, supercritical coal (SCPC), and integrated gasification combined cycle (IGCC). While wind and gas are viable near-term options, SCPC was identified as the optimal economic choice today due to its relatively low fuel costs and abundant domestic coal reserves. IGCC was seen as only a potential longer-term solution due to high costs and construction timelines that are too long to meet the urgent capacity needs in Texas. TXU plans to implement state-of-the-art emissions controls to make SCPC an environmentally sound technology as well.
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
CSP technologies are approaching commercial markets but still need support to fully enter the mainstream market. The market potential is large but structured programs are needed to move CSP through commercial validation, niche markets, market expansion, and full market acceptance. Subsidies and policies will be important to establish virtuous cycles of increasing production, declining costs, and broader market adoption. Key factors like capital costs, risks, and competing fuels present barriers, but policy tools can help address these and establish markets for CSP around the world and in target regions.
The document discusses case studies of implementing various technology solutions to address challenges in the metals and mining industry. It includes summaries of implementing SAP Variant Configuration to standardize order processing, i2 Factory Planner to improve production planning, a manufacturing execution system to reduce paperwork and improve productivity, a slab yard management system to improve material tracking and logistics, and business intelligence solutions to provide analytics and key performance indicators. The case studies demonstrate how these solutions helped steel producers reduce costs, improve operations and supply chain flexibility, and enhance decision making.
While sustainability is an important consideration, the given document does not mention it. The challenges discussed are cost containment, visibility, risk management, increasing customer demands, and globalization.
IMT Lecture: Transfer of Technology from.R+D MM-Biztel-29Jul09Djadja Sardjana
The document discusses technology transfer from research and development. It defines technology transfer as the process of sharing skills, knowledge, technologies and facilities between organizations to allow for wider use and development of technologies. It provides examples of successful technology transfer from IBM and Japanese companies. It also outlines some prerequisites and key factors for effective knowledge transfer, such as technical understanding, feasibility studies, involvement of advocates and external pressure. Finally, it discusses some challenges and strategies for technology transfer.
So how can companies outsource its R&D (or at last a part of R&D) in order to increase flexibility and effectiveness of R&D, whilst maintaining focus and dedication to the value chain’s needs?
This document discusses global supply chain mega trends for 2010-2011. It identifies several paradigm shifts that leading firms are making to transform their supply chains, including shifting from customer service to relationship management, forecast-driven to demand-driven supply chains, adopting knowledge-based learning over traditional training, and moving from supply chain design to supply chain analytics. The trends reflect the transition to a more technology-driven society and economy. Effective implementation of these trends will help supply chain partners create efficient and customer-centric solutions.
Solving For The Supply Demand Mis-Match: Strategy and Case Studykelly12504
Presented at ACS 2004 Symposium. ACS is an educational extension of APICS Region XI representing twenty-four APICS chapters from North Carolina, South Carolina
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
CSP technologies are approaching commercial markets but still need support to fully enter the mainstream market. The market potential is large but structured programs are needed to move CSP through commercial validation, niche markets, market expansion, and full market acceptance. Subsidies and policies will be important to establish virtuous cycles of increasing production, declining costs, and broader market adoption. Key factors like capital costs, risks, and competing fuels present barriers, but policy tools can help address these and establish markets for CSP around the world and in target regions.
The document discusses case studies of implementing various technology solutions to address challenges in the metals and mining industry. It includes summaries of implementing SAP Variant Configuration to standardize order processing, i2 Factory Planner to improve production planning, a manufacturing execution system to reduce paperwork and improve productivity, a slab yard management system to improve material tracking and logistics, and business intelligence solutions to provide analytics and key performance indicators. The case studies demonstrate how these solutions helped steel producers reduce costs, improve operations and supply chain flexibility, and enhance decision making.
While sustainability is an important consideration, the given document does not mention it. The challenges discussed are cost containment, visibility, risk management, increasing customer demands, and globalization.
IMT Lecture: Transfer of Technology from.R+D MM-Biztel-29Jul09Djadja Sardjana
The document discusses technology transfer from research and development. It defines technology transfer as the process of sharing skills, knowledge, technologies and facilities between organizations to allow for wider use and development of technologies. It provides examples of successful technology transfer from IBM and Japanese companies. It also outlines some prerequisites and key factors for effective knowledge transfer, such as technical understanding, feasibility studies, involvement of advocates and external pressure. Finally, it discusses some challenges and strategies for technology transfer.
So how can companies outsource its R&D (or at last a part of R&D) in order to increase flexibility and effectiveness of R&D, whilst maintaining focus and dedication to the value chain’s needs?
This document discusses global supply chain mega trends for 2010-2011. It identifies several paradigm shifts that leading firms are making to transform their supply chains, including shifting from customer service to relationship management, forecast-driven to demand-driven supply chains, adopting knowledge-based learning over traditional training, and moving from supply chain design to supply chain analytics. The trends reflect the transition to a more technology-driven society and economy. Effective implementation of these trends will help supply chain partners create efficient and customer-centric solutions.
Solving For The Supply Demand Mis-Match: Strategy and Case Studykelly12504
Presented at ACS 2004 Symposium. ACS is an educational extension of APICS Region XI representing twenty-four APICS chapters from North Carolina, South Carolina
Karen Butner from IBM Institute for Business Value on ‘The Smarter Supply Cha...eyefortransport
This document summarizes the key findings of an IBM study on the challenges facing global supply chain executives. The top five challenges are supply chain visibility, risk management, increasing customer demands, cost containment, and globalization. To address these challenges, the study advocates for smarter supply chains that are instrumented, interconnected, and intelligent. Specifically, the study recommends increasing supply chain visibility through greater integration and collaboration between partners. It also emphasizes managing risks systemically and gaining customer input to build a more flexible supply chain that can adapt to cost volatility.
Lecture 2 - Sources of technological changeUNU.MERIT
The document discusses Abbott Usher's four steps to the innovation process: 1) perception of a problem, 2) setting the stage by bringing together necessary elements, 3) the act of insight where the solution is found, and 4) critical revision. It then provides an example of the microprocessor's development, noting Intel perceived a need from Busicom, brought together prior experience with memory devices, and Ted Hoff had the insight for a general purpose computer architecture to meet the need less expensively. The document also outlines an innovation funnel process and discusses key questions addressed at each phase to reduce risk and increase investment. Finally, it briefly discusses sources of technological change like R&D activities and actors, learning by doing, and
H-E-B, a leading grocery store chain, needed a more strategic pricing system to compete against large discount retailers. Their existing spreadsheet-based system made it difficult to quickly execute pricing strategies across stores. H-E-B implemented DemandTec's Consumer Demand Management solution to forecast demand, simulate pricing strategies, and ensure pricing rules compliance. This enabled H-E-B to better compete without matching competitors' prices item-for-item. H-E-B is now evaluating expanding their use of DemandTec's tools to promotions and markdowns to further optimize pricing strategies.
Etude annuelle Aéronautique & Défense "Programmes under pressure" (2011)PwC France
PwC a interrogé 28 dirigeants de 23 entreprises chefs de file du secteur de l’aérospatial et de la défense au Brésil, au Canada, en France, en Allemagne, en Inde, au Royaume-Uni et aux États-Unis, entre février et mai 2012. Retrouvez toutes nos publications sur : http://www.pwc.com/publications
What Does the Future of Supply Chain Management Hold?: Interview with: Carter...marcus evans Network
What Does the Future of Supply Chain Management Hold?: Interview with: Carter McNabb, Partner, GRA, a consulting firm attending the marcus evans Chief Logistics Officer Summit 2013, discusses the trends in supply chain management today.
Lecture 7 - Sectoral characteristics of technological changeUNU.MERIT
This document discusses different levels of analysis for technological change: macro, meso, and micro. It also discusses sectoral characteristics of technological change and trajectories. Key concepts discussed include sources of technological change, paths of innovation, and determinants that shape technological development differently across sectors. Examples are given of sector-specific innovation in industries like semiconductors and pharmaceuticals to illustrate how technological trends influence market structures at the sector level over time.
Semiconductor Industry Economics, R&D ProductivityIddo Hadar
The document summarizes the findings of the SEMI/Equipment Suppliers' Productivity Working Group regarding the economics of transitioning to 450mm wafer fabrication. The Working Group found that:
1) A wafer scale-up to 450mm would provide minimal economic benefits and would not be necessary to maintain historical cost reduction trends.
2) The true costs of transitioning to a new wafer size far outweigh the potential benefits. Equipment and infrastructure costs increase significantly while most fabrication costs are unaffected.
3) The semiconductor industry now faces limitations on research and development funding, requiring investment priorities to be based on rigorous analysis rather than historical assumptions. A 450mm transition was found to represent a low-return, high-risk investment
Introduction to ops rules transformation expertiseMike Romeri
This document provides an overview of OPS Rules Partners' operations strategy transformation services. It discusses how OPS Rules uses the intellectual property of MIT Professor David Simchi-Levi to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. The document outlines OPS Rules' methodology, which includes analyzing a client's current situation, innovating alternative strategies, and leading a transformation to implement improvements. It also describes the tools, techniques and capabilities OPS Rules employs to ensure a successful transformation, such as stakeholder engagement, governance, and driving performance through metrics.
Infosys – Integrated Product Management System | SolutionInfosys
This document discusses the benefits of integrated product management (IPM) for high-tech manufacturers. It argues that conventional product lifecycle management (PLM) approaches are too narrow, focusing only on design applications and functions. True IPM requires integrating applications, processes, and people across the entire product lifecycle. This allows for collaborative problem solving, increased efficiencies through information sharing, and new opportunities for competitive advantage and profitability. The document provides examples of how IPM could improve customer service, product design, and supply chain management.
Introduction to ops rules transformation expertisesstein90
This document provides an overview of OPS Rules Partners' approach to operations strategy transformation.
OPS Rules Partners uses Professor David Simchi-Levi's intellectual property and operations rules framework to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. They employ a multi-step process involving analyzing current operations, innovating new strategies, and transforming organizations.
OPS Rules Partners brings experienced consultants and a proprietary toolkit to help clients achieve quantum leaps in operations performance through strategic supply chain planning, risk management, and other techniques. Their goal is to create sustainable transformations by fully engaging stakeholders and ensuring cultural and organizational readiness.
Transnet aims to align its supplier development activities with South Africa's economic objectives through its Corporate Social Development Plan. It will focus on developing local tier 1 and tier 2 suppliers in related industries to increase employment, skills development, and black economic empowerment. By using its sphere of influence over large original equipment manufacturers, Transnet can help direct more spending to local supplier development and job creation. This shared vision between Transnet's objectives and those of the South African government will promote inclusive economic growth.
Ecr presentation ss chain - jeffrey - finalECR Community
The document discusses strategies for consumer products companies to improve supply chain performance. It recommends adopting a "game changing supply chain" approach that differentiates the supply chain based on customer and consumer behavior to drive top-line growth. This involves segmenting customers and designing tailored supply chain models. The benefits of aligning supply chains with customer segments include improved service levels, cost reductions, and increased sales.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
Achieving excellence in production and supplyPwC Russia
В этой брошюре мы сосредоточили свое внимание на пяти вопросах, решение которых в существенной степени определяет разницу между высочайшим, удовлетворительным и средним качеством в промышленном производстве.
Cross Industry Collaboration: Creating the enablers for disruptive modelswimdecraene
Information technologies, mature markets, relentless demand for innovation, environmental concerns and the uncertain economy are combining to drive the emergence of new growth scenarios, which are spurring companies to fundamentally rethink their growth strategies.
The vision of an economy as a set of independent industries –each serving its own customers, with its own suppliers and its own innovation chain—is in many ways outmoded. New collaborations are emerging that stretch well beyond historical industrial boundaries, nurtured by mobility, payment systems, open information, energy management and infrastructure development. This new breed of cooperation is all about unlocking synergies and exploring fresh opportunities.
Although in recent years numerous factors have combined to encourage cross-collaboration among different industries, this trend has yet to gain any real traction. The main question is which enablers are missing to spur the development of new cross-industry ecosystems?
Smart Supply Chains are poised to play an even bigger role in corporations around the globe. Supply chain management has evolved from a "push" model where products move through distinct silos to a more integrated "pull" model that efficiently responds to customer demand signals in real-time. Experts say the future of supply chain management lies in building value at every step through a focus on customers, suppliers, employees and other partners. Supply chain management is also expanding into non-traditional areas like consulting, healthcare, and sustainability to drive profits and social impact.
Cross Industry Collaboration - How to Boost Innovation CapabilityEric Thunberg
This document summarizes a master's thesis that explores how firms use cross-industry collaboration to boost innovation capabilities. The thesis involved interviews with 17 respondents from 15 firms with experience in cross-industry collaboration. The results showed that firms collaborate across industries for different reasons, such as accessing new technologies, exploring new values, or gaining access to new markets. The conclusions indicate that Swedish firms can develop strategies to maximize the effects of cross-industry collaboration on innovation capabilities.
Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production, to product development, to the information systems needed to direct these undertakings.
Development Hell Ltd is an independent media company based in London that publishes Mixmag magazine. Mixmag was first published in 1983 as a black-and-white magazine and was relaunched in 2006. It covers electronic dance music, DJ culture, and nightlife. Development Hell also owns the website DontStayIn.com and produces digital content, events, and other associated products alongside Mixmag.
Este documento presenta el Programa de Enriquecimiento Extracurricular de Canarias (PREPEDI), el cual incluye actividades diseñadas para estimular el pensamiento divergente en alumnos de primaria con altas capacidades. El programa busca desarrollar la creatividad de los estudiantes a través de experiencias que estimulan la fluidez, flexibilidad, elaboración y originalidad del pensamiento. Incluye actividades de ajuste socioemocional, creatividad lingüística, creatividad matemática, juegos lógicos manipulativos
Archaeopteryx is a tool for visualizing and analyzing evolutionary trees. It is based on ATV and built using the open source Forester framework. Archaeopteryx allows users to visualize large trees with over 20,000 nodes. It supports various file formats and can access online databases. Key features include zooming, duplication inference tools, and editing trees. An example biological study analyzed functional profiles of genomes using Forester, phyloXML, and Archaeopteryx.
Karen Butner from IBM Institute for Business Value on ‘The Smarter Supply Cha...eyefortransport
This document summarizes the key findings of an IBM study on the challenges facing global supply chain executives. The top five challenges are supply chain visibility, risk management, increasing customer demands, cost containment, and globalization. To address these challenges, the study advocates for smarter supply chains that are instrumented, interconnected, and intelligent. Specifically, the study recommends increasing supply chain visibility through greater integration and collaboration between partners. It also emphasizes managing risks systemically and gaining customer input to build a more flexible supply chain that can adapt to cost volatility.
Lecture 2 - Sources of technological changeUNU.MERIT
The document discusses Abbott Usher's four steps to the innovation process: 1) perception of a problem, 2) setting the stage by bringing together necessary elements, 3) the act of insight where the solution is found, and 4) critical revision. It then provides an example of the microprocessor's development, noting Intel perceived a need from Busicom, brought together prior experience with memory devices, and Ted Hoff had the insight for a general purpose computer architecture to meet the need less expensively. The document also outlines an innovation funnel process and discusses key questions addressed at each phase to reduce risk and increase investment. Finally, it briefly discusses sources of technological change like R&D activities and actors, learning by doing, and
H-E-B, a leading grocery store chain, needed a more strategic pricing system to compete against large discount retailers. Their existing spreadsheet-based system made it difficult to quickly execute pricing strategies across stores. H-E-B implemented DemandTec's Consumer Demand Management solution to forecast demand, simulate pricing strategies, and ensure pricing rules compliance. This enabled H-E-B to better compete without matching competitors' prices item-for-item. H-E-B is now evaluating expanding their use of DemandTec's tools to promotions and markdowns to further optimize pricing strategies.
Etude annuelle Aéronautique & Défense "Programmes under pressure" (2011)PwC France
PwC a interrogé 28 dirigeants de 23 entreprises chefs de file du secteur de l’aérospatial et de la défense au Brésil, au Canada, en France, en Allemagne, en Inde, au Royaume-Uni et aux États-Unis, entre février et mai 2012. Retrouvez toutes nos publications sur : http://www.pwc.com/publications
What Does the Future of Supply Chain Management Hold?: Interview with: Carter...marcus evans Network
What Does the Future of Supply Chain Management Hold?: Interview with: Carter McNabb, Partner, GRA, a consulting firm attending the marcus evans Chief Logistics Officer Summit 2013, discusses the trends in supply chain management today.
Lecture 7 - Sectoral characteristics of technological changeUNU.MERIT
This document discusses different levels of analysis for technological change: macro, meso, and micro. It also discusses sectoral characteristics of technological change and trajectories. Key concepts discussed include sources of technological change, paths of innovation, and determinants that shape technological development differently across sectors. Examples are given of sector-specific innovation in industries like semiconductors and pharmaceuticals to illustrate how technological trends influence market structures at the sector level over time.
Semiconductor Industry Economics, R&D ProductivityIddo Hadar
The document summarizes the findings of the SEMI/Equipment Suppliers' Productivity Working Group regarding the economics of transitioning to 450mm wafer fabrication. The Working Group found that:
1) A wafer scale-up to 450mm would provide minimal economic benefits and would not be necessary to maintain historical cost reduction trends.
2) The true costs of transitioning to a new wafer size far outweigh the potential benefits. Equipment and infrastructure costs increase significantly while most fabrication costs are unaffected.
3) The semiconductor industry now faces limitations on research and development funding, requiring investment priorities to be based on rigorous analysis rather than historical assumptions. A 450mm transition was found to represent a low-return, high-risk investment
Introduction to ops rules transformation expertiseMike Romeri
This document provides an overview of OPS Rules Partners' operations strategy transformation services. It discusses how OPS Rules uses the intellectual property of MIT Professor David Simchi-Levi to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. The document outlines OPS Rules' methodology, which includes analyzing a client's current situation, innovating alternative strategies, and leading a transformation to implement improvements. It also describes the tools, techniques and capabilities OPS Rules employs to ensure a successful transformation, such as stakeholder engagement, governance, and driving performance through metrics.
Infosys – Integrated Product Management System | SolutionInfosys
This document discusses the benefits of integrated product management (IPM) for high-tech manufacturers. It argues that conventional product lifecycle management (PLM) approaches are too narrow, focusing only on design applications and functions. True IPM requires integrating applications, processes, and people across the entire product lifecycle. This allows for collaborative problem solving, increased efficiencies through information sharing, and new opportunities for competitive advantage and profitability. The document provides examples of how IPM could improve customer service, product design, and supply chain management.
Introduction to ops rules transformation expertisesstein90
This document provides an overview of OPS Rules Partners' approach to operations strategy transformation.
OPS Rules Partners uses Professor David Simchi-Levi's intellectual property and operations rules framework to help clients identify supply chain opportunities and make significant business improvements by optimizing their operations strategies. They employ a multi-step process involving analyzing current operations, innovating new strategies, and transforming organizations.
OPS Rules Partners brings experienced consultants and a proprietary toolkit to help clients achieve quantum leaps in operations performance through strategic supply chain planning, risk management, and other techniques. Their goal is to create sustainable transformations by fully engaging stakeholders and ensuring cultural and organizational readiness.
Transnet aims to align its supplier development activities with South Africa's economic objectives through its Corporate Social Development Plan. It will focus on developing local tier 1 and tier 2 suppliers in related industries to increase employment, skills development, and black economic empowerment. By using its sphere of influence over large original equipment manufacturers, Transnet can help direct more spending to local supplier development and job creation. This shared vision between Transnet's objectives and those of the South African government will promote inclusive economic growth.
Ecr presentation ss chain - jeffrey - finalECR Community
The document discusses strategies for consumer products companies to improve supply chain performance. It recommends adopting a "game changing supply chain" approach that differentiates the supply chain based on customer and consumer behavior to drive top-line growth. This involves segmenting customers and designing tailored supply chain models. The benefits of aligning supply chains with customer segments include improved service levels, cost reductions, and increased sales.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
Achieving excellence in production and supplyPwC Russia
В этой брошюре мы сосредоточили свое внимание на пяти вопросах, решение которых в существенной степени определяет разницу между высочайшим, удовлетворительным и средним качеством в промышленном производстве.
Cross Industry Collaboration: Creating the enablers for disruptive modelswimdecraene
Information technologies, mature markets, relentless demand for innovation, environmental concerns and the uncertain economy are combining to drive the emergence of new growth scenarios, which are spurring companies to fundamentally rethink their growth strategies.
The vision of an economy as a set of independent industries –each serving its own customers, with its own suppliers and its own innovation chain—is in many ways outmoded. New collaborations are emerging that stretch well beyond historical industrial boundaries, nurtured by mobility, payment systems, open information, energy management and infrastructure development. This new breed of cooperation is all about unlocking synergies and exploring fresh opportunities.
Although in recent years numerous factors have combined to encourage cross-collaboration among different industries, this trend has yet to gain any real traction. The main question is which enablers are missing to spur the development of new cross-industry ecosystems?
Smart Supply Chains are poised to play an even bigger role in corporations around the globe. Supply chain management has evolved from a "push" model where products move through distinct silos to a more integrated "pull" model that efficiently responds to customer demand signals in real-time. Experts say the future of supply chain management lies in building value at every step through a focus on customers, suppliers, employees and other partners. Supply chain management is also expanding into non-traditional areas like consulting, healthcare, and sustainability to drive profits and social impact.
Cross Industry Collaboration - How to Boost Innovation CapabilityEric Thunberg
This document summarizes a master's thesis that explores how firms use cross-industry collaboration to boost innovation capabilities. The thesis involved interviews with 17 respondents from 15 firms with experience in cross-industry collaboration. The results showed that firms collaborate across industries for different reasons, such as accessing new technologies, exploring new values, or gaining access to new markets. The conclusions indicate that Swedish firms can develop strategies to maximize the effects of cross-industry collaboration on innovation capabilities.
Supply chain management is the streamlining of a business' supply-side activities to maximize customer value and to gain a competitive advantage in the marketplace. Supply chain management (SCM) represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production, to product development, to the information systems needed to direct these undertakings.
Development Hell Ltd is an independent media company based in London that publishes Mixmag magazine. Mixmag was first published in 1983 as a black-and-white magazine and was relaunched in 2006. It covers electronic dance music, DJ culture, and nightlife. Development Hell also owns the website DontStayIn.com and produces digital content, events, and other associated products alongside Mixmag.
Este documento presenta el Programa de Enriquecimiento Extracurricular de Canarias (PREPEDI), el cual incluye actividades diseñadas para estimular el pensamiento divergente en alumnos de primaria con altas capacidades. El programa busca desarrollar la creatividad de los estudiantes a través de experiencias que estimulan la fluidez, flexibilidad, elaboración y originalidad del pensamiento. Incluye actividades de ajuste socioemocional, creatividad lingüística, creatividad matemática, juegos lógicos manipulativos
Archaeopteryx is a tool for visualizing and analyzing evolutionary trees. It is based on ATV and built using the open source Forester framework. Archaeopteryx allows users to visualize large trees with over 20,000 nodes. It supports various file formats and can access online databases. Key features include zooming, duplication inference tools, and editing trees. An example biological study analyzed functional profiles of genomes using Forester, phyloXML, and Archaeopteryx.
The document provides information about understanding child development and their needs. It discusses Plan International's identity as a child-centered NGO and their impact programs that focus on economic security, health, education, water and sanitation, and protection. It also outlines the methodology and duration of a training module on understanding children, their development domains of physical, cognitive, language, social and emotional. Key principles of child development are presented, including that development is holistic, multi-determined, and children are active participants. The training emphasizes understanding children in their context and building relationships through communication and comprehension.
The document describes the SeqWare Query Engine, which uses HBase and Hadoop to store and query sequencing data at scale in the cloud. It allows users to ask questions about variants, genes, and annotations. The backend uses HBase to store billions of rows and columns and support annotation, querying, and comparison of samples. It also uses MapReduce for parallel processing. This enables scalable analysis and mining of petabyte-scale genomic datasets as sequencing output rapidly increases.
This document summarizes a concurrent bioinformatics software tool called WordSeeker that uses parallel and distributed computing approaches to efficiently discover genome-wide patterns and word-based genomic signatures. The software uses techniques like radix trees, suffix trees, and clustering to analyze input sequences in parallel across multiple cores and nodes. It was tested on the Arabidopsis thaliana genome and able to analyze full genomes in under 5 hours using distributed memory across 5 nodes. Future work will focus on additional parallelization and post-processing capabilities.
Sara Ruffer
Imago Relationships International:
Board of Directors, Faculty & Staff
Imago Relationships International is a global non-profit organization dedicated to transforming
relationships worldwide. The organization oversees the Imago International Institute, a professional
training program, and Imago Relationships International, a membership association.
The Imago International Institute offers comprehensive training programs for mental health profes-
sionals and others interested in learning Imago Relationship Therapy. The Institute is overseen by a
Board of Directors and led by Harville Hendrix, Ph.D., Chancellor of the Institute.
The Master Trainers are senior faculty members who have extensive experience training others in
Imago.
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
TXU implemented a three phase transformation process to transition from a regulated monopoly to an industrial energy company competing in deregulated markets. Phase one focused on rationalizing the portfolio, restructuring to repair the balance sheet, and restoring financial strength. Nearly $14 billion was deployed to reduce debt and return capital to shareholders. Phase two aims to strengthen the core business and drive performance improvement, with a focus on identifying $1.6-1.7 billion in annual cost savings. The ultimate goal is phase three: achieving sustained performance and growth in the competitive market.
TXU implemented a three phase transformation process to transition from a regulated monopoly to an industrial energy company competing in deregulated markets. Phase one focused on rationalizing the portfolio, restructuring to repair the balance sheet, and restoring financial strength. Nearly $14 billion was deployed to reduce debt and return capital to shareholders. Phase two aims to strengthen the core business and drive performance improvement, with a focus on identifying $1.6-1.7 billion in annual cost savings. The ultimate goal is phase three: achieving sustained performance and growth in the competitive industry.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail. TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, but this exposure is partially offset by its integrated retail business. TXU sees opportunities for mid and long term growth by improving operational excellence, implementing performance management, and optimizing its risk/return profile.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail.
TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, which produces power at a lower marginal cost than gas plants. However, the integration of its generation and retail businesses helps reduce volatility as the businesses' margins move in opposite directions with changing gas prices.
In the mid to long term, TXU aims to continue improving operational excellence across its businesses to enhance financial performance and total returns for shareholders.
THE GLOBAL OIL & GAS INDUSTRY: PROSPECTS & CHALLENGES IN THE NEXT DECADE Theo Acheampong
The document discusses the prospects and challenges facing the global oil and gas industry in the next decade. It outlines the industry value chain and major changes, including volatile markets, tougher operating environments, and skills shortages. The presentation framework discusses diversifying revenue, effective cost controls, and investing in safety and human capital as a company strategy. Barriers to change include political/economic instability, lack of expertise in new technologies, and non-integrated operations. Overcoming barriers involves integrated logistics, risk management, industry advocacy, communication, and training. Price risks, capital investments, and sustainability will drive the industry, which will see future growth from new assets, technology, and people.
Invensys is a technology company that develops solutions to help customers in various industries improve efficiency and reduce environmental impact. Their strategy focuses on being a thought leader, technology leader, achieving higher margins through growth markets, and being global, diverse, and agile. Their solutions are used in over 200,000 plants across 180 countries, enabling 20% of electricity generation, 36% of nuclear energy, 17% of oil refining, and more.
This document provides an overview of Public Service Enterprise Group (PSEG). It begins with forward-looking statements and risk factors that could impact PSEG's performance. It then discusses PSEG's strategic focus on maximizing value from existing electric generation, distribution, and transmission assets while deploying capital through asset sales and potential renewable investments. The document notes influences on PSEG's business such as climate change, infrastructure needs, and capacity requirements and how PSEG is positioned to meet these needs with its nuclear, coal, and potential renewable and storage assets.
This document provides an overview of Public Service Enterprise Group (PSEG) and includes forward-looking statements about PSEG's performance. It notes factors that could cause actual results to differ from expectations, such as changes in energy policy, regulation of PSEG's transmission and distribution businesses, environmental regulations, and other risks. The document also includes information about PSEG's generation assets, market positioning, hedging programs, and views on power market volatility.
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The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided that would help explain what the given percentage refers to.
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This document provides an overview of Chesapeake Energy Corporation (CHK) from a March 2009 investor presentation. It summarizes that CHK is a leading producer of natural gas in the US, with production of over 2 billion cubic feet per day. It has top-quality assets in major shale plays like the Haynesville, Marcellus, Barnett, and Fayetteville shales. CHK has captured value through joint venture deals in these plays while maintaining high production growth rates and low finding costs. The document outlines CHK's competitive advantages that position it well during an economic downturn.
The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided, so a concise 3 sentence summary cannot capture much meaningful information from this very brief document.
The document contains a single number - 5.5% - which appears to indicate a percentage or rate of some kind. No other context or details are provided that would help explain what the given percentage refers to.
This document provides an overview of Chesapeake Energy Corporation (CHK) from a March 2009 investor presentation. It summarizes that CHK is a leading producer of natural gas in the US, with production of over 2 billion cubic feet per day. It has top-quality assets in major shale plays like the Haynesville, Marcellus, Barnett, and Fayetteville, giving it low finding and development costs. Joint venture deals have also provided significant value for the company while improving its balance sheet. Looking ahead, CHK expects to continue increasing production and reserves at a low cost despite the economic downturn.
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1. Lehman Brothers
2006 CEO Energy/Power Conference
C. John Wilder
Chairman and CEO
September 6, 2006
2. Safe Harbor Statement
This presentation contains forward-looking statements, which are subject to various risks and
uncertainties. Discussion of risks and uncertainties that could cause actual results to differ
materially from management's current projections, forecasts, estimates and expectations is
contained in the company's SEC filings. In addition to the risks and uncertainties set forth in the
company's SEC filings, the forward-looking statements in this presentation could be affected by
actions of rating agencies, delays in implementing any future price-to-beat fuel factor adjustments,
the ability of the company to attract and retain profitable customers, changes in demand for
electricity, the impact of weather, changes in wholesale electricity prices or energy commodity
prices, the company’s ability to hedge against changes in commodity prices and market heat rates,
the company’s ability to fund certain investments described herein, delays in approval of, or failure
to obtain, air and other environmental permits, changes in competitive market rules, changes in
environmental laws or regulations, changes in electric generation and emissions control
technologies, changes in projected demand for electricity in Texas, the ability of the company to
attract and retain skilled labor for planning and building new generating units, changes in the cost
and availability of materials necessary for the planned new generation units, the ability of the
company to manage the significant construction program to a timely conclusion with limited cost
overruns, the ability of the company to implement the initiatives that are part of its performance
improvement program and growth strategy, and the terms under which the company executes those
initiatives, and the decisions made and actions taken as a result of the company’s financial and
growth strategies.
1
3. Generation Development Discussion Topics At Upcoming Investor
Meetings
Conference Theme Date
Generation technology
review
1 Lehman Brothers Today
Generation development
investment thesis
Competitive dynamics in
2 Investor Conference Sep 26-27
the generation industry
3 EEI New market entry strategy Nov 6-7
2
4. Today’s Agenda
Core advantaged businesses
TXU Today
Business objectives
Value drivers and uncertainties
Technology ERCOT market macroeconomic drivers
Review Technology evaluation
IGCC/SCPC comparison
Advantaged construction and operating model
Development
Superior generation profile
Investment
Access to hedging markets
Thesis
Ability to access capital markets
TXU: Meeting power challenges today and in
Conclusion
the future
3
5. TXU’s Core Businesses Are Structurally Advantaged Across The Entire
Value Chain
TXU Regulated
TXU Competitive Business
Business
Transmission
Generation Retail and
Wholesale
Distribution
Power TXU Power TXU Wholesale TXU Energy TXU Electric
Development Delivery
Company
2nd largest U.S. 6th largest U.S.
Announced 9.0 Access to Large scale
GW development deregulated largest ERCOT competitive T&D company
program output generation retailer
Top quartile
fleet
25-35% lower Access to low Loyal customer costs and
construction cost cost lignite Access to base reliability
and time through reserves largest ERCOT
Strong brand High growth
reference plant retail position
63 TWh of recognition NERC region
Industry-leading baseload Incumbent (2.3%)
Superior
performance and production in a expertise in
service Efficient capital
reliability gas on the regulatory
recovery
margin market advocacy and
market design No commodity
exposure
No retail
customers 4
6. TXU’s Long-Term Objectives
1. Drive 3-5% annual improvement in reliability, efficiency, and
1. Drive 3-5% annual improvement in reliability, efficiency, and
service through power, electric delivery, and retail operations
service through power, electric delivery, and retail operations
2. Meet the growing demand for power in Texas by increasing
2. Meet the growing demand for power in Texas by increasing
baseload power generation portfolio by 9 GW
baseload power generation portfolio by 9 GW
3. Maintain residential market share throughout Texas by profitably
3. Maintain residential market share throughout Texas by profitably
gaining customers outside of North Texas and providing
gaining customers outside of North Texas and providing
innovative products and services to customers state-wide
innovative products and services to customers state-wide
4. Leverage superior baseload operations, construction expertise,
4. Leverage superior baseload operations, construction expertise,
and structuring skills to build a 3-5 GW business in other
and structuring skills to build a 3-5 GW business in other
competitive U.S. wholesale markets
competitive U.S. wholesale markets
5. Continue to enhance business through building strong
5. Continue to enhance business through building strong
management and ensuring financial risk profile is commensurate
management and ensuring financial risk profile is commensurate
with business risk profile
with business risk profile
5
7. Today’s Agenda
Core advantaged businesses
TXU Today
Business objectives
Value drivers and uncertainties
Technology ERCOT market macroeconomic drivers
Review Technology evaluation
IGCC/SCPC comparison
Advantaged construction and operating model
Development
Superior generation profile
Investment
Access to hedging markets
Thesis
Ability to access capital markets
TXU: Meeting power challenges today and in
Conclusion
the future
6
8. Gas Price Fundamentals And Reliance On Gas-Fired Generation Have
Placed Texas’ Power Supply At Risk
Growing supply deficit for US natural gas… …and increased reliance on foreign reserves…
05; Percent (100% = 6,338 Tcf)
95-10E; Tcf
Russia
25 27
US Other 41
23
demand
21
15
19
US supply Iran
3 14
17
US
95 97 99 01 03 05 07 09
Qatar
…have driven high and volatile prices… …that have flowed to the Texas power supply
95-10E; $/MMBtu1 05; Percent (100% = 83 GW)
12 367%
367% Non-gas
10
28
8
6
4
2
Gas 72
0
95 97 99 01 03 05 07 09
7
1 Projected prices from 06-10 based on calendar strip prices as of Aug 31, 2006
9. A Strong Economy Combined With Limited Capacity Additions Have
Driven Volatile, Historically High Electric Prices
Texas’ strong demand growth… …combined with long lead time investments…
Regional electricity demand growth Estimated construction times by technology
05-10E; Percent CAGR 06E; Months
2.4
2.3 120
2.1
1.7 1.7
72
45
24
FRCC ERCOT WECC SERC SPP CCGT PC IGCC Nuclear
…could result in declining reserve margins… …and expectations of continued high prices
North Texas residential retail prices
Reserve margins
02-10; $/MWh
05-10E; Percent
200
16.9
60%
60% 81%
81%
150
6.8 100
50
0
05 10E 8
02 04 06 08 10
10. The Uncertainty Of Carbon Regulation Makes The Energy Challenge
Facing The US Even Tougher
Where to start?: Avg. annual global CO2 emissions What countries?: Man-made CO2 emissions
90-99; Billion metric tons per year 03-10E; Billion metric tons per year
21 30
100% =
100% = 790
36
ROW 45
17
Natural Man made China
19
3
sources sources of
20
97 EU
of CO2 CO2 15
27
US 21
03 10
What sectors?: US CO2 emissions What impact?: Real GDP impacts of regulation
03; Million metric tons of CO2 20E; Basis points of GDP growth
Kyoto Jeffords Carper NCEP
5,878
1,793
-3
-10 -10
1,801
2,284
-76
Power Transportation Industrial, Total
generation commercial,
9
residential
11. TXU Examined All Parts Of The Electric Value Chain To Help Meet The
Texas Energy Challenge
Estimated
06-10 impact
Segment Potential GW equivalent TXU initiatives
Improved efficiency 0.1-0.4 Time of use offering
Retail Increased conservation Green products
1 Market tracker pricing
Improved reliability 0.0-0.1 Smart grid upgrades
Transmission Infrastrux partnership
2 Broadband over power lines
(BPL)
Current Improved efficiency 0.2 TXU Operating System
generation Improved reliability Reliability Optimization Initiative
3 assets (ROI)
Improved environmental
performance
New build Increased renewables 9.3 Largest Texas wind provider
generation Increased baseload supply 9.1 GW of new generation
4 assets State of the art environmental Largest voluntary commitment –
controls 20% emissions reduction
The size of the Texas energy challenge ultimately
The size of the Texas energy challenge ultimately
requires an efficient generation solution
requires an efficient generation solution 10
12. TXU Will Invest In The Optimal Technologies Across The Right Time
Horizons To Meet Its Customers’ Needs Competitive
technology
Horizon 1 Horizon 2
Technology 0-5 years 5-15 years
Constructible
Wind Cost effective
with subsidies
Constructible
Gas
Reliable
Constructible
SCPC Reliable
Cost effective
Constructible
IGCC Reliable
Cost effective
Constructible
Reliable
Nuclear
Cost effective
11
13. While The Characteristics Of Wind Generation Make It Difficult To Meet
The Baseload Demand Of Texas…
Wind availability versus hourly electricity demand in ERCOT
06; Percent
100
80
Hourly
At peak demand demand
60 periods wind
averages less than
40 20% capacity Wind
capacity
20
0
1 5 9 13 17 21
Hours
Not only does wind peak in the off peak hours, it peaks during the shoulder months
Not only does wind peak in the off peak hours, it peaks during the shoulder months
Source: AWEA Second Quarter Market Report, July 12
14. … Wind Must Be Part Of The Solution
TXU plans to double its wind portfolio …furthering Texas as the nation’s leader
by 2010… in wind generation capacity
TXU wind generation purchases Total wind generation capacity
05-10E; MW 06; MW
146%
146%
2,370
1,425 2,325
1,260
1,100
930
580
825 800
06E 07E 08E 09E 10E TX CA IA MN
TXU is the largest purchaser of wind generation in Texas
TXU is the largest purchaser of wind generation in Texas
Source: AWEA Second Quarter Market Report, July 13
15. There Must Be Regulatory, Capital, And Spent Fuel Breakthroughs To
Make Nuclear Generation Competitive in Horizon 2
High construction costs… …combined with long …result in a high total cost
lead times… relative to coal
Construction costs Installation time Breakeven power price
06E; $/kW 06E; Months 06E; $/MWh
127% 167% 50%
127% 167% 50%
74
2,500 68-71
120
20
Carbon1 48-51
1,100 45
SCPC coal Nuclear SCPC coal Nuclear SCPC coal Nuclear
The lack of aalong-term spent fuel solution also makes
The lack of long-term spent fuel solution also makes
nuclear aalonger-term generation solution
nuclear longer-term generation solution
1 Based on potential carbon scenario with current European ETS pricing 14
16. IGCC Was Considered As Part Of The Technology Review But Was
Ultimately Seen Only As A Potential Solution In Horizon 2
1. IGCC technology is unproven on coals available in Texas – lignite
1. IGCC technology is unproven on coals available in Texas – lignite
and PRB coals have a moisture content that is too high for IGCC
and PRB coals have a moisture content that is too high for IGCC
today
today
2. The total power price is not competitive relative to other
2. The total power price is not competitive relative to other
technologies – higher construction costs and lower capacity
technologies – higher construction costs and lower capacity
factors translate to breakeven power prices of $71-74/MWh
factors translate to breakeven power prices of $71-74/MWh
3. Estimated construction times would not meet ERCOT market
3. Estimated construction times would not meet ERCOT market
needs – the 72 month construction timeframe does not allow new
needs – the 72 month construction timeframe does not allow new
capacity to enter the market until 2012
capacity to enter the market until 2012
4. It is unclear if IGCC provides a better carbon alternative –
4. It is unclear if IGCC provides a better carbon alternative –
although capture is potentially more efficient with IGCC than
although capture is potentially more efficient with IGCC than
SCPC, total costs are significantly higher
SCPC, total costs are significantly higher
15
17. The Combination Of Gas Fundamentals And Improvements In
Supercritical Coal Make It The Winning Economic Technology Today…
Coal is a relatively low cost fuel source… …in abundant supply in the US
Fuel cost US reserves
06; $/MMBtu 04; Years of remaining reserves
9.22 84%
84% 1,900%
1,900%
200
1.50
10
Gas Coal Gas Coal
Coal technology has become more cost …and emissions have been reduced
effective… dramatically
Improvements in construction cost NOx emissions from US power plants
95-05; Percent reduction 05; Lbs/MMBtu
85%
45 85%
104%
104% 0.33
22
0.03-0.13
0.05
US avg. TXU new Gas
16
coal coal
Gas Coal
18. …And TXU Has Proposed An Innovative Solution To Make Supercritical
Coal A Winning Environmental Technology…
SO2 NOx Hg
Tons Lbs/ Tons Lbs/ Tons Lbs/
Estimated key emissions rates (000) MWh (000) MWh (000) MWh
2005 emissions (9 existing units) 273.1 11.6 42.1 1.79 0.0025 0.00011
Emissions after adding 11 new units
218.5 3.6 33.7 0.55 0.0020 0.00003
(20 units total)
Percent change from 2005 emissions (20) (69) (20) (69) (20) (69)
TXU has committed to the largest voluntary emissions reduction in US history
TXU has committed to the largest voluntary emissions reduction in US history
TXU will more than double its capacity while cutting key emissions by 20%
TXU will more than double its capacity while cutting key emissions by 20%
TXU is investing up to $2.5 billion on state of the art environmental controls
TXU is investing up to $2.5 billion on state of the art environmental controls
17
19. …Helping To Provide Texas With One Of The Cleanest Generation Fleets
In The Country…
Average NOx emission rates for 10 most populous states
04; Lbs/MMBtu
0.42
0.30
0.30
0.29
0.28
0.27
0.25
0.24
0.18
0.12
0.02
CA TX NY GA NJ IL FL US avg PA MI OH
Improvements in coal will continue to increase efficiency of the Texas
Improvements in coal will continue to increase efficiency of the Texas
portfolio and reduce its emissions profile
portfolio and reduce its emissions profile
Source: TCEQ 18
20. …And Making TXU The Cleanest Large-Scale Coal Fleet In US
NOx emissions Hg emissions
SO2 emissions
Lbs/MMBtu Millionths of lbs/MMBtu
Lbs/MMBtu
1
63% 82%
TXU1
0.37 0.06 C 2.39
TXU
30%
TXU1 3.00
A 0.47 B 0.10
B 0.49 G 0.20 F 3.08
3.12
0.66 0.24 P
C F
I 3.33
D 0.73 K 0.29
E 0.76 N 0.30 Q 3.38
A 3.46
0.88 0.30
F H
D 3.79
G 0.95 E 0.32
3.89
H 0.98 J 0.33 K
J 3.98
I 0.98 US avg 0.33
US avg 4.25
US avg 1.00 L 0.34
G 4.43
1.05 0.34
J R
E 4.55
K 1.05 C 0.35
4.91
H
L 1.23 P 0.35
O 5.08
1.26 0.35
M D
L 5.11
N 1.27 Q 0.36
N 5.12
O 1.29 O 0.39
R 5.41
1.34 0.40
P I
5.98
M
Q 1.61 A 0.41
6.31
1.67 0.42 B
R M
The combination of investment in the newest emissions control technology and
The combination of investment in the newest emissions control technology and
an innovative voluntary retrofit program will make TXU’s coal fleet the
an innovative voluntary retrofit program will make TXU’s coal fleet the
cleanest large-scale fleet in the nation
cleanest large-scale fleet in the nation
1 TXU after new power generation development program and retrofits
19
Source: 2004 EPA
21. Supercritical Coal Will Be A Competitive Technology Even In A Carbon
Constrained World Evidenced By Decisions Being Made Today In Europe
Levelized breakeven power cost European announced new
build capacity
$/MWh
11+; Percent (100%=54 GW)
Other
86 - 124 Coal
84 - 99 5
Wind
74 68-101
With CO2 15 - 50
10 - 25
capture
40
20-50 33
74
71-74
No CO2
48-51
capture
5 4
13
Nuclear
IGCC Advanced TXU
CCGT IGCC
nuclear reference Natural
plant gas
It is likely that over time the retrofit solutions will become even more efficient
It is likely that over time the retrofit solutions will become even more efficient
Even in markets facing carbon constraints, pulverized coal is the technology of
Even in markets facing carbon constraints, pulverized coal is the technology of
choice
choice
20
22. The Challenge Over The Next Horizon Is To Make Other Technologies
Competitive With SCPC
Gas price required to put CCGT Construction cost required to Construction cost required to
in parity with SCPC put nuclear in parity with SCPC put IGCC in parity with SCPC
06E; $/MMBtu 06E; $/kW 06E; $/kW
5.40
950
880
2,250
3.80
1,400
No carbon $20 carbon No carbon $20 carbon
No carbon $20 carbon
tax1 tax1
tax tax
tax1
tax
Improvement
49% 28% 44% 10% 51% 47%
relative to
base case
Other technologies need to be improved to match the performance of SCPC
Other technologies need to be improved to match the performance of SCPC
Continued productivity improvements in SCPC will make the gap wider
Continued productivity improvements in SCPC will make the gap wider
1
21
Based on potential carbon scenario with current European ETS pricing.
23. TXU Will Invest In The Optimal Technologies Across The Right Time
Horizons To Meet Its Customers’ Needs
Horizon 1 Horizon 2
Technology 0-5 years 5-15 years
Constructible
Wind
Cost effective
with subsidies
Gas Constructible
Reliable
SCPC Constructible
Reliable
Cost effective
Constructible
IGCC Reliable
Capacity additions Cost effective
represent 12% of 06-20
US demand growth Constructible
Reliable
Nuclear Cost effective
Technology GW Technology GW
Wind 1.5 Wind 3.0
TXU aspiration:
SCPC 20.0 SCPC 30.0
balanced portfolio of
IGCC 0.0 IGCC 6.0
state of the art Nuclear 2.5 Nuclear 8.0
generation Total 24.0 Total 47.0 22
24. Today’s Agenda
Core advantaged businesses
TXU Today
Business objectives
Value drivers and uncertainties
Technology ERCOT market macroeconomic drivers
Review Technology evaluation
IGCC/SCPC comparison
Advantaged construction and operating model
Development
Superior generation profile
Investment
Access to hedging markets
Thesis
Ability to access capital markets
TXU: Meeting power challenges today and in
Conclusion
the future
23
25. The Core Advantages Of TXU Power Development Company Translate
Into A Unique Investment Thesis
An advantaged …creates a superior …allowing access to …and the ability to
construction and generation profile… the forward hedging better access the
operating model… markets… capital markets
• Exclusive • A 30% improvement • 2010 on line dates • Stability of cash
arrangements with in construction allow access to the flows provides better
costs1
industry leading liquid NYMEX market access to debt
construction firms markets
• A 30% improvement • All in cost advantage
• A scaled build that in construction time makes TXU natural • Timing and
takes advantage of provider of long term resiliency of cash
lean operating PPA’s flows provides better
• A $15/MWh total cost
principles access to equity
advantage
markets
• Top decile operator
in reliability and
costs
The investment thesis is based on bringing together best in class
The investment thesis is based on bringing together best in class
construction with best in class operations
construction with best in class operations
1 Based on average announced new build cost estimate of $1,600/kW 24
26. The Scale Of An 8 Unit Reference Plant Build-Out…
The TXU program allowed suppliers to …translating to step change
remove waste from their process… improvements in delivery time
Overall equipment effectiveness Number of units
Percent 34%
31%
31% 9
TXU reference
8 plant program
3 85 7
5
12
6
65
5
4
3
Eight
2 individual
steam turbine
1
unit build-out
0
Typical Reduced Reduced Reduced Optimized
10 14 18 22 26 30 34 38 42 46 50
equipment die speed rework equipment
effectiveness change- losses effectiveness Months
overs
By utilizing 100% of GE’s manufacturing space in Schenectady, TXU was able
By utilizing 100% of GE’s manufacturing space in Schenectady, TXU was able
to move the turbine equipment off of the construction critical path
to move the turbine equipment off of the construction critical path
25
27. ...Combined With The Application Of Lean Principles Throughout Every
Part Of The Construction Process…
. . . and has supported equipment
and materials procurement
TXU has completed most of the “lean” workouts . . .
Reference Plant material and
Lean improvement workout status
equipment
Potential Ideas Decisions
% Complete % Complete
identified generated taken
100% = $4.2B
0% 33% 66% 100%
Foundations/site prep
Boiler structural steel Purchased 25
Critical piping later
Critical valves
Feed and condensate system
Proposals
Condensate chem. controls
25
in review
Plant structural steel 100%
Cost/
Chimney total
Design
Coal handling
In negotiation 10
Cooling towers
Electrical controls/DCS
Raceway and cable
Transformers
Acquired 40
Scope optimization
Start up and commissioning
Structural steel erection
8 Reference
Schedule/ Boiler erection 85%
Plants
Turbine erection
Process total
Chem clean and airblows
Hydro to turbine roll
26
28. … Have Redefined The Construction Of A Coal Plant…
Estimated development cost Estimated development time
06E; $/kW 06E; Months
31% 30%
1,600
63
1,100
44
Typical TXU reference Typical TXU reference
developer plant developer plant
TXU has reaped the benefits of a scale build
TXU has reaped the benefits of a scale build
program on the reference plant concept
program on the reference plant concept
27
29. … And Will Allow TXU To Provide Lower Cost Power Than Its Competitors
Breakeven power price
06; $/MWh
24%
10
63-66
4
1
48-51
Capital cost Build schedule Operational TXU
Typical
advantage advantage advantage reference
competitor
plant
build ($1,600 $1,100) (6 yrs 4 yrs) (CF 90% 94%
FOM $24/kW-
yr $20/kW-yr)
IRR 6.3% 3.9% 1.3% 0.7% 12.2%
The TXU model provides a $15/MWh all-in cost
The TXU model provides a $15/MWh all-in cost
advantage over the typical developer
advantage over the typical developer
28
30. The Shorter Construction Timeline Allows TXU To Access The Forward
Gas Market To Economically Hedge Output
Liquidity of NYMEX gas market
06-12; Average daily contract transactions
All TXU Competitor
9,750 plants online plants online
7,550
3,000
1,025 975
350 0
06 07 08 09 10 11 12
DevCo position 1.9 2.5 6.3 18.3 19.2 53.7 n/a
relative to total
market
(Percent)
The drop off in liquidity makes it difficult for aaplant coming on line in 2012 or
The drop off in liquidity makes it difficult for plant coming on line in 2012 or
later to materially hedge its output through the NYMEX market
later to materially hedge its output through the NYMEX market
29
31. The Combination Of Superior Performance And Ability To Hedge Will
Make TXU’s Investment Thesis Attractive To Both The Debt And Equity
Distribution of value
06; Percent of trials
Typical developer TXU reference plant
P (NPV < 0) = 75% P (NPV < 0) = 5%
0
NPV
06; $ millions
TXU’s new build strategy significantly decreases the risks associated with
TXU’s new build strategy significantly decreases the risks associated with
high capital cost, long lead-time coal generation investments
high capital cost, long lead-time coal generation investments
30
32. Today’s Agenda
Core advantaged businesses
TXU Today
Business objectives
Value drivers and uncertainties
Technology ERCOT market macroeconomic drivers
Review Technology evaluation
IGCC/SCPC comparison
Advantaged construction and operating model
Development
Superior generation profile
Investment
Access to hedging markets
Thesis
Ability to access capital markets
TXU: Meeting power challenges today and in
Conclusion
the future
31
33. TXU: Meeting America’s Electric Power Challenges Today And In The
Future
1. Investing today in 99GW of new generation to help meet Texas’ energy challenges
1. Investing today in GW of new generation to help meet Texas’ energy challenges
–– Providing energy security by improving 2010 reserve margins from 6.8% to 20.5%
Providing energy security by improving 2010 reserve margins from 6.8% to 20.5%
–– Reducing ERCOT wholesale prices by up to $1.7 billion annually
Reducing ERCOT wholesale prices by up to $1.7 billion annually
–– Doubling capacity while reducing key emissions by 20%
Doubling capacity while reducing key emissions by 20%
2. Investing for tomorrow in the next horizon of clean, reliable and efficient generation
2. Investing for tomorrow in the next horizon of clean, reliable and efficient generation
–– Working with manufacturers to drive performance in technologies like IGCC and
Working with manufacturers to drive performance in technologies like IGCC and
nuclear
nuclear
–– Implementing the next generation of environmental retrofits for SO2, ,NOX, ,and Hg
Implementing the next generation of environmental retrofits for SO2 NOX and Hg
–– Investigating the next generation of carbon separation technologies for
Investigating the next generation of carbon separation technologies for
supercritical coal
supercritical coal
3. Executing the ERCOT development program by redefining high performance
3. Executing the ERCOT development program by redefining high performance
generation construction and operations
generation construction and operations
–– Partnering exclusively with world class developers to reduce time and cost to
Partnering exclusively with world class developers to reduce time and cost to
construct by up to 30%
construct by up to 30%
–– Combining lower cost construction with world class operations to deliver
Combining lower cost construction with world class operations to deliver
customers aaproduct $15/MWh cheaper than competitors
customers product $15/MWh cheaper than competitors
–– Leveraging the operational advantages to access lower cost capital for funding
Leveraging the operational advantages to access lower cost capital for funding
32