1. Curriculum Vitae of Dr PETER BIRD
Dr Peter Bird, 1 Rodyk St, #08-04, Singapore 238212
Tel: +65 9654 5801
Email: pjwnbird@gmail.com
Summary
Singapore-based portfolio director and business development consultant. Formerly Executive Vice-
chairman of Rothschildinvestment bank, with global energy/utility/infrastructure sector experience.
Board experience from 2007 as director of Vector Ltd, a NZ$ 3 bn+ listed infrastructure network
business; founder NED since 2005 of Infraco Africa, a donor-financed, private infrastructure
developer; founderNEDsince2010of itssiblingInfracoAsia(and its associated investment company);
and founder Board member since 2013 of Green Africa Power, a donor-financed supporter of
renewables in Africa.
Currentadvisory portfolio includes senior advisor to Rothschild, to ACEI which is a US-based energy-
focussed private equity fund, and to the Lantau Group economic consultancy in Hong Kong.
Experienced in dispute resolution and arbitration
UK national, married with one son.
Career history
2012-16 Portfolio advisor, based in Singapore.
Retained senior adviser to:
 Rothschild’s global financial advisory business in Singapore
 ACEI, a US-based, energy-focussed private equity fund
 The Lantau Group, a HK-based economics consultancy
NED director of Vector Ltd, Infraco Asia Investments and Green Africa Power.
Founder of my consulting company Meitner Pte Ltd.
Have actedas a participantand expertwitnessin arbitrations,including two currently
in progress.
1990-2012 RothschildSingaporesince2008,asco-headof Global Utilitiesandco-head/Executive
Vice-Chairman, Global Financial Advisory, SE Asia. Until 2008 Managing
Director/Director/Assistant Director in Rothschild London.
Sector experience: Advised on transactions in power, nuclear, oil and gas, and coal
sectors.Recognisedasa global expertin thepowersector. Extensive exposure to most
leading energy companies.
International experience: Advised private, government and parastatal companies in
UK and across the world.
Projectmanagement:Extensiveexperienceleadingmulti-firm,multi-discipline, multi-
national deal teams in public and private sector.
Managementexperience:Jointresponsibilityfora40-person investmentbankingteam

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in South EastAsia, andfor70-person global utilitiesteam. Responsible for budgeting,
P&L accountability,businessplanning,compliance,contractnegotiation, recruitment,
and staff development.
External leadership: Developing and maintaining CEO/CFO and governmental
relationships; representing Rothschild in public fora.
Product experience
 M&A: advised leadingcorporateson M&A,includingMarubeni,Mitsubishi,
Huaneng,GMR,EDF, Eon/Powergen,BG/British Gas,RWE/Innogy,National
Grid,Suez/Tractebel,Enel,Duke, Southern Company,AES,andTXU.
 Privatisation:advisedon alargenumberof industryrestructuringsand
privatisationsin UK,Portugal,Italy,Peru,Colombia, NewZealand,
Indonesia,Malaysia,Philippines,RomaniaandJordan;developedstrong
relationshipswithministers,officialsandregulators.
 IPPs:actedas financial advisortoIPP developersandinvestorsin Malaysia,
Thailand,Indonesia,Chile,HungaryandItaly. Advisedgovernments/utilities
on IPP procurementin UK,Portugal,Greece,Croatia,Jordan,Malaysia,
MoroccoandPhilippines.
 Debt advisory:advised on projectandacquisition finance,refinancing,
mutualisation,insolvencyanddebtrestructuring.
 Equityadvisory:advisedon the IPOsof PPCin Greece, EDP in Portugal,EDF
in FranceandContactEnergyin NZ;andon an equity-raisingforCLP.
 Regulation:AdvisedUKgovernmenton design of regulatoryregimefor
Northern IrelandElectricityand manybuy-sideM&Aclientson regulatory
regimes in electricity,includingin UKandUSA.
1988-1990 Senior/Principal Consultant, Coopers & Lybrand management consulting. Wrote the
rules of the England and Wales electricity pool
1985-1988 Seniorresearcheratthe UraniumInstitute(thetrade association of the world nuclear
fuel industry, now the WNO). Research on economics and politics of international
nuclear fuel trade
1984-1985 Senior researcher, Christian Michelsen Institute, Bergen Norway. Research on
international petroleum economics
1977-1984 Lecturer in economics, University of Stirling. Over 30 academic
publications
1976-1977 Lecturer in economics, Leicester Polytechnic
1970-1976 BA and PhD in economics, Cambridge University

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Annex 1: Selected transaction/advisory experience
 American Capital Energy and Infrastructure on acquisition of a stake in an Indonesian mini-
hydro business (2015)
 Arab-Jordan investment Bank on its acquisition of HSBC Jordan (2014)
 CLP Holdings on its US$982m equity placing (2012)
 BG Group on the US$360m sale of its 40% interest in the Santa Rita and San Lorenzo power
plants in the Philippines (2012)
 IDB Infrastructure Fund on the disposal of its indirect 23.33% stake in AES Jordan to Qatar
Electricity and Water Company (2012)
 Origin Energy on acquisition opportunities in SE Asia (2012)
 Infraco Africa on development opportunities in sub-Saharan Africa (2012)
 Greenpark Energy and its shareholders on the sale of its coal bed methane business to Dart
Energy (2011) and its generating business to Alkane (2012)
 VAE of Lithuania on the tender selection of GE-Hitachi to build and invest in a new nuclear
power plant (2012)
 Marubeni on its US$224m acquisition of a 15% interest in PT Jawa Power (2011)
 Korea East-West Power on its US$ 36.1m acquisition of a 40% interest in Jamaica Public
Service Company (2011)
 BG Groupon theUS$80msaleof its20%interestin Genting Sanyen Power in Malaysia (2011)
 China Huaneng Group on the US$1.2 bn acquisition of GMR’s 50% stake in InterGen (2011)
 Mitsubishi Corporation anditsconsortiumon itsA$225mpurchaseof UnitedUtilitiesAustralia
(2010)
 Korea East West Power on its acquisition of Marubeni’s US renewables business (2010)
 PSALM (Power Sector Assets & Liabilities Management Corporation) on the US$3.95bn
privatisation of the Philippines electricity transmission system (2009 )
 GMR on its US$1bn acquisition of AIG Highstar’s 50% interest in InterGen (2008)
 UK nuclear generator British Energy on its sale to EDF (2008)
 Egdon Resources plc on development of the Portland gas storage project (2007/8)
 TNB in Malaysia on options to renegotiate its PPAs with IPPs (2007)
 Governmentof Jordan on theprivatisation bytradesale of the 1500MW generation company
CEGCO and two distribution companies (2002-7)
 Government of Queensland on the privatisation of the Queensland electricity and gas retail
business (2006)
 Star Capital Partners on the £465m disposal of private gas transporter Inexus (2005)
 Northgate Information Solutions plc on the £155m acquisition of SX3 from Viridian (2005)
 Electra Capital Partners on the £184m sale of Energy Power Resources Limited to Macquarie
European Infrastructure Fund (2005)
 BG Group and Keyspan Corporation on the disposal of their Northern Ireland gas pipeline
business to a consumer trust (2005)
 DukeEnergyCorporation on theUS$80mdisposal by trade sale of its European wholesale gas
trading business to Norsk Hydro (2003)

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 BG plc on thedisposal bytrade saleof itsNorthern Irelandgasretail businessfor£120m(2003)
 Gassco of Norway on strategic options and governance for the Norwegian offshore gas
infrastructure (2003)
 EdFon its competitiveauctiontowholesaletradersof 5000MWof virtual generation capacity
(2002/03)
 TXU Europeon itsfinancial restructuringand on the £1.6 billion trade sale to Powergen of its
UK generation and retail business (2002)
 Innogyon the£1.8 billionacquisition of the electricity network and retail company Yorkshire
Power (2001)
 Greek government on the €430m IPO of electricity utility PPC (2001)
 Eskom on restructuring of electricity distribution (2000)
 National GridCompanyon itsUS$4 billion acquisition of NEESandEUA(electric transmission,
distribution and retail) in New England, USA (2000)
 ESB of Ireland on the acquisition of Corby Power generation company in UK (2000)
 New Zealand Treasury on the NZ$2.3 billion privatisation of Contact Energy, by means of a
unique hybrid trade sale/IPO process (1999)
 Kepco in Korea on unbundling of generation, design of a wholesale market and design of a
privatisation programme (1999)
 Peruvian Governmenton theprivatisationbytradesaleof hydro generator Electroperu (1999)
 Italian Treasury on the privatisation by IPO of ENI, the state oil company (1998)
 National Power Corporation of the Philippines on its restructuring and privatisation (1996-
1998)
 Edison on thesuccessful acquisitionin atradesaleof the electricitygenerating assets of Ilva in
Italy (1998)
 Tractebel on its acquisition of a stake in Colbun in Chile (1998)
 EEBin Bogota,Colombiaon its$2.2 billion tradesaleandcapitalisation of itshydrogeneration
subsidiary Emgesa and its distribution subsidiary Codensa (1997)
 AES on its purchase for Tisza power company in Hungary and on refinancing the acquisition
(1997)
 ElectricidadedePortugalon therestructuringof thePortugueseelectricityindustry, including
the design of the hydro stabilization funds and the subsequent privatisation by IPO (1996)
 EMCO in New Zealand on a review of the EMCO trading arrangements (1996)
 Electricidade de Portugal on the competition for the 900 MW combined cycle gas IPP at
Tapadado Outeiroandon theassociatedgassupply,andon the £700 m privatisation by trade
sale of the 600 MW coal-fired power station at Pego (1990-1994)
 UK Department of Trade and Industry on the privatisation by trade sale of British Coal (1994)
 Malaysian Governmenton therestructuringandprivatisation of theLLS utility in Sabah (1994)
 Sime Darby on the tendering for and successful project financing of Port Dickson 400 MW
open cycle gas IPP in Malaysia (1994)
 Departmentof Economic Developmentin Northern Ireland on the restructuring of Northern
IrelandElectricity,including£400mIPO of the transmission business and £350m trade sale of
the generation assets (1992)
 Powergen on itsprivatisation andon thedesign of theelectricity“pool”, including the special
treatment of nuclear generation (1990)
 UK Atomic Energy Agency on options for the Dounreay business (1988)

5. 5
 UK government on the privatisation of the Scottish electricity industry (1988)
February 2016