At E‑world, eTools Portfolios shows how industrial companies can integrate the industrial electricity price currently being discussed in Germany into existing procurement structures – with a clear separation of subsidised and non-subsidised volumes, year-ahead management, and transparent reporting of the compensation payment.
Under the assumptions currently being discussed, a market-based reference price (likely linked to the year-ahead price) could form the basis for providing certain industrial customer groups with a compensation payment to a politically defined target price for around 50% of their electricity consumption (figures around €50/MWh are being mentioned). For companies already running strategic portfolio management in power procurement, this is less a simplification than an additional task: the subsidy logic must be mapped cleanly from a technical perspective, actively managed, and transparently disclosed.
The assumption that a 50% subsidised share would make strategic energy procurement unnecessary falls short. If the compensation is linked to the year-ahead price, that reference price must be actively managed – as must the remaining volume. The industrial electricity price therefore does not mean “less portfolio management”, but “portfolio management plus”: in addition to procurement, risk and price management, an extra price and compensation layer is added, which must be traceable internally and reported robustly to stakeholders.
eTools Portfolios addresses exactly this interface between the political model and operational implementation. The core principle is simple: metering points (specific consumption points) can be split into sub-volumes based on rules. For the industrial electricity price, a metering point can, for example, be split into 50% eligible (subsidised) volume and 50% non-eligible volume. The eligible share is assigned to a dedicated managing portfolio and receives a strategy to manage the reference price – for example, a structured hedging approach over a defined period, such as from 01/01/2026 to 31/12/2026 for delivery year 2027. The remaining 50% continues in parallel under the company’s existing procurement strategy.
This is critical because industrial procurement rarely consists of a single contract. In practice, it is a bundle of supply and financial contracts, tranche models, self-consumption and direct sourcing. eTools Portfolios maps these structures systematically: contracts are bundled, strategies defined, and metering points assigned to strategies. Where needed – as with the industrial electricity price – metering points are split into sub-volumes so each sub-volume flows into the appropriate strategy.
A key added value is modelling the compensation payment within the same system. In eTools Portfolios, an additional “layer” can be maintained on the same megawatt-hour. This allows an extra pricing component to be stored alongside the energy price – formula-based if required. For the industrial electricity price, the compensation amount can be represented as the difference between the reference price and the target price (reference price – target price = compensation price). Companies can therefore track and report energy costs and expected compensation payments separately – without relying on side calculations outside the portfolio.
Reporting is where the system’s strengths come through: analyses can cover all sites or only those benefiting from the industrial electricity price. Energy price, total price and compensation payments can be shown separately, aggregated and documented consistently – transparent, controllable and audit-ready.
This turns a potentially complex subsidy logic into an integrated part of portfolio management – and strategic energy procurement remains the foundation for using an industrial electricity price correctly and economically.