DEL PROYECTO A LA EJECUCION : EXPERIENCIAS INTERNACIONALES Antonio Di Cecca, ENGIE

Asset Manager - district cooling

antonio.dicecca@engie.com

• ENGIE AND THE ENERGY REVOLUTION

• COOLING AND ENERGY EFFICIENCY

• DEVELOPING A DISTRICT COOLING SYSTEM (DCS)

• DISTRICT COOLING BUSINESS MODEL

ENGIE AND THE ENERGY REVOLUTION

AN ENERGY REVOLUTION IS ONGOING

DECARBONIZATION

Worldwide renewable energies: annual additional capacity to grow by +70% in

2030 vs 2015

DECENTRALIZATION

Decentralized solutions to more than double by 2030

DIGITALIZATION

Digital disrupts energy systems and improves customer offers

ENGIE GOES BEYOND ENERGY

WE HELP OUR CUSTOMERS TO IMPROVE THEIR USE OF ENERGY AND TO REDUCE C02 EMISSIONS

We develop, build and operate power plants delivering low CO2 energy based on renewables and ever greener natural gas.

o #1 in independent power production

o 103GW (1) installed

o 90% low CO2

o 23% renewables (2)

Low cO2 power generation

We develop, build and operate large gas and electricity infrastructures, ensuring energy supply

o #1 gas infrastructure operator in Europe

o 12 billion m3 gas storage capacity

o Global presence in power transmission and distribution

Global networks

We help our customers – individuals, businesses, cities and territories – with a wide range of energy, and beyond energy, solutions.

o 24 million contracts worldwide

o Global leader in energy solutions for cities

o 350+ District heating and cooling networks worldwide

Customer solutions

PRESENT IN 70 COUNTRIES ACROSS 5 CONTINENTS

€65 billion TOTAL REVENUE

2,4 billion RECURRING PROFIT AFTER

TAX

150,000 EMPLOYEES 14,3 billion

DEDICATED TO THE 2016-2018 INVESTMENT PROGRAM

Europe (é)

North America (1)

Latin America(1)

Africa

€3.9 billion total revenue

€4.3 billion total revenue

Middle East

Asia

Oceania

(1) Including Mexico (2) Including Turkey

7

€51.0 billion total revenue

€0.4 billion total revenue

€0.9 billion total revenue

€2.8 billion total revenue

€1.9 billion total revenue

COOLING AND ENERGY EFFICIENY

CURRENT MARKET TRENDS AND GLOBAL WARMING

• Using air conditioners and electric fans to stay cool accounts for nearly 20% of the total electricity used in buildings around the world today.

• The use of energy for space cooling is growing faster than for any other end use in buildings, more than tripling between 1990 and 2016.

• Rising demand for space cooling drives up CO2 emissions.

• Of the 2.8 billion people living in the hottest parts of the world, only 8% currently possess ACs.

ENERGY EFFICIENCY

Cooling is the fastest growing use of energy in buildings

Without action to address energy efficiency, energy

demand for space cooling will more than triple by 2050 –

consuming as much electricity as all of China and India

today.

ACTIONS TO CURB COOLING RELATED ENERGY

The need for a holistic approach (urban planning, Infrastructure planning process and guidelines, diversified DES) ; Energy Efficiency is key :

Technical and minimum performance standards (KPIs address reliability, energy efficiency, water use, maintenance and customer service) ; DC is most cost-effective (diversity factor, Efficiency of the systems, peak demand management, Storage, etc.) ; DC is most cost-effective if system planning is informed by timely and comprehensive real estate development planning data (development phase, occupancy, etc.) ; DC can reduce the Heat island effect ; Storages help to smooth peak demand ;

The need for Improving cooling technology through research and development (new refrigerants, in buildings emitters, etc.).

DEVELOPING A DISTRICT COOLING SYSTEM (DCS)

DEVELOPING A DCS: The importance of the city in initiating a project

• Many district networks were developed following a major public event, a national reconstruction policy or a change in regulation which acts as a catalyst: the 98 Lisbon International Exposition, the 2004 Barcelona Forum, the 2008 Saragossa exposition or the 2012 London Olympic Games.

• Cities play a fundamental role as a regulator and a market facilitator, enabling easier access to :

• construction permits • Overcome regulation requirements • Obtain subsidies

• Public can also ensure financial profitability by acting as a client and guaranteeing connections.

• Finally, the area must be attractive in terms of needs concentration, and should allow a technical competitive advantage when compared to stand-alone system (river, sea, waste to energy…).

• The involvement of cities can also influence the orientations taken by the network: in particular it can give certain social or environmental orientations, such as a percentage of green energy or tariff control.

• Certain municipal policies can give incentives to connect to the network, or incentives not to pursue stand alone solutions:

Architectural constraints:

- in Paris, French architects do not allow cooling tower close to Monuments for construction or modification permits

- in Barcelona, the necessity to install thermal solar panels can be bypassed if you are connected to the network

Fiscal aspects : lower IVA rate for final consumer

Obligation to connect in London

• Finally, the network must keep a competitive advantage when compared to stand-alone basis and always look for being competitive.

DEVELOPING A DCS: How to make it growth

• When the public sector is involved, the financing of these projects occurs through public investment. In such projects, the city takes on most of the risk.

• When the private sector is involved, the public sector can still provide important financial support:

- It means that other sources of finance become available, such as grants, local authority debt and development bank loans.

- The city can offer land as an equity contribution, which can provide collateral in raising financing, or it can provide tax incentives as source of finance.

• In our experience, most projects are financed internally, with the participation of local actors in SPV. The city can also provide land as a source of financing.

- In the case of the London Olympics, the project was fully financed by Engie Services, but the land was provided by the London Municipality.

DEVELOPING A DCS: Financing the project through public and private involvement

DEVELOPING A DCS

Decentralisation of the economy and of the energy sector

More and more people directly interact with each other without intermediaries and regain control of their

consumption by participating to the production and sharing goods and services

More and more decentralized energy solutions are proposed on the market. As an illustration, individual passive

house can almost reach full energy autonomy by 2030 only via using solar panels & batteries

Urbanisation

The worldwide growing urbanization should reinforce the interest of DHC, especially in developing countries

DHC economics

DHC economics is based on its relative competition versus other energies (gas, power…) and its ef f iciency

Local policies regarding buildings Energy Efficiency, the share of RES & waste heat, and GHG & pollutant

emissions

Buildings’ Energy Ef f iciency: one of the main lever that reduced energy demand growth in the past years

RES development & integration (incl. waste heat): DHC can facilitate variable RES integration in the power system

GHG & pollutant emissions

A certain number of country specific trends affect (negatively and positively) - and will further affect in a near term - the interest of developing DHC

ENGIE DHC REFERENCES

1 DCS in the

Philippines

1 DHC in Portugal 18 DHS in Slovakia

162 DHC in France

2 DHC in Spain

2 DHC in the

USA

12 DHS in Italy

3 DHC in Belgium

11 DHC in the UK

1 DHC in New Zealand

1 DCS in

Malaysia

2 DHC in China

5 DHS in Poland

12 DHC in Netherland

73 DCS in GCC

3 DHS in Germany

7 DHS in Hungary

FOCUS ON SOME ENGIE REFERENCES NAME SINCE

TILL CATALYST POWER

ENERGY LENGHT

CONTRACT Type

Public in SPV

INCENTIVE to CONNECT

CLIMESPACE Paris

1991 2021

Forum des Halles

360 MW 410 GWh

72 km

Public Services Concession for 30

years

Indirect trough CPCU

Architectural constraints Stand alone must be more

efficient Lower IVA

CLIMESPACO Lisboa

1998 2023

Expo 98 Lisboa 80 MW 21 km

Concession contract NO Architectural constraints Feed-in tariff

MEGAJANA Cyberjaya

1998 Cyberjaya IT zone

64 MW 12 km

Public & private Services

100% 51 % after

ENGIE entry

Tariff

DISTRICLIMA Barcelona

2002 2032

Culture Forum

78 MW 15 km

Public Services Concession

YES : 5 % Simplified connections for new building

Olympic Park London

2012 2052

2012 Olympic Games

18 MW 2 km

40 y private concession

NO Obligation to connect

Thassalia Marseille

2014 2039

Harbor revitalization

20,5MW c 3,1km

BOO with 35y occupy the public

area

NO Architectural constraints

DISTRICT COOLING BUSINESS MODEL

DHC BUSINESS MODELS

WHAT ARE THE PPP ISSUES FOR PUBLIC SERVICES

PRIVATE OR PUBLIC: BENEFITS AND DISADVANTAGES

THE KEY QUESTIONS FOR THE PUBLIC AUTHORITIES

CUSTOMERS EXPECTATIONS: Example of Paris (1/3)

CUSTOMERS EXPECTATIONS: Example of Paris (2/3)

CUSTOMERS EXPECTATIONS: Example of Paris (3/3)

Gracias