FirstEnergy Corp. named Dennis L. Dabney its vice-president of human resources. Northeast Utilities announced Johnny D. Magwood as its first chief customer officer. AES appointed Ned Hall its executive vice president and president of its wind generation division. Intrepid Technology and Resources named Jack Haffey as its chief executive officer. And others...

When Spanish utility giant Iberdrola announced last June that it would acquire Maine-based Energy East for $4.5 billion, it signaled a potential surge in major foreign owners buying into U.S. utility companies. Fortnightly spoke with Pedro Azagra, director of corporate development for Iberdrola S.A. in Bilbao, Spain, to get an update on the acquisition, and his impression of U.S. merger-approval processes.

I’ve worked hard over my career to maintain good relationships with public relations people. It’s not always easy. Too often PR people push me to publish things that might be important to their clients, but just don’t fit into the magazine’s mission or serve its readers. But what’s worse is when PR people try to keep an important story out of the magazine.

Variability is a well-known characteristic of windpower, and system operators know they must plan for changes in wind generation over the course of a day. But when those plans fall short, voltage levels can drop quickly, forcing grid operators to dispatch resources to make up the difference—either by shedding load or bringing reserve generation online.

That’s exactly what happened in ERCOT on an evening in February, when a combination of events left the system operator short on power and long on demand (See Figure 1).

Electric utilities are faced with the challenge of managing a range of aging distribution assets that are critical to system reliability. They also are threatened with potentially huge costs as they seek to replace these assets over the coming years to maintain reliability. Making intelligent decisions about asset maintenance and replacement requires accurate information about the failure patterns of these assets over time.

ERCOT in February averted a blackout that could have become a disastrous defining moment for the windpower industry. This near miss can teach utilities and system operators valuable lessons about integrating variable energy sources into the power grid.

The benefits of DR remain difficult to quantify. Building a comprehensive business case requires a shift in how policy makers think about DR in order to understand its real possibilities.

Clean-energy R&D needs better funding and leadership to meet aggressive greenhouse-gas emissions reduction targets. But how does the industry get there, and what management model best suits achieving such lofty goals? A new ‘clean-energy institute’ might be the answer.

On Wednesday May 7, FERC will host a conference in Washington, D.C. that might prove extraordinary. The commission staff promises not only to review the forward capacity markets now operating in New England and PJM—each a story unto itself—but also to discuss a new rate-making theory that has come virtually out of nowhere and which proposes to help solve the notorious “missing money” problem.

Dodging capacity payments might become an art form among load-serving entities and large electric consumers, as evidenced by Duquesne’s plan to exit PJM, as well as alternative market-designs proposed by large users. But such behaviors might only serve to disrupt organized markets and cause a return to full regulation.