The Business of Energy
Watch for this page to evolve!
We are unique
The City's energy business is not easily explained and it has been challenging to paint the whole picture with a few brushstrokes at a time. We are not aware of another municipality in North America with:
- Natural Gas production
- Natural Gas distribution
- Electric generation
- Electric distribution
The energy market is highly volatile, and this risk profile is not typical of a municipality.

Business enterprises are part of the City's fabric dating back to the discovery of natural gas.

For a full history of our energy businesses, visit our websites:
Council wears three hats
Medicine Hat's City Council is unique in that it must balance the interests of taxpayers, ratepayers, and the long-term sustainability of the Energy Business.

Medicine Hat's Energy Strategy
As mentioned, the City's energy business is not easily explained and it has been challenging to paint the whole picture with a few brushstrokes at a time. The City's energy strategy is equally complex and is informed by many factors.

In this 1 hour and 10 minute video, Managing Director Rochelle Pancoast takes a deep dive into the City of Medicine Hat's energy business outlining a strategy for a world of decarbonization and energy transition. This presentation was delivered to City Council on September 16, 2024. Read the Energy Strategy PowerPoint here.
In this 5 minute video, Managing Director Pancoast delivered this energy transition update at Southeast Alberta Economic Growth Forum in Medicine Hat on October 24, 2024.
The City needs to adapt its energy strategy to maintain its competitiveness for ratepayers, shelter the taxpayer from potential financial losses, and meet the changing demands of the 21st century. The City will navigate the energy transition and related uncertainty with a focus on the following:
| Electric Generation | Existing: Sustaining investments, so long as economically viable and compliant; use credits and explore emissions abatement solutions New: Diversify if/when economically favourable, in scaled and affordable phases (‘no regrets’, driving value regardless of Energy Business Review outcome) |
| Distribution | (Slowly) prepare for longer term electrification and heating alternatives/fuel blending, including non-wires solutions |
| Natural Gas Production | Optimize existing production through wind down; assess upside options |
| Technological change | Monitor advancements and pursue studies and pilots to learn more |
| Business model/ownership & Financial Capacity | Energy Business Review and Financial Planning to ensure tools are available and best value for community |
| Advocacy | Monitor and influence policy and regulatory changes (including GHG constraints, market design, etc.); seek grants to assist with any early steps |
| Customer Retention and Expansion | Regional CCUS Hub; education & engagement prioritizing large customers who may face greatest impact of change; allocation of firm supply, and/or system investment, mindful of uncertainty |
Guiding principles for transition

Strategic Pillars
The basis of how we approach decision making on these and other energy topics it to drive value for our community by:
- Ensuring delivery of cost competitive, reliable, compliant energy to local customers (to protect and grow our economy);
- Providing sustainable profits from the Energy Business back to CMH, and if not viable, transition to external source(s);
- Managing the transition risk to protect our taxpayers from shouldering any unintended transition liability.









