Indiana

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.

Strong public policy favors giving states credit for the carbon reductions they make while the Plan’s legality is pending.

Generally speaking, regulatory commissions and courts are not anxious to substitute their judgement for that of utility management. A recent example where state regulators found it prudent to gingerly cross the line can be seen in a recent case involving Indianapolis Power and Light Company.

Should regulators allow customers opt-out, on the theory they know best? Or should all customers be made to participate?

While former CEO Charles Bayless says that economics remains the driving factor behind the shifting sands, there are plenty who would put the blame on the Obama administration and its “War on Coal.”

Austin Energy awards Recurrent Energy a contract for Texas' largest solar power plant; Indianapolis Power & Light receives approval from IURC to invest $600 million in gas turbine power station; Tucson Electric Power to purchase solar power from Avalon Solar Project; Xcel Energy and SunPower sign a PPA for a 50-MW solar plant in Colorado; American Electric Power plans to replace existing wire on transmission line running from Ohio to West Virginia; Midcontinent ISO amends its tariff to allow for short-term variations in net load requirements; FERC approves ISO New England's "Pay-for-Performance" plan.