Building a better, cleaner and more reliable energy-connected future for customers requires effective strategy and seamless execution. We can help you choose the right next steps in your journey.
Power and utility companies have a strong track record when it comes to preparing for emergencies. As a provider of critical infrastructure, the industry should plan for — and be prepared to respond to — many foreseeable hazards, including health emergencies. But, even the best thought-out and thoroughly tested business continuity plans should be adaptable to fully address the fast-moving and unknown variables of an outbreak like COVID-19.
Power and utility leaders know there’s a real possibility that if they don’t further define their role in the energy ecosystem of the future, they’ll continue to lose ground to new entrants who are eager to step in and take their place. But it doesn’t have to be that way. We explore how companies can embrace disruption and place the right bets becoming even more relevant to society in an expanded role of a Utility Platform Player, or connector and integrator. We’ll also share peer perspectives from a recent survey of industry leaders.
Total deal value fell for the third year in a row, continuing its reduction from the banner 2016 deal market which saw $157 billion of total deal value, reducing to a total deal value in 2019 of $43 billion. On a quarterly basis, after the lower third quarter deal market, Power & Utilities deal activity returned to higher levels in Q4 2019 with the announcement of the first mega deal ($5 billion+) of 2019. As a result of the registered mega deal and the 13 total deals of the quarter, Q4 was the strongest quarter on a deal value basis since Q2 2018.
Michael (Casey) A. Herman
Energy, Utilities & Mining Co-leader; US Power & Utilities Leader, PwC US
Energy, Utilities & Mining Tax Leader, PwC US
Gavin S. Hamilton
US Energy, Utilities & Mining Assurance Leader, PwC US
US Power and Utilities Advisory Leader, PwC US