Sentences with phrase «changing utility business»

Commentary: Changing utility business models and electricity investment in Europe Technology, market and policy changes are transforming European utilities and new creating strategic opportunities 15 December 2017

Not exact matches

Last year, Germany's top utility, E.ON, underwent a restructuring to focus on renewable energy in response to the dramatic changes in the power generation and utility business.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; delays in the completion of project sales; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 20, 2016.

Factors that could cause actual results to differ include general business and economic conditions and the state of the solar industry; governmental support for the deployment of solar power; future available supplies of high - purity silicon; demand for end - use products by consumers and inventory levels of such products in the supply chain; changes in demand from significant customers; changes in demand from major markets such as Japan, the U.S., India and China; changes in customer order patterns; changes in product mix; capacity utilization; level of competition; pricing pressure and declines in average selling prices; delays in new product introduction; delays in utility - scale project approval process; delays in utility - scale project construction; cancelation of utility - scale feed - in - tariff contracts in Japan; continued success in technological innovations and delivery of products with the features customers demand; shortage in supply of materials or capacity requirements; availability of financing; exchange rate fluctuations; litigation and other risks as described in the Company's SEC filings, including its annual report on Form 20 - F filed on April 27, 2017.

These risks and uncertainties include food safety and food - borne illness concerns; litigation; unfavorable publicity; federal, state and local regulation of our business including health care reform, labor and insurance costs; technology failures; failure to execute a business continuity plan following a disaster; health concerns including virus outbreaks; the intensely competitive nature of the restaurant industry; factors impacting our ability to drive sales growth; the impact of indebtedness we incurred in the RARE acquisition; our plans to expand our newer brands like Bahama Breeze and Seasons 52; our ability to successfully integrate Eddie V's restaurant operations; a lack of suitable new restaurant locations; higher - than - anticipated costs to open, close or remodel restaurants; increased advertising and marketing costs; a failure to develop and recruit effective leaders; the price and availability of key food products and utilities; shortages or interruptions in the delivery of food and other products; volatility in the market value of derivatives; general macroeconomic factors, including unemployment and interest rates; disruptions in the financial markets; risk of doing business with franchisees and vendors in foreign markets; failure to protect our service marks or other intellectual property; a possible impairment in the carrying value of our goodwill or other intangible assets; a failure of our internal controls over financial reporting or changes in accounting standards; and other factors and uncertainties discussed from time to time in reports filed by Darden with the Securities and Exchange Commission.

Public Power Corporation chief executive Manolis Panagiotakis referred on Thursday to the prospect of a considerable reduction in the utility's operating costs as well as extensive changes in its organization and function after the completion of its new business plan currently being drafted by consultant McKinsey & Company.

Previously, he served as Jan Schori Fellow at the Business Council for Sustainable Energy, a coalition of energy firms and utilities working to engage policymakers for market - based solutions to sustainable energy development and climate change.

The answer to that, the report says, is for utilities to change their business model and prove to their customers that the larger power grid could be better and more reliable than a home fully reliant on solar panels and batteries.

AGL Acquisition — Expected to Close in Late 2016 Southern's business and geographical footprint will significantly change after it closes its acquisition of natural gas utility AGL Resources (AGL).

The changes would be sweeping, and widely opposed by much of industry, as well as utility and financial businesses.

If this can be done, the proceeds can be used to invest in those stable dividend growers and those can then form a better core holding that you should never, if ever, sell (e.g. pipeline, telco, utility, bank, rail, energy company)... but only if some materail change in the their business occurs that you unequivocally disagree with.

Why traditional utilities are like frogs in warming water» Jim Rogers, the recently retired head of Duke Energy, the biggest utility in the US, says regulations and business models will not change quick enough to save traditional utilities in face of solar.

Of course, making the most of renewable energy's strengths will require continued cost reductions, an evolution of utility business models, and changes in how electricity is managed and traded.

While utilities in some states are changing their business model to thrive in a solar - powered economy, Michigan utilities, particularly DTE, are anchoring the state's energy economy to a model that was built for and appropriate in the 1900s, not the 2000s.

I recently noted that the Wall Street Journal now reports emerging solar energy technology is a «mortal threat» to utilities who do not change their way of doing business.

From on - site energy generation systems to community - supported renewable energy projects, BEF has partnered with dozens of businesses and utilities to cost - effectively respond to changing customer needs.

Some of the most important names in renewable energy and environmentalism are turning to the business community and electric utilities to help stave off climate change and transition to a clean energy future.

But green banks won't incentivize utilities to fundamentally change the way they do business.

This one still has a way to go before it gains acceptance as it will be a complete change in business model for large utilities, or their elimination altogether.

clean energy innovation improving consumer choice and affordability more efficient use of energy deeper penetration of renewable energy resources wider deployment of «distributed» energy resources micro grids roof - top solar on - site power supplies and storage promote markets advanced energy management enhance demand elasticity and efficiencies empower customers more choice 50 % of its electricity from renewable resources by 2030 business as usual bad public policy clean energy's economic and environmental potential the power industry was headed for trouble rising utility bills growing customer dissatisfaction socially unjust clean energy economy haves - and - have - nots change in culture business model for the whole system moves the electric industry away from a monopoly, top - down and incentive driven system governed by the market emphasizes distributed energy a distributed system platform market exchange microgrids solar energy efficiency distributed energy resources compete to serve the grid pro-consumer pro-innovation markets - based more affordable resilient capital efficiencies encouraging more distributed energy demand response energy efficiency

«Having bitcoin payment available for something like a utility bill, that has a reliable image, will definitely change how people perceive, bitcoin in a good way,» Kagayaki Kawabata, Coincheck business development lead, told Brave New Coin.

SUMMARY * A seasoned, full - spectrum Business / Process Analyst & Project / Change Manager with a 25 - year proven track record across multiple industries: healthcare, pharmaceutical, financial, utilities, broadcasting, B2B, IT, telecommunications, real estate, marketing / sales, and public sectors * Strong leadership, with full project lifecycle and ample organizational experience * Results - orientated, client - facing, and quality - fo...

As a member of a Western Canada board... I applaud any Board standing against fizbos within our system... CREA abdicated our agency requirement in capitulating to Melanie Aitken... and we now have $ 1.00 commissions generously displaying... this has to change... we are not a public utility... we are a business... if CREA can't support us... why would any of us need them?