Risk management and project finance is an important element financing method based on the distribution of risks among the participants.

This issue is especially relevant for large projects based on innovative technologies, which carry the greatest risk for potential investors and lenders.

CP Finance UK Finance offers long-term financing for projects around the world, including loan guarantees.

We offer professional customer support at all stages of investment, including professional planning and risk management in project finance.

The concept of risk in project finance

Risk management in project finance is one of the most important elements of project management.

While much attention has been devoted to describing the various types of risk in the project finance literature, the definition of risk itself has been largely ignored. In its most simplified form, risk can mean a threat to the implementation of plans.

However, such a general definition has the disadvantage that it is difficult to draw conclusions about the nature of the risk and the type of risk based on it.

In the case of investments in the securities market, the measure of risk is the dispersion of predicted or empirically observed results in relation to the expected level. A commonly used synthetic risk measure defined in this way is the standard deviation. The disadvantage of this risk measure is that it takes into account both negative and positive deviations from the expected value, in connection with which the concept of semi-deviation was introduced, which takes into account only those situations that have a negative impact on the result of the project.

Both standard deviation and semi-deviation require a large amount of data to obtain reliable results.

Due to the significant differences between individual investment projects, it is difficult to find comparable historical data that could be used to assess the risk of each new project.

The only way out in this situation is the expert method and modeling of various scenarios and their chances, as well as sensitivity analysis. The use of these methods makes it possible, for example, to compare two projects in terms of the impact of interest rate risk on the final effect of the project.

At the same time, the complexity of the projects does not allow for a deep study of all the factors that affect the final result of the investment project. There are threats here that cannot be quantified. This happens, for example, when the implementation of the project is under threat due to the lack of appropriate qualifications of management personnel. It is impossible to estimate in advance either the potential losses that may arise as a result of inefficient management, or the likelihood of such a situation occurring.

There is no doubt, that large companies need to protect themselves from such a threat, and from this point of view, this is an element of risk management.

It is assumed that a risk can be considered when the chance of an event affecting the outcome of a project is known. When this chance is unknown, we are dealing with a decision-making situation under conditions of uncertainty. However, the goal of risk management in project finance is not so much to quantify all risks, but to accurately identify areas of threat and develop effective methods to protect against them.

Based on these considerations, a general definition of risk can be adopted.

Risk in project finance can be viewed as the possibility of a situation or event that has a specific negative impact on the financial result of an investment project.

There are several implications of this definition of risk.

First of all, we are talking about the possibility, not the probability of a certain situation.

This approach not only allows the inclusion of non-quantifiable hazards in the analysis, but also has a significant impact on the risk testing methodology.

In the case of project finance, the emphasis is on qualitative rather than quantitative description of threats. Among other things, the so-called risk classification. This is a grouping of project risks into classes and a subsequent risk assessment of each risk group. If a comprehensive and unified risk classification and comparable risk measures are used, the result of the analysis will be a complete picture of the risks associated with the project.

Another distinguishing feature of risk is that it covers the possibility of only such an event that has a specific financial impact on the investment project. For example, in the case of the construction of a cement plant, the element of risk will not be a fall in demand for concrete, but a possible fall in prices caused by it. With a simultaneous decrease in the supply of gasoline on the market, factories can sell all products at a constant price, despite the decrease in demand.

Another important feature of the aforementioned concept of risk is that only those events that have a negative impact on the finances of the project are taken into account. It is not the fluctuation of the exchange rate itself that is an element of risk, but its changes, leading to a decrease in project income or an increase in project costs.

This distinguishes the concept of risk management in project finance from the simple equation of risk with variability in outcomes that occurs in many areas.

Corporate finance vs project finance

Due to the large scale of investment projects covered by the project finance, as well as the long payback periods of these investments, most of these projects are characterized by high risk.

For these reasons, the rational sharing of risks management among project finance participants is considered to be the most important advantage of this method of investment financing.

In the case of a traditional investment loan, the borrower is liable to the bank with its assets and thus assumes all the risk associated with the project. Both banks and other lenders, in order to minimize the risk associated with issued loans, often require collateral that significantly exceeds the value of loans issued. Thus, lenders increase their chances of getting their money back in case of failure of the investment project or financial difficulties of the debtor.

The situation is different with project finance.

Due to the scale of projects and their isolation from sponsors, the assets of a special purpose vehicle (SPV) are usually not enough to repay the debt. For this reason, lenders have to look for alternative ways to secure their financial interests.

These may be guarantees from large financial institutions or other parties involved in the project.

There are two basic forms of project finance:

• Non-recourse financing.
• Limited recourse financing.

Although one of the main benefits of project finance is to reduce the risk of sponsors, non-recourse financing in its purest form is extremely rare.

In such a case, the project proponents would only be liable to the extent of their contributions to the capital of SPV, and the lenders would bear a very high risk. For this reason, limited recourse financing is most commonly used. This provides a reasonable level of risk for lenders, which will be lower than with traditional financing methods.

Some experts mention full recourse financing, but this method differs little from traditional debt financing. Regardless of the extent to which the obligations of the project sponsors are guaranteed, the principle of risk sharing transfers some of the risk that usually falls on the project initiators to other participants.

There are three levels of risk sharing that can be distinguished here:

1. The large scale of projects implemented under project finance schemes usually involves the presence of several sponsors. By creating a separate entity in which each of the sponsors has a certain share, they share the risk associated with this project among themselves.

2. The risk is shared between the sponsors and the SPV implementing the project and the entities providing external capital. Lenders waive traditional guarantees, and are limited to project assets. Certain part of the risk associated with the failure of the project, the delay in debt repayment or the need for additional financing, is assumed by lenders.

3. Both project initiators/sponsors and lenders try to minimize their risk by transferring it to third parties. Potential risk areas are analyzed and project finance participants that have the greatest impact on minimizing a certain type of risk are identified, after which they are made responsible for managing this risk. For example, to minimize the risk of delaying commissioning, contractors must ensure that work is completed on time.

The introduction of project finance schemes is excellent for risk management, which is of great importance in the case of large investment projects, the failure of which means huge losses for both their initiators/sponsors and lenders.

Due to the isolation of the project from the structures of its initiators, it is relatively easy to identify and manage areas of potential risk. This allows companies to implement projects with a relatively high level of risk, which they previously did not dare to.

On the other hand, the additional risk to the lenders makes the project finance more expensive due to the higher risk premium.

Project finance is a method that allows such contracts to be structured on a case-by-case basis where each participant bears an acceptable level of risk.

Moreover, the rational division of risks between the most competent participants leads to a decrease in the overall risk level of the project.

For example, burdening a construction contractor with the consequences of delaying the commissioning of a building will force him to do everything to prevent this from happening. The capital provider, for example, has no such influence on the construction schedule, and therefore cannot influence the risk sufficiently.

Types of risks at different stages of the project

A large number of risks associated with projects and their diversification cause problems with classification.

Depending on the purpose of the risk analysis, they can be classified according to different criteria. In PF, insured risks, bank risks, and sponsor risks are often distinguished.

While insurance risk is easy to separate, the division between bank risk and sponsor risk is highly variable. While banks try to minimize exposure to other types of risk besides credit risk, in the case of project finance they tend to take on most of the risks traditionally borne by business owners. Moreover, it is rare that only one project participant bears a certain type of risk. Typically, risks are distributed in such a way that each participant has an acceptable level of risk.

Another proposed risk classification is the separation of internal and external threats. This classification is difficult in practice for two reasons.

First, he does not clearly separate the causes and characteristics of these two groups of risks, as well as the tools for managing them.

Secondly, it causes significant difficulties in classifying certain risks.

For example, the risk of cost overruns is classified as an internal risk, but one possible reason for cost overruns is changes in regulations requiring the purchase of equipment that meets more stringent standards (external).

Groups of risks with similar characteristics can usually be minimized using similar tools, so this classification greatly facilitates the development of a risk management strategy and is an excellent starting point for further risk analysis.

Due to the complexity of risk classification in project finance, a single universal scheme has not yet been developed.

This classification is used quite often, but there is no consensus among financial experts regarding a more detailed classification of risks within these three groups.

This classification covers all the most important types of risks arising from the implementation of investment projects based on project finance. It also groups risks so that appropriate tools can be selected to manage each of the identified risk groups.

It is worth mentioning the classification of risks by phases of the investment project. This is extremely useful from a risk management and project finance point of view and is often used in practice to prepare appropriate strategies for each stage of an investment project.

Modern approach to risk management in project finance

The state of uncertainty is inconvenient for all participants in investment projects.

The higher the risk, the higher the probability of business failure and loss of invested funds. At the same time, there is increasing pressure from lenders to pay higher risk compensation. This increases the cost of the project, and high risk is often the reason for abandoning it.

There are many methods, schemes, models and tools to reduce the uncertainty associated with the investment process.

Risk management in project finance consists of analyzing information about potential threats, and taking active steps to counter them.

These areas are not independent, but complement each other. Analysis of risk information allows the project team to assess whether the level of risk is acceptable or mitigation measures are needed. On the other hand, risk cannot be managed without continuous monitoring of the consequences of the actions taken. Therefore, continuous collection of risk information is essential for effective risk management in project finance.

Therefore, risk management is not a one-time activity performed during the planning phase of a project. At this stage, it is necessary to carefully analyze the risks of the project and develop ways to deal with them. At the same time, it is critical to constantly monitor the situation and adjust the risk management strategy in accordance with the changing situation.

The risk management process can be represented as follows:

1. Identification of risk areas.
2. Determining the threat posed by the different types of risk.
3. Choice of strategies and tools of risk management.
4. Implementation of the chosen strategy.
5. Monitoring and control of project results.

In a complex investment project, it is not easy to renegotiate contracts between participants, but there are a number of tools that can be used to manage risks in the investment process.

This can be, for example, additional insurance or swaps. Their number is not limited, and their use depends on the experience and qualifications of the project team. The main risk management tools in project finance will be presented below.

The template use of one tool helps to protect against any risk only in rare cases. For this reason, several options are usually used, and the risks are shared among the participants. For example, a special purpose vehicle can reduce risk by using non-combustible materials in the construction of the facility. This will reduce the threats associated with fire.

However, SPV can pass on some of the fire risk to the insurance company by purchasing a policy.

In some cases, the interests of individual project finance participants seem to conflict with the interests of the project as a whole.

For example, shifting foreign exchange risk to lenders is contrary to their desire to minimize their risk. On the other hand, banks are best prepared to work with financial instruments, so taking on the management of cash flows in various currencies is optimal from the point of view of the project, as it minimizes the likelihood of losses associated with incorrect financial decisions.

It should be emphasized that both methods of risk management, risk minimization and risk sharing, are equally important, since the main goal of risk management in project finance is to structure the project in such a way that each participant bears an acceptable risk while minimizing the risk of the project as a whole.

Risk management in Project finance is characterized by a broad understanding of project management.

Risk minimization methods include not only classical instruments, such as, for example, insurance policies, swaps or guarantees, but also all actions aimed at reducing the risk of certain situations.

This includes proper project design, hiring experienced engineers and operators, or the aforementioned use of non-combustible materials in construction.

Risk of depletion of natural resources

This is a risk inherent in projects aimed at the extraction or processing of natural resources (mining and processing plants, quarries, mines, cement plants, etc.).

Such projects are often carried out using the PF method, and therefore this risk is considered an important element of project management.

If the mineral reserves turn out to be less than predicted, there is a serious threat to the continuation of the entire investment project. Under extremely unfavorable circumstances, too small deposits can lead to a situation in which the operating profit of the project will not be enough to repay the debt.

On the other hand, the deposit may turn out to be of much worse quality than expected. This results not only in a lower sale price, but also in higher extraction costs, which can also increase the loan repayment period. Similarly, more inaccessible deposits require higher extraction costs and more time to exploit.

The risk of depleting reserves could lead to the threat of timely debt service and force creditors to reduce subsequent tranches and change the terms of financing.

In the worst case, the SPV may be unable to repay its debts as a result of unsuccessful operating activities.

The following are some of the risk management and project finance tools:

• Choosing an experienced operator.
• Conducting independent research.
• Financing flexibility.
• Sponsor guarantees.

While this risk is typical of the business activities of project sponsors, banks often take on some of this risk.

Financing projects to develop mineral deposits is a highly profitable but high-risk activity. For this reason, banks involved in projects of this type do so with the utmost care and make every effort to minimize the uncertainty that accompanies each project.

Operational risks

This is another technical risk, but it only occurs during the operational phase of the project.

As already mentioned, each project phase is characterized by a different risk management strategy.

During the operational stage, collateral and most of the safeguards used in earlier phases of the project are no longer valid.

For these reasons, debt repayment depend on the facility’s operating performance. Both technical (equipment failures, infrastructure problems) and economic (fuel prices), as well as organizational and other problems can affect the business.

If the production is lower than expected, the revenue is also lower, which may threaten the timely payment of the debt. Similarly, poor quality can lead to lower prices and marketing problems. On the other hand, high production costs reduce operating income, which also negatively affects the SPV’s ability to service debt.

The most important reasons for operational risk include the following:

• Implementation of innovative, untested technologies.
• Errors in the design and construction of structures and devices.
• Low quality products and the use of cheap materials.
• Wear and tear of machines and equipment.
• Improper operation and maintenance.
• Low infrastructure efficiency.

In the case of project finance, this risk is very important, because projects implemented with this method are often so large and technologically complex that even experienced teams of engineers have problems with predicting threats to the proper operation of their projects.

Nevertheless, the operational risk can be reduced and shifted to other project participants.

Some tools for risk management:

• Right choice of technology.
• Selection of experienced contractors.
• Independent technological expertise.
• Contractor’s guarantees.
• Sponsor guarantees.
• Investment support.
• Insurance.

Financial risks

Financial risk is an integral element of any investment project.

Due to the large scale of projects, high debt, and significant cash flows that accompany project finance, this risk can have a significant impact on the success of a project and its ability to repay debt.

This group includes inflation risk, currency risk, and interest rate risk. Serious threats posed by the financial risk to the project require a comprehensive analysis and development of appropriate tools to manage these risks.

These tools include, among others:

• Fixed interest rates.
• Balancing cash flows.
• Interest rate swaps.
• Foreign exchange swaps.
• Currency options.
• Forward contracts

Refinancing risks

This is a specific group of risks, since it mainly concerns lenders, while collateral and refinancing risks can be transferred to other entities to a very limited extent.

Collateral risk is a typical credit risk. Each bank carefully examines the collateral for a loan before making a decision on its issuance. However, the basis for granting a loan is the solvency of the borrower, and the collateral is only a type of guarantee for the return of invested funds in case of financial problems of the borrower.

Risk management in project finance focuses on the project’s ability to repay debt with expected cash flows.

Collateral is a secondary element of credit risk minimization and is usually not of sufficient value to cover liabilities to the bank.

This can be explained not only by the nature of project finance, but also by the high specialization of investments made using this method.

Changes in the value of collateral can have many reasons, including instability of commercial law, borrower’s actions leading to a decrease in the value of assets, and the situation on a given market. In practice, lenders have very little influence on the collateral risk in the case of project finance.

For example, it is impossible to force SPV, to provide more liquid assets, because the company only has limited assets needed to implement a given project.

This risk can be managed to a limited extent by the following tools:

• Collateral valuation.
• Guarantees and security system.
• Involvement of a legal advisor.

Since the impact of force majeure on the project cannot be prevented, the management of this risk is focused on providing ex post coverage of losses and is very limited.

If you are interested in project finance, please contact CP Finance UK Finance.

Our experienced financial team is ready to offer you customized solutions for any project, including professional risk management and consulting support from planning to the operation stage.

CP Finance UK FINANCE LIMITED
Website:https://c-pfinanceuk.com/
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The global impact of venture capital investment and financing services is backed by facts, figures, company names and brands.

The following facts and examples highlight the important role of venture capital in the global economy and innovation and its ability to shape the future.

In 2022, global venture capital investments reached $445 billion. Major venture capital investment and financing players included companies and funds such as Sequoia Capital, Andreessen Horowitz, SoftBank Vision Fund and many others. Companies that have received early backing from VCs include internationally renowned giants such as Google, Facebook, Amazon, and Alibaba.

Venture capital has played a key role in the development of new technologies such as artificial intelligence, blockchain, biotechnology and electric vehicles. For example, Tesla, which received support from venture investors, revolutionized the market for electric vehicles.

Cities like Silicon Valley, New York and London have become global hubs for innovation and start-up companies thanks to venture capital.

Venture capital investment and financing help create millions of jobs around the world.

For example, Amazon said that the company created more than 400,000 jobs in 2020.

VCs support the development of new industries and helps increase economic growth. In the United States, venture-backed startups account for over 20% of GDP. Venture capitalists and startups often work globally, collaborating with companies and investors from different countries. This facilitates the exchange of knowledge and technology between different regions.

Venture capital investment and financing is the engine of economic growth in the modern world.

This financial instrument not only supports countless startups, but also significantly contributes to the formation of new industries and technological revolutions.

Against the backdrop of global development, venture capital has become particularly relevant and has become a key element of innovation ecosystems.

The essence of Venture capital investment and financing services

Venture capital is a form of financing in which investors (usually venture capitalists or venture capital funds) provide financial support to start-ups and young companies with high growth potential.

This type of investment is usually associated with risky projects, but with successful development, they can bring high returns.

Venture capital often reflects current global business trends. In recent years, for example, there has been an increase in interest in sectors related to artificial intelligence, blockchain, green energy and healthcare. This type of capital has a global impact, and venture funds can invest in companies located in different countries. It facilitates the international exchange of ideas and techs.

Large investors understand that they carry high risks, but also have the potential for high returns. Successful investments in startups can bring multiple returns, offsetting losses from unsuccessful projects.

Venture capital investment and financing is an important part of the startup ecosystem.

It promotes the creation and development of innovative companies, as well as provides them with access to the necessary resources. Different countries have different laws and regulations regarding venture capital. This may include registration requirements for venture capital funds, investment rules, and even tax considerations.

Here are some general aspects of venture capital and related services:

• Startup funding. Venture capitalists provide funding to startups to help them grow, scale, and reach new heights. These investments can be used for product development, marketing, recruitment, and other operations.

• Advice and mentoring. Venture capitalists often provide strategic guidance and advice to startups. They may have business experience and knowledge that will help startups avoid mistakes and make the right decisions.

• Networking resources. Venture capitalists can provide startups with access to their professional networks, which can help them find new clients, partners, and investors.

• Risk management. Venture capitalists understand that startups carry high risks and are willing to take them on. They invest in several companies, knowing that not all of them will be successful, but at the same time hoping that one or more of them will bring a large profit.

• IPO or acquisition stage. The goal of VCs is often to go public with an IPO or sell the company to another major player. This is the moment when a venture investor can get a return on their investment with a profit.

• Areas of interest. Venture capital funds often focus on specific industries or technologies, such as information technology, biotechnology, clean energy, and others. This allows them to invest their resources and expertise in certain sectors.

Venture capital can be divided into different stages of financing, including the first stage (seed), the enterprise stage (series A, B, C, and so on) and the IPO stage. Each stage has its own characteristics and requirements, and venture capitalists can specialize in specific stages.

Venture capital investment and financing plays a key role in the development of innovations and startups at different stages.

It provides not only financial support, but also valuable resources, expertise and contacts to help young companies succeed and stimulate their growth.

Stages of financing venture projects

Financing of large venture projects goes through several typical stages, starting from the very early pre-seed stage and ending with the stage of entering the public market or a deal with the investor.

It is important to note that the names of the stages and their nature may vary slightly in different regions and industries, but the overall structure remains the same.

Pre-seed stage: This stage is the earliest. Usually co-founders of the company pass it, using their own financial resources or funds from personal contacts. The main goal at this stage is to create a concept and prototype of the product, as well as to conduct initial market research.

Seed stage: At this stage, the startup is looking for funding to develop its product and start scaling. Investors in the seed stage can include angel investors as well as small venture capital funds. The main task is to prove the concept, attract the first customers and prepare for the next stage.

Enterprise stage: At this stage (series A, B, C and so on), the company has already proven its worth and is ready to scale the business. This stage typically involves raising large amounts of funding from venture capital funds and serious institutional investors. The goal is to increase market share, strengthen marketing and sales, and expand the professional team, laying the foundation for future success.

Exit process: This stage is essentially an event where investors get their investment back with a profit. One of the possible ways is to enter the public market through an IPO (initial public offerings). Another option is the sale of the company (acquisition) by another large company.

Each stage has its own characteristics and requirements:

• Series A onward: These stages typically require a higher degree of proof of success and more detailed business data.
• Seed stage and series A: the emphasis is usually on the team and the idea, as well as the potential for future growth.
• Exit process: This is the final stage where investors hope to make significant profits.

Each stage of financing venture companies includes several rounds of investments. Companies may overlap with stages, depending on their growth and needs. The size of investments and the structure of financial transactions can also vary greatly depending on the region and particular industry.

The largest venture investment projects in the world

Venture capital services act as the driving force behind innovation around the world, supporting the birth and growth of hundreds of thousands of startups.

These projects not only transform industries, but also make significant contributions to the global economy. Venture investors support innovative entrepreneurs and companies, providing them with the funding to realize their ideas.

Let’s dive into the world of venture capital and look at some of the most impressive venture capital projects across the world. In this list, we will introduce you to successful and innovative companies that have received significant investment and made a significant impact in the global market.

Venture capital and accelerator services

When implementing an investment construction and financing of solar plant in the UAE in the early stages, it is important to choose a contractual structure (types of contractors, the sequence of signing and the relationship of contracts).

This will allow the project to be implemented as soon as possible with the lowest cost and with the most efficient risk management.

It is important to remember that when assessing the effectiveness of a contractual strategy, timing, cost and risks must be assessed inseparably from each other. For example, the higher cost of building a solar power plant under an EPC contract may be more profitable due to the early commissioning of the facility.

When determining the contract strategy for the construction and financing of solar plant in the UAE and other of large energy facilities, many factors are taken into account:

• Location of the construction site.
• Special requirements for a specific type of object.
• Selected source of financing (investor’s own funds, construction loan, project financing).
• Type of construction (greenfield, brownfield, reconstruction, expansion or modernization).
• The current situation in the market of contracting services, the ratio of the competence of the customer and the contractor in the field of construction management, the advantages and disadvantages of potential contractors and much more.

The importance of timely and comprehensive analysis of all these factors can hardly be overestimated.

What happens if a customer tries to build a solar power plant with a large foreign EPC contractor and announces a tender without prior market research?

It is highly likely that none of the contractors desirable for the customer will submit bids – large international engineering companies are skeptical about such poorly prepared deals.

There are the following types of contracting in UAE solar energy sector:

• Signing contracts with many individual contractors and managing them by the internal division of the client company (the so-called “multi-lot”).
• Construction of a solar power plant based on an EPC (M) contract and numerous direct contracts with individual contractors.
• Construction of a power plant based on an EPC contract.

EPC contract: EPC is an abbreviation for engineering, procurement, construction and is a so-called “full cycle” contract.

Under the terms of the EPC contract, a single contractor is responsible for design, supply, construction, testing and commissioning of the facility.

The EPC contract is widely used in energy engineering around the world, including the construction of solar power plants in the United Arab Emirates. This type of contract is often used in cases where the customer does not have its own service to manage the construction project, or the customer does not want to intervene in such management and assume the corresponding risks.

Also, EPC is one of the main contractual forms in energy projects that are financed by banks or other financial institutions (in particular, this applies to project financing). The reason is obvious: when providing loans, banks strive to ensure that the customer bears as little risks as possible.

The general features of EPC contracts are listed below:

• Full cycle of work performed by a single professional contractor, including preliminary technical studies, engineering design, supply, construction and commissioning.

• A pre-determined cost, which in most cases can be a lump sum. It should be noted that the presence of a lump-sum price in the contract does not exclude the possibility that a detailed estimate may appear in the process of engineering design. Any excess of the cost of work, equipment or materials over the contract price is transferred to the EPC contractor. The only exceptions are changes initiated by the customer, force majeure, and the customer’s failure to fulfill his obligations.

• High contractor liability limit. Usually the limit of liability is limited to the size of the contract price, although in some cases the liability of the EPC contractor is limited only to a percentage of the contract price.

• The EPC contractor has more independence in the implementation of the construction process, and the customer has a minimum of opportunities to manage the construction of a solar power plant and without significantly influencing subcontractors.

• Most of the risks, including the risks of unexpected costs and delays, are borne by the EPC contractor. With the right choice of a contractor, an EPC contract is the most convenient and reliable solution for the customer. With this form of relationship, the customer only needs to conclude one contract; all responsibility for the timing, quality and performance of the facility is based on the “one window” principle. Violations by one of the subcontractors do not give the EPC contractor the right to an extension or exemption from liability.

It should be noted that EPC is also the most expensive solution: the EPC contractor analyzes all of the above risks and adds to the price.

If we talk about the construction of solar power plants in the UAE, the cost of an EPC contract can be 15-30% higher compared to a multi-lot contract.

At the same time, transferring risks and reducing construction time gives the customer significant benefits. Early commissioning of a power plant is often possible due to the fact that the EPC contractor, being the only person responsible to the customer, can develop technical documentation in parallel with the procurement of materials and equipment, as well as construction work.

For example, an EPC contractor may not have to wait for the development and approval of all project documentation in order to start ordering equipment with a long manufacturing cycle. Effective use of parallel design can significantly reduce the overall construction time. This is especially true for energy projects that are tied to obligations to multiple consumers. In such cases, it is justified to use the EPC model of project implementation, which, despite the higher cost, allows the construction to be completed in a shorter time frame.

Each contractual strategy, both the “traditional” model of managing the customer’s forces and the EPC model, has its own strengths and weaknesses.

Choosing EPC contractor for financing of solar plant in the UAE in: CP Finance UK advantage

When preparing a tender, the customer should first carefully analyze the market of engineering service providers and identify companies with the necessary experience and sufficient resources to implement the project.

The analysis of proposals can be carried out in three stages. At the first stage, engineering firms that do not have the necessary experience, qualifications and resources, as well as companies with high risks of financial and operational stability, are screened out.

Next, you need to compare the companies according to a number of predefined criteria:

• Experience in implementing solar projects in the UAE.
• Experience in designing a specific type of power plant.
• The professional level of the main staff.
• History of completed projects, etc.

Such a qualitative comparison helps to identify 3-4 companies with the most attractive offers.

Finally, at the third stage, negotiations are held with the finalists on the cost, timing and other terms of the contract.

Price only matters if it is made by a contractor with sufficient qualifications.

When choosing an investor for the construction and financing of solar plant in the UAE, there are a number of criteria to consider.

The most important of them is the history of completed projects, similar in terms of technology and scale. By entrusting a solar project to a contractor without relevant experience, the customer is taking a high risk.

Are you ready to make your multi-million dollar project a training ground for a contractor?

The financial responsibility of the contractor for the result of the project almost never covers the lost profit and all costs incurred by the customer.

Experience of working with local subcontractors in the United Arab Emirates and knowledge of local building regulations are also important. It is no secret that foreign engineering companies are often unable to complete the entire list of works, including the preparation of part of the project documentation or the approval of technical conditions.

Finally, it should be considered that the contractor has experienced staff, both engineers and project management specialists. A qualified project team is essential for large scale solar energy projects. According to our observations, the success of a project depends on the effective work of managers more than on any other factor. Neither the reputation of the company nor the size of the project team can match the value of the professionalism of the project manager.

Choosing an EPC contractor is the most critical stage in the implementation and financing of solar plant in the UAE.

The professional knowledge, technology, financial resources and experience of the contractor is a decisive factor for the successful implementation of large investment projects.

At this stage, many customers make the following typical mistakes:

• The list of services and the responsibility of the contractor are not clearly formulated.
• The tender is not held transparently enough, without the admission of all interested parties.
• The selection of the contractor is based on criteria not related to the success of the project.
• The customer does not conduct additional negotiations with contractors aimed at reducing the cost of work and improving other conditions.

It is important to clearly define the scope of work and boundaries of responsibility.

To be sure of the result, it is useful to conduct a series of consultations with experienced EPC contractors and ensure the completeness and clarity of the terms of reference.

It is also very important to give candidates sufficient time to prepare bids. As a rule, engineering companies need from several weeks to several months for preparation in order to assess the cost of a turnkey EPC project. If there is not enough time to prepare proposals, then potential contractors are forced to make very rough calculations and include additional cost in their bids.

We are always ready to offer alternative options, so it is easy to discuss with us any details of projects: from individual components to budgets. We are constantly learning, keeping our finger on the pulse of modern technology.

Having a wide range of suppliers, we guarantee high-quality, original and reliable technical solutions for each project.

Our advantages for customers:

• Advanced European technologies.
• Impeccable quality of work and strict adherence to deadlines.
• All projects being carried out comply with modern international standards.
• Using photovoltaic equipment from industry leaders.
• Support at all stages of the project.

We really does more for the customer than he expects to get.

The construction of solar power plants in the UAE is growing

In early 2020, the United Arab Emirates began construction of a 2 GW solar power plant, which will be located in the emirate of Abu Dhabi.

It is stated that the electricity it generates will cost only 1.35 cents per kWh. In addition, there is a basic agreement for the establishment of a facility with an installed capacity of 2.6 GW in Mecca.

Recent megaprojects in the sector, such as Mohammed Bin Rashid Al Maktoum Solar Park, have exemplified how cheaper technology, natural resources, and the government’s commitment to renewable energy can transform the economy. The UAE’s rapid transition from oil and gas to solar energy is impressive. With solar energy booming, demand for engineering services and project management in the United Arab Emirates is growing.

In addition to technological progress, the cheap solar electricity in the UAE is explained by several factors:

• A large number of sunny days a year.
• Low cost of land (huge areas are rented out practically free of charge).
• Low wages for builders and equipment maintenance specialists.
• Affordable construction loans at low interest rates.
• Favorable government policy.

For comparison, the average cost of solar energy in the United States is now about 12 cents per kWh, while in Germany this figure reaches 30 cents per kWh.

In 2019, Emirate Water and Electricity began operating the world’s largest private solar project. The new facility, with an installed capacity of 1.2 GW, was twice the size of Solar Star, the largest solar power plant in the United States.

Although there was no PV system in the country until 2013, by 2050 the United Arab Emirates plans to cover most of its energy needs from carbon-free sources, mainly solar and nuclear energy.

The role of project management in the UAE energy sector

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Many enterprises that have experience in implementing and financing of investment projects in Australia have found themselves in situations where potential investors refused to provide funds, motivating their decision with a too high investment risk in certain sectors.

Some of the risks involved in financing of investment projects in Australia are summarized below:

• Volatility in government policy, especially in terms of supporting capital-intensive infrastructure projects under the PPP. For example, a few years ago, the Australian media covered the situation around the multibillion-dollar project East West Link (Melbourne), the construction of which was stopped due to a change of government.

• Insufficiently mature stock market limits the ability to attract serious financial resources through the issue of securities. This forces companies to seek external funding and flexibly use various combined instruments to implement capital-intensive projects.

• The fragile state of the Australian energy sector, against the backdrop of low local electricity demand, remains a major obstacle to new energy projects. Given its isolated geographic location and remoteness from neighboring countries, Australia is unable to export electricity and is forced to fully focus on domestic consumption.

On the one hand, in the developing countries of Southeast Asia and Africa, with their high political, economic and social instability, it is quite easy to lose invested capital than to make money on it.

On the other hand, the Australian market is characterized by a very high level of competition, which, against the backdrop of the ongoing global crisis, creates additional risks for capital-intensive projects, especially those implemented by young companies.

This business problem can be solved in two ways:

• The project sponsor can postpone business plans until the investment climate improves and the activity of large financial players increases, using the forced pause to implement small projects that do not require external funding sources.

• Without waiting for an improvement in the attractiveness of the sector and an increase in investor activity, look for more acceptable financial models and sources of financing.

Given the high degree of development of the local market, each company must create a favorable investment microclimate through strict adherence to payment discipline, improving production management and quality of projects, developing rational measures aimed at reducing investor risks and increasing the attractiveness of projects.

In recent years, it has become obvious that this is the only way to create favorable investment conditions and increase the likelihood of attracting investment resources.

This raises a natural question: why should a sponsor manage the investor’s risks if the investor himself pays great attention to this?

First, if the participants did not conduct a detailed analysis of project risks and did not take measures to protect investments, such a project is likely to be rejected by investors.

Secondly, if the project interests potential investors, then all decisions will be aimed at ensuring their own interests, including by increasing the risks of the project initiator.

As a result, financial conditions may arise that impede the effective implementation of the investment project and even negatively affect the financial health of the sponsor in terms of reducing financial independence.

Thus, the company’s activities in organizing project financing should be based on professional assessment and investment risk management.

Currently, many companies in Australia need a flexible financing scheme that will provide an acceptable level of risk and return on investment for all participants. Based on the results of the analysis of the project and the risks associated with its implementation, and the available ways to manage them, the company outlines preliminary options for the project financing scheme. The final option can only be determined after negotiations with investors.

Each project financing scheme should include:

• Evaluation of landlords who provide borrowed funds in the form of an investment loan, and shareholders who become the actual co-owners of the project.

• Financing agreement, including the amount of borrowed funds, debt repayment period, grace period for repayment of principal and effective interest rate.

• Terms of participants’ contributions (acquisition of shares by shareholders), including the value of a share, participation limit, types of shares (common or preferred).

• Risk management options (types of collateral).

When developing schemes for financing investment projects, it is necessary to adhere to the general rule: the material security of the loan and the conditions for the participation of investors must reduce or completely eliminate the risks unacceptable for them.

For example, if a project financing scheme in Australia requires a loan from a foreign commercial bank (for example, American or Japanese bank), then it is necessary to provide adequate risk mitigation tools.

The sponsor of the project forms several possible financing schemes, which raises the problem of selecting priority instruments for further development. It is impractical to engage in the development of all schemes, because it is time-consuming and can raise doubts in investors about the seriousness of the company’s intentions.

The choice of financing schemes should be carried out according to the following criteria:

• Chance of successful implementation of the financing scheme.
• Influence of the financing scheme on the commercial efficiency of the project.
• The level of risk and reliability of financing from the investor.
• Compliance of the financing scheme with the general strategy of the recipient enterprise.

Any effectively working scheme for financing an investment project is, in fact, a compromise between the interests of investors and the initiator of the project.

When the demand for financial resources significantly exceeds the supply, initiators should seek this compromise by analyzing the investor’s risks and developing protective packages for them, maintaining their own risks at a rational level.

One of the options for such a compromise is project finance (PF), which allows balancing the risks of the investor and the initiator.