United Water has named Robert A. Gerber, Jr. v.p. of corporate law for United Water Management & Services, a subsidiary.
AstroPower, Inc., a semi-conductor company specializing in photovoltaic energy conversion and optoelectric technology, has appointed Dr. George W. Roland v.p. and g.m. of its solar power business.
Eldon A. Cotton, assistant g.m.-power for the Los Angeles Department of Water and Power, was named president of the American Public Power Association.
William M. Smith and Tom Shaughnessy
This country's 350,000 manufacturers must add cutting-edge technologies to their processes to stay competitive. Yet most are small- to medium-sized companies leery of investing in new technology without first
confirming its effect on their
products.Some utilities previously had no option but to run local technology-demonstration facilities on their own (see sidebar on p.
Robert A. Bell and Wayne H. Seden
As electric utilities move ever closer to all-out competition, senior executives are streamlining their organizations, reducing spending, and developing strategic plans to ensure their company's future success. Organizations that cannot substantiate their contribution to the company's financial bottom line risk major budget cuts.
The board of directors of Yankee Energy System, Inc. has elected Ellen J. Quinn v.p., corporate and environmental planning, and Sarah K. Sanders treasurer for the company. Before joining Yankee Energy, Quinn worked as a scientist at Northeast Utilities, and at the Nuclear Regulatory Commission. Sanders also came from Northeast Utilities, where she worked as an analyst.
Mohamed M. El-Gasseir
Until a few years ago, the concept of distributed or modular generation was largely academic. Recent developments in the electric power industry, however, have brought this once esoteric subject to the attention of utility executives as well as state and federal policymakers. Centralized, large-scale plans to use modular generators and demand-side management (DSM) to displace utility investments in bulk-power resources and high-voltage transmission projects is unrealistic.
Andrew C. Barrett
The structure of the utility and telecommunications industries has changed significantly since I began my role as a regulator 15 years ago. Technological developments and a competitive environment, as opposed to regulation, have provided the major catalyst for change. As a result, utility companies, which have historically enjoyed the favor of Wall Street investors, will soon face unprecedented revenue growth problems.
NorAm Energy Corp. has appointed Charles M. Oglesby president of the NorAm Trading & Transportation Group. NTTG includes NorAm's two pipelines, NorAm Field Services, and NorAm Energy Services. Oglesby was previously a v.p. of Coastal Corp. and president and CEO of Coastal Gas Services Co. William A. Kellstrom was promoted to v.p. of corporate business development. Kellstrom was previously president and COO of NorAm Energy Services, NTTG's marketing arm.
The Coastal Corp. has elected Richard G. Smead senior v.p.
William C. Booth and Judah L. Rose
The electric power industry lies in the midst of major change, including a shift to market-based wholesale prices. Market players and regulators will recognize that competition requires a shift in thinking on key issues such as resource planning before the market is developed enough to provide adequate price information.
Charles B. Yulish was named v.p., corporate communications, for the U.S. Enrichment Corp. Yulish previously was executive v.p. and managing director of the E. Bruce Harrison Co. He began his career with the U.S. Atomic Energy Commission.
Dan Bart was promoted to the new position of v.p., standards and technology, to serve both the Electronic Industries Association and the Telecommunications Industry Association. Bart will retain his current responsibilities with TIA.
Allen Arvig, president of East Otter Tail Telephone Co.
An article by Renz Jennings et al. (Jan. 15, 1995), "DSM Programs Must Target Consumers, Not Just Technology," unintentionally implies that information from the national Database on Energy Efficiency Programs (DEEP) project "is not always available to the program analysts involved in designing, implementing, and evaluating programs conducted by their own organization." Nothing could be further from the truth.