March 2015
Gas buyers at Dawn need to keep a close eye on the changing supply/demand balance at Dawn, and be prepared to manage the price risks that affect Dawn uniquely. Read more >>
November 2014
Careful planning and risk identification and management are necessary in order to fully realize the opportunity offered by the OPA's Combined Heat and Power Standard Offer Program. Identifying risks during the proposal stage and distributing them over the contractual framework will help ensure the project is profitable by design. Read more >>
October 2014
As we head into another winter, bad memories of last winter may lead buyers to lock up the price on a large proportion of their winter gas supply. But is this the prudent thing to do? Read more >>
July 2014
To hedge effectively, energy buyers need to understand what hedging is for, and what it is not for. Hedging is a tool for controlling risk to keep energy prices and price changes within acceptable limits. Read more >>
April 2014
... gas retailers are eagerly stalking residential gas buyers wounded by the recent sharp increase in utility gas supply charges. But buyers need to understand what the utility rates really represent to make an informed decision. Read more >>
February 2014
... when all about you are losing theirs ... Read more >>
October 2013
Locking in an arbitrary proportion of one's supply portfolio in case prices rise is an inefficient way to manage the risk of energy market uncertainty. And because it is inefficient, it is expensive. Read more >>
September 2013
Deciding when to hedge should be as easy as deciding when to take an umbrella in the morning. The only tricky part is assessing the "probablility of precipitation" in the energy market. Read more >>
May 2013
The problem with market timing as a hedging philosophy is that time is never clear except in hindsight and there is a cost for being wrong, whether the energy buyer is too soon or too late. There is a better way. Read more >>
May 2013
Many energy buyers do not structure their buying process to take advantage of competitive forces. But a supplier portfolio of three or more parties delivers cost savings - consistently. Read more >>