Evolution of financial instruments for sustainable transport

Transcription

1 5 th E-MOBILITY STAKEHOLDER FORUM Evolution of financial instruments for sustainable transport Claus Klitholm, EIB

2 European Investment Bank (EIB) EIB is EU s policy driven investment bank who shall continually focus on activities which are likely to have the greatest impact on furthering EU policy goals. As a public financial institution, we interact with the financing industry, with borrowers and project promoter, with industry associations, with EU institutions and with EC. Transport project selection and appraisal is performed via multi-stage and multidimensional approach designed to maximise the value added. EIB has been operating since 1958 and the annual loans for urban transport in 2015 was around 4 bn EUR.

3 The Project Cycle

4 The Project Cycle

5 Cleaner Transport Facility (CTF) CTF is a new initiative targeting the deployment of alternative fuels in the transport sector. Based on EIB engaging with public and private stakeholders to identify current market needs and gaps in the deployment of cleaner fleets at a larger scale, while considering the diversity of governance, risk structures, technologies, usage modes and geographies. The initiative will seek to focus on life-cycle cost models involving risksharing financial instruments leveraging also private sector funds, rather than more traditional models entailing higher capital investment with a debt burden on the public sector. This will be done through the full range of EIB and EC financial products, and advisory services available to eligible public and private entities. Financing could be provided by EFSI and the CEF. The InnovFIN programme under Horizon 2020 could also be deployed to finance energy demonstration projects involving electro-mobility, hydrogen and/or fuel cells.

6 Cleaner Transport Facility Case : Rīgas Satiksme, Latvia Loan 75 million, max 15 years (= 38% of project costs) 20 low floor trams Modernising existing tram depot But also: 10 trolleybuses with H2 range-extender 10 buses on H2 8 million CEF subsidy to co-finance H2 production and charging facilities To: Reduce CO2 in city center Increase attractiveness and improve efficiency of public transport sytem Improve accessibility to public transport in line with EU Regulation

7 Thank you

8 5 th E-MOBILITY STAKEHOLDER FORUM Financing mechanism in TMB: ELENA use case Brussels, march 23th 2017

9 Agenda o o Projects in TMB USE CASE: ELECTROBUS (ELENA project) Original/real Investments: Cost Original/Real timeline

10 PROJECTS IN TMB o o o EBSF 3iBS ZeEUS o EBSF- 2 o ELIPTIC o ELENA FACILITY: use case

11 ELENA USE CASE in TMB Objectives: Energy efficiency and reduction of emissions CO2. ORIGINAL project timeline ORIGINAl PROJECT PLANNING 2010 Preparation of the Elena project START in January FINISH in June

12 INVESTMENTS ESTIMATED (163M ) o BUS NETWORK (5%): NXB: how to change the bus network to be more efficient, fast and understandable. Implementing traffic engineering project. Constructive project: Implementation BRT o New signals network and LED technology (37%) o Energy Technology in BUSES (58%): RETROFIT DIESEL and CNG buses to HYBRID ELECTRIC/HYBRID commercial buses SAVINGS: In energy (tep) and Emissions (kg CO2) MWh Total TOTAL Units Total teps Total t/co2 EFFICIENT BUS Bus Network - first 1 12 NETWORK level BRT CONSTRUCTIVE Segregated BUS Lane PROJECT 2 and others IMPLEMENTATION infrastructures , , ,58 BRT IMPLEMENTATION TRAFFIC 3 coordination ENGINEERING PROJECT 4 LIGHTS Traffic Lights - New sign , , ,44 Hybrid , , ,72 Hybrid Retrofit DIESEL ,22 502, ,40 Hybrid retrofit GNC , , ,00 Electric ,50 67,73 208,00 5 BUSES TOTAL , , ,12 TOTAL ENERGETIC EFFICIENCY and EMISSIONS (CO2) , , ,14

13 ELENA USE CASE in TMB. REAL Project timeline (with the crisis) START in January New end date: June 2015 NEW PROJECT PLANNING 2010 Preparation of the Elena project In 2012 cuts in overall expenses and investment in TMB In 2014 recover investment capacity (one plan from the City Council was cancelled) Possible new investments in This meant: re-activated the project to June 2015.

14 RESULTS: NEW NETWORK network 2012 New Network: Easy to understand Effectiveness and efficiency

15 RESULTS Retrofit Hybrid Deployment

16 PROJECTS IN TMB COST o STUDIES.. 58% o STAFF...42% o TOTAL COST 100% (1.6M ) INVESTMENT o NEW NETWORK 16,8% o Hybrid Buses...83,2% o TOTAL INVESTMENT 100% (36.9M ) o ELENA gives 90% FINAL TOTAL INVESTMENT LEVERAGE FACTOR = = 25,073 90% TOTAL COST

17 Thank you Josep Ma Armengol Engineering and new developments director

18 5 th E-MOBILITY STAKEHOLDER FORUM Loans versus grants: What is needed? Case of Gdynia city, Poland. dr Marcin Wolek University of Gdansk / Gdynia City Council

19 Trolleybus transport in Gdynia Ready-to-use and the most matured form of e-bus; 5 mio. veh-kms per year, 26% of share in PT supply in Gdynia; 90 vehicles; Qualitative transformation since 90-ties confirmed by changing perception among citizens; Supported by the EU projects (TROLLEY, ACTUATE, CIVITAS DYNAMO, ELIPTIC ongoing); REGIOSTARS 2014 award; Gradually leaving the network (batteries in ca. 60% of vehicles).

20 Conversion of Solaris diesel bus into trolleybus, The trolleybus fleet structure according to the financial sources of its acquisition Acquisition of first modern vehicles with own sources of the trolleybus operator PKT (2001); 38 trolleybuses purchased with ERDF support between 2005 and 2013; Conversion of diesel buses into trolleybuses since 2004 (at a cost of new vehicle between 25% to 50%); 2 trolleybuses ordered within CIVITAS DYN@MO project in 2015 (25% of support).

21 Level of grant suport in financing trolleybus fleet in Gdynia

22 Summary o Diversification of financing sources for electric public transport vehicles: combining grants with loans and own resources; o Conversion of diesel buses into trolleybuses for immediate mass effect of fleet renewal; o Long-term PSO contract between public transport authority and the operator as a base for loan security; o Clear long-term strategy of public authority for supporting transformation into e-public transport; o EU grants as a valuable catalysator for technological change (EU funding between 25% to 70% for 44% of vehicles). o Using research projects (CIVITAS DYN@MO and ELIPTIC) to test new possibilites (sharing political risk ). o Would we finance the development of trolleybuses without EU funds? Yes, but it would take more time.

23 Thank you dr Marcin Wolek Faculty of Economics, University of Gdansk / Gdynia City Council mwol@wp.pl

24 5 th E-MOBILITY STAKEHOLDER FORUM Zen Car : from start up to scale up T. Deflandre Chairman of the Board of Zen Car

25 CAR-SHARING MARKET CAPEX OPEX VS TODAY You own & you pay EVERYTHING TOMORROW You do not own & you PAY AS YOU USE Thierry Deflandre President of Zen Cars 2 27/03/2017

26 CAR UTILISATION CARS ARE PARKED 95 % OF THE TIME Thierry Deflandre President of Zen Cars 3 27/03/2017

27 CAR UTILISATION 1 CAR SHARED 8 REGULAR CARS Thierry Deflandre President of Zen Cars 4 27/03/2017

28 THE ZEN CAR HISTORY August 2010 October 2010 December 2010 February 2011 March 2011 June 2011 September 2013 Zen Car SPRL creation (BXL' holder of the user licence) Zen Car SA HOLDING creation (owner at 100% of the SPRL) Partnership with SRIB (BRUSTART) Concession contract domanial with RBC Partnership with Interparking Installation of the first stations Obtaining the approval of car-sharing

29 THE ZEN CAR HISTORY July 2015 August 2015 September 2015 October 2015 February 2016 August new investors (1,6 millions ) and new CEO BMW partnership MMI crowdfunding ( ) Partnership with Renault + Bluecorner Partnership with Octa + free floating demand Thierry Deflandre President of Zen Cars 6 27/03/2017

30 2017 : 400 km autonomy Thierry Deflandre President of Zen Cars 7 27/03/2017

31 From start up to scale up Start Up o 2010 : Kick off with an entrepreneur and business angels (500 K) o 2011 and 2013 : Second and third round amongst believers resp 1440 K in 2011 and 600 K in 2013 Scale Up o 2015 : go/nogo with new CEO and recapitalization 1580 K partly from Investures Fund MyMicroInvest organizing first round of crowd funding o Change of operational strategy : from capex to opex o Late 2016 second crowd funding and private placement 750 K. o 2017 : break even : end of cash burn.

32 Public Policy to help start ups Administration should be first customer of innovation products Change of rules in Public Tendering required to leave room for creative solutions to the problem I had a dream : all public authorities pool their mobility solutions into electric vehicles and give the example Kick off with city of Brussels and Region of Flanders (2500 Public charge points Clean Power Transports) Thierry Deflandre President of Zen Cars 9 27/03/2017

33 Contacts Serge Starckman CEO at Zen Car Thierry Deflandre President of Zen Car Board Thierry Deflandre President of Zen Cars 10 27/03/2017

34 Thank you

35 Bio Thierry Deflandre (see LinkedIn) BOARD MEMBERSHIP Managing Director ACT Sprl, Founder and Board Member E-Car 333 (Belgian Electrical Car), President of Zen Car (Car Sharing) PROFESSIONAL EXPERIENCE Turn-around management of Circuit Zolder operations turning structural losses into break even and developing growth track as a World on Wheels through diversification and broad societal acceptance. Ten years CEO of Business-to-business distribution of leisure goods (motorcycles, scooters, quads and outboard engines) throughout 10 countries in Europe and South Africa, growing the business profitably from 50 Mio Euro to 250 Mio Euro mostly through acquisitions. Identified a vision and developed a team around the front office/back office concepts Managing Director of Suzuki Car Import and distribution for more than 15 years. CURRENT PROJECTS : FIA working group on new regulations for Regularity E Rally Cup FIM working group on E-Bicycle race formats Coaching of projects around E-Karting, and Formulino E an Electric F4 Single Seater Thierry Deflandre President of Zen Cars 12 27/03/2017