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Source: Kantar Media. Skip to Main Content Skip to Search. News Corp is a global, diversified media and information services company focused on creating and distributing authoritative and engaging content and other products and services. Dow Jones. Income Statement. Balance Sheet. Cash Flow. MGE's roots in the Madison area date back more than years.
As your community energy company, we are committed to this area and its people. We take responsibility to:. As a vital member of the public relations team, the Corporate Communications Manager develops and delivers key messages to our target audiences of customers, shareholders and employees across multiple digital platforms and print.
Go to We take responsibility to: Plan and provide a reliable energy supply that balances the needs and values of those we serve. Provide information and education to serve our customers and stakeholders and help inform their energy decisions. Preserve and protect our environment while providing affordable, reliable energy. Encourage and support economic and business development to keep our economy strong and vibrant. Engage in open and honest dialogue, partnership and collaboration to best serve our customers and the broader community.
Title Corporate Communications Manager. Type Job. Class Full-time. Region Southwest Wisconsin. City, State Madison, WI. Summary As a vital member of the public relations team, the Corporate Communications Manager develops and delivers key messages to our target audiences of customers, shareholders and employees across multiple digital platforms and print. The commission also mandated other changes, such as making the utility switch to a so-called time-of-use rate, where customers were charged different rates according to time of day.
This allowed customers a cheaper electricity rate for drying their clothes after midnight, for example, but MGE complained about the cost of installing new and more sophisticated meters.
Another financial factor affecting MGE in the s was inflation. Because of the time-consuming process of appealing for rate hikes, it was often months or years before the company could raise the price of its services enough to keep up with inflation.
MGE executives complained about the burden of regulation, feeling that in some situations the Public Service Commission's recommendations did not help either the company or the public. Yet MGE acknowledged that some regulation was desirable. Lack of regulation would be chaotic. The oil embargo in the s had encouraged domestic oil exploration, and Mich-Wis was active in searching out natural gas in the continental United States. Through its parent company, it was a partner in the Alaskan pipeline, and it also obtained natural gas from offshore Louisiana, Texas, and other states.
Mich-Wis promised MGE a plentiful supply of natural gas for the early s, as more of its exploration paid off. In the mids, oil costs began to sink, and interest rates also went down, making for excellent cash flow and profits for the utility industry in general. But because the level of profit was regulated by government bodies, utility companies had to find something to do with excess cash, lest they be asked to lower rates to consumers.
Bigger power companies began buying smaller ones. The magazine was correct, although the bid did not come in until three years later. While MGE supplied the lucrative, economically stable Madison metropolitan area, with its university, hospitals, state government, and industries, WPL furnished gas and electricity to 35 counties, covering more than cities and villages.
It owned nine small generating plants and had part or whole interest in several large ones, including a share of more than 40 percent in the Kewaunee nuclear plant. WPL was nearly as old as MGE, founded in , and altogether about three times as large as its rival.
The two companies competed directly over some of the small towns on the outskirts of Madison where their territories overlapped. WPL had been interested in a merger with MGE for several years, but finally made an unsolicited offer in the spring of The deal was to be a stock swap, with no cash changing hands. Although questions remained over whether WPL could afford the premium it was offering to get the smaller company, and whether the excess cost eventually would be passed to the utility's customers, MGE's board and shareholders overwhelmingly rejected the offer.
On May 31, MGE conveyed to WPL that its bid was too low for any further consideration, and no further talks on the merger went forward.
The soured takeover bid did nothing to help relations between MGE and its much larger rival. Both companies fought for the small communities that straddled both their territories, apparently letting workers go in to keep costs and, therefore, rates down.
A bigger battle than that over towns like Black Earth was over deregulation of electrical utilities. WPL and other large power companies were in favor of looser regulations inside Wisconsin, allowing more direct competition between providers. MGE wanted a cautious approach to deregulation, fearing adverse effects to the state's economy. WPL and other firms hired lobbyists in the mids to push the state legislature and the Public Service Commission toward freeing up restraints on competition.
MGE also hired a lobbyist to handle its side of the story and joined a consortium of other municipal utilities, electric co-ops, and labor and environmental groups to ask the PSC to go slow. But things became more fierce in , when WPL announced that it would pursue an unusual three-way corporate merger. Soon after, Wisconsin Energy Corp. Primergy became the tenth largest utility in the nation. Both firms became more embroiled in state politics, backing opposing candidates for the Madison area representative to congress.
In the state Public Service Commission adopted a proposal to open up the utility industry to competition, but it ordered a step plan that would be enacted over the next three to seven years. So although it seemed that things would change, it would not be as abrupt as MGE had perhaps feared.
MGE geared for change, but nevertheless it found itself in a strong position. In a presentation to stockholders, MGE Chairman David Mebane told his audience that the company had frozen or reduced rates since , at the same time achieving historic financial highs. MGE was one of only four utilities in the country to receive the highest credit rating from the New York investment firm Bear Stearns, and the company's return to investors over the first half of the s was more than twice the industry average.
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