1. Risk Management – Dynamic hedging 21st Mar 2013

2. Schneider Electric 2 ●Risk management 1-0-1 ●The optimal duration of cost planning ●Procurement objectives ●Building to a robust risk management process Outline of presentation

3. Schneider Electric 3 What can be risk managed? Commodity is the biggest contributor to your energy spend – but it is far from being the only major component. Commodity is the biggest contributor to your energy spend – but it is far from being the only major component. The price is determined by the market.

4. Schneider Electric 4 Risk of cost increase Not fixed the price (but could have) Risk of lost opportunity Price fixed What is risk?

5. Schneider Electric 5 Market behaviour

6. Schneider Electric 6 A risk averse company (?)

7. Schneider Electric 7 ●Risk management 1-0-1 ●The optimal duration of cost planning ●Procurement objectives ●Building to a robust risk management process Outline of presentation

8. Schneider Electric 8 Year 1Year 2 Energy requirement (kWh) Year 3 Future years How long do you want to remain in business?

9. Schneider Electric 9 Example: Fixed price for 1 year Supply contract for 1 year. Price fixed for one year, but no ability to change your strategy. Price is linked to market for all future years. Year 1Year 2 Energy requirement (kWh) Year 3 Future years No contract, price linked to market Contracted but price linked to market Contracted and price fixed

10. Schneider Electric 10 Example: Fixed price for 2 years Supply contract for 2 years. Price fixed for one year, but no ability to change your strategy. Price is linked to market for future years. Year 1Year 2 Energy requirement (kWh) Year 3 Future years No contract, price linked to market Contracted but price linked to market Contracted and price fixed

11. Schneider Electric 11 ●Risk management 1-0-1 ●The optimal duration of cost planning ●Procurement objectives ●Building to a robust risk management process Outline of presentation

12. Schneider Electric 12 ● Identify ● Measure ● Mitigate Risk management principles Procurement objectives Cost certainty Performance versus the market A Risk Framework is needed to establish a balance

13. Schneider Electric 13 Risk of cost increase Not fixing (but could have) Risk of lost opportunity Price fixing 2 objectives = 2 faces of risk

14. Schneider Electric 14 ●Risk management 1-0-1 ●The optimal duration of cost planning ●Procurement objectives ●Building to a robust risk management process Outline of presentation

15. Schneider Electric 15 Contract types Fixed priceFlexible price (fixing / unfixing) Committed to a supplier Fixed duration Agreed offtake volumes  Committed to price at the point of signature  No flexibility to revise volume forecast Ability to influence price and manage risk Revise volume forecasts to avoid penalties

16. Schneider Electric 16 How long do you want to remain in business? Treat contractual coverage and commitment to price (fixing) separately. Contract type ≠ Strategy. No contract, price linked to market Contracted but price linked to market Contracted and price fixed Year 1Year 2 Energy requirement (kWh) Year 3 Future years

17. Schneider Electric 17 Contract type: Flexible contract for 3 years – at the start Supplier appointed for 3 years. At the time of signing the contract, price is still linked to market. A flexible contract enables you to fix as much as you want, for as long as you want. No contract, price linked to market Contracted but price linked to market Contracted and price fixed Year 1Year 2 Energy requirement (kWh) Year 3 Future years

18. Schneider Electric 18 A flexible supply contract enables you to align the hedged % of your future requirements with changing market conditions. Your strategy will determine what your hedged % will be. Contract type: Flexible contract for 3 years – ongoing No contract, price linked to market Contracted but price linked to market Contracted and price fixed Year 1Year 2 Energy requirement (kWh) Year 3 Future years

19. Schneider Electric 19 Introducing a risk limit Some risk of lost opportunity (because we didn’t take full risk in the first place) Controlled risk of cost increase Not fixing (but could have) Risk Limit:

20. Schneider Electric 20 $ time Baseline Buy Sell Risk Limit Client’s energy cost Dynamic risk mgt – trading activity Market value

21. Schneider Electric 21 Following our risk management process we turned this 2007 position……. Fixed Price Into this................. Risk Limit Market Price Client’s Price Case example

22. Schneider Electric 22 1.Identify risk 2.Measure risk 3.Define your objectives 4.Put the necessary tools in place. 5.Put the necessary support in place. 6.Put the necessary governance in place. Conclusion: Steps towards a robust risk policy

23. Schneider Electric 23 Gabor.Balkanyi@ems.schneider-electric.com Thank you