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DOE OSTI2022

The role of information structures in game-theoretic multi-agent learning

Multi-agent learning (MAL) studies how agents learn to behave optimally and adaptively from their experience when interacting with other agents in dynamic environments. The outcome of a MAL process is jointly determined by all agents’ decision-making. Hence, each agent needs to think strategically about others’ sequential moves, when planning future actions. The strategic interactions among agents makes MAL go beyond the direct extension of single-agent learning to multiple agents. With the strategic thinking, each agent aims to build a subjective model of others decision-making using its observations. Such modeling is directly influenced by agents’ perception during the learning process, which is called the information structure of the agent’s learning. As it determines the input to MAL processes, information structures play a significant role in the learning mechanisms of the agents. This review creates a taxonomy of MAL and establishes a unified and systematic way to understand MAL from the perspective of information structures. Here we define three fundamental components of MAL: the information structure (i.e., what the agent can observe), the belief generation (i.e., how the agent forms a belief about others based on the observations), as well as the policy generation (i.e., how the agent generates its policy based on its belief). In addition, this taxonomy enables the classification of a wide range of state-of-the-art algorithms into four categories based on the belief-generation mechanisms of the opponents, including stationary, conjectured, calibrated, and sophisticated opponents. We introduce Value of Information (VoI) as a metric to quantify the impact of different information structures on MAL. Finally, we discuss the strengths and limitations of algorithms from different categories and point to promising avenues of future research.

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2020

Understanding Structures of Cyber Competition in an Era of Major Power Rivalry

Over the past two decades, the cyber domain has emerged and evolved into a key strategic domain for nations across the globe. Security strategies are espoused by heads of state that focus on how to manage the increasingly enormous, crosscutting impact that the cyber domain has on national security across economic, military, intelligence, intellectual property, and countless other facets. These strategies frequently evolve, and even change entirely, as leaders adapt to new technologies and administrations change. Even if these strategies did not change at all, they would take inordinate amounts of time to effectively implement within the organizational structures of government. The time required to go from setting department and agency-level goals, to the time small teams have well-oiled processes and expertise to accomplish tactical objectives that meet the strategic vision is lengthy. With near certainty, by the time objectives and vision are implemented, the landscape, strategy, or both has changed entirely. While this churn will likely never cease due to the rapidly changing nature of the cyber domain, this problem raises an important question: can governmental structures be organized to rapidly adapt to changing cyber strategies? As offices responsible for particular missions in cyberspace shuffle about within the bureaucracy, are technical capabilities enabled or enhanced? No matter how advanced a particular technical capability is or how adept the staff is at solving problems, they will be ineffective if placed haphazardly within the organization: the right authorities may not exist for their office, the correct lines of interpersonal communication may not be established properly, or insufficient resources have not been allocated to effectively deploy a brilliant technical solution. This concept of organizational agility in the context of national cyber capabilities is important when taking into account the National Defense Strategy’s emphasis on cyber capability and the ability of the United States to compete and rapidly adapt to new challenges posed by rivals. As a nation, we are at a point where technology evolves rapidly enough to warrant thoughtful and nimble changes to the bureaucratic structures that support how cyber operations are carried out. Taking these questions and cross-comparing them to the organizational structures across China, Russia, and the United States provides for an interesting thought experiment. As non-democratic regimes, China and Russia have differing priorities and internal power dynamics than the United States and thus organize their governments differently. By combining known and broadcasted strategies of these nations with the observed technical capabilities demonstrated in the public domain, we can begin to see how organizational structures map to strategic goals and directly enable technical capabilities. Insight can be gained by introducing organizational structures into traditional analysis focusing solely around strategies and capabilities; additionally, otherwise unknown capabilities or intents might be discovered or inferred by analyzing organizational structures alone. Analyzing cyber operations from this oft-overlooked perspective could potentially provide useful insight and more concrete actions that can be undertaken to realize the National Defense Strategy’s goals.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗

DOE OSTI2020

Cyber Resilience as a Deterrence Strategy

This paper was written by the Cyber Deterrence and Resilience Strategic Initiative in partnership with the Resilience Energy Systems Strategic Initiative. Resilience and deterrence are both part of a comprehensive cyber strategy where tactics may overlap across defense, resilience, deterrence, and other strategic spaces. This paper explores how building resiliency in cyberspace can not only serve to strengthen the defender's posture and capabilities in a general sense but also deter adversaries from attacking.

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2021

Europe's Evolving Deterrence Discourse

Over the last decade, a deteriorating security environment has brought into sharp focus the atrophy of strategic thought that occurred after the Cold War. At a time of intensifying major power rivalry, renewed urgency about the effectiveness of deterrence and the reliability of strategic stability, and mounting threats by nuclear armed and -arming “rogue states,” the need for new intellectual capital has become more pressing. But the U.S. analytical community shed a great deal of capability and capacity in the 1990s and after the 9/11 attacks was long focused on other problems. In recent years, the United States has slowly begun to rebuild institutional capacity and to reinvest in the development of the necessary human capital and analytical tools. One symptom of past atrophy was the near-complete collapse of transatlantic dialogue on these matters. One indicator of the nascent renewal is the reemergence of transatlantic collaboration, especially among early career professionals. In recent years it has also become clear that European institutions too are beginning to rebuild capacity and reinvest in human capital. This small volume is the result of a collective effort by four institutions to take stock of the state of strategic thought in Europe as it relates to deterrence and to advance transatlantic dialogue on deterrence. As a co-organizer of this process, CGSR is pleased to produce this edited collection of papers on behalf of the group. I am especially grateful to Amelia Morgan and Anna Péczeli for their role as coeditors. Please note that the views expressed here are the personal views of the authors and should not be attributed to the Laboratory, its sponsors, or any of the institutions with which the authors are or have been affiliated. Please also note that the Laboratory assumes no responsibility for the validity of the information used by the authors, who have drawn on information in common usage in Europe to inform their thinking.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗

DOE OSTI2023

Laboratory Directed Research and Development Program FY 2020 Annual Summary of Completed Projects

ORNL has established a program with four complementary subprograms to meet its LDRD objectives and to fulfill the particular needs of the laboratory. A provision for multiple routes of access to ORNL LDRD funds maximizes the likelihood that novel ideas with scientific and technological merit will be recognized and supported. The ORNL LDRD Program comprises the following four subprograms: 1) The Director’s R&D Program supports projects that advance research frontiers, capabilities, and expertise at ORNL in key strategic areas. 2) The Seed Program supports innovative high-risk/high-reward research to the proof-of-principle stage. 3) The Strategic Hire Program supports the research of key new staff whose expertise and capabilities address a critical strategic need for the laboratory. 4) The Distinguished Staff Fellowships assist the laboratory in bringing in exceptional early-career scientists to refresh and expand its scientific and technical expertise. The total ORNL LDRD Program budget authorized by DOE for FY 2020 was $\$$55 million. FY 2020 allocations totaled $\$$52.5 million and supported 153 projects. An additional $\$$95,827 was allocated to administrative costs for conducting proposal reviews. Overall, 96.4% of the allocated funds were spent. The expenditure of $\$$50.6 million was about 3.2% of the laboratory’s total budget of $\$$1,572 million for operating and capital expenses, which is well below the maximum of 6% allowed by DOE Order 413.2C and is in accordance with Section 309 of Division D of the Consolidated Appropriations Act.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2024

Capabilities Development at the University of Texas at El Paso for Hydrogen Generation Research and Education

Gasification-based systems have recently received much attention due to their capability of converting wastes into useful fuels. The gasification of biomass, municipal solid waste (MSW), plastics, and other sustainable resources has shown promise in hydrogen production. When coupled to a CCU or CCS unit, these systems have the potential to achieve carbon neutrality or carbon-negative emissions. In addition, these systems have an edge over conventional incineration or landfill systems by reducing greenhouse gas emissions and recovering useful energy. However, the gasification of MSW and other wastes is still in its early stages. In particular, co-gasification of wastes with biomass has significant unknowns in optimizing the reaction kinetics, operability, design and performance improvements. Currently, Supercritical Water Gasifiers (SCWG) and Plasma Gasifiers are the major systems that are capable of producing high hydrogen amounts from Biomass and MSW, respectively. However, both systems have high capital and operating costs, adversely affecting efficiency and the hydrogen production cost. Additionally, due to lower temperatures, SCWGs are prone to tar formation and fouling in the heat exchangers. Hence, there is a need to look for alternative solutions for MSW and biomass gasifications, particularly in co-gasification. The current effort aims to develop a strategic plan to establish a sustainable gasification facility for hydrogen research at the University of Texas at El (UTEP). A major part of this effort involves an extensive literature survey to identify technological gaps and potential areas of interest. Several concepts were developed in accordance with the current demands from the literature survey. Based on the concepts, a center-wide capability assessment was conducted to measure the current capacity and feasibility of establishing hydrogen research. Afterward, a strategic research plan was developed, and a list of required resources was made for the expansion of hydrogen research at UTEP. In addition, successful partnerships with the local county and the city were developed to pursue hydrogen research. The strategic goal setting and planning of UTEP Aerospace Center resulted in securing $2.5 million in external support to expand the hydrogen research during the project performance period. In addition, during the project period, a course in Hydrogen Energy Systems was developed to expand the energy curriculum at the UTEP Aerospace and Mechanical Engineering Department. The course focused on hydrogen production, storage, supply and delivery and application. The cross-listed course was offered at both undergraduate and graduate levels during the Spring 2024 semester and had 27 enrolled students. Moreover, the students supported under this award were trained in gasification process modeling, CAD, CFD and FEA during the project period. The training enabled the students to move into new projects to support gasification design, integrated gasification combined cycle process plant analysis, gasifier structural and operational analysis, and digitally threading the systems.

08 HYDROGEN↗

DOE OSTI2023

Dynamics of Water, Climate, and Infrastructure

Climate and its impacts on the natural environment, and on the ability of the natural environment to support population and the built environment, stands as a threat multiplier that impacts national and global security. The Water Intersections with Climate Systems Security (WICSS) Strategic Initiative is designed to improve understanding of water’s role in, among other topics, the connection of critical infrastructure to climate in light of competing national and global security interests (including transboundary issues and stability), and identifying research gaps aligned with Sandia, and Federal agency priorities. With this impetus in mind, the WICSS Strategic Initiative team conceptualized a causal loop diagram (CLD) of the relationship between and among climate, the natural environment, population, and the built environment, with an understanding that any such regionally focused system must have externalities that influence the system from beyond its’ control, and metrics for better understanding the consequences of the set of interactions. These are discussed in light of a series of worldviews that focus on portions of the overall systems relationship. The relationships are described and documented in detail. A set of reinforcing and balancing loops are then highlighted within the context of the model. Finally, forward-looking actions are highlighted to describe how this conceptual model can be turned into modeling to address multiple problems described under the purview of the Strategic Initiative.

54 ENVIRONMENTAL SCIENCES↗

DOE OSTI2024

Enhancing Cloud Cybersecurity: Prescriptive Controls for Operational Technology

This whitepaper provides strategic insights and recommendations into security cloud-based solutions for electric utilities, encompassing operational technology (OT), virtual power plants (VPP), distributed energy resources (DERs), applications, networks, and data storage as they transition to and leverage cloud infrastructure through managed service providers (MSPs) and cloud service providers (CSPs). Principles derived from established frameworks serve as a foundation for best practices across cybersecurity projects and remove the constraints of settling on a single framework. For organizations that prefer not to integrate a specific framework altogether, elements of the proposed approach could be adopted or tailored to best fit defined requirements and expected functionalities. The Cirrus assessment, a utility cloud feasibility tool, and the roadmap it provides serve as a precursor to this paper, which seeks to be a valuable resource for defining next steps following cloud technology integration feasibility appraisal. With its comprehensive approach to adoption, the Cirrus framework offers strategic guidance on responsibly preparing for or deploying a utility cloud solution. The previously published whitepaper, “Use Case-Informed Framework for Utility Cloud Migration,” details the guiding strategy, research, and deployment of cloud solutions within electric and interconnected grid systems. Before implementing the controls suggested in this document, it is recommended that stakeholders complete Cirrus's cloud integration assessment and pair the results with their unique cybersecurity controls to form a comprehensive cloud-based utility cybersecurity plan. The Cirrus outcome will consider a series of future architectures for the grid before and after the energy transition and evaluate the arguments for and against cloud applications for each electric and interconnected grid layer. This document is a companion to the original whitepaper, "Use Case-Informed Framework for Utility Cloud Migration" to further identify and recommend security controls based on Cirrus’s cloud integration assessment output. The following whitepaper outlines the cybersecurity controls that secure cloud-service models pertinent to the electric sector using the predefined categories identify, protect, detect, and respond and recover. The objective is to outline prescriptive security controls based on the type of architecture and data stored in the cloud. The focus includes dissecting the shared responsibility model and elucidating what on-premises Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS) entail. A pivotal consideration in this context is allocating responsibility for foundational cybersecurity aspects—having used Cirrus for the cloud integration assessment. The ensuing controls detailed herein also represent a checklist of controls necessary for a secure cloud transition, equipping utilities with the knowledge to navigate this digital transformation with confidence and strategic foresight in a safe and responsible manner.

42 ENGINEERING↗

DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

DOE OSTI2023

Mitigation-Aware Bidding Strategies in Electricity Markets

Market power exercise in the electricity markets distorts market prices and diminishes social welfare. Many markets have implemented market power mitigation processes to eliminate the impact of such behavior. The design of mitigation mechanisms has a direct influence on investors' profitability and thus mid-/long-term resource adequacy. In order to evaluate the effectiveness of the existing market power mitigation mechanisms, this paper proposes a mitigation-aware strategic bidding model and studies the bidding strategies of the market participants under current practice. The proposed bidding model has a bilevel structure with strategic participant's profit maximization problem in the upper level and the dispatch problem for market operators in the lower level. In particular, the consideration of potential offer mitigation is incorporated as upper-level constraints based on the conduct and impact tests. This bilevel problem is reduced to a single-level mixed-integer linear program using the KKT optimality conditions, duality theory, and linearization. Numerical results illustrate how a strategic player can exercise market power to achieve a higher profit even under the current market power mitigation process and we analyze the social impact that the market power exercise results.

Wu, Yiqian↗

DOE OSTI2020

A Systematic Evidence Based Performance Approach to Regulation of Nuclear Sites in England and Wales - 20058

The Environment Agency for England has developed a systematic evidence-based approach to pursue our strategic environmental objectives for the regulation of nuclear sites. We use an annual evidence review process to ensure effective and efficient targeting of limited resources to achieve those objectives. Over the last 8 years, we have been developing and refining this approach to ensure risk-based and value driven regulation. The approach comprises nuclear site and nuclear sector review processes known as Site Environment Review (SER) and Nuclear Environment Review (NER). This approach complements our regulation of nuclear site permit holders under the Environmental Permitting Regulations (EPR). We deliver our regulation of nuclear sites in England and Wales alongside the Office for Nuclear Regulation. The SER process involves the lead regulator for each nuclear site assessing the permit holder's environmental performance across 14 themes, set within the context of the site's main activities and associated waste disposals. Our themes include environmental leadership, resources and climate change, radioactive waste management, facility management and decommissioning, groundwater, and environmental radiological protection. We use evidence from site inspections and working within our subject matter groups to grade current and predicted future environmental performance. We are particularly interested in sustainability and the application of Best Available Techniques (BAT) to prevent the creation, and minimise the disposal, of radioactive wastes. We use risk analysis (strengths, weaknesses, threats and opportunities) to examine performance against our strategic environmental objectives, which are set out, in our 5-year Nuclear Delivery Plan (NDP). The output supports the targeting of our resources at each nuclear site. We consult the relevant permit holders on the SER priorities and use their feedback to refine our plans. We expect all permit holders to take account of our priorities when considering their own programmes of work, objectives and plans. The NER process brings together what we learn and achieve through regulation across the sector. It provides input to planning priorities, supported by qualitative and semi-quantitative evidence. It covers the 28 nuclear sites in England and Wales and spans the same 14 environmental themes. During the process we collate, compile and summarise evidence from the SERs and other sources such as inspection reports and evidence from our other nuclear work programmes. The output is the NER annual report. This provides a snapshot of the status of the nuclear sector and gives insights to enable us to regulate more efficiently and effectively. It also takes account of cross-cutting issues and risks such as changes in international standards, domestic policy, regulatory framework, domestic standards and guidance, learning from experience such as incidents, events and good practice, and innovation, research and development. It provides graphics that illustrate the grading of environmental performance for the nuclear sector across the fourteen environmental themes. This analysis allows benchmarking of nuclear site's environmental performance and the visualisation provides a convenient comparison of performance across themes, sites, and over time. We use this intelligence to inform our investment in training and development of our staff, and our cross-cutting engagement on strategic issues with government, the Nuclear Decommissioning Authority (NDA) and other corporate organisations. Adopting this approach can provide benefits with organisational reputation, stakeholder participation and ensuring value from the public investment. This paper describes the history of the SER/NER process, a selection of outputs from the process and ideas for improvement. The paper will be of interest to other regulators and organisations across the world that are interested in supporting continuous improvement. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2026

FY27 Annual LDRD Call for Proposals - external release

Proposals are now being accepted for the fiscal year 2027 (FY-27) Laboratory Directed Research and Development (LDRD) call, the FY-27 Annual LDRD Call for Proposals. Idaho National Laboratory (INL) has renewed its research and development (R&D) portfolio to align with its strategy, and this call seeks high-quality proposals that address these renewed research priorities. The LDRD Office encourages proposals that offer the potential to achieve breakthroughs in the three science and technology (S&T) strategic initiatives: • Unleashing America’s Energy Abundance: Enabling the Quadrupling of Nuclear Power by 2050; • Securing America’s Future by Developing Domestic Supply Chains for Critical and Strategic Minerals and Materials (CSMM); and • Delivering Critical National Security Technology. Proposals that support INL’s four strategic thrust areas are also encouraged: • Enabling Future Fusion Energy Systems; • Delivering Small Nuclear Reactor Technology for Space Exploration and Defense Missions; • Accelerating Technologies for Hybrid Energy and Nuclear Applications; and • Securing America’s Energy Future Through Artificial Intelligence (AI).

99 - GENERAL AND MISCELLANEOUS↗

DOE OSTI2020

Energy Paths for the Yurok People

This Yurok Tribe energy strategic planning study examined electricity usage, costs and infrastructure, as well as electricity needs on the Reservation. It also assessed the Tribe’s energy resources. Equipped with this information, the project team conducted an energy options analysis that examined different project opportunities and identified key projects that are both feasible to implement and will help the Tribe reach its stated Energy Vision. A key finding of the energy needs assessment is that there are still numerous households that are without grid electric power, and it is likely that most of them will remain disconnected from the grid because of their remoteness. To provide these community members with reliable, affordable, modern energy services their homes will need to be electrified via a robust off-grid energy services program that installs and maintains off-grid energy systems. This is the key need that is explored and addressed in this plan. The approach taken is to establish a new business entity, a Tribal Energy Authority or Utility, that will operate a Tribal Energy Program. The Energy Strategic Plan identifies a number of potential funding sources that could be used to support both the On-grid and Off-grid Energy Programs. This plan also promotes continued efforts to reduce electricity consumption through the implementation of energy efficiency measures in existing facilities and the enforcement of a strong energy-efficient building code for all new construction on the Reservation. Finally, the plan promotes added resilience at critical Tribal facilities on the Reservation by recommending that battery energy storage systems and microgrid controls be coupled with rooftop solar PV systems to create cutting edge microgrid facilities that can provide critical power services to Tribal facilities when the main electric grid is shutdown.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2020

Interoperability Maturity Roadmap Methodology, V1.3

The Interoperability Roadmap Methodology document supports the U.S. Department of Energy (DOE) Grid Modernization Laboratory Consortium (GMLC) Interoperability Project’s efforts to advance interoperability as an essential component for the successful and more seamless integration of intelligent, communicating technologies into the electric power system. This proposed methodology supports the strategic approach to advance interoperability described in the GMLC Interoperability Project’s Interoperability Strategic Vision: Enabling an Interactive Grid. That document proposes engaging an ecosystem of businesses interested in integrating smart technology with the electric power system to develop an interoperability roadmap using a methodical approach. This roadmap methodology is to be applied to technology integration ecosystems (e.g., electric vehicles, photovoltaic inverters, or automated buildings), using tools that measure the state of interoperability today, to identify the gaps and challenges that can be overcome to improve interoperability, and thereby, simplify the integration process.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2023

Nuclear Trade Atlas 2016-2020

Building on prior work developing a Strategic Trade Atlas promoting understanding of global trade flows of strategic goods, a Nuclear Trade Atlas was developed based on publicly available trade data. The Nuclear Trade Atlas examines trade patterns and trends for seventeen commodities based on a two-step assessment of the trade’s nuclear relevance: first estimating the probability that trade classified under a given Harmonized System (HS) code represents a specific commodity included in the export control lists of the Nuclear Suppliers Group, and second estimating the probability that the listed, often dual-use, commodity would be indicative of nuclear use. These estimates combine to provide a measure of the likelihood trade classified under a given HS code may be nuclear relevant. By exclusively focusing on the HS codes most highly ranked by this measure, the resulting data visualizations comprising the Nuclear Trade Atlas provide those responsible for regulating or monitoring nuclear trade greater understanding of relevant global trading patterns and trends. The Atlas includes both commodity- and country-based views of nuclear trade. It is published as a book and as an interactive tool. Besides trade data, the interactive Atlas also includes data about countries’ non-proliferation commitments, allowing users to take this information into consideration while analyzing specific trade flows.

strategic trade, world customs organization, trade↗

DOE OSTI2026

Playa de Ponce's Advancements in Energy Affordability and Reliability

Un Nuevo Amanecer Inc. (UNA), a community-based nonprofit organization, partnered with the U.S. Department of Energy's Energy Technology Innovation Partnership Project (ETIPP) to develop a Strategic Energy Plan (SEP) for the community of Playa de Ponce on the southern coast of Puerto Rico. The SEP provides a community-driven roadmap to improve local energy systems by identifying shared priorities, strategies, and actions that support a more reliable, affordable, and resilient energy future. Over a seven-month period, researchers from the National Laboratory of the Rockies (NLR) worked with UNA, the Puerto Rico Hispanic Federation, community leaders, and residents to gather input through engagement workshops held in March and June 2025. These discussions helped define the community's energy vision and identify key challenges, including high electricity costs, unreliable service during extreme weather events, and risks to public health and safety - particularly for the community's aging population. This fact sheet summarizes the key elements of the Strategic Energy Plan, including four priority strategies organized around three focus areas identified by the community: energy reliability, safety and security, and stakeholder participation, education, and capacity building. Together, these strategies outline actionable pathways to strengthen Playa de Ponce's energy resilience and support long-term community goals. The plan serves as a shared reference for community members, local organizations, and government partners working to advance energy solutions in Playa de Ponce and complements broader municipal and island-wide planning efforts.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2023

Roles of mineral matter in biomass processing to biofuels

Abstract Minerals in biomass have a significant impact on both biofuel quality and yield. This is especially true for current thermochemical biomass conversion processes. However, the roles of plant minerals in biochemical conversion have not been studied extensively, even though they are generally considered to lower the sugar yield because they reduce the feedstock proportion of carbohydrates. A successful strategic solution is thus necessary to overcome the challenges caused by the minerals in biomass, which include (1) decreased quality of biomass feedstocks; (2) reduction of process efficiency; and (3) reduction of the product quality and quantity from biomass conversion. This review summarizes the roles of plant minerals in a biorefinery, focusing on these key challenges. The discussion covers many issues related to plant minerals in biofuel production, including their sources, functions, and distribution in plant biomass, methods of characterizing them, their influence in a biorefinery, and the strategic handling required to manage their occurrence in biomass, based on reported studies. It could inspire better strategies to deal with the variance of mineral content in biomass feedstocks to increase process efficiency and reduce costs while supporting the concept of a circular bioeconomy. © 2023 The Authors. Biofuels, Bioproducts and Biorefining published by Society of Industrial Chemistry and John Wiley & Sons Ltd.

09 BIOMASS FUELS↗

DOE OSTI2023

Optimal Strategies for Hybrid Battery‐Storage Systems Design

As stationary hybrid energy‐storage systems (HESS) for power systems applications have recently drawn interest due to their enhanced performance and decreasing cost, developing systematic approaches for HESS design while considering controls is gaining traction. Herein, a method is presented to optimally design hybrid battery storage by proposing a mathematical modeling framework, formulated as a mixed integer linear programming model. The optimization is capable of handling multiple subsystems of batteries, considering their economic and technological performance. Decisions involve sizing of the batteries, optimal temporal and strategic dispatch to end uses, and energy sources for charging each battery. The applicability of the model is tested on four case studies for three battery chemistries representing distinct objectives: high‐power, high‐energy, and second life. Compared to traditionally designed battery storage with a homogeneous battery, optimally designed hybrid systems can save 12%–26% of system costs, depending on the nature of the dispatch profile. Findings point to design preference toward the second life battery supplemented with some high‐power or high‐energy battery capacity, or both. With the utilized electricity price structure, customers can experience approximately 10%–35% reduction in their bills.

Koleva, Mariya↗