Summer business energy strategies to impact your bottom line
For many businesses, managing energy costs can be a challenge, especially during the summer months. Understanding peak load contribution (PLC) and the strategies it entails can unlock significant savings on electricity bills, and more importantly, provide a competitive edge in energy (and energy cost) management. In this guide, Shipley Energy explains the key concepts of PLC and explores strategies your business can implement to mitigate these costs while ensuring you remain operationally efficient.
What is peak load contribution?
PLC refers to your business' share of energy use during the highest demand periods on the electricity grid-usually on the hottest days of summer. Utilities use this figure to calculate your portion of capacity charges, which are a major part of your total electricity costs. In essence, the higher your energy use during these peak periods, the larger your share of the grid's maintenance and operational costs, and the higher your bills are for the next 12 months.
So why does this matter? For businesses, since capacity costs are measured in dollars per megawatt day, reducing energy consumption during these peak times can translate to lower capacity charges, which can have a substantial impact on your bottom line.
How is peak load contribution determined?
Utility companies measure your energy usage during peak hours-typically across five peak days during the year when the grid is most strained. These days are often driven by extreme weather or high-demand periods, and are determined by regional transmission organizations such as PJM Interconnection, which manages much of the mid-Atlantic region.
If your business uses a significant amount of electricity during these peak events, it contributes more to the overall load, and your capacity charges will be higher. The key to mitigating this is managing and reducing energy usage during these critical times.
Strategies for mitigating PLC and reducing energy costs
Participate in demand response programs
One of the easiest ways to mitigate PLC is by participating in utility-sponsored demand response programs. These programs offer financial incentives to businesses that reduce their energy usage during peak periods. By temporarily scaling back nonessential operations or shifting energy-intensive processes to nonpeak hours, you can not only reduce your PLC but also receive direct compensation for doing so.
Shift energy usage to off-peak times
Load shifting is another effective strategy. This involves rescheduling high-energy-consuming activities, like production or heavy machinery operation, to times when the grid is under less stress. For many businesses, this may involve adjusting work schedules or automating processes to occur overnight or early in the morning. Load shifting can significantly reduce your energy demand during peak periods, cutting down your PLC and, by extension, your capacity charges. Heavy heating or cooling of buildings can also be shifted preemptively so that usage is lowered during peak periods. Obviously, any usage that is critical to the financial well-being of your business shouldn't be shifted without a full financial analysis of the impacts and potential savings.
Leverage energy storage solutions
Investing in energy storage systems, such as batteries, can help your business store energy during off-peak times and use it during peak hours. This not only shields you from high peak demand rates but also offers a layer of protection against power outages. While energy storage can involve an upfront investment, the long-term savings in PLC reduction and operational uptime may make it a worthwhile consideration.
Utilize on-site generation
Another option for reducing your reliance on the grid during peak times is through on-site generation. This can include solar panels, wind turbines, or natural gas generators that produce energy for your facility. During peak times, your business can draw from these sources, reducing the need to pull from the grid and lowering your PLC. While this requires significant planning and initial capital, it can offer both cost savings and sustainability benefits.
Implement energy efficiency measures
Lastly, improving your business's overall energy efficiency can reduce your PLC indirectly. By upgrading lighting, HVAC systems, and insulation, you reduce the overall amount of energy your facility uses throughout the year. These improvements also make it easier to manage your energy use during peak times, making PLC mitigation part of a broader energy strategy.
The financial impact of PLC mitigation
The potential savings from PLC mitigation are significant. Lowering your PLC means lower capacity charges, which can account for 10%-30% of your total electricity bill.
Moreover, while the upfront investment in energy storage, on-site generation, or efficiency upgrades may seem daunting, the long-term return on investment can make these measures highly profitable. Energy storage systems, for example, not only help with PLC mitigation but also provide resilience against power outages.
Effectively managing your PLC requires more than just tracking energy usage-it demands a comprehensive approach that blends technology, strategic planning, and expert guidance.
Physical solutions to reduce load
LED lighting: Switch to high-efficiency LED lighting to significantly cut down on your facility's baseline energy usage.High-efficiency air conditioning: Upgrade to energy-efficient HVAC systems that consume less power during both peak and non-peak hours.Variable speed motor drives: Install variable speed drives on equipment to adjust energy output to match operational demands, ensuring your machinery only uses what it needs when it needs it.Remotely controlled HVAC systems: Implement smart, remote-controlled HVAC systems that allow you to adjust temperatures during peak periods without compromising comfort or productivity.
By making these physical upgrades, businesses can see immediate reductions in energy consumption, which directly lowers PLC and overall operating costs.
Who benefits the most from peak load contribution mitigation?
While all businesses can benefit from managing their PLC, certain industries and organizations are particularly impacted by high energy demand and capacity charges. Here's a look at the types of businesses where PLC mitigation can have the most significant impact.
1. Manufacturing facilities
Manufacturing facilities are often among the largest energy consumers, with heavy machinery, production lines, and climate control systems running at full capacity. A single manufacturing plant can see its energy bills skyrocket during peak periods, making PLC management crucial. By adopting energy-efficient equipment, like variable speed motor drives and high-efficiency HVAC systems, manufacturers can reduce their peak demand. Additionally, strategic load shifting, such as moving energy-intensive processes to nonpeak hours, can dramatically lower PLC.
Example: A metal fabrication plant that adjusts its production schedule to run energy-heavy processes overnight, using smart systems to monitor and control energy use during the day, could reduce its PLC by 15%, leading to significant savings on energy bills while maintaining production targets.
2. Municipal water treatment plants
Water treatment facilities are essential operations that consume large amounts of energy, particularly during pumping and treatment cycles. These facilities often have limited flexibility to shift their energy use, but smart strategies like demand response programs and energy storage solutions can help. By implementing remote-controlled systems to reduce nonessential power consumption during peak events, municipalities can cut energy costs without compromising service.
Example: A water treatment plant that integrates an on-site energy storage system and begins participating in a demand response program. By storing energy during off-peak times and drawing from the storage during peak demand periods, the facility could reduce its PLC and see a 10% decrease in its annual energy expenses.
3. Commercial real estate and office buildings
For office buildings, especially those with large HVAC and lighting systems, energy consumption tends to peak during regular business hours. Facilities managers can utilize real-time monitoring and automated HVAC systems to reduce load during peak times. Simple actions like adjusting the thermostat and dimming lights during peak events can significantly lower energy usage and mitigate PLC costs.
4. Data centers
Data centers, with their extensive use of servers and cooling systems, are constant energy consumers. PLC mitigation is critical for these operations, where uptime is nonnegotiable. Strategies such as load shifting, energy-efficient cooling, and on-site renewable generation can help reduce peak demand without affecting data center reliability.
5. Large retail operations
Retailers, especially large chains or shopping malls, tend to have predictable peak hours. Energy-saving initiatives like LED lighting and smart building systems can help them cut back on energy use during peak periods without impacting customer experience. Additionally, demand response programs can provide a source of income by reducing nonessential operations during grid stress.
Why peak load contribution mitigation matters
For these types of organizations, effective PLC management goes beyond just lowering energy bills-it enhances operational resilience, reduces environmental impact, and ensures compliance with local and regional energy regulations. Businesses in these sectors can tailor their energy management strategies to meet their unique operational demands while controlling energy costs.
This story was produced by Shipley Energy and reviewed and distributed by Stacker.
© Stacker Media, LLC.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Boston Globe
9 hours ago
- Boston Globe
Years in the making, Amazon unveils new facility, touting 1,500 jobs and millions in tax revenue for Johnston, R.I.
And while the $400 million facility first opened its doors to its now more than 1,500 full-time workers in October, site leader Sultan Kabiawu said the operation had reached what he considered 'a new maturity point' by Tuesday morning. Advertisement 'We've grown to a point where we're able to serve the demand that we would like to serve in the local area,' Kabiawu said. Get Rhode Map A weekday briefing from veteran Rhode Island reporters, focused on the things that matter most in the Ocean State. Enter Email Sign Up A look inside Amazon's facility in Johnston, R.I. The site employs approximately 1,500 people. Christopher Gavin/Globe Staff So set the backdrop of Tuesday's official ribbon cutting for the center – the end of a years-long effort to get the online retailer up and running off of Route 6, about eight miles west of downtown Providence. The location is prime for Amazon: Kabiawu said the site allowed the company to reduce the time it takes to get orders to customers – the latest piece in the retailer's regionalization strategy. The facility holds approximately 41 million items spanning the consumer spectrum, from toys and books to electronics and 'everyday essentials,' he said. But local and state officials on hand Tuesday were also quick to point out a few other numbers. Advertisement Thanks to Related : The project is 'the essence of what we do here in Johnston,' Johnston Mayor Joseph Polisena, Jr. said Tuesday. The town of nearly 30,000 people plays 'Here in Johnston, we have fully embraced our local, regional, and national transformation into a service economy,' Polisena said. 'The premise we follow here is simple: The more commercial tax revenue you generate, the less you need to ask from your residents. That formula has worked for us, and it's honestly one that can work anywhere.' Related : Address labels are placed on boxes inside Amazon's facility in Johnston, R.I. Christopher Gavin/Globe Staff Brad Griggs, who leads economic development for Amazon in New England, the mid-Atlantic region, and Canada, said the company is 'proud to call Rhode Island home.' The facility picks, packs, and prepares packages for transport to sorting and logistics facilicites across the Northeast, he said. Construction on the center began in 2022, and according to Kabiawu, the facility is now fully staffed. Wages start at $20.50 per hour. Governor Dan McKee said Amazon has been 'a great partner' for the state. 'They're helping us with our small business transition into this world of [online] retail,' McKee said. Advertisement More than 60 percent of Amazon sales are from independent sellers, most of them small- and medium-sized businesses, according to the company. In Rhode Island, those sellers averaged more than $160,000 in annual sales and sold more than 4 million items last year, Amazon said. Amazon employee Kaitlin Correia-Sweeney loads items into bins at the company's new order fulfillment facility in Johnston, R.I. on Tuesday. Christopher Gavin/Globe Staff Among the local sellers is John Speights, owner of Cooper's Cask Coffee, based in East Greenwich. Speights, who previously had a 20-year career in tech, officially launched the business in 2015, after he began roasting coffee in a garage for fun, he said. Related : These days, the business has a small staff: two-full time employees and five-part-time workers during the holiday season, he said. 'Amazon has been huge for us. It's enabled us to scale without having to invest in infrastructure,' Speights said in an interview on Tuesday. 'During the holiday season, we'll sell 20,000 or 30,000 units, all in December, and without that infrastructure it'd be very difficult to do that.' According to Amazon, since 2010, the company has invested $1 billion in Rhode Island, 'including infrastructure and compensation to employees, adding another $1 billion to the state gross domestic product.' The company also owns a delivery station and three Whole Foods Market locations throughout the state. The entrance to Amazon's new facility in Johnston, R.I. Christopher Gavin/Globe Staff Christopher Gavin can be reached at


Business Journals
a day ago
- Business Journals
Memphis Executive Connections with Tomeka Hart Wigginton, president and CEO, United Way of the Mid-South
expand Tomeka Hart Wigginton joined United Way of the Mid-South in December 2024 as the first female president and CEO. She brings with her a wealth of experience and a passion for the Mid-South and mid-Southerners who are working hard everyday to build a better life for themselves and a bright future for their children. What brought you to United Way? United Way has been threaded through my entire career and I see my appointment by the board of directors as the culmination of years of work. I grew up right here in Memphis and have always had a love for this city and the region. I built my career as an educator, an elected Memphis Shelby County School Board member, a nonprofit CEO and as a senior leader for two national funders. I've seen the impact that nonprofits can have on communities when they are properly funded; have partnerships to build capacity; and work closely with local and state governments. United Way is uniquely positioned to drive systems-level change through this type of deep collaboration. Everything I've done in my career has led me to the work at United Way. I'm right where I belong and excited about the work ahead. What do you see as United Way's role in the community? United Way of the Mid-South has served the community for over 100 years as a funder; however our impact is much greater than that. United Way is a capacity-builder — supporting nonprofits to do more with the resources available through partnerships and collaborations. Making the most of every dollar and every opportunity to collaborate is critical for nonprofits to succeed. Our strategic focus is rooted in equity, informed by data and built to align cross-sector partnerships. We are not just improving existing programs, but we are redesigning how United Way works to create population level change along with area nonprofits, philanthropists, business leaders and the public sector. This region is challenged by poverty and low-income wages that hold back, not just families, but the entire community. United Way is uniquely positioned to lead this work. What are your main goals for your first full fiscal year at United Way? I've been at United Way for about six months and that time has been spent listening, learning and defining how we move forward in a bolder and more impactful way. United Way is currently delivering top quality services in our Free Tax Prep program that fills and files over 10,000 tax returns for low- and moderate-income families. Our Driving The Dream program is redefining how we connect families living in poverty with the services they need. In the next three years, you will see United Way transform from a traditional pass-through funder and service coordinator into a backbone philanthropic organization that drives durable social and economic mobility for Mid-Southerners. This is not the United Way of the past. We are uniquely positioned — as a funder, service provider, and coalition-builder — to address the root causes of poverty, not just the symptoms. We are building data driven systemic impact that ensures that every mid-Southerner has the opportunity to thrive. How will you lead as the first female CEO at United Way of the Mid-South? I actively and purposefully work through connections. I think women tend to work collaboratively because they intuitively understand collective impact and the power in our voices. That's one of the reasons that we have relaunched Women United. This is a dynamic time for United Way of the Mid-South and we want to include the women business executives, community leaders and entrepreneurs who want to make a difference in the community. We want to hear from women who know that the Mid-South can do better and be better for women, children, and families. People are working hard just to get by, and United Way is building a group of change-makers. I want to work alongside Women United — to learn from other leaders and to share how Women United can lead the charge. As the first female leader at United Way, I invite other women to join me. Let's make a thriving community together.
Yahoo
a day ago
- Yahoo
Making Claims: The Vibes Are Good In Virginia
Making Claims: The Vibes Are Good In Virginia originally appeared on Paulick Report. In 'Making Claims,' Paulick Report bloodstock editor Joe Nevills shares his opinions on the Thoroughbred industry from the breeding and sales arenas to the racing world and beyond. Take a look at the racing map, and you'll find a lot of states and tracks fighting for their lives right now. In Louisiana, Churchill Downs had a gun to the Fair Grounds' head as it negotiates its way into more favorable historical horse racing rules. In Florida, Gulfstream Park's days appear numbered, whether the final bell comes sooner or later. The Northern California circuit has been wiped off the face of the earth, and things aren't exactly rosy in the southern half of the state. Pimlico Race Course is about to face the wrecking ball in Maryland, and while plans call for long-term stability in the Baltimore area (at the cost of Laurel Park), a project of that magnitude often comes with a sense of fragility. Illinois is still recovering from the loss of Arlington Park, and Hawthorne Race Course has seen better days. I could keep going, but I'm sure you get the point. Advertisement With so many North American outposts struggling, it's fair to wonder if anyone out there has things going in the right direction. Yes, Virginia. There is a state with positive momentum. Through a combination of creative incentive programs, finding a niche on the crowded Mid-Atlantic racing calendar, and getting support from a deep roster of quality horsepeople, Virginia's upward trajectory is something worth noting as the July 9 opening day at Colonial Downs approaches. The Jockey Club State Fact Book shows the Virginia-bred foal crop hit its highest level in over a decade in 2023, the most recent year reported, and it's not hard to imagine that trend will continue in the foaling seasons that followed. The four biggest years for average earnings by a Virginia-bred runner since 2004 have been the past four racing seasons. On the racing side, the average purse per race in Old Dominion hit a record high in 2024, at $65,263. The state's 323 races last year was the most since 2012, Virginia's 1,516 starters was the most since 2010, and the purses exceeding $21 million was a record. Colonial Downs has already had a turn in the national spotlight this year, when it hosted the Virginia Derby as a Kentucky Derby prep for the first time in March, introducing some fans and bettors to the track for the first time. Two of the Virginia Derby starters - winner American Promise and runner-up Render Judgment - ran in the main event on the first Saturday in May. The seeds for the success that Virginia is enjoying today were planted during a dark period in the state's history. In 2016, the Virginia Thoroughbred Association introduced the Virginia-certified program, which rewarded developers of eligible horses with a 25 percent purse bonus for wins in open races throughout the Mid-Atlantic. Colonial Downs had been closed for two years when the program was introduced, and the incentive structure, requiring horses to spend at least six months in residence in Virginia prior to the end of their 2-year-old season, gave horsemen a reason to keep their horses within state lines and kept farms and training centers in business while they awaited whatever the future held. When Colonial Downs was revived for the 2019 racing season, the state already had an infrastructure and set of incentive programs in place to make make a running start into the next era of Virginia racing. In some ways, that next era looked like the previous one. Colonial Downs' signature is its turf surface - with its Secretariat Course stretching out to 1 1/8 miles, and holding the title as the widest turf course in North America. Over 80 percent of the races at Colonial Downs during the summer meet are held over one of its two turf courses, meaning horsepeople with turf-leaning runners are presented with a unique opportunity to get quality starts over grass that might not be as readily available elsewhere. Perhaps most of all, the vibes are just good in Virginia. I made my first visit to Colonial Downs in March for Virginia Derby week, and people seemed excited about the general direction of the state's industry at a level one rarely sees elsewhere these days. There's a generational depth of knowledge when it comes to horsemanship in Old Dominion that would be a crime to be left dormant. They care about the product they put on the ground in the foaling shed and on the racetrack, and what it says about their program at large. Not everyone thinks with that kind of big-picture mentality when it comes to their place in a greater ecosystem. That's why I think Virginia will manage to keep the momentum going for the long haul. The state's horsepeople have a median level of competency, both on the track and off, that ensures when they're given an opportunity like they were with HHR, they won't fumble it. Few entities survive without the good graces of someone else in a higher position of power, and with Colonial Downs being owned by CDI, Virginia is no different. But, strong leadership can help a program weather a lot of storms, and we've already seen that in action. We've seen Virginia survive in the darkness. Next month, we'll see how they can thrive with another season in the light. This story was originally reported by Paulick Report on Jun 30, 2025, where it first appeared.