The energy industry has entered a new era defined less by long-term goals and more by immediate realities. Surging electricity demand driven by artificial intelligence, data centers, electrification and industrial growth is putting growing pressure on the grid. The challenge is not only building new capacity but ensuring that existing assets can deliver reliable and affordable power.
At EPRI, our mission is to help the industry meet this moment. Through collaborative research and practical tools, we support utilities, operators, academia, government and other key stakeholders across the energy value chain. In my role, I focus on the performance and integrity of existing generation assets, which form the backbone of today’s grid. My colleague, Jeffery Preece, leads our work on innovative technologies, including hydrogen, renewable energy, and next-generation power generation. Together, our teams ensure that both legacy and emerging resources are ready to meet evolving demands.
EPRI also has a dedicated research area focused on nuclear power. This group supports the safe and efficient operation of existing plants while advancing the development of next-generation reactors. The team works closely with utilities and regulators to address technical challenges, extend plant life and promote innovation across the nuclear sector. Both existing and emerging atomic technologies remain critical parts of the energy supply mix.
One of the most underestimated risks in today’s environment is the condition of aging thermal infrastructure. Many of these assets were designed for steady baseload operation but are now required to cycle more often to balance renewables and respond to peak loads from data centers and electrification. This shift introduces new damage mechanisms and accelerates wear in high-temperature components such as steam turbines and boilers. Without proactive life management, these assets face a higher risk of failure that could threaten reliability when it is needed most.
Without proactive life management, aging assets face a higher risk of failure that could threaten reliability when it is needed most.
To address this challenge, EPRI developed
Fitness for Service 2.0, a framework for assessing and extending the life of critical components. The approach prioritizes risk ranking of vulnerable features and draws on real-world case studies to guide decisions on repair, replacement or continued operation under monitoring. It is a practical tool that helps utilities make informed choices about asset integrity and remains increasingly relevant as the industry seeks to maximize value from existing resources.
Digitalization also plays a vital role in this landscape. While often viewed as a universal solution, its effectiveness depends on focus and execution. The most impactful applications today include predictive analytics, sensor-based condition monitoring and AI-supported anomaly detection. These tools enable operators to anticipate failures and enhance maintenance efficiency in complex systems. Other technologies, such as digital twins, are advancing rapidly with promising use cases; however, most are still applied to diagnose specific issues rather than being integrated into daily operations.
The key to successful digital transformation is emphasizing tools that are actionable and interoperable. Innovation alone is not enough. Solutions must be integrated into workflows and deliver measurable results. At EPRI, we are helping bridge the gap between potential and proof by testing digital tools under real conditions and sharing best practices across the industry.
As investment decisions become more selective, energy companies are seeking ways to distinguish between durable assets and stranded risks. Flexibility, lifecycle cost visibility and operational resilience are key indicators. Assets that can ramp efficiently, show strong maintenance records and adapt to new demand profiles are more likely to attract long-term investment. Fitness for Service 2.0 supports this by providing standardized assessments that reduce uncertainty and strengthen confidence in asset longevity.
Looking ahead, one message I would share with leaders shaping future generation portfolios is to embed lifecycle integrity assessments into planning. This should apply not only to individual assets but across entire fleets. Too often, decisions are based on nameplate capacity or fuel type without a thorough understanding of component-level risks. By integrating tools such as Fitness for Service 2.0 and risk-based inspection planning, leaders can make more informed decisions about which assets to retain, retrofit, or retire.
The energy future is no longer just about changing the mix of resources. It is about capacity and reliability. The rise of AI, data centers and electrification is reshaping demand curves and challenging long-standing planning assumptions. While innovation will continue to drive progress, the near-term priority is ensuring the grid can deliver dependable and affordable power.
The path forward will require clear thinking, rigorous analysis and the willingness to challenge convention. With the right tools, collaboration and mindset, the industry can build a power system that meets the needs of tomorrow while sustaining the assets that have supported us until now.
