To presentatie netwerkbijeenkomst eemshaven 120209TyphoonOffshore
This document provides an overview of Project Gemini, a planned 600MW offshore wind farm project in the Netherlands. It will consist of two 300MW wind farms located 85km off the coast. When completed, it will be the largest offshore wind farm in the North Sea area with an estimated capital cost of €2.4 billion. The project is currently scheduled to reach financial close in summer 2012 and begin construction in 2013. It is expected to power 700,000 households annually while reducing CO2 emissions by over 1 million tons per year.
Wind Energy Update Offshore Wind Construction, Installation and Commissioning...tonyfc
The document advertises the 3rd Annual Offshore Wind Construction, Installation and Commissioning Conference happening in October 2011 in London. The conference will bring together over 450 delegates from the offshore wind installation industry globally to discuss challenges and opportunities in offshore wind farm construction, installation techniques, transportation and logistics, risk assessment, and contracting methods. It promotes the expert speakers, case studies, workshops, and networking opportunities available to attendees to help them reduce costs, meet timelines, and ensure safe offshore wind project execution.
The document provides information on 38 infrastructure projects in Africa financed by the Emerging Africa Infrastructure Fund totaling US$755 million. It includes a portfolio of projects involving external delivery of power/energy and projects that have been refinanced or repaid. Brief summaries are provided for several sample projects financing power generation, transmission and distribution across various African countries between 2003-2012.
This document analyzes the investment opportunity in renewable wave energy technology company Ocean Power Technologies. It finds that while OPT has promising proprietary technology, established clients, and long-term growth potential, it also has significant risks in the short term due to lack of revenue matching expenses and dependence on continued funding. Overall, it is best suited for long-term, not short-term, investors.
Willbros Group at D.A. Davidson's 11th Annual Engineering & Construction Con...Willbros Group, Inc.
Willbros Group is an engineering and construction company that provides services to the oil, gas, and power industries. The presentation discusses Willbros' history, business segments, growth opportunities in areas like utility transmission and Canadian oil sands production, and financial overview. It notes recent accomplishments like debt reduction and a focus on improving underperforming business units. The presentation aims to position Willbros for future success by capitalizing on opportunities in growing energy infrastructure markets in North America.
The UK government sees CCS as crucial for meeting its climate targets. It has funded two Front End Engineering and Design studies and will provide up to £1 billion for commercial-scale CCS projects. The next steps are releasing a CCS Roadmap in early 2012 and launching an industry day to solicit proposals for the Delivery Programme, with the aim of having CCS equipped power stations operating without subsidy by the early 2020s.
To presentatie netwerkbijeenkomst eemshaven 120209TyphoonOffshore
This document provides an overview of Project Gemini, a planned 600MW offshore wind farm project in the Netherlands. It will consist of two 300MW wind farms located 85km off the coast. When completed, it will be the largest offshore wind farm in the North Sea area with an estimated capital cost of €2.4 billion. The project is currently scheduled to reach financial close in summer 2012 and begin construction in 2013. It is expected to power 700,000 households annually while reducing CO2 emissions by over 1 million tons per year.
Wind Energy Update Offshore Wind Construction, Installation and Commissioning...tonyfc
The document advertises the 3rd Annual Offshore Wind Construction, Installation and Commissioning Conference happening in October 2011 in London. The conference will bring together over 450 delegates from the offshore wind installation industry globally to discuss challenges and opportunities in offshore wind farm construction, installation techniques, transportation and logistics, risk assessment, and contracting methods. It promotes the expert speakers, case studies, workshops, and networking opportunities available to attendees to help them reduce costs, meet timelines, and ensure safe offshore wind project execution.
The document provides information on 38 infrastructure projects in Africa financed by the Emerging Africa Infrastructure Fund totaling US$755 million. It includes a portfolio of projects involving external delivery of power/energy and projects that have been refinanced or repaid. Brief summaries are provided for several sample projects financing power generation, transmission and distribution across various African countries between 2003-2012.
This document analyzes the investment opportunity in renewable wave energy technology company Ocean Power Technologies. It finds that while OPT has promising proprietary technology, established clients, and long-term growth potential, it also has significant risks in the short term due to lack of revenue matching expenses and dependence on continued funding. Overall, it is best suited for long-term, not short-term, investors.
Willbros Group at D.A. Davidson's 11th Annual Engineering & Construction Con...Willbros Group, Inc.
Willbros Group is an engineering and construction company that provides services to the oil, gas, and power industries. The presentation discusses Willbros' history, business segments, growth opportunities in areas like utility transmission and Canadian oil sands production, and financial overview. It notes recent accomplishments like debt reduction and a focus on improving underperforming business units. The presentation aims to position Willbros for future success by capitalizing on opportunities in growing energy infrastructure markets in North America.
The UK government sees CCS as crucial for meeting its climate targets. It has funded two Front End Engineering and Design studies and will provide up to £1 billion for commercial-scale CCS projects. The next steps are releasing a CCS Roadmap in early 2012 and launching an industry day to solicit proposals for the Delivery Programme, with the aim of having CCS equipped power stations operating without subsidy by the early 2020s.
Liam Tobin-Eidos Sustainable Development in Resource Intensive RegionsEidos Australia
The document discusses QER's vision of helping secure Australia's energy future through the sustainable development of a shale to liquid fuels industry in Queensland to reduce Australia's growing fuel trade deficit and dependence on imports. It outlines QER's plans to build a demonstration plant and later commercial facilities to produce synthetic crude oil, diesel, and jet fuel from shale resources in a way that creates jobs, provides economic benefits, and engages local communities while minimizing environmental impacts through the use of emissions-reducing technologies.
Ewura presentation at the Renewable energy dayandrewmnzava
The document provides an overview of small power producers (SPPs) in Tanzania. It discusses Tanzania's SPP regulatory framework, including goals, required permissions and approval processes. It also outlines the current SPP situation in Tanzania, noting some successes with power purchase agreements and generators in the pipeline, but also challenges around tariffs, land rights, and utility interest. The conclusion emphasizes that renewable energy is important for Tanzania but policy barriers including low tariffs have stalled development of renewable projects, and SPPs could help fill gaps in electrification.
This document provides an overview of Wood Group Renewables and their capabilities. Some key points:
- Wood Group is a global leader in engineering, project management, and maintenance for oil/gas and renewable energy projects. They have over 38,000 employees operating in 50+ countries.
- Their engineering division has extensive experience designing offshore oil/gas structures and subsea infrastructure, including working on 75% of deepwater Gulf of Mexico facilities.
- They provide services across the project lifecycle for renewable energy developments, including feasibility studies, design, project management, construction, and operations/maintenance.
- They have particular expertise in designing for challenging marine environments and high energies, as demonstrated on projects like Wave Hub
This document provides an annual progress report from Algonquin Power, a major North American power and utility company. It discusses Algonquin's growth strategy of acquiring power assets and utilities to grow its asset base and profit. The report outlines Algonquin's divisions in renewable energy (hydroelectric and wind), thermal energy (cogeneration and waste facilities), and utility services. It discusses growth goals and plans by sector, as well as case studies and highlights of operational successes and challenges over the past year. The report also covers Algonquin's decision to transition from an income trust to a corporate structure.
San Onofre Nuclear Energy Summer Readiness ReportSanOnofreInfo
This document discusses Southern California Edison's (SCE) preparations for the 2012 summer without the San Onofre Nuclear Generating Station operating at full capacity. It outlines reliability challenges for the Los Angeles Basin and San Diego areas. SCE's mitigation measures include accelerating transmission upgrades, returning gas-fired power plants to service, utilizing demand response programs, and conducting customer outreach campaigns to encourage conservation. The California Independent System Operator also discussed the potential for outages under planning standards and actions being taken to mitigate risks to grid reliability over the summer.
The document summarizes Dick Kelly's presentation at a Bank of America Investment Conference on September 19, 2006 about Xcel Energy's strategy and financial performance. Key points include:
1) Xcel Energy is targeting investments of $13 billion by 2009 to meet increasing customer needs through reliable and environmentally responsible supply, transmission projects, and new generation.
2) Rate cases in 2006 are expected to increase returns toward the target 11% range. Additional rate cases are planned for 2007.
3) EPS growth is targeted at 5-7% annually through 2009, supported by rate base growth, higher returns, and cost management. Dividends will grow 2-4% annually.
4) Major projects
The document summarizes the annual general meeting of ZBB Energy Corporation shareholders. It discusses ZBB's forward-looking business statements and risks, introduces the chairman and board of directors, highlights the strong management team, provides an overview of the chairman's address which outlines the company's key projects and partnerships in 2008, and summarizes the results of the shareholder vote to elect directors and appoint auditors.
Market Research India - Nuclear Power Market in India 2009Netscribes, Inc.
The document provides an overview of India's nuclear power sector. It notes that while nuclear power currently accounts for a small share of India's total power capacity, the government has ambitious plans to significantly expand nuclear power generation. This will create substantial business opportunities potentially worth $80-200 billion for both domestic and foreign companies. Many large Indian companies are pursuing partnerships and making major investments to capitalize on these growth prospects in nuclear power.
What if Process Safety risks were as visible as Health and Safety Risks?Amor Group
This document discusses making process safety risks more visible through key performance indicators (KPIs). It suggests reviewing existing KPIs against industry guidance, measuring KPIs more frequently including automation, and ensuring the right people have access to KPI results. Real-time visibility of operational indicators and safety systems was highlighted as important for avoiding incidents. Alignment of data sources and a phased approach to implementation was advised. Benefits realized by other organizations include improved plant availability and reduced costs.
This document summarizes Dick Kelly's presentation at the Global Power & Gas Leaders Conference on September 26-27, 2006. Kelly outlines Xcel Energy's strategy to build its core business through targeted investments to meet increasing customer needs, focusing on diverse and reliable energy supply, environmental responsibility, and fair pricing. The strategy aims to deliver attractive total returns through 5-7% annual EPS growth and 2-4% annual dividend increases. Kelly also reviews various investment and regulatory initiatives underway across Xcel Energy's service territories to support this strategy and earnings growth.
The Small Gas-To-Liquid (SGTL) JIP is a Joint Industry Project on
small GTL Technologies. It focuses on the exploitation of
upstream associated gas through Gas-To-Liquid processes. Indeed,
new SGTL technologies and an oil-to-natural gas spot price ratio
at historical high records are pushing toward monetization of
natural gas - whereas associated gas or small remote fields - on the
oil products market. In addition the exploitation of new fields
where associated gas cannot be re-injected into the ground creates
new opportunities for SGTL technology providers
A2 Wind is an international engineering company specialized in wind energy systems. The document outlines A2 Wind's capabilities including rotor blade development, project management, and optimization of existing wind turbines. It also describes their experience in developing turbines up to 3 MW, and organizational structure drawing from aerospace expertise. The company currently has over 30 engineers based in Germany and owns an engineering and certification organization.
Meeting the Challenges for Developing and Financing a Nuclear Power ProjectHitReach
The document summarizes a presentation given at the Nuclear Construction Summit on developing and financing nuclear power plants. It discusses the unique challenges of nuclear power projects, including their large scale, long development timelines, high costs, and regulatory environment. It also outlines approaches to improve financing prospects, such as building strong project teams, allocating risks appropriately, and having government support through policies like loan guarantees and production tax credits. While the market challenges are large, the document concludes that with risk mitigation and government facilitation, nuclear power projects can become viable investments.
The Shaw Group Inc. achieved record financial results in 2001, with earnings increasing 101% to $61.2 million and sales up 102% to $1.5 billion. The company's backlog also grew substantially to $4.5 billion, driven primarily by strong demand in the domestic power generation market. Key accomplishments in 2001 included successfully integrating the acquisition of Stone & Webster and establishing new pricing models that aim to deliver projects at the lowest total installed cost through risk-sharing with customers. Looking ahead, Shaw expects continued growth driven by ongoing power market build-up and opportunities in related industries like petrochemical and refining.
Operations & Maintenance Operator Forum brochurePolly Freeman
The document announces the Operator Forum 2012 conference on optimizing operations and maintenance strategies for onshore and offshore wind portfolios. The conference will provide owner/operators a forum to collaborate with turbine manufacturers and service providers on driving down operational costs and improving turbine performance. Key topics will include establishing effective O&M models for offshore wind, proactive maintenance strategies, analyzing performance data, and determining the best options for post-warranty maintenance.
Public Service Enterprise Group held an energy and utilities conference in Miami Beach, Florida on May 29, 2008. The presentation included forward-looking statements about PSEG's performance, which may differ from actual results. It also noted factors that could impact PSEG's operating results such as energy industry and regulatory changes. PSEG Power represents the largest subsidiary and has a diverse portfolio of electric generation assets well-positioned to meet capacity and environmental requirements.
Public Service Enterprise Group held an energy and utilities conference in Miami Beach, Florida on May 29, 2008. The presentation included forward-looking statements about PSEG's performance, which may differ from actual results. It also noted factors that could impact PSEG's operating results such as energy industry and regulatory changes. PSEG Power represents the largest subsidiary within PSEG's diverse platform and provides earnings stability through its portfolio of electric generation assets.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail. TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, but this exposure is partially offset by its integrated retail business. TXU sees opportunities for mid and long term growth by improving operational excellence, implementing performance management, and optimizing its risk/return profile.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail.
TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, which produces power at a lower marginal cost than gas plants. However, the integration of its generation and retail businesses helps reduce volatility as the businesses' margins move in opposite directions with changing gas prices.
In the mid to long term, TXU aims to continue improving operational excellence across its businesses to enhance financial performance and total returns for shareholders.
A copy of the presentation by Sheryl French, Duncan Price and Tim Lunel at the CRIF Final Event on Tuesday 15th November at the SmartLife Centre, Cambridge.
This document provides an overview of Public Service Enterprise Group (PSEG) and its subsidiaries PSEG Power and PSE&G. It discusses PSEG's assets, earnings guidance, capital spending plans, and positioning in the energy industry. PSEG Power has a diverse fleet of generating assets located in attractive markets in the Northeast. Strong cash flow from Power will provide PSEG with $2.5 billion in discretionary cash through 2011 to support investments, shareholder dividends, and debt payments. Power's assets are well positioned for carbon regulation and its declining capital expenditures will result in substantial discretionary cash flows.
Liam Tobin-Eidos Sustainable Development in Resource Intensive RegionsEidos Australia
The document discusses QER's vision of helping secure Australia's energy future through the sustainable development of a shale to liquid fuels industry in Queensland to reduce Australia's growing fuel trade deficit and dependence on imports. It outlines QER's plans to build a demonstration plant and later commercial facilities to produce synthetic crude oil, diesel, and jet fuel from shale resources in a way that creates jobs, provides economic benefits, and engages local communities while minimizing environmental impacts through the use of emissions-reducing technologies.
Ewura presentation at the Renewable energy dayandrewmnzava
The document provides an overview of small power producers (SPPs) in Tanzania. It discusses Tanzania's SPP regulatory framework, including goals, required permissions and approval processes. It also outlines the current SPP situation in Tanzania, noting some successes with power purchase agreements and generators in the pipeline, but also challenges around tariffs, land rights, and utility interest. The conclusion emphasizes that renewable energy is important for Tanzania but policy barriers including low tariffs have stalled development of renewable projects, and SPPs could help fill gaps in electrification.
This document provides an overview of Wood Group Renewables and their capabilities. Some key points:
- Wood Group is a global leader in engineering, project management, and maintenance for oil/gas and renewable energy projects. They have over 38,000 employees operating in 50+ countries.
- Their engineering division has extensive experience designing offshore oil/gas structures and subsea infrastructure, including working on 75% of deepwater Gulf of Mexico facilities.
- They provide services across the project lifecycle for renewable energy developments, including feasibility studies, design, project management, construction, and operations/maintenance.
- They have particular expertise in designing for challenging marine environments and high energies, as demonstrated on projects like Wave Hub
This document provides an annual progress report from Algonquin Power, a major North American power and utility company. It discusses Algonquin's growth strategy of acquiring power assets and utilities to grow its asset base and profit. The report outlines Algonquin's divisions in renewable energy (hydroelectric and wind), thermal energy (cogeneration and waste facilities), and utility services. It discusses growth goals and plans by sector, as well as case studies and highlights of operational successes and challenges over the past year. The report also covers Algonquin's decision to transition from an income trust to a corporate structure.
San Onofre Nuclear Energy Summer Readiness ReportSanOnofreInfo
This document discusses Southern California Edison's (SCE) preparations for the 2012 summer without the San Onofre Nuclear Generating Station operating at full capacity. It outlines reliability challenges for the Los Angeles Basin and San Diego areas. SCE's mitigation measures include accelerating transmission upgrades, returning gas-fired power plants to service, utilizing demand response programs, and conducting customer outreach campaigns to encourage conservation. The California Independent System Operator also discussed the potential for outages under planning standards and actions being taken to mitigate risks to grid reliability over the summer.
The document summarizes Dick Kelly's presentation at a Bank of America Investment Conference on September 19, 2006 about Xcel Energy's strategy and financial performance. Key points include:
1) Xcel Energy is targeting investments of $13 billion by 2009 to meet increasing customer needs through reliable and environmentally responsible supply, transmission projects, and new generation.
2) Rate cases in 2006 are expected to increase returns toward the target 11% range. Additional rate cases are planned for 2007.
3) EPS growth is targeted at 5-7% annually through 2009, supported by rate base growth, higher returns, and cost management. Dividends will grow 2-4% annually.
4) Major projects
The document summarizes the annual general meeting of ZBB Energy Corporation shareholders. It discusses ZBB's forward-looking business statements and risks, introduces the chairman and board of directors, highlights the strong management team, provides an overview of the chairman's address which outlines the company's key projects and partnerships in 2008, and summarizes the results of the shareholder vote to elect directors and appoint auditors.
Market Research India - Nuclear Power Market in India 2009Netscribes, Inc.
The document provides an overview of India's nuclear power sector. It notes that while nuclear power currently accounts for a small share of India's total power capacity, the government has ambitious plans to significantly expand nuclear power generation. This will create substantial business opportunities potentially worth $80-200 billion for both domestic and foreign companies. Many large Indian companies are pursuing partnerships and making major investments to capitalize on these growth prospects in nuclear power.
What if Process Safety risks were as visible as Health and Safety Risks?Amor Group
This document discusses making process safety risks more visible through key performance indicators (KPIs). It suggests reviewing existing KPIs against industry guidance, measuring KPIs more frequently including automation, and ensuring the right people have access to KPI results. Real-time visibility of operational indicators and safety systems was highlighted as important for avoiding incidents. Alignment of data sources and a phased approach to implementation was advised. Benefits realized by other organizations include improved plant availability and reduced costs.
This document summarizes Dick Kelly's presentation at the Global Power & Gas Leaders Conference on September 26-27, 2006. Kelly outlines Xcel Energy's strategy to build its core business through targeted investments to meet increasing customer needs, focusing on diverse and reliable energy supply, environmental responsibility, and fair pricing. The strategy aims to deliver attractive total returns through 5-7% annual EPS growth and 2-4% annual dividend increases. Kelly also reviews various investment and regulatory initiatives underway across Xcel Energy's service territories to support this strategy and earnings growth.
The Small Gas-To-Liquid (SGTL) JIP is a Joint Industry Project on
small GTL Technologies. It focuses on the exploitation of
upstream associated gas through Gas-To-Liquid processes. Indeed,
new SGTL technologies and an oil-to-natural gas spot price ratio
at historical high records are pushing toward monetization of
natural gas - whereas associated gas or small remote fields - on the
oil products market. In addition the exploitation of new fields
where associated gas cannot be re-injected into the ground creates
new opportunities for SGTL technology providers
A2 Wind is an international engineering company specialized in wind energy systems. The document outlines A2 Wind's capabilities including rotor blade development, project management, and optimization of existing wind turbines. It also describes their experience in developing turbines up to 3 MW, and organizational structure drawing from aerospace expertise. The company currently has over 30 engineers based in Germany and owns an engineering and certification organization.
Meeting the Challenges for Developing and Financing a Nuclear Power ProjectHitReach
The document summarizes a presentation given at the Nuclear Construction Summit on developing and financing nuclear power plants. It discusses the unique challenges of nuclear power projects, including their large scale, long development timelines, high costs, and regulatory environment. It also outlines approaches to improve financing prospects, such as building strong project teams, allocating risks appropriately, and having government support through policies like loan guarantees and production tax credits. While the market challenges are large, the document concludes that with risk mitigation and government facilitation, nuclear power projects can become viable investments.
The Shaw Group Inc. achieved record financial results in 2001, with earnings increasing 101% to $61.2 million and sales up 102% to $1.5 billion. The company's backlog also grew substantially to $4.5 billion, driven primarily by strong demand in the domestic power generation market. Key accomplishments in 2001 included successfully integrating the acquisition of Stone & Webster and establishing new pricing models that aim to deliver projects at the lowest total installed cost through risk-sharing with customers. Looking ahead, Shaw expects continued growth driven by ongoing power market build-up and opportunities in related industries like petrochemical and refining.
Operations & Maintenance Operator Forum brochurePolly Freeman
The document announces the Operator Forum 2012 conference on optimizing operations and maintenance strategies for onshore and offshore wind portfolios. The conference will provide owner/operators a forum to collaborate with turbine manufacturers and service providers on driving down operational costs and improving turbine performance. Key topics will include establishing effective O&M models for offshore wind, proactive maintenance strategies, analyzing performance data, and determining the best options for post-warranty maintenance.
Public Service Enterprise Group held an energy and utilities conference in Miami Beach, Florida on May 29, 2008. The presentation included forward-looking statements about PSEG's performance, which may differ from actual results. It also noted factors that could impact PSEG's operating results such as energy industry and regulatory changes. PSEG Power represents the largest subsidiary and has a diverse portfolio of electric generation assets well-positioned to meet capacity and environmental requirements.
Public Service Enterprise Group held an energy and utilities conference in Miami Beach, Florida on May 29, 2008. The presentation included forward-looking statements about PSEG's performance, which may differ from actual results. It also noted factors that could impact PSEG's operating results such as energy industry and regulatory changes. PSEG Power represents the largest subsidiary within PSEG's diverse platform and provides earnings stability through its portfolio of electric generation assets.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail. TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, but this exposure is partially offset by its integrated retail business. TXU sees opportunities for mid and long term growth by improving operational excellence, implementing performance management, and optimizing its risk/return profile.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail.
TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, which produces power at a lower marginal cost than gas plants. However, the integration of its generation and retail businesses helps reduce volatility as the businesses' margins move in opposite directions with changing gas prices.
In the mid to long term, TXU aims to continue improving operational excellence across its businesses to enhance financial performance and total returns for shareholders.
A copy of the presentation by Sheryl French, Duncan Price and Tim Lunel at the CRIF Final Event on Tuesday 15th November at the SmartLife Centre, Cambridge.
This document provides an overview of Public Service Enterprise Group (PSEG) and its subsidiaries PSEG Power and PSE&G. It discusses PSEG's assets, earnings guidance, capital spending plans, and positioning in the energy industry. PSEG Power has a diverse fleet of generating assets located in attractive markets in the Northeast. Strong cash flow from Power will provide PSEG with $2.5 billion in discretionary cash through 2011 to support investments, shareholder dividends, and debt payments. Power's assets are well positioned for carbon regulation and its declining capital expenditures will result in substantial discretionary cash flows.
This document provides an overview of Public Service Enterprise Group (PSEG) and its subsidiaries PSEG Power and PSE&G. It discusses PSEG's assets, earnings guidance, capital spending plans, and positioning in the energy industry. PSEG Power has a diverse fleet of generating assets located in attractive markets in the Northeast. Strong cash flow from Power will provide PSEG with $2.5 billion in discretionary cash through 2011 to support investments, shareholder dividends, and debt payments. Power's assets are well positioned for carbon-constrained environments.
public serviceenterprise group investor factsheet 08finance20
Public Service Enterprise Group (PSEG) is one of the largest electric companies in the US operating through three principal subsidiaries: PSEG Power is a major electric generation supplier in the Northeast and Mid-Atlantic markets; PSE&G is a regulated utility engaged in electricity and gas transmission and distribution in New Jersey; and PSEG Energy Holdings focuses on electric industry operating segments and energy industry investments. PSEG is well positioned to benefit from investments in critical infrastructure as policymakers focus on reducing environmental impacts. PSEG has paid dividends every year since 1907, maintaining one of the longest records of dividend payments among public companies.
public serviceenterprise group investor_factsheet08finance20
Public Service Enterprise Group (PSEG) is one of the largest electric companies in the US operating through three principal subsidiaries: PSEG Power is a major electric generation supplier in the Northeast and Mid-Atlantic markets; PSE&G is a regulated utility engaged in electricity and gas transmission and distribution in New Jersey; and PSEG Energy Holdings focuses on electric industry operating segments and energy industry investments. PSEG is well positioned to benefit from investments in critical infrastructure as policymakers focus on reducing environmental impacts. PSEG has paid dividends every year since 1907, maintaining one of the longest records of dividend payments among public companies.
public serviceenterprise group Investor investor_factsheet 08finance20
Public Service Enterprise Group (PSEG) is one of the largest electric companies in the US operating through three principal subsidiaries: PSEG Power is a major electric generation supplier in the Northeast and Mid-Atlantic markets; PSE&G is a regulated utility engaged in electricity and gas transmission and distribution in New Jersey; and PSEG Energy Holdings focuses on electric industry operations and energy investments. PSEG is well-positioned to benefit from investments in critical infrastructure as policymakers focus on reducing environmental impacts. PSEG has paid dividends every year since 1907, one of only three companies to do so. The board recently increased the quarterly dividend by 10% as part of a 2-for-1 stock split, extending PSEG
public serviceenterprise group investor_factsheet08finance20
Public Service Enterprise Group (PSEG) is one of the largest electric companies in the US operating through three principal subsidiaries: PSEG Power is a major electric generation supplier in the Northeast and Mid-Atlantic markets; PSE&G is a regulated utility engaged in electricity and gas transmission and distribution in New Jersey; and PSEG Energy Holdings focuses on electric industry operating segments and energy industry investments. PSEG is well positioned to benefit from investments in critical infrastructure as policymakers focus on reducing environmental impacts. PSEG has paid dividends every year since 1907, maintaining one of the longest records of dividend payments among public companies.
public serviceenterprise groupinvestor_factsheet08finance20
Public Service Enterprise Group (PSEG) is one of the largest electric companies in the US operating through three principal subsidiaries: PSEG Power supplies electricity in constrained Northeast and Mid-Atlantic markets; PSE&G transmits and distributes electricity and gas in New Jersey; and PSEG Energy Holdings operates in the electric industry through its Global subsidiary and manages energy industry investments through its Resources subsidiary. PSEG is well-positioned to benefit from increased infrastructure investment and policies aimed at reducing environmental impacts. PSEG has a diverse portfolio of low-cost, base-load generating assets operating in tight markets as well as reliable utility delivery systems providing opportunities for growth and shareholder returns of 10-13%.
public serviceenterprise group investor_factsheet08finance20
Public Service Enterprise Group (PSEG) is one of the largest electric companies in the US operating through three principal subsidiaries: PSEG Power supplies electricity in constrained Northeast and Mid-Atlantic markets; PSE&G transmits and distributes electricity and gas in New Jersey; and PSEG Energy Holdings operates in the electric industry through its Global subsidiary and manages energy industry investments through its Resources subsidiary. PSEG is well-positioned to benefit from increased infrastructure investment and policies aimed at reducing environmental impacts. PSEG has a diverse portfolio of low-cost, base-load power generation assets operating in tight markets as well as reliable utility delivery systems providing opportunities for growth and returns through infrastructure development.
This document provides a summary of DTE Energy's business update presentation given at the AGA Financial Forum on May 5, 2008. It discusses DTE Energy's focused strategy of executing strong regulated utility growth and a value-focused non-utility plan. Specifically, it outlines DTE Energy's projected utility earnings growth rates, regulatory environment, and opportunities in areas like renewables. It also summarizes the composition and focus of DTE Energy's non-utility businesses. Finally, it provides an overview of Detroit Edison's general rate case and notes the importance of energy legislation passing in Michigan.
This document provides a summary of DTE Energy's business update presentation at the AGA Financial Forum on May 5, 2008. It discusses DTE Energy's focused integrated energy strategy of executing strong regulated utility growth and a value-focused non-utility plan. Specifically, it outlines DTE Energy's projected utility earnings growth rates, regulatory environment, and growth opportunities. It also provides an overview of DTE Energy's utilities and non-utility businesses and the proportion of projected 2008 earnings they represent.
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
EEI Conference presentation by C. John Wilder, Chief Executive Officer of EEI.
The presentation outlines TXU's long-term objectives of meeting growing Texas power demand through 9GW of new generation, maintaining residential market share, and building 10GW of generation in other US markets. It also discusses TXU's business units that compete across generation, wholesale, retail, and transmission/distribution. Finally, it summarizes TXU Power's mission to be a leading originator and constructor of baseload generation through developing a steady pipeline of opportunities and proprietary construction methods.
Public Service Enterprise Group (PSEG) provides a summary of its business segments and financial outlook. PSEG Power operates electric generation assets of 13,300 MW across diverse fuel sources. PSE&G operates New Jersey's electric and gas transmission and distribution networks. PSEG Holdings focuses on managing its existing lease portfolio and investment opportunities. PSEG anticipates $1.04-$1.14 billion in operating earnings from Power in 2008, $350-$370 million from PSE&G, and $45-$60 million from Holdings. PSEG will direct cash flows from its business segments towards growth opportunities, with a focus on improving reliability and meeting regulatory requirements.
Similar to Winnovation Business Plan Competition Entry (20)
2. Charles Collins
IESE MBA
The Opportunity
Commercialize Building Integrated Wind Turbines (BUWT) on “The Island”
Island Fact Sheet:
What is the Product? How to monetize? Why Now?
•Self-contained 8,872
Self contained
km2 island of 3.9mn
people
• Strong Public support on
• A Building Integrated • Building Owners allow us
•Strong Winds during 4
the island for using
Wind Turbine which can to install the turbines and
months of the year
renewables for achieving
coincide with peak be retrofit to fit on connect to grid in
g
energy demand due to greater autonomy
existing buildings or be exchange for 18% profit
tourist season
incorporated into new share • Innovative new technology
•Traditional Wind
building developments will create new market
• We generate revenues
Turbines not suitable for
and draw funding from
• Takes advantage of the through power
strong winds
•There are ~63k Venture Funds Private
Funds,
amplification of wind
lifi ti f id generation and th sale
ti d the l
Commercial Buildings Equity, and Government
speeds by built forms of CERs (Carbon Credit)
on the Island grants
• Marries the sources and • The installations will
•Most Costal Areas are
• Innovative Business Plan
uses of power on the generate utility quality
densely populated (441
does not require tax
people/ m2) leaving little
peop e/ ea g tt e island for maximum cash flows through the
room for traditional breaks for profitability
efficiency use of long term
wind farms
contracts
PRODUCT SPECIFICATIONS:
SPECIFICATIONS
Rated Power per BUWT: 500 kWH
~Annual Energy Production: 1,274,580 kWH
Carbon Credits (BUWT/yr):
( y) 680 metric tons
Installed Cost / kWH: $1,100.00
1
3. Charles Collins
IESE MBA
A New Business Model for the Wind Industry
Profits do not depend on government subsidies or tax breaks
Source of Revenues
Uses of Capital
•BUWT siting &
sources
•Internal R&D •Project
implementation Department and Management and
planning Prototyping Quality Control
•Contract •Patent Owner
Patent •In house
In
Internal Res
Counterparty •Manufacturing engineers for
•Presentation & Sell Electricity
Oversight and ongoing
demonstration of logistics maintenance and
technology management operations
Gross Revenue
$191,187
Contract
Manufacture Install Operate
per yr per BUWT
Host
BUWTs BUWTs BUWTs
Buildings
@ .15 $/kWH Gross
External Partners
•Commercial •Established •Contract
Sell Carbon
Real Estate production partner Installation from
Consultants w/ Credits
to manufacture experienced turbine
local networks: using existing lines crews and building
where possible: structure erectors:
t t t Gross Revenue
G R
$16,983
per yr per BUWT
@ $25.00/ton CO2
2
4. Charles Collins
IESE MBA
Detailed Revenue and Cost Calculations
The projected revenues are based on market price and BUWT efficiency assumptions
•Production per Turbine •Carbon Credit Revenue per •Costs per Turbine
How does this Turbine
•Capacity Factor: 30%
Capacity •Maintenance and Insurance
Maintenance
differ f
diff from a •Emission Factor (kg CO2 ($/kWH): 0.014
•Rated Power per Turbine
Offset/kWH):
traditional wind (kWH): 500.0 •Annual M&I Costs:
0.53 17,844
•Availability: 97%
Turbine? •CO2 Offset (kg Per year Per •Annual Payments to
•Hours Per Year: 8,760
Turbine): Building Owner (18% profit
•Annual Energy Production
679,351.14
679 351 14 share): 37,471
share) 37 471
•Lower C
L Capacity
it Per Turbine (kWH):
•Sales Price ($/Ton Offset •Total Annual Costs:
1,274,580
due to compact Carbon): 55,315
•Generation Revenue per
25.00
size and building •Estimated Annual Net
Turbine
•Total Carbon Revenue Per Income ($):
integration •Energy Price to Consumer
Year ($): 152,856
,
($/kWH): 0 2
0.2
16,983.78
16 983 78 •Estimated Installed Cost
•Energy Value when sold
•Estimated Total Gross
•Higher Generation ($/kW): 1,100 (Includes
wholesale ($/kWH): 0.1
Annual Revenue ($): estimated cost of Carbon
Revenues due to •Energy Sold Onsite: 50% 208,171 Credit Filing)
•Gross Revenue Rate
onsite sales at •Estimated Installed Cost ($)
($/kWH): 0.15
550,000
550 000
market rate
kt t •Estimated Annual Revenue
•Payback Period Per Turbine
191,187
(yrs) 3.60
•Lower Installed
Cost as building
structure
str ct re replaces
Power Carbon
tower
Cost Structure
Revenues Revenues
3
5. Charles Collins
IESE MBA
Market Penetration Targets and Timeline
2642 Turbines producing 15% of Island Power will be implemented by Year 19
Island Electricity Consumption (kWH/year) 22,450,000,000
Target % of Power to be Provided
Target % of Power to be Provided 15%
2642
Required Number of Turbines 2,642
2518
Est # Commercial Buildings on Island 63,661
# of turbines/ Building 2 2347
Target # Buildings 1,321 2176
% of All Commercial Buildings on Island
% f All C i l B ildi Il d 2%
2005
1834
1663
1492
Positive Cash Flow At 750 BUWTs
1321
1150
Prototype Only
950
Functioning BUWT in
g
Year 1: Will be critical in 750
fund raising and contract
550
acquisition effort
350
200
85
30
10
1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Targeted Number of Installed BUWT by Year (Cumulative)
T t dN b f I t ll d bY (C l ti )
4
6. Charles Collins
IESE MBA
Cash Flow and Funding Needs
Cash Flow Positive Starting Year 7, CAPEX Self Financed Starting Year 10
$450
Phase 1: Venture Finance of 3.8mn over 2 yrs
Cash Flow Highlights: $400
Phase 2: Private Equity Finance of 6 4mn over 1 yr
6.4mn
•Initial Valuation of
Initial
$350
3.8mn with Discount
Phase 3: Debt Financing of 105mn over 4 yrs
Rate of 35% $300
•Positive Cash Flow
$250
achieved during year 8
ons
•Initial Debt Principal
$200
Millio
Paid by Year 10
•Possibility of Self $150
Financing after Year 10
$100
•Leverage Never
Exceeds 81% of Firm $50
Value
$0
•Conservative Valuation
does not include Market
-$50
Price increases for 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Electricity or Carbon
C ed ts
Credits
20yr Cash Flow P j ti
20 C h Fl Projection Cumulative C h N d
C l ti Cash Needs
Year 1 2 3 4 5 6 7 8 9 10
Number of Installed Turbines 1 10 30 85 200 350 550 750 950 1150
New Turbines Per Year 1 9 20 55 115 150 200 200 200 200
Annual Income
A lI 152 856
152,856 1 528 559
1,528,559 4 585 678
4,585,678 12 992 753
12,992,753 30 571 184
30,571,184 53 499 571
53,499,571 84 070 755
84,070,755 114,641,939
114 641 939 145,213,122
145 213 122 175 784 306
175,784,306
CapEx 550,000 4,950,000 11,000,000 30,250,000 63,250,000 82,500,000 110,000,000 110,000,000 110,000,000 110,000,000
Simple Free Cash Flow (397,144) (3,421,441) (6,414,322) (17,257,247) (32,678,816) (29,000,429) (25,929,245) 4,641,939 35,213,122 65,784,306
Cumulative Cash Needs 397,144 3,818,585 10,232,907 27,490,154 60,168,971 89,169,399 115,098,644 110,456,705 75,243,583 9,459,277
NPV 3,847,204 5,590,869 10,969,114 21,222,627 45,907,793 94,654,337 156,783,783 237,587,352 316,100,987 391,523,210
Implied Leverage 10% 61% 58% 81% 71% 31% 17% 0% 0% 0
5
7. Charles Collins
IESE MBA
Marketing Strategy
BUWTs will be marketed through a consultative selling process
Key Marketing Question Answer based on Firm Marketing Action Plan
Strategy
What is the desired outcome of Building Owner Signs long term Focus on Commercial Building
the sales process? contract (20yrs+) for BUWT Segment and with emphasis on
Segmentation
installation portfolio owners
What do we offer these Reliable,
Reliable Localized Power supply Use Consultative Selling Process
Building Owners and and 18% Profit Sharing. to demonstrate the contract
Customer Needs
Operators? Enhanced Building Value benefits in one to one meetings
and presentations
How do we get access to the At first we need the help of Partner with the top Commercial
Executive Level Decision people in the professional Real Estate Brokers to get us in
Decision Process
Makers? network of targeted owners the door to their clients. Offer
finders fee for consummated
deals
How do we build credibility We need to have demonstrated First, successfully launch a
Branding
with potential contract proof that our product works and working prototype of the BUWT.
holders? the we can seamlessly Salesmen will take potential
incorporate out product in their clients for site visits and
buildings demonstrations
Context Does the context (business Yes. The island’s residents have Develop marketing materials
environment) provide us with demonstrated their desire for focused on the alignment of our
any advantages? greater energy independence. product with the goals of the
Islanders.
Islanders Seek out political allies
for our projects
6
8. Charles Collins
IESE MBA
Operations: Detailed Implementation Strategy
Deployment involves a 2 pronged approach: BUWT installation and Carbon Filing
ID Task Name Duration Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11
1 BUWT Implementation Schedule 76 days
2 Building/Wind Assesment 1 wk
3 BUWT Integration Design 2 wks
4 Environmental Study 3 wks
5 Contract Consumation 1 wk
6 Permitting and P ublic Consultation 6 wks
7 Economic and Fiancia l Analysis 2 wks
8 Manufacturing 1 wk
9 Site/B uilding Preparation 1 wk
10 Construction/Installation 1 wk
11 Commissioning 1 wk
12 Operation and Maintenance 1 day
13 CDM Proj ect Cycle 201 days
14 Project Proposal (PIN Submission) 3 mons
15 Carbon Asset Due Diligence
g 2 mons
16 Validation P rocess 2 mons
17 Negotiation of Project Agreements 3 mons
18 Periodic Verification 1 day
Key Risks: BUWT Process Key Risks: CDM Process
• Adverse Environmental • Failure to achieve Regulator
Impact Found Approval
• Contract Negotiations • Failure to find Buyer
Collapse • Fewer credits awarded than
• Permit Not Granted projected in CF Analysis
pj y
• Damage to Existing Building
7