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For energy & utility executives, the potential negative consequences of sub-optimal capital allocations are exponentially greater than the upside benefit of “prudent” ones. Exceeding ROIC guidance on $2B of new transmission assets will be more than nullified if an environmental disaster, deadly failure or protracted outage takes hold.
For energy & utility executives, the potential negative consequences of sub-optimal capital allocations are exponentially greater than the upside benefit of “prudent” ones.
Exceeding ROIC guidance on $2B of new transmission assets will be more than nullified if an environmental disaster, deadly failure or protracted outage takes hold.
Too often, capital prioritization focuses on affirming the reason to fund capex projects, but does not rigorously assess the risk accepted from deferring other projects.
We help energy project developers and operators understand with clarity both the value of funded projects and the risk of unfunded ones to afford a better decision-support framework.
Too often, capital prioritization focuses on affirming the reason to fund capex projects, but does not rigorously assess the risk accepted from deferring other projects.
We help energy project developers and operators understand with clarity both the value of funded projects and the risk of unfunded ones to afford a better decision-support framework.
and existing & needed mitigations to achieve objectives within applicable regulatory, contractual & compliance requirements
In terms of potential variation in key business outcomes, rather than simply plotting risks on ambiguous heat maps
to inform contingency planning, such as relating to credit lines, regulatory compliance, and contractual obligations
Of key milestones (permitting, schedule, cost) to disparate risks
Project development targets as individual risk drivers – or a collection of drivers – emerge, are addressed or change
Tradeoffs between key objectives to inform critical-path priorities and mitigations needed to constrain outcomes to within acceptable limits
Of performance risk around the metrics that matter, such as EForD, CAIDI, counterparty PFE, Revenue-at-Risk
Regular views of asset performance to provide an early-warning system of under–funded assets
Of event risks to inform exposure and identify pre-emptive, contingent mitigations
