Chief tech officers discuss how they are using their data to beat the competitition.
The application of FASB Statement No. 13 can result in unforeseen changes to the financial statements and, in turn, financial ratios of a utility.
Why FERC must yield to bankruptcy law.
FERC should consider a two-part tariff to boost transmission investment.
Four factors could lead to further shockwaves.
People for October 1, 2003.
The blackout could doom deregulation, but why treat reliability and reform as either-or?
The road to the current reliability crisis is paved with four decades of bad policy decisions.
The technical causes of the great Northeast blackout of August 2003 are coming into focus. For reasons yet unknown as of press time, transmission lines in northern Ohio were lost to the grid, and within seconds 50 million people in the United States and Canada were without power. Soon we will no doubt know the specific reasons for the blackout, and technical corrections and improvements will be made.
"Back-to-basics" strategies challenge enterprise-risk philosophies.
Nearly a year ago, cover story announced the rise of the chief risk officer (CRO). "Utility senior management is becoming positively enamored with the office of the CRO," we said. "Fully 40 percent of America's CROs work for utilities and energy companies."
How to update yesterday's IRP model to account for tomorrow's risk profile.
The process we know today as integrated resource planning (IRP) got its start back in the 1980s, when regulators first came to grips with nuclear plant cost overruns and urged utilities in effect to hedge that risk-to give equal weight to conservation, "negawatts," and demand-side management (DSM) as sources of new electric capacity.