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

[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 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] Energy is a specific product, which is produced and sold generally in one region. Therefore clients on the energy market have usually only one energy distributor: the suppliers have the exclusive right to provide energy in the chosen area. The market was centralised and regulated by the government, which set the energy price. Looking for the possibility of choosing an energy producer providing lower prices, the clients have been urging changes in the energy trade. The government is also trying to deregulate the energy market and make it more competitive by creating the power exchanges, on which trading is much easier and effective in many countries. In Poland on 7 December 1999, there was established the Polish Power Exchange. Its aim is to increase the efficiency of the Polish energy-sector, adjust it to competitive conditions and the requirements of the European Union and to minimise the costs of leading the business. However energy trading in Poland has met many problems, i.e. (a) the existence of long-term contracts, which prevent the liberalisation of the market and continue strengthening the monopoly position of the Polish Power Grid Company (PSE SA) (Transmitting-System Operator), (b) the lack of co-ordinated actions to provide the third-party access to the grid (third-party access principle), which means opening the electric-energy market to final consumers (thereby each recipient can choose the energy producer, who offers the best price and terms of delivery), (c) ineffective Balancing Market (which is a 24 h market). All these difficulties cause that the turn-over on the Polish Power Exchange to be relatively low compared with other countries. Solutions will be proposed in this paper which can promote the liberalisation of the energy trade both from conventional and renewable sources. (Author)

[en] Since November 1998 a 'fully competitive supply market' has arguably been in operation in Finland, whereby all types of customer are able to purchase their electricity from the supplier of their choice. During the years since deregulation there has been much and increasing discussion and speculation about the consequences of competition for customers. This independent research report objectively considers the consequences of competition so far in the supply market from the point of view of the electricity customer (residential, industrial and commercial customers). The report additionally highlights successes, failures and areas for future improvement. The report combines existing data from a wide range of sources with original empirical data collected specifically for this report. Original empirical data was derived primarily from questionnaire responses from 1393 household customers and 281 I and C customers. In- depth interviews were also extensively conducted with electricity industry and consumer representatives. The report finds that although there have been achievements, and all customers may have benefited in at least some way, the overall net picture is one of disappointing neutrality and missed opportunities. In fact the report suggests that deregulation has neither led to extensive competition amongst suppliers, nor extensive benefits for customers. Customer awareness, prices, service quality, additional offerings, environmentalism, equality and fairness have apparently not fared particularly well as a result of deregulation, except perhaps for the largest or most active customers. As a result of the situation, customers are mostly rather negative towards the state of competition in Finland at present. The report nevertheless identifies the great potential within the deregulated electricity market. In particular, the report identifies a clear need for increased awareness amongst customers and points out many other known barriers to effective competition which could be easily overcome. (orig.)