the executive

appointments

Atlanta-based AGL Resources, parent company of Virginia Natural Gas, Virginia Gas and Elkton Gas, has named Robert Duvall vice-president and general manager of Virginia and Maryland operations.

Michael Smith is the newly appointed president and CEO of Georgia Transmission Corp. He has served as acting president and CEO since last November. The corporation also named Barbara Hampton senior vice-president and chief financial officer, Tom Parker vice president of external affairs and member relations, and Keith Daniel as vice president of transmission policy.

ScottishPower appointed Simon Lowth executive director, finance and strategy. He succeeds David Nish, who will take up his previously announced appointment as executive director, infrastructure division on the same date.

Cap Rock Energy Corp. announced that Lee D. Atkins’ employment with the company ended April 5, 2005. Mr. Atkins had served as the company’s senior vice president/chief financial officer/treasurer since September 2001. Atkins’ departure is “not related to any disagreement with regard to financial, accounting or disclosure items,” according to the company.

notes

FORTUNE magazine has selected Constellation Energy as the most admired energy company for its prestigious 2005 list of “America’s Most Admired Companies.” Constellation Energy earned its top ranking after scoring high in several key areas including innovation, employee talent, financial soundness, quality of management, use of corporate assets, social responsibility, long-term investment and quality of products and services.

“- In April, the Mirant Shareholder Rights Group expressed outrage at what they deemed the “excessive compensation of Mirant Corporation‘s management team, in spite of their track record of failures.” They noted:

For 2004, CEO Marce Fuller, received $842,000 in base salary, more than 100% bonus, bringing her total compensation to nearly $1.7 million.

Despite remaining in bankruptcy in 2005, Fuller again will receive approximately $1.7 million in compensation.

Curtis A. Morgan, executive vice president & chief operating officer, more than doubled his base salary from 2003 to 2004 from $156,822 to $427,350 and more than quadrupled his bonus, which went from $124,000 to $543,483.

Douglas L. Miller, senior vice president & general counsel received nearly five times his 2003 bonus of $62,708 in 2004, the sum of which was $298,313.

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the executive

appointments

Decosta Jenkins is president and CEO of Nashville Electric Services.

Pantellos named Robert Lutz vice president of product management and chief technology officer.

American Superconductor has appointed Terry Winter to the newly created position of executive vice president, advanced grid solutions. They hope his appointment “will help accelerate the adoption of advanced reactive power compensation solutions in transmission grids.”

Frank Heintz has retired as president of Baltimore Gas & Electric. Kenneth DeFontes, Jr., succeeded Heintz. Mark Huston has been appointed to succeed DeFontes as vice president of electric transmission and distribution for the utility.

notes

“- According to a Fulbright & Jaworski survey of corporate law departments, energy companies reported that they average 17.1 cases currently in litigation, fourth highest among the eight industries surveyed. The energy companies also state that environmental litigation, class actions and labor/employment disputes are the top litigation concerns. However, the average energy company employs 8.5 outside law firms, down from the average of 10 three years ago. (Source: Fulbright & Jaworski.)

“- Customers are slow to adopt electronic bill presentment and payment options. On average, only 7 percent of customers receive bills electronically (email or web) and fewer (5 percent) pay electronically through the web. (Source: Ascent Group.)

“- IHS Energy has acquired strategic industry advisor Cambridge Energy Research Associates (CERA).

advice

David Saxby of Measure-X explains the eight “service sins” that can drive customers away. These include:

1. apathy. The “I don’t give a rip about you or my job” attitude.
2. brush-off. Getting rid of the customer by transferring the call.
3. coldness. Impatience, curtness, hostility.
4. condescension. A patronizing attitude.
5. robotism. Treating the customer like a number.
6. rule book. Using company guidelines as an excuse.
7. runaround. Sending the customer on a wild good chase because no one wants to “own” the problem.
8. tune out. Failure to focus on the person who is speaking.

To solve those sins? Make everyone aware of them, Saxby suggests, and make everyone an active participant in resolving them, even including discussions of those sins in staff meetings. Keep on top of them. (Source: Measure-X.)