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?
The grid does not need a Marshall Plan for new investment.
We don't know what caused the Aug. 14 blackout, but somehow we know that our transmission system needs $50 billion to $100 billion in investment and upgrades. And utilities need higher returns to raise that kind of money. Talk about making lemonade out of lemons.
The reality is that we aren't short $50 billion or $100 billion in our transmission system. The study said to support that proposition just doesn't do the job.
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.
Technology Corridor
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.
Business & Money
By approaching Sarbanes-Oxley compliance as an opportunity rather than a burden, companies can reap strategic rewards and become stronger.
The stakes have risen in the compliance game. A series of incendiary scandals-followed by the Sarbanes-Oxley Act and its implementing regulations-have focused the scorching light of public scrutiny onto public companies in all industries, and the heat is particularly intense for investor-owned utilities.
Commission Watch
The industry requires new analytical tools to incorporate the realities of today's higher risk operating and investment environment into the equity allowance process.
Perspective
New realities demand new direction from utilities.
People
Frontlines
Wall Street wants utilities to return to basics, but the CEOs worry it won't be enough.
One can certainly understand why so many utility chiefs steered their companies back to basics over the past two years. They read the newspapers. They knew what the financial community was saying. Investors and debt-rating agencies might have overreacted, I suppose. Some on Wall Street seem to think so. Not all utilities should have been downgraded or downsized, they argue. Not all business plans were suspect.
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.