Tomáš Galla

Cooperation with the client began in 2020 with management of gas supply for a group that at the time consisted of three restaurants. The portfolio was split across several legal entities and supply points, so a proper evaluation required working with weighted prices across the whole group.

During the energy crisis, choosing the right product and the right purchase timing became critical, and electricity was also added to the managed portfolio around this time. In 2023, when prices were capped and fixed-rate contracts were still very expensive, the client accepted a recommendation to use a spot-price product instead of a fixed rate. This decision produced electricity savings of CZK 336,676 in a single year. We then gradually secured electricity and gas prices through 2029 and, at the same time, optimized the distribution rate.

Group of Dejvice restaurants, now including the Roztoky pizzeria

• Electricity: 310 MWh/year
• Gas: 292 MWh/year

Scope of the portfolio

• Multiple entities and supply points — both companies and private individuals
• Restaurant operations and households

As is usual, the cooperation began with a detailed analysis of the distribution component.

For the selected consumption point, it was found that the CO2d tariff being used did not correspond to the nature and volume of consumption. The higher fixed charge under the CO2d tariff was more than compensated by the significantly lower price for the consumed quantity at the given consumption level.

Based on the detailed analysis, the distribution rate was changed:

C02d → C03d

Result

• Demonstrable distribution savings: CZK 378,190
• Savings achieved without limiting operations or requiring any investment
• A lower price per MWh consumed
• The real benefit is higher than the conservative figure stated here

The strategy was based on actively working with the market and taking a different approach in each period. Since both the gas and electricity contracts were due to end in December 2022 — when fixed prices commonly reached CZK 10,000/MWh or more, and the price-cap measure had already been approved from 1 January 2023 — the clear recommendation was to use a spot-price product, where the upper price limit was covered by the cap and there was a chance the spot market would come in cheaper than the cap. That is exactly what happened, producing an annual saving of CZK 336,679. Once market conditions improved, we gradually locked in prices year by year, taking advantage of market dips and cheaper products for more distant years. The result is secured, decreasing electricity and gas prices through 2029.

The strategy included

• Selecting the right product for each entity and commodity
• Using a spot-price product during the period of price caps
• Gradually locking in prices through 2029

Starting price: CZK 4,012/MWh

Because the group included several entities, an average weighted price across the individual supply points was used for comparison. Prices were then progressively locked in as the market evolved.

Strategic purchase management continued as follows

• 2025: CZK 3,514/MWh
• 2026–3/2027: CZK 2,971/MWh
• 4/2027–3/2029: CZK 2,460/MWh

Compared with the 2024 price, the contractually secured electricity savings through March 2029 total CZK 1,520,106.

Starting price in 2024: CZK 1,691/MWh

For gas as well, the strategy was based on gradually locking in individual periods whenever the market offered favorable conditions.

As a result, the price was progressively reduced to CZK 899/MWh for 2029.

Subsequent purchase strategy

• 2025: CZK 1,479/MWh
• 2026–2027: CZK 1,199/MWh
• 2028: CZK 1,140/MWh
• 2029: CZK 899/MWh
• Total gas savings through 2029: CZK 741,388

The biggest savings do not come from simply switching suppliers.

They come from a combination of

• Choosing the right product
• The courage to choose a spot-price product at the right time
• Progressively locking in prices as the market develops
• Optimizing distribution parameters
• Ongoing, long-term, active management of the whole portfolio

This is exactly why I focus on strategic energy cost management, not merely on switching suppliers.

Cooperation began in 2023, after the holding company found itself in a difficult position as a result of the energy crisis and astronomical electricity and gas prices.

Most supply points were still on crisis-era fixed rates covered by price caps

• Electricity: CZK 5,000/MWh excl. VAT
• Gas: CZK 2,500/MWh excl. VAT

Besides the high prices, the following also needed to be addressed

• Different contracts and deadlines across multiple suppliers
• Transfers of supply points between the different entities
• Unifying management of the entire portfolio
• A technically and economically unsuitable distribution setup
• Long-term price security through 2029

The goal was not a one-off supplier switch, but building a system that would allow costs to keep falling over the long term while preserving the operational flexibility needed across such a large portfolio of supply points.

Electricity

• Nessie Kindergarten: 63.5 MWh/year
• Park Lane International School: 219 MWh/year
• Total: 282.5 MWh/year

Gas

• Park Lane International School: 523 MWh/year
• Nessie Kindergarten: 237 MWh/year
• N.M.D.: 121 MWh/year
• Total: 881 MWh/year

Total managed consumption is around 1,160 MWh per year.

One of the first major steps was resolving the distribution setup at the school building on Letenská Street.

Historically, seven separate electricity meters were in operation there, even though most of them were no longer needed for regular operations. As a result, the client was paying high distribution fees and reserved capacity charges it wasn't actually using.

Following a technical review, the following was proposed

• Consolidating consumption onto one main supply point
• Terminating five unnecessary supply points
• Keeping one backup meter with a favorable distribution rate and zero consumption, to minimize operating costs

The backup supply point was kept deliberately. If the school expands in the future or installs new equipment, regaining the required reserved capacity might not be straightforward and could require significant investment.

• Demonstrable savings from 16 August 2023 to 15 July 2026: CZK 233,000
• Further contractually secured savings through 31 December 2029: CZK 277,000
• Total benefit of the distribution optimization: CZK 510,000

The strategy was based on using suitable products for each period, supplemented by gradual purchases for more distant periods whenever prices made economic sense.

The advantages of this approach were

• Gradual, long-term price reductions
• Reduced risk from a single one-off purchase
• The ability to take advantage of lower prices in more distant years
• Long-term cost predictability
• Ongoing responsiveness to energy-market developments

Starting price: CZK 5,000/MWh

The first supply points moved to the newly negotiated terms from 1 January 2024.

Electricity price development

• 2024: CZK 3,999/MWh
• 2025: CZK 3,550/MWh
• 2026–31 March 2027: CZK 2,930/MWh
• 2027–31 March 2029: CZK 2,349/MWh

Starting price: CZK 2,500/MWh

Gas price development

• 2024: CZK 1,680/MWh
• 2025: CZK 1,489/MWh
• 2026–2027: CZK 1,173/MWh
• 2028: CZK 1,150/MWh
• 2029: CZK 899/MWh

The strategy took advantage of the fact that more distant years are often cheaper than the periods immediately following. Thanks to early purchases, it was possible to progressively secure falling prices through 2029.

The cooperation is not limited to purchasing energy.

Also handled on an ongoing basis

• Transferring supply points between the different entities
• Checking contract continuity
• Terminations and renewals
• Reconciling supplier records
• Resolving contract errors
• Communicating with distributors
• Changes to distribution parameters
• Keeping records of supply points and deadlines
• Ongoing market monitoring and purchase-strategy preparation

The client thus gains a single expert point of contact for the entire energy portfolio across three legal entities.

The biggest savings do not come from a one-off supplier switch.

They come from a combination of

• Correct purchase timing
• Progressively securing more distant periods
• Ongoing market monitoring
• Optimizing distribution parameters
• Technically sound decision-making
• Contract and supply-point management
• Long-term client care

In this case, strategic energy cost management delivered a demonstrable, contractually secured benefit of CZK 9,937,376.

Cooperation with the client began at the start of the 2021 energy crisis with optimization of the circuit-breaker size. After the original supplier collapsed, the company ended up with a supplier of last resort and was subsequently on standard price-list products, which are typically among the most expensive options available on the market.

Although the owner had always actively managed her energy costs, navigating the new market conditions and getting the purchase timing right had become extremely demanding, both in time and expertise. Based on a positive experience with the distribution optimization — where we reduced the circuit breaker from 3×200 A to 3×63 A and achieved average annual savings of CZK 50,000 — she subsequently decided on long-term cooperation for electricity and gas supply as well.

Company

• Electricity: 63 MWh/year
• Gas: 262 MWh/year

Family portfolio

• 6 electricity supply points
• Approximately 50 MWh/year

The cooperation began with a detailed analysis of the distribution component.

It was found that the company was historically using a main 3×200 A circuit breaker, which likely dated from earlier production technology and no longer matched the real character of the operation.

Following a technical review, an optimization was carried out:

3×200 A → 3×63 A

To achieve the intended effect, the distribution rate also had to be optimized, from C02d to C03d.

Result

• Demonstrable savings as of 18 June 2026: CZK 278,466
• Average annual savings: approx. CZK 50,000
• Further expected savings through the end of 2029: approx. CZK 175,000
• Total benefit of the distribution optimization: approx. CZK 453,000

Given the still very unstable market conditions after the crisis, we agreed on a strategy based on eliminating immediate risk through one-year fixed contracts, while anticipating improving price conditions on the market.

The strategy included

• Selecting the right supplier and product for each commodity
• Correct purchase timing
• Optimizing the circuit breaker and changing the distribution rate

Client's starting price: CZK 5,000/MWh (state price cap)

In 2023, a one-year fixed price of CZK 3,999/MWh was agreed, protecting the client from the risk of further price increases while still allowing her to benefit from the expected market decline.

Strategic purchase management continued as follows

• 2024: CZK 3,499/MWh
• 2025–2027: CZK 2,799/MWh
• 2028–2029: CZK 2,349/MWh

The strategy was continuously adapted to current market conditions so the client could take advantage of buying opportunities whenever prices were favorable.

Client's starting price: CZK 1,535/MWh

For gas, the situation was different. The client had a newly negotiated individual price of CZK 1,535/MWh, but by the time the contract was signed the market was already offering significantly better terms.

Detailed analysis showed that, even after accounting for the early-termination penalty, a net saving of over CZK 50,000 per year was achievable. A new purchasing strategy was therefore chosen, securing a price of CZK 1,150/MWh for 2024.

Subsequent purchase strategy

• 2024: CZK 1,150/MWh
• 2025: CZK 1,250/MWh
• 2026–2027: CZK 1,199/MWh
• 2028: CZK 1,099/MWh
• 2029: CZK 899/MWh

The biggest savings do not come from a one-off supplier switch.

They come from a combination of

• Choosing the right product
• Good purchase timing
• Ongoing market monitoring
• Optimizing distribution parameters
• Long-term client care

This is exactly why I focus on strategic energy cost management, not merely on switching suppliers.

The client had locked in pre-crisis prices from 2021. When that fixed-price contract ended at the end of 2024, the client faced a sudden, sharp jump in prices and, on a competing firm's recommendation, looked at the spot market. Given the way electricity was consumed, the spot market brought not only high prices but, above all, considerable uncertainty. Significant price swings made cost planning far more complicated and represented an unacceptable risk for the client.

A key factor was the specific load profile: the buildings also use electricity for heating, which causes high consumption during periods when market prices are typically at their very highest. This consumption pattern negatively affects not just spot products but also the prices offered for fixed-rate contracts.

Load-profile analysis: we first analyzed the consumption pattern of all supply points. It turned out that, given how the electricity was used, a spot-price product was not a suitable solution for the client — the high winter consumption meant above-average exposure to the periods with the highest market prices.

Securing long-term price stability: instead of continuing on the spot market, we chose a strategy of long-term price security. Although, from suppliers' point of view, the client's load profile is among the least favorable, we managed to negotiate a series of consecutive fixed-rate contracts on terms that gave the client stability and acceptable costs for several years ahead.

• Expert evaluation of the load profile
• Choosing a product that matches the real consumption pattern
• Stabilizing energy costs during a period of uncertainty
• Removing the disproportionate risk associated with a spot-price product
• Low prices secured long-term through 2029
• Strategic energy purchase management, not just arranging a new contract

Energy is a complex subject that requires a high level of expertise. For customers with a specific load profile and high sensitivity to cost swings, choosing the right product is absolutely critical.

The key to low long-term costs is therefore not just tracking the current market price, but above all correctly assessing the consumption pattern and choosing the right purchasing strategy.