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Harvard Case - AEP: Carbon Capture and Storage

"AEP: Carbon Capture and Storage" Harvard business case study is written by Richard H.K. Vietor. It deals with the challenges in the field of Business & Government Relations. The case study is 26 page(s) long and it was first published on : Oct 25, 2010

At Fern Fort University, we recommend that American Electric Power (AEP) adopt a multifaceted approach to carbon capture and storage (CCS) technology, focusing on a combination of strategic partnerships, government lobbying, and innovation-driven investment. This approach will allow AEP to position itself as a leader in the emerging CCS market, contribute to a more sustainable energy future, and mitigate the financial and reputational risks associated with climate change.

2. Background

American Electric Power (AEP) is a major utility company facing increasing pressure to reduce its carbon footprint. The company is exploring the potential of carbon capture and storage (CCS) technology, a promising solution for mitigating greenhouse gas emissions from coal-fired power plants. The case study presents AEP with the challenge of navigating the complex landscape of CCS technology, including its technical feasibility, economic viability, and regulatory environment.

The main protagonists are:

  • AEP: A major utility company seeking to reduce its carbon footprint and explore CCS technology.
  • The US Government: A key stakeholder in the development and deployment of CCS technology, offering incentives and regulations.
  • The CCS Industry: A nascent industry with varying levels of technological maturity and financial resources.
  • Environmental Groups: Advocating for stricter environmental regulations and pushing for a transition to renewable energy sources.

3. Analysis of the Case Study

This case study can be analyzed using a Porter's Five Forces Framework:

  • Threat of New Entrants: The CCS market is relatively new, attracting both established players and startups. The threat of new entrants is moderate, as significant capital investment and technical expertise are required.
  • Bargaining Power of Buyers: Utilities like AEP are the primary buyers of CCS technology. Their bargaining power is moderate, as they can choose from various vendors and negotiate favorable contracts.
  • Bargaining Power of Suppliers: The bargaining power of CCS technology suppliers is moderate to high, as they hold specialized knowledge and control key technologies.
  • Threat of Substitute Products: Renewable energy sources like solar and wind pose a significant threat to coal-fired power plants. However, CCS technology can extend the lifespan of existing coal plants, providing a more immediate solution for reducing emissions.
  • Competitive Rivalry: Competition within the CCS industry is currently moderate, but it is likely to intensify as the market matures.

Key Considerations:

  • Technological Feasibility: CCS technology is still under development, and its long-term effectiveness and cost-effectiveness are uncertain.
  • Economic Viability: The high capital costs associated with CCS technology make it a challenging investment for utilities.
  • Regulatory Environment: Government policies and regulations play a crucial role in shaping the CCS market. Incentives, such as tax credits and subsidies, are critical for driving adoption.
  • Public Perception: Public opinion on CCS technology is mixed, with concerns about its environmental impact and potential risks.

4. Recommendations

AEP should pursue a multifaceted approach to CCS technology, incorporating:

  • Strategic Partnerships: AEP should form strategic partnerships with leading CCS technology providers, research institutions, and government agencies. These partnerships will provide access to cutting-edge technology, financial resources, and regulatory expertise.
  • Government Lobbying: AEP should actively engage in lobbying efforts to advocate for favorable government policies and regulations for CCS technology. This includes advocating for tax incentives, subsidies, and streamlined permitting processes.
  • Innovation-Driven Investment: AEP should invest in research and development to advance CCS technology and reduce its costs. This could involve supporting startups, participating in joint ventures, and establishing internal innovation centers.
  • Public Engagement: AEP should engage with the public to address concerns and build support for CCS technology. This could involve educational campaigns, community outreach programs, and transparent communication about the company's efforts.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: AEP's core competency lies in power generation. CCS technology aligns with the company's mission of providing reliable and affordable energy while reducing its environmental impact.
  • External Customers and Internal Clients: AEP's customers are businesses and households that rely on electricity. CCS technology can help AEP meet their expectations for cleaner energy while maintaining affordability.
  • Competitors: AEP's competitors include other utilities and renewable energy providers. By embracing CCS technology, AEP can position itself as a leader in the evolving energy landscape.
  • Attractiveness: CCS technology offers the potential for significant environmental and economic benefits, including reducing greenhouse gas emissions, extending the lifespan of coal-fired power plants, and creating new jobs.

6. Conclusion

AEP is at a critical juncture in its journey towards a more sustainable energy future. By embracing CCS technology through strategic partnerships, government lobbying, and innovation-driven investment, AEP can position itself as a leader in the emerging CCS market, contribute to a more sustainable energy future, and mitigate the financial and reputational risks associated with climate change.

7. Discussion

Other alternatives not selected include:

  • Focusing solely on renewable energy: While renewable energy is a key part of the solution to climate change, it may not be a viable option for AEP in the short term due to the high cost and intermittent nature of renewable energy sources.
  • Delaying action on CCS: Delaying action on CCS technology could result in significant financial and reputational risks for AEP, as the regulatory environment for carbon emissions is likely to become more stringent in the future.

Risks and Key Assumptions:

  • Technological risk: CCS technology is still under development, and its long-term effectiveness and cost-effectiveness are uncertain.
  • Regulatory risk: Government policies and regulations can change, potentially affecting the viability of CCS technology.
  • Public acceptance risk: Public opinion on CCS technology is mixed, and widespread acceptance is crucial for its successful deployment.

8. Next Steps

AEP should implement the following steps:

  • Form a cross-functional team: A team of experts from various departments (engineering, finance, legal, public affairs) should be assembled to develop and implement the CCS strategy.
  • Conduct a thorough feasibility study: A detailed analysis of the technical, economic, and regulatory feasibility of CCS technology should be conducted.
  • Identify potential partners: AEP should identify potential partners, including technology providers, research institutions, and government agencies.
  • Develop a lobbying strategy: AEP should develop a comprehensive lobbying strategy to advocate for favorable policies and regulations.
  • Engage with the public: AEP should engage with the public through educational campaigns, community outreach programs, and transparent communication.

By taking these steps, AEP can successfully navigate the challenges and opportunities presented by CCS technology, ensuring a sustainable and prosperous future for the company.

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Case Description

By October 2010, American Electric Power, the largest coal-fired, electric utility in the United States, had been operating a carbon capture and sequestration pilot plant for one year. Using a proprietary, Alstom chilled ammonia technology, AEP was capturing and sequestering 90% of the carbon dioxide in a small waste stream at its Mountaineer plant in West Virginia. As part of its larger carbon reduction strategy, AEP was launching construction of a $680 million demonstration plan, partially funded with DOE money. Mike Morris, AEP's chairman, was frustrated though, that Congress had not passed a cap-and-trade bill, and was worried how he would recover AEP's share of this huge investment. Could he find partners in this cutting-edge demonstration, or at least, add it to his utility rate base?

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