(September 2007) DPL Inc. promoted Bryce Nickel to vice president of transmission and distribution operations. DPL also announced the promotion of Kevin Hall to director, transmission and distribution engineering. MDU Resources Group Inc. promoted Cynthia J. Norland, assistant vice president of administration, to vice president of administration. Portland General Electric Co. named Jay Dudley vice president, general counsel, and compliance officer. And others...
(August 2007) Atmos Energy Corp. announced that John Paris has assumed duties as president of the company’s Mid-Tex Division. ISO New England Inc. elected two new board members: Roberta S. Brown, president of Sassafras River Associates LLC, and Richard E. Kessel, president and CEO of Environmental Power Corp.The board of directors of Public Service Enterprise Group named Richard J. Swift as its presiding director. And others...
Next-gen technologies race to dominate the big build.
New nuke plants will take at least eight years to complete, while the coal that powers new IGCC plants is no longer cheap. Regulatory and market obstacles confront both technologies, just as they emerge from the starting gate. Which type of plant will win the future?
Price caps, secondary markets, and the revolution in natural-gas portfolio management.
When FERC decided in February, in Order 890, to lift the price cap for electric-transmission customers seeking to resell their grid capacity rights in the secondary market, it cautioned against expecting a quid pro quo for gas. Was the commission just teasing?
The Southeast again is the battleground for fuels, technology, and market structure.
One sure sign of recovery in boom-and-bust power-generation markets is the renewed growth in the planning and construction of power plants. Active efforts are underway in generation development in the Southeast markets in spite of the high levels of generating reserve margins. With its traditional utility-dominated market structure and a preference for baseload generation, the Southeast is the battleground for the next round of power-generation development.
The spotlight is on. But true stardom will require more direction from utilities.
Richard Stavros, Executive Editor
Wind has become today’s hit—a potential blockbuster, even—but still needing that one big break. To make it big, utilities will have to lead the charge as owners. That will force utilities to consider and evaluate the significant credit implications that can arise when signing a power purchase agreement with developers that lack deep pockets, or implement fly- by-night schemes.
Tackling climate change is a monumental challenge. Power-company CEOs discuss long-range plans for a climate-friendly energy economy.
Seven CEOs—from Exelon, Great Plains Energy, National Grid, NRG Energy, Duke Energy, FPL Group, Great River Energy—explain how global warming is affecting their customers, shareholders, and employees.
The North American electric-power sector remains highly fragmented, with much consolidation potential.
During the last few years, the generating asset-ownership structure in North America has gone through a major change. During one of the most severe bust cycles of the industry, and the gradual recovery of the markets, significant amounts of assets have changed hands.
Why the Tennessee Valley Authority and Duke Energy chose Westinghouse’s nuclear power-plant design over GE’s.
Jack Bailey, vice president, nuclear generation, at Tennessee Valley Authority explains why his organization finally decided on the Westinghouse AP1000. TVA is part of the NuStart consortium at the Belafonte site in Scottsboro, Ala., where TVA is developing a combined operating license for the Westinghouse AP1000 reactor.
Infrastructure challenges are redefining utility capital-planning methods.
Tom Flaherty and Tim Gardner
The capital pressures squeezing utilities today need to be offset by stronger alignment among the four critical dimensions of capital planning: strategic, regulatory, financial, and managerial.
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