Electric utility companies canada wide,minecraft xbox 360 survival island seed 1.8.2,best survival books 2013 68 - Plans Download

If you manage this site and have a question about why the site is not available, please contact us directly. Member-owned electric cooperatives have nearly 240 megawatts (MW) of solar capacity online or on the drawing board across the country.
Electric cooperatives serve in 327 of the nation's 353 "persistent poverty counties" (93%).
The Tennessee Valley Authority (TVA) Act in 1933, and the establishment of the Rural Electrification Administration (REA) in 1935 changed that. Most rural electrification is the product of locally owned rural electric cooperatives that got their start by borrowing funds from the REA to build lines and provide service on a not-for-profit basis. This visualization shows the growth of NRECA electric cooperatives in the United States over time.
Electric cooperatives across the country are actively expanding their fuel portfolios to include an array of renewable sources, including wind, solar, geothermal, biomass, manure and hydro. Nationwide, co-ops own and purchase nearly 6.7 GW of renewable capacity — in addition to roughly 10 GW of preference power contracts with federal hydroelectric facilities. Currently, 95 percent of NRECA's distribution members offer renewable options to 40 million Americans. The IRS has approved $900 million in CREB allocations for cooperative renewable development. Also of Interest: The Cooperative Research Network's renewable and distributed energy program is working to accelerate the deployment of renewable energy at cooperatives nationwide.
As consumer-owned, not-for-profit utilities accountable to their members, cooperatives have traditionally promoted energy efficiency and demand-side management (DSM) as a means to keep members’ bills low.
Electric cooperatives serve the country’s most rugged and inaccessible territory – from villages in the Alaskan tundra to deserts in Nevada to rocky islands off the coast of Maine.
The nation’s 66 G &Ts are primarily engaged in marketing, generating, or transmitting wholesale electricity. Some G&Ts, such as Basin Electric Power Cooperative and Associated Electric Cooperative, Inc., serve other G&Ts as well distribution cooperatives. Utility Service Territories of North America, 2014 EditionView larger imageThe North America Utility Service Territories 2014 edition wall map, provides a visual representation of the retail service territories for all Investor-Owned Utilities (IOU) and major non-investor owned and municipal utilities in the US and Canada. This Transformer Oil trailer was designed and custom made to change electric transformer oil in the field. When emergencies arise, utility companies must be ready to go, and we are proud to help them get there. This utility had us build hot dip galvanized trailers equipped with 4 piston hydraulic disc brakes. Note the built in wheel chock holders and special light boxes that protect the lights from damage. We built this heavy duty 10 ton air brake trailer that incorporates a permanently mounted pivoting cable reel stand.
If you need a unique trailer, something that is truly innovative, we think you should buy from a manufacturer that thinks the way you do.
Based in Centreville, Maryland, Centreville Manufacturing builds stock and custom trailers to fit a variety of needs for the residential, rental, government, military and business market. With so many businesses looking for ways to reduce their energy consumption—because of cost, environmental concerns or the need to comply with regulations— the opportunities to build businesses that deliver on those needs are large and growing. Many companies are already trying to become more energy efficient, and there is no shortage of companies with ambitions to build their own businesses to help them (see the Bain Brief "Hidden treasure: Why energy efficiency deserves a second look").
At Bain, we believe that energy-efficiency services represent a compelling new service line for all of these and other industrial companies, and we see a wide range of opportunities along the value chain (see Figure 2). Utilities and other ESCOs are among the core group of players looking closely at this opportunity, since it is adjacent to some of the services they already provide (see Figure 3). Three main groups of companies competing for energy-efficiency business approach the market from different perspectives and have unique strengths (see Figure 4). Product manufacturers will see opportunities as customers replace and upgrade their older, less-efficient equipment and appliances.
Utilities, particularly large utilities, are right to see the downside in a trend toward energy services. Regional and municipal utilities have better customer loyalty ratings than larger utilities, which could help them build energy-efficiency businesses (see the Bain Brief "Turning on utility customer loyalty"). Our work with companies offering energy-efficiency services, our analysis of success factors and our discussions with executives active in the market have helped us distill six principles for a successful energy-efficiency business. As companies begin to offer energy services that build on their strengths, they must create the right bundles and train their salespeople and field forces to ensure they can deliver against any ongoing service needs.
As with any new business, shaping the plan to deliver a new line of services involves many strategic and tactical decisions. How do you track and influence the stakeholder ecosystem, including investment partners and customers? Asking these questions can help executives frame their opportunities in this rapidly growing field and gain a clearer picture of the challenges they face in building a successful energy-efficiency business. Governments around the world are creating a regulatory environment supportive of energy-efficiency services, including incentives for making buildings more energy efficient, establishing transparency on consumption through more accurate measurement and managing energy demand more intelligently. The European Energy Efficiency Directive (EED) aims to reduce energy consumption by 20% by 2020, creating 400,000 jobs along the way.
The ACEEE 2012 International Energy Efficiency Scorecard rates Japan as the most efficient industrialized economy in Asia.
Companies and investors interested in global expansion in the power sector must consider a range of opportunities and risks.
Digital technology is posing new opportunities for utilities that can harness its potential.
Explore the power generation investments required to meet the carbon emission targets of current policies. A look at the challenges private equity investors face following a decade of volatility and change, and what it will take to succeed in 2016. Addressing a few key questions will change your perspective and raise your odds of success. Of the 42 million Americans served by cooperatives, an estimated 4 million live in persistent poverty counties.
NOTE: Some cooperatives sell the environmental attributes of the power they are generating using renewable resources. Now, many cooperatives also see increasing efficiencies on both sides of the meter as key to addressing the challenge of growing demand and rising costs. DIYTrade accepts no responsibility whatsoever in respect of such content.To report fraudulent or illegal content, please click here. Areas are overlaid with major cities and counties to accurately understand geographic extents.


They struggle trying to get a manufacturer to both understand and respond to those special needs. This unique trailer includes the multi-compartment tank (for both old and new oil), pumps, hoses, fittings and extra deck space to carry damaged transformers from the field. It is equipped with actual poles and pole mounted transformers, cross-arms, conductors, fuse holders and any other parts that would be on a typical overhead service. We work closely with the fleet managers, the users and the mechanics to build problems out before we start a new trailer project. The extended tongue allows the trailer to make a much sharper turn when towed by a bucket truck.
This allows perfect alignment when paying out cable overhead, but also allows cable to be laid directly on the ground while driving alongside an excavated trench.
Innovation and customer service drive the company to provide top quality trailers for sale. Analysts expect double-digit growth in this energy-efficiency market over the next few years, with more than 70% from commercial and industrial customers, and the rest from residential (see Figure 1). Equipment manufacturers Alstom, ABB, Schneider and Johnson Controls sell energy-saving equipment and process-optimization services linked to their products. Businesses and households want to lower their energy bills, hedge against volatility, or adopt measures that help protect the environment and allow businesses to meet their corporate responsibility goals. Some utility executives, however, tell us that they struggle to quantify the business opportunity—and three out of four we talked with in a recent series of conversations saw it as more of a risk than an opportunity. Executives in that part of the industry see energy costs rising and are eager to tap into the global $600 billion market for energy-efficiency services and hardware. ESCOs have built their businesses around client relationships and a keen understanding of customer needs. Based on their strong relationships to a dispersed base of small to midsize clients and their service culture, they can win in diagnostics, consulting and installation, as well as in operations and maintenance. In most cases, they are focused on proprietary products and are less concerned with services around third-party products and equipment. They have traditionally followed an asset-centric business model for generating and distributing power. They also have access to distributed heat systems, which are a prime focus of efficiency programs. But regulatory positions can change with political winds, while infrastructure investments are made to last for many years. Decide which part of your business has the best platform to develop an energy-efficiency-service business.
Given the complementary skills of players at different points in the value chain, what types of companies (and which companies in particular) would make the best partners? Investments in energy efficiency of around €24 billion could reduce energy costs by €6 billion annually. California’s Energy Efficiency Resource Standards call for about 16 terawatt hours of electricity savings between 2012 and 2020, amounting to 0.85% annual savings through 2020. India has launched several initiatives aimed at improving energy efficiency, to address climate change and other domestic priorities. Note the extra feature of the adjustable cable support holder and the special pintle hitch with generous height adjustment.
These trucks need to go where the action is, most times off road during bad weather conditions. Special care was taken to place the axles under the trailer in the optimum position to manage tongue weight while towing. With a desire help customer on an ongoing basis, Centreville Manufacturing has local trailer parts stores serving customers in Maryland & Virginia and online trailer parts store serving customers nationwide. That will include about $400 billion in energy-efficient hardware and machines and $200 billion in consulting, data management and other energy services.
IT companies like Cisco, IBM, Microsoft and SAP have programs to collect and manage energy data. Only one in five said their organizations were well prepared to take advantage of this promising new business line. Product manufacturers focus on equipment, appliances and processes; much of their work is a one-time effort, selling and installing equipment.
Some provide metering, data-processing and demand-management services, and we see a great deal of potential for them to thrive under their own brand or as a source for others’ services.
They may find it challenging to offer ongoing energy services to their fragmented customer bases, partly because most lack the customer service skills to maintain those relationships— especially if a third-party retailer or contractor sits between them and their customers. Now, depending on the country, up to 40% of the profits from power generation and retail gas delivery are at risk across Europe, driven by the rise of distributed generation and reduced demand for energy (see the Bain Brief "Distributed energy: Disrupting the utility business model"). Smaller utilities often have difficulty financing or making the case for new business lines, but we see a real opportunity for them to bring their deep customer insights and relationships into partnerships with local contractors and installers.
As noted, we expect businesses to account for more than 70% of the energy-efficiency market opportunity. Over time, demand for services grows steadily, but opportunities come in waves based on external events and trends, such as new regulations and technologies. Successful energy-efficiency offerings capitalize on existing strengths, whether those include technical expertise, customer relationships or a place on the energy-delivery chain. The greatest opportunities in energy efficiency (for example, switching to LED lighting) can generate significant savings, up to 50% annually. Customers may be reluctant to invest in efficiency if they think the rules will change again. Across sectors, we see great opportunities working with facility owners to improve the insulation capabilities of buildings, upgrade heating and cooling networks, and enhance metering and automation to make better use of heat systems (see Figure 6).
Energy-efficiency services, like most service businesses, require knowledge of local regulations and contacts. How does this translate into a profitable revenue model to see you through the initial investment and financing cycle? In some cases, it may make sense to set up a separate company that can focus on developing the right skills and sales approach—although it will also want to stay in touch with the parent company’s capabilities and customers. Given the importance of regulation in determining investments in efficiency, what new rules are likely to drive new waves of investment?
For example, energy-efficient building standards have helped reduce consumption by requiring better windows and improved insulation.
Energy-contracting and civil works companies such as Spie and Vinci Energy Services provide installation support and are moving to maintenance and services. With the EU falling short on its energy-efficiency goals, governments are taking various measures, including subsidies and tax incentives for making buildings more efficient (see below "Across regions, regulation encourages energy efficiency").
The third group, utilities, has a history of building and maintaining large infrastructure to generate and distribute power.


Some started from energy installation or public works and are now moving to maintenance and services. However, some (Schindler, ABB) are investing in data management and steering capabilities, and we expect them to take share in that area because they are willing and able to invest. New opportunities like smart-home services or distributed energy management will probably not compensate for these losses. They often have close ties to other municipal organizations (for example, municipal housing or public transport companies) that can help them build local business and references.
Businesses respond more actively to savings opportunities and their average investment and account value is significantly higher than that of households. For example, the rise of distributed generation creates new demand for efficiency as customers take greater responsibility for their own energy use. For example, since end-to-end energy efficiency is increasingly a key purchasing criterion for vehicles and equipment, we see potential for companies that can help product manufacturers make their goods more efficient. But the payback can take years, sometimes up to 25 years for building enhancements (see Figure 5). Some smaller companies may also need to raise financing for larger investments in efficiency. To make the most of these opportunities, providers will need to offer a broad range of technological options in order to provide the best solutions. Leaders start out by building share in a few local markets, and then expand—but they should be careful not to spread their field service too thinly across a broad area, which could hurt their ability to deliver flawless and timely service. New and existing buildings will have to install submeters to measure more accurately their use of heat, gas and electricity. Massachusetts, New Y ork and Oregon are among the other states with progressive energy-efficiency guidelines. Energy service companies (ESCOs) like Dalkia, Cofely, Wood Group and Getec offer a range of integrated energy services, including consulting and metering. Their experience supplying energy and matching with demand should serve them well in the efficiency business.
Despite their place at the center of the energy value chain, most large utilities are not well positioned to enter the energy-efficiency business. Several regional utilities in Germany told us they are reaching out to the business customers of their “sister companies” as they build their energy-efficiency service lines. To tap this market, energy-efficiency service providers will need to define a clear value proposition for businesses, often tailoring the solutions to the industry.
The trend toward smart homes increases residential customers’ interest in reducing their energy consumption. Other opportunities lie in planning, construction or installation services that improve energy efficiency when customers renovate buildings. Given both of these hurdles, a contract model seems promising for providers, since it creates opportunities to work with customers who may not be able to finance large, one-off investments.
Although the focus is local, companies can still expect some cost and marketing benefits to extend across multiple locations.
Programs to improve the efficiency of new buildings, such as the UK’s ECO (Energy Companies Obligation) program, are also going into effect. At the federal level, there is no comprehensive set of rules equivalent to the EED, but some federal programs target certain aspects. And energy suppliers such as E.ON and RWE are establishing energy service groups to enter this market.
But their small scale and lack of access to capital may inhibit their potential for growth. Their operating model is based on centralized assets, which doesn’t align well with the local nature of a service offering.
That can help potential buyers quantify the long-term benefits in terms of total cost of ownership. Regulatory waves such as the European Energy Efficiency Directive (see the sidebar "Across regions, regulation encourages energy efficiency") increase the focus on energy efficiency, as commercial and residential customers adopt measures to meet new guidelines.
For utilities already delivering energy to customers, metering services, financing, auditing, contracting or operating customer assets can all offer incremental, recurring sources of revenue.
Some quick wins, such as metering, pay back in less time, but the potential upside is smaller. The EPA’s Star label, for example, tells buyers which appliances use less energy than required by federal standards.
In the past, they often turned to third parties when the engineering demands became too complex. Their costs are too high to offer competitively priced contracting services managing a large number of local installations. Low interest rates may spur businesses and households to upgrade, replacing lights, windows, roofs and other infrastructure.
Now many are realizing that this could be a source of differentiation, so they are developing internal expertise in engineering and design. However, they do have experience managing complex energy systems, which gives them an edge in data management and steering.
A leading energy measurement services company, Ista, expects significant business growth over the next five years, largely on services resulting from new regulations in Europe and emerging markets. Some players, like Cofely, a division of GDF Suez, are moving into contracting and engineering, as well as into facility management. In addition, their large customer base may give them a scale advantage in sourcing and field service, like that of Centrica in the UK. Providers will also need to identify their most likely business customers and target the right buyers within those markets.
With this in mind, successful energy-efficiency businesses must have market insight into events that could create new demand. Others, like Dalkia, will rely on their experience in international markets and local experience as a source of differentiation, and will seek to industrialize their operations. They may want to partner with smaller firms that have closer ties with local businesses and are better positioned to excel in installation, operations and maintenance.
Winning requires customer insights at the local level, paired with a regional scale of operations and expertise.
They should be attuned to the requirements of new regulations, and ready to scale up when necessary in order to capture new business. Finally, they should be able to commit on energy savings through performance-based contracts and remuneration.



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