Upload
duongdien
View
215
Download
0
Embed Size (px)
Citation preview
PRESENPRESENOO
NECESSITY OF PRIVATENECESSITY OF PRIVATEIN PAKIN PAK
THE INSTITUTION OF ETHE INSTITUTION OF E
N.A. ZUN.A. ZUMANAGINGMANAGING
PRIVATE POWER & INFRASPRIVATE POWER & INFRAS
May 07May 07
ENTATION ENTATION ONONTE POWER GENERATIONTE POWER GENERATION
AKISTANAKISTAN
ENGINEERS PAKISTAN ENGINEERS PAKISTAN
. ZUBERI. ZUBERIG DIRECTORG DIRECTOR
ASTRUCTURE BOARD (PPIB) ASTRUCTURE BOARD (PPIB)
07, 2011 07, 2011�
������������������������������������
� Timeline Journey of Pakistan P
� Need and Merits of Private Po
� Private Power Projects a Win -
� Government Initiatives to Enc� Government Initiatives to Enc
� Stages in the Development of
� Response of Private Sector in
� Role of Private Sector in Total
� Conclusions
����������������������������������������
n Power Sector
Power Projects
-Win Situation for All
ncourage Private Sectorncourage Private Sector
of Private Power Generation
in Pakistan Power Generation
tal Generation of Pakistan
�
UPTO 70s
� Performance of KESC and WAPDA w
donors
IN 80s
� Some deterioration observed in KES
� Demand-Supply shortfall of about 30
� Shortfall resulted in annual economi
���A����B�CD��E���A����B�CD��E���A����B�CD��E���A����B�CD��EFFFF ������������
� Shortfall resulted in annual economi
IN 90s
� Budget constraints lead the gover
sector in power generation projects
1992
� Government chalked out a strategic
1993
� Energy Task Force was created, wh
1994
was remarkable – financing available from
ESC and WAPDA
30%
mic loss of 10 billion
�������������D������D�������������D������D�������������D������D�������������D������D
mic loss of 10 billion
vernment to seek involvement of private
plan to reform Pakistan’s power sector
which lead to formulation of Power Policy
�
1994
: Announcement of Power Policy 1994
1997
� Autonomous regulatory body , NEPR
� 1st batch of IPPs started commission
2001
� WAPDA Vision 2025 prepared
���A����B�CD��E���A����B�CD��E���A����B�CD��E���A����B�CD��EFFFF ������������
� WAPDA Vision 2025 prepared
2002
� Power Policy 2002 announced
2005
� Medium Term Development Framewo
� KESC privatized
2009
� Second batch of IPPs started commi
94 & creation of PPIB
PRA was created, through an Act
oning .
�������������D������D�������������D������D�������������D������D�������������D������D
work (MTDF) prepared
missioning
�
���������D���������������D���������������D���������������D������
� Country started experiencing power
shortages from 80’s.
� There was tremendous load shedding
from 1989 to 1994.
� Exponential increase in power demand
� Power sector was consuming substantial
Government resources
� Additionality of resources
� To increase efficiency and competition in
Pakistan Power Sector.
� Focus of donors shifted from power
sector to social sector
�������D��D�B�����������D��D�B�����������D��D�B�����������D��D�B����
Power Load Shedding (MW)Peak Demand Load Shedding (MW) (MW) (%)
1989 5440 2151 391990 5680 1666 291991 6090 879 141992 6532 1393 211993 7522 1616 211994 8067 2577 311994 8067 2577 31
Power Sector Share in PSDP (%)Total PSDP WAPDA(Bln. Rs.) Allocation (%)
(Bln. Rs)1989 48.00 13.9 291990 57.81 15.8 281991 83.11 16.1 191992 95.52 24.6 261993 119.9 24.7 211994 137.4 26.67 20
�
� Deterioration in the performance of p
� Insufficient cash flow to invest in n
� Inadequate maintenance of power
� Cost and time over-runs in constru
� High system losses
D������A����D����C��D������A����D����C��D������A����D����C��D������A����D����C��
�������D���������D���������D���������D��
� Lack of funds available with Governm
� Shift of donors from power sector to
� To solve immediate problems of powe
� International trend of developing pow
� Introduction of new technologies su
eliminated the requirements of large
� To meet exponential load growth and
public sector utilities
new power generation
er projects
tructing power projects
����������D�����������D����������D�����������D����������D�����������D����������D�����������D
D�����D�����D�����D�����D�����D�����D�����D�����
nment to invest in new power projects
social sector
wer shortages
ower projects through private sector
such as combined cycle & diesel generator
central generation stations
nd supplement Government resources�
� Private Sector can complement &
� Limited Public Sector funds can
education, agriculture, roads etc .
�D��������D�D��������D�D��������D�D��������D
� Private sector can introduce effic
resources.
� Private power companies are bou
power at committed efficiency and
& supplement public sector.
be utilized in sector such as health,
.
��D�����������D��D�����������D��D�����������D��D�����������D
fficiency, reliability and additionality of
ound by Project Agreement to provide
and availability for 25-30 years.
�
�D����������D����������D����������D���������������������������������������������������������
� Private Power Projects are no
� Financing is made through a
� Private Sector is responsib� Private Sector is responsib
projects without any Governm
� Private sector fully responsi
projects from its own resource
���D��D�B���������D��D�B���������D��D�B���������D��D�B����������DC��CD������DC��CD������DC��CD������DC��CD��
normally based on BOO - BOOT.
mix of equity and loan.
sible for arranging loan for thesible for arranging loan for the
nment Guarantee .
sible for arranging equity for the
rces .
�
� Development Risk – Cost, reputat
� Construction Risk – time delays,
� Operating Risk – Efficiency & ava
�D�����������D�����������D�����������D����������
D��������D��������D��������D��������
� Operating Risk – Efficiency & ava
� ��������� ��� A B��CDEF �� �E
F������F�
� Fuel Availability Risk – non- availa
tation
s, cost overruns
vailability
��D��D�B�������D��D�B�������D��D�B�������D��D�B�����
�����A��������A��������A��������A���
vailability
�EE������ B�������� EF�DC�� ��
F�� �B �D�E���FF
ilability of fuel invites penalties
�D�����������D�����������D�����������D�����������D�����������D�����������D�����������D����������
������������������������������������������������ �������C��������C��������C��������C��������C��������C��������C��������C�
GOVERNMENT
� Additionality of financial resources.
� Addition of power generation to achieve t
� Creation of jobs.
� Utilization of indigenous resources like hy
� Private sector projects are a step forward
� Catalyst for institution building such
institutions at provincial level.
� Encouraged local investors to venture for
POWER PURCHASER
� Meeting of Valuable power demand.
� Availability of Reliable capacity.
� Capacity add-in without internal cash gen
� Induction of projects with better efficienci
��D��D�B������D��D�B������D��D�B������D��D�B������D��D�B������D��D�B������D��D�B������D��D�B����
�C��������D��AA��C��������D��AA��C��������D��AA��C��������D��AA��C��������D��AA��C��������D��AA��C��������D��AA��C��������D��AA�
target growth.
hydro/coal/gas .
rded towards competitive power market.
as PPIB, WPPO at Federal level and other
for power projects.
eneration for investment.
ncies and availabilities
�A
�D�����������D����������
������������ �������C��������C�
���������
� Assured returns on investment made by
� Revenue gains through efficiency improv
� Major risks covered by Government & po
� Compensation in case agreements are te
defaults .defaults .
PROVINCIAL GOVERNMENT
� Development of Local infrastructure.
� Improvement in provincial/local employm
� Generation of Economic activity at local
� Encouragement of provincial governm
provincial level – hydro & coal.
��D��D�B������D��D�B����
�C��������D��AA��C��������D��AA�
private power companies.
ovements & cost reduction.
power purchaser.
terminated due to Government/ power purchaser
yment .
level.
rnments to make policies and institutions at
��
�D�����������D����������
������������ �������C��������C�
FINANCIAL MARKET
� Add-in market capitalization of local mark
� Flourishing of local banks providing wor
� Awareness of local banks to handle proje
� Access to international capital market .� Access to international capital market .
INDIGENOUS RESOURCE UTILIZATION
� Skilled manpower being used.
� Utilization of indigenous gas, coal & hydr
� Business opportunities for legal, financia
� Learning opportunities for professionals
��D��D�B������D��D�B����
�C��������D��AA��C��������D��AA�
arkets .
orking capital and other credit lines.
ojects based on project finance techniques.
N
dro .
cial firms, consultants, Advisors.
ls and exposure to international experience.
��
���������������E�����������������E�����������������E�����������������E�����������������E�����������������E�����������������E�����������������E��
���������������D������������������D������������������D������������������D������������������D������������������D������������������D������������������D���
� ��E�DC��F� �E����F ���FE
F���DE��F ���F���E� �� ��E
� �EF����� �B �! A " ����F� �EF����� �B �! A " ����F
� �EF��F� EF�DC���E# $��# �
B�FC� B�E ���F���E�% D��C���F�
�E����F ���B�E� �� ���F���
E������������CD����E������������CD����E������������CD����E������������CD����E������������CD����E������������CD����E������������CD����E������������CD����
����������D��D�B��������������D��D�B��������������D��D�B��������������D��D�B��������������D��D�B��������������D��D�B��������������D��D�B��������������D��D�B����
FE ��C���F� BE�� ���F �� ���F ��
��E�������F �� ��FE &F�FE�����'
�FFE ������D���� ����C��� � �'�FFE ������D���� ����C��� � �'
�� �" �� F��DEF CF�FC �C�#���
��F�% ��FE���E� ��� ����D�FE� ��
���E�'
��
��������������A�����������������A������������������A�����������������A����
�������D���������D���������D���������D��
� Private Sector Developmis spanned on four stage
1. Stage One: HUBC
2. Stage Two : - IPPs- Crea
3. Stage Three: Privati
4. Stage Four : SeconPower
��������D�����������D���������D�����������D���������D�����������D���������D�����������D�
D�����D������D�����D������D�����D������D�����D������
opment in Power Generationges
BCO Project 1985
Ps under Policy 1994 1994eation of PPIB/WPPO
atization of KAPCO 1997
ond batch of IPPs under 2002er Policy 2002
��
� First Initiative 1200 MW thermal
� Pioneering project fraught with
� No institutional set up available
� Hardly any expertise available w
huge project in private sector
�������������C�������������C�������������C�������������C�������������C�������������C�������������C�������������C
huge project in private sector
� International banks had relative
Debt raising from too ma
coordination
� Domestic banks had limited
experience of limited recourse fi
� No standardized agreements ava
power project.
uncertainties and complexities
le
with the Government to handle such
����C�����D�B�������C�����D�B�������C�����D�B�������C�����D�B�������C�����D�B�������C�����D�B�������C�����D�B�������C�����D�B���
ively modest credit limits for Pakistan
many sources requiring extensive
lending capacity and no previous
financing
available��
� Upfront Bulk Power tariff� Freedom to select fuel, technology and� GOP Guarantee for payment obligations
(WAPDA/KESC) and fuel supplier (PSO/� Standardized Security Package availab� PPIB created to provide one window fac
�������������� �������������� �������������� �������������� ��B�D������B�D������B�D������B�D����
IPP
Fuel Supplier
GOP
Implementation Agreeme
Fuel Supply Agreement
nd siteons of public sector power utilities O/OGDC)
able for execution facility
�� �����D���A��E�� �����D���A��E�� �����D���A��E�� �����D���A��E���D�����������D�����������D�����������D��������
Power Utility
ment
Power Purchase Agreement
��
� Created in August 1994 to promote pr
� Act as One-Window facilitator on beha
� Execute IA and provide GOP guarante
� Monitor and facilitate IPPs in exec
�����������������������������������������������������������������D��������D��������D��������D��������D��������D��������D��������D�������
� Monitor and facilitate IPPs in exec
agencies.
� Provide technical, financial and legal
Provinces / AJK.
� Coordinate/Liaison with local and
Institutions.
private investments in power sector.
half of GOP, its Ministries/ Departments.
tees on behalf of President of Pakistan.
xecuting PPA, WUL with relevant GOP
����������������������������������������FFFFFFFF �����������������������������������!��CD�������!��CD�������!��CD�������!��CD�������!��CD�������!��CD�������!��CD�������!��CD����
ecuting PPA, WUL with relevant GOP
al support to Ministry of Water & Power,
nd multilateral development Finance
��
BBCDEFEB������C�BBCDEFEB������C�BBCDEFEB������C�BBCDEFEB������C�BBCDEFEB������C�BBCDEFEB������C�BBCDEFEB������C�BBCDEFEB������C�
Lenders Invest
PPI
TCEB GO(Ministries/D
Regulator
�C��F�E�F�C�C�F����C��F�E�F�C�C�F����C��F�E�F�C�C�F����C��F�E�F�C�C�F����C��F�E�F�C�C�F����C��F�E�F�C�C�F����C��F�E�F�C�C�F����C��F�E�F�C�C�F���
vestors Consultants
PIB Purchaser(NTDC)
OPs/Divisions)
Provinces/AJK
��
� Fourteen Projects reached th
operations
� Foreign Direct Investment (FDI)
Dollars in 3 years
��� ���A��E��D����� ���A��E��D����� ���A��E��D����� ���A��E��D��
Dollars in 3 years
� Attracted world-renowned pla
General Electric, SIEMENS, Wart
� Emergence of Pakistan as pion
private power generation
the stage of commissioning and
DI) of more than three (3 billion) US
���D�����D�����D�����D������ ���C��������C��������C��������C�����
layers : AES, EL-PASO, TENAGA,
artsila, Coastal Technologies etc.
ioneer in IPPs on the world map of
�
���"������A������C���"������A������C���"������A������C���"������A������C
� 362 MW AES Lalpir Limited� 365 MW AES Pak Gen. (Pvt) L� 14 MW Altern Energy Limited� 157 MW Fauji Kabirwala Powe� 136 MW Gul Ahmed Energy Lt� 140 MW Habibullah Coastal Po� 140 MW Habibullah Coastal Po� 120 MW Japan Power Generat� 131 MW Kohinoor Energy Lim� 235 MW Liberty Power Project� 412 MW Rousch (Pakistan) Po� 114 MW Saba Power Company� 115 MW Southern Electric Pow� 126 MW Tapal Energy Limited� 586 MW Uch Power Limited
��C���D���� ���A��E��C���D���� ���A��E��C���D���� ���A��E��C���D���� ���A��E
Limited tedwer Company Ltd. (GAEL) Power (Pvt) Co. Power (Pvt) Co.ration (Pvt) Limitedimited ct
Power Limitedny Limited ower Company Limited
ed
�A
��������A�������C���������A�������C���������A�������C���������A�������C�
�D�����������D�����������D�����������D����������
Lenders Loan AmountMln.$
� World Bank 445
� IFC 333
� J-Exim Bank 538
� US-Exim Bank 236
� Asian Dev. Bank 32
� Commonwealth Dev. 57Corporation
�C����������A�������C����������A�������C����������A�������C����������A������
��D��D�B������D��D�B������D��D�B������D��D�B����
Projects
Rousch, Uch and Southern Electric
Uch, Kohinoor Energy, AES LalpirAES PakGen, Gul Ahmed Energy
AES Lalpir and AES PakGen
Uch and Saba Power
Fauji Kabirwala
Liberty
��
� Privatized 1600 MW Kot Addu Powe
� Government transferred KAPCO ma
along with 26% shares
��������D�����������D�����������D�����������D�����������D�����������D�����������D�����������D����������� D�����D�����D�����D�����D�����D�����D�����D�����
� Ten (10) percent additional shares w
in 1996
� The Government realized proceeds
� KAPCO is now highly profitable com
indicated by share market price of a
wer Plant in 1996
management to International Power
���#����������������C���#����������������C���#����������������C���#����������������C���#����������������C���#����������������C���#����������������C���#����������������C
s were divested to International Power
ds worth Rs 9 billion
ompany with good operational record
f about Rs. 43
��
�������������������������������������������������������������C����������������������C����������������������C����������������������C����������������������C����������������������C����������������������C����������������������C�
STRENGTHS
� Pakistan now a Tested Ma
investors, lenders & contract
� Plenty of experience: (sp
officials, power purchaser uofficials, power purchaser u
and Language)
� Verifiable Track Record
� Government evolved the Pow
all stakeholders.
� Improvement in Power Policy
�����CD�����CD�����CD�����CD�����CD�����CD�����CD�����CD�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$�C���D�����D���A��E�$%%$
Market (No fear of unknown for
ctors)
(sponsors, lenders, government
understands the Business normsunderstands the Business norms
ower Policy 2002 after consulting
icy 2002 – dynamic process��
INCENTIVES
� Only 5% Customs Duty on th
manufactured locally.
� Exemption from payment of inco
SECURITIES
��A��E���D�����D���A��E���D�����D���A��E���D�����D���A��E���D�����D���A��E���D�����D���A��E���D�����D���A��E���D�����D���A��E���D�����D�
����������!�����������!�����������!�����������!�����������!�����������!�����������!�����������!�
• Protection against Political Force
• Protection against risks associate
• Protection against hydrological ri
• Protection against risk associa
currency.
• Protection against currency deval
the import of plant & equipment not
come tax, sales tax, import licence fee etc.
�D�����D�����&�$%%$�D�����D�����&�$%%$�D�����D�����&�$%%$�D�����D�����&�$%%$�D�����D�����&�$%%$�D�����D�����&�$%%$�D�����D�����&�$%%$�D�����D�����&�$%%$
��!���CD�������!���CD�������!���CD�������!���CD�������!���CD�������!���CD�������!���CD�������!���CD�����
ce Majeure Risk.
ated with change in law.
risk .
ciated with convertibility/remitability of
valuation & inflation.
��
Advertisement
Registration/ Issuance of RFPs
Pre-Bid Conference
Receipt of Bids by PPIB
����D���A��E�$%%����D���A��E�$%%����D���A��E�$%%����D���A��E�$%%����D���A��E�$%%����D���A��E�$%%����D���A��E�$%%����D���A��E�$%%
�D������������D������������D������������D������������D������������D������������D������������D�����������
Opening of Qualification & Technical Bids (Envelope -I)
Evaluation of Bids by Bid Evaluation Committee
Appeals made by Non-Responsive Bidders to the Committee for Redressal of Grievances
Decision on Appeals made by Non-Responsive Bidders
Notification of Responsive Bidders
Project processin
Opening of Financial & Tariff Bids (Envelope-II)
Evaluation of Envelope-II by Bid Evaluation Commit tee
Tariff approval by NEPRA
Notification of Qualified Bidder
%%$%%$%%$%%$%%$%%$%%$%%$Final Notification of Responsive Bidder
Submission of PG by Qualified Bidder for issuance of Letter of Support (LOS)
Issuance of LOS to Successful Bidder
Execution of Project Agreements and FC
COD
ing well defined and transparent��
����D���A����D���A����D���A����D���A�D�������C���A���D�������C���A���D�������C���A���D�������C���A��
Raw site Feasibility Study
•Technical Strength
•Financial Strength
(1-6 months)
Study
Monitoring & evaluation by
POE(12–36 months)
LOI
N
Dete(6-12
Project processing w
��A��E�$%%$���A��E�$%%$���A��E�$%%$���A��E�$%%$�A��������D�B�����A��������D�B�����A��������D�B�����A��������D�B�����
FinancialCloseLOS
NEPRA Tariff
etermination12 months)
Close(12-18
months)
LOS
(1-2months)
Construction, Testing &
Commissioning(24-48 months)
Negotiations/Execution of
Project Agreements
well defined and transparent��
� Compiled and published comprehen
Potential
� Ranking (prioritization) of Hydel Powe
� Award of top ranked projects throu
competition
� Preparation of Standardized Terms
����'������D������������'������D������������'������D������������'������D������������'������D������������'������D������������'������D������������'������D��������
����D��D�B���������D��D�B���������D��D�B���������D��D�B���������D��D�B���������D��D�B���������D��D�B���������D��D�B�����
� Preparation of Standardized Terms
Study
� Completion of feasibility studies for s
� Preparation of Standardized securit
hydropower projects in coordination
� Successful negotiation of Security
project (1995 Hydel Policy Project)
� Prepared Mechanism for Tariff Determ
� Cascade Study for Swat River and Jhe
ensive brochure on Pakistan Hydel Power
wer Projects (50-1000 MW)
rough the solicitations under international
of Reference for a Bankable Feasibility
�����A����������E�D�������A����������E�D�������A����������E�D�������A����������E�D�������A����������E�D�������A����������E�D�������A����������E�D�������A����������E�D��
�������D�����������D�������D�����������D�������D�����������D�������D�����������D�������D�����������D�������D�����������D�������D�����������D�������D�����������D
of Reference for a Bankable Feasibility
seven projects in private sector
rity documents i.e. IA, PPA and WUA for
with all stakeholders
documents for New Bong Hydropower
rmination for Hydel Projects
Jhelum River Hydropower Projects��
� Compiled and published Brochure
Potential.
� Published comprehensive Brochu
Generation Potential.
� Provided full assistance to GOS in
����'"�����D������������'"�����D������������'"�����D������������'"�����D������������D��D�B����������D��D�B����������D��D�B����������D��D�B������
Provided full assistance to GOS in
Coal Energy Development Board (
� Provided full support to TCEB on
Coal Power Project by Sindh Ener
� Prepared Standardized Security d
Power Projects.
� Started initial work on developmen
MW Imported Coal based Project n
ure on Pakistan Coal Power Generation
hure on Pakistan Thar Coal Power
in the initial establishment of the Thar
�����A������������A������A������������A������A������������A������A������������A�������D�����������D�������D�����������D�������D�����������D�������D�����������D�
in the initial establishment of the Thar
d (TCEB)
n development of 1200 MW Integrated
ergy Coal Mining Company.
documents i.e. IA, PPA for Coal based
ent of RFP documents for 1200 – 2400
ct near Karachi through ICB.��
Number ofProjects
� Oil Based 8
� Gas 9
D�������������D�������������D�������������D�������������D�������������D�������������D�������������D�������������
� Gas 9
� Coal 1
� Hydel 17
� Total 35
Capacity Investment(MW) (Million US$)
1,465 1,693
1,858 2,098
�����D���A��E�$%%$�����D���A��E�$%%$�����D���A��E�$%%$�����D���A��E�$%%$�����D���A��E�$%%$�����D���A��E�$%%$�����D���A��E�$%%$�����D���A��E�$%%$
1,858 2,098
1,200 2,011
5,110 8,434
9,633 14,236
�
�D����������D��D�B�D����������D��D�B�D����������D��D�B�D����������D��D�B
NumPro
� Project prior to 1994 Power Policy 1
� Projects under 1994 Power Policy 14� Projects under 1994 Power Policy 14
� Projects privatized from public sector 1
� Projects under 2002 Power Policy 9
� Total 25
D�B�����������D�����D�B�����������D�����D�B�����������D�����D�B�����������D�����
mber of Capacity Investmentrojects (MW) (Million US$)
1 1,292 1,608
14 3,048 3,47914 3,048 3,479
1 1,638 1,583
9 1,900 1,879
25 7,878 8,549
�A
���"��������"��������"��������"��������"��������"��������"��������"�����
Altern Energy Ltd, Attock 29 Jun 2001
Japan Power Generation, Lahore 120 Jan 2000
Kohinoor Energy Ltd., Lahore 131 Jun 1997
Southern Electric Co., Lahore 135 Jul 1999
Saba Power Company, Lahore 114 Dec 1999
AES Lalpir Ltd., Multan 362 Nov 1997
AES Pak Gen, Multan 365 Feb 1998
Fauji Kabirwala Co., Multan 157 Oct 1999
Rousch Power, Multan 412 Dec 1999
KAPCO, Muzaffargarh 1638 Jun 1996
Attock Gen, Rawalpindi 165 Mar 2009
Atlas Power Ltd., Sheikhupura 225 Nov 2009
������������
Nishat Power Ltd., Lahore 200 Nov 2009
Saif Power Ltd., Sahiwal 229 Apr 2010
Orient Power Ltd., Balloki, Kasur 229 May 2010
Nishat Chunian Power Ltd., Lahore 200 Jul 2010
Sapphire Electric Co. Ltd., Muridke 225 Oct 2010
Liberty Power Tech Ltd. 200 Jan 2011
Hub Power Project, Hub 1292 Mar 1997
Uch Power Ltd., Uch 586 Oct 2000
Habibullah Coastal, Quetta 140 Sep 1999
TNB Liberty Power Ltd., Dharki 235 Jun 2001
Tapal Energy Ltd., Karachi 126 Jun 1997
Gul Ahmed Energy Ltd., Karachi 136 Nov 1996
Engro Energy Ltd., Qadirpur, Sindh 227 Mar 2010
���ABCDE�����ABCDE��
DC�FBDC�FB
�����D����������D����������D����������D����������D����������D����������D����������D�����
E��� A�������� ������������������������
���E�����E�����E�����E��
��
SPONORS
Foreign Local
� International Power (UK)
� Congen Technology
� El Paso (USA)� Tenaska (USA)� Mitsui (Japan)
� Nishat Group� Sapphire Textile
Ltd.� Attock Refinery
Ltd.� Engro Chemical� Shirazi Investment
� IFC� Worl� ADB� IDB� US E� AIDE
CDC
����D�������A�(����D�������A�(����D�������A�(����D�������A�(����D�������A�(����D�������A�(����D�������A�(����D�������A�(
����D�������������D�������������D�������������D�������������D�������������D�������������D�������������D���������IPPs IN OPERATION
� Mitsui (Japan)� Xenel (KSA)� TNB (Malaysia)� AES Corporation� AEB� IFC� Oman Oil� DEG Germany� GE Capital
� Shirazi Investment� Fauji Foundation� Saif Group� Liberty Mills� Descon Group
� CDC� EDC � SACH� ANZ
(Aus� ABN � Jexim� Bank� Toron� DEG� EMO� PRO� SWE
LENDERS
Foreign Local
orld BankB
Exim BankDECC (UK)
� National Bank of Pakistan� Habib Bank Ltd.� United Bank Ltd.� Muslim Commercial Bank� Allied Bank Ltd.� Askari Bank Ltd.
Faysal Bank Ltd.
A�(�A���A�����D����A�(�A���A�����D����A�(�A���A�����D����A�(�A���A�����D����A�(�A���A�����D����A�(�A���A�����D����A�(�A���A�����D����A�(�A���A�����D����
����D��D�B��������D��D�B��������D��D�B��������D��D�B��������D��D�B��������D��D�B��������D��D�B��������D��D�B����
C (UK)C (UK)CHE (Italy)Z Banking Group
ustralia)N Amro Bank
xim (Japan)nk of Tokyo Mitsubishironto -Dominion BankG (Germany)O (Netherlands)OPARCO (France)EDFUND (Sweden)
� Faysal Bank Ltd.� Meezan Bank Ltd.� Bank Al Habib� Habib Metropolitan Bank
Ltd.� The Bank of Punjab� Soneri Bank Ltd.� NIB Bank Ltd.� Pak Oman Investment Co.� Pak China Investment Co.� Sauki Pak Industrial and
Agricultural Investment Co.
��
�������������D������D��������������D������D��������������D������D��������������D������D�FFFF
MW %
Public Sector
Public Sec6703
Public Sector
WAPDA/SHYDO
/NA/AJK 11603 54
PAEC 462 2
Sub-Total 12065 56
Private Sector
IPPs 7878 36
KESC 1756 8
Sub-Total 9634 44
G. Total 21699 100
Private power generation n
FFFF ����A������AA����������E����A������AA����������E����A������AA����������E����A������AA����������E
Public SectorThermal4900 MW
Nuclear462 MW
ector Hydel03 MW
IPPs9634 MW
n now playing dominant role in power sector��
PAKISTAN POWER SEPAKISTAN POWER SE
Ministry ofWater
& Power
GOVERNMENT O
WAPDA AEDB PEPCO PPIB
Mega Dams WaterProjects
GENCOs DISCOs NTDC
New
ECTOR ECTOR –– KEY PLAYERSKEY PLAYERS
PakistanAtomic Energy
Commission
NEPRA
OF PAKISTAN
PrivateSector
CHASNUPP KANUPP IPPs SPPs/CPPs KESC
ew institutions handling private power projects
��
� Power demand growing at a very fac
� Public sector has limited funds and
� Private sector to come forward to me
� Pakistan has successfully attracted
private sector for power generation.
� World renowned power players are a
����AC����AC����AC����AC
� World renowned power players are a
� One-Window facility provided at Fede
� Federal Government guarantees the
provinces.
� Federal Government provides prot
change in law.
� Concessionary import duties and
under the policy.
act pace – 186,228 MW demand by year 2035.
is being restructured.
meet fast growing demand:
ted investment worth billions of dollars from
already operating in Pakistan .
�AC������AC������AC������AC�����
already operating in Pakistan .
deral level by PPIB for projects above 50 MW.
the performance of the power purchaser and
rotection against Political Force Majeure and
tax free regime for power plants developed
��