successful district cooling development pär dalin ceo ... konf... · the main idea of district...
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Successful combination of economic growth
and environmental concern
“Free Cooling”/Natural Cooling is crucial for a
successful District Cooling development
Pär Dalin
CEO Capital Cooling Group Chairman of the Euroheat & Power District Cooling group
© 2009 Capital Cooling 2012-04-30 2 2
Introduction
Gothenburg
Honolulu
Critical Success Factors
© 2009 Capital Cooling 2012-04-30 3
Capital Cooling - Introduction • Founded in 2002 by executive management of the Stockholm District Cooling system (1997-2002)
• The leading facilitator in Europe for new District Cooling developments and has been involved in more
than 50% of the Europe's District Cooling developments
• Provides Management & Engineering services to utilities, investors and real estate developers
• Develops & invests in new District Cooling projects such as HSWAC-Honolulu Sea Water Air Conditioning
• Broad experience as executive management for development and operation of District Cooling and
District Heating (DHC) businesses in Sweden, Europe, Middle East and US
• Operates under an effective and proven management model - The Cleaner Environmental Solution®
• Engaged in policy making at national and EU level
• Capital Cooling and the District Cooling solution has received attention from environmentally active
organizations such as the World Wildlife Organization, C40 Cities – Climate Leadership Group ,
Swedish Energy Agency and SymbioCity
© 2009 Capital Cooling 2012-04-30 4
The centrally produced district cooling can reach 5-10 times higher energy efficiency than local electricity-driven equipment,
Reduction of CO2 with 5-10 times
“The main idea of District Cooling and SWAC (sea water air conditioning) is to use local
sources for cooling that otherwise would be wasted or not used, in order to offer the local
market a competitive and high-efficient alternative to the traditional cooling solutions.”
” cooling
Production:
Chillers/heat - pump Absorption
Sub - station: Heat Distribution Network
Storage Sourcing: Sea Water, Other natural sources, Waste heat and Electricity
Production: Chillers/heatpumps, Absorption and HEX
ETS: Energy Transfer Station
Customers
Distribution Network
Storage
Fundamental idea of District Cooling
© 2009 Capital Cooling
• 25% market share potential for District Cooling by 2020
• Sweden >25% 2011
• Investments in new DC infrastructure of >80 billion €
• 50 to 60 TWhe of annual electricity usage can be eliminated
• 40 to 60 million tons of annual CO2 savings or 10-15% of 20/20/20
target
• Reduced investments in electricity capacity of 30 billion €
DC Potential - Europe
(Source: EcoHeatCool)
© 2009 Capital Cooling 2012-04-30 6 6
Introduction
Gothenburg
Honolulu
Critical Success Factors
© 2009 Capital Cooling 2012-04-30 7
Reference Case – Gothenburg, Sweden Gothenburg centralised District Cooling business was initiated in 2005 and the cooling production
commenced in October 2007
A: Overview of Gothenburg district cooling area
General Information On The Project
Gothenburg is Sweden’s second largest city with a population of
480 thousand people.
The District Cooling project in Gothenburg in co-operation with
Capital Cooling has a business size of 100 MW and 120 GWh
serving approximately 2 million m2 of building area.
Avoiding €10 M of power infrastructure investments.
#4 in size in Europe after Stockholm, Paris and Helsinki
By 2010;
25 GWh/year electricity was reduced corresponding to
21.400 tonnes/year of CO2 savings
Potential market is 250-300 MW (2020)
65 GWh/year electricity will be reduced corresponding to
55-000 tonnes/year of CO2 savings and
20 .000 kg of refrigerants removed
1 km
C
B
A
Gothenburg
© 2009 Capital Cooling
Odin
4,75 MW
Rantorget
0,6 MW
Gullbergsvass
4,25 MW
Perukmakaren
5,35 MW
Avenyn
1 MW
Ceres
1,87 MW
Ekenlund
0,8 MW
Odontologen
1 MW
Reservkyla
2,5 MW
Rosenlund
22 MW
Medicinareber
get 2,3 MW
DC system in Gothenburg
Rosenlund
60 MW
© 2009 Capital Cooling 2012-04-30 9
Main production plant - Rosenlundsverket
SSEERe = 14,3
© 2009 Capital Cooling 2012-04-30 10
Production mix
2012-04-30 10
SSEERel =14,3
SSEERel =14,3
7 times more energy efficient than building bound alternative
Production
River free cooling
ABS from waste heat
Industrial chillers with river water condenser cooling
Production mix
© 2009 Capital Cooling 2012-04-30 11 11
Introduction
Gothenburg
Honolulu
Critical Success Factors
© 2009 Capital Cooling
Overview of Honolulu Harbour and Downtown
12
Benefits from project
Reference Case – Honolulu (HI), USA Honolulu is the capital of the State of Hawaii. Downtown Honolulu has a business density greater
than New York City.
The HSWAC project is in line with President Obama’s environmental initiatives and has
received substantial support from all political instances. The Honolulu project will put Hawaii at
the forefront of green technologies.
General Information On The Project Honolulu
Capital Cooling is one of the main investors in HSWAC (Honolulu Seawater
Air Conditioning) and provides Business Management and Supply
Management functions to HSWAC.
Budget of over $US 250 M.
Start of operational in 2014.
System capacity is 28,000 TR. (100MW)
Contracted customers include financial corporations, international hotels,
banks, hospitals, law firms, IT and telecom operators and public buildings.
Sea water intake on 550 meters depth and 6,5 degree s
84,000 tonnes/year of CO2 savings
Hawaii is l 90% dependent on oil for electricity production
Long term price stability for HSWACs customers
Reduces 77 million kWh electricity annually
Will save up to 178,000 barrels of oil per year
Reduces potable water usage by more than 260 million gallons per year
Reduces sewage discharge by up to 84 million gallons per year 2010-05-13 17
© 2009 Capital Cooling 2012-04-30 13
Production mix
2012-04-30 13
'000
'005
'010
'015
'020
'025
'030
'035
'040
'045
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
En
erg
y v
olu
me [
GW
h]
Distribution of production
Electrical chiller
Absorption chiller
Free cooling
Electrical consumption
Production mix
SSEERel =17
10 times more energy efficient than building bound alternative
Production
Deep Sea free cooling
Industrial chillers with deep sea water condensor cooling to secure tempature product quality
© 2009 Capital Cooling 2012-04-30 14
Example: commercial building
40% of total electricity consumption
with DC 5%
Savings 35%
14
Honolulu: Energy Efficiency with District Cooling / SWAC
© 2009 Capital Cooling
District Cooling Systems in
North America
Known Systems: 393
Installed Capacity
(Tons):
3,823,000*
*Based on 316 systems reporting
District Cooling Systems in North America
Robert Thornton,
President & CEO
© 2009 Capital Cooling 2012-04-30 16
Toronto Deep Lake Cooling – Enwave Energy Corp
© 2009 Capital Cooling 2012-04-30 17
© 2009 Capital Cooling 2012-04-30 18
© 2009 Capital Cooling 2012-04-30 19
© 2009 Capital Cooling 2012-04-30 20
© 2009 Capital Cooling 2012-04-30 21
Deep Lake Water Cooling commissioned in 2004
75,000 TR capacity
Electricity use reduced by up to 90%
61MW demand & 85M kWh consumption reduced each year
CO2 emissions reduced by 79,000 Tonnes / Year
Eliminates ozone depleting refrigerants, reduces harmful NOx and Sox
Environmental benefits equivalent to removing15,800 cars from the road
© 2009 Capital Cooling
Cornell Lake Source Cooling
16,000 Tons Capacity - $58,000,000
Lake source water: 39-41º F
Lake return water : 48-56º F
Campus loop supply/return : 45º - 60º F
Lake source intake pipe:
10,400 ft long, 250 ft deep
Campus S/R loop pipe: 12,000 ft
Benefits:
Efficiency production at 0.1 kW/ton
Fully automated (no operators)
Reduced cooling electricity by 87% - cutting 25 million kwh/yr
Sulfur oxides cut 654,000 lbs/yr
Nox reduced 55,000 lbs/yr
40,000 lbs CFC eliminated
© 2009 Capital Cooling 2012-04-30 23 23
Introduction
Gothenburg
Honolulu
Critical Success Factors
© 2009 Capital Cooling 2012-04-30 24
Critical Success Factors - General
The path to a successful project requires:
A solid Business Project Management Structure – Organization set-up with clear responsibility and mandate that can manage the development within given time and profitability framework
Finance
Market
Technique
Legal, including permits
Supported by:
A standardized and implemented Business Steering and Control Model - Governance model
A robust Business Project Management Process – What, When, How and by Whom
An implemented Risk Management Process
2012-04-30 24
© 2009 Capital Cooling 2012-04-30 25
Critical Success Factors – Permits
For a District Cooling development including Free/Natural cooling/SWAC the most time critical part are the water permits
Water related permits18 month up to 3 or more years, such as
Environmental Impact assessments
Water intake and discharge permits
Sea bed surveys
Off shore easements
Building and shoreline permits
Start the permit processes up front!
Delays will increase costs related to the development organisation
Can jeopardize the credibility in the market/sales process and financing process
2012-04-30 25
© 2009 Capital Cooling 2012-04-30 26
Critical Success Factors – Primary Energy Factor
District Cooling with free/natural cooling from sea, lakes or rivers can show up to 10 times better Energy efficiency and Primary Energy Factor than building bound cooling solutions.
The 20/20/20 target is there but most building codes in Europe does not consider PEF yet, only end-energy use
Certifications of buildings to secure energy efficiency and asset values
LEED certification, first test in Sweden
Energy Star in Australia
Green Data Centre, using Green Grid org and Energy Star certifications
2012-04-30 26
© 2009 Capital Cooling 2012-04-30 27
Thank you!
www.capitalcooling.se
27
© 2009 Capital Cooling 2012-04-30 28
X-tras
2012-04-30 28
© 2009 Capital Cooling 2012-04-30 29
FINANCE
ORGANISATION
TECHNIQUE
MARKET
Risk
Management
Business
Manager
Market
Manager
Tech. system
Manager
DPL
Manager
DPL
Manager
DPL
Manager
Service
Manager
Business Project Management - Structure
A path to a success requires genuine
knowledge about Business Project
Management:
Market
Technique/engineering
Finance
Organization
Risk management
It means understanding exactly how
each project is run, adapted in detail and
tailored in accordance with the client’s
local preconditions and requests.
It means balance of the elements
© 2009 Capital Cooling 30
Business Leads
Pre-feasibility Study
Realisation Business
Development Feasibility
Study Transfer Phase
Operation
Exit/On hold
Business Management (BM)
Investment Direction Decision
Business Management / Portfolio Manager
Investment Decision
Business Project
Manager
Feasibility Study
Team
Business Project
Manager
Business
Development Team
Business Project Realization Organisation
Exit/On hold Exit/On hold Exit/On hold
Prospecting Team
Investment Board/Steering Committee
Exit
Business Project Management - Process
The Business Project Management process consists of six stages with defined tollgates after each
phase.
The Business Project Management Process ensures:
Increase efficiency in design, build, transfer and operation processes
Increase financial profitability
Cut the realization time
Decrease financial, market, technical and environmental risks
Over all high level of business control
Process optimization
© 2009 Capital Cooling
Project steering and control models
2010-05-13 31
Customer calculations/ analyses
Nr Fas Område Fastighetsägare Kontakt- Telefon- Fastighets- Objekt Populär- Antal Försäljare Kapacitet Energi Kundbehov / Anslutningsår Inventering
person nummer adress
namn
0
2006 2007 2008 2009 Senare
Företag fastighet Fastighet, 0 0 0 0 Namn kW MWh kW kW kW kW kW
O I S G 0 0 0 0 0 0 0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Customer data base
Capital Cooling - Inventeringsmall
* obligatorisk infomation
1. Fastighetsdata Svar Notering
a. Fastighetsnamn *
b. Fastighetens address *
c. Ägare av fastigheten
d. Teknisk kontaktperson *
e. Telefonnummer *
f. Ekonomisk kontaktperson
g. Telefonnummer *
h. Ytor *
Kontorsyta (m2)
Övrigs kommersiella ytor (m2)
Övriga ytor (m2)
Totalyta (m2)
Total yta med komfortkyla (m2)
i. Byggnadsårr *
2. UPPGIFTER ÖVER KYLSYSTEMET Svar Notering
CHILLER 1 2 3 4
a. Fabrikat
b. Typ av kylmaskin *
DS (direktexpansion) (X)
DINS (delvist indirekt system) (X)
FINNS (Fullständigt indirekt system (X)
c. Kyleffekt (kW) *
d. Eleffekt drivmotor (kW)
e. Elförbrukning (MWh/year)
f. Drifttid (h/year)
g. Fullasttid/utnyttjandetid (h)
h. Köldmedium *
i. COP kyla
j COP värme
k. Användning av aggregat *
Luftkonditionering (X)
Datorkyla (X)
Övrigt (X)
l. Kylning av kondensorvärme
Direktkondensering (X)
Kylvattensystem (X)
Kyltorn (X)
Stadsvatten (X)
m. Värmeåtervinning
Återvinning (MWh/year) *
Temperaturer ( O
C)
n. Installationsår kylmaskin (year) *
o. Antal kylmaskiner
p. Antal kompressorer/kylmaskin *
KUNDINFORMATION Kund 0 Fastighet 0 Kontaktperson 0 Telefon 0 Säljansvarig 0
ALMÄNNA FÖRUTSÄTTNINGAR Kalkylränta (Lev) 7,0% Diskonteringstidpunkt (1 jan) 2005
PRISINDEX 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Inflation/ KPI 0,0% 2,0% 2,0% 2,0% 2,0% 2,0% 2,0% 2,0% 2,0% 2,0% 2,0% 2,0% KPI-faktor 1,00 1,02 1,04 1,06 1,08 1,10 1,13 1,15 1,17 1,20 1,22 1,24 Leverantör Prisindex 0,0% 1,5% 1,5% 1,5% 1,5% 1,5% 1,5% 1,5% 1,5% 1,5% 1,5% 1,5% LPI-faktor 1,00 1,02 1,03 1,05 1,06 1,08 1,09 1,11 1,13 1,14 1,16 1,18
FJK kSEK KOSTNAD Present value* 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Kapital kostnad 2 681 437 437 437 437 437 437 437 437 437 437 0 0 Effektavgift (LPI) 1 954 300 305 309 314 318 323 328 333 338 343 0 0 Fastavgift (LPI) 0 0 0 0 0 0 0 0 0 0 0 0 0 Energiavgift (LPI) 1 628 250 254 258 261 265 269 273 277 282 286 0 0 DoU (KPI) 0 0 0 0 0 0 0 0 0 0 0 0 0 Summa 6 262 987 995 1 004 1 012 1 021 1 029 1 038 1 047 1 057 1 066 0 0 Fjk pris [kr/kWh] 0,99 1,00 1,00 1,01 1,02 1,03 1,04 1,05 1,06 1,07 0,00 0,00
0,437 ALTERNATIV PRODUKTION kSEK KOSTNAD Present value* 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Kapital kostnad 3 068 500 500 500 500 500 500 500 500 500 500 0 0 Fast DoU (KPI) 1 513 228 232 237 242 247 251 256 262 267 272 0 0 Rörlig DoU (KPI) 199 30 31 31 32 32 33 34 34 35 36 0 0 Elkostnad (KPI) 1 661 250 255 260 265 271 276 282 287 293 299 0 0 Fjk pris [kr/kWh] 6 441 1 008 1 018 1 028 1 039 1 050 1 061 1 072 1 083 1 095 1 107 0 0 AP kostnad [kr/kWh] 1,01 1,02 1,03 1,04 1,05 1,06 1,07 1,08 1,10 1,11 0,00 0,00 * NuV beräknat till år 2016 758 0,76
0,25 Pris [kr/kWh] 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fjärrkyla 1,026 0,99 1,00 1,00 1,01 1,02 1,03 1,04 1,05 1,06 1,07 0,00 0,00 Alternativ produktion 1,056 1,01 1,02 1,03 1,04 1,05 1,06 1,07 1,08 1,10 1,11 0,00 0,00
Fjk - Kundkalkyl
0,00
0,20
0,40
0,60
0,80
1,00
1,20
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Kylp
ris (
kr/
kW
h)
Fjärrkyla
Alternativ produktion
Durability diagram of cooling production
0,0
10,0
20,0
30,0
40,0
50,0
60,0
70,0
80,0
90,0
0 1 000 2 000 3 000 4 000 5 000 6 000 7 000 8 000
Time [h]
Co
olin
g p
ow
er
[MW
]
Production
Capacity
Time
Energy balance
INVESTMENTS tkr
Capacity demand 2007 2008 2009 2010 2011 2012 2013 2014 Customer (MW) 0,0 56,8 69,8 78,6 91,4 96,4 98,4 100,4 Production (MW) 0,0 45,4 55,8 62,9 73,1 77,1 78,7 80,3
Installed prod.capacity (MW) 0,0 0,0 0,0 0,0 0,0 0,0 0,0 0,0 Control - should be > 0! 0,0 -45,4 -55,8 -62,9 -73,1 -77,1 -78,7 -80,3
Production 2007 2008 2009 2010 2011 2012 2013 2014 Sjösystem 33 463 50 195 0 0 0 0 0 0 Kylanläggning Rosenlund 19 428 25 904 0 6 476 6 476 6 476 0 0 Proj omk. 4 231 6 088 0 518 518 518 0 0 Reinvesteringar 0 0 0 0 2 321 1 420 1 244 1 443 IB Befintlig affär 0 0 0 0 0 0 0 0 Sum 57 122 82 186 0 6 994 9 315 8 414 1 244 1 443
57 122 139 309 139 309 146 303 155 618 164 032 165 275 166 719 Distribution 2007 2008 2009 2010 2011 2012 2013 2014 Distribution styrd av kund 0 45 347 13 711 5 266 8 772 4 215 2 104 2 104 Transitering 26 987 26 987 0 0 0 0 0 0 Distribution 0 0 0 0 0 0 0 0 Distribution 4 0 0 0 0 0 0 0 0 Distribution 5 0 0 0 0 0 0 0 0 Sum 26 987 72 334 13 711 5 266 8 772 4 215 2 104 2 104
26 987 99 321 113 032 118 299 127 071 131 285 133 389 135 492 Sub stations 2007 2008 2009 2010 2011 2012 2013 2014 Sub station 1 5 000 5 000 5 000 4 000 0 0 0 0 Sub station 2 0 0 0 0 0 0 0 0 Sub station 3 0 0 0 0 0 0 0 0 Sub station 4 0 0 0 0 0 0 0 0 Sub station 5 0 0 0 0 0 0 0 0 Sum 5 000 5 000 5 000 4 000 0 0 0 0
Investment calculation
CCE Project and Corporate calculation model
Make changes only in cells with blue text colour!
Project name Fjärrkyla Göteborg 100 MW
Input Sheet period-start year 2007
Sheet period-end year 2031
Fixed value of money (Y / N) y
Calculation rate (WACC) 7%
Year of discount (1 Jan) 2007
Tax base 28,0%
Working Capital/EBITDA 0,0%
Entity (M€ / t€) tkr
Project tkr Real value of money Income Present value 2007 2008 2009 2010 2011 2012 2013 2014
Capacity/ Effect fee 235 668 0 13 268 16 524 18 724 21 810 23 060 23 560 24 060
Fixed yearly fee 0 0 0 0 0 0 0 0 0
Energy fee 209 803 0 11 586 14 571 16 539 19 390 20 560 21 020 21 480
Other income 0 0 0 0 0 0 0 0 0
Sum 445 471 0 24 853 31 095 35 263 41 200 43 620 44 580 45 540
Costs Present value 2007 2008 2009 2010 2011 2012 2013 2014
Project costs 14 761 4 500 4 500 4 500 2 000 2 000 0 0 0
Administrative costs 31 509 0 926 1 150 1 298 1 518 3 606 3 640 3 675
Sales costs 8 863 0 4 613 1 954 1 320 1 924 750 300 300
Electricity costs (commodity) 46 186 0 2 608 3 238 3 654 4 274 4 521 4 619 4 716
Electricity costs (grid fees) 0 0 0 0 0 0 0 0 0
Heat 3 827 0 216 268 303 354 375 383 391
Fixed O&M 60 228 0 4 476 4 613 4 841 5 161 5 414 5 466 5 523
Flexible O&M 0 0 0 0 0 0 0 0 0
Other costs 0 0 0 0 0 0 0 0 0
Sum 165 375 4 500 17 338 15 723 13 415 15 231 14 666 14 407 14 604
Investments Present value 2007 2008 2009 2010 2011 2012 2013 2014
Production 159 325 57 122 82 186 0 6 994 9 315 8 414 1 244 1 443
Distribution 115 208 26 987 72 334 13 711 5 266 8 772 4 215 2 104 2 104
Sub stations (UC) 16 173 5 000 5 000 5 000 4 000 0 0 0 0
Connection fees -126 415 0 -56 725 -31 280 -21 280 -29 100 -12 500 -5 000 -5 000
Rest value 0 0 0 0 0 0 0 0
Sum 171 341 90 891 106 948 -13 338 -5 434 -12 159 144 -1 899 -1 703
Nuv GE
Cash Flow Present value 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014
Income 559 437 0 25 857 32 998 38 169 45 488 49 123 51 208 53 357
Costs 203 800 4 590 18 039 16 685 14 520 16 817 16 516 16 550 17 111
Investments 179 365 92 709 111 269 -14 154 -5 881 -13 424 163 -2 181 -1 995
Sum 176 273 -97 299 -103 451 30 467 29 530 42 096 32 445 36 840 38 241
IRR (%) 15,5% -97 299 -200 750 -170 283 -140 753 -98 657 -66 213 -29 373 8 868
Pay-Back (year) 2014 10 001 10 001 10 001 10 001 10 001 10 001 10 001 2 014
Disk Cash flow 176 273 -90 934 -90 358 24 870 22 529 30 014 21 619 22 942 22 257
Ack. Disk. Cash flow -90 934 -181 292 -156 422 -133 893 -103 880 -82 260 -59 318 -37 062
Pay-Back (year) 2 017 10 001 10 001 10 001 10 001 10 001 10 001 10 001 10 001
Project cash flow tkr Nominal value of money Cash Flow Present value 2007 2008 2009 2010 2011 2012 2013 2014
Income 559 437 0 25 857 32 998 38 169 45 488 49 123 51 208 53 357
Costs -203 800 -4 590 -18 039 -16 685 -14 520 -16 817 -16 516 -16 550 -17 111
EBITDA (before conn. fees) 355 638 -4 590 7 818 16 312 23 649 28 671 32 607 34 659 36 246
Depreciation (fixed assets & conn. fees) -66 154 -4 171 -7 367 -5 993 -5 314 -4 010 -3 703 -3 472 -3 248
EBIT 289 483 -8 761 451 10 319 18 335 24 662 28 904 31 187 32 998
Taxes -81 055 2 453 -126 -2 889 -5 134 -6 905 -8 093 -8 732 -9 239
NOPLAT 208 428 -6 308 325 7 430 13 201 17 756 20 811 22 454 23 759
Depreciation (+) 66 154 4 171 7 367 5 993 5 314 4 010 3 703 3 472 3 248
Change in working capital (-) 0 0 0 0 0 0 0 0 0
Investments (-) (incl. conn. fees) -179 365 -92 709 -111 269 14 154 5 881 13 424 -163 2 181 1 995
Free Cash Flow 95 218 -94 846 -103 577 27 577 24 397 35 190 24 352 28 108 29 002
Acc Free Cash Flow -94 846 -198 423 -170 846 -146 449 -111 259 -86 908 -58 800 -29 798
Net present value of the project (NPV) 95 218
Internal rate of return (IRR) 12,0%
Pay-Back (year) 2016
Nuv GE
Fjärrkyla Göteborg 100 MW
-300 000
-200 000
-100 000
0
100 000
200 000
300 000
400 000
500 000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Annual cash flow Ackumulated cash flow Disk. ack. cash flow
COSTS tkr
Project costs 2007 2008 2009 2010 2011 2012 2013 2014
Project cost 1 4500 4500 4500 2000 2000 0 0 0
Project cost 2 0 0 0 0 0 0 0 0
Project cost 3 0 0 0 0 0 0 0 0
Sum 4500 4500 4500 2000 2000 0 0 0
Administrative costs 2007 2008 2009 2010 2011 2012 2013 2014
Administrative cost 1 0 0 0 0 0 0 0 0
Administrative cost 2 0 0 0 0 0 2000 2000 2000
Administrative cost 3 0 926,0625 1149,956 1297,556 1518 1605,75 1640,25 1674,75
Sum 0 926,0625 1149,956 1297,556 1518 3605,75 3640,25 3674,75
Sales costs 2007 2008 2009 2010 2011 2012 2013 2014
Sales cost 1 0 8512,5 1953,75 1320 1923,75 750 300 300
Sales cost 2 0 -3900 0 0 0 0 0 0
Sales cost 3 0 0 0 0 0 0 0 0
Sum 0 4612,5 1953,75 1320 1923,75 750 300 300
Electricity
Electricity costs (commodity) 2007 2008 2009 2010 2011 2012 2013 2014
Commodity cost 1 0 2 608 3 238 3 654 4 274 4 521 4 619 4 716
Commodity cost 2 0 0 0 0 0 0 0 0
Commodity cost 3 0 0 0 0 0 0 0 0
Sum 0 2607,609 3238,05 3653,662 4274,388 4521,475 4618,62 4715,765
Electricity costs (grid fees) 2007 2008 2009 2010 2011 2012 2013 2014
Grid fee 1 0 0 0 0 0 0 0 0
Grid fee 2 0 0 0 0 0 0 0 0
Grid fee 3 0 0 0 0 0 0 0 0
Sum 0 0 0 0 0 0 0 0
Heat 2007 2008 2009 2010 2011 2012 2013 2014
Energy tax 1 0 216 268 303 354 375 383 391
Energy tax 2 0 0 0 0 0 0 0 0
Energy tax 3 0 0 0 0 0 0 0 0
Sum 0 216,08125 268,3231 302,7631 354,2 374,675 382,725 390,775
Sum Electricity 0 2823,6902 3506,373 3956,425 4628,588 4896,15 5001,345 5106,54
Costs budget
Distribution for NuVge / Resultat/I8
Values in Thousands
0,000
0,200
0,400
0,600
0,800
1,000
Mean=176369
0 87,5 175 262,5 350 0 87,5 175 262,5 350
5% 90% 5% 113,2787 239,2389
Mean=176369
Regression Sensitivity for NuVge / Resultat/I8
Std b Coefficients
Värmekostnad/D15 -,02
Säljkostnader/D16 -,02
Projektkostnader/D17 -,033
Adm. kostnad/D14 -,087
DoU prod/D11 -,163
Elpris/D10 -,187
Inflation/D18 ,188
Produktionsinvesteringar/D9 -,388
Distributionsinvesteringar/D8 -,408
Marknadspris/D6 ,757
-1 -0,75 -0,5 -0,25 0 0,25 0,5 0,75 1
Profitability analysis
Risk analysis Risk protocol
Investor financial model