Alessandro Bragantini Chief Operating Officer Building Energy S.p.A. Italy
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1 Alessandro Bragantini Chief Operating Officer Building Energy S.p.A. Italy
2 Kathu 81 MWp Solar Farm Kathu, Northern Cape, South Africa BUILDING ENERGY IS A GLOBAL INTEGRATED INDEPENDENT POWER PRODUCER. OUR MISSION IS TO BE A LEADER IN THE CREATION OF RENEWABLE ENERGY, DELIVERING VERTICALLY INTEGRATED SOLUTIONS, THROUGHOUT OUR EXPANDED VALUE CHAIN, INTO COMMERCIAL AND UTILITY SCALE POWER PLANTS WORLDWIDE.
3 Contents RSA Regulatory Framework Financial Arrangement Technical Solutions and Considerations The biggest barriers to developing renewable energy in Africa to date are not technological, but financial. President Jacob Zuma of South Africa November 2011, Durban.
4 Global Trends Beginning of an End? Global New Installed Capacity (GW) (Bloomberg)
5 Global Trends Renewable Market Annual Energy Outlook end 2014, forecasts the global installed capacity of renewable energy to double from 1,566 GW (in 2012) to 3,203 GW in 2025 at an average annual growth rate of 5.7% Solar photovoltaic (PV) technology shall account for 33.4% of total renewable energy capacity additions over the period. Global solar capacity is due to increase from 94 GW in 2012 to 670 GW in Wind follows (32.7%) with hydro power at 25.3%. Other renewable technologies will represent the remaining 8.6% of capacity additions.
6 Global Trends - Macroeconomics Global Economic difficulties and oil price crisis are affecting the short term outlook for renewable energy. Western world economic climate has impacted support schemes, which continues to be the lifeline for certain renewable energy installation. Yet, technological innovation & scale economies yield a decline in the cost of renewable energy, such to allow grid parity achievement (LCOE) in several urban areas. Fast deployment of renewables vs/ traditional powergen enabled developing countries to adopt these technologies, also as a response to rapid consumption growth.
7 REIPP Programme Technologies and Allocations (Round 1 4) Technology MW Allocated in Round 1 MW Allocated in Round 2 MW Allocated in Round 3 MW Allocated in Round 4 Onshore Wind ,6 590 Solar PV ,3 400 CSP Biomass 12,5 47, Biogas 12,5 47,5 12,5 - Landfill Gas Small Hydro ,7 60 Small projects with a max. capacity of 5MW Total MW ,1 1105
8 REIPP Programme Technologies and Allocations (Round 4) Wind Roggeveld 140MW Karusa 140MW Nxuba 139MW Golden Va.y 117MW Oyster Bay 140MW Biomass Ngodwana - 25MW Hydro Kruisvallei 5MW Solar Sirius PV 1 75MW Droogfontein 2 75MW Dyason s Klip 75MW Dyason s Kilp 2-75MW Konkoonsies II 75MW Aggenys 40MW
9 REIPP Bid Structure IPP procurement Programme based on 6 Bid Submission Phases Round 1 submission date 4 November 2011 (following bid March 2012 and then every year in August thereafter) Bidders must meet financial, technical and localization qualification criteria in order to be evaluated Bids evaluated based on price (70%) and socio-economic development criteria (30%) 28 Preferred Bidders announced in December 2011 who reached Financial Close in November 2012
10 Kathu - Financial Arrangement Business model DEVELOPMENT Green and Brownfield project development activities worldwide EPC Engineering, Procurement & Construction contractor for turnkey power plant solutions, in accordance with bankability standards and best market practices FINANCIAL ARRANGEMENTS Advisory and Arrangement for the securement and structuring of the debt (project finance and leasing) to finance plant construction ASSET MANAGEMENT Direct equity investments and asset management of property plants, guaranteeing a return according to the plant performance O&M Operation and maintenance of PV plants through long term contracts (10 years 20 years) Greenfield Engineering Procurement and Construction Permitting Financing and Asset Mgmt Brownfield Operations and Maintenance VALUE CREATION AT ALL STAGES OF THE VALUE CHAIN
11 Kathu - Business Model Business Model EPC O&M Engineering & Design Construction (sub-contracting) PV Panels Inverters Tracking System Performance Guarantee Operations & Maintenance Land rights Debt Ventusa Local Developer Kathu REISA spv Investors Equity Permits DOE ESKOM/ NERSA PPA, IA, DA Grid connection/ IPP authorization 2
12 Kathu - Debt and Equity Structure Debt and Equity Structure EQUITY: 20% Equity finance 90% 100% Kathu Solar Community Trust 25% 2,5% 28,5% AIIM 34% 10% DEBT: 80%
13 Key figures Italian developer Building Energy has closed the financing for its 81MW Kathu solar photovoltaic project in South Africa. Drawdown on the R2.9 billion debt began on 19 November 2012, and construction on the plant is expected to be completed within 21 months. Project Finance Magazine, 26 November 2012 PROJECT HIGHLIGHTS: 81MWP Single Axis Tracker System 180GWh/annum produced 350 M Project Investment Cost; Equity raised: 70 M Debt: 280 M 21 month construction period Equity sponsors include Macquarie, Old Mutual BUILDING ENERGY S ROLE: Lead member and sole sponsor to Financial Close Developer, EPC contractor, O&M Contractor Debt and Equity arranger
14 Technical Solution and Considerations Project Location The facility will be installed on Portion 5 of the Farm Wincanton 472, located approximately 17km North-West of the town of Kathu in the Northern Cape Province on the following approximate coordinates as shown below Latitude 27,58660 S Longitude 22,93590 E.
15 Initial Project Site
16 Preliminary Layout prego mettere quello vero finale
17 Technical Details The photovoltaic modules to be installed will have 230 Wp of peak power each. The generating units have following data: N 108 inverters of 750 kw rated power, N PV modules, N strings, each of 21 modules Total generating power of about 81 MWp (80,985 MWp)
18 Economic Development Community Involvment The Project Company has developed the Enterprise Development and Socio-Economic Development projects, mainly in a 50km radius from the project site. These areas include communities of, Hotazel, Kuruman, Dingleton, Kathu, Mapoteng, Shesheng, Deben, Dibeng, Olifantshoek Socio-Economic Development and Enterprise Development contributions has been spent on 85% black beneficiaries, across the projects.
19 01/11/12 01/12/12 01/01/13 01/02/13 01/03/13 01/04/13 01/05/13 01/06/13 01/07/13 01/08/13 01/09/13 01/10/13 01/11/13 01/12/13 01/01/14 01/02/14 01/03/14 01/04/14 01/05/14 01/06/14 01/07/14 01/08/14 Manpower Planned vs/ Actual Job Creation Manpower Histogram Planned Quantity - workers Actual Quantity - workers Planned Quantity - management Actual Quantity - managers Planned Quantity - Cumulative Actual Quantity - Cumulative
20 Lesson learnt more and more challenges Today s private renewable investors execute projects within increasingly complex environment in the technical sector In the financial setup In the legislative frame In the socioeconomic expectations The ability to successfully execute these projects drives, ultimately, the achievement of business objectives
21 Lesson learnt- Community Involvement Trust has 2,5% shareholding in project. The Socio-Economic Development initiatives were undertaken by the Project Company hand in hand with Contractor and Operator. The project has well exceeded the threshold requirement of 1 percent of revenue on Socio- Economic Development initiatives. Several types of initiatives held in health, education, safety & security, environment, arts & culture, etc. ALL IN ALL A VERY POSITIVE EXPERIENCE, BOTH HUMAN AND PROFESSIONAL
22 Lesson learnt technical KATHU 81 MWp 2012 Monoaxial Tracker Tilt 0 No. 13 masonry Electrical / Inverter Buildings w/hvac Masonry control building, wharehouse, offices 21 months construction Several subcontractors Substation 2 x 100% redundant equipment Main equipment imported Grid code: modified after NTP, compliant after variations AGGENEYS 86 MWp 2015 Monoaxial Tracker Tilt 0 No. 24 Outdoor Inverter / Trafo pads Prefabricated buildings 15 months construction Most works in direct hiring Substation 1 x 100% equipment Main equipment local manufactured Grid code: clear and fixed requirements from NTP
23 Lesson learnt simplify and streamline KATHU 81 MWp months from preferred bidders to NTP No. 5 law firms involved Contractual structure defined after preferred bidder status Exchange rate risk (foreign manufacturing) Limited solar engineering knowledge in the market AGGENEYS 86 MWp Planned 8 months from preferred bidder to NTP No. 2 law firms involved (transactional Lawyer) Contractual structure streamlined Limited excgange rate risk (mostly local procurement) Well developed engineering knowledge in the market PPA Tariff = X PPA Tariff = 1/3 of X
24 Lesson learnt conclusions The world we live in - and how it will change creates an ever increasing flow of new challenges / opportunities Agile leadership can create an adaptive company internal environment and foster agile innovation practices Strategy in fast paced environments: It is about a sound framework, not about a detailed plan The mindset is the key - an agile company can create and maintain the mindset needed to succeed
25 Lesson learnt #2 takeaways Strenght: "the ability [of a system] to withstand an applied load without failure. Resilience: "the ability [of a system] to absorb energy when it is deformed elastically, and release that energy upon unloading. In a way: #1 Resilience is the ability to cope with changes. Further, especially in Renewables: #2 It s not the big that eat the small it s the fast that eat the slow. Jason Jennings
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