Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 5 results ...

Devapriya, K A K and Alfen, H W (2004) An empirical analysis of debt capacity of project companies in emerging economies. Journal of Financial Management of Property and Construction, 9(03), 141–54.

Duffield, C F and Regan, M (2004) Public private partnership arrangement for the Spencer Street station upgrade in Victoria, Australia. Journal of Financial Management of Property and Construction, 9(03), 163–78.

Elbing, C and Devapriya, K A K (2004) Structured risk management process to achieve value for money in Public Private Partnerships. Journal of Financial Management of Property and Construction, 9(03), 121–8.

Lamb, D J and Merna, T (2004) Reappraisal of public private partnerships: an overview of refinancing, restructuring and termination. Journal of Financial Management of Property and Construction, 9(03), 155–62.

Ye, S and Tiong, R L K (2004) Public-private partnership for power projects: a case study of Hub power project. Journal of Financial Management of Property and Construction, 9(03), 129–40.

  • Type: Journal Article
  • Keywords: concession design; independent power project; political risk; Public-private partnership; risk-return trade-off; tariff structure; tariff adjustment; case studies
  • ISBN/ISSN: 1366-4387
  • URL: http://www.emeraldinsight.com/journals.htm?issn=1366-4387
  • Abstract:
    Through the case study on the Hub power project in Pakistan, the paper investigates key issues of applying public-private partnership (PPP) to power projects and proposes strategies to address these issues. The following key findings will be helpful in concession design for power project development: (1) the private involvement in the development of power projects largely depends on the government’s attitude towards PPPs; (2) a financially strong and technically experienced development team is crucial to winning concessions and achieving financial closing; (3) the choice of PPP structures should adapt to the characteristics of proposed projects; (4) the construction of auxiliary facilities will lessen the viability of projects; (5) appropriate concession period structures can effectively address completion risk; (6) turnkey construction contracts is a good means to transfer construction risks to construction contractors; (7) a tariff adjustment mechanism as a risk mitigating measure has its limitations; (8) a real need for the project is more important than power purchase agreements; (9) insurance protection for political risks is one of key contributing factors to the successful financial closing; and (10) the high-risk/high-return strategy is not suitable for pure risks.