Clean Energy Handbook For Financial Service Institution

CLEAN ENERGY
HANDBOOK
FOR FINANCIAL SERVICE INSTITUTIONS
CLEAN ENERGY
HANDBOOK
FOR FINANCIAL SERVICE INSTITUTIONS
2014
FOREWORD
The economic growth we currently achieve needs to be sustainably

maintained for further development. The short term focus on the economic
growth, to some extent has long term negative impacts. The problem for
sustainable development, especially in Indonesia, among others, is lack of
thoughtful attention on future challenges, including the industrial waste
processing, global warming threat, water and energy source scarcity, social
as well as business opportunity gap.
Learning from those challenges, national sustainable development needs
support through a sustainable financing system (sustainable finance).
Chairman of the Board of
Sustainable finance can be defined as a comprehensive support from
Commissioners, Financial Services
financial services industry to the sustainable development, which is a
Authority (OJK)
Muliaman D Hadad
development achieved through synchronization over three development
focus (3P), namely economy (profit), social (people), and environment (planet). By implementing
sustainable financing, the investment on renewable energy, energy efficiency and environmental
support projects is expected to rise. The government from other countries, such as Germany, the US,
China, and India, has provided incentive and big support for investment in some strategic sectors,
for example low emission manufacturing industry, renewable energy, and energy efficiency. Those
particularly in support to the increase export of environmentally friendly and more efficient goods and
services.
In 2011, China has brought investment of USD $ 45.5 billion for low emission energy, and has covered its
market share by 20.2%, as a low emission energy supplier among G-20 countries. India charges 15% tax
for renewable energy consumption in the country. It is 50% lower than the tax for using conventional
energy (oil, natural gas, and coal). In 2011, Indias low emission energy sector has grown at the second
fastest rate among G-20 countries with the increased investment by 54%, or become USD $ 10.2 billion.
The US is the biggest investor in low emission energy. It utilizes tax to foster the investment in renewable
energy sector. In 2011, the US had investment on low emission energy that grew by 42%, or became
USD $ 48.1 billion, and for the first time has generated an installed capacity of 1 GW solar energy within
a year. Germany has its own target for its energy mix in 2020 to have 23% share of renewable energy, and
10% of its transport fuel using renewable energy. In addition, Germany in 2010 has also invested USD $
35.42 billion on the sectors with sustainable principles.
There are global initiatives emerged from several financial institutions worldwide that has been
established to support the sustainable development; among others The Equator Principles (TEP) with
its members reached 70 financial institutions. The initiative commits not to lend to project worth USD
$ 10 million or above, if the prospective debtor does not comply with the social and environmental
regulations and to follow the procedures established by the TEP. The United Nations Environment
Programme Finance Initiative (UNEP-FI) that was established since 1972, by 2013 has memberships
of more than 200 financial institutions, including 2 (two) Indonesian Banks, namely BNI and Bank Jabar
Banten. Another international initiative is Global Reporting Initiative (GRI). The guideline of GRI is adopted
from the UN Environment Programme (the donor of UN Development Fund), which is one of guidelines
in developing a sustainable report. It is a report to be made by a company in order to accountably
disclose or communicate the economic, environment, and social performance to all stakeholders.
Similar initiative from Indonesia has also been set up under Article 66 paragraph 2 of Act 40 of 2007 on
Limited Liability Company. It regulates company/industry that has gone public to prepare a sustainable
report. Other initiative is a government program established through Presidential Decree No. 61 of
2011 on the National Action Plan for Greenhouse Gas Emission (RAN-GRK). This is encouraged because
Indonesia has committed to reduce carbon emissions by 26% in 2020 (the Kyoto Protocol). Application
of RAN-GRK program is in line with sustainable finance, where the Financial Services Institutions (LJK) is
expected not only to apply the principles of sustainable finance in their agencies internally, but also to
finance or allocate fund in strategic economy sector that is sustainable (environmentally friendly).
Efforts to develop sustainable finance, particularly for clean energy and renewable energy will continue
to be in line with the challenges of Indonesia to achieve carbon emission reduction targets. The need
to improve the use of clean energy and renewable energy is increasingly realized by the increase price
of oils. Statistics show that the share of finance from banks is largely channeled to the manufacturing
sector, trade and others, including the consumption sector. To generate sustainable growth, efforts
should be made to encourage the financing to the projects with high multiplier-effects, such as
agriculture, manufacturing, infrastructure, energy and SMEs. In the long run, strategic distribution to the
industrial sector with the concept of sustainable financing is expected to drive sustainable economic
growth, which in turn will provide a larger market for financial services institutions. It will be created
along with the generated economic growth, which then will have a positive impact on the sustainability
of Financial Services Institutions in particular, and is also expected to reduce the balance of Indonesias
payments deficit.
In an effort to encourage a sustainable financing, considering the lack of competencies in assessing
the strategic economic sectors, some of the current initiatives implemented by the Financial Services
Authority (FSA), in cooperation with the relevant parties, both nationally and internationally, among
other: (i) Improve the ability of LJKs human resources to manage the risks associated with the
environment. (ii) Improve the competitiveness of LJK regarding the ability to fund businesses related to
environmental protection; (iii) Provide space for competition to improve credit / financing portfolio in
priority economic sectors that support environmental protection activities; and (iv) increase awareness
and change of paradigm (mindset) in the national development of a greedy economy towards a green
economy.
FSA as LJK supervisory authority, has made coordination and cooperation with relevant ministries such
as the Ministry of Environment (MoE) as well as with international organizations that have a common
goal to promote sustainable development through sustainable finance. Handbook for Clean Energy is
collaboration between FSA and the United States Agency for International Development (USAID) to
sustainable finance program in Indonesia, in order to help the Financial Services Institutions in assessing
the clean energy projects and renewable energy, such as mini-hydro, biogas, biomass, photovoltaic, and
wind power. FSA strongly supports USAID for the publication of Clean Energy Handbook, because it can
improve the competencies of LJKs human resources in analyzing the feasibility of projects in strategic
sectors that are environmentally friendly. FSA welcomes the involvement of international organizations
to support sustainable finance initiative.
Finally, I hope that all of our efforts in building this nation with sustainable finance are blessed. Thank
you.
Jakarta, October 2014
TA B L E O F CO N T E N T S
CHAPTER 1
INTRODUCTION TO CLEAN ENERGY

( 1 )
CHAPTER 2
THE REGULATION OF CLEAN ENERGY

( 16 )
CHAPTER 3
FINANCING SCHEMES FOR SMALL-SCALE RENEWABLE ENERGY PROJECTS

( 32 )
CHAPTER 4
ICED APPROACH TO EVALUATING CLEAN ENERGY PROJECTS

( 48 )
CHAPTER 5
MINI-HYDRO POWER
( 78 )
CHAPTER 6
BIOGAS POWER
( 110 )
CHAPTER 7
BIOMASS POWER
( 152 )
CHAPTER 8
SOLAR PHOTOVOLTAIC ELECTRICITY

( 170 )
CHAPTER 9
WIND POWER
( 200 )
ACRONYMS
AAM
Armstrong Asset Management
AD
Anaerobic digestion
ADB
Asian Development Bank
CDM
Clean Development Mechanism
CER
Certified Emission Reduction
CHP
Combined heat and power
COD
Chemical oxygen demand
COD
Commercial operation date
CNG
Compressed natural gas
CSTR
Continuously stirred tank reactor
DGNREEC
Directorate General of New and Renewable Energy and Energy Conservation
EHS
Environmental health safety
EIA
Environmental Impact Assessment
EPC
Engineering procurement construction
FIT
Feed-in tariff
FS
Feasibility study
GHG
Greenhouse gas
ICED
Indonesia Clean Energy Development
IDC
Interest during construction
IDI
Industrial Decisions Inc.
IFC
International Finance Corporation
IIF
Indonesia Infrastructure Finance
IPCC
Intergovernmental Panel on Climate Change
IPP
Independent power producer
IRR
Internal Rate of Return
JICA
Japan International Cooperation Agency
kW
Kilowatt
kWh
Kilowatt hour
LFG
Landfill gas
LIBOR
London International Bank Offered Rate
MCF
Methane conversion factor
MEMR
Ministry of Energy and Mineral Resources
MHP
Mini-hydro power
MSW
Municipal solid waste
MW
Megawatt
NI
Nusantara Infrastructure
NPV
Net present value
O&M
Operation and maintenance
PLN
Perusahaan Listrik Negara
POM
Palm oil mill
POME
Palm oil mill effluent
PPA
Power Purchase Agreement
PPP
Public-private partnership
RIKEN
Rencana Induk Konservasi Energy (General Plan of Energy Conservation)
ROR
Run of river
RNG
Renewable natural gas
SMI
Sarana Multi Infrastruktur
TSS
Total suspended solids
UKL/UPL
Upaya Pengelolaan Lingkungan Hidup/Upaya Pemantauan Lingkungan Hidup (Environmental Management
Action/Environmental Monitoring Action)
UNFCC
United Nations Framework Convention on Climate Change
USAID
United States Agency for International Development
US Ex-Im
Export-Import Bank of the United Nationa
VS
Volatile solid
CLEAN ENERGY HANDBOOK
INTRODUCTION
CLEAN
ENERGY
TO
Indonesias economy has enjoyed steady

growth over the last decade. With this growth,
however, have come increased energy usage
and its attendant environmental consequences.
Like
many
other
developing
countries,
Indonesia faces the challenge of how to

continue its economic progress while reducing
its
environmental
impacts.
Clean
energy
development is one solution. Indonesia has

made significant progress in this area in the past
five years, particularly in terms of introducing
policies and initiatives in the public and private
sectors to foster investments in clean energy
(renewable energy and energy efficiency).
1.1
USAID SUPPORTED
ACTIVITIES IN FINANCING
CLEAN ENERGY PROJECTS
The Indonesia Clean Energy Development Program (ICED) is a bilateral technical assistance program funded by
the United States Agency for International Development (USAID). The project began in March 2011 and runs
through September 2014. ICED is designed to support the Government of Indonesia in developing sustainable
renewable energy resources and reducing greenhouse gas emissions from conventional fossil fuel sources.
Indonesias dynamic clean energy sector holds the potential to contribute to low emissions economic development,
provide rural communities with access to modern energy, meet the governments target for reduced greenhouse
gas emissions from the energy sector, diversify the countrys energy resource mix, and reduce the national
government subsidy for fossil fuel-generated electricity.
ICEDs technical assistance is implemented primarily through three mechanisms related to financing clean
energy projects. It provides:
1.
Energy policy reform and program support to selected national and local Government of Indonesia
counterparts in order to overcome barriers to the deployment of clean energy technologies.
2.
Institutional capacity building and training for local banks and financial institutions on the conduct of
due diligence evaluations of proposed renewable energy and energy efficiency projects.
3.
Direct technical, legal and financial advisory services to project sponsors, and industrial and
agricultural hosts.
The ICED project is expected to result in:
4 million tons of CO2e avoided from the energy and transportation sectors
120 MW of installed generating capacity utilizing clean energy sources
Completion of at least 20 small to middle-sized renewable energy and energy efficiency projects
Leveraging of at least $120 million of public and private funding for commercial clean energy projects
Provision of clean energy access to 1.2 million people, primarily in rural areas
Contributing towards the reduction of at least $250 million in electricity subsidies.
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
1.2
OVERVIEW OF
CLEAN ENERGY
ICED is helping Indonesia move towards achieving its energy security and greenhouse gas (GHG) emissions
reduction goals through an improved policy framework and greater investment opportunities for renewable
energy (primarily biomass, biogas, and small hydro), industrial energy efficiency, and clean transport. The
project undertakes interventions and provides technical assistance on both the supply side (by facilitating private
investments in new clean energy generation) and the demand side (by promoting energy conservation programs
and encouraging new investments in energy efficiency applications).
Figure 1 presents an overview of the energy supply and demand chain.
This figure provides a picture of typical clean energy activities within the overall supply and demand chain for
energy. The supply side comprises renewable energy resource exploitation (such as capturing the water in a river
or converting agricultural waste) and conversion to useful energy, specifically electricity. On the demand side,
the electricity is transmitted and distributed to various consumers for end-use applications such as lighting, air
conditioning (in commercial and residential customers), and operating machinery and processes (in industrial
customers).
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
FIGURE 1
RENEWABLE ENERGY AND ENERGY

CONSERVATION IN THE VALUE CHAIN
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
1.3
OPPORTUNITIES AND CHALLENGES

IN DEVELOPING CLEAN ENERGY
IN INDONESIA
Indonesias Electricity Law 30 of 2009 created a market for small-scale renewable energy independent power
projects (small power projects). It obligates the national utility PLN to purchase power from qualifying
hydropower, biomass, biogas, wind, solar and other renewable energy projects through direct appointment (i.e.,
without going through a public bidding process).
Subsequent Ministry of Energy and Mineral Resources regulations have established power purchase prices (feedin tariffs) that vary with the resource and/or geographic location of the project. Beginning with mini-hydropower,
private developers or project sponsors have prepared many project proposals and applied to PLN for a power
purchase agreement (PPA). As a result, the renewable energy market has grown steadily in terms of the number
of projects, their geographic spread, and the diversity of resources and technologies.
Figure 2 illustrates the expected growth of the market over the next 10-15 years.
FIGURE 2
INDONESIAS EXPECTED INSTALLED CAPACITY FROM

SMALL POWER RENEWABLE ENERGY PROJECTS
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
Figure 3 shows that during past 1.5 years, the pipeline of projects assisted by ICED has grown approximately
39%, reflecting the overall growth in the clean energy market as well as the need for financing clean energy
projects.
Through its work with project developers (sponsors), PLN, the Ministry of Energy and Mineral Resources/
Directorate General for New and Renewable Energy and Energy Conservation, banks and non-bank financial
institutions, ICED has helped to systematically address the development challenges in order to improve the
market conditions for small power projects (see Figure 4).
FIGURE 3
GROWTH OF ICED-ASSISTED
CLEAN ENERGY PROJECTS (PIPELINE), IN MEGAWATTS
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
10
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
FIGURE 4
RENEWABLE ENERGY DEVELOPMENT CHALLENGES
ICEDS APPROACH TO ADDRESSING
1.4
ROADMAP FOR THE

DEVELOPMENT OF A TYPICAL
RENEWABLE ENERGY PROJECT
While no two projects are the same in terms of the development path they take, they do share the same critical
milestones from project initiation to operation.
Figure 5 illustrates the steps in developing a small power project, as well as the duration of each step. Overall, a
small power project will take between two and five years from the time it is initiated until the date when it begins
commercial operations (the date when the project begins selling electricity to PLN).
FIGURE 5
TYPICAL RENEWABLE ENERGY

PROJECT DEVELOPMENT ROADMAP
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
11
1.5
CLEAN ENERGY
PROJECT STAKEHOLDERS
Each project is established as a special-purpose vehicle or project company. The project company signs the
PPA with PLN. Next, the small-scale renewable energy project connects to PLNs grid and sells the electricity it
generates to PLN, which is the sole off-taker. The project sponsor must secure equity for the project, typically
20-35% of the total investment cost, through its own resources (owner equity), investors (shareholders), private
equity company, or a funds investment in a project development company that in turn owns the project. Lenders
typically commercial banks or syariah banks provide the principal loan. Non-bank financial institutions may
also provide a second loan. Debt financing for the project typically represents 65-80% of the total investment
cost.
Renewable energy projects such as biomass power projects may have a fuel supply arrangement with a third
party (e.g., a palm-oil shell/rice husk producer for a biomass power plant). Local governments typically charge a
water use levy for mini-hydropower projects.
The project company may hire an engineering consulting company to prepare the feasibility study, and the
preliminary and detailed engineering designs. Once the project achieves financial closure, the project company
may hire several contractors for construction, covering civil, and mechanical and electrical works (if it wants
to shift construction risks to the contractor, it can hire a single turnkey engineering-procurement-construction
(EPC) contractor).
Depending on the terms of the EPC contract, the project company or the EPC contractor will procure major
equipment such as boilers, turbines, generators, etc. For projects with larger capacity, the project company may
want to enter into a long-term service agreement with equipment suppliers to shift equipment operation and
maintenance risks to the suppliers.
12
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
FIGURE 6
STAKEHOLDERS IN
RENEWABLE ENERGY PROJECTS
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
13
1.6
ABOUT
THIS HANDBOOK
There has been significant donor and development bank funding for clean energy projects in Indonesia, as
well as government funding of community-scale pilot demonstration projects and utility-scale power projects.
Commercial banks and financial institutions are critical to the growth of the small-scale renewable energy
independent power market.
An independent power producer (IPP) is an entity that is not a public utility, but rather owns facilities to generate
electric power for sale to utilities and end users. In Indonesia, the enabling environment for renewable energy
IPPs projects with generating capacities of 10 megawatts (MW) or less was established through the Electricity
Law of 2009 and subsequent implementing regulations. This type of project is the primary focus of the ICED
Project and the Clean Energy Investment Handbook.
Financing is the critical point at which a clean energy project can move forward on implementation. Banks and
financial institutions face several obstacles in making investment decisions on clean energy projects:
Lack of available information on clean energy projects because Indonesias clean energy market is still
in an early stage of development
Limited commercially financed and or successfully implemented clean energy projects that can serve as
references for lenders and investors
The lack of consistent information shared between key stakeholders (project developers, technology
providers, government, PLN and financiers)
Lack of senior bank managers and officers experience in evaluating clean energy project proposals.
Most clean energy proposals are evaluated by PLNs Energy Division, which has a strong background in
oil and gas.
To address financing issues, ICED recognized the importance of improving the understanding of clean energy
projects in order to increase banks and financial institutions willingness to invest in clean energy projects. ICED
then produced the Clean Energy Investment Handbook with the following objectives:
14
Build the essential knowledge and understanding of clean energy power generation technologies and
projects to a level that will allow banks and financial institutions to have confidence in making investment
decisions
Transfer international best practices in assessing project feasibility and associated financing risks for
various clean energy project types
Augment ICED technical assistance and capacity building to banks and financial institutions in developing
clean energy projects.
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
This first volume of the handbook focuses on the general characteristics of clean energy development, with a
specific focus on three renewable energy technologies mini-hydro, biomass and biogas which are receiving
growing attention and project proposals. Other technologies may be added as a supplement as market conditions
change.
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
15
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THE REGULATION
OF CLEAN
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Energy, Coal, Gas

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This chapter presents a brief summary of the

policies, laws and regulations governing clean
energy in Indonesia, key aspects in permitting
and licensing in renewable energy projects, and
power purchase agreement.
2.1
POLICIES AND REGULATIONS

ON CLEAN ENERGY
Indonesia has a range of policies and regulations related to clean energy. The legal products presented in Table
1 encompass laws, presidential instructions, presidential regulations, central bank regulations, and ministerial
regulations. The policies cover general energy management, renewable energy in general, electricity tariffs,
public private partnerships (PPPs), and incentives, energy efficiency, and environmental impact assessments in
relation to renewable energy.
TABLE 1
CLEAN ENERGY POLICIES

AND REGULATIONS IN INDONESIA
CLEAN ENERGY MANAGEMENT

POLICY/REGULATION NO.
Law No. 30/2007 on Energy
SUMMARY OF CONTENT
Improve energy accessibility for less wealthy people and those in remote
areas. Thus, priority is given to underdeveloped regions, remote areas and
villages that use local energy sources, particularly renewable sources.
Establish the National Energy Council that later will formulate national
energy policies and determine responses to the energy crisis.
Central and local governments to enhance the provision of new and
renewable energy.
Business entities/individuals that provide energy from new and renewable
resources may obtain facilities and/or incentives from the central or local
government.
18
CLEAN ENERGY
HANDBOOK FOR
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CLEAN ENERGY MANAGEMENT

Law No. 30/2009 on Electricity
SUMMARY OF CONTENT
Electricity development in Indonesia aims to secure sufficient, good quality,
and affordable electricity supply for the peoples welfare toward sustainable
development.
State-owned enterprises have the first priority for the electrification of
unserved areas; if they cannot take up this task, then private/regional
government companies can. If private/regional government companies do
not pursue the electrification of an unserved area, the central government
must assign a state-owned enterprise to serve the area.
Electricity business activities are conducted on the basis of licenses
issued by the central or regional government. The licensing authority also
approves tariffs with the agreement of the relevant legislature. The central
government licenses electricity providers that 1) have a business area that
crosses provinces, 2) is a state-owned enterprise, or 3) sell power to an
entity licensed by the central government.
Presidential Regulation No. 5/2006 on the

National Energy Policy
The goal of the National Energy Policy is to reach a sufficient domestic

energy supply. It also includes targets for minimum contributions to total
energy production by 2020: biofuel (5%), geothermal (5%), and other new
and renewable energy biomass, nuclear, hydropower, solar power and
wind (5%) and liquefied coal (2%).
The price of energy is to be adjusted gradually until it reaches its economic
price with the intent of creating an optimal effect on energy diversification.
The production and use of renewable energy can benefit from central/local
government incentives for a certain period until it becomes economic.
Energy conservation should be implemented upstream (production) and
downstream (use). Central and local governments are encouraged to
provide incentives for energy consumers to implement energy conservation
and for energy-efficient equipment producers.
CLEAN ENERGY
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19
RENEWABLE ENERGY GENERAL

Presidential Regulation No. 4/2010 on
the Assignment of PT PLN to Accelerate
Power Plant Development Using Renewable
Energy, Coal and Gas
SUMMARY OF CONTENT
PLN is granted authority to build power plants using renewable energy, coal
and natural gas through joint cooperation with the private sector.
The Government will guarantee business feasibility according to existing
regulations during the engineering, procurement and construction process.
Facilities, such as the free import tax on equipment, will be provided under
the jurisdiction of the Minister of Finance.
20
Minister of Energy and Mineral Resources

Regulation No. 15/2010 on Project List
for the Acceleration of the Establishment
of Power Plants by Utilizing Renewable
Energy, Coal, Gas and Associated
Transmission
Identification of 3,967 MW of new geothermal power projects, 1,204 MW of

new hydro, and 4,351 MW of new thermal capacity.

Regulation No. 10/2012 on Physical
Implementation of New and Renewable
Energy
Renewable energy implementation is directed to support the Energy

Sufficient Village Program and to increase the use of renewable energy
sources.
CLEAN ENERGY
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These new power plant projects are assigned to PLN and non-PLN
developers.
Steps for implementing new and renewable energy physical activity are:
1) proposal submission by the governor/regent/mayor to the Directorate
General of New and Renewable Energy and Energy Conservation
(DGNREEC), 2) DGNREEC evaluates the proposal, 3) DGNREEC approves or
rejects the proposal, and 4) DGNREEC hands over the project to the local
government upon the commissioning test.
RENEWABLE ENERGY ELECTRICITY TARIFFS AND ELECTRICITY PURCHASES FROM IPPS

SUMMARY OF CONTENT
Presidential Regulation No. 8/2011 on

Basic Electricity Tariff Provided by PLN
Tariffs are adjusted differently for each tariff class. Some classes, including
the smallest household consumers, receive no increase, whereas others are
increased substantially.

Regulation No. 09/2011 on Terms and
Conditions for the Implementation of Basic
Electricity Tariffs Provided by PLN
The regulation defines specific tariff terminologies, determines the fee

due to excess reactive power consumption, determines connection and
subscription fees, defines additional fees related to delays in power utility
payment and defines the quality level of power utility services.

Regulation No. 4/2012 on PLNs Feed-in
Tariff for Small-Scale and Medium-Scale
Renewable Energy and Excess Power
PLN is obliged to purchase electricity generated from small-and mediumscale renewable energy (up to 10 MW) or excess power from state-owned
enterprises, local government-owned enterprises, cooperatives, and
community enterprises.
For hydro power plants, the feed-in tariffs are Rp 656/kWh x F (medium
voltage) and Rp 1,004/kWh X F (low voltage); where F = 1 in Java and Bali,
F = 1.2 in Sumatra and Sulawesi, F = 1.3 in Kalimantan and Nusa Tenggara,
and F = 1.5 in Maluku and Papua.
For biomass and biogas power plants, the feed-in tariffs are Rp 975/kWh x F
(medium voltage) and Rp 1,325/kWh X F (low voltage); where F = 1 in Java,
Bali and Sumatra, F = 1.2 in Sulawesi, Kalimantan and Nusa Tenggara, and
F = 1.3 in Maluku and Papua.
For electricity generated from zero-waste technology, the feed-in tariffs are
Rp 1,050/kWh (medium voltage) and Rp 1,398/kWh (low voltage).
For electricity generated from sanitary landfill technology, the feed-in tariffs
are Rp 850/kWh (medium voltage) and Rp 1,198/kWh (low voltage).
In the event of an electricity crisis, PLN may buy the excess power above
the set prices and use its self-estimated price to purchase such excess.

Regulation No. 17/2013 on PLNs Feed-in
Tariff for Photovoltaic Solar Power Plants
The highest price set for electricity generated from a photovoltaic solar
power plant is US 25 cents/kWh
If the photovoltaics components are at least 40% domestically produced,
then the feed-in tariff may rise to US 30 cents/kWh.
CLEAN ENERGY
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21
RENEWABLE ENERGY PUBLIC-PRIVATE PARTNERSHIPS AND INCENTIVES

Presidential Regulation No. 13/2010
(revision of Presidential Regulation No.
67/2005), Regarding the Partnership of
Government with Business Entities for the
Provision of Infrastructure
SUMMARY OF CONTENT
These regulations govern public-private partnerships (PPPs) for specified
infrastructure projects, including power projects.
Projects may be developed on a solicited or unsolicited basis, but in all
cases the selection of a business entity shall be conducted through an open
tender process. A solicited project is one identified and prepared by the
government, whereas an unsolicited project is identified and proposed to
the government by a business entity.
The government contracting agency may be at the regional or national level.
A PPP project may be based on either a government license or a cooperative
agreement.
The government may provide fiscal and/or non-fiscal support to improve
the feasibility of an infrastructure project, including guarantees. Projects
shall be structured to allocate risk to the party best able to manage the risk.
Minister of Finance Regulation No.

260/2010 on Guidelines for the
Implementation of Infrastructure
Guarantees in PPP Projects
Government can provide contingent support, i.e., guarantees, to

infrastructure projects. It defines the role of the Indonesia Infrastructure
Guarantee Fund.
Law No. 19 of 2003 on State-Owned

Enterprises
The government can assign state-owned enterprises to carry out public

services.
Coverage includes government actions, inactions, policies or breaches of

contract, as well as any other risks that are supported by a risk analysis and
the principle of risk allocation to the party best able to manage it.
Since the law also stipulates that state-owned limited liability companies are
established to be profitable, the government is obliged to subsidize stateowned enterprises for the public service obligations they are assigned to
ensure their profitability.
22
CLEAN ENERGY
HANDBOOK FOR
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RENEWABLE ENERGY PUBLIC-PRIVATE PARTNERSHIPS AND INCENTIVES

SUMMARY OF CONTENT
Ministry of Finance Regulation No. 111

of 2007 on Procedure for the Budgeting,
Calculation and Responsibility for the
Electricity Subsidy
The government funds the difference between PLNs revenue and its
allowable cost of production. The allowable cost of production includes the
cost of all generation it purchases.
Bank Indonesia Regulation No. 7/3/

PBI/2005 on the Legal Lending Limit for
Commercial Banks
This regulation follows Law No. 3 of 2004 on Bank Indonesia. It limits

a banks provision of funds to 20% of the banks capital to any single
borrower (the legal lending limit), 25% to a borrower group, and 30% if
the borrower is a state-owned enterprise.
This mechanism ensures that PLN is not financially disadvantaged if it

purchases renewable energy, even if that energy is more expensive than
conventional alternatives. However, since PLN is obliged to operate on
commercial principles, it must have a justification for purchasing the more
expensive power. The government can provide such a justification by
instructing PLN to off take power produced from renewable energy.
If the bank has step-in rights as would be expected in under project finance
lending, PLN, as the off taker of power produced, is considered a borrower
even though the bank lends to the project developer (or several different
developers for different projects).
Lenders are exempted from the legal lending limit if the project receives a
guarantee from the government of a multilateral development agency.
Minister of Finance Regulation No. 21/

PMK.011/2010 on Tax and Customs
Facilities for the Utilization of Renewable
Energy
This regulation provides income tax facilities for the development of

renewable energy, such as:
A reduction of up to 30% of the investment (5% each year for 6 years)
Acceleration of depreciation
Lower tax tariffs for dividends
Compensation of losses (5 to 10 years) depends on certain conditions
Machinery and equipment, not including spare parts, are:

Free of income tax onr import (Income Tax Clause 22)
Free of value-added tax (sales tax)
Free of import duty as per Finance Minister Decrees No.
176/011/2009 and No. 154/PMK.011/2008
CLEAN ENERGY
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23
RENEWABLE ENERGY ENVIRONMENTAL IMPACT ASSESSMENT

Law No. 23 /1997 on Environmental
Management
SUMMARY OF CONTENT
Environmental protection and management shall be planned through the
following phases: environmental inventorying to obtain data and information
on natural resources, stipulation of eco-regions, and the formulation of
environmental protection and management plans.
The government is responsible for: controlling natural resources, controlling
environmental pollution and damage, making strategic environmental
assessments, providing quality standards of the environment, regulating
legal actions and legal relations between persons and/or other legal
subjects, controlling activities which have social impact, developing a
funding system for efforts to preserve environmental functions, etc.
Every business and/or activity with a substantial impact on the environment
is subject to an environmental impact analysis in order to obtain a license to
conduct such business or activity as discussed in detail in the law.
Government Regulation No. 27/1999 on

This regulation provides that, when required, the environmental impact

assessment is part of the licensing procedure for the implementation of the
concerned activity.
Minister of Environment Regulation

No. 8/2006 on Environmental Impact
Assessment Implementation
This regulation implements Government Regulation No. 27/1999 on

Environmental Impact Assessment (EIA).
Minister of Environment Regulation No.

11/2006 on the List of Activities Requiring
This regulation implements Government Regulation No. 27/1999 on

Environmental Impact Assessment by providing a list of activities that
require EIAs and the documents that must be provided for activities not
requiring a complete EIA.
It provides guidelines on how to develop a complete EIA, including

standard-format documents for EIA baseline studies and EIA documents.
It requires the construction of power generation utilizing alternative energy

(biomass, wind, solar, ocean thermal energy conversion, etc.) of more than
10 MW to have a complete EIA (Analisa Mengenai Dampak Lingkungan
Hidup, AMDAL).
24
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
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ENERGY EFFICIENCY
Presidential Instruction No. 13/2011 on
Energy and Water Saving
SUMMARY OF CONTENT
This document instructs government at all levels to conduct energy
(electricity and fossil fuel) efficiency and water saving actions.
It sets targets for government institutions to reduce electricity use by
20% and water use by 10% within six months after the issuance of the
Presidential Instruction.
It also targets a 10% reduction of subsidized fuel by limiting the use of
subsidized fuel in each government institution.
Government Regulation No. 70/2009 on

Energy Conservation
This regulates the responsibility and the role of the central government,
regional government, private sector and communities on energy efficiency,
standardization and labeling, and implementation of energy efficiency.
It mandates the General Plan of Energy Conservation (RIKEN) as the
guideline for stakeholders to implement energy efficiency and conservation
in Indonesia.
It obliges the large energy consumer with a minimum energy consumption
of 6000 TOE/year to implement energy management through the:
1) appointment of an energy manager, 2) development of an energy
conservation program within the company, 3) conduct of regular energy
audits, 4) implementation of energy audit recommendations, and 5)
mandating that the result of the energy management program be reported
to the authorities.
It stipulates the obligation of the producer or importer of energy appliances
to implement energy efficiency labeling.
CLEAN ENERGY
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25
2.2
PERMITTING
AND LICENSING
Aside from the regulations that developers must abide by, there are permits that must be obtained to begin
operation. Permits include the Principal Permit (Izin Prinsip), Location Permit (Izin Lokasi), Restricted Forest
Permit (if the project will be in a restricted forest), and the PPA itself. In order to obtain these licenses, developers
must work directly with the local government, except for the Restricted Forest Permit, which must be issued by
the Ministry of Forestry. A PPA is issued by the National PLN through its local counterpart. The main issue in the
permitting process is that both the Principal Permit and the Location Permit are issued by local governments,
most of which do not follow uniform permitting procedures. These differences lead to uncertainty and confusion
for both developers and financing institutions since they cannot accurately predict project outcomes.
FIGURE 7
DOCUMENTS REQUIRED FROM

PROJECT INITIATION TO OPERATION
FINANCING
PROJECT INITIATION
Memorandum of Understanding
COD
UKL/UPL
Change of Laws
Neighborhood Permit
Financial Closure
Location Permit
Principal License
Renew permits and licenses
Temporary License (Izin Usaha
Forestry Recommendation Letter
Transfer to PLN
(MOU)
Ketenagalistrikan Umum
Sementara (IUKU-S))
Use of Surface Water Permit
Decree for Electrical Power Price
Building Permit (Izin Mendirikan

Bangunan)
IUKU Permanent License (IUKUTetap)
Comfort Letter from Financier
Insurances
UKL/UPL
Employees
Neighborhood Permit
Land Acquisition
Principal License
Credit Facility
Forestry Recommendation Letter
26
PPA
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FIGURE 8
CONCERNS WITH
PERMITTING AND LICENSING
REGULATION
TECHNICAL
Unclear and incomplete implementing

regulations
Challenging land and forest regulations
Lack of transparency in price
determination
Interconnection point may change expost

Challenge to connect to the PLN grid
Checking documents at PLN takes a
long time
Projects in forest areas need many
permits
COST & FINANCES
OTHER
Local governments lack knowledge on

regulations and financing
Risk/uncertainty due to weak
understanding of local customs and
traditions
Non-transparent charges
No receipts for many charges
Cost overruns
Lack of access to project finance
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2.3
POWER PURCHASE
AGREEMENTS
Developers of small renewable energy generation in Indonesia, their potential bankers, and their customer PLN,
share a common interest: a workable power purchase agreement (PPA). PLN is required by Ministry of Energy
and Mineral Resources (MEMR) through MEMR Permen 4/2012 to purchase all output from renewable energy
generation plants of or under 10 MW of capacity at prices that are also specified by that regulation and to issue
a generic PPA for the acquisition of output from those renewable generation plants.
Potential developers of such power plants must therefore rely on that contract, and the corresponding prices, in
combination with the specific economic and other characteristics of their proposed installation and the strengths
of their management, to secure financing for plant construction. Potential financiers for renewable power projects
therefore examine that PPA as part of their assessment of whether they can lend to a project.
Five reasons why a PLN Power Purchase Agreement is important:
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1.
The PPA constitutes the basis for defining the revenue stream for the small-scale renewable energy
project in terms of sales (kWh), price (Rp/kWh), payment stream, and duration (years).
2.
PLN is the sole off-taker (purchaser) of the renewable energy independent power projects output.
Note that it is also possible to have a captive independent power producer (IPP) that is inside the
fence of an agricultural or industrial facility.
3.
Signing the PPA is an important milestone in the development process. The PPA defines the project
implementation schedule (financing, construction, commissioning, commercial operating date
deadlines), operating conditions, and responsibilities.
4.
The PPA will cite all applicable permits and approvals as conditions precedent for the PPA to become
effective.
5.
By signing a PPA, PLN does not assume any responsibilities for the technical or financial feasibility
of the project. Therefore, it is the sponsor and its financiers that assume all risks associated with the
design, construction and operation of the project.
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Small-scale renewable energy IPP projects may take three to five years from the projects initiation to its
commercial operation date (COD), during which the project sponsor would have to identify the project opportunity,
conduct a feasibility study, obtain all relevant permits, enter into a power purchase agreement (PPA) with PLN as
the traditional off-taker, reach financial closure, and implement the construction work.
Under MEMR Regulation No. 14/2012, the project sponsor may enter into a PPA with PLN through a direct
appointment process, using a standard renewable energy PPA for a fixed term (period) and at power purchase
prices set by the regulated feed-in tariff (FIT) under MEMR Regulation No. 4/2012.
While purchase price is fixed, it can be levelized or front loaded as per guidance in the PLN Director Decree. The
PPA process has been standardized, and includes interaction with PLN and the Ministry of Energy and Mineral
Resources (Figures 9 and 10).
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FIGURE 9
DIRECT APPOINTMENT METHOD

FOR IPPS <10W
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FIGURE 10
PRICING PROCESS FOR

RENEWABLE ENERGY PROJECTS
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FINANCING SCHEMES
FOR SMALL-SCALE
RENEWABLE
ENERGY PROJECTS
This section describes the ICED Project
Development Teams overall approach for
financing promising renewable energy projects
on a limited recourse/non-recourse project
financing basis. It will suggest a proposed
overall financing strategy with underlying
assumptions and establish the rationale for
a limited recourse or non-recourse project
financing. It also presents a brief discussion
of the applicability of the Clean Development
Mechanism (CDM) process to help make clean
energy projects more financially attractive,
and several suggested transaction structures
for small-scale hydro and biogas projects for
consideration by potential developers of smallscale clean energy projects.
3.1
ECONOMICS AND
FINANCIAL ANALYSIS
With respect to overall financing strategy and approach, it is envisioned that many of the larger-scale and well
as bundled projects will be structured and financed on a limited recourse or non-recourse project finance basis,
and be owned by a special-purpose vehicle project company utilizing a fairly conservative 70/30 debt to equity
ratio. However, in the case of biogas projects in the palm oil industry, the ownership vehicle could either be a
separate private IPP project company or a joint venture investment company arrangement between the developer
and palm oil mill owner.
3.1.1 // KEY ASPECTS AND UNDERLYING ASSUMPTIONS

The key aspects and typical underlying assumptions made by the project or joint venture company in determining
the overall financial viability of a proposed small-scale renewable energy project are highlighted below.
34
The level of debt to equity utilized for most small-scale hydro projects is assumed to be 70/30, which
should be sufficient to assure the maintenance of a debt service cover ratio of at least 1.2 or higher
throughout the loan repayment period for a commercially viable renewable energy project opportunity.
The level of debt to equity for biomass and biogas power projects can range between 70/30 and 80/20,
depending on how they are structured.
All relevant import duties will be waived for approved small-scale hydro, biomass, and biogas power
projects.
These projects will also be eligible for accelerated depreciation, but they will still have to pay a VAT on all
electricity sales to the 150 kV or 20 kV PLN networks.
The approved FITs for projects being developed in North Sumatra, Aceh, and Riau provinces will include
a 1.2 geographic multiplier (expected for biomass, biogas and municipal waste projects).
It is also expected that the CDM under the Kyoto Protocol on greenhouse gas (GHG) emissions is renewed
in some form and extended with roughly the same framework, terms, and conditions for eligibility so that
these projects could still qualify for certified emission reductions (CERs) to be traded beyond 2013 as
long as they can prove additionality.
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3.1.2 // RATIONALE FOR LIMITED RECOURSE / NON-RECOURSE FINANCING

The major financeable elements of the project security package that justify moving forward on a limited recourse
or non-recourse project finance basis will be the various exclusive off-take agreements, fixed feed-in tariff
(FIT) arrangements, land ownership or lease rights, forestry access permits, water rights, local licenses and
permits, construction permits, import duty waivers, CER trading certificates, escrow and reserve accounts, credit
enhancements, and insurance coverage that the project company will have already assembled or will have to
obtain over time as various project documents comprising the project security package are completed during the
project planning stage.
These exclusive arrangements include, but are not necessarily limited to, the following:
Long-term power purchase agreement (PPA) with PLN at the designated FIT rate for that particular
renewable energy technology for that geographic region
Distribution contracts for the sale of additional co-products for land application and fertilizer in the case
of a biogas project
Final CDM agreement, including permission to trade CER credits
Long-term land access or ownership agreement
Forestry access permit and water rights in the case of small-scale hydro projects
Local siting and construction permits from the provincial and municipal governments
Long-term fuel supply agreement in the case of biomass power projects
Waiver of customs duties and excise taxes for imported equipment
EPC contract with enforceable performance penalties and liquidated damages
Extended plant and process warranties
Required escrow and/or reserve accounts
Partial credit guarantee coverage on senior debt
Appropriate insurance package, as may be required by the lenders.
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3.2
POTENTIAL SOURCES OF FINANCING

FOR RENEWABLE ENERGY PROJECTS
3.2.1 // DEBT FINANCING
The ICED Project Development Team has identified the following potential sources of debt, along with their
indicative commercial terms and conditions, for funding projects on a limited recourse project finance basis.
These include:
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International Finance Corporation (IPC) A Loan

US dollar loans from the IFCs own account. Exposure is limited to 25% of overall project cost for
greenfield projects up to a maximum of $100 million, with an appropriate tenure in line with the
projects cash flow, plus up to a two-year grace period during construction build-out, and an interest
rate based on the 6-month LIBOR rate plus approximately 350 500 basis points for projects backed
by a strong corporate guarantee and LIBOR plus 500 600 basis points for projects being developed
by startup companies, unless a partial risk guarantee can be obtained from the World Bank. If such
a guarantee can be obtained, it would save about 100 basis points and stretch out tenures another
1-2 years. Loans can be denominated in either dollars or rupiah, and can have a maximum tenure of
12 years. A partial risk guarantee from the World Bank requires a sovereign guarantee from the host
government.
Asian Development Bank A Loan

Typical ceiling of 25% of the overall project cost up to a maximum of $100 million, a 10 - 12 year
tenure including up to a 2-year grace period, and an interest rate based on the 6-month LIBOR rate
plus a spread similar to what is being offered by the IFC in todays tight credit markets. The ADB can
also offer rupiah-denominated debt, as well as partial risk guarantees without a sovereign guarantee.
Asian Development Bank B Loan

Commercial bank syndication underwritten by the ADB, 5-7 year tenure, and an interest rate at the
6-month LIBOR rate plus approximately 500 - 600 basis points for Indonesia.
Japanese International Cooperation Agency (JICA)

JICA is part of Japans official development assistance effort and plays a major role in providing
technical cooperation, capital grants and yen loans. As such, JICA has become one of the largest
bilateral development organizations in the world, with available financial resources of approximately 1
trillion yen ($8.5 billion). JICAs core development programs (aid modalities) are technical assistance
programs/projects for capacity and institutional development, feasibility studies and master plans. The
reorganized agency is also responsible for administering part of Japans grant aid, which is currently
under the jurisdiction of the Ministry of Foreign Affairs. Thus, all three major overseas development
assistance componentstechnical cooperation, grant aid, and concessional loansare now managed
under one roof. At least one of the project developers that ICED is working with has been able to
arrange front-end feasibility study assistance, as well as a pledge regarding long-term debt through
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JICA at extremely attractive terms and conditions, including a 20-year tenure plus up to a 5-year grace
period and below-market interest rates (between 6.0 and 8.0% for interest-only payments during
construction and 9.5 to 10.5% after the completion of construction).
Export-Import Bank of the United States

The U.S. Ex-Im Banks funds are LIBOR-based, and can be made available at either fixed or variable
interest rates. Direct loan amounts can be equal to 85% of the export content from the U.S. plus 15%
of local costs, as well as the capitalization of exposure fees and capitalized interest during construction
for projects with minimal environmental impacts. In addition, U.S. Ex-Im Bank has recently created a
new product for financing a cleaner environment known as the Environmental Exports Program. This
program can offer loan guarantees for up to 100% of the U.S. export content plus 30% of the local
costs within the U.S. scope of supply, with up to an 18-year tenure plus an 18-month grace period
during construction. Interest rates for this product are based on 7-year U.S. Treasury bond yields plus
100 basis points and a one-time exposure fee (please see www.exim.gov/feecalc for the most current
exposure fee estimate). However, loans can only be made in U.S. dollars and must therefore be hedged
for currency risk. In addition, such a loan does not require a sovereign guarantee or a government
comfort letter. Exported equipment from the United States under the direct loan fixed interest program
must be shipped on a U.S. flag vessel.
Local Commercial Banks in Indonesia

Local debt financing in rupiah-denominated debt is rapidly becoming an attractive alternative in
Indonesia. Typical terms for renewable energy infrastructure projects in Indonesia today are five to
seven year tenures with negotiated grace periods during construction of up to two years at interest
rates of roughly 10.0 11.5%. U.S. dollar-denominated debt from a local commercial bank can
typically save 50 basis points if hedged through one of these institutions.
Vendor Financing
Potential equipment vendors may also be willing to provide vendor financing and/or stretched-out
payment terms for projects of this nature if backed by a strong corporate guarantee.
Potential Backstop Guarantees

It is assumed that many of the following backstop guarantees will be required to secure long-term loans for
integrated projects:
Mortgages on all company fixed plant facilities, land, and other related assets
Collateral assignment of all retail supply contracts and off-take agreements until such time as senior
debt has been retired
Lock box or escrow agent managed by a reputable international commercial bank as the project
companys trustee
Possible establishment of a prepaid reserve account sufficient to cover at least six months of debt service
Assignment of the prepaid reserve account and any other revenue accounts until such time as senior
debt has been retired
Step-in rights in the event of an uncured default, whereby lenders would have the right to assume
operation of the project company, as well as exercise authority to appoint replacement board members
Inter-creditor arrangement assuring against the disruptive enforcement of different security rights of
the various lenders.
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3.2.2 // MEZZANINE AND SHARIA FINANCING

Subordinated or convertible debt is one way that a developer can bridge the 20% financing gap or alternatively,
arrange short-term construction financing to meet its contractual obligations under the terms and conditions of
a long-term PPA:
International Finance Corporation C Loan

The IFC offers subordinated debt with a fixed 5-7 year repayment period, preferred stock with no
repayment schedule, or some combination, often with a coupon rate and income participation or an
option to convert feature. Such subordinated debt will be unsecured and as a result, bear higher overall
pricing and a higher expected return on investment compared to an IFC A loan. Effective interest rates
range from 17 to 20% depending upon the overall soundness of the project and strength of projected
cash flows.
Industrial Decisions Inc. (IDI)

IDI has already provided mezzanine financing for a 7.5 MW small hydro project in West Sumatra that
was structured on a project finance basis. It is prepared to consider subordinated debt convertible
to equity in biomass and biogas projects as well. Currently, IDI has a mezzanine finance ceiling of
approximately $3.0 million per small-scale renewable energy project, which it is prepared to make
available at an effective interest rate of 20%.
PT Sarana Multi Infrastruktur (SMi)

SMi is aggressively seeking mezzanine finance opportunities in small-scale hydropower projects and is
now considering expanding its offerings to developers of biomass and biogas power projects.
PT Indonesia Infrastructure Finance (IIF)

This government-sponsored on lending facility at present only makes available mezzanine finance to
large energy projects, but is soon expected to be able to provide such subordinated debt to developers
of small-scale renewable energy projects as well.
Syariah Banks
Bank BRI Syariah, Bank Muamalatm and Bank Syariah Mandiri are providing funds for small-scale
hydropower projects to clients that have a proven longstanding banking relationship with them and
have an excellent repayment track record on outstanding debt. These loans typically have an effective
cost of capital of around 13.5% at negotiable tenures.
3.2.3 // POTENTIAL EQUITY PARTNERS FOR CLEAN ENERGY INVESTMENTS

Potential equity partners interested in taking part in the first wave of investments in renewable energy projects
in Indonesia are limited. A summary of potential equity participants that the ICED Project Development Team has
met with to date and who appear willing to consider such investments in clean energy projects in Indonesia today
include:
38
International Finance Corporation

On its own account the IFC can take up to 25% of a projects total financing requirements in the form
of an A loan plus equity on a given project opportunity.
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Nusantara Infrastructure (NI)

NI is the private capital and equity arm of Nusantara, one of the largest conglomerates in Indonesia
today. NI is primarily interested in expanding its investment portfolio into the renewable energy field,
particularly for promising hydro, biomass, and solar PV project opportunities.
Armstrong Asset Management (AAM)

AAM currently has $65 million available to invest in promising solar PV and hydropower project
opportunities in Southeast Asia. The fund is expected to double in size by July 2013.
Industrial Decisions Inc. (IDI)

In addition to providing hybrid debt financing, IDI makes equity investments primarily in holding
companies that own one or more special-purpose vehicle project companies.
3.2.4 // EQUITY RATE OF RETURN EXPECTATIONS

The ICED team has also met with a number of potential local investors, strategic investors, equity and green capital
funds, venture capitalists, multilateral investors, and selected institutional investors over the past 18 months
to gauge their current expectations regarding anticipated or required rates of return for potential investment
opportunities in the clean energy sector of Indonesia. The results of this informal survey are presented in
Table 2.
TABLE 2
EQUITY INTERNAL RATE OF RETURN

EXPECTATIONS BY INVESTOR CLASS
INVESTOR CATEGORY
EXPECTED EQUITY
OR TYPE
IRR RANGE
Green Capital Funds
12 16%
Local Investors
1417%
Strategic Investors
1518%
IFC
1720%
Equity Funds
18 20%
Institutional Investors
2024%
Venture Capitalists
2430%
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3.2.5 // SUGGESTED EXIT STRATEGY OPTIONS FOR POTENTIAL INVESTORS

Several possible exit strategies exist for the initial equity partners in a special-purpose vehicle or joint venture
project company, including an initial public offering on the Indonesia Stock Exchange within three to four years
of the successful completion and commercial operation of the facility. However, probably the most credible nearterm exit strategy for potential multilateral and institutional investors is a stock sale to the current owners,
new strategic investor, or green capital fund interested in rapidly penetrating the renewable energy market in
Indonesia. A final option for possible consideration by multilateral and institutional investors is a share sale as
part of a friendly takeover offer from another renewable energy developer as this nascent industry matures over
time, or an existing strategic partner that is interested in expanding its ownership in the project company.
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3.3
APPLICABILITY OF
THE CDM PROCESS TO
INDONESIAN CLEAN ENERGY PROJECTS
The Clean Development Mechanism (CDM) is one of the instruments set up by the 1997 Kyoto Protocol to
the United Nations Framework Convention on Climate Change (UNFCCC). It allows industrialized nations and
countries with economies in transition, collectively known as Annex I countries, to gain credit for greenhouse gas
(GHG) emission reductions achieved through projects undertaken in developing and emerging market countries.
As defined by Article 12 of the Protocol, the CDM has two purposes: to assist Annex I countries in complying
with their Kyoto commitments, and to help non-Annex I countries achieve sustainable development. Thus,
under the CDM, an Annex I country or private company may engage in projects in non-Annex I countries that
reduce GHG emissions and help non-Annex I countries achieve sustainable development. The Annex I countries
can use certified emissions reductions (CERs) generated through CDM projects to help them meet their Kyoto
commitments.
A key purpose of the CDM process is to help developing countries achieve sustainable development. Sustainable
development is a broad concept that includes environmental sustainability, economic development, and social
equity. In principle, small-scale hydro, biomass power, and biogas power projects are eligible under the CDM since
they clearly contribute towards the twin objectives of the CDM process: sustainable development in developing
countries and the achievement of part of the Kyoto target in developed countries. To be included in CDM projects,
such projects must first overcome several barriers, such as determining a baseline and proving additionality.
Thus, the CDM process can be a potential source of funding for renewable energy projects of less than 10 MW,
but only under certain highly restrictive circumstances. Moreover, it will require that specific methodologies and
approved monitoring activities for determining emission reductions be worked out first. Finally, it should be noted
that the underpinning Kyoto Accord expired at the end of 2012 and no replacement accord is yet in place.
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3.4
SUGGESTED TRANSACTION
STRUCTURE FOR SMALL SCALE
CLEAN ENERGY PROJECTS
3.4.1 // SMALL-SCALE HYDRO PROJECTS
As a basic premise, the ICED Project Development Team feels strongly that a proposed project will never reach
financial close or be constructed unless everyone around the table is perceived to be a winner from the outset.
In this regard, one of the first things that a potential project developer should undertake after the preliminary
feasibility study is to develop a suggested transaction structure illustrating the interactions among the various
parties involved. A suggested transaction structure for a 10 MW hydro project is presented in Figure 11.
3.4.2 // SMALL-SCALE BIOGAS PROJECTS
Similarly, proposed transaction structures showing the interactions among the various participants during
the project implementation and commercial operation stage of both a single stand-alone biogas project and a
bundled approach are presented in Figures 12 through 14.
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Export Credits
for Imported
Scope
Potential Additional Revenues
Transmission Access Fees

from Other Projects
Sale of Voluntary Carbon

Credits
Carbon Emission
Reduction Trading Credits
Long Term Contract
Escrow
Agent
Lock Box
Interested
Green Capital
or Clean Tech
Fund(s)
Hard Revenue Source
20 Year PPA with PLN

(at Rp 656/kWh x 1.2 for a
Project Connected to the Low
Voltage Network in Sumatera)
Strategic
Partner or
Additional
Local Investors
Equity Pledges
Shareholders
Agreement
Private
Developer
O & M Agreement
(to be determined)
Special Purpose Vehicle
EPC Contractor
(to be determined)
Construction"
Contract
Loan Agreement
Local
Commercial
Bank like BNI or
Bank Mandiri
Debt Commitments
ADB/IFC
Clean Tech
Fund
PROJECT FUNDED ON A PROJECT FINANCE BASIS
SUGGESTED TRANSACTION STRUCTURE FOR A HYDROPOWER
FIGURE 11
FIGURE 12
RELATIONSHIPS AMONG TYPICAL PARTICIPANTS

IN A BIOGAS PROJECT IN THE PALM OIL INDUSTRY
TECHNOLOGY
PROVIDERS
FEASIBILITY
STUDY
GAS ENGINE
VENDORS
DIGESTOR
Equipment Sales
Access
Agreement
BIOGAS PROJECT DEVELOPER
Equity
INVESTORS &
STRATEGIC PARTNERS
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Debt
LENDERS
Offtake
Agreement
PALM OIL MILL

OWNERS &
OPERATORS
PLN
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Export
Credits
Regional PLN In
Aceh Province
Mill #3
Regional PLN In
North Sumatera
PPA
Mill #4
Mill #2
PPA
PPA
Mill #6
Mill #7
(Developer and the CPO

Mill Owners Share Risks
& Returns)
Joint Venture!
Investment Company!
Mill #5
Line of Credits !
Loan Agreement
Local
Commercial
Banks
Mill #1
PPA
Export Credits
for Imported
Scope
PPA
PRIVATE IPP ON A PROJECT FINANCE BASIS
PPA
Regional PLN In
Riau Province
PPA
Mill #8
Escrow
Agent
Trustee
Account
COP Trader
Potential Revenue Sources
Methane Reduction !
Trading Credits
Sale of Composting &

Fertilizer Co-Products
Revenues from the sale of

Electricity to PLN
Green Capital
Fund
Shareholders
Agreement
Project
Developer &
Mill Owners
Equity Pledges (20%)
Mill Owners Contribute Land, Access to the Waste Stream, and Provide Backstop Guarantee
Debt Commitments (80%)
PPA
FIGURE 13
STRUCTURE FOR BUNDLED BIOGAS PROJECTS DEVELOPED BY A
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Export Credits
Mill #3
PPA
Regional PLN In
Aceh Province
PPA
Mill #4
Mill #2
PPA
PPA
Mill #6
Mill #7
IPP Project Company !

(Developer Takes
Technology and O & M
Risks & Is Responsible for
Arranging All Financing)
Mill #5
Line of Credits
Loan Agreement
Local
Commercial
Banks
Regional PLN In
North Sumatera
PPA
Mill #1
ADB/IFC
Clean Tech
Fund
PPA
AS A JOINT VENTURE ON A PROJECT FINANCE BASIS
PPA
Regional PLN In
Riau Province
PPA
Mill #8
Escrow
Agent
CPO Trader
Poten1al Revenue Sources
Methane Reduction Trading

Credits
Sale of Composting &

Fertilizer Co-Products
Revenues from the sale of

Electricity to PLN
Green Capital
Fund
Trustee
Account
Shareholders
Agreement
Private
Developer &
Other Local
Investors
Equity Pledges (30%)
Mill Owners get Paid for Use of Land for New Lagoons and Access to the Waste Stream!
Debt Commitments (70%)
Export Credits
for Imported
Scope
FIGURE 14
STRUCTURE FOR BUNDLED BIOGAS PROJECTS DEVELOPED
ICED APPROACH
TO EVALUATING
CLEAN ENERGY
PROJECTS
There are three main aspects of developing clean
energy projects: technical, legal and financial. A
robust clean energy project should address all
three aspects simultaneously, as they are all are
interlinked.
Figure 15 shows the various issues within each aspect; the areas where the circles overlap indicate where these
issues could lead to potential risks during the development and implementation stages. It is necessary to ensure
that all of the risks associated with the key issues have been identified, evaluated and mitigated.
The details of each aspect were discussed in earlier sections (legal in Section 2, technical issues in Sections 3,
4 and 5, and financing in Section 6). Because most project assessments will be conducted by consultants, this
section provides guidelines for prospective lenders and investors in the form of typical checklists for each aspect.
FIGURE 15
ISSUES WITHIN EACH KEY ASPECT OF

DEVELOPING CLEAN ENERGY PROJECTS
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4.1
LEGAL ASPECTS
Renewable energy projects are usually financed either through limited recourse project financing or full recourse
balance sheet financing (Figure 16). A solid understanding of the planned financing structure is fundamental for
a feasibility study to help judge the economic viability of a proposed project.
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TYPICAL PROJECT STRUCTURES
FIGURE 16
LIMITED RECOURSE STRUCTURE,

PROJECT FINANCING
FULL RECOURSE STRUCTURE,

BALANCE SHEET FINANCING
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4.1.1 // EVALUATE PROJECT COMPANY AND SPONSOR

NO
DUE DILIGENCE ITEM
Who are the shareholders and what

is the percentage of ownership of
each shareholder in the project
company?
NOTE
Shareholders will risk their equities in the project. They may be a long-term
strategic player, contractor, equipment supplier, or pure financial investor.
The bank may require that at least one majority shareholder has significant
renewable energy project development or operational experience. If the
shareholders lack such experience, the project sponsor may be required
to come up with more equity or at least to commit some contingent equity
financing.
The bank may need to review the voting structure (decision making
process) to ensure that the shareholder with the most project experience
has a controlling ownership or at a least controlling interest in the project
company.
Under certain conditions, the bank may also require that the project
company include local ownership.
54
Does the project sponsor have a

proper legal form? Does it have the
licenses/permits to develop and
operate a renewable energy project?
Check the bylaws and other documents related to the legal incorporation of
the Project Company. Check the required permits/licenses/authorizations
required for the project company. Check if there is any pending litigation
to the project company. These all to ensure that the Project Company
has a sound legal standing, minimizing legal risk for successful project
implementation.
Review any shareholders agreement

(structure, voting procedure, etc.)
Any clauses restricting the transfer of the capital stock or assets and any
existing options or rights to purchase capital stock will affect the financial
arrangement, and the authority and legality of decisions and agreement with
third parties (e.g., banks).
Review changes in shareholders

structure with the entry of new
shareholders (increases in capital,
subscription of new shares)
For risk mitigation, the bank may require a mechanism to allow for new
investors to participate in the project company, providing additional equity
contributions to the project. The shareholder agreement should also include
provisions on contingent equity required to cover project cost over-runs and
costs associated with delays.
Review the management of the

company and brief biography of each
manager and board member
Managers/members of the company who have background or experience

in project advisories/contractors and/or renewable energy technology will
reduce the risk of project development.
Review (pro forma) financial

statements/ models
The bank should determine if the project assumptions are reasonable,

the financial model is audited, and a sensitivity/scenario analysis was
conducted to weigh various risks to the project. The bank should have a
technical specialist review the financial models to make sure that the cost
and production structure are appropriate from a technical perspective. For
example, the output of a hydropower project varies considerably from month
to month because of the hydrological cycles. The bank will need to ensure
that the financial model has taken into account these technical variations.
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NO
DUE DILIGENCE ITEM
NOTE
Check and review whether the

project sponsor has previous project
experience in Indonesia (and any
other countries)
Previous experience with projects of the same design, technology, and size
will be an advantage for project development. For biomass/biogas projects,
banks should also ensure that a technology applicable in other countries
(with different climates) will also work in Indonesia. Sponsors for small hydro
projects may not necessarily need to have prior experience, but if not, they
should have an experienced engineer on board, quality equipment, and a
good civil contractor.

project sponsor has plans for
developing future projects (this may
be relevant in terms of reaching
economies of scale in financing).
Banks have a long-term growth strategy in lending to a sector. Knowledge

of a borrowers business plan will assist a bank in making portfolio and
strategic decisions on the proposed project pipeline, and in adjusting the
terms and conditions of the financing accordingly.

project sponsor has a corporate
strategy for the sector and a financial
management policy (including
financial ratios, dividend policy, etc.).
A bank may require the project sponsor to comply with the banks
requirements on reinvestment and dividend policy, so as not to jeopardize the
debt payment to the bank.
10
If the sponsor is short on equity,

check and review whether the project
company has any plan to access the
equity market or to approach other
equity investors in the future.
Banks may require that existing shareholder be committed to providing

contingent equity contributions to cover the risks of cost overrun, payment of
liquidated damages, or occurrence of events of force majeure,
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4.1.2 // PROJECT SPONSOR DUE DILIGENCE CHECKLIST
CHECK
NO
DUE DILIGENCE ITEM
NECESSARY INFORMATION
YES - NO
56
Shareholders and percentage of Project company name : PT XXXX

ownership of each shareholder in
Shareholders:
the project company
a.
Shareholder 1 : ? %
b.
Shareholder 2 : ? %
c.
Shareholder 3 : ? %
d.
Shareholder 4 : ? %
Corporate licenses
Shareholder review
Company management review
Pro forma review
Review (pro forma) financial

statements/ models
Project sponsor corporate

strategy
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Approval Letter of Foreign Capital Investment (SP-PMA)
Ministry of Law and Human Rights, approval of the IPPs

deed of establishment
Certificate of Domicile issued by the head of sub district
Registration of the Deed of Establishment with the DOT
Corporate Financial Year Reports
Report on Domestic and Foreign Capital Investment

Activities
Shareholders agreement
Shareholders structure changes
Voting procedures
CV of each manager
CV of each board member
Relevance of background experience
Project assumptions are reasonable.
Financial model is audited
Sensitivity/scenario analysis is conducted to weigh various

risks
Cost and production structure is appropriate from a

technical perspective
Technical specialists are involved in the analysis
Experiences in renewable energy power projects in

Indonesia
Experience in similar/same power projects
Experiences in renewable energy power projects overseas
Financial management policy (financial ratios, dividend

policy)
Plan to access the equity market/investors in the future
Plan for developing future projects
4.1.3 // EVALUATE PROJECT AGREEMENT AND CONTRACTS
NO
DUE DILIGENCE ITEM
NOTE
In the case of hydro power projects,

check and review the hydrology
of the corresponding watersheds,
rivers, and project site.
This is a critical issue in hydro power projects. Banks should ensure that the
project is based on a reliable and accurate hydrological study and estimate.
Check and review the land-lease

agreement
This is a condition precedent for the effectiveness of the PPA and financing
agreement. Banks will require that this issue be resolved early in the project
development stage. This issue is particularly relevant in hydropower projects
because of the nature of impoundments and rights-of-way for waterways,
penstocks, and transmission lines.
Check and review the interconnection

and transmission line arrangement
Interconnection requirements, agreements and planned facilities should

be reviewed in order to avoid unnecessary surprises late in construction/
installation phase.
Check and review project insurance

programs (construction on all work,
business interruption, third party
liabilities, etc.)
Banks may require the project company to actively engage in a

comprehensive insurance policy. Alternatively, the project company may
delegate the insurance coverage to the contractors (EPC and O&M)
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4.1.4 // PROJECT CONTRACT DUE DILIGENCE CHECKLIST
CHECK
NO
DUE DILIGENCE ITEM
YES - NO
58
PPA review
EPC contract review
O&M contract review
Fuel Supply Agreement (in

case of biomass/biogas
projects)
Land-lease agreement
review
O&M contract review
Project insurance program
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PPA in place?
Type of PPA contract: (take-or-pay contract)?
Any guarantee on available capacity
Fair reward and penalty clause on meeting contracted capacity
EPC contract or not
EPC salient features:
Warranty
Lump sum
Cost plus fee
Match with PPA
O&M contract in place?
Match with PPA
LTSA with equipment suppliers
Agreement in place?
Supply guarantee
FOB/CIF price structure
Review of transportation methodology
Agreement in place?
Located in protected forest land?
Any guarantee on available capacity
Fair reward and penalty clause on meeting contracted capacity
Interconnection requirements
Agreement and planned facilities
Testing and commissioning date and procedures
Interconnection point review
Transaction point review
Power meter review
Construction insurance for all work
Business interruption insurance
Third party liabilities
4.2
TECHNICAL ASPECTS
The fundamental principle here is that Projects may be of good quality and have an approved feasibility study,
but the decision to finance the projects should be based on the quality of the feasibility study and the contracts,
and the completion of all legal documents, and the project sponsors audit. While a project may proceed in the
financing process, a complete approval should be based on risks defined, mitigated and allocated through the
technical design and contracting process.
4.2.1 // EVALUATE PROJECT COMPANY AND SPONSOR
NO
DUE DILIGENCE ITEM
NOTE
Review project layout and general design (banks

should also review the detailed engineering
design).
Review detailed design to come up with an accurate estimate of

project cost. Banks may hire independent engineer to do this.
Review if update on feasibility study (FS) or

technical design is required (banks may require
that the FS/project design be reviewed by
independent/third party engineers).
An outdated FS would definitely be required to be updated,

reflecting the current situation of the renewable energy
resources.
Review project organization and responsibilities

(during the construction and operational phases)
Lenders need to ensure that key project management posts are

filled by competent engineers/managers.
Review technology issues (hydrology, choice

of feedstock, choice of technology, choice of
equipment suppliers, choice of contractors, choice
of engineering and design)
Lenders may lack the capacity to review technical issues, and

should hire an independent consulting engineer for objective
opinion
Check and review feedstock availability, security

of supply, and contingency plan for feedstock
(proximity to feedstock sources, flexibility of
switching feedstocks)
Lenders may lack the capacity to review technical issues. If so,

they should hire an independent consulting engineer/experts for
an objective opinion.
Check and review if the contractor/equipment

supplier has provided an adequate insurance/
warranty program.
Lenders may lack the capacity to review technical issues. If so,

they should hire an independent consulting engineer for an
objective opinion.
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4.2.2 // TECHNICAL DUE DILIGENCE CHECKLIST
CHECK
NO
DUE DILIGENCE ITEM
YES - NO
Identified risks and

mitigation plan
development
Has the project company done it?
review
Is a feasibility study in place?
Is FS updated with the latest information?
Review of project layout
Review of general design
Review of Detailed Engineering Design (DED) by technical

specialists/ consultants
Project organization review Key management post s are filled

(during the construction
Key management competencies are relevant
and operational phases)
Project logistics plan
review
For a hydro study, review of:
Hydrology
Geology and Topography
Energy analysis
For a biomass/ biogas feedstock availability and security supply

study:
60
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Availability of project layout
Choice of technology review
Choice of equipment supplier review
Choice of contractors review
Choice of DED consultant review
4.2.3 // EVALUATE ENVIRONMENTAL AND SOCIAL ISSUES
NO
DUE DILIGENCE ITEM
NOTE
Review description of project facilities (examples include

plantations, refineries substation, transmission line,
roads, administration/maintenance complex, housing
complex).
Identify potential risks that may affect project design and

investment and/or operational costs.
Check status of compliance with environmental

requirements, i.e., obtaining the environmental permits
and licenses for all project-related facilities (AMDAL/
UKL/UPL)
This is a condition precedent for the effectiveness of

the PPA and financing agreement. A review should make
sure that project operations would be able to meet
environmental standards.
Review the AMDAL/UKL/UPL and determine if there are

any critical socio-environmental issues to be addressed
for project development and operation, and whether they
have been reflected in the project cost.
Ensure that the UKL/UPL could address and mitigate the

environmental and social risks.
Check and review if public consultation procedures and

activities have been completed (or planned). Review key
public concerns and how they are addressed in project
planning/AMDAL documents. Have there been any
protests or negative publicity regarding the project?
Lenders will want to protect their reputation and avoid

investment in projects with high social risks.
Do the local communities understand the benefits of the

development of renewable energy projects for them?
Renewable energy is indigenous; support from local

communities will help ensure the sustainability of the
project.
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4.2.4 // SOCIAL AND ENVIRONMENT DUE DILIGENCE CHECKLIST
CHECK
NO
DUE DILIGENCE ITEM
YES - NO
Is AMDAL/UKL-UPL in place?
UKL/UPL addresses and mitigates environmental and social risks.
Critical socio-environmental issues are addressed for project

development and operation.
Critical socio-environmental issues are reflected in the project cost.
Is there any potential risk that may affect project design and
investment and/or operational costs?
Have there been any protests or negative publicity regarding the

project?
Does the local community understand the benefits of the

development of renewable energy projects for them?
Review description of
project facilities
Review public consultation Are the procedures and activities completed (or planned)?
procedures and activities
Review key public concerns and how they are addressed in project
planning/AMDAL documents.
62
Review AMDAL/UKL-UPL
Review support from the

local communities
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4.3
FINANCIAL ASPECTS
Many measures can be taken to address the financial aspects of clean energy development. These include
measures to lessen environmental and social impacts, and engineering and technology solutions. However,
lenders/investors require that prospective clean energy projects be profitable typically through a positive net
present value (NPV) and that the internal rate of return (IRR) exceeds the return of a less risky investment.
Financing clean energy projects in Indonesia is not advancing as quickly as many stakeholders expected. As
can be seen in Figure 17, as of 31 March 2013 approximately 46% of mini-hydro projects are still looking for
financial closure. In addition to other problems in clean energy development, many banks and investors are
reluctant to invest in such projects. They are less confident about making decisions on clean energy projects due
to a lack understanding on project and a misperception of the high risk involved in clean energy projects.
Evaluating the financial aspects of clean energy projects is actually similar to other infrastructure projects. It is
necessary to understand the building blocks of the financial projection itself, which mainly can be categorized by
revenue stream and cost of investment. Figure 19 shows a summary of the key issues in assessing the financial
aspects of clean energy projects. The financial evaluation contains a summary of the technical and legal aspects
of developing clean energy projects, but despite this, the financial projects cannot be the sole basis of decisions
on the financial projections. The technical and legal aspects of a clean energy project must also be justified.
FIGURE 17
PLN MINI-HYDRO PROJECT STATISTICS
PLN MHP IPP STATUS MARCH 2013

ALL INDONESIA (IN %)
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FIGURE 18
PLN MINI-HYDRO PROJECT STATISTICS CONT.
PLN MHP STATISTICS MARCH 2013

(IN MW INSTALLED CAPACITY)
WEST REGIONS
64
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OPERATION
PROPOSALS
CONSTRUCTION
PPA/FINANCIAL CLOSURE
EAST REGIONS
JAVA-BALI
FIGURE 19
SUMMARY OF FINANCIAL DUE DILIGENCE

PROCESS FOR RENEWABLE ENERGY PROJECTS
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65
4.3.1 // EVALUATING THE REVENUE STREAM

The revenue stream for a renewable energy project could be sourced from any of these types of income or from
a combination of them:
Savings created by replacing more expensive fuel for the owners purpose
Selling the electric power
Selling carbon credits on the international market.
In this section, the discussion is limited to selling the electric power. In this regard what matters are issues that
could affect the sellers capacity to produce the electric power, i.e., the supply sustainability of the source of the
power, and the purchasing capacity of the buyer. Taking a mini-hydro project as an example, the sustainability of
the water catchment area matters as it affects the water debit. Likewise, assessor should determine if there is any
potential that the buyers purchasing capacity is diminishing. In the case of selling the power to PLN, this should
not be as much of a concern as with a private buyer given that PLN is a state-owned company.
The overestimation of the revenue stream is usually ascribed to either overconfidence or lack of knowledge of the
proposer. In this regard, the proposers track record essential, particularly if the proposer is a new player.
4.3.2 // EVALUATING COSTS (INVESTMENT AND OPERATING)

As with other projects, a renewable energy project would incur costs from its inception (the design and planning
stage), followed by costs at the construction and operation stages. Inferring from the previous sections, the
production costs of a renewable energy project could be classified into four main categories:
1.
Project preparation cost
2.
Civil construction cost
3.
Machinery and equipment cost
4.
Operating expenses
The feasibility study submitted to the financiers is part of the project preparation (as are engineering design and
permitting). While the proposer could do its best to be cautious in assigning the entailed costs in the design for
categories b, c, and d by not marking-down the numbers, there is still a possibility that cost overruns will occur.
As is the case with the revenue stream, overconfidence or lack of knowledge is the usual root of the problem.
But this does not mean that a rational, knowledgeable proposer would never experience a cost overrun. A force
majeur event that is beyond anyones power to anticipate (such as a flood or earthquake) could occur. Thus,
contingencies should be prepared to the extent that any normal concerned business could rationally and sensibly
anticipate them.
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Some possible preconditions for a cost overrun include:
There is a technical misassumption on the condition that serves as the basis for the project design. For
example, the underestimation of the geographical and geological challenges of a mini-hydropower plant
site will cause an underestimation of mobilization and excavation costs, or, in the case of a POME plant,
and incorrect assessment of effluent characteristic will result in the installation of unsuitable machinery
and equipment.
An incorrect false financial assumption produces an incorrect financial projection. For example, there
could be an underestimation of inflation or/and currency exchange rate so that by the time the machinery
and equipment are to be purchased, the price has risen, exceeding expectations.
There is inadequate knowledge of the cost structure so that many cost components are not included,
creating an underestimation of expenses.
In a nutshell, a financial due diligence must investigate thoroughly, looking beyond the numbers and into all
aspects that affect the projects cash flow. Accepting the numbers and assumptions of a financial projection on
face value or conducting due diligence without great care will mean problems later.
4.3.3 // FINANCIAL DUE DILIGENCE
NO
DUE DILIGENCE ITEM
NOTE
Review detailed project cost breakdown (including

details of EPC contract and contingency costs)
An independent consultant must review whether detailed project

costs have been estimated accurately; ensure that contractors
and suppliers scopes of work are complete without any
shortcoming or improper contingencies. There needs to be a
completion guarantee from all contractors.
Review potential for cost overruns (are both

optimistic and pessimistic scenarios provided
along with the basic scenario and is there a
sensitivity analysis? What is the mitigation plan?
In addition to the contingency budget in the total project

cost, the bank could ask the sponsor to contribute to a capital
contingency that is ready to be disbursed/provided upon the
banks request.
Review financing plan: terms for the subscription

of shares by any other shareholder, terms of
proposed bridge financing (if any), and terms of
proposed senior debt financing.
The bank, as the senior debt provider, needs to ensure that it has
the strongest lenders security in the financing terms.
Review details of applied assumptions:

macroeconomic assumptions and references for
the assumptions used.
The assumptions have to be realistic, not too far from current

conditions. Assumption references should be from reliable
sources, e.g., APBN, Bank Indonesia, BPS.
Financial assumptions: interest rate, financial fee,

IDC, required ROR
Both the interest rate and financial fee have to be confirmed with
the funding source. Common project practice is to include IDC
into the investment cost. Also, the ROR has to be realistic.
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NO
7
DUE DILIGENCE ITEM

Review financial model:
Investment and operational assumptions
Energy sold and revenues; other revenues, if

any (e.g., carbon credit, steam, compost)
Operational costs, administrative costs

(salaries), O&M costs, lease payments, etc.
Taxes
Depreciation and amortization of assets
Interest during construction
Insurance
Fees to be paid to the government, if any
Assumptions related to current assets and

current liabilities
Dividend pay out
Capital expenditures
Disbursement schedule.
NOTE
Check that the financial model assumptions, costs and
revenues are reasonable and realistic (e.g., the price of CER/
carbon credit). Comparisons may be made with other project
investments, best practices, or in accordance with accounting
standards. The bank should solicit input from engineers about
the project output and project cash flow.
Review capital cost; major equipment, civil works,

mechanical and installation work, and transmission
lines.
Different technology suppliers may cause differences in capital

costs (for example, Chinese technology typically has a lower
investment cost than does European technology). Therefore,
comparing the technology and the cost proposed is important.
Review the project profitability and debt service

capacity (ratios, sensitivity and scenario analysis,
debt service coverage ratio).
Determine whether the project has adequate cash flow to pay

for the operational costs, debt (interest and principal), taxes,
and dividends.
10
Review applicable PPA tariff (see if there is any

price escalation over time, pass through of
feedstock prices, etc.).
The bank would want to ensure that the PPA tariff would be
able to cover the project costs and provide a return on equity
to the project sponsor during the term of the PPA.
The PPA tariff should be able to cover the operational and
maintenance costs, which are influenced by inflation.
For biomass projects, feedstock supply risk, including
prices, should also be reflected in the PPA tariff (however,
the current price regime does not provide a basis for tariff
indexation.
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4.3.4 // FINANCIAL DUE DILIGENCE CHECKLIST
DUE DILIGENCE
NO
CHECK
ITEM
1
Review the detailed

breakdown of total
project costs.
Review the
probability of cost
overruns.
YES - NO
Detailed costs have been accurately estimated
The contractor(s) and supplier(s) work scopes have full coverage

without gaps or inadequate contingencies
Completion guarantees for all parties
The contingent budget allocation in the total project cost
Project sponsor(s) to commit a contingent equity contribution, ready to

be disbursed upon a request by the bank
Check optimistic and pessimistic scenarios in addition to the basic

scenario
Sensitivity analysis and mitigation plan.
Financing Plan
Check the financing plan: terms for subscription of shares by any other
shareholder, terms of proposed bridge financing (if any), and terms of
proposed senior debt financing.
Review detail
assumptions used
Macroeconomic assumptions and the references for the assumptions

made.
Financial
assumptions
Interest rate & financing fees should conform to the proposed source of
funds.
Include IDC in the investment cost.
Expected return of equity should be realistic compared to current

economic conditions & market returns.
Review financial
model
Is a financial model in place?
Financial model assumptions, costs and revenues are reasonable and

realistic
Review capital cost
Is there any comparison of different capital costs for different

technologies?
Review the project

The project has adequate cash flow to pay for the operational cost, debt
profitability and debt
(interest and principal), taxes, and dividends
service capacity
Review applicable
PPA tariff
Has there been any price escalation over time, pass through of feedstock
prices, etc.?
Would the PPA tariff be able to cover the project cost and return on equity
to project sponsor during the term of the PPA?
PPA tariff should be able to cover the operation and maintenance costs
that are influenced by inflation
For biomass projects, feedstock supply risk, including prices, should also
be reflected in the PPA tariff
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4.4
CLEAN ENERGY PROJECT

RISK MANAGEMENT
Risk is an uncertain event, which can have either a positive or negative impact on project targets. For project due
diligence, lenders are specifically concerned with risk events that could adversely affect the borrowers ability to
repay the loan.
Prior to reaching any investment decisions, lenders require a thorough understanding of the appropriate methods
for dealing with such risks. Lenders develop a risk allocation matrix during each project due diligence to ensure
that prior to project implementation, the project sponsors have:
recognized all probable risk elements
addressed how these risks will be managed during implementation of the project
The entire development process up to project implementation is an exercise in risk identification, mitigation and
allocation. The successful developers and projects are those that allocate risks properly to the parties best suited
to take the risk. The lender takes minimal risk and has a capped upside. The owner can have risk mitigated by
proper data collection on the site, proper evaluation and design, while contracting for other risks.
Figure 20 illustrates ICEDs observation on potential issues in developing mini-hydropower projects. Hydropower
is used as an example, small-scale renewable energy power generation markets are populated by hydropower
projects. However, the potential issues identified are similar for other types of technology.
70
Poor quality feasibility study

Most of the feasibility studies (FS) reviewed by ICED lacked sufficient analysis of hydrology, topography
and geotechnical studies. An incomplete FS creates risks in terms of construction, commissioning,
and operations. These can translate to cost overruns, re-design due to project failures, and lowerthan-expected power production. Since hydropower projects involve significant construction and civil
engineering works, poor feasibility studies (and environmental assessments) can lead to negative
environmental impacts and create long-term risks to project viability (e.g., landslides).
Extensive and poorly coordinated permitting and licensing requirements

Permits are required at the national, provincial and regency levels. If the sequence of permitting is
not clear, delays in any individual permit can result in overall project delays. Some project initiate
construction prior to receiving all permits. The focal point of issuing permits is the local regency
government (kabupaten) through the offices of the technical ministry (Dinas). Local governments are
not always qualified to assess proposed projects, and, in some cases, issue multiple licenses for the
same project.
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f p
k qfq rq lf kp
c lo _=^k hp C
=
c kf ^k `f i^ =
h=
e ^k a_ ll
FIGURE 20
DEVELOPING A MINI-HYDROPOWER PROJECT
EXAMPLE OF POTENTIAL RISK MAPPING IN
72
PLN is obligated to purchase power from any proposed project

PLN does not want to assume any liabilities associated with small IPPs. Therefore, their review is
limited to whether the proposed project interferes with PLNs own hydro power development plans.
Extensive and poorly coordinated permitting and licensing requirements leads to problem in
acquiring land for facilities
Land is required for access roads, transmission line corridors, etc. Delays in acquiring land translate to
project delays. High pre-construction/pre-financing costs for project studies (10-15% of total project
costs) absorb significant owners equity. Project costs range from $1.5 to $3 million per installed
megawatt. Equity requirements for a 10 MW hydropower project could be as much as $9 million. PLN
requires that developers demonstrate sufficient equity prior to the negotiation of a PPA, and a PPA is
required to raise equity from outside sources.
Current lending practices are based on the sponsors balance sheet

The developer uses conventional financing from bank loans and their own money to finance the project
(often from related businesses if hydropower projects are a new business activity). Banks assess and
treat hydro project similarly to typical other commercial investments. Non-recourse, project-based
financing, does not exist in Indonesia. This is the principal means of financing small-scale renewable
energy projects in other countries. Lack of project financing constrains investment and development.
Project cost estimates are overly optimistic and can result in additional financing needs during
project development
Inadequate FS and detailed engineering design result in unrealistic cost assumptions. Construction
cost overruns can be up to 50%. High capacity factors can overestimate project revenues. Poorly
designed construction contracts do not contain construction costs. Developers minimize equipment
and civil engineering/construction costs to produce higher IRRs. However, this can result in
operational problems (equipment failures) and lower than expected performance, damage due to
floods, etc.
The power purchase agreement terms do not include take or pay provision and allow undefined
conditions for dispatching
Project revenue estimates assume PLN will purchase all power produced by the small hydro power
project, but PLN is not obligated to buy all output. PLNs need for electricity will vary depending on the
project location and system demand for electricity. Small hydropower projects could be dispatched
when electricity is not needed.
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4.5
CONSULTANT SELECTION
An assessment will result in the right recommendations if the reviewers (consultants) are qualified. Hence,
selecting the right consultants is essential for any good assessment. The following elements are important in
the process of consultant selection:
Identifying the requirement for the renewable energy consultant
Preparing terms of reference, selection criteria and request for proposals
Posting the request for proposals
Evaluating the technical proposal
Evaluating the financial proposal
Typical key activities of independent engineering consultant (including environmental work) are:
Review project specifications and detailed engineering design (including cost estimate)
Review engineering, procurement, and construction (EPC) contract and schedule
Supervise and monitor construction work, including factory visit (if necessary)
Review of project start-up, commissioning, and performance testing
Conduct annual project operational/performance review
Conduct special investigation in case of project failure/default
Identify potential environmental and social risks in project implementation
Review AMDAL/UKL-UPL document and recommend mitigation actions that could be adopted by the
bank into the financial agreement. Projects with high environmental and social risks could affect the
banks reputation.
Study special/specific issue, e.g., issues related to the sustainability of the primary energy source (for
this, technical specialists such as hydrologists and geologists are needed).
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4.5.1 // PREPARING THE TERMS OF REFERENCE (TOR)

Banks generally work with lump sum proposals for variable consulting assignments, as the extent of consulting
tasks and their unpredictability is the nature of project due diligence. Therefore the TOR should be drafted in
a quite open way using phrases like including but not limited to, so that the bank does not need to change
consultants deliveries and budgets, and experience cost overruns. Some best practice recommendations in
preparing the TOR include:
Provide as much information as possible, to inform the consultants via preliminary project information.
This might include, at a minimum
Background information on the nature of the renewable energy project (e.g., project sponsor, site,
capacity, technology)
Indicative work plan (e.g., description of tasks to be performed, expected milestones, and
indicative work schedule)
Deliverables required (e.g., reports and recommendations).
Use the caveat including but not limited to

It is important to draft TORs that are as precise as possible and indicate the procedures to be applied
during the assignment in order to minimize the amount of time spent (e.g., indicate the estimated
number of site visits the consultant will be required to make; number of existing documents to be
reviewed).
Indicate the budget amount available in the TOR

This best practice is based on an argument that the disclosure of the amount will increase competition
and lower costs. Disclosure of the budget amount will also help consultants in structuring a good
proposal and mobilizing the right mix of competencies and seniority. It is in the banks interest to have
the best team of consultants. The bank investment decision and credit portfolio quality may depend on
the quality of the consultants work.
Be precise on the recommendations required from the consultants (deliverable requirement)

Avoid the over-production of reports and focus only on what is the most important information/
recommendations required for making investment decision on the project.
4.5.2 // PREPARING THE REQUEST FOR PROPOSAL (RFP)
Banks should issue an RFP describing the projects background, consulting assignment (TOR), budget, and
technical and financial criteria used to evaluate and select the winning proposal. The RFP may request the
consultants to submit in their proposals:
Experience of the consulting firm:

Experience of the company or consultant in conducting similar renewable energy assignments with
similar deliverables
Indication of the staff assigned to each task and role, their seniority and the amount of time they
will be dedicating to each of the tasks
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Allow the firm to bring in outside experts if it does not have a required competency in a specific
renewable energy field. Indicate, however, that the consultant will have ultimate responsibility for
the quality of all work, including the tasks outsourced, if applicable.
Methodology
It is very useful to analyze the consultants technical proposal on the basis of:
methodology (showing its understanding of the renewable energy assignment and ways to address
its implementation),
proposed work plan, including level of effort for each individual staff and task, and timetable.
Experience of the consulting team

The firm should provide CVs of their consulting team to describe the individuals assigned to the tasks
and the individuals status (employee or consultant)
4.5.3 // SELECTION CRITERIA
Banks want to minimize cost without sacrificing quality, and this may be achieved through a competitive bidding
of shortlisted pre-qualified consultants. Some considerations in selecting competitive bids include:
Use quality- and cost-based selection methods, which include evaluating proposals against established technical
and financial criteria. The weight between the technical and financial criteria should depend on the value
attributed to the technical competences vis--vis the cost of the service. They will certainly vary depending on the
specificity and complexity of the assignment. For a complex renewable energy project requiring a sophisticated
due diligence, the bank may want to attribute between 70% to 80% to the technical proposal and between 20%
to 30% to the financial proposal. In any case, a minimum technical score will be required, e.g., being given at
least 50 points out of the 70 attributed to the selection criteria.
in the case where the budget for consultants is limited, the selection of the consultant may be based on the
evaluation of technical proposals exclusively. In this case, the bank needs to disclose to all short-listed consultants
the budget amount that will be paid and draft the technical criteria accordingly.
4.5.4 // EVALUATING TECHNICAL PROPOSALS

The table on the following page presents an example of a standard scorecard for the evaluation of technical
proposals. Variations may be introduced to reflect the banks specific needs or conditions.
The methodology used to score the bidders is important. There are two potential approaches and bank evaluators
should agree on one prior to beginning the evaluation; otherwise, it is not possible to reach a consistent decision:
Relative scoring
Consultants are given scores depending on their relative rankings e.g., if three companies bid for
a project, for a specific criteria, the best company would receive 10/10. The others will be rated in
relation to the 10/10 scoring.
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Absolute scoring
Companies are given scores based on an assessment of the absolute quality of the proposal, e.g., the
best company may only score 6/10 in a given category and everyone else will score less.
TABLE 3
EXAMPLE SCORECARD
NO
1
CRITERIA
Experience of the firm
General renewable energy experience
Experience in the required renewable energy sector
Experience on similar renewable energy assignments with similar deliverables
SCORE
20
7
5
8
Methodology
Methodology, work plan, and level of effort
10
10
Team renewable energy experience
40
20
10
10
Team leader
Deputy team leader/tasks manager/specialist
Other team members
Total score
70
One potential problem with the relative scoring system is that the minimum technical score loses its relevance or
else needs to be defined taking into account the evaluation methodology to be used.
It is important to have people on the evaluation committee who are able to assess the technical, financial, legal
and economic areas being considered. Since evaluating the proposals requires a significant amount of time, it is
important to ensure that the appropriate time is allocated for this task.
4.5.5 // EVALUATING FINANCIAL PROPOSALS

Financial proposals should include a rupiah amount for fees (including professional and administrative) and
expenses (travel, out-of pocket, translation, etc.). In some cases the bank may require that fees and expenses be
separated. In any case, the consultant should indicate the:
main tasks and work plan, and
time, individual fees and estimation of expenses (number of trips, duration, and cost per trip).
The bank may require that the financial proposal be stated in Indonesian rupiah and foreign currency (e.g. US
dollars) in case international experts are used or expenses are incurred in foreign currency.
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The bank may want to define a cap for the consultant financial proposal, indicating the amount available. If the
bank has defined correctly the level of effort required for the consulting assignment, the bank runs no risk of
having very different financial proposals.
Consultants should indicate the individuals daily rate, in case the bank needs to use them outside of the proposed
terms of reference or after the contracted period.
The bank may require that any tax liability the consultant may incur in delivering the required services should be
built into their financial proposal.
4.5.6 // OTHER RECRUITMENT ISSUES
Fairness
All consulting firms participating in the selection process should be treated equally, receiving the same
information, and evaluated on the same criteria. All changes and clarifications to the RFP should be
made by circular to all short-listed consultants simultaneously.
Transparency
The bank should make available as much information as possible. A transparent process eliminates
doubt about the quality of the final winning team and the fairness of the process. This is important as
sometimes a consultant spends a great deal of time and costs preparing a proposal only to lose due a
price difference of US $1,000. If the bidder does not trust the process, it may complain about the lack
of transparency. Disclose everything that may create a perception of non-transparency or discomfort.
Conflict of interest
The bank should require the consultant to disclose any conflict of interest and be aware that its
recruitment as a consultant will prevent the firm from participating in the consulting assignment
requested by project sponsors / project company / contractors.
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5
MINI
HYDRO
POWER
Hydropower is one of the oldest methods
of harnessing natures power for mankinds
uses. The power of flowing water has been
used mechanically in mills for many centuries
and electrical power has been generated at
hydroelectric plants since the 19th century.
While the technology for converting potential
and kinetic energy to electricity has advanced, it
is fundamentally the same as the early projects.
The technology is mature and has been applied
worldwide.
With its mountainous terrain and dependable rainfall, Indonesia has abundant hydroelectric potential. In recent
years, policy and business changes have combined to unleash a private, small hydro development sector that has
proposed many projects and implemented some. Developing small hydroelectric projects can be complex, with a
time consuming and difficult process of obtaining rights and permits, and securing a power off-take agreement
with PLN through the PPA process. These complexities are addressed in other portions of this book.
Hydropower comes in many different forms, from small village micro generators of several kilowatts (kW) up
more than 10 to 20,000,000 kW. This section addresses what are considered to be small-scale hydropower/
mini-hydro power (MHP) projects in Indonesia. These projects are less than 10,000 kW but are large enough to
be grid-connected. Many of the principles discussed in this section are also applicable to larger projects of up to
20 or even 50 MW.
The development of MHP projects in Indonesia can be an attractive and sound business proposition, with some
key fundamental advantages:
Huge resources at good sites
Power is needed and offsetting power is expensive
Local capital is available
A well-defined FIT process with transparent tariffs and formulas
TABLE 4
HYDROPOWER
CLASSIFICATIONS
INVESTMENT
NO
CATEGORY
OUTPUT
TYPE
GENERATION TYPE
COST
(US$ 000/KW)
80
Micro
< 100 kW
Run-of-river
Base load
1.5 3
Mini
100 kW 1 MW
Run-of-river
Base load
1.5 3
Small
< 10 MW
Run-of-river
Base load (wet)/

intermittent (dry)
1.5 2
Medium
10 100 MW
Run-of-river
Base load (wet)/

intermittent (dry)
1.5 2.5
Medium
100 300 MW
Dam and
reservoir
Base and peak
23
Large
> 300 MW
Dam and
reservoir
Base and peak
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5.1
OVERVIEW OF
MINI-HYDROPOWER PLANTS
The development of small-scale hydropower projects is an exercise in the identification, mitigation and allocation
of risks during project construction and operation. Unlike many other technologies, a well-designed and wellconstructed hydroelectric project has limited operating risk, mainly in hydrologic variability. The mechanical
reliability of hydroelectric equipment is very high compared to many technologies. Relatively little labor is
necessary, maintenance, while critical, is limited, and projects are fairly immune to price inflation.
Hydropower projects turn potential energy into electrical energy. The potential energy is simply from the force
of gravity that makes water flow downhill. Power is generated by containing water at a high elevation, moving
it under control and pressure to a low elevation, and releasing it through generating equipment. No water or
other fuels are consumed. Hydropower is efficient and competitive because the technology is well developed and
because of the mass of water, the energy resource is dense.
To control, harness and convert the potential power of a natural hydropower site, water must be controlled at a
high elevation and controlled for release at a lower elevation. The difference between the two elevations is called
the head. To develop the head, water must be controlled and diverted from the river, conveyed to the lower
elevation, and released back to the river after the energy is converted.
FIGURE 21
ELEMENTS OF A TYPICAL
SMALL HYDRO POWER PROJECT
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5.1.1 // DIVERSIONS: DAMS AND WEIRS

At a suitable point in the river, a diversion structure called a weir (a small dam) needs to be constructed.
Additionally, there will be gates and openings to take water from the small pond to the water conveyance facilities.
The diversion structures are typically from 2 to 10 meters high, although other sizes are possible. Little water
is stored behind a diversion weir so the project only can generate with the water in the river at any point in
time. The term used for such a small hydro project is run-of-river. Diversion weirs are typically constructed of
concrete, although the interior is often filled with large stones to limit the amount of concrete needed. If a dam is
high enough, the power station can be located at the dam. However, for small hydro projects in Indonesia, such
instances are rare.
FIGURE 22
DIVERSION WEIR
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5.1.2 // WATER CONVEYANCE CANALS, TUNNELS AND PENSTOCKS

Water is conveyed toward the downstream powerhouse by either canals or penstocks. Canals are open-channel
flows and with appropriate topography, can be the least expensive method of water conveyance for long distances
(500 meters to 5 kilometers). Tunnels are often considered expensive to build, but can have the advantage of
shortening diversion distances and simplifying operations. Finally, penstocks, which are pressure pipes, are used
when canal construction is difficult and when the water conveyance begins to go downhill. In some instances, the
entire water conveyance can be penstock or mainly tunnel or canal. The choice of the proper water conveyance
is a site-based decision
FIGURE 23
TYPICAL CANAL
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FIGURE 24
PENSTOCK
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FIGURE 25
TUNNEL UNDER CONSTRUCTION
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5.1.3 // POWERHOUSE EQUIPMENT, CONTROLS AND FLOOD PROTECTION

The powerhouse is where the equipment is housed. The key equipment includes a turbine and generator, followed
by transformers and switches that take power to the grid. Auxiliary equipment controls the process, keeping
things lubricated and cooled. The tailrace is the lower canal or area where the water returns to the river or other
water body.
The powerhouse structure is generally made of concrete so that the structure is flood proof to a reasonable
extent. The powerhouse is a custom-designed structure to accommodate the equipment selected for the project.
FIGURE 26
TYPICAL POWERHOUSE STRUCTURE

WITH SWITCHYARD/TRANSFORMER
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FIGURE 27
TYPICAL TAIL RACE
5.1.4 // OTHER FEATURES

Projects can also include other civil or water conveyance features. At the intake, projects sometimes have a
sediment chamber to remove excess sand, gravel and sediment from the generating flow. The presence of a
facility will depend on the river characteristics and project design. Long canal projects also have a head pond
or forebay where water is collected for feed to the penstock.
Projects also have transformers to change the generating voltage to the grid voltage. In Indonesia, the delivery
voltage for small hydropower projects is usually 20,000 Volts or 20 kilovolts (kV).
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5.2
HYDRO POWER
CONVERSION PRINCIPLE
The power produced (in kilowatts) is directly proportional to the flow and head (pressure):
KW = 9.81 x Q x H x E
Q = Water flow: m3/second
H = Water pressure: meters of water height
E = Efficiency of generator/turbine/transformer:
typically 97%/98%/99% respectively
Kilowatts are the power or capacity at any point in time. However, the product sold by small hydropower projects
is energy or kilowatt-hours (kWh). kWh (the energy) is simply the power over a time period. It is important to
remember that the product sold is energy, so the cost of energy is more important than the cost of the capacity
to produce the energy.
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5.3
TECHNOLOGY
AND EQUIPMENT
Having the right equipment is critical. If the equipment does not meet performance expectations or is unreliable,
the entire project investment is devalued. Thus, it is important to make sure the project has an experienced and
high-quality supplier. If poor equipment is installed, it is nearly impossible to re-design the project to change the
equipment. Typically, for small hydro projects, the equipment is 20-35% of the total project costs. Therefore,
savings on project equipment are small relative to the entire project cost.
Supplying hydroelectric equipment is a specialized business. Typically, a turbine manufacturer will package its
equipment with a selected generator, controls, valves, cooling pumps, and other needed equipment. By having
one supplier, there is one guarantee and security that the components will all work well together. Developers
should select their equipment from two to four bids from candidate companies.
There are a number of designs of hydro turbines. The most common are:
Francis turbines
Used in most Indonesian small hydro projects, at heads from 30-200 meters.
Kaplan turbines
High-efficiency with variable control gates and adjustable turbine blades, for lower head applications
where flow is highly variable.
Propeller turbines
Similar to Kaplan turbines, but without adjustable turbine blades and not as flexible.
Pelton turbines
For high head (greater than 200 meters) projects.
Other turbines are hybrids of these types and can be used successfully in specific installations.
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FIGURE 28
COMPONENTS OF A
FRANCIS-TYPE TURBINE
DRAFT TUBE:
RETURNS WATER TO THE
TAILRACE AND RIVER
AFTER FLOW OVER THE
TURBINE RUNNER
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TURBINE:
CASING DISTRIBUTES
THE FLOW OVER GATES
AND THE RUNNER, WHICH
SPINS UNDER FLOW AND
PRESSURE
BEARINGS:
SUPPORT THE MACHINES
AND KEEP PARTS ALIGNED
EXCITER:
PROVIDES ELECTRICAL
FIELD TO GENERATOR
AND CONTROLS
THE VOLTAGE AND
FREQUENCY OF THE
POWER TO ASSURE
COMPATIBILITY WITH
THE GRID
GENERATOR:
HAS TWO PARTS, STATOR
AND ROTOR. ROTOR
SPINS INSIDE STATOR
WITH ELECTRICAL FIELD
AND GENERATES THE
ELCTRICITY
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5.4
INVESTMENTS MINI
HYDROPOWER PROJECTS
A hydroelectric project is somewhat simple to evaluate as a long-term investment. The project is simply selling
energy in kWh at the price set in the power purchase agreement. Projects are constructed to generate an average
amount of energy over a certain number of years, so the average revenue that can be expected is simply the
number of average annual kWh times the tariff.
The development and construction costs for small hydropower projects are substantial. However, these projects
operational costs are lower than for nearly any other energy technology. The plant needs few employees, just
enough to monitor operations, ensure security and perform routine maintenance.
Typically the evaluation of a hydroelectric project is done with a long-term annual model of revenues and
expenses. Since the project uses river flow, the large expense and risk involved with any type of fuel is minimized,
except for hydrologic variation.
The expenses for a small hydropower project include:
Labor repair allowance
Spare parts and tools
Phones and purchased power
Transportation and fuels for operators
Insurance
Taxes
Royalties, if any.
However, it is very important to remember that water variations mean that revenue will also vary. Depending on
the nature of the rivers watershed and rainfall patterns, the project design output can vary from 50% to 150%
of average annual power. That would mean that the project revenue will vary from the estimated average annual
production in kWh virtually every year. The project investment evaluation must include the variability of the
projects production. No one can accurately predict cycles of wet and dry years, but we know they will occur. It is
critical that the investment evaluation include cases of wet and dry cycles and make allowances for the revenue
generated for investment return sensitivity.
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The annual revenues must provide sufficient return to justify the original investment. The investment cost is
driven by the total construction cost and the development costs. Typically, the construction cost includes three
major contracts:
1.
Civil construction contract, often a combination of final design and construction
2.
Equipment contract for turbine/generator/controls/auxiliaries
3.
Transmission line.
Other development costs include:
Engineering costs
Permits and licenses
Financing costs
Land rights and acquisition.
Most small hydro projects are operated by the owners employees or an organization that is an affiliate of the
owner. The operations rely on a small number of key employees with detailed knowledge of the plant, rather than
a large organization.
Often, different power generation technologies are compared in terms of their capacity installation costs, as in
IDR/kW or US$/kW. However, since the small hydro projects product is energy, it is more useful to compare the
installation costs to the average annual energy unit. Thus, a quick capture of the project costs spread over the
expected average annual generation would be in IDR/kWh or US$/kWh. Typically, the feed-in tariff to be specified
under the PPA is known before the project is even planned. Thus, it is fairly simple to calculate the present value
of power generation for a period of record (for example, 20 years) and estimate a maximum value of the project
at a tariff of IDR 787.2/kWh. To achieve a return of 15% on the investment, the project must be completed for
about IDR 4,400/kWh. To achieve a return of 20%, the completion cost must be about IDR 3,200.
TABLE 5
ESTIMATED INTERNAL RATE OF RETURN AGAINST

FEED-IN TARIFF AND TARGET INSTALLATION COST
INTERNAL RATE
FIT
TARGET INSTALLATION
OF RETURN
(IDR/KWH)
COST (US$/KWH)
20
15%
Rp 4,425
$0.46
20
20%
Rp 3,224
$0.33
30
15%
Rp 4,229
$0.44
30
20%
Rp 3,157
$0.33
PERIOD
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5.5
EVALUATING THE FEASIBILITY

OF SMALL-SCALE
HYDRO PROJECTS
After the developer selects a site or a section of river for development, the first stage of planning is a prefeasibility or feasibility study. The study needs to focus on those areas where risk identification is most important
and sometimes more difficult. Key areas of any first project feasibility study are:
Hydrology
Topography
Geology
Flood flow analysis
Project layout
Energy analysis
Project budget
Logistics
5.5.1 // HYDROLOGY
Small hydro projects are most secure when a measurement gauge has been on the river for 20 or more years.
This situation is very rare in Indonesia, which has countless small rivers in remote areas. Thus, studies of rainfall,
runoff and correlations to other gauges are necessary. These must take the form of detailed studies that consider
what is available on a daily basis, not on a longer basis, where estimates distort the available flow by averaging
high and low flows. The evaluation of a projects hydrology is possibly the most important element and it should
be done in detail and correctly from the beginning.
The sites hydrology is used to develop a flow duration curve. The curve is simply a ranking of daily flows from
high to low. Estimating the generation from a flow duration curve is fairly simple, using the power equation
provided earlier in this section, over the time line of the curve. Figure 29 shows a sample flow duration curve and
the resultant power for a small hydropower project.
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FIGURE 29
FLOW DURATION CURVE AND THE RESULTANT

POWER FOR A SMALL HYDRO PROJECT
There are several methods of modeling a river for a partial or total run-off, but they are only as good as an
estimate for the analysis. They must be tested and re-tested as much as possible. Figure 30 shows a typical flow
duration curve.
FIGURE 30
TYPICAL FLOW DURATION CURVE
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A major element that the project reviewer must consider is whether the measurement method used suits the
proposed project. There happened a case in a recent private mini-hydro project in Indonesia where the hydrology
for project output estimation on a non-storage reservoir was examined on a longer observation period basis:
monthly rainfall. As a result, the flow duration curve is flattened out; it further creates an overestimation of the
flow for electricity generation. It might happen that the study assumed a condition for a weir that was probably
designed for lower flows.
Usually, monthly runoff data are used for the reservoir type, whereas daily runoff data are for the run-of-river
(ROR) type (a mini-hydro plant without a reservoir, which only counts on the river flow for its input). River runoff
changes daily as well as yearly, and flows are higher during the rainy season and lower during the dry season.
ROR projects are dramatically different in design and appearance from conventional hydroelectric projects (which
mostly use the reservoir). Most ROR projects do not require a large impoundment of water. Figure 31 shows the
effect of different observation periods.
FIGURE 31
THE EFFECT OF DIFFERENT OBSERVATION

PERIODS ON FLOW DURATION CURVE
Figure 30 illustrates what can go wrong when monthly or other longer observation periods (i.e., more than one
day) are used. For example, a study for a project that needs a 150 cubic feet/second (cfs) flow the prerequisite
for the target power production will assume that the project would run at about 80% of full output for the entire
month of 720 hours if it uses annual flow data. However, when the daily flows are used, any flows above 150 cfs
would occur less than 40% of the time. Consequently, the plant would lose its generation capacity because it is
run at far lower output. The actual generation for a month would have been overstated by perhaps 30% by using
the monthly average.
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FIGURE 32
DISTORTION FROM USING

MONTHLY AVERAGE FLOWS
Figure 32 illustrates how a flow measurement fluctuates and how the average value (mean) could differ greatly
from the actual low measurement for each observation time which in this case was done on a five-day period.
Key questions for the hydrology aspects of a project are:
What data were used for the project hydrology, and how were they analyzed?
Is the catchment area well defined and accurate?
Are the catchment characteristics (size, shape and slope) properly considered?
Have the assumptions for runoff been checked and tested?
What consideration should be taken into account when using a longer observation period instead of a
daily basis for flow modeling?
Does the hydrology reflect the actual conditions under which the plant will have to generate power?
Are there any other comparison data that could be used?
Have the effects of high and low flows been estimated? How will these reflect revenue?
Are there any generating plants with some history in the watershed or nearby?
Has a risk assessment of the validity of the hydrologic record been completed?
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5.5.2 // TOPOGRAPHY
A good idea of the projects topography is essential for the accurate projection of the position of the head,
intake, powerhouse and water conveyance facilities. Typically the project site is selected from generally available
mapping and satellite imagery. By the time the conceptual or bid drawings (civil) are prepared, specific topography
is necessary for the identification of routes of access roads, canals or penstock, foundations of the diversion,
intake facilities, and powerhouse. The required scale of the drawings depends on the facility. A proper site survey
for these facilities is necessary for creating a reliable design (one that does not need continual modification over
the course of preparation process).
Table 6 shows the scale of topography maps needed for early-stage study, the pre-feasibility study, and the
feasibility study (FS). The higher the map resolution, the more accurate the analysis
TABLE 6
THE SCALE OF TOPOGRAPHY MAPS

FOR PROJECT STUDIES
STAGE OF DEVELOPMENT
TOPOGRAPHIC MAP
SCALE NEEDED
Reconnaissance Study/Initial Study
1:50,000 ~ 1:10,000
Pre-Feasibility Study
1:10,000 ~ 1:5,000
Feasibility Study
1:1,000 ~ 1:200
Topography maps are relatively expensive but absolutely necessary for proper design and contracting. The
design criteria document or another document should define what has been done in preparation for design.
Accurate topography eliminates significant risk. A vague description of the topography work scope may be an
indicator that the maps are only gross estimates from larger maps, without specific ground control or checking.
Key questions for the topography aspect are:
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Has specific mapping been completed for the key project areas?
Has the route proposed for the water conveyance been properly surveyed and profiled?
Have the locations for the intake, powerhouse and intake box (if applicable) been surveyed, including the
river bottom and river section, nearby the facilities?
Was the topography study done by a qualified survey firm?
Does the proposed topography reflect the actual site conditions and provide the optimum layout?
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5.5.3 // GEOLOGY
Project geology is also critical to risk mitigation and allocation. The final design of the project will mitigate
foundation and geotechnical risk. Sufficient information also allows the contractor building the project to plan and
manage the risks of rock excavation, slope stabilization and foundation preparation. Geological and geotechnical
information is expensive and often is not fully gathered until the late stages of project planning. However, it does
allow for proper design acceptance of risk by civil contractors.
The main purposes of good-quality and site-specific geotechnical information are to:
Properly identify surface and subsurface conditions for design
Estimate quantities of earth and rock excavation
Characterize the foundation conditions and strength
Evaluate slope stability in the area of cuts to construct project features
Properly allocate geotechnical risk between the contractor and developer.
5.5.4 // FLOOD FLOW ANALYSIS

Flood flow analysis is necessary for the proper design of project facilities, since all facilities are either in or near
the river. The facilities need to be able to withstand a reasonable level of flood, taking into account that the higher
the flood protection, the more costly the construction is.
Key questions for the flood flow analysis:
Does the method used and site parameters suit the site conditions?
Are the selected methods properly applied with appropriate data?
Does the design criterion for the project facilities have an acceptable level of protection?
Is there a proper analysis or model that changes the design flood flow to the elevation of the intake and
powerhouse?
Are the facilities designed with flood criteria in mind?
5.5.5 // PROJECT LAYOUT
The project layout must include proper facilities to meet the project production parameters. The first layout is
important to define the project, mitigate risks with the design, and indicate areas that need additional detail
or study to arrive at a complete design. The project layout is necessary for the first cost estimates, based on
quantities of materials and the type of facilities needed.
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5.5.6 // ENERGY ANALYSIS

The energy analysis is based on the projects hydrology and layout. The analysis will set the value of the project
because it is based on the available water and head developed by the project layout. The analysis should continue
to be refined as project development proceeds, with a final analysis completed when the turbine and generator
equipment are selected and hydraulic losses are defined in the final project design.
5.5.7 // PROJECT BUDGET
The initial project budget is based on the engineers estimates from project studies. As the project proceeds to
completion, the estimates are replaced with budgets for contracts, land acquisition and other project activities.
The process of risk identification and risk allocation is reflected in the project estimates, which become project
budgets with real and fixed costs that are defined in contracts.
5.5.8 // PROJECT LOGISTICS

Project logistics are particularly important in Indonesia. As an island nation, transportation can be challenging.
Large and heavy equipment must be moved to the project site, possibly requiring new access roads and bridges.
Proper logistical planning for a project is critical.
The delivery of power and transmission lines has a large effect on the feasibility of projects. Since it is required
that small hydro projects deliver energy over 20 kV lines, there can be significant energy losses from generation
to the delivery point. Developers and financiers must pay attention early in project development to make sure
that the project is properly planned and constructed to minimize problems in power delivery. Longer transmission
lines to the PLN interconnection point not only result in higher costs for construction but also in higher power
losses, which directly affect revenue and expected returns.
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5.6
RISKS ASSOCIATED WITH

SMALL-SCALE HYDRO PROJECTS
The entire development process up to project implementation is an exercise in risk identification, mitigation and
allocation. The successful developers and projects are those that allocate risks properly to the parties best suited
to take the risk. The lender takes minimal risk and has a capped upside. The owner can have risk mitigated by
proper data collection on the site, proper evaluation, and proper design while contracting for other risks.
The risk elements of a project could be classified as either an internal or external risk. Internal risk arises from
the way a project is managed or from events in its immediate micro environment whereas external risk arises
from external events such as force majeure and government action. That said, internal risk is specific to the
project and subject to the control or influence of the project team, but external risk is not. An example of internal
risk is a project delay due to a faulty equipment installation. That risk event could be prevented by applying good
quality control measure to the project.
Small hydropower projects have the highest risk during the construction phase. Improperly designed projects
are prone to cost-overruns and completion delays. However, once complete, properly designed projects with
high-quality equipment can operate at low costs for a very long period. Indonesia has projects that have been
operating continuously for more than 80 years. If high-quality equipment is installed, the operating risk of the
project is limited to the hydrologic cycle, unexpected equipment damage or destruction and natural disasters.
Equipment damage and natural disaster problems such as floods or earthquakes can often be covered by
insurance.
The most difficult part of the project investment to evaluate is the allocation of risk during construction and the
ability of the developer to bring the project to completion within budget and schedule, and at a quality level to
meet performance specifications.
The principles of risk allocation during project development are:
Proper performance risk can be borne by the equipment supplier
Costs and quality can be borne by the civil contractor.
Design and adequacy of structures are the responsibility of the engineer
Possible catastrophic risk can be covered by insurance
Water and compliance risks can be borne by the owner/developer
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5.7
RISK ALLOCATION FOR

SMALL-SCALE HYDRO POWER PROJECTS
Risk for the project is allocated by contracts, so those providing financing for the project will rely on these
contracts to define the risks taken by the contracting parties. The owner/developer is usually left with ultimate
cost over-run and operating risks. However, the major part of project risk is in the construction phase.
Key contracts and agreements for project implementation are:
Civil contractor
Equipment supplier(s)
Owners financial ability and equity arrangements
Insurance
PPA with PLN
Land contracts
Engineer
Local authorities and permits
It is often said that risk should be allocated to the party that is in the best position to accept, manage and mitigate
it. But whether this party could actually mitigate risk at a minimum or at least at a reasonable cost should also
be considered.
The following principles should be taken into account when allocating risks to a given party. Has this party:
Been made fully aware of the risks it is taking?
The best capacity (expertise and authority) to manage the risk effectively and efficiently (and thus charge
the lowest risk premium)?
The capability and resources to cope with the risk if a risk event occurs?
The necessary risk appetite to accept the risk?
Been given the chance to charge an appropriate premium for taking it?
There is no single risk allocation matrix for hydropower projects. Risk matrices vary depending on such factors
as the prevailing policy and regulatory environment, electricity market, and also the risk appetite of the relevant
stakeholders in the project.
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As Table 7 shows, risk allocation for small hydro development in Indonesia differs from common international
practices in some important ways. For example, for small hydro projects in Indonesia, the project company
assumes the following risks, which in other countries are sometimes allocated to other parties:
Short- and long-term hydrological deficits
Land acquisition/resettlement, since this is left entirely up to the developer
Transmission, since PLN is not obligated to compensate the project company for any sales foregone due
to any transmission or system outage
Market demand, since the PPAs are not take-or-pay
Obligations of the off-taker are not guaranteed by the government
All of the financial risks, since the feed-in tariff does not accommodate price escalation or adjustment
except for shaping the tariff trajectory to yield the same levelized price.
TABLE 7
RISK ALLOCATION MATRIX FOR

SMALL HYDROPOWER PROJECTS IN INDONESIA
GOVERNMENT
INSURER
PLN/OFF-TAKER
IMPACTS
CONTRACTOR
POTENTIAL
EVENT
LENDERS
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
DEVELOPMENT PHASE
1
Major parameters
of the design and
engineering are not
firmed up or not
consistent with other
project contracts,
particularly the PPA
and construction
contract
Contractual
disputes among
project owner,
contractor and
subsequently with
lender, off-taker if
the problem is not
addressed
No access to the
project site
Increased costs to
resolve
Detailed design and

scope of works should be
finalized within an agreed
framework and timetable
to avoid additional design
and construction costs
Changes in the overall
scope of the project
should be avoided
Inefficient
investment decision
due to incorrect
financial projection
Thorough reconnaissance
during planning stage.
Lenders need to visit
the site for physical
verification
Building access to the
site must be part of the
contracted work prior to
mobilization
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GOVERNMENT
INSURER
PLN/OFF-TAKER
CONTRACTOR
IMPACTS
LENDERS
POTENTIAL
EVENT
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
DEVELOPMENT PHASE (CONT.)

3
Developer cannot
obtain land rights or
there are overlapping
land rights
Project delayed or
does not proceed
Developer cannot
gain water use rights
Project does not

proceed
Check land status of the

site
Check if the site is
registered as a cultural
heritage
Check with the Public Works

Agency
Note: Most jurisdictions do
not appear to have a system
to secure rights, so although
the water right has been
obtained by the developer,
other users may impinge on
it in the future
Developer cannot
gain forestry use
rights
Project does not

proceed
Check with the Ministry of

Forestry
Developer cannot
gain location or
business permits
from competent
government
authority
Project does not

proceed
Check with competent

government authority
Local community
resistance to hydro
project
Project cannot
proceed, or
proceeds with a
reduced scope, or
is delayed.
Project owner should

consult with the community
and conduct corporate
social responsibility
activities
Civil unrest
104
Developer cannot
gain environmental
approval from
competent
government
authority
Project does not

proceed
Developer cannot
or does not provide
sufficient equity for
project development
Project site is blocked

and project does not
proceed
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Conduct a thorough
environmental impact
assessment
Develop equity funding

plan at the outset
Work with well-funded
developers
GOVERNMENT
INSURER
PLN/OFF-TAKER
IMPACTS
CONTRACTOR
POTENTIAL
EVENT
LENDERS
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
DEVELOPMENT PHASE (CONT.)

10
11
12
Developer unable
to reach financial
closure
Project does not

proceed.
Project site is
locked up
Developer cannot
source competent
engineers for
FS or FS is not
complete.
Project cannot
proceed on time,
or is more costly or
underperforming
Developer cannot
source
competent
contractor or
other vendors
Project cannot
proceed, or faces
subsequent cost
and performance
problems
Project economics should be

robust and strong enough to
attract financing
Government may provide
fiscal or non-fiscal
incentives to make project
bankable
Timely preparation for

engineer procurement
Timely preparation for

contractor procurement
Collect information on
quality engineers
Collect information on
quality contractors
CONSTRUCTION PHASE
13
Project cost
escalation on
construction
activities
Project does not

proceed because
developer cannot
afford price increase
Contract should be in lump

sum with construction
contractor or other
suppliers to factor in price
escalation risk during
construction
Other option (though not
the best solution): draw on
standby finance
Note: this issue must be
treated properly in the
contract
14
Project cost
escalation due
to increased costs
of insurance,
financing or
foreign exchange
rate
Project does not

proceed because
developer cannot
Renegotiate PPA with PLN

(but requires additional time
and expenses)
Draw on standby finance;
completion guarantees
for the overall project
plus realistic budget with
a sufficient contingency
allowances.
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GOVERNMENT
INSURER
PLN/OFF-TAKER
CONTRACTOR
IMPACTS
LENDERS
POTENTIAL
EVENT
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
CONSTRUCTION PHASE (CONT.)

15
16
Project cost
escalation due
Project does not

proceed because
developer cannot
Construction
delays (excluding
force majeure
factor)
Project delay and/or

cost overrun
Draw on standby finance

Minimize potential for
legitimate change orders
by proper planning and
contracting
If a delay is due to the

contractor or supplier,
contractor or supplier pays a
penalty to the project owner
Note: contractors and
suppliers normally mitigate
by arranging insurance as
appropriate
17
Construction
delay due to subsurface condition
or geotechnical
conditions
Project delay, cost
18
Flawed
construction,
installation: failure
of facilities to
meet
performance
specifications
at completion
tests
Facility cannot
achieve full power or
generate guaranteed
capacity output
Conduct proper site studies

that include geotechnical data
collection which will maximize
risk for the contractor and
minimize risk to developer
Ideally, project owner
should pass this risk to the
construction contractor
or suppliers who provide
guarantee for performance,
or otherwise pay a penalty
Redesign and replacement
by contractor/supplier
under guarantee clauses
Oversight by owners
engineer to minimize failure
potential
19
106
Grid interconnection not

available when
plant is ready to
operate
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Project cannot
operate
Transmission and
interconnection is the
responsibility of the project
company. Conduct thorough
checks on transmission
facilities
GOVERNMENT
INSURER
PLN/OFF-TAKER
CONTRACTOR
IMPACTS
LENDERS
POTENTIAL
EVENT
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
CONSTRUCTION PHASE (CONT.)

20
Cost of grid interconnection

threatens project
viability
Project cannot
operate
21
Unsafe
environmental,
health and safety
(EHS) condition
Work accident
Developer cannot
or does not fund
project
Project site is locked

up and project does
not proceed
22
Factor in sufficient
transmission and
interconnection costs in the
tariff. This risk should be
minimized by planning and
contracting for the line before
construction begins
Follow EHS standards

Carry out EHS audit
Develop equity funding plan at

the outset
OPERATIONS PHASE
23
Forced outage
of facilities,
temporary
capacity reduction
due to equipment
failure or lower
than expected
performance
Project ceases
to operate, or
operates at
reduced output
24
Operational failure
due to failure of
operating staff
Project ceases to
operate, or operates
at reduced output
25
Hydro resource
does not
materialize as
planned, or at
higher cost
Project ceases to
at reduced output, or
at higher cost
Agree on warranties with

contractor/supplier
Use proven technology
Stop or postpone dividend
payout
Project needs
additional costs
for repair
Proper training and oversight

of on-site staff
Conduct thorough hydrological

studies early in the project
evaluation stage and at the
due diligence stage
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GOVERNMENT
INSURER
PLN/OFF-TAKER
CONTRACTOR
IMPACTS
LENDERS
POTENTIAL
EVENT
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
OPERATIONS PHASE (CONT.)

26
27
Operating cost
escalation due
to exceeding the
original estimates
Project economics
become adverse
Off-taker fails to
absorb power
from the project
Project does not

at less than full
capacity
Postpone or reduce dividend

payments
Renegotiate PPA with the
off-taker (but it requires
additional time and
expenses as it would be
beyond the feed-in tariff)
Developers has to consider
that there are no take or pay
provisions in the current
small hydro PPA
Transmission limitations
should be considered before
closing financing
108
28
Off-taker fails to
pay
29
Developer hands
over the project to
a third party
30
Unsafe
environmental,
health and safety
(EHS) conditions
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Project owner fails to

receive revenue and
shuts down project
Conduct a thorough check on

financial strength of the off
taker
Ability to sell the project must
be addressed in financing
documents
Follow EHS standards
Carry out EHS audit
GOVERNMENT
INSURER
PLN/OFF-TAKER
CONTRACTOR
IMPACTS
LENDERS
POTENTIAL
EVENT
PROJECT OWNER
ALLOCATION
MITIGATION OPTION
EXTERNAL RISKS
31
Facilities face
natural force
majeure
Project suspends
operations or stops
operating
The PPA should include a

clause of time extension to
make up for the delay
Insure some risks
32
Political events,
expropriation,
national-ization
Project suspends
operations or
developer is
adversely affected
33
Change in law,
including taxation
Project becomes less

profitable
34
Price escalation
due to inflation
Project may become

uneconomic
and therefore
unsustainable
Arrange for political risk

insurance
Advocate through relevant

interest groups
Renegotiate the PPA with PLN

(this requires additional time
and expense)
Note: hydro projects are less
damaged by inflation due to
lower operating costs
35
No power demand
Off-taker does not

take the power
from the plant,
partially or fully
Since the tariff is paid only

on delivery, the project owner
takes the risk
Plant operation
interrupts or halts
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BIOGAS
POWER
The treatment of organic waste through
anaerobic digestion systems enables organic
matter to break down into biogas, a source of
energy, while reducing the polluting potential
of the waste. Gases are produced by bacterial
decomposition, volatilization, and chemical
reactions that take place in the waste material.
6.1
OVERVIEW
Anaerobic digestion (AD) is the fermentation of biodegradable substrates (biomass, manure, sewage, municipal
waste, green waste, plant material, and crops) in the absence of oxygen. The specific characteristics of the
substrate, the temperature of the AD process, and the retention time of the substrate within the digester have a
major impact on the amount of biogas produced. The products of anaerobic digestion are biogas (which includes
different compounds) and digestate or sludge. The main value of biogas is its energy content and the value of the
sludge is given by its high nutrient content.
Biogas is a mixture of gases produced during the anaerobic digestion process of organic matter. Its key constituents
are methane (CH4), carbon dioxide (CO2), oxygen (O2), nitrogen (N2), hydrogen sulfide (H2S), water (H20)
and other organic compounds. Concentrations of each vary depending on the type of material being digested.
Figure 32 explains the different stages in organic breakdown leading to the production of biogas. Methane is a
potent greenhouse gas (i.e., heat trapping); it is 21 times more harmful to the ozone layer than carbon dioxide.
So, its capture and destruction is recommended to minimize this impact.
The biogas production process has four stages:
1.
Hydrolysis
Organic substrates containing different proportions of fats, proteins and carbohydrates are hydrolyzed
to short chain polymers and dimers (fatty acids, amino acids and sugars); this is usually the limiting
stage in AD systems.
2.
Acidification
Short chain polymers and dimers are converted into short-chain organic acids or volatile fatty acids
and alcohols by bacteria.
3.
Acetic acid formation

Alcohols and volatile fatty acids are converted to acetic acid, CO2 and H2.
4.
Methane formation
Archae methanogens produce methane.
The amount of biogas that can be generated in a given facility depends on several variables, each of which plays
a critical role in the process. One of the most important variables is the organic material necessary to produce
biogas, specifically organic volatile solids, also known as VS (volatile solids). Chemical oxygen demand (COD)
is another way to measure the concentration of organic matter in the substrate; both should be evaluated when
defining the energy potential for each project. Its content contributes greatly to the biogas volume potential in
a given anaerobic digester facility.
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FIGURE 33
BIOGAS PRODUCTION PROCESS
Hydrogen sulfides and siloxanes are considered impurities as they are harmful to the overall biogas operation,
particularly the mechanical equipment. Frequently, the hydrogen sulfide concentrations found in raw biogas
are higher than the accepted limits for most types of equipment. Hydrogen sulfide removal is essential, as this
impurity may corrode the metal parts that come in contact with the biogas, such as internal combustion engines.
Unlike hydrogen sulfide, siloxanes are generally found in significant quantities only in digesters treating municipal
wastewaters or in landfills. The combustion of biogas with siloxanes generates particles very similar to sand
called silicone dioxide; these may cause significant damage in turbines and other motors. The higher siloxane
concentrations in these systems are caused by the presence of certain wastes found in the source material such
as soaps and detergents. This is a contaminant that is regularly present in landfills. Palm oil mill effluent (POME)
and other agricultural-based digesters are not expected to have a significant amount of siloxanes.
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Table 8 shows the typical concentration range of each of the constituents present in biogas. It is important to
note the large range in these figures. Many factors affect the resultant biogas concentrations, including the
organic loading rate, alkalinity, and temperature fluctuations. Even a small variation in the biogas constituent
concentrations can have significant implications for the design, operation and resultant economic analysis or
economic performance of the system. The potentially significant ramifications include impacts to the heating
value or Btu content of the raw biogas and the gas cleanup requirements for the biogas end use(s).
TABLE 8
BIOGAS COMPOSITION
TYPE
LHV (KJ/KG)
MCW(%)
Methane
CH4
50-75
Carbon dioxide
CO2
25-45
Water vapor
H2O
2-7
Oxygen
O2
<2
Nitrogen
N2
<2
Hydrogen sulfide
H2S
<2
Ammonia
NH3
<1
Hydrogen
H2
<1
Using organic waste streams from different sectors in anaerobic digestion systems has several advantages, as
shown in Table 9.
TABLE 9
ADVANTAGES OF ANAEROBIC DIGESTION
Energy Perspective
Increases the countrys clean energy production capacity

Helps shift the national energy matrix to renewable energy sources
Provides a stable baseload energy supply
Social Perspective
Improves livelihoods in rural areas and less developed urban areas

Potential to generate revenue to offset costs through biogas use and sale of carbon credits
Provides organic fertilizer (dependent on the type of waste)
Control odors
Environmental
Perspective
Provides environmental and sanitary

Reduces water pollution
Reduces deforestation by replacing wood-based energy sources
Reduces methane emissions to the atmosphere
Enables treatment of highly pollutant organic waste
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6.2
MAIN SECTORS FOR

BIOGAS PRODUCTION
The production potential of biogas is the largest in the agricultural, wastewater and municipal waste sector.
These sectors provide suitable substrates for anaerobic digesters, both in terms of characteristics and rate of
supply to enable AD system technical and economic performance.
Agricultural Sector
The agricultural sector includes waste from livestock production facilities such as swine, cattle or
dairy farms, and waste streams for agro industrial operations such as palm oil mills, tapioca starch
processing plants, milk processing facilities, distilleries, slaughterhouses and other food processing
facilities.
Wastewater Sector
This sector includes either municipal wastewaters that can be directly treated in AD systems, or sludge
coming from activated sludge plants to be digested separately from the process.
Municipal Solid Waste Sector

Depending on the case, municipal solid waste may have a significant organic content (15-35%) that
may be treated in AD systems. Biogas can either be captured from existing landfills using wells to
recover the gas, or the organic portion of municipal waste may be treated separately in AD systems
(normally using a technology called high solid digestion) instead of going into landfills.
Even when anaerobic digestion processes successfully reduce the organic load of the substrate used, on most
occasions additional treatment is required to comply with local environmental regulations. Such is the case of
waste water treatment plants that may require complementary sedimentation, clarification or aeration processes
in addition to anaerobic digestion systems.
As shown in Table 10, and taking into account the limited number of biogas projects in operation today, there is
significant potential for methane emission reductions in the palm oil industry in Indonesia. The same can be said
for municipal solid waste (MSW), opportunities are now being explored for using the available energy resources
originating from this sector, at the same time that attempts are being made to increase the quality of waste
treatment, especially in larger cities.
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115
TABLE 10
METHANE EMISSION REDUCTION

ASSOCIATED WITH POME AD TREATMENT
PARAMETER
PALM OIL
ASSUMPTION FOR INDONESIA
P (ton/year)
22,500,000
2011 estimation
% in lagoons
80%
COD (kg/m3)
50
(Hayasi, 2007)
W (m3/ton)
2.4
Pome/crude palm oil (Hayasi, 2007)
Bo (kg CH4/kg COD)
0.25
IPCC default value
MCF
0.8
IPCC default value for deep anaerobic lagoon
Assumption based on WMS
Direct methane emissions reduction

CH4 (ton/year)
432,000
CO2e (ton/year)
9,072,000
CH4 = P x % lagoon x W x COD x Bo x MCF

Assume CH4 GWP of 21
Indirection emissions reduction through fuel replacement

CH4 (m3/year)
644,776,119
CO2e (ton/year)
1,293,086
Total emission reduction potential

CO2e (ton/year)
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10,365,086
Assume CH4 density = 0.67 kg CH4/m3 CH4

Assume replace electricity from the grid
6.3
KEY ASPECTS OF DEVELOPING

BIOGAS PROJECTS
The initial analysis for the development of a biogas project is based on three major pillars:
1.
Feedstock
2.
Off-take agreements
3.
Siting and interconnection
Each of these pillars will be essential for the viability of the project, even before the financials are deeply analyzed.
The project will not succeed if any of these three pillars fail. The technology selection process will take into
account all variables and current conditions of the system that will impact all three pillars.
FIGURE 34
PILLARS FOR BIOGAS

PROJECT DEVELOPMENT
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6.3.1 // FEEDSTOCK
The feedstock will be the fuel of the biogas plant, so it is crucial to understand its availability and characteristics
to correctly size the entire system and define the output expectations. The most important variables that are
required for a good characterization are:
Quantity
Determination or accurate estimate of the quantity of feedstock available throughout the year; in
this stage seasonality is an important factor to consider. This determination should be made based
on reliable historical information and current operation and assumptions that are in line with future
production plans.
Quality
The characteristics of the feedstock need to be determined as extensively as possible. This will
be crucial for accurately applying the most appropriate design for the proposed system. Different
biological and physic-chemical characteristics and conditions will result in different biogas production
levels. In addition, feedstock quality will have a direct impact on the type of technology and equipment
to be selected.
Table 11 shows examples of some key characterization parameters for POME that are relevant to the development
of a waste to biogas project. The POME characterization parameters vary widely from mill to mill. Concentrations
of COD and VS will have the highest impact on the anaerobic digester design and economic performance of the
project. Palm oil mills seeking to develop biogas projects should establish a characterization program to provide
data on the characteristics of the POME on a monthly basis, and to establish an accurate rate of POME production
from fresh fruit bunches specific for the mill. This is very important due to the production seasonality of this
sector and this type of feedstock.
TABLE 11
PALM OIL MILL

EFFLUENT CHARACTERISTICS
LIQUID WASTE
118
NO
PARAMETERS
UNIT
BOD
STANDARD
RANGE
AVERAGE
MINISTRY OF
ENVIRONMENT
mg/l
8200 40000
21280
50
COD
mg/l
15103 - 80000
34740
100
TSS
mg/l
1330 - 50700
31170
150
Ammonia (NH3-N)
mg/l
12 - 126
41
20
Oil and Fat
mg/l
190 - 14720
3075
15
pH
3.3 4.6
6-9
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Figure 35 shows, also as an example, the composition of municipal solid waste in the United States. The organic
material that would be decomposed represents 28%, in this case, sourced by food scraps and yard trimmings.
In some other locations, this portion can be significantly higher, especially in warmer climates where the
conservation of food items is more challenging. Several of these materials can also be recycled (paper, metals,
glass) being one more source of revenues depending on the local market value for these products.
FIGURE 35
AVERAGE U.S. MSW COMPOSITION
OTHER
GLASS
4%
5%
PAPER PRODUCTS
METAL
28%
9%
RUBBER,
LEATHER,
TEXTILE
8%
WOOD
6%
PLASTIC
12%
FOOD SCRAPS
14%
YARD TRIMMINGS
14%
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Figure 36 provides average biogas potential figures for several feedstocks.
FIGURE 36
AVERAGE BIOGAS YIELD OF SEVERAL

FEEDSTOCK TYPES (CUBIC FEET/WET TON)
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6.3.2 // OFF-TAKE/SALEABLE PRODUCTS

The second pillar required for the development of a biogas project is, in simple terms, a stable demand for the
product(s) to be generated by the biogas plant. This demand occurs from a direct or indirect party through
an agreement to purchase/use the product, often called the off-take agreement. Some of the end products
normally found in biogas projects are the following:
Energy/fuel in the following forms:
Electricity
Produced by internal combustion engines or turbines whose shafts are connected to electric
generators, commonly known as co-generation or combined heat and power (CHP) units, or fuel cells,
where electricity is produced from a chemical reaction between methane and oxygen.
Captive system (feedstock producer = biogas consumer) - this end product can be directly used
within the same facility that is generating the feedstock, creating a captive system and reducing
the electrical energy being supplied for other entities, normally the public utility company. In this
case the revenues are generated in the form of avoided costs.
PPA - alternatively, electricity can be sold directly to the grid or third parties through power
purchase agreements that are, in most cases, enforced by regulations and laws. Most PPAs define
their electricity prices as a function of the market price of electricity or spot prices. In the case of
Indonesia, the PPAs are negotiated with PLN and the electricity price is set by the approved feedIn-tariff for the specific renewable energy source and region.
Heat (Thermal Energy)

Recovered either through the direct combustion of biogas or through co-generation units heating
a fluid to transfer excess heat to other useful processes nearby. Thermal energy is usually used to
maintain proper operating temperatures in some anaerobic digesters.
Biogas can be used in most of the natural gas boilers (some need their equipment to be adapted),
replacing the direct source of natural gas for biogas. Boilers can be used to heat water or other
fluids.
Thermal energy is also produced when electricity is generated; this additional source of energy
can be used locally, potentially offsetting costs being incurred by the acquisition of other fuel
types, such as diesel.
The equipment used to produce electricity also generates heated air, which can be used for space
heating of buildings or in heat exchange equipment for multiple functions.
Biogas can be used to replace the use of natural gas in cooking; this is an application used in many
rural communities in developing countries.
Renewable Natural Gas (RNG)

Biogas can be upgraded to increase its concentration of methane and generate RNG; this product
has the same qualities and energy content of natural gas.
RNG can also be compressed to generate compressed natural gas (CNG), which can be used on
several types of vehicles replacing diesel and other oil-based fuels. This application normally
requires gas compression at high levels, between 3,000 - 5,000 pounds per square inch (psi).
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Gas-grid injection biogas can be upgraded (impurities removed) to achieve natural gas quality
requirements, which opens the possibility to inject the RNG into the local gas utility pipeline. Once
injected into the pipeline, RNG may easily reach a variety of markets, including the direct use of
gas in homes and businesses, the transportation sector or for electricity generation. In these
cases the gas can be sold directly to the grid through a PPA.
Byproducts
Several byproducts that have a market value can be generated through biogas plants and may also contribute
to the revenue stream. This will depend greatly on type of facility in question, local demand and the technology
selected:
Recycled materials sorting or separating systems are being installed in some regions in order to reduce
the amount of waste being directed to the landfill and increase its operational life at the same time that
value-sorted materials (e.g., plastics, paper, glass, metals) can be recovered.
Carbon dioxide (CO2) CO2 can be recovered through the use of gas separation technologies. The CO2
can be used for carbonated storage (bottled) or used in the production of CO2 for greenhouses.
Compost depending on the process, the separation of high-fiber solids can be composted to produce
compost, an organic fertilizer rich in organic matter and nutrients.
Nutrient-rich sludge once the substrate has been digested, the remainder is called sludge; it has a high
content of nutrients that can be used to displace other expensive sources of chemical fertilizer in the
agricultural sector.
Tipping Fees
Many feedstocks used in anaerobic digester systems are considered waste by others entities/industries. In fact,
the disposal of these wastes represents a cost in many locations/situations. Similar to landfills where this fee
is the main revenue source, biogas plant owners who use anaerobic digestion processes can take advantage of
these local market conditions and charge tipping fees to receive someone elses organic waste and treat it in
the digester.
Many of these wastes are in liquid form, which is not ideal for biogas generation in a landfill. However, this should
be carefully analyzed and should not be considered as a long-term revenue source unless it is clearly identified
as such through sustainable agreements that involve solid and sustainable businesses.
6.3.3 // SITING AND INTERCONNECTION
This final major pillar for a viable biogas project addresses operational logistics and access to infrastructure
necessary for the execution of the project.
When evaluating project site locations, several factors should be considered. The following are the most common
siting considerations for biogas projects:
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Location
It is is extremely important to minimize the transportation cost of the feedstock. Normally, for POME
projects, the feedstock is located within the mill property, which is ideal because feedstock can be
moved through piping and pumping systems, with no need for vehicles that would affect a projects
financial bottom line. Flat properties are also desired to minimize costs related to earth moving works
during the construction of the digester.
In landfill projects, the waste is already being hauled to the site. Thus, this factor may play a less
critical role as few, if any, options are available for MSW disposal.
Interconnection
Easy and close access to potential interconnections (the electrical grid and natural gas pipelines)
can make the difference between a viable and non-viable project, especially in non-captive systems.
Distance and capacity (capability to connect and absorb the electricity/gas volume) of the accessible
energy infrastructure are the most important points when analyzing this factor.
Infrastructure and support

In addition to the utilities infrastructure and respective capacities and capabilities to absorb whatever
end products are to be produced by a non-captive project, the following aspects also require an
analysis:
Roads - having access to several good means of transportation (more than one access) plays a
major role, especially when the feedstock source is not located next to the plant site. Good road
access reduces transportation costs as well as capital and operational expenses. In addition, it
facilitates access to maintenance teams.
Access to maintenance/troubleshooting teams - access to technical support teams that are
knowledgeable of the equipment installed at the site and that can quickly and easily provide
troubleshooting and maintenance works is essential to increase the availability of the plant and
minimize down time.
Potential conflicts
When projects are being built, different types of conflicts may arise, like those raised by local
communities. The developer should be aware of potential conflicts and should try to minimize eventual
barriers that can delay the activities related to project development, especially construction.
In most cases landfills are located far from residential areas, which usually minimizes opposition from local
residents. A different problem that can arise in landfill projects is how to handle the trash pickers, people
who make their living by recovering selected material that can be valuable in different locations/markets (e.g.,
metal recyclables). In many cities, the number of people involved in these activities can be quite significant, thus
requiring a proper plan.
Permits should also be planned accordingly and with enough time to avoid any schedule disruption.
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6.4
AGRICULTURAL
BIOGAS PROJECTS
One of the most critical evaluations when analyzing anaerobic digestion for an agricultural project occurs
during the technology selection process. The choice of technology will play a decisive role in optimizing biogas
production and project size vs. capital and operation and maintenance (O&M) expenses.
Some of the factors that should be considered during the technology selection process are:
Size: large, medium, small
Cost: capital investment required
Level of technology and O&M requirements
Terrain: space available, distance to major infrastructure
Feedstock characteristics
Climate: temperature, rainfall.
As mentioned earlier, the technology selection process will be based on the conditions and analyses of the
feedstock, off-take, and siting/interconnection requirements, among other factors. The most important
technology decisions including choosing the anaerobic digestion technology that will more accurately quantify
end products (biogas and/or other byproducts), and defining the design, cost and process of the system that will
produce the biogas.
Other technologies and equipment that will need to be analyzed and evaluated are:
Biogas treatment equipment to remove impurities and moisture in order to increase the efficiency of the
overall system.
Biogas usage equipment to produce the desired type of energy (e.g., genset/combined heat and power
(CHP), boilers, compressors stations).
Feedstock pre-processing equipment (e.g., cooling towers, solids separators, oil removal).
Feedstock post-processing equipment (e.g., solids separators, composting vessels, storage structures).
The medium- and large-scale anaerobic digestion technologies available and appropriate for POME digestion
the focus of this section are summarized in the following sections.
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6.4.1 // COVERED ANAEROBIC LAGOONS

In biogas generation, liquid wastes are contained in a geo textile lining to capture methane released during
anaerobic biological conversion.
Inside the lagoon, large amounts of microorganisms, including bacteria and fungi, start developing and multiplying
using the nutrients and energy in the POME. These microorganisms start breaking down the organic matter of
POME into volatile fatty acids and ultimately converting them into methane and CO2 (biogas). The produced
biogas is then captured under the cover to prevent its release to the atmosphere. This is where the biogas is
stored.
Depending on the project, lagoon covers may have different shapes; the most common ones are domes and
floating covers. By capturing and burning the biogas, methane emissions are replaced by carbon dioxide
emissions, achieving a significant reduction in the greenhouse potential of the emissions while creating a source
of renewable energy.
Typical design parameters:
Hydraulic retention time: 30 60 days
Total solids: 0.5 5%.
FIGURE 37
COVERED ANAEROBIC LAGOON DIAGRAM
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FIGURE 38
COVERED LAGOON DIGESTER

AND FLARING SYSTEM
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6.4.2 // CONTINUOUSLY STIRRED TANK REACTOR (CSTR)

In this technology, liquid wastes are contained in a tank to capture the methane released during anaerobic
biological conversion.
Unlike covered lagoons, this technology normally has from two to several mechanical mixers installed inside the
tank, creating a constant stirring process that is necessary when digesting materials with a higher solids content
(12% or more). The fresh influent feedstock is immediately mixed with the feedstock already kept in the tank,
creating a homogenized blend.
Projects may have more than one tank, in series or parallel, depending on how the process is designed. When it
is designed to be run in series, it normally has the objective to separate, in some way, some of different process
of the anaerobic digestion.
The more traditional type of biogas storage is shown in Figure 39; it occurs between the feedstock surface and
the cover in each of the tanks. Figure 40 shows two examples of CSTR digesters in operation.
FIGURE 39
CSTR DIGESTER DIAGRAM
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FIGURE 40
CSTR DIGESTER, GENSET, AND FLARE
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Typical design parameters:
Total solids: 3 15%
Hydraulic retention time: 5 30 days (depending on the feedstock).
There are other technologies available on the market but those are not applicable to POME projects.
TABLE 12
TECHNOLOGY COMPARISON
TECHNOLOGY
Covered Anaerobic
Lagoon
ADVANTAGES
DISADVANTAGES
Low capital and operation cost
Requires more space
Simple technology
Geo membrane often not available

locally
Large volume provides

equalization
Maintenance of geo membrane cover

Limited to low solids concentration
Complete-mix
Digester
Compact
High capital and O&M costs
High solids concentration

allowed
More robust system (longer
lifecycle)
High level of technology
6.4.3 // BIOGAS STORAGE OPTIONS

Biogas storage can be attained in two different ways:
1.
Internal storage inside the digester tanks
2.
External storage outside the digester tanks.
Biogas storage is normally considered when the biogas usage or consumption is not continuous. This means that
there will be some periods when the demand will be higher or lower than the production rate; this production
rate is normally very constant throughout the day and may only vary with the seasonal supply of feedstock in the
digester.
There are different shapes and colors for these storage structures (e.g. sphere, half sphere, tent shaped) but the
main purpose is shared by all and its differences are more related to suppliers or the specific characteristics of
the site. In some cases, expected weather conditions (e.g., wind, heavy rains, temperature) play an important
role in defining these structures.
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FIGURE 41
INTERNAL AND EXTERNAL

BIOGAS STORAGE SYSTEMS
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6.4.3 // COSTS OF AGRICULTURAL BIOGAS PROJECTS

As with any energy project of this type, multiple factors will affect the total capital and operational costs; this
applies to lagoon digesters, CSTRs and other facilities that seek to provide a safe and sustainable waste disposal
location or to treat and transform waste into other valuable commodities that can be sold to the market.
Table 13 shows average capital costs ranges for the types of facilities described above.
TABLE 13
ESTIMATED INVESTMENT COSTS FOR

BIOGAS PROJECTS (US $/KW)
TECHNOLOGY
PROJECT COSTS (US $;KW)
LIFE
CAPACITY
RATED NET
CYCLE
FACTOR
OUTPUT
DESIGN +
EQUIP. &
(YEARS)
(%)
(KW)
ENGIN.
MATERIALS
CIVIL
INSTALL.
COSTING.
TOTAL
Biogas
500 kW
20
85
425
300-360
1950-2200
350-400
550-700
300-330
3550-3990
Biogas
1 MW
20
85
8v50
200-250
1750-1950
200-250
450-550
250-300
2850-3330
Biogas
2 MW
20
85
1700
130-150
1600-1750
150-175
230-300
170-200
2300-2572
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6.5
MUNICIPAL SOLID WASTE

BIOGAS PROJECTS
The waste generated on a day-to-day basis by residential, commercial and industrial locations contains a
significant portion of organic waste (normally from 15-35%), depending on several factors. These factors can
differ between regions and also depend on social aspects of the community.
In most cases, this waste is handled in one of two ways: 1) it can be transported to a centralized facility where
it undergoes direct combustion process (incineration) or 2) it is transported and disposed in specific locations
(open dumps or landfills).
Both alternatives have the potential to generate energy through different processes. The first uses a thermal
process that, combined with a turbine, can generate electricity (similar to a coal plant); the second follows the
same anaerobic digestion system process described in Section 5.1, producing the end-product biogas (called
landfill gas or LFG) that can be used in engines to generate electricity and heat.
Usually, direct combustion has a larger energy potential than landfill gas-to-energy projects. But many
communities avoid implementing this technology due to environmental concerns related to the emissions derived
from the process. It also requires a large amount of capital to develop such facility compared to landfills.
The pillars mentioned in Section 5.3 (feedstock, off-take agreements and siting and interconnects) have great
impact on the development of a landfill project. Very often, landfills are publicly defined as any waste disposal
site. However, the technical community refers to two different types of sites: dumping sites and landfills. Open
dumps are normally defined as simple open air disposal areas with little waste planning or few treatment systems
in place; these sites normally generate strong disagreeable odors that can be detected from kilometers away.
They can cause multiple health problems related to air quality or lack of sanitary conditions. A landfill normally
refers to a planned waste deposit location that is equipped to minimize negative impacts in the surrounding
areas, for example, preventing soil contamination, minimizing odor release and controlling the venting of harmful
gases to the atmosphere. Methane is one of the gases that can be collected and used to generate energy.
To allow a better and more organized waste disposal effort, layers of waste are stratified at the landfill. When a
layer is filled, that waste is covered with a sealing membrane and a new layer will be added on top. This repeated
layering allows a controlled disposal and effective and sustainable LFG collection.
A more recent technology that many countries have begun implementing focuses on the treatment of waste with
high organic content. Facilities of this kind still have the capabilities to separate or even absorb non-organic
material, but the higher the inorganics rate the less effective the process and consequently, the less viable
(technical and financial) these technologies will be.
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These facilities are called dry anaerobic digesters (DADs) or high-solids anaerobic digesters (HSADs). In addition
to being able to generate biogas that can be transformed into electricity and/or heat, they can add a composting
treatment phase to the waste that is left after the digestion process ends.
There are several ways to handle and treat MSW. Among these, two technologies stand out as the most popular
for waste treatment and biogas generation: landfill gas recovery and dry anaerobic digestion. Parts of the design
can vary based on the technology supplier/designer, but they still share a common approach.
6.5.1 // LANDFILL GAS (LFG)

Municipal solid waste disposed in a landfill initially goes through an aerobic decomposition process while
in contact with air (oxygen). A longer, three-phase anaerobic process follows; in order to be effective, the
anaerobic process, which takes place when methane is generated, requires an oxygen-free environment and
some controlled conditions. At this point, LFG produced needs to be collected in order to be handled, being for
energy generation purposes or not.
Figure 42 shows the sequence of both processes, with the respective LFG compositions for each phase of the entire
process. The anaerobic part of the process is very similar to what happens with other anaerobic technologies.
FIGURE 42
LANDFILL AEROBIC AND

ANAEROBIC PHASES
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FIGURE 43
EXAMPLE OF A LANDFILL LAYOUT

WITH LFG UTILIZATION
LFG production can last up to 20 to 30 years after waste was disposed, but its production rate starts to decrease
almost immediately after disposal ceases. On average, in humid regions, one million tons of MSW produce roughly
12,000 cubic meters per day (m3/day) of LFG.
Leachate is the liquid that a landfill normally generates. Leachate has a high water content that can be compared
to the digestate described in Section 5.4. It normally percolates through the waste and is collected at the bottom
of the landfill cell, where it is moved (often pumped) to a specific treatment plant.
Landfills that produce power from LFG provide environmental and economic benefits to the local community,
energy users and the landfill itself as energy becomes a source of revenue. Landfill owners, energy service
providers, businesses, state agencies, local governments, communities and other stakeholders can work together
to develop successful LFG energy projects that:
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Reduce emissions of greenhouse gases that contribute to global climate change
Offset the use of non-renewable resources, such as coal, oil and natural gas
Help improve local air quality
Provide revenues for landfills
Reduce energy costs for users of LFG energy
Create jobs and promote investment in local businesses.
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FIGURE 44
VIEW OF A LANDFILL EXPANDING THE CELL

BY INSTALLING A MEMBRANE TO PROTECT THE SOIL
LFG Collection and Utilization

LFG collection typically begins after a portion of the landfill (known as a cell) is closed to additional
waste disposal. The most common method of LFG collection involves drilling vertical wells in the waste and
connecting those wellheads to lateral piping that transports the gas to a collection header using a blower or
vacuum induction system. Another type of LFG collection system uses horizontal piping laid in trenches in
the waste. These systems are useful in deeper landfills and in areas of active filling. Some collection systems
involve a combination of vertical wells and horizontal collectors.
Mechanical blowers are used to move the gas from the collection wells into the system and make them available
at the right pressure for each of the process steps.
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FIGURE 45
VERTICAL AND HORIZONTAL EXTRACTION

WALLS OF A VERTICAL HEADER
LFG can be used to produce the same types of end products described in Section 5.3, including electricity, heat
(thermal energy) and renewable natural gas (RNG), which has the same composition as natural gas. In some
cases, the evaporators use LFG to reduce the amount of leachate, especially in locations where wastewater
treatment is not available or is too expensive.
In many landfills LFG is simply flared. Although no energy is produced, the methane is destroyed. Flaring can
occur when there is no opportunity to use the LFG or simply because conditions do not provide positive financial
benefits. However, more and more landfills are using this resource as they recognize the value of LFG.
Most of the LFG-to-energy projects generate electricity using internal combustion engines or CHP (combined
heat and power); their sizes vary based on landfill size, which is generally between 1 and 12 MW.
It is important to note that the same types of treatment described in Section 5.3 apply to LFG and its use.
Some landfills and/or waste management authorities have been implementing technologies that can generate
compressed natural gas (CNG), which the waste hauling trucks can use as fuel. This brings significant savings for
the fleet operations, especially in locations where diesel and gasoline have high costs. CNG can be made available
by properly treating the LFG (biogas) generated by the landfill or by simply compressing the natural gas provided
by the local gas utility company.
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FIGURE 46
SAMPLE LFG EXTRACTION SITE PLAN
FIGURE 47
EXAMPLE OF A LEACHATE COLLECTION

AND TREATMENT POND
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LFG Proven Technology

LFG energy projects date from the mid- to late-1970s, but started becoming very popular during the late
1990s. Some of the first projects to be implemented received incentives in order to promote the technology
and enhance the current waste management system. Nowadays, most of these systems are self-sustainable
when the appropriate infrastructure (landfill) is in place.
LFG Modeling
LFG modeling is the practice of forecasting gas generation and recovery based on past and future waste
disposal histories and estimates of collection system efficiency. LFG modeling is an important step in the
project development process because it provides an estimate of the amount of recoverable gas that will be
available over time to fuel an LFG energy project.
LFG production does not refer to LFG collection. Both need to be maximized but the latter is directly influenced by
the design of the collection system (wells, mechanical equipment, etc.), while the LFG production will vary with
factors related to the biological conditions inside the landfill.
The most important factors that can affect the production of LFG are all related to the waste. They are:
Particle size
Composition
Age
Presence of oxygen
Moisture content
pH.
Several international entities employ models that anyone interested in developing a project can use. The modeling
outputs will include total LFG generation and LFG composition, and are particularly important to:
Properly defining and size the equipment to be installed for recovering and treating the gas (LFG)
Properly defining the number of wells and their location to maximize LFG capture
Evaluating project feasibility from a technical and financial perspective
Determining the requirements to be followed during the operation of the project.
Modeling plays a very important role in these projects as generation rates can never be measured. Instead, they
depend on the collection system efficiency, which reflects the systems capacity to extract the gas produced from
the landfills interior. There are hundreds of projects already in operation that new developers can learn from. But
any developer should be aware that these models have limitations and there is always a level of uncertainty with
regards to the collection efficiencies achieved at landfills.
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6.5.2 // DRY ANAEROBIC DIGESTION (DAD)

Dry anaerobic digestion systems are designed to receive and treat waste that is mainly composed of organic
materials. The technology used in these systems often includes the capability to compost the waste that is left
after the digestion process ends. The compost material can achieve the characteristics of a high-quality fertilizer
and can be sold at market prices, generating a new revenue source. The entire process can be a zero waste
process as everything has an end use, including some non-organic contaminants that are separated in different
steps of the process; plastics, metals, paper and glass can be sent to nearby recycling facilities.
The anaerobic digestion process is also run in a different way than the process for materials with more liquid,
such as POME. When many solids are present, the materials do not flow well and cannot be stirred, and the
material cannot be stored at a lagoon or tank. It is normally kept in a vessel (often called a module) for the period
of time required by the treatment; liquid material is sprayed over the material forcing a percolation through the
material (normally from top to bottom) so the waste particles can be collected and carried with the liquid; these
particles usually have high decomposition rates, which contributes to good biogas generation. For all these
reasons one facility of this type does not have the capability to handle a large amount of wastes like a landfill, but
several can be installed in a specific area.
There are several factors that can push for the selection of this type of technology. Some of them include:
Easy access to waste with high organic content waste derived from food markets, food processing
facilities, and entertainment centers that have source separation systems in place
High local market value for compost material/fertilizer
High landfill or waste-to-energy facility tipping fees that enable developers to look for other business
opportunities
Local or national regulations to reduce landfill disposal and define recycling target rates.
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FIGURE 48
EXAMPLES OF MODULES WHERE

MSW IS DIGESTED AND COMPOSTED
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FIGURE 49
SELECT COMPOSTED MATERIAL

TO BE USED AS HIGH-QUALITY FERTILIZER
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6.5.3 // COSTS OF MSW PROJECTS

As with agricultural biogas projects, several factors will affect the total capital and operational cost of landfills,
DAD or other facilities that seek to provide a safe and sustainable waste disposal locations or treat and transform
municipal solid waste into other valuable commodities that can be sold to the market.
By using the landfill calculation tools available online, which are based on multiple real scenarios, it is possible to
estimate or validate the capital and operational costs of a landfill project. However, local factors should also be
considered to correct any specific circumstances that may affect these costs.
The information included in Table 14 provides general capital and operational cost ranges for a LFG project
generating electricity.
The values included in Table 16 assume that some of the landfill infrastructure (earth works and membranes)
is already in place and all that is required to complete the landfill gas-to-energy project is the gas collection,
treatment systems, installation of generators, connection to the end user, and other related works.
The cost of a dry anaerobic digester facility can vary significantly and a definition of the conditions is necessary
in order to make any estimate. However, its overall cost is usually higher than for a landfill project. As an example,
investment costs on recent projects built in developed countries that are capable of handling around 100,000
tons/year of organic waste range between US $14 and 18 million.
TABLE 14
ESTIMATED INVESTMENT AND OPERATIONAL

COSTS FOR LFG/LANDFILL PROJECTS
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ELECTRICITY
LIFE
RATED NET
POTENTIAL OF
CYCLE
OUTPUT
LANDFILL
(YEARS)
(KW)
CAPITAL
ADMINISTRATIVE
COST
COST
OPERATIONAL
OPERATIONAL COST WITH
COST
GAS EQUIPMENT
(FIELD AND WELLS)
(/KWH GENERATED)
LFG
1 MW
20
850
3-3.5
million
30,000-50,000
60,000-80,000
1.8 cents/kWh
LFG
3 MW
20
2,700
5-6
million
40,000-70,000
100,000-130,000
1.8 cents/kWh
LFG
20 MW
20
9,500
13-16
million
60,000-100,000
350,000-400,000
1.6 cents/kWh
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6.6
BIOGAS TREATMENT
TECHNOLOGIES
In almost all cases, the biogas generated from the digestion of organic material requires proper treatment before
use. The treatment method depends on 1) the raw biogas composition, which normally varies with the type of
organic substrates being handled, and 2) the end use for the biogas. This section discusses technologies that are
applicable for agricultural and municipal solid waste biogas projects.
It is important to note that there are multiple alternatives to achieve biogas treatment, including some systems
that are patented by vendors. Each facility has site-specific parameters and conditions for biogas treatment;
therefore, these requirements need to be evaluated on a project-by-project basis.
Usually three treatment technologies are considered in biogas projects:
1.
Moisture removal
Moisture must be removed from the biogas to reduce the formation of sulfuric acid, which will
corrode the engines and other mechanical parts. Removal can be achieved using chillers or drying
compressors. It can be said that every single biogas project requires this type of treatment unless the
gas is not being used for energy generation.
2.
Purification technologies
These technologies include systems to treat and reduce the content of undesired compounds and/or
impurities (e.g., H2S, siloxanes); these compounds are capable of damaging mechanical equipment
and/or significantly lowering the efficiency of the energy generation processes. Siloxanes are found
in facilities that handle MSW, as they are generated from products derived from soap and detergents.
This type of treatment can be expensive and is a part of the system that should be looked at very
carefully when biogas is used to generate energy.
3.
Upgrading technologies
These technologies focus on removing non-methane gases (mainly CO2) to obtain a cleaner and
more concentrated energy source (higher CH4 concentrations). While carbon dioxide has a smaller
effect on mechanical equipment than impurities, it decreases the Btu content of the biogas, thus
reducing generation efficiencies. These technologies are mainly used when the final biogas is
injected in the local utility pipeline or it is used as a vehicle fuel. In these cases, the biogas achieves
the specifications that make it almost indistinguishable from natural gas; at this point the biogas is
commonly called renewable natural gas (RNG).
Figure 50 provides a graphic overview of the options available for using the biogas to be generated by the
anaerobic digestion system/landfill. Figure 51 includes shows photos of equipment covered under some of these
options (H2S and water removal and a genset (combined heat and power) engine.
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FIGURE 50
EBIOGAS CLEANING AND USE FLOW CHART
FIGURE 51
BIOGAS CLEANING AND

GENERATION SYSTEM
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6.7
RISK ASSOCIATED WITH

BIOGAS PROJECTS
A risk assessment evaluates assumptions and operational risks by factoring in critical economic risks where
either mitigation measures are required or the risk is priced into the project. It also evaluates the potential
variation sensitivity analysis in the financial internal rate of return on the owners equity investment. The
analysis should show various sensitivities identified by the range of likely outcomes in the event each key input
lies within a selected range of values.
The selected cost inputs and their risks are normally the following:
Increase in capital cost
Project economic life reduced
Increases in the cost and frequency of periodic upgrades or overhauls.
Other categories of risks are:
Development risks
Negotiating with feedstock suppliers (palm oil mills or POMs, or waste authorities) for fuel supply and
with PLN and other Indonesian agencies for permits and approvals.
Regulatory risks
In the form of licensees and permits, which can affect costs, timing, service levels, and competitive
advantage.
Economic risks
Depending on the projects location, costs for fuel and other factors may rise faster than planned.
Sustainable risks
The likelihood that a mill or landfill will continue to operate for a minimum period of time in order to
generate a return on investment. Normally MSW provides a lower risk, as it is not expected that a
certain area or region will stop generating waste. However, a potential decrease of the volume available
should be analyzed.
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Challenges for Biogas Power Plant Development

There are some specific risks and potential negative environmental impacts involved in developing and operating
biogas projects. The main ones are:
Costs
AD systems and landfills with proper gas collection systems require significant capital costs, and
depending on the technology, significant O&M costs. If the economic and financial analysis is not
detailed enough and the revenue stream from the use of biogas is not secured, the selected system
may not be financially viable in practice.
Waste management
In centralized POME projects projects handling feedstock sourced by different locations
geographically apart there will be risks associated with the transport of either the POME (if a central
AD) or the biogas (if a central power station).
For landfill projects

it will be important to guarantee that the waste will continue to be disposed for a number of years.
This will help guarantee a return on investment. In addition, local waste authorities need to provide an
agreement and assurance of future waste disposal.
Health and safety

If not properly operated and maintained, there may be some risk to human health due to the
pathogenic content of the feedstock and digestate, as well as risks of fire and explosions.
Some of these risks can be mitigated through a detailed upfront development work that will ensure:
The AD design is sound and tailored to the specific POM. In many cases, designs are copied from one
facility to another without careful consideration of process variables such as VS or COD concentrations
and other components present in the feedstock (e.g., POME). Using the same design without assuring
that a particular technology is the most appropriate and with no necessary adaptations may increase
the risk of project failure.
The same occurs for landfill projects; each case should be carefully analyzed to make sure the right
assumptions were made and that the organic content of the MSW is in line with what is expected to be
landfilled/disposed. For the POME, this will be essential to achieve the desired system performance.
Proper O&M procedures are well understood by the project owner. Lack of O&M is one of the major
reasons for projects under-performing.
Rigorous economic and financial analysis with the correct level of contingency at the feasibility stage and
securing a long-term revenue stream are essential in ensuring the proper operation and performance of
the project over its full life.
Table 15 provides a summary of the several risk types with potential mitigation measures that can effectively
reduce each of those risks.
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TABLE 15
POTENTIAL RISKS AND POSSIBLE

MITIGATION MEASURES
TECHNOLOGY
ADVANTAGES
DISADVANTAGES
Feedstock Supply
Availability, energy content, Physical and

biological characteristics, collection,
transportation, cost (price escalation)
Long term contract supply: quality, cost,

quantification and delivery. Feedstock
producer as shareholder. Check for competing
markets for feedstock supply.
Technology
Reliability, Capital Investment and O&M

costs, Space Requirement and land
specifications
Follow best practice, engineering standard

and selection of most cost effective
technology. Proven technology for selected
feedstock types.
Environment & Social
Site location, proximity to settlements,

community, concerns; Geology (including
earthquake, flooding and unsafe zones)
Technically safe site and ensure environment

parameters are respected i.e. air, waste water
quality, noise. Public acceptance. Environment
Analysis (UKL, UPL). Invite participation of
local community and inform benefits of such
project.
Project Developer
Experience, equity
Experienced management or consortium with

experienced partners with high experience
in biogas, especially in locations with similar
challenges. Provide enough equity or other
source of income to manage risk.
Location
Feedstock transportation distance and

distance to electricity/gas pipeline
distribution network
Ensure that the location is ideal considering

the feedstock availability and electricity load.
Secure site. Ideally at or near sources of
feedstock.
Legal
Many permits: business, environment,

construction; liabilities
Ensure all permits are made available; put in

place appropriate insurances.
Construction
Delay
Time, resource scheduling and project

management. Insurance.
Cost Overrun
Equipment coat, construction cost, fuel

preparation cost
Accurate feasibility study, proper engineering

design and project management, EPC
contract that includes team with biogas
experience, insurance.
Operation and
Maintenance
Unexpected down time, materials

used during construction, equipment
reliability, no O&M team with good knowhow close to the site
Implement best practice in operation and

maintenance, identify local O&M team
or provide proper training, follow design
specifications, insurance.
Off taker
Payment default
Good profit and bankable off taker
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6.8
BIOGAS PROJECT ECONOMICS

AND FINANCIAL ANALYSIS
Biogas projects are mainly developed with one or more of the following objectives:
Creating economic value
Adding social and environmental value to the local community by treating waste
Decreasing the regions dependence on fossil fuels.
Although the last two points are seen as a plus, it is imperative in most cases to develop a project that is financially
viable and has an above-average financial performance so that it can attract investors.
Therefore, it is of extreme importance to collect reliable cost estimates from the beginning from experienced
suppliers/vendors, and be fully aware of the impact that the equipment and technology selections will have on
O&M expenses. This can only be achieved by experienced teams that have been involved in biogas projects before.
The three pillars discussed in this section are not only crucial for a projects technical feasibility but are also the
basis for a viable financial project. The feedstock supply (Pillar 1) will not only guarantee the fuel for the project
but can also be a source of potential revenues or costs, depending on the type of feedstock and the market
demand. In projects that handle POME as their feedstock, the supply is normally provided by the mill at no cost.
In the majority of POME projects, the sale and/or use of products to be generated through the biogas plant
process (Pillar 2) plays the most important role in the projects overall financial feasibility. These products can be
used to sell directly to interested third party entities or simply to replace or offset expensive internal consumption;
in the latter case the financial benefit of the project will be reflected as avoided costs by the owner of the plant.
For agricultural projects, energy is most often the most important driver to generate these revenues (being in the
form of heat, electricity or gas). POME plants require a large amount of energy to operate; in some cases they
are located far from the electrical grid and can potentially offset the use of other fuel sources, such as diesel.
Alternatively, project owners can sell the electricity to the PLN grid through the use of pre-defined feed-in tariffs
and PPAs that can guarantee revenues for up to 20 years.
For projects that involve municipal solid waste as feedstock, the tipping fee is the largest source of revenue. In
some cases energy and fertilizer can play significant roles as well.
Siting and interconnection (Pillar 3) is less related to the revenue portion of the project and more to the costs. It
greatly influences the capital and operational costs that are fundamental to bringing positive financial results to
the project.
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Another factor that can be affected by these variables is the reliability and availability (hours of operation) of the
plant. A good location with easy access and high-quality interconnection will more likely maximize the revenue
generated through the sale of power or any other byproduct.
Each project has its owns characteristics, nuances and logistics, so the importance of each of the factors
mentioned as well as others that may exist should be carefully evaluated to properly assess the risk.
Below is a summary of the process main steps, respective timeframe, and key players:
Main Steps
Initial assessment and pre-feasibility study
Detailed feasibility study and engineering design
Construction and installation
Start-up and troubleshooting
Operations and Maintenance (O&M)
Timeframe
Installation varies significantly, but in most cases, the project will be in operation in less than one year
from the time the engineering tasks begin. A covered lagoon project, the most frequently adopted
technology solution for POME projects, usually takes between six and nine months. A landfill project
can be ready to receive MSW in a few months as can be expanded while the landfill is operating.
Players
Technology provider (if this entity is different from the project developer)
Financing local banks, grants, government funds and subsidies
EPC engineering firm
O&M project owner.
The financial parameters normally used to assess a biogas project are the same as those used in most energy
plants:
Input
Sources of income
Projected income based on product market value
Project lifespan
Capital costs
O&M costs
Output
Return on investment
Internal rate of return
Net present value
Payback period
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The capital cost is mainly influenced by:
The technology selected
Transmission costs for non-captive systems distance to utility grid/pipeline.
Operation and maintenance costs (fixed and variable) are mainly influenced by:
Capacity size of the facility
Availability (operational hours per period of time) and technology reliability.
Feedstocks with higher energy contents can also provide higher revenue for a lower feedstock quantity. This,
consequently, will require a smaller facility footprint. However, many of these feedstocks also require additional
equipment to be properly prepared for anaerobic digester (in case of POME), which is another reason for
conducting comprehensive studies and analyses on the technology and system selected.
To summarize, the capital investment mainly depends upon the power plant capacity, technology used, equipment
vendors (some are more expensive than others), cost of contractors (driven by region and local cost of labor),
and the conditions at the site. Site development and civil costs are subject to the location of the project (costs
are generally higher in remote areas). It is strongly recommended that the project be set at 10% or more of the
total project cost.
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BIOMASS
POWER
Biomass power is the use of plant or animal
materials to produce electricity, heat, steam,
and/or cooling. Biomass power is the second
largest source of renewable electricity in the
world (after hydroelectricity), and accounts for
more power generation than wind and solar
combined. Globally, most biomass power is
generated from solid biomass (e.g., wood) with
smaller amounts from biogas, biofuels, and
municipal waste.
7.1
KEY ASPECTS OF DEVELOPING

BIOMASS POWER
As a renewable energy source, biomass is more widely available and reliable than wind and solar for electricity
production. Biomass has the obvious advantage of storing energy probably its most important factor in
comparison with the other renewable energy systems. Biomass also offers a renewable energy solution in areas
where other renewable sources are not as readily available.
Biomass power is one means by which a country can meet its national goals for the use of clean, renewable
energy while promoting economic growth. A successful, sustainable biomass power industry can also provide
clean, domestic, renewable power; revitalize rural economies; reduce impacts to the environment and climate;
and create diverse job opportunities for agribusinesses, owners/operators, equipment suppliers, and small
businesses.
The key issues for a biomass power project are fuel, fuel supply, the electricity off-take power purchase agreement
(PPA), the technology employed, financing, site selection, and permitting. Of these, securing a bankable biomass
fuel supply and securing the PPA typically present the greatest challenges to developing a successful biomass
project. With a bankable biomass fuel supply and an acceptable PPA, obtaining project financing is usually
achievable.
The choice of fuel affects the type of technology employed for a biomass power project. The more common
biomass fuels available in Indonesia include various types of wood, palm kernel shells, palm fiber, empty bunches
of palm fruit, rice husks, sugarcane bagasse, straw or grasses, and refuse-derived fuels or municipal solid waste
(MSW). The most common technologies employed are stoker boilers with a steam turbine and generator (for
larger projects), and gasification with an engine/generator (for smaller projects).
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7.2
FUEL ASSESSMENT
A fuel assessment should be conducted to ensure that there is an adequate fuel supply for the project and that
the fuel pricing and other terms will be acceptable. The fuel type and its combustion characteristics are also
important. Table 16 shows typical biomass fuel characteristics for several types of biomass.
TABLE 16
BIOMASS FUEL CHARACTERISTICS
TYPE
LHV (KJ/KG)
MCW(%)
ACD (%)
7,700-8,000
40-60
1.7-3.8
13,000-16,000
7-9
7-14
Coconut shells
18,000
Coffee husks
16,000
10
0.6
Stalks
16,000
10-20
0.1
Gin trash
14,000
12
13,000-15,000
10-20
5,000
63
Fibers
11,000
40
Shells
15,000
15
Debris
15,000
15
9,000-15,000
13-15
1-20
Rice husks
14,000
19
Straw
12,000
10
4.4
Wood
8,400-17,000
10-60
0.25-1.7
Charcoal
25,000-32,000
1-10
0.5-6
Bagasse
Cocoa husks
Cotton residues
Maize
Cobs
Stalks
Palm oil residues
Fruit stems
Peat
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When burning biomass in a boiler, the chlorine and sulfur in the fuel end up in the combustion gas and erode the
boiler walls and other equipment. This can lead to the failure of boiler tubes and other equipment, and the plant
must be shut down to repair the boiler. The project sponsor needs to ensure that the fuel will not corrode the
boiler and that the boilers design and operation are appropriate for the biomass fuel.
Biomass with high levels of potassium and sodium will have low ash fusion temperatures. When burning fuels
with high levels of potassium and sodium, the ash produced may melt in the furnace, eroding boiler efficiency. Fly
ash may stick to boiler tubes, which will also lower the boilers efficiency and may lead to boiler tube failure. With
furnace temperatures above 1000C, empty fruit bunches, cane trash, and palm shells create more melting ashes
than other biomass fuels. The project sponsor must ensure that boiler operating conditions avoid exceeding ash
fusion temperatures.
Figure 52 shows the sulfur, chlorine, and potassium/sodium contents of several boiler fuels. Figure 53 shows the
ash fusion temperatures of several fuels.
FIGURE 52
SULFUR, CHLORINE, AND POTASSIUM/SODIUM

CONTENT OF SEVERAL BOILER FUELS
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FIGURE 53
ASH FUSION TEMPERATURE

OF BIOMASS FUELS
Critical Level
15
When the boiler design is improper for a fuel with a low ash fusion temperature or the boiler operates improperly
with any biomass fuel, clinker will form in the boiler or gasifier. With a stoker type of boiler, clinkers will build
up on the grate, causing the plant to shut down for maintenance. Figures 54 and 55 show a clean stoker grate
and a fouled grate.
Two major components of biomass fuel costs are transportation and storage. In fact, the economics of a biomass
power project are directly related to the distance required to transport biomass from the source to the power
plant. The most feasible projects are those that are located at the source of the biomass fuel or integrated into a
mill or other processing facility.
When the project site is at a distance from the biomass source, the project sponsor may consider using a fuel
pre-treatment technology to optimize transportation costs. Transporting biomass fuel with relatively low density
or high moisture content will be very inefficient. Pre-treatment at the source of the biomass (a palm-oil mill or
rice mill, for example) may reduce transportation costs: shredding, pressing, drying, and pelletizing are examples
of common biomass fuel pretreatment.
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FIGURE 54
CLEAN BOILER GRATE
FIGURE 55
CLINKER FORMING ON THE BOILER GRATE
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Bales and pellets make transportation more efficient from palm oil mills and rice millers to the boiler at the power
plant site. Pellets are resistant to shocks, take up a small area, and can be easily combusted in an automated
process, making their use even more efficient. Pellets are made in an extruding die press. The feedstock is usually
pure wood biomass, but empty fruit bunches or rice husks are also possible. Sometimes a small amount natural
binder can be added to facilitate the process. Pelletizing does not solve the problems created by fuels with low
ash fusion temperatures.
Figures 56 and 57 show examples of baling and pelletizing operations.
FIGURE 56
BAILING MACHINE
FIGURE 57
BIOMASS PELLETS
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7.3
TECHNOLOGY AND
SITE SELECTION
The selection of the technology and site for a biomass power project is an important decision. The technology
must be commercially proven, appropriate for the biomass fuel, and also appropriate for the MW capacity of the
proposed project. The project site must have adequate space for the power plant and for storing up to several
months of fuel use in some cases. The site must also have access to water for cooling, and the electricity grid or
electricity end user.
Investors and lenders will want to ensure that the project is using commercially-proven technology. The
technology must be commercial for the fuel to be utilized. A technology that works well with one fuel (such as
palm kernel shells) may not work with another fuel (such as empty fruit bunches). The ash fusion temperature is
a key biomass fuel characteristic that can influence the choice of technology and technology vendor.
There exist an enormous variety of biomass power technology choices. Some are well established and bankable,
like the direct combustion of palm-oil waste. The two most common technologies for biomass power are direct
combustion and gasification.
Direct combustion of biomass is a mature and commercially available technology. It produces heat, which then
produces steam in a boiler and finally drives a turbine-generator. There are several variations of direct combustion
of biomass:
Stoker boilers
This type of boiler is normally used for 5 to 50 MW biomass power projects. It is relatively simple and
accepts more flexible fuel input.
Fluidized bed boilers

This boiler is normally for power generation greater than 25 MW. It is more efficient than a stoker boiler
and more complex, and thus more expensive. The fuel may be required to be relatively smaller in size in
comparison to the fuel for the stoker boiler.
Suspension firing boilers or pulverized firing boilers

These boilers are normally for power generation projects greater than 50 MW. Their combustion
efficiency is comparable to a fluidized bed boiler, but are less flexible in fuel input; the fuel has to be in
fine particles. This boiler type is rarely used for biomass.
Direct combustion using a stoker boiler is a mature technology with world-wide application. Lenders may thus
focus on the equipment supplier to determine the bankability of the technology. Reliable biomass steam boilers
can be sourced from: Yoshimine and Takuma (Japan), Vyncke (Belgium), Areva (France), Eckrohrkessel (Germany),
and Andalas and Atmindo (Indonesia). The use of locally manufactured boilers (made in Indonesia under license
from Japan/China) may lower the cost while maintaining equipment specifications and factory standards.
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Project sponsors must ensure that the boiler design is suitable for the fuel to be utilized. They should also conduct
an extensive analysis of the biomass fuels composition and energy content, including chemical analyses for
boiler corrosion and fouling, low ash fusion temperature, and clinker formation risk, and adjust the equipment/
plant design and operating conditions accordingly. Reliable small steam turbine suppliers can be sourced from:
Shin Nippon (Japan), ShinKo (Japan) KKK (Germany), Dresser Rand and Elliott Turbo (USA), and Jineng and
Hangzhou (China).
STEAM TO TURN THE TURBINE AND GENERATE ELECTRICITY
TO FACTORY
GENERATING ELECTRICITY BY BURNING BIOMASS TO PRODUCE
FIGURE 58
A typical stoker boiler is shown in Figure 58.
PALM WASTE
GAS
ASH
ELECTRIC POWER
STEAM
WATER
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Biomass gasification is a relatively new commercial technology. Gasification is the heating of biomass (or other
solid fuels) to high temperatures (>700C) with a controlled amount of oxygen or steam. Gasification produces a
combustible gas consisting primarily of hydrogen, carbon monoxide, and carbon dioxide (syngas).The syngas
can be burned in an engine/generator to produce electricity or in a boiler to produce steam that drives a turbine/
generator. Small-scale gasifiers (< 1 MW) are widely used throughout Asia.
There are several variations of biomass gasification technology:
Up-draft gasifier
The air is injected from the bottom into the reactor to produce combustible gas.
Down-draft gasifier
The air is injected from the top into the reactor to produce combustible gas. More small-scale
installations use this system.
Fluidized bed gasifier

The air is injected from the bottom of the reactor to suspend the fuel to produce more combustible gas
and less carbon dioxide.
The down-draft gasifier is the most popular for small-scale biomass power plants. This type of gasifier works well
for projects from 100 kW to about 1 MW. The gasifier requires relatively dry fuel (<20% moisture), and fuels with
low ash fusion temperatures should be avoided. Fuel must be prepared to a consistent size. Woody biomass is
typically chipped and fine biomass or agricultural residues are sometimes converted to pellets for fuel.
FIGURE 59
DOWN-DRAFT GASIFIER
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COMBUSTIBLE SYNGAS TO BE BURNED IN A GAS ENGINE
FIGURE 60
GENERATING ELECTRICITY BY CONVERTING SOLID FUELS INTO
An example of a biomass gasification system for the generation of heat and electricity with an engine genset is
shown in Figure 60.
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Challenges for gasification technology include:
Feeding the fuel into the gasifier is complex
A gas stream treatment facility may be required to cool and clean tars
Installation is complex and requires substantial investment for low generation capacity
The technology status is the early commercial stage
A gasifier is too often thought of as simple device that can generate a combustible gas from any biomass
fuel, but many experts in the field recommend that the gasifier be specifically designed for the type of
fuel to be used.
Project developers interested in gasification technology should consider the following:
Gasification might be more economical in smaller projects
Gasification equipment components are easier to disassemble and mobilize, hence it might be practical
to use gasification in places where fuel sources may not be sustainable over time
Gasification may provide self-reliance at sites where fuel is not easy to obtain.
A comparison between direct combustion and gasification technology for electricity generation is provided in
Table 17.
TABLE 17
COMPARISON BETWEEN DIRECT COMBUSTION

AND GASIFICATION TECHNOLOGIES
DIRECT COMBUSTION
GASIFICATION
High
Moderate
Technology status
Mature
Early commercial
Typical size
>5 MW
<1 MW
High
Poor to reasonable
Moderate
High
Relatively easy
Difficult
Fuel flexibility
Reliability
Complexity
Operational aspects
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Site selection is critical for a biomass power project, especially related to securing a reliable long-term feedstock/
fuel supply. The project lender will ensure that the project site meets these minimum criteria:
Close to the biomass feedstock supply to reduce transportation costs and logistical risks
Close to the electricity load (PLNs grid) and thus reduce transmission losses and the cost to connect
to the grid
Close or has easy access to raw material (for construction) to reduce transportation cost and logistil
risks
Have good soil conditions
Have access to good quality water (for cooling)
Have manageable environmental impacts.
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7.4
INVESTMENT
Biomass power generation projects are established to create economic value, therefore capital investment,
operation and maintenance, and fuel source are critical for success. Some of the main aspects of capital
investment, operation & maintenance, and fuel source are:
Capital investment
technology selected
transmission costs: how far from the distribution grid
Operation & maintenance costs (fixed & variable)

capacity
operational hours/year and reliability (minimize unexpected breakdown)
Fuel source
biomass fuel energy content
characteristics of the biomass fuel
The capital investment depends upon the power plant capacity, technology to be utilized, the technology and
equipment providers (some are more expensive than others), cost of contractors, and the conditions at the site.
Site development and civil costs will depend on the location of the project (costs in remote areas are usually
greater). Project contingency is usually in the range of 5% to 10% of the total project cost.
Table 18 shows the range of investment cost by type of technology.
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TABLE 18
INVESTMENT COST BY TYPE OF

TECHNOLOGY IN 2005 (US $/KW)

CAPACITY
CYCLE
FACTOR
(YEARS)
(%)
ENGINEERING
MATERIALS
EQUIP. &
CIVIL
ERECTION
CONTINGENCY
RATED
LIFE
TOTAL
Biomass
Gasifier
100 kW
20
80
100
70
2,490
120
70
130
2,800
Biomass Boiler
20 MW
20
80
20,000
40
1,740
100
50
100
2,030
Biomass Boiler
50 MW
20
80
50,000
90
1,290
170
70
80
1,700
TECHNOLOGY
NET
OUTPUT
(KW)
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7.5
RISKS ASSOCIATED WITH

BIOMASS POWER PROJECTS
Grid-connected biomass power projects are relatively new for Indonesia, with few operating projects to date.
The greatest challenges facing developers of biomass power projects in Indonesia today do not lie in obtaining
all proper permits and required project approvals, but in obtaining a bankable fuel supply contract and raising
30% of the total project costs and financing needs, which PLN requires before a final PPA can be issued.
The major categories of risks for biomass power projects are:
Development risks negotiating with owners of biomass for fuel supply and with PLN and other Indonesian
agencies for permits and approvals
Regulatory risks in the form of licenses and permits, which can affect costs, timing, service levels, and
competitive advantage
Economic risks depending on the projects location, costs for fuel and other factors may rise faster than
planned.
Table 19 shows specific biomass power project risks.

Prospective power plant project developers and lenders often use the term bankable to refer to a biomass
fuel supply or biomass supply contract that lenders will accept. A bankable fuel supply is often a prerequisite to
obtaining financing for a new biomass power plant.
A bankable biomass fuel supply generally meets the following criteria:
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The feedstock must be secured, either through ownership or contract, for the period of the business plan
or loan term. Typically, this could be 10 years. Multiple sources of biomass in different regions reduce
exposure to any one supplier.
Biomass suppliers must have the financial means to honor their obligations should they fail to deliver
biomass per the biomass supply agreement. Further, the financial instrument should be segregated from
their day-to-day business, perhaps as a bank guarantee or cash in escrow, and/or insurance, to ensure
buyer compensation is automatically triggered and subsequently covered when a contractual failure
occurs.
The biomass quality is properly managed through production to delivery to the biomass plant.
Biomass power plants require a constant supply of biomass so shipping should be arranged on a longterm basis to reduce the effect of spikes in shipping and fuel costs.
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The power plant should have biomass storage to see it through any short-term disruption the amount
of storage will differ from plant to plant, but typically a 10% to 15% reserve is sufficient. A safe and
viable storage area for this amount of biomass should be part of the plan.
Agreed-upon escalators in the contract will protect both the buyer and biomass supplier from sudden
price movements. Considerations could include road fuel, bunker fuel, inflation and electricity prices. If
a reliable commodity or raw material index exists, this could also be considered.
The timely availability of facilities needed to connect the project to the grid remains the responsibility
of PLN.
TABLE 19
BIOMASS POWER PROJECT RISKS
IDENTIFIED ISSUES
MITIGATION
Fuel Supply
Availability, energy content, Phycical and chemical

characteristics, collection, transportation, cost
(price escalation)
Long term biomass contract supply: quality,

cost, quantity and delivery. Biomass producer as
shareholder. Check for competing markets for
biomass supply
Technology
Reliability, Capital investment and O&M costs, Space

requirement
Follow best practice, engineering standard and

use the most cost effective technology. Proven
technology for selected biomass type.
Environment & Social
Water availability for cooling and feed Site location,

proximity to settlements Geology (including earth
quake)
Technically safe sute and ensure environment

parameters are respected i.e. air, waste water
quality, noise. Public acceptance Environment
Analysis 9UKL, UPL)
Project Developer
Experience, equity
Experienced management or consortium with

experienced partners. Provide enough equity or
other source of income to manage risk.
Location
Fuel transportation distance and distance to

electricity distribution network
Ensure that the location is ideal considering the fuel

availability and electricity load. Secure Site. Ideally
at or near sources of biomass.
Legal
Many permits : business, environment, construction
Ensure all permits are made available
Construction
Delay
Time, resource scheduling and project management.

Insurance
Cost Overrum
Equipment cost, construction cost, fuel preparation

cost
Accurate feasibility study, proper engineering design

and project management, EPC contract, insurance
Operation &
Maintenance
Unexpected down time, materials used during

construction, equipment reliability
Implement best practice in operation and

maintenance, follow design specifications, insurance
Off Taker
Payment default
Good profit and bankable off taker
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SOLAR PV
ELECTRICITY
The last ten years have seen an unprecedented
amount of solar project deployment around the
world and a steep rise in the acceptance of solar
energy as a source of residential, commercial,
and grid-tied electricity. More companies than
ever provide solar related services, from panels
and electrical equipment, to racking systems,
carport structures, monitoring, construction
and maintenance. Insurance companies are
more familiar with system performance and
offer products underwriting various risks. This
investment has led to many changes in the
marketplace, all to the benefit of investors and
users of solar PV systems.
8.1
OVERVIEW
The benefits of photovoltaic (PV) systems include:
1.
The entry of many large and small businesses providing quality products ranging from PV panels to
inverters, electrical balance of systems, monitoring and EPC services.
2.
Significantly broader range of products than just a few years ago.
3.
The development of more rigorous international codes, standards, and testing protocols.
4.
A steep decline in the price of materials and projects.
5.
A well-developed level of technical understanding about system design and implementation among
service providers.
6.
The growth of reliable modeling systems and an increase in the number of solar data collection
sources.
7.
Confidence by the private investment community in the bankability of solar projects.
Solar PV systems enjoy the advantage of being deployable in a wide variety of locations and along a broad
spectrum of system sizes. This is not the case for most other forms of energy which require a minimum investment,
such as for permitting, fuel infrastructure (e.g. pipelines) and civil work, before a project can be considered. Wind
projects require extensive wind studies. Geothermal projects require resource studies and well drilling which can
be very costly. The exception, diesel generation, is widely deployable, but presents the challenge of dependency
on the fully-burdened cost of diesel fuel and O&M to the project as well as the effects of pollution and noise.
The development of Solar PV projects in Indonesia can be an attractive and sound business proposition, with
some key advantages, particularly for an island nation:
Consistent solar insolation values throughout the year
Electricity does not require shipping and delivery of liquid fuels
Maintenance, although required, is minimal
System monitoring can be done remotely via the internet
Areas without grid interconnectivity can utilize stand-alone solar systems
Finally, although the growth of project deployment in the major markets such as the US and Europe has been
sustained, it has not equaled the expansion of solar PV product and service providers. This has led to excess
supply, which leads to competitive pricing and better product development as the market matures. It has also led
these highly competitive and competent service and product providers to seek new markets. This in turn makes
Indonesias opening of a solar PV program an opportune event.
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8.2
THE PHOTOVOLTAIC EFFECT

AND THE PHYSICS OF
PV SYSTEMS
Solar energy is used in many ways such as the harnessing of heat for hot water systems, or the use of solar
collectors to create steam for use in turbine-generation systems for electricity. Solar PV systems convert sunlight
into electricity through the Photovoltaic effect, a well-known phenomenon that has been applied to scientific and
commercial uses for decades. Early uses of solar PV systems were in space satellite systems, starting in the
1950s, where reliable electricity was needed but on-board fuel storage was not feasible. Although the costs
of these systems were high by todays standards, the systems were considered reliable enough to power earth
orbiting satellites.
When photons of sunlight strike the surface of a photovoltaic cell (or solar cell), the energy is imparted to
electrons in the cell, knocking them free. What this essentially means is that the energy from the photons
creates an electrical current when it strikes certain materials. The free electrons seek a path to their source.
Photovoltaic cells, primarily those consisting of a silicon substrate that receives the photons, are particularly
efficient at creating this conversion process. (Other substrates are also commercially viable, such as Cadmium.)
PV cells are designed such that the electrons knocked free on the substrate are given an electrical conduction
path via a circuit design typically on the back of the cell. These cells are interconnected in a PV module such that
there is a nominal amount of current and voltage generated per module.
FIGURE 61
PHOTOVOLTAIC EFFECT AND THE PV CELL
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8.2.1 // CONCENTRATING SOLAR POWER

Other common solar applications include Concentrating Solar Power (CSP) or Concentrating Photovoltaic
(CPV) systems. These systems focus the light from a large receiver onto a smaller area, thus concentrating
the resource either to generate heat (CSP) or in order to enhance the solar irradiance on a photovoltaic cell.
Some common concentrating systems use sunlight directly for heating water, and are seen in various sizes from
residential to large commercial scale. CSP technologies for electricity generation are commonly large systems
such as those intended to create steam to drive a steam turbine. Similarly, CPV systems typically rely on two-axis
trackers supported by a large foundation, and are therefore used only in commercial and utility-scale applications.
CPV systems were originally developed in order to reduce the amount of solar cells required. This concept made
economic sense at a time when the costs of PV modules were much higher, but these costs have significantly
decreased thus making CPV systems less attractive. Concentrating Solar Thermal Systems were proposed under
the same premise, and have seen a decrease in development due to the lower costs of traditional PV systems.
FIGURE 62
PARABOLIC TROUGH CONCENTRATING

SOLAR THERMAL SYSTEM
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8.2.2 // SOLAR RESOURCE

Like wind and geothermal energy, solar energy system output is a function of the natural resource providing
renewable power to the system. For solar arrays sunlight is the obvious resource, however, measuring this
resource on a site-by-site basis, converting that into equivalent output, and predicting this output over a long
time horizon such as twenty years depends a great deal on the appropriate data and modeling techniques.
It is important to be familiar with standard terms and units for measuring the amount of solar energy available
at a given site over a specified period of time. Typical terms include the following:
Irradiance
the instantaneous intensity of the suns light, measured in Watts / m2. The value changes throughout
the day for a variety of reasons including the angle of the sun and the atmospheric conditions that
would either improve or impede sunlight.
Insolation
the amount of solar energy over a given period of time, measured in Watt/hours or kilowatt-hours per
square meter. Insolation is sometimes represented as kilowatt-hours / m2 day or month, depending
on the reporting needs.
Peak Sun Hours

this measurement of insolation that shows the equivalent time per day in which irradiance averages
1000 W/m2 (the maximum surface irradiance). Thus an area with a high average Peak Sun Hour
rating (e.g., 6.15 kWh/m2/day) will receive more solar insolation than an area with a lower average
Peak Sun Hour rating (e.g., 4.5 kWh/m2/day).
It stands to reason that areas with large amount of clear skies over the course of the year can produce more solar
electricity that cloudy areas. Fortunately models and methods exist to account for these weather variations by
region. Solar resource values are determined through a variety of long-term data collection processes including
satellites and terrestrial-based solar monitoring stations around the world. Through numerical modeling of data
going back decades, forecasters can predict Peak Sun Hours, Insolation and Irradiance with enough confidence
to perform accurate project output and financial models as a basis for project investment. Modeling tools include
open-sources such as NASA-Langley Distributed Archive website or the US-Department of Energy National
Renewable Energy Lab (NREL), or proprietary systems that can be purchased. It is worth noting that solar
investors should become familiar with the quality and relevance of the data being used to predict a solar projects
performance. For example, some countries have fewer data collection stations than others, and a prediction
based on data from a site that is far from the project would most likely be inaccurate if there are local variations
to the weather.
Also keep in mind that, unlike concentrating solar systems, traditional flat-panel solar PV modules respond to
any form of photovoltaic energy. Therefore direct and diffuse sunlight will generate an electrical current. Cloudy
days will produce electricity as will diffuse light reflected off of other surfaces such as fields, buildings and snow
(Snow covered land can sometimes cause panels to produce at voltages and currents above the allowable wire
ratings and must be considered by design engineers). Photovoltaic Energy on a surface is a measure of the
following factors:
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Direct Normal Incident (DNI) Irradiation

DNI is the irradiation component that reaches a horizontal Earth surface without any atmospheric
losses due to scattering or absorption. CSP and CPV systems rely entirely on DNI.
Diffuse Horizontal Irradiation (DHI)

DIF is the irradiation component that reaches a horizontal Earth surface as a result of being scattered
by air molecules, aerosol particles, cloud particles or other particles. In the absence of an atmosphere
there would be no diffuse horizontal irradiation.
Global Horizontal Irradiation (GHI)

GHI = Direct Normal Irradiation (DNI) + Diffuse Horizontal Irradiation (DIF).
PV modules react to GHI, which includes both DNI and DHI. Concentrating systems only react to DNI. This is why
dry regions closer to the equator (North Africa, Southwest USA) are noted for CSP technologies, whereas wetter
regions (Southeast USA, Southeast Asia) are better suited for PV systems.
FIGURE 63
SOUTH AND SOUTHEAST ASIA

HORIZONTAL IRRADIATION
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8.2.3 // SOLAR GEOMETRY

The ability of a given solar system to capture the available solar resource (Insolation) at a given location is largely
driven by the interplay between the position of the sun, as the source of the solar resource, and the position of
the modules, as the receivers of the solar resource. Ideally the face of modules should be aligned so that the sun
is in a perpendicular position facing the module face, but since the suns position changes over the course of the
day and year, and also varies by location careful attention must be paid to the siting of a solar array.
As will be described later, tracking systems are designed to provide options to maximize the collection of solar
resource against the cost of such systems. Its important to consider the basics of solar siting best practices in
order to find the optimal solution.
Solar Azimuth Angle
The horizontal relation of the suns position relative to the face of the modules. For solar arrays north of the
equator, the typical solar azimuth angle for fixed, unshaded systems is facing due south (180 degrees). (Tracking
systems follow the suns trajectory, but still must be oriented towards the solar horizon. See the section on
Tracking systems.) For solar arrays south of the equator, the typical solar azimuth angle for fixed unshaded
systems is facing due north (0 degrees). Note the azimuth positioning is based on True North or True South
versus magnetic North or South. Therefore magnetic declination for the specific site must be considered when
using a siting tool (such as a basic compass) that does not make this adjustment.
Solar Altitude Angle
The angle from horizontal (horizon) to the sun in degrees as it rises and falls over the course of the day. This
is the vertical component of the suns position and it varies over the time of year and in relation to the projects
position on the earth.
The distance from the site to the equator is one factor dictating the sensitivity of the array to its alignment
towards true South or North. Those closer to the equator are less impacted by azimuth, versus those at higher
or lower latitudes. Obstructions or other site-specific issues may also impact the decision to align an array
towards a specific azimuth. For example, an otherwise excellent site may have a building or forest shading a
section. Carport arrays often are aligned along parking lines. Rooftop arrays are often aligned along building
features. Steep changes in ambient temperature may even suggest that an array favor either an Easterly or
Westerly orientation.
Array Tilt Angle
Also known as the Angle of Inclination, this is the solar arrays inclination as measured from horizontal.
In order to maintain a perpendicular orientation of a panel face to the sun, the array tilt angle equals the
90 degrees minus the Solar Altitude Angle. Take for example an unobstructed fixed array in the southern
hemisphere with a tilt angle at 20 degrees facing 0 degrees north. At a moment during the year when the
Solar Altitude Angle equals 70 degrees at noon (the moment the sun is at true North), the sun will be at a
perpendicular (90 degree) alignment to the module face. This scenario occurs only momentarily, however, in
the case of a fixed-tilt array. Therefore a solar designer must account for the entire trajectory of the sun, site
restrictions, and cost considerations (see the section on module mounting systems) when deciding how to best
orient the array.
As can be seen in the simulations below, the optimum tilt angle varies throughout the year for different
locations.
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FIGURE 64
SOLAR PATH CHARTS
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FIGURE 65
SOLAR COLLECTOR
ANGLES OF INCLINATION
Similar to the discussion on azimuth angle, module placements in latitudes near the equator tend to have a
low array tilt angle. Module placements in latitudes closer to the poles favor higher tilt angles. Note, however,
that tilt angle also impacts wind loading which may restrict choices for optimizing output at higher or lower
latitudes. For locations near the equator, a minimum tilt angle of 5 to 10 degrees is recommended in order to
promote rainwater runoff and reduce dust and dirt accumulation.
FIGURE 66
TILT ANGLES AT DIFFERENT LATITUDES
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8.3
TECHNOLOGY AND
ELECTRICAL COMPONENTS
The primary components of a solar PV power plant are the solar modules, inverters and transformers for grid
connected systems or those supplying alternating current (AC), electrical wiring and protective devices such as
fuses, breakers and switches, and a monitoring system.
8.3.1 // MODULES
Photovoltaic modules (or panels) form the building blocks of the solar PV system. Modules house the PV cells
and provide the platform for the Photovoltaic Effect to take place.
Photovoltaic modules are rated via their ability to convert sunlight to a given amount of DC electricity. This is
partly a function of the number of PV cells on the module and the conversion efficiency of the cells themselves.
For example, a module type by a given manufacturer with sixty (60) PV Cells may have a rated output of 250
Watts. The same manufacturer may also have a similar module made up of seventy two (72) cells. This module
will be rated at 300 Watts.
Module efficiency varies by technology choice and by manufacturer; however, they fall broadly into the
following categories:
Crystalline - conversion efficiency 12% - 20%

Mono-Crystalline - most expensive, most efficient
Poly-Crystalline slightly less expensive, slightly less efficient)
Non-Crystalline (thin film) conversion efficiency 6% - 14%

Amorphous Silicon
Copper Indium Gallium Selenium (CIGS)
Cadmium Telluride (CdTe)
The two primary ratings given to solar modules are Standard Test Conditions (STC) and PV USA Test Conditions
(PTC). There ratings are determined by the module manufacturer after the product undergoes testing in
specified controlled environments. PTC conditions are generally considered to better represent real-world
conditions and therefore are often used when applying for incentives (specifically in some US States), however,
most solar performance models use STC in calculating electrical energy (kWh) output and adjust accordingly.
STC rating is considered for calculating conductor and equipment sizes (for example, when calculating open
circuit voltage).
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It should also be noted that module ratings are given a tolerance (positive and negative) to account for potential
variations in output as a function of the manufacturing and quality-control process of the product. There is a 250
Watt STC module with +/- 3% power tolerance could be labeled between 242.5 Watts and 257.5 Watts.
As the solar irradiance increases on a solar module, it will generate DC electricity up to the nominal rating of
the panel (for example 250 Watts). This does not mean the panel will generate this amount of DC electricity (it
almost certainly will not), but that the limit on the panel under virtually any solar resource situation encountered
will be some value below the STC rating. In other words, the nameplate rating is static; it is simply a function of
the number of panels multiplied by the panel rating. The AC output of the array on the other hand is function of
the system STC rating, the solar resource, orientation of the array and a variety of other factors (more in Section
1.4).
For any system other than a single panel, modules are wired together in series, similar to the way batteries
are connected in series, and therefore the area of PV surface exposed to solar irradiance, via the number of
modules in a project, determines the rated output as a system. Therefore a system comprised of one thousand
(1000) 250-Watt rated panels is rated at 250 kW DC. Depending on the solar irradiance, ambient conditions,
shading, and variety of other factors, this system is considered capable of generating up to approximately,
but no more than, the total STC rating of the system. As stated earlier the PTC rating can also be applied to
calculate the expected output under everyday circumstances; however, there are rare conditions such as in cold
climate and high irradiance where the STC rating can be approached.
8.3.2 // ELECTRICAL SYSTEMS
PV systems connected to the utilitys electrical grid must convert the DC electricity generated by the solar
modules into AC electricity that matches the voltage and frequency of the connecting grid. The PLN distribution
system is likely to be the interconnection point for projects approved for the solar Feed-In-Tariff and therefore
will connect at 11kV voltage and a frequency of sixty (60) hertz. PV systems in Indonesia therefore will require
inverters and transformers to make his transition, as well as the balance of electrical equipment to complete the
system and provide the necessary system protection.
The primary components that make up the balance of systems between the modules and the interconnection
point are as follows:
Inverters and Transformers
As stated earlier, the DC electricity from the PV modules must be converted to the proper AC voltage to interconnect
with the utility, and the inverters and transformers perform this function. Inverters also provide a data collection
and reporting, allowing project personnel to observe the performance of the array. Inverters optimize the output
of the strings of solar modules supplying electricity to it through Maximum Power Point Tracking (MPPT). Not all
inverters perform at the same MPPT effectiveness or conversion efficiency. Inverters also have various startup
voltages (the lowest voltage before an inverter starts to operate). Since high temperature reduces module
efficiency and voltage, it is important to choose an appropriate inverter for the ambient conditions so that
unexpected shutdowns dont occur.
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FIGURE 67
TWIN INVERTERS
Inverters vary in size from utility-scale megawatt range that can handle a large array, to micro-inverters that
serve a single module. Many inverters also come with protective functions, for example, they automatically shut
off when detecting that there is no voltage on the grid. This prevents the solar array from exporting electricity to
the grid while the grid is down and utility personnel are performing repairs.
Combiner boxes
Collection systems for bringing together a specific number of module strings. Combiner boxes work like
junction boxes intended to allow addition of strings to a system without increasing the voltage levels on the
wiring beyond safe levels.
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FIGURE 68
SOLAR ARRAY
Wiring in a solar array is a combination of DC wiring and AC wiring, the wire type determined by the voltage
and current of the circuit in the system. It is common for PV module string wiring (DC wires) to be routed on
the underside of panels to a combiner box, before being routed underground an inverter. Higher voltage AC
electricity leaving the inverters and transformers is often routed on overhead poles. Underground wiring can
be directly buried in the ground (direct bury cable) or routed in conduit. In some cases conduit is encased in
concrete (such as under roadways) to protect the wiring. Using overhead versus underground and direct-bury
versus conduit is determined based on code requirements and system costs.
Meter pengukur produksi lisrik dan sirkuit peralatan proteksi biasanya dipasang antara penyulang keluar dari
transformator dan titik interkoneksi (POI) utilitas. Titik ini adalah titik dimana penjualan listrik diukur, dan juga
titik dimana utilitas dapat melepas pembangkit dari jaringan jika diperlukan.
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FIGURE 69
SOLAR ARRAY WIRING SYSTEM
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8.3.2 // MONITORING SYSTEMS
Monitoring of a solar PV system is essential for measuring generation and monitoring the performance of the
system. Many commercially available systems interface with solar inverters and allow an uplink to the internet
so that performance can be monitored remotely. Monitoring systems can collect data at the inverters, however,
owners of larger arrays are installing data collection systems further upstream of the inverters in order to have a
better view into the performance of a system. For example, data collected from a 1 MW inverter can only isolate
performance down to the 1MW array serving the inverter. This could equate to up to 4000 panels and associated
circuitry. A monitoring system down to the combiner box level or lower allows the owners real-time visibility into
areas that underperform and system faults that would be invisible when only looking at the performance at a
higher level. The choice of these systems depends on the calculation of costs versus performance.
The revenue meter is relied on for the billing measurement. System inverters also calculate system generation,
however, this may not be the method and location agreed between the buyer and seller (revenue meters or
normally place at the POI, which is downstream of the inverter.
FIGURE 70
DATA MONITORING PORTS AT SWITCHGEAR
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8.4
SYSTEM CONFIGURATIONS
AND MOUNTING SYSTEMS
Solar PV systems are available for many types of sites, from small rooftops to large open spaces and canopies
over parking areas. The PV modules are mostly interchangeable across these configurations, whereas the chosen
configuration will dictate the required mounting system.
The most common mounting systems (also called Racking systems) are those designed for Roof, Ground, or
Carport installation. Sub-categories within these mounting systems include fixed systems, single axis trackers,
and double axis trackers.
Roof mounting systems are generally fixed systems and usually are installed on a flat, clear roof area. The
mounting system is configured such that the modules are installed with a particular vertical tilt and aligned
so that they face a specified direction (array azimuth). Roof mounting systems are secured to the roof either
through penetrating fasteners or through weights (ballasted systems) usually made of concrete blocks. Roof
mounting systems on a non-horizontal surface such as a gable or mansard-style roof are directly connected to
the roofing system and follow the roof angle and azimuth.
FIGURE 71
ROOFTOP SOLAR ARRAY
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Ground mount systems are designed to secure an array to a ground-based foundation system such as a drilled or
driven pier, auger screw or a concrete-gravity foundation. They are typically seen on open spaces where there is
little or no shading, appropriate topography (slope that benefits the project) and minimal environmental impacts.
The soil and geotechnical conditions are also important to consider. The choice between these systems is
determined by appropriateness of the subsurface material and the costs. For example, driven or drilled systems
are used where soil can be penetrated to a depth necessary for the foundation. Gravity systems are more common
on landfills (the landfill cap cannot be penetrated) or where subsurface conditions warrant another solution.
Ground mount systems can be designed as fixed tilt, single axis trackers and double axis trackers. Fixed tilt
systems secure the modules at a constant azimuth and angle of incidence. Modules in single axis systems are
typically installed on a horizontal racking system and aligned along a north-south axis, allowing the racking
system, known as the tracker, to rotate rows of panels in a way that follows the East-to-West movement of the
sun during the day. Under the right conditions, a single axis tracking system can deliver up to approximately
30% more energy generation than a fixed-tilt system. However, these systems require specialized racking and
motor-driven components. The higher construction and operation expense must be considered in addition to
the potential for higher output
Double-axis trackers are designed to rotate the panels as the sun moves east to west, and as it rises and
falls in the sky throughout the day. The intent of single axis trackers is to maximize output by maintaining a
perpendicular orientation between the panel and the sun during all daylight hours. Double axis trackers allow
the greatest amount of solar generation for a given system size; however, the complex tracking systems and
add expense of using pedestal mounting systems makes these systems less cost effective in many cases.
The choice of using a fixed tilt, single axis tracker or double axis tracker system requires analysis of the solar
irradiance at a given site, the installation and lifecycle costs of the mounting system, design parameters such
as wind loading, and the appropriateness of the site for the foundation system, among other factors, in order to
determine the best solution.
FIGURE 72
FIGURE 73
FIXED-TILT GROUND-MOUNT RACKING SYSTEM
CANOPY PV SYSTEM OVER A PARKING AREA
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Canopy systems are popular in areas with large parking areas by providing a dual use and revenue stream for
lots. Canopy systems are tall enough to provide clearance for vehicles to park underneath, and provide shade
for users of the parking areas.
Other types of solar mounting systems include Building Integrated Photovoltaics (BIPV), landfill covers and
laminates for rooftop and surface applications. These usually involve a PV system embedded in glass (such as a
BIPV system used in a building curtain wall), a roll-type material that adheres directly to a standing seam metal
roof, or a landfill cover. These applications are used when typical PV modules are not feasible or aesthetically
appropriate, and no racking systems are needed.
All mounting systems must be designed and installed to account for the applicable loading conditions and building
codes for a given site and jurisdiction. Wind loading is often places the most stringent requirements on mounting
system design. Roof mounting systems also have to take into account the allowable live and dead loading on a
given facilitys roof, and it is common to perform a structural analysis of an existing roof before determining the
appropriate system.
FIGURE 74
ROOFTOP SOLAR ARRAY
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8.5
SOLAR RESOURCE
MEASUREMENT AND
SYSTEM GENERATION
Now that the parameters for measuring solar energy hitting an array, and the design parameters of a solar array
have been defined, it is possible to measure the expected output of a given system at a given location. System
electrical output, measured in kWh, is a function of the solar resource (Irradiance and Insolation over time) at
the site, system rating (kW or MW), system losses, and various other factors such as shading, panel tilt angle and
orientation, site topology, racking system (fixed, tracking, etc.), panel surface soiling, and various other factors
in descending order. Measurements must account for local issues such as shade from trees or buildings, or high
ambient temperatures which degrade module and electrical efficiency.
Its also important to remember that the output will vary over the course of the day and course of the year due to
the position of the sun. Weather effects such as cloud shading, atmospheric moisture, and ambient temperature
also have a significant effect on performance. These factors are complex and no model using past data can
perfectly predict what the performance will be under a short time interval (hour/day/week). Monthly and yearly
averages, however, are known to be accurate. An experienced system modeler may use multiple models and
multiple data-sets in order to increase the confidence of the prediction.
FIGURE 75
DAILY SOLAR PERFORMANCE CURVE
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FIGURE 76
PV CLIMATE YEARLY PERFORMANCE CURVE
The report illustrated on the following pages shows the results of an analysis produced by PVsyst solar design
software using meteorological data for Jakarta. This analysis of the solar system production includes calculations
for system losses for converting solar irradiance to AC output at the point of measurement. Every component in
the system causes some electrical losses and a rigorous study of the project can identify these losses and increase
the accuracy of the performance measurement. Solar modules also lose some amount of their production over
time (approximately 1.0% to 0.5% / year) which must be accounted for in the model. This information can be
found in the module manufacturers specifications. Certain design issues that would not be considered in a
model could degrade a systems performance. For example, if the module strings dont consider high ambient
temperatures, it is possible for the system voltage to drop enough during mid-day heat to shut of the inverter. An
experience solar design professional can account for these possibilities.
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FIGURE 77
SOLAR SYSTEM SIMULATION ANALYSIS
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FIGURE 77 CONT.
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FIGURE 77 CONT.
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8.6
SITE SELECTION
Solar projects offer some of the most flexibility when it comes to selecting a site (wherever the sun shines),
however, solar project feasibility is sensitive to many factors and even though a site may receive a significant
amount of sunshine, project feasibility can be compromised by a variety of factors. Some issues pertain to the
physical features of the site, and some pertain to the business feasibility. The list below contains some of the
main items to consider when selecting a site for a solar project:
Land is adequate for the system size. Approximately 2.5 - 3 acres / MWdc is required at locations near
the equator. As the site progresses away from the equator (either north or south), more area is required
to account for inter-row shading.
Land is clear with little or no shading
Shape of parcel is contiguous and as close to rectangular as possible
Geotechnical characteristics are known

irregular rocky soil, Karst, or extremely hard rock is problematic
Are there buried objects such as utilities, historical foundations, waste?
Land is level or sloped towards sun

Slope north if south of the equator
Slope south if north of the equator
Single axis tracking systems require level land
Little or no encroachments due to environmental issues, ROW, utilities, etc.
Avoid wetlands, floodplains, rivers, streams, unstable zones (mudslides), and drainage
Pick friendly, law abiding neighbors
8.6.1 // SHADING
Although it seems obvious and easy to avoid, shading can present surprising situations of underperformance of
a solar array. This is exacerbated by the fact that when portions of a panel, or even a couple cells, are shaded,
it can shut down the entire circuit within a module and affect an entire string. A vent pipe on a roof for example
can have a more dramatic effect than realized. Why is this? It is because shaded cells create resistance in the
circuit and generate heat. Since cells and modules are strung in series, the shaded cell will reduce the electrical
flow of the entire circuit. A item such as a roof vent pipe can cross multiple cells and shut down an entire module,
even if only a few cells are shaded.
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Inter-row shading must also be accounted for, where a row of panels themselves shade the panels behind them.
This happens more often in sites in latitudes further from the equator where higher panel tilt angles are preferred.
It is also more likely on an array installed on a surface sloping away from the sun. The figure below shows an
analysis of an array on such a slope. Note that the spacing between the rows on the downward slope is increased
to minimize the effect of inter-row shading.
FIGURE 78
SAMPLE SHADE ANALYSIS
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8.7
SOLAR PROJECT ECONOMICS

AND FINANCIAL ANALYSIS
Solar projects generally speaking are power plants. There are some situations where a solar project is installed
for shading, aesthetic or sustainability reasons; however, the vast majority of commercial and utility scale projects
depend on their financial return on investment for feasibility. This calculation must take into account business
and technical factors. Most projects are financed through their ability to sell electricity to a buyer through
a Power Purchase Agreement (PPA) or some other mechanism that enables the project to sell its electricity.
Projects in some locations also have the ability to sell attributes such as Solar Renewable Energy Certificates
(SRECS). These sales are dependent on the projects actual generation and determine the gross revenue of the
project over time. The earlier discussion about solar resource and calculating solar project generation helps
explain the issues to understand for this calculation.
The gross revenue must be measured against the ongoing and amortized costs of the project in order to determine
a return on the investments made to create the project. Understanding the process and costs to develop, build
and operate a project is necessary early on so the developer and investors spend their money wisely. Table 20
below provides a breakdown of the costs to develop, engineer and construct a solar project. The costs vary by
project, site and regions, and this is intended as an example only.
TABLE 20
SAMPLE COST BREAKDOWN

OF A SOLAR PROJECT
COST ITEM
5 MW SYSTEM
$/WATT
$/MW
$/W
$/5 MW
Developer Costs
$0.15
$150,000
$0.05
$250,000
Engineering
$0.50
$500,000
$0.20
$1,000,000
Permitting
$0.09
$90,000
$0.04
$200,000
Site Preparation / Civil / Fencing
$0.10
$100,000
$0.08
$400,000
Panel Procurement
$0.85
$850,000
$0.85
$4,250,000
Inverter / Transformer Procurement
$0.30
$300,000
$0.30
$1,500,000
Racking Procurement and Installation
$0.30
$300,000
$0.30
$1,500,000
Electrical Installation (Panel, Inverters/

Transformers, DC and AC Systems, SCADA)
$0.45
$450,000
$0.40
$2,000,000
Commissioning
$0.05
$50,000
$0.030
$150,000
Total System*
$2.79
$2,790,000
$2.250
$11,250,000
*does not include utility upgrades
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8.8
EVALUATING THE RISKS

AND FEASIBILITY OF SOLAR
PHOTOVOLTAIC PROJECTS
It should be clear by now that candidate sites must be appropriate for solar technology and also provide a
feasible space for construction. If the project is in an area that is shaded by a mountain or tall buildings, it will
probably underperform. If the site grading makes panel alignment with the sun difficult, the output could be
lower than expected and the project will be difficult to construct. Sites with unknown geotechnical conditions
can prove to be difficult to construct and result in cost overruns.
Perhaps the greatest risks arent with the solar projects themselves but with the issues related to, adjacent to, or
remote from the site. Transmission interconnection requirements, environmental issues, and approval or support
(or lack thereof) from the local community are often the deal-makers or deal-breakers for new projects.
The following lists the risks and mitigation strategies for new solar projects.
Geotechnical
Risks rocky soil, inadequate soil stability, buried obstructions
Mitigation review prior use, perform desktop and preliminary geotechnical analysis. If
acceptable, have racking contractor perform pull tests and design racking foundations
accordingly.
Panel / System Performance

Risks Underperformance from design conditions
Mitigation Perform bankable resource modal using high-quality data set. Procure high quality
panels from a Tier 1 supplier with track record for quality performance. Perform module binning
(assembling modules of like output in strings). Install combiner-level or string-level monitoring.
Perform regular maintenance. Verify electrical loss calculations in design prior to system
modeling.
Panel Warranty Implementation

Risks Panel underperformance or malfunction
Mitigation Perform rigorous quality control at installation. Implement a comprehensive
warranty contract with vendor that includes incidental costs related to panel trouble-shooting and
replacement (not just cost of new panel).
Inverters and Balance of Electrical Equipment

Risks Malfunction, Underperformance, Replacement
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Mitigation Procure from a Best-in-Class company. Purchase extended warranty if cost-effective,

or plan for an inverter replacement. Implement supplier-approved O&M contract. Regularly
monitor inverter health remotely and during inspections.
Security
Risks Theft or damage due to lack of security
Mitigation Install perimeter fencing. Install CCTV monitoring. Implement real-time remote
monitoring at the lowest level (will detect system anomalies).
Revenue Generation / Credit

Risks Accounting for electricity generated and sold
Mitigation Agree on point of sale with off-taker. Install Utility-Quality metering equipment
Encroachment of Vegetation and Shading

Risks Grasses and plants growing on site will shade system and otherwise interfere with system
performance
Mitigation Implement O&M contract that includes regular landscape maintenance. Where
possible plant ground cover that does not grow excessively.
Wind Load on Equipment

Risks Areas with high winds and storms can damage panels and equipment
Mitigation Foundation designs must incorporate appropriate wind design-criteria. Racking
systems designed by racking supplier can be guaranteed by supplier. Use a credit-worthy supplier.
Interconnection
Risks Utility-required interconnection, transmission and system upgrades become excessively
costly or impact system performance
Mitigation Engage the utility early and identify potential costs. Apply reasonably conservative
costs to model as data becomes available.
In summary, the material in this report is intended to provide an overview so that investors in solar projects
can make an initial determination of the feasibility of potential solar projects. A basic understanding gives the
reviewer the opportunity to make informed choices and ask for the appropriate technical support where needed.
It also dispels some of the prevailing myths about solar projects such as the belief that output is difficult to
predict, or that the technology is not well proven. Given the growth of the solar companies, the improvement
of products and the cost reductions that have been realized across the industry in the last several years, it is an
opportune time to implement a program for electricity generation based on solar, as well as providing a reliable
opportunity for long-term project investment.
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WIND
POWER
Wind power is widely recognized as one of
the cheapest forms of clean and renewable
energies. In fact in several countries wind
energy has achieved cost parity with fossil-fuel
based sources of electricity generation, for new
electricity generation projects.
9.1
OVERVIEW
The input raw material (feedstock) for wind turbines is wind; therefore there is no pollution or environmental
degradation due to mining and/or transporting of raw materials. The output is clean electricity with absolutely
no pollutantsno CO2, no SOx, no NOxand the wind turbines do not use water. These favorable characteristics
provide significant tangible benefits in terms of improved health and conservation of natural resources.
Wind energy has grown globally by more than 23% annually in the past 10 years, as shown in Figure 79. In US
and most of EU new wind power plants accounted for the largest share of new installed capacity when compared
to other power plants technologies.
FIGURE 79
CUMULATIVE GLOBAL
WIND POWER INSTALLATIONS
Figure 80 illustrates that wind power technology has been adopted widely around the world. China has the most
installed wind power capacity, followed by US and Germany. In mature wind markets, significant penetration of
wind has been achieved at a specific point of time. For example, Denmark routinely reaches penetration levels
of 100% electricity production from wind (interconnected with Germany); Portugal reached penetration of 93%
of wind (interconnected with Spain); In the US, Colorado (Xcel) reached record penetration of 60% on May
24, 2013 and Texas (ERCOT) reached a record penetration of 35% on April 21 2013. All percentages are with
respect to load in the region.
These graphs illustrate that wind power is a mature technology for producing electricity and high levels of
penetration are possible in interconnected systems.
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FIGURE 80
CUMULATIVE GLOBAL WIND POWER

INSTALLATIONS BY COUNTRY
Source: Global Wind Energy Council (GWEC)
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9.2
WIND ENERGY RESOURCE

IN INDONESIA
Principally, wind energy can be produced where the wind blows with a strong and consistent force. Windier
locations produce more energy, which lowers the cost of producing electricity. Although wind resources are not
attractive in most of Indonesia, they are strong in eastern parts (West Timor, Sumba), South Sulawesi, and some
areas along the southern coast of Java, as shown in Figure 81 below.
FIGURE 81
3TIER WIND RESOURCE

MAP OF INDONESIA
Lower wind speeds are colored in purple and blue, and higher wind speeds are yellow, orange and brown
Wind resource maps are currently available, based on on-going studies, that can help individuals, communities,
and developers determine whether the wind resource in a particular area is adequate for wind power. Different
studies may reveal a slightly different data, but they will generally conclude relatively similar information for wind
power generation. Figure 82 on the following page shows an example of wind resource map sourced from NOAA,
available at the National Renewable Energy Laboratory (NREL1) website that has quite similar data with the above
wind resource map.
1 The
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US Department of Energys primary national laboratory for renewable energy and energy efficiency research and development.
FIGURE 82
NOAA WIND RESOURCE

MAP OF INDONESIA
Source: http://maps.nrel.gov/swera?visible=swera_wind_nasa_lo_res&opacity=50&extent=95.01,-11.00,141.01,5.91.
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9.3
WIND TURBINE
TECHNOLOGY
The capacity of energy produced will also be determined by the technology of wind turbine selected, in addition
to the wind speed available on the project area. Though, the latter is even more critical. A location with double
average wind speed has 8 times the power for the same area. Or - to capture the same energy, the blades of the
wind turbine in the low wind speed location would have to be almost 3 times as long2.
There are 12 (twelve) components of a wind turbine, as shown at Figure 83.
FIGURE 83
COMPONENTS OF A WIND TURBINE
Source: P. Jain, Wind Energy Engineering, McGraw-Hill, New York, 2010
2 http://www.greenrhinoenergy.com/renewable/wind/
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Wind turbines are available in a variety of sizes, and therefore power ratings. The largest machine has blades that
span more than the length of a football field, stands 20 building stories high, and produces enough electricity
to power 1,400 homes. A small home-sized wind machine has rotors between 8 and 25 feet in diameter and
stands upwards of 30 feet and can supply the power needs of an all-electric home or small business. Utility-scale
turbines range in size from 50 to 750 kilowatts. Single small turbines, below 50 kilowatts, are used for homes,
telecommunications dishes, or water pumping3.
Figure 84 below shows the rapidly changing turbine technology from 1995 through 2014 study for improving
the wind power capacity generation.
FIGURE 84
TURBINE TECHNOLOGY
Rapidly changing turbine technology focused on taller turbine towers and larger turbine rotors (longer blades) are
changing the landscape of wind development
3 http://windeis.anl.gov/guide/basics/
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9.4
WIND ENERGY
PROJECT LIFECYCLE
FIGURE 85
THE ACTIVITIES IN THE LIFECYCLE

OF A WIND ENERGY PROJECT
FIGURE 86
DURATION OF WIND ENERGY

PROJECT DEVELOPMENT ACTIVITIES
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TABLE 21
DESCRIPTION OF THE ACTIVITIES IN

LIFECYCLE OF WIND PROJECT
ACTIVITY (DURATION)
DESCRIPTION
Pre-feasibility & Prospecting

(3 mos)
The goal of pre-feasibility analysis is to determine which regions have the

potential for feasible wind projects. It uses publicly available wind resource
maps along with considerations like tariff, land availability, licensing process,
transmission, logistics, cost of project and others.
After a shortlist of regions is identified by pre-feasibility, prospecting
activities are conducted. This involves site visits to the regions of interest in
order to collect additional data about terrain, vegetation, land ownership and
other factors. The outcome of prospecting is a refined of regions with highest
prospects and locations for wind measurement in these regions.
Wind Resource Assessment

(at least 15 mos; 2 to 3 years for
large WPP)
Wind resource assessment is quantification of wind resources in order to

compute parameters like Average wind speed, average wind energy density
and the Average Annual Energy Production (AEP) of a proposed wind power
plant (WPP). Preliminary WRA is started in the previous activity. Bulk of
the activities in this phase are: Wind measurement, AEP estimation based
on wind flow modeling, AEP estimation based on CFD (Computational Fluid
Dynamics) modeling for complex terrain, and estimation of loss & uncertainty.
Siting: Permits, EIA, Logistics,

Grid Interconnection
(6 to 12 mos)
Project Siting activity encompasses all the activities that precede

construction like: Environmental Impact Assessment (EIA), aviation
airspace obstruction analysis, radar and telecommunications signal
interference analysis, site planning and engineering, logistics planning, grid
interconnection and permitting/licensing. This activity may occur in parallel
with the WRA step.
PPA, Financing
(3 to 6 mos)
This activity focuses on the financial aspects of a wind project. Power

Purchase Agreement (PPA) negotiation with purchasing utility is the first step
followed by agreements with equity and debt financiers. This activity occurs
after the WRA and Siting activities.
Engineering, Procurement,
Contracting
(3 mos. Turbine delivery: 9 mos)
This activity starts with selection of an EPC contractor and selection of

turbines for the project. In this activity detailed project plans are created
along with detailed engineering of foundation, roads, collection system,
substation, grid interconnection, logistics and others.
Construction, Installation,
Commissioning
(1 turbine/mo)
In this activity site is prepared, roads are constructed, turbine foundations

are constructed, towers are erected, nacelle and rotor are lifted, and the
turbines are commissioned.
Operations and maintenance

(ongoing)
After a wind farm is commissioned, ongoing Operations and Maintenance

activity is performed.
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9.5
WIND RESOURCE
ASSESSMENT PROCESS
FIGURE 87
FIVE STAGES OF
WIND RESOURCE ASSESSMENT
TABLE 22
THE FIVE STAGES OF

WIND RESOURCE ASSESSMENT
STAGE
Stage I:
Prospecting
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DESCRIPTION
Preliminary WRA is conducted during the prospecting phase of a wind project. During the prospecting
phase, a wind developer is evaluating various potential areas with the goal of identifying areas for wind
measurement. In this stage, no onsite wind data is available; therefore, publicly available datasets
for wind speed are used. These datasets are coarser and typically yield an AEP with an accuracy of
+/-50%. Two useful sources of online wind data for prospecting are: 3Tier and AWS Truepower. Both
provide wind data based on numerical weather prediction (NWP) meso-scale model with reanalysis
data.
STAGE
DESCRIPTION
Stage II:
Wind Measurement
Theoretically, wind energy production is a cubic function of wind speed, which means that 5%
increase/decrease in wind speed can yield about 15% increase/decrease in energy production.
Therefore, strong emphasis is placed on accurate wind speed measurement. At least one year of
onsite wind measurements are required in the project area. Traditional met-masts and remote wind
measurement are two methods.
Stage III:
Linear Wind Flow
Model Based
Estimation of AEP
Linear wind flow models like WAsP is used for the core spatial extrapolation and AEP computation.
Other software tools that assist with overall Stage III process are WindPRO, Wind Farmer and
OpenWind.
This stage is conducted after at least one year of onsite measurement data is available. It begins
with GIS modeling of elevation, roughness and obstacles of the project area. With the GIS model and
measured data at multiple locations within the project area, spatial extrapolation of wind speed to the
entire project area is performed. During the spatial extrapolation step, wind flow models are used to
estimate wind speed, typically on a 50x50 square meter grid of the entire project area. This generates
a detailed wind resource map (WRM) of the project area, which is used to microsite turbines at the
most resource rich locations, subject to a variety of siting constraints. The next step is to compute
the AEP at each turbine location by extrapolating measured wind speeds to hub height and applying
turbines power production curve. The spatial and vertical extrapolations performed in stage II
are valid for mildly changing terrain, thermal stability (no convection), and roughness around the
measured sites are similar to roughness around the turbine sites.
Stage IV:
CFD Based
Estimation of AEP
Computational Fluid Dynamics (CFD) modeling is performed if assumptions of stage III model are
not valid. It is required for cases with complex terrain and thermal instability. CFD is modeled on a 3
dimensional grid and processed on high performance computer clusters. Although CFD models add
cost to WRA, it is worth the investment when assumptions related to stage III WRA are not completely
valid. The output of CFD based WRA is a better approximation of a detailed wind resource map (WRM)
compared to stage III WRA. The final step of AEP calculation is the same in both stages III and IV.
Stage V:
Uncertainty and Loss
Estimation
Stakeholders of a wind project are keen to understand the sources and amount of losses and
uncertainty. Although losses and uncertainty are often mentioned together, these are mutually
exclusive concepts.
Losses are estimates of decrease in energy output that is known. As an example consider WRAs
estimate of energy loss due to wake to be 6%. This is the estimated loss. In developed markets and
well-known conditions, losses are in the range of 10 to 12%. For complex projects, losses can in the
vicinity of 15%. Losses are taken out of AEP estimates from Stage III and IV to yield Net AEP.
Uncertainty, on the other hand is a statistical concept that describes the variance associated with an
estimate. As an example consider an estimate of AEP of 20GWh. Several factors may cause the AEP to
be between 18GWh and 22GWh. The uncertainty in the estimate is +/- 2GWh. In developed markets
and well-known conditions, uncertainty measured in terms of standard deviation of AEP as a percent
of average AEP is about 12%, and for newer markets it may be 20 to 25%.
AEP for different exceedance probabilities (P75, P90, P95) are computed by subtracting appropriate
multiples of standard deviation from net AEP.
Output: Bankable Wind Resource Assessment

The output of the WRA process is a bankable wind resource assessment report. The concise description is (1):
A bankable resource estimate is, therefore, one in which enough (high quality) verifiable data is available to
quantify the uncertainty in wind resource at the planned wind project location. Non-bankable WRA4 : is
normally the first stage of resource estimation when not all the uncertainties in wind conditions are completely
understood or quantified and, therefore, the return on investment has a high degree of uncertainty.
4 Exceedance
probability of P75 is an estimate of the annual energy production which the wind plant will meet or exceed with a probability
of 75%. Same principle applies to P50, P90 or any Pn.
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9.6
INVESTMENT AND FINANCIAL

ASPECTS OF WIND PROJECTS
The levelized cost of energy (LCOE) for wind power plant (WPP) of size 20MW or higher with utility-scale turbines
is in the range of USD 0.09 to 0.20 per kWh depending on:
Total installed cost, which is also the capital cost
Operations and Maintenance cost. Range is USD 0.015 to USD 0.025 per KWh. Higher number is in
countries with no prior WPP installations or few WPP installations.
Debt parameters. Most WPP are financed with 70% debt, therefore interest rates and duration of debt
have significant impact on LCOE.
Equity parameters. Most WPP are financed with 30% equity, therefore the expected rate of return on
equity has impact on LCOE.
Taxes, incentives and allowed depreciation are some of the other factors that impact LCOE.
The investment required in a wind power plant is shown in Table 23.
TABLE 23
FINANCIAL PARAMETERS OF WIND PROJECTS

WITH DIFFERENT SIZE TURBINES
PROJECT COSTS (US $ PER KW)

INDIVIDUAL TURBINE SIZE
LIFE CYCLE
(YEARS)
NET
CAPACITY
FACTOR (%)
TURBINE
BALANCE
OF PLANT
TOTAL
Between 10 and 50kW
20
155
3,500
2,500
6,0006
50kW to 1MW
20
207
2,500
1,500
4,0008
Greater than 1MW
20
308
1,300
700
2,0009
5 Hub
height of 30m and wind speed of 6m/s at hub height

6 Wind
7 Hub
8 Hub
height of 85m and wind speed of 7m/s at hub height

9
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farm with 2 or more turbines
height of 50m and wind speed of 6.5m/s at hub height

Wind farm size of 20MW or higher
9.7
IMPORTANT CONSIDERATIONS
OF WIND POWER PROJECTS
The following items are key success factors for a profitable wind power projects
Location vis--vis Wind Resource

The site chosen for WPP must have favorable wind resources. Since this is the only fuel for the power
plant and energy output depends on cube of wind speed (theoretically), a site with 10% higher wind
speed will produce more than 30% higher energy.
Location vis--vis Project Siting

The site chosen for WPP should be clear of the following issues, which should be identified early and
addressed in a satisfactory manner.
Environmental impactEndangered species, migratory birds and other wildlife
Aesthetic impact on culturally or naturally significant sites
Interference with existing signalsMilitary/homeland security radars, weather radar,
telecommunications signals
Hazard to aviation
Location vis--vis Constructability and Infrastructure

The chosen site should be easily accessible by a port and network of roads, bridges and tunnels
such that large equipment like cranes, 50+m blades, large tower sections, nacelle and other can be
transported. The terrain of the wind farm should be suitable for construction. The location should be
close to transmission lines with sufficient available capacity.
Policy
Wind projects in new markets require significant policy support. Feed-in tariff (cost-based) is the most
effective mechanism for supporting wind projects. Along with FiT the following are strong enablers:
Standard Power Purchase Agreement (PPA)
Clear and transparent licensing guidelines
Mechanisms for creating demand through Renewable Portfolio Standard (RPS) or other
mechanisms
Open or easy access to the electricity grid, along with grid code for variable power generation
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EPC Contract
Procurement of certified equipment (turbines, transformer, substation equipment) with long operating
history, coupled with experienced engineering and contracting company are prerequisites to
successful WPP project.
Operations and Maintenance

Since the lifecycle of a wind project is 20 years and profitability depends on high level of performance
by turbines and all other supporting equipment, management of O&M is a key success factor. Longterm warranty from equipment suppliers and trained on-staff personnel should go a long way in
yielding higher level of profit from the WPP.
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9.8
MANAGING RISKS OF WIND

POWER PROJECTS
TABLE 24
WIND PROJECT RISKS
TYPE
DESCRIPTION
MITIGATION
Revenue:
Revenue is product of tariff and energy

production
Tariff, currency,
payment, market
Although PPA specifies a tariff, there may be

risks like:
If the costs are in USD, risk may be reduced

if tariff is pegged to USD
Strong contract may reduce risk of delayed

payment.
Project should be feasible without revenue

from variable sources
Uncertainty computation and P75 and P90

should account for wind speed variability
Grid impact study should identify weakness,

and budget should be allocated to
strengthening of grid
Automated remote condition monitoring may

reduce risk
Grid impact study should identify these

contingencies and appropriate fixes should
be developed
Loss estimation should account for such

events
Wind speed, grid,

maintenance,
curtailment,
weather/other
events
Costs:
Currency
Delayed payment or default by buyer
If part of revenue depends on price of

carbon or trading of renewable energy
credits
Energy production depends on:
Wind speeds that vary annually
Up-time of gridin remote locations grid

may not be strong and may trip often
Up-time of turbinesin remote locations it

may take weeks to get experts, diagnose,
get spares, get cranes, etc.
Grid dispatch center may curtail during lowload periods
Events like earthquakes, cyclones, wildfires

and others may lead to unscheduled down
time
There are two types of costs: Capital and

recurring
Currency hedging should reduce risk
Capital Costs
Currency risk
Cost over-run
Equipment cost may account for more than

70% of total capital cost. If all the equipment is
imported, then currency risk exists
Logistics cost
Construction & Crane costs
Interconnection cost
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
215
TYPE
Recurring Costs
Others
DESCRIPTION
MITIGATION
Longer-term warranty/maintenance contract
with equipment manufacturer or experienced
third party can transfer most of the risk
Cost of operations: Cost of personnel,

insurance and others can increase
significantly in the future
Cost of scheduled/unscheduled maintenance
Environmental Issues: Endangered species,

bird and other wildlife casualties
Rigorous Environmental Impact Assessment

should mitigate risk
Delay in project due to land/legal/

community opposition issues
Delay in project due to interconnection

issues
Early community engagement and full

assessment of all critical factor should
reduce risk
Other strategies to minimize risk include:
216
Avail of vendor financing, if available. When turbine manufacturer and/or EPC contractor are equity
partners, then it is in the financial interest of make the WPP highly productive.
Strict Quality Assurance by independent engineers. WPP is a complex plant; independent engineer should
be hired to perform QA on the entire plant including: Foundation, towers, bolts, electrical connections,
blades, drive train, and quality of power produced.
Strong maintenance program. If local capability does not exist, then WPP should opt for performance
warranty with turbine manufacturer or third party, which guarantees a negotiated level of up-time. If
maintenance is done in house, then a) condition monitoring systems must be installed, b) sufficient
funds must be set aside for major expenses due to replacement or major repairs, c) team of trained
technicians must be maintained, and d) sufficient amount of spare should be stored locally.
CLEAN ENERGY
HANDBOOK FOR
FINANCIAL SERVICE
INSTITUTIONS
ACKNOWLEDGEMENT
This handbook was prepared through a collaborative effort of OJK and ICED
team. The contributors to the handbook are listed below in alphabetical
order.
ASCLEPIAS R. INDRIYANTO
BILL MEADE
CHRISTIAN PICHARD
DANIEL JORDAN
FLORIANO FERREIRA
HANNY J. BERCHMANS
KENDRICK W. WENTZEL
MARK YANCEY
MIGUEL FRANCO
PHIL HOOVER
PRAMOD JAIN
RAYMOND BONA
INDONESIA FINANCIAL SERVICES AUTHORITY

DEPARTMENT OF BANKING RESEARCH AND REGULATION
RADIUS PRAWIRO TOWER, 9TH FL
JL. MH. THAMRIN NO. 2
JAKARTA INDONESIA
PHONE +62-21-296-00000
WWW.OJK.GO.ID

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What are some of the challenges facing sustainable development in Indonesia?

What are some of the challenges facing sustainable development in Indonesia?

How do some countries incentivize investment in renewable energy?

How do some countries incentivize investment in renewable energy?

CLEAN ENERGY

The economic growth we currently achieve needs to be sustainably

Jakarta, October 2014

INTRODUCTION TO CLEAN ENERGY

THE REGULATION OF CLEAN ENERGY

FINANCING SCHEMES FOR SMALL-SCALE RENEWABLE ENERGY PROJECTS

ICED APPROACH TO EVALUATING CLEAN ENERGY PROJECTS

SOLAR PHOTOVOLTAIC ELECTRICITY

Armstrong Asset Management

Asian Development Bank

Clean Development Mechanism

Certified Emission Reduction

Combined heat and power

Chemical oxygen demand

Commercial operation date

Compressed natural gas

Continuously stirred tank reactor

Directorate General of New and Renewable Energy and Energy Conservation

Environmental health safety

Environmental Impact Assessment

Engineering procurement construction

Indonesia Clean Energy Development

Interest during construction

Industrial Decisions Inc.

International Finance Corporation

Indonesia Infrastructure Finance

Intergovernmental Panel on Climate Change

Independent power producer

Internal Rate of Return

Japan International Cooperation Agency

London International Bank Offered Rate

Methane conversion factor

Ministry of Energy and Mineral Resources

Municipal solid waste

Net present value

Operation and maintenance

Perusahaan Listrik Negara

Palm oil mill

Palm oil mill effluent

Power Purchase Agreement

Rencana Induk Konservasi Energy (General Plan of Energy Conservation)

Renewable natural gas

Sarana Multi Infrastruktur

Total suspended solids

Upaya Pengelolaan Lingkungan Hidup/Upaya Pemantauan Lingkungan Hidup (Environmental Management

Action/Environmental Monitoring Action)

United Nations Framework Convention on Climate Change

United States Agency for International Development

Export-Import Bank of the United Nationa

CLEAN ENERGY HANDBOOK

Indonesias economy has enjoyed steady

Indonesia faces the challenge of how to

development is one solution. Indonesia has

The ICED project is expected to result in: