Infrastructure and mining
The electric, water, and gas utility industries, and in turn infrastructure and mining (I&M) companies — the companies that design, build, and deliver the products and services utilities rely on — are experiencing a period of unprecedented change. Electric utilities, for example, are feeling pressure from expanding distributed technology deployment, tightening regulations (some driving significant capital expenditure requirements), and shifting relative fuel prices. At the same time, their U.S.-based I&M suppliers increasingly have to diversify global footprints and modify operating models as global growth rates diverge.
With products ranging from utility-scale power plants, turbines, boilers, pumps, and valves to smart-grid sensors and software and services including design, engineering, and maintenance, I&M companies must adapt to external changes affecting their customers by continuously reevaluating their portfolios, expanding their geographic reach, and improving operational efficiencies.
The infrastructure and mining practice at PwC's Strategy& leverages its strategic planning expertise and deep understanding of global power, gas, and water markets to help suppliers across these sectors navigate and respond to evolving business challenges.
Our thought leadership
As the power industry navigates an era of unprecedented change, companies that supply utilities must adapt by rethinking their product and service portfolios, expanding their geographic reach, and improving their efficiency.
External political, market forces and coal pricing will determine coal competitiveness, but optimism in the U.S. coal industry is the heart of our article published at World Coal Magazine.
Industrial companies are sometimes perceived as lumbering giants that have difficulty responding to competitive pressures and capitalizing on market trends.
The nuclear industry appears to have weathered the political storm surrounding the March 2011 accident at the Fukushima Daiichi nuclear plant in Japan. Yet the industry still faces challenges in regaining the confidence of regulators and the public trust.
A hasty, large-scale movement away from nuclear power would not resolve most of the issues raised by the ongoing crisis in Japan. Instead, we need more thoughtful discussions now about the energy systems of the future.
The renewables market has evolved in important ways, setting the stage for it to maintain its economic viability and continue to grow. One of the hallmarks of the renewables sector today is its structural diversity in terms of the technologies, players, and geographic regions involved in its growth.
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In a post-Fukushima world, many of the enthusiastic plans for new nuclear projects have been canceled or, at a minimum, substantially delayed.
Our client, which primarily serves coal power generators, faced a unique set of market challenges driven by fossil fuel price and regulatory uncertainty.
In the years leading up to the 2008 financial crisis, natural gas prices had been volatile and, on average, high enough to advantage non-gas new plant builds.
In the face of rising coal prices through 2008, many U.S. coal producers grew through the mantra “more is better,” acquiring new sources and mines through bolt-on acquisitions.