Each DR portfolio will have a different set of AMI needs, based on overall technology infrastructure.
Ross Malme, Dr. Daniel Violette, Rachel Freeman, and Pete Scarpelli
Advanced metering infrastructure (AMI) evaluations will benefit greatly from creating an appropriate DR portfolio as part of the overall solution.
In the Energy Policy Act of 2005 (EPACT), Congress sent a strong message to electric utilities, consumers, and industry regulators that they need to get serious about advanced metering, time-based rates, and demand response (DR).
How to develop, implement, and operate a security program.
Ron Blume, P.E.
In May 2, 2006, the NERC board of trustees adopted the Critical Infrastructure Protection Cyber Security Standard. This article provides some answers to questions in the form of security program development, implementation, and operation.
David Powell, Southeast Lineman Training Center: I enjoyed reading “Baby Boom Blues”. What amazes me is although there is a great need it seems the only people who see the need are the utility companies themselves.
David Sumner, CEO, ARRL: Even the “cloudy” outlook for BPL reported in your article &ldquoA Hard Look at BPL: Utilities Speak Out” is overly optimistic.
How does the DuPont Model—a hybrid of which provides the methodology behind the Fortnightly 40 rankings—actually work? The author shares lessons learned during implementation of the hybrid model this year.
Jean Reaves Rollins
(September 2006) How does the DuPont Model—a hybrid of which provides the methodology behind the Fortnightly 40 rankings—actually work? The author shares lessons learned during implementation of the hybrid model this year.
Is it really so important to preserve regional differences?
Richard Stavros, Executive Editor
The July 11, 2006, edition of the Wall Street Journal contained an excellent opinion piece which posed the question: “What does ‘energy security’ really mean?” What is so striking about his article is that his analysis easily could describe power industry politics between low-cost states (suppliers) and high-cost states (consumers).
(September 2006) Pacific Gas and Electric Co. elected Bill Harper as vice president of strategic sourcing and operations support. Piedmont Natural Gas hired Judy Z. Mayo as deputy general counsel at Piedmont. ITC Holdings Corp. appointed Bennett Stewart to its board of directors. Cleco Corp. named Jeffrey W. Hall senior vice president, governmental affairs, and chief diversity officer. And others.
Tough plant-retirement decisions being made in Canada to reduce its carbon footprint contrasts with America’s embrace of coal-based generation.
Gary L. Hunt and Mark Turner
There is a certain irony in Ontario’s decision to phase out its coal-fired generation at a time when the demand for new coal-fired plants is growing in the rest of North America. Global Energy’s analysis of demand for coal for power generation suggests that growth in demand for coal is likely to continue and even challenge coal producers to step up their productive capacity and deliverability to meet that demand.
What federal regulators should do to ensure security, reliability, and cleaner air in our nation’s capital.
Sheila Hollis and Ilia Levitine
The District of Columbia Public Service Commission successfully has used two little known provisions in the Federal Power Act (FPA) to prevent an aging generating plant crucial to the national capital region’s reliability from being abruptly shut down by Virginia’s environmental regulators. In the end, the immediate threat to the region’s reliability was obviated while the environmental concerns associated with the plant were not ignored. The action resulted in a model for how federal energy regulators and environmental regulators can address similar problems in the future.
A rise in shareholder activism poses questions for companies with lagging share performance.
Samuel Brothwell and Angela Ho
The rise in shareholder activism could spur some companies with lagging share performance to initiate or accelerate strategic initiatives, including separation of functionally disparate businesses, MLP formation, selling non-core operations, or selling the whole kit and caboodle. That said, there is value creation, and then there is looting.
Enron has provided lessons for both corporations generally as well as the energy industry specifically. How can energy market participants effectively manage the risks inherent in complying with those regulatory reforms?
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