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While the short-term focus has been on developing tools to forecast the kWh generated, utilities must recognize that DERs will affect the operation of the grid much more broadly. Visit with any utility and you’ll find the single biggest question on the minds of both business leaders and system operators is how DERs will impact operations in the future.
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In 2019, UAI identified four major forces that present both analytics challenges and opportunities for utilities:-Machine Learning and Artificial Intelligence-Electric vehicles and mobility-Blockchain and distributed computing-The growth of non-text dataJoin UAI Managing Director Gina Weber to discuss the presence of these forces within the utility industry, and how organizations are aligning their business around data and analytics to meet their challenges head-on.10:15 AM- 11:15 AM. This is shining a spotlight on a handful of data and analytics technologies, which utilities must understand, develop, and harness to stay at the forefront of their industry. These companies seek to harness their data, rather than run from it. In the utility industry there is also a surge of technology startups and non-traditional competitors that want to get in on one of the most stable revenue streams in the world.Rising to the challengeUtilities that want to thrive have put digital transformation at the forefront. Exelon announced the proposed purchase of, Inc on April 30, 2014, for $6.8 billion in an all-cash transaction. The merger was completed on March 12, 2012.In 2012, when announcing the cancellation of new nuclear construction for, Texas, Exelon stated that economic and market conditions, especially low natural gas prices, made the 'construction of new merchant nuclear power plants in competitive markets uneconomical now and for the foreseeable future'.In 2008, Christopher Crane was named CEO following Rowe's retirement and the completion of the merger with Constellation Energy. On April 28, 2011, Exelon announced a merger with for $7.9 billion with the combined company owning more than 34 gigawatts of power generation (55 percent nuclear, 24 percent natural gas, 8 percent renewable including hydro, 7 percent oil and 6 percent coal).
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The merger sat pending in front of the NJBPU for nineteen months before Exelon concluded that they were fighting a losing battle. The two companies later broke off the agreement due to pressure put on the NJ Board of Public Utilities by public interest groups, including New Jersey Citizen Action.
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