Low-carbon strategies are yielding rewards for shareholders.
Low-carbon and “green” strategies have begun delivering returns for utility shareholders. Whether a company ultimately wins or loses depends on how markets are pricing the risks of possible carbon-control regimes.
Duke Energy named Lynn J. Good group executive and president – commercial businesses. AGL Resources announced John W. Somerhalder II, the company’s president and CEO, has been named chairman of the board. Energy West announced several changes in its management team. And others...
(November 2007) Pacific Gas and Electric Co. elected William D. Arndt to the newly established post of vice president, project management and program office. Calpine Corp. promoted Zamir Rauf to treasurer and senior vice president of finance. FirstEnergy Corp. named William D. Byrd director of rate strategy, vice president and chief risk officer. The U.S. Nuclear Regulatory Commission assigned David Dumbacher as senior resident inspector at the Callaway nuclear plant, near Fulton, Mo. And others...
The need for many hundreds of billions of dollars in capital expenditures creates huge opportunities and challenges, especially in a more challenging credit environment.
An estimated $900 billion of direct infrastructure investment will be required by electric utilities over the next 15 years, and $750 million already is in place. Nukes, renewables, low-carbon technologies, combined-cycle gas turbines—all have faced cost challenges. The magnitude of the numbers requires a multi-pronged approach.
Despite a favorable outlook for utility finance, cost pressures are straining rate structures.
Utilities are bringing monumental capital-expenditure plans before rate regulators just as they’re dealing with a barrage of rising costs—for fuel and other commodities, as well as labor, pension-fund obligations, and interest payments. Ten energy-finance luminaries elaborate on the industry’s fortunes.
A look at due diligence for energy transactions, and at what’s driving them.
By the end of last year, much was being made of the failed attempts at multibillion-dollar mergers by FPL with Constellation, Exelon with PSEG, and Southern Co. with Progress Energy. In spite of the repeal of the Public Utility Holding Company Act, these mega-mergers still required regulatory approvals from multiple state and federal agencies, and their high profiles attracted attention and resistance from a vast array of special interests.
Eco-Developer Pat Wood III explains how competitive markets are good for green business.
The debate over implementing comprehensive electric-competition policies throughout the U.S. economy still rages to this day. Pat Wood III, as the federal regulator, had to fight many tough, public battles in defense of his beliefs on open markets. But there is no bitterness from those battles, if there ever was. It’s quite the opposite. Interviewed at the American Wind Energy Association conference in early June, Wood punctuated his answers in the go get ’em, optimistic view of the world many remember him for at FERC.
Tackling climate change is a monumental challenge. Power-company CEOs discuss long-range plans for a climate-friendly energy economy.
Seven CEOs—from Exelon, Great Plains Energy, National Grid, NRG Energy, Duke Energy, FPL Group, Great River Energy—explain how global warming is affecting their customers, shareholders, and employees.
EPACT and the repeal of PUHCA have not affected the pace of utility acquisitions.
Why do we still have several hundred shareholder-owned electric utilities in the United States, not to mention several thousand municipal and cooperative ones?
The North American electric-power sector remains highly fragmented, with much consolidation potential.
During the last few years, the generating asset-ownership structure in North America has gone through a major change. During one of the most severe bust cycles of the industry, and the gradual recovery of the markets, significant amounts of assets have changed hands.