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The Energy Markets in Transition What should we be learning, thinking, and doing?

The Energy Markets in Transition What should we be learning, thinking, and doing?. April 24 th 2008 Presented by Joel S. Gilbert, P.E. APOGEE Interactive, Inc. My background and bias. Nuclear attack submarine design (1968 – 1974) Terrible things can happen: the Thresher

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The Energy Markets in Transition What should we be learning, thinking, and doing?

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  1. The Energy Markets in Transition What should we be learning, thinking, and doing? April 24th 2008 Presented by Joel S. Gilbert, P.E. APOGEE Interactive, Inc.

  2. My background and bias • Nuclear attack submarine design (1968 – 1974) • Terrible things can happen: the Thresher • Murphy was actually an optimist • Hospital Association of NY State (1974 – 1979) • Politics can be more important than technique or technology • Correlation isn’t a sure guide to causation • Mechanical Technology Incorporated (1979 – 1985) • Fuel cells were deemed 5 years off back then and still are today • Cogeneration was going to replace utility central plants • Dames & Moore – Energy Consulting Practice (1985–1991) • Apogee Interactive/the Demand Exchange (1991 to today) • Helped EEI develop the National Accounts Program • Introduced Key Accounts Concept to Utility Industry

  3. Well, if the days of cheap oil are over and • New power supply options more expensive • Global concerns over are GHG ramping up • Carbon and other GHG values are rising • All generation sources will answer to these • Image value may be biggest near term value • Risky regulatory awareness/approvals • Regulators have villainized volatility and • Politicians have villainized price transparency

  4. While rhetoric is running ahead of realities on energy options re carbon • And our employee labor force has and will continue to change • Natural gas is not following fundamentals right now … and if it does • We could have several reactions …

  5. The 'Not My Job' Award Winner

  6. So, how do you feel about your future? • Elvis is dead and I am not feeling well myself • I am out of here … this industry has no future • There has to be a pony in here somewhere!

  7. Today’s Perception Challenges • Meters/rate payers/customers to advocates • Employee training as costs to company assets • Regulators & interveners to planning partners? • Politicians to consumer educators? • Our industry has been way too silent too long • Expectations about deregulation • Long run energy supply options/opportunities

  8. Recent Educational Claims in Georgia

  9. But do you believe you can educate politicians, interveners, and even regulators to understand the Kentucky future situation and challenges? • Absolutely not … we tried that in the past • Only in some rare cases • We can’t afford not to try

  10. We are on some very thin ice … • AMI/Advanced Thermostats • Huge education and engagement challenges • Must not assume customers understand • Costs associated with carbon constraints • Must push energy efficiency to the “limits” • Must be very careful about carbon accounting • Incremental not average imbedded • Superficially appealing notions are often wrong

  11. Relationships during Transitions • Well, if you are going to help … • You need to get your ACT together • Accountability: timely and correct actions • Character/Charisma: likeable & attractive • Transparency: open, sustainable agendas • And show all your customers you CARE!

  12. One customer reads your press release about your new thermostats and writes expressing concern about your cooperative acting like “big brother.” How much time do you have to help them understand the realities: • A few hours • A few days • A few weeks

  13. How Much Should You Care?

  14. “People want to know how much you care before they care how much you know.” From: The Heart & Soul of Effective Management, James F. HindThe key seems to be more concerned about the welfare of others than of your own, and out of that, you bring the best out of people.

  15. We have a changing workforce • With much “leaner” organizations • Employees new to our industry • Very different tolerance for risk/change • Therefore, innovation increases risks

  16. How do we handle mistakes? Or, what did we learn?

  17. So, are you up for the game?

  18. I hope so … we are all counting on you!

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