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Dipresentasikan oleh Bapak Dwi Kusumantoro dari Sekretariat Jendral Dewan Energi Nasional pada IEA-APEC/ASEAN Emergency Response Exercise (ERE) yang berlangsung pada tanggal 2-3 Mai 2011 di Bangkok, Thailand.
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One of the many causes of failure of Off-grid electrification project is not involving the community in the development of project. A model has been developed and demonstrated for prefeasibility analysis of off-grid electrification projects. This model compares the two cases for each possible scenario for the site. Two cases are conventional off-grid electrification and off-grid electrification with investment in downstream productive activities. The model has been successfully demonstrated for Village Gorad, District Thane, Maharashtra, India. The results show that the sustainability of the project can be assured by initiating productive activities in the remote communities.
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One of the many causes of failure of Off-grid electrification project is not involving the community in the development of project. A model has been developed and demonstrated for prefeasibility analysis of off-grid electrification projects. This model compares the two cases for each possible scenario for the site. Two cases are conventional off-grid electrification and off-grid electrification with investment in downstream productive activities. The model has been successfully demonstrated for Village Gorad, District Thane, Maharashtra, India. The results show that the sustainability of the project can be assured by initiating productive activities in the remote communities.
Business Forum: Nuclear & Renewable Energy - Yamanisustg
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
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Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
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SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
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However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
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GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
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2. 1Q10 Main highlights
Operational
Operational Energy generation 55% higher than physical guarantee
Raise of 8% on billed energy with AES Eletropaulo due to bilateral contract seasonality,
to be offset throughout this year
Financial
Financial Ebitda reached R$ 378 million, with margin of 82%
Decision favorable to the Company on legal dispute with Furnas created a positive impact
of R$ 43 million in financial result
Net income of R$ 239 million, presenting an increase of 11% compared to 1Q09 (R$ 211
million without considering the non-recurring event abovementioned)
Subsequent
Subsequent 1st debenture issuance of the Company, amounting R$ 900 million and pre-payment of the
Event
Event only existing debt on May, 4th 2010
2
3. Reservoirs level and CAR1
• AES Tietê reservoirs levels closed the quarter with an average of 97% and the stored
energy in the Southeast Submarket stayed well above the CAR¹ throughout 1Q10
Reservoirs Level - (%) Risk Aversion Curve – Southeast Submarket
80
% of Maximum Stored Energy
60
98.9
97.2
92.0
92.4
85.3
83.0
40
80.8
72.9
65.5
72.6
54.5
47.3
20
-
Southeast South Northeast North Jan Apr Jul Oct
2009 2010 CAR
2009 1Q09 1Q10
1 – Risk Aversion Curve Source: National Electric System Operator – ONS 3
4. Operational availability
• Maintaining high operational availability with a level of generated energy 55% higher
than the physical guarantee
Energy Generation – MW Avg.1
155%
130%
121% 119%
115% 1,979
112%
1,665
1,545 1,512
1,467 1,425
2005 2006 2007 2008 2009 1Q10
Generation – MW Avg. Generation / Physical Guarantee
1- Generated energy divided by the amount of period hours 4
5. Billed energy
Billed energy was 12% higher due to seasonality of bilateral contract with AES
Eletropaulo and greater volume of secondary energy in 1Q10
Billed Energy – GWh1
Spot Market2 12 %
4,164
3,705 589
MRE2
335 511
49
563
Other Bilateral Contracts 19
2,787 3,015
AES Eletropaulo
1Q09 1Q10
1 - Including energy purchased 2 – Considers the difference between the sale and purchase volume 5
6. Investments
Investments of R$ 6 million in maintenance and modernization of power plants and
R$ 1 million in environmental projects in 1Q10
Investments – R$ million Investments 1Q10
New SHPPs
67
Investments 6% 2%
9
59 57 18%
20 13
75%
58
44
39
1 1 Equip. and Maint. New SHPPs
8 7
IT Environment
2008 2009 2010(e) 1Q09 1Q10
6
7. Projects to comply with the expansion obligation
Opportunities to increase installed capacity
Concluded
Concluded 6 MW of co-generation through biomass, contracted for 15 years (as of 2010)
(PPA1)
(PPA1)
Under 7 MW of hydro generation through SHPPs2 in Jaguari Mirim River
Under
Construction
Construction – São José SHPP (4 MW) has an estimated start-up in 2H10
– São Joaquim SHPP (3 MW) has an estimated start-up in 2H10
Under
Under 500 MW of thermo generation through natural gas
Development
Development – Location has been defined in Nov/2009
– Initiation of the environmental licensing process, with entry on CETESB in March/2010
22 MW of hydro generation through SHPPs, in stage of technical and economic feasibility
studies
1 – Power Purchase Agreement 2 – Small Hydro Power Plant 7
8. Net Revenue
Increase of 8% in volume and 1.53% in the energy price sold to AES Eletropaulo
contributed to raise of 10%in net revenue
Net Revenue – R$ million
460
10%
417
1Q09 1Q10
8
9. Costs and expenses
Costs were impacted by biannual lock maintenance, increase in head counting and
salary, and a complement on the provision regarding lawsuit with AES Sul
Depreciation and Amortization - 7% 98
92 16
Operational Provisions
16 5
Other Costs and Expenses1 27 30
Energy Purchase, Transmission 48 48
and Connection Charges,
and Water Resources
1Q09 1Q10
1 - Personnel, Material, Third Party Services and Other Costs and Expenses 9
10. Ebitda change
11% raise in Ebitda, with 82% of margin
Ebitda – R$ million
82% 82%
11%
Ebitda Margin
378
342
1Q09 1Q10
10
11. Financial result
Positive impact of R$ 43 million in financial result due to Company’s favorable
decision in a lawsuit with Furnas and a negative impact of the IGP-M of R$ 39 million
in the Company’s debt
Financial Result – R$ million
- 66%
3
1
1Q09 1Q10
11
12. Net income
Company registered a net income of R$ 239 million in 1Q10 and will distribute 100% of
the result
100 % 100 %
11 % 239
Pay-out 215
1Q09 1Q10
12
13. Cash flow generation
Growth of 24% in operating cash flow generation
Consolidated Managerial Cash Flow – R$ million
1Q09 4Q09 1Q10
Initial Cash 840 652 615
Operational Cash Generation 297 297 368
Investments (11) (24) (8)
Net Financial Expenses (6) (14) (12)
Net Amortization (53) (59) (60)
Income Tax (253) (18) (328)
Free Cash Flow (25) (183) (41)
Dividends and Interest on Equity 0 221 0
Final Cash 814 615 574
13
14. Debt
Reduction of the debt cost from IGP-M + 10% p.a. to CDI + 1.20% p.a.
Net Debt – R$ billion Overlook on the 1st debenture issuance
R$ 900 million
0.3x 0.3x 0.3x 0.3x
5 years term
CDI + 1.20% a.a.
Payment on semiannual basis
0.4 0.4 0.4
0.3 Fixed amortization on the 3rd, 4th, and 5th years
Objective: pre-payment of Eletrobras debt
2008 2009 1Q09 1Q10
Net Debt Net Debt / Ebitda
14
15. Capital market
37% growth in daily average volume traded in 1Q10
AES Tietê X Ibovespa X IEE Daily Avg. Volume - R$ thousand
Last 12 Months 13,708
10,187
190
170 + 72% 8,160
150 + 45% 8,086 9,756
130 + 10%
110 5,468
90
70
2,692 3,952
Mar-092 Jun-09 Sep-09 Dec-09 Mar-10 2,101
1Q10
110 2008 2009 1Q10
+ 3% Preferred Common
100 0%
- 3% GETI4
90 IBOV
IEE
Dec-093 Jan-10 Feb -10 Mar-10
15
1 – Index: 03/31/09= 100 2 - Index: 12/31/09 =100
16. 1Q10 Results
The statements contained in this document with regard to
the business prospects, projected operating and financial
results, and growth potential are merely forecasts based on
the expectations of the Company’s Management in relation
to its future performance.
Such estimates are highly dependent on market behavior
and on the conditions affecting Brazil’s macroeconomic
performance as well as the electric sector and international
market, and they are therefore subject to changes.
.