
Energy/Electricity Futures, Options, and Derivatives Training Seminar: Master Energy Trading & Risk Management
PRESS RELEASE: Paid Content from Business Wire. The AP news staff was not involved in its creation.
Published [hour]:[minute] [AMPM] [timezone], [monthFull] [day], [year]
DUBLIN--(BUSINESS WIRE)--May 6, 2025--
The 'Energy/Electricity Futures, Options, and Derivatives' training has been added to ResearchAndMarkets.com's offering.
This proven program is for energy and electric power professionals who are looking for a comprehensive and clearly explained understanding of natural gas, oil and electricity financial instruments, the markets they trade in, and how these powerful tools can be used to manage risk and structure profitable transactions.
Who Should Attend:
Among those who will benefit from this seminar include energy and electric power executives; attorneys; government regulators; traders & trading support staff; marketing, sales, purchasing & risk management personnel; accountants & auditors; plant operators; engineers; and corporate planners. Types of companies that typically attend this program include energy producers and marketers; utilities; banks & financial houses; industrial companies; accounting, consulting & law firms; municipal utilities; government regulators and electric generators.
CPE Credits in Specialized Knowledge
This live group seminar is eligible for 13.5 CPE credits. Be aware that state boards of accountancy have final authority on the acceptance of individual courses for CPE credit.
The program includes continental breakfast, lunch, and coffee breaks on the first day. On the second day a continental breakfast, snack or lunch and coffee breaks are included. Attendees also receive a professionally produced seminar manual that can serve as a valuable office reference. Dress is business casual for all seminars.
Key Topics Covered:
DAY ONE Overview of the three different energy & electric power forward markets, terminology, the purposes served by these markets, price & spread hedgers and the basics of energy and electricity physical transactions.
The differences between futures commission merchants ('FCM'), over-the-counter brokers, traders, market-makers, and energy/power marketers.
The four different methods used to manage energy and electricity price, basis, spread, delivery, operational, and volumetric (intermittency) risks.
The dangers of liquidity risk, and when it can blow up a company.
What physically-settled energy futures contracts are; why only 1% of physical energy futures go to physical delivery and what the difference is between a physically-settled energy future contract and a physical forward contract.
How the CME and ICE futures exchanges are structured and the role of the CME and Ice Clear Clearinghouses.
How physically-settled and cash-settled energy futures contracts trade electronically on CME Globex and ICE Futures.
The broker account maintenance, margin deposit, cash management and 'funding risk' issues associated with clearing a financial or physical energy transaction through the CME, Ice Clear or Nodal Exchange Clearinghouses.
How buyers and sellers hedge natural gas, crude oil, heating oil and gasoline price risk with CME physically-settled futures contracts.
The 'political' risks of hedging and the factors that can weaken the effectiveness of a futures hedge.
How 'Active Hedging', 'Dynamic Hedging' and 'Hedgulation' can hurt your company's hedging program.
What the difference is between the locational 'basis' and a locational price spread.
The five different ways the term 'basis' is used in the energy markets.
How the 'Master Energy Hedging Equation' is defined, and what its implications are.
What basis risk is, and how it can destroy your futures hedges.
Two examples of natural gas 'basis blowout' and how it relates to LMP spread risk in ISO electricity markets.
The difference between a commodity swap, contract-for-differences ('CFD'), cash-settled futures contract and cash-settled swap futures contract.
The definition and use of common energy/electricity cash-settled financial instruments including fixed-for-floating, penultimate, exchange-indexed, basis, index, swing, dart, outright swap and cash-settled futures products.
How buyers and sellers use cash-settled futures contracts and swaps to hedge natural gas, oil and electricity price, basis, spread, and LMP risk.
How buyers and sellers can use cash-settled financial instruments to turn natural gas into virtual oil or virtual electricity (And vice-versa); Day Ahead LMP into Real Time LMP (And vice-versa); An average of daily prices into a fixed or monthly index price; and many other forms of 'slicing & dicing.'
An overview of how the 'ICE OTC' energy & electricity trading platform works.
What the differences are between ICE OTC, ICE Futures, CME Globex, CME Clearport Services CME Direct and The Nodal Exchange.
Where to find the four different Master Sales & Purchase Agreement templates which contain the standard industry bilateral contract language for physical & financial natural gas and electric power transactions.
How basis & spread swaps work; and how these swaps relate to cash-settled futures contracts.
The difference between the financial and physical locational basis ('fin' and phys').
What a 'trigger deal' is, and why it is economically and politically efficient.
Why so many energy industry buyers and sellers outsource the execution of their hedges and risk management solutions.
How the 'Master Energy Hedging Equation' is a simple and powerful way to quickly understand many different types of energy transactions and to quickly convert one form of transaction into another.
How the 'Master Energy Hedging Equation' underlies the structure of a firm's energy trading books.
The basics of the 'Value-at-Risk' ('VaR') calculation, and why to be careful.
Additional Electricity Material ( Optional Session at 4:30 pm).
How heat-rate-linked power transactions can convert natural gas futures, options, and swaps into electric power financial instruments which can then be used to hedge electricity risks or to structure profitable power deals.
DAY TWO 'Puts', 'Calls', extrinsic value and other energy option terminology and concepts.
The difference between exchange-traded, over-the-counter and physical energy/electricity options.
What American, European and Asian style options are.
Why one should rarely exercise an option before its expiration date.
Mean reversion & price jumps--Why the Black and Black-Scholes option pricing models may not accurately price energy and electricity options.
The services often used to price energy options.
The methodology used to calculate 'annualized volatility' for the energy markets.
The important implications of high energy price volatility
Why trading energy and electricity is different from the trading equities, bonds and other commodities.
The many different types of energy and electricity trading.
Why traders specialize, and the different ways energy traders can get an 'edge' on the competition.
How the many types of energy & electricity trading can be summarized by one simple three dimensional graph and 'The Master Energy Trading Equation.'
Why many traders trade the 'basis' or price spreads, and how it works.
Why merchant energy and electric power assets are valuable call options on spreads.
What asset 'optionality' means.
What the terms 'Contango' and 'Backwardation' mean, and how the energy 'carry trade' works.
Why having ownership or contractual control of physical energy assets gives a significant advantage to a trading company.
What 'trading around assets' means
Why merchant assets are call options on location, calendar, and product price spreads.
A simple rule that will optimize your daily decisions on whether to use or idle a merchant electric generator, energy storage facility or transmission asset.
Three detailed examples of how to trade around energy transmission, storage, and generating assets
What a 'tolling deal' is.
What 'structured transactions' are, and why they can be a 'win/win' for all parties involved.
How energy and power marketers make money by buying valuable energy options from their customers and suppliers, and how your company may be missing a significant financial opportunity.
What 'extendible' deals are, and why they are so profitable for energy marketing companies.
How to create price caps, price floors and 'no cost' collars with energy options.
What the option 'Greeks' are, and the basic concept of delta hedging.
The basics of the valuable put-call option parity equation,.
Four common 'synthetic option' positions, and why it is worthwhile to know them.
Speakers:
John Adamiak
President
PGS Energy Training
John Adamiak is President and Founder of PGS Energy Training and an expert in energy derivatives and electric power markets. Mr. Adamiak is a well-known and highly effective seminar presenter who has over 20 years experience in the natural gas and electric power industries. His background includes 15 years as a seminar instructor, 9 years of energy transaction experience, and 6 years of strategic planning and venture capital activities. John's academic background includes an M.B.A. degree from Carnegie Mellon University.
For more information about this training visit https://www.researchandmarkets.com/r/elt9cd
About ResearchAndMarkets.com
ResearchAndMarkets.com is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends.
View source version on businesswire.com: https://www.businesswire.com/news/home/20250506443548/en/
CONTACT: ResearchAndMarkets.com
Laura Wood, Senior Press Manager
[email protected]
For E.S.T Office Hours Call 1-917-300-0470
For U.S./ CAN Toll Free Call 1-800-526-8630
For GMT Office Hours Call +353-1-416-8900
KEYWORD: UNITED STATES NORTH AMERICA TEXAS
INDUSTRY KEYWORD: ENERGY OTHER ENERGY UTILITIES OIL/GAS
SOURCE: Research and Markets
Copyright Business Wire 2025.
PUB: 05/06/2025 07:54 AM/DISC: 05/06/2025 07:53 AM
http://www.businesswire.com/news/home/20250506443548/en
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
3 hours ago
- Forbes
How Executives Could Respond When Faced With Multiple Crisis Situations
A crisis can be challenging enough for companies and organizations to manage without having deal ... More with the additional burden of responding to other unfolding emergencies. A crisis can be challenging enough for executives to manage without having to deal with the additional burden of responding to other unfolding emergencies. One such scenario would be the need to respond to the impact of President Donald Tump's tariffs, a crippling cyberattack,and the damage inflicted by a nature-related disaster— at the same time. Knowing what to do and how to do it when multiple crises strike are now critical skills for business leaders. 'Cascading crises are becoming increasingly common. There are so many examples right now,' Cheryl Conner, a crisis communications expert and CEO of SnappConner PR, told me in an email interview. Elon Musk and his companies, for example, have been in the headlines because of the blowback against his role in reducing the federal budget and workforce, the vandalism of Tesla cars, boycotts against the car company, and the recent explosions of several SpaceX Starships. Navigating Four Different Crises Entrepreneurs, for whom managing risk is a necessary survival skill, often have their own stories to tell about surviving simultaneous crisis situations. Steve Taplin, CEO of Sonatafy Technology, told me in an email message that 'I've had front-row seats to more crises than I can count' at the software development firm. He noted that at one point he had to navigate four major crisis situations at the same time. They included a key client who suddenly terminated a longterm relationship with the company; another who suddenly eliminated its entire engineering team; and a third client who decided to move its business to ultra-low-cost offshore vendors. 'Meanwhile, I had to manage the rising urgency—and sometimes chaos—around AI transformation from both clients and competitors,' he recalled. Taplin said he managed to navigate the four crises by prioritizing them based on their impact on the firm's revenue, being honest in communications about the situations, and doubling down 'on what we did best [by introducing]Don't Forget The Human Factor Crisis management plans are critical when preparing for and managing corporate emergencies, but so is the human factor. 'You don't survive multiple crises by being the smartest in the room. You survive by being the most human, the most accountable, and the most ready,' Patrice Williams-Lindo, CEO of Career Nomad and a workforce futurist, observed in an email message to me. 'When you're hit with multiple crises at once, you don't just need a plan—you need nerve, narrative, and a leadership spine. And if you don't have all three, the public will find out fast. The problem with this is that then the temptation is to be more reactive than proactive which can be problematic in times of crisis,' she advised. For companies faced with the chaos of dealing with more than one crisis at a time, Williams-Linda said 'Don't wait for the headlines—be the headline. Get ahead of these conversations and take your employees along the journey with you. Don't delegate the voice of the brand in a storm. People want to hear from you, not just your legal team. In terms of crisis, people are looking for human connection and someone [who] can be accountable in a human way.' Do The Groundwork Now An effective strategy for companies when preparing to deal with the impact of simultaneous crisis situations is to adhere to best crisis management practices today. 'They communicate clearly when the stakes are low, follow through on promises, and build trust long before it's tested,' Kate Tillotson, founder and principal of The Beacon Group, told me in an email interview. This kind of fundamental groundwork can return big dividends when the chips are down for companies. 'When the unexpected happens—and it always does—these companies aren't starting from scratch. That reservoir of goodwill, built slowly over time, becomes a stabilizing force in moments of chaos. It doesn't eliminate the crisis, but it does earn leaders the benefit of the doubt, even when the answers aren't perfect,' she concluded. From cyberattacks and natural disasters to supply chains disruptions and trade wars, there are a growing number of crisis triggers that could create a perfect storm for companies. That's why the longer they wait to prepare for simultaneous multiple crisis situations—or fail to imagine what could go wrong—the worse things will be if they turn into nightmare realities.


Forbes
3 hours ago
- Forbes
Why Risk-Tolerant Founders Outpace The Competition
Uncertainty used to be something you planned around. A contingency. A footnote. But in today's business landscape—one shaped by technological upheaval, geopolitical flux, and consumer unpredictability—uncertainty is the headline. While traditional corporate environments often scramble to minimize risk, entrepreneurs tend to see it differently. Risk isn't a flaw in the plan. It is the plan. It's the fire that forges innovation, the tension that forces creativity out of hiding. So, how do the best entrepreneurial minds not only tolerate risk, but also build it into their operating DNA? The answer starts with a mindset shift and ends with a culture that sees every question mark as a potential springboard. Here are three strategies you can use to transform risk into a driver of innovation and growth. Risk isn't just a gamble. For entrepreneurs, it's an investment in information. Forward-thinking leaders use it not to predict the future, but to learn from it—faster and smarter than their competitors. This is a deliberate approach to exploring new ideas, guided by structure and strategy rather than chance. Prioritize things like A/B testing, MVP launches, rapid prototyping—all designed to generate data and insight while minimizing cost. You fail small so you can succeed big. There's evidence to support this strategy. Research reveals that teams and companies that run lots of tests outperform those that conduct just a few. Calculated risk-taking, when viewed as iterative learning, becomes not just safer, but smarter. Culture can be either a shield or a straitjacket. In environments where failure is feared, innovation suffocates. But where risk is normalized and learning is rewarded, creativity thrives. Entrepreneurs who lead resilient teams understand that psychological safety isn't a luxury—it's a necessity. When people believe they won't be punished for trying something new, they're more likely to take bold, high-value actions. Matt Rich, senior VP of digital sales at demandDrive, puts it this way: 'It all comes down to communication. When good ideas are really heard—even when there's potential risk—it helps people feel like they can expand their horizons with confidence. And when things do get challenging, a leader also needs to buckle down and get to work right alongside the team. That's what makes people confident, and what makes you the foundation that powers all that innovation.' Rich's perspective underscores a critical truth: Innovation grows in environments where trust and ambition work hand in hand. When leadership makes room for bold ideas and shows up in the trenches during tough times, teams internalize that risk is safe and even necessary. This kind of cultural resilience doesn't happen by accident. It's built through daily leadership modeling, systems that reward smart failures, and KPIs that measure learning velocity as much as revenue. Uncertainty pushes plans to their edge, revealing how adaptable and sustainable they really are. Entrepreneurs who thrive under volatility don't just hedge; they architect flexible strategies that can absorb the unexpected. Scenario planning, risk matrices, decision trees, etc. aren't merely corporate jargon—they're survival tools. They allow founders to explore multiple futures without being trapped by any one of them. By proactively anticipating risks, startups can build optionality into their roadmap. That might mean developing multiple revenue streams, flexible product iterations, or diversified supply chains. The goal is agility, not clairvoyance. Investors notice this kind of thinking. In 2024, startup funding hit $209 billion, but the bulk of that capital favored growth- and late-stage ventures. Early-stage funding, by contrast, dropped 12% to 14% year-over-year—a sign that investors are more selective, gravitating toward founders who demonstrate strategic foresight and resilience. Businesses that proactively plan for multiple scenarios and adapt quickly not only survive, but also earn the trust and capital to keep evolving. If you're waiting for certainty, you're already late. The market rewards movement, not perfection. And in a world where volatility is the only constant, those who hesitate miss the window. But entrepreneurs who see risk as opportunity—not obstacle—will always find new paths. They'll learn faster, move smarter, and build cultures where resilience moves beyond a buzzword to become the foundation of everything. The future doesn't belong to those who eliminate risk. It belongs to those who learn to ride it with curiosity, courage, and a strategy that turns uncertainty into their greatest asset.


Business Wire
10 hours ago
- Business Wire
2025 Zhejiang (Egypt) International Engineering Exhibition Successfully Held
RIYADH, Saudi Arabia & CAIRO--(BUSINESS WIRE)--From June 17th to 19th, 2025, the Zhejiang (Egypt) International Engineering Exhibition was successfully held in Hall 3 of the Cairo International Exhibition Center. Hosted by the Department of Commerce of Zhejiang Province and organized by the Zhejiang International Contractors Association and Hangzhou Boheng Business Exhibition Co., Ltd., the exhibition was held alongside the prominent 2025 Egypt Big 5 Construction Show. Zhejiang showcased its unified provincial image through a dedicated area featuring 10 enterprises, 15 representatives, and an exhibition space of 108 square meters. Participating companies included Yoking Pump Co., Ltd., Zhitao Electric Group Co., Ltd., Zhejiang Qiankai Electric Equipment Co., Ltd., and Hangzhou Fulltime Robotics Co., Ltd. Over three days, Zhejiang enterprises interacted with more than 920 professional merchants from 12 countries and regions, resulting in intended transaction amounts of $5.7 million. Strategically located at the crossroads of Asia, Africa, and Europe, Egypt plays a key role in the Belt and Road Initiative. In May 2024, China and Egypt signed the Cooperation Plan on Jointly Promoting the Construction of the Belt and Road Initiative, which defined key cooperation areas. This strengthened framework will deepen collaboration and fuel development. To diversify its economy, Egypt has initiated projects like 'Egypt Vision 2030,' the New Administrative Capital, and the Suez Canal Corridor—sectors with strong demand for construction and renewable energy. These developments open new avenues for Zhejiang enterprises to participate in Egypt's infrastructure upgrades. Zhejiang Province has been advancing its 'Sweet Potato Economy' strategy to upgrade the 'No. 1 Opening-Up Project.' In 2024, newly signed foreign contracting projects totaled $5.486 billion (up 11.57%), with a completed turnover of $7.995 billion (up 15.27%), ranking fourth nationwide in business scale. This Egyptian exhibition marked Zhejiang's first self-organized overseas event in 2025. Themed 'Shaping a Smart, Green Future with Zhejiang,' it underscored the province's capabilities in green technology and smart construction. Zhejiang will continue to leverage overseas exhibitions to help more enterprises expand globally, foster cooperation and technology exchange, and offer sustainable solutions to global engineering challenges.