This requires utilities to identify “frontier” levels of execution optimization considering the prioritization of targeted outcomes, revolution in delivery models, and trade-offs between objectives and incentives — thus, resetting the standards of performance and value delivered through execution. Embracing this philosophical mindset enables management’s expectations of the art of the possible to grow from tens of millions for large companies, to unlocking hundreds of millions in fundamental costs, while elevating the bar on service delivery accomplishment levels.
- Expand regulatory strategies. Given the continued increase in utility capital expenditures in recent years and current record inflation levels/commodity prices, many utilities and regulators are working together to develop innovative rate-making mechanisms to enable timely cost recovery. Some recent mechanisms worth exploring by utilities include alternative ratemaking (formula and performance-based rates), demand decoupling, and innovation investment recovery (riders for grid modernization, distributed resources, and energy transition technologies). Utilities also need to determine how to best weave BIL funding (which partially supports new capital investments, often requiring matching funds that utilities will want to rate base) and IRA tax incentive opportunities into their strategies.
- Accelerate ESG-focused investments. A focus on assets that accelerate decarbonization and ESG strategies is driving an uptick in energy transition technology deals. In the recently conducted EY CEO Survey 2022, 90% of CEOs surveyed consider ESG issues in their buying strategies, while 6% admitted having walked away from deals due to ESG-related concerns. While many utilities still do not have explicit short- and long-term blueprints to improve ESG performance, we believe the regulated utility business offers significant upside — principally through use of the IRA tax incentives to invest in a range of low-carbon growth options, from “mature” renewables/storage to less mature carbon capture, hydrogen, and small modular reactor (SMR) technologies. Similarly, utilities can carve out nonregulated new business models focused on growth — including providing energy services for C&I customers, participating in scaled EV infrastructure development, owning renewable assets, introducing new energy systems (hydrogen, SMRs), and building out distribution service platforms. In each of these cases, utilities can partner with OEMs, software developers, and solutions providers as “force extenders” to extend market “reach” and access to expertise, capabilities, funding, and distribution channels.
- Expand the business portfolio. Since the last major recession (2008–10), multiple utility combinations have taken place; merger and acquisition (M&A) activity has significantly reduced the number of investor-owned utilities in the US. However, large utility M&A activity was relatively muted prior to the pandemic, as valuations were quite elevated. Over the last two years, though, multiples for companies with higher commodity exposure or unregulated assets have dropped, while fully regulated companies have maintained their premium valuations. The valuation gap is creating opportunities for companies with strong balance sheets to identify targets. But inorganic growth does not need to come from traditional corporate M&A; plenty of value chain options exist to strengthen the portfolio — e.g., assets, properties, or lines of business that can provide scale or market presence to produce value. Each of these alternatives can help utilities build asset depth, customer presence, revenue sources, and/or market value.
Just as potential effects of the expected recession will create adverse outcomes to utilities, unprecedented opportunities will become available to companies thoughtful about how to optimize the time available before the “official” recession fully affects the economy. Many companies recognize that internal recession responses are far more controllable than externally directed moves, and both types of actions are necessary to lead to an advantaged market positioning when the economy recovers. Consequently, game plans may not reflect a single strategy; rather, they will be built with flexibility in mind so that trigger points are identified to drive action and off-ramps readied should economy, market, and customer impacts and paths be different than initially planned.