[en] The state of Mexico's oil industry, including the accomplishments of Pemex, Mexico's national oil company, was discussed, with particular reference to the progress made in the period of 1988-1994, and the outlook for innovations in the post-Salinas era. The concept of an evolutionary trend from a command economy (State as sole producer), towards market (State as regulator) or mixed economies (State as business partner) in developing countries, was introduced, placing Pemex within this evolutionary model as moving away from centralized control of oil production and distribution, while achieving international competitiveness. The concept of ''virtual market economy'' was also discussed. This model contains the legal basis of a command economy, while instituting modernization programs in order to stimulate market-economic conditions. This type of economy was considered particularly useful in this instance, sine it would allow Pemex units to operate within international performance and price benchmarks while maintaining state monopoly. Specific details of how Pemex could transform itself to a virtual market economy were outlined. It was recommended that Pemex experiment with the virtual mixed economy model; in essence, making the state a co-producer, co-transporter, and co-distributor of hydrocarbons. The effects of such a move would be to bring non-debt funding to oil and gas production, transmission, and associated industrial activities

[en] Deregulation of gas utilities requires a radical rethinking of the local distribution company's (LDC) business. Key strategies and immediate changes implemented at Bay State, an LDC in Massachusetts, were described, among them complete system unbundling, development of strategic relationships with retail energy companies, accelerated information system implementation, performance-based rate implementation to provide financial incentives for lowering costs and improving customer service, and aggressive growth of the energy products and services business. Five immediate changes made at Bay State to accelerate growth opportunities were: (1) introducing a company-wide restructuring, (2) initiating the first natural gas residential choice pilot program in New England, (3) aggressively expanding the energy products and services business, (4) selling Bay State's interest in the Massachusetts Power cogeneration facility

[en] At the beginning of the 1990s the restructuring of the industrial organization and the regulatory regimes are probably the most important economic and institutional phenomenon in electricity supply industries Latin America countries. This paper analyses the main characteristics of the restructuring in Chili and Brazil. Two major problems are driving this changes: the financial constraints and economic inefficiencies. Despite institutional barriers to privatization initiatives, the participation of new private companies in electricity supply industrial, specially in generation side, is becoming the common aspect of restructuring. This solution requires new regulatory options and new coordination mechanisms. In this context, the electricity companies may promote innovative strategies and adapt their long-term decisions. (authors). 2 tabs., 30 refs

[en] After a brief description of the speedy transformation carried out in the organization and regulation of the electricity sector, based on the segmentation of the industry and on the promotion of competition, an analysis is made of the implications and results of the new rules of the game over the system's future. This analysis reflects, apart from the author's opinion, the visions and expectations of the actors over the difficulties in setting up competitive markets and their influence over decision making criteria, in an industry characterized by a long term perspective. (author). 5 refs

[en] The changes that are being brought in the forms of organization of the power industry lead to a global restructuring of the industry. Traditional players are forced to redefine their strategies concerning vertical and horizontal integration and also diversification. They tend to internationalize their business but they are facing aggressive new-comers. The future structure of the industry is not yet determined but there will be a great number of very different corporate players. (authors). 1 fig

[en] A distillate of the various views and opinions of the Nigerian Energy Industry as reported by some national print media

[en] A distillate of the various views and opinions of the Nigerian Energy Industry as reported by some national and international print media

[en] Deregulation of the electric power industry is changing the 'personality' of utilities and the way they operate in order to survive in a more competitive marketplace. This paper will identify and discuss key issues NAC International believes will arise as the electric power industry responds to deregulation and later how Knowledge Management is going to help in the deregulated paradigm. (author)

[en] The efficiency of various regulatory schemes were assessed based on the assumption that certain aspects of transmission and distribution will have to be regulated even after deregulation comes into effect. Price regulation and incentive regulation are the two main forms used to ensure equitable availability of various transmission/wheeling services to distributors, and service quality, wheeling, and prices to be charged by distributors to customers. It was found on balance that only effective market forces spur efficiency, and regulations are only second best. Incentive regulation was not considered to be significantly more efficient than price regulation. The effectiveness of either form will depend upon market conditions and the skill of the regulator

[en] In anticipation of the full opening of the Ontario electricity market in November 2000, some of the newly-licensed electricity retailers are reported to be ready to begin testing the market early, hoping that all the uncertainties that still exist about pricing will be worked out in time. Among those jumping in now is Direct Energy Marketing, a retailer which claims 800,000 households in Ontario as electricity supply customers, as well as a wholesale gas marketing business. Direct Energy began retail electrical marketing on April 3, 2000, starting cautiously with small commercial operations as the initial target. Greengrid Electric, another of the new marketers, planned to begin marketing in mid-April, offering 100 per cent renewable-sourced electricity. Provident Energy Management, one of the new marketers whose licence is still pending, hopes to begin direct marketing as soon as its licence is confirmed. Another marketer ready to go as soon its license is issued is the former Sault Ste. Marie Hydro, now reorganized as PUC Energies Inc. PUC has the advantage of having a firm contract with a NUG (non-utility generator), Great Lakes Power, signed while PUC was still a municipal electric utility. As far as the other potential marketers are concerned, caution overrides opportunity for the present. Principal concerns are uncertainty over the retail settlement code, the electronic business data transfer system, transmission and distribution tariffs, whether existing non-utility generator contracts will allow for supply to another party, and over how quickly Ontario Power Generation Inc's (successor to Ontario Hydro) market power will be ratcheted down. Many of the potential marketers feel that despite the Ontario government's desire to see more competition, the power mitigation agreement, as it now reads, leaves little room for the small retailer to compete