Engineers and constructors adapt to serve an industry in transition.
From gas pipelines to PV arrays, the nation’s contractors are seeing growth in utility infrastructure. Fortnightly talks with executives at engineering and construction firms to learn what kinds of projects are moving forward, where they’re located, and what lies over the horizon.
(February 2012) Siemens acquires eMeter; Long Island Power Authority selects PSEG to manage T&D system; Mountain Parks Electric awards SCADA/DMS contract to Open Systems International; Kiewit and Sargent and Lundy award contract to Hitachi; plus announcements and contracts involving SAIC, Shell, Landis+Gyr, and others.
(January 2012) Hawaiian Electric selects Renewable Energy Group to supply biodiesel for combustion turbine; GE signs long-term services agreement with Comision Federal de la Electricidad; Nissan North America selects Coulomb Technologies to provide EV charging infrastructure locations; Siemens agrees to acquire eMeter; plus announcements and contracts involving AES Corp., Maui Electric, KCP&L, and others.
Engineering and construction firms adapt to a changing market.
Engineering, procurement and construction (EPC) contracts are evolving as utilities seek to spread risks, contain costs, and execute their business strategies. As a result, turnkey contractors are adapting their capabilities to meet the industry’s changing needs. Leading EPC firms share their vision for a 21st century energy industry—and their role in building it.
Investment opportunities in an evolving environment.
Christopher Dann, Sartaz Ahmed and Owen Ward
Some of the key policy mechanisms and market factors that triggered the boom in renewable energy development have weakened in the face of one of the most severe economic downturns in modern history. In some ways, though, the renewables sector is richer and more dynamic today than when the boom began. A shakeout might be coming among renewable power players, and those that survive will strengthen their capabilities, hone their strategies, and take advantage of industry consolidation to build scale.
Lockheed Martin teams with Tendril; Pattern Energy 101 MW wind plant starts operating; Alstom to supply steam equipment to GWF plant; Siemens wins government efficiency contract; GE Jenbacher introduces high-efficiency gas engine; OpenADR Alliance forms; Better Place gets into San Francisco taxis; EnerNOC enters TransAmerica Pyramid; and more.
New turbine technologies offer unprecedented flexibility.
If there’s an electric power project under development that best reflects the current state of the U.S. gas turbine market, it might be the Northern California Power Agency’s (NCPA) 280-MW, natural gas-fired combined-cycle plant in Lodi, Calif.
Fundamental changes require bold strategies.
While many utilities have embarked upon efforts to define a path toward the next generation utility, these efforts often are siloed initiatives driven by the generation, transmission and distribution (T&D) or customer segments of the organization. Addressing the upcoming challenge will require a coordinated and integrated set of decisions so as not to sub-optimize the end-to-end value chain. Eight critical themes across the generation, T&D and customer elements of the value chain will shape the future of our industry.
New approaches to contracting in a post-turnkey world.
Sponsors of new nuclear power projects face a gauntlet of development challenges, from fickle regulatory policies to supply chain uncertainties. By preemptively addressing risks and taking a systematic, hands-on approach to development, companies can improve chances for a nuclear renaissance in America.
Five effective strategies for managing escalating input costs.
It is time to adapt to new rules of the game, and change procurement tactics. Read these five effective strategies for managing escalating input costs.