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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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DOE OSTI2025

Developing and Implementing Risk-Based Research Safety at Argonne National Laboratory

Facilities operated by the US Department of Energy (DOE) are required to have extensive worker safety and health programs by regulation. Here we describe how Argonne National Laboratory (ANL) has implemented the DOE requirements to bring the Laboratory’s multidisciplinary research risk to an acceptable level to safely execute ANL’s mission to perform cutting-edge research.

37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗
DOE OSTI2023

Professional Development for Technical Managers [Slides] (Rev. 1)

LANL is changing rapidly and requires a leadership development program in order to support the growing and changing workforce. Provide analysis and recommendations for a leadership development program for engineering services within ALDFO: 1) Attrition and churn are up; 2) Younger workforce--loss of organizational knowledge; 3) LANL is geographically isolated; 4) Leadership training is infrequent and one-size-fits-all.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2021

Incentivizing Adoption of Software Quality Practices

Although many software teams across the laboratories comply with yearly software quality engineering (SQE) assessments, the practice of introducing quality into each phase of the software lifecycle, or the team processes, may vary substantially. Even with the support of a quality engineer, many teams struggle to adapt and right-size software engineering best practices in quality to fit their context, and these activities aren’t framed in a way that motivates teams to take action. In short, software quality is often a “check the box for compliance” activity instead of a cultural practice that both values software quality and knows how to achieve it. In this report, we present the results of our 6600 VISTA Innovation Tournament project, "Incentivizing and Motivating High Confidence and Research Software Teams to Adopt the Practice of Quality." We present our findings and roadmap for future work based on 1) a rapid review of relevant literature, 2) lessons learned from an internal design thinking workshop, and 3) an external Collegeville 2021 workshop. These activities provided an opportunity for team ideation and community engagement/feedback. Based on our findings, we believe a coordinated effort (e.g. strategic communication campaign) aimed at diffusing the innovation of the practice of quality across Sandia National Laboratories could over time effect meaningful organizational change. As such, our roadmap addresses strategies for motivating and incentivizing individuals ranging from early career to seasoned software developers/scientists.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2022

University Pipeline (with UNM) for Criticality Safety Professionals [Slides]

The scope of the University Pipeline is to provide students with knowledge of NCS and to inspire students to pursue a career in NCS after graduation. There are several benefits of the University Pipeline: reduced training time and costs; interested students that naturally self-sort and pursue the discipline at the university level; and a pipeline of criticality safety candidates readily available within the DOE Complex so that unexpected organizational or mission changes can be reacted to with increased agility.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗
DOE OSTI2021

An industrial policy framework for transforming energy and emissions intensive industries towards zero emissions

The target of zero emissions sets a new standard for industry and industrial policy. Industrial policy in the twenty-first century must aim to achieve zero emissions in the energy and emissions intensive industries. Sectors such as steel, cement, and chemicals have so far largely been sheltered from the effects of climate policy. A major shift is needed, from contemporary industrial policy that mainly protects industry to policy strategies that transform the industry. For this purpose, we draw on a wide range of literatures including engineering, economics, policy, governance, and innovation studies to propose a comprehensive industrial policy framework. The policy framework relies on six pillars: directionality, knowledge creation and innovation, creating and reshaping markets, building capacity for governance and change, international coherence, and sensitivity to socio-economic implications of phase-outs. Complementary solutions relying on technological, organizational, and behavioural change must be pursued in parallel and throughout whole value chains. Current policy is limited to supporting mainly some options, e.g. energy efficiency and recycling, with some regions also adopting carbon pricing, although most often exempting the energy and emissions intensive industries. An extended range of options, such as demand management, materials efficiency, and electrification, must also be pursued to reach zero emissions. New policy research and evaluation approaches are needed to support and assess progress as these industries have hitherto largely been overlooked in domestic climate policy as well as international negotiations.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2022

Organizational Principles of Hyporheic Exchange Flow and Biogeochemical Cycling in River Networks Across Scales

Hyporheic zones increase freshwater ecosystem resilience to hydrological extremes and global environmental change. However, current conceptualizations of hyporheic exchange, residence time distributions, and the associated biogeochemical cycling in streambed sediments do not always accurately explain the hydrological and biogeochemical complexity observed in streams and rivers. Specifically, existing conceptual models insufficiently represent the coupled transport and reactivity along groundwater and surface water flow paths, the role of autochthonous organic matter in streambed biogeochemical functioning, and the feedbacks between surface-subsurface ecological processes, both within and across spatial and temporal scales. While simplified approaches to these issues are justifiable and necessary for transferability, the exclusion of important hyporheic processes from our conceptualizations can lead to erroneous conclusions and inadequate understanding and management of interconnected surface water and groundwater environments. This is particularly true at the landscape scale, where the organizational principles of spatio-temporal dynamics of hyporheic exchange flow (HEF) and biogeochemical processes remain largely uncharacterized. This article seeks to identify the most important drivers and controls of HEF and biogeochemical cycling based on a comprehensive synthesis of findings from a wide range of river systems. We use these observations to test current paradigms and conceptual models, discussing the interactions of local-to-regional hydrological, geomorphological, and ecological controls of hyporheic zone functioning. This improved conceptualization of the landscape organizational principles of drivers of HEF and biogeochemical processes from reach to catchment scales will inform future river research directions and watershed management strategies.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2020

Municipal Adaptation to Changing Curbside Demands: Findings from Semi-Structured Interviews with Ten U.S. Cities

Emerging mobility services (e.g. ride-hailing, e-commerce, micro-mobility, etc.), are generating novel and rapidly growing demands to use curbside space, with potentially large impacts on mobility, energy consumption, and related outcomes. This presents both opportunities and challenges to municipal agencies responsible for managing this interface between the road network and adjacent land uses, as legacy practices require updating. In this study, we employ a semi-structured interviewing approach to establish how municipalities are adapting to these new pressures on their curbside. We interviewed senior staff responsible for curbside policy of ten large U.S. municipalities, with populations ranging from ~250,000 to ~5,000,000 (and the majority of which are the central city of their metropolitan region). We document a trend of organizational restructuring to more formally include curbside management teams, with the majority of interviewees also reporting increased staffing. Respondents reported that operational failures at their curbside (e.g. demand in excess of capacity) have impacts on safety, capacity, and emergency vehicle mobility, with impacts highly concentrated spatially and temporally (e.g. late evenings in nightlife districts). We document a diversity of data flows between ride-hailing operators (e.g. Uber, Lyft) and municipalities, with some cities reporting obtaining types of data that other cities report not receiving, despite requesting such data. Finally, respondents consistently expressed a desire for new data streams and methodologies to help manage the curbside of the future. It is hoped that establishing the state of practice in this rapidly changing context will be of use to practitioners facing similar pressures as those of our interviewees.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
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

On the Road to Achieving Safety Excellence at the Idaho Cleanup Project: The Initial Challenges, Solutions, and Positive Results of Striving to be the Best and Safest in the DOE Complex - 20518

When Fluor Idaho, LLC (Fluor Idaho) assumed the Idaho Cleanup Project Core contract (ICP Core) in mid-2016, it inherited the successful multi-faceted, employee-owned safety programs of two prior contractors supporting cleanup operations at the Idaho National Laboratory Site. Fluor Idaho incorporated the best of both safety programs along with Fluor Corporate's 106-year legacy of safety initiatives and successes. Fluor Idaho integrated the separate programs and cultures under a One Fluor approach - one project, one mission, One Fluor. Job changes, management changes, and procedures, processes, and system changes presented multiple challenges. Those challenges combined with the severe Winter of 2016/2017 resulted in numerous slips, trips, and falls first aids and reportable injuries. The road to safety excellence started off bumpy and stayed that way for some time. Since then, Fluor Idaho has successfully implemented several key initiatives including employee engagement; management engagement and time in the field; communications improvements; safety culture sustainment; injury/illness prevention; organizational learning; and DOE Voluntary Protection Program (VPP) readiness and preparation. Management became more engaged by making more workplace visits and increasing their supervision of 'life critical work' or complex activities. Additional training became mandatory for first-line supervisors and front-line workers. Most recently, Fluor Idaho increased its injury and illness prevention initiatives extensively. In the last year, things have turned around in a dramatic way. This shift is directly attributable to the significant number of initiatives launched in late 2017 and 2018. These initiatives addressed safety performance in the five key areas of the DOE VPP and promoted sustainability of the company's safety culture. The five key areas are: management leadership, employee involvement, work-site analysis, hazard prevention and control, and safety and health training. Employees and managers alike recommitted to making safety the highest value. The result of this laser-like focus on safety and accident and injury prevention is that injuries and first aids are a fraction of what they were. During FY 2019, employees worked more than 4.2 million hours without a serious injury or lost work-day and 1 million hours without a recordable injury. Fluor Idaho is proud of its safety trend. The company invested significant resources in improving its safety record, and that investment is paying off. Other contractors in the DOE Complex can learn and benefit from this discussion of the challenges Fluor Idaho faced, as well as its innovative safety initiatives that are producing results that are being recognized by our U.S. Department of Energy (DOE) customer. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2026

Energy Leaders: The Catalyst for Strategic Energy Management

This study investigates the crucial role energy leaders play in driving strategic energy management (SEM) and accelerating cost savings within a manufacturing organization and consequently, the industrial sector. Whereas energy efficiency can be seen as an innovative business practice with irrefutable cost benefits, its effective implementation requires strategic leadership and a structured approach. This research analyzes data collected from 120 participants representing 71 companies attending the Energy Bootcamp events organized by the U.S. Department of Energy’s (DOE) Better Plants program. The collected data focused on the state of SEM implementation, the presence and responsibilities of energy leaders, and the formation and function of energy teams. The findings reveal a significant gap between the perceived importance of SEM and its actual adoption, highlighting the need for strong leadership to drive behavioral changes by championing energy efficiency initiatives. Results indicate that effective energy leaders possess a diverse skill set, including the ability to secure top management buy-in, foster a culture of energy consciousness, and collaborate across departments. This study emphasizes the importance of empowering energy leaders with clearly defined roles and responsibilities as well as the authority to build and lead cross-functional energy teams. Furthermore, integrating energy management into existing organizational structures and leveraging readily available resources are identified as key factors for successful implementation. This research underscores how dedicated leadership and effective SEM practices help achieve industrial energy efficiency goals, providing practical insights for organizations seeking to improve performance and contribute to a resilient future.

energy leader↗
DOE OSTI2020

IMPLEMENTING CYBERSECURITY INTO AN EXISTING NATIONAL NUCLEAR NON-PROLIFERATION PROGRAMME – A CASE STUDY

Cyber threat profiling and risk mitigation is critical to any nuclear state organization and should be considered as part of any comprehensive nuclear security programme. Defining and evaluating the impact of the cyber threat to mission can be challenging. An existing national nuclear non-proliferation organization undertook an effort to incorporate computer security activities into its programme to address cyber risk. One of the primary goals of this endeavour was to develop a set of prioritised recommendations for organizational follow-through. The organization dedicated subject matter expert resources in the form of a cyber task force to support this goal. Opportunities were identified where computer security could be built into each programme including office-level strategies and tools. Of course, no new identified threat vector is easily considered and incorporated into existing programmes without impact. There are many obstacles to be overcome. Technically literate subject matter experts are difficult to find, management has comparatively less experience applying computer security into its programmes, and trying to change the culture to consider computer security risk at policy and programmatic levels takes time and management attention. As an outcome of this process, a roadmap for program integration was developed, including the establishment of a cyber support team. This paper will discuss the challenges and successes associated with establishing such a team.

Cyber Security, Nuclear, Non-proliferation↗
DOE OSTI2021

EHS Health Assessment & Health Action Plan Report (CY 2020)

Sandia National Laboratories (SNL) Employee Health Services (EHS) program believes that good health is essential to getting the most out of life, which is why we offer a variety of worksite wellness programs that put employees in control of their own health. These programs are based on current research and strategies that are proven to minimize risk and decrease the impact of illness through early detection and treatment. Services includes Health Assessments, the Virgin Pulse (VP) online wellness platform, and Health Action Plans (HAP) which include one-on-one education, organizational health initiatives, a video library, an events calendar, onsite fitness facilities, and group fitness classes. Participation in these programs help employees and their spouses earn funding for their Health Reimbursement Accounts (HRAs). The EHS Health Action Plan (HAP) initiative targets the key health risks identified through the 8-15-80 model by engaging employees to change their own healthcare story. EHS identified the most prevalent of the health risks amongst our population through Health Risk Assessment (HRA) and used that data to build Health Action Plans (HAPs). The 2020 Health Action Plans addressed improving upon inadequate sleep, lack of energy, stress, weight, physical inactivity, cardiometabolic issues (hypertension, high cholesterol, diabetes), low back pain, allergies, asthma, digestive health, tobacco use, and living well to maintaining low risk for those individuals who do not have a chronic condition to manage. These plans connect employees with our onsite registered dietitians, fitness professionals, health coaches, physical therapists, and physicians as appropriate. In addition to addressing the physical aspects of health, the plans also emphasized pre/post-assessments to encourage building behavioral and emotional skills that promote health and facilitate lifestyle changes over a minimum of three months. Just one risk reduction or behavior change can make an impact on the health of the participant’s Division as well as Sandia’s overall risk levels and ultimately its healthcare costs. Sandia employees achieved an Overall Wellness Score of 69 based on the WellSource Health Assessment (the same as last year). A score of 70-100 is considered “Doing Well”, and a score of 40-69 is in the “Caution” category. Overall in CY 2019, Sandia saw a 34% participation rate in Health Action Plan (HAP) programs (up from 33% in CY 2019) with an 89% completion rate (4% lower than CY 2019). Overall, 5,039 (347 more than CY 2019) individuals participated in 8,329 HAPs, which is 1,005 more than the last calendar year (7,324).

59 BASIC BIOLOGICAL SCIENCES↗
DOE OSTI2025

Tactical Analysis for Calculating Contextual Risk at Boundaries: Summary of Laboratory Directed Research & Development Effort

The Tactical Analysis for Calculating Contextual Risk at Boundaries (TACCRAB) tool is an innovative digital twin (DT) platform and automated risk algorithm designed to transform operational decision-making in structured screening environments, with an initial focus on Southern Border Land Ports of Entry (POEs). The invention provides integration points for advanced artificial intelligence, predictive modeling, and real-time data analysis to produce a comprehensive risk management tool that enables proactive, data-informed security strategies. The core inventive features of TACCRAB center on its unique risk algorithm, which dynamically calculates contextual risk by synthesizing historical data, near real-time streaming data from the checkpoints themselves, and AI-generated predictions. Unlike traditional risk assessment methods, TACCRAB utilizes a DT to provide comprehensive operational insights, allowing stakeholders to visualize, simulate, and optimize checkpoint configurations with unprecedented speed and contextual awareness. TACCRAB's key innovation lies in its ability to combine multiple complex inputs - including technology detection probabilities, resource availability, screening pathway characteristics, and threat actor behavioral patterns - into a unified risk calculation and update these inputs based on changing operational and environmental conditions. By leveraging a DT that continuously updates and learns from linked data, TACCRAB can suggest adaptive mitigation strategies that minimize risk while maintaining operational efficiency. Particularly novel is the platform's approach to decision support, which goes beyond static risk assessment. The DT provides dynamic metrics such as wait times, resource allocation effectiveness, and potential emerging threat scenarios, enabling users to view sophisticated, relevant what-if simulations and optimize checkpoint operations in near real-time. The system's architecture allows for generalized application across different screening environments, such as secure facilities, ports of entry, and soft targets, making it a versatile tool for security and operational management. The invention distinguishes itself through its comprehensive integration of predictive modeling, AI-driven pattern discovery, and user-friendly interface design. By combining these elements, TACCRAB transforms complex risk data into actionable insights, supporting decision-makers at various organizational levels - from booth agents making split-second screening decisions to checkpoint managers optimizing the day's resource allocation to strategic planners managing long-term investments.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
DOE OSTI2021

Resilience Metrics and Framework for Distributed Wind Presentation

This presentation communicates information about the MIRACL project Resilience Metrics report and Resilience Framework report. It was created for the 2021 MIRACL advisory board meeting. We propose a three-tiered approach for the resilience framework. At the top level, we consider the time horizons on which resilience will be evaluated and executed. At the middle level, we consider the core functions of resilience, which span across the time horizons. At the lower level, we consider the process steps that correspond to implementing practices for resilience in each of the core functions. The framework considers three time horizons in order to enable organizations to assess and improve their system’s resilience throughout its lifecycle. We call these time horizons the planning, operational, and future stages. The planning stage uses organizational needs and current system evaluation to prepare for potential hazards. The operational stage seeks to execute responses to hazards as prudently and efficiently as possible to maintain system resilience. The future stage seeks to improve on current system resilience and feeds back into the planning stage to promote continuous improvement. While all three time horizons are important when considering a specific topic, the planning and evaluation phase (i.e., what is done in advance of the event) is critical in defining a system’s resilience characteristics and in outlining how a system responds to an event. This framework intentionally emphasizes the planning stage to highlight the overarching emphasis of this effort, not to imply that the other two time-related horizons (i.e., operational and change the future) are less important. The core functions in the framework are identify, prepare, detect, adapt, and recover. These five functions stem from a rigorous analysis of definitions used across the industry, and they represent the core capabilities that an organization must have to enable lifecycle resilience. Within each core function, process steps are described that help walk an organization through the information gathering, evaluation, decision-making, and implementation processes they will need to ensure their resilience goals are maintained throughout the system and the system lifecycle. Also highlighted in the figure is the concept that a resilience framework should be cyclical in nature. Because a system’s resilience is based on finite resources and time, it must continually evolve through this framework’s risk management and capital investment steps at an appropriate level of scope and pace.

17 WIND ENERGY↗
DOE OSTI2023

Idaho National Laboratory’s FY 22 Greenhouse Gas Report

A greenhouse gas (GHG) inventory is a systematic approach to account for the production and release of certain gases generated by an institution from various emission sources. The gases of interest are those that climate science has identified as related to anthropogenic global climate change. This document presents an inventory of GHGs generated during fiscal year (FY) 2022 by Idaho National Laboratory (INL)—a Department of Energy (DOE) sponsored entity located in southeastern Idaho. In recent years, concern has grown about the environmental impact of GHGs. This, together with a desire to decrease harmful environmental impacts, would be enough to encourage the calculation of an inventory of the total GHGs generated at INL. Additionally, INL has a desire to see how its emissions compare with similar institutions, including other DOE national laboratories. Executive Order 14057 requires that federal agencies and institutions track and report GHG emissions where required. INL’s GHG inventory was calculated according to methodologies identified in federal GHG guidance documents using operational control boundaries. It measures emissions generated in three scopes: (1) INL emissions produced directly by stationary or mobile combustion and by fugitive emissions, (2) the share of emissions generated by entities from which INL purchased electrical power, and (3) indirect or shared emissions generated by outsourced activities that benefit INL (occurring outside INL’s organizational boundaries, but are a consequence of INL’s activities). This inventory found that INL generated 75,572.42 metric tons (MT) of CO2 equivalent (CO2e) emissions during FY 2022. The following conclusions were made from looking at the results of the individual contributors to INL’s FY 2022 GHG inventory: • Electricity (including the associated transmission and distribution losses) is the largest contributor to INL’s GHG inventory, with over 50% of the CO2e emissions. • Other sources with high emissions were mobile combustion (fleet fuels), employee commuting, stationary combustion (facility fuels), and waste disposal (fugitive emissions from the onsite landfill). • Sources with low emissions were waste disposal (contracted disposal), fugitive emissions from refrigerants, wastewater treatment (onsite and contracted), and business ground travel (in personal and rental vehicles). This report details the methods behind quantifying INL’s GHG inventory and discusses lessons learned on better practices by which information important to tracking GHGs can be tracked and recorded. It is important to note that because this report differentiates between those portions of INL that are managed and operated by Battelle Energy Alliance, LLC (BEA) and those managed by other contractors, it includes only INL’s activities overseen by BEA. It is assumed that other contractors will provide similar reporting for those activities they manage, where appropriate.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2023

Idaho National Laboratory’s FY 2021 Greenhouse Gas Report

A greenhouse gas (GHG) inventory is a systematic approach to account for the production and release of certain gases generated by an institution from various emission sources. The gases of interest are those that climate science has identified as related to anthropogenic global climate change. This document presents an inventory of GHGs generated during Fiscal Year (FY) 2021 by Idaho National Laboratory (INL)—a Department of Energy (DOE) sponsored entity located in southeastern Idaho. In recent years, concern has grown about the environmental impact of GHGs. This, together with a desire to decrease harmful environmental impacts, would be enough to encourage the calculation of an inventory of the total GHGs generated at INL. Additionally, INL has a desire to see how its emissions compare with similar institutions, including other DOE national laboratories. Executive Order 13834 requires that federal agencies and institutions track and report GHG emissions where required. INL’s GHG inventory was calculated according to methodologies identified in federal GHG guidance documents using operational control boundaries. It measures emissions generated in three scopes: (1) INL emissions produced directly by stationary or mobile combustion and by fugitive emissions, (2) the share of emissions generated by entities from which INL purchased electrical power, and (3) indirect or shared emissions generated by outsourced activities that benefit INL (occurring outside INL’s organizational boundaries but are a consequence of INL’s activities). This inventory found that INL generated 81,185.05 metric tons (MT) of CO 2 equivalent (CO 2 e) emissions during FY 2021. The following conclusions were made from looking at the results of the individual contributors to INL’s FY 2021 GHG inventory: Electricity (including the associated transmission and distribution losses) is the largest contributor to INL’s GHG inventory, with over 50% of the CO 2 e emissions; Other sources with high emissions were mobile combustion (fleet fuels), employee commuting, stationary combustion (facility fuels), and waste disposal (fugitive emissions from the onsite landfill); Sources with low emissions were waste disposal (contracted disposal), fugitive emissions from refrigerants, wastewater treatment (onsite and contracted), and business ground travel (in personal and rental vehicles). This report details the methods behind quantifying INL’s GHG inventory and discusses lessons learned on better practices by which information important to tracking GHGs can be tracked and recorded. It is important to note that because this report differentiates between those portions of INL that are managed and operated by Battelle Energy Alliance, LLC (BEA) and those managed by other contractors, it includes only INL’s activities overseen by BEA. It is assumed that other contractors will provide similar reporting for those activities they manage, where appropriate.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2023

Idaho National Laboratory’s FY 2020 Greenhouse Gas Report

A greenhouse gas (GHG) inventory is a systematic approach to account for the production and release of certain gases generated by an institution from various emission sources. The gases of interest are those that climate science has identified as related to anthropogenic global climate change. This document presents an inventory of GHGs generated during fiscal year (FY) 2020 by Idaho National Laboratory (INL)—a Department of Energy (DOE) sponsored entity located in southeastern Idaho. In recent years, concern has grown about the environmental impact of GHGs. This, together with a desire to decrease harmful environmental impacts, would be enough to encourage the calculation of an inventory of the total GHGs generated at INL. Additionally, INL has a desire to see how its emissions compare with similar institutions, including other DOE national laboratories. Executive Order 13834 requires that federal agencies and institutions track and report GHG emissions where required. INL’s GHG inventory was calculated according to methodologies identified in federal GHG Guidance documents using operational control boundaries. It measures emissions generated in three scopes: (1) INL emissions produced directly by stationary or mobile combustion and by fugitive emissions, (2) the share of emissions generated by entities from which INL purchased electrical power, and (3) indirect or shared emissions generated by outsourced activities that benefit INL (occurring outside INL’s organizational boundaries, but are a consequence of INL’s activities). This inventory found that INL generated 76,494.12 metric tons (MT) of CO2 equivalent (CO 2 e) emissions during FY 2020. The following conclusions were made from looking at the results of the individual contributors to INL’s FY 2020 GHG inventory: (1) Electricity (including the associated transmission and distribution losses) is the largest contributor to INL’s GHG inventory, with over 50% of the CO 2 e emissions; (2) Other sources with high emissions were employee commuting, mobile combustion (fleet fuels), stationary combustion (facility fuels), and waste disposal (fugitive emissions from the onsite landfill); and (3) Sources with low emissions were waste disposal (contracted disposal), fugitive emissions from refrigerants, wastewater treatment (onsite and contracted), and business ground travel (in personal and rental vehicles). This report details the methods behind quantifying INL’s GHG inventory and discusses lessons learned on better practices by which information important to tracking GHGs can be tracked and recorded. It is important to note that because this report differentiates between those portions of INL that are managed and operated by Battelle Energy Alliance, LLC (BEA) and those managed by other contractors, it includes only INL’s activities overseen by BEA. It is assumed that other contractors will provide similar reporting for those activities they manage, where appropriate.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗