EPC projects typically have a long payback period, taking 6-7 years to pay for themselves. Therefore, when conducting energy-saving business, energy-saving companies need to fully assess various risks. The energy-saving business has a double high, that is, high management difficulty and high operation risk. Specifically, it is manifested in the following aspects:
1.Policy risk: Policy changes may lead to changes in market demand, which can affect the return on investment of energy-saving projects. 2.Technical risks: Technology updates may lead to obsolescence of existing equipment or technology, affecting the operation of the project.
3.Customer's market operation risk: Changes in customers' operating conditions may lead to the inability to pay expenses on time, affecting the company's revenue.
4.Reputational risk: Poor customer creditworthiness may result in an energy company not being able to recoup its investment on time.
5.Customer leadership change risk: A customer leadership change can lead to a project being blocked or failing.
6.Procurement and acceptance risks: Strict equipment procurement or acceptance may lead to equipment quality not meeting requirements and affecting the operation of the project.
7.Conflict of Interest Risk: Conflict of interest with the client or business may hinder the progress of the project.
8.Force majeure risk: Force majeure factors such as natural disasters and wars may cause the project to fail.
9.Collateral risk: The customer's inability to provide a guarantee or mortgage may result in the Energy Conservation Company not being able to recoup its investment on time.
10.Project definition risk: Unclear project definition can lead to disputes between energy efficiency companies and customers.
11.Payment method risk: Unreasonable payment method may result in the energy saving company not being able to recover the investment on time.
12.Energy Saving Detection and Validation Risk: Inaccurate energy saving testing and validation may result in an energy saving company not being able to recoup its investment on time.
13.Corruption risk: Corrupt practices can lead to project failure or loss of funds.
14.Manage risk: Poor management can lead to project failure or loss of funds.
When choosing energy-saving projects, energy-saving companies will first choose enterprises with relatively normal business, at least with normal production capacity. In terms of the type of enterprise, ** public institutions or ** projects, central enterprises and listed companies are the priority objects. In addition, although the energy-saving equipment of energy-saving companies is universal, different companies also have their own particularities, so it is necessary to carefully consider the process status of different enterprises.
In the evaluation stage of energy-saving projects, a comprehensive evaluation of the project's operating conditions, energy-saving potential, and energy-saving is the key. In addition, each EPC project needs to go through a rigorous and comprehensive risk assessment, and the risk control is carried out during the implementation process, mainly the investigation of the production process and the investigation of operation data. These efforts are very important because they determine the feasibility and success rate of energy-saving projects.
Only by doing these things well can we ensure the successful implementation of energy-saving projects and contribute to the sustainable development of enterprises. At the same time, energy-saving companies need to continuously improve their technology and management level to respond to the changing market environment and customer needs.
Energy management