Podcasts about adms

In the 1960s, a deep anxiety set in as one thing became seemingly clear: We were headed toward population catastrophe. Paul Ehrlich's “The Population Bomb” and “The Limits to Growth,” written by the Club of Rome, were just two publications warning of impending starvation due to simply too many humans on the earth.As the population ballooned year by year, it would simply be impossible to feed everyone. Demographers and environmentalists alike held their breath and braced for impact.Except that we didn't starve. On the contrary, we were better fed than ever.In his article in The New Atlantis, Charles C. Mann explains that agricultural innovation — from improved fertilization and irrigation to genetic modification — has brought global hunger to a record low.Today on Faster, Please! — The Podcast, I chat with Mann about the agricultural history they didn't teach you in school.Mann is a science journalist who has worked as a correspondent for The Atlantic, Science, and Wired magazines, and whose work has been featured in many other major publications. He is also the author of 1491: New Revelations of the Americas Before Columbus and1493: Uncovering the New World Columbus Created, as well as The Wizard and the Prophet: Two Remarkable Scientists and Their Dueling Visions to Shape Tomorrow's World.In This Episode* Intro to the Agricultural Revolution (2:04)* Water infrastructure (13:11)* Feeding the masses (18:20)* Indigenous America (25:20)Below is a lightly edited transcript of our conversation. Intro to the Agricultural Revolution (2:04)I don't think that people realize that the fact that most people on earth, almost the average person on earth, can feed themselves is a novel phenomenon. It's something that basically wasn't true since as far back as we know.Pethokoukis: What got my attention was a couple of pieces that you've worked on for The New Atlantis magazine looking at the issue of how modern Americans take for granted the remarkable systems and infrastructure that provide us comfort, safety, and a sense of luxury that would've been utterly unimaginable even to the wealthiest people of a hundred years ago or 200 years ago.Let me start off by asking you: Does it matter that we do take that for granted and that we also kind of don't understand how our world works?Mann: I would say yes, very much. It matters because these systems undergird the prosperity that we have, the good fortune that we have to be alive now, but they're always one generation away from collapse. If they aren't maintained, upgraded and modernized, they'll fall apart. They just won't stand there. So we have to be aware of this. We have to keep our eye on the ball, otherwise we won't have these things.The second thing is that, if we don't know how our society works, as citizens, we're simply not going to make very good choices about what to do with that society. I feel like both sides in our current political divide are kind of taking their eye off the ball. It's important to have good roads, it's important to have clean water, it's important to have a functioning public health system, it's important to have an agricultural system that works. It doesn't really matter who you are. And if we don't keep these things going, life will be unnecessarily bad for a lot of people, and that's just crazy to do.Is this a more recent phenomenon? If I would've asked people 50 years ago, “Explain to me how our infrastructure functions, how we get water, how we get electricity,” would they have a better idea? Is it just because things are more complicated today that we have no idea how our food gets here or why when we turn the faucet, clean water comes out?The answer is “yes” in a sort of trivial sense, in that many more people were involved in producing food, a much greater percentage of the population was involved in producing food 50 years ago. The same thing was true for the people who were building infrastructure 50 years ago.But I also think it's generally true that people's parents saw the change and knew it. So that is very much the case and, in a sense, I think we're victims of our own success. These kinds of things have brought us so much prosperity that we can afford to do crazy things like become YouTube influencers, or podcasters, or freelance writers. You don't really have any connection with how the society goes because we're sort of surfing on this wave of luxury that our ancestors bequeathed to us.I don't know how much time you spend on social media, Charles — I'm sure I spend too much — but I certainly sense that many people today, younger people especially, don't have a sense of how someone lived 50 years ago, 100 years ago, and there was just a lot more physical suffering. And certainly, if you go back far enough, you could not take for granted that you would have tomatoes in your supermarket year round, that you would have water in the house and that water would be clean. What I found really interesting — you did a piece on food and a piece on water — in the food piece you note that, in the 1980s, that was a real turning point that the average person on earth had enough to eat all the time, and rather than becoming an issue of food production, it became an issue of distribution, of governance. I think most people would be surprised of that statistic even though it's 40 years old.I don't think that people realize that the fact that most people on earth, almost the average person on earth, can feed themselves is a novel phenomenon. It's something that basically wasn't true since as far back as we know. That's this enormous turning point, and there are many of these turning points. Obviously, the introduction of antibiotics for . . . public health, which is another one of these articles they're going to be working on . . .Just about 100 years ago today, when President Coolidge was [president], his son went to play tennis at the White House tennis courts, and because he was lazy, or it was fashionable, or something, he didn't put on socks. He got a blister on his toe, the toe got infected, and he died. 100 years ago, the president of the United States, who presumably had the best healthcare available to anybody in the world, was unable to save his beloved son when the son got a trivial blister that got infected. The change from that to now is mind boggling.You've written about the Agricultural Revolution and why the great fears 40 or 50 years ago of mass starvation didn't happen. I find that an endlessly interesting topic, both for its importance and for the fact it just seems to be so underappreciated to this day, even when it was sort of obvious to people who pay attention that something was happening, it still seemed not to penetrate the public consciousness. I wonder if you could just briefly talk to me about that revolution and how it happened.The question is, how did it go from “The Population Bomb” written in 1968, a huge bestseller, hugely influential, predicting that there is going to be hundreds of millions of people dying of mass starvation, followed by other equally impassioned, equally important warnings. There's one called “Famine, 1975!,” written a few years before, that predicted mass famines in 1975. There's “The Limits to Growth.” I went to college in the '70s and these were books that were on the curriculum, and they were regarded as contemporary classics, and they all proved to be wrong.The reason is that, although they were quite correct about the fact that the human race was reproducing at that time faster than ever before, they didn't realize two things: The first is that as societies get more affluent, and particularly as societies get more affluent and give women more opportunities, birth rates decline. So that this was obviously, if you looked at history, going to be a temporary phenomenon of whatever length it was be, but it was not going to be infinite.The second was there was this enormous effort spurred by this guy named Norman Borlaug, but with tons of other people involved, to take modern science and apply it to agriculture, and that included these sort of three waves of innovation. Now, most innovation is actually just doing older technologies better, which is a huge source of progress, and the first one was irrigation. Irrigation has been around since forever. It's almost always been done badly. It's almost always not been done systematically. People started doing it better. They still have a lot of problems with it, but it's way better, and now 40 percent, roughly, of the crops in the world that are produced are produced by irrigation.The second is the introduction of fertilizer. There's two German scientists, Fritz Haber and Carl Bosch, who essentially developed the ways of taking fertilizer and making lots and lots of it in factories. I could go into more detail if you want, but that's the essential thing. This had never been done before, and suddenly cheap industrial fertilizer became available all over the world, and Vaclav Smil . . . he's sort of an environmental scientist of every sort, in Manitoba has calculated that roughly 40 percent of the people on earth today would not be alive if it wasn't for that.And then the third was the development of much better, much higher-yielding seeds, and that was the part that Norman Borlaug had done. These packaged together of irrigation fertilizer and seeds yielded what's been called the Green Revolution, doubled, tripled, or even quadrupled grain yields across the world, particularly with wheat and rice. The result is the world we live in today. When I was growing up, when you were growing up, your parents may have said to you, as they did me, Oh, eat your vegetables, there are kids that are starving in Asia.” Right? That was what was told and that was the story that was told in books like “The Population Bomb,” and now Asia's our commercial rival. When you go to Bangkok, that was a place that was hungry and now it's gleaming skyscrapers and so forth. It's all based on this fact that people are able to feed themselves through the combination of these three factors,That story, the story of mass-starvation that the Green Revolution irrigation prevented from coming true. I think a surprising number of people still think that story is relevant today, just as some people still think the population will be exploding when it seems clear it probably will not be exploding. It will rise, but then it's going to start coming down at some point this century. I think those messages just don't get through. Just like most people don't know Norm Borlaug, the Haber-Bosch process, which school kids should know. They don't know any of this. . . Borlaug won the Nobel Prize, right?Right. He won the Nobel Peace Prize. I'll tell you a funny story —I think he won it in the same year that “The Population Bomb” came out.It was just a couple years off. But you're right, the central point is right, and the funny thing is . . . I wrote another book a while back that talked about this and about the way environmentalists think about the world, and it's called the “Wizard and the Prophet” and Borlaug was the wizard of it. I thought, when I proposed it, that it would be easy. He was such an important guy, there'd be tons of biographies about him. And to this day, there isn't a real serious scholarly biography of the guy. This is a person who has done arguably more to change human life than any other person in the 20th century, certainly up in the top dozen or so. There's not a single serious biography of him.How can that be?It's because we're tremendously disconnected. It's a symptom of what I'm talking about. We're tremendously disconnected from these systems, and it's too bad because they're interesting! They're actually quite interesting to figure out: How do you get water to eight billion people? How do you get . . . It is a huge challenge, and some of the smartest people you've ever met are working on it every day, but they're working on it over here, and the public attention is over here.Water infrastructure (13:11). . . the lack of decent, clean, fresh water is the world's worst immediate environmental problem. I think people probably have some vague idea about agriculture, the Agricultural Revolution, how farming has changed, but I think, as you just referred to, the second half, water — utter mystery to people. Comes out of a pipe. The challenges of doing that in a rich country are hard. The challenges doing a country not so rich, also hard. Tell me what you find interesting about that topic.Well, whereas the story about agriculture is basically a good story: We've gotten better at it. We have a whole bunch of technical innovations that came in the 20th century and humankind is better off than ever before. With water, too, we are better off than ever before, but the maddening thing is we could be really well off because the technology is basically extremely old.There's a city, a very ancient city called Mohenjo-daro that I write about a bit in this article that was in essentially on the Pakistan-India border, 2600 BC. And they had a fully functioning water system that, in its basics, was no different than the water system that we have, or that London has, or that Paris has. So this is an ancient, ancient technology, yet we still have two billion people on the planet that don't have access to adequate water. In fact, even though we know how to do it, the lack of decent, clean, fresh water is the world's worst immediate environmental problem. And a small thing that makes me nuts is that climate change — which is real and important — gets a lot of attention, but there are people dying of not getting good water now.On top of it, even in rich countries like us, our water system is antiquated. The great bulk of it was built in the '40s, '50s, and '60s, and, like any kind of physical system, it ages, and every couple years, various engineering bodies, water bodies, the EPA, and so forth puts out a report saying, “Hey, we really have to fix the US water system and the numbers keep mounting up.” And Democrats, Republicans, they all ignore this.Who is working on the water issue in poorer countries?There you have a very ad hoc group of people. The answer is part of it's the Food and Agricultural Organization because most water in most countries is used for irrigation to grow food. You also have the World Health Organization, these kinds of bodies. You have NGOs working on it. What you don't have in those countries like our country is the government taking responsibility for coordinating something that's obviously in the national interest.So you have these things where, very periodically — a government like China has done this, Jordan has done this, Bolivia has done this, countries all over the world have done this — and they say, “Okay, we haven't been able to provide freshwater. Let's bring in a private company.” And the private company then invests all this money in infrastructure, which is expensive. Then, because it's a private company, it has to make that money back, and so it charges people for a lot of money for this, and the people are very unhappy because suddenly they're paying a quarter of their income for water, which is what I saw in Southwest China: water riots because people are paying so much for water.In other words, one of the things that government can do is sort of spread these costs over everybody, but instead they concentrate it on the users, Almost universally, these privatization efforts have led to tremendous political unhappiness because the government has essentially shifted responsibility for coordinating and doing these things and imposed a cost on a narrow minority of the users.Are we finally getting on top of the old water infrastructure in this country? It seems like during the Biden administration they had a big infrastructure bill. Do you happen to know if we are finally getting that system upgraded?Listen, I will be the only person who probably ever interviews you who's actually had to fix a water main as a summer job. I spent [it at] my local Public Works Department where we'd have to fix water mains, and this was a number of years ago, and even a number of years ago, those pipes were really, really old. It didn't take much for them to get a main break.I'm one of those weird people who is bothered by this. All I can tell you is we have a lot of aging infrastructure. The last estimate that I've seen came before this sort of sudden jerky rise of construction costs, which, if you're at all involved in building, is basically all the people in the construction industry talk about. At that point, the estimate was that it was $1.2 trillion to fix the infrastructure that we have in the United States. I am sure it is higher now. I am delighted that the Biden people passed this infrastructure — would've been great if they passed permitting reform and a couple of other things to make it easier to spend the money, but okay. I would like to believe that the Trump people would take up the baton and go on this.Feeding the masses (18:20)I do worry that the kind of regulations, and rules, and ideas that we put into place to try and make agriculture more like this picture that we have in our head will end up inadvertently causing suffering for the people who are struggling.We're still going to have another two billion people, maybe, on this earth. Are we going to be able to feed them all?Yeah, I think that there's no question. The question is what we're going to be able to feed them? Are we going to be able to feed them all, filet mignon and truffled . . . whatever they put truffle oil on, and all that? Not so sure about that.All organic vegetables.At the moment, that seems really implausible, and there's a sort of fundamental argument going on here. There's a lot of people, again, both right and left, who are sort of freaked out by the scale that modern agriculture operates on. You fly over the middle-west and you see all those circles of center-pivot irrigation, they plowed under, in the beginning of the 20th century, 100 million acres of prairie to produce all that. And it's done with enormous amounts of capital, and it was done also partly by moving people out so that you could have this enormous stuff. The result is it creates a system that . . . doesn't match many people's vision of the friendly family farmer that they grew up with. It's a giant industrial process and people are freaked out by the scale. They don't trust these entities, the Cargills and the ADMs, and all these huge companies that they see as not having their interests at heart.It's very understandable. I live in a small town, we have a farm down there, and Jeremy runs it, and I'm very happy to see Jeremy. There's no Jeremy at Archer Daniels Midland. So the result is that there's a big revulsion against that, and people want to downsize the scale, and they point to very real environmental problems that big agriculture has, and they say that that is reason for this. The great problem is that in every single study that I am aware of, the sort of small, local farms don't produce as much food per acre or per hectare as the big, soulless industrial processes. So if you're concerned about feeding everybody, that's something you have to really weigh in your head, or heavy in your heart.That sort of notion of what a farm should look like and what good food is, that kind of almost romantic notion really, to me, plays into the sort of anti-growth or the degrowth people who seemed to be saying that farms could only be this one thing — probably they don't even remember those farms anymore — that I saw in a storybook. It's like a family farm, everything's grown local, not a very industrial process, but you're talking about a very different world. Maybe that's a world they want, but I don't know if that's a world you want if you're a poor person in this world.No, and like I said, I love going to the small farm next to us and talking to Jeremy and he says, “Oh look, we've just got these tomatoes,” it's great, but I have to pay for that privilege. And it is a privilege because Jeremy is barely making it and charging twice as much as the supermarket. There's no economies of scale for him. He still has to buy all the equipment, but he's putting it over 20 acres instead of 2000 acres. In addition, it's because it's this hyper-diverse farm — which is wonderful; they get to see the strawberries, and the tomatoes, and all the different things — it means he has to hire much more labor than it would be if he was just specializing in one thing. So his costs are inevitably much, much higher, and, therefore, I have to pay a lot more to keep him going. That's fine for me; I'm a middle-class person, I like food, this can be my hobby going there.I'd hate to have somebody tell me it's bad, but it's not a system that is geared for people who are struggling. There are just a ton of people all over the world who are struggling. They're better off than they were 100 years ago, but they're still struggling. I do worry that the kind of regulations, and rules, and ideas that we put into place to try and make agriculture more like this picture that we have in our head will end up inadvertently causing suffering for the people who are struggling.To make sure everybody can get fed in the future, do we need a lot more innovation?Innovation is always good. I would say that we do, and the kinds of innovation we need are not often what people imagine. For example, it's pretty clear that parts of the world are getting drier, and therefore irrigation is getting more difficult. The American Southwest is a primary candidate, and you go to the Safford Valley, which I did a few years ago — the Safford Valley is in southeast Arizona and it's hotter than hell there. I went there and it's 106 degrees and there's water from the Colorado River, 800 miles away, being channeled there, and they're growing Pima cotton. Pima cotton is this very good fine cotton that they use to make fancy clothes, and it's a great cash crop for farmers, but growing it involves channeling water from the Colorado 800 miles, and then they grow it by what's called flood irrigation, which is where you just fill the field with an inch of water. I was there actually to see an archeologist who's a water engineer, and I said to him, “Gee, it's hot! How much that water is evaporated?” And he said, “Oh, all of it.”So we need to think about that kind of thing if the Colorado is going to run out of water, which it is now. There's ways you can do it, you can possibly genetically modify cotton to use less water. You could drip irrigation, which is a much more efficient form of irrigation, it's readily available, but it's expensive. So you could try to help farmers do that. I think if you cut the soft costs, which is called the regulatory costs of farming, you might be able to pay for it in that way. That would be one type of innovation. Another type of thing you could do is to do a different kind of farming which is called civil pastoral systems, where you grow tree crops and then you grow cattle underneath, and that uses dramatically less water. It's being done in Sonora, just across the border and the tree crops — trees are basically wild. People don't breed them because it takes so long, but we now have the tools to breed them, and so you could make highly productive trees with cattle underneath and have a system that produces a lot of calories or a lot of good stuff. That's all the different kinds of innovation that we could do. Just some of the different kinds of innovation we could do and all would help.Indigenous America (25:20)Part of the reason I wrote these things is that I realized it's really interesting and I didn't learn anything about it in school.Great articles in The New Atlantis, big fan of “Wizard and the Prophet,” but I'm going to take one minute and ask you about your great books talking about the story of the indigenous peoples of the Americas. If I just want to travel in the United States and I'm interested in finding out more about Native Americans in the United States, where would you tell me to go?One of my favorite places just it's so amazing, is Chaco Canyon, and that's in the Four Corners area — that whole Four Corners area is quite incredible — and Chaco Canyon is a sign that native people could build amazing stuff, and native people could be crazy, in my opinion. It's in the middle of nowhere, it has no water, and for reasons that are probably spiritual and religious, they built an enormous number of essentially castles in this canyon, and they're incredible.The biggest one, Pueblo Bonito as it's called now, it's like 800 rooms. They're just enormous. And you can go there, and you can see these places, and you can just walk around, and it is incredible. You drive up a little bit to Mesa Verde and there's hundreds of these incredible cliff dwellings. What seems to have happened — I'm going to put this really informally and kind of jokingly to you, not the way that an archeologist would talk about it or I would write about it, but what looks like it happened is that the Chaco Canyon is this big canyon, and on the good side that gets the southern exposure is all these big houses. And then the minions and the hoi polloi lived on the other side, and it looks like, around 800, 900, they just got really tired of serving the kings and they had something like a democratic revolution, and they just left, most of them, and founded the Pueblos, which is these intensely democratic self-governing bodies that are kind of like what Thomas Jefferson thought the United States should be.Then it's like all the doctors, and the lawyers, and the MBAs, and the rich guys went up to Mesa Verde and they started off their own little kingdoms and they all fought with each other. So you have these crazy cliff dwellings where it's impossible to get in and there's hundreds of people living in these niches in these cliffs, and then that blew up too. So you could see history, democracy, and really great architecture all in one place.If someone asked me for my advice about changing the curriculum in school, one, people would leave school knowing who the heroes of progress and heroes of the Agricultural Revolution were. And I think they'd also know a lot more about pre-Columbian history of the Americas. I think they should know about it but I also think it's just super interesting, though of course you've brought it to life in a beautiful way.Thank you very much, and I couldn't agree with you more. Part of the reason I wrote these things is that I realized it's really interesting and I didn't learn anything about it in school.On sale everywhere The Conservative Futurist: How To Create the Sci-Fi World We Were PromisedFaster, Please! is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. 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Summer rewind: If electrification is the future of energy, the grid must become more efficient and more reliable across Canada. Jenna Gillis, Manager of Distribution System Integration at Hydro Ottawa, joins thinkenergy to discuss the process. Listen to episode 136, as she shares how Ottawa's electricity grid is being updated with an Advanced Distribution Management System (ADMS) and what this means for you, your family, and residents throughout the region. Related links ●     EV Everywhere Pilot Project: https://hydroottawa.com/en/save-energy/save-energy-homes/ev-everywhere ●     Trevor Freeman on LinkedIn: https://www.linkedin.com/in/trevor-freeman-p-eng-cem-leed-ap-8b612114/ ●     Hydro Ottawa: https://hydroottawa.com/en    To subscribe using Apple Podcasts: https://podcasts.apple.com/us/podcast/thinkenergy/id1465129405 To subscribe using Spotify: https://open.spotify.com/show/7wFz7rdR8Gq3f2WOafjxpl To subscribe on Libsyn: http://thinkenergy.libsyn.com/ -- Subscribe so you don't miss a video: https://www.youtube.com/user/hydroottawalimited Follow along on Instagram: https://www.instagram.com/hydroottawa Stay in the know on Facebook: https://www.facebook.com/HydroOttawa Keep up with the posts on X: https://twitter.com/thinkenergypod   Transcript: Trevor Freeman  Hey everyone. Well, it's officially summer, and the think energy team is taking a break to recharge over the next two months, but also to plan our content for the fall. So stay tuned for some great episodes in the fall. Not to worry, though, we still have our summer rewind to keep you engaged. This is where we pick out some of the great past episodes that we've done and repost them. So whether you're lucky enough to be sitting on a dock or going on a road trip or if you're just keeping up with your commute through the summer, it's a great time to revisit our past content. You will hear past episodes from my predecessor and the host chair, Dan Sagan, as well as a couple of mine from the past few months, and you're welcome to check out your own favorite past episodes as well. Wherever you get your podcasts. We hope you have an amazing summer, and we'll be back with new content in September, and until then, happy listening.   Trevor Freeman  00:07 Hi, welcome to think energy, a podcast that dives into the fast-changing world of energy through conversations with industry leaders, innovators and people on the frontlines of the energy transition. Join me Trevor Freeman, as I explore the traditional, unconventional and even up and coming facets of the energy industry. If you've got thoughts, feedback or ideas for topics that we should cover, we'd love to hear from you. Please reach out to us, I think energy at hydro ottawa.com. Hi, everyone, welcome back. I'm pretty excited about today's topic, because we're going to be tackling something a little bit technical. And that's always fun. And today is going to be the first of what might end up being a few different episodes looking at this term called grid modernization. So today, we're going to do just a high-level overview. And then over the next few months, there'll be a couple of different episodes that will dive deeper into some of the specific aspects of grid modernization. So that term grid modernization can be a little bit daunting, but that's okay. Our goal here is to pull apart these topics to better understand what they are and how they impact all of us, you know, from those of us working in the energy sector, all the way to the end users of our product, if you will, our electricity customers. So let's start by a bit of a primer. And I think it'll be helpful to start by talking about what the grid is. So the electrical power grid has been called the world's largest machine, and the greatest engineering achievement of the 20th century. And for good reason, thinking of it as a machine is a great metaphor, because just like a car, or a sewing machine or a snow blower, there are a lot of parts. And if any one of those parts breaks or isn't working as it's supposed to be, that will impact the overall function of the machine. And the same is true for the grid. And the parts we're talking about here are the holes, the conductors or wires, the transformers, the switches, as well as the many different sensors and meters and communication devices that help the humans in the mix, monitor and control things. The difference though, is that you know, even for a complex machine, like a car, there are hundreds or maybe even a couple 1000 parts. But the electricity grid, even if we just look at let's say hydro Ottawa as territory, there are hundreds of 1000s of parts. And if we scale that up to Ontario's grid, we're talking about millions and millions of individual parts all working together, so that when you turn your lights on at home, electricity that was generated hundreds or 1000s of kilometers away, flows into your device and makes it work. That's pretty impressive. And if any one of those millions of parts breaks, there's an impact somewhere on the grid. If multiple things break, or if there's something really critical that isn't working. That's a major problem. And we've seen these major problems. We've seen large scale outages. And you know, we tend to focus on Ontario's grid on this show, because that's what we call home. But our grid is connected to our neighboring grids, who are connected to their neighbors to form really an interconnected North American grid across Canada and the United States. It really is a modern engineering marvel. And, you know, we didn't just get here by chance. This was kind of designed, you know, back at the early days of the 20th century in the early 1900s. Electrical pioneers met for the first time in what is now Kitchener, Ontario to discuss what it would look like to wire Ontario's customers together to form a provincial electricity grid. Our predecessor company, the Ottawa hydroelectric commission, connected to that provincial grid in 1916. So, what we know as the Ottawa grid and our service territory is over 100 years old today. Before that, across Ontario, reliable and continuous power in the region was kind of uncommon, and really dependent on whether someone in the area like a major business or a wealthy individual had invested in a localized electricity grid for their own needs. An interconnected provincial grid was designed and implemented with a goal of making electricity available to all Ontarians regardless of where they lived. And that kind of evolution of the grid in Ontario is similar to how it worked in other parts of North America and indeed the world. That's kind of how grids came about in the last century. Ontario's electricity grid, however, like all grids around the world, was really designed as a one-way street. So, the idea was to generate and then transmit, and then deliver that electricity to customers in that order. Back then, those pioneers really couldn't have imagined an electricity grid that would need to support two-way interactive things like small scale distributed renewable energy, you know, solar panels on roofs or electric vehicles, or energy storage, and a whole host of other things that, you know, want to do more than just draw power from the grid. As we've talked about the ongoing energy transition, and electrification, which is being driven by the pressures of climate change, is really driving a societal shift to bring the electricity system into the 21st century, and to make sure it's powered with clean, renewable electricity. So, our grid is starting to undergo this major transformation. And we won't be able to do that effectively or affordably by just using the same strategies and technologies and the same pace that we've been doing it at over the last 100 plus years. We need to take it to the next level; we need to rethink what we're doing to upgrade the grid and how we're doing it. And that's really what grid modernization is, it's not saying we don't have a modern grid, it's realizing that the grid of 10 years from now needs to be different in a much bigger way than it's different from how it was 10 years ago, that pace of change needs to happen quicker. And we need to bring on new functionality. It's not just you know, incremental change anymore. To help us make some sense of this. I'm really happy to have Jenna Gillis to chat with today. Jenna is the manager of distribution system integration at hydro Ottawa and is leading this major project that we're calling at a high-level grid modernization, or more specifically, our advanced distribution management system, or ADMS. Jenna has been with hydro Ottawa for 16 years and has held a number of different roles on the operations and systems side of our business and really knows how our grid operates, how it's been operating, how the humans in the mix control things. And what's necessary to get us to that next stage that we've been talking about. Jenna, welcome to the show.   Jenna Gillis  07:04 Great. Thanks, Trevor. excited to talk to about this today.    Trevor Freeman  07:07 Yeah, I'm excited to. So let's start at kind of a high level here and help our listeners understand how we currently operate our grid today. So paint the picture for those of us who don't kind of get to see what happens behind the scenes. How do we control things today?   Jenna Gillis  07:23 Yeah, for sure. So what people might not realize that we actually have people sitting in a control room centralized control room that looks at our system 24/7 365. So we've got people monitoring the system all the time. And they look at the grid state, and they help direct field activities. They look at triaging outages as they become aware of them. And right now, we've got visibility to our control room to all of our substations, so all of our, you know, high level devices, but only down to about 8% of the feeders and not actually all the way out to our customer level. So what does that mean? That means that we still rely on customers calling us or reporting online when they experience an outage. And all of that information does make its way back into our control room operators. And it goes into a system we call the outage management system, which helps us track and identify where we might be seeing issues out on the grid. So the operators then use that information to help make decisions in terms of controlling the grid where they need to open up closed devices where they need to send field crews to restore power. So on top of that, most of these activities are done by field crews. So the system operators are in direct contact with our crews out in the field and providing direction on where to go, what devices to you know, have them physically open or close in the field. And we've got about 10% of our system right now that has remote capabilities. So that means that the operators can choose to open or close those devices, basically at a click of a button back in the office sitting at a computer. So most of what we do today really is human based and does take an expert control operator to be monitoring the systems and making the decisions.   Trevor Freeman  09:08 Yeah, so we've got this like really complex system. It's, you know, state of the art system, if you will, that requires, like you say experts to keep track of what's happening to identify problems and make decisions based on the information they're getting. I just want to pick apart a few things you said there. So when we're talking about our substations, just for our listeners, those are, you know, spots in our grid where we take higher voltage and step it down via transformers to a lower voltage, and then send that out on wires. That's what we call our feeders to our end customers. We know what's happening at that substation level, we can see whether the power is flowing or not whether switches are open or not. But once it gets past that we lose some of that visibility. That's kind of what I'm hearing from you   Jenna Gillis  09:57 Yeah, exactly. And so that's why I'm saying like we still rely on those notifications from our customers to let us know where they're seeing the problems. And, you know, it comes into a system that, that we can look at in conjunction with that visibility that we have on the substations to help us understand what's going on.   Trevor Freeman  10:12 Right. So obviously, it was such a, you know, an ordered and complex system, we're constantly in proving and renewing and upgrading. That's not new. That's not something that we're just starting. But as I've kind of hinted at in the opening there, we do need to change how we do things. So before we look into where we're going, how do we renew and upgrade today, what's our current process.   Jenna Gillis  10:36 So we do have a robust asset management framework. So that's basically a program that tells us and we look at all of our asset information. And that's whether that's poles, wires, transformers, switches, breakers, basically anything we have out on the distribution system, and we look at and prioritize where we need to invest and where we need to renew, replace, install, upgrade, all of that kind of stuff. So basically, as we do that, right now, we go through, and we'll incorporate new technologies, like these remote control switches, like these sensors to bring information back into the control room to help us continue to evolve, meet our customer or system needs. So this, this process has worked really well in the past in terms of keeping pace with technology and the requirements of the grid and our customers. But right now, we're seeing that it's we're falling behind, it's too slow to parallel installation of these new technological devices, with these asset renewals or installation. So I mean, if you think about it, you know, a pull out with wires on it can last over 50 years, we can't wait until we're replacing that 50 years from now to go in and add these new technological advancements. So what that means is now we're looking at a hybrid ap proach. So of course, we're going to continue to parallel activities where it makes sense with these asset renewals and upgrades and replacements. But we also need to strategically start placing these devices in areas that we're going to gain benefit from, and I'm talking about benefit from a control room operator perspective, benefit from a safety or field crew perspective, but also where we can provide value to our customers in terms of, you know, expediting restoration efforts, or, you know, providing more flexibility into the system to allow more customer connections, whether that be, you know, new residential developments, or whether that's, you know, the next solar panel or battery or something like that.   Trevor Freeman  12:25 Yeah, waiting for anybody who's familiar with kind of technological adoption curves and the pace of technological change, you talk about 50 years is the life of some of this equipment, the difference between technology and let's say, 1930, and 1980, wasn't a huge jump when it comes to poles and wires and transformers. But today, the difference of 50 years is night and day that we're not talking at all about the same technology. So we can't wait for that whole cycle to go through before we're getting some of the tech in today that we need today in order to upgrade the system. So that's helpful to understand what that looks like. So let's look forward then. And when we talk about where we want to go with grid modernization, how we want to change that, talk us through what we're trying to accomplish.   Jenna Gillis  13:14 Yeah, so I think I'm gonna paint a little bit of a picture here in terms of how I think about grid modernization, because that's really helped me contextualize the way that we need to do things differently. So I think of grid modernization, that program in entirety as like a stacked or a layer pyramid. At the bottom, you have field devices. So you have equipment that's remotely controlled, or providing data in the field. So you know, we're talking about sensors, or meters or switches, things like that. That's your foundation. On top of that, you then need a way to get that information back to back to systems back to people. So then you need a communication infrastructure. So you need to be able to take that data and funnel it where it needs to go, which is the third layer data management, you need to store, organize, create access to that field data. And then finally, the fourth triangle right at the very top is your applications and analytics later. So now you've got the data coming from the field, you're bringing it back, and you're managing it. So now what are you going to do with that information. So these are the applications and analytics. So really the tools that digest that data and ultimately help make decisions. So that is what I envisioned kind of as the grid modernization pyramid. And you need each one of those layers to unlock the value from the layer below it. So you can't really have one without the other all the way up to the top. So what we need to start doing is thinking about these layers in a programmatic fashion. What we've done historically is looked at the requirements on a project by project or program by program basis. So basically, you would unlock each one of those layers for that specific project or program requirements. What we need to start doing now is that grid moderization is going to be the foundation for everything we do. So basically, every project, every program is going to require some level of information, data management, analytics, communication. So the way we're looking at that is this is now becoming a foundation to everything we do. So we need to be programmatic, roll this out so that regardless of what we're doing in the future, we have this foundation to rely on. And we're not building it piece by piece as we work through, you know, project life cycles. So really, what's different when I talk about grid modernization assets, and I'm talking about meters, or sensors or remote control devices, is the integrated nature. So we talked about that pyramid, you can't use these devices without any one of those layers, whereas you think of a traditional asset like a pole, you can, you know, load it up at a truck, and somebody can go and put it in the ground. So it's really the the true convergence. Now we're seeing what we, you know, our information technology, our IT systems, our operational technology, or OT systems, and then operations and asset management. So we really need to be looking at these things together, as one, making sure we're all aligned to unlock each one of these layers.   Trevor Freeman  16:15 Yeah, it really highlights the, I guess, cascading impacts of projects and decisions and bringing on new technology across the entire distribution, business and how we do things and how we serve our customers. One is impacting the other in ways that hasn't really, truly been the case before. So that's that's a great way of of painting it. Thanks, Jenna. Let's talk about kind of the the why behind this, what are the benefits that we're going to see by taking this approach by taking this sort of accelerated upgraded process that we're doing? What are we going to gain from this.   Jenna Gillis  16:54 So our overall grid modernization strategy is guided by five key objectives. So I'll go through each one of those and give you kind of a high level blurb on on what it is that we're trying to achieve with grid modernization. So the first one is enhancing reliability. So the more monitoring devices you have in the field to understand the state of the grid, the more remote capabilities you have in order to operate. And you know, isolate and restore, the better reliability have the ultimate goal is moving towards an automated process, where you have all of the foundation of the equipment, the communication channels and the audit, the analytics to make decisions, you can get outages restored much more quickly. The next one is what we call flexibility. So adaptive grid flexibility. So we want to make sure that the grid is dynamic to all of these changing energy demands that we're seeing come online, so things like heat pumps, or electric vehicles, or solar generation or battery, we want to provide more options for the connections and be able to have the grid respond dynamically to these changing conditions. Next one we have is fortified resilience and robust security. So resilience is really about the ability to do to withstand disruptions. And I'm talking about that from, you know, a physical asset perspective, but maybe also a technology perspective, as well, we want to make sure that we have a good diversity, to be able to recover from disruptions. So we know there will always be disruptions, as we've seen, kind of with the weather and the little last little while. And then as we get more and more connected, we need to make sure we're safeguarding assets from cyber threats, core to everything we do, we want to make sure that we're thinking about the customer. And so we're looking towards strengthening customer engagement and empowerment. So we've talked about, you know, getting more data back from the field and being able to unlock new new ways of doing things, new tools, and providing some of this information back to the customers to help them be better informed about their energy uses, and their, their low profile and what they want to do with their equipment. And then finally, sustainable decarbonisation of renewable energy integration. So we really want to look at reducing our carbon footprint by optimizing our planning and operations processes. So we talked about it a little bit about automation, you know, that will reduce our need to roll trucks for crews to physically go out in the field and operate devices. And basically, everything above we talked about was, you know, being able to incorporate renewable energy sources. We want to make sure that we have the ability to bring these resources online and leverage them.   Trevor Freeman  19:34 Yeah, I mean, it really kind of, again, not to kind of reiterate the same things we're talking about, but it it's an all encompassing type of project like everything we're trying to do everything we talk about on this show, when it comes to the energy transition, whether that's having a more robust, sustainable, smart grid on the utility side of things, to enabling the kinds of things our customers want to do in terms of adding in more DER's, more self generation and storage, this project is kind of the foundation work. And that's going to support all of those efforts. And we're really only going to get so far without doing this kind of work, which stresses the importance of it.    Jenna Gillis  20:19 Yeah, it really does unlock so much more by having this level of information and visibility into our system that we want to achieve.   Trevor Freeman  20:27 Yeah, that's great. Okay, so let's kind of dive in here you have this overall strategy that you and your team have outlined, which you're calling our grid modernization roadmap. Walk us through the main components of this and kind of the timelines that you've laid out? Is this a six months project? I say that kind of laughing, knowing is not a six month project? How long is this going to take? And what are the major components of this.   Jenna Gillis  20:53 So hopefully, I've done some justification in terms of, you know, mapping out how complex this actually is to deploy. And so our grid modernization roadmap is set out, basically a set of initiatives over the next 10 plus years. So we've kind of, you know, got got a good handle on the objectives we want to unlock over the next 10 years. And so we've laid out, what do we need to do to unlock those, and what's the timing of that. So we also need to understand that this is going to be dynamic and constantly evolving with, you know, technology or market drivers. So you know, this roadmap is only as good as it is today until you know, something changes tomorrow. And we recognize that this is going to have to be dynamic and evolving. So due to the complexity of it, we decided to basically bucket the program into six different component layers so that we can really get a sense of how one feeds into the next as I kind of talked a little bit about the pyramid before. So the first one is physical infrastructure. Number two is sensing and measurement. The third is communication. Fourth is data management and analytics. Number five is control and optimization. And then finally, the last number six is business and regulatory. And so all of our initiatives fit underneath one of those six components.   Trevor Freeman  22:12 Okay, so let's dive in and pull them apart that I'd love to kind of talk more about each of those. And just for our listeners, we're going to keep this fairly high level, because we don't have time to get into super detail on all six. But the plan is actually to take future episodes and maybe pull apart some of these in more detail. So if you're super interested in what we're talking about today, don't worry, we'll we'll dive into more detail. So let's start at the top with physical infrastructure. What does that entail?   Jenna Gillis  22:40 So the physical infrastructure component really targets the challenges and opportunities posed by electric vehicles electrification, climate vulnerability on the grid itself. So we talked a little bit about the fact that we need to start adapting, or continue to adapt our asset management practices to address these factors. So you know, what does that mean that that's things like I talked about before about increasing the rate that we add new technology or remote switches and sensors and things like that into the system. And I talked before about resiliency and flexibility. And a corporate part of this is, you know, incorporating an increased level of climate risk consideration into our, you know, acid assessments and our plan for renewal or replacement of those devices.   Trevor Freeman  23:28 Yeah, so this part of the strategy is really about, you know, the actual devices in the field that are going to be installed the new technology that we want to get out into the field on our grid. Let's let's pick apart that last piece a little bit, the climate vulnerability, how are we also trying to, you know, for lack of a better word, harden our grid, or make it a little more resilient to some of the the weather events we're seeing?   Jenna Gillis  23:52 Yeah, so I think everybody's probably well aware that it's not about, you know, if we're going to see, you know, another large weather round, it's about, it's about when. We've always incorporated those types of things into our asset planning. But now, the frequency and severity of these things is becoming higher and higher. So what we started looking at is, you know, reliability has always been a priority. But now we're shifting gears a little bit to resilience. So I talked about that before. And that's more about withstanding and recovering quickly from the events, like I said, we know they're going to happen. So how are we going to make sure that we can recover as quickly as possible. So with looking at that, we're looking at things like reviewing our design elements, like strengthening the poles that we install or doing strategic undergrounding and sections of overhead lines that we know have a high exposure, and like subsequent consequence of failure. So we are building all of these strategies now as well into that asset management in the deployment of what we're putting out into the field.   Trevor Freeman  24:50 Great. And again, just for our listeners, you know, I want to talk more about what we're doing and what can be done on that climate resiliency piece. So there, you know, keep your eyes open for further episode on that down the road. Okay, so the next piece you talked about is sensing and measurement at a high level, talk us through what that what that means and how that contributes to overall grid effectiveness.   Jenna Gillis  25:13 Yeah, so sensing and measurement is more than just installing the physical devices that we kind of talked about in the previous component. And its devices like sensors to detect faults and report back and where there might be disturbances or outages on the system. And it's more than just meters on customer homes, it's about integrating that data back into our grid management systems. So you know, our ultimate goal is to have real time access to all of the data from our customer meters, you know, that's over 350,000 meters. But to achieve this, we need to have a robust strategy to transfer that information store that information, at the right frequency, meaning in terms of, you know, how often do we get the information from this devices? And how often do we receive that information back in the office for all of the different use cases, and there's, you know, there's hundreds of use cases for that information. So this does represent a significant shift in the way that we're using our meters right now. Right now, when I talk about our customer meters, we take a reading from those once every 24 hours, with hourly level of granular data. So it's basically once every 24 hours, we get 24 points of data. You know, and we're talking about what we want to do with grid modernization, we're looking at, you know, reading those meters, you know, once a minute with more information. So you can see there is a huge shift in the way that we've got kind of the infrastructure set up around those things.   Trevor Freeman  26:43 When you talk about those numbers, so 24 data points every or every day, changing to potentially reading every minute. Remember, we're multiplying that by 350,000. So that's a huge amount of data. And, you know, Jenna and I are working for hydro Ottawa here, one of the sort of medium size utilities in the province of Ontario, we've got other utilities in the sector that have millions of customers. So the importance of data and how we handle that, and we'll talk a little bit more about that in a minute is certainly really high on the priority list. You know, some of what you mentioned there sounds a lot like what we call advanced metering infrastructure 2.0 or AMI 2.0. So for those kind of in the industry that know what that is, that's maybe the next generation of meters, we might be talking about, how does that differ from the existing smart meters that exist all across Ontario? And that doesn't mean they exist everywhere in North America, but at least in Ontario, we've got kind of what we call AMI 1.0. What does AMI 2.0 look like? And how does that change things?   Jenna Gillis  27:50 Yeah, so there's kind of one key critical factor, AMI 1.0 was rolled out with, you know, one main purpose, that's billing. And so our meters are set and our communication infrastructure is set up to again, report back on a frequency that makes sense for monthly billing. So like I said, in other words, that's a once a day reading. And so that data is stored and available the next day, so not, not what we would call real time. So this information is incredibly valuable. And we do use it for planning and supporting operational processes. But it doesn't allow us to respond real time to the conditions on the system, right down to that customer level. So AMI 2.0, which is basically fate. You know, the next step from that first level of having, you know, meters that we can read remotely from the office is more just about than, like I mentioned before about installing sensors, it's not just changing those meters, we talked about the data requirement. And so it's also a substantial upgrade to our communication infrastructure to get that higher volume of data back from the field. And what are we going to use that information for? Like, why is it important to have it real time as opposed to you know, the next day, it's because these meters will be able to give us things like a power off notification. So we talked before about the fact that we do still rely right now on our customers calling in to let us know that they are out of power in the future with AMI 2.0. The intention will be that these meters will report right back into that outage management system. And we will know as soon as that meter sends a signal, say, Oh, I've lost power. The second piece of that is we'd want to know when your power comes back on. So we're going through we're doing our restoration efforts, we want to make sure that we're picking everybody up. So we'd also be able to get a signal coming back on and say like yep, I just turned back on. So having this visibility right down to the customer level gives us so much more flexibility in terms of how we can respond to the system in real time. The other one it also opens a whole bunch of other future use cases such as you know, we talked about unlocking benefits for our customers as well but real time data but their energy uses and you know, providing additional tools or software to help them look at their consumption and overall save money on their bill. So I'm then that's a future step. We're not there today, but the work is on the way to achieve that. And that, you know, those are some of our guiding principles around what we're doing for grid modernization. Yeah really highlights how powerful it can be to know what's happening in real time at every, you know, end use of our entire grid, every customer knowing exactly where the issues are exactly when they get resolved or don't get results. So that's pretty powerful information. So, as we've kind of talked about, there's a natural tie over from having that sensing and metering equipment out in the field, gathering that data, and then getting that data back to our system office where we can use it. And that's where communication comes in. So tell us about the critical role that our communication technology will play.  So today, hydro has a communication network that we've spent our entire service to territory, and it uses a bunch of different technologies or different channels like cellular networks, radio, fibre phone lines, so we've got a diverse communication network that sees across our service territory. So again, kind of parallel in the way that we've been deploying some of these smart technologies. This strategy is very effective and accommodating the sensing and measurement control devices that we've been doing today. But again, we are talking about an increase in data we're talking about an increase of physical devices means that we need faster higher capacity methods to get that data from the field back into our systems. So again, this is all part of the strategy that we're focused on is making sure that we have this backbone communication infrastructure ready to connect these devices into. We don't have all the answers on that yet. But we know roughly where we need to get to. And again, it's part of this roadmap to make sure that we achieve those objectives.    Trevor Freeman  31:47 So when we talk about communication and sending data over communication networks, increasingly, we all know, the challenges with cybersecurity. And people may be wondering, how are we going to protect all this data that's now flowing, that's giving real time information about you know, power use on our grid? How does cybersecurity fit in within this plan.   Jenna Gillis  32:08 So we do have a robust cybersecurity standards that we follow, and a dedicated team who looks after these things for us. So as we know, as the grid becomes more and more connected, cybersecurity becomes an even more crucial part of this. And it's a critical factor. And we you know, we mentioned it as one of the core objectives of the program is to, you know, maintain our security. So if you think about it in the past, when we went and you know, just installed a device that, you know, somebody could go in and control from a bucket truck, you didn't have to incorporate cybersecurity standards, you didn't have to, you know, have a device, go through the multiple levels of checks and validation that we have to do things today. So it is another another shift in the way that we operate, right is that and again, we need to keep pace on the technology standpoint of things, not just the physical device.   Trevor Freeman  32:58 Totally. Okay. So there's definitely a bit of a flow here, because we talked about the data in the field, we talked about communication. Now we've got that data coming into hydronic, into our system office, we kind of move into that next piece, you talked about data management and analytics. How does all this data help us transform our grid? What do we do with this data once we get it?   Jenna Gillis  33:22 Yeah, so raw data coming from the field isn't overly valuable, what you need to do is you need to have an established framework for that information to allow the users to access that in real time. And so when I'm talking users right now, you know I'm talking about it could be a number of different meanings. But today, we're really talking about our hydro Ottawa control room operators, I'm talking about, you know, our planning teams, our operations teams, and our maintenance systems information. So you need to make sure that you have a framework to access that information in meaningful formats. So you know, eventually, once we get a sense of what this information is, and we have a robust strategy around it, we could be providing that information to customers for their energy management systems and use cases like we talked about before. So the other piece is as we collect more and more information on the condition and use of our assets, we can refine and enhance our decision making planning operations, asset management becomes more and more formed. So each one of these pieces of data is critical, but you need to make sure that you have a strong framework around it. So you are gleaning the value from that information.   Trevor Freeman  34:24 Yeah, I mean, you're kind of talking about analytics here. And, you know, analytics is essentially combing through that vast amount of raw data and pulling out insights to make smart evidence based decisions. I know I'm asking you to kind of look in a crystal ball here, but what kinds of insights are you expecting to get once we have access to all this data?   Jenna Gillis  34:45 Yeah, so really, the expectation is, the more information we have about how the grid operates and performs under a variety of different conditions. We'll be better able to plan and optimize that configuration when I talked before about you know that grid resiliency, so What is the best configuration of our of our network? Where do we have problems downstream that we maybe didn't see before. But now we see. So we can start setting things up differently. It will help us enhance our ability to appropriately size and prioritize our investments and make better use of the existing assets that we have. So in light of all these uncertainties we got about electric vehicles electrification and climate risks. The more information we have at our fingertips, the quicker we're going to be able to respond and adjust our strategies to keep up with those market drivers.    Trevor Freeman  35:34 Yeah, you. So asset utilization is a really fascinating piece. And again, you know, this isn't the episode to dive into that. But just quickly, for our listeners, you know, you may be familiar that utility companies have to design to peak load. So we need to be able to provide the highest amount of power that people need, whether it's a hot, sunny summer afternoon, and everyone's got their air conditioning on. But while we're not using that peak load, assets are sitting underutilized, we're not using the capacity we need. And the more of that capacity we can use, the better. And by putting in some of this technology. By gaining those insights, if we can do appropriate, switching or better planning to utilize our assets better, everybody wins, our grid is more effective, it's more economical. And I think we're all in better shape. So great to see where we're going with that. The next component you talked about is control and optimization. So we talked about how we control the grid today and how it's kind of a manual process. We have, you know, really smart folks sitting in our system office who are making important decisions. How does that control evolve with this strategy?   Jenna Gillis  36:48 Yeah, so this layer, this control, and optimization is really about using all of that data to make informed decisions. So one, we're actually undergoing one big transformation, transformative project right now. And you You referenced it earlier, it's our advanced distribution management system, or ADMS. So what this is, is it's really a complete modernization of the software tools used by our control room operators. So the individuals sitting at the desk watching the state of the grid 24/7 365. So to give you a sense of what they're using today to see that picture is the operators have to interact with at least five separate systems right now that are not integrated to gain all that full picture. So the intent of this project, and the main driver is to paint one pane of glass for the operators, it's amalgamating those five separate systems into one view, to give them better insights into the status system. So we're going to be Malkin ating, these five systems, but also then incorporating more of this field data that we've talked about collecting as well. So some of the things that we kind of lock with the advanced distribution management system that we aren't capable of doing today is working towards implementing a fault location, isolation and service restoration scheme. So if you're in the industry, that's well known as FLISAR. So what this is   Trevor Freeman  38:06 a fantastic name, by the way.    Jenna Gillis  38:08 Yeah, what this is really about is two way communication to and from these field devices and sensors to get a sense of where we might be seeing issues on on the distribution system. So where we have faults, or where we have outages occurring, this system will then it's an analytic platform that takes all the information back and it can propose to the operators switching to restore as many customers as we can and isolate that faulted section with line. This future step of that is once we get comfortable, and we know the system and the analytics are working effectively is to allow the system to do it automatically. So instead of proposing switching to an operator who can make the decision and then perform the switching or roll a field crew, eventually we'd be able to do this automatically. So once the system is configured, and we've got all those remotely operable devices in the field, we would allow the system to make automatic decisions and restore and isolate the faulted sections    Trevor Freeman  39:03 So I mean, you're talking about analyzing data and making decisions automatically. It's kind of sounds like AI a little bit, which, of course, is a pretty, you know, buzzword these days in a lot of different sectors. Does, does AI come into play here in terms of making decisions and controlling things on the grid?   Jenna Gillis  39:22 Yeah, so I mean, we have a number of use cases that we're looking at right now with AI. And obviously, the more data we get, the more opportunities we have to leverage technology and AI. So some of the things we're looking at right now is things like predicting and forecasting demand levels or load levels that are on the distribution grid based on you know, a number of inputs, so like the grid status, what's the weather going to be? What did you know? What was the historical loading and things like that? And when you have multiple factors like that, that feed into, you know, what is your customers load going to be? You need something like AI to be able to digest all of that information and come up with recommendations another one This is just analyzing multiple sensors and control boards to help us predict failures. So the more more information we're getting back on the assets, we can use AI to help us explore build models to help us identify exceptions in those large amounts of data. And in order to be able to flag potential failures, and allow us to intervene and course correct before, you know, they potentially cause an outage or something like that.   Trevor Freeman  40:23 Yeah, so that would be and correct me if I'm, if I'm wrong here and interpreting this wrong. That's like, taking a bunch of data points on our existing equipment is running, maybe you know that the temperature that we're seeing, or the loading on that equipment and how that relates to its normal operating load, and be able to say, we think based on the operating conditions, this piece of equipment is likely to fail faster than otherwise it would, is that kind of what you're talking about? Yeah,   Jenna Gillis  40:49 Yeah, exactly. Or even in real time, this piece of equipment is going to overload. And so you need to take intervention and move load around door, something like that as well. Yeah, Yeah, exactly.    Trevor Freeman  40:58 Yeah. And all of that data. I mean, that's all things that we know how to do. But no human can possibly do that in real time with the amount of data coming in. And so that's where some of this advanced technology and AI, artificial intelligence really comes into play to help us pull that out of the massive sea of data that we're going to be getting.  Okay. Okay, so the last component, you mentioned it, you know, on the surface, it might seem like a bit of an outlier business and regulatory, but I think it really ties it all together. And it's, again, one of those foundational pieces. So you know, that the electricity sector is highly regulated, as our listeners probably know, it's extremely complex to navigate. It has been accused, in the past of, you know, not being very conducive to innovation and change. What are some of the priority areas that you've identified, whether that's, you know, dialogue with our regulator, the Ontario Energy Board, or just, you know, regulations and policies, internal or external to our organization that that you think, need to come into play to make this modernization happen?   Jenna Gillis  42:06 Yeah, the whole objective of kind of the business and regulatory stream through good moderization is about building a holistic approach to build operational structures and processes to be able to address and respond to these dynamic market drivers. So one of our big priorities right now is to raise awareness of this of this approach. And the fact that we're broadening our investment categories beyond what you know, I'd consider to be those traditional asset condition or reliability or end of life types of drivers to know, include and layer into it these system observability, these control points and this resiliency, which is a shift in terms of you know, how how we we've justified or how a regulator has looked at the way that we do business in the past. But we also make sure we need to look internally. So it's not just about looking externally and making sure that we're aligned with our regulator, but it's about looking at our internal business process to make sure that we're aligned to deliver the value that we've set out for the grid modernization objectives. So we need to make sure that we have mechanisms to be able to measure our success, and feed that back into continuous improvement I talked about the roadmap is, is needing to be a dynamic, so we need to make sure that we're monitoring our progress towards the delivering of those chapters, and have ability to stop and pivot where we need to when we need to   Trevor Freeman  43:24 this kind of opened the door for new business models or new way of doing things? And are there like specific pilots that we're considering or specific initiatives?    Jenna Gillis  43:35 Yeah, there's, there's a lot going on in the electricity sector right now, one of the big kind of hot topics right now is that there's indications that local distribution companies may need to in the future operate in a similar capacity to the way the Independent Electricity System Operator behaves. So, the ISO they control and dispatch the bulk systems. So they look at they do forecasting on you know, the Ontario energy needs, and they throttle on and off generation and those types of things, the thought is, this is going to be needed at the local level. So they look at you know, hydro, it was service territory level, we may need to look at dispatching generation and doing dynamic load management and things like that. And this is this is a holistic change to the way that we operate right now. And so we need to be able to future proof ourselves to move down that path if that's where things go and dispatching energies resources. I said it kind of as you know, it's just it's one thing, but it's really it's we talked about a little bit of a comprehensive analysis system to take in all of those inputs and understand forecasting and where things are going to be including an economic factors and all the different customer types, including, you know, the widespread adoption of electric vehicles or battery storage, so it can get to be quite a complex system.   Trevor Freeman  44:59  Yeah. it kinda sounds here, like you're talking about the distribution system operator model or DSO. And, and again, you know, like I've said a couple of times, I think there's a future conversation or future episode about that. But it's like you say, having the distributors, the local distribution companies, able to make decisions on how energy is used within our grid, and then that feeds up into how I saw was running the kind of broader provincial grid. So I'll put a pin in that one. And we'll come back to that on a on a future episode.   Jenna Gillis  45:31 And, yeah, and so something that's important for us to understand too, is if we do go down the road of a DSO, we need to know where and what could impact our operations or where we could have those triggers or throttles on the distribution system. So right now, we're undertaking a pilot program as well, looking at evey charging, and we've called it EV everywhere. And I'm sure everybody's well aware that EVs are, you know, could be a huge dynamic load that show up on our system anywhere at any time whenever, whenever somebody wants to plug in their vehicle. And there's also talked about using EV batteries as an energy source to feed back into the system to help grid capacity constraints. While that still might be a long way off, there are still solutions that we want to manage to leverage the Chargers. And we've looked at, you know, instead of having everybody come in and come home from and you know, after work, plug in their their EV and start charging at 5pm. And causing, you know, a new peak in our demand, looking to be able to stagger that charging and whether that's staggered at local community level, whether that's needing to stagger at, we talked about a substation level or whether we need to stagger that at a whole hydro Ottawa service, territory capacity. So EV everywhere is really looking at the use of artificial intelligence to help us make those predictions about where and when and how long EV charging needs are required and being able to manage those devices. So that it reduces the impact on our distribution network. And we talked about increase our asset utilization. And we're hoping to be able to push that beyond just the pilot stage that we're in today.   Trevor Freeman  47:05 Yeah, and really, that's, you know, for, for the end user, for our customers, that's gonna help us remove barriers to you getting that EV and being able to charge at home or where you live or where you work. So that we're not having to modify the grid drastically in order to allow that, we want to make that process as easy as possible. And this is testing out a strategy to do that. So, Jenna, that's super fantastic to hear about this roadmap that you have. And I mean, look, the listeners out there who know me know that I'm pretty optimistic, and I'm pretty excited about this stuff. But I think it's important to highlight some of the risks. So it's a great roadmap, it's a great plan, what could trip us up what could get in the way of us being able to implement the strategy and rolling it out as you envisioned it?    Jenna Gillis  47:56 I think the first one is that this is, this is large, this is transformative. This touches multiple business areas and, and is, is driven by multiple outside influences. So we need to make sure that we've got holistic change management strategies, we need to look at the pace of change that we're implementing, and not necessarily on the distribution grid, but also on our systems, our process our people. So we need time to make sure that when we introduce a large change that we have some settle in, we have some time to adjust and correct and, you know, keep that dynamic continuous improvement process, as we move from one, it's going to be moved from one change to the next set at pretty rapid pace over the next few years. And with all that change, we need to have the right people, we need the right people, we need the right skill set. And some of these skills are things that we haven't done before. So these are new responsibilities, new skill sets to the organization, and I'm going to put a little plug in here is that we're hiring right now. So take a look at our careers page. And if I've, if I've painted an exciting picture, and you want to be a part of this, take a look. We're hiring some of those skill sets today. And this stuff is going to span multiple years, right? So I feel like in the past, we kind of had you know, like, oh, well, that's a five year program. And then and then you're done no like this is this is going to be a continuous evolution. And these can span multi years. And I talked about it before, we need to be able to adapt and pivot to meet the requirements of technology and our customers. And we need to expect that and so we need to build the that ability to stay dynamic through these multi year programs. To make sure that, you know, we maybe we need to change what our grid modernization objectives are halfway through, and that's okay, we can do that.    Trevor Freeman  49:36 Yeah, I think if there's one kind of common theme that comes up in these conversations that I get to have as part of, as part of the show is this is big change that we're talking about here. This is sort of fundamental change within not just one organization within an entire sector and we're all trying to figure out how we do it, we've all got different ideas, and we're working together. And I think your your point about, we need the right people to do that we need people that are really passionate about this and really smart, and see the opportunity to create that change and realize, hey, you know, the utility is not a bad spot to do that it's kind of at the epicenter of a lot of what we're doing here when it comes to energy. So great thoughts. So, I mean, that's kind of the end of the grid modernization question. So I don't know if if now we get into the the easier part of the conversation or the harder part. By we,   Jenna Gillis  50:35 you're talking, you're talking to an engineer. So when we talk personal, it's harder than the techniques of the technology.   Trevor Freeman  50:42 Awesome. Yeah, I can, I can definitely relate. So we we always end our show with with the same questions to our guests. And it just kind of helps us learn a little bit more about you. So as long as you're okay with it, we're gonna dive right in.    Jenna Gillis  50:56 Yeah, let's do it.    Trevor Freeman  50:58 So what's a book that you've read that you think everybody should read?   Jenna Gillis  51:01 So I mean, I think I kind of already touched on it. And the fact that these were the more uncomfortable questions for me. One book that I read that I really enjoyed is as quiet the power of introverts in a world that can't stop talking by Susan Cain. She has a TED talk, too. So if you want to kind of get a short snippet of what she's talking about, but really, it's about dynamics of how our world emphasizes extraversion, and basically everything that we set up and everything we do, and so we need to make sure that we're allowing space for our introverts.   Trevor Freeman  51:31 Great,I like that. What about a movie or a show?   Jenna Gillis  51:35 So I'm not a big movie person. But I've got a TV show. It's pretty niche. It's called the Curse of Oak Island, I'm sure probably not very many people know what I'm talking about. But I followed the story from the beginning. So the show started airing a long time ago. It's basically about a 200 year old treasure hunting mystery in Nova Scotia, touches on archaeology and some potential connections right back to the Knights Templar. So I've become pretty invested in it. It's one show   Trevor Freeman  52:04 is your next vacation to Halifax to go and check out the Oak Island and find this treasure?   Jenna Gillis  52:09 You know, I think it would be pretty cool maybe once like to go and see see what they're doing and like the the size and scale of what they're doing, but I wouldn't necessarily dedicate a whole trip to it.   Trevor Freeman  52:21 Good to know well on that note, what if somebody offered you a free round trip flight anywhere in the world? Where would you go?    Jenna Gillis  52:29 Yeah, so not not Nova Scotia. I'd love to be able to be out and see the northern lights. So somewhere like Iceland or Greenland, I think, seeing seeing something totally different than what I'm used to here in here in Ottawa.   Trevor Freeman  52:44  very cool. Who is someone that you admire?   Jenna Gillis  52:47 So I feel like this is gonna be really cliche given that Taylor Swift has recently released another another album. But Taylor Swift, I think she's incredibly powerful and positive female influence and think she's a great role model. She's got strong big business strategy and authenticity. So I think she's, she's a great role model for girls to be looking up to.   Trevor Freeman  53:12 Yeah, I'm, I'm currently I'm not ashamed to admit I'm currently going through her eras tour with my kids right now. We're watching it and kind of little bits and pieces here. And while we're watching, and I'm texting my nieces, because they're big. They're big Swifties. So that's a great example. And finally, and you're a great person to, to answer this question being kind of right out in the weeds of the energy change. What is something about the energy sector or its future that you're really excited about?    Jenna Gillis  53:42 It's really about the pace of change. So I, you know, we talked about like, I've been with hydro water for about 16 years now. And I feel like we've always been saying it's coming. It's coming. It's right on the horizon, right. So it's here, we're seeing it, we've always been kind of forecasting and wondering when it was going to hit and it's here. So I love that we need to be innovative. I love that we need to rethink the way that we're doing things. And I'm super excited to start breaking down silos and building these cohesive strategies and working together to problem solve, because it's more important now than ever to, to build that integration with, you know, everybody on the team. So that's what I'm super excited about.   Trevor Freeman  54:18 Yeah, I can definitely relate to that. That's, that's what keeps me coming into work every day to I really like them. Jenna, this has been a really great conversation. Thanks for sharing your insights with us on what hydro Ottawa is doing when it comes to grid modernization and just kind of sharing your experience and your expertise on how we're changing and getting ready for the future. I really appreciate it.    Jenna Gillis  54:39 Well, thanks,Trevor. Hopefully I did. I did some justice to what we're doing. And hopefully I've piqued some interest in diving deeper into some of these very specific initiatives that we've got underway.   Trevor Freeman  54:51 Absolutely. And don't be surprised if I reach back out to you to come and dive deeper on some of those as well. So we'll have you back on another time.    Jenna Gillis  54:58 Perfect. Thanks a lot, Trevor. Appreciate it.    Trevor Freeman  55:01 Thanks. Take care. Thanks for tuning in to another episode of The think energy podcast. Don't forget to subscribe wherever you listen to podcasts and it would be great if you could leave us a review and really helps us spread the word. As always, we would love to hear from you. Whether it's feedback, comments, or an idea for a show or our guests. You can always reach us at think energy at hydroottawa.com  

In this episode, Greg and Rob are joined by a new SpendMend team member – Nick Gnadt – to discuss considerations around the use of alternate distribution models (ADMs) in the 340B space. They discuss some of the practical considerations around implementing ADM, where there may be operational or regulatory challenges, and what the long-term outlook is for this more novel strategy. In the intro, the guys recap a flurry of updates in contract pharmacy restrictions, and discuss a communication posted on OPA's website that foreshadows what might be an increasing number of HRSA audit reports released over the next few months that have findings of non-compliance. Catch us at 340B Coalition Summer Conference July 8th - 10th in National Harbor. We will be at booth 717! 

If electrification is the future of energy, the grid must become more efficient and more reliable. All across Canada, from province to province to right here at home in Ottawa. Jenna Gillis, Manager of Distribution System Integration at Hydro Ottawa, joins thinkenergy to discuss the process. Listen to episode 136, as she shares how Ottawa's electricity grid is being updated with an Advanced Distribution Management System (ADMS) and what this means for you, your family, and residents throughout the region. Related links EV Everywhere Pilot Project: https://hydroottawa.com/en/save-energy/save-energy-homes/ev-everywhere  Trevor Freeman on LinkedIn: https://www.linkedin.com/in/trevor-freeman-p-eng-cem-leed-ap-8b612114/ Hydro Ottawa: https://hydroottawa.com/en   To subscribe using Apple Podcasts:  https://podcasts.apple.com/us/podcast/thinkenergy/id1465129405 To subscribe using Spotify: https://open.spotify.com/show/7wFz7rdR8Gq3f2WOafjxpl To subscribe on Libsyn: http://thinkenergy.libsyn.com/ --- Subscribe so you don't miss a video: https://www.youtube.com/user/hydroottawalimited Follow along on Instagram: https://www.instagram.com/hydroottawa Stay in the know on Facebook: https://www.facebook.com/HydroOttawa Keep up with the posts on X: https://twitter.com/thinkenergypod Transcript:  Transcript Ep 136 Fri, Apr 26, 2024 9:47AM • 55:30 SUMMARY KEYWORDS talked, grid modernization, grid, information, customers, devices, data, change, system, energy, asset, technology, call, great, operators, Ontario, working, dynamic, sense, distribution SPEAKERS Trevor Freeman, Jenna Gillis   Trevor Freeman  00:07 Hi, welcome to think energy, a podcast that dives into the fast-changing world of energy through conversations with industry leaders, innovators and people on the frontlines of the energy transition. Join me Trevor Freeman, as I explore the traditional, unconventional and even up and coming facets of the energy industry. If you've got thoughts, feedback or ideas for topics that we should cover, we'd love to hear from you. Please reach out to us, I think energy at hydro ottawa.com. Hi, everyone, welcome back. I'm pretty excited about today's topic, because we're going to be tackling something a little bit technical. And that's always fun. And today is going to be the first of what might end up being a few different episodes looking at this term called grid modernization. So today, we're going to do just a high-level overview. And then over the next few months, there'll be a couple of different episodes that will dive deeper into some of the specific aspects of grid modernization. So that term grid modernization can be a little bit daunting, but that's okay. Our goal here is to pull apart these topics to better understand what they are and how they impact all of us, you know, from those of us working in the energy sector, all the way to the end users of our product, if you will, our electricity customers. So, let's start by a bit of a primer. And I think it'll be helpful to start by talking about what the grid is. So, the electrical power grid has been called the world's largest machine, and the greatest engineering achievement of the 20th century. And for good reason, thinking of it as a machine is a great metaphor, because just like a car, or a sewing machine or a snow blower, there are a lot of parts. And if any one of those parts breaks or isn't working as it's supposed to be, that will impact the overall function of the machine. And the same is true for the grid. And the parts we're talking about here are the holes, the conductors or wires, the transformers, the switches, as well as the many different sensors and meters and communication devices that help the humans in the mix, monitor and control things. The difference though, is that you know, even for a complex machine, like a car, there are hundreds or maybe even a couple 1000 parts. But the electricity grid, even if we just look at let's say hydro Ottawa as territory, there are hundreds of 1000s of parts. And if we scale that up to Ontario's grid, we're talking about millions and millions of individual parts all working together, so that when you turn your lights on at home, electricity that was generated hundreds or 1000s of kilometers away, flows into your device and makes it work. That's pretty impressive. And if any one of those millions of parts breaks, there's an impact somewhere on the grid. If multiple things break, or if there's something really critical that isn't working. That's a major problem. And we've seen these major problems. We've seen large scale outages. And you know, we tend to focus on Ontario's grid on this show, because that's what we call home. But our grid is connected to our neighboring grids, who are connected to their neighbors to form really an interconnected North American grid across Canada and the United States. It really is a modern engineering marvel. And, you know, we didn't just get here by chance. This was kind of designed, you know, back at the early days of the 20th century in the early 1900s. Electrical pioneers met for the first time in what is now Kitchener, Ontario to discuss what it would look like to wire Ontario's customers together to form a provincial electricity grid. Our predecessor company, the Ottawa hydroelectric commission, connected to that provincial grid in 1916. So, what we know as the Ottawa grid and our service territory is over 100 years old today. Before that, across Ontario, reliable and continuous power in the region was kind of uncommon, and really dependent on whether someone in the area like a major business or a wealthy individual had invested in a localized electricity grid for their own needs. An interconnected provincial grid was designed and implemented with a goal of making electricity available to all Ontarians regardless of where they lived. And that kind of evolution of the grid in Ontario is similar to how it worked in other parts of North America and indeed the world. That's kind of how grids came about in the last century. Ontario's electricity grid, however, like all grids around the world, was really designed as a one-way street. So, the idea was to generate and then transmit, and then deliver that electricity to customers in that order. Back then, those pioneers really couldn't have imagined an electricity grid that would need to support two-way interactive things like small scale distributed renewable energy, you know, solar panels on roofs or electric vehicles, or energy storage, and a whole host of other things that, you know, want to do more than just draw power from the grid. As we've talked about the ongoing energy transition, and electrification, which is being driven by the pressures of climate change, is really driving a societal shift to bring the electricity system into the 21st century, and to make sure it's powered with clean, renewable electricity. So, our grid is starting to undergo this major transformation. And we won't be able to do that effectively or affordably by just using the same strategies and technologies and the same pace that we've been doing it at over the last 100 plus years. We need to take it to the next level; we need to rethink what we're doing to upgrade the grid and how we're doing it. And that's really what grid modernization is, it's not saying we don't have a modern grid, it's realizing that the grid of 10 years from now needs to be different in a much bigger way than it's different from how it was 10 years ago, that pace of change needs to happen quicker. And we need to bring on new functionality. It's not just you know, incremental change anymore. To help us make some sense of this. I'm really happy to have Jenna Gillis to chat with today. Jenna is the manager of distribution system integration at hydro Ottawa and is leading this major project that we're calling at a high-level grid modernization, or more specifically, our advanced distribution management system, or ADMS. Jenna has been with hydro Ottawa for 16 years and has held a number of different roles on the operations and systems side of our business and really knows how our grid operates, how it's been operating, how the humans in the mix control things. And what's necessary to get us to that next stage that we've been talking about. Jenna, welcome to the show.   Jenna Gillis  07:04 Great. Thanks, Trevor. excited to talk to about this today.   Trevor Freeman  07:07 Yeah, I'm excited to. So, let's start at kind of a high level here and help our listeners understand how we currently operate our grid today. So, paint the picture for those of us who don't kind of get to see what happens behind the scenes. How do we control things today?   Jenna Gillis  07:23 Yeah, for sure. So, what people might not realize that we actually have people sitting in a control room centralized control room that looks at our system 24/7 365. So, we've got people monitoring the system all the time. And they look at the grid state, and they help direct field activities. They look at triaging outages as they become aware of them. And right now, we've got visibility to our control room to all of our substations, so all of our, you know, high level devices, but only down to about 8% of the feeders and not actually all the way out to our customer level. So, what does that mean? That means that we still rely on customers calling us or reporting online when they experience an outage. And all of that information does make its way back into our control room operators. And it goes into a system we call the outage management system, which helps us track and identify where we might be seeing issues out on the grid. So, the operators then use that information to help make decisions in terms of controlling the grid where they need to open up closed devices where they need to send field crews to restore power. So, on top of that, most of these activities are done by field crews. So, the system operators are in direct contact with our crews out in the field and providing direction on where to go, what devices to you know, have them physically open or close in the field. And we've got about 10% of our system right now that has remote capabilities. So that means that the operators can choose to open or close those devices, basically at a click of a button back in the office sitting at a computer. So, most of what we do today really is human based and does take an expert control operator to be monitoring the systems and making the decisions.   Trevor Freeman  09:08 Yeah, so we've got this like really complex system. It's, you know, state of the art system, if you will, that requires, like you say experts to keep track of what's happening to identify problems and make decisions based on the information they're getting. I just want to pick apart a few things you said there. So, when we're talking about our substations, just for our listeners, those are, you know, spots in our grid where we take higher voltage and step it down via transformers to a lower voltage, and then send that out on wires. That's what we call our feeders to our end customers. We know what's happening at that substation level, we can see whether the power is flowing or not whether switches are open or not. But once it gets past that we lose some of that visibility. That's kind of what I'm hearing from you   Jenna Gillis  09:57 Yeah, exactly. And so that's why I'm saying like we still rely on those notifications from our customers to let us know where they're seeing the problems. And, you know, it comes into a system that, that we can look at in conjunction with that visibility that we have on the substations to help us understand what's going on.   Trevor Freeman  10:12 Right. So obviously, it was such a, you know, an ordered and complex system, we're constantly in proving and renewing and upgrading. That's not new. That's not something that we're just starting. But as I've kind of hinted at in the opening there, we do need to change how we do things. So, before we look into where we're going, how do we renew and upgrade today, what's our current process.   Jenna Gillis  10:36 So, we do have a robust asset management framework. So that's basically a program that tells us and we look at all of our asset information. And that's whether that's poles, wires, transformers, switches, breakers, basically anything we have out on the distribution system, and we look at and prioritize where we need to invest and where we need to renew, replace, install, upgrade, all of that kind of stuff. So basically, as we do that, right now, we go through, and we'll incorporate new technologies, like these remote-control switches, like these sensors to bring information back into the control room to help us continue to evolve, meet our customer or system needs. So, this, this process has worked really well in the past in terms of keeping pace with technology and the requirements of the grid and our customers. But right now, we're seeing that it's we're falling behind, it's too slow to parallel installation of these new technological devices, with these asset renewals or installation. So, I mean, if you think about it, you know, a pull out with wires on it can last over 50 years, we can't wait until we're replacing those 50 years from now to go in and add these new technological advancements. So, what that means is now we're looking at a hybrid approach. So of course, we're going to continue to parallel activities where it makes sense with these asset renewals and upgrades and replacements. But we also need to strategically start placing these devices in areas that we're going to gain benefit from, and I'm talking about benefit from a control room operator perspective, benefit from a safety or field crew perspective, but also where we can provide value to our customers in terms of, you know, expediting restoration efforts, or, you know, providing more flexibility into the system to allow more customer connections, whether that be, you know, new residential developments, or whether that's, you know, the next solar panel or battery or something like that.   Trevor Freeman  12:25 Yeah, waiting for anybody who's familiar with kind of technological adoption curves and the pace of technological change, you talk about 50 years is the life of some of this equipment, the difference between technology and let's say, 1930, and 1980, wasn't a huge jump when it comes to poles and wires and transformers. But today, the difference of 50 years is night and day that we're not talking at all about the same technology. So, we can't wait for that whole cycle to go through before we're getting some of the tech in today that we need today in order to upgrade the system. So that's helpful to understand what that looks like. So, let's look forward then. And when we talk about where we want to go with grid modernization, how we want to change that, talk us through what we're trying to accomplish.   Jenna Gillis  13:14 Yeah, so I think I'm going to paint a little bit of a picture here in terms of how I think about grid modernization, because that's really helped me contextualize the way that we need to do things differently. So, I think of grid modernization, that program in entirety as like a stacked or a layer pyramid. At the bottom, you have field devices. So, you have equipment that's remotely controlled, or providing data in the field. So, you know, we're talking about sensors, or meters or switches, things like that. That's your foundation. On top of that, you then need a way to get that information back-to-back to systems back to people. So, then you need a communication infrastructure. So, you need to be able to take that data and funnel it where it needs to go, which is the third layer data management, you need to store, organize, create access to that field data. And then finally, the fourth triangle right at the very top is your applications and analytics later. So now you've got the data coming from the field, you're bringing it back, and you're managing it. So now what are you going to do with that information. So, these are the applications and analytics. So really the tools that digest that data and ultimately help make decisions. So that is what I envisioned kind of as the grid modernization pyramid. And you need each one of those layers to unlock the value from the layer below it. So, you can't really have one without the other all the way up to the top. So, what we need to start doing is thinking about these layers in a programmatic fashion. What we've done historically is looked at the requirements on a project by project or program by program basis. So basically, you would unlock each one of those layers for that specific project or program requirements. What we need to start doing now is that grid modernization is going to be the foundation for everything we do. So basically, every project, every program is going to require some level of information, data management, analytics, communication. So, the way we're looking at that is this is now becoming a foundation to everything we do. So, we need to be programmatic, roll this out so that regardless of what we're doing in the future, we have this foundation to rely on. And we're not building it piece by piece as we work through, you know, project life cycles. So really, what's different when I talk about grid modernization assets, and I'm talking about meters, or sensors or remote-control devices, is the integrated nature. So, we talked about that pyramid, you can't use these devices without any one of those layers, whereas you think of a traditional asset like a pole, you can, you know, load it up at a truck, and somebody can go and put it in the ground. So, it's really the true convergence. Now we're seeing what we, you know, our information technology, our IT systems, our operational technology, or OT systems, and then operations and asset management. So, we really need to be looking at these things together, as one, making sure we're all aligned to unlock each one of these layers.   Trevor Freeman  16:15 Yeah, it really highlights the, I guess, cascading impacts of projects and decisions and bringing on new technology across the entire distribution, business and how we do things and how we serve our customers. One is impacting the other in ways that hasn't really, truly been the case before. So that's a great way of painting it. Thanks, Jenna. Let's talk about kind of the why behind this, what are the benefits that we're going to see by taking this approach by taking this sort of accelerated upgraded process that we're doing? What are we going to gain from this?   Jenna Gillis  16:54 So, our overall grid modernization strategy is guided by five key objectives. So, I'll go through each one of those and give you kind of a high-level blurb on what it is that we're trying to achieve with grid modernization. So, the first one is enhancing reliability. So, the more monitoring devices you have in the field to understand the state of the grid, the more remote capabilities you have in order to operate. And you know, isolate and restore, the better reliability has the ultimate goal is moving towards an automated process, where you have all of the foundation of the equipment, the communication channels and the audit, the analytics to make decisions, you can get outages restored much more quickly. The next one is what we call flexibility. So adaptive grid flexibility. So, we want to make sure that the grid is dynamic to all of these changing energy demands that we're seeing come online, so things like heat pumps, or electric vehicles, or solar generation or battery, we want to provide more options for the connections and be able to have the grid respond dynamically to these changing conditions. Next one we have is fortified resilience and robust security. So, resilience is really about the ability to do to withstand disruptions. And I'm talking about that from, you know, a physical asset perspective, but maybe also a technology perspective, as well, we want to make sure that we have a good diversity, to be able to recover from disruptions. So, we know there will always be disruptions, as we've seen, kind of with the weather and the little last little while. And then as we get more and more connected, we need to make sure we're safeguarding assets from cyber threats, core to everything we do, we want to make sure that we're thinking about the customer. And so, we're looking towards strengthening customer engagement and empowerment. So, we've talked about, you know, getting more data back from the field and being able to unlock new ways of doing things, new tools, and providing some of this information back to the customers to help them be better informed about their energy uses, and their, low profile and what they want to do with their equipment. And then finally, sustainable decarbonization of renewable energy integration. So, we really want to look at reducing our carbon footprint by optimizing our planning and operations processes. So, we talked about it a little bit about automation, you know, that will reduce our need to roll trucks for crews to physically go out in the field and operate devices. And basically, everything above we talked about was, you know, being able to incorporate renewable energy sources. We want to make sure that we have the ability to bring these resources online and leverage them.   Trevor Freeman  19:34 Yeah, I mean, it really kind of, again, not to kind of reiterate the same things we're talking about, but it it's an all-encompassing type of project like everything we're trying to do everything we talk about on this show, when it comes to the energy transition, whether that's having a more robust, sustainable, smart grid on the utility side of things, to enabling the kinds of things our customers want to do in terms of adding in more DER's, more self-generation and storage, this project is kind of the foundation work. And that's going to support all of those efforts. And we're really only going to get so far without doing this kind of work, which stresses the importance of it.   Jenna Gillis  20:19 Yeah, it really does unlock so much more by having this level of information and visibility into our system that we want to achieve.   Trevor Freeman  20:27 Yeah, that's great. Okay, so let's kind of dive in here you have this overall strategy that you and your team have outlined, which you're calling our grid modernization roadmap. Walk us through the main components of this and kind of the timelines that you've laid out? Is this a six months project? I say that kind of laughing, knowing is not a six-month project? How long is this going to take? And what are the major components of this.   Jenna Gillis  20:53 So hopefully, I've done some justification in terms of, you know, mapping out how complex this actually is to deploy. And so, our grid modernization roadmap is set out, basically a set of initiatives over the next 10 plus years. So, we've kind of, you know, got a good handle on the objectives we want to unlock over the next 10 years. And so, we've laid out, what do we need to do to unlock those, and what's the timing of that. So, we also need to understand that this is going to be dynamic and constantly evolving with, you know, technology or market drivers. So you know, this roadmap is only as good as it is today until you know, something changes tomorrow. And we recognize that this is going to have to be dynamic and evolving. So due to the complexity of it, we decided to basically bucket the program into six different component layers so that we can really get a sense of how one feeds into the next as I kind of talked a little bit about the pyramid before. So, the first one is physical infrastructure. Number two is sensing and measurement. The third is communication. Fourth is data management and analytics. Number five is control and optimization. And then finally, the last number six is business and regulatory. And so all of our initiatives fit underneath one of those six components.   Trevor Freeman  22:12 Okay, so let's dive in and pull them apart that I'd love to kind of talk more about each of those. And just for our listeners, we're going to keep this fairly high level, because we don't have time to get into super detail on all six. But the plan is actually to take future episodes and maybe pull apart some of these in more detail. So if you're super interested in what we're talking about today, don't worry, we'll dive into more detail. So, let's start at the top with physical infrastructure. What does that entail?   Jenna Gillis  22:40 So the physical infrastructure component really targets the challenges and opportunities posed by electric vehicles electrification, climate vulnerability on the grid itself. So, we talked a little bit about the fact that we need to start adapting, or continue to adapt our asset management practices to address these factors. So you know, what does that mean that that's things like I talked about before about increasing the rate that we add new technology or remote switches and sensors and things like that into the system. And I talked before about resiliency and flexibility. And a corporate part of this is, you know, incorporating an increased level of climate risk consideration into our, you know, acid assessments and our plan for renewal or replacement of those devices.   Trevor Freeman  23:28 Yeah, so this part of the strategy is really about, you know, the actual devices in the field that are going to be installed the new technology that we want to get out into the field on our grid. Let's pick apart that last piece a little bit, the climate vulnerability, how are we also trying to, you know, for lack of a better word, harden our grid, or make it a little more resilient to some of the weather events we're seeing?   Jenna Gillis  23:52 Yeah, so I think everybody's probably well aware that it's not about, you know, if we're going to see, you know, another large weather round, it's about, it's about when. We've always incorporated those types of things into our asset planning. But now, the frequency and severity of these things is becoming higher and higher. So, what we started looking at is, you know, reliability has always been a priority. But now we're shifting gears a little bit to resilience. So, I talked about that before. And that's more about withstanding and recovering quickly from the events, like I said, we know they're going to happen. So how are we going to make sure that we can recover as quickly as possible. So, with looking at that, we're looking at things like reviewing our design elements, like strengthening the poles that we install or doing strategic undergrounding and sections of overhead lines that we know have a high exposure, and like subsequent consequence of failure. So, we are building all of these strategies now as well into that asset management in the deployment of what we're putting out into the field.   Trevor Freeman  24:50 Great. And again, just for our listeners, you know, I want to talk more about what we're doing and what can be done on that climate resiliency piece. So there, you know, keep your eyes open for further episode on that down the road. Okay, so the next piece you talked about is sensing and measurement at a high level, talk us through what that what that means and how that contributes to overall grid effectiveness.   Jenna Gillis  25:13 Yeah, so sensing and measurement is more than just installing the physical devices that we kind of talked about in the previous component. And its devices like sensors to detect faults and report back and where there might be disturbances or outages on the system. And it's more than just meters on customer homes, it's about integrating that data back into our grid management systems. So, you know, our ultimate goal is to have real time access to all of the data from our customer meters, you know, that's over 350,000 meters. But to achieve this, we need to have a robust strategy to transfer that information store that information, at the right frequency, meaning in terms of, you know, how often do we get the information from these devices? And how often do we receive that information back in the office for all of the different use cases, and there's, you know, there's hundreds of use cases for that information. So, this does represent a significant shift in the way that we're using our meters right now. Right now, when I talk about our customer meters, we take a reading from those once every 24 hours, with hourly level of granular data. So, it's basically once every 24 hours, we get 24 points of data. You know, and we're talking about what we want to do with grid modernization, we're looking at, you know, reading those meters, you know, once a minute with more information. So you can see there is a huge shift in the way that we've got kind of the infrastructure set up around those things.   Trevor Freeman  26:43 When you talk about those numbers, so 24 data points every or every day, changing to potentially reading every minute. Remember, we're multiplying that by 350,000. So that's a huge amount of data. And, you know, Jenna and I are working for hydro Ottawa here, one of the sorts of medium size utilities in the province of Ontario, we've got other utilities in the sector that have millions of customers. So, the importance of data and how we handle that, and we'll talk a little bit more about that in a minute is certainly really high on the priority list. You know, some of what you mentioned there sounds a lot like what we call advanced metering infrastructure 2.0 or AMI 2.0. So, for that kind of in the industry that know what that is, that's maybe the next generation of meters, we might be talking about, how does that differ from the existing smart meters that exist all across Ontario? And that doesn't mean they exist everywhere in North America, but at least in Ontario, we've got kind of what we call AMI 1.0. What does AMI 2.0 look like? And how does that change things?   Jenna Gillis  27:50 Yeah, so there's kind of one key critical factor, AMI 1.0 was rolled out with, you know, one main purpose, that's billing. And so, our meters are set and our communication infrastructure is set up to again, report back on a frequency that makes sense for monthly billing. So, like I said, in other words, that's a once a day reading. And so that data is stored and available the next day, so not, not what we would call real time. So, this information is incredibly valuable. And we do use it for planning and supporting operational processes. But it doesn't allow us to respond real time to the conditions on the system, right down to that customer level. So, AMI 2.0, which is basically fate. You know, the next step from that first level of having, you know, meters that we can read remotely from the office is more just about than, like I mentioned before about installing sensors, it's not just changing those meters, we talked about the data requirement. And so, it's also a substantial upgrade to our communication infrastructure to get that higher volume of data back from the field. And what are we going to use that information for? Like, why is it important to have it real time as opposed to you know, the next day, it's because these meters will be able to give us things like a power off notification. So, we talked before about the fact that we do still rely right now on our customers calling in to let us know that they are out of power in the future with AMI 2.0. The intention will be that these meters will report right back into that outage management system. And we will know as soon as that meter sends a signal, say, Oh, I've lost power. The second piece of that is we'd want to know when your power comes back on. So, we're going through we're doing our restoration efforts, we want to make sure that we're picking everybody up. So we'd also be able to get a signal coming back on and say like yep, I just turned back on. So having this visibility right down to the customer level gives us so much more flexibility in terms of how we can respond to the system in real time. The other one it also opens a whole bunch of other future use cases such as you know, we talked about unlocking benefits for our customers as well but real time data but their energy uses and you know, providing additional tools or software to help them look at their consumption and overall save money on their bill. So, I'm then that's a future step. We're not there today, but the work is on the way to achieve that. And that, you know, those are some of our guiding principles around what we're doing for grid modernization. Yeah, really highlights how powerful it can be to know what's happening in real time at every, you know, end use of our entire grid, every customer knowing exactly where the issues are exactly when they get resolved or don't get results. So that's pretty powerful information. So, as we've kind of talked about, there's a natural tie over from having that sensing and metering equipment out in the field, gathering that data, and then getting that data back to our system office where we can use it. And that's where communication comes in. So, tell us about the critical role that our communication technology will play.  So today, hydro has a communication network that we've spent our entire service to territory, and it uses a bunch of different technologies or different channels like cellular networks, radio, fiber phone lines, so we've got a diverse communication network that sees across our service territory. So again, kind of parallel in the way that we've been deploying some of these smart technologies. This strategy is very effective and accommodating the sensing and measurement control devices that we've been doing today. But again, we are talking about an increase in data we're talking about an increase of physical devices means that we need faster higher capacity methods to get that data from the field back into our systems. So again, this is all part of the strategy that we're focused on is making sure that we have this backbone communication infrastructure ready to connect these devices into. We don't have all the answers on that yet. But we know roughly where we need to get to. And again, it's part of this roadmap to make sure that we achieve those objectives.   Trevor Freeman  31:47 So, when we talk about communication and sending data over communication networks, increasingly, we all know, the challenges with cybersecurity. And people may be wondering, how are we going to protect all this data that's now flowing, that's giving real time information about you know, power use on our grid? How does cybersecurity fit in within this plan?   Jenna Gillis  32:08 So, we do have a robust cybersecurity standard that we follow, and a dedicated team who looks after these things for us. So, as we know, as the grid becomes more and more connected, cybersecurity becomes an even more crucial part of this. And it's a critical factor. And we you know, we mentioned it as one of the core objectives of the program is to, you know, maintain our security. So if you think about it in the past, when we went and you know, just installed a device that, you know, somebody could go in and control from a bucket truck, you didn't have to incorporate cybersecurity standards, you didn't have to, you know, have a device, go through the multiple levels of checks and validation that we have to do things today. So, it is another shift in the way that we operate, right is that and again, we need to keep pace on the technology standpoint of things, not just the physical device.   Trevor Freeman  32:58 Totally. Okay. So, there's definitely a bit of a flow here, because we talked about the data in the field, we talked about communication. Now we've got that data coming into hydronic, into our system office, we kind of move into that next piece, you talked about data management and analytics. How does all this data help us transform our grid? What do we do with this data once we get it?   Jenna Gillis  33:22 Yeah, so raw data coming from the field isn't overly valuable, what you need to do is you need to have an established framework for that information to allow the users to access that in real time. And so, when I'm talking users right now, you know I'm talking about it could be a number of different meanings. But today, we're really talking about our hydro Ottawa control room operators, I'm talking about, you know, our planning teams, our operations teams, and our maintenance systems information. So, you need to make sure that you have a framework to access that information in meaningful formats. So, you know, eventually, once we get a sense of what this information is, and we have a robust strategy around it, we could be providing that information to customers for their energy management systems and use cases like we talked about before. So, the other piece is as we collect more and more information on the condition and use of our assets, we can refine and enhance our decision-making planning operations, asset management becomes more and more formed. So, each one of these pieces of data is critical, but you need to make sure that you have a strong framework around it. So, you are gleaning the value from that information.   Trevor Freeman  34:24 Yeah, I mean, you're kind of talking about analytics here. And, you know, analytics is essentially combing through that vast amount of raw data and pulling out insights to make smart evidence-based decisions. I know I'm asking you to kind of look in a crystal ball here, but what kinds of insights are you expecting to get once we have access to all this data?   Jenna Gillis  34:45 Yeah, so really, the expectation is, the more information we have about how the grid operates and performs under a variety of different conditions. We'll be better able to plan and optimize that configuration when I talked before about you know that grid resiliency, so What is the best configuration of our of our network? Where do we have problems downstream that we maybe didn't see before. But now we see. So, we can start setting things up differently. It will help us enhance our ability to appropriately size and prioritize our investments and make better use of the existing assets that we have. So, in light of all these uncertainties we got about electric vehicles electrification and climate risks. The more information we have at our fingertips, the quicker we're going to be able to respond and adjust our strategies to keep up with those market drivers.   Trevor Freeman  35:34 Yeah, you. So, asset utilization is a really fascinating piece. And again, you know, this isn't the episode to dive into that. But just quickly, for our listeners, you know, you may be familiar that utility companies have to design to peak load. So, we need to be able to provide the highest amount of power that people need, whether it's a hot, sunny summer afternoon, and everyone's got their air conditioning on. But while we're not using that peak load, assets are sitting underutilized, we're not using the capacity we need. And the more of that capacity we can use, the better. And by putting in some of this technology. By gaining those insights, if we can do appropriate, switching or better planning to utilize our assets better, everybody wins, our grid is more effective, it's more economical. And I think we're all in better shape. So great to see where we're going with that. The next component you talked about is control and optimization. So, we talked about how we control the grid today and how it's kind of a manual process. We have, you know, really smart folks sitting in our system office who are making important decisions. How does that control evolve with this strategy?   Jenna Gillis  36:48 Yeah, so this layer, this control, and optimization is really about using all of that data to make informed decisions. So one, we're actually undergoing one big transformation, transformative project right now. And you referenced it earlier, it's our advanced distribution management system, or ADMS. So what this is, is it's really a complete modernization of the software tools used by our control room operators. So the individuals sitting at the desk watching the state of the grid 24/7 365. So to give you a sense of what they're using today to see that picture is the operators have to interact with at least five separate systems right now that are not integrated to gain all that full picture. So the intent of this project, and the main driver is to paint one pane of glass for the operators, it's amalgamating those five separate systems into one view, to give them better insights into the status system. So we're going to be calcinating, these five systems, but also then incorporating more of this field data that we've talked about collecting as well. So, some of the things that we kind of lock with the advanced distribution management system that we aren't capable of doing today is working towards implementing a fault location, isolation and service restoration scheme. So, if you're in the industry, that's well known as FLISAR. So what this is   Trevor Freeman  38:06 a fantastic name, by the way.   Jenna Gillis  38:08 Yeah, what this is really about is two way communication to and from these field devices and sensors to get a sense of where we might be seeing issues on the distribution system. So where we have faults, or where we have outages occurring, this system will then it's an analytic platform that takes all the information back and it can propose to the operators switching to restore as many customers as we can and isolate that faulted section with line. This future step of that is once we get comfortable, and we know the system and the analytics are working effectively is to allow the system to do it automatically. So instead of proposing switching to an operator who can make the decision and then perform the switching or roll a field crew, eventually we'd be able to do this automatically. So once the system is configured, and we've got all those remotely operable devices in the field, we would allow the system to make automatic decisions and restore and isolate the faulted sections   Trevor Freeman  39:03 So I mean, you're talking about analyzing data and making decisions automatically. It's kind of sounds like AI a little bit, which, of course, is a pretty, you know, buzzword these days in a lot of different sectors. Does, does AI come into play here in terms of making decisions and controlling things on the grid?   Jenna Gillis  39:22 Yeah, so I mean, we have a number of use cases that we're looking at right now with AI. And obviously, the more data we get, the more opportunities we have to leverage technology and AI. So some of the things we're looking at right now is things like predicting and forecasting demand levels or load levels that are on the distribution grid based on you know, a number of inputs, so like the grid status, what's the weather going to be? What did you know? What was the historical loading and things like that? And when you have multiple factors like that, that feed into, you know, what is your customers load going to be? You need something like AI to be able to digest all of that information and come up with recommendations another one This is just analyzing multiple sensors and control boards to help us predict failures. So the more information we're getting back on the assets, we can use AI to help us explore build models to help us identify exceptions in those large amounts of data. And in order to be able to flag potential failures, and allow us to intervene and course correct before, you know, they potentially cause an outage or something like that.   Trevor Freeman  40:23 Yeah, so that would be and correct me if I'm, if I'm wrong here and interpreting this wrong. That's like, taking a bunch of data points on our existing equipment is running, maybe you know that the temperature that we're seeing, or the loading on that equipment and how that relates to its normal operating load, and be able to say, we think based on the operating conditions, this piece of equipment is likely to fail faster than otherwise it would, is that kind of what you're talking about? Yeah,   Jenna Gillis  40:49 Yeah, exactly. Or even in real time, this piece of equipment is going to overload. And so you need to take intervention and move load around door, something like that as well. Yeah, Yeah, exactly.   Trevor Freeman  40:58 Yeah. And all of that data. I mean, that's all things that we know how to do. But no human can possibly do that in real time with the amount of data coming in. And so that's where some of this advanced technology and AI, artificial intelligence really comes into play to help us pull that out of the massive sea of data that we're going to be getting.  Okay. Okay, so the last component, you mentioned it, you know, on the surface, it might seem like a bit of an outlier business and regulatory, but I think it really ties it all together. And it's, again, one of those foundational pieces. So, you know, that the electricity sector is highly regulated, as our listeners probably know, it's extremely complex to navigate. It has been accused, in the past of, you know, not being very conducive to innovation and change. What are some of the priority areas that you've identified, whether that's, you know, dialogue with our regulator, the Ontario Energy Board, or just, you know, regulations and policies, internal or external to our organization that that you think, need to come into play to make this modernization happen?   Jenna Gillis  42:06 Yeah, the whole objective of kind of the business and regulatory stream through good modernization is about building a holistic approach to build operational structures and processes to be able to address and respond to these dynamic market drivers. So, one of our big priorities right now is to raise awareness of this of this approach. And the fact that we're broadening our investment categories beyond what you know, I'd consider to be those traditional asset condition or reliability or end of life types of drivers to know, include and layer into it these system observability, these control points and this resiliency, which is a shift in terms of you know, how we we've justified or how a regulator has looked at the way that we do business in the past. But we also make sure we need to look internally. So, it's not just about looking externally and making sure that we're aligned with our regulator, but it's about looking at our internal business process to make sure that we're aligned to deliver the value that we've set out for the grid modernization objectives. So, we need to make sure that we have mechanisms to be able to measure our success, and feed that back into continuous improvement I talked about the roadmap is, is needing to be a dynamic, so we need to make sure that we're monitoring our progress towards the delivering of those chapters, and have ability to stop and pivot where we need to when we need to   Trevor Freeman  43:24 this kind of opened the door for new business models or new way of doing things? And are there like specific pilots that we're considering or specific initiatives?   Jenna Gillis  43:35 Yeah, there's, there's a lot going on in the electricity sector right now, one of the big kinds of hot topics right now is that there's indications that local distribution companies may need to in the future operate in a similar capacity to the way the Independent Electricity System Operator behaves. So, the ISO they control and dispatch the bulk systems. So, they look at they do forecasting on you know, the Ontario energy needs, and they throttle on and off generation and those types of things, the thought is, this is going to be needed at the local level. So, they look at you know, hydro, it was service territory level, we may need to look at dispatching generation and doing dynamic load management and things like that. And this is this is a holistic change to the way that we operate right now. And so, we need to be able to future proof ourselves to move down that path if that's where things go and dispatching energies resources. I said it kind of as you know, it's just it's one thing, but it's really, it's we talked about a little bit of a comprehensive analysis system to take in all of those inputs and understand forecasting and where things are going to be including an economic factor and all the different customer types, including, you know, the widespread adoption of electric vehicles or battery storage, so it can get to be quite a complex system.   Trevor Freeman  44:59  Yeah. it kind of sounds here, like you're talking about the distribution system operator model or DSO. And, and again, you know, like I've said a couple of times, I think there's a future conversation or future episode about that. But it's like you say, having the distributors, the local distribution companies, able to make decisions on how energy is used within our grid, and then that feeds up into how I saw was running the kind of broader provincial grid. So, I'll put a pin in that one. And we'll come back to that on a on a future episode.   Jenna Gillis  45:31 And, yeah, and so something that's important for us to understand too, is if we do go down the road of a DSO, we need to know where and what could impact our operations or where we could have those triggers or throttles on the distribution system. So right now, we're undertaking a pilot program as well, looking at EV charging, and we've called it EV everywhere. And I'm sure everybody's well aware that EVs are, you know, could be a huge dynamic load that show up on our system anywhere at any time whenever, whenever somebody wants to plug in their vehicle. And there's also talked about using EV batteries as an energy source to feed back into the system to help grid capacity constraints. While that still might be a long way off, there are still solutions that we want to manage to leverage the Chargers. And we've looked at, you know, instead of having everybody come in and come home from and you know, after work, plug in their EV and start charging at 5pm. And causing, you know, a new peak in our demand, looking to be able to stagger that charging and whether that's staggered at local community level, whether that's needing to stagger at, we talked about a substation level or whether we need to stagger that at a whole hydro Ottawa service, territory capacity. So, EV everywhere is really looking at the use of artificial intelligence to help us make those predictions about where and when and how long EV charging needs are required and being able to manage those devices. So that it reduces the impact on our distribution network. And we talked about increase our asset utilization. And we're hoping to be able to push that beyond just the pilot stage that we're in today.   Trevor Freeman  47:05 Yeah, and really, that's, you know, for, for the end user, for our customers, that's going to help us remove barriers to you getting that EV and being able to charge at home or where you live or where you work. So that we're not having to modify the grid drastically in order to allow that, we want to make that process as easy as possible. And this is testing out a strategy to do that. So, Jenna, that's super fantastic to hear about this roadmap that you have. And I mean, look, the listeners out there who know me know that I'm pretty optimistic, and I'm pretty excited about this stuff. But I think it's important to highlight some of the risks. So, it's a great roadmap, it's a great plan, what could trip us up what could get in the way of us being able to implement the strategy and rolling it out as you envisioned it?   Jenna Gillis  47:56 I think the first one is that this is, this is large, this is transformative. This touches multiple business areas and, and is, is driven by multiple outside influences. So, we need to make sure that we've got holistic change management strategies, we need to look at the pace of change that we're implementing, and not necessarily on the distribution grid, but also on our systems, our process our people. So, we need time to make sure that when we introduce a large change that we have some settle in, we have some time to adjust and correct and, you know, keep that dynamic continuous improvement process, as we move from one, it's going to be moved from one change to the next set at pretty rapid pace over the next few years. And with all that change, we need to have the right people, we need the right people, we need the right skill set. And some of these skills are things that we haven't done before. So, these are new responsibilities, new skill sets to the organization, and I'm going to put a little plug in here is that we're hiring right now. So, take a look at our careers page. And if I've, if I've painted an exciting picture, and you want to be a part of this, take a look. We're hiring some of those skill sets today. And this stuff is going to span multiple years, right? So, I feel like in the past, we kind of had you know, like, oh, well, that's a five year program. And then and then you're done no like this is this is going to be a continuous evolution. And these can span multi years. And I talked about it before, we need to be able to adapt and pivot to meet the requirements of technology and our customers. And we need to expect that and so we need to build the that ability to stay dynamic through these multiyear programs. To make sure that, you know, we maybe we need to change what our grid modernization objectives are halfway through, and that's okay, we can do that.   Trevor Freeman  49:36 Yeah, I think if there's one kind of common theme that comes up in these conversations that I get to have as part of, as part of the show is this is big change that we're talking about here. This is sort of fundamental change within not just one organization within an entire sector and we're all trying to figure out how we do it, we've all got different ideas, and we're working together. And I think your point about, we need the right people to do that we need people that are really passionate about this and really smart, and see the opportunity to create that change and realize, hey, you know, the utility is not a bad spot to do that it's kind of at the epicenter of a lot of what we're doing here when it comes to energy. So great thoughts. So, I mean, that's kind of the end of the grid modernization question. So I don't know if now we get into the easier part of the conversation or the harder part. By we,   Jenna Gillis  50:35 you're talking, you're talking to an engineer. So, when we talk personal, it's harder than the techniques of the technology.   Trevor Freeman  50:42 Awesome. Yeah, I can, I can definitely relate. So we always end our show with the same questions to our guests. And it just kind of helps us learn a little bit more about you. So as long as you're okay with it, we're going to dive right in.   Jenna Gillis  50:56 Yeah, let's do it.   Trevor Freeman  50:58 So what's a book that you've read that you think everybody should read?   Jenna Gillis  51:01 So, I mean, I think I kind of already touched on it. And the fact that these were the more uncomfortable questions for me. One book that I read that I really enjoyed is as quiet the power of introverts in a world that can't stop talking by Susan Cain. She has a TED talk, too. So, if you want to kind of get a short snippet of what she's talking about, but really, it's about dynamics of how our world emphasizes extraversion, and basically everything that we set up and everything we do, and so we need to make sure that we're allowing space for our introverts.   Trevor Freeman  51:31 Great, I like that. What about a movie or a show?   Jenna Gillis  51:35 So, I'm not a big movie person. But I've got a TV show. It's pretty niche. It's called the Curse of Oak Island, I'm sure probably not very many people know what I'm talking about. But I followed the story from the beginning. So, the show started airing a long time ago. It's basically about a 200-year-old treasure hunting mystery in Nova Scotia, touches on archaeology and some potential connections right back to the Knights Templar. So, I've become pretty invested in it. It's one show   Trevor Freeman  52:04 is your next vacation to Halifax to go and check out the Oak Island and find this treasure?   Jenna Gillis  52:09 You know, I think it would be pretty cool maybe once like to go and see what they're doing and like the size and scale of what they're doing, but I wouldn't necessarily dedicate a whole trip to it.   Trevor Freeman  52:21 Good to know well on that note, what if somebody offered you a free round-trip flight anywhere in the world? Where would you go?   Jenna Gillis  52:29 Yeah, so not Nova Scotia. I'd love to be able to be out and see the northern lights. So somewhere like Iceland or Greenland, I think, seeing something totally different than what I'm used to here in here in Ottawa.   Trevor Freeman  52:44  very cool. Who is someone that you admire?   Jenna Gillis  52:47 So I feel like this is going to be really cliche given that Taylor Swift has recently released another album. But Taylor Swift, I think she's incredibly powerful and positive female influence and think she's a great role model. She's got strong big business strategy and authenticity. So, I think she's, she's a great role model for girls to be looking up to.   Trevor Freeman  53:12 Yeah, I'm, I'm currently I'm not ashamed to admit I'm currently going through her eras tour with my kids right now. We're watching it and kind of little bits and pieces here. And while we're watching, and I'm texting my nieces, because they're big. They're big Swifties. So that's a great example. And finally, and you're a great person to, to answer this question being kind of right out in the weeds of the energy change. What is something about the energy sector or its future that you're really excited about?   Jenna Gillis  53:42 It's really about the pace of change. So I, you know, we talked about like, I've been with hydro water for about 16 years now. And I feel like we've always been saying it's coming. It's coming. It's right on the horizon, right. So it's here, we're seeing it, we've always been kind of forecasting and wondering when it was going to hit and it's here. So I love that we need to be innovative. I love that we need to rethink the way that we're doing things. And I'm super excited to start breaking down silos and building these cohesive strategies and working together to problem solve, because it's more important now than ever to, to build that integration with, you know, everybody on the team. So that's what I'm super excited about.   Trevor Freeman  54:18 Yeah, I can definitely relate to that. That's, that's what keeps me coming into work every day to I really like them. Jenna, this has been a really great conversation. Thanks for sharing your insights with us on what hydro Ottawa is doing when it comes to grid modernization and just kind of sharing your experience and your expertise on how we're changing and getting ready for the future. I really appreciate it.   Jenna Gillis  54:39 Well, thanks, Trevor. Hopefully I did. I did some justice to what we're doing. And hopefully I've piqued some interest in diving deeper into some of these very specific initiatives that we've got underway.   Trevor Freeman  54:51 Absolutely. And don't be surprised if I reach back out to you to come and dive deeper on some of those as well. So we'll have you back on another time.   Jenna Gillis  54:58 Perfect. Thanks a lot, Trevor. Appreciate it.   Trevor Freeman  55:01 Thanks. Take care. Thanks for tuning in to another episode of The think energy podcast. Don't forget to subscribe wherever you listen to podcasts and it would be great if you could leave us a review and really helps us spread the word. As always, we would love to hear from you. Whether it's feedback, comments, or an idea for a show or our guests. You can always reach us at think energy at hydroottawa.com  

Bia manda Davi à

Hour 4 - we reach into the Grab Bag to see if we missed anything, including Ernie Adams joining Edelman's Games With Names podcast, Joel Embiid's return to the court, a new DORK Podcast, and more!; Some interesting conversations arise in tonight's Can I Get A Ruling!

BBB24: ANJO! MATTEUS SE TIRA DA MIRA E DEVE IMUNIZAR BIA; DAVI PEDE LÍDER NO MOSTRO E ADMS TRETAM

Record high interest rates, inventory shortages, ADMs, shady used car dealers... the current automotive market is a veritable minefield for the uninitiated... and still to is, the salty veteran car hoarders. Most people require a reliable and affordable daily drivers, but that just happens to be the most competitive sector currently. The boys examine the used car market state of affairs. 

BBB24: Isabelle se revolta contra Bin e manda real pra Davi; Alterado? Boninho manda recado a ADMs

"The good old days weren't always good. And tomorrow ain't as bad as it seems." Jason and Derek got a huge amount of feedback from the previous episode discussing whether the current car market sucks for Young Enthusiasts. In this episode, the Carmudgeons discuss the feedback — and further define what the problem is — and why that results in outrageous dealer ADMs and shady sales practices. == Click here to join the Hagerty Driver's Club: https://bit.ly/Join-HDC-Cammisa-ICONS == First up, Jason is getting beat up on his Cybertruck review — lately having been asked by CNBC whether the Tesla has a snow problem. Meanwhile — all eyes are on the Cybertruck. And our politicized environment just can't cope.  Second, Derek got lots of feedback from 20-somethings who agreed with him that there are no cool cars post-2000 — and that their economic situation has changed sufficiently that they can't own enthusiast cars, anyway.  Meanwhile, Jason got the opposite feedback — that things aren't that bad.  What ensues is, as always, an intelligent discussion about the car market. And how today's economics — and lack of great choices for enthusiast — have encouraged dealers to add slimy markups, prevent buyers from test driving cars they're genuinely interested in buying, and other slimeball practices.  In short, Jason quotes Billy Joel: "The good old days weren't always good. And tomorrow ain't as bad as it seems." Except for dealers. Car dealers are just awful. Learn more about your ad choices. Visit megaphone.fm/adchoices

BBB24 VÍDEO: PISTOLA, BONINHO DETONA ADMs; TÃO VOTANDO ERRADO? TADEU ENFATIZA QUE O VOTO É P/ FICAR

Neste episódio, o Space do Muka recebe Adriane Galisteu para uma conversa sobre os primeiros dias de A Fazenda 15. A apresentadora da Record revela como fica a rotina durante o reality e conta que as psicólogas do programa já precisaram trabalhar nesta temporada. Galisteu também comenta o término de Luísa Sonza e Chico, fala do sonho de ter um programa dominical na TV e promete muitas emoções na competição que vai agitar Itapecerica da Serra pelos próximos três meses. E mais: análise das últimas horas na sede e entrevistas com os ADMs de Igor Freitas, Jenny Gontijo (no caso, o marido dela, Fábio Gontijo), Lily Nobre (a tia, Lucinha Nobre), Alicia X e Márcia Fu. Aperte o play e vem se divertir com a gente! ⚠️SIGA @falamuka nas redes sociais para mais conteúdos. No Twitter, você pode acompanhar e participar das transmissões do #SpaceDoMuka ao vivo, todos os dias, a partir das 23h.

A estreia do reality "A Fazenda" é o tema deste episódio, que conta com as participações dos jornalistas Gabriel Perline e Fefito. Eles analisam as primeira horas do confinamento em Itapecerica da Serra e avaliam os desempenhos dos participantes. Fefito ainda opina sobre a primeira treta da temporada, entre Cariúcha e Jenny, a ex-filha da Gretchen. E ainda: aquele papo com os ADMs de Márcia Fu, Tonzão Chagas e Cezar Black, pra gente conhecer um pouco mais sobre a personalidade e as estratégias dos peões que prometem dar o nome na temporada. Aperte o play e vem se divertir com a gente! ⚠️SIGA @falamuka nas redes sociais para mais conteúdos. No Twitter, você pode acompanhar e participar das transmissões do #SpaceDoMuka ao vivo, todos os dias, a partir das 23h.

BBB23: ADMs de Larissa e Domitila batem boca; Nicácio opina sobre Amanda, Sapato e seus fãs

PLANTÃO BBB23: CENAS LAMENTÁVEIS DE GUIMÊ E SAPATO COM DANIA REVOLTAM; LEXA E ADMS SE PRONUNCIAM

BBB23 Formação: Lari puxa Alface pro Paredão e ADMs arregam 2 vezes; Sapato vota e irrita aliados

BBB23: Tina é indicada, afronta Gustavo e ADMs tretam; Bruna se sente enganada; Deserto muda voto

The hectic and high stakes month of October 1942 has finally wound down and passed into history.  And with it, the lives of nearly 400 Americans at The Battles of Henderson Field and Santa Cruz and an astonishing figure of nearly 3,500 Japanese lives at those same events.  The Japanese have thrown their very best efforts at Guadalcanal in October, both ashore and off shore, and have come up short.  The devastating defeat ashore was followed by a tactical victory, but strategic defeat off shore and has left the Japanese in no better position than they were in August…just thousands of lives shorter.As November dawns, Guadalcanal is still a hot bed of activity.  Fighting on the ground has eased off in intensity, but is still a fairly constant struggle, although nowhere near as bad as the previous several months have been, but the Japanese aren't done yet.  At sea, however, the Japanese are also not through with their efforts to both smash the American fleet and destroy Henderson Field.   The Japanese will try several more times this month, specifically twice in back-to-back nights.The first of these epic naval clashes occurs on, of all dates, Friday the 13th.  The confused and chaotic melee that follows will be known as the Bar Room Brawl.Talking Points:The Set UpThe Imperial Army had planned to reinforce Guadalcanal yet again with a large troop convoy that consisted of nearly 7,000 well trained troops, 31,500 artillery shells, and food for 30,00 men for 20 days.The convoy was made up of 11 transport ships under reliable ADM Tanaka with a heavy escort of 12 DDs.Before the planned troop landing which theoretically would occur on November 14, the Japanese would send 2 fast BBs (Hiei and Kirishima) to shell Henderson with special frag shells that would destroy aircraft and supplies as well as men.The Japanese bombardment unit was commanded by ADM Abe and consisted of:2 BB's Kirishima and Hiei1 CL11 DDsThese ships were timed to sail on November 12 and arrive off Lunga Point just after midnight on Friday the 13thIronically enough, at the same time, the Americans were also preparing a reinforcement convoy bound for Guadalcanal.2 separate convoys were to bring over 5,000 troops and much needed supplies to Guadalcanal, they were to be heavily escorted by American cruisers and destroyers.Thanks to intel, the US knew that the Japanese were preparing another reinforcement convoy and deployed this heavily escorted convoy to do 2 things.Deliver troopsDisrupt the Japanese planned troop delivery with the surface ships assigned as convoy escortKelly Turner was in command of the convoy and the 2 separate escorts were commanded by ADM Daniel Callaghan aboard USS San Francisco, and Cape Esperance victor ADM Norman Scott aboard USS Atlanta.The American convoy reached Guadalcanal on the morning of the 12th and unloaded the precious cargo and supplies.A Japanese scout named LCDR Mitzi observed the convoy unloading and sent a message to combined fleet HQ that also noted a surface force of  3 BBs, 3 CAs, 11 DDs off Lunga.Japanese ADM Ugaki surmised that the surface force would probably try and intercept the Japanese the following night, however in a staff meeting it was stated that the Americans would “go away as usual” and Abe's force was not notified of the American's presence.Despite this lack of warning, Japanese air assets decided to strike the Americans, sending 16 torpedo armed Bettys, and 30 Zeros to hit the forceWarned by coast watchers ahead of time, Turner got his ships underway as 20 F4Fs and 8 P39s scrambled to meet the Japanese inboundIn the ensuing air battle, the Betty's missed their targets and were ravaged by the F4Fs who claimed 17 bombers and 6 fighters while actually downing 11 Betty's and 1 Zero to the loss of 3 F4Fs and 1 P39.Turner was later rewarded with a very accurate sighting report of Abe's force to which he decided to shred his transports of any sizeable escort and order these same escorts to intercept and attack Abe's extremely powerful forceTurner assigned Daniel Callaghan as Task Force Commander, despite the fact that Scott had over 6 weeks sea time in these very waters and had won a night time naval fight. He assigned Callaghan because he was 15 days (!) senior to Scott.The stage was set.  An American force that consisted of:2 CAs3 CLs 7 DDsWould intercept Abe's bombardment force under the command of an Admiral who had virtually no experience in combat at all on board a CA that still fielded inadequate radar (USS SF)Let's talk about the radar again here, Scott should have been in charge, but at the very least, Callaghan should have embarked aboard Helena with her SG radar and not Frisco.Collision in the DarkThe night was moonless, black in complete and total darkness…which dam sure didn't help with ship ID in the fight that would come.The American battle line was laid out such:Cushing, Laffey, Sterett, O'Bannon, Atlanta, Frisco, Portland, Helena, Juneau, Aaron Ward, Barton, Monssen, FletcherCallaghan laid his forces out much like Scott did at Cape Esperance, mainly for maneuvering in the confined waters more than anything else.Whereas, he should have laid his forces out with Fletch, O'Bannon, Helena, Juneau and Portland in the van because of the new SG radar systems aboard.The Japanese had split their forces into two separate groups, due mainly to horrible weather that caused some of his units to lose visibility and become detached and spread out.ADM Abe, believing he would not encounter American vessels, ordered his ships to load their weapons for a surface bombardment.BBs Hiei and Kirishima loaded, what amounted to frag shells in their 14 inch rifles, not AP.At around 0130 aboard Helena, her SG radar showed two distinct formations of enemy ships some 27,100 yards distant.Helena relayed this information to Callaghan, who generally seemed to ignore it, instead relying on Cushing's potential visual contact.Tremendous mistake here.  This goes back to what we have said in the past that certain CO's, ADMs and the like did not put any faith in the new technology and in some cases, specifically this one, it would cost them their lives.Back aboard Helena, CAPT Gilbert Hoover was beginning to get highly irritated at the fact that Callaghan was ignoring the electronic picture his ship was presenting.  Cape Esperance all over again.The range to target rapidly decreased from 10,000 yards to 5,000 to 4,000 as both forces literally steamed right at one another.  At 0140 Cushing reported to Callaghan that a “ship is crossing bow from port to starboard, range 4,000 yards maximum.”  Then another passed, and another and so on.  Still Callaghan held fire.Range fell to 2,000 yards and Cushing asked via TBS, “Should I let them have a couple of fish?” Callaghan denied the request, which was followed by another from Laffey, which he too denied. Instead saying, “Stand by to open fire.”By 0147 Callaghan's formation was falling apart as individual skippers were veering out of formation so as to avoid collision with vessels visually identified as Japanese by the van.“Open Fire!”A Japanese searchlight, probably from Hiei, pierced the night and focused directly on Helena.  Just ahead another searchlight from a Japanese DD, probably Akatsuki, focused on Atlanta.Aboard Atlanta, CAPT Jenkins gave the pre-war order to “counter illuminate” the target.  His gunnery officer LCDR William Nickerson heard this, and shouted into his headset, “Fuck that! Open Fire!”  Guns visually ranged in on the enemy DD and opened fire at a range estimated to be between 600-1,000 yards.When Atlanta opens fire…everything goes to hell, everybody opens fire.  As the first to fire, Atlanta comes under fire from several Japanese ships and is hit in her torpedo director.  Lloyd Mustin Asst Gunnery Officer, is visually watching his shells splash just short of the Japanese DD.  He orders visual corrections and watches through his binocs as the rounds start tearing into the Japanese at a range of under 600 yards.Akatsuki is the target and she is absolutely smeared by gunfire from Atlanta, Frisco and Helena. The following Japanese DDs fired their torpedoes at Atlanta just before Ikazuchi was hit by 8 inch gunfire, probably from Frisco.  She doesn't sink and retires.Atlanta is hit by several ships, and at least 1 torpedo and drifts into the field of fire of USS San Francisco.Completely out of touch with the situation unfolding before him, Callaghan gives his infamous order, “Odd ships commence fire to starboard, even to port.”  This order throws several ships, who were either tracking or firing at targets, to disengage and swing turrets to different targets.Hindsight is always 20/20, but its abundantly clear that Callaghan was out of his element.Cushing, still in the lead, is rapidly engaging targets when she is blasted by shell fire from a number of enemy ships.  As she is hit, BB Hiei passes close to starboard.  Cushing flashes a voice warning of the enemy BB over TBS and is then blasted by Hiei's secondaries, drifting to a halt and eventually going down.Laffey is now in the lead, if there actually is a lead, and passes Hiei so close that her superstructure towers over her as if you were on the ground looking at a skyscraper, less than 1,000 yards away.Laffey opens fire with her 5 inchers.  Despite Hiei's belt armor, the 5 inchers are so close that they actually penetrate and explode within.Individual AA gunners aboard Laffey opened fire with 20mm Oerlikon mounts and poured their fire into Hiei's portholes and riddled her upperworks with automatic weapons fire, hitting and killing Japanese sailors topside.ADM Abe took shrapnel to his face from American gunfireAs Laffey passes Hiei and avoids collision, she is taken under fire from Kirishima, who smacks her with 14 inch shellfire.  At the same time, she is hit by a torpedo on the stern which cripples her.Sterett sights in on a Japanese DD, opens fire and watches her stern catch fire and begin to slow.  Almost immediately, Sterett is caught in a cross fire from several Japanese ships, including Hiei.  She takes numerous hits, slows and retires.  She winds up taking a total of 11 hits, all on the port side, all in her upperworks.Friendly Fire, and Cruisers versus HieiAs Atlanta drifted, having been struck by Japanese gunfire and 2 torpedoes, she moved directly into Frisco's line of fire.  From a range of about 3500 yards, San Francisco fired at least two full broadsides at Atlanta, while she was attempting to fire at a Japanese vessel just beyond her.  The 8 inch shell hits were absolutely devastating, shredding Atlanta's superstructure and killing Admiral Norman Scott.Blame can't really be put on Frisco for this.  The battle had devolved into a melee, a chaotic mess in which even radar could not pick enemies from freindlies.  The chaos gave the battle its nickname, when in an AAR an officer likened it afterwards to "a barroom brawl after the lights had been shot out.”It can be assumed that Callaghan witnessed Atlanta take fire from Frisco, as he immediately ordered “Cease Fire Own Ships!”After Callaghan's order, which most ships ignored by the way, Helena was tracking targets via radar, large targets, and requested permission to fire.Helena opens fire on Hiei, aiming at her superstructure, letting her 6 inch weapons loose on automatic continuous mode, the “machine gun cruiser” pours over 200 rounds a minute into Hiei's superstructure, setting it ablaze.Callaghan and Frisco now open flank speed and slides right by Hiei at 2200 yards away on her starboard beam and Kirishima 3000 yards distant on the starboard bow.Frisco unleashes a broadside at Hiei which answers in kind.  Hiei's shells strike just short of Frisco, her bombardment shells exploding on contact with the water.The only way to save Frisco's life is to pour it into Hiei, which is exactly what she does.  Pouring salvo after salvo into the battlewagon's hull and superstructure.By pounding Hiei, Frisco now has the full attention of the 2 Japanese BBs.She takes a frightful beating from the Japanese, suffering over 45 shell hits, 12 of them 14 inch hits.Frisco avoids Davey jones' Locker due to the fact that the Japanese BBs are firing incendiary and HE rounds designated for bombardment as opposed to AP rounds.Still, she takes an absolute pounding.Hiei's 3rd salvo strikes Frisco's bridge, utterly obliterating nearly everyone inside of it, including Callaghan and CAPT Cassin Young.LCDR Bruce McCandless, senior officer in the bridge is the only survivor.  He is instructed by senior DC officer CDR Schonland to command the ship as Schonland is too busy fighting flooding and stability issues aboard ship.Frisco survives because of Schonland and McCandless, who both receive the MOH.Juneau enters the fray, sighting the burning Hiei, passing close aboard and pouring 5 inch and automatic weapons fire into the flaming battleship.Shortly after opening fire, Juneau engages Harusame with gunfire and gets hit, almost dead amidships, by her torpedo which fractures her keel.  She then limps away...we will hear more from her later...The Battle OverAt 0226, CAPT Gilbert Hoover of Helena, now Senior Officer Afloat, orders his forces to retire.  At almost the same time, Abe does the same.  After 40 minutes of the most confused, chaotic fireworks show in history, the battle ends as both forces limp away.Abe, unaware that only 2 US ships, Helena and Fletcher, could offer any type of realistic resistance decides to turn away and not bombard Henderson.  His force has been shot to pieces but is still powerful as Kirishima is relatively undamaged as are at least 5 other ships.  Still, due to heavy damage suffered aboard his own ship, Hiei, he decides to retire.He is crucified for this decision by Yamamoto, who relieves him of command.At 0344 Yamamoto orders the convoy to turn around and go back to the Shortlands.As the sun rises, so do American aircraft from Henderson Field.SBDs and TBFs roar in to finish off the crippled Hiei, just north of Savo at a distance of about 14 miles.56 sorties from SBDs and TBFs, as well as 14 B17s attacked Hiei and other cripples in Iron Bottom Sound.As the attacks increased throughout the day, Abe ordered Hiei scuttled as she was listing heavily from the torpedoes dropped by the TBFs.The final tally is frightful:Japanese:1 BB and 2 DDs sunk4 DDs damagedBetween 5-800 men KIAUS:2 CLs and 4 DDs sunk2 CAs damaged, 2 DDs damaged1439 men KIADespite the disparity in ships sunk and men lost, the battle is considered a US victory because of the failure of the Japanese to complete their mission objective.JuneauJuneau and Gilbert Hoover's decision to steam on…

In this episode... we lose Shadow Dog.  Apparently, since we don't advertise yet, we didn't generate any income to invest in some equipment for one of our Throttle Doggies.  So Doc Dog and Race Dog carried the torch to talk about our favorite brand... Porsches!  Specifically why insurance may be super high on the Dakar.  Why GT3RS may not be able to be specified in PTS colors.  And why Doc Dog may be stalking anyone who has a Mexico Blue 992 GT3RS... to Bed Bath and Beyond... because there's so much Frunk space.  Anyways, tune in for more Porsche goodness!  

AFAZENDA14: RECORD ESTRATEGISTA, EXPÕE NOJEIRA DE LUCAS, PRECONCEITO DE MORANGO E ADMs SÃO COBRADOS

Part 1 where we look at where the information comes from including the pitot/static system, ADMs, ADIRS and the much talked about RA interaction with 5G signals

Dessa vez eu(Paulo) trouxe aliados e fizemos um episódio surpresa especial PICONIZADOS!!! Com a maravilhosa @NickyMitrava e o maior viciado em BBB @euLucasPaiva Para ter acesso ao episódio extra que será lançado todas as quartas comentando sobre a eliminação do dia anterior e SEM FILTROS, basta assinar o nosso apoiase: http://apoia.se/bigbigbrasil Insta @PodcastBigBigBrasil Twitter @PodcastBigBigBr Edição do episódio: Lucas Alves @alvesluc_as @DudaDelloRusso @Luxoeriqueza @PauloFraga

PLANTÃO BBB22: Scooby entrega Eli e Jade pega mentira; Nova estratégia surge; P.A x Linn e ADMs

In typical episodes of AquaPod, one of our application development managers joins an interview with a customer, but in this special edition, we're posing questions to the ADMs themselves. Enjoy this engaging conversation with industry veterans Kerry Caslow, Adam Hobson and Brock Houston.Additional Resources5 Steps to Successful Continuous Surface Water MonitoringWhat You Need To Know About Water Level Measurement With A Pressure SensorHow to Make Low-Flow Groundwater Purging Easy, Affordable and ReliableA Detailed Set-Up and Software Demo of the Aqua TROLL 600 Low-Flow Sampling KitKerry Caslow Brings a Wealth of Knowledge and a Passion for Water to Her WorkConnect with Kerry Caslow on LinkedInConnect with Brock Houston on LinkedInConnect with Adam Hobson on LinkedInFollow In-Situ on social media for updates on podcasts, success stories, product launches and more.LinkedIn | Facebook | Twitter | Instagram | YouTube We want to hear from you! Let us know what you think about the show and any feedback you have for our team.

Alex and Tucker talk about the new Singer Turbo as well as the state of car dealer markups! 

Natália maceta Arthur e ele concorda; Gustavo promete; Jade, Laís e Bárbara racham; Larissa enganaMINUTAGEM 00:00 DEIXE SEU LIKE 2:25 Ludmilla comenta choro de Brunna e insinua maldade de Eslô e Abrava; 4:30 Web acusa Scooby por fala sobre Linn e Ariadna detona: “Máscaras caem” 11:00 ADMs em guerra! Equipe de Bárbara alfineta perfil de Natália e muda torcida; 23:00 Jade e Larissa conversam sobre Bárbara e Láis; 29:00 Gustavo é detonado por Bárbara e Láis; 31:40 Bárbara fica pistola com Eslô; 32:28 Gustavo promete revelar mentira no Jogo da Discórdia; 34:22 Larissa enrola Eslô; 38:22 Jogou incoerência na cara! Natália maceta Arthur e ele concorda.  

Recebemos as ADMS da Linn da Quebrada, Ana Flor (@Tdetravesti) e a Rebecca @Rbcgaia comentam um pouco da casa de vidro + formação do paredão. Vem ouvir pra saber tudo que rolou! Para ter acesso ao episódio extra que será lançado todas as quartas comentando sobre a eliminação do dia anterior e SEM FILTROS, basta assinar o nosso apoiase: http://apoia.se/bigbigbrasil Insta @PodcastBigBigBrasil Twitter @PodcastBigBigBr Edição do episódio: Lucas Alves @alvesluc_as @DudaDelloRusso @Luxoeriqueza @PauloFraga

MINUTAGEM 00:00 DEIXE SEU LIKE 3:11 APÓS DESABAFO DE TIAGO ABRAVANEL, DO 'BBB 22', SOBRE RACHA NA FAMÍLIA, MÃE SE PRONUNCIA; 8:58 MARIA, DO 'BBB 22', MANTÉM SITE DE CONTEÚDO ADULTO ATIVO E FATURA NA WEB; 12:54 PAI BONITÃO DE MARIA, DO 'BBB 22', É GARI E MASSAGISTA EM SAUNA DO RIO; 15:48 Ludmilla rebate “Brunna Planta” e vira piada; 19:20 Brunna resolve criar novas estratégias de jogo; 26:03 Arthur pede pra que ADMs para com mutirão contra Rodrigo; 27:29 Bárbara explica o pq arregou no jogo da discórdia; 28:26 Eli tem dúdidas e espera respota; 31:36 DG e Arthur viram alvo do Lollipop; 36:56 Jade quer ser Líder e Scooby foge da responsa; 37:38 Scooby decide se comprometer com o jogo; entenda 40:07 DG chama jogo de Rodrigo de patifaria e diz que público não gosta de massacre; 41:24 Vaselina? Abravanel veste a carapuça em conversa com Camarote; 44:24 Perseguição? Bárbara descobre alvos de Abravanel.

MINUTAGEM 00:00 DEIXE SEU LIKE 5:42 Paulo Vieira rebate Maíra Cardi após caso de gordofobia: 'Só branco tem advogado'; 7:05 (video) Daniel Cady, marido de Ivete critica e faz piada de Maíra Cardi; 14:37 Palavrões e acusações: ADMs de Bárbara e Rodrigo brigam no Twitter; 20:13 MÃE DE LUDMILLA DETONA RODRIGO DO BBB22; 25:40 Jade, do 'BBB 22', aparece sem 'umbigo tampado' e vira meme: 'Essa semana vem bomba'; 28:10 Boninho explica uso de relógio inteligente no BBB22; Resumo da tarde no BBB22; 34:45 Lais mente por Rodrigo; 35:50 Vyni fala em decepção e joga verde pra Rodrigo; 39:41 Linn pode votar em um dos VIPs; 45:18 Rodrigo pira, xinga Arthur, briga com “aliados” e é alvo de intriga; 49:27 "Agressiva!" Bárbara revela que chorou após conversa com psicóloga

00:00 DEIXE SEU LIKE 3:00 Band desiste de transformar MasterChef em programa diário; 6:52 Fim do Encontro? Sem Fátima Bernardes, programa entra em contagem regressiva... - Leia mais em https://noticiasdatv.uol.com.br/noticia/televisao/fim-do-encontro-sem-fatima-bernardes-programa-entra-em-contagem-regressiva-73171?cpid=txt 15:45 Drone vigia casa de Rafa Kalimann e flagra apresentadora saindo do banho 17:45 Rafa Kalimann estreia na Rede BBB; Saiba o que achamos 23:18 Casa do 'BBB 22' tem primeiras imagens da área externa reveladas: conheça; 24:46 Boninho mostra mãos de participantes do BBB22; 24:40 Web encontra suposto dono de mão revelada por Boninho; 31:19 Confinado no BBB, tem tuítes polêmicos deletados por ADMs; 38:35 Positivado, Tiago Abravanel é um dos escalados para o "BBB 22"; diz jornalista 42:26 Saiba horários em que a Globo vai revelar nomes dos futuros BBBs; 48:03 BBB22 pode ser adiado, diz colunista; 49:03 BBB22: Globo tentou desclassificar participantes positivados mas deu ruim; entenda.

In this episode we are joined by https://www.croppro.ca/brad-dunnington (Brad Dunnington) of https://www.swatmaps.com/croptimistic (Croptimistic Technology). Brad was the first employee when he joined the company in 2008 and is now the SWAT MAPS manager based remotely in Halifax, Nova Scotia. Brad processes raw data from a SWAT BOX into SWAT MAPS for an agronomist to ground truth, and then use for soil sampling. This then becomes a prescription file or controller file for a farmer to apply variable rate products in their field. We explore how data collected in the field becomes a useful map for farmers and agronomists and what it took to develop this product over the years, to what it is today. “The SWAT MAPS we make now are far superior to what we used to make. It's easier to make SWAT MAPS in certain areas than it is in others. Luckily, we started where we did, because it was a lot easier. Then that helped us develop new techniques for making maps.” - Brad Dunnington SWAT Maps Manager for https://www.swatmaps.com/croptimistic (Croptimistic Technology) On Today's Episode: 2:08 - Meet Brad Dunnington and learn the experiences that led him to working at Croptimistic Technology.  4:06 - Explore the process of taking data from a SWAT BOX and converting it to SWAT MAPS 5:23 - Discover the progression of equipment, technique and technology with soil mapping for SWAT MAPS 8:39 - Learn the pitfalls of mapping prior to smartphone technology and how Brad was able to turn a mistake into a new customer acquisition  9:20 - Hear about the initial software now known as ADMS that Brad started with and continues to use to produce maps for agronomists 10:11 - Discover the benefit of SWAT RECORDS and the process agronomists will use to continue their analysis 11:24 - Explore how agronomists use multiple SWAT MAPS to evaluate the soil quality and determine what approach they should take for their client 12:45 - Brad gives us an example of how SWAT MAPS are used in his area of Eastern Canada 13:44 - Discover the advantages Brad can offer his clients by having extensive experience in agricultural map making 16:04 - Explore the growth and expansion of the company, the techniques and the technology of Croptimistic Technology Make sure you subscribe to this show on your podcast platform of choice. You'll find the SWAT Agronomy Podcast on all of them: iTunes, Spotify, Stitcher, etc.  If you have a question you want answered on a future episode, send it to us on Twitter using the hashtaghttps://docs.google.com/document/d/1tS63ekYkdHd1uOk5e5pyJak-rRrh5jTbp28qxcdPOvU/edit#SWATAgronomy ( #SWATAgronomy).  The SWAT Agronomy Podcast is brought to you byhttps://www.swatmaps.com/ ( SWAT MAPS), and hosted byhttps://www.linkedin.com/in/timhammerich/ ( Tim Hammerich). 

Erasmo comenta sobre a polêmica dos ADMS da Juliette, no final de tudo, contratou ou não?Quer ver o programa completo? https://youtu.be/6Wm-69pmENMREALIZAÇÃO: Agência PXC Siga nossas redes sociais:Facebook: facebook.com/linkpodcastInstagram: @linkpodcastoficialTwitter: @linkpodcastofcTikTok: @linkpodcast

In Sumter with Sarah Jane is back, and, wow, do we have a good one for you. Jessica P. Goode, an 8th grade teacher at ADMS, a cookie maestro and Brindle and Black's cover model for their latest issue! This woman has it all and so does this episode. Real, honest conversations ahead!Be sure to follow Sarah Jane Sumter Realtor on Facebook and @Sumter_Realtor on Instagram for more updates on the show!In Sumter with Sarah Jane is a part of The Item Podcast Network proudly presented by SKF Sumter — Welcome to the world of reliable rotation. To apply today, go to SKF.com

"Acorda filho, já são 6:00!" "O que, mais um TD do Winston?" E é com essa frase tenebrosa que JV Scabio e Lucas Zanetic analisam o VEXAME do Packers na semana 1, o que será que a dupla de ADMs mais clubista da empresa tem a dizer sobre a atuação mais tenebrosa da Rodgers Era? Vem ouvir com a gente e descubra!

No episódio de hoje, eu trouxe os ADMs da página de entretenimento do fandom, o Confissões Moo, atualmente gerenciado pela Yariza, Filter e o Sousa. Um episódio dedicado a responder algumas perguntas de vocês!

Greg Morris is the SVP and president of ADM's Agricultural Services and Oilseeds business unit.

O ApexCast by Edifier será lançado semanalmente ou mensalmente com a participação de alguns convidados e as vezes até chefes de equipes, pilotos, patrocinadores, narradores, comentaristas e telespectadores. Não deixem de curtir nossas redes sociais? Instagram: https://www.instagram.com/apexgtesports/ Facebook: https://www.facebook.com/apexgtesports/ Youtube: https://www.youtube.com/c/ligaapexgt O ApexCast e um oferecimento da Edifier - Apaixonados por Som Instagram Edifier: https://www.instagram.com/edifier.brasil/ @edifier.brasil Site Edifier : Usando o cupom APEXGT a comunidade tem o desconto de 5% no site da Edifier (exceto para produtos já em promoção). https://www.lojaedifier.com.br/ Apresentação: André Henz Convidados: Diego Soares, Renato Timbó, Leandro Mesquita, Fernando Estrela e Murilo Meyrelles. Edição: Fernando Estrela

Faaaaala meus consagrados, começando mais um Podcast de Baixa Qualidade, hoje com a presença do meu amigo Joel, um dos ADMs da Memes Nobres Para Plebeus Ociosos. Falamos sobre coco, mulheres, memes e uma caralhada de outras coisas. Bota teu fone e cola lá, meus aliados. Bancada: Will Marques e Joel Picpay: picpay.me/willzeruela Pix: menesdebaixaqualidade@yahoo.com Me sigam no instagram @willzeruela --- Support this podcast: https://anchor.fm/menesdebaixaqualidade/support

Os números alcançados pelo BBB 21 o transformaram no Big dos Bigs. O reality foi um fenômeno de audiência e marketing, gerando interesse de milhões de pessoas. Em um espaço distinto do convencional, o Canal Espiadinha sustentou no Telegram uma cobertura 24 horas por dia e sete dias da semana aos fãs mais fervorosos da atração. De Vigorosos a Julietters, o espaço chegou a ter mais de 300 mil inscritos. Convidamos uma das ADMs do Espiadinha, a Érica Mathias (@epmathias e @erica.mathias), para bater um papo e entender como eles davam conta do robusto trabalho de gerar conteúdo para a plataforma e lidar com as torcidas. Dicas do episódio: Visurdo (Canal Youtube) Candy Ferraz - Adm Juliette Freire (LinkedIn) Your Name (Filme) Teresa Cristina - Canta Noel (Álbum) Ballascast (Podcast)

NIO launched its first autonomous driving model, NIO ET7, a smart electric flagship sedan. The ET7 features NIO's latest NAD (NIO Autonomous Driving) technology including NIO Aquila Super Sensing and NIO Adam Super Computing. NIO Aquila Super Sensing features 33 high-performance sensing units, including 11 8-megapixel high-resolution cameras, 1 ultralong-range high-resolution LiDAR, 5 millimeter-wave radars, 12 ultrasonic sensors, 2 high-precision positioning units, V2X and ADMS. Aquila can generate 8-gigabyte data per second. NIO Adam features 4 NVIDIA DRIVE Orin SoCs with a total computing power of 1,016 TOPS. The interior was finally unveiled at the 2021 Auto Shanghai. NIO is currently preparing for the production of the ET7, which probably will start within several months (test prototypes) before the market launch of the final version in Q1 2022.NIO ET7 website ➜ http://bit.ly/NIOet7​Bookkeeping For Your Small Business ➜ https://bench.grsm.io/paulbarron8134​#NIO​ #ET7​ #AutoShanghai​~NIO ET7 - NIO's First Autonomous Driving Model | Shanghai Auto Show~⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺⎺Subscribe on YouTube ✅ https://bit.ly/PBNYoutubeSubscribe​Facebook

Será que o grande prêmio do Big Brother Brasil são R$ 1,5 milhão? Ou ganhar será que ganhar milhões de seguidores pode ser tão valioso quanto? Desde o ano passado, com a entrada de celebridades no jogo, a disputa entre os participantes ficou ainda mais acirrada fora da casa. Num ambiente de competição paralelo, a internet. É um prêmio além do prêmio. Mas como diz o Tiago Leifert nas noites de terça-feira, hashtag e textão não decidem paredão. Por isso, o grande segredo do jogo nos tempos de redes sociais é converter o capital construído na internet em votos dentro do jogo. Quanto mais um participante ganha dentro do jogo, mais tempo para construir sua popularidade. E aí que entram os administradores das redes sociais do brothers e das sisters. São os ADMs. Quem nos ajuda a conhecer melhor a rotina de um ADM são os administradores das redes sociais das participantes ViihTube e Juliette, além da repórter Renata Capucci.

Abigail "Nabby" Adams to John Quincy Adams, 27 Nov. 1785 In which Nabby Adams describes the Chevalier D'Eon as "a singular figure, as well as an extrordinary Character." Much has been written about the legendary D'Eon, and in this episode Julia Ftacek, a scholar of transgender femininity in 18th century literature, and Kathryn, discuss what D'Eon's life tells us about gender roles both in the 18th century and today. Further reading: Full text of the letter: http://www.masshist.org/publications/adams-papers/index.php/view/ADMS-04-06-02-0152 Ftacek, Julia, The body as Rorschach: Trans Interventions and the Trouble with History, Medium.com, 15 Feb. 2019. https://juliaftacek.medium.com/the-body-as-rorschach-trans-interventions-and-the-trouble-with-history-53057d530ead Gaillardet, Frédéric. 1970. The memoirs of Chevalier d'Éon. London: Blond. Robinson, Mary. Walsingham: Or, the Pupil of Nature. United States: Broadview Press, 2003. https://www.google.com/books/edition/Walsingham/kQc5AwAAQBAJ?hl=en Kates, Gary, "The Transgendered World of The Chevalier/Chevalière d'Eon," in The Journal of Modern History, Sept. 1995, pp. 558-594. Lander, James, "A Tale of Two Hoaxes in Britain and France in 1775," in The Historical Journal, Dec. 2006. pp. 995-1024 Kates, Gary. 2001. Monsieur d'Eon is a woman: a tale of political intrigue and sexual masquerade. Baltimore: The John Hopkins University Press.

No segundo episódio, conversamos com dois dos responsáveis pelas redes sociais de Gilberto Nogueira, participante do Big Brother Brasil 21. Pedro Costa é amigo do Gil e Ludymilla é adm das redes dele. Eles contaram curiosidades sobre o economista, comentaram memes e momentos marcantes no programa.

No episódio de estreia, conversamos com dois dos adms das redes sociais da Juliette, participante do BBB 21: Déborah Vidjinsky e João Lucas Almeida. Eles contam sobre as suas rotinas, comentam o jogo da Juliette e ainda falam se a sister deve seguir a carreira de cantora aqui fora!

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 15 da NFL, no que se refere ao nosso Fantasy Football! No episódio de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 14, Apostas para Semana 15, Dicas de Start/Sit, Dicas de Playoffs e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Salve clubistas de todo o Brasil! Neste décimo terceiro episódio trouxemos mais um time do Nordeste que está em ascenção, o Fortaleza. Neste episódio tivemos o prazer de bater papo com um dos ADMs do @fortalezamilgrau. Conversamos sobre a recente saída de Rogério Ceni e o que ele representa para o clube. Lembramos a evolução do clube que até pouco tempo estava na série C. Discutimos a questão da TV ter grande influência nos torcedores de regiões fora do eixo. Perguntamos a expectativa da torcida neste novo ciclo. Tudo isso e muito mais nesse episódio fera!

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 11 da NFL, no que se refere ao nosso Fantasy Football! No episódio de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 10, Apostas para Semana 11, Dicas de Start/Sit, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 10 da NFL, no que se refere ao nosso Fantasy Football! No episódio de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 9, Apostas para Semana 10, Dicas de Start/Sit, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 9 da NFL, no que se refere ao nosso Fantasy Football! No episódio de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 8, Apostas para Semana 9, Análise dos Melhores/Piores Confrontos, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Salve clubistas de todo o Brasil! Neste décimo EPISÓDIO tivemos o prazer de conversar sobre o decacampeão brasileiro Palmeiras. Tivemos um bate papo com o Erlan, um dos ADMs do @parmeramilgrau onde conversamos sobre a atual gestação de Maurício Galiotte. Debatemos os erros da gestão Galiotte que está sendo um desastre. Falamos sobre a questão de técnicos estrangeiros serem a resposta para o Verdão. Analisamos o ponto positivo deste ano que foi a base. E é claro que teve muita corneta! Confere aí esse episódio que ficou fera.

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 8 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 7, tirando MUITAS dúvidas da galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 7 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 6, tirando MUITAS dúvidas da galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Mais uma edição do Fantasy de Bar, trazendo dessa vez as principais informações sobre a Semana 6 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 5, tirando MUITAS dúvidas da galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Sétima edição do Fantasy de Bar, a primeira ao vivo, trazendo as principais informações sobre a Semana 5 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 4, tirando MUITAS dúvidas da galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Quarta edição do Fantasy de Bar-L32, trazendo as principais informações sobre a Semana 4 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 3, Apostas para Semana 4, Análise dos Melhores/Piores Confrontos, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Quinta edição do Fantasy de Bar, a terceira de 2020 trazendo as principais informações sobre a Semana 2 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 2, Apostas para Semana 3, Análise dos Melhores/Piores Confrontos, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Quarta edição do Fantasy de Bar, a segunda de 2020 trazendo as principais informações sobre a Semana 2 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Review da Semana 1, Apostas para Semana, Análise dos Melhores/Piores Confrontos, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Terceira edição do Fantasy de Bar, a primeira de 2020 trazendo as principais informações sobre a Semana 1 da NFL, no que se refere ao nosso Fantasy Football! No vídeo de hoje teremos um bate-papo entre nossos ADMs sobre: Apostas para Semana 1, Análise dos Melhores/Piores Confrontos, Dúvidas da Galera e muito mais! Confira! --- Support this podcast: https://anchor.fm/fantasybr/support

Featuring ADMS AMD AVTR BYND CAR CORT DKNG FEYE GME GOGO JCI JETS KCAC M MRNA NUAN SBUX SDC SQQQ TXRH UVXY VRA VUZI Z

Featuring ADMS AMD AVTR CAR CHWY CORT FEYE FTV GLW GOGO JCI JD NIO NUAN NVTA ON PINS PTON RKT ROKU SBUX SDC SHAK SHLL SNPS TWTR VRA WKHS Z (and CRWD at the end)

Nesse episódio, o início de uma nova série no Fanficast, Ana Rosa Leme e Nana Castro recebem as ADMs do site Focus Fanfiction (FOFIC) para conversarem sobre a dores e as delícias de se administrar uma plataforma de fanfiction....This item belongs to: audio/opensource_audio.This item has files of the following types: Archive BitTorrent, Columbia Peaks, Item Tile, Metadata, PNG, Spectrogram, VBR MP3

Featuring ABT ADMS AUTO BIGC DYND CAR DKS DLTR DPHC FSLY JCI JETS LB NUAN (at the end of the video) PTON ROKU SHAK UVXY VBIV WORK Z

Featuring ADMS BIGC CAR CRM DKNG DKS DLTR FCEL FLDM GOGO GPS HOME JCI LB LI LPSN MRNA NIO NUAN ROKU SHAK SPWR TWTR WDAY Z

Try Stock Alert for Just $1 https://learn.sharpertrades.com/p/basic-stock-alert-trading-signal/?product_id=1205664&coupon_code=BASIC1YTB Today we take a look at the technicals for our Trades of the Day featuring ADMS ADT BLDP CHWY CRNC DLTR FLDM FTCH GOLD GRWG HAL HOME INFN KNDI KTOS MCD NET NIO ON PINS PLUG SHLL SNAP UCTT VXRT Z Watch this video to get the technical insights. Good trading! Sign up to our blog to receive trade ideas and market updates. learn.sharpertrades.com/blog #Trading #DayTrading #SwingTrading Trading Risk Disclaimer All the information shared in this video is provided for educational purposes only. Any trades placed upon reliance of SharperTrades.com are taken at your own risk for your own account. Past performance is no guarantee. While there is great potential for reward trading stocks, commodities, options and forex, there is also substantial risk of loss. All trading operations involve high risks of losing your entire investment. You must therefore decide your own suitability to trade. Trading results can never be guaranteed. This is not an offer to buy or sell stocks, forex, futures, options, commodity interests or any other trading security.

Geovane Resende apresenta o Fala Gamer Cast, um podcast de análises e entrevistas com discussões bem-humoradas e descontraídas. Tudo regado com muito humor em formato Podcastal.Neste episódio, Geovane Resende e Guga Ravidell participaram da live no twitch um Bate-papo wakandiano #WakandaStreamers !wkdWakanda StreamersA Wakanda Streamers é uma iniciativa nascida em 2018 com o objetivo de reunir e dar suporte à comunidade preta, criando uma rede de apoio, troca de experiências, incentivo, orientação, divulgação, ensino, assessoria, entre outros. A iniciativa se apoia em 3 segmentos: jurídico, psicológico e pedagógico. Queremos que ideias fluam e circulem entre os membres para conseguirmos gerar cidadania plena.ADMs do perfil: @TwitToia @TalixXGamerhttps://www.twitch.tv/team/wakandastreamershttps://www.wakandastreamers.com.br/https://twitter.com/WakandaStreamerhttps://www.instagram.com/wakandastreamers/https://www.facebook.com/WakandaStreamerhttps://discord.com/invite/W5BQyaVhttps://open.spotify.com/playlist/1swNDJad4amKHNILoagQEC?si=7ZFq_cMUQS-RdkZ1becRQgLinks Fala Gamer CastGeovane ResendeTwitter - @Geovane_ResendeGuga RavidellTwitter - @Errado73Facebookhttps://www.facebook.com/falagamercast/Twitterhttps://twitter.com/FalaGamerCastYoutubehttps://www.youtube.com/channel/UC69RcACwimfnwYxyBEWNDFwInstagramhttps://www.instagram.com/falagamercast/Spotifyhttps://open.spotify.com/show/379GmrSKgxMgdmmM8q5PAWDeezerhttps://www.deezer.com/en/show/483852Apple Podcasthttps://podcasts.apple.com/br/podcast/fala-gamer-cast/id1376889317Google Podcastwww.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkLm1lZ2Fmb25vLmhvc3QvZmFsYS1nYW1lci1jYXN0Sitewww.falagamercast.com.br/E-mailfalagamercast@gmail.com

In this Podcast we look at the ADMS software, the options for using it with your radios (SD card vs cable), and the radio that have FREE software available.

Just a quick little quarantine episode with the boys . Our thoughts on how life has changed so quickly --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

En este episodio conversamos sobre las soluciones disponibles para Smart Grid en las redes de Distribucion de Energia Eléctrica y su interacción con el cliente y sistemas geo-referenciados GIS y de atención a llamadas de desperfectos OMS.

Segundo episódio do ApolloCast BR está no ar, e agora falamos da perda da invencibilidade e ao grande jogo executado pelo Apollos contra o Legends, com o microfone está Eddie e Davi, os ADMs da página @ApollosBr no twitter e editado pelo mito @Clef_66.

Today I go through various Q2 earnings reports and see where each company stands relative to its value. I spend most of my time talking about the drop in ONCE and whether or not it is an overreaction.this is not investment advice

In this episode... we meet Steve the Underhanded Spaniel for the first time, CJ and Rich debate the heated world of dealer markups and how they work, Rich admires the Devel, and CJ talks about life in the minors....

Trump announces plans to reduce drug prices for Americans. I explain why I don't think it will. https://www.theatlantic.com/politics/archive/2018/05/big-pharma-gets-a-big-win-from-trump/560219/2018-Q1 earnings report from ADAMAS. http://ir.adamaspharma.com/news-releases/news-release-details/adamas-reports-first-quarter-2018-financial-resultsNone of this is financial advice. This is only opinion and not meant to be taken as suggestions for your own financial activities.

This is not trading/investment adviceFor good background on the PALISADE trial and Aimmune Therapeutics, check out my prior blog post: https://breakingbiotech.com/2017/10/09/going-nuts-for-oral-immunotherapy-aimt/-MDGL drop this week on no news is a buying opportunity, if you haven't taken a position-ADMS drop has more merit. I'm waiting to see what they say about this paragraph IV notice https://www.fda.gov/Drugs/DevelopmentApprovalProcess/HowDrugsareDevelopedandApproved/ApprovalApplications/AbbreviatedNewDrugApplicationANDAGenerics/ucm047676.htm#p3-Aimmune Therapeutics shows very solid Phase 3 data for their desensitization therapy and treatment AR101 https://www.aimmune.com/

-ADMS stock price takes a hit after FDA approval of Osmolex ER and Delaware judicial decision. -I still believe the company has major upside. http://files.shareholder.com/downloads/AMDA-2MCUO2/6060881861x0x970827/E15BD699-5A1F-4AC9-AEA7-5820EAED669C/ADAMASCorpPresentationFebruary18_v1.0.pdf

Traffic congestion impedes our mobility, pollutes the air, wastes fuel, and hampers economic growth. While physical bottlenecks, overpopulation, weather, and construction can all lead to congestion, a key contributor to traffic congestion is road accidents - events that disrupt the normal flow of traffic. Reducing the impact of traffic accidents has been one of the primary objectives for transportation policy makers. In this talk, we present a novel machine learning framework to forecast how travel-time delays - caused by accidents - occur and progress in the transportation network. This research is conducted by correlating 4 years of historical traffic sensor and accident data archived under ADMS project developed - by METRANS and IMSC centers of USC - for Los Angeles County Metropolitan Transportation Authority (Metro). Speakers: Ugur Demiyurek Associate Director, Integrated Media Systems Center USC Viterbi Dingxiong Deng Ph. D student, Computer Science Department University of Southern California Ugur Demiryurek is Associate Director of Research at IMSC, and has M.S. and Ph.D. degrees in Computer Science from USC. His research is focused on fundamental and applied data management with special interest in Geospatial Databases, Cloud Computing, and Machine Learning. He has been supported by grants from both government agencies (NSF, Caltrans, Metro) and industry partners (Microsoft Research, Oracle Labs, Intel, HP Labs). Demiryurek authored two book chapters and more than forty research articles since 2010 and holds three US patents. Prior to IMSC, Demiryurek worked for fortune 500 companies in database technology development and data scientist positions. He regularly serves on the program committee of various major database conferences including ACM SIGMOD, ACM SIGSPATIAL, IEEE ICDM, DASFAA, SSTD, and MDM, and is a member of IEEE and ACM.

A message for students from Kid President, Alice Deal staff, and Bon Jovi! We're halfway through PARCC testing, keep going, keep going, keep going! *Music and poem courtesy of both Kid President and Bon Jovi...not me.

This week’s ControlTalk NOW introduces several new products from KMC Controls and Functional Devices; interview coverage of KMC’s Erich Kreuter and JCI’s Guy Holden; Belimo’s Lars van der Haegen’s appointment to CEO Belimo Group; The Smart Grid’s ADMS report; and the concluding events of Ken Sinclair’s 2015 Connected Community Collaboratory, EnOcean’s Jim O’Callaghan’s 2020 — 100 billion sensor prediction and the Q&A session that ended the 3rd Annual CCC. Mounting a Siemens SSA Valve Actuator to a 599 Series Zone Valve Body. This short video shows you the tools you will need and steps to take to correctly mount a Siemens SSA Valve Actuator to a 599 Series Zone Valve Body: 599 Series Valve Body, SSA Electronic Zone Valve Actuator, Small Flat Blade Screwdriver, and a 3 mm Hex Wrench. Part 6: Jim O’Callaghan at The 2015 Connected Community Collaboratory. EnOcean’s Jim O’Callaghan brings his unique perspective too the 2015 Connected Community Collaboratory. Jim shares his thoughts on how the Building Automation Control World will look when the world goes from the 70 million sensors that exist today to the estimated 100 Billion sensors that will control and influence our world in 2020. Very compelling stuff! Increased Visibility to the Grid is Happening! Read How — Voices of Experience|ADMS. Consider the Cost of a Power Outage: “The U.S. Energy Information Administration estimates that the $150 billion in annual economic losses because of outages is equivalent to adding 4 cents per kWh of costs to consumers nationwide.” — Annual Energy Outlook 2010, U.S. Department of Energy. Excerpt from the Guide: “Considering that this is an era in which smart phones and Google Maps are ubiquitous, it may come as a surprise that utilities have very little visibility into their distribution systems.” Johnson Controls Global WorkPlace Solutions: Delivering World-Class Quality with Lower Costs. Guy Holden, VP & GM of Johnson Controls, Global WorkPlace Solutions Europe, Middle East, and Africa, discusses how the Facility Management (FM) industry is responding to demands for improved quality at a reduced cost. In response, some FM companies are specialized either in service delivery or strategic management, while JCI’s Global WorkPlace is investing in both. Functional Devices Introduces New Wi-Fi RIB Products. EXPAND YOUR NETWORK — EXPAND YOUR CONTROL — At Functional Devices, the Internet of Things is happening today! Functional Devices is very proud to introduce its new Wi-Fi RIB products! Functional Devices’ Wi-Fi RIBs are the I/O devices for the next wireless generation of Building Automation and Energy Management Systems. You can turn your devices on and off wirelessly, and monitor your network remotely. Rob Allen’s 7 Minutes in Control: Erich Kreuter KMC Controls. In this episode Rob welcomes KMC’s Erich Kreuter and they talk all about the C words — The 5 C’s as defined by KMC’s new suite of Smart Building and Building Automation Controls that doesn’t use PC based software, rather an advanced technology with built-in diagnostics — that is designed to take labor costs out of a project. Check it out and be prepared to be amazed! Lars van der Haegen to Become New CEO of the BELIMO Group. Lars van der Haegen is the new CEO of the Belimo Group starting July 1, 2015. Lars van der Haegen has been the President of Belimo Americas and Member of the Executive Committee since November, 2010. Prior to that, he was employed by Belimo in various positions since 2000. Lars van der Haegen has a strong HVAC application and industry knowledge paired with master degrees in business from Columbia Business School in New York and the London Business School. The 2015 Connected Community Collaboratory Finishes Strong with Summary and Q & A. Ken Sinclair’s group of Industry experts finished the 2015 Connected Community Collaboratory with a compelling crescendo, then took the conversation to an even deeper level, as they answered several thought-provoking questions from the audience. Great job Ken, Marc, John, Andy, Jim, and Paul. Get On Board! Ken Sinclair’s Automated Buildings March 2015 Theme: Creating Self-Learning Cultures. Ken Sinclair’s Connection Community Collaboratory has recently invigorated the HVAC and Building Automation industry’s interest with an open challenge to make our industry younger by attracting new talent and bringing these new employees up to speed quickly. Sadly, we lost the use of Star Trek’s Vulcan Mind Meld with the loss of Leonard Nimoy, but Ken’s autodidactic style of learning is indeed, a vital part of the future solution. As an industry we must think of how each of our organizations can leverage its existing resources, policies, collaboratories, and industry partnerships to create greater career pathways that will close the skills gaps faster and ultimately, sustain our industry. The post ControlTalk NOW: The Smart Building Podcast/Videocast Week Ending March 1, 2015 appeared first on ControlTrends.

ADMS (Archived Data Management System) archives real-time feeds from several different systems (freeways, arterials, and transit) from regional agencies, and provides data on traffic flows, incidents, and transit service. ADMS is a rich resource, not only for systems operations, management and planning, but also for analyzing impacts of system changes, from new infrastructure investments to fuel price variations. Access to this comprehensive historical archive of real-time multimodal system performance data has provided a unique opportunity to demonstrate how “big data” can be used for transportation planning and policy analysis. With funding by Metro, we use ADMS to evaluate the impacts of a major light rail investment in Los Angeles (the Expo Line) on corridor-level multimodal transportation system performance, comparing corridor-level system performance before and after opening of the rail line. Our findings reveal a significant positive impact on transit patronage, largely due to the existence of latent demand for high quality transit travel. Dr. Genevieve Giuliano is the Ferraro Chair in Effective Local Government and Senior Associate Dean of Research and Technology in the Sol Price School of Public Policy, at the University of Southern California, and the Director of the METRANS Transportation Center. Dr. Giuliano's current research includes analysis of growth and development of employment centers, examination of how ports and supply chains respond to environmental regulation, and development of planning and management applications using real-time transportation system data. She is the recipient of the TRB Distinguished Service Award (2006), the Thomas B. Deen Distinguished Lectureship Award (2007), and the Transportation Research Forum Outstanding Researcher award (2012). She was recently appointed to the National Freight Advisory Committee. Sandip Chakrabarti is a Ph.D. candidate in urban planning at the USC Sol Price School of Public Policy and research assistant at the METRANS Transportation Research Center. His research focuses on the relationships between land use and transportation, the influence of value of time and reliability on travel behavior, and transportation policy analysis. Sandip completed his Master of City Planning degree from the Indian Institute of Technology (IIT) Kharagpur, and worked as an urban planning consultant in New Delhi, India, before joining the Price School. Sandip has an undergraduate degree in Architecture, and is keenly interested in urban design and development