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.
Everyone is in favor of more demand response, but little gets delivered when system operators need it the most.
Scott Neumann, Fereidoon Sioshansi, Ali Vojdani, and Gaymond Yee
Despite overwhelming theoretical and empirical evidence, we aren’t seeing more DR when it is needed most—during emergency periods. The reasons boil down to two obstacles, both of which must be addressed before widespread DR implementation can move forward.
Exclusive interviews with the CEOs of five regional transmission systems.
Exclusive interviews with CEOs at five regional independent transmission system operators: Phil Harris, at PJM; Gordon van Welie, at ISO New England; Yakout Monsour, at the California ISO; Graham Edwards, at MISO; and Mark Lynch, at the New York ISO.
Innovation must play a key role in each company.
Clark W. Gellings and Steve Hoffman
An EPRI vice president cites areas of concern in each part of the electricity value chain. How can IOUs overcome the formidable difficulties ahead of them?
How online monitoring can prevent costly failures.
The march of technology, the urgent call for greater grid investment, and a painful recent past have caught up with the utilities industry. One key area of preventative maintenance for utilities is the transformer, many of which are decades old. Representing approximately $200 billion in investment, these units—which currently number approximately 100,000—can’t be replaced overnight.
Forget the mega merger as a means to acquire new power plants. FERC’s new rules may offer a better path.
Forget the mega merger as a means to acquire new power plants. FERC’s new rules may offer a better path.
Market risks and volatilities are driving asset values higher.
About 10 percent of the power-generating capacity in the United States has changed hands in the past three years. How buyers factor the variables and predict the future will distinguish winners from losers in the evolving power-generation industry.
The models and motives behind tomorrow’s transmission expansion.
Major transmission projects based on two distinct models are showing signs of life. What can these projects teach us about future transmission investment?
Quantifying uncertainty in the planning process.
By Mark Griffith and Fereidoon P. Sioshansi
During the 1980s and early 1990s, integrated resource planning (IRP) was a required practice for many utilities. Then competitive wholesale markets, merchant generation, and restructuring initiatives led many utilities to abandon IRP.
While wholesale competition generally has been successful, the regulatory process changes it brought were less so. And utilities now are getting back into long-term resource planning studies to provide decision support for their “back to basics” business strategies.
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