|
|
|
Sort Order |
|
|
|
Items / Page
|
|
|
|
|
|
|
| Srl | Item |
| 1 |
ID:
150067
|
|
|
|
|
| Summary/Abstract |
Understanding and properly managing risks that could potentially affect the target- and performance-based profits of energy performance contracting (EPC) projects are essential. It is particularly important for the establishment and success of energy service companies (ESCOs) acting in the vulnerable environment of the vast but highly energy-inefficient Russian market. This study systematically explores common risk factors and causes of risk associated with EPC projects executed in three Russian sectors: (1) industrial; (2) housing and communal services; and (3) public. Several interviews with the Russian EPC experts were accomplished and a qualitative risk assessment by using an analytic hierarchy process (AHP) approach. The data were obtained from a web-based questionnaire survey conducted among Russian EPC project executors. For each focus sector, a specific preference-based ranking of the identified risk factors and causes of risk was derived. The AHP results show that causes of risk related to the financial and regulatory aspects contribute most to the riskiness of EPC projects performed in all three focus sectors in Russia, calling for the special attention of EPC policy- and business-makers. Due to sectorial particularities and different actors involved, we conclude that there is a need for elaboration of sector-specific contractual schemes for EPC projects.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 2 |
ID:
125578
|
|
|
|
|
| Publication |
2013.
|
| Summary/Abstract |
Energy Services Companies are widely implemented for improving energy efficiency both in the public sector and industry. The model has also been introduced as a business model for biomass-based heat entrepreneurship. However, the residential sector has been problematic with regard to ESCo adoption and constitutes a minor share of ESCo operations. The barriers, both social and economic, are many. This paper focuses on the application of ESCo as a business model for heat entrepreneurship in Finland. First, we present the ESCo model and a review of the main barriers. Second, we present the modelling with aspects of profitability and risk sharing. Third, we demonstrate the operation in the residential sector by using 26 housing associations as a case study. We simulate the energy investment, profitability of operation, and the sharing of risks between the customer and the ESCo. The results indicate that the ESCo model is challenging in our case area. Low profit levels and the assumed customer's preference for achieving cost savings from the beginning of energy renovation can result in long contract periods tying up the capital. The ESCo model is unattractive in the current business climate, requiring modifications or integration with other maintenance services of housing associations.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 3 |
ID:
104815
|
|
|
| 4 |
ID:
116762
|
|
|
|
|
| Publication |
2012.
|
| Summary/Abstract |
The U.S. energy service company (ESCO) industry is an example of a private sector business model where energy savings are delivered to customers primarily through the use of performance-based contracts. This study was conceived as a snapshot of the ESCO industry prior to the economic slowdown and the introduction of federal stimulus funding mandated by enactment of the American Recovery and Reinvestment Act of 2009 (ARRA). This study utilizes two parallel analytic approaches to characterize ESCO industry and market trends in the U.S.: (1) a "top-down" approach involving a survey of individual ESCOs to estimate aggregate industry activity and (2) a "bottom-up" analysis of a database of ~3250 projects (representing over $8B in project investment) that reports market trends including installed EE retrofit strategies, project installation costs and savings, project payback times, and benefit-cost ratios over time. Despite the onset of a severe economic recession, the U.S. ESCO industry managed to grow at about 7% per year between 2006 and 2008. ESCO industry revenues were about $4.1 billion in 2008 and ESCOs anticipate accelerated growth through 2011 (25% per year). We found that 2484 ESCO projects in our database generated ~$4.0 billion ($2009) in net, direct economic benefits to their customers. We estimate that the ESCO project database includes about 20% of all U.S. ESCO market activity from 1990-2008. Assuming the net benefits per project are comparable for ESCO projects that are not included in the LBNL database, this would suggest that the ESCO industry has generated ~$23 billion in net direct economic benefits for customers at projects installed between 1990 and 2008. There is empirical evidence confirming that the industry is evolving by installing more comprehensive and complex measures-including onsite generation and measures to address deferred maintenance-but this evolution has significant implications for customer project economics, especially at K-12 schools. We found that the median simple payback time has increased from 1.9 to 3.2 years in private sector projects since the early-to-mid 1990s and from 5.2 to 10.5 years in public sector projects for the same time period.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 5 |
ID:
128963
|
|
|
| 6 |
ID:
176726
|
|
|
|
|
| Summary/Abstract |
China has a large and growing energy performance contracting (EPC) market. In 2017, the EPC investment was 111 billion CNY, making China the largest EPC market globally. EPC has played a significant role in driving energy efficiency improvement. This paper evaluates four key factors driving the EPC market and their interactions: incentive policies, China's Five-Year Plans, and business innovations in diversifying contract models and strengthening measurement and verification (M&V). We use multiple data sources: detailed information from 21 pilot projects, industry-wide surveys, and policy information. Our study indicates that supportive policies were important for the initial market development; after introducing government incentives in 2010, ESCO employees doubled within a year and the annual total energy savings from EPC projects increased from 11 million tce in 2010 to 34 million tce in 2015. As the market was established and continued to grow, the private sector undertook the initiative to address the issues that were left out of policies. By diversifying contract models and taking robust M&V practices, EPC stakeholders were able to overcome certain market barriers and enabled the sustainable growth of the market. Future EPC policies could incorporate business innovations to ensure long-term development of China's EPC market.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 7 |
ID:
150647
|
|
|
|
|
| Summary/Abstract |
Municipalities aiming at mitigating climate change by implementing new energy efficiency technologies face budgetary and capacity constraints. Outsourcing through energy service contracting could provide a solution. This paper reports results from a survey of 1298 municipalities concerning barriers to retrofitting public street lighting and the possible role of energy service contracting to overcome these barriers. Using a logistic regression analysis, the authors investigate determinants of opting for energy service contracts in the specific context of LED retrofits. Results point to an advantage of outsourcing in a financially and capacity-constrained environment, which corresponds with the main reasons for engaging in contracting: minimising investments and financial risks. However, municipalities often do not fully grasp the risks associated with retrofitting especially using a novel technology such as LED. In relation to that they underestimate the risk reduction potential of energy performance contracts (EPC). Previous experience with outsourcing increases the probability to engage in servitization although certain existing partnerships, particularly with utilities, prevent municipalities from considering energy performance contracts. Interestingly, engaging an energy consultant has a negative propensity to use energy service contracts, while pre-negotiated standardised contracts for energy performance contracts have a positive influence.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|