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January 2016

JCM Capital Reaches First Close on Private Placement to Become an International Independent Power Producer

JCM Capital announced today that it has successfully reached a first closing as part of a USD $50 million private placement offering. The proceeds of the offering are being used to provide construction and long-term equity financing for solar photovoltaic projects located in emerging markets.

JCM’s diversified development portfolio of clean energy projects is comprised of over 500 MW in utility scale solar photovoltaic projects and 2,000 MW of high-voltage direct current (HVDC) transmission projects. The first-close proceeds provide the necessary capital for JCM to fund the construction of three solar photovoltaic projects that are scheduled to reach financial close during 2016 and 2017. World-class development partners currently supporting projects within JCM’s development portfolio include the African Development Bank, FMO, the United Nations Environment Programme, Seed Capital Assistance Facility and Power Africa.

JCM began developing projects under a USD $20 million clean power development initiative in 2013. The initiative focuses on developing high impact clean power projects in emerging markets, with a focus in Sub-Saharan Africa and Latin America. Several of the projects are expected to be the first utility-scale solar photovoltaic projects constructed in their respective countries. The initiative will contribute significantly towards meeting aggressive renewable energy goals pledged by the various host nations in Paris during the COP 21 conference.

JCM anticipates closing on the remainder of the private placement in 2016.

November 2015

Project Director Role for Chad Solar PV Project Development

Djermaya Solar Ltd, (“DSL”) a Chad registered SPV, is developing a 30-60MW solar PV project to the North of N’Djamena. The development partners in DSL include CDEN (France), Aldwych Africa Developments Ltd (on behalf of InfraCo Africa Ltd) and JCM (Canada).

With the signature of a Joint Development Agreement among the development partners, DSL is now seeking to recruit a talented Project Director to be responsible for managing the successful implementation of the project. Reporting to the Management Committee, and the board/shareholders, you will be involved in a wide range of project management and leadership activities, working together with and managing technical, legal and financial staff and consultants, to complete key project activities on time and within budget.


- Orchestrating and leading, with the support of experienced individuals from the development partners, the (re-)negotiation of key project documents such as the Power Purchase Agreement and Concession Agreement.
- Creating necessary documentation and other deliverables.
- Developing project plans and budgets, managing and tracking effort against them.
- Actively identifying and managing risks.
- Liaising with host Government officials and regulatory authorities to secure necessary permits and approvals.
- Participating in the negotiations with the EPC contactor and other contractors and consultants.
- Managing teams and coordinating the consortium to complete critical activities.
- Supporting the process to raise non-recourse, project finance for the project.
- Efficiently managing the project company’s administration and ensuring compliance with local regulation.

Profile required:

The successful candidate should have at least 15 years of executive experience in IPP management / development (preferably in Africa), excellent coordination and communication skills in French and English, sound judgement and good analytical skills including the use of complex financial models. The ability to operate independently, with gravitas, and overcome cultural differences to solve problems will be vital to success, and, as such, relevant experience in a similar environment will be an important qualification to secure the role.

Remuneration Package:

- Attractive base compensation
- Living accommodations in Central Africa, including a domestic staff
- 4-wheel drive pickup vehicle, plus driver
- Accident, Medical and Life Insurance policy
- 4 weeks annual paid leave
- 2 business class tickets to candidate’s traditional domicile per annum
- Immigration, local tax and Relocation Expenses Allowance

If you have the desire to undertake this challenging and exciting role and have the necessary skills and experience including excellent oral and written communication skills and a relevant degree and preferably post graduate qualification from a leading university, then please send your CV and cover letter by 15 November 2015.

January 2015

Sustainable Energy Fund for Africa to support a 72MW Solar PV Power Plant in Cameroon

The Sustainable Energy Fund for Africa (SEFA) approved at the end of 2014 a USD 777,000 preparation grant for JCM Greenquest Solar Corporation to support the development of a 72 MW Solar Photovoltaic (PV) power plant as the first renewable energy Independent Power Producer (IPP) in Cameroon. The SEFA grant will finance environmental and social impact assessments and the cost related to the technical, legal and financial advisory services.

Despite Cameroon’s abundant resource potential and availability of conventional (oil and gas) and renewable (hydro and solar) resources, Cameroon’s energy access rate is very low for the continent, standing at only 18% in 2013. The country’s installed capacity of 1,400 MW is largely based on hydropower (60%), which fluctuates greatly during the drought season forcing Cameroon to rely on expensive emergency thermal units. While there are plans for some large hydropower development, the implementation of solar PV will deliver power on much shorter timelines than hydro (lead time of less than two years versus four to six years for hydro) and provide a long-term predictable source of electricity over the next 25 years. The JCM project will additionally help diversify the energy mix in the country using a renewable source, drive savings in fuel imports by reducing the need for emergency thermal units which are currently operating at maximum capacity, while at the same time lowering Cameroon’s overall carbon energy footprint.

The Government has created a long-term Energy Sector Development Plan (PDSE 2030), calling for a 75% electrification rate by 2030 and established an order for the implementation of Independent Power Producers (IPPs), thus provide a strong signal for private participation in renewable energy projects in Cameroon. The project additionally supports the Cameroon’s Growth and Employment Strategy (2010-2020) with the goal to reduce the cost of electricity production and diversify Cameroon’s sources of electricity generation.

According to Alex Rugamba, Director of the African Development Bank’s Energy, Environment and Climate Change Department, “this support will be critical in delivering Cameroon’s first renewable energy IPP and its success will have significant demonstration effects in the country’s power sector and the continent at large.”

“We welcome the support of the AfDB as we work with the Government of Cameroon to help them achieve their energy policy goals. As the first renewable energy IPP in the country, we believe this project will jump start the development of renewables in Cameroon and attract significant investment to the clean energy sector,” said Michael Strait, Managing Director, Development Group, JCM Capital.

For more information please click: here

July 2014

Ernst and Young Announces that JCM Capital is a Finalist for the 2014 Ontario Entrepreneur Of The Year Award

On July 7, 2014, EY announced that JCM Capital is one of the finalists for the 2014 Ontario Entrepreneur of the Year award. Entrepreneur of the Year celebrates the contribution and spirit of entrepreneurs everywhere. The Canadian program is in its 21st year of honouring the country's most impressive entrepreneurs from all areas of business. Award finalists are chosen based on their vision, leadership, financial success and social responsibility. The Ontario winners will be announced at a gala on October 29, 2014. The overall Ontario winner will represent the region at the national gala held in Toronto on November 25, 2014.

For more information please click: here

April 2014

pv magazine interviews Tom Heintzman, Managing Director, JCM Infrastructure Group, on raising funds for projects in emerging markets

What is your business model? We have set up four funds and are in the middle of a new fifth fund. The first four are development funds, involving obtaining all of the contracting approvals leading up to construction, including power purchase agreements, land rights, interconnection agreement and environmental assessments. Once a project reaches financial close, historically, we’ve brought in large infrastructure partners in order to capitalize project construction and operation. The purpose of the new fund is to be able to participate in the financing of both our own projects and third party projects at the construction phase.

So historically you have exited at the financial close? Historically our development funds would almost entirely own the project up until financial close, and then the fund would either exit completely or hold a carried interest, with the vast majority of control going over to a new infrastructure partner.

Do you work with partners in different countries? What’s important to us is that there’s a local team with a reasonable combination of solar generation development capability and also regulatory and governmental capabilities. We use both multinational companies to provide service and local ones. For example Trinity Law services are provided out of London and we are talking to EY (Ernst & Young) to provide tax services. But we also engage with local councils in the various countries and local expertise for specifically local issues – so a bit of both.

How do you get the projects? We receive a very high volume of potential development projects coming to the office and have a whole system to deal with them. We have an extensive network of developers, financiers, EPC companies, the whole gamut of what it takes to run a solar project. Those relationships are round the world, with global players that we originally met in Canada (where there are many), as well as those operating elsewhere. I think what’s critical is there is only a certain number of solar development companies that have the expertise, capitalization and shareholder appetite to go into developing countries and develop solar. We offer a fairly unique value proposition of enabling and going in and doing that in these markets, combined with our extensive network around the world, which means we receive a lot of deal flow. There is quite a bit of capital available out there at financial close, but not a lot out there for development works. The combination of early stage risk that we take on and the markets we operate in makes us quite unique.

How do you choose projects? We would screen the deal flow based on a variety of factors: marginal cost of new build, solar economics, if a local team is in place or not, extent of staff-up needed. We provide not only capital but development expertise. We would not pay a local developer for a construction-ready site. We are assessing the risk of getting it to financial close, depending on the number and scale of obstacles it faces. Conventional risk return analysis, with a whole bunch of factors: government position on renewables, how much do they need capacity, competing forms of generation, price points, regulatory and legal regime and so on.

How do you establish a local presence: through an equity stake in a local company or joint ventures, or in-house staff? It is a combination of these. Usually they come onto our payroll and we control the ownership of the project. There is always a local team, and on many projects we would add to that team.

Do you use geographical spread to mitigate political risk? The first project was in Ecuador – this was a one-project fund, but it was the first in developing markets. Developed markets have been challenging for renewable power development, so more business is going to developing markets and will increasingly do so. As we go into more and more developing countries, this diversifies and cuts the risk.

Are you varying renewable type to cut risk – for example the Lake Erie HVDC project? That was an opportunistic investment. When we are growing like this, expansion into new geographies requires development of new skill sets. For the time being we are focusing on solar because we are real experts in that. We will take that expertise into new geographies. We may move away from solar in the future, but one step at a time.

How does the new infrastructure fund vary from your earlier development funds? The new infrastructure fund will be much less risky, although there will still be debate over which projects are in and which are out. There is more competing capital. While at the development stage there may be five projects for every one that makes it, with the infrastructure fund once everything is in place these projects should all go ahead. There is an execution risk, but this is much lower and requires a different capital structure and a different type of investor as well. A good infrastructure fund will invest in projects where all the risk that can be has been transferred to the government or other entities. Ongoing operating and political risk can be structured away and still get emerging market returns.

Who are your main investors? For the development funds it has been largely high net worth and ultra-high net worth individuals mostly from North America and Europe and some from Asia. We are in the very early stages of raising the infrastructure fund. We have a $10 million fund from an Asian investor, plus a $25 million warehousing facility pending the fund being raised. We are talking to the institutional type investor that you would expect in order to raise the fund, but it’s too early yet to know who they will be.

How do you mitigate against risks? We offload any risk we are not happy taking. So we normally take on fully wrapped EPC and O&M contracts, warranties and guarantees and hedge currency risk. Political risk should be dealt with at the infrastructure stage within the PPA, along with sovereign guarantees and insurance. If I had to summarize JCM’s core strengths, one would be that we can pull together the appropriate team (over 70 projects already), and secondly we can structure the deals and contracts to ensure that risk is properly allocated. So JCM only ends up holding the risks that we can best manage and others get the risks that they can manage.

Any other key risks? The novelty of these projects means timing and deadlines can be uncertain, so we watch out for that. We must make sure projects are squeaky clean, and that there is nothing that goes anywhere near corruption, so you must be most careful in picking partners and countries.

May 30, 2013

JCM Capital to Fund Solar PV Development in Mexico

JCM Capital (JCM) announced today that it has established a company in Mexico to invest in utility-scale ground based solar photovoltaic (PV) projects. The company will focus on projects of 20MW and larger, and is actively seeking suitable project sites and development partners.

JCM is looking to invest with municipal and state governments to provide solar energy through direct Power Purchase Agreements. JCM will also partner with corporations to provide an alternative source of power at a competitive rate that will provide cost reductions over a 25-year period.

JCM will fund project specific development costs such as land acquisition, engineering, legal advisors, permitting and interconnection studies. JCM will facilitate sustainable economic development in an environmentally responsible way and bring cleaner, more affordable electricity to governments and businesses.

JCM's Executive VP, Justin Woodward, comments that, "This company is a key part of our corporate strategy to grow our business internationally. We anticipate that Mexico will have explosive growth potential considering its high irradiance levels and the increasing cost of energy."

JCM has a current target to fund and develop an initial 100MW of projects in Mexico. Michael Strait, JCM's COO, comments, "JCM has the necessary capital, construction and long-term financial partners, as well as solar PV expertise to complement our local partners' market knowledge and project management capabilities."

October 16, 2012

JCM Capital Sells 850 kW Portfolio of Rooftop Solar PV Projects

JCM announced today that it has sold an 850 kW portfolio of rooftop solar PV projects in Ontario. The projects were originated, developed and financed to commercial operation by JCM. The buyer of the projects is BrightRoof Solar LP, a long-term owner of Ontario solar late-stage financing for solarrooftop portfolios.

The portfolio consists of systems located on three commercial buildings, in Mississauga, Guelph and Kitchener, ON. All systems are scheduled to be in service by the end of the year, and the electricity they generate will be sold to the Ontario Power Authority under 20-year Feed-In Tariff (FIT) contracts.

"We are very pleased with this sale. BrightRoof is an ideal buyer for these projects, and will be a strong, reliable partner for the building owners over the life of the contracts," said Christian Wray, CEO of JCM.

The projects are the first to be built under JCM's strategic partnership with Panasonic Eco Solutions Canada, which is the EPC contractor, and is supplying 3,160 Panasonic SCI 250M/300M crystalline solar modules that were manufactured in Don Mills, Ontario. The projects will provide enough clean energy to power 110 homes, while offsetting 675 metric tons of harmful CO2 from being released into the earth's atmosphere each year - the equivalent of removing 130 cars from the road.

"We are pleased to be working with JCM and Panasonic on these three projects, and expect that the Panasonic systems will provide reliable performance for the life of the FIT contracts," said David Oxtoby, a director of BrightRoof Solar LP.