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US Electricity Demand Stagnation reflects decoupling from GDP as TVA's IRP revises outlook, with energy efficiency, distributed generation, renewables, and cheap natural gas undercutting coal, reshaping utility business models and accelerating grid modernization.

Key Points

US electricity demand stagnation is flat load growth driven by efficiency, DG, and decoupling from GDP.

✅ Flat sales pressure IOU profits and legacy baseload investments.

✅ Efficiency and rooftop solar reduce load growth and capacity needs.

✅ Utilities must pivot to services, DER orchestration, and grid software.

The US electricity sector is in a period of unprecedented change and turmoil, with emerging utility trends reshaping strategies across the industry today. Renewable energy prices are falling like crazy. Natural gas production continues its extraordinary surge. Coal, the golden child of the current administration, is headed down the tubes.

In all that bedlam, it’s easy to lose sight of an equally important (if less sexy) trend: Demand for electricity is stagnant.

Thanks to a combination of greater energy efficiency, outsourcing of heavy industry, and customers generating their own power on site, demand for utility power has been flat for 10 years, with COVID-19 electricity demand underscoring recent variability and long-run stagnation, and most forecasts expect it to stay that way. The die was cast around 1998, when GDP growth and electricity demand growth became “decoupled”:

This historic shift has wreaked havoc in the utility industry in ways large and small, visible and obscure. Some of that havoc is high-profile and headline-making, as in the recent requests from utilities (and attempts by the Trump administration) to bail out large coal and nuclear plants amid coal and nuclear industry disruptions affecting power markets and reliability.

Some of it, however, is unfolding in more obscure quarters. A great example recently popped up in Tennessee, where one utility is finding its 20-year forecasts rendered archaic almost as soon as they are released.

Falling demand has TVA moving up its planning process

Every five years, the Tennessee Valley Authority (TVA) — the federally owned regional planning agency that, among other things, supplies electricity to Tennessee and parts of surrounding states — develops an Integrated Resource Plan (IRP) meant to assess what it requires to meet customer needs for the next 20 years.

The last IRP, completed in 2015, anticipated that there would be no need for major new investment in baseload (coal, nuclear, and hydro) power plants; it foresaw that energy efficiency and distributed (customer-owned) energy generation would hold down demand.

Even so, TVA underestimated. Just three years later, the Times Free Press reports, “TVA now expects to sell 13 percent less power in 2027 than it did two decades earlier — the first sustained reversal in the growth of electricity usage in the 85-year history of TVA.”

TVA will sell less electricity in 10 years than it did 10 years ago. That is bonkers.

This startling shift in prospects has prompted the company to accelerate its schedule. It will now develop its next IRP a year early, in 2019.

Think for a moment about why a big utility like TVA (serving 9 million customers in seven states, with more than $11 billion in revenue) sets out to plan 20 years ahead. It is investing in extremely large and capital-intensive infrastructure like power plants and transmission lines, which cost billions of dollars and last for decades. These are not decisions to make lightly; the utility wants to be sure that they will still be needed, and will still pay off, for many years to come.

Now think for a moment about what it means for the electricity sector to be changing so fast that TVA’s projections are out of date three years after its last IRP, so much so that it needs to plunge back into the multimillion-dollar, year-long process of developing a new plan.

TVA wanted a plan for 20 years; the plan lasted three.

The utility business model is headed for a reckoning

TVA, as a government-owned, fully regulated utility, has only the goals of “low cost, informed risk, environmental responsibility, reliability, diversity of power and flexibility to meet changing market conditions,” as its planning manager told the Times Free Press. (Yes, that’s already a lot of goals!)

But investor-owned utilities (IOUs), which administer electricity for well over half of Americans, face another imperative: to make money for investors. They can’t make money selling electricity; monopoly regulations forbid it, raising questions about utility revenue models as marginal energy costs fall. Instead, they make money by earning a rate of return on investments in electrical power plants and infrastructure.

The problem is, with demand stagnant, there’s not much need for new hardware. And a drop in investment means a drop in profit. Unable to continue the steady growth that their investors have always counted on, IOUs are treading water, watching as revenues dry up

Utilities have been frantically adjusting to this new normal. The generation utilities that sell into wholesale electricity markets (also under pressure from falling power prices; thanks to natural gas and renewables, wholesale power prices are down 70 percent from 2007) have reacted by cutting costs and merging. The regulated utilities that administer local distribution grids have responded by increasing investments in those grids, including efforts to improve electricity reliability and resilience at lower cost.

But these are temporary, limited responses, not enough to stay in business in the face of long-term decline in demand. Ultimately, deeper reforms will be necessary.

As I have explained at length, the US utility sector was built around the presumption of perpetual growth. Utilities were envisioned as entities that would build the electricity infrastructure to safely and affordably meet ever-rising demand, which was seen as a fixed, external factor, outside utility control.

But demand is no longer rising. What the US needs now are utilities that can manage and accelerate that decline in demand, increasing efficiency as they shift to cleaner generation. The new electricity paradigm is to match flexible, diverse, low-carbon supply with (increasingly controllable) demand, through sophisticated real-time sensing and software.

That’s simply a different model than current utilities are designed for. To adapt, the utility business model must change. Utilities need newly defined responsibilities and new ways to make money, through services rather than new hardware. That kind of reform will require regulators, politicians, and risky experiments. Very few states — New York, California, Massachusetts, a few others — have consciously set off down that path.

Flat or declining demand is going to force the issue

Even if natural gas and renewables weren’t roiling the sector, the end of demand growth would eventually force utility reform.

To be clear: For both economic and environmental reasons, it is good that US power demand has decoupled from GDP growth. As long as we’re getting the energy services we need, we want overall demand to decline. It saves money, reduces pollution, and avoids the need for expensive infrastructure.

But the way we’ve set up utilities, they must fight that trend. Every time they are forced to invest in energy efficiency or make some allowance for distributed generation (and they must always be forced), demand for their product declines, and with it their justification to make new investments.

Only when the utility model fundamentally changes — when utilities begin to see themselves primarily as architects and managers of high-efficiency, low-emissions, multidirectional electricity systems rather than just investors in infrastructure growth — can utilities turn in earnest to the kind planning they need to be doing.

In a climate-aligned world, utilities would view the decoupling of power demand from GDP growth as cause for celebration, a sign of success. They would throw themselves into accelerating the trend.

Instead, utilities find themselves constantly surprised, caught flat-footed again and again by a trend they desperately want to believe is temporary. Unless we can collectively reorient utilities to pursue rather than fear current trends in electricity, they are headed for a grim reckoning.

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Nuclear Power Construction Milestones spotlight EPR builds, Hualong One steam generators, APR-1400 grid integration, and VVER startups, with hot functional testing, hydrostatic checks, and commissioning advancing toward fuel loading and commercial operation.

Key Points

Key reactor project steps, from testing and grid readiness to startup, marking progress toward safe commercial operation.

✅ EPR units advance through cold and hot functional testing

✅ Hualong One installs 365-ton steam generators at Fuqing 5

✅ APR-1400 and VVER projects progress toward grid connection

The world’s nuclear power industry has been busy in the new year, with several construction projects, including U.S. reactor builds, reaching key milestones as 2018 began.

EPR Units Making Progress

Four EPR nuclear units are under construction in three countries: Olkiluoto 3 in Finland began construction in August 2005, Flamanville 3 in France began construction in December 2007, and Taishan 1 and 2 in China began construction in November 2009. Each of the new units is behind schedule and over budget, but recent progress may signal an end to some of the construction difficulties.

EDF reported that cold functional tests were completed at Flamanville 3 on January 6. The main purpose of the testing was to confirm the integrity of primary systems, and verify that components important to reactor safety were properly installed and ready to operate. More than 500 welds were inspected while pressure was held greater than 240 bar (3,480 psi) during the hydrostatic testing, which was conducted under the supervision of the French Nuclear Safety Authority.

With cold testing successfully completed, EDF can now begin preparing for hot functional tests, which verify equipment performance under normal operating temperatures and pressures. Hot testing is expected to begin in July, with fuel loading and reactor startup possible by year end. The company also reported that the total cost for the unit is projected to be €10.5 billion (in 2015 Euros, excluding interim interest).

Olkiluoto 3 began hot functional testing in December. Teollisuuden Voima Oyj—owner and operator of the site—expects the unit to produce its first power by the end of this year, with commercial operation now slated to begin in May 2019.

Although work on Taishan 1 began years after Olkiluoto 3 and Flamanville 3, it is the furthest along of the EPR units. Reports surfaced on January 2 that China General Nuclear (CGN) had completed hot functional testing on Taishan 1, and that the company expects the unit to be the first EPR to startup. CGN said Taishan 1 would begin commercial operation later this year, with Taishan 2 following in 2019.

Hualong One Steam Generators Installed

Another Chinese project reached a notable milestone on January 8. China National Nuclear Corp. announced the third of three steam generators had been installed at the Hualong One demonstration project, which is being constructed as Unit 5 at the Fuqing nuclear power plant.

The Hualong One pressurized water reactor unit, also known as the HPR 1000, is a domestically developed design, part of China’s nuclear program, based on a French predecessor. It has a 1,090 MW capacity. The steam generators reportedly weigh 365 metric tons and stand more than 21 meters tall. The first steam generator was installed at Fuqing 5 on November 10, with the second placed on Christmas Eve.

Barakah Switchyard Energized

In the United Arab Emirates, more progress has been made on the four South Korean–designed APR-1400 units under construction at the Barakah nuclear power plant. On January 4, Emirates Nuclear Energy Corp. (ENEC) announced that the switchyard for Units 3 and 4 had been energized and connected to the power grid, a crucial step in Abu Dhabi toward completion. Unit 2’s main power transformer, excitation transformer, and auxiliary power transformer were also energized in preparation for hot functional testing on that unit.

“These milestones are a result of our extensive collaboration with our Prime Contractor and Joint Venture partner, the Korea Electric Power Corporation (KEPCO),” ENEC CEO Mohamed Al Hammadi said in a press release. “Working together and benefitting from the experience gained when conducting the same work on Unit 1, the teams continue to make significant progress while continuing to implement the highest international standards of safety, security and quality.”

In 2017, ENEC and KEPCO achieved several construction milestones including installation and concrete pouring for the reactor containment building liner dome section on Unit 3, and installation of the reactor containment liner plate rings, reactor vessel, steam generators, and condenser on Unit 4.

Construction began on the four units (Figure 1) in July 2012, May 2013, September 2014, and September 2015, respectively. Unit 1 is currently undergoing commissioning and testing activities while awaiting regulatory review and receipt of the unit’s operating license from the Federal Authority for Nuclear Regulation, before achieving 100% power in a later phase. According to ENEC, Unit 2 is 90% complete, Unit 3 is 79% complete, and Unit 4 is 60% complete.

VVER Units Power Up

On December 29, Russia’s latest reactor to commence operation—Rostov 4 near the city of Volgodonsk—reached criticality, as other projects like Leningrad II-1 advance across the fleet, and was operated at its minimum controlled reactor power (MCRP). Criticality is a term used in the nuclear industry to indicate that each fission event in the reactor is releasing a sufficient number of neutrons to sustain an ongoing series of reactions, which means the neutron population is constant and the chain reaction is stable.

“The transfer to the MCRP allows [specialists] to carry out all necessary physical experiments in the critical condition of [the] reactor unit (RU) to prove its design criteria,” Aleksey Deriy, vice president of Russian projects for ASE Engineering Co., said in a press release. “Upon the results of the experiments the specialists will decide on the RU powerup.”

Rostov 4 is a VVER-1000 reactor with a capacity of 1,000 MW. The site is home to three other VVER units: Unit 1 began commercial operation in 2001, Unit 2 in 2010, and Unit 3 in 2015.

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California Ports Electric Truck Leasing accelerates zero-emission logistics, cutting diesel pollution at Los Angeles and Long Beach. A $250 million nonprofit plan funds heavy-duty EVs and charging infrastructure to improve air quality and community health.

Key Points

A nonprofit's $250M plan to lease EV trucks at LA/Long Beach ports to cut diesel emissions and improve air quality.

✅ $250M lease program for heavy-duty EVs at LA/Long Beach ports

✅ Cuts diesel emissions; improves air quality in nearby communities

✅ Requires robust charging infrastructure and OEM partnerships

In a significant move towards sustainable transportation, a prominent U.S. nonprofit has announced plans to invest $250 million in leasing electric trucks for operations at California ports. This initiative aims to reduce air pollution and promote greener logistics, responding to the urgent need for environmentally friendly solutions in the transportation sector.

Addressing Environmental Concerns

California’s ports, particularly the Port of Los Angeles and the Port of Long Beach, are among the busiest in the United States. However, they also contribute significantly to air pollution due to the heavy reliance on diesel trucks for cargo transport. These ports are essential for the economy, facilitating trade and commerce, but the environmental toll is considerable. Diesel emissions are linked to respiratory issues and other health problems in nearby communities, which often bear the brunt of pollution.

The nonprofit's investment in electric trucks is a critical step towards mitigating these environmental challenges. By transitioning to electric vehicles (EVs), the project aims to significantly cut emissions from port operations, contributing to California's broader goals of reducing greenhouse gas emissions and improving air quality.

The Scale of the Initiative

This ambitious initiative involves leasing a fleet of electric trucks that will operate within the ports and surrounding areas. The $250 million investment is expected to facilitate the acquisition of hundreds of electric vehicles, which will replace conventional diesel trucks used for cargo transport. This fleet will help demonstrate the viability and effectiveness of electric trucks in heavy-duty applications, paving the way for broader adoption.

The plan includes partnerships with established electric truck manufacturers, such as the Volvo VNR Electric platform, and local logistics companies to ensure seamless integration of these vehicles into existing operations. By collaborating with industry leaders, the initiative seeks to establish a model that can be replicated in other major logistics hubs across the country.

Economic and Community Benefits

The introduction of electric trucks is expected to yield multiple benefits, not only in terms of environmental impact but also economically. As these trucks begin operations, and as other fleets adopt electric mail trucks, they will create jobs within the green technology sector, from manufacturing to maintenance and charging infrastructure development. The project is anticipated to stimulate local economies, providing new opportunities in communities that have historically been disadvantaged by pollution.

Moreover, the initiative is poised to enhance public health. By reducing diesel emissions, the nonprofit aims to improve air quality for residents living near the ports, and emerging research links EV adoption to fewer asthma-related ER visits in local communities. This could lead to decreased healthcare costs associated with pollution-related illnesses, benefiting both the community and the healthcare system.

Challenges Ahead

While the initiative is promising, challenges remain. The successful implementation of electric trucks at scale requires a robust charging infrastructure capable of supporting the significant power needs of a large fleet. Additionally, the transition from diesel to electric vehicles involves significant upfront costs, even with leasing arrangements. Ensuring that logistics companies can manage these costs effectively will be crucial for the project's success.

Furthermore, electric trucks currently face limitations in terms of range and payload capacity compared to their diesel counterparts. Continued advancements in battery technology and infrastructure development will be necessary to fully realize the potential of electric vehicles in heavy-duty applications.

The Bigger Picture

This investment in electric trucks aligns with broader national and global efforts to combat climate change. As governments and organizations commit to reducing carbon emissions, initiatives like this one represent crucial steps toward achieving sustainability goals, and ports worldwide are also piloting complementary technologies like hydrogen-powered cranes to decarbonize cargo handling.

California has set ambitious targets for reducing greenhouse gas emissions, including a mandate for all new trucks to be zero-emission by 2045. The nonprofit’s investment not only supports these goals, amid ongoing debates over funding priorities in the state, but also serves as a pilot program that could inform future policies and investments in clean transportation.

The $250 million investment in electric trucks for California ports marks a significant milestone in the push for sustainable transportation solutions. By addressing the urgent need for cleaner logistics, this initiative stands to benefit the environment, public health, and the economy. As the project unfolds, it will be closely watched as a potential model for similar efforts across the country and beyond, with developments such as the all-electric berth at London Gateway illustrating parallel advances, highlighting the critical intersection of innovation, sustainability, and community well-being in the modern logistics landscape.

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Cooperative Energy bond rating upgrade signals lower debt costs as Fitch lifts GO Zone Bonds to A, reflecting Kemper exit, shift to owned generation, natural gas, and renewable energy for co-op members and borrowing rates.

Key Points

Fitch raised Cooperative Energy's GO Zone Bonds to A, cutting debt costs after Kemper exit and shift to natural gas.

✅ Fitch upgrades 2009A GO Zone Bonds from A- to A.

✅ Kemper divestment reduced risk and exposure to coal.

✅ Shift to owned generation, natural gas, renewables lowers costs.

Cooperative Energy and its 11 co-op members will see lower debt costs on $35.4 million bond; similar to regional utilities offering one-time bill decreases for customers recently.

Bailing out of its 15 percent ownership stake in Mississippi Power’s Kemper gasification plant, amid debates over coal and nuclear subsidies in federal policy, has helped Hattiesburg-based Cooperative Energy gain a ratings upgrade on a $35.4 million bond issue.

The electric power co-op, which changed its name to Cooperative Energy from South Mississippi Electric Power Association in November, received a ratings upgrade from A- to A for its 2009 2009A Mississippi Business Finance Corporation Gulf Opportunity Zone Bonds, even as other utilities announced bill reductions for customers during 2020.

“This rating upgrade reflects the success of our strategy to move from purchased power to owned generation resources, and from coal to natural gas and renewable energy as clean energy priorities gain traction,” said Cooperative Energy President/CEO Jim Compton in a press release.  “The result for our members is lower borrowing costs and more favorable rates.”

An “A” rating from Fitch designates the bond issue as “near premium quality,” a status noted as utilities adapted to pandemic-era electricity demand trends nationwide.

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Northeast D.C. Power Outage highlights Pepco substation equipment failure, widespread service disruptions, grid reliability concerns, and restoration efforts, with calls for smart grid upgrades, better communication, and resilient infrastructure to protect residents, schools, and businesses.

Key Points

A Pepco substation failure caused outages, prompting restoration work and plans for smarter, resilient grid upgrades.

✅ Pepco cites substation equipment failure as root cause

✅ Crews prioritized rapid restoration and customer updates

✅ Calls grow for smart grid, resilience, and transparency

A recent power outage affecting Northeast Washington, D.C., has drawn attention to the vulnerabilities within the city’s energy infrastructure. The outage, caused by equipment failure at a Pepco substation, left thousands of residents in the dark and raised concerns about the reliability of electricity services in the area.

The Outage: What Happened?

On a typically busy weekday morning, Pepco, the local electric utility, reported significant power disruptions that affected several neighborhoods in Northeast D.C. Initial reports indicated that around 3,000 customers were without electricity due to issues at a nearby substation. The outages were widespread, impacting homes, schools, and businesses, and reflecting pandemic energy insecurity seen in many communities, creating a ripple effect of inconvenience and frustration.

Residents experienced not only the loss of power but also disruptions in daily activities. Many were unable to work from home, students faced challenges with remote learning, and businesses had to close or operate under limited conditions. The timing of the outage further exacerbated the situation, as it coincided with a period of increased demand for electricity, making efforts to prevent summer outages even more crucial for residents and businesses.

Community Response

In the wake of the outage, local community members and leaders quickly mobilized to assess the situation. Pepco crews were dispatched to restore power as swiftly as possible, but residents were left grappling with the immediate consequences. Local organizations and community leaders stepped in to provide support, especially as extreme heat can exacerbate electricity struggles for vulnerable households, offering resources such as food and shelter for those most affected.

Social media became a vital tool for residents to share information and updates about the situation. Many took to platforms like Twitter and Facebook to report their experiences and seek assistance. This grassroots communication helped keep the community informed and fostered a sense of solidarity during the disruption.

The Utility's Efforts

Pepco’s response involved not only restoring power but also addressing the underlying issues that led to the outage. The utility company communicated its commitment to investigating the cause of the equipment failure and ensuring that similar incidents would be less likely in the future. As part of this commitment, Pepco outlined plans for infrastructure upgrades, despite supply-chain constraints facing utilities nationwide, aimed at enhancing reliability across its service area.

Moreover, Pepco emphasized the importance of communication during outages. The company has been working to improve its notification systems, ensuring that customers receive timely updates about outages and restoration efforts. Enhanced communication can help mitigate the frustration experienced during such events and keep residents informed about when they can expect power to be restored.

Broader Implications for D.C.'s Energy Infrastructure

This recent outage has sparked a larger conversation about the resilience of Washington, D.C.’s energy infrastructure. As the city continues to grow and evolve, the demand for reliable electricity is more critical than ever. Frequent outages can undermine public confidence in utility providers and highlight the need for ongoing investment in infrastructure amid an aging U.S. grid that complicates renewable deployment and EV adoption across the country.

Experts suggest that to ensure a more reliable energy supply, utilities must embrace modernization efforts, including the integration of smart grid technology and renewable energy sources. These innovations can enhance the ability to manage electricity supply and demand, especially during unprecedented demand in the Eastern U.S. when heatwaves strain systems, reduce outages, and improve response times during emergencies.

The Path Forward

In response to the outage, community advocates are calling for greater transparency from Pepco and other utility companies. They emphasize the importance of holding utilities accountable for maintaining reliable service and communicating effectively with customers, while also promoting customer bill-reduction initiatives that help households manage costs. Public forums and discussions about energy policy can empower residents to voice their concerns and contribute to solutions.

As D.C. looks to the future, it is essential to prioritize investments in energy infrastructure that can withstand the demands of a growing population. Collaborations between local government, utility companies, and community organizations can drive initiatives aimed at enhancing resilience and ensuring that all residents have access to reliable electricity.

The recent power outage in Northeast D.C. serves as a reminder of the challenges facing urban energy infrastructure. While Pepco's efforts to restore power and improve communication are commendable, the incident highlights the need for long-term solutions to enhance reliability. By investing in modern technology and fostering community engagement, D.C. can work towards a more resilient energy future, ensuring that residents can count on their electricity service even in times of crisis.

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Canada Clean Energy Transition accelerates via carbon pricing, renewables, EV incentives, energy efficiency upgrades, smart grids, interprovincial transmission, and innovation in hydro, wind, solar, and storage to cut emissions and power sustainable growth.

Key Points

Canada Clean Energy Transition is a shift to renewables, EVs and efficiency powered by smart policy and innovation.

✅ Carbon pricing and EV incentives accelerate adoption

✅ Grid upgrades, storage, and transmission expand renewables

✅ Industry efficiency and smart tech cut energy waste

So, how do we get there?

We're already on our way.

The final weeks of 2016 delivered some progress, as Prime Minister Justin Trudeau and premiers of 11 of the 13 provinces and territories negotiated a new national climate plan. The deal is a game changer. It marks the moment that Canada stopped arguing about whether to tackle climate change and started figuring out how we're going to get there.

We can each be part of the solution by reducing the amount of energy we use, making sure our homes and workplaces are well insulated and choosing energy efficient appliances. When the time comes to upgrade our cars, washing machines and refrigerators, we can take advantage of rebates that cut the cost of electric models. In our homes, we can install smart technology — like automated thermostats — to cut down on energy waste and reduce power bills.

Even industries that use a lot of energy, like mining and manufacturing, could become leaders in sustainability. It would mean investing in energy saving technology, making their operations more efficient and running conveyor belts, robots and other equipment off locally produced renewable electricity.

Meanwhile, laboratories and factories in Ontario, Quebec and British Columbia are making breakthroughs in areas like energy storage, while renewable energy growth in the Prairie Provinces gathers momentum, which will make it possible to access clean power even when the sun isn't shining and the wind isn't blowing.

Liberal leader Justin Trudeau holds a copy of his environmental platform after announcing details of it at Jericho Beach Park in Vancouver, B.C., on Monday June 29, 2015. (Darryl Dyck/Canadian Press)

The scale and speed of Canada's transition to clean energy depends on provincial and federal policies that do things like tax carbon pollution, build interprovincial electricity transmission lines, invest in renewable energy and grid modernization projects that strengthen the system, and increase incentives for electric vehicles. 

Of course, even the best policies won't produce lasting results unless Canadians fight for them and take ownership for our role in the energy transition. Global momentum toward clean energy may be "irreversible," as former U.S. President Barack Obama recently wrote in the journal Science — but it's up to us whether Canada catches that wave or misses out.

Fortunately, clean energy has always been part of Canada's DNA.

We can learn from the past

In remote corners of the newly minted Dominion of Canada, rushing rivers turned the waterwheels that powered the lumber mills that built the places we inhabit today. The first electric lights were switched on in Winnipeg shortly after Confederation. By the turn of the 20th century, hydro power was lighting up towns and cities from coast to coast.  

Our country is home to some of the world's best clean energy resources, and experts note that zero-emissions electricity by 2035 is possible given our strengths, and fully two-thirds of our power is generated from renewable sources like hydro, wind and solar.

Looking to our heritage, we can make clean growth the next chapter in Canada's history

Recent commitments to phase out coal and invest in clean energy infrastructure mean the share of renewable power in Canada's energy mix is poised to grow. The global shift from fossil fuels to clean energy is opening up huge opportunities and Canada's opportunity in the global electricity market is growing as the country has the expertise to deliver solutions around the world.

Looking to our heritage, we can make clean growth the next chapter in Canada's history — building a nation that's electric, connected and on a practical, profitable path to 2035 zero-emission power for households and industry, stronger than ever.

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