"LLMs for Python Engineers: Advanced Data Analysis and Semantic Kernel",Oleks...
20140311 mott mac donald smart communities malaysia
1. Dr Euan Low
Where goes the smart money in smart infrastructure ?
Lessons learnt from business planning
of Smart Community Projects
SMART CITIES SEMINAR PROGRAMME
UKDTI Mission
2. • Creating value in smart communities
• Defining Target Markets
• Business planning for success
Topics
3. ?
Mott MacDonald is one of the world’s
largest multi-disciplinary management,
engineering and development
consultancies. A wholly independent
professional services company, engaged in
over 120 countries.
Our £1 billion employee owned business,
with over 14 000 staff, combines
management, commercial and technical
specialists.
Mott MacDonald is established as the
world’s No 1 infrastructure
transaction advisory firm and have
expertise across a broad range of
sectors.
Working both buy and sell side, we
understand the risks and
opportunities of investments.
4. Smart Communities can
• create new revenue generating assets;
• increase land and property asset values;
• improve mobility asset values through optimising transport options
directly catered to individual people’s needs while reducing
negative community impacts from vehicle use & ownership;
• offer living solutions that are typically more resilient to external
factors and are often more economically sustainable, and
therefore can offer lower risks to asset values;
Potential Contributions to Balance Sheet:
Increasing Asset Value & Decreasing Liabilities
5. Smart Communities can
• reduce living costs (energy & mobility) for Smart Community
residents and increase consumers’ disposable income;
• generate new revenues for residents from sale of excess renewable
energy or sharing transport capacity;
• increase revenues from sale of land & property development;
• generate new revenues through creation of new markets for selling
smart & sustainable services, products, & software solutions;
• enhance resilience to revenue streams & reduce the cost of
mitigating contingencies thus strengthening economical sustainability
Potential Contributions to Income Statement:
Increasing Revenues and Decreasing Costs
7. Market Dynamics
Electric Power Consumption Dynamics per capita
Pump price by Type of Fuel, US$/litre
Mobility (to/from
work)
25%
Mobility (work
related)
19%
Mobility (non-
work related)
31%
Electricity
18%
Kitchen Gas
7%
average household energy bill : RM6,600/year
8. Environmental
risks
Demand risks
Off-taker credit risk
High debt / Poor cash-flow
Fiscal Regime
Currency devaluation
Political & regulatory risk
Price or Service Competition
Ability to bill consumer & collect cash
Policy or Rule changes
New entry
Dominant party behaviour
Market Dynamics - Threats to revenue
Construction & Operation RisksMarket Risks
Financial Risks
Political, Legal & Regulatory Risks
Construction Risks
Performance Risks
Supply Risks
Institutional strength
Land acquisition risks
Social risks
Revenue
Sub - sovereign
Project risks
Network Constraints
9. Demand
Volume
Tariff
Collection rate
Demand profile
Value of service
Taxes
Subsidies
Tariff categories
Metering & meter reading
Billing
Collection efficiency
Ability & willingness to pay
GDP wealth distribution
Sociology
Population
Seasonal variation
Demographic
Urbanisation
Living patterns
Economic growth
Land availability
Land price
Demand
Corporate tax
Grants
V.A.T.
Carbon tax
Green concessions
Feed in tariffs
$
10. Supply
Capital
expenditure
Operating
expenditure
Financing
Engineering design, procurement & construction
Obtaining permissions, authorizations
Operations
Management
Fuel costs
Management
Administration
Operations labor
Spares & repairs
Equity
Debt
Insurances
Taxes
Profits
Dividends
Commercial risk profile for lenders
Commercial risk profile for insurers
Corporate tax
V.A.T.
Income & social taxes
Import tax
Carbon tax
$
Project Development Costs
Maintenance
Customer care
Equipment
15. Thank you
to this Malaysian-British
smart community
Euan.Low@mottmac.com
Philip.Chay@mottmac.com
Richard.Curran@mottmac.com
Editor's Notes
There are many threats to a Project Company. Expert business case preparation will provide both Public and Private sector participants with evaluation and analysis that enables informed decisions to be made in determining a robust contractual structure that will last the contracted tenure of the service.Most important is that investors and lenders will not provide the Project Company with money for Project Finance unless there is both 1. a sound business case for the Project. AND2. A clear and common sense management of the Project RisksExperienced investors have learnt that successful projects will have 1. Long-term government commitment, no political interference and experienced advisors2. The project will have a simple contractual structure and minimal number of contracted interfaces 3. A convincing business case and risk management strategy It is the public sector’s responsibility to show investors and lenders a convincing business case, comprised of:1. A measurable demand for the water services2. A robust payment mechanism for recovering costs and profits for the water services3. A technically feasible and affordable solution for providing the services4. All significant Project Risks have been identified and affordable mitigations have been identified.