Philip Carroll Jr. returned to ScottishPower as a non-executive director. According to the Comtex News Network, Carroll left ScottishPower earlier in 2003 to assist with the rebuilding of infrastructure in post-war Iraq.
Chesapeake Utilities hired Joe Steinmetz as its director of Internal Audit. Steinmetz served in the same position with Dover Downs Gaming & Entertainment Inc. and Dover Motorsports Inc. from 2001 to 2003 before being promoted to assisted controller.
A number of factors point to expanded nuclear generation. But when?
The role that nuclear power will play in the U.S. electricity generation mix during the coming decades has been a subject of continuing speculation. Few analysts deny the remarkably improved prospects for the existing fleet of reactors: Efficiencies realized by industry consolidation, reactor uprates, and plant license renewals have, in a period of about five years, greatly increased the market value of nuclear plants and the competitive advantage of companies that own them.
Generators struggle to plan for the future as they cope with an unstable present.
When the acting administrator at the Environmental Protection Agency (EPA), Marianne Horinko, signed the EPA's "routine replacement" rule on Aug. 27, 2003, she proclaimed that the new approach to Clean Air Act regulation would "provide … power plants with the regulatory certainty they need."
For most energy firms, the returns on investments in customer relationship management have been profoundly disappointing.
Back in the 1950s and 1960s, when big cars were all the rage, energy companies were developing the first systems designed to store and print customer billing data. These early version of the customer information system (CIS), written in FORTRAN and COBOL, ran on massive mainframes. The architectural model was simple.
Business & Money
Obtaining a position measurement in energy markets has become more complex and has increased financial risks for integrated utilities.
"What's your position?" The answer to that simple question in today's energy markets is anything but simple. In fact, answering this question may be the single most difficult challenge faced by a fully integrated energy firm in its efforts to manage risk.
Reliability demands will drive automation investments.
In the days and weeks following Aug. 14, 2003, politicians scrambled to assess blame for the blackouts that plagued the United States and Canada.
Even today, as the blame game proceeds, the precise cause of the grid's collapse remains uncertain. But Republicans, Democrats, and the utility industry alike seem to agree on one thing: the U.S. power grid needs major investment.
How to mitigate transmission risk before the next big blackout.
By now there has been much industry analysis and finger-pointing over what happened on Aug. 14. Will we get a definitive answer to why the lights went out in the Northeast, Midwest, and Canada? Even after we've identified all the causal factors, the most important question to be asking ourselves as an industry is, Why?
Tomorrow's utility technology may be revolutionized at the molecular level.
Revolutionary changes have swept through the utility industry more than once. Although the industry often receives criticism for being slow to adapt, the fact is that utilities are continually building and rebuilding their systems and strategies around changing conditions. AAAAA AASuccess in utility planning often hinges on big things-like market restructuring or an upheaval on Wall Street. It can also depend on little things-like a piece of software or a metering device.
Has the Aug. 14 blackout finally made it more than a pipe dream?
Former Secretary of Energy Bill Richardson ticked off a whole lot of people in the industry when he pronounced the United States a superpower with "a Third World electricity grid."
Yet while debate continues about the causes of the Northeast blackout, there's no arguing that the majority of transmission and distribution in this country is controlled via mechanical technology largely developed in the 1950s.
A review of which technologies and companies stand to win and lose as a result of the 2003 blackout.
Mishap, human error, and malice regularly crash the electric system. We have lurched from the Western economic power crisis of 1999-2000 to the Eastern reliability power crisis of 2003. Neither more studies nor more blackouts have changed what's been built-an excessive quantity of large generation plants dependent on relatively few major transmission lines. On its current course, the grid's inevitable destination is disaster.