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This paper describes the experiences and the contentious issues on eight existing PPAs in Nepal with varying type of investment, the key areas where IPPs are treated fairly and the areas where IPPs are discriminated against by the clauses are highlighted. Power Purchase Agreements on IPPs in Nepal are of three types: with foreign investment, local investment and investment in JV with the Utility. A critical issue in designing power purchase agreements is to create a level playing field for the players to secure successful and sustainable IPPs and PPAs. To create this environment, discriminatory clauses or unequal treatment to IPPs in the key issues of the PPAs should be avoided; the key issues being power purchase guarantees, force majeure guarantees, financial and foreign exchange guarantees, operation guarantees, and guarantees concerning insurance and dispute resolution. The analysis shows that discriminatory clauses and unequal treatment are present in the key issues of the agreements.

The study aims to find out an appropriate volume of power to be procured through long-term power purchase agreements (PPAs), the volume to be sourced from the power exchange through day-ahead and term-ahead options and also a suitable volume to be sold at different points of time within a day, which would finally lead to the optimum cost of power procurement.

The study has considered a Delhi-based power distribution utility and has collected all relevant data from its archival sources. A stochastic optimization model has been developed to capture the problem of power procurement faced by the distribution utility, which is modelled as a mixed integer linear programming problem. Sensitivity analyses were carried out on the important parameters including hourly demand of power, unit variable cost of power available through PPAs, maximum back-down percentage allowed under PPAs, etc., to investigate their impact on daily cost of power under PPAs, daily cost of power under day-ahead and term-ahead options, daily sales revenue and also the net total daily cost of power procurement.

The findings include the appropriate volume of power procured from different suppliers through PPAs and from the power exchange under day-ahead and term-ahead options and also the surplus volume of power sold under the day-ahead arrangement. It has also computed the total cost of power purchased under PPAs, the cost of power purchased from the power exchange under day-ahead and term-ahead options and also the revenue generated out of the sale of surplus power under the day-ahead arrangement. In addition, it has also presented the results of sensitivity analyses, which provide rich managerial insights.

The paper makes two significant contributions to the existing body of power procurement literature. First, the stochastic mixed-integer linear programming model helps decision makers in determining the right volume of power to be purchased from different sources. Second, based on the findings of the procurement model, a power procurement framework is developed considering the dimensions of uncertainty in power supply and the cost of power procurement. This power procurement framework would aid managers in making procurement decisions under different scenarios.

The purpose of this paper is to examine if the announcement of corporate power purchase agreements (PPAs) induce significant effects on the electricity buyers' stock returns.

This is an event study based on the Fama French Five Factor Model which uses several significance tests and robust regression approaches.

The announced closing of corporate PPAs induces significant positive abnormal stock returns. This announcement effect is even more pronounced in case of virtual PPAs.

To the best of the author‘s knowledge, this study is the first which explictly investigates the announcement effects of corporate PPAs, which are closed between the owner of the renewable energy asset and the institutional end consumer. In addition, this study extends the event study approach by robust regression methods.

Greenko, a renewable power generating company investing in biomass, small and medium hydro power and wind power projects, had projected to achieve 1GW (Giga Watt = 1000 Mega Watt) of installed capacity by March 2015. The company had been financing its projects with debt from Indian banks and financial institutions on a project finance basis and it had to now decide whether to refinance the project finance debt with an international bond issue of USD 550 million. The case provides an opportunity to discuss the public policy and financing aspects of renewable energy in India.

In the wake of the December 2015 Paris COP21 (Conference of Parties), and India's announced renewable energy commitments, Reliance Power is reviewing its renewable energy investments to arrive at a long term strategy for the role of renewable energy in its power generation portfolio and the financing of renewable projects. The case reviews the Indian government's policies to promote renewable energy; the evolution of the renewable energy sector; and Reliance Power's financing of renewable energy investments. The case requires identification of alternative long term strategies and their financing implications. This case serves as an introduction to renewable energy from the perspective of Reliance Power, a large private power generator of the country. These projects also provide a learning opportunity for Reliance Power to deal with fast evolving renewable technologies.

Adani Power Limited (A) is the first case in a series of cases on the attempts by the firm to wriggle out of negative consequences of long-term fixed price power purchase agreements it had entered into. The firm wanted to terminate the agreement on the ground that its bid was based on coal allocation by another Government owned entity. This case describes as to how the firm was unable to get the contract terminated due to regulatory interventions. The case also raises public policy issues including the robustness of guidelines for procurement of power.

The Tata owned Coastal Gujarat Power Limited is seeking to reopen Power Purchase Agreements (PPAs) with state owned distribution utilities because of increase in imported coal prices resulting from a change in Indonesian laws. The Central Electricity Regulatory Commission (CERC) has decided to provide relief through a “compensatory tariff”. This is opposed by the power purchasers. Simultaneously, another Reliance Energy owned power project is seeking relief from unprecedented change in exchange rates using the CGPL decision as a precedent. The CERC and the power purchasers have to decide what to do next.

In February 2015, Suzlon had just completed its financial and asset restructuring, following financial default after rapid growth through debt financed acquisitions in the financial boom ending in 2008. The restructuring resulted in a significant decrease in the promoter's equity stake. Suzlon now has to decide how to respond to an offer by the DilipSanghvi Group, promoters of Sun Pharma, to acquire a large equity stake in Suzlon for Rs. 1,800 crore. If Suzlon were to accept the offer then both the existing promoters and the DilipSanghvigroup would have the same stake of about 22% each. The case will help students examine the need to align financing and business strategy on the same plane. It will also help them understand details about restructuring of financial and business strategy in the face of financial distress.

The purpose of this paper is to identify the risks associated with private sector participation (PSP) in power generation (PG) projects, how they were allocated and the strategies used to mitigate their likely adverse effects.

The paper adopts case study research method and cross-case analyses to unearth the key risks and the contractual instruments used to manage them.

The paper identified 30 risk factors associated with four major private sector PG projects in Ghana. The allocation and mitigation strategies of these risks are also reported.

This is the first study to create a risk register of PSP PG projects. Private investors and government have been provided with a comprehensive list of risks associated with PG infrastructure. Would-be investors have also been armed with some potential risk management strategies for proper project structuring.