The New York Power Authority (NYPA) is committed to helping NYS and its customers become more energy-efficient and transition to a cleaner electric grid system, and that started a flow of ambitious projects addressing everything from industrial energy efficiency to electric vehicle infrastructure to greener power programs. Innovation is at the heart of the effort, and it takes energy experts like Saul Rojas, Regional Manager and Senior Vice President-Operations for Southeastern New York at the Power Authority to turn ideas into reality. His area of responsibility is the safe and reliable operation of NYPA’s power generating assets in New York City and Long Island, but he is also a key leader within the organization who keeps a focus on NYPA’s VISION2030 Strategy as it pursues decarbonization. He shares his perspective on what it takes to transition to a carbon-free New York while promoting economic growth.

TRANSITIONING WITH A VISION OF CLEAN ENERGY

Saul Rojas oversees the operations of two combined cycle power plants. There are also 11 simple cycle units throughout New York City and Long Island. Saul has a unique perspective—he believes that workforce safety always comes first, and that efficient and reliable energy production is a byproduct of safety and our dedicated workforce. He is an engineer with an MBA from Pace University and consistently works to maintain his knowledge of business excellence strategies, which is important in a transitioning industry filled with challenges. Saul brought years of experience to NYPA, having started his career at Consolidated Edison and later working at Mirant as an engineer, among other roles. His passion is in the utility industry, and that passion shines through when discussing the NYPA’s VISION2030 and supporting programs.

NYPA affords Saul many opportunities through its 10-year strategic plan, VISION2030, which has five objectives. First is preserving the value of hydro. Another is decarbonization. Saul is responsible for the NYPA’s fossil-based fuel power generation, so one of his key challenges is developing a strategic plan, goals, and tactics for decarbonizing these assets. A third objective is expanding transmission to help the state meet its renewable objectives, which requires ensuring the transmission infrastructure is in place to deliver power to the load pockets. The load pockets are mainly in the large population centers in southeastern New York, in Saul’s region of responsibility.

A fourth objective is to help customers transition smoothly to clean energy. Decarbonization is one of Saul’s primary focuses. Lastly, the first objective is reimagining New York’s historic canals from a technical and asset perspective. The canals are economic engines throughout the state of New York, from Buffalo to Albany. Protecting the canals is crucial to the people who make their living around them.

MAKING SURE THE WHOLE SYSTEM KEEPS WORKING IN THE MIDST OF TRANSITIONS

The State of New York passed the Climate Leadership and Community Protection Act, which calls for zero emissions from electricity by 2040. However, NYPA is working to accelerate its corresponding goal by ceasing fossil fuel generated power at its small clean power plants by 2030, so Saul is leading a task force that is working on that goal. It is an effort that requires coordinating internal and external resources. “We are working towards repurposing existing fossil fuel facilities for potential battery storage as an energy generation resource. We can only achieve the objectives with our suppliers' help and through community engagement. It is important to remain sensible and recognize it is challenging to make significant changes to an existing electric grid system that is complex and provides the highest level of reliability.”

To demonstrate his belief in the ability of suppliers to innovate, an RFP was issued to see how suppliers respond to opportunities to repurpose existing fossil sites and replace them with battery storage. Saul uses the analogy of a plane, mid-flight and with multiple engines. When replacing an engine mid-flight, it is necessary to ensure the electric grid system remains reliable and is not at risk of collapsing.

NYPA publishes an integrated annual report reflecting its commitment to ESG, environmental sustainability, environmental justice, and diversity, equity, and inclusion. As Saul pursues decarbonization goals, he puts significant effort into community engagement. “I work closely with our environmental justice groups to make sure there is communication both ways. This effort includes engaging with the supplier diversity program to ensure minority-owned and small businesses are afforded opportunities to participate in the procurement program related to decarbonization.”

ONE PROGRAM AT A TIME

The New York Power Authority, in general, has two types of customers. One is government customers that include New York City, New York State, state municipalities and co-ops. The other is industrial and economic development customers. NYPA has been working on decarbonization for many years with government customers. For example, NYPA helped replace traditional streetlights with LED lights and has helped government agencies with a replacement program for antiquated HVAC programs. These individual programs add up to larger results which align with decarbonization, but NYPA’s current challenge is addressing bulk energy generation. In those endeavors, there are two goals. One is to reduce customer and community energy consumption, and the other is to make power even cleaner. An example of an effort supporting both goals is the Power Authority’s commitment to building electric vehicle charging infrastructure throughout the state, which aligns with the overall decarbonization strategy of NYS. Now, the goal is to decarbonize a bigger component of the electric system, which is fossil-based power generation assets.

NYPA has industrial and economic development customer programs that leverage low-cost power for associated job and capital investment commitments. A recent participating customer is Plug Power, a company that will make green hydrogen fuel in Western New York. NYPA also supports government customers in their efforts to reduce their carbon footprint. For example, NYPA upgraded HVAC systems at some of the New York City Housing Authority’s buildings. To implement these programs, NYPA works directly with its customers and local utility to ensure a successful project execution. Additionally, the most recent state budget gave NYPA expanded authority to develop renewable energy generation programs and this is an opportunity to partner with customers where the opportunity exists.

NYPA owns about 1,400 miles of transmission lines, and is a key partner in helping the state meet its energy goals by transforming and building transmission lines to increase power flows. “When we look at the grand scheme of things,” says Saul, “a key aspect that will make a difference in the grid transition and energy efficiency is the development of transmission because that will allow renewable energy developers, wind and solar, to potentially interconnect into our transmission system to provide the renewable power to our customers and all residents of New York State. We can leverage the solar generation in the North Country and the wind generation in Central New York, for example, for the betterment of the state as a whole.” There are ambitious projects in progress now, like Clean Path NY, that will create a transmission connection between central New York and New York City. The project is a collaboration between NYPA and Invenergy and EnergyRe. It will construct a high-voltage DC line to deliver renewable power to New York City.

WORKFORCE OF THE FUTURE

Naturally, there are many challenges that NYPA must overcome to achieve its goals of reducing carbon emissions. One is ensuring the support of the supply chain needed for the new infrastructure such as battery storage systems and unique power equipment. Another is the complex permitting process which requires engagement with the community and regulatory bodies. A third challenge and key to the success is retaining and finding the right workers, and ensuring that the workforce is trained. In the future, Saul anticipates that the required skill set will change, so investing in retraining NYPA’s people is essential, beginning with the existing workforce. NYPA is also looking to the future, by investing in programs that support environment, social, and governance values as it builds a next-generation workforce.

Saul explained, “The South Eastern New York region is playing a significant role. We have an internship program with P-Tech that involves going to high schools and getting students involved in the industry at a younger age. The Power Authority’s Environmental Justice group established a relationship with P-Tech, and now there are a number of high school juniors and seniors that have the opportunity to work and become familiar with the industry. This is an investment in the workforce of the future.” NYPA is competing with other industries and companies for talent, including local utility companies, the construction industry, the tech industry, the banking industry, and e-commerce companies – every industry is competing for talent.

As Saul pursues decarbonization, he weighs the significance of being a leader in the utility industry.. “I have to ensure existing staff transitions as smoothly as possible and has the right skills. Staff members must be flexible and agile and willing to learn new skills needed for the business as it evolves. As new projects progress and come online, new skills will need to be learned.” He believes leaders in future-focused companies must give employees the venue and opportunities to express innovative ideas, and provide the resources when ideas are pursued as programs.

ADOPTING AND LEVERAGING TECHNOLOGY

Artificial intelligence (AI) is also top of leadership minds. NYPA leaders understand that staying current on technology is critical, and they already leverage technologies such as 3D analysis, drones, and more to improve worker safety and take better care of assets. NYPA operates drones that can fly to the top of a transmission tower, so a person does not have to, increasing workforce efficiency while reducing safety risk. NYPA has also invested in smart sensors to work towards its commitment to become the first digital utility in the U.S. The organization monitors performance at its Integrated Smart Operations Center (iSOC) and uses advanced computational algorithms that look at trends, help staff identify issues, and these algorithms evolve through learning akin to AI. Monitoring data and analytics is critical to cybersecurity, too, as NYPA protects its critical asset infrastructure from nation-state threats.

A NEED FOR ENERGY CONSCIOUSNESS

The New York Power Authority is helping to develop the grid of the future. “We want to develop an energy grid that puts future generations in a better place to enjoy the world around them. There is a growing demand for sustainability and a cleaner electric grid, and I am excited about being part of the New York Power Authority’s transition.” To transition power generation away from fossil-based fuels as soon as possible, Saul believes there must be a diversity of energy-generating resources to ensure the resilience and reliability of the energy grid and support an approach that leverages all sensible tools that are available. But he also says it is important to be mindful of all the costs associated with transitioning. One of Saul’s final thoughts is this: “There is a need for more energy consciousness in the United States to accelerate the transition away from using fossil fuels for power generation. Despite the challenges, these are exciting times in the energy industry, and the excitement has only just started.”