December 4 2018WelcomeJalila AissiSession Counsel NYS Department of Public ServiceWICE President and Board MemberMorgan ScottSenior Project Manager Sustainability Electric Power Research InstituteWICE ID: 861357
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1 WICE Fall Conference December 4, 2018 We
WICE Fall Conference December 4, 2018 Welcome! Jalila Aissi Session Counsel â NYS Department of Public Service WICE President and Board Member Morgan Scott Senior Project Manager â Sustainability â Electric Power Research Institute WI
2 CE Membership Director and Board Member
CE Membership Director and Board Member Carley Wigod Hume Strategy Project Manager â New York Power Authority WICE Conference Chair Women in Communications and Energy (WICE) u Community: 1,500 women and men across NYS u Mission : increase
3 gender diversity and inclusion in our fi
gender diversity and inclusion in our fields while learning from each other to enhance our career development u Programming: educational events, including technical and professional development opportunities u Activities: two annual conferen
4 ces , training and networking events,
ces , training and networking events, tours, volunteering, mentoring, and webinars u Visit wiceny.com to learn more Recent WICE Activities Spring 2018 Conference at Glen Sanders - June 5 th Recent WICE Activities netZero Village Tour - J
5 une 4 th Recent WICE Activities Evening
une 4 th Recent WICE Activities Evening of Innovation with BE - Ex Women in Sustainability and Energy (WISE) - September 6 th Recent WICE Activities Tour of bYS Capitol and Womenâs Iistory Exhibit - September 26 th Recent WICE Activities Tou
6 r of National Grid Regional Control Cent
r of National Grid Regional Control Center - October 22 nd Recent WICE Activities WICE Gives Back Lunch to Support Domestic Violence Victims Served by Equinox - November 28 th Thank you Organizational Members! And our many Individual Members!
7 WICE Membership Update Thank you ( again
WICE Membership Update Thank you ( again ) Organizational Members! And our many Individual Members! Membership Benefits u Discount on conference & event attendance u Invitations to member - exclusive events u Priority access to limited - invit
8 ation events u Opportunity to participat
ation events u Opportunity to participate in mentorship program Mentoring Program u Program goal: Foster networking to expand professional relationships and talent within the WICE community u Must be individual or organizat
9 ional member to participate u Seeking bo
ional member to participate u Seeking both mentees and mentors (5+ years of professional experience) u 2018 - 2019 Mentoring Program now accepting applications until Friday, December 7th
10 u Matching to be completed mid - Janua
u Matching to be completed mid - January and webinar to be presented end of January u Mentoring Program table outside and contact Poornima Eber at poornima.eber@nationalgrid.com if interested! Upcoming Dates u M
11 entoring applications: December 7 th u O
entoring applications: December 7 th u Organizational membership renewal u Outreach forthcoming u Payments in Q1 u Individual membership renewal: Automatic based on calendar year Questions? Morgan M. Scott Membership Director membership@wicen
12 y.com Poornima Eber Membership Programmi
y.com Poornima Eber Membership Programming Manager membership@wiceny.com Lili Gao Membership Manager membership@wiceny.com Housekeeping Items Please keep your phones on vibrate @NYWICE @ nywice info@wiceny.com Bathrooms in the back through th
13 e double doors Raffle tickets to win gi
e double doors Raffle tickets to win gift baskets: $5/ticket or 5 tickets for $20 Survey to be distributed tonight â please take some time to provide your feedback Todayâs Agenda 8:30 a.m. Registration and Breakfast 9:00 a.m. Welcome &
14 Membership Update 9:15 a.m. World Café
Membership Update 9:15 a.m. World Café Session 10:15 a.m. Coffee Break 10:30 a.m. System Resilience Overview and Panel Discussion 12:00 p.m. Lunch 1:00 p.m. Keynote with Alicia Barton 1:30 p.m. Coffee Break 2:00 p.m. Resilient Leadership of
15 the Future: Are You Ready? 3:30 p.m. C
the Future: Are You Ready? 3:30 p.m. Closing Remarks & Gift Basket Raffle World Café Session Marie Schnitzer Lead Project Manager National Grid Introduced by Chhandita Das, Economist, NYISO Up Next: System Resilience at 10:30 am What are
16 World Café Conversations? ⢠An easy -
World Café Conversations? ⢠An easy - to - use method for creating a living network of collaborative dialogue around questions that matter in service to real work. ⢠A World Café experience is always meaningful . ⢠For this session
17 , we will have 2 questions to explore.
, we will have 2 questions to explore. ⢠We will post notes, thoughts, etc. on walls afterward. ⢠Solutions oriented Resilience: Toughness , elasticity How have you developed resiliency in the work place ? How have you helped o
18 thers or have been helped by others to
thers or have been helped by others to become more resilient ? AHA MOMENTS Bottomless Closet Pamela Kulnis Program Director Bottomless Closet Introduced by Marie Schnitzer, Lead Project Manager, National Grid Coffee Break Raffle tickets! O
19 ne for $5 Five for $20 Up Next: System
ne for $5 Five for $20 Up Next: System Resilience Session at 10 :30 a m System Resilience Dr. Burcin Unel Energy Policy Director NYU Institute for Policy Integrity Introduced by Poornima Eber, Senior Demand Response Analyst, National Grid T
20 oward Resilience : Defining, Measuring,
oward Resilience : Defining, Measuring, and Monetizing Resilience 28 Dr. Burcin Unel Energy Policy Director NYU Institute for Policy Integrity Outline ⢠Defining resilience ⢠An analytical framework for evaluating resilience actions â¢
21 Takeaways and applications 29 Available
Takeaways and applications 29 Available at: www. http://policyintegrity.org/publications/detail/toward - resilience Why? 30 Defining System Resilience 31 The ability of the system to resist, absorb, recover, and adapt after an external
22 high - impact, low - probability shock A
high - impact, low - probability shock Adapted from: batâl Acad. of Sci., Engâg & aed., Enhancing the Resilience of the bationâs Electricity System 11 (2017), https://www.nap.edu/catalog/24836 . Phases of Electric System Resilience 32
23 Adapted from: Mathaios Panteli & P Man
Adapted from: Mathaios Panteli & P Mancarella , The Grid: Stronger, Bigger, Smarter? , IEEE Power Energy Mag., 59 (2015) Resilience vs. Reliability Reliability Resilience High probability, Low Impact Low probability, High Impact Static Ong
24 oing, short and long term Evaluates stat
oing, short and long term Evaluates states States and transition time between states Customer interruption time Customer interruption time and infrastructure recovery time 33 Source: Mathaios Panteli & P Mancarella , The Grid: Stronger, Big
25 ger, Smarter? , IEEE Power Energy Mag.,
ger, Smarter? , IEEE Power Energy Mag., 59 (2015) A Decision Framework: Cost - Benefit Analysis How much resilience is enough? 34 How? ⢠Quantify benefits ⢠Quantify costs ⢠Pick the option that maximizes net benefits Why? ⢠Maximize
26 social welfare ⢠Transparent & eviden
social welfare ⢠Transparent & evidence based ⢠Will a proposed action accomplish its goals? ⢠Allows comparison across actions, across threats Calculating Benefits A Five Step Framework 35 ⢠Step 1: Characterize Threats ⢠Step 2:
27 Define Resilience Metrics ⢠Step 3: Qu
Define Resilience Metrics ⢠Step 3: Quantify Baseline Resilience ⢠Step 4: Characterize and Quantify Potential Interventions ⢠Step 5: Evaluate Resilience Improvements from Interventions Adapted from DOE Metrics Analysis for Grid Moder
28 nization Project; Resilience Analysis P
nization Project; Resilience Analysis Process Step 1: Characterize Threats ⢠Identify the disruption(s) of concern ⢠Disruption types will vary by location; Policymakers / utilities must exercise judgment ⢠Specify threat scenarios â¢
29 E.g., magnitude/location of hurricane â
E.g., magnitude/location of hurricane ⢠Include probability estimates of alternatives 36 Step 2: Define Resilience Metrics ⢠Performance - based metrics are more useful for policymaking/planning ⢠Quantitative data on consequence of di
30 sruptive events ⢠Economic value of lo
sruptive events ⢠Economic value of lost electric service; costs of repair ⢠Account for uncertainty ⢠Attribute - based metrics have dominated the recent political discussion, but are less useful 37 38 ⢠How will the system respond (
31 using metrics in step 2) given the thre
using metrics in step 2) given the threats identified in step 1 ⢠Simulate consequences using system - level computer models to evaluate systemic effects of infrastructure ⢠Calculate cumulative costs over time Step 3: Quantify Baseli
32 ne Resilience Adapted from: Jean - taul
ne Resilience Adapted from: Jean - taul Watson et al., Sandia batâl Labs., Conceptual Cramework for Developing Resilience Metrics for the Electricity, Oil, and Gas Sectors in the United States (2015). Step 3: Quantify Baseline Resilience
33 39 Incorporate uncertainty Adapted from:
39 Incorporate uncertainty Adapted from: Jean - taul Watson et al., Sandia batâl Labs., Conceptual Cramework for Developing Resilience Metrics for the Electricity, Oil, and Gas Sectors in the United States (2015). Step 4: Characterize Int
34 ervention & Quantify Resilience ⢠Id
ervention & Quantify Resilience ⢠Identify potential interventions ⢠Direct investment by utilities in generation/transmission/distribution ⢠Regulatory policies that result in investments or coordination ⢠Specify intervention â¢
35 How will the intervention change the thr
How will the intervention change the threat or the response ⢠What are the areas of uncertainty ⢠Quantify resilience with intervention ⢠Similar analysis as used to calculate baseline resilience 40 Step 5: Evaluate Resilience Improvem
36 ent 41 Adapted from: Jean - taul Watson
ent 41 Adapted from: Jean - taul Watson et al., Sandia batâl Labs., Conceptual Cramework for Developing Resilience Metrics for the Electricity, Oil, and Gas Sectors in the United States (2015). ⢠Benefits of an intervention is the exp
37 ected reduction in consequence in the
ected reduction in consequence in the face of disruption ⢠May care about changes to expected value (mean), but also changes in low - probability, high magnitude harms (tails) Calculating Costs: Categories that should be considered
38 42 ⢠Direct investment costs ⢠Inf
42 ⢠Direct investment costs ⢠Infrastructure costs, personnel costs ⢠For market rule changes, costs to consumers ⢠May require power sector modeling ⢠Countervailing resilience costs ⢠Increasing risk/harm from other disruptio
39 ns. Evaluation same as benefits analysis
ns. Evaluation same as benefits analysis ⢠Environmental costs Addressing Resilience in our Divided Federal System Different institutions have different roles Focus should be informed by not just legal context but also where action is need
40 ed 43 State role in improving resilience
ed 43 State role in improving resilience ⢠Direct/approve distribution utility resilience investments ⢠Vegetation management ⢠Undergrounding distribution lines ⢠Hardening of lines, substations, poles ⢠Develop rules that encourag
41 e resilience - enhancing DERs ⢠Enhan
e resilience - enhancing DERs ⢠Enhanced inverters ⢠Microgrids , islanding capabilities ⢠Local resilience - related minimum standards Federal role in improving resilience ⢠Transmission compensation rules to enhance resilience â¢
42 Facilitate coordination and planning amo
Facilitate coordination and planning among utilities / regional entities ⢠Develop reliability standards with resilience co - benefits ⢠Market rules that incentivize generation - system resilience ⢠Emergency orders to address rare e
43 vents when they occur 44 Resilience Rol
vents when they occur 44 Resilience Roles by Institution Key Takeaways ⢠Resilience is a systemâs ability to resist, absorb, recover from, and adapt after a high - impact, low - probability event ⢠Resilience should be evaluated with r
44 espect to the whole system ⢠Resilienc
espect to the whole system ⢠Resilience should be defined and measured with respect to specific threats ⢠Policy interventions should be evidence based, and rely on cost - benefit analysis as much as possible ⢠Different institutions ha
45 ve different roles and responsibilities
ve different roles and responsibilities 45 Thank You Questions? burcin.unel@nyu.edu 46 Carol Sedewitz , Vice President, Electric Asset Management at National Grid Pramila Nirbhavane , Supervisor, System Modeling at NYISO Guy Sliker , Director,
46 Product Development at New York Power A
Product Development at New York Power Authority System Resilience Panel Moderator : Dr. Burcin Unel , Energy Policy Director at NYU Institute for Policy Integrity Panelists : Lunch Up Next: Keynote with Alicia Barton at 1 :00 pm Women i
47 n the Energy Industry: Challenges and O
n the Energy Industry: Challenges and Opportunities Alicia Barton President & CEO NYSERDA Introduced by Jalila Aissi, Session Counsel, NYS DPS, WICE President Coffee Break Raffle tickets! One for $5 Five for $20 Up Next: Resilient Leadership
48 at 2:00 pm Resilient Leadership of the
at 2:00 pm Resilient Leadership of the Future: Are You Ready? Amy Lui Abel and Amanda Popiela The Conference Board Introduced by April Ei - Nwe Wasylenko, Lead Project Design Engineer, National Grid www.conferenceboard.org © 2018 The Confer
49 ence Board, Inc. | Resilient Leadershi
ence Board, Inc. | Resilient Leadership of the Future: Are You Ready? www.conferenceboard.org © 2018 The Conference Board, Inc. | RESEARCHERS Amy Lui Abel, PhD Managing Director, Human Capital The Conference Board Amanda Popiela Researche
50 r, Human Capital The Conference Board ww
r, Human Capital The Conference Board www.conferenceboard.org © 2018 The Conference Board, Inc. | What Will Resilient Leadership Look Like? ⪠Focus on engagement ⪠Improved digital capabilities ⪠Enhanced leadership skills through coa
51 ching and mentoring ⪠Maintained healt
ching and mentoring ⪠Maintained health and wellness www.conferenceboard.org © 2018 The Conference Board, Inc. | Polling Question: Today at my company, the representation of women in leadership positions is: ⢠Inadequate ⢠Somewhat i
52 nadequate ⢠Neither adequate nor inade
nadequate ⢠Neither adequate nor inadequate ⢠Somewhat adequate ⢠Adequate www.conferenceboard.org © 2018 The Conference Board, Inc. | Polling Question: To what degree has your company been successful in improving the number of wom
53 en in leadership roles? ⢠Very unsucce
en in leadership roles? ⢠Very unsuccessful ⢠Unsuccessful ⢠Neither successful nor unsuccessful ⢠Successful ⢠Very successful www.conferenceboard.org © 2018 The Conference Board, Inc. | Polling Question: To what extent are you ge
54 tting the development necessary to adva
tting the development necessary to advance in your career? ⢠To a very great extent ⢠To a great extent ⢠To a moderate extent ⢠To some extent ⢠Not at all www.conferenceboard.org © 2018 The Conference Board, Inc. | Polling Ques
55 tion: What experiences would be most ben
tion: What experiences would be most beneficial for you in advancing your career? (In 3 - 5 words) © 2018 The Conference Board, Inc. | www.conferenceboard.org � Leaders at the Core © 2018 The Conference Board, Inc. | www.conference
56 board.org For C - Suite Leaders, Itâs
board.org For C - Suite Leaders, Itâs Still About Developing Leaders Strategy Is Nothing Without Effective Leaders to Execute © 2018 The Conference Board, Inc. | www.conferenceboard.org Leader Capability Stalled Again It's Time to Close t
57 he Gaps © 2018 The Conference Board, Inc
he Gaps © 2018 The Conference Board, Inc. | www.conferenceboard.org No Engaged Workforce Without Engaged Leaders To Raise Leader Engagement, We Need to Raise Up Leaders www.conferenceboard.org © 2018 The Conference Board, Inc. | Managers
58 Can Take Specific Actions to Help Employ
Can Take Specific Actions to Help Employees Take Ownership for Their Engagement www.conferenceboard.org © 2018 The Conference Board, Inc. | Employees Can Take Specific Steps to Re - engage at Work © 2018 The Conference Board, Inc. | www.
59 conferenceboard.org � Digital & D
conferenceboard.org � Digital & Data The Expected Evolution of Work The talent implications of business disruption and technology adoption are vast Unprecedented levels of transparency and insight Greater integration of humans with
60 technology Understanding human Deep an
technology Understanding human Deep analytics and technologies providing new insight to predict and manage human fit and enhance performance Fewer, more diverse colleagues doing different roles in different places Flatter, agile, hyper
61 - customer - focused organizations with
- customer - focused organizations with more senior people and less management Human + machine Technologies that reduce or speed up tasks â thereby reducing and redefining human roles and jobs Source: Mercer: via The Conference Board
62 Webcast, Workforce of the Future: The
Webcast, Workforce of the Future: The Intersection of Man and Machine, 2018 A New Breed of Leaders Will Drive Digital Sustainability in Organizations Robust communication with diverse external network Networked Leadership Drivers of succes
63 s Ability to build or be part of cohesi
s Ability to build or be part of cohesive top team, benefiting from expertise that complements their own High learning agility â and âlifelong learnerâ profile Greater business acumen and strategic orientation than their predecess
64 ors Balance risk consciousness with str
ors Balance risk consciousness with strong innovation orientation Low power distance leadership style Source: Korn Ferry 2017, The Conference Board webcast: Transforming People and Organizations for a Digital World, April 2017 Leaderâs
65 Roles in Digital Change & Transformatio
Roles in Digital Change & Transformation New roles & capabilities ⢠Convener ⢠Interpreter and integrator ⢠Broker/diplomat ⢠Spark cross - organizational collaboration ⢠Leverage data science to apply real - time insights ⢠Proa
66 ctive business strategy development & p
ctive business strategy development & planning How we engage leaders ⢠Coach & advise ⢠Ask powerful questions ⢠Challenge the status quo ⢠Encourage external participation and collaboration ⢠Use data to drive and tell stories â¢
67 Engage in co - creation and design thin
Engage in co - creation and design thinking 18 © 2016 Strategic HR Joint Council Meeting: The Future of Work, The Conference Board, Inc. All Rights Reserved. Equipping Change Constituents: How Individuals Need to React to Change Lean in/com
68 mit. Actively engage and refuse to be a
mit. Actively engage and refuse to be a victim Focus on solutions and the future; be prepared to make choices If not actively on board, donât sabotage. Rather, stay on the sidelines and observe, but donât interfere Educate themselves
69 about the change Challenge the status qu
about the change Challenge the status quo Demand clarity and transparency Be self - sufficient and resilient Do not wait till the 11 th hour; participate and expect that of others above and below Be direct with feedback and speak truth to p
70 ower, do not engage in water cooler tal
ower, do not engage in water cooler talk Seek opportunities for advancement and embrace opportunities for learning © 2018 The Conference Board, Inc. | www.conferenceboard.org � Growth & Potential © 2018 The Conference Board, Inc. |
71 www.conferenceboard.org Build a Coachi
www.conferenceboard.org Build a Coaching Culture Want to Be a Better Leader? Ask a Peer or Employee � When Everyone in the Company Can Be a Coach, Everyone Benefits © 2018 The Conference Board, Inc. | www.conferenceboard.org Men
72 toring for Impact How to Maximize a Crit
toring for Impact How to Maximize a Critical Leadership Experience � Organizational Benefits of Having a Formal Mentoring Culture www.conferenceboard.org © 2018 The Conference Board, Inc. | Polling Question: Have you participated in
73 a mentorship program? Select all that
a mentorship program? Select all that apply. ⢠I have been a formal mentor ⢠I have mentored someone else ⢠I have neither been a formal mentor nor received mentoring www.conferenceboard.org © 2018 The Conference Board, Inc. | Polli
74 ng Question: What are the top barriers t
ng Question: What are the top barriers to advancing women at your organization? (In 3 - 5 words) © 2018 The Conference Board, Inc. | www.conferenceboard.org Want to Be a Leader? Get an Early Start � Percentage of Leaders Who Had Exp
75 erience and Motivation © 2018 The Confe
erience and Motivation © 2018 The Conference Board, Inc. | www.conferenceboard.org Diversity Leaders How Top Organizations Are Growing Strong with Women in Leadership � Impact of Greater Gender Diversity © 2018 The Conference Boar
76 d, Inc. | www.conferenceboard.org Dive
d, Inc. | www.conferenceboard.org Diversity Leaders How Top Organizations Are Growing Strong with Women in Leadership � Practices that Support Having a Stronger Representation of Women by Leadership Level ⪠Invest in employee
77 health and well - being ⪠Leaders pra
health and well - being ⪠Leaders practice key skills and get feedback from manager ⪠Managers regularly review development plans ⪠Hiring and promotion decisions rely on data ⪠Talent review processes have reputation for be
78 ing fair and objective ⪠Formal ment
ing fair and objective ⪠Formal mentoring program in place ⪠Leader development begins with a diagnosis of strengths/ weaknesses ⪠Managers who fail to develop leaders receive negative consequences ⪠High - quality developm
79 ent plans in place ⪠Development is
ent plans in place ⪠Development is personalized ⪠Performance discussions are ongoing Senior - Level Leadership First and Mid - Level Leadership 31% 69% 29% 22% 71% 78% Men Women Percentage of leadership roles by gender www.confer
80 enceboard.org © 2018 The Conference Boar
enceboard.org © 2018 The Conference Board, Inc. | Maintained Health and Wellness Source: Bupa UK www.conferenceboard.org © 2018 The Conference Board, Inc. | Thank you! Raffle! Thank you to everyone who donated or purchased tickets! The pro