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To be fully effective it needs to be an integral part of an organisation's wider management processes - and any corporate social responsibility CSR policy. Rising energy prices, climate change legislation and the need to be environmentally responsible all require effective energy management.

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Without the support of senior managers, energy management will falter and be marginalised. Senior managers need to be convinced of the business case for investing funds and staff time in managing energy. An energy policy is a written statement of senior management's commitment to managing energy and its environmental impacts. Often it forms part of a wider corporate social responsibility CSR policy. For large organisations an energy policy should be no more than two pages long; a few paragraphs may be sufficient for smaller organisations.

An energy strategy is a working document setting out how energy will be managed in an organisation. It should contain an action plan of tasks, which will initially involve understanding the organisation's current position and establishing the management framework. As the processes are established, the tasks should address the identification and implementation of specific energy saving projects. New to energy management? Read our free introductory guide An introduction to energy management CTV Our team of experts analyses the data to identify specific issues and opportunities to reduce consumption, and provides advice and guidance on implementing them.

Effective energy management is a key part of managing your business and can help you to cut energy waste and reduce cost. By metering and monitoring energy use you will be able to quantify the energy savings that you achieve over time and support energy efficiency investment projects with reliable data. This guide will be useful for all businesses looking to control their energy costs and is particularly aimed at SMEs.

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No notes for slide. Hourihane sdcl-ib. SDCL focuses on initiatives that aim to generate enhanced risk-adjusted returns through scalable business models that positively impact the environment and society. Returns are typically structured as a share of savings achieved. It seeks to work with best-in-class energy services companies and suppliers on solutions that can be scaled and replicated.

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SDCL has established its funds in each country in partnership with government as an investor, promoter or guarantor. The funds seek attractive levels of investment return by financing the capital cost of energy efficiency retrofit projects in return for a savings achieved, creating enduring operating cost savings, carbon emissions reductions, compliance with current and future buildings regulations and improvements to productivity and asset values. He has 29 years of private equity experience and is a private equity investor.

Energy efficiency: Is project finance still a barrier? | Engerati

Gil Levy, Investment Committee Gil, 39 has 15 years of investment experience, originally as a principal investor in private equity real estate. At SDCL, he has focussed exclusively on the energy efficiency market. Gil has a strong track record of real estate private equity investment, principal finance and asset backed transactions that met or exceeded fund investment return targets at leading firms.

Chris Garside, Associate Director and Legal counsel Chris, 34, is a qualified lawyer with a proven background in sustainable energy, real estate, EU law, projects and development. He has worked with developers, owners and energy companies to set up energy services companies, energy performance contracting, decentralised energy assets and solar plant.

Jim Totty, Investment Committee Jim, 42, is a member of the energy efficiency investment team in the UK, both in terms of investment origination and evaluation.

His doctorate is in energy efficiency technology. He is a qualified lawyer with a specialisation in energy efficiency, clean energy and clean technology. David has been intimately involved with the developing energy efficiency market in Ireland, working with the leading ESCOs and a number of private and public sector hosts to address scalable opportunities. David Maxwell, Investment Analyst David, 33, evaluates and generates investment opportunities, conducts financial modelling, builds and manages relationships with financial and technical partners and hosts.

He gathers and provides relevant information at both project and Fund level for accounting, valuations and reporting to investors. Summary of the opportunity Reducing demand for energy through energy efficiency is the most cost effective way of reducing greenhouse gas emissions and improving the security of the energy supply. Our investment policy 7 We invest in projects that reduce energy consumed and related greenhouse gas emissions, cut costs and improve productivity. Energy Efficiency Infrastructure Building retrofit: generally involving systems solutions both in the public and private sectors Industrial energy efficiency: incl.

Our Approach 1. We aim to structure the optimal financial solution for the project, ensuring risks are identified and mitigated. We work with end users and energy services companies to identify, structure and invest in non-domestic energy efficiency projects. We can finance the total project cost and structure our returns based on the outcome of the project. The Host has the right to terminate the ESA at any time after implementation, for the present value of the future cash flow streams. SDCL has worked with its professional advisers to design its ESA to maximise the likelihood that such projects may qualify for off balance sheet treatment for the Host.

Value of savings based on energy costs established at the time the Baseline is set and subject to inflation. Performance Risk The risk that the energy efficiency solution delivered does not result in the expected savings.

Renewable Energy and Energy Efficiency Technology Screen (RETScreen)

This is a guarantee that the installed energy efficiency solution provided by the ESCO will produce a set level of savings or a negotiated percentage of that level. SDCL seeks diversification of sub-contractors and the right to step in and replace non-performing sub-contractors. Construction Risk The risk that there is a construction delay impacting payback period. SDCL contracts with specialist service providers with a track record of delivering projects on time and on budget.

SDCL seeks to actively manage all contracts associated with the projects. Technology Risk The risk that the technology used in the energy efficiency project fails. SDCL does not anticipate taking new technology risk. We only look to implement commercially proven technologies. SDCL typically structures contracts based on stipulated savings where the energy cost is fixed as a floor price in the contract, set against an agreed baseline for energy consumption.

Operating and Maintenance Risk The risk that the energy efficiency equipment is not maintained resulting in equipment failure and financial loss. A pre-requisite of an ESCO providing a performance guarantee will typically be an operation and maintenance contract at least matching the life of the performance guarantee As such — the operation and maintenance schedule is contractually set and the consequences of operational failure is covered by the performance guarantee.

Type of intervention Description Simple pay-back period Space heating This includes improved control systems, zoning of heating, heating systems insulation as well as boiler replacement c.