Finance

Should the power industry adapt its approach to capital markets in this environment? The answer, of course, is yes. Multiple frameworks are necessary to establish a power company’s or project’s current cost of capital, especially under volatile capital market conditions. The analyses reveal that in today’s capital markets, it is critical to balance or combine the alternative approaches to the cost of capital in order to develop a long-term view.

Secrecy is the norm in electric power bidding. This lack of transparency impedes an efficient electricity market. Bringing daylight to power markets would reduce prices and save consumers money.

Fast forward to today’s partially deregulated electric power markets. Wholesale electric energy often is traded in various central markets, as well as among individuals in bilateral transactions. Wholesale electric energy prices largely are deregulated, and clearly, over the past decade, market participants have become adept at routinely charging much more than their variable production costs. This “rent extraction,” as economists commonly call it, can take various forms, and while the mechanism for achieving it can be complicated, the evidence is quite clear that today’s wholesale electricity prices typically are higher than the variable costs of most or even all suppliers.

We recently conducted research to evaluate whether innovative solutions for meeting future energy needs such as demand response (DR), energy efficiency (EE), and alternative distributed generation (DG) (e.g., photovoltaic cells, wind, energy storage) could become a sustainable and viable part of the future energy infrastructure.

Last month’s “Frontlines” column invoked the dreaded “R” word: “recession.” In what turned out to be Executive Editor Richard Stavros’s final column in this space (Richard left the Fortnightly in September to join Dominion Resources in Richmond, Va.), he suggested the industry’s fortunes might actually benefit from an economic downturn, as Wall Street money flees toward defensive investments.

The capital pressures squeezing utilities today need to be offset by stronger alignment among the four critical dimensions of capital planning: strategic, regulatory, financial, and managerial.

Severe upward pressure on electric rates after a decade of stability has regulators, legislators, utility executives, consumer advocates, and myriad other stakeholders searching for solutions. Revenue-backed financing can mitigate many of these mandate-driven rate increases significantly. These programs must, however, be designed to eliminate the inefficiencies and inequities that can be associated with revenue set-aside programs.

Any climate policy is almost certain to target the electric-power industry, which is responsible for about 38 percent of U.S. CO₂ emissions. Said policy especially would affect coal-fired power plants, which contribute about 82 percent of the electric power CO₂ total. How would various policy options change the economic value of current and proposed generation assets?

The Dow Jones Utilities Index posted another year of solid gains in 2006. As might be expected, in connection with both the near-term and longer-term historical investor performance of the utility sector, there’s a story within the story. Further, this performance history provides a context against which the impact of both current and emerging issues can be assessed.

The current recovery in global power-sector investment is being driven not only by rising demand for power, but also by the huge levels of liquidity in global financial markets. How long will the current up-cycle last?