EEI

Energy People: Jim Rogers

We talked with Jim Rogers, former CEO of Duke Energy.

Duke is now made up of five companies that existed in 1992. There are three difficult tasks in doing a successful combination. One is to negotiate it. The second, maybe the most difficult task, is actually getting the approval at both the state and federal levels. And lastly, the really hard work of combining the companies. It’s getting the cost savings as well as the revenue enhancements associated with the transaction. It is keeping the most talented people.

Byline:

Jim Rogers, with Steve Mitnick

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Remarkable Energy Careers: Jim Fama

We talked with Jim Fama, retiring and on his last day at EEI, about his remarkable career.

Jim Fama was the Edison Electric Institute’s vice president for energy delivery since 2002.

Byline:

Jim Fama, with Steve Mitnick

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Playing Offense with EVs

How much of a $100 billion market in electric vehicles can utilities capture – or afford not to?

Electric transportation can be the utility sector’s growth engine — $100 billion or more per year — if the industry embraces the opportunities ahead.

Byline:

Michael Shepard

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Utilities Cutting Cord to Coal

It’s not personal. It’s just business.

With coal’s troubles piling up, so too are stories about the industry’s “bleak” future in the United States – a casualty of cheap natural gas, thinning coal seams, and the pursuit of lower-carbon alternatives. Just as conspicuous: utilities, which have long allied themselves with the coal developers, are retiring their older coal units in droves.

Byline:

Ken Silverstein

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Washington Can't Save Utilities from the Solar Onslaught

If energy storage succeeds, it’s a new battlefield.

Solar rooftop installations are fraying the very fabric of the utilities and their business models and, for the first time in a long time, the powerful lobby that is EEI cannot help.

Byline:

Llewellyn King

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The Case for Smart Grid

Funding a new infrastructure in an age of uncertainty.

The world’s electricity supply will need to triple by 2050 to keep up with demand. What follows is a look at where we are, and what may lie ahead, with a focus on the the scope of the problem, regulatory reform initiatives now underway, and how to go about rethinking the business models that might evolve.

Byline:

Massoud Amin

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