EGP Azure Sky Solar
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Enel Green Power, Sharp and Stmicroelectronics Sign Agreement for the Largest Photovoltaic-Panel Manufacturing Plant in Italy
Enel Green Power, Sharp and STMicroelectronics Sign Agreement for the Largest Photovoltaic-Panel Manufacturing Plant in Italy January 4, 2010 3:04 AM ET Enel Green Power, Sharp and STMicroelectronics join forces to produce innovative thin-film photovoltaic panels. The plant, located in Catania, Italy, is expected to have initial production capacity of 160 MW per year and is targeted to grow to 480 MW over the next years. In addition, Enel Green Power and Sharp will jointly develop solar farms focusing on the Mediterranean area, with a total installed capacity at a level of 500 MW, by the end of 2016. Geneva, January 4, 2010 – Today, Enel Green Power, Sharp and STMicroelectronics signed an agreement for the manufacture of triple-junction thin-film photovoltaic panels in Italy. At the same time, Enel Green Power and Sharp signed a further agreement to jointly develop solar farms. Today's agreement regarding the photovoltaic panel factory follows the Memorandum of Understanding signed in May 2008 by Enel Green Power and Sharp. STMicroelectronics has joined this strategic partnership. This agreement marks the first time that three global technology and industrial powerhouses have joined together in an equal partnership to contribute their unique value-add to the solar industry. It brings together Enel Green Power, with its international market development and project management know-how; Sharp, and its exclusive triple-junction thin-film technology, which will be operational in the mother plant in Sakai, Japan as of spring 2010; and STMicroelectronics, with its manufacturing capacity, skills and resources in highly advanced, hi-tech sectors such as microelectronics. -
Sustainability-Linked Bond Sterling
Media Relations Investor Relations T +39 06 8305 5699 T +39 06 8305 7975 [email protected] [email protected] enel.com enel.com THIS ANNOUNCEMENT CANNOT BE DISTRIBUTED IN OR INTO THE UNITED STATES OR TO ANY PERSON LOCATED, RESIDENT OR DOMICILED IN THE UNITED STATES, ITS TERRITORIES AND POSSESSIONS, ANY STATE OF THE UNITED STATES OR THE DISTRICT OF COLUMBIA (INCLUDING PUERTO RICO, THE US VIRGIN ISLANDS, GUAM, AMERICAN SAMOA, WAKE ISLAND AND THE NORTHERN MARIANA ISLANDS) OR TO ANY PERSON LOCATED OR RESIDENT IN ANY OTHER JURISDICTION WHERE IT IS UNLAWFUL TO DISTRIBUTE THIS DOCUMENT. ENEL SUCCESSFULLY LAUNCHES A 500 MILLION POUNDS STERLING “SUSTAINABILITY-LINKED BOND”, THE FIRST OF ITS KIND ON THE STERLING MARKET • Enel Finance International N.V. has placed the sterling market’s first “Sustainability-Linked bond”, which is linked to the achievement of Enel’s sustainable objective related to the percentage of consolidated renewable installed capacity on total consolidated installed capacity, in line with the commitment to achieving the United Nations Sustainable Development Goals • The issue was almost six times oversubscribed, with orders of about 3 billion pounds sterling. The strong demand from investors for the “Sustainability-Linked bond” once again confirms the appreciation and confidence of the financial markets in the soundness of the Enel Group’s sustainable strategy and the consequent impact on the economic and financial results Rome, October 13 th , 2020 - Enel Finance International N.V. (“EFI”), the Dutch-registered finance company controlled by Enel S.p.A. (“Enel”) 1, launched today a single-tranche “Sustainability-Linked bond” for institutional investors on the sterling market totaling 500 million pounds sterling, equivalent to about 550 million euros. -
Wells Fargo/Causeway International Value CIT Fact Sheet
As of June 30, 2021 Collective Fund fact sheet wellsfargoassetmanagement.com/collective Wells Fargo/Causeway International Value CIT Asset class: International Equity Class CUSIP Ticker Sector allocation (%) TR 94987Q342 CWINTTR 25 20 FUND OBJECTIVE 15 This Collective Investment Trust ("CIT", "the 10 Fund", or "collective fund") seeks long-term growth of capital. 5 0 FUND STRATEGY The Fund invests primarily in common stocks of -5 companies located in developed countries -10 outside the U.S. Normally, the Fund invests at Communication Consumer Consumer Information services discretionary staples Energy Financials Health care Industria ls technolo gy Materials Real estate Utilities least 80% of its total assets in stocks of companies located in at least ten foreign Fund 0.0 5.4 7.5 5.0 20.6 14.7 20.6 15.7 5.5 0.0 5.2 countries and invests the majority of its total Index 5.0 13.0 10.5 3.2 16.9 12.4 15.5 9.1 7.9 3.0 3.4 assets in companies that pay dividends or Allocation -5.0 -7.6 -3.0 1.8 3.7 2.3 5.1 6.6 -2.4 -3.0 1.8 repurchase their shares. The Fund may invest variance up to 10% of its total assets in companies in Sector allocations are as of the date specified above and subject to change without notice. Due to rounding, fund and index sums may not add up emerging (less developed) markets. to exactly 100%. Excludes any cash or cash equivalents that may be held by the fund. -
Euro Stoxx® Quality Dividend 50 Index
STRATEGY INDICES 1 EURO STOXX® QUALITY DIVIDEND 50 INDEX Index description Key facts The EURO STOXX Quality Dividend 50 Index systematically aims at » Ideal to achieve a balanced exposure between a dividend paying selecting the top 50 stocks in terms of quality and dividend yield and a high quality strategy from the EURO STOXX index, whilst minimizing overall volatility of the derived index. » Liquid universe ensured by the use of the ADTR screening » Balanced approach between the different screenings » Diversification though capping of component weights to 4% and number of companies per industry to 15 Descriptive statistics Index Market cap (EUR bn.) Components (EUR bn.) Component weight (%) Turnover (%) Full Free-float Mean Median Largest Smallest Largest Smallest Last 12 months EURO STOXX Quality Dividend 50 Index 1,088.9 872.4 17.1 13.0 41.2 2.3 4.8 0.3 68.4 EURO STOXX Index 5,888.0 4,364.9 14.5 6.8 119.7 1.5 2.7 0.0 2.8 Supersector weighting (top 10) Country weighting Risk and return figures1 Index returns Return (%) Annualized return (%) Last month YTD 1Y 3Y 5Y Last month YTD 1Y 3Y 5Y EURO STOXX Quality Dividend 50 Index 3.1 17.7 24.4 41.2 82.3 N/A N/A 24.6 12.3 12.9 EURO STOXX Index 2.3 16.8 24.6 39.4 88.1 N/A N/A 24.8 11.9 13.7 Index volatility and risk Annualized volatility (%) Annualized Sharpe ratio2 EURO STOXX Quality Dividend 50 Index 7.3 9.0 9.4 17.6 16.0 N/A N/A 2.3 0.7 0.8 EURO STOXX Index 6.3 9.9 10.2 18.7 17.1 N/A N/A N/A 0.7 0.8 Index to benchmark Correlation Tracking error (%) EURO STOXX Quality Dividend 50 Index 0.9 0.9 0.9 1.0 1.0 2.8 3.9 4.0 3.5 3.5 Index to benchmark Beta Annualized information ratio EURO STOXX Quality Dividend 50 Index 1.1 0.8 0.9 0.9 0.9 3.0 0.2 -0.1 0.0 -0.3 1 For information on data calculation, please refer to STOXX calculation reference guide. -
Enel Green Power Group Annual Report
2009 Enel Green Power Annual Report INDEX REPORT ON OPERATIONS .............................................................................. 3 Structure of the Enel Green Power Group in 2009 ............................................. 4 Corporate boards ......................................................................................... 5 Summary of results ...................................................................................... 6 Significant events in 2009 ............................................................................. 9 The contribution of renewable energy to sustainability ..................................... 14 Value creation for sustainable development...............................................................14 Economic and market context ...................................................................... 15 Regulatory and rate issues......................................................................................19 Overview of the Group’s operations and economic and financial performance ...... 29 Definition of performance indicators .........................................................................29 Main changes in the scope of consolidation ...............................................................30 Group performance................................................................................................31 Analysis of the Group's financial position...................................................................34 Results by geographical area....................................................................... -
Solar Energy Toward a Sustainable Growth
Solar Energy Toward a sustainable growth Marco Raganella Head of Technical Support Solar Activities Business Development Enel Green Power S.p.A. Seminario Internacional Solar Antofagasta – Chile 6th October 2009 Agenda • Renewables geographies and technologies • Growth of Solar Energy and key drivers • Enel Green Power experience Dec 2008 1 Renewable energies: strong fundamentals in all geographies Estimates of renewables installed capacity, 2008-2020 Europe 1,030 GW max North America 620 GW min TOTAL WORLD 390 GW 550 GW max 3,020 GW min max 230 GW 330 GW 2008 2020 1,820 GW min 1,150 GW 2008 2020 2008 2020 Latin America Africa Asia 1,000 GW max 600 GW min 330 GW max 350 GW min 110 GW max 150 GW 200 GW min 70 GW min 30 GW 2008 2020 2008 2020 2008 2020 UpUp toto 1,9001,900 GWGW ofof renewablerenewable capacitycapacity additionsadditions Source: Enel estimates based/WEO 2008/GWEC 2008 (2008); WEO 2008 Reference Scenario (2020 min); Industry reports/McKinsey (2020 max) Dec 2008 2 Renewable energies: strong fundamentals in all technologies Global installed Global installed Technology base base Δ capacity CAGR Technological maturity 2008 2020 2% Very high (large hydro) Hydro 960 GW 1,280 GW +320 GW 8% Very high (small hydro) Biomass 50 GW 470 GW +420 GW 20% Very high Geothermal 10 GW 30 GW +20 GW 10% High High (on-shore) Wind 120 GW 800 GW +680 GW 17% Low (off-shore) Medium (c-SI) Solar Low (Thin Film) PV Solar 10 GW 440 GW +430 GW 37% Concentrated Low solar power TOTAL 1,150 GW 3,020 GW+1,870 GW 8% AllAll technologiestechnologies havehave -
Explaining Incumbent Internationalization of the Public Utilities: Cases from Telecommunications and Electricity
Explaining incumbent internationalization of the public utilities: Cases from telecommunications and electricity Judith Clifton, Daniel Díaz-Fuentes, Marcos Gutiérrez and Julio Revuelta ∗ One major consequence of the reform of public service utilities in the European Union since the 1980s - particularly privatization, liberalization, deregulation and unbundling - was that a number of formerly inward-looking incumbents in telecommunications and electricity transformed themselves into some of the world’s leading multinationals. Now, reform was a prerequisite for their internationalization, substantially changing the business options available to incumbents. However, the precise relationship between reform and incumbent internationalization is contested. In this paper, three dominant political economy arguments on this relationship are tested. The first claims that incumbents most exposed to domestic reform (liberalization and privatization) would internationalize most. The second asserts that incumbents operating where reform was limited or slower-than-average would exploit monopolistic rents to finance aggressive internationalization. The third argument claims that a diversity of paths would be adopted by countries and incumbents vis-à-vis reform and internationalization, differences being explained by institutional features. After compiling an original database on extent of incumbent internationalization, alongside OECD data on ownership and liberalization, we deploy correlation and cluster analysis to seek explanations for internationalization. Evidence is found in favor of the third hypothesis. Internationalization as a response to reform took diverse forms in terms of timing and extent. This can therefore be best explained using a country, sector and firm logic. Key words: Utilities, European Union, internationalization, liberalization, privatization. ∗ Department of Economics, Universidad de Cantabria, Av de los Castros s.n., Cantabria D39005, Spain. -
Common Stocks — 104.5%
Eaton Vance Tax-Advantaged Global Dividend Income Fund January 31, 2021 PORTFOLIO OF INVESTMENTS (Unaudited) Common Stocks — 104.5% Security Shares Value Aerospace & Defense — 0.8% Safran S.A.(1) 98,721 $ 12,409,977 $ 12,409,977 Banks — 6.7% Bank of New York Mellon Corp. (The) 518,654 $ 20,657,989 Citigroup, Inc. 301,884 17,506,253 HDFC Bank, Ltd.(1) 512,073 9,775,702 ING Groep NV(1) 1,676,061 14,902,461 Japan Post Bank Co., Ltd. 445,438 3,851,696 Mitsubishi UFJ Financial Group, Inc. 2,506,237 11,317,609 Mizuho Financial Group, Inc. 292,522 3,856,120 Sumitomo Mitsui Financial Group, Inc. 186,747 5,801,916 Wells Fargo & Co. 341,979 10,218,332 $ 97,888,078 Beverages — 1.0% Diageo PLC 378,117 $ 15,180,328 $ 15,180,328 Biotechnology — 1.2% CSL, Ltd. 82,845 $ 17,175,550 $ 17,175,550 Building Products — 0.9% Assa Abloy AB, Class B 509,607 $ 12,603,485 $ 12,603,485 Chemicals — 0.7% Sika AG 38,393 $ 10,447,185 $ 10,447,185 Construction & Engineering — 0.0% Abengoa S.A., Class A(1)(2) 311,491 $ 0 Abengoa S.A., Class B(1)(2) 3,220,895 0 $0 Construction Materials — 0.9% CRH PLC 332,889 $ 13,660,033 $ 13,660,033 Consumer Finance — 0.6% Capital One Financial Corp. 79,722 $ 8,311,816 $ 8,311,816 1 Security Shares Value Diversified Financial Services — 2.5% Berkshire Hathaway, Inc., Class B(1) 101,853 $ 23,209,243 ORIX Corp. -
Diapositiva 1
M&A and Investment Banking Enel Acquisition of Endesa – Case Study 1 Table of Contents Introduction Transaction Description Strategic Rationale Financial Impact on Enel Accounts Focus on Equity Swap Contracts 2 Enel Acquisition of Endesa Introduction 3 Transaction Highlights World’s largest utility deal ever given an offer price of €41.3 per share, equivalent to a total EV of €63.6bn Largest cross-border cash offer ever launched by an Italian company and largest PTO ever launched in Spain Rapidly designed and executed, understood to be launched within 2 months from the presentation of the opportunity to Enel The deal represented a transforming transaction for Enel, consolidating its presence in the European and Latin American electricity market 4 Global M&A in the Energy and Power Industry 5 Source: Thomson Financial, Institute of Mergers, Acquisitions and Alliances (IMAA) analysis. Key Parties Involved in the Transaction Enel is Italy's largest power company and Europe's third largest listed utility by market capitalization Listed on the Milan and New York stock exchanges since 1999 Enel has the largest number of shareholders of any Italian company, at some 2.3m It has a market capitalization of about €50bn (as of April 2007) Total Installed Capacity: 40,475MW 2006A Revenues: €38,513m 2006A EBITDA: €8,019m 2006A EBIT: €5,819m 2006A Net Debt: €11,690m Acciona is one of the main Spanish corporations with activities in more than 30 countries throughout the five Continents Its activities span from infrastructures, renewable -
Financial Statement 2013 of Enel Green Power S.P.A
Annual Report 2013 Annual Report2013 Annual Report 2013 Contents Report on operations Consolidated financial statements Enel Green Power | 6 Consolidated Income Statement | 110 The Group structure | 7 Statement of Consolidated Comprehensive Income | 111 Enel Green Power in the world | 8 Consolidated Balance Sheet | 112 Corporate boards and Powers | 10 Statement of Changes in Consolidated Shareholders’ Equity | 113 Letter to the shareholders and other stakeholders | 12 Consolidated Statement of Cash Flows | 114 Summary of results | 16 Notes to the financial statements | 115 Significant events in 2013 | 25 Reference scenario | 33 Economic and energy conditions in 2013 | 35 Corporate governance | 187 Electricity markets | 39 How we operate | 57 Overview of the Group’s performance and financial position | 73 Declaration of the Chief Executive Officer and the Performance and financial position by segment | 90 officer responsible for the preparation of corporate > Italy and Europe | 91 financial reports | 188 > Iberia and Latin America | 95 > North America | 98 Main risks and uncertainties | 101 Annexes Outlook | 102 Regulations governing non-EU subsidiaries | 103 Subsidiaries, associates and other significant equity investments of the Enel Green Power Group at December 31, 2013 | 192 Regulations governing subsidiaries subject to the management and coordination of other companies | 104 Related parties | 105 Reconciliation of shareholders’ equity and net income of Enel Green Reports Power SpA and the corresponding consolidated figures | 107 Report of the Independent Auditors | 210 3 Report on operations Enel Green Power Enel Green Power, founded in December 2008, is the Enel Group company entirely devoted to the development and management of the Group’s renewables generation operations around the world, with a presence in Europe and the Americas. -
Thursday 24Th March Technical Sessions
Thursday 24th March Technical Sessions DRILLING & COMPLETION : FIELD CASE HISTORIES ROOM A CHAIRMEN : NASR AGIZA , TIBA – LAURENS VAN DER PEET, TOTAL 09.00 DRILL/FCH/01 Managed Pressure Drilling as a Tool to Reduce Risks and Non-Productive Time: an Update on Field Experience J. Chopty, A. Sardo, Weatherford International Ltd 09.25 DRILL/FCH/02 Marginal shallow water gas fields development through subsea vertical tree with jack- up drilling operations. Analysis of the first successful experience in the Adriatic Sea: Bonaccia Est gas field R. Carrara, M. La Rovere, A. Malkowski, G. Baccon, A. Laghi, S. Masi, L. Pellicciotta, eni e&p 09.50 DRILL/FCH/03 Well placement using borehole images and bed boundary mapping in an underground gas storage project in Italy M. Borghi, D. Loi, S. Cagneschi, S. Mazzoni, E. Donà, eni e&p - A. Zanchi, D. Baiocchi, STOGIT - J. Gremillion, F. Chinellato, N. Lebnane, R. Lepp, S. Chow, S. Squaranti, Schlumberger 10.15 DRILL/FCH/04 Electromagnetic telemetry MWD (Measurement-While-Drilling) system allows directional control while drilling through total loss circulation zones on high enthalpy geothermal field L. Serniotti, Enel Green Power – M. Troiano, D. Di Tommaso, Weatherford Alternate DRILL/FCH/05A1 New Class of Microsphere Improves Economics and Allows Circulation Where Previous Designs Suffered Losses: A Case History D. Kulakofsky, C. Faulkner, S. Williams, Halliburton – C. Seidel Debrick, Devon Energy HEALTH , SAFETY AND ENVIRONMENT : MONITORING ROOM F CHAIRMEN : ROBERTO PAVESI , WEATHERFORD – IACOPO RAINALDI , TECNOMARE 09.00 HSE/M01 Third party interference and leak detection on buried Pipelines for reliable transportation of fluids G. -
Report and Financial Statements of Enel Spa at December 31, 2020 Open Power for a Brighter Future
OPEN POWER FOR A BRIGHTER FUTURE. WE EMPOWER SUSTAINABLE PROGRESS. REPORT AND FINANCIAL STATEMENTS OF ENEL SPA AT DECEMBER 31, 2020 OPEN POWER FOR A BRIGHTER FUTURE. OOPEN REPORT AND FINANCIAL STATEMENTS OF ENEL SPA AT DECEMBER 31, 2020 ENEL IS OPEN POWER Open Power VI to tackle some SI of the world’s ON biggest challenges. POS ITI PUR ON ING PO Open Power SE > Open access to electricity for more people. MI > Open the world of energy to new tecnology. > Open up to new uses of energy. SSI > Open up to new ways of managing energy for people. ON > Open up to new partnerships. > Make desitions in daily activities PRI and take responsability for them. > Share information, being willing to collaborate NCI and open to the contribution of others. PLES > Follow trough with commitments, pursuing OF activities with determination and passion. > Change priorities rapidly if the situation evolves. CO > Get results by aiming for excellence. NDU > Adopt and promote safe behavior and move pro-actively to improve conditions for health, CT safety and well-being. > Work for the integration of all, recognizing and leveraging individual diversity (culture, gender, age, disabilities, personality etc.). Open power > Work focusing on satisfying customers for a brighter and/or co-workers, acting affectively and rapidly. future. > Propose new solution and do not give up when faced with obstacles or failure. We empower > Recognize merit in co-workers and give sustainable feedback that can improve their contribution. progress. > Trust VA > Proactivity LU > Responsibility