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I just noted that the Canadian distributor of my geothermal equipment closed up as did the installation company. Why - no business! Bought a house 27 years ago. The developer got into an argument with the gas company. The house was electric heat and water. Within a year of owning the house the gas company ran gas lines in the neighbourhood. The deal was if you put in a gas water heater they would do the house hookup lines free.

Really good decision. Electric heat is a dry heat and a lousy way to heat a home. What pisses me off is we converted the house to led lighting and the electric bill keeps increasing. Let's face it the whole Ontario electrical system is a sham. Enormous salaries to management and staff. Pension plans and benefits that are an insult to average ratepayers. The fact is Ontario never needed solar or wind turbines. Ontario is producing more electrical power than it needs. The smart thing to do for Ontario if they need more power in the future would be to get it from Hydro Quebec and Manitoba power.

The power is hydroelectric so it is "green " energy and the costs would be much cheaper as those provinces have already built their infrastucture. The Ontario infrastructure is there ,basically power lines. Ontario does not have to produce it's own power if it can get it cheaper from other provinces. The mindset needs to change! Looking everywhere for case studies on the web and from manufacturers.

If this technology is so good and is in fact so efficient there should be a world of data to support this industry. The fact that it's not sends a real message regarding residential install short of a commercial application. I'm looking at the potential for a closed loop install on a river which freezes in winter because as I read it, if I drill certified wells the water aquifer temp will drop year after year due to my almost constant extraction of superheat.

Comments suggestions? Hi Don, Your posts were intriguing. We are building a house in Burlington where Natural gas line is not available no prediction for when it will be either Our house is approximately sq ft with 10ft ceiling on ground floor and unfinished basement, and 9ft second floor - so not too far off from your size. Would you say a closed loop horizontal system is sufficient to heat a home like ours or would we also need propane heating?

Any advice? You have to make the decision weather to plumb in for a gas forced air system now as you are in the construction phase.

Is this a reno or a new development? What heat source do all you neighbours use? If new construction and a new development how many people want gas? That might be some leverage if a lot of people want gas and you all form a group committing to natural gas. Then call the gas company.

1. Start with a C-Level Mandate

If new construction you are probably well insulated. Would a heat pump, air to heat exchanger do? That gives you air conditioning in the summer too.

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You have to talk to a heating contractor to do the math on what would work for your new home. If gas is coming then it would be wise to plumb in your ductwork now. Just a tip I just replaced my furnace. Costco partners with a local reputable dealer. Good luck. How much to instal the geothermal unit and what is the house sq. How much of a provincial rebate? Sign Up to Comment. Comparing the performance of air source and ground source heat pumps at the Living City Campus Archetype Sustainable House. What is a heat pump? An energy efficient home heating system that can save you some money.

Read on to find out how they work and if it makes sense for you. There are a number of ways you can up the efficiency of your home without spending much money. Here are our top 8 home improvement tips with the greatest ret Ultimately though, the true efficiency and environmental impact of heating with ele Factors far beyond just air temperature affect how comfortable a home is, and if you design for comfort you will end up with a more durable and efficient hom Solar panels good, coal-fired power plant electricity bad.

If only it were that simple to choose. We discuss the best alternatives for producing your own pow Intelligent home devices allow you to control your home remotely, and send you notices of problems… When paired with intelligent home devices, the phones tha Choosing the right solar thermal water heater system… What is a solar thermal collector? A photovoltaic PV solar collector converts solar radiation into A modern airtight home needs mechanical ventilation. This page will explain the di Can you really power your home with a bicycle generator?

Heat pumps: Ground source or air source, which one makes more sense? Heat pumps: what they are and how they work. Green home improvements: a pyramid scheme that actually works! Heating with electricity. How to design for thermal comfort in a home. Air-heated radiant floors. Details regarding the heating and domestic hot water systems of the Edelweiss Should I replace my geothermal system with a gas boiler?

Should I be considering 66 or 80 gallon heat pump water heater? What is the best type of radiant floor heating for a garage? The Kenogami house costs. Guides Mechanical systems Heating and cooling Heat pumps, geothermal and AC Geothermal is an excellent renewable heat source but is not always cost effective. Ecohome Published: June 27, , a. Last updated: Feb. Is geothermal heating cost effective? Comments 17 M. Mike June 23, , a. Ray Gormley July 7, , a. In this article, we lay out the central steps in applying emerging best practices to create competitive advantage.

Like most firms, Microsoft had long regarded energy as a ubiquitous commodity: Flip a switch, and the lights—and data centers—come on. But with the rise of cloud computing and with historic volatility in energy prices, energy has become a major and unpredictable operating input and expense for tech giants. All these pressures, along with new clean-energy opportunities, pushed Microsoft to the forefront of energy strategy. It soon concluded that evolving carbon regulations and fluctuating energy costs and availability were significant sources of risk.

In response, Microsoft formed a centralized senior energy team to address this newly elevated strategic issue and develop a comprehensive plan to mitigate risk. In pursuing its energy goals, Microsoft has increased renewables in its energy mix and improved energy efficiency. It now charges business units a fee for their carbon emissions, reinvesting the funds in its energy programs. For all ICT companies, managing energy well has become table stakes at the very least and is increasingly a competitive differentiator.

Companies in other sectors where energy and emissions are critical are following a similar path. Understanding the strategic implications of this, many food-industry firms have set aggressive targets for reducing energy use and carbon emissions in their value chains. Although leading firms in many sectors are developing energy strategies, they are proceeding without a playbook. To be sure, some solid frameworks for energy management exist, but they are not integrated with overall strategy, nor do they explicitly address the strategic implications of global megatrends.

An energy strategy will be hard to implement without explicit engagement from the CEO and a clear governance structure. Laggard companies in our study identified the lack of this organization as their biggest obstacle to progress. The CEO should signal the importance of this commitment by appointing a senior executive to serve as champion and shepherd.

In firms where operations and energy footprint are critical, as is the case for industrial and petrochemical manufacturers, the COO may play this role; in companies where energy sourcing and financing are central issues in the ICT and retail sectors , the CFO may be the right choice.

The team should include executives from operations, facilities, finance, legal, procurement, sustainability, and perhaps other functions. Among the questions it should consider are: How much energy does our firm use, and what does it cost? What impact does this spending have on key financial indicators such as cost of goods sold? Are we capitalizing on opportunities to use renewables? What is our carbon footprint and that of our suppliers?

How does this align with customer, investor, and employee expectations, and how do we compare with competitors? Answers to these questions will quickly reveal performance opportunities and gaps. For example, a big box retailer can measure its energy use per square foot of retail space and calculate the cost savings potential from addressing the gap.

The company can also assess its annual rate of energy reduction. Large retailers with solid energy programs are achieving sustained annual reductions of 2. On hundreds of millions of dollars of energy spend, those reductions represent significant bottom-line savings. Aggressive targets should reflect the degree and pace of emissions reductions that scientists have determined are required to mitigate climate change. A growing number of companies are requiring that their supply chains meet science-based targets as well.

Once targets are set, the team must create incentives for people throughout the organization to make energy an operational priority. The plans, which are tied closely to compensation for plant managers, include not only expected operational metrics such as production volumes but also energy and environmental key performance indicators such as energy used per vehicle produced.

If managers fail to hit energy targets, they need to explain why to global leadership. In addition, the team should advise on how to integrate energy considerations with strategic processes and priorities. Facilities and operations managers should consider energy in their resilience and business continuity planning. And the finance team needs to prioritize energy and carbon reduction in the capital allocation process.

Finally, the energy team can help connect two operations that are usually distinct: procuring energy and managing its use. Typically, managers in one part of the organization focus on buying energy at the lowest possible price and developing a budget and a risk strategy; managers elsewhere are working to reduce consumption and improve efficiency.

Coordinating those activities can save or make money and reduce risk. The managers working the demand side could shift consumption to avoid peak periods and even collect demand-response payments from utilities for curtailing use at peak times. Companies are also experimenting with lowering their peak-use demand by using energy stored earlier. Most companies lack good systems for accessing energy data quickly or in a form that provides actionable information. Monitoring and analyzing energy use can reveal operating issues that affect costs, performance, and quality.

Blommer Chocolate, a large cocoa-bean processor, uses statistical analysis to predict the energy required for every pound of product roasted. When actual consumption varies from the prediction, managers know something is off. One building products manufacturer monitors energy costs for each product line some 30, SKUs and has used that data to adjust prices and ensure profitability.

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Comparing energy use at similar sites or plants can uncover efficiency opportunities as well. One hospitality and entertainment company uses a quarterly energy scorecard to compare properties.


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The sites that are lagging can learn from the leaders to improve performance. Similarly, a movie theater chain worked with its air-cooling partner, Ingersoll Rand, to gather energy data and then apply predictive analytics to data on past and current use. In this way, it optimized the HVAC operation in each auditorium according to expected show times and ticket sales.

Developing a detailed understanding of enterprise-wide energy use is also essential. This information can help a firm predict how volatility in energy prices and availability will affect its overall operations, profits, and cash flows. Zooming out further, companies must look across their entire value chains for risks and opportunities. The biggest operating risks from price volatility and future regulation may actually lie upstream. Many leading companies require that their tier-one suppliers, at the very least, provide data on their energy use and carbon emissions.

Some companies, such as Walmart, offer their suppliers tools to help them reduce carbon emissions and energy consumption. The first supply chains to automate and perfect this accounting will have an advantage in cost control and risk reduction. Companies should also look downstream in their value chain to understand how much energy their customers use. Ingersoll Rand intensively engineers and promotes the energy efficiency of its pumps, compressors, and refrigeration technologies and has added intelligent controls that analyze how the equipment is performing and self-optimize for efficiency.

Boeing has partnered with customers to make sure its engines can run well on carbon-neutral biofuels, a technology many global airlines are committing to. And most large technology and car companies have set aggressive energy-efficiency goals for their products. These innovations lower costs and differentiate products, driving sales and customer loyalty. The market for clean energy technologies is changing fast, and companies need to understand both the technologies and their financing options.

The energy landscape today is characterized by dramatically increased supply and plummeting costs of a range of alternative energy technologies, including wind turbines, photovoltaics, biofuels, fuel cells, advanced batteries, LED lighting, and advanced meters. The newest renewable-energy projects are pricing energy below the cost of any source of power. In , the average price of electricity from new long-term-contract wind power projects in the United States was two cents per kilowatt-hour, down five cents since New solar projects in sunny areas like the Middle East and Mexico are coming in below three cents per kilowatt-hour.

As with all forms of energy, government incentives make the economics more attractive. But even without help, the cost of clean technology is dropping shockingly fast. The cost of storage technologies—batteries that eliminate the key remaining challenge of renewables, intermittency—is falling quickly as well. Those lower prices, which stem from both massive global investment and rapid advances in technology, are producing a predictable shift in the market: More than half of the new energy put on the grid globally has come from renewable sources each year since In , large enterprises directly contracted for 3.

While corporations rely on renewables—principally wind and solar—for most of their clean technology, they are experimenting with an array of other alternative technologies.

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Some firms are capturing waste heat from electricity generation to use for heating and cooling. Others, including GM and spirits company Diageo, are collecting and burning methane from landfills—a source of natural gas considered carbon-neutral. Walmart uses fuel cells to supply power to more than 50 stores and has deployed more than 1, hydrogen-powered forklifts at its distribution centers.

Home Depot recently increased the number of its stores using fuel cells plus power storage to Airlines the world over are using alternative fuels from many sources—solid waste, plant oils, waste gas from steel mills, and even tobacco. And major fleet companies like USPS, FedEx, and UPS are experimenting with alternative-fuel vehicles, from electrics and hybrids to trucks running on propane, natural gas, or biomethane. Doing so requires a sophisticated understanding of the financial and risk implications of various purchasing options.

The most widely used renewable-energy financing mechanism is the power purchasing agreement PPA. The simplest version is a to year commitment to buy clean power at a set price, usually from a wind or solar farm. Finance and operations executives may balk at signing long-term contracts, despite the good prices.

And like all hedges, PPAs are a gamble: Energy prices are highly volatile, and even renewable energy contracts signed at a price below current costs are no guarantee. But smart firms understand the value of PPAs as a hedge against price volatility—and as a source of competitive advantage.