Success Factors for Investing in Modern Energy Enterprises

Transcription

1 Success Factors for Investing in Modern Energy Enterprises Paul van Aalst, Director E+Co Europe Dakar 16 April

2 E+Co Investment Company in Modern Energy Enterprises Services and Capital Invested in 175+ enterprises with 200+ investments Portfolio of 98 enterprises $ 31+ million invested $ 50 mln under management $142 million leveraged 4+ million people served Based on investment lag probably equals 7 10 million people 2.2+ million tons of CO2 displaced 3,600 Jobs Created 9 Offices in Africa, Asia, Latin America, Europe and USA 2

3 Modern Energy: key for sustainable development Poverty Condition of Women and Children Illness and Disease Modern Energy Demographic Transition of Population Clean, Reliable & Affordable Quality of Environment 3

4 Benefits of Access to Decentralized Modern Energy: Agricultural use: irrigation, drying, roasting, dairy Small industry-activities, like sewing, assembly etc. Refrigeration: dairy, beverages and other commerce Water pumping, creating time for economic activities Longer opening hours of shops Study, social meetings and productive use time Radio and TV for professional training and courses Radio to inform farmers, increasing their income by optimized planning of marketing their crops Commercial rental of cell-phones and air-time 4

5 Building Blocks for Access to Energy 1. Invest in SMEs and projects that provide access to modern energy. 2. The SME s business model must be sustainable, with growth and/or replication potential. 3. Technology must be appropriate, available and affordable to its end-users: Hydro Biomass Biogas Solar PV Natural Gas Solar Thermal Liquid Petroleum Gas Energy Efficiency Wind Cookstoves Biofuels 5

6 Ingredients for Investing in Modern Energy Enterprises 1. Investing with equity and debt Early stage (seed capital) Growth Investments Based on local market conditions and enterprise needs. 2. Enterprise Development Services Pre- and Post Investment support Themes: support market and technology validation, financial analysis, business plan development, implementation, growth. Result: Quality Control, Risk Management; Adequate Reporting 3. Locally grounded, Global reach Investing in 20+ countries One global, independent investment committee Internet-based investment documentation processing 6

7 From small to scale: Serial Investing Characteristics of Early Stage to Replication: 1. Seed capital: high risk, moderate amounts for start-up 2. Follow-on financing for in-company growth 3. Replication in new regions, technologies or projects Recovers high costs of early stage services and capital Credibility and track record along the way Financial and social returns grow over time E+Co as lead financier comforting co-investors 7

8 E+Co Africa - Snapshot Offices in Johannesburg, Accra, Dar es Salaam (Nov-08) with team of 7 Investment Professionals Portfolio of USD 6 mln in 58 investments Pipeline of USD 13 mln in 56 investments 42% of E+Co investments in Africa (1998 June 2007) Added Value : E+Co only provider of adequate capital to energy enterprises Integration of services and capital is key to success (GTZ independent evaluation, 2007) 8

9 (Jan 2008) Africa Pipeline and Portfolio Pipeline Portfolio Cameroon Ethiopia Ethiopia Gambia Ghana Ghana Mali Lesotho Senegal Mali South Africa Morocco Tanzania Senegal Uganda South Africa Zambia Tanzania Burkina Faso t.b.d. Uganda Gambia t.b.d. Zambia Kenya t.b.d. Madagascar t.b.d. Mozambique t.b.d. Rwanda t.b.d. Other t.b.d. USD USD

10 E+Co's Africa Impact: Triple Bottom Line Benefits Financial Social & Economic Environmental Investment Funds Disbursed People with Access to Modern Energy Services Households served CO2 Offsets by Enterprises/tons CO2 Offset for Life of Project/projected tons $ 7,274,232 1,122, , ,489 2,169,574 Entrepreneurs Investment Cumulative Clean Energy Generated/MWH Energy saved from Efficiency initiatives/mwh Value of CO2 Offsets for Life of Project Reforested Land/ Hectares and Number of Trees $ 3,388,452 16, ,739 $ 10,847, trees Leveraged from Third Parties Jobs Supported Improved Income Clean Water Provided/liters People with Clean Water $ 3,592, $ 1,830, ,157,750 14,440 Potential Growth or Follow-On Capital Clean Energy Enterprises: Leads - Active Women Ownership/ Shareholding Charcoal Displaced/tons Firewood Displaced/tons $ 5,195, , ,436 Portfolio Return after Write-offs Clean Energy Employees & Customers trained Customers Installing Efficiency Equipment Barrels of Oil Displaced Kerosene Displaced/liters 7.4% 35,040 24, ,872 *financial information is as of December 31, 2007; other data June

11 Off-grid Solutions via local enterprises Energy Efficient Cookstoves LPG replacing fuelwood and charcoal Wind-powered water pumping Solar Lamps and Home Systems 11

12 E+Co Strategy & Outlook Envisaged Results: Modern Energy Access for additional 17 million people Carbon dioxide saved: 16.7 million metric tonnes Mobilizing $ 1.4 billion of co-financing $150 million invested in 374 clean energy enterprises $40 million of services, 50% internally funded via e.g. carbon monetization Tailor made instruments for funding partners 12

13 Energy Enterprise Development: The Path to Scale Unbundling value chain; expanding specialists; cloning; franchising; linking MFIs and SMEs Filling gaps in and gaining experience with the Value chain Engaging others to adopt both business and service investment models; building participants in value chain Elaborating energy SME business model and service and investment models into systems and experience creating a value chain. Experimenting with service + investment models and identifying those that work. Identifying energy SME business models that work [..Demonstrate..Validate.Institutionalize 13

14 Pillars under E+Co business model 1. Clean Energy is a real business opportunity for SMEs. Technology is not the issue SMEs understand local needs and have flexibility to operate SMEs have cost structure tom operate in rural areas Willingness and Capacity to Pay are there Under the radar screen for many institutional and legal barriers 2. Specialised and opportunity-driven global outreach to raise and allocate funds efficiently. 3. Local roots in networks and markets to develop pipeline and manage portfolio of Clean Energy SMEs. 4. Pursuing investments with a social and financial return in one business model. 14