Top 10 U.S. Investor-Owned Energy Utilities Deploying Renewable Energy
This week, Ceres and Clean Edge release their “Benchmarking Utility Clean Energy Deployment: 2014” report, in which they ranked 32 of the largest U.S. investor-owned electric utilities on their renewable energy and energy efficiency deployments. For this list, we’ll look at the top 10 companies deploying renewable energy, based on their 2012 retail sales. Sales are measured in megawatt hours (MWh).
10. PG&E (86,828,940 MWh)
It’s impressive that California’s Pacific Gas & Electric has made the top 10, seeing as how they only serve the north to central coast of California. There are plenty of customers to serve, however, making for high retail sales.
9. Berkshire Hathaway Energy (86,991,113 MWh)
Approximately a quarter of Berkshire Hathaway Energy’s generation comes from renewable sources. They’re also a multi-state operation with a large family of businesses, including PacifiCorp and NV Energy.
8. Xcel Energy (89,197,694 MWh)
Xcel Energy’s deployment differs from state to state and they have a large natural gas outfit. Still, as a multi-state provider focused in the middle of the country, they generate a large amount of renewable energy.
7. Florida Power & Light (102,127,929 MWh)
A NextEra subsidiary, Florida Power & Light serves 4.7 million customers in Florida which is the third most in the country. It’s also a big employer in the state, with more than 10,000 employees.
6. Entergy (107,006,909 MWh)
Headquartered in New Orleans, Entergy serves Arkansas, Louisiana, Mississippi, and Texas. The company was founded in 1913 and really took off in 1989, when it changed its name to Entergy after several mergers and acquisitions.
5. American Electric Power (137,865,319 MWh)
AEP is huge. With more than 5 million customers in 11 states, it makes sense that they take the number 5 spot on the list. The company has the largest electricity transmission network in the country at more than 40,000 miles.
4. FirstEnergy (146,655,784 MWh)
Cleveland-based FirstEnergy is maybe best known as having their name on the Cleveland Browns’ stadium. They’re much more than that, though, serving customers in Maryland, New Jersey, and other states.
3. Southern Company (156,054,013 MWh)
Serving the southern states of Alabama, Florida, Georgia, and Mississippi, Southern Company is bringing more and more renewable energy to the south. The company believes in environmental responsibility, and their electricity retail sales reflect that.
2. Excelon (158,350,795 MWh)
Excelon is not waiting for a renewable energy future: they’re working on it now. They’re taking a four essential elements strategy: regulatory compliance, risk management, resource stewardship and leadership.
1. Duke Energy (205,843,041 MWh)
Duke Energy tops the list for retail sales by a wide margin. It’s the largest electrical holding company in the U.S. and has plenty of international operations in Latin America and Canada. The company has also been around for more than 100 years, with its founding in 1905, giving it plenty of time to hone their renewable strategy.
You can find the full report here.
Top 10 ways to prepare for COVID-19
Energy Digital sets out Gartner’s Top 10 ways organisations can prepare for a pandemic, via effective operational risk management.
As the spread of the Coronavirus (COVID-19) continues to develop, many businesses are left uncertain as to whether their risk mitigation plan is sufficient.
In a recent webinar conducted by the research and advisory firm just 12% of 1,500 people believe that their business is highly prepared for the impact of COVID-19, while 56% believed themselves to be somewhat prepared, and 11% believed themselves to be very unprepared.
“Most organizations have done some pandemic planning but still have many unanswered questions about whether they have done everything they can to manage risks,” says Jim Mello, Senior Director, Advisory, Gartner.
Establish a preparedness framework
Establish a team that represents all critical business functions. These people will report directly to executive management and are responsible for prioritising the importance of business activities and organise them in tiers for response and recovery.
Monitor the situation
It is important to ensure that organisations monitor the rate in which the infection is spreading and its severity. Many rely on the World Health Organisation for information.
Be sure to revise revenue forecasts and communicate with investors, as well as suppliers in regards to any potential finance issues. It is important to ensure that the business has the working capital to ride it out.
Ways to ensure this include: working capital checks, seeking loans or government-sponsored financial relief.
Extend personal hygiene and cleaning protocols
It is important to comply with any changes to workplace regulations. In addition, it is important to establish protocols for staff returning from infected areas, as well as extending existing hygiene activities.
Ensure close monitoring of absenteeism rates for signs of problems. It is important to identify critical staff in order to make sure the company can continue to function in their absence and be prepared for up to 40% absentee rates.
In addition to reviewing HR policies and procedures, it is important to maintain a level of sensitivity when it comes to engaging with employees and workplace preferences.
Establish a communication programme
People can feel out of the loop quickly. Establish a spokesperson appropriate for the situation who can maintain lines of communication. In addition, organisations should establish pre-approved messages and scripts for various stakeholders.
Review the impact on the operation
Although this may seem overwhelming, the team established to represent all critical business functions should identify key areas to consider. It is important to maintain a connection with the reality on the ground in countries affected.
Key questions to consider: is transport functioning? Have holidays been extended? Where can operation continue and where do they need to stop?
IT business functions tend to be relatively well-prepared for business continuity. However, it is important to assess the supply chain for critical equipment and keep extra inventory if required.
In addition, organisations should keep in mind remote data centre management and cloud options for critical systems as well as enabling remote working programs and rescheduling any non-essential IT work prioritising key applications.
Review pandemic plans to identify any gaps in response
Conduct a preparedness exercise by validating roles and responsibilities as well as recovery requirements and procedures, in order to identify any gaps in the recover capabilities and resource needs.
Following the establishment of a pandemic plan, identify three lessons learned, key observations or improvements for the exercise. After establishing these organisations should priorities the short and long term follow up actions.