Introduction This Practice Note sets out some of the key issues to take into consideration when financing or refinancing renewable energy projects in the UK, particularly those receiving support under the Renewable Obligation (RO) scheme in the form of Renewables Obligation Certificates (ROCs). While (subject to grace periods) the RO scheme has already closed to all new generating capacity on 31 March 2017, renewable energy projects that had been accredited prior to the closure dates continue to benefit from support under the RO scheme, provided that they continue to meet the requirements of the legislation. This Practice Note builds on: • the overview of project financing structures found in: Financing a project—overview • the introduction to the documents used in project financings found in Practice Note: Project finance—key finance documents For more information generally on the process and consequences of achieving ROC accreditation for a project, see Practice Notes: Renewables Obligation (RO)—accreditation of renewable

For further practical guidance on solar projects, including insights from a number of jurisdictions, see also textbook: Solar Power: A Practical Handbook. For further practical guidance on key legal issues in the wind sector, see also textbook: Wind: Projects and Transactions. PROJECT DETAILS PROJECT NAME: [insert name of project] CLIENT: [insert name of client] [Insert name of firm] PROJECT LEAD: [insert name of client/lead partner] PROJECT PARTIES PROJECT PARTY DETAILS Account Bank(s) [insert name of Account Bank] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Account Bank] Agent [insert name of Agent] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Agent] Architect [insert name of Architect] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Architect] Arrangers [insert name of Arrangers] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Arrangers] Civil Design Consultant [insert name of Civil Design Consultant] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Civil Design Consultant] Construction Contractor [insert name of Construction Contractor] (Company

For further practical guidance on the financing of energy, power and resources projects across a number of sectors, including those discussed in this Precedent, see also textbook: Energy and Resources Financing: A Practical Handbook. PROJECT DETAILS PROJECT NAME: [insert name of project] CLIENT: [insert name of client] [Insert name of firm] PROJECT LEAD: [insert name of client/lead partner] PROJECT PARTIES PROJECT PARTY DETAILS Account Bank(s) [insert name of Account Bank] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Account Bank] Agent [insert name of Agent] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Agent] Architect [insert name of Architect] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Architect] Arrangers [insert name of Arrangers] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Arrangers] Construction Contractor [insert name of Construction Contractor] (Company Registration No. [insert number]) whose registered office is at [insert registered office of Construction Contractor] Construction Contractor Parent Company [insert name of Construction Contractor Parent Company] (Company Registration No. [insert number]) whose registered office

PRIVILEGED AND CONFIDENTIAL [COMPANY NAME] ARBITRATION WITH [NAME] [CASE REFERENCE] ____________________________________ PROJECT MANAGEMENT PLAN ____________________________________ SECTION A—INTRODUCTION 1 Purpose 1.1 This Project Management Plan (the Plan) is intended to provide an overview of the arbitration between [name] (Claimant) and [name] (Respondent). 1.2 The main purposes of the Plan are to: 1.2.1 [Enter text]

This guide was originally produced in partnership with Cranfield School of Management and subsequently enhanced by Beth Pipe, OnLive Learning. Kicking off a project can be an exciting phase with the excitement of fresh new ideas and breathing new life into old systems and processes but it should be managed. This Practice Note provides guidance on: • kick off: launching your project safely • managing risk: what is it and how could it impact? • using tools such as Critical Path Analysis and Gantt Charts • project implementation: how to stay in control • closing the project: what to do when it is all over Kick off: launching your project safely The purpose of this stage is to get much more specific about how the implementation of the project is going to be carried out, and to use the output as a means to launch the project and move it forward. How the project will be approached and managed to achieve its objectives needs to

This Practice Note, originally produced in partnership with Cranfield School of Management and subsequently reformatted and enhanced by Beth Pipe of OnLive Learning, considers the key phases of a project lifecycle and set up. Taking time out to properly plan a project is perhaps the most important stage, and often it is the one most likely to be skipped as the enthusiasm for diving into something new and exciting kicks in. As Abraham Lincoln famously said: ‘If I had eight hours to chop down a tree, I'd spend six hours sharpening my axe.’ Projects will run much more smoothly if time is spent considering all the parameters at the start. In this Practice Note we will guide you through: • the project lifecycle—what happens at each stage? • set up: How to define the project • stakeholders: Who are they and why do they matter? • identifying roles and responsibilities: Who is responsible for what? • planning your time, resources, and budget • final check:

This Checklist considers the key documents which will be necessary at the main action stages of the project lifecycle: • Project set up • Project planning • Project delivery • Project closure This Checklist can be read in conjunction with Checklist: Project management: key roles and governance—checklist. Project set up A project is 'set up' when a requirement or need for change has been identified. Approval to establish a project takes the form of a mandate from an appropriate senior member of the organisation, usually the budget-holder who will fund the project. Document(s) Detail Project mandate Setting out:• the initial business case/justification for the project• the purpose of the project• how the outputs will be used• the budget• timescales for the work A management team for the project is appointed at this stage and often takes the form of the project board or steering group, with a lead executive or sponsor appointed. A project manager and/or project support person may be appointed to assist with the day-to-day preparation of project documents. Project

Projects require team organisation, governance and reporting structures to be in place to deliver successfully. At the start of a project, the project team roles, responsibilities and structure must be identified and governance arrangements established to guide the project delivery. The size and structure of the project team will vary depending on the scale of the complexity of the project. Examples of key project team roles and a high-level description of the role responsibilities are set out below. Role Responsibility Project Board/Steering Group Established to lead and direct a project.The Project Board or Steering Group typically contains:—a

An individual frequently named in a contract appointed to oversee the smooth running of building works

This Practice Note examines project mediation, looking at what it is, its benefits and when adoption of it is appropriate. What is project mediation? It is quite probable that a dispute of some sort, or at least the threat of a dispute, will arise during a construction project. Project mediation (also known as contracted mediation) is a means of managing such disputes, or the threat/risk of them, by identifying and addressing problems before they turn into disputes (particularly in relation to payment and delay). Conventional mediation might be considered by the parties involved in a construction project as an alternative to adjudication, arbitration or litigation, all of which can be expensive and/or time-consuming. Mediation is usually only considered once a problem or issue has already grown into a dispute, ie when the situation between the parties is already causing both time and money to be wasted and the project to be jeopardised. Often, by the time the parties contemplate mediation, there is bad feeling between the parties, they are entrenched in their opposing views of the issue and communications

A professional, often engaged by a funder, to monitor the progress of construction works in order to protect its investment. Also known as a monitoring surveyor.

Risk is a defining feature of many project finance transactions. For more information on risk in a project finance transaction, see Practice Note: Introduction to project finance. To decide whether or not to lend to a project, project finance lenders must identify and analyse every risk associated with the project. They will want to see that risks are: • shared across the project participants (and not left with the borrower), and/or • mitigated as far as possible, eg with additional credit support or insurance If the risks involved in a project cannot be sufficiently minimised to the satisfaction of the lenders, this will often be reflected in the margin for the loan. For more information on margin, see Practice Note: Introductory guide to interest in loan agreements—Components of a floating interest rate—margin. In some cases, the risks associated with a project will mean that the lenders can decide that they cannot lend at all. It is very important that the sponsor gets its risk strategy right. For more information on sponsors, see Practice