Sourcing people skills, capital equipment and money - SWOT analyses - Prepare due-diligence data rooms and pre-feasibility and bankable feasibility reports for Funding Acquisitions. Execute within budget and ontime with highly skilled best of breed cross border project management teams. Future Forecasting for strategic planning

Friday, 18 March 2011

Natural gas boosted due to crisis in Japan


It's too soon to know the outcome of the crisis at Japan's Fukushima Daiichi nuclear-power plant. But watching the events in Japan has already had a profound impact on public perceptions world-wide in at least two ways.
Most obviously, it has deepened popular concerns about the safety of nuclear power. But it has also underlined how dependent modern life in even the richest countries in the world is on a continuous, reliable supply of electricity.
Across Europe, governments and publics were beginning to forget the trauma of another traumatic nuclear event that happened 25 years ago next month. The Chernobyl disaster triggered a prejudice against nuclear energy in most European countries, save France, that has only recently begun to dissipate. Across the Continent, government had reversed decisions to phase out nuclear power.
"The half-life of the Chernobyl in its impact on policy and public opinion seemed to have been passed," say Daniel Yergin, Washington-based energy specialist and chairman of IHS Cambridge Energy Research Association.
"Europe was moving back to nuclear power, particularly for reasons of diversification, and very strongly driven by the low carbon agenda," he says.
That appears to have changed abruptly. The government of German Chancellor Angela Merkel temporarily shut down seven old nuclear reactors, and said it hadn't decided whether to restart them in three months' time. Across Europe, life extensions of older plants and decisions to build new plants have been called into question.
The nuclear industry has fought back. Keith Parker, chief executive of the U.K. Nuclear Industry Association, noted that "the largest-ever recorded earthquake in Northern Europe is many thousand times smaller than the earthquake in Japan," adding that British plants didn't use the same technology as that which failed in Japan.
But, despite such efforts, analysts argue that, by a greater or lesser margin, nuclear energy appears destined in the medium to long term to take a smaller role in Europe's electricity generation mix than appeared likely a few weeks ago. In 2010, nuclear-power generation accounted for just over a quarter of Europe's power, a slightly higher proportion than both gas and coal. Oil and renewables, including hydro, accounted for just over a fifth.
The immediate impact of the German shutdown will be to bring old mothballed coal-fired power stations on stream, increasing emissions of carbon dioxide and other greenhouse gases, analysts say. Perhaps Germany can pull in some electricity from its neighbors, like France, and its nuclear-power plants that produce more than three-quarters of its electricity.
But longer term, what? Despite a push to increase power generated from renewable sources such as solar and wind power, the wind doesn't blow all the time even in Northern Europe, and the sun is notoriously elusive. Renewables aren't cheap either, in part because they need other methods of power generation to back them up because they generate intermittently.
Despite improved technologies, coal is still a relatively dirty fuel, while switching to oil in a $100-a-barrel world doesn't seem appealing either. But there is a fuel that's plentiful, and becoming more so, emits significantly less carbon dioxide per kilowatt-hour generated than coal, and where power stations can be built and online in a relatively short time: natural gas.
"Natural gas may end up having a much bigger role in power generation in Europe than people were expecting a couple of years ago," says Mr. Yergin.
That's partly because there is a lot of it about. The development of technology to extract so-called unconventional or shale gas out of sedimentary rock has resulted in a sharp increase in U.S. production of natural gas.
This has displaced liquefied natural gas from other parts of the world, including the Middle East, that would have gone to the U.S. but now has to find buyers in other parts of the world. World spot prices have, partly as a result, fallen sharply in recent years.
Europe is also looking to increase pipelined supplies of natural gas from the east, to diversify away from its current dependence on Russia.
And there's a joker in the pack: Europe's own, as yet untapped, supplies of unconventional gas. One industry insider says companies that have found such gas are not advertising it, but Mr. Yergin says his organization has done a study of 55 potential unconventional gas plays "that shows Europe has almost as much unconventional gas as North America."
Whether all of this would be exploitable on a more crowded land mass is another question. Nonetheless, all these developments should mean that European Union is likely to foresee a larger role for natural gas in its electricity generation plans than it has until now.
There is still a virtue in diversification, however. With nuclear-power stations in Japan closing down, at least some permanently, LNG supplies have been diverted to Japan for power generation there.
World prices are likely to move higher. That illustrates the risks of putting all Europe's power-generation eggs in one basket. It suggests that, even on a Continent now more averse to nuclear power, it will remain part of the energy mix for many years to come.

Saturday, 5 March 2011

African Development Bank to support infrastructures projects in South Sudan


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March 1, 2011 (JUBA) - The African Development Bank (ADB) is ready to provide support to the emerging independent state of South Sudan in the development of its various infrastructures, says the bank’s Country & Policies Vice President, Aloysius Ordu.
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Aloysius Uche Ordu, Country & Policies Vice President , African Development Bank (ADB)
ADB would give more financial and technical support in the area of capacity building, good governance and poverty reduction.
This came in a meeting on Tuesday in Juba between the visiting Ordu and the Vice President of South Sudan, Riek Machar Teny.
As part of the ADB’s traditional support to fragile states in Africa, Machar also appealed for support to initiatives of peace building and reconciliations among the populations in the region, which he said were traumatised by the 21 years of war, cattle rustling and tribal conflicts.
He also stressed on the importance of prioritising support to agriculture and livestock sectors in the region.
The region’s Vice President said his government has been under pressure, trying to manage what he said were the “very high expectations” of the people of the new state.
“Our people need compensation for the losses in war,” he said, adding that the compensations should be in form of service delivery in health, education, food security, clean water and electrical coverage sectors, among others. The region will not “turn into Dubai overnight”, he acknowledged, but gave assurance that his government would do its best to gradually meet the expectations of the people.
With a mandate to promote economic and social development in Africa, Ordu, also assured that South Sudan can also qualify to become member of the African Development Bank as the 54th country in Africa after its official independence in July 2011.
The Bank’s delegation will further discuss the details of their support with the minister of Finance and Economic Planning, David Deng Athorbei.
ADB is a financial institution of 53 African and 24 non-African countries which promotes economic and social progress in Africa through loans, equity investments and technical assistance. Structurally, the ADB Group includes the African Development Bank, the African Development Fund and the Nigeria Trust Fund.
Established in 1964 and headquartered Tunisia, ADB has provided a cumulative US$55 billion in loans and grants in Africa.
(ST)

Friday, 25 February 2011

Soros joins private equity heavy in clean energy fund

February 24, 2011 12:39 PM PST

There have been hundreds of green technology start-ups funded by venture capitalists but a new fund with an impressive pedigree is looking to scale up clean energy technologies.
Private equity company Silver Lake today said that it has joined with George Soros' Soros Fund Management to create Lake Kraftwerk, a fund designed for late-stage investments in energy technology companies.
Former Foundation Capital venture capitalist Adam Grosser will head the fund. Cathy Zoi, which recently resigned as acting under secretary of Energy at the Department of Energy and assistant secretary for energy efficiency and renewable energy, is part of the investment team.
Silver Lake Kraftwerk will focus on companies involved in energy efficiency, waste and emissions reduction, renewable energy, and better use of natural resources.
The point is to provide "growth capital" for companies that already have developed technology and a proven business model, Grosser said in an interview today. It will stay away from traditional project finance, the type of investments used to finance building new factories.
Specific areas that Silver Lake Kraftwerk expects to invest in are in the grid, such as sensors or software for more efficient operation, Grosser said. Efficient LED lighting, low-carbon content building materials, and alternative solar technologies are also of interest as well as remediation methods for the coal and oil industries, he said.
There have been billions of dollars of venture capital invested in the clean tech category in the past decade but there have only been a handful of companies which have successfully gone public and remain profitable, in part because energy businesses are typically require lots of capital to get to large scale.
Investors often say there's a funding gap between the money that's needed to develop products and get first customers and capital to expand. Grosser said that Silver Lake Kratwerk aims to be the "last money" in before a company is self sustaining.


Read more: http://news.cnet.com/8301-11128_3-20036038-54.html#ixzz1Ey6SBayt

Wednesday, 22 September 2010

European Investment Bank supports GBP 250m gas network expansion and upgrade in Scotland and southern England

22 September 2010

The European Investment Bank has agreed to lend GBP250 million for the replacement, reinforcement and expansion of the gas distribution networks operated by Scotland Gas Networks and Southern Gas Networks. The two companies, wholly owned by Scotia Gas Networks (SGN), will receive GBP150m and GBP100m respectively. The loan will be for up to 16 years and will enable replacement of nearly 1,000km of cast iron pipes, increase connections to final customers and provide new pipelines linked to the national distribution network. The three year infrastructure development programme will be undertaken from 2010 to 2013 and will ensure the maintenance of a safe and reliable service for existing customers, as well as catering for increased capacity/storage and peak requirements.

Increasing domestic, commercial and industrial gas use will replace less efficient use of more polluting energy sources, contributing to EU energy and environmental objectives, in particular concerning the supply security and diversification. The project will also involve expanding the gas network by 120km in Scotland and 175km in southern England, and provide gas services to remote parts of the Scottish Highlands and Islands, an EU convergence region. It is expected that around 40,000 new customer connections will be made during the year, with approximately 20,000 in each network area.

“The European Investment Bank recognises the investment challenges essential to ensuring the reliable provision of gas across the UK.  We are committed to working closely with leading energy companies investing in improved delivery of gas when and where it is needed, alongside increasing storage and import capacity. This project complements EIB financing of LNG storage facilities at key UK facilities.” said Simon Brooks, European Investment Bank Vice President responsible for the United Kingdom.

SGN Chief Executive Officer John Morea said: “Borrowing long-term finance from the EIB for our company helps secure both the short and medium term future of both our gas distribution networks. Since our formation in 2005, we have spent many millions of pounds on the continued expansion and refurbishment of our gas networks, ensuring safe and reliable gas supplies for our customers far into the future. We are committed to ensuring gas has a major part to play in the UK's future energy mix and this financing will help us meet our current commitments and achieve our objectives. 

The European Investment Bank is the long-term lending institution of the European Union, whose shareholders are the 27 member states. The promotion of sustainable, competitive and secure sources of energy is a key policy objective of the European Union and the European Investment Bank has made lending to support Europe’s energy objectives a top priority. Over the last five years the institution has provided over GBP 4.5bn for key energy infrastructure across the United Kingdom and UK energy projects totalling GBP 1.8bn are currently being examined by the European Investment Bank. Key funding has been provided to six of the eight UK gas distribution networks by the EIB.

SGN is the UK's second largest gas distribution company, operating two of the largest gas networks. Scotland Gas Networks covers the whole of Scotland and Southern Gas Networks covers central southern and south east England. The combined distribution networks deliver gas safely and efficiently to over 5.7 million homes and businesses.

    Tuesday, 21 September 2010

    Nordic Awarded exclusive mandate to raise funds for Bio-degradable bottle water company


    The global bottled water market valuation grew by 7% in 2006 to reach a value of $60,938.1 million. The volume of bottled water grew by 8.1% in 2006 to 115,393.5 million liters. In 2011, the market is forecast to have a value of $86,421.2 million, an increase of 41.8% since 2006. In 2011, the market is forecast to have a volume of 174,286.6 million liters, an increase of 51% since 2006.
    The global rate of consumption more than quadrupled between 1990 and 2005. Purified water is currently the leading global seller, with U.S. companies dominating the field, and natural spring water, purified water and flavored water being the fastest-growing market segments.


    Effects of bottled water

    A large pile of Poland Spring bottles


    Wasted material

    The major criticism of bottled water concerns the bottles themselves. Individual use bottled water is generally packaged in Polyethylene terephthalate (PET). According to a NAPCOR study, PET water bottles account for 50% of all the PET bottles and containers collected by curbside recycling, and the recycling rate for water bottles is 23.4%, an increase over the 2006 rate of 20.1%. PET bottled water containers make up one-third of 1 percent of the waste stream in the United States.
    The International Bottled Water Association also reports that the average weight of a plastic bottle water was 13.83 grams in 2007, compared to 18.90 grams in 2000, representing a 26.7% decline. Pepsi-Co has since introduced a bottle weighing 10.9 grams and using 20 percent less plastic, which it says is the lightest bottle of its kind that is nationally distributed.
    An estimated 50 billion bottles of water are consumed per annum in the US and around 200 billion bottles globally.

    EIB loans in Italy

    Monday 20 September 2010

    Contracts were signed, on 20 September, for two loans backed by resources made available to the Italian banking group UniCredit Leasing by the European Investment Bank (EIB) to support investment by small and medium-sized Italian businesses and projects in the renewable energy and environmental infrastructure sectors. The EIB has granted UniCredit Leasing two credit lines designed to further strengthen cooperation with the company. These latest contracts provide for €350 million for financing investments by SMEs and €200 million for supporting renewable energy and energy efficiency projects.

    Sunday, 19 September 2010

    Nordic Partnership mandated to raise $500m for LNG Terminal

    International Energy Association forecasts some $250 billion of investment in LNG business over the next 30 years.
    "For bankers and advisors the day of the LNG specialist is therefore with us and has been so for a number of years."
    A successful natural gas venture involves a series of independent projects in order to take gas extracted from the wellhead through processing, liquefaction, storage, transportation and regasification up to delivery of gas to the wholesale end customers. Traditionally, the various links in this chain were separately and independently developed, but this no longer holds true. An LNG project can therefore range from a narrowly defined "within fence" construction of, say , a facility to the creation of a massive multi-jurisdictional business that covers all or the major part of the energy chain. Recent examples of this latter phenomenon include the Qartar Gas II project and Phase 2 of the Sakhalin II project in Russia. It is not therefore possible in today's world to speak of a definitively of a single methodology for financing LNG projects as the underlying dynamics vary so widely  and the scope for innovative financing structures increases. Financing techniques, and indeed financiers, have evolved rapidly to meet the greater opportunities and challenges which the industry now presents. While a number of financing  structures remain  along relatively straightforward and traditional lines ( e.g. single facility tolling structures or vessel financing on an asset-backed basis), the headline deals are now far more complicated and require a deep understanding of the issues arising throughout the energy chain. 





















    To date, the LNG industry has raised more than $95bn of debt, according to Dealogic, of which over $60bn was for liqufaction projects, constituting over 50% of the total capital raised. But the assumption that capital always available for good projects cannot always be made, not only because of the global financial crisis, but also beacause of the sheer size of recent LNG Projects. Before 2009, most projects were financed primarily by commercial banks, aided by export credit agencies (ECAs) where political-risk protection was required. Around 30 commercial banks provided about two thirds of project finance lending volume and they were typically able to provide up to $2bn-3bn in aggregate for any one project adequate for most projects when combined with ECAs.

    Nordic Partnership are looking at a range of innovative financial regasification structures for a client in order to optimize the funding having assembled a specialist LNG funding team with direct access to LNG funding  both in terms of equity and debt.


    Asia LNG Summit 2010 October 13th –14th, 2010 | Beijing, China
    For all enquiries  contact Nordic Partnership +44 207 193 3604

    Sunday, 12 September 2010

    Top 10 Qualities of a Project Manager



    By Timothy R. Barry
    Hand writing management qualities
    What qualities are most important for a project leader to be effective? Over the past few years, the people at ESI International, world leaders in Project Management Training, have looked in to what makes an effective project leader. With the unique opportunity to ask some of the most talented project leaders in the world on their Project Leadership courses ESI have managed to collect a running tally on their responses. Below are the top 10 in rank order according to frequency listed.

    Inspires a Shared Vision

    An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis "They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation." (Bennis, 1997)

    Good Communicator

    The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.
    There is a great deal of value placed on openness and directness. The project leader is also the team's link to the larger organisation. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.

    Integrity

    One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behaviour for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behaviour consistent with values and dedication to honesty with self and team members. In other words the leader "walks the talk" and in the process earns trust.

    Enthusiasm

    Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.

    Empathy

    What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, "It's nice when a project leader acknowledges that we all have a life outside of work."

    Competence

    Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader's technical abilities in the core technology of the business. As project management continues to be recognised as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.

    Ability to Delegate Tasks

    Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves. As one project management student put it, "A good leader is a little lazy." An interesting perspective!

    Cool Under Pressure

    In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together." (Bennis 1997) And remember - never let them see you sweat.

    Team-Building Skills

    A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalise on each at the proper time, for the problem at hand.

    Problem Solving Skills

    Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now opportunities," and not much concern with how others have performed them. (Kouzes 1987)

    Understanding Virtual Data Rooms


    A virtual data room (“deal room” or “data room”) is a secure web-based document repository generally used for buyers or investors to perform their due diligence on M&A transactions or investment. It is however an increasing trend in top legal firms to use virtual document roomsto support business and commercial litigation processes for external collaboration and file sharing.
    What is a Virtual Data Room
    The virtual data room replaced the physical data room
    The virtual data room replaced the physical data room where binders of documents were stored in a secure “monitored data room” and potential buyers or investors would confidentially book time in the room.  Multiple investors and buyers to simultaneously log into the virtual data room website to review documents anonymous to each other.  Virtual data roomtechnology can prevent visitors from saving or printing certain documents and limit viewing time if required.   Virtual deal rooms are easy to set-up with high-powered tools that can upload or download 100s if not 1000s of documents in a matter of minutes or a couple of hours directly from a single local source or multiple locations.
    Electronic data rooms fully mimic the physical data room but without the required travel or the inconvenience of booking sequential visits.  A shorter time frame for reviewing diligence information and reduces risk of a deal going off track and potentially can increase bid values with a greater sense of urgency.
    In 2001 several hundred M&A transactions were conducted on virtual data rooms.  By 2008 the vast majority of M&A transactions (in the tens of thousands), ran their comprehensive due diligence process in such an online workspace.  This has been aided the growth of lower cost and highly secure virtual data room providers.
    Most M&A transactions run due diligence process in virtual data rooms.
    Most M&A transactions run the due diligence process in virtual data rooms.
    There are many virtual data rooms offerings that have been expanded to be ongoing use facilities for sharing confidential documents for joint ventures, biotech licensing deals, commercial real-estate, insolvency and litigation.
    In addition, some virtual data room services have expanded their functionality to include “virtual closing rooms”.  In this case the actual closing documents can be versioned by lawyers and executed to close the deal. This makes the process more organized and less prone to oversight and omission.
    Many virtual deal rooms offer unlimited subscription packages for multiple sales or offerings. Security, integration, ease of use, quality and availability of support and training are other key differentiators among the different virtual data room service providers.