Professional Documents
Culture Documents
Team Members Hrishikesh Pathak (42) Yashaswi Priyadarshi (43) Sahil Rawat (45) Anoop Teja (46) Paramjeet (31) Muthu Narayan S (38)
Question 1
Calpines strategy of using Project Finance prior to 1998 Good or Bad?
Calpine Corporation pursued the construction and operation of power plants on the IPP model, taking the leverage of PURPA Act, 1978
Exhibit 1b: Typical Project Finance Structure (Cash and collateral Flows)
Parent company was ring-fenced from any risks associated with the project
The company could support higher leverage from the steady cash flows from the asset. Till 1998 it had constructed 22 plants with a combined capacity of 2729 MW. Project Finance was suitable for construction of fewer number of such plants.
Question 2
What are the benefits of using Project Finance for power plants with long-term Power Purchase Agreements (PPA)?
A long term PPA is done with a creditworthy public utility, which ensures a steady stream of cash flows. These cash flows will be used to service the project debt Default risk gets mitigated since PPAs are signed with public utilities PPAs act as collateral throughout the life of the project to the lenders who provide project finance Financing technologically superior CCGT reduces the cost of construction, which is an incentive to the lenders
Question 3
If you are the Calpine CEO, would you embark on the high growth strategy?
Calpines heat rate was much lower at 7500, while the market average heat rate was 11000
Calpine could derive a fuel cost advantage- In case of Pasadena contract, the additional 150 MW had an annual fuel cost of $29.6 mil, while the market cost was $43.4 mil. This helped Calpine to bid aggressively, finally winning the deal. This decision changed the companys strategy dramatically, and they wanted to be proactive and re-power America
Increasing gap between demand and supply, and the rapid fall of reserve margins from 35% in 1985 to 12% in 1999
High growth strategy would involve making a vertically integrated power system, which would lower the overall cost structure (Construction cost, Operating and Maintenance Cost, Fuel Supply Cost, Power, Marketing Cost)
Creating entry barriers would deter new competition
Operating
Locking in long term customers (No long term PPAs)
Technological
The strategy will likely be under pressure if high margins attract other new entrants, or if more efficient technology erodes Calpine's market share, or margin, or both, specially if this happens within the next 10-12 yrs.
Financial
Extensive negotiations are required for approving finances which included rising debt and equity worth 4.5 bn, assuming they generate 1.5 bn cash as projected Project Finance Corporate Finance Revolving Credit
Price
No long term power purchase agreements, so a fixed long term price cannot be locked Market price expected to fall to $24/MWh from existing $31/MWh New competition in retail distribution Calpine's relatively small presence in each of its markets will limit its ability to set prices, forcing it to be a price taker most of the time.