Energy Strategy for the C-Suite: Approaching Today’s Most Undermanaged Material Business Driver
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Transcript of Energy Strategy for the C-Suite: Approaching Today’s Most Undermanaged Material Business Driver
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EnergyStrategyfortheC-Suite:ApproachingToday’sMostUndermanagedMaterialBusiness
Driver
Micah Remley, EnerNOC @EnerNOCZeke Hart, PwC @PwC_LLPPaul Schuster, Edison Energy
Besuretoengageintheapp:sb16app.com
1)Checkintothesessionbyselectingsession fromtheprogramandselecting'checkin'
2)Poseand'up-vote' questions tobeposedduringQ&A:Insession description, select'submitaquestion'
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Agenda
9:00 – 9:30 a.m. Why – Megatrends driving the need for change
9:30 – 10:00 a.m. Maturity Assessment, interactive workshop
10:00 – 10:30 a.m. - Break -
10:30 – 11:00 a.m. What – Challenges facing corporations
11:00 – 11:30 a.m. Tools & Best Practices, supply side
11:30 – 12:00 p.m. Q&A
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Why - Megatrends
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Energy is one of the largest drivers of sustainability performance
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$
$$$
Most businesses are just scratching the surface of waste
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Operational
inefficiencies
Managing riskUnpredictable
budgets
Tracking
energy
costs
Decentralized
systems
Meeting
compliance
requirements
Finance Operations EnergyProcurement ProductionFacilities Sustainability
Energy touches many parts of the organization
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60% of Fortune 100 companies have made publiccommitments to reduce energy
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5% use software to track and analyze energy data
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Why is that a problem?
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Technological breakthroughs Radical transparency Climate change and
resource scarcity
Demographic shifts Evolution of energy markets
New and emerging energy technologies
New forces are changing the business landscape
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of Internet-connected “things” by 2020
50B
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Of investors have withdrawn from an investment orwithheld capital on ESG grounds
18%
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The # of countries that participated in the2015 UN Climate Change Conference
195
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Of CEOs put demographic shifts as a top 3 megatrendthat will transform businesses
60%
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Growth in number of utilities offering customersdynamic pricing over past 5 years
227%
Summer Peak Hours: 1–6 p.m.
Winter Peak Hours: 5–7 p.m.
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The proportion of new US electricity generationcapacity that was renewable
58%
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Businesses who don’t adapt will lose their competitiors
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More business value than ever is at stake
Direct Financial Value§ Profitability
§ Productivity
of Assets
Indirect Business Value§ Risk Mitigation
§ Reporting
Responsiveness
§ Talent Acquisition
and Retention
§ Brand Reinforcement
Longer-term Enterprise Value§ Resilience
§ Innovation
§ Environmental
and Social Impact
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Built by the industry’s leading thinkers and practitioners
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energy management into the fabric of your company Integrate
performance using data and analyticsElevate
on new options in the energy marketCapitalize
your efforts and celebrate successPromote
Corporate energy management needs to evolve across four focus areas
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20© EnerNOC, Inc. All rights reserved. www.enernoc.com
Integrate energy management into the fabric of your company• Develop a global energy strategy, with C-suite and cross-functional accountability,
to enable high-quality decision making
• Set ambitious, comprehensive, time-bound, science-based goals
• Connect consumption activities and procurement strategy to manage total energy cost
• Incorporate energy into your risk management, resilience, and capital strategy
• Use energy as a keystone metric (a primary business success indicator that aligns
your organization)
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21© EnerNOC, Inc. All rights reserved. www.enernoc.com
Elevate
Elevate business performance using energy intelligence
• Track energy data at the enterprise level leveraging new tools, capabilities,
and metrics to tie to overall business performance (COGS, etc.)
• Use energy signature data to ensure “in-spec” operation, identify opportunities to increase
productivity, and drive innovation beyond energy related initiatives
• Collaborate with and engage your value chain partners using energy data and practices
• Develop a reporting infrastructure that facilitates effective reporting and proactive compliance
with regulatory requirements
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Capitalize on new technologies and market choices
• Evaluate and deploy advanced energy generation, storage, and control technologies where
they can have maximum impact
• Use advanced financing mechanisms to expand your energy project options
• Engage in policy discussions at all levels to influence energy market opportunities
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Promote your efforts and celebrate success
§ Empower and motivate your workforce to contribute to your energy strategy and goals
§ Communicate energy and carbon commitments and accomplishments and your positive values as
an organization to drive intangible value
§ Point to your energy and carbon successes as an indicator of superior management
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24© EnerNOC, Inc. All rights reserved. www.enernoc.com
Corporate energy management needs to evolve across four focus areas
INTEGRATE energy management into
the fabric of your company
ELEVATE business performance
using energy intelligence
CAPITALIZE on new technologies and market choices
PROMOTEyour efforts and
celebrate success
§ Develop a global energy
strategy
§ Set ambitious goals
§ Connect consumption and
procurement
§ Incorporate energy into your
risk management, resilience
and capital strategy
§ Use energy as a keystone
metric
§ Track energy data at the
enterprise level
§ Use energy signature
data
§ Collaborate with and
engage your value chain
partners
§ Develop a reporting
infrastructure
§ Evaluate and deploy
advanced technologies
§ Use advanced financing
mechanisms
§ Engage in policy
discussions at all levels
§ Empower and motivate
your workforce to
contribute
§ Communicate
commitments and
accomplishments
§ Point to your successes
as an indicator of
superior management
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25© EnerNOC, Inc. All rights reserved. www.enernoc.com
Global energy strategy includes value chain
and customer stakeholders
Goals are ambitious, comprehensive, time-bound, science-based
Energy and carbon successes highlighted
as an indicator of superior management
Transformational
Global energy strategy includes C-suite and
cross-functional accountability
Dedicated team
Risk management and lifecycle costs approach
to energy
Appropriate information
and tools in place to manage to goals
Strategic
Enterprise-wide plan in place
Financial plan includes energy
projects
KPIs and deviations tracked with
accountability
Programmatic
Local/facility champion
Capital plans at key facilities
Energy rate components negotiated
KPIs in place
Developing
No clear energy goals, budget or
metrics
Reactive maintenance
Lack of information to make decisions
Limited stakeholder
discussion
Limited
Increasing Bottom Line Results
Maturity Model: Where are you today? Where do you want to be?
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© EnerNOC, Inc. All rights reserved. www.enernoc.com
Thank you!
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Maturity Assessment - Workshop
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28© EnerNOC, Inc. All rights reserved. www.enernoc.com
How effective is your energy strategy?
Energy Strategy Assessment Workshop: https://www.enernoc.com/esa
§ This survey will provide you a quick and comprehensive
picture of how your organization’s energy strategy is
delivering compared with 200 of the world’s leading
companies.
§ The survey is 15 questions long, divided into the four
strategic principles. It should take under 10 minutes to
complete.
§ After finishing the survey, you'll receive a shareable link to
your performance report.
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29© EnerNOC, Inc. All rights reserved. www.enernoc.com
Corporate energy management needs to evolve across four focus areas
INTEGRATE energy management into
the fabric of your company
ELEVATE business performance
using energy intelligence
CAPITALIZE on new technologies and market choices
PROMOTEyour efforts and
celebrate success
§ Develop a global energy
strategy
§ Set ambitious goals
§ Connect consumption and
procurement
§ Incorporate energy into your
risk management, resilience
and capital strategy
§ Use energy as a keystone
metric
§ Track energy data at the
enterprise level
§ Use energy signature
data
§ Collaborate with and
engage your value chain
partners
§ Develop a reporting
infrastructure
§ Evaluate and deploy
advanced technologies
§ Use advanced financing
mechanisms
§ Engage in policy
discussions at all levels
§ Empower and motivate
your workforce to
contribute
§ Communicate
commitments and
accomplishments
§ Point to your successes
as an indicator of
superior management
![Page 31: Energy Strategy for the C-Suite: Approaching Today’s Most Undermanaged Material Business Driver](https://reader031.fdocuments.in/reader031/viewer/2022030218/58866c281a28ab7d408b5cc9/html5/thumbnails/31.jpg)
30© EnerNOC, Inc. All rights reserved. www.enernoc.com
How to interpret your score?
• You are given a 1-5 score for each of the 15 questions you
answered. A score of 1 indicates your strategy is currently
limited in that area; a score of 5 suggests that you are well-
positioned to maximize business value.
• Each of your answers is mapped to the 15 emerging
practices—organized into four key principles.
• Rollover any point on the chart below to see the full question
and your answer.
• On the chart, the grey shaded area displayed behind your
score represents the industry benchmark, a performance
average based on survey responses from nearly 150 of the
world's leading companies.
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Strategic Principle 1: Integrate
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Strategic Principle 2: Elevate
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Strategic Principle 3: Capitalize
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Strategic Principle 4:
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20161
ENERGY SUPPLY OPTIONS
MEETING RENEWABLE ENERGY GOALS THROUGHENERGY PROCUREMENT
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20162
WHAT RENEWABLE ENERGY OPTIONS EXIST FOR CORPORATIONS?
• Private institutions are typically looking for• SCALE - Big opportunities to meet renewable energy goals
• ADDITIONALITY - Delivers a meaningful impact on increased renewable generation
• ECONOMICS – Ensures that the investment makes financial sense for the company
• OPTICS - Visible signs of renewable energy investment
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20163
CORPORATE RENEWABLE ENERGY OPTIONSType of Transaction Type of Asset Sized to Smaller
Company NeedsOptimized
Sustainability ImpactCapital Commitment Term
Renewable Energy Certificates (RECs) FINANCIAL EXISTING YES NO YES SHORT
Build On-Site Generation PHYSICAL NEW BUILD YES NO NO LONG
Direct Investment Off-Site Generation FINANCIAL NEW BUILD NO NO YES SHORT
Off-Site Power Purchase Agreements (PPAs)
FINANCIAL NEW BUILD NO YES NO LONG
Revenue Swap FINANCIAL NEW BUILD YES YES NO LONG
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20164
CORPORATE RENEWABLE ENERGY OPTIONSType of Transaction Type of Asset Sized to Smaller
Company NeedsOptimized
Sustainability ImpactCapital Commitment Term
Renewable Energy Certificates (RECs) FINANCIAL EXISTING YES NO YES SHORT
Build On-Site Generation PHYSICAL NEW BUILD YES NO NO LONG
Direct Investment Off-Site Generation FINANCIAL NEW BUILD NO NO YES SHORT
Off-Site Power Purchase Agreements (PPAs)
FINANCIAL NEW BUILD NO YES NO LONG
Revenue Swap FINANCIAL NEW BUILD YES YES NO LONG
• Widely adopted by companies in all industries• Does not provide “additionality” and grow renewable energy market• Requires a “pure cost” capital outlay• Size of purchase can be flexed depending on company needs
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20165
CORPORATE RENEWABLE ENERGY OPTIONSType of Transaction Type of Asset Sized to Smaller
Company NeedsOptimized
Sustainability ImpactCapital Commitment Term
Renewable Energy Certificates (RECs) FINANCIAL EXISTING YES NO YES SHORT
Build On-Site Generation PHYSICAL NEW BUILD YES NO NO LONG
Direct Investment Off-Site Generation FINANCIAL NEW BUILD NO NO YES SHORT
Off-Site Power Purchase Agreements (PPAs)
FINANCIAL NEW BUILD NO YES NO LONG
Revenue Swap FINANCIAL NEW BUILD YES YES NO LONG
• Generally outside of a company’s core competencies• Requires available land and co-location with good renewable resources• May account for only a small portion of the company’s load• Locks a company into a specific location for the life of the renewable project
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20166
CORPORATE RENEWABLE ENERGY OPTIONSType of Transaction Type of Asset Sized to Smaller
Company NeedsOptimized
Sustainability ImpactCapital Commitment Term
Renewable Energy Certificates (RECs) FINANCIAL EXISTING YES NO YES SHORT
Build On-Site Generation PHYSICAL NEW BUILD YES NO NO LONG
Direct Investment Off-Site Generation FINANCIAL NEW BUILD NO NO YES SHORT
Off-Site Power Purchase Agreements (PPAs)
FINANCIAL NEW BUILD NO YES NO LONG
Revenue Swap FINANCIAL NEW BUILD YES YES NO LONG
• Generally outside of a company’s core competencies• A potentially large capital investment that may not fit with corporate strategy• Difficult to find and source high quality options• While the project may be a long term investment, the equity is more liquid than some other options
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20167
CORPORATE RENEWABLE ENERGY OPTIONSType of Transaction Type of Asset Sized to Smaller
Company NeedsOptimized
Sustainability ImpactCapital Commitment Term
Renewable Energy Certificates (RECs) FINANCIAL EXISTING YES NO YES SHORT
Build On-Site Generation PHYSICAL NEW BUILD YES NO NO LONG
Direct Investment Off-Site Generation FINANCIAL NEW BUILD NO NO YES SHORT
Off-Site Power Purchase Agreements (PPAs)
FINANCIAL NEW BUILD NO YES NO LONG
Revenue Swap FINANCIAL NEW BUILD YES YES NO LONG
• Renewable energy can be tied back to a specific project• Projects need not be at point of load and can be relocated in areas of greatest resource• Rapidly being adopted by leading companies & organizations• Locks in price of power, price for RECs / offsets
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20168
MAJORITY OF NEW WIND POWER IS FINANCED VIA THE NON-UTILITY PPAAltenex is the market leader in executing non-utility PPAs, which in 2015 became the primary mechanism for financing new wind projects
Utility Owned, 12.50%
Merchant or Quasi-
Merchant, 28.10%
Non-Utility PPAs, 52%
Utility PPAs, 48%
Long Term PPAs, 59.4%
Power Offtake Status for New US Wind Power (2015)
• 52% of all PPAs in 2015 were signed directly with a corporation, university, municipality or other non-utility off-taker
• 2,074 MWs of new wind power were financed with non-utility PPAs in 2015, up from only 500 MWs in 2013
• Altenex customers accounted for X MWs of new generation last year
Source: All date from AWEA’s 2015 US Wind Industry Annual Market Report
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 20169
HOW DOES A FINANCIAL POWER PURCHASE AGREEMENT (PPA) WORK?
Dollars
Power You continue to buy power from the local utility or retail provider
Generated power is sent to the power pool
MWs MWs
$
You pay the market rate for the power you’ve purchased
3The project is paid for the power that it generated
$
4
21
When market prices are below the Fixed Price, you pay the project the difference
5
When market prices are above the Fixed Price, you get paid the difference
6
time
$ The result locks in a flat price for power• Protecting you from spiky power prices• Protecting you from rising power prices
in the future7
Electricity Markets
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 201610
WHY LARGE CORPORATES ARE MOVING TO PPAs
Engaging in a PPA affords the customer the opportunity to secure power pricing in advance of increasing market rates. While the customer acknowledges that money may be forgone up front, forward curves drive confidence in a positive return in the future.
Historical Performance and Market Forecast
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
$/M
Wh
Range of 3rd Party Forecasts
Wind Price
Wind Price + Cost of Shape
Improve Profitability• Low cost renewables are driving additional profits for
large industrial energy users with no capital investment• Projects available in the market with substantial net
present value
Fix Long Term Energy Expense• Fix long term price at a discount to market• Hedge an existing short position
Environmental Hedge• Clean Power Plan (CPP) could have sweeping and costly
implications• Inherent value exists in the environmental attributes
from renewable transactions
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 201611
CORPORATE RENEWABLE ENERGY OPTIONSType of Transaction Type of Asset Sized to Smaller
Company NeedsOptimized
Sustainability ImpactCapital Commitment Term
Renewable Energy Certificates (RECs) FINANCIAL EXISTING YES NO YES SHORT
Build On-Site Generation PHYSICAL NEW BUILD YES NO NO LONG
Direct Investment Off-Site Generation FINANCIAL NEW BUILD NO NO YES SHORT
Off-Site Power Purchase Agreements (PPAs)
FINANCIAL NEW BUILD NO YES NO LONG
Revenue Swap FINANCIAL NEW BUILD YES YES NO LONG
• Projects need not be at point of load and can be relocated in areas of greatest resource• Can account for the company’s load regardless of size; opportunity for customization• Locks in price of power, price for RECs / offsets
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| New Metrics ‘1614 NOVEMBER 201612
WHAT IS A REVENUE SWAP POWER AGREEMENT?
» Altenex has partnered with Allianz to fundamentally change the way that renewable energy is purchased
• A renewable energy project insures against low wind or sun production and against power price volatility
• Allianz guarantees a fixed revenue stream to the project for 10 years
• The project is able to secure financing at up to 20% lower cost than with no insurance
• Allianz relies upon their expertise in weather related risks to understand and hold the exposure should wind or solar production dip
Corporate Buyers
• Corporate Buyers sign a 10 year PPA with Allianz ONLY to hedge against the power price volatility
• Wind and solar risk remain on Allianz• Corporate buyers are able to purchase lower cost
renewable energy power in more flexibly sized incrementsBuilding new renewable energy projects is expensive –
any opportunity to reduce those costs helps everyone
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WHAT ARE THE BENEFITS TO REVENUE SWAP POWER AGREEMENTS?
Insurers act as a financial intermediary, agreeing to protect the project against weather related production risks
Developers benefit from:• Lowering the cost of financing by up to 20%• Interacting with only one credit-worthy counterparty
RENEWABLE ENERGY DEVELOPERS
Having the insurer as the intermediary opens up significant flexibility for corporations (large and small) to participate in renewable energy purchases
Corporations benefit from:• Receiving all the environmental attributes of the traditional REPA (RECs,
additionality, etc.)• Increasing the opportunities for smaller corporate players
• Blocks of power can be sold in much smaller increments• Enabling smaller consumers to participate• Enabling distributed consumers (such as retail stores) the
chance to more closely align load to generation• Significantly more timing flexibility in signing the contract as all
counter-parties don’t need to sign at once• Reducing credit risk by interacting with only one credit-worthy counterparty
CORPORATIONS
Lower cost wind projects, broader opportunities for corporate participation, more efficient renewable energy industry
The insurance industry has a long track record of managing weather related risks, and has viewed wind production as an uncorrelated risk to help diversify their portfolios
Insurers benefit from:• Diversifying potential losses in other risk asset classes • Passing the power price risk along to Corporations as in a PPA
INSURERS
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| Edison Energy Strategy Refresh30 November 20161 ||
Energy as a Service
Sustainable Brands: New Metrics WorkshopMonday, November 14, 2016
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WHAT IS PREVENTING COMPANIES FROM BECOMING MORE ACTIVE IN CONTROLLING THEIR ENERGY COSTS?
While companies recognize, and believe, savings opportunities in their energy spend, why are some slow to adopt?
»COMPLEXITY - Overwhelming variety of opportunities in the market
»ANALYTICS - Technology and financial models are new to internal groups and can be complex and complicated
»RISK - Unknown, or unidentified, areas of risk in new technologies, contract structures, and regulatory landscape
» INTERNAL - Companies may not have internal expertise or bandwidth to properly evaluate and analyze opportunities
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COMPLEXITY
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|© 2016 EDISON ENERGY.® All rights reserved. Confidential.
Edison Energy Strategy Refresh30 November 20164
ANALYTICS
»Power Price Forecasting
»Wind Resource Modeling
»Shape Correlations
»Basis Modeling
»Market Correlations
»Physical vs. Financial Delivery
»Renewable Generation Penetration
»Curtailment
»Credit Risk
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|© 2016 EDISON ENERGY.® All rights reserved. Confidential.
Edison Energy Strategy Refresh30 November 20165
RISK
A deeper look at Shape – understanding the covariance between resource production and power prices can be extremely important in evaluating renewable energy options
Historical Performance and Market Forecast
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
$/M
Wh
Range of 3rd Party Forecasts
Wind Price
Wind Price + Cost of Shape
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© 2016 EDISON ENERGY.® All rights reserved. Confidential.| Edison Energy Strategy Refresh30 November 20166 |
INTERNAL
»Internal stakeholders across the corporate spectrum have different issues and motivations
»A diligent process is required
• Executive Championship
• Technical Project Review
• Accrual vs. Hedge Accounting
• Treasury & Finance Buy-In
• Operations & Facilities
• Quantify Sustainability Impact
• Contract Negotiation
6