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samsung add, Samsung new refrigerator, Samsung Customer Service, samsung electronics, Samsung Digital Inverter Refrigerator The arrival of the summer season typically sees new product launches in categories like refrigerators and ACs, as brands look to cash in on the rising demand.

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The Ad

The digital film shows a mother leaving kheer at her working daughter’s home, for her to have once she is back from work. However, there is a power cut, and once the daughter returns home, her worried mother asks her if the kheer has gone bad. To this, her daughter — elated to have found kheer in the refrigerator — reassures her mother that the food is intact because her new refrigerator works even on the home inverter. She is later seen at a retail store buying a similar refrigerator for her mother.

Target Audience

Millennials, pan India.

Business Objective

To build awareness around Samsung’s new range of refrigerators which runs on home inverter and solar energy.

The Appeal

Functional, Emotional

The narrative is realistic and so is the execution. It addresses the key issue most working people face during long power outages — how to keep food fresh in refrigerators. By combining the use case with an emotional storyline, the ad connects immediately with its TG.

Competitive Edge

The arrival of the summer season typically sees new product launches in categories like refrigerators and ACs, as brands look to cash in on the rising demand. Samsung’s new ad is timely and hits the nail on the head when it comes to addressing the long power outages seen in most parts of India, especially during summers.

Tone of Voice

Emotionally stirring.

Verdict

A heartwarming story of a mother and a working daughter definitely sells. But isn’t it overused? Recently, Samsung Electronics has been delivering an emotional pitch for all its products and services. Remember Samsung’s Customer Service film launched last year, which became a major hit? An ad with an emotional storyline definitely goes that extra mile in connecting with new consumers. It appears that the brand adopted the foolproof idea of maa-ke-haath-ka-khaana for launching its new line of refrigerators too. The ad is contemporary in its look and feel. It peeps into the life of a modern and urban working woman, and how a product can make her day-to-day life hassle-free. But maybe a brand like Samsung could have gone beyond the clichéd theme of a mother-daughter bond.

From the narrative point of view, the storyline is nothing new but the interesting play of emotions like joy, love and care with good execution, make the ad watchable. It also takes into account the current market trend of simplifying the life of an urban, working woman. So far, refrigerator commercials have concentrated on product features — power cooling, keeping food fresh, etc — with a focus on family and kids.

Samsung’s ad, thus, addresses the key consumers of refrigerators — women — in a refreshing way.

Rating: 7/10

Agency: Cheil WW India

Brand: Samsung Digital Inverter Refrigerator

Campaign: Runs during power cut

Production House: Chrome Pictures Media LLP

@rankita

global fashion industry, global economy, H&M clothes, Better Cotton Initiative,  adidas India,  fashion brands, Levis,  clothing industry Sustainability in fashion retail means causing no unnecessary environmental harm during the entire operation as well as leaving a positive impact on workers involved in the supply chain.

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The multibillion-dollar global fashion industry is not known for its humane side as much as it is known for polluting the environment and exploiting resources. From boycotting fur coats to leather jackets to snake-skin boots, the debate on making fashion eco-friendly has been going on for years. Having said that, the industry has played an important role in the global economy for years by providing employment to millions of people. As per an Ellen MacArthur Foundation report, the $1.3 trillion clothing industry employs more than 300 million people along the value chain globally.

But there are drawbacks. For instance, the textile system operates in a linear manner — clothes are made out of non-renewable resources and are often used for only a short time. As per reports, under-utilisation and lack of recycling every year result in a loss of more than $500 billion. It also leaves a negative impact on the environment — plastic microfibres from some textiles contribute to water pollution at a global scale. Therefore, many fashion labels are taking measures to balance their growth trajectory with their social footprint.

Going green

Sustainability in fashion retail means causing no unnecessary environmental harm during the entire operation as well as leaving a positive impact on workers involved in the supply chain. “Sustainability in fashion retail extends right from the raw materials used in manufacturing to how products are used and disposed,” explains Abhishek Bansal, head of sustainability, Arvind.

It was in 2013 that Levi Strauss & Co proudly proclaimed, ‘These jeans are made of garbage’. With changing times, the company also adapted to create sustainable products. Its Waste<Less collection is made of 20% post-consumer waste; specifically, recycled plastic bottles. The then VP of global men’s design for Levi’s, Jonathan Kirby had attributed this to beginning “a conversation about reducing waste”. In March this year, the denim maker announced Project F.L.X. (future-led execution). This new model replaces manual techniques and automates the jeans finishing process, allowing the company to reduce the number of chemical formulations used in finishing from thousands to a few dozen.

Similarly, Arvind Denims has taken a lead in using Better Cotton Initiative (BCI), organic cotton, natural indigo and post-consumer waste products, to name a few. Consider H&M, which has launched its Conscious Exclusive 2018 collection and for the first time, has introduced two sustainable materials — recycled silver and Econyl, a 100% regenerated nylon fibre from fishnets and other nylon waste. “We don’t have to just look at ‘now’, but also think of what we are leaving behind for future generations,” says Elin Astrom, head of H&M’s sustainability programme in India. While this range is priced at a premium (around Rs10,000 and above), the company is aware of the investment that goes behind the scenes. “Since sustainability has been part of our business strategy for long now, we have to look beyond these investments,” she adds. The company takes a 100% circular approach across its stores, that is, one can donate their old H&M clothes at company stores for recycling.

Investment in sustainability has happened over decades. Incremental investment in buying better machines which save energy and water would be very hard to define. “For instance, to set up an extensive water treatment system in one of our large units would cost $15 million,” adds Bansal. A compliant and sustainable factory incurs more cost in doing business and making products. However, investments in sustainability pay off in the long term and also have significant intangible benefits. Business programmes can only be effective with a strategy that makes the best use of company resources. For instance, adidas’ head office in Gurgaon doesn’t use plastic bottles. A green team has been formed in its headquarters to drive such initiatives.

Taking a stand

The Pulse of the Fashion Industry 2017 projects that by 2030, fashion brands would see a decline in EBIT margins of more than 3% points, if they were to continue business as usual. With resources becoming scarce, the industry is set to face rising costs from labour to materials and energy. The report goes on to state that as of today, the sustainability ‘pulse’ of the industry is weak. Obviously, very big players as well as some mid-sized family-owned companies are the best performers on sustainability while over half of the market (mainly small- to medium-sized players) has hardly made any efforts.

Not only are fashion brands becoming eco-conscious but others like sports brands are also making sustainable development a priority. “Our association with Parley in 2015 has given us a new platform for product innovation,” says Sean van Wyk, senior marketing director, adidas India. The company launched Ultra Boost Parley in 2016 followed by the EQT Parley — its first Originals shoe with Parley yarn in 2017. It will also be launching an apparel range using Parley yarn in the second half of this year.

Fashion brands have to stay ahead of their competitors with innovative ways of doing business and efficient production techniques that minimise the use of water, energy as well as hazardous chemicals. “A major change is in the chemicals used for surface coating, garment finishes and washing. The other major change is in the base fabric selection,” says Alok Dubey, CEO, lifestyle brands division, Arvind Lifestyle Brands. It has also recently launched a line of Responsible Jeans under U.S. Polo Assn.

But making a sustainable switch isn’t as easy as brands want it to be. There are challenges that are related to availability of technology and negative policies. “We wanted to convert all our power requirements to solar power, but the policy does not allow us to go beyond 50% of the connected power load,” points out Bansal. One cannot ignore the fact that several large measures require significant upfront investments which may be hard to justify given the longer term and intangible nature of returns. Some even go on to say that the complete ecosystem is far from ready.

Customers too are a critical driver for greater sustainability in clothing. While price remains the key differentiator, many customers today pay attention to how their clothes are made. It is interesting to note that Indian consumers are fast catching up to their European counterparts on the awareness and need for sustainable fashion. “However, the absolute number of such consumers who understand this need and are willing to make lifestyle changes is very small. Driving this lifestyle change and bringing about a change in the mindset is very important,” sums up Wyk.

@meghna0101

OAKVILLE, ON, April 23, 2018 /PRNewswire/ - Algonquin Power & Utilities Corp. ("APUC") (TSX/NYSE: AQN) today announced plans to release 2018 first quarter financial results on Thursday, May 10, 2018, after market close.  APUC will hold an earnings conference call at 10:00 a.m. eastern time on Friday, May 11, 2018, hosted by Chief Executive Officer, Ian Robertson and Chief Financial Officer, David Bronicheski.

Conference call details are as follows:

Date:

Friday, May 11, 2018

Time:

10:00 a.m. ET

Conference Call Access:

Toll Free Canada/US:

1-800-319-4610


Toronto local:

416-915-3239


Please ask to join the Algonquin Power & Utilities Corp. conference call 

Presentation Access:

http://services.choruscall.ca/links/algonquinpower20180511.html

Presentation also available at: www.algonquinpowerandutilities.com

Call Replay:

(available until May 25)

Toll Free Canada/US:

1-855-669-9658

Vancouver local:

1-604-674-8052


Access code:

2150

About Algonquin Power & Utilities Corp.
APUC is a diversified generation, transmission and distribution utility with $10 billion of total assets. Through its two business groups, APUC provides rate regulated natural gas, water, and electricity generation, transmission, and distribution utility services to over 750,000 customers in the United States, and is committed to being a global leader in the generation of clean energy through its portfolio of long term contracted wind, solar and hydroelectric generating facilities representing more than 1,500 MW of installed capacity. APUC delivers continuing growth through an expanding pipeline of renewable energy development projects, organic growth within its rate regulated generation, distribution and transmission businesses, and the pursuit of accretive acquisitions. Common shares and preferred shares are traded on the Toronto Stock Exchange under the symbols AQN, AQN.PR.A, and AQN.PR.D.  APUC's common shares are also listed on the New York Stock Exchange under the symbol AQN.

Visit APUC at www.algonquinpowerandutilities.com and follow us on Twitter @AQN_Utilities.

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SOURCE Algonquin Power & Utilities Corp.

Related Links

http://www.algonquinpower.com

LOS ANGELES, April 23, 2018 /PRNewswire/ -- sonnen, the global market leader in intelligent residential energy storage, announced today that Ani Backa, former attorney and government affairs manager for Xcel Energy, has joined sonnen as U.S. Director of Regulatory Strategy and Utility Initiatives.

Ani's responsibilities at sonnen will include working directly with regulatory bodies and utilities across the country to promote the implementation and expansion of the sonnenCommunity model and help drive innovative electricity services that connect clean, decentralized energy.  In this role, she will foster strategic partnerships with developers and stakeholders committed to the deployment of residential battery storage and sonnenCommunity projects across the U.S. and in other key regions around the world.

"As an outspoken champion of the transition to clean energy, Ani shares sonnen's mission of delivering clean and reliable energy for all, specifically by promoting the benefits of distributed energy storage resources and VPP innovations," said Blake Richetta, Senior Vice President and leader of the Company's U.S. presence.  "With an impressive career as a lawyer in the energy field and as a significant player in the utility space at Xcel Energy, Ani will be a key asset in promoting energy storage regulation. This will support the success of sonnen's partnerships in implementing VPP technology for sonnenCommunity projects, such as the Mandalay Homes Jasper Community. Under her leadership and continued work with local regulatory and utility partners, we will further sonnen's foothold as the premier energy storage provider in the United States."

With deep knowledge of micro and macro energy market trends and breakthrough technological platforms, this new role combines Ani's extensive experience in energy with sonnen's worldwide leadership in home energy management.  Her experience in the regulatory space will support sonnen's efforts in working with utilities as the company continues to successfully deploy VPP initiatives, and bolster existing grid infrastructure to create more clean, resilient and reliable energy communities throughout the U.S. To this end, sonnen will demonstrate to its partners a continued commitment to end-users at all stages of the process with unparalleled customer support.

"I am thrilled to join sonnen at such an exciting and transformative time in the residential energy storage market," said Ani Backa, U.S. Director of Regulatory Strategy and Utility Initiatives at sonnen. "Grid modernization is the key to a sustainable energy future for citizens around the world. sonnen's continued innovation and commitment to grid integration will play a pivotal role in helping utilities increase the flexibility of their existing grid infrastructure, while better managing distributed renewable resources.  I look forward to working with my colleagues in Europe, Australia and South America to drive sonnen's growth through strategic partnerships with energy and utility providers, with the overarching goal of advancing the customer experience."

About sonnen
At sonnen, we believe clean, affordable, and reliable energy for all is one of the greatest challenges of our time. sonnen is a proven global leader in intelligent energy management solutions that provide greater energy control for residential customers through increased solar self-consumption, reduced peak energy usage and reliable backup power during outages – contributing to a cleaner and more reliable energy future. sonnen has won several awards for its energy innovations, including the 2018 Fast Company Most Innovative Companies in Energy, 2017 Zayed Future Energy Prize, MIT's Technology Review's 50 Smartest Companies in 2016, Global Cleantech 100 for 2015-2017, Greentech Media's 2016 Grid Edge Award for innovation, and Cleantech's 2015 Company of the Year Award in both Israel and Europe.

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SOURCE sonnen

The 53 leaders of the Commonwealth have agreed to work harder on keeping global temperatures to within 1.5 degrees Celsius.

The official communique from the group, issued after a week of high-level discussions in London, stated their “renewed commitment under the Paris Agreement to keep the increase in global average temperature to well below 2 degrees Celsius” and to pursue efforts to limit the increase to 1.5 degrees below pre-industrial levels. The statement also recognised the threat of climate change, especially to small-island nations, many of whom are Commonwealth members.

Leaders expressed their “grave concern that without urgent action to mitigate climate change, reduce vulnerability and increase resilience, the impacts of climate change could push an additional 100 million people into poverty by 2030.” 

The Commonwealth Heads of Government Meeting (CHOGM) convenes 53 nations, mostly taken from the former British Empire, for a biennial discussion on pressing issues of the day.  

Religious leaders had earlier in the week called for leaders to “turn words into action” on climate change during the summit. 

Sustainability was a strong theme throughout the group’s discussions, which ranged from the need to scale-up green financing, sustainable energy use and sensitive economic development of the oceans. The declaration also “expressed deep concern about the increasingly devastating impact of natural disasters on people and property across the Commonwealth.”

Frank Bainimarama, Prime Minister of Fiji who led the UN’s climate negotiations as President of COP23, said he was “pleased” the Commonwealth has reaffirmed its commitment to climate action.

"We look forward to their support in the year ahead as we work together to raise our ambition to meet the most demanding target of the Paris Agreement, which is to keep the average global temperature increase to within 1.5 degrees above that of the pre-industrial age," he added.

Photo Credit: Foreign Office

HOUSTON, April 23, 2018 /PRNewswire/ -- The 2018 DUG Permian Basin conference agenda is poised to reflect the region's position as a proving ground for producers seeking to reduce drilling costs, improve technology and expand acreage. The newly expanded second-day of content, now called DUG Technology, will highlight these advancements in sand, water and logistics.

The Permian's leading oil and gas giants are prepped and ready to share their company's fine-tuned processes and plans May 21-23 at the Fort Worth Convention Center.

"DUG Permian Basin will provide operators' first-hand insight into how they're improving their EURs and their next steps in driving up those numbers," said Oil and Gas Investor's Editor-at-large, Nissa Darbonne. The added DUG Technology program will reveal the latest in water and sand solutions -- and current best practices in delivering these downhole to the richest rock."

In an Operator Spotlight, Devon Energy's Vice President for the Delaware Business Unit, John Raines, will share its forecasts of $2.5 billion of free cash flow through 2020. Devon Energy was among the few listed for generating profitability when oil prices dipped to $35 per barrel and has the attention of many companies for its optimization and rich rocks.

WPX Energy's President & COO Clay Gaspar will tee-off the first day of the conference with an opening keynote featuring the company's growth in the Delaware. Since its 2015 entry, WPX has grown Delaware production to more than 58,000 boe/d—more than twice that of a year earlier. The first-90-day production from five Lindsay 10-15 pad wells was 576,000 bbl of oil. Gaspar will share more on how the company is making the zones pay.

Shortly after Gaspar's Opening Keynote, Marathon Oil's Vice President of Resource Plays - South, Todd Abbott, will lead an Operator Spotlight on the company's portfolio and plan. Marathon Oil's 2017 Northern Delaware entry bolted onto its already strong resource positions in the Bakken, Eagle Ford, and Midcontinent. The portfolio is now producing some 250,000 net BOE/d. 

From keynote presentations and operator spotlights to roundtable discussions, DUG Permian Basin conference will host 30+ speakers. Featured speakers include:

  • Steve Pruett, President & CEOElevation Resources
  • J. Ross Craft, Chairman & CEOApproach Resources Inc.
  • Steve Herod, Executive Vice President, Corporate Development, Halcon Resources Corp.
  • Jim Summers, CEOH20 Midstream LLC
  • Thomas F. Darden, CEOWolfcamp Water Partners LLC
  • Hunter Wallace, COO, Atlas Sand Company LLC
  • Greg Garcia, Executive Vice President, Sales & MarketingSolaris Oilfield Infrastructure Inc.
  • Rhett Bennett, CEOBlack Mountain Sand
  • J. Michael Anderson, PresidentLayne Water Midstream; Senior Vice President & CFO, Layne Christensen Co.
  • Kevin Fisher, CEO, PropX
  • Ron Gusek, President, Liberty Oilfield Services

For more on DUG Permian Basin, visit DUGPermian.com.

About Hart Energy
For more than 40 years, Hart Energy editors and experts have delivered market-leading insights to investors and energy industry professionals. The Houston-based company produces award-winning magazines (such as Oil and Gas Investor, E&P and Midstream Business); online news and data services; in-depth industry conferences (like the DUG™ series); GIS data sets and mapping solutions; and a range of research and consulting services.  For information, visit hartenergy.com.

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SOURCE Hart Energy

Related Links

http://www.hartenergy.com

JOHANNESBURG, South Africa, April 13, 2018/APO Group/ --

Key Note Address by the Honourable Minister of Energy, Mr Jeff Radebe, MP at the launch of Black Energy Professionals Association (BEPA), The Forum at the Campus, Bryanston; South Africa:

Programme Director
Ms Meta Mhlarhi, Chairperson of the Black Energy Professionals Association,
Ms Maite Nkoana-Mashabane, Minister of Rural Development and land Reform,
Captains of Industry,
Key stakeholders,
Distinguished guests,
Ladies and Gentlemen,
Good evening;

It is a pleasure for me to be with you this evening and to be part of this prestigious event, which is a first of its kind.

Let me start first by thanking the host, BEPA organisers for all the efforts behind this initiative of making this dream a reality and also for inviting me to be part of the event.

The initiative to launch the Association could not have come at the right time, when we are celebrating the life well lived of the Mother of the Nation, our stalwart Mama Winnie Madikizela-Mandela who devoted all her life for the betterment of our people. As quoted from Mama Winnie Memorial Obituary “The life of Madikizela Mandela encompasses commitment to community upliftment, opposition of apartheid and determination to build a non-racist, non-sexist and democratic South Africa”. It is up to all of us to take a batton from where she has stopped and continue with the struggle for Radical Economic Transformation.

Ladies and Gentlemen, The NDP amongst other things states that the energy sector will promote:

  • Economic growth and development through adequate investment in energy infrastructure and the provision of quality energy services that is competitively priced, reliable and efficient;
  • Social equity through expanded access to energy services, with affordable tariffs and well-targeted and sustainable subsidies for needy households; and
  • Environmental sustainability through efforts to reduce pollution and to mitigate the effects of climate change.

Furthermore, the NDP envisages a South Africa which, by 2030, will have amongst other things, adequate supply of electricity and liquid fuels to avoid disruptions to economic activity, transport and welfare. The NDP therefore proposes diversity by way of alternative energy resources and energy supply options, both in terms of power generation and the supply of liquid fuels.

Given South Africa’s current socio-economic realities, our development focus and available resources, we have to take a pragmatic approach. The economic structure of our country still does not reflect our demographics. The energy sector is no different. There is therefore a need for increased and greater participation in the economy by the previously marginalized.

Some progress has been since 1994, but a lot more must still be done. The energy sector is a unique sector as it is an economic enabler. Its transformation goes beyond issues of ownership but also to issues of access and affordability.

Ladies and Gentlemen, the Black Energy Professionals Association formation will provide a solid platform for Black professionals to share ideas, forge closer working relationship with government, to influence government energy policy, and collaborate.

We therefore have to work together (Government, Public and Private sector) towards a radically transformed and inclusive economy. This is a non-negotiable for our country.

The energy sector covers electricity, gas and liquid petroleum.

South Africa recognizes the role of all forms of energy in ensuring security of energy supply and meeting the challenge of climate change. We promote an energy mix of coal, gas, renewables and nuclear.  

My recent approval and sign off of the Renewable Energy Independent Power Producers Projects supports an increase in black participation through increase not only at ownership level, but at operational and manufacturing level towards the creation of black industrialists.

South Africa’s IPP Programme remains the only vehicle that progressively enables participation by black investors and industrialists in electricity generation. Through its unique programme design, the Renewable Energy IPP Programme requires a mandatory 40% of South African Entity Participation and black enterprise and broad-based black participation in the form of ownership, economic and socio-economic benefits. 

With these latest projects, black shareholding of 64.2% of local ownership has been achieved, and shareholding by black South Africans has also been secured across the value chain. Black ownership and participation in Engineering, Procurement and Construction (EPC) and Operating and Maintenance (O&M) Project Companies have improved under this new round of projects. Around 86%, or 1 748, of the top management jobs of the new IPP Project Companies will be filled by black professionals.

Furthermore, the IPPs have committed to an average of about 40% or R8.90 billion of the local goods and services spend to be procured from black-owned enterprises during the construction period. 

Another important focus of the IPP Programme is to ensure sustainable benefits for these mostly rural local communities.  The Renewable Energy IPP Programme is embracing local community socio-economic and enterprise development and through an inclusive geographic approach it has created opportunities across the country – in all 9 provinces – in mostly lagging rural areas. 

Local community shareholding (total equity) in the newly signed projects amount to 7.1% (or R1 627 million).  The local community shareholders for these projects will receive R5.9 billion net income over the 20 year life of the projects.  In addition, the IPPs will enable local communities to further benefit directly from the investments attracted to the area and IPP commitments in the areas of education and skills development social welfare, healthcare, general administration and enterprise development.  

The newly signed projects will contribute a total R9.8 billion to socio-economic development initiatives and R3.39 billion to enterprise development over the 20 year life time of the projects.

Although these statistics are encouraging, we believe that there is so much more we can do to optimise black ownership and ensure active participation in the energy sector. Some of the economic transformation building blocks that we are already working on are in areas such as improving access to finance for local black shareholding companies and the structuring of re-financing arrangements. Finding innovative and affordable funding mechanisms for the participation of black entrepreneurs in this space, will allow the development of black industrialists as well as ensuring participation of black entrepreneurs in main stream economy.

We are also reviewing community ownership structures to ensure that communities have an active voice in decision-making. Ownership without getting the necessary opportunity to develop skills and participate in the projects is of no value. We would like to see South African black Independent Power Producers very soon bidding in other countries, leading the teams developing these projects. 

I have also recently proposed the development of an Energy Transformation Charter, and here, the Black Energy Professionals Association can play a positive role to develop and mutually agree on commitments to ensure that South Africa builds on its already well-known brand as a pioneer in the energy sector.

The Department’s Electrification programme also provide opportunities in the electricity sector. The government has in this current MTEF been spending on average around R5 billion per annum to electrify households. This electrification is delivered through Eskom and municipalities. Many small engineering and construction firms benefit from this programme but a lot more can be done to facilitate participation by new entrants. BEPA members are therefore encouraged to take their space in this sector.

In as far as liquid fuels and gas, transformation in the oil and gas sector has made some progress since the dawn of democracy, however not at the pace that we expected. We celebrate the fact that Spring Lights Gas is a black owned company operating in the natural gas sector with major clients in KZN. We also are mindful of Total’s unencumbered BEE status that was achieved a few years ago.

The Department is working to unlock more opportunities in the Fuel retailing Sector, which has gross under representation of African women and men. The Audit currently being conducted will be used as a baseline from which a commitment on targets must be made by the oil majors.

The Department is also in the process of aligning the Liquid Fuels Charter (LFC) to the B-BBEE Act, 2003 as amended and to ultimately develop a sector-specific Code of Good Practice in order to ensure compliance with the B-BBEE Act, 2003. This is to ensure that there are no conflicting prescripts with respect to transformation requirements in the petroleum Sector.

Shale gas exploration and development is a nascent industry in South Africa. We therefore together with social partners need to ensure that representation of the majority of the population in this sector is prioritized from the beginning.

Ladies and gentlemen, I believe that black owned companies have enough experience to begin to import a certain quantity of crude oil working together with their counterparts in countries of crude origin. I believe that the immediate focus should be to enable BEE companies to import the sizeable of West African crude oil. Nigeria and Angola account for 50% of South Africa’s crude oil imports. The Financial Institutions in the country will need to back up such transactions. This approach should extend to the transportation of crude oil through joint chartering of vessels. This will require discipline and competence on the part of all those companies that participate.

Access to import and export infrastructure by emerging black owned companies also remains a challenge. We are supportive of Transnet’s initiative to open up this area of the value chain to black owned companies. This newly formed organisation should keep a keen interest the deliberation on the port infrastructure strategy and exert the appropriate influence in its implementation.

The area of supply of diesel to the mining sector, defense and State Owned Companies is an area that should have set asides for black owned petroleum companies. These are major consuming industries that can contribute to radical socio economic transformation.

The department adjudicates and where appropriate issues licenses for retail service station, wholesaling and very rarely for manufacturing. The participation of BEE Companies in the retail sector is way below expectations and in this regard oil companies continue to renew leases with White owned retailers. This has got to change rapidly. A commitment is required from the CEOs of oil majors in this regard. BEE Companies end up applying for wholesaling licensing and after getting the wholesale licenses still have to negotiate with oil majors for products.

With regard to Gas to Power: South Africa has recognized this global shift and has set itself the vision to enter the global gas market and promote the development of a gas market, not only locally here in SA but also in the Southern Africa Region. For emerging economies, switching to gas as a competitive, cleaner and more flexible source for power production is a game changer.

South Africa’s introduction of gas into the energy mix, could also play a major role in regional development. Sourcing of gas from neighbouring countries such as Mozambique can result in a win-win situation, where piped gas will stimulate economic activity along the routing areas in both Mozambique and South Africa. Through regional transport networks, gas could be introduced into adjacent, landlocked SADC countries.

The LNG-to-Power Programme will be the main vehicle through which to stimulate this envisioned gas market in South Africa. It requires an all-inclusive effort by the general government and other stakeholders in South Africa. Over the last number of years, we have been putting in place the enabling framework for private sector participation in our energy sector to enable gas industry development and growth.

There are therefore opportunities in this area to transform the energy sector and the economy.

Ladies and gentlemen, I cannot overemphasize the significance of   sustainable energy and its solutions to the economic well-being of South Africa and the rest of the continent. I am here today because my Department supports the efforts of black professionals like yourselves engaging in such discussions to create more opportunities.

As I said earlier BEPA provides a solid platform to take radical socio-economic transformation of the energy sector forward. Remember this:  “If you want to run fast run alone, if you want to run far run together”

Ladies and Gentlemen, my department is ready to walk this journey together with the BEPA towards a transformed energy sector. I appeal to all professionals in the energy sector to use this platform to build on the Department’s transformation initiatives and support the nurturing of women, people with disabilities and youth. 

With these few words of support, I wish the BEPA all the best in achieving its objectives.

I thank you.

JOHANNESBURG, South Africa, April 11, 2018/APO Group/ --

REMARKS BY THE DIRECTOR GENERAL OF THE DEPARTMENT OF ENERGY; MR THABANE ZULU AT THE 6TH ANNUAL AFRICA POWER ROUNDABLE:

Senior Government Officials;
Independent Power Producers; 
Distinguished Guests;
Members of the media;
Ladies and Gentlemen;

Good morning;

Allow me to convey the Minister of Energy, Mr Jeff Radebe’s apology for not being able to join this auspicious occasion due to other Government programmes.  However, the Minister has committed his full support for this important conference.

May I also take this opportunity to congratulate the organisers of this significant conference.

We hope that under your able leadership the Conference will come to a successful conclusion.

Ladies and gentlemen, Africa is endowed with natural resources ranging from solid minerals such as coal, gold and iron to crude oil as well as gas.  

In driving its initiatives, the Department of Energy has, Just last week, signed 27 projects procured under the Renewable Energy Independent Power Producer Procurement Programme Bid Windows 3.5 and 4 following a long period of policy uncertainty in relation to this programme.

This act (of signing REIPPP) is one of the many actions to come that is geared at creating policy certainty within the energy sector in South Africa and the Southern African Development Community (SADC) region as a whole.

Ladies and gentlemen, it is worth noting that the procurement of these 27 new projects was the biggest IPP procurement by the Department of Energy to date, representing a total of R56 billion of investment and about 2300 MW of generation capacity to be added to the grid over the next 5 years.

We are currently in a process to publish the updated Integrated Resource Plan (IRP) to further entrench our clear message that we want to create policy certainty in the energy space.

Further to publishing of the IRP, more work is being done to clearly define how the Electricity Sector should look like in the future.

We believe that this end state definition should also take into account regional developments in respect of power generation and transmission integration.

Projects such as the Grand Inga in the Democratic Republic of Congo and the related infrastructure (such as strengthening of transmission networks with the Southern African Power Pool) are of strategic importance for the economy of the region.

South Africa assumed the Chairpersonship of SADC from Swaziland on the in August 2017 at the opening of the 37th SADC Summit of Heads of State and Government. In his acceptance speech, the former President of South Africa committed to use its Chairpersonship to drive regional Industrialization and Integration, through various potential growth paths including – regional power generation and integration.

The theme of this 37th SADC Summit is “partnering with the private sector in developing industry and regional value chains.”

This theme is also a continuation of the industrialization trajectory of the last three summits hosted by Zimbabwe in 2014, Botswana in 2015, and Swaziland in 2016.

South Africa is demonstrating leadership as the Chair by encouraging foreign and local direct investment to provide a strong economic growth impetus in support of an economic growth through the REIPPP. This investment will certainly have a positive effect and contribute to the much needed jobs in the rural areas where these renewable energy projects are located.

With the signing of the agreements we are not only re- confirming government’s commitment to renewable energy, but also to a solid partnership with the private sector in the generation of electricity, which includes among others coal and gas, while pursuing our energy transition objectives for the future.

Whilst the private sector investment focus has been electricity generation, further opportunities exist in refurbishment of electricity distribution infrastructure. The department will in the current 2018/19 period be introducing programmes to encourage private sector investment within the electricity distribution.

In most of these projects, we have to acknowledge that, while the main objective is buying and selling of electricity, as a Country we should also be mindful of the historical imbalances and thus use these investment opportunities to contribute to the transformation agenda of the Country and the investment in the well-being and wealth creation of the people living in the adjacent areas around these projects.

South Africa has committed, together with 195 other countries around the world, to the Paris Agreement for the reduction of CO2 emissions worldwide. It also makes us part of the ever and fast changing global world of a renewable energy industry.

This commitment comes with certain conditions related to funding of clean energy projects.

South Africa’s approach to infrastructure investment programme is to become an export of product and skills in itself, with an increasing number of countries in Africa and elsewhere in the world, adopting and adapting the South African Private-Public Partnership model to suit their particular Country conditions.

Today we are seeing the dawn of a new era in the investment of the renewable energy sector.

The Department would like to encourage investors to have line of sight of what will be procured in the future so as to indicate the investments needed for the sector.

The Department wishes to re-iterate that no investment decisions can be made by Multinational Corporation on a stop-start basis. To demonstrate our dedication to creating a conducive investment environment within the energy sector, the Minister of Energy has committed to provide the enabling environment for a thriving energy sector, affordable to our people. This will be done through processing of the IRP and certain legislation such as National Energy Regulator Act and Electricity Regulation Act.

Ladies and gentlemen, as you embark on this important topic of deliberating on optimizing investment in the energy sector for the benefit of our Country and the SADC region, I wish to assure you of the full support of the South African Government.

I wish You All fruitful engagement and I am looking forward to the outcome of this Roundtable.

I Thank you

JOHANNESBURG, South Africa, April 10, 2018/APO Group/ --

Remarks by the Director General of the Department of Energy; Mr. Thabane Zulu at the 6th Annual Africa Power Roundtable:

Senior Government Officials;

Independent Power Producers; 

Distinguished Guests;

Members of the media;

Ladies and Gentlemen;

Good morning;

Allow me to convey the Minister of Energy, Mr Jeff Radebe’s apology for not being able to join this auspicious occasion due to other Government programmes.  However, the Minister has committed his full support for this important conference.

May I also take this opportunity to congratulate the organisers of this significant conference.

We hope that under your able leadership the Conference will come to a successful conclusion.

Ladies and gentlemen, Africa is endowed with natural resources ranging from solid minerals such as coal, gold and iron to crude oil as well as gas.  

In driving its initiatives, the Department of Energy has, Just last week, signed 27 projects procured under the Renewable Energy Independent Power Producer Procurement Programme Bid Windows 3.5 and 4 following a long period of policy uncertainty in relation to this programme.

This act (of signing REIPPP) is one of the many actions to come that is geared at creating policy certainty within the energy sector in South Africa and the Southern African Development Community (SADC) region as a whole.

Ladies and gentlemen, it is worth noting that the procurement of these 27 new projects was the biggest IPP procurement by the Department of Energy to date, representing a total of R56 billion of investment and about 2300 MW of generation capacity to be added to the grid over the next 5 years.

We are currently in a process to publish the updated Integrated Resource Plan (IRP) to further entrench our clear message that we want to create policy certainty in the energy space.

Further to publishing of the IRP, more work is being done to clearly define how the Electricity Sector should look like in the future.

We believe that this end state definition should also take into account regional developments in respect of power generation and transmission integration.

Projects such as the Grand Inga in the Democratic Republic of Congo and the related infrastructure (such as strengthening of transmission networks with the Southern African Power Pool) are of strategic importance for the economy of the region.

South Africa assumed the Chairpersonship of SADC from Swaziland on the in August 2017 at the opening of the 37th SADC Summit of Heads of State and Government. In his acceptance speech, the former President of South Africa committed to use its Chairpersonship to drive regional Industrialization and Integration, through various potential growth paths including – regional power generation and integration.

The theme of this 37th SADC Summit is “partnering with the private sector in developing industry and regional value chains.”

This theme is also a continuation of the industrialization trajectory of the last three summits hosted by Zimbabwe in 2014, Botswana in 2015, and Swaziland in 2016.

South Africa is demonstrating leadership as the Chair by encouraging foreign and local direct investment to provide a strong economic growth impetus in support of an economic growth through the REIPPP. This investment will certainly have a positive effect and contribute to the much needed jobs in the rural areas where these renewable energy projects are located.

With the signing of the agreements we are not only re- confirming government’s commitment to renewable energy, but also to a solid partnership with the private sector in the generation of electricity, which includes among others coal and gas, while pursuing our energy transition objectives for the future.

Whilst the private sector investment focus has been electricity generation, further opportunities exist in refurbishment of electricity distribution infrastructure. The department will in the current 2018/19 period be introducing programmes to encourage private sector investment within the electricity distribution.

In most of these projects, we have to acknowledge that, while the main objective is buying and selling of electricity, as a Country we should also be mindful of the historical imbalances and thus use these investment opportunities to contribute to the transformation agenda of the Country and the investment in the well-being and wealth creation of the people living in the adjacent areas around these projects.

South Africa has committed, together with 195 other countries around the world, to the Paris Agreement for the reduction of CO2 emissions worldwide. It also makes us part of the ever and fast changing global world of a renewable energy industry.

This commitment comes with certain conditions related to funding of clean energy projects.

South Africa’s approach to infrastructure investment programme is to become an export of product and skills in itself, with an increasing number of countries in Africa and elsewhere in the world, adopting and adapting the South African Private-Public Partnership model to suit their particular Country conditions.

Today we are seeing the dawn of a new era in the investment of the renewable energy sector.

The Department would like to encourage investors to have line of sight of what will be procured in the future so as to indicate the investments needed for the sector.

The Department wishes to re-iterate that no investment decisions can be made by Multinational Corporation on a stop-start basis. To demonstrate our dedication to creating a conducive investment environment within the energy sector, the Minister of Energy has committed to provide the enabling environment for a thriving energy sector, affordable to our people. This will be done through processing of the IRP and certain legislation such as National Energy Regulator Act and Electricity Regulation Act.

Ladies and gentlemen, as you embark on this important topic of deliberating on optimizing investment in the energy sector for the benefit of our Country and the SADC region, I wish to assure you of the full support of the South African Government.

I wish You All fruitful engagement and I am looking forward to the outcome of this Roundtable.

I Thank you

Solar jobs and wealth creation in Europe are set to increase to nearly 175,000 full time jobs and 9,500M value added by 2021, according to a new EY report. The EY report also shows that an increase in ambition for the European Union 2030 renewable energy target from 27% to 35% will result in more than 120,000 new solar jobs alone.

Dominique Ristori, Director-General, European Commission, DG Energy, speaking at the launch event of the report, said: "We want to see solar and clean energy well-developed in Europe, more solar jobs and generated value is key to moving towards a sustainable lowcarbon economy."

MEP Butikofer commented "Crucially in the short term, removing solar trade measures currently enforced by DG Trade in the European Commission could give a welcome boost to the European solar industry including new jobs."

MEP Marijana Petir, stated "This surge is only possible if countries increase their solar deployment rate in line with policy requirements to 2020. With the right policies in place this growth could be even greater by 2030. Member States should have the necessary flexibility to boost renewable energy that is available on their territory. With this approach Member states could develop incentives to reduce the greenhouse gas emissions and to create new jobs in the most efficient way."
"Our calculations show that Spain will have the highest number of new jobs, with an expected growth of 471% from 2016 to 2021, followed by Greece (+403%), and Poland (+381%)" said EY on their findings for the report.

Christian Westermeier, President of SolarPower Europe said: "The more solar installed the more jobs and economic growth we will see in Europe. We need to remove all barriers to solar starting with withdrawing the trade measures currently in place on solar panels and cells accompanied by a predictable regulatory environment for PV in Europe. EY found that the average PV system price in Europe has decreased by 23% in 2016, compared to 2014, but we know that the price could be even lower if we ended the artificially high tariffs on solar products, which would boost jobs and economic activity in the countries of the EU."

The trade associations representing key players in Europe's energy transition urge policy makers to take a step-wise approach towards the market integration of small-scale renewable and high efficiency cogeneration installations.

Whilst the European institutions are negotiating the recast of the Electricity Market Design Regulation, the signatories of the declaration launch today the "Small Is Beautiful" campaign, aiming at highlighting the benefits of small-scale, clean and locally owned installations to move progressively towards a decentralised energy system.

James Watson, CEO of SolarPower Europe said: "Small installations empower territories, small businesses, and consumers. When it comes to solar, they are also the biggest job providers. We must reflect on the energy transition we want to see emerging in Europe."

These benefits are, however, threatened by the European Parliament's current proposal requiring all power generators to be "balancing responsible" and the blanket removal of priority dispatch.

Small-scale renewable and high efficiency cogeneration installations are generally run by private consumers, households, communities, farmers, cooperatives or SMEs and benefit the local economy.However, European power markets are mostly not yet « fit » for small installations. Removing the balancing responsibility exemptions and priority dispatch will result in disproportionate costs and technical and administrative burdens.

"Keeping the priority dispatch and access regimes for small installations as proposed by the European Commission is fundamental for empowering energy consumers and boosting investments in local sustainable and efficient energy solutions", indicated Hans Korteweg, Managing Director of COGEN Europe.
Rémi Gruet, CEO of Ocean Energy Europe, commented "To accelerate the energy transition, investor risk needs to be reduced. Exemptions to balancing responsibility and maintaining priority dispatch go a long way in achieving this. All the more so for demonstration projects for innovative technologies: the lower the risk, the faster they can be taken to market".

Rather than encouraging the participation of consumers or SMEs in the energy transition, the current proposals on the table would act as a disincentive.
Signatories of the declaration urge policy makers to maintain priority dispatch and the exemption of balancing responsibilities for small scale renewable and highly efficient cogeneration installations. A balanced approach is key to enable the advent of an increasingly distributed energy system, empowering energy consumers and contributing to the economic and social dynamism of local communities and small businesses.

REC Group and the second time its innovative TwinPeak technology based on half-cut multicrystalline PERC cells has been awarded

Direct access to technical support and a new web presence to premiere at SPI 2017

Voltalia, an international player in renewable energies, announces the launch of the construction of a new 8.2 MW solar power plant in France, in the Bouches-du-Rhône department.

Voltalia (Euronext Paris, ISIN code: FR0011995588), an international player in renewable energies, announces the start of construction works at the French solar power plants of Canadel (10.4 MW) and Castellet 2 (3.8 MW) located in the southern-France region of Var. 

U.S.-based NRG Systems announced today that Lasser Eólica has joined its global network of service partners and dealers. Based in Spain, Lasser Eólica engineers, installs, and maintains met tower systems across Europe, North Africa, and the Middle East.

Verano Capital, an American project developer headquartered in Chile, announced that it won 18% of the solar capacity in auction at the Argentinian energy tender with its 100 MW VeCaSo-1 solar project. Located near Mendoza, Verano’s PV project was selected on a winning bid at $42.50/MWh.

Abigail Ross Hopper, President and CEO of the Solar Energy Industries Association (SEIA), issued the following statement after the U.S. International Trade Commission (ITC) announced a split remedy recommendation for the Section 201 trade case

Joint filing from broad array of groups takes aim at financial “Beneficiaries” as the only entities to support the DOE proposal – and whose filings fail to establish that the proposed subsidies are needed or legally valid

As demand for solar energy surges across America, today the Solar Energy Industries Association (SEIA) and Alta Energy jointly released a white paper highlighting an underutilized financing tool that can help boost commercial and industrial (C&I) solar development nationwide.

Urban Grid Holdings, LLC (Urban Grid), a leading developer and financier of solar projects throughout the United States, is pleased to announce the completion of two solar installations for Allegany County, Maryland totaling 2.14 MW.

> <
  • InaugurationInauguration of Shakti Sthala
  • [embedded content]
The world's first-ever and largest solar park when attaining full potential, was launched its first phase by Chief Minister Mr. Siddaramaiah on March 1st, 2018 in Pavagada, Karnataka. The solar park, named as 'Shakti Sthala' is spread over a total area of 13,000 acres (53 km2) and is set up at an investment of Rs 16,500 crore.

Karnataka Renewable Energy Development Ltd, also known as KREDL and the Solar Energy Corporation of India (SECI) established a joint venture company, the Karnataka Solar Power Development Corporation Ltd (KSPDCL), in March 2015 to implement solar power projects in Karnataka. The Pavagada Solar Park is financed & co-developed by the Union Ministry of New Renewable Energy (MNRE), the State Government & developers who pay upfront charges.

This mega project of 2000MW capacity has been set up using the barren lands of the farmers which has been obtained on lease from the farmers without a single inch of land being acquired.

Pavagada was chosen as the site for the project due to several reasons. Apart from high solar radiation and availability of land, the region receives very little rainfall. The region is also scarcely populated and most of its residents are poor farmers.

The Chief Minister Mr. Siddaramaiah said, “Karnataka has emerged as the third largest producer of renewable energy in the nation and was taking ‘bold strides’ towards emerging as an energy surplus state.” In March 2017, Mr. D.K. Shivakumar, Minister of Energy, told the Bangalore Mirror that the government was looking to generate wind energy by setting up windmills in Pavagada. Preliminary estimates from the KREDL indicate a potential wind power generation of 250-300 MW.

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  • AzureAzure Power Solar Plant
Azure Power (NYSE: AZRE), one of India’s leading independent solar power producers, announced the commissioning of a 40-megawatt (MW) solar power plant in the state of Uttar Pradesh. Spread across an area of approximately 225 acres, the project has been set up under the government’s National Solar Mission Phase-II Batch-III Tranche III. The project was auctioned by Solar Energy Corporation of India (SECI), a Government of India enterprise which has AA+ debt rating by ICRA, a Moody’s company. Azure Power will supply power to SECI for the next 25 years at a levelized tariff of INR 4.92 (~US 7.7 cents) per kWh, which is inclusive of Viability Gap Funding (VGF).
 
Uttar Pradesh is the most populous state in India and has a large peak energy supply deficit, according to the Central Electricity Authority. In addition, CRISIL projects that over 10 million unelectrified households will be connected by 2019. Azure Power is one the largest solar developers in Uttar Pradesh and built the first utility-scale solar project in Uttar Pradesh in 2015.

Speaking on this occasion, Inderpreet Wadhwa, Founder, Chairman and Chief Executive Officer, Azure Power said, “With the commissioning of this plant, we have once again demonstrated our strong project development, engineering, and execution capabilities. We are delighted to make a contribution towards the realization of our Hon’ble Prime Minister’s commitment towards clean and green energy, through solar power generation. Our sincere gratitude to SECI and the state of Uttar Pradesh for all the cooperation and support extended.

About Azure Power
 
Azure Power (NYSE: AZRE) is a leading independent solar power with a pan-Indian portfolio. With its in-house engineering, procurement and construction expertise and advanced in-house operations and maintenance capability, Azure Power provides low-cost and reliable solar power solutions to customers throughout India. It has developed, constructed and operated solar projects of varying sizes, from utility scale, rooftop to mini & micro grids, since its inception in 2008. Highlights include the construction of India’s first private utility scale solar PV power plant in 2009 and the implementation of the first MW scale rooftop project under the smart city initiative in 2013.
 
For more information, visit: www.azurepower.com.
 
Forward Looking Statements
 
This press release contains forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended and the Private Securities Litigation Reform Act of 1995, including statements regarding the Company’s future financial and operating guidance, operational and financial results such as estimates of nominal contracted payments remaining and portfolio run rate, and the assumptions related to the calculation of the foregoing metrics. The risks and uncertainties that could cause the Company’s results to differ materially from those expressed or implied by such forward-looking statements include: the availability of additional financing on acceptable terms; changes in the commercial and retail prices of traditional utility generated electricity; changes in tariffs at which long term PPAs are entered into; changes in policies and regulations including net metering and interconnection limits or caps; the availability of rebates, tax credits and other incentives; the availability of solar panels and other raw materials; its limited operating history, particularly as a new public company; its ability to attract and retain its relationships with third parties, including its solar partners; its ability to meet the covenants in its debt facilities; meteorological conditions and such other risks identified in the registration statements and reports that the Company has filed with the U.S. Securities and Exchange Commission, or SEC, from time to time. In the press release, portfolio represents the aggregate megawatt capacity of solar power plants pursuant to PPAs, signed or allotted or where the Company has been cleared as one of the winning bidders or won a reverse auction but has yet to receive a letter of allotment. All forward-looking statements in this press release are based on information available to us as of the date hereof, and the Company assumes no obligation to update these forward-looking statements.

  • Hybrid and Energy Storage Business arm to offer hybrid power plant and energy storage solutions globally, focussing on front-of-meter and behind-the-meter public and private sector opportunities, with special focus on lighting up remote islands and reducing carbon footprint of critical power installations running on black power.
  • Mr. Deepak Thakur is appointed as the CEO and Mr. Vishwanathan Iyer would be responsible for the Global Business Development, Strategy and Marketing
Sterling and Wilson, an Indian multinational engaged in engineering, construction, manufacturing and energy services with over $1Bn in revenue has announced its foray into Hybrid Power Plants and Energy Storage solutions as part of its commitment to consistently expand its range of offerings to reflect the future of energy. The Company, with a cumulative expertise of 8 GW across its energy verticals encompassing Co-generation CHP and Gas based power, Solar Energy and Diesel Powered Generators, is poised to lead the disruptive revolution of energy storage besides fostering adoption of clean energies by critical power installations through hybrid power plants.

The newly introduced Hybrid and Energy Storage Business is already in advanced discussions for its first projects in Africa and Europe and is keenly exploring EPC and Co-Development opportunities across continents. As part of its global outlook and expansion plans, the business is actively tapping talent worldwide to develop competency centres in target markets. In its inaugural showcase, the team is participating in EES Europe from 20th to 22nd June 2018 in Munich, Germany.

Sterling and Wilson’s strong intent to invest in the hybrid and energy storage space is backed by a visible global trend of ever increasing need for reliable power and a strong endorsement by developed economies to reduce carbon emission, within a $6 trillion global energy industry that is ripe for disruption . To lead the charge amidst such trends, the company has appointed Mr. Deepak Thakur at the helm of its Hybrid & Energy Storage Business as the CEO. With an experience of 26 years and a proven track record of incubating new businesses from strategy to building strong teams, Deepak has successfully handled various responsibilities encompassing sales, marketing, corporate strategy, business planning and strategic alliances across a wide spectrum of industries. Further by tapping into its internal talent pool, the company has also appointed Mr. Vishwanathan Iyer to lead the global business development, marketing and strategic activities for the new unit. In his previous assignment, Mr. Vishwanathan was spearheading Solar Business Development in India.

Commenting on the new business foray, Mr. Deepak Thakur, CEO – Hybrid and Energy Storage, Sterling & Wilson, said: The global hybrid and energy storage market is estimated to be around USD 40 billion by 2025. As one of the leading turnkey solution providers in the world, with project management, engineering and delivery expertise of over 8GW of diversified energy offerings across geographies, we are confident of providing our customers value for money through customised hybrid power plants and energy storage facilities."

Given its global energy expertise, Sterling and Wilson has an extensive focus on where and how hybrid and energy storage solutions can be applied across the energy sector from centralized large fossil and renewable power plants, to data centres, C&I segments and remote settings such as Islands. The Company’s Hybrid & Energy Storage business unit is offering a range of clientele – from utility-scale and C&I project developers, independent power producers to public utilities and IOUs - a host of turnkey services such as project development, design and engineering including sizing of storage solutions and hybrids, supply chain management, construction, commissioning, and operations & maintenance. 

About Sterling and Wilson

Sterling and Wilson is an excellent example of how the Shapoorji Pallonji family has nurtured long term associations with its business partners. The Mistry and Daruvala families have been partners in Sterling and Wilson for 3 generations. This partnership will only grow stronger, as the 4th generations of both families have recently joined the business.

Over the past 5 years, Sterling and Wilson has shown exceptional growth; with operations all over the globe, as well as an expansion in its range of services, the company's turnover has shown an extremely positive growth. From a turnover of INR 1,760 crore in 2012, Sterling and Wilson group crossed a turnover of INR 6,000 crore and is likely to exceed INR 10,000 crore by 2020. From being a predominantly India focused company in 2010, Sterling and Wilson now operates across the Middle East, Africa, Australia and Europe. In the current year, the company is expanding to the USA and South America. From being a company that was mainly focused on doing MEP projects in India, Sterling and Wilson over the past 5 years has set up global operations in manufacture of DG sets, Gas based power plants, Waste to Energy, Turnkey data centres, Transmission and Distribution and Solar EPC. With its recent foray into energy storage, Sterling and Wilson is perfectly poised to play a pivotal role in the global trend of moving away from thermal plants to a future of renewable energy with storage.

Bangalore based SolaireGen Energy Pvt Ltd (www.solairegen.com) has designed and installed a 341.76kWp rooftop solar power plant for India Nippon Electricals Ltd. India Nippon Electricals Limited was incorporated in 1984 and converted into a joint venture in 1986 between Lucas Indian Service Limited, a wholly-owned subsidiary of Lucas-TVS Limited and MAHLE Electric Drives Japan Corporation, Japan – a company of MAHLE Group, Germany, to manufacture Electronic Ignition Systems for two-wheelers, three wheelers and portable engines.

SolaireGen has installed rooftop solar power plant for India Nippon Electricals Ltd at two of its locations. A 231.68kwp plant has been installed at Pondicherry in record 10 days time. This plant will enable the plant generate annual solar power generation of 3,47,520kWh and contribute to the environment with CO2 savings of 330.15 Metric Tonnes Per Year. While a 110.08kWp plant has been installed at Rewari, Haryana. This plant will enable the plant generate annual solar power generation of 1,65,120kWh and contribute to the environment with CO2 savings of 156.88 Metric Tonnes Per Year. 

SolaireGen Energy Pvt Ltd has partnered with India Nippon Electricals Ltd has its trusted Solar Power Partner.

Manas Shrivastava, Founder and Director of SolaireGen Energy, said, “It gives us immense satisfaction to have completed the projects successfully within the stipulated timeline. It is also a matter of pride for us to have partnered with India Nippon Electricals Ltd, justify their confidence and deliver successfully. Successful completion of these projects is a testimony to our capability and establishes our technical expertise.”

As a part of Maharashtra Institute of Technology’s efforts to promote the use of clean and renewable energy sources and to achieve significant reduction in energy costs, Fourth Partner Energy has commissioned a 434 kWp solar rooftop plant using Fronius inverters at the institute’s Alandi campus.

NTPC-SAIL Power Company Limited, a joint venture of two Maharatna companies, NTPC Limited and Steel Authority of India Limited, paid an interim dividend amounting to Rs.100 crore for financial year 2017-18. Ever since its inception in March 2001, NSPCL has been a continuous dividend paying company.

JinkoSolar Holding Co., Ltd. ("JinkoSolar" or the "Company") (NYSE: JKS), a global leader in the solar PV industry, today announced that it has supplied 23MW of high-

For AlsoEnergy, the top selling independent monitoring provider for commercial PV in North America, this partnership is an opportunity to extend international coverage for sales and support.

High voltage switchgear to support Saudi Arabia’s first integrated solar and natural gas power plant

Diu Smart City becomes first to run on 100% Renewable Energy during Daytime

Prototype being tested in Bengaluru Smart City to develop Intelligent Traffic Management Solution Night bazaar envisaged as part of Jaipur Smart City

Diu Smart City has become the first city in India, that runs on 100% renewable energy during daytime setting a new benchmark for other cities to become clean and green. Diu had been importing 73% of its power from Gujarat until last year. It has now adopted a two-pronged approach whereby a 9 MW solar park spread over 50 hectares rocky barren land has been developed besides installing solar panels on the roof tops on 79 government buildings thereby generating 1.3 MW annually. To further enhance its solar capacity, Diu offers its residents a subsidy of Rs 10, 000-50,000 for installing 1-5KW roof top solar panels. Diu is saving about 13,000 tonnes of carbon emissions every year. Due to low-cost solar energy, power tariffs have been cut in residential category by 10% last year and 15% this year.

To improve traffic management in Bengaluru Smart City, a prototype of an intelligent traffic management solution is currently being tested in collaboration with the Electronics City Township Authority (ELCITA). It will provide traffic information that is currently unavailable, and help improve management of commuter traffic. It involves capturing video streams from several cameras and processing them using artificial intelligence so that typical traffic management tasks such as vehicle detection, traffic density estimation and control of traffic lights can be automated for real-time performance.

To revitalise urban public spaces and socially activating the area besides generating economic activity, Jaipur Smart City Ltd (JSCL) has planned to develop night bazaar at Chaura Rasta, in the heart of Pink city. The JSCL would register up to 700 vendors who will be allowed to set up stalls, including eateries, between 9pm and 1am. The project will provide entertainment, culture and shopping to citizens after office hours.

 

RJ/SB

Following is the text of the Statement by Mr Subhash Chandra Garg, Secretary, Department of Economic Affairs, Ministry of Finance, Govt. of India and Alternate Governor of the World Bank and the IMF, representing the Constituency of Bangladesh, Bhutan, India & Sri Lanka at the 97th Meeting of the Development Committee, World Bank in Washington DC, USA yesterday, 21st April, 2018:

 

1. “Global economic recovery and growth in the last year has been reasonably reassuring. Supported by macroeconomic policy accommodations, trade is now growing faster than global GDP.Global investment rate has also risen. Emerging marketand frontier countries’ growth is poised to be quite widespread in 2018 with improved performance also in the United States, Canada and Europe.

2. The member countries in our constituency continue to grow; spurred by active efforts of the governments to promote investment and undertake structural reforms for private sector growth and integration with the world economy. The regional growth momentum is backed by robust domestic demand, strong FDI inflows, infrastructure spending, and supportive macroeconomic policies. India is poised to remain as the fastest growing large economy in the world. In 2018, we expect India to grow at over 7.4%, Bangladesh at 7.2%, Sri Lanka at about 4.6 % and Bhutan at 7.5%.

3. Our constituency members continue to make notable progress and set an example for other EMDCs. ThusBangladesh has made significantprogress in reducing poverty. Over 20 million people have been lifted out of poverty in last two decades with poverty rate declining below 24%. It has also made rapid progress in human development. Its Infant Mortality Rate (34 per 1,000 live births) and Maternal Mortality Rate (176 per 100,000 live births) are much improved and better than the global averages. Bangladesh's progress towards LMIC category and its eventual transition to 'gap' and 'blend' status under World Bank group are testimony of the massive developmental efforts of the Government.

4. Sri Lanka shines through its momentous progress in human development with its social indicators ranking among the highest in South Asia. The Government launched its Vision 2025 recently which envisions Sri Lanka as a hub of Indian Ocean by transforming it into a knowledge based, highly competitive social market economy. With the Government’s strong focus on fiscal reforms, physical infrastructure, industrial competitiveness and sound financial management, Sri Lankan economy is expected to achieve GDP growth exceeding4.5% in the medium-term.

5. Bhutan has been successful in ensuring inclusive growth with extreme poverty being almost eradicated. Bhutan has also maintained solid growth through focus on hydropower construction and supportive fiscal and monetary policies. Its macroeconomic stability isevident in terms of single-digit inflation, stable exchange rate, and strong international reserves. Bhutan remains one of fastest growing global economies with annual average growth in last decade reaching 7.5%.

6. India continues to be a beacon of growth in the region. Inthe last few years, India has undertaken massive structuralreforms towards formalization of the economy and fostering digital financial inclusion. The country has grown at an average of 7.2% per annum in the last four years and is continuing on the trajectory of sustained growth. India's GDP is expected to reach a volume of $5 trillion by FY2025 by leveraging on digitization, globalization, favorable demographics, and structural reforms. Transformational reforms such as Goods and Services Tax (GST), and initiatives such as Insolvency and Bankruptcy code, recapitalization of banks, and debottlenecking infrastructure investments, will support such elevated growth.

7. India has accorded great priority to addressing its infrastructure deficit to sustain economicgrowth. Steps have been taken to mobilize funds from various sources for development of infrastructure which inter-alia includes launching of innovative financial vehicles such as Infrastructure Debt Funds, Infrastructure Investment Trusts, Real Estate Investment Trusts, laying down a framework for issuance of municipal bonds, relaxation in External Commercial Borrowing (ECB) norms, mainstreaming of Public Private Partnerships (PPPs) across infrastructure sectors, establishment of National Investment and Infrastructure Fund (NIIF) and monetization of brownfield projects through Toll-Operate-Transfer(TOT) model etc. India has begun undertaking a major programme of monetizing Brownfield Assets of Central Public Sector Undertakings (CPSUs)as a separate asset class for infrastructure investments.

8. In the field of digitization, India has completed the ambitious task of connecting one hundred thousand gram panchayats through high speed optical fiber network under phase I of the BharatNet project. This has enabled broadband access to over 200 million rural Indians in about two hundred and fifty thousand villages. The Government also proposes to setup five hundred thousand wi-fi hotspots which will provide broadband access to fifty million rural citizens. Further, digitization has been extended to other areas. Around 470 Agricultural Produce Market Committees (APMCs)have been connected to the electronic-National Agriculture Market (e-NAM) network providing a unified national market for agricultural commodities.

9. One of the key features of India’s economic performance in recent years has been the speed and scale of implementation. Recent upgrade of the sovereign rating reflects India’s strength, speed and scale of these ongoing reforms. India rolled out the GST in July 2017, unifying 1.3 billion people into one market. Within a short span of eight months, the monthly earnings from GST have crossed the $12.7 billion mark. Number of dealers registered in GST increased by about 4 million in the fiscal year of rollout which is about 60% higher than unique assesses registered earlier in the VAT network in the country.

10. India’s massive leap in the Ease of Doing Business rankings from 142 in 2014 to 100 in 2017is testimony to India’s commitment to long-term reforms for an open and vibrant economy. This is also reflected in strong FDI inflows which have grown from $34.3 billion in 2012-13 to $60.1 billion in 2016-17.

11. In the arena of financial inclusion, the Jan-DhanYojana, launched in August, 2014, has rapidly expanded banking services for the hitherto deprived sections. Till date, over313 million bank accounts have been opened and savings of about $11.510 billion has been mobilized under the scheme. For providing access to financial facilities by small businesses, India rapidly rolled out the Mudra Yojana in April 2015 and has supported over 115 million small businesses by sanctioning loans of $77.66 billion so far.

12. India is pursuing a path of clean and climate responsible growth. It aims to achieve about 40 percent cumulative installed power capacity from non-fossil fuel based energy resources by 2030 with the help of transfer of technology and low cost international finance.

13. Further, in the social sector, India has initiated several ambitious programmes. India is committed towards ensuring affordable housing for all. For this purpose, Prime Minister AwasYojana has been launched in rural and urban areas of the country. Under this programme, 5.1 million houses each will be constructed in 2017-18 and in 2018-19 exclusively in rural areas. In urban areas, the assistance has been sanctioned to construct 3.7 million Houses. In the recent budget announcement, India has proposed to establish a dedicated Affordable Housing Fund (AHF) in National Housing Bank, funded from priority sector lending shortfall and fully serviced bonds authorized by the Government of India.

14. India has launched Prime Minister SaubhagyaYojana for providing electricity to all households of the country. Under sanitation, we have launched theSwachh Bharat Mission, under which more than 60 million toilets have been constructed. For healthcare, the Indian cabinet has recently approved the National Health Protection Mission, which aims to provide healthcare to more than 100 million families belonging to poor and vulnerablepopulation.India is also committed to double farmers’ income by 2022 as part of India’s firm resolve towards inclusive growth.

15. India’s commitment towards gender equality and education under ‘‘BetiBachaoBetiPadhao’’ is unflinching. SukanyaSamriddhi Account Scheme launched in January 2015 has been a great success. Until November, 2017 more than 12.6 million accounts have been opened across the country in the name of girl-child.

16. Further, India is committed to making education accessible for all. To realize this mission, it has been decided that by the year 2022, every block with more than 50% Scheduled Tribe (ST) population and at least 20,000 tribal persons, will have an Ekalavya Model Residential School, which will have special facilities for preserving local art and culture besides providing training in sports and skill development.

17. I now turn to developments in the World Bank Group.

18. Capital Package for IBRD and IFC: India has been at the forefront ofdesigning and completing the shareholding review of 2015 and also of building consensus for the voice reforms in the World Bank Group.Building on the work done and momentum built, we had collectively decided in the Annual Meetings 2017 that a well-considered proposal on capital increase for the World Bank Group be placed before the Governors in the Spring meeting 2018 for a decision. We are pleased to note that the Board of Directors has pursued this agenda assiduously and we have before us a capital review proposal for consideration.

19. The World Bank Group has been the global leader in efforts to eliminate poverty and to bring about shared prosperity and sustainable development. With a capital infusion of $19 billion by shareholders over the last 70 odd years, the World Bank Group has made investments of over $900 billion in attacking extreme poverty, building infrastructure, improving access and quality in delivery of basic services, combating climate change, and supporting poor countries in macro-economic crisis, natural disasters, pandemics, conflict and climate change. This ability to leverage funds on a global scale is largely dependent on the continued AAA rating enjoyed by the Bank supported by the Preferred Creditor Status accorded to the Bank by client countries. It is therefore, our responsibility to ensure that this institution is adequately resourced to carry on the developmental work with renewed vigor for achieving SDG 2030.

20. We support the proposed joint package of $13 billion paid in capital for IBRD and IFC. This 2X2 recapitalization package represents by & large a balanced and consensual approach to align interests of all stakeholders, with the institutional objectives.Ideally, we would have liked IBRD to stoptransfers from its incometo IDA and avoid any increasein loan pricing. The package arrived at after much deliberations, blends the additional Capital infusion with higher loan pricesand the increased administrative savings from improved budget efficiencies. Hence, we support this package in the spirit of consensus and conciliation for enabling the Bank group to implement its mission effectively.

21. We must, however, state thatas the financing deficit of developing nations has crossed $ 4 trillion per year, this package is still less ambitious, especially for IBRD. Since 2015 –16, we have argued for a minimum $40 billion of annual IBRD lending to effectively support the 2030 Agenda. The background paper for last Annual Meeting spelt out an ambition of $130 billion for the WBG. We are now looking at a further lowered ambition of only $100 billion (nominal terms). We feel that the entire objective of a capital increase exercise should have led to a much higher ambition.

22. The limited lending volume along with competing demands has made resource allocation among different sections of the developing world a critical element of the proposed package. While remaining strongly committed to Bank’s policy to remain engaged with all clients, we appreciate the gradual trend in resource allocation towards the poorer countries. However, the diluted ambition for IBRD limits the funds available for development financing and may have the possible undesirable result of underfinancing of poorer MICs, as assessed against the massive SDG funding requirement in these countries. Hence, we urge that the WBG’s focus on the agenda of poverty reduction, human capital formation and bridginginfrastructure gaps in lower MICs must be pursued vigorously. At the same time, we appreciate the specific challenges of inequality and economic vulnerability faced by many of the UMICs and suggest that the Bank group devise specific innovative products that can efficiently address these in a focused and cost-effective manner.

23. We have taken note of the elements introduced in the proposal for ensuring the sustainability of lending by the Bank. In our judgment, setting aside of capital for a buffer is not very efficient use of paid in capital.We need to explore better options for meeting the requirement of cyclical and systemic crisis lending.We should,therefore,ensure that such buffer is designed in such a way that lending volumes available to poorer countries are enhancedduring normal years. In the days to come, we expect that the design of the buffer will be prudently framed using all options including the three levers of budget efficiency, deferral of income transfers and loan pricing in a balanced manner.

24. The Bank has built a sizable equity from the retained earnings funded largely by the loan pricing income from borrower countries. The loan pricing of IBRD has been increased thrice in the last decade. As against $7.5 billion paid in capital from all share holder members, borrower countries will be bringing about $ 19 billion in loan price income to the Bank in the period 2018-30. The effectiveness of the Bank as a global leader in development agenda arises to a large part from its ability for cost effective financial intermediation.For funding development at low interest rates, leveraging its AAA rating is fundamental raison d'êtreof IBRD’s existence. We had opposed any general price increase as IBRD loans are already very costly. However, to increase lending capacity, we are agreeing to the increase in maturity premium.The provision of some relief to poorer countries through discount and temporary exemption to blends, small states, FCS countries and recent IDA graduates will ameliorate the harshness of another loan price increase in the IBRD.

25. The package may have missed the opportunityfor increasing the share of retained earnings for building the equity base of the Bank Group, since it does not eliminate the transfer of income from IBRD and IFC to IDA. While we recognize the absolute necessity and utility of IDA for financing development in poor countries, we must note that IDA now has built massive equity base of $ 160 billion and its Deployable Strategic Capital stands at 37%. In contrast, the policy ratios and AAA ratings of IBRD and IFC – which have supported IDA - are under real threat. While the transfers comprise a relatively small proportion of IDA funding, they constitute a significant erosion of income of IBRD and IFC. Hence, we have consistently advocated complete cessation of income transfers to IDA. We note with appreciationthe suspension of IDA transfers from IFC income, along with the attendant conditionality of IFC reaching the goal of 40% of its investments in IDA and FCS countries by FY 2030. We would like the Bank managementto explorealternatives to strengthen IDA and to cease dependence of IDA on income transfers from IBRD.

26. On the Compensation methodology review proposals contained in the Package, we welcome the proposed changes in Structure Adjustment component of salary increase which is now capped and aligned to inflation. This is a correct and transparent way to determine annual increase. But, we are still opposedto using savings from salary erosion due to Staff turnover for funding thenewly proposed merit element to replace earlier Salary Progressive Adjustment and Supplementary Merit Increase. We recognize such savings need to accrue to the organization.

27. We welcome World Bank Group’s commitment and accelerated action on the global agendas of Climate Change, Gender and Disaster Risk Management. We believe that climate change poses real threats to development and there is need for balanced mitigation and adaptation action globally, including by the Bank Group, in the spirit of Paris Agreement. We continue to support WBG’s Climate Change informed Development Agendawhich needs to be client driven. Under its Nationally Determined Contributions, India has ambitiously committed to reducing the emissions intensity of GDP by 33%-35% by 2030 relative to its 2005 levels. There is lot of visible action in terms of Renewable Energy generation and positive outcomes in energy efficiency. We are also committed to cooperationin harnessing solar energy and helping other developing countries through the International Solar Alliance..

28. We are fully supportive of the World Bank Group’s FY16-23 Gender Strategy. The Bank has significantly upped the quality, scope and depth of its analytical work on gender equality. Lower women participation in the labour force is a major challengebefore us. We are committed to work on overcoming attitudinal challenges relating to the status, role and empowerment of women in the society at all levels.

29. Progress Report of the Shareholding Review: We have taken note of the Progress Report on the Shareholding Review as part of the Lima Roadmap. In our view, increasing weight of the Developing and Transition Countries (DTC) in the ownership and management of these institutions is quite necessary. We support selective capital increase (SCI) to bring about voice reform to ensure higher representation to the under-represented and support the use of the dynamic formula which would guide us in rebalancing the voice in line with economic weight and IDA contributions.

30.We would have liked to see a stronger and bigger Bank with a larger SCI for IBRD, but have agreed to SCI of 250,000 shares in the spirit of cooperation. On the same lines, we had felt that the use of unallocated shares for adjustment for all under represented shareholders, would have been a fairer method.

31. We find that the Shareholding Report now before the Governors that will enable the increase of the vote share of DTCs in IBRDfrom 46.9% to 47.4%. We would like to underline that this increase has come entirely as a result of dynamic formula and shareholdingrules application and membersdid not have to apply additional level to supporthigher share of DTCs. We are quite confident that in next shareholding review, DTCs share would rise to 50%.

32. IFC has not had a meaningful capital increase since 1992. Even in the last Capital Package during 2010-12, IFC got only $0.2 billion paid in capital compared to $5.1 billion for IBRD. We support the proposal to strengthen IFC to give impetus to the development of private sector for achieving SDGs, building infrastructure and climate resilience. We therefore strongly support the proposal for paid-in capital of $ 4.6 billion by GCI, and $ 920 million by SCI, agreeing to the proposal to align IFC shareholding with that of IBRD as an expedient interim measure. For achieving a stronger IFC ambition, we will also support expeditious work on possible alternatives to callable capital, including risk sharing facility. Such facility will help IFC reach in IDA and FCS countries effectively and efficiently and also ensure financial sustainability of IFC.

33. Although IFC works on a largely commercial basis, with no sovereign guarantees to back its investments, several policy commitments have been proposed in the package relating to investment in IDA and FCS markets and in climate related financing. We hope that IFC will rise to the challenge of delivering on market creation and development impact through its investments within this commitment framework. In this context we would urge IBRD and MIGA to provide effective partnership to IFC in the form of policy support and guarantees support respectively. Working as a coordinated World Bank Group would unlock the value of investments in developing countries in a sustainable and transformative sense.

34. Progress Report on Mainstreaming Disaster Risk Management in WB operations: Natural disasters can impose significant economic losses and costs on the affected countries in terms of rehabilitation and reconstruction. Today, natural disasters cost cities approximately $250 billion and this is estimated to rise to $314 billion per year by 2030. In this regard, we appreciate the leadership role played by the World Bank Group in supporting investments in early warning systems to develop capacity for monitoring and forecasting. Mainstreaming of disaster risk management in World Bank Group operations, leading to incorporation of disaster and climate risks in country strategies and facilitating the creation of resilient infrastructure through innovative financing tools, is a welcome step. However, these measures should take into account borrower’s implementation capacity and not price out WB loans for some borrowers on account of their higher implementation costs.

35. India believes in a holistic approach to disaster risk management as detailed in the Prime Minister’s Ten-point Agenda for disaster risk reduction. We support greater emphasis on cross-country learning in this area, especially in hazard risk assessment, disaster resilient technologies and mechanism for integrating risk reduction in infrastructure financing.India hopes to work with WBG in establishing a coalition of countries for Disaster Risk Resilience which would also address Climate Change related disasters.

36. Update in the Forward Look: The global developmental vision, embodied in theForward Look, calls on the World Bank Group to serve all clients, maximize finance for development through private sector, lead on global issues, and improve its business model.We affirm support for the Forward Look Approach of serving all clients.The World Bank Group will need to stay engaged with all client groups, so as to fulfill the primary objective to end global extreme poverty by 2030. Of the 767 million people still in extreme poverty, over 50% are in LMICs, many of which are recent IDA graduates. We would like the World Bank to focus on the challenges and to clearly articulatethe measures for focusing on poverty alleviation and creation of shared prosperity in the LMICs.

37. We are supportive of thestrategic work being done by the World Bank Group for Maximizing Finance for Development. This would potentially restrict the diversion of public funding to sectors and projects that are amenable to private sector financing.While the management is implementing the Cascade Approachthrough IFC and MIGA, we believe that developmental financing operations of IBRD and IDAparticularly in sectors such as education, primary heath, sanitation, are not always amenable to commercial ventures, nor may such an option be desirable without appropriate and robust regulatory framework being put in place. Hence IBRD and IDA’s development operations for supporting human capital, inclusion, resilience and governance must be promoted and enhanced through sovereign financing, even as we make efforts mobilize private capital for the areas of development, offering more immediate returns on investment.

38. We support the ongoing efforts to focus on efficiency and productivity in the business model of the World Bank Group. We welcome measures in this direction, with respect toworkforce growth, corporate procurement, administrative simplification and real estate.The World Bank’s reach and responsiveness to clients in developing countries will have to be measured through improvements in process efficiency, strong knowledge focus, and proactive coordination. This will help us build synergies between the World Bank’s efforts and national initiatives.

39. Gender Diversity Update: It is now universally recognized that greatergender parity has enormous economic and developmental benefits. As the world’s largest democracy, India has constitutionally mandated political representation for women by reserving 33% of seats in local self-governments for them. SomeStates in India have increased thisreservation for women in the local bodies to 50% for stronger empowerment.

40. It is heartening to note that currently, gender diversity of the World Bank Group Board of Executive Directors is better than the average for the last ten years and is, in fact, thehighest for the positions of Senior Advisors and Advisors. We may also mention with pride that the first woman Executive Director was appointed recently for the Constituency of Bangladesh, Bhutan, India and Sri Lanka. We recognize that much needs to be done to reduce gender gap in every field and we support the Bank’s movement towards this end. We hope that the next steps proposed for enhancing gender diversity on the Board will form the basis of a shared and collective responsibility of shareholder members.

41. Way forward: We have developed the global multilateral compact over the years to deliver growth, shared prosperity and poverty reduction. The attempt to change the discourse and to focus on increased protectionism will only hurt the global economy and welfare of people. We need to renew our compact to prevent spiral down of slow economic growth, rising inequality and irreversible climate impact, conflict and fragility.

42. Without adequate capital and the cooperation and magnanimity of all shareholders, the World Bank Group runs the risk of becoming peripheral to the global challenges and development agenda.As a global cooperative, we must be committed to the inclusive prosperity of our future generations.Hence, I urge all Governors to commit to more ambitious proposals on the financial strengthening and policy commitments of the IBRD and IFC”.

 

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DSM/RM

 

 

The Union Home Minister Shri Rajnath Singh has said that the Union Territory of Diu is on the way to soon emerge among the league of Smart Cities. Addressing a function after inaugurating and laying foundation of various development projects in Diu today, Shri Rajnath Singh said the tiny Union Territory was selected for the Smart Cities Project during the final phase of bidding and is today on the verge of realising this dream. A total of Rs. 1,400 crores would be spent under this project, of which Rs 701 crores would be the contribution of Government.

He said that some of the important projects to be undertaken under the scheme are:

  1. Construction of a continuous coastal promenade connecting Ghogla-Jalandhar-Chadrika Mata beach- upto Chakratirth beach
  2. Development of an all-inclusive Mobile App for the convenience of tourists for online room reservation, ticket booking, parking etc.
  3. Establishment of an Integrated Command and Control Centre for strengthening security and improving traffic management in Diu
  4. To develop Green Transport
  5. Setting up of Skill Incubation Centre for the fisher-folk
  6. Construction of an International Convention Centre and Multipurpose Facilities Centre
  7. Development of Naida Caves and public plaza near Diu Museum
  8. Sea plane service between Daman and Diu to improve connectivity.

Some other projects would be taken up under PPP mode and/or through other Government schemes under the Smart Cities programme.

Shri Rajnath Singh said that unprecedented development has taken place in Diu during the last four years. Fund allocation has jumped fifty percent in four years from 103 crores in 2013-14 to Rs 150 crores in 2017-18. He pointed out that the Central Government is responsible for the development of Union Territories and has completed several development projects during the last four years. Enumerating some of them, Shri Rajnath Singh highlighted establishment of solar power projects of combined capacity of 9 MW which made Diu a power surplus district. Further, there is a proposal to set up windmill power project. He announced that as part of developing a new education hub, three educational institutions, - Diu College, Polytechnic College and a Food Craft Institute - will begin academic sessions from 2018-19. He also expressed confidence that the construction of a four lane highway connecting Somnath and Diu will be completed soon, which will give a fillip to the tourism sector in the region.

He added that for the benefit of a large number of fishermen living in Diu, the length of jetties has been increased by 500 metres and a parking harbour of 175 metres in length and 85 metres wide was also built in Vanakbara village.

During the visit, Shri Rajnath Singh laid foundation for the following projects: -

  1. Construction of a pile jetty in Vanakbara village at a cost of Rs.3.77 crores.
  2. Building of an Annexe Circuit House at a cost of Rs. 20.60 crores
  3. Establishment of first phase of sewerage network, including a common sewage treatment plant, in Diu costing Rs.20.70 crores
  4. New school buildings at Kamleshwar, Zampa and Ghoghla.

He also inaugurated the 450 metres long Jogging Track in Ghoghla built at a cost of Rs.4.37 crores which was built using tensile roof structure and weatherproof materials.

Shri Rajnath Singh reiterated that the Government is committed to the development of poor and backward communities. He informed that a campaign has been launched coinciding with the Birth Anniversary of Dr. BR Ambedkar on 14th April that will run till 5th May during which officials of the Central Government will monitor progress of the various development projects being undertaken for the welfare of the marginalized communities.

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BB/NK/PK/KGS

The Vice President of India, Shri M. Venkaiah Naidu has said that education should not only prepare our youth to face challenges of a technologically-driven knowledge society, but also make them analyze critically and come out with innovative solutions to the problems faced by people. He was addressing the gathering after inaugurating the IILM University Gurugram Campus from IILM Lodhi Road Campus, here today.

The Vice President said that students should be confident of dreaming big and exploring uncharted territories and remain rooted to our culture, traditions, customs and history. He further said that they should never neglect their parents, mother tongue, motherland and native village. They should always believe in co-existing harmoniously with nature for a better future, he added.

 

The Vice President expressed concern over the global ranking of Indian Universities and said that there are more than 800 universities in the country and none of them figures in the top ranked global institutes.

The Vice President said that merely expanding infrastructure with sleek-looking buildings will not make an institution excellent unless it imparts education of highest standards without compromising on quality. Liberal and interdisciplinary education is must to get a holistic perspective of the increasingly knowledge-centric and interdependent world, he added.

Vice President said that education in silos will not equip students for future. Liberal education with focus on technology, skill development and entrepreneurship will serve well the students, industry and the society, he added.

Following is the text of Vice President’s address:

“I am extremely delighted to inaugurate IILM University. My best wishes to everyone associated with this institution.

I am also glad to know that the university’s mission is in sync with the vision of Prime Minister Narendra Modi to create a New India on the basis of inclusive economic development through education and skill development among students.

I am sure that IILM University is going to make an important contribution in realizing the dream of an educated and skilled India.

However, it should be remembered that the education of an individual does not end by merely acquiring degrees or employable skills. Education is meant to develop a holistic personality with qualities of head and heart. As Swami Vivekananda had said “Education is the manifestation of the perfection already in man”.

Education should not only prepare our youth to face   challenges of a technologically-driven knowledge society, but also make them analyze critically and come out with innovative solutions to the problems faced by people. They should be confident of dreaming big and exploring uncharted territories.

At the same time, students should remain rooted to our culture, traditions, customs and history. They should never neglect their parents, mother tongue, motherland and native village. They should always believe in co-existing harmoniously with nature for a better future.

There is a need to revamp and reorient the higher education system in the country to equip students with the demands of knowledge-driven world. While, there are more than 800 universities in the country, it is a matter of concern that none of them figures in the top ranked global institutes. Merely expanding infrastructure with sleek-looking buildings will not make an institution excellent unless it imparts education of highest standards without compromising on quality.

Our universities should move in that direction by making necessary changes in the methods of pedagogy.

I am glad to learn that the Vision of this University is to be Global, Inclusive and Responsible. Indian civilization has always considered the world as its family (Vasudhaiva Kutumbakam). Our commitment to the cause of climate change, solar energy and conserving nature, will hopefully, get reflected in educating students and making them globally responsible citizens. Mahatma Gandhi was foremost proponent of this philosophy of being responsible. His seven sins -Wealth without Work, Pleasure without Conscience, Knowledge without Character, Commerce without Morality, Science without Humanity, Religion without Sacrifice and Politics without Principle – are a guiding principle for shaping the ethical ethos of individuals, society, country and the world.

I hope the university will try to inculcate such values.  The university has to be inclusive given India’s diversity and inequality. While diversity is our strength, the huge inequality poses lots of challenges. Focus on entrepreneurship, technology and skill development will help develop an inclusive, just and equal society.

Today’s world is becoming increasingly knowledge-centric and interdependent. To get a holistic perspective liberal and interdisciplinary education is must. I am glad to know that University intends to pursue this objective with vigor. Education in silos will not equip students for future. Liberal education with focus on technology, skill development and entrepreneurship will serve well the students, industry and the society.

Information technology coupled with various scientific advances is changing our lives like never before. Therefore, the focus should be on futuristic technologies and students need to be prepared for jobs which do not exist. I am happy to know that students doing a major in fashion or design or economics can also study Artificial Intelligence or robotics at IILM University. We need more and more such multi-disciplinary and multi-skilled youngsters to meet future challenges.

I am happy that you already started an Incubation Center. Entrepreneurship is the need of the hour. Students must be motivated to start their own businesses and not depend on jobs alone. India is a land of entrepreneurs and given the right opportunity our youngsters can excel and create global businesses. With about 65 percent of our population aged below 35 years, we need to take full advantage of this demographic dividend in building a prosperous and inclusive New India and educational institutions like IILM have a pivotal role to play in achieving that goal.

I am pleased to note that IILM has been part of the United Nations Principles for Responsible Management Education initiative since its inception in 2008. The University’s focus on the 17 UN Sustainable Development Goals (a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity), and working closely with the UN Global Compact India will allow it to be a responsible provider of higher education

Dr Sarvepalli Radhakrishnan, India’s first Vice President, famously said “The true teachers are those who help us think for ourselves”. I hope the university will have such teachers and researchers and it will also create such future teachers which we need in vast numbers.

I wish the university well and may it rise to greater heights in achieving academic excellence.

JAI HIND!

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AKT/BK/RK

The Ministry of Finance, Government of India in collaboration with the Associated Chamber of Commerce and Industry of India (ASSOCHAM), Gujarat Council along with Asian Infrastructure Investment Bank (AIIB), Research and Information System for Developing Countries (RIS), an autonomous research organization under the Ministry of External Affairs organised the 2-day Regional Conference on “Urban Development: Technological Solutions and Governance Challenges” which began in Ahmedabad today. The Conference is a lead-up event to the 3rd Annual Meeting of AIIB scheduled to be held on 25th and 26th June, 2018 in Mumbai.

 

Speaking on the occasion, Dr Kumar V. Pratap, Joint Secretary (Infrastructure, Policy & Finance), Department of Economic Affairs (DEA), Ministry of Finance, Government of India said that one third of the Indian population, which lives in urban areas, contributes more than half to the GDP and therefore, urban dwellers are among the most productive segments of the population. He emphasized that augmenting urban infrastructure will cost a lot of money. However, Urban Local Bodies (ULBs) own revenues as a percent of GDP is very low below 1%. According to the Economic Survey 2016-17 of the Ministry of Finance estimates that currently Bengaluru and Jaipur are collecting not more than 5 to 20% of their property tax potential. This implies that cities could increase their resources 5 to 20 fold from property taxes only. He also gave details about the catalytic missions such as Smarty City Mission, AMRUT and the Swachh Bharat Mission of the Central Ministries. 

 

Mr. Mukesh Puri, Principal Secretary, Department of Urban development and Urban Housing, Government of Gujarat spoke about the Governance Challenges and how the administration is planning to overcome those challenges. He said that around 70% of GDP of Gujarat, the tax is coming from the urban areas and there are still many such areas which needs to come under the Corporation for collection of tax for infrastructure development. He spoke about the Government & Corporation Plan of deputing Regional Municipal Commissioners in various areas for unlocking the assets and covering the untapped potential of the local bodies in the State. He also spoke about the town planning schemes of Gujarat and the spending of AUDA for infrastructural development. He said that AUDA has a capital of 1000 crores for 2018-19 out of which 250 crores has been spent on infrastructural development.   

 

 Dr. Ke Fang, Manager (Investment Operations), Asian Infrastructure Investment Bank (AIIB)spoke about their role in infrastructural development and their major areas of investment for sustainable infrastructure are renewable energy in sustainable cities, cross border connectivity, regional connectivity such as express way. He emphasized on project financing and educated the audience about the aspiring 6 projects which is about USD 1.2 billion. He informed about a multilateral development bank mission to improve social and economic outcomes in Asia and beyond.

 

The event was attended by eminent experts, policy practitioners, officials from central government, industry leaders, bilateral partners and representatives of the Multilateral Development Banks including AIIB to deliberate on the pertinent issues relating to financing, institutional and regulatory environment, technological options for sustainable future, financial sustainability and other relevant aspects 

 

Ms. Bhagyesh Soneji, Chairperson ASSOCHAM Western Council, highlighted on the missing part and challenges faced in the infrastructure development of the State. She spoke about the DMIC project in Gujarat. She said that nearly 62% of the population has fallen under the DMIC project. She emphasized on the supplies as major rural population has migrated to the urban cities and the challenging part today is to manage supplies. She said that need of an hour today is to build infrastructure to manage the migrated population to the big cities and also for rural-urban infrastructure management.  She thanked all the participants and dignitaries for sparing their time and attending the very important conference. 

 

Professor Amitabh Kundu, Distinguished Fellow, RIS, and Chair of the Inaugural Session of the Conference welcomed all the dignitaries and highlighted the work and research carried-out by the dignitaries present on the dais for sustainable smart urban infrastructural development of the nation and the challenges & way forward. 

 

Mr. Kenichi Yokoyama, Country Director, Indian Resident Mission, Asian Development Bank, while welcoming all the delegates to the conference addressed the challenges and opportunities faced during their working in India and at state level. He highlighted on the various projects being undertaken by ADB in the country as well as state. He stated in his presentation about the recent economic survey in India that nearly $ 180 bn investment is being projected upto the year 2040. He said that urban infrastructure is growing rapidly and their bank in India has invested around USD 39.4 bn from (1986-2016). In his presentation he also highlighted about the various projects being undertaken in India with ADB viz India-East Coast Economic Corridor. 

 

Prof O. P. Mathur, Senior Fellow and Head, Urban Studies at the Institute of Social Sciences, New Delhi thanked all the stakeholders for their active participation. He highlighted on the challenging part of urban infrastructural development. He said that the major challenges faced are; of private finance, as there is no substitute of private finance to public finance, the second issued is of budgetary provision which is very low and not proportionate. He said that there are no clear fiscal space for urban infrastructure development and also there are many untapped opportunities which needs to be tapped for accelerating GDP growth to 9-10%.  

 

Mr. Bharat Patel, Co-Chairman, ASSOCHAM Western Council spoke on the overall perspective of urbanization ratio of 32%, which is still low. He said that total investments of at least $640.2 billion are needed for urban infrastructure and services until 2031 to meet the needs of the growing urban population and improve the standard of living of the existing urban population. To bridge this gap it has been emphasised that the private sector who is not only the primary user of the economic infrastructure but is the key stakeholder in implementation, designing, operations etc. It is equally pivotal to ensure private sector participation in resource generation through effective mechanisms of costs, risks and benefit sharing.

 

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DSM/RM/KA

 

प्रसून जोशी  - नमस्‍कार मोदी जी             

प्रधानमंत्री  – नमस्‍ते आपको भी और सभी देशवासियों को नमस्‍कार    

प्रसून जोशी – मोदीजी, हम स‍बको मालूम है आप कितने व्‍यस्‍त कार्यक्रम में से समय निकालकर यहां आए हैं और हमने थोड़ा सा  समय आपका चुराया है। तो, पहले तो बहुत-बहुत धन्‍यवाद। मैंने कुछ समय पहले लिखा था भारत के बारे में कि

‘धरती के अंतस: में जो गहरा उतरेगा, उसी के नयनों में जीवन का राग दिखेगा

धरती के अंतस: में जो गहरा उतरेगा, उसी के नयनों में जीवन का राग दिखेगा

जिन पैरों में मिट्टी होगी, धूल सजेगी, उन्‍हीं के संग-संग इक दिन सारा विश्‍व चलेगा।‘

‘रेलवे स्‍टेशन’ से आपका सफर शुरू होता है और आज ‘रॉयल पैलेस’ में आप खास मेहमान बने।

इस सफर को मोदीजी कैसे देखते हैं आप?

प्रधानमंत्री – प्रसून जी मैं सबसे पहले तो आप सबका आभारी हूं कि इतनी बड़ी तादाद में आपके दर्शन करने का मुझे सौभाग्‍य मिला है और आपने धरती की धूल से अपनी बात को शुरू किया है। आप तो कवि राज हैं तो ‘रेलवे’ से ‘रॉयल पैलेस’, ये तुकबंदी आपके लिए बड़ी सरल है; लेकिन जिंदगी का रास्‍ता बड़ा कठिन होता है। जहां तक रेलवे स्‍टेशन की बात है, वो मेरी अपनी व्‍यक्तिगत जिंदगी की कहानी है। मेरी जिंदगी के संघर्ष का वो एक स्‍वर्णिम पृष्‍ठ है, जिसने मुझे जीना सिखाया, जूझना सिखाया और जिंदगी अपने लिए नहीं, औरों के लिए भी हो सकती है। ये रेल की पटरियों पर दौड़ती हुई और उससे निकलती हुई आवाज से मैंने बचपन से सीखा, समझा; तो वो मेरी अपनी बात है। लेकिन ‘रॉयल पैलेस’, ये नरेन्‍द्र मोदी का नहीं है। ये मेरी कहानी नहीं है...

प्रसून जी – और जो भावना आपके अंदर....

प्रधानमंत्री – वो ‘रॉयल पैलेस’ सवा सौ करोड़ हिन्‍दुस्‍तानियों के संकल्‍प का परिणाम है। रेल की पटरी वाला मोदी, ये नरेन्‍द्र मोदी है। ‘रॉयल पैलेस’ सवा सौ करोड़ हिन्‍दुस्‍तानियों का एक सेवक है, वो  नरेन्‍द्र मोदी नहीं है। और ये भारत के लोकतंत्र की ताकत है, भारत के संविधान का सामर्थ्‍य है, कि जहां एक ऐसा एहसास होता है, कि वरना जो जगह कुछ परिवारों के लिए रिजर्व रहती है, और लोकतंत्र में अगर जनता-जनार्दन, जो ईश्‍वर का रूप है; वो फैसला कर ले तो फिर एक चाय बेचने वाला भी उनका प्रतिनिधि बन करके ‘रॉयल पैलेस’ में हाथ मिला सकता है।

प्रसून जी – ये जो व्‍यक्ति और नरेन्‍द्र मोदी, जो प्रधानमंत्री, देश का प्रतिनिधित्‍व करते हैं, ये दोनों एकमय हो जाते हैं, जब ऐसी जगह में आप होते हैं, या देखते हैं कि मैं एक सफर कर चुका हूं या वो एकरस हो जाता है, सब मिल जाता है, और एक ही व्‍यक्ति रह जाता है?

प्रधानमंत्री – ऐसा है मैं वहां होता ही नहीं हूं। और मैं तो आदिशंकर के अद्ववैत के उस सिद्धांत को, किसी जमाने से उनसे जुड़ा हुआ था तो मैं जानता हूं कि जहां मैं नहीं, तू ही तू है; जहां द्ववैत नहीं है वहां द्वंद्व नहीं है, और इसलिए जहां द्ववैत नहीं है, और इसलिए मैं मेरे भीतर के उस नरेन्‍द्र मोदी को ले करके जाता हूं तो शायद मैं देश के साथ अन्‍याय कर दूंगा। देश के साथ न्‍याय तब होता है कि मुझे अपने-आपको भुला देना होता है, अपने-आपको मिटा देना होता है। स्‍वयं को खप जाना होता है और तब जा करके वो पौध खिलता है। बीज भी तो आखिर खप ही जाता है, जो वटवृक्ष को पनपाता है। और इसलिए आपने जो कहा वो मैं अलग तरीके से देखता हूं।

प्रसून जी – लेकिन जब देश की बात आती है तो आप उसको बहुत फोकस होकर देखते हैं और सब लोग आज बदलाव की बात करते हैं।  बदलाव पहले सोच में आता है फिर एक्‍शन में आता है, फिर एक प्रक्रिया से गुजरता है। आपसे बेहतर कौन जान सकता है इस बात को। पर बदलाव अपने साथ एक चीज और लेकर आता है, मोदीजी- अधीरता, आतुरता, बेसब्री, इम्पेशेंस. आइए देखते हैं हमारा क्‍या मतलब है इस वीडियो में।

मोदीजी, अभी हम सबने देखा था और ट्विटर पर प्रशांत दीक्षित जी हैं, जिन्‍होंने एक प्रश्‍न पूछा भी है कि बहुत काम हो रहा है, roads बन रही हैं, रेलवे लाइन्‍स बिछ रही हैं, घर रफ्तार से बन रहे हैं। वो कहते हैं कि पहले अगर हमें दो कदम चलने की आदत थी, तो मोदीजी अब हम कई गुना ज्‍यादा चल रहे हैं, पर फिर भी बेसब्री- अभी, अभी, अभी क्‍यों नहीं ... इसे कैसे देखते हैं आप?  

प्रधानमंत्री – मैं इसको जरा अलग तरीके से देखता हूं। जिस पल संतोष का भाव पैदा हो जाता है- बहुत हो गया, चलो यार इसी से गुजारा कर लेंगे, तो जिंदगी कभी आगे बढ़ती नहीं है। हर आयु में, हर युग में, हर अवस्‍था में कुछ न कुछ नया करने का, नया पाने का मकसद गति देता है, वरना तो मैं समझता हूं जिंदगी रुक जाती है। और अगर कोई कहता है कि बेसब्री बुरी चीज है तो मैं समझता हूं कि अब वो बूढ़े हो चुके हैं। मेरी दृष्टि से बेसब्री एक तरुणाई की पहचान भी है और आपने देखा होगा, जिसके घर में साइकिल है उसका मन करता है स्‍कूटर आ जाए तो अच्‍छा है; स्‍कूटर है तो मन करता है यार four wheeler आ जाए तो अच्‍छा है; ये अगर जज्‍बा ही नहीं है तो कल साइकिल भी चली जाएगी, तो कहेगा छोड़ो यार बस पर चले जाएंगे; तो वो जिंदगी नहीं है।

और मुझे खुशी है कि आज सवा सौ करोड़ देशवासियों के दिल में एक उमंग, उत्‍साह, आशा, अपेक्षा, ये उभर करके बाहर आ रही है। वरना एक कालखंड था निराशा की एक गर्त में हम डूब गए थे। और ऐसा था, चलो छोड़ो यार, अब कुछ होने वाला नहीं है, होती है, चलती है । और मुझे खुशी है कि हमने एक ऐसा माहौल बनाया है कि लोग हमसे ज्‍यादा अपेक्षा कर रहे हैं।

आपमें से जो लोग बहुत पहले भारत से निकले होंगे, शायद उनको पता नहीं होगा, लेकिन आज से 15-20 साल पहले जब अकाल की परिस्थिति पैदा होती थी तो गांव के लोग सरकारी दफ्तर में जा करके memorandum देते थे, और क्‍या मांग करते थे- कि इस बार अकाल हो जाए तो हमारे यहां मिट्टी खोदने का काम जरूर दीजिए, और हम रोड पर मिट्टी डालने का काम करना चाहते हैं ताकि हमारे यहां कच्‍ची सड़क बन जाए। उस समय उतनी ही बेसब्री थी कि जरा- एक तो अकाल आ जाए, अपेक्षा करते थे, अकाल आ जाए, और मिट्टी के गड्ढे खोदने का काम मिल जाए; और फिर एक रोड पर मिट्टी डालने का अवसर मिल जाए।

आज मेरा अनुभव है, मैं जब गुजरात में मुख्‍यमंत्री था, जिसके पास single lane road है, तो वो कहता है, अरे क्‍या मुख्‍यमंत्री जी, अब  डबल रोड बनाइए ना। डबल बना था, अरे साहब, अब तो, ये क्‍या है, पैबर रोड होना चाहिए, पैबर रोड होना चाहिए।

मुझे बराबर याद है, मैं उच्‍छल निझर, गुजरात के एक दम आखिरी छोर के तहसील थे, वहां से कुछ ड्राइवर लोग एक बार मुझे मिलने आए। वो कहते हैं हमें पैबर रोड चाहिए। मैंने कहा, यार मैं तुम्‍हारे इलाके में कभी स्‍कूटर पर घूम रहा था, मैं बस में आता था। मैं सालों तक जंगलों में काम किया हूं। तुम्‍हारे यहां तो रोड तो है।

बोले साहब, रोड तो है, लेकिन अब हम केले की खेती करते हैं और केले हमारे एक्‍सपोर्ट होते हैं। तो इस रोड पर हम जाते हैं तो ट्रक में केले दब जाते हैं। हमारा 20% नुकसान हो जाता है, हमें पैबर रोड चाहिए ताकि हमारे केले को कोई नुकसान न हो। मेरे देश के ट्रैवल के दिल में ये पैदा होना, ये बेसब्री पैदा होना, ये मेरे लिए प्रगति के बीज बोता है। और इसलिए मैं बेसब्री को बुरा नहीं मानता।

दूसरा, आपने परिवार में भी देखा होगा- तीन अगर बेटे हैं- मां-बाप तीनों को प्‍यार करते हैं। लेकिन काम होता है तो एक को कहते हैं, अरे यार जरा देख लो। जो करेगा, उसी को तो कहेंगे ना। अगर आज, आज देश मुझसे ज्‍यादा अपेक्षा रखता है, इसलिए रखता है कि उनको भरोसा  है, यार, आज नहीं तो कल, उसके दिमाग में भर दो, कभी तो करके रहेगा ही।

तो मैं समझता हूं कि- और ये बात सही है कि देश ने कभी सोचा नहीं था कि ये देश इतनी तेज गति से काम कर सकता है। वरना मान लिया था, पहले incremental change हो जाए तो भी संतोष हो जाता था, यार, चलो यार हो गया। अब उसको नहीं होता है, उसको होता है, अरे साहब, और पहले एक दिन में जितने रास्‍ते बनते थे, अब करीब-करीब तीन गुना हम बना रहे हैं, पहले जितना काम एक दिन में होता था, वो आज तीन गुना होने लगा है। रेल की पटरी डालनी हो, रेल की डबल लाइन करनी हो, solar energy लगानी हो, टॉयलेट बनाने का काम हो, हर चीज में। और इसलिए स्‍वाभाविक है कि देशवासियों को अपेक्षा है क्‍योंकि भरोसा है।

प्रसून जी – जी, तो ऐसा लगता है कि जब पहले रोड उन तक पहुंचती है और जब उन तक रोड पहुंच जाती है तो वो दुनिया तक पहुंचना चाहते हैं। तो ये आशाएं एक तरफ आप जगाने की बात करते हैं और इस बेसब्री को आपने बखूबी समझा और उसकी जो positive side है कि किस तरह से वो बेसब्री जो है, वो द्योतक है आगे बढ़ने की भावना का, वो आपने हमें समझाया।

मोदीजी, लोगों की बेसब्री तो एक तरफ है, लेकिन क्‍या कभी आप बेसब्र हो जाते हैं, सरकारी व्‍यवस्‍था जिसके साथ आप का काम करते हैं। सरकारी कामकाज के तरीकों से, या कभी निराशा होती है कि चीजें मोदीजी के हिसाब से, उस स्‍पीड से नहीं चल रही हैं? वो बुलेट ट्रेन की स्‍पीड से, जिस तरह से आपके मन में घटित होती?

प्रधानमंत्री – मुझे पता नहीं था कि कवि के भीतर भी कोई पत्रकार बैठा होता है। मैं मानता हूं जिस दिन मेरी बेसब्री खत्‍म हो जाएगी, उस दिन मैं इस देश के काम नहीं आऊंगा। मैं चाहता हूं मेरे भीतर वो बेसब्री बनी रहनी चाहिए, क्‍योंकि वो मेरी ऊर्जा है, वो मुझे ताकत देती है, मुझ दौड़ाती है। हर शाम सोता हूं तो दूसरे दिन का सपना ले करके सोता हूं और सुबह उठता हूं तो लग पड़ता हूं।

जहां तक निराशा का सवाल है, मैं समझता हूं कि जब खुद के लिए कुछ लेना, पाना, बनना होता है, तब वो आशा और निराशा से जुड जाता है। लेकिन जब आप ‘सर्वजन हिताय, सर्वजन सुखाय’ इस संकल्‍प को ले करके चलते हैं; मैं समझता हूं कि निराश कभी होने का कारण नहीं बनता है।

कुछ लोगों को कभी लगता है, छोड़ो यार कुछ होने वाला नहीं है, सरकार बेकार है, नियम बेकार हैं, कानून बेकार है, ब्‍यूरोक्रेसी बेकार है, तौर-तरीके बेकार हैं; आपको ऐसे एक set of person मिलेंगे जो यही बातें बताते हैं। मैं दूसरे प्रकार का इंसान हूं। मैं कभी-कभी कहता था, अगर एक गिलास में आधा भरा हुआ है- तो एक व्‍यक्ति मिलेगा जो कहेगा  गिलास आधा है, दूसरा कहेगा गिलास आधा भरा हुआ है, एक कहेगा- आधा खाली है। मुझे कोई पूछता है तो मैं कहता हूं- आधा पानी से भरा है, आधा हवा से भरा है।

और इसलिए, अब आप देखिए, वही सरकार, वही कानून, वही ब्यूरोक्रेट, वही तौर-तरीके; उसके बावजूद भी अगर चार साल का लेखा-जोखा लेंगे और आखिरकार आपको; मैं किसी दूसरी सरकार की आलोचना करने के लिए मंच का उपयोग नहीं करूंगा, और मुझे करना भी नहीं चाहिए। लेकिन समझने के लिए comparative study के लिए आवश्‍यक होता है कि भई गत दस साल में काम किस प्रकार से होता था उसको देखेंगे तब पता चलेगा कि चार साल में कैसे हुआ। तो आपको ध्‍यान में आएगा कि तब की निर्णय प्रक्रियाएं, आज की निर्णय प्रक्रियाएं; तब के एक्‍शन, आज के एक्‍शन; आपको आसमान-जमीन का अंतर दिखेगा। मतलब ये हुआ कि इन्‍हीं व्‍यवस्‍थाओं से, अगर आपके पास नीति स्‍पष्‍ट हो, नीयत साफ हो, इरादे नेक हों और ‘सर्वजन हिताय, सर्वजन सुखाय’ करने का इरादा हो तो इसी व्‍यवस्‍था के तहत आप इच्छित परिणाम ले सकते हैं।

ये मूलभूत मेरी सोच होने के कारण, ये तो है ही नहीं कि मैं जो चाहूं वो सब होता है, लेकिन नहीं भी होता है तो मैं निराश नहीं होता हूं क्‍योंकि मैं सोचता हूं क्‍यों नहीं हुआ, आगे इसको करने का रास्‍ता- मैं इस तरफ गया था, जरा नए तरीके से करूंगा, मैं करके रहता हूं।

प्रसून जी – मोदीजी, यहां पर हम एक सवाल लेना चाहते हैं जो  वीडियो के माध्‍यम से हम देखेंगे। प्रियंका वर्मा जी हैं दिल्‍ली से, वो, उन्‍होंने एक सवाल आपके लिए भेजा है। देखते हैं-

प्रियंका  -  मोदीजी, I am प्रियंका from Delhi, और मेरा भी आपसे एक सवाल है कि हम Government क्‍यों choose करते हैं ताकि सरकार हमारे लिए काम कर सके। लेकिन जब से आप आए हैं तब से तो सिस्‍टम बिल्‍कुल बदल ही गया है। आपने तो सरकार के साथ-साथ हम जैसे लोगों को भी काम पर लगा दिया है, जो कि बहुत अच्‍छी बात है। पर मेरा आपसे एक सवाल है कि ऐसा पहले क्‍यों नहीं होता था? Thank You.

प्रसून जी – ये जो सवाल पूछ रहीं हैं कि आप लोगों से लोगों को जोड़ते हैं, सरकार के काम के साथ। और चाहे वो गैस सब्सिडी की बात हो; कई चीजों में आप एक अपेक्षा रखते हैं जनता से, तो ये किस तरह का एक आपका?

प्रधानमंत्री – प्रियंका ने बहुत अच्‍छा सवाल पूछा है और देखिए आप eighteen fifty seven से ले लीजिए 1947 तक। उसके पहले भी जा सकते हैं लेकिन मैं eighteen fifty seven पर जाता हूं। जब प्रथम स्‍वतंत्रता संग्राम हुआ 1857 का। आप कोई भी साल उठा लीजिए, सौ साल में कोई भी साल उठा लीजिए, हिन्‍दुस्‍तान का कोई भी कोना उठा लीजिए। कोई न कोई देश की आजादी के लिए शहीद हुआ है, देश की आजादी के लिए मर-मिटने के लिए कुछ न कुछ किया है, किसी न किसी नौजवान ने अपनी जिंदगी जेल में बिता दी है। मतलब आजादी का संघर्ष किसी भी समय, किसी भी कोने में रुका नहीं था। लोग आते थे, भिड़ते थे, शहादत मोल लेते थे, आजादी की बात चलती रहती थी।

लेकिन महात्‍मा गांधी ने क्‍या किया? महात्‍मा गांधी ने इस पूरी भावना को एक नया रूप दे दिया। उन्‍होंने जन-सामान्‍य को जोड़ा। सामान्‍य से सामान्‍य व्‍यक्ति को कहते थे अच्‍छा भाई तुम्‍हें देश की आजादी चाहिए ना? ऐसा करो- तुम झाडू़ ले करके सफाई करो, देश को आजादी मिलेगी। तुम्‍हें आजादी चाहिए ना? तुम टीचर हो, अच्‍छी तरह बच्‍चों को पढ़ाओ, देश को आजादी मिलेगी। तुम प्रौढ़ शिक्षा कर सकते हो, करो। तुम खादी का काम कर सकते हो, करो। तुम नौजवानों को मिला करके प्रभात फेरी निकाल सकते हो, निकालो।

महात्‍मा गांधी ने आजादी को जन-आंदोलन में परिवर्तित कर दिया। जन-सामान्‍य को उसकी क्षमता के अनुसार काम दे दिया। तुम रेटियां ले करके बैठ जाओ, सूत कातो, देश को आजादी मिल जाएगी। और लोगों को भरोसा हो गया, हां यार, आजादी इससे भी आ सकती है।

मैं समझता हूं कि मरने वालों की कमी नहीं थी, देश के लिए मर-मिटने वालों की नहीं थी, लेकिन वो आते थे शहीद हो जाते थे, फिर कोई नया खड़ा होता था, शहीद हो जाता था।

गांधीजी ने एक साथ हिन्‍दुस्‍तान के हर कोने में कोटि-कोटि जनों को खड़ा कर दिया जिसके कारण आजादी प्राप्‍त करना सरल हो गया। विकास भी, मैं मानता हूं जन-आंदोलन बन जाना चाहिए। अगर ये कोई सोचता है कि सरकार देश बदल देगी, सरकार विकास कर देगी; आजादी के बाद एक ऐसा माहौल बन गया, आजाद हो गए, सब सरकार करेगी।  गांव में एक गड्ढा भी हो, गड्ढा हुआ हो तो गांव के लोग मिलेंगे, memorandum तैयार करेंगे, एक जीप किराये पर लेंगे, तहसील के अंदर जाएंगे, memorandum देंगे। जीप किराये पर करने के खर्चे में चाहते तो वो गड्ढा भर जाता, लेकिन अब वो सरकार करेगी।

आजादी के बाद एक माहौल बन गया, से सब कौन करेगा, सरकार करेगी। इसके कारण धीरे-धीरे क्‍या हुआ, जनता और सरकार के बीच दूरी बढ़ती गई। आपने देखा- बस में भी कोई जाता है, आप लोगों ने अनुभव किया होगा- बस में अकेला बैठा है, अगल-बगल में कोई पैसेंजर  नहीं है, रास्‍ता काटना है तो वो क्‍या करता है- वो सीट के अंदर अंगुली डालता है। उसके अंदर एक छेद कर देता है, और धीरे-धीरे-धीरे उसको काटता रहता है बैठा-बैठा, ऐसे कुछ नहीं। लेकिन जिस पल उसको पता चले कि ये बस सरकार की है मतलब मेरी है, ये सरकार मेरी है, देश मेरा है, ये भाव लुप्‍त हो चुका है।

मैं चाहता हूं कि देश में ये भाव बहुत प्रबल होना चाहिए। दूसरा, लोकतंत्र, ये कोई contract agreement नहीं है कि मैंने आज ठप्‍पा मारा, वोट दे दिया, अब पांच साल बेटे काम करो, पांच साल के बाद पूछूंगा क्‍या किया है और न तो दूसरे को ले आऊंगा। ये labour contract नहीं है। ये भागीदारी का काम है और इसलिए मैं मानता हूं कि participative democracy, इस पर बल देना चाहिए। और आपने अनुभव किया होगा जब natural calamity होती है, सरकार से ज्‍यादा समाज की शक्ति लग जाती है और हम कुछ ही पलों में कि वो समस्‍या के समाधान निकालने में ताकत आ जाती है, क्‍यों? जनता-जनार्दन की ताकत बहुत होती है। लोकतंत्र में जनता पर जितना भरोसा करेंगे, जनता को जितना ज्‍यादा जोड़ेंगे, परिणाम मिलेगा।

सरकार बनने के बाद मैंने टॉयलेट बनाने का अभियान चलाया। आप कल्‍पना करें सरकार बना पाती? सरकार तो पहले पांच हजार बनाती होगी अब दस हजार बना लेती। कहेगी अरे पुरानी सरकार पांच हजार बनाती थी मोदी की दस हजार। दस हजार से काम कब पूरा होगा भाई?  जनता ने उठा लिया, काम पूरा हो गया।

और जनता की ताकत देखिए, भारत में सीनियर सिटिजन के लिए रेलवे के अंदर concession है टिकटों में। मैंने आ करके सरकार में कहा कि भाई अंदर लिखो तो सही, आप जो रिजर्वेशन के लिए फॉर्म भरते हो, लिखो तो सही कि भई मैं सीनियर सिटिजन हूं, मुझे बेनिफिट मिलता है, लेकिन मैं मेरा बेनिफिट जाने देना चाहता हूं। सिम्‍पल सा था, प्रधानमंत्री के लेवल पर मैंने कभी अपील भी नहीं की थी। आप सबको आश्‍चर्य होगा, जो हिन्‍दुस्‍तान की विशेषता देखी है, हिन्‍दुस्‍तान के सामान्‍य मानवी की देशभक्ति देखी है, अभी-अभी हमने ये निर्णय किया था, अब तक 40 लाख senior citizens, जो एसी में ट्रैवल करने वाले लोग हैं, उन्‍होंने voluntarily subsidy नहीं लेंगे, ऐसा लिख करके दिया और वो पूरी टिकट ले करके जाते थे।

अगर मैं कानूनन करता कि आप सीनियर सिटिजन को किसी कोच में ये बेनिफिट बंद तो जुलूस निकलता, पुतले जलते और फिर? फिर popularity rating आता, मोदी गिर गया। ये दुकान चल जाती। लेकिन आपने देखा होगा 40 लाख लोग।

मैंने एक दिन लालकिले पर से कहा- कि जो afford करते हैं, उनको गैस सब्सिडी क्‍यों लेनी चाहिए? हमारे देश में गैस सिलेंडर की संख्‍या के आधार पर चुनाव लड़े जाते थे। कोई कहते थे कि मुझे प्रधानमंत्री बनाइए, अभी 9 सिलेंडर मिलते हैं, मैं 12 सिलेंडर दूंगा; ये घोषणा की गई थी 2014 में। मैंने लोगों को उलटा कहा, मैंने कहा भाई जरूरत  नहीं है तो छोड़ दीजिए ना सब्सिडी, क्‍या जरूरत है। और आप हैरान हो जाएंगे, हिन्‍दुस्‍तान के करीब-करीब सवा करोड़ से ज्‍यादा परिवारों ने गैस सब्सिडी छोड़ दी। देश में ईमानदार लोगों की कमी नहीं है। देश के लिए जीने-मरने वाले, कुछ न कुछ करने वालों की कमी नहीं है।

हम लोगों का काम है देश के सामर्थ्‍य को समझना, उनको जोड़ना और मेरी ये कोशिश है कि हमने, सरकार ने ही देश चलाना है, ये सरकार को जो अहंकार है, उस अहंकार को सरकारों ने छोड़ देना चाहिए। जनता-जनार्दन ही शक्ति हैं, उनको ले करके चलें। हम चाहें, वैसा परिणाम जनता ला करके दे देगी और इसलिए मैं जनता के साथ मिल करके काम करने के विचार को ले करके आगे बढ़ रहा हूं।

प्रसून जी –वाह, मोदीजी, दो लाइने वो पुरानी याद आ रही हैं, जो ये सरकार और जनता के बीच की दूरी जो हो गई थी-

कि हम नीची नजर करके देखत हैं चरण तुमरे, तुम जाइके बैठे हो इक ऊंची अटरिया मां।

प्रधानमंत्री – मैं तो जनता-जनार्दन से यही प्रार्थना करूंगा कि आप हमें आशीर्वाद दीजिए, कम से कम मुझे वो आदत न आ जाए।

प्रसून जी – मोदीजी बिल्‍कुल ये। ये एक सवाल हम लेते हैं इसके बाद आते हैं। आप अभी, जी-जी जरूर आप कहिए-

दर्शकों में से एक सवाल की हमें रिक्‍वेसट थी- श्री मयूरेश ओझानी जी एक प्रश्‍न पूछना चाहते हैं। मयूरेश ओझानी जी अपना सवाल पूछें। कृपया इस तरफ आएं।

प्रश्‍नकर्ता - नमस्‍ते जी, मोदी जी। जब आपने सर्जिकल स्‍ट्राइक करने का अति महत्‍वपूर्ण, ऐतिहासिक और हिम्‍मतभरा कदम लिया था तब आपके मन में कैसी भावना उछल रही थी?

प्रसून जी –सर्जिकल स्‍ट्राइक पर आपका सवाल है।

प्रधानमंत्री – मैं आपका आभारी हूं कि आप वाणी से अपनी भावनाओं को प्रकट नहीं कर पा रहे हैं लेकिन आपने एक्‍शन से अपनी भावनाओं को प्रकट किया और शब्‍दों से आपके साथी ने मुझे बात को पहुंचाया। एक तो ये दृश्‍य अपने-आप में हृदय को छूने वाला है, it touched me. भगवान रामचंद्र जी और लक्ष्‍मण का जो संवाद है, लंका छोडते समय, तब भी उन सिद्धांतों को हमने देखा है। लेकिन जब कोई टेरे‍रिज्‍म एक्सपोर्ट करने का उद्योग बना करके बैठा हो, मेरे देश के निर्दोष नागरिकों को मौत के घाट उतार दिया जाता हो, युद्ध लड़ने की ताकत नहीं है, पीठ पर प्रयास करने के वार होते हों; तो ये मोदी है, उसी भाषा में जवाब देना जानता है।

हमारे जवानों को, टैंट में सोए हुए थे रात में, कुछ बुजदिल आकर उनको मौत के घाट उतार दें? आप में से कोई चाहेगा मैं चुप रहूं? क्‍या उनको ईंट का जवाब पत्‍थर से देना चाहिए कि नहीं देना चाहिए? और इसलिए सर्जिकल स्‍ट्राइक किया और मुझे मेरी सेना पर गर्व है, मेरे जवानों पर गर्व है। जो योजना बनी थी, उसको शत-प्रतिशत ..कोई भर गलती किए बिना उन्‍होंने implement किया और सूर्योदय होने से पहले सब वापिस लौट कर आ गए। और हमारी नेकदिली देखिए- मैंने हमारे अफसर जो इसको ऑपरेट कर रहे थे, उन्‍हें कहा, कि आप हिन्‍दुस्‍तान को पता चले उससे पहले, मीडिया वहां पहुंचे उससे पहले, पाकिस्‍तान की फौज को फोन करके बता दो कि आज रात हमने ये किया है, ये लाशें वहां पड़ी होंगी, तुम्‍हें समय हो तो जा करके ले आओ।

हम सुबह 11 बजे से उनको फोन लगाने की कोशिश कर रहे थे, फोन पर आने से डरते थे, आ नहीं रहे थे। मैं इधर पत्रकारों को बुला करके रखा हुआ था, हमारे आर्मी अफसर खड़े थे, पत्रकारों को आश्‍चर्य हो रहा था कि क्‍या बात है हमको बुलाया है, कोई बता नहीं रहे हैं।

मैंने कहा, पत्रकार बैठे हैं उनको बिठाइए, थोड़े वो नाराज हो जाएंगे, लेकिन सबसे पहले पाकिस्‍तान से बात करो, हमने किया है; छुपाया नहीं हमने। 12 बजे वो टेलीफोन पर आए, उनसे बात हुई, उनको बताया गया- ऐसा-ऐसा हुआ है और हमने किया है, और तब जा करके हमने हिन्‍दुस्‍तान के मीडिया को और दुनिया को बताया कि भारत की भारत की सेना का ये अधिकार था न्‍याय को प्राप्‍त करने का और हमने किया। तो सर्जिकल स्‍ट्राइक, ये भारत के वीरों का तो पराक्रम था ही था, लेकिन टेरेरिज्‍म एक्‍सपोर्ट करने वालों को पता होना चाहिए कि अब हिन्‍दुस्‍तान बदल चुका है।

प्रसून जी – मोदीजी, जब आपने वीरता की बात की, सेना की बात की। सेना के इतने त्‍याग के बाद भी वहां पर हम राजनीति का प्रवेश होता देखते हैं। सेना की वीरता पर लोग प्रश्‍नचिन्‍ह लगाने को तैयार हो जाते हैं। ये, इसको कैसे देखते हैं आप?

प्रधानमंत्री -  देखिए, फिर एक बार मैं इस मंच का उपयोग राजनीतिक प्रतिद्वद्वियों के लिए आलोचना करने के लिए उपयोग करना नहीं चाहता हूं। मैं इतना ही कहूंगा- ईश्‍वर सबको सद्बुद्धि दे।

प्रसून जी – मोदीजी, ये तो बात हुई, हमने बदलाव की की, बेसब्री की की। कहते है जहां न पहुंचे रवि, वहां पहुंचे कवि। कवि होने के नाते नहीं कह रहा हूं। सच्‍ची प्रगति वही है जो सब तक पहुंचे। कोई भी सभ्‍यता- आपने अभी कहा। जिस तरह से आपने बुजुर्गों की बात की, व्‍यंग्‍य की बात की। कोई भी सभ्‍यता स्‍वयं पर गर्व नहीं कर सकती अगर वो समाज के vulnerable  ends  का ध्‍यान नहीं रख पाती है।

कार्यक्रम के इस हिस्‍से में हम बात करना चाहते हैं उन वर्गों की जो शायद होकर भी हमें नहीं दिखाई देते थे। बड़ी-बड़ी योजनाओं के शोर में जिनके हित कहीं खो जाते थे। जैसे ढोल के स्‍वर में बांसुरी का स्‍वर कहीं मंथर लगता है। आइए, कुछ images देखते हैं।

मोदीजी, आपने लालकिले से पहली बार टॉयलेट जैसे मुद्दे पर बात की। किसी प्रधानमंत्री ने पहली बार ऐसे अहम मुद्दे को, पर जो छोटा लगने वाला, छोटा दिखने वाला मुद्दा हो, पर बहुत अहम हो, उसे प्राथमिकता दी, ये हमने देखा। ये जो प्राथमिकताएं बदली हैं, ये प्राथमिकताएं जो आप decide करते हैं, ये किस तरह decide करते हैं, और ये issues कैसे ऊपर आए?

प्रधानमंत्री -  देखिए, मैं ये तो नहीं कहूंगा कि आजादी के 70 साल में किसी सरकार का इन विषयों पर ध्‍यान ही नहीं था, ये कहना तो उनके साथ अन्‍याय होगा। तो मैं उस प्रकार से बात करता नहीं हूं और मैंने तो लालकिले से ये भी कहा था कि आज हिन्‍दुस्‍तान जहां है वहां देश आजाद होने से लेकर सभी सरकारों का, सभी प्रधानमंत्रियों का, सभी राज्‍य सरकारों का, सभी मुख्‍यमंत्रियों का, हर जन-प्रतिनिधि का कोई  न कोई योगदान है- ये मैंने लालकिले पर से कहा था और मैं इसको मानता हूं। लेकिन क्‍या कारण है कि इतनी योजनाएं हैं, इतना धन खर्च हो रहा है, सामान्‍य मानवी की‍ जिंदगी में बदलाव क्‍यों नहीं आता है?

महात्‍मा गांधी ने हम लोगों को एक सिद्धांत दिया था और मैं समझता हूं किसी भी developing country के लिए इससे बढ़िया कोई सिद्धांत नहीं हो सकता है। महात्‍मा गांधी ने कहा था, कोई भी नीति बनाएं तो उस तराजू से तोलिए कि उसका जो आखिरी छोर पर बैठा हुआ इंसान है,  उसकी जिंदगी में उस नीति का क्‍या प्रभाव होगा। मुझे महात्‍मा गांधी की ये बात मेरे गले उतर गई है कि हम नीतियां कितनी ही बढ़ाएं, बड़ी-बड़ी बात करें, लेकिन भाई जिसके लिए बना रहे हैं, वो समाज का आखिरी छोर का व्‍यक्ति, उस पर पहुंचने में हम कहां जा रहे हैं।

मैं जानता हूं मैंने ऐसे कठिन काम सिर पर लिए हैं, हो सकता है उन्‍हीं मेरे कामों को कोई negative point भी कर सकता है, लेकिन क्‍या इसलिए इन कामों को छोड़ देना चाहिए क्‍या? गरीब जहां पड़ा है पड़े रहने देना चाहिए क्‍या? और तब जा करके आप मुझे कल्‍पना कर सकते हैं जब किसी छोटी बालिका पर बलात्‍कार होता है कितनी दर्दनाक घटना है जी। लेकिन क्‍या हम ये कहेंगे कि तुम्‍हारी सरकार में इतने होते थे, मेरी सरकार में इतने होते हैं? मैं समझता हूं इससे बड़ा गलत रास्‍ता नहीं हो सकता है। बलात्‍कार, बलात्‍कार होता है, एक बेटी के साथ ये अत्‍याचार कैसे सहन कर सकते हैं? और इसलिए मैंने लालकिले पर से नए तरीके से इस विषय को पेश किया था। मैंने कहा अगर बेटी शाम को देर से आती है तो हर मां-बाप पूछते हैं, कहां गई थी? क्‍यों गई थी? किसको मिली थी? फोन पर बात करते हुए मां देखती है, हे-बात बंद करो, किससे बात कर रही हो? क्‍यों बात कर रही हो?

अरे भाई, बेटियों को तो सब पूछ रहे हो, कभी बेटों को भी तो पूछो, कहां गए थे? ये बात मैंने लालकिले से कही थी। और मैं मानता हूं ये बुराई समाज की है, व्‍यक्ति की है, विकृति है, सब होने के बावजूद भी देश के लिए चिंता का विषय है। और ये पाप करने वाला किसी का तो बेटा है। उसके घर में भी तो मां है।

उसी प्रकार से आप कल्‍पना कर सकते हैं कि आजादी के इतने सालों के बाद भारत में sanitation का कवर 35-40 percent के आसपास था। क्‍या आज भी हमारी माताओं-बहनों को, क्‍योंकि मैं, देखिए ये चीजें, का एक और कारण भी है- मुझे किताब पढ़के गरीबी सीखनी नहीं पड़ रही है।  मुझे टीवी के पर्दे पर गरीबी का अहसास करना नहीं है, मैं वो जिंदगी को जी करके आया हूं। गरीबी क्‍या होती है, पिछड़ापन क्‍या होता है, गरीबी की जिंदगी से कैसी जद्दोजहद होती है, वो मैं देखकर आया हूं।

और इसलिए, इसलिए मैं मन से मानता हूं- राजनीति अपनी जगह पर है, मेरी समाज नीति कहो, मेरी राष्‍ट्रनीति कहो, मुझे कहती हैं कि इनकी जिंदगी में कुछ तो बदलाव लाऊं मैं। और तब जाकर मैंने लालकिले से कहा कि हम 18 हजार गांव, जहां अभी तक बिजली नहीं पहुंची है, इसका मतलब बाकी गांवों में पहुंची है। जिन्‍होंने पहुंचाई है उनको सौ-सौ सलाम। लेकिन 70 साल के बाद 18 हजार में न पहुंचना, ये भी तो जिम्‍मेवारी हम लोगों को लेनी चाहिए।

और मैंने सरकारी दफ्तर से कहा, मैंने कहा- कब करोगे भाई? तो किसी  ने कहा सात साल लगेंगे। मैंने कहा- मैं सात साल इंतजार नहीं कर सकता। और मैंने लालकिले से घोषणा कर दी- मैं 1000 दिन में काम पूरा करना चाहता हूं। कठिन काम था, दुर्गम इलाके थे, कहीं तो एक्सट्रीमिस्ट लोग, माओवादियों का इलाका था। 18 हजार गांवों में बिजली पहुंचाने का काम करीब-करीब पूरा हुआ। अब शायद डेढ़ सौ, पौने दो सो गांव बाकी हैं।, काम चल रहा है।

आप कल्‍पना कर सकते हैं कि गरीब मां शौचालय जाने के लिए सूर्योदय से पहले जंगल जाने के लिए सोचती हैं और दिन में कभी जाना पड़े, शारीरिक पीड़ा सहती हैं लेकिन सूरज ढलने तक का इंतजार करती हैं। वो शौचालय के लिए नहीं जाती हैं। उस मां को कितनी पीड़ा होती होगी? कितना दर्द होता होगा? उसके शरीर पर कैसा जुल्‍म होता होगा? क्‍या हम टॉयलेट नहीं बना सकते? ये सवाल मुझे सोने नहीं देते थे। और तब जा करके मुझे लगा कि मैं लालकिले पर से जा करके अपनी भावनाओं को बिना लाग-लपेट बता दूंगा, जिम्‍मेदारी बहुत बड़ी होगी। लेकिन मैंने देखा कि देश ने बहुत response दे दिया। जो मेरा करीब, आज तीन लाख गांव open defecation free हो गए और काम तेजी से चल रहा है। और इसलिए last mile delivery, ये लोकतंत्र में सरकारों की प्राथमिक जिम्‍मेवारी है। 

और इसी प्रकार अभी जैसे मैंने एक बीड़ा उठाया है- पहले उठाया बीड़ा, गांव में बिजली पहुंचाऊंगा। अब बीड़ा उठाया है घर में बिजली पहुंचाऊंगा। चार करोड़ परिवार ऐसे हैं। भारत में टोटल 25 करोड़ परिवार हैं, सवा सौ करोड़ जनसंख्‍या है लेकिन करीब-करीब 25 करोड़ परिवार हैं। आजादी के 70 साल बाद चार करोड़ परिवारों में आज भी 18वीं शताब्‍दी की जिंदगी है। वो दीया जला करके गुजारा करते हैं।

मैंने बीड़ा उठाया है। सौभाग्‍य योजना के तहत मुफ्त में उन चार करोड़ परिवारों में बिजली का कनेक्‍शन दूंगा। उनके बच्‍चे बिजली में पढ़ेंगे, उनके घर में अगर कम्‍प्‍यूटर चलाना है, मोबाइल चार्ज करना है तो दुनिया से जुड़ेंगे। टीवी लाने का खर्चा मिल जाएगा तो टीवी देखेंगे, बदलती हुई दुनिया देखेंगे। वो दुनिया के साथ जुड़ने के लिए उनके अंदर भी बेसब्री मुझे पैदा करनी है। उनके अंदर वो बेसब्री पैदा करनी है ताकि वो भी कुछ करने के लिए मेरे साथ जुड़ जाएं और वही तो empowerment है। मैं गरीबों का empowerment करके गरीबी से लड़ाई लड़ने के लिए मेरे साथियों की एक नई फौज तैयार करना चाहता हूं, जो फौज गरीबों से निकली होगी और गरीबी के खिलाफ लड़ाई लड़ेगी और तब जा करके गरीबी मिटेगी। गरीबी हटाओ के नारे से नहीं होता है।

प्रसून जी – मोदीजी, आप पूरी मेहनत कर रहे हैं, ये सब मानते हैं पर क्‍या अकेले आप देश बदल पाएंगे?

प्रधानमंत्री -  देखिए, मैं मेहनत करता हूं, ये बात आपने कही, मैं समझता हूं देश में इस विषय में कोई विवाद नहीं है। मैं मेहनत करता हूं ये मुद्दा ही नहीं है; अगर न करता तो मुद्दा है। मेरे पास पूंजी है प्रमाणिकता। मेरे पास पूंजी है मेरे सवा सौ करोड़ देशवासियों का प्‍यार और इसलिए मुझे ज्‍यादा से ज्‍यादा मेहनत करनी चाहिए। और मैं देशवासियों को कहना चाहूंगा कि मैं भी आपके जैसा ही एक सामान्‍य नागरिक हूं। मुझमें वो सारी कमियां हैं जो एक सामान्‍य मानवी में होती हैं।

कोई मुझे अलग न समझो। आप मुझे अपने जैसा ही मान लो, और हकीकत है। मैं किस जगह पर बैठा हूं, वो तो एक व्‍यवस्‍था का हिस्‍सा है, लेकिन मैं वही हूं जो आप हैं। आपसे मैं अलग नहीं हूं। मेरे भीतर एक विद्यार्थी है। और मैं, मेरे शिक्षकों का बहुत आभारी हूं कि बचपन में मुझे उन्‍होंने ये रास्‍ता सिखाया कि मेरे भीतर के विद्यार्थी को कभी मरने नहीं दिया। और मुझे जो दायित्‍व मिलता है उसे मैं सीखने की कोशिश करता हूं, समझने की कोशिश करता हूं। गलतियां नहीं होंगी, मैं जब चुनाव लड़ रहा था तो मैंने देशवासियों को कहा था, कि मेरे पास अनुभव नहीं है। मुझसे गलतियां हो सकती हैं। लेकिन मैंने देशवासियों को विश्‍वास दिया था कि मैं गलतियां कर सकता हूं लेकिन बदइरादे से गलत कभी नहीं करूंगा।

लंबे समय तक longest service chief minister के रूप में गुजरात में काम करने का मौका मिला, अब चार साल होने आए हैं, प्रधानमंत्री का, प्रधान सेवक का काम मुझे मिल गया है। लेकिन गलत इरादे से कोई काम नहीं करूंगा, मैंने देश को वादा किया है।

अब सवाल ये है, मैंने कभी नहीं सोचा है कि देश मैं बदल दूंगा, ये कभी नहीं सोचा है। लेकिन मेरे भीतर एक भरपूर विश्‍वास पड़ा है कि मेरे देश में अगर लाखों समस्‍याएं हैं तो सवा सौ करोड़ समाधान भी हैं। अगर मिलियन problems हैं तो बिलियन solutions भी हैं। सवा सौ करोड़ देशवासियों की शक्ति पर मेरा भरोसा है और मैंने अनुभव किया है कि कोई कल्‍पना कर सकता है- नोटबंदी। आप अगर टीवी खोल करके देखोगे तो नोटबंदी मतलब मुझे अर्जेन्‍टीना के राष्‍ट्रपति मिले थे तो वो कह रहे थे मोदीजी- मेरे अच्‍छे दोस्‍त हैं। बोले मैं और मेरी पत्‍नी बात कर रहे थे कि मेरा दोस्‍त गया। मैंने कहा, क्‍यों, क्‍या हुआ अरे, बोले यार तुमने जब नोटबंदी की, तो क्‍योंकि वेनेजुएला में उसी समय चल रहा था, उनके पड़ोसी हैं लोग तो उनको पता था।

तो बोले, मेरी पत्‍नी और हम दोनों चर्चा करते थे कि मेरा दोस्‍त गया। Eighty six percent currency कारोबारी व्‍यवस्‍था से बाहर हो जाए, टीवी के पर्दे पर लगातार सरकार के खिलाफ धुंआधार आक्रमण हो, लेकिन ये देशवासियों के प्रति मेरा भरोसा था, क्‍योंकि देश, मेरा देश ईमानदारी के लिए जूझ रहा है। मेरा सामान्‍य देश का नागरिक र्इमानदारी के लिए कष्‍ट झेलने को तैयार है, करने को तैयार है। अगर ये मेरे देश की ताकत है तो मुझे उस ताकत के अनुरूप अपनी जिंदगी को ढालना चाहिए। और उसी का नतीजा है कि आज जितने भी परिणाम आप देखते हैं, मोदी तो निमित्‍त है और actually मोदी की जरूरत है यहां। जरूरत क्‍या है, किसी को भी पत्‍थर मारना है तो मारेंगे किसको भाई किसी को कूड़ा-कचरा फैंकना है तो फेंकेंगे कहां जी? किसी को गालियां देनी हैं तो देंगे किसको?

तो मैं अपने-आपको सौभाग्‍यशाली मानता हूं कि मेरे सवा सौ करोड़ देशवासियों पर कोई पत्‍थर नहीं पड़ रहे हैं, कोई कीचड़ नहीं उछाल रहा, कोई गालियां नहीं दे रहा है। मैं अकेला हूं, लेता रहता हूं, झेलता रहता हूं। और मैं आपकी तरह कवि तो नहीं हूं लेकिन हर युग में कोई न कोई कुछ तो लिखते ही रहते हैं। आपमें से सबने लिखा होगा। लेकिन हम सब कवि नहीं बन सकते। वो तो प्रसून ही बन सकते हैं। लेकिन मैंने कभी लिखा था।

प्रसून जी – जी

प्रधानमंत्री -  क्‍योंक मैं ऐसी जिंदगी गुजार करके आया हूं तो मेरी जिंदगी में ये सब झेलना बड़ा स्‍वाभाविक था। हम ठोकरे खाते-खाते आए हैं जी। बहुत प्रकार की परेशानियों से निकल करके आए हैं तो मैंने लिखा था कि जो लोग मुझे – मुझे पूरी कविता के शब्‍द आज याद नहीं लेकिन किसी को रुचि होगी तो मेरी एक किताब है जरूर आप देख लेना। मैंने उसमें लिखा था-

‘’जो लोग मुझे पत्‍थर फेंकते हैं मैं उन पत्‍थरों से ही पक्‍थी बना देता हूं और उसी पक्‍थी पर चढ़ करके आगे चलता हूं।‘’

और इसलिए मेरा concept रहा है Team India, सिर्फ सरकार में बैठे हुए लोग नहीं। ब्‍यूरोक्र्रेसी है, राज्‍य सरकार है, federal structure के लिए मेरी बहुत बड़ी प्राथमिकता है। Co-operative federalism को मैंने competitive co-operative federalism की दिशा में ले जाने का प्रयास किया है

मैंने अभी देश के 115 districts, aspirational districts को identify किया है। मैं उनको प्रेरणा जगा रहा हूं कि आप अपने स्‍टेट की जो एवरेज है, वहां तक आ जाओ, मैं आपके साथ खड़ा हूं। मैं उनको उत्‍साह बढ़ा रहा हूं और वो कर रहे हैं। और उसी का परिणाम है कि टॉयलेट का लक्ष्‍य करता हूं, पूरा हो जाता है। 18 हजार गांवों में बिजली, कोई मोदी खंभा डालने गया था क्‍या? खंभा डालने के लिए मेरे देशवासी गए थे। बिजली पहुंचाने वाले मेरे देशवासी गए थे। और इसलिए महात्‍मा गांधी की वो बात जिसे मैंने एक मंत्र के रूप में लिया है कि आजादी के लिए दीवाने बहुत थे, आजादी के लिए मरने वाले लोग भी बहुत थे, और उनकी त्‍याग-तपस्‍या को कोई कम नहीं आंक सकता है, उनकी शहादत को कोई कम नहीं आंक सकता है। लेकिन गांधी ने आजादी को जन–आंदोलन बना दिया, मैं विकास को जन–आंदोलन बना रहा हूं।

मोदी अकेला कुछ नहीं करेगा और मोदी ने कुछ नहीं करना चाहिए, लेकिन देश सब कुछ करे और मोदी भी ...कभी तो मैं कहता था, जब मैं गुजरात में था तो बात करता था, मैंने कहा- हमारा देश ऐसा है कि सरकार रुकावट बनना बंद कर दे ना तो भी देश बहुत आगे बढ़ जाता है। उन मूलभूत विचारों से मैं चलने वाला इंसान हूं।

प्रसून जी – कविता की आपने बात की तो आपको सामने देखकर एक कविता मैं सुना देता हूं। जो कविता, मतलब मैं कहूंगा कि भारत पर तो बहुत ही खरी उतरती है। आप पर भी बहुत खरी उतरती है। कहीं आप समझें कि मैं क्‍या कह रहा हूं-

‘कि सर्प क्‍यों इतने चकित हो? सर्प क्‍यों इतने चकित हो? दंश का अभ्‍यस्‍त हूं।

सर्प क्‍यों इतने चकित हो? दंश का अभ्‍यस्‍त हूं, पी रहा हूं विष युगों से, सत्‍य हूं, आश्‍वस्‍त हूं।

सर्प क्‍यों इतने चकित हो? दंश का अभ्‍यस्‍त हूं, पी रहा हूं विष युगों से, सत्‍य हूं, आश्‍वस्‍त हूं।

ये मेरी माटी लिए है गंध मेरे रक्‍त की, जो कह रही है मौन की, अभिव्‍यक्‍त की।

मैं अभय लेकर चलूंगा, मैं विचलित न त्रस्‍त हूं।

सर्प क्‍यों इतने चकित हो? दंश का अभयस्‍त हूं।

है मेरा उद्गम कहां पर और कहां गंतव्‍य है?

दिख रहा है सत्‍य मुझको, रूप जिसका भव्‍य है।

मैं स्‍वयं की खोज में कितने युगों से व्‍यस्‍त हूं।

सर्प क्‍यों इतने चकित हो? दंश का अभयस्‍त हूं।

है मुझे संज्ञान इसका बुलबुला हूं सृष्टि में,

है मुझे संज्ञान इसका बुलबुला हूं सृष्टि में।

एक लघु सी बूंद हूं मैं, एक लघु सी बूंद हूं मैं, एक शाश्‍वत वृष्टि मैं।

है नहीं सागर को पाना, मैं नदी सन्‍यस्‍त हूं।

सर्प क्‍यों इतने चकित हो? दंश का अभयस्‍त हूं।

प्रधानमंत्री  -  प्रसून जी हम लोग, आपकी भावना का मैं आदर करता हूं, लेकिन हमारी रगों में वही भाव रहा है- अमृतस्य पुत्रा वयं

इसी भाव को लेकर हम पले-बढ़े लोग हैं और इसलिए हमारे देश में हर किसी  ने दंश भी सहे हैं, जहर भी पिया है, परेशानियां भी झेली हैं, अपमान भी झेले हैं लेकिन सपनों को कभी मरने नहीं दिया है।

और ये जज्बा ही है जो देश को नई ऊंचाइयों पर ले जाने की ताकत रखता है और मैं इसको अनुभव करता हूं जी।

प्रसून जी – यहां पर कुछ सवाल लेते हैं। श्री सेमुअल डाउजर्ट से लेते हैं एक सवाल , जो आपसे एक सवाल पूछना चाहते हैं। जी आप अपना सवाल जरूर आपके साथ कोई खड़ा होगा उसे दे दें लिखकर। वो आप तक पहुंचेगे, आप जरा लिखकर दे दें बस। आप दे दें, मैं पूछ लूंगा। मैं आपका नाम एनाउंस कर दूंगा

सेमुअल डाउजर्ट – Good Evening Mr. Prime Minister. What is your opinion about Modicare? Everyone is talking about it.Thank You.

प्रसून जी – I think मोदी केयर, ऐसे ही ओबामा केयर, मोदी केयर के बीच में parallel draw किया है उन्‍होंने। तो उस विषय में कि हेल्‍थ सेक्‍टर के बारे में शायद बात करना चाहते हैं।

प्रधानमंत्री – देखिए, मैं अनुभव करता हूं कि तीन बातों पर मेरा एक आग्रह है, मैं कोई बड़ी-बड़ी बातें करने वाले लोगों में से नहीं हूं। मेरी जिंदगी का ब्रेकग्राउंड ही ऐसा है कि मैं, हमारे मेघनाथ भाई बैठे हैं यहां पर, मैं कोई उस प्रकार की बातें करने वाली मेरी परम्‍परा नहीं है। लेकिन तीन चीजें- बच्‍चों को पढ़ाई, युवा को कमाई, बुजुर्गों को दवाई- ये चीजें हैं जो हमें एक स्‍वस्‍थ समाज के लिए चिंता करनी चाहिए। मैंने अनभव किया है कि कितना ही अच्‍छा परिवार क्‍यों न हो, कोई व्‍यसन न हो, कोई बुराइयां न हो, कुछ न हो, बहुत अच्‍छे ढंग से चलता हो परिवार, किसी का बुरा भी न किया हो; लेकिन उस परिवार में अगर एक बीमारी आ जाए। कल्‍पना की होगी कि चलो भाई बच्‍ची बड़ी हो गई है, बेटी के हाथ पीले करने हैं, शादी करवानी है, और घर में एक व्‍यक्ति की बीमारी हो जाए, पूरा प्‍लान खत्‍म हो जाता है। बच्‍ची कुंवारी रह जाती है, बीमारी पूरे परिवार को तबाह करके चली जाती है।

एक गरीब आदमी ऑटो रिक्‍शा चला रहा है, बीमार हो गया। ये व्‍यक्ति बीमार नहीं होता है पूरा परिवार बीमार हो जाता है। सारी व्‍यवस्‍था बीमार हो जाती है। और तब जाकर हमने कुछ सोचा, तो हमने health sector में एक बड़ा holistic approach लिया है। कुछ लोग इसको मोदी केयर के रूप में आज प्रचलित कर रहे हैं। मूलत: योजना है आयुष्‍मान भारत। और उसमें हमने preventive health की बात हो, affordable health की बात हो, sustainable chain की बात हो, इन सारे पहलुओं को ले करके हम आगे बढ़ रहे हैं।

इसके दो component हैं। एक- हम देश में करीब-करीब डेढ़ लाख से ज्‍यादा wellness centre create करना चाहते हैं ता‍कि अगल-बगल के 12-15 गांव के लोगों के लिए हेल्‍थ की सारी सुविधाएं उपलब्‍ध हों, और वो सारे technology driven हों। ताकि बड़े अस्‍पताल से जुड़ करे वहां पेशेंट आया है तो उसको तुरंत गाइड करें क्‍या दवाईयां चाहिए, व्‍यवस्‍था करें।

दूसरा- preventive health को बल दें। चाहे योगा हो, चाहे लाइफ स्‍टाइल हो, इन सारी चीजों को preventive health के लिए, चाहे nutrition हो। हमने एक पोषण मिशन शुरू किया है। Women and child health care के लिए, उसके द्वारा हमने काम किया है।

दुनिया के समृद्ध देशों में भी maternity leave के लिए आज भी उतनी उदारता नहीं है जितनी हमारी सरकार ने आ करके की है। मैं मानता हूं यूके के लोग भी जान करके खुश हो जाएंगे, हमने उन बच्‍चों के स्‍वास्‍थ्‍य की चिंता करते हुए, उस मां के स्‍वास्‍थ्‍य की चिंता करते हुए maternity leave, twenty six week कर दिया है।

एक और पहलू है कि परिवार को एक ऐसी व्‍यवस्‍था दी जाए। भारत के करीब दस करोड़ परिवार, यानी 50 करोड़, पापुलेशन एक प्रकार से आधी जनसंख्‍या, उनको सालभर में पांच लाख रुपया तक की बीमारी का खर्चा सरकार भुगतान करेगी। एक साल में परिवार के एक व्‍यक्ति, सब व्‍यक्ति  अगर जितनी बीमारी होती हैं, पांच लाख रुपये तक का पेमेंट सरकार देगी। इसके कारण गरीब की जिंदगी में ये जो संकट आता है उससे मुक्ति मिलेगी।

मैं जानता हूं बड़ा भगीरथ काम है लेकिन किसी को तो करना चाहिए।

दूसरा- इसके कारण जो प्राइवेट हॉस्पिटल आने की संभावना है टायर-2, टायर-3 सिटी में, अच्‍छे हॉस्पिटल का नेटवर्क खड़ा होगा। क्‍योंकि उनको पता है कि पेशेंट आएगा, क्‍योंकि पेशेंट को पता है कि मेरे पैसे कोई देने वाला है, तो वो जरूर जाएगा।

थोड़ी सी बीमारी आएगी तो आज नहीं जाता है, वो कहता है छोड़ो यार दो दिन में ठीक हो जाऊंगा, वो झेल लेता है। लेकिन जब पता है तो जाएगा। अस्‍पताल को भी पता है कि भाई पेशेंट जरूरत आए क्‍योंकि पैसे देने वाला कोई और है। और इसके कारण नए हॉस्पिटल का चेन बनेगा।

और मैं मानता हूं निकट भविष्‍य में और आपमें से जो हेल्‍थ के क्षेत्र में काम करना चाहते हैं, एक हजार से ज्‍यादा नए अच्‍छे हॉसिपटल बनने की संभावना पैदा हुई है। ये permanent solution system से पैदा हुई है।

उसी प्रकार से दवाइयां- पैकिंग अच्‍छा होता है, दवाई लिखने वाले को भी कुछ मिलता रहता है। आप जानते होंगे डॉक्‍टरों की कॉन्‍फ्रेंस कभी सिंगापुर होती है कभी दुबई होती है, हैं। वहां कोई बीमार है इसलिए नहीं जाते हैं, फार्मास्‍यूटिकल कम्‍पनियों के लिए जरूरी है, करते हैं।

तो हमने क्‍या किया- जेनेरिक मेडिसिन्‍स, और वो उतनी ही उत्‍तम क्‍वालिटी की होती है। जो दवाई 100 रुपये में मिलती थी, वो आज  जेनेरिक मेडिकल स्‍टोर में 15 रुपये में मिलती है। करीब 3 हजार ऐसे हमने जन-औषधालय का काम किया है और, और भी हम बढ़ा रहे हैं ताकि सामान्‍य व्‍यक्ति, और उसको हम प्रचारित भी कर रहे हैं।

***

अतुल तिवारी/ हिमांशु सिंह/ निर्मल

Canadian Solar, one of the world's largest solar power companies, has acquired 97.6MWp solar photovoltaic project in Cafayate, Salta Province, Argentina.

The Cafayate Project was awarded in the second public renewable energy tender in Argentina, receiving a USD denominated 20-year Power Purchase Agreement at US$56.28/MWh. Canadian Solar plans to start construction on the plant in July 2018. Once connected to the grid by Q2 of 2019, the plant will generate approximately 235,777 MWh of electricity per year, which will be sold to CAMMESA.

Verano Capital, an American project developer headquartered in Santiago, announced  that the 47 MW solar project they initially developed was selected in Chile’s latest energy tender with a winning bid at $25.38/MWh, the lowest 24/7 block price combining solar and wind ever recorded in the history of energy tenders.

The twin-island state Antigua and Barbuda has taken a leading role in terms of clean energy supply in the Caribbean.

Tamarugal Solar Project in the Tarapacá region will provide reliable, non-intermittent electricity from solar energy 24-hours a day 

SolarXXL is an already well known and successful company for photovoltaics in Europe.

France’s EDF Renewable Energy (EN) has inaugurated the 146 MW Boléro solar plant in the Atacama Desert of Northern Chile, according to a press release.

OAKVILLE, ON, April 23, 2018 /PRNewswire/ - Algonquin Power & Utilities Corp. ("APUC") (TSX/NYSE: AQN) today announced plans to release 2018 first quarter financial results on Thursday, May 10, 2018, after market close.  APUC will hold an earnings conference call at 10:00 a.m. eastern time on Friday, May 11, 2018, hosted by Chief Executive Officer, Ian Robertson and Chief Financial Officer, David Bronicheski.

Conference call details are as follows:

Date:

Friday, May 11, 2018

Time:

10:00 a.m. ET

Conference Call Access:

Toll Free Canada/US:

1-800-319-4610


Toronto local:

416-915-3239


Please ask to join the Algonquin Power & Utilities Corp. conference call 

Presentation Access:

http://services.choruscall.ca/links/algonquinpower20180511.html

Presentation also available at: www.algonquinpowerandutilities.com

Call Replay:

(available until May 25)

Toll Free Canada/US:

1-855-669-9658

Vancouver local:

1-604-674-8052


Access code:

2150

About Algonquin Power & Utilities Corp.
APUC is a diversified generation, transmission and distribution utility with $10 billion of total assets. Through its two business groups, APUC provides rate regulated natural gas, water, and electricity generation, transmission, and distribution utility services to over 750,000 customers in the United States, and is committed to being a global leader in the generation of clean energy through its portfolio of long term contracted wind, solar and hydroelectric generating facilities representing more than 1,500 MW of installed capacity. APUC delivers continuing growth through an expanding pipeline of renewable energy development projects, organic growth within its rate regulated generation, distribution and transmission businesses, and the pursuit of accretive acquisitions. Common shares and preferred shares are traded on the Toronto Stock Exchange under the symbols AQN, AQN.PR.A, and AQN.PR.D.  APUC's common shares are also listed on the New York Stock Exchange under the symbol AQN.

Visit APUC at www.algonquinpowerandutilities.com and follow us on Twitter @AQN_Utilities.

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SOURCE Algonquin Power & Utilities Corp.

Related Links

http://www.algonquinpower.com

LOS ANGELES, April 23, 2018 /PRNewswire/ -- sonnen, the global market leader in intelligent residential energy storage, announced today that Ani Backa, former attorney and government affairs manager for Xcel Energy, has joined sonnen as U.S. Director of Regulatory Strategy and Utility Initiatives.

Ani's responsibilities at sonnen will include working directly with regulatory bodies and utilities across the country to promote the implementation and expansion of the sonnenCommunity model and help drive innovative electricity services that connect clean, decentralized energy.  In this role, she will foster strategic partnerships with developers and stakeholders committed to the deployment of residential battery storage and sonnenCommunity projects across the U.S. and in other key regions around the world.

"As an outspoken champion of the transition to clean energy, Ani shares sonnen's mission of delivering clean and reliable energy for all, specifically by promoting the benefits of distributed energy storage resources and VPP innovations," said Blake Richetta, Senior Vice President and leader of the Company's U.S. presence.  "With an impressive career as a lawyer in the energy field and as a significant player in the utility space at Xcel Energy, Ani will be a key asset in promoting energy storage regulation. This will support the success of sonnen's partnerships in implementing VPP technology for sonnenCommunity projects, such as the Mandalay Homes Jasper Community. Under her leadership and continued work with local regulatory and utility partners, we will further sonnen's foothold as the premier energy storage provider in the United States."

With deep knowledge of micro and macro energy market trends and breakthrough technological platforms, this new role combines Ani's extensive experience in energy with sonnen's worldwide leadership in home energy management.  Her experience in the regulatory space will support sonnen's efforts in working with utilities as the company continues to successfully deploy VPP initiatives, and bolster existing grid infrastructure to create more clean, resilient and reliable energy communities throughout the U.S. To this end, sonnen will demonstrate to its partners a continued commitment to end-users at all stages of the process with unparalleled customer support.

"I am thrilled to join sonnen at such an exciting and transformative time in the residential energy storage market," said Ani Backa, U.S. Director of Regulatory Strategy and Utility Initiatives at sonnen. "Grid modernization is the key to a sustainable energy future for citizens around the world. sonnen's continued innovation and commitment to grid integration will play a pivotal role in helping utilities increase the flexibility of their existing grid infrastructure, while better managing distributed renewable resources.  I look forward to working with my colleagues in Europe, Australia and South America to drive sonnen's growth through strategic partnerships with energy and utility providers, with the overarching goal of advancing the customer experience."

About sonnen
At sonnen, we believe clean, affordable, and reliable energy for all is one of the greatest challenges of our time. sonnen is a proven global leader in intelligent energy management solutions that provide greater energy control for residential customers through increased solar self-consumption, reduced peak energy usage and reliable backup power during outages – contributing to a cleaner and more reliable energy future. sonnen has won several awards for its energy innovations, including the 2018 Fast Company Most Innovative Companies in Energy, 2017 Zayed Future Energy Prize, MIT's Technology Review's 50 Smartest Companies in 2016, Global Cleantech 100 for 2015-2017, Greentech Media's 2016 Grid Edge Award for innovation, and Cleantech's 2015 Company of the Year Award in both Israel and Europe.

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SOURCE sonnen

HOUSTON, April 23, 2018 /PRNewswire/ -- The 2018 DUG Permian Basin conference agenda is poised to reflect the region's position as a proving ground for producers seeking to reduce drilling costs, improve technology and expand acreage. The newly expanded second-day of content, now called DUG Technology, will highlight these advancements in sand, water and logistics.

The Permian's leading oil and gas giants are prepped and ready to share their company's fine-tuned processes and plans May 21-23 at the Fort Worth Convention Center.

"DUG Permian Basin will provide operators' first-hand insight into how they're improving their EURs and their next steps in driving up those numbers," said Oil and Gas Investor's Editor-at-large, Nissa Darbonne. The added DUG Technology program will reveal the latest in water and sand solutions -- and current best practices in delivering these downhole to the richest rock."

In an Operator Spotlight, Devon Energy's Vice President for the Delaware Business Unit, John Raines, will share its forecasts of $2.5 billion of free cash flow through 2020. Devon Energy was among the few listed for generating profitability when oil prices dipped to $35 per barrel and has the attention of many companies for its optimization and rich rocks.

WPX Energy's President & COO Clay Gaspar will tee-off the first day of the conference with an opening keynote featuring the company's growth in the Delaware. Since its 2015 entry, WPX has grown Delaware production to more than 58,000 boe/d—more than twice that of a year earlier. The first-90-day production from five Lindsay 10-15 pad wells was 576,000 bbl of oil. Gaspar will share more on how the company is making the zones pay.

Shortly after Gaspar's Opening Keynote, Marathon Oil's Vice President of Resource Plays - South, Todd Abbott, will lead an Operator Spotlight on the company's portfolio and plan. Marathon Oil's 2017 Northern Delaware entry bolted onto its already strong resource positions in the Bakken, Eagle Ford, and Midcontinent. The portfolio is now producing some 250,000 net BOE/d. 

From keynote presentations and operator spotlights to roundtable discussions, DUG Permian Basin conference will host 30+ speakers. Featured speakers include:

  • Steve Pruett, President & CEOElevation Resources
  • J. Ross Craft, Chairman & CEOApproach Resources Inc.
  • Steve Herod, Executive Vice President, Corporate Development, Halcon Resources Corp.
  • Jim Summers, CEOH20 Midstream LLC
  • Thomas F. Darden, CEOWolfcamp Water Partners LLC
  • Hunter Wallace, COO, Atlas Sand Company LLC
  • Greg Garcia, Executive Vice President, Sales & MarketingSolaris Oilfield Infrastructure Inc.
  • Rhett Bennett, CEOBlack Mountain Sand
  • J. Michael Anderson, PresidentLayne Water Midstream; Senior Vice President & CFO, Layne Christensen Co.
  • Kevin Fisher, CEO, PropX
  • Ron Gusek, President, Liberty Oilfield Services

For more on DUG Permian Basin, visit DUGPermian.com.

About Hart Energy
For more than 40 years, Hart Energy editors and experts have delivered market-leading insights to investors and energy industry professionals. The Houston-based company produces award-winning magazines (such as Oil and Gas Investor, E&P and Midstream Business); online news and data services; in-depth industry conferences (like the DUG™ series); GIS data sets and mapping solutions; and a range of research and consulting services.  For information, visit hartenergy.com.

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SOURCE Hart Energy

Related Links

http://www.hartenergy.com

OKLAHOMA CITY, April 23, 2018 /PRNewswire/ -- Energy and Environmental Services, Inc. ("we" or the "Company") (OTC-PINK: EESE) today announced its unaudited financial results for the year ended December 31, 2017.

"With the closing of our 2017 fiscal year, we achieved a more than 90% increase in sales over 2016, which shows our progress in the overall operation of our business," stated Leon Joyce, CEO. "While much has been achieved, we will continue to work on growing revenues, operational efficiency and diversification in 2018," added Joyce.

2017 EES Financial Highlights

  • Sales revenues rebounded in 2017 to $3,803,800 from $1,967,300 in 2016. Sales in 2016 and 2015 were much below previous levels and reflected the oil and gas industry slow-down after the dramatic drop in oil prices in 2015. Oil prices showed gains in 2017 and industry activity increased, which buoyed company sales. Increased industry activity also supported higher margins in 2017, which lowered cost of sales.
  • The company realized a net operating loss of $(1,466,400) in 2017 versus a net operating loss of $(3,258,500) for 2016. The total net loss in 2017 was $(2,385,600) versus a net loss of $(2,098,000) for 2016. The net loss in 2017 was increased generally by a write-down of obsolete inventory of $(743,000) and a loss on the sale of our office building of $(241,200).  These impairments are non-recurring charges.
  • The company has a strong balance sheet with $3,651,400 of cash and cash equivalents and working capital of $5,467,900 at December 31, 2017.

Outlook

We showed a strong increase in revenues in 2017. With improving margins, we expect a return to profitability in 2018.  Our chemical sales should grow as the oil and gas industry gradually recovers with oil prices recently reaching 3-year highs. We anticipate growth in coating product sales with the Vortex pump barrel joint venture coming on line. Our enzyme and probiotics products are nearing final stages of development, and we expect several products to reach market later this year. The success of these products will diversify and smooth our revenue stream.

Our 2017 annual report and proxy statement can be viewed on the EES website in the Investor section at www.eesokc.com and on the OTC markets website www.otcmarkets.com, under our filings and disclosure.

Further announcements will be forthcoming.

About EES

Energy and Environmental Services, Inc. (EES), based in Oklahoma City, participates in the oilfield chemical, anti-corrosive coatings and biotech industries.  EES was established in 1991 and management has over 50 years of experience blending, manufacturing and packaging custom liquids and solid chemicals for the oil, gas and agricultural industries.  Additionally, the company has expanded to develop innovative products and applications for enzyme system technologies, livestock feed supplements, specialized anti-corrosive coatings and solar well treatment systems.  Please visit the company's website at www.eesokc.com.

Further announcements will be forthcoming.

Safe Harbor for Forward-Looking Statements
Certain statements contained in this press release are forward-looking statements. These forward-looking statements involve risks and uncertainties that could cause Energy & Environmental Services actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. Except as required by law, Energy & Environmental Services expressly disclaims any intent or obligation to update any forward-looking statements.

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SOURCE Energy and Environmental Services, Inc.

Related Links

http://www.eesokc.com

Este proceso de colaboración pretende dar con mejorías en eficiencia energética que se puedan aplicar a escala mundial 

SONOMA, California, 23 de abril de 2018 /PRNewswire/ -- Shell Lubricants y AirFlow Truck Company han presentado un nuevo camión que ofrece un asombroso ahorro de combustible. Ambas empresas han diseñado y fabricado este vehículo de próxima generación, de nombre Starship, con el objetivo de demostrar lo que se puede hacer para reducir la demanda energética en el transporte de carga. Utiliza tecnologías ya disponibles para minimizar la cantidad de energía necesaria para transportar una carga de un punto a otro. El camión ya se puede ver en el evento gratuito Make the Future California de Shell en la pista de carreras de Sonoma. (www.shell.us/makethefuturecalifornia)

"Buscamos proyectos como la iniciativa Starship para que Shell siga estando en cabeza en cuanto a desarrollo de tecnología y eficiencia energética. La colaboración con AirFlow Truck Company y otros proveedores da a Shell Lubricants la oportunidad de ponerse de acuerdo con empresas innovadoras para explorar lo que se puede hacer realmente en cuanto al ahorro de combustible", afirmó el Sr. Robert Mainwaring, director de Tecnología de Innovación de Shell Lubricants. "El transporte representa más de la cuarta parte del uso energético total mundial y una quinta parte de las emisiones de dióxido de carbono energéticas del mundo: el 72 % de ellas se atribuye al transporte por carretera, del que los camiones representan una parte considerable. Por tanto, el aumento de la eficiencia y el ahorro de combustible en el sector del transporte comercial podría realizar progresos considerables para ayudar a reducir las emisiones".

Con nuevas normativas de ahorro de combustible a la vista en todo el mundo y la necesidad de seguir avanzando en este tema, Shell Lubricants reconoce que es importante tener un enfoque holístico a la hora de avanzar. No obstante, obtener mejorías considerables en el ahorro de combustible para camiones pesados es todo un reto, dado el tamaño y el diseño de tractores y remolques, y es un área a la que no se ha dedicado mucho interés en las últimas décadas.

"Shell cree firmemente que las relaciones de colaboración y diseño compartido son esenciales para reducir de forma eficaz las emisiones y mejorar la eficiencia y ha creado dichas relaciones con diversos fabricantes originales líderes a escala mundial", afirmó el Sr. Mainwaring. "La relación con AirFlow Truck Company y otros proveedores para crear el proyecto Starship forma parte de un proceso de colaboración dirigido por Shell que fomenta el diseño compartido y ha dado como resultado un camión que se utilizará para cuestionar la forma en que se define la eficiencia en términos de camiones. En los últimos años, hemos desarrollado un prototipo que ha explorado el papel que el peso ligero, la simplificación y la lubricación han desempeñado en el transporte personal. Starship es el prototipo de Shell equivalente para el transporte de carga".

Shell ha proporcionado asesoría técnica sobre piezas para motores y grupos motores, además de recomendaciones sobre las necesidades de lubricante en el camión del proyecto Starship. El camión utiliza el aceite para motor de próxima generación, de viscosidad reducida, alto rendimiento y totalmente sintético de Shell. El uso de aceites con base totalmente sintética, además de una tecnología de aditivos avanzada, ofrece protección ante el desgaste, la formación de depósitos y la degradación del aceite. La viscosidad reducida permite un mayor ahorro de combustible en comparación con un SAE 15W-40 convencional. El lubricante comparte la misma viscosidad que el Rimula Ultra E+ de Shell y lo están probando fabricantes originales de todo el mundo.

"Como líderes en lubricantes de alto rendimiento, tenemos una responsabilidad para con el sector más allá de nuestros productos. Por eso me siento tan orgulloso de esta colaboración con AirFlow Trucking, ya que supone una oportunidad única de explorar formas de mejorar el ahorro de combustible en el ámbito del transporte. Para avanzar, necesitamos soluciones creativas ante el desafío energético mundial, como Starship, y que beneficiará a nuestros clientes, conductores y al resto del mundo en los próximos años", afirmó el Sr. Chris Guerrero, director internacional de Marca de Lubricantes de Alto Rendimiento.

Antes de mostrarlo al público en el evento Make the Future de Shell en Sonoma, las empresas han seguido perfeccionando el camión. En mayo de 2018, Shell y AirFlow Truck Company demostrarán el rendimiento del Starship en un trayecto de costa a costa de EE. UU.: desde California a Florida. El camión llevará la carga máxima admisible dentro del peso bruto del vehículo de 36.287 kg (80.000 lb).

La eficiencia en cuanto al tonelaje de carga y el ahorro de combustible se medirán por el camino y el resultado se compartirá públicamente. La eficiencia en cuanto a la carga es el principal indicador que se medirá en el camión Starship. Shell y AirFlow creen que se trata de la medición más importante en cuanto a transporte de carga. Se define como la energía necesaria para mover una carga del punto A al punto B. Maximizar la cantidad de carga que lleva el camión reducirá el ahorro de combustible, no obstante, mejorará la eficiencia en cuanto al tonelaje de carga y reducirá las emisiones de carbono relacionadas con el peso.

Las lecciones aprendidas con el proyecto Starship tendrán un impacto a escala mundial. El sector internacional de los camiones se ha unido en el desafío de "ir más allá con menos" para reducir el consumo de combustible al tiempo que se maximiza la carga, tanto para reducir costes como para cumplir con la normativa en cuanto a ahorro de combustible. El camión utiliza un moderno motor de Clase 81, cuyas demandas se están reproduciendo a escala mundial: mayor temperatura, desgaste mecánico y corrosivo, minimización de la creación de depósitos y la necesidad de mayores intervalos de cambio de aceite y vida del motor. En el mercado hay numerosas opciones innovadoras que favorecen el ahorro (de combustible) y en Starship hemos utilizado varias de ellas. Por tanto, se trata de soluciones que los propietarios de camiones de todo el mundo pueden implantar rápidamente para generar beneficios en sus propios vehículos. El proyecto Starship es un paso del trayecto que aborda el desafío energético mundial; un trayecto que beneficiará al sector de los camiones de forma directa y al medio ambiente en general. Para estar al corriente de las últimas actividades de AirFlow Starship, visite www.shell.com/starship.

NOTAS PARA LOS EDITORES
Tecnología de camiones de Starship

  • Starship es un camión de Clase 8 en EE. UU.: esta clasificación específica de EE. UU. se determina con respecto al peso bruto nominal simple (GVWR, por sus siglas en inglés). Las clases van de 1 a 8 y la clasificación nace en la Administración Federal de Carreteras (FHWA, por sus siglas en inglés)del Departamento de Transporte.
  • La carrocería del tractor del proyecto Starship es un diseño aerodinámico 100% hecho a medida y fabricado en fibra de carbono. Se incluyen los faldones laterales, el capó y el tren delantero.
  • El camión del proyecto Starship cuenta con un motor de 6 cilindros con 400 cv y 2508 newton metros de torsión (1850 pies-libra). El motor estándar está calibrado con una transmisión que soporta velocidades muy bajas y por debajo de las 800 rpm.
  • Los obturadores con parrilla activa (activa según la temperatura para maximizar la aerodinámica y la eficiencia) se abren para que el aire fluya por el radiador y el compartimento del motor para favorecer la refrigeración. Cuando no se necesita refrigeración, los obturadores se cierran de forma automática y el aire circula por el vehículo. El resultado es una resistencia menos aerodinámica y un menor consumo de combustible. Además, los obturadores cerrados cuando hay bajas temperaturas reducen el tiempo de calentamiento del motor.
  • En el futuro, el camión contará con un sistema de eje eléctrico híbrido con un motor y un eje eléctricos que sustituyen al eje trasero no accionado del tractor. Esto proporcionará una mayor potencia al subir de marchas, donde se consume la mayor parte del combustible, el eje extrae la energía del camión y la deriva a la batería para acelerar y frenar. La configuración del eje de reducción con controles avanzados del motor y transmisión manual automatizada también proporciona una mayor eficiencia, además de una buena potencia de tracción.
  • Un panel solar de 5000 vatios instalado sobre el techo del remolque carga y almacena energía en una batería de 48 voltios y es suficiente para las cargas normales del camión, como luces, limpiaparabrisas, motores de los ventiladores, indicadores, aire acondicionado y calefacción, microondas y otros componentes eléctricos.

Colaboraciones de Shell

  • Shell, que reconoce la necesidad de dar con soluciones de transporte sostenibles, más limpias y de mayor eficiencia energética, colabora y comparte diseño con diversos proyectos. En 2016, Shell trabajó con Gordon Murray Design y Geo Technology para diseñar juntos el prototipo Shell, un vehículo urbano ultraeficiente que, comparado con un coche urbano normal, usa un 34% menos de energía primaria durante toda su vida útil.

Acerca de AirFlow Truck Company
AirFlow Truck Company ha creado dos anteriores camiones remolque aerodinámicos y de bajo consumo de Clase 8, el primero en 1983 y el más reciente en 2012. El más reciente, denominado Bullet Truck, fue de costa a costa con una carga de casi 30.000 kg (65.000 libras) de peso bruto y alcanzó una media récord de 5,7 km/l (13,4 mpg).

Acerca de Shell Lubricants
Shell Lubricants produce y vende una amplia variedad de lubricantes a una cartera de clientes muy diferentes en 150 países, desde consumidores hasta empresas. Producimos lubricantes para sectores como automovilismo de consumo, transporte de alto rendimiento, minería, generación de energía, fabricación en general, etc. Nuestras marcas incluyen Pennzoil, Quaker State, Shell Helix, Shell Advance, Shell Rotella y Shell Rimula, Shell Tellus y Shell Gadus. Gracias a nuestra robusta cadena de suministro, nuestros productos llegan a clientes de todo el mundo. Contamos con cinco plantas de aceite base, 40 plantas de mezcla de lubricantes (y envasado) y 10 plantas de producción de grasa en 32 países de todo el mundo.

El sólido historial de Shell en tecnología para lubricantes se remonta a más de 70 años atrás. Contamos con más de 200 científicos e ingenieros que trabajan en centros técnicos especializados en lubricantes en China, Japón, Alemania y EE. UU. También tenemos más de 150 patentes de aceites base, lubricantes y grasas y realizamos millones de ensayos al año. Nuestras relaciones cercanas con los fabricantes originales nos ayudan a seguir trabajando para crear lubricantes de gran calidad. También trabajamos con los principales equipos de deportes de motor como Scuderia Ferrari, BMW Motorsport, Hyundai Motorsport y Ducati Corse para utilizar las carreras como zona de pruebas y ofrecer a los clientes lubricantes de calidad profesional. Además, ofrecemos a nuestros clientes una amplia variedad de servicios técnicos: Shell LubeMatch, Shell LubeAdvisor y Shell LubeChat. Para obtener más información, inicie sesión en www.shell.com.
*Kline & Company, "Global Lubricants Industry November 2016: Market Analysis and Assessment" (La industria global de lubricantes en noviembre de 2016: análisis y evaluación del mercado).

MEDIDAS CAUTELARES
Las empresas en las que Royal Dutch Shell plc. tiene inversiones de forma directa e indirecta son entidades jurídicas independientes. En este comunicado de prensa, "Shell", "grupo Shell" y "Royal Dutch Shell" se utilizan a veces por conveniencia cuando se hace referencia a Royal Dutch Shell plc. y a sus filiales en general. Del mismo modo, las palabras "nosotros" y "nuestro" también se usan para referirse a Royal Dutch Shell plc. y a sus filiales en general o a quienes trabajen para ellos. Estos términos también se usan sin ningún objetivo en especial a la hora de identificar a una entidad o entidades en particular. Los términos "filiales'', "filiales de Shell" y "empresas Shell" se usan en este comunicado de prensa para referirse a entidades sobre las que Royal Dutch Shell plc. tiene control de forma directa o indirecta. Las entidades y acuerdos no constituidos sobre los que Shell tenga el control conjunto se suelen denominar "empresas conjuntas" y "operaciones conjuntas", respectivamente. Las entidades sobre las que Shell tenga una influencia considerable pero no tenga ni el control ni el control conjunto se denominan "socios". El término "interés de Shell" se usa por conveniencia con el fin de indicar la titularidad directa o indirecta por parte de Shell en una entidad o acuerdo conjunto no constituido tras la exclusión de los intereses de terceros.

Este comunicado de prensa contiene declaraciones prospectivas (en el sentido de lo dispuesto por la Ley de Reforma de Litigios sobre Valores Privados de los Estados Unidos de 1995) relativas a la condición económica, los resultados de operaciones y negocios de Royal Dutch Shell. Todas las declaraciones que no sean de hechos históricos son, o se podrían considerar como declaraciones prospectivas. Las declaraciones prospectivas son declaraciones sobre expectativas futuras que se basan en las expectativas actuales de la dirección y en sus suposiciones e implican incertidumbres y riesgos, conocidos o no, que podrían hacer que los resultados, el rendimiento o los eventos reales difieran significativamente de los que se expresan, explícita o implícitamente, en dichas declaraciones. Las declaraciones prospectivas incluyen, entre otras cosas, declaraciones relativas a la exposición potencial de Royal Dutch Shell ante riesgos del mercado y declaraciones que expresen las expectativas, creencias, cálculos, previsiones, proyecciones y suposiciones de la dirección. Estas declaraciones prospectivas se identifican por el uso de términos como "objetivo", "ambición', ''anticipar'', ''creer'', "podría'', ''calcular'', ''esperar'', ''metas'', ''intención'', ''previsión'', ''plan'', ''probablemente'', ''proyecto'', ''riesgos'', "programa", ''buscar'', ''debería'', ''será'' y términos y frases similares. Existen varios factores que podrían afectar las operaciones futuras de Royal Dutch Shell y que podrían provocar que esos resultados difieran materialmente de los expresados en las declaraciones a futuro incluidas en esta nota de prensa, incluyendo (sin limitarse): (a) fluctuaciones del precio del petróleo crudo y del gas natural; (b) cambios en la demanda de productos de Shell, (c) fluctuaciones de las divisas; (d) resultados de la perforación y producción; (e) estimaciones de reservas; (f) pérdida de cuota de mercado y competencia de la industria; (g) riesgos ambientales y físicos; (h) riesgos asociados con la identificación de propiedades y objetivos que tengan el potencial de ser adquiridos, y la negociación y cierre exitosos de dichas transacciones; (i) el riesgo de hacer negocio en países en desarrollo y países sujetos a sanciones internacionales; (j) desarrollos legislativos, fiscales y normativos, incluyendo medidas normativas sobre el cambio climático; (k) condiciones económicas y de los mercados financieros de varios países y regiones; (l) riesgos políticos, incluidos los riesgos de expropiación y renegociación de los términos de contratos con entidades de gobierno, demoras o avances en la aprobación de proyectos y demoras en el reembolso de los costos compartidos; y (m) cambios en las condiciones comerciales. No se ofrece ninguna garantía de que los pagos de dividendos futuros igualen o superen los pagos de dividendos anteriores. Todas las declaraciones prospectivas que figuran en este comunicado de prensa están expresamente matizadas en tu totalidad por las declaraciones cautelares que figuran en esta sección o a las que se hace mención en ella. Los lectores no deberán confiar de forma indebida en las declaraciones prospectivas. Hay factores adicionales que pueden afectar los resultados a futuro recogidos en los contenidos en el formulario 20-F de Royal Dutch Shell para el año concluido el 31 de diciembre del 2013 (disponibles en www.shell.com/investor y en www.sec.gov). Estos factores de riesgo también matizan expresamente todas las declaraciones prospectivas que figuran en este comunicado de prensa y el lector deberá tenerlos en cuenta. Toda declaración prospectiva expresa la situación existente a fecha del mismo, el 19 de abril de 2018. Ni Royal Dutch Shell plc. ni ninguna de sus filiales asumimos obligación alguna de actualizar o revisar públicamente ninguna declaración prospectiva como resultado de nueva información, eventos futuros u otra información. A la luz de estos riesgos, los resultados podrían diferir de forma considerable de los establecidos, implícitos o deducibles de las declaraciones prospectivas que figuran en este comunicado de prensa.

En este comunicado de prensa, quizá hayamos utilizado determinados términos, como recursos, que la Comisión de Bolsa y Valores de EE. UU. (SEC, por sus siglas en inglés) nos prohíbe estrictamente incluir en los documentos presentados ante la SEC. Se exhorta a los inversores estadounidenses a que estudien cuidadosamente las declaraciones en nuestro Formulario 20-F, archivo n. º 1-32575 disponible en la página de la SEC en Internet en www.sec.gov.

1 Un camión de Clase 8 es de alto rendimiento según la clasificación de la Administración Federal de Carreteras del Departamento de Transporte de EE. UU..

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SOURCE Shell

Related Links

http://www.shell.com

Gemeinsamer Ansatz soll Verbesserungen bei der Energieeffizienz weltweit verfügbar machen

SONOMA, Kalifornien, 23. April 2018 /PRNewswire/ -- Shell Lubricants und die AirFlow Truck Company haben einen neuen Lkw mit extrem niedrigem Kraftstoffverbrauch vorgestellt. Die beiden Unternehmen hatten sich bei der Entwicklung und Konstruktion dieses Fahrzeugs der nächsten Generation, das den Namen Starship trägt, zum Ziel gesetzt, das Einsparpotenzial beim Energieverbrauch im Güterverkehr aufzuzeigen. Dabei kommen derzeit verfügbare Technologien zum Einsatz, um den Energieverbrauch beim Gütertransport von einem Ort zu einem anderen auf ein Minimum zu reduzieren. Der Lkw wird derzeit auf der frei zugänglichen Shell-Veranstaltung „Make the Future California" auf dem Sonoma Raceway einer breiteren Öffentlichkeit vorgestellt. (www.shell.us/makethefuturecalifornia)

„Wir suchen uns Projekte wie den Starship aus, damit Shell bei der technologischen Entwicklung und bei der Energieeffizienz immer vorne mit dabei ist. Über die Zusammenarbeit mit der AirFlow Truck Company und anderen Zulieferern erhält Shell Lubricants die Möglichkeit, sich mit innovativen Unternehmen zusammenzutun, um das tatsächliche Einsparpotenzial beim Kraftstoff auszuloten", sagt Robert Mainwaring, Technology Manager für den Bereich Innovationen bei Shell Lubricants. „Der Transportsektor steht für mehr als ein Viertel des weltweiten Energieverbrauchs und ein Fünftel der globalen CO2-Emissionen: 72 Prozent davon gehen auf das Konto des Straßenverkehrs und hier machen Lkw einen erheblichen Anteil aus. Fortschritte bei der Effizienzsteigerung und ein immer wirtschaftlicherer Kraftstoffverbrauch im Güterverkehr können daher einen wichtigen Beitrag zur Reduzierung von Emissionen leisten."

Angesicht neuer Kraftstoffverordnungen, die sich rund um den Globus derzeit abzeichnen, und weil für einen wirtschaftlichen Kraftstoffverbrauch ein permanenter Fortschritt notwendig ist, hat Shell Lubricants erkannt, dass ein ganzheitlicher Ansatz wichtig ist, wenn man in diesem Bereich vorwärtskommen will. Der Weg hin zu Verbesserungen beim Kraftstoffverbrauch für Schwerlast-Lkw gestaltet sich allerdings schwierig, wenn man sich die Größe und die Konstruktion von Zugmaschine und Anhängern anschaut. Zudem hat man es hier mit einem Bereich zu tun, dem in den vergangenen Jahrzehnten nicht so viel Aufmerksamkeit geschenkt wurde.

„Shell ist fest davon überzeugt, dass kooperative Beziehungen, und das meint hier Co-Engineering, bei der Reduzierung von Emissionen und bei der Effizienzsteigerung von entscheidender Bedeutung sind, und deshalb hat das Unternehmen solche Beziehungen beim Co-Engineering mit einer ganzen Reihe von führenden OEMs aufgebaut", so Mainwaring. „Die Partnerschaften mit der AirFlow Truck Company und anderen Zulieferern für die Umsetzung des Starship-Projekts sind Teil des von Shell angeführten kooperativen Ansatzes, mit dem das Co-Engineering-Konzept gestärkt werden soll und aus dem ein Lkw hervorgegangen ist, mit dessen Hilfe eine Neudefinition der Effizienz von Lkw angestoßen werden kann. Wir haben in den vergangenen Jahren ein Konzept-Auto entwickelt, mit dem wir erkunden konnten, welche Rolle ein leichteres Gewicht, aerodynamisch angepasste Eigenschaften und Verwendung von Schmiermitteln bei Pkw spielen. Der Starship ist das Shell Concept Car für den Frachtverkehrs."

Shell stellte dafür sein technisches Know-how bei der Technik für Motoren und Antriebsstränge zu Verfügung. Zudem stand es bei Fragen zu den Schmiermittel, die beim Lkw des Starship-Projekts verwendet werden, mit Rat zur Seite. Bei dem Lkw kommt das voll synthetische Motoröl der nächsten Generation von Shell mit einer niedrigen Viskosität zum Einsatz, das insbesondere für Schwerlastfahrzeuge geeignet ist. Die Verwendung von voll synthetischen Grundölen und der Zusatz von modernen Additiven bietet Schutz vor Alterung, Ablagerungen und Zersetzung des Öls. Dank der niedrigen Viskosität erhält man im Vergleich zu einem herkömmlichen Motoröl (SAE 15W-40) einen sehr viel besseren Kraftstoffverbrauch. Bei der Viskosität verfügt das Schmiermittel über die gleichen Eigenschaften wie das Shell Rimula Ultra E+. Zudem wird es derzeit von OEMs auf der ganzen Welt getestet.

„Als Marktführer bei Schmierstoffen für den Schwerlastverkehr haben wir in der Branche auch jenseits unserer Produkte mehr Verantwortung. Deswegen bin ich auch ziemlich stolz über diese Zusammenarbeit mit AirFlow Trucking, durch die wir die einzigartige Möglichkeit haben, verschiedene Ansätze auszuloten, wie bei Verkehrsanwendungen mehr Kraftstoff eingespart werden kann. Wenn wir vorwärtskommen wollen, brauchen wir kreative Lösungen für die Energieprobleme der Welt, und eine solche Lösung ist der Starship, von dem in den kommenden Jahren unsere Kunden, die Fahrer und am Ende auch die ganze Welt profitieren wird", so Chris Guerrero, Global Brand Manager des Bereichs Heavy Duty Lubricants.

Im Vorfeld der ersten Vorführung des Trucks bei der „Make the Future"-Veranstaltung von Shell an der Sonoma-Strecke haben die beiden Unternehmen noch permanent an der Feinabstimmung gebastelt. Im Mai 2018 werden Shell und die AirFlow Truck Company dann auf einer Tour des Starship von der West- zur Ostküste die Leistungsfähigkeit des Lkw unter Beweis stellen. Los geht es in Kalifornien und enden wird die Tour in Florida. Der Lkw verfügt über ein zulässiges Gesamtgewicht von 36.287 kg/80.000 lbs. und wird dementsprechend das maximal zuladbare Frachtvolumen transportieren.

Die Kosten je Tonnenkilometer und der Kraftstoffverbrauch werden während der Fahrt gemessen und die Ergebnisse anschließend veröffentlicht. Als wichtigster Indikator gelten die Kosten je Tonnenkilometer, die im Starship-Truck gemessen werden. Für Shell und Airflow ist dies die wichtigste Messgröße zur Bestimmung der Effizienz von Gütertransporten. Sie wird anhand der Menge an Energie ermittelt, die für den Transport von Gütern von A nach B benötigt wird. Auch wenn sich eine größere Lkw-Ladung negativ auf den Kraftstoffverbrauch auswirkt, so werden dennoch die Kosten je Tonnenkilometer gesenkt und auch der auf das Gewicht bezogene Ausstoß von CO2 kann reduziert werden.

Die Erkenntnisse aus dem Starship-Projekt sind weltweit von Bedeutung. Die globale Lkw-Branche steht gemeinsam der Aufgabe gegenüber, „mit weniger weiter zu kommen", das heißt, der Kraftstoffverbrauch muss reduziert werden, während sich das Transportvolumen erhöht. Und beides unter der Vorgabe, die Kosten zu senken und die regulatorischen Bestimmungen beim Kraftstoffverbrauch zu erfüllen. Bei dem Lkw kommt eine moderne Motorentechnologie gemäß der US-amerikanischen „Class 8"1-Kategorie zum Einsatz, deren Vorgaben weltweit kopiert werden. Das bezieht sich auf höhere Temperaturen, mechanische Abnutzung und Korrosion, Reduzierung von Ablagerungen sowie größere Intervalle beim Ölwechsel und eine längere Motorlaufleistung. Beim Starship kommt ein breites Spektrum an innovativen Technologien für einen besseren Kraftstofferbrauch zum Einsatz. Dabei konnten wir hier auf eine große Auswahl an Komponenten zurückgreifen, die auf vielen Märkten weltweit im Handel verfügbar sind. Somit haben wir es hierbei mit Lösungen zu tun, die auf der ganzen Welt ohne großen Aufwand in Lkw eingebaut werden und von denen Transportunternehmer unmittelbar profitieren können. Das Starship-Projekt ist ein wichtiger Zwischenschritt auf dem Weg zur Bewältigung der globalen Herausforderungen beim Energieverbrauch. Und am Ende dieses Weges soll die Lkw-Branche ebenso profitieren wie die Umwelt. Bleiben Sie beim Thema Airflow Starship auf dem neusten Stand: www.shell.com/starship.

HINWEISE FÜR REDAKTEURE
Technik des Starship-Lkw

  • Beim Starship handelt es sich um einen Class-8-Sattelschlepper gemäß der US-amerikanischen Klassifizierung: diese insbesondere in den USA gültige Einteilung basiert auf der zulässige Gesamtmasse (zGM) (Gross Vehicle Weight Rating, GVWR) von Fahrzeugen. Die Kategorien reichen hier von Klasse 1 bis 8 und werden von der Federal Highway Administration (FHWA; Behörde für Fernverkehrsstraßen) des US-amerikanischen Verkehrsministeriums festgelegt.
  • Die Karosserie der Zugmaschine des Starship verfügt über ein maßgeschneidertes, aerodynamisches Design und besteht zu 100 Prozent aus Kohlefasern. Das umfasst auch die Seitenschürzen, die Haube und die Frontpartie.
  • Der Starship-Lkw wir von einem 6-Zylinder-Motor angetrieben und verfügt über eine Leistung von 400 PS und kommt beim Drehmoment auf eine Größe von 2.508 Newtonmeter/1.850 Foot-Pounds. Der Standardmotor wurde mit dem Getriebe auf einen extrem niedertourigen Betrieb (ab einer Drehzahl von 800 U/min) abgestimmt.
  • Aktive Kühlerjalousien (aktiv im Bezug auf die Temperatur für eine optimale Aerodynamik und maximale Effizienz) können geöffnet werden, um den Luftstrom zur Kühlung durch den Radiator und in den Motorbereich zu lenken. Sobald die Kühlung nicht mehr benötigt wird, schließen sich die Kühlerklappen automatisch und die Luft wird um das Fahrzeug herum geleitet, was zu einem geringeren Luftwiderstand und zu einem reduzierten Spritverbrauch führt. Zudem helfen die geschlossenen Klappen dabei, bei kalten Witterungsbedingungen die Aufwärmzeit des Motors zu verkürzen.
  • Zukünftig soll der Lkw mit einem hybriden elektrischen Achsantriebssystem mit einem Elektromotor und einer Achse, die die nicht angetriebene Hinterachse der Zugmaschine ersetzt, ausgestattet sein. Damit soll die Leistung beim Hochschalten, dem Vorgang mit dem höchsten Kraftstoffverbrauch, gesteigert werden: die Achse überträgt hierbei die durch den Lkw erzeugte Energie in die Batterie, die für die Beschleunigung bzw. für die Bremse benötigt wird. Für eine erhöhte Effizienz und eine exzellente Zugkraft kommt eine Achseinstellung zum Herunterbremsen mithilfe modernster Motorsteuerung sowie eine automatisierte manuelle Übertragung zum Einsatz
  • Auf dem Dach des Aufliegers befindet sich eine 5.000 Watt starke Solaranlage, die Strom für einen 48-Volt-Akku produziert. Dieser ist geeignet, die Versorgung der Standardkomponenten des Lkw, wie Licht, Scheibenwischer, Gebläse, Anzeigen, Klimaanlage sowie Heizung, Mikrowellengeräte und andere elektronische Instrumente, zu gewährleisten.

Kooperationen von Shell

  • Shell hat erkannt, wie wichtig nachhaltige, saubere und energieeffiziente Lösungen im Güterverkehr sind. Daher hat das Unternehmen, mithilfe des Co-Engineering-Konzepts, Kooperationen zu einer ganzen Reihe von Projekten aufgebaut. 2016 hat Shell mit Gordon Murray Design und Geo Technology zusammengearbeitet, um gemeinsam das Shell Concept Car zu entwickeln. Dabei handelt es sich um ein extrem sparsames Stadtauto, das über die gesamte Lebensdauer gerechnet im Vergleich zu herkömmlichen Fahrzeugen für den Stadtverkehr 34 Prozent weniger Primärenergie verbraucht.

INFORMATIONEN ZU AirFlow Truck Company
Die AirFlow Truck Company hat bislang zwei aerodynamische und kraftstoffsparende Zugmaschinen der Klasse 8 gebaut – den ersten davon 1983 und den zweiten 2012. Das zuletzt gebaute Gefährt, der Bullet Truck, bewältigte mit einem zulässigen Gesamtgewicht von 30.000 kg (65.000 Pfund) einen Gütertransport von Küste zu Küste bei einem rekordverdächtigen durchschnittlichen Spritverbrauch von 5,7 km/l bzw. 13,4 mpg.

INFORMATIONEN ZU Shell Lubricants
Shell Lubricants produziert und vertreibt eine breite Palette an Schmierstoffen für ein großes Kundenspektrum – von Endverbrauchern bis zu Geschäftskunden – in 150 Ländern. Wir produzieren Schmierstoffe für die Bereiche Endverbraucher, Schwerlastverkehr, Bergbau, Stromerzeugung, Fertigungsindustrie und andere Branchen. Zu unseren Marken gehören Pennzoil, Quaker State, Shell Helix, Shell Advance, Shell Rotella und Shell Rimula, Shell Tellus und Shell Gadus. Dank unserer belastbaren Lieferkette sind wir in der Lage, unsere Produkte an Kunden auf der ganzen Welt auszuliefern. Teil dieser Lieferkette sind fünf Fabriken für Grundöle, 40 Anlagen für das Mischen (und Abfüllen) von Schmiermitteln sowie 10 Anlagen für die Produktion von Schmierfetten. Die Standorte sind rund um den Globus verteilt und befinden sich in insgesamt 32 Ländern.

Die große Tradition von Shell bei der Schmiermittel-Technologie reicht mehr als 70 Jahre zurück. Wir beschäftigen über 200 Wissenschaftler und Ingenieure, die in speziellen Technikzentren für Schmiermittel in China, Japan, Deutschland und in den USA arbeiten. In den Bereichen Grundöle, Schmiermittel und Fette verfügen wir über mehr als 150 Patente und wir führen jedes Jahr Millionen von Tests durch. Die engen Beziehungen, die wir mit OEMs unterhalten, unterstützen uns bei der fortlaufenden Arbeit für die Herstellung von Qualitätsschmierstoffen. Wir arbeiten zudem mit Top-Teams aus dem Motorsport, wie Scuderia Ferrari, BMW Motorsport, Hyundai Motorsport und Ducati Corse, zusammen. Autorennen dienen uns dabei als Testumgebung über die wir die Qualität von Schmiermitteln im Rennbetrieb auch für den normalen Straßenverkehr bereitstellen können. Des Weiteren bieten wir unseren Kunden ein breites Spektrum an technischen Serviceleistungen an, wobei hier insbesondere Shell LubeMatch, Shell LubeAdvisor und Shell LubeChat erwähnt werden sollen. Weitere Informationen erhalten Sie unter www.shell.com.
*Kline & Company, „Global Lubricants Industry November 2016: Market Analysis and Assessment." (Die globale Branche für Schmierstoffe im November 2016: Marktanalyse und Bewertung des Markts.)

HINWEISE FÜR DIE LESER
Die Gesellschaften, an denen die Royal Dutch Shell plc direkt oder indirekt Beteiligungen besitzt, sind rechtlich eigenständige Geschäftseinheiten. In dieser Bekanntmachung werden „Shell", „der Shell-Konzern" und „Royal Dutch Shell" zuweilen der Einfachheit halber verwendet, um die Royal Dutch Shell plc und ihre Tochtergesellschaften im Allgemeinen zu bezeichnen. Gleichermaßen beziehen sich die Ausdrücke „wir", „uns" und „unsere" auch auf Tochtergesellschaften im allgemeinen Sinne oder auf die ihn ihrem Auftrag tätigen Unternehmen. Ferner werden diese Ausdrücke verwendet, wenn die genaue Bezeichnung der jeweiligen Gesellschaft(en) nicht als zweckdienlich erachtet wird. Die in dieser Bekanntmachung verwendeten Begriffe „Tochtergesellschaften", „Tochtergesellschaften von Shell" und „Gesellschaften von Shell" beziehen sich auf Gesellschaften, die der direkten oder indirekten Kontrolle der Royal Dutch Shell plc unterliegen. Gesellschaften sowie betriebliche Konstellationen, bei denen keine Eingliederung in den Konzern besteht, über die Shell eine geteilte Kontrolle ausübt, werden im Allgemeinen als „Joint Ventures" bzw. „gemeinsame Geschäftsbetriebe" bezeichnet. Geschäftseinheiten, auf die Shell einen erheblichen Einfluss ausübt, über die es aber weder die alleinige noch eine gemeinsame Kontrolle hat, werden hier als „verbundene Unternehmen" bezeichnet. Der Begriff „Anteile von Shell" wird der Einfachheit halber verwendet und bezieht sich auf die direkten und/oder indirekten Eigentumsanteile von Shell an einer Geschäftseinheit oder einem nicht konzerneigenen gemeinsamen Geschäftsbetrieb nach Ausschluss aller von Dritten gehaltener Anteile.

Diese Bekanntmachung beinhaltet zukunftsgerichtete Aussagen (gemäß den Bestimmungen des U.S. Private Securities Litigation Reform Act von 1995) bezüglich der Finanzlage sowie der Ergebnisse der Geschäfte und Unternehmen von Royal Dutch Shell. Alle Aussagen, mit Ausnahme von Aussagen zu historisch belegten Tatsachen, sind zukunftsgerichtete Aussagen oder können als solche erachtet werden. Zukunftsgerichtete Aussagen sind Aussagen bezüglich künftiger Erwartungen auf der Grundlage der heutigen Erwartungen und Annahmen der Geschäftsführung und unterliegen bekannten und nicht bekannten Risiken und Unsicherheiten, infolge derer die tatsächlichen Ergebnisse, Leistungskennzahlen oder Ereignisse von den in diesen Aussagen ausgedrückten oder angedeuteten maßgeblich abweichen können. Zukunftsgerichtete Aussagen umfassen unter anderem Aussagen bezüglich der potenziellen Konfrontation von Royal Dutch Shell mit Marktrisiken sowie Aussagen, in denen die Erwartungen, Ansichten, Schätzungen, Prognosen, Vorausberechnungen und Annahmen der Geschäftsführung wiedergegeben werden. Diese zukunftsgerichteten Aussagen lassen sich durch den Gebrauch von Begriffen und Wendungen, wie „abzielen auf", „Zielsetzung", „annehmen", „glauben", „könnten", „schätzen", „erwarten", „Ziele", „beabsichtigen", „können", „Vorgaben", „Aussicht", „planen", „wahrscheinlich", „Projekt", „Risiken", „Zeitplan", „sich bemühen", „sollen", „Aufgabe", „werden" und ähnlicher Begriffe und Wendungen identifizieren. Eine Reihe von Faktoren können die zukünftige Geschäftstätigkeit von Royal Dutch Shell beeinträchtigen und zur Folge haben, dass diese Ergebnisse von den in den zukunftsgerichteten Aussagen dieser Bekanntmachung dargelegten Ergebnissen maßgeblich abweichen, einschließlich (jedoch nicht begrenzt auf): (a) Schwankungen der Preise für Rohöl und Erdgas; (b) Änderungen der Nachfrage nach den Produkten von Shell; (c) Währungsfluktuationen; (d) Bohr- und Produktionsergebnisse; (e) Schätzungen bezüglich Vorkommen; (f) Verlust von Marktanteilen und Wettbewerbsfähigkeit in der Branche; (g) umweltbezogene und technische Risiken; (h) Risiken im Zusammenhang mit der Identifizierung geeigneter potenzieller Akquisitionsobjekte und -ziele sowie das erfolgreiche Verhandeln und Abschließen dieser Transaktionen; (i) Risiken der Geschäftstätigkeit in Entwicklungsländern und Ländern, die internationalen Sanktionen unterliegen; (j) gesetzliche, steuerrechtliche und regulatorische Entwicklungen, einschließlich regulatorischer Maßnahmen bezüglich des Klimawandels; (k) wirtschaftliche und finanzielle Marktbedingungen in verschiedenen Ländern und Regionen; (l) politische Risiken, einschließlich Risiken der Enteignung und Neuverhandlung von Vertragsbestimmungen mit Regierungsinstanzen, Verzögerungen oder Entwicklungen bei der Genehmigung von Projekten und Verzüge bei der Erstattung geteilter Kosten; und (m) Änderungen von Handelskonditionen. Es gibt keinerlei Gewährleistung dafür, dass zukünftige Dividendenausschüttungen dasselbe oder ein höheres Niveau als vorherige Ausschüttungen erreichen. Alle in dieser Bekanntmachung enthaltenen zukunftsgerichteten Aussagen stehen in ihrer Gesamtheit durch die in diesem Abschnitt enthaltenen bzw. referenzierten Hinweise an die Leser ausdrücklich unter Vorbehalt. Leser sollten sich nicht über Gebühr auf diese zukunftsgerichteten Aussagen verlassen. Zusätzliche Risikofaktoren, die Auswirkungen auf künftige Ergebnisse haben können, sind im Formular 20-F der Royal Dutch Shell für das am 31. Dezember 2017 zu Ende gegangene Jahr enthalten (verfügbar unter www.shell.com/investor und www.sec.gov). Diese Risikofaktoren versehen alle in dieser Bekanntmachung enthaltenen zukunftsgerichteten Aussagen mit ausdrücklichem Vorbehalt und sind vom Leser zu berücksichtigen. Jegliche zukunftsgerichtete Aussage gibt ausschließlich die Sicht zum Datum dieser Bekanntmachung, dem 19. April 2018, wieder. Weder die Royal Dutch Shell plc noch irgendeine ihrer Tochtergesellschaften übernehmen irgendeine Verpflichtung der öffentlichen Aktualisierung oder Überarbeitung irgendeiner zukunftsgerichteten Aussage aufgrund neuer Erkenntnisse, künftiger Ereignisse oder sonstiger Informationen. Im Hinblick auf diese Risiken können die Ergebnisse von den in den zukunftsgerichteten Aussagen dieser Bekanntmachung dargestellten, angedeuteten oder daraus gefolgerten Ergebnissen erheblich abweichen.

Möglicherweise verwenden wir in dieser Bekanntmachung Begriffe, wie beispielsweise „Ressourcen", deren Verwendung uns seitens der United States Securities and Exchange Commission (SEC) in unseren bei der SEC eingereichten Unterlagen streng untersagt ist. US-amerikanische Investoren werden dringend gebeten, sich mit der Mitteilung in unserem auf der Website der SEC www.sec.gov verfügbaren Formular 20-F, Dokument-Nr. 1-32575 eingehend zu befassen.

1 Ein „Class 8"-Lkw ist ist ein Schwerlastkraftwagen gemäß der Klassifizierung durch die Federal Highway Administration des US-amerikanischen Verkehrsministeriums.

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SOURCE Shell

Related Links

http://www.shell.com

SHANGHAI, April 17, 2018 /PRNewswire/ -- JinkoSolar Holding Co., Ltd. ("JinkoSolar" or the "Company") (NYSE: JKS), a global leader in the solar PV industry, today announced that it has signed a renewed credit agreement with HSBC (China) Co., Ltd. ("HSBC") to increase its credit limit to $47 million from $25 million.

"This updated agreement reflects the recognition of leading financial institutions such as HSBS in our brand, operation and financial condition," commented Mr. Charlie Cao, JinkoSolar's Chief Financial Officer. "Strong financial support will help enhance our sustained development capability and strengthen our leading position in the industry. We look forward to working closely with HSBC in the future."

About JinkoSolar Holding Co., Ltd.

JinkoSolar (NYSE: JKS) is a global leader in the solar industry. JinkoSolar distributes its solar products and sells its solutions and services to a diversified international utility, commercial and residential customer base in China, the United States, Japan, Germany, the United Kingdom, Chile, South Africa, India, Mexico, Brazil, the United Arab Emirates, Italy, Spain, France, Belgium, and other countries and regions. JinkoSolar has built a vertically integrated solar product value chain, with an integrated annual capacity of 8 GW for silicon ingots and wafers, 5 GW for solar cells, and 8 GW for solar modules, as of December 31, 2017.

JinkoSolar has over 12,000 employees across its 8 productions facilities globally, 16 oversea subsidiaries in Japan (2), Singapore, India, Turkey, Germany, Italy, Switzerland, United States, Canada, Mexico, Brazil, Chile, Australia, South Africa and United Arab Emirates, and global sales teams in United Kingdom, Bulgaria, Greece, Romania, Jordan, Saudi Arabia, Egypt, Morocco, Ghana, Kenya, Costa Rica, Colombia, Panama and Argentina.

To find out more, please see: www.jinkosolar.com

Safe Harbor Statement

This press release contains forward-looking statements. These statements constitute "forward-looking" statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "future," "intends, "plans," "believes," "estimates" and similar statements. Among other things, the quotations from management in this press release and the Company's operations and business outlook, contain forward-looking statements. Such statements involve certain risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. Further information regarding these and other risks is included in JinkoSolar's filings with the U.S. Securities and Exchange Commission, including its annual report on Form 20-F. Except as required by law, the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

For investor and media inquiries, please contact:

In China:

Mr. Sebastian Liu
JinkoSolar Holding Co., Ltd.
Tel: +86 21-5183-3056
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Mr. Christian Arnell
Christensen, Beijing 
Tel: +86 10 5900 2940
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

In the U.S.:

Ms. Linda Bergkamp
Christensen, Scottsdale, Arizona
Tel: +1-480-614-3004
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Cision View original content:http://www.prnewswire.com/news-releases/jinkosolar-extends-credit-limit-with-hsbc-300631055.html

SOURCE JinkoSolar Holding Co., Ltd.

SHANGHAI, April 5, 2018 /PRNewswire/ -- JinkoSolar Holding Co., Ltd. (NYSE: JKS) (the "Company," or "JinkoSolar"), a global leader in the solar PV industry, today announced that it has supplied solar modules for America's largest solar PV plant in Mexico. According to terms of the contract, JinkoSolar has supplied high efficient solar modules to a European counterparty for its 754 MW solar PV plant in Mexico, which is expected to begin operations during the second half of 2018 and generate over 1,700 GWh each year.

"We are very pleased to join this significant project," said Gener Miao, JinkoSolar Vice President of Sales & Marketing. "By providing high-quality products, not only do we contribute to the development of Mexico's clean energy, it also further strengthens our presence in the American market."

About JinkoSolar Holding Co., Ltd.
JinkoSolar (NYSE: JKS) is a global leader in the solar industry. JinkoSolar distributes its solar products and sells its solutions and services to a diversified international utility, commercial and residential customer base in China, the United States, Japan, Germany, the United Kingdom, Chile, South Africa, India, Mexico, Brazil, United Arab Emirates, Italy, Spain, France, Belgium, and other countries and regions. JinkoSolar has built a vertically integrated solar product value chain, with an integrated annual capacity of 8.0 GW for silicon wafers, 5.0 GW for solar cells, and 8.0 GW for solar modules, as of December 31, 2017.

JinkoSolar has over 12,000 employees across its 8 productions facilities globally, 16 oversea subsidiaries in Japan (2), Singapore, India, Turkey, Germany, Italy, Switzerland, United States, Canada, Mexico, Brazil, Chile, Australia, South Africa and United Arab Emirates, and global sales offices in China, Hong Kong, Japan, India, Turkey, Germany, Switzerland, United States, Brazil, Chile, Australia, South Africa and United Arab Emirates.

To find out more, please see: www.jinkosolar.com

Safe-Harbor Statement

This press release contains forward-looking statements. These statements constitute "forward-looking" statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "future," "intends, "plans," "believes," "estimates" and similar statements. Among other things, the quotations from management in this press release and the Company's operations and business outlook, contain forward-looking statements. Such statements involve certain risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. Further information regarding these and other risks is included in JinkoSolar's filings with the U.S. Securities and Exchange Commission, including its annual report on Form 20-F. Except as required by law, the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

For investor and media inquiries, please contact:

In China:
Mr. Sebastian Liu
JinkoSolar Holding Co., Ltd.
Tel: +86 21-5183-3056
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

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SOURCE JinkoSolar Holding Co., Ltd.

SHANGHAI, March 20, 2018 /PRNewswire/ -- JinkoSolar Holding Co., Ltd. (NYSE: JKS) (the "Company," or "JinkoSolar"), a global leader in the solar PV industry, today announced that in cooperation with Asunim Turkey, a leading PV project developer and EPC company has completed the largest solar power plant in the Aegean region. Asunim is currently one of the leading EPC companies in Turkey and has so far concluded projects of 140MW with a separate and clear structure committed for long-term O&M commitments. The dedicated international engineering team of Asunim has a long track record of successful systems design and implementation, using cutting-edge 3D modelling and simulation software to correctly elaborate extremely important shading and counter slope calculations.

The power plant in Manisa, Turkey consists of two separate sites that have an outcome of 40.3 MW, built in parallel. One of 19.7MW and the other of 20.6 MW. Both are located in Manisa, Turkey. The systems feature JinkoSolar high-efficiency (PID free) solar modules and REFUsol 40K string inverters operating without the need for fan cooling and with full IP65 protection against humidity and dust. The German company, Solar-Log was the choice for the SCADA system. Operation and Maintenance activities will be covered by Maxima Energy, affiliate but independent O&M Company of Asunim.

"Installing a project on a flat terrain is easier when compared to sites with different slopes. In order to get the highest yield several different studies and calculations were made for this challenging project." comments managing partner of Asunim Turkey, Mr. Umut Gürbüz .

"We are extremely pleased to see this contract as an outcome of our steadily growing successful partnership with Asunim Turkey over the last years. Asunim Turkey, as a trusted local partner, shares and follows the same highest product and service quality levels that we do also apply within Jinko Solar globally which makes us stronger and helps us to maintain our leadership position in the market.'' adds Mr. Gener Miao, Vice President Global Sales and Marketing of JinkoSolar.

About JinkoSolar Holding Co., Ltd.

JinkoSolar (NYSE: JKS) is a global leader in the solar industry. JinkoSolar distributes its solar products and sells its solutions and services to a diversified international utility, commercial and residential customer base in China, the United States, Japan, Germany, the United Kingdom, Chile, South Africa, India, Mexico, Brazil, the United Arab Emirates, Italy, Spain, France, Belgium, and other countries and regions. JinkoSolar has built a vertically integrated solar product value chain, with an integrated annual capacity of 8 GW for silicon ingots and wafers, 5 GW for solar cells, and 8 GW for solar modules, as of December 31, 2017.

JinkoSolar has over 15,000 employees across its 8 productions facilities globally, 16 oversea subsidiaries in Japan (2), Singapore, India, Turkey, Germany, Italy, Switzerland, United States, Canada, Mexico, Brazil, Chile, Australia, South Africa and United Arab Emirates, and global sales teams in United Kingdom, Bulgaria, Greece, Romania, Jordan, Saudi Arabia, South Africa, Egypt, Morocco, Ghana, Kenya, Costa Rica, Colombia, Panama and Argentina.

To find out more, please see: www.jinkosolar.com

About Asunim Yenilenebilir Enerji Teknolojileri İnş. Müh. San. Tic. Ltd:
Asunim is based in Ankara, Turkey and operates as a consultant, project developer and EPC and O&M company with focus on project legalization, engineering, component supply and the execution of photovoltaic power plants in the Turkish market and greater region. It belongs to the Asunim group with current further subsidiaries in Portugal, Spain, Dubai and the United Kingdom, accumulating a current track record of 850MW.
www.asunim.co

About Maxima Enerji Sistemleri Teknik Servis Ve Taahhüt Ticaret A.Ş.:
Maxima is based in Ankara, Turkey and operates as an O&M company with focus on PV project operation and maintenance of Asunim's own EPC portfolio and third-party system customers in the Turkish market and greater region. It belongs to the Asunim group. Many years of experience flow into Maxima fine-tuning and detecting errors, leading to drastic increases of energy yield on existing solar power plants.
www.maximaenerji.com.tr

Safe Harbor Statement

This press release contains forward-looking statements. These statements constitute "forward-looking" statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "future," "intends, "plans," "believes," "estimates" and similar statements. Among other things, the quotations from management in this press release and the Company's operations and business outlook, contain forward-looking statements. Such statements involve certain risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. Further information regarding these and other risks is included in JinkoSolar's filings with the U.S. Securities and Exchange Commission, including its annual report on Form 20-F. Except as required by law, the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

For investor and media inquiries, please contact:
In China:
Mr. Sebastian Liu
JinkoSolar Holding Co., Ltd.
Tel: +86 21-5183-3056
Email: This email address is being protected from spambots. You need JavaScript enabled to view it. 

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SOURCE JinkoSolar Holding Co., Ltd.

SHANGHAI, March 9, 2018 /PRNewswire/ -- JinkoSolar Holding Co., Ltd. (NYSE: JKS) (the "Company," or "JinkoSolar"), a global leader in the solar PV industry, today announced that it was awarded the "Top Brand PV" seal in the Australian, German, and Austrian markets by EuPD Research, Europe's leading sustainability research firm.

The Top Brand PV seal is awarded based on survey responses from close to a thousand installers and intermediaries in markets with mature residential and commercial rooftop PV sectors such as Australia, Germany, and Austria. Participants of the survey rated JinkoSolar positively on aspects such as brand awareness and brand management. JinkoSolar is also ranked among the top module manufacturers based on recommendations from Australian, German, and Austrian PV installers who responded that they are highly likely to recommend JinkoSolar to their customers.

"We're extremely honored to be named as one of the top PV brands in Australia, Germany, and Austria. The seal is a testament to the quality of our modules and strong market reputation" Mr. Gener Miao, JinkoSolar Vice President of Sales & Marketing, noted. "This is a particularly noteworthy accomplishment, considering that the survey respondents are installers in mature distributed generation markets where they've worked with a wide variety of modules and module brands and yet choose to recommend JinkoSolar," Mr. Miao added.

About JinkoSolar Holding Co., Ltd.

JinkoSolar (NYSE: JKS) is a global leader in the solar industry. JinkoSolar distributes its solar products and sells its solutions and services to a diversified international utility, commercial and residential customer base in China, the United States, Japan, Germany, the United Kingdom,Chile, South Africa, India, Mexico, Brazil, United Arab Emirates, Italy, Spain, France, Belgium, and other countries and regions. JinkoSolar has built a vertically integrated solar product value chain, with an integrated annual capacity of 8.0 GW for silicon wafers, 5.0 GW for solar cells, and 8.0 GW for solar modules, as of December 31, 2017.

JinkoSolar has over 15,000 employees across its 8 productions facilities globally, 16 oversea subsidiaries in Japan (2), Singapore, India, Turkey, Germany, Italy, Switzerland, United States, Canada, Mexico, Brazil, Chile, Australia, South Africa and United Arab Emirates, and global sales teams in United Kingdom, Bulgaria, Greece, Romania, Jordan, Saudi Arabia, South Africa, Egypt, Morocco, Ghana, Kenya, Costa Rica, Colombia, Panama, Argentina.

To find out more, please see: www.jinkosolar.com

Safe Harbor Statement

This press release contains forward-looking statements. These statements constitute "forward-looking" statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "future," "intends, "plans," "believes," "estimates" and similar statements. Among other things, the quotations from management in this press release and the Company's operations and business outlook, contain forward-looking statements. Such statements involve certain risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. Further information regarding these and other risks is included in JinkoSolar's filings with the U.S. Securities and Exchange Commission, including its annual report on Form 20-F. Except as required by law, the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

For investor and media inquiries, please contact:

In China:
Mr. Sebastian Liu
JinkoSolar Holding Co., Ltd.
Tel: +86 21-5183-3056
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

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SOURCE JinkoSolar Holding Co., Ltd.

SHANGHAI, March 9, 2018 /PRNewswire/ -- JinkoSolar Holding Co., Ltd. ("JinkoSolar" or the "Company") (NYSE: JKS), a global leader in the solar PV industry, today announced that it plans to release its unaudited financial results for the fourth quarter and full year ended December 31, 2017 before the open of U.S. markets on Thursday, March 22, 2018.

JinkoSolar's management will host an earnings conference call on March 22, 2018 at 8:00 a.m. U.S. Eastern Time (8:00 p.m.Beijing / Hong Kong the same day).

Dial-in details for the earnings conference call are as follows:

Hong Kong / International:

+852 3027 6500

 

U.S. Toll Free:

+1 855-824-5644

 

Passcode:

08398519#

 

Please dial in 10 minutes before the call is scheduled to begin and provide the passcode to join the call.

A telephone replay of the call will be available 2 hours after the conclusion of the conference call through 23:59 U.S. Eastern Time, March 29, 2018. The dial-in details for the replay are as follows:

International:

+61 2 8325 2405

 

U.S.:

+1 646 982 0473

 

Passcode:

319286604#

 

Additionally, a live and archived webcast of the conference call will be available on the Investor Relations section of JinkoSolar's website at http://www.jinkosolar.com.

About JinkoSolar Holding Co., Ltd.

JinkoSolar (NYSE: JKS) is a global leader in the solar industry. JinkoSolar distributes its solar products and sells its solutions and services to a diversified international utility, commercial and residential customer base in China, the United States, Japan, Germany, the United Kingdom, Chile, South Africa, India, Mexico, Brazil, the United Arab Emirates, Italy, Spain, France, Belgium, and other countries and regions. JinkoSolar has built a vertically integrated solar product value chain, with an integrated annual capacity of 8 GW for silicon ingots and wafers, 5 GW for solar cells, and 8 GW for solar modules, as of December 31, 2017.

JinkoSolar has over 15,000 employees across its 8 productions facilities globally, 16 oversea subsidiaries in Japan (2), Singapore, India, Turkey, Germany, Italy, Switzerland, United States, Canada, Mexico, Brazil, Chile, Australia, South Africa and United Arab Emirates, and global sales teams in United Kingdom, Bulgaria, Greece, Romania, Jordan, Saudi Arabia, South Africa, Egypt, Morocco, Ghana, Kenya, Costa Rica, Colombia, Panama and Argentina.

To find out more, please see: www.jinkosolar.com

Safe Harbor Statement

This press release contains forward-looking statements. These statements constitute "forward-looking" statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "future," "intends, "plans," "believes," "estimates" and similar statements. Among other things, the quotations from management in this press release and the Company's operations and business outlook, contain forward-looking statements. Such statements involve certain risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. Further information regarding these and other risks is included in JinkoSolar's filings with the U.S. Securities and Exchange Commission, including its annual report on Form 20-F. Except as required by law, the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

For investor and media inquiries, please contact:

In China:
Mr. Sebastian Liu
JinkoSolar Holding Co., Ltd.
Tel: +86 21-5183-3056
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Mr. Christian Arnell
Christensen
Tel: +86 10 5900 2940
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

In the U.S.:

Ms. Linda Bergkamp
Christensen, Scottsdale, Arizona
Tel: +1-480-614-3004
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

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SOURCE JinkoSolar Holding Co., Ltd.

SHANGHAI, March 22, 2018 /PRNewswire/ -- JinkoSolar Holding Co., Ltd. ("JinkoSolar" or the "Company") (NYSE: JKS), a global leader in the solar PV industry, today announced its unaudited financial results for the fourth quarter and full year ended December 31, 2017.

Fourth Quarter 2017 Highlights

  • Total solar module shipments were 2,481 megawatts ("MW") (including 14 MW to be used in the Company's overseas downstream solar projects), an increase of 4.5% from 2,374 MW in the third quarter of 2017 and an increase of 43.1% from 1,733 MW in the fourth quarter of 2016.
  • Total revenues were RMB6.35 billion (US$976.4 million), a decrease of 1.0% from the third quarter of 2017 and an increase of 24.0% from the fourth quarter of 2016.
  • Gross margin was 11.6%, compared with 12.0% in the third quarter of 2017 and 14.3% in the fourth quarter of 2016.
  • Income from operations was RMB91.3 million (US$14.0 million), compared with RMB91.9 million in the third quarter of 2017 and RMB77.9 million in the fourth quarter of 2016.
  • Net income attributable to the Company's ordinary shareholders from continuing operations was RMB22.5 million (US$3.5 million) in the fourth quarter of 2017, compared with RMB11.3 million in the third quarter of 2017 and RMB145.8 million in the fourth quarter of 2016.
  • Diluted earnings per American depositary share ("ADS") from continuing operations were RMB0.68(US$0.12).
  • Non-GAAP net income attributable to the Company's ordinary shareholders from continuing operations in the fourth quarter of 2017 was RMB41.5 million (US$6.4 million), compared with RMB25.9 million in the third quarter of 2017 and RMB218.2 million in the fourth quarter of 2016.
  • Non-GAAP basic and diluted earnings per ADS from continuing operations were RMB1.28(US$0.20) and RMB1.24(US$0.20), respectively, in the fourth quarter of 2017.

Full Year 2017 Highlights

  • Total solar module shipments were 9,807 MW (including 14 MW to be used in the Company's overseas downstream solar projects), an increase of 47.3% from 6,656 MW for the full year 2016.
  • Total revenues for the full year 2017 were RMB26.47 billion (US$4.07 billion), an increase of 23.7% from RMB21.40 billion for the full year 2016.
  • Gross margin was 11.3% for the full year 2017, compared with 18.1% for the full year 2016.
  • Income from operations was RMB325.3 million (US$50.0 million), compared with RMB1.35 billion for the full year 2016.
  • Net income attribute to the Company's ordinary shareholders from continuing operations was RMB141.7 million (US$21.8 million) for the full year 2017, compared with RMB990.7 million for the full year 2016.
  • Diluted earnings per ADS from continuing operations for the full year 2017 were RMB4.32(US$0.68), compared with RMB30.52 for the full year 2016.
  • Total diluted earnings per ADS from continuing and discontinued operations for the full year 2017 were RMB4.32(US$0.68), compared with RMB56.12 for the full year 2016.
  • Non-GAAP net income attributable to the Company's ordinary shareholders from continuing operations for the full year 2017 was RMB209.0 million (US$32.1 million), compared with RMB1.27 billion for the full year 2016.
  • Non-GAAP basic and diluted earnings per ADS from continuing operations for the full year 2017 were RMB6.48(US$1.00) and RMB6.36(US$0.96), respectively.

Mr. Kangping Chen, JinkoSolar's Chief Executive Officer commented, "we shipped 2,481MW of solar modules during the quarter while generating total revenues of $976.4 million. For the full year 2017, we further strengthened our leading global position in terms of global market share by shipping 9,807MW of solar modules, a 47.3% increase from 2016. Our gross margin was 11.3% for the year, compared to 18.1% in 2016, partially as a result of increased collaboration with OEM partners to meet surging market demand, especially in the first half of 2017, and higher raw material costs. We believe our gross margin and bottom line have ample room for improvement in 2018 as a result of the decrease in raw material costs, our reduced use of OEM, and enhanced cost structure supported by technology and supply chain management initiatives. We are confident in our ability to further expand our global market share in 2018."

"While many of the details from the Section 201 petition have yet to be ironed out, we have finalized plans to invest in the construction of an advanced solar module manufacturing facility in the southeastern United States to address local market demand. We will continue to invest in advanced manufacturing capacity overseas based on our global order book and market development. Emerging markets are gradually becoming our biggest growth driver, with demand from Latin America and Australia generating substantial growth momentum and the Middle East and African markets expected to rise in the coming year. We will continue to allocate more resources towards these high-growth markets in order to further solidify the long-term sustainable development of JinkoSolar."

"During the quarter, we continued to optimize our mono wafer production costs and have made substantial progress in crystalizing, cutting and argon recycling during the mono wafer production process. We broke our own world record during the quarter when solar cell efficiency for our P-type mono-crystalline PERC cell hit 23.45%. We also made solid progress in developing N type Hydride Oxide Thin Film (HOT) technology, with an industry-leading 21.9% in average cell efficiency during mass production. With demand increasing, we also plan to expand our production capacity of bifacial cell plus bifacial duo glass modules."

"We expect global demand to continue growing in 2018. This growth will mostly be driven by the emerging markets. With the cost of solar energy continuing to decrease and support for clean energy globally increasing, solar energy is becoming more and more competitive and are being applied more widely. We are very confident in the industry's long-term sustainability and prospects."

Fourth Quarter 2017 Financial Results

Total Revenues

Total revenues in the fourth quarter of 2017 were RMB6.35 billion (US$976.4 million), a decrease of 1.0% from RMB6.42 billion in the third quarter of 2017 and an increase of 24.0% from RMB5.12 billion in the fourth quarter of 2016. The sequential decrease was mainly attributable to a decrease in the shipment of silicon wafers and solar cells in the fourth quarter of 2017. The year-over-year increase was mainly attributable to an increase in solar module shipments, which was partially offset by a decline in the average selling price of solar modules in 2017.

Gross Profit and Gross Margin

Gross profit in the fourth quarter of 2017 was RMB735.3 million (US$113.0 million), compared with RMB772.4 million in the third quarter of 2017 and RMB730.0 million in the fourth quarter of 2016. The sequential decrease was mainly attributable to a slight decline in the gross margin of solar modules in the fourth quarter of 2017. The year-over-year increase was mainly attributable to an increase in solar module shipments, which was partially offset by a decline in the average selling price of solar modules in 2017.

Gross margin was 11.6% in the fourth quarter of 2017, compared with 12.0% in the third quarter of 2017 and 14.3% in the fourth quarter of 2016. The sequential decrease was mainly attributable to an increase in polysilicon cost and the appreciation of the RMB against the US dollar. The year-over-year decrease was mainly attributable to a decline in the average selling price of solar modules in the fourth quarter of 2017.

Income from Operations and Operating Margin

Income from operations in the fourth quarter of 2017 was RMB91.3 million (US$14.0 million), compared with RMB91.9 million in the third quarter of 2017 and RMB77.9 million in the fourth quarter of 2016. Operating margin in the fourth quarter of 2017 was 1.4%, compared with 1.4% in the third quarter of 2017 and 1.5% in the fourth quarter of 2016.

Total operating expenses in the fourth quarter of 2017 were RMB644.0 million (US$99.0 million), a decrease of 5.4% from RMB680.5 million in the third quarter of 2017 and a decrease of 1.2% from RMB652.1 million in the fourth quarter of 2016. The sequential decease was mainly due to a disposal gain in property, plant and equipment, which was partially offset by an increase in provision for accounts receivable. The year-over-year decrease was primarily due to a disposal gain in property, plant and equipment, which was partially offset by an increase in shipping costs.

Total operating expenses accounted for 10.1% of total revenues in the fourth quarter of 2017, compared to 10.6% in the third quarter of 2017 and 12.7% in the fourth quarter of 2016.

Interest Expense, Net

Net interest expense in the fourth quarter of 2017 was RMB55.6 million (US$8.5 million), an increase of 6.2% from RMB52.3 million in the third quarter of 2017 and a decrease of 25.5% from RMB74.5 million in the fourth quarter of 2016. The year-over-year decrease was due to a decrease in interest expenses associated with the Company's convertible senior notes, US$61.1 million of which were repurchased in the first quarter of 2017.

Exchange Gain / (Loss), Net

The Company recorded a net exchange loss (including change in fair value of forward contracts) of RMB33.9 million (US$5.2 million) in the fourth quarter of 2017, compared to a net exchange loss of RMB49.3 million in the third quarter of 2017 and a net exchange gain of RMB17.7 million in the fourth quarter of 2016. The sequential and year-over-year changes were primarily due to the continued depreciation of the US dollar against the RMB.

Income Tax Expense / (Benefit), Net

The Company recorded an income tax expense of RMB31.1 million (US$4.8 million) in the fourth quarter of 2017, compared with an income tax expense of RMB4.5 million in the third quarter of 2017 and an income tax benefit of RMB49.2 million in the fourth quarter of 2016.

Net Income and Earnings per Share

Net income attributable to the Company's ordinary shareholders from continuing operations in the fourth quarter of 2017 was RMB22.5 million (US$3.5 million), compared with RMB11.3 million in the third quarter of 2017 and RMB145.8 million in the fourth quarter of 2016.

Basic and diluted earnings per ordinary share from continuing operations were both of RMB0.17(US$0.03), during the fourth quarter of 2017. This translates into basic and diluted earnings per ADS from continuing operations both of RMB0.68(US$0.12).

Non-GAAP net income in the fourth quarter of 2017 was RMB41.5 million (US$6.4 million), compared with RMB25.9 million in the third quarter of 2017 and RMB218.2 million in the fourth quarter of 2016.

Non-GAAP basic and diluted earnings per ordinary share from continuing operations were RMB0.32(US$0.05) and RMB0.31(US$0.05), respectively, during the fourth quarter of 2017. This translates into non-GAAP basic and diluted earnings per ADS from continuing operations of RMB1.28(US$0.20) and RMB1.24(US$0.20), respectively.

Financial Position

As of December 31, 2017, the Company had RMB2.76 billion (US$424.4 million) in cash and cash equivalents and restricted cash, compared with RMB2.82 billion as of December 31, 2016.

As of December 31, 2017, the Company's accounts receivables due from third parties were RMB4.50 billion (US$691.3 million), compared with RMB4.75 billion as of December 31, 2016.

As of December 31, 2017, the Company's inventories were RMB4.27 billion (US$656.9 million), compared with RMB4.47 billion as of December 31, 2016.

As of December 31, 2017, the Company's total interest-bearing debts were RMB7.43 billion (US$1.14 billion), compared with RMB6.44 billion as of December 31, 2016.

Full Year 2017 Financial Results

Total Revenues

Total revenues for the full year 2017 were RMB26.47 billion (US$4.07 billion), an increase of 23.7% from RMB21.40 billion for the full year 2016. The increase in total revenues was mainly attributable to the increase in shipments of solar modules, which was partially offset by a decline in the average selling price of solar modules.

Gross Profit and Gross Margin

Gross profit for the full year 2017 was RMB2.99 billion (US$459.8 million), a decrease of 22.7% from RMB3.87 billion for the full year 2016. Gross margin was 11.3% for the full year 2017, compared with 18.1% for the full year 2016. The decrease was due to a decline in the average selling price of solar modules, increased volume produced by OEM partners and higher polysilicon price during the full year 2017.

Income from Operations and Operating Margin

Income from operations for the full year 2017 was RMB325.3 million (US$50.0 million), compared with RMB1.35 billion for the full year 2016. Operating margin for the full year 2017 was 1.2%, compared with 6.3% for the full year 2016.

Total operating expenses for the full year 2017 were RMB2.67 billion (US$409.8 million), an increase of 5.8% from RMB2.52 billion for the full year 2016. Operating expenses represented 10.1% of total revenues for the full year 2017, compared with 11.8% for the full year 2016. The increase in total operating expenses was primarily due to an increase in shipping costs and warranty costs, which were partially offset by a disposal gain in property, plant and equipment and a decrease in bad debt expenses due to the reversal of allowance for doubtful accounts upon subsequent collections.

Interest Expense, Net

Net interest expense for the full year 2017 was RMB245.5 million (US$37.7 million), a decrease of 31.7% from RMB359.3 million in 2016. The decrease was due to the repurchase of US$232.6 million in convertible senior notes and the repayment of US$123.5 million in bond payables.

Exchange Gain / (Loss), Net

The Company recorded an exchange loss of RMB122.6 million (US$18.8 million) for the full year 2017 due primarily to deprecation of US dollars against RMB. The Company had net exchange gain of RMB156.2 million in 2016.

Income Tax Expense, Net

The Company recognized an income tax expense of RMB4.6 million (US$0.7 million) for the full year 2017, compared with an income tax expense of RMB257.5 million in 2016.

Net Income and Earnings per Share

Net income attributable to the Company's ordinary shareholders from continuing operations for the full year 2017 was RMB141.7 million (US$21.8 million), compared with a net income of RMB990.7 million in 2016.

Basic and diluted earnings per share from continuing operations for the full year 2017 were RMB1.10(US$0.17) and RMB1.08(US$0.17), respectively. This translates into basic and diluted earnings per ADS from continuing operations of RMB4.40(US$0.68) and RMB4.32(US$0.68), respectively.

Non-GAAP net income from continuing operations for the full year 2017 was RMB209.0 million (US$32.1 million), compared with non-GAAP net income of RMB1.27 billion in 2016.

Non-GAAP basic and diluted earnings per share from continuing operations for the full year 2017 were RMB1.62(US$0.25) and RMB1.59(US$0.24), respectively, which translates into non-GAAP basic and diluted earnings per ADS from continuing operations of RMB6.48(US$1.00) and RMB6.36(US$0.96), respectively.

Fourth Quarter and Full Year 2017 Operational Highlights

Solar Module Shipments

Total solar module shipments in the fourth quarter of 2017 were 2,481 MW, including 14 MW to be used in the Company's overseas downstream solar projects.

Total solar module shipments in 2017 were 9,807 MW (including14 MW to be used in the Company's overseas downstream solar projects), compared to 6,656 MW in 2016.

Solar Products Production Capacity

As of December 31, 2017, the Company's in-house annual silicon wafer, solar cell and solar module production capacity was 8GW, 5GW and 8GW, respectively.

Recent Business Developments

  • In November 2017, JinkoSolar announced that it has been awarded the Cradle-to-Cradle certificate by SGS, the world's leading testing, inspection, verification, and certification organization.
  • In December 2017, JinkoSolar supplied polycrystalline photovoltaic panels to the first solar power plant in Armenia.
  • In January 2018, JinkoSolar announced that its wholly-owned subsidiary, JinkoSolar (U.S.) Inc., has signed a major master solar module supply agreement with a U.S. counterparty.
  • In February 2018, JinkoSolar announced that its world record breaking 1177 MW Sweihan project, co-developed by JinkoSolar, Marubeni, and the Abu Dhabi Electricity and Water Authority, was named as the Large Scale Solar Project of the Year by the Middle East Solar Industry Association.
  • In February 2018, JinkoSolar announced that it closed the follow-on offering of 4,140,000 ADSs, each representing four ordinary shares of the Company, par value US$0.00002 per share, at US$18.15 per ADS. The net proceeds of the follow-on offering to the Company, after deducting underwriting commissions and fees and estimated offering expenses, was approximately US$71.1 million.
  • In March 2018, JinkoSolar announced that it has completed the largest solar power plant in the Aegean region in cooperation with Asunim Turkey, a leading PV project developer and EPC company.

Operations and Business Outlook

First Quarter and Full Year 2018 Guidance

For the first quarter of 2018, the Company estimates total solar module shipments to be in the range of 1.8 GW to 2 GW.

For the full year 2018, the Company estimates total solar module shipments to be in the range of 11.5 GW and 12 GW.

Conference Call Information

JinkoSolar's management will host an earnings conference call on Thursday, March 22, 2018 at 8:00 a.m. U.S. Eastern Time (8:00 p.m.Beijing / Hong Kong the same day).

Dial-in details for the earnings conference call are as follows:

Hong Kong / International:

+852 3027 6500

 

U.S. Toll Free:

+1 855-824-5644

 

Passcode:

08398519#

 
     

Please dial in 10 minutes before the call is scheduled to begin and provide the passcode to join the call.

A telephone replay of the call will be available 2 hours after the conclusion of the conference call through 23:59 U.S. Eastern Time, March 29, 2018. The dial-in details for the replay are as follows:

International:

+61 2 8325 2405

 

U.S.:

+1 646 982 0473

 

Passcode:

319286604#

 
     

Additionally, a live and archived webcast of the conference call will be available on the Investor Relations section of JinkoSolar's website at www.jinkosolar.com.

About JinkoSolar Holding Co., Ltd.

JinkoSolar (NYSE: JKS) is a global leader in the solar industry. JinkoSolar distributes its solar products and sells its solutions and services to a diversified international utility, commercial and residential customer base in China, the United States, Japan, Germany, the United Kingdom, Chile, South Africa, India, Mexico, Brazil, United Arab Emirates, Italy, Spain, France, Belgium, and other countries and regions. JinkoSolar has built a vertically integrated solar product value chain, with an integrated annual capacity of 8.0 GW for silicon wafers, 5.0 GW for solar cells, and 8.0 GW for solar modules, as of December 31, 2017.

JinkoSolar has over 12,000 employees across its 8 productions facilities globally, 16 oversea subsidiaries in Japan (2), Singapore, India, Turkey, Germany, Italy, Switzerland, United States, Canada, Mexico, Brazil, Chile, Australia, South Africa and United Arab Emirates, and global sales offices in China, Hong Kong, Japan, India, Turkey, Germany, Switzerland, United States, Brazil, Chile, Australia, South Africa and United Arab Emirates.

To find out more, please see: www.jinkosolar.com

Use of Non-GAAP Financial Measures

To supplement its consolidated financial results presented in accordance with United States Generally Accepted Accounting Principles ("GAAP"), JinkoSolar uses certain non-GAAP financial measures including, non-GAAP net income , non-GAAP earnings per Share, non-GAAP earnings per ADS, and non-GAAP diluted weighted average ordinary shares outstanding, which are adjusted from the comparable GAAP results to exclude certain expenses or incremental ordinary shares relating to share-based compensation, convertible senior notes and capped call options:

  • Non-GAAP net income is adjusted to exclude the expenses relating to changes in fair value of convertible senior notes and capped call options, interest expenses of convertible senior notes, exchange gain on the convertible senior notes and capped call options, stock-based compensation, allocation of net income to redeemable non-controlling interests, and accretion to redemption value of redeemable non-controlling interests; given these Non-GAAP net income adjustments above are either related to the Company or its subsidiaries incorporated in Cayman Islands, which are not subject to tax exposures, or related to those subsidiaries with tax loss positions which result in no tax impacts, therefore no tax adjustment is needed in conjunction with these Non-GAAP net income adjustments; and
  • Non-GAAP earnings per Share and non-GAAP earnings per ADS are adjusted to exclude the expenses relating to the issuance costs of convertible senior notes, changes in fair value of convertible senior notes and capped call options, interest expenses of convertible senior notes and exchange gain on the convertible senior notes and capped call options, stock-based compensation, and accretion to redemption value of redeemable non-controlling interests.

The Company believes that the use of non-GAAP information is useful for analysts and investors to evaluate JinkoSolar's current and future performances based on a more meaningful comparison of net income and diluted net income per ADS when compared with its peers and historical results from prior periods. These measures are not intended to represent or substitute numbers as measured under GAAP. The submission of non-GAAP numbers is voluntary and should be reviewed together with GAAP results.

Currency Convenience Translation

The conversion of Renminbi into U.S. dollars in this release, made solely for the convenience of the readers, is based on the noon buying rate in the city of New York for cable transfers of Renminbi as certified for customs purposes by the Federal Reserve Bank of New York as of December 29, 2017, which was RMB6.5063 to US$1.00. No representation is intended to imply that the Renminbi amounts could have been, or could be, converted, realized, or settled into U.S. dollars at that rate or any other rate. The percentages stated in this press release are calculated based on Renminbi.

Safe-Harbor Statement

This press release contains forward-looking statements. These statements constitute "forward-looking" statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as "will," "expects," "anticipates," "future," "intends, "plans," "believes," "estimates" and similar statements. Among other things, the quotations from management in this press release and the Company's operations and business outlook, contain forward-looking statements. Such statements involve certain risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. Further information regarding these and other risks is included in JinkoSolar's filings with the U.S. Securities and Exchange Commission, including its annual report on Form 20-F. Except as required by law, the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

For investor and media inquiries, please contact:

In China:
Sebastian Liu
JinkoSolar Holding Co., Ltd.
Tel: +86 21-5183-3056
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Christian Arnell
Christensen
Tel: +86-10-5900-2940
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

In the U.S.:
Ms. Linda Bergkamp
Christensen
Tel: +1-480-614-3004
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

JINKOSOLAR HOLDING CO., LTD. 

UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS

(in thousands, except ADS and Share data)

   
 

2016

 

2017

 Continuing operations 

RMB

 

RMB

 

USD

 Revenues from third parties 

21,262,113

 

24,791,272

 

3,810,349

           

 Revenues from related parties 

138,525

 

1,681,671

 

258,468

           

 Total revenues 

21,400,638

 

26,472,943

 

4,068,817

           

 Cost of revenues 

(17,531,299)

 

(23,481,375)

 

(3,609,021)

           

 Gross profit 

3,869,339

 

2,991,568

 

459,796

           

 Operating expenses: 

         

   Selling and marketing 

(1,434,039)

 

(1,901,358)

 

(292,233)

   General and administrative 

(779,567)

 

(470,845)

 

(72,368)

   Research and development 

(181,106)

 

(294,103)

 

(45,203)

   Impairment of long-lived assets 

(125,524)

 

-

 

-

 Total operating expenses 

(2,520,236)

 

(2,666,306)

 

(409,804)

           

 Income from operations 

1,349,103

 

325,262

 

49,992

 Interest expenses, net 

(359,296)

 

(245,530)

 

(37,737)

 Change in fair value of derivative liability 

24,573

 

(16,122)

 

(2,478)

 Subsidy income 

168,647

 

147,917

 

22,734

 Exchange gain/(loss), net 

208,811

 

(114,345)

 

(17,575)

 Change in fair value of forward contracts 

(52,562)

 

(8,211)

 

(1,262)

 Change in fair value of convertible senior notes and capped call options 

(110,242)

 

-

 

-

 Other income, net 

8,768

 

59,647

 

9,168

 Investment income 

4,902

 

-

 

-

 Gain on disposal of subsidiaries 

5,018

 

257

 

40

 Income from continuing operations before income taxes  

1,247,722

 

148,875

 

22,882

 Income tax expense 

(257,487)

 

(4,627)

 

(711)

 Equity in income of affiliated companies 

-

 

(2,056)

 

(316)

 Income from continuing operations,  net of tax 

990,235

 

142,192

 

21,855

 Discontinued operations 

         

 Gain on disposal of discontinued operations 

1,007,884

 

-

 

-

 Income from discontinued operations before income taxes    

48,146

 

-

 

-

 Income tax expense, net 

(54,466)

 

-

 

-

Income from discontinued operations, net of tax

1,001,564

 

-

 

-

 Net income 

1,991,799

 

142,192

 

21,855

 Less: Net (loss)/income attributable to non-controlling
          interests from continuing operations 

(433)

 

486

 

75

 Less: Net income attributable to non-controlling
          interests from discontinued operations 

6,044

 

-

 

-

 Less: Accretion to redemption value of redeemable non-controlling
          interests of discontinued operations 

159,478

 

-

 

-

           

 Net income attributable to JinkoSolar Holding Co., Ltd.'s ordinary
shareholders 

1,826,710

 

141,706

 

21,780

           

 Earnings per share for ordinary shareholders, basic 

         

 Continuing operations 

7.87

 

1.10

 

0.17

 Discontinued operations 

6.64

 

-

 

-

 Total earnings per share for ordinary shareholders, basic 

14.51

 

1.10

 

0.17

           

 Earnings per share for ordinary shareholders, diluted 

         

 Continuing operations 

7.63

 

1.08

 

0.17

 Discontinued operations 

6.40

 

-

 

-

 Total earnings per share for ordinary shareholders, diluted 

14.03

 

1.08

 

0.17

           

 Earnings per ADS for ordinary shareholders, basic 

         

 Continuing operations 

31.48

 

4.40

 

0.68

 Discontinued operations 

26.56

 

-

 

-

 Total earnings per ADS for ordinary shareholders, basic 

58.04

 

4.40

 

0.68

           

 Earnings per ADS for ordinary shareholders, diluted 

         

 Continuing operations 

30.52

 

4.32

 

0.68

 Discontinued operations 

25.60

 

-

 

-

 Total earnings per ADS for ordinary shareholders, diluted 

56.12

 

4.32

 

0.68

           

 Weighted average ordinary shares outstanding: 

         

   Basic 

125,870,272

 

128,944,330

 

128,944,330

   Diluted 

130,590,441

 

131,687,230

 

131,687,230

           

 Weighted average ADS outstanding: 

         

   Basic 

31,467,568

 

32,236,083

 

32,236,083

   Diluted 

32,647,610

 

32,921,808

 

32,921,808

           
           

UNAUDITED CONDENSED CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME

           

 Net income 

1,991,799

 

142,192

 

21,855

 Other comprehensive income/(loss): 

         

   -Foreign currency translation adjustments 

92,202

 

(81,488)

 

(12,525)

 Comprehensive income 

2,084,001

 

60,704

 

9,330

 Less: comprehensive income attributable to non-controlling interests  

5,611

 

486

 

75

           

 Comprehensive income attributable to JinkoSolar Holding Co., Ltd.'s
ordinary shareholders 

2,078,390

 

60,218

 

9,255

           

 Reconciliation of GAAP and non-GAAP Results(Excluding discontinued operations) 

       
           

 1. Non-GAAP earnings per share and non-GAAP earnings per ADS 

         
           

 GAAP net income attributable to ordinary shareholders from continuing
operations 

990,668

 

141,706

 

21,780

           

 Change in fair value of convertible senior notes and capped call options 

110,242

 

-

 

-

           

 4% of interest expense of convertible senior notes 

37,177

 

1,558

 

239

           

 Exchange loss on convertible senior notes and capped call options 

42,713

 

840

 

129

           

 Stock-based compensation expense 

89,568

 

64,868

 

9,970

           

 Non-GAAP net income attributable to ordinary shareholders from
continuing operations  

1,270,368

 

208,972

 

32,118

           
           

 Non-GAAP earnings per share attributable to ordinary shareholders from
continuing operations - 

         

   Basic 

10.09

 

1.62

 

0.25

   Diluted 

9.73

 

1.59

 

0.24

           

 Non-GAAP earnings per ADS attributable to ordinary shareholders from continuing operations- 

         

   Basic 

40.36

 

6.48

 

1.00

   Diluted 

38.92

 

6.36

 

0.96

           

 Non-GAAP weighted average ordinary shares outstanding  

         

   Basic 

125,870,272

 

128,944,330

 

128,944,330

   Diluted 

130,590,441

 

131,687,230

 

131,687,230

           

 Non-GAAP weighted average ADS outstanding  

         

   Basic 

31,467,568

 

32,236,083

 

32,236,083

   Diluted 

32,647,610

 

32,921,808

 

32,921,808

           

Results presented herein exclude Jinko Power-related discontinued operations, unless specified otherwise

JINKOSOLAR HOLDING CO., LTD. 

UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS

(in thousands, except ADS and Share data)

 

For the quarter ended

 

December 31, 2016

 

September 30, 2017

 

December 31, 2017

 Continuing operations 

RMB

 

RMB

 

RMB

 

USD

 Revenues from third parties 

5,085,938

 

5,958,121

 

5,171,540

 

794,851

               

 Revenues from related parties 

35,565

 

461,292

 

1,181,100

 

181,532

               

 Total revenues 

5,121,503

 

6,419,413

 

6,352,640

 

976,383

               

 Cost of revenues 

(4,391,518)

 

(5,647,016)

 

(5,617,326)

 

(863,367)

               

 Gross profit 

729,985

 

772,397

 

735,314

 

113,016

               

 Operating expenses: 

             

   Selling and marketing 

(350,662)

 

(489,767)

 

(446,956)

 

(68,696)

   General and administrative 

(221,810)

 

(116,121)

 

(113,744)

 

(17,482)

   Research and development 

(57,231)

 

(74,652)

 

(83,271)

 

(12,798)

   Impairment of long-lived assets 

(22,377)

 

-

 

-

 

-

 Total operating expenses 

(652,080)

 

(680,540)

 

(643,971)

 

(98,976)

               

 Income from operations 

77,905

 

91,857

 

91,343

 

14,040

 Interest expenses, net 

(74,538)

 

(52,286)

 

(55,551)

 

(8,538)

 Change in fair value of derivative liability 

(10,364)

 

(3,437)

 

3,333

 

512

 Subsidy income 

81,222

 

14,154

 

29,533

 

4,539

 Exchange gain/(loss) 

17,674

 

(46,368)

 

(31,827)

 

(4,892)

 Change in fair value of forward contracts 

19

 

(2,946)

 

(2,031)

 

(312)

 Change in fair value of convertible senior
   notes and capped call options 

(14,712)

 

-

 

-

 

-

 Other income, net 

9,437

 

15,109

 

20,823

 

3,200

 Gain on disposal of subsidiaries 

5,018

 

-

 

257

 

40

 Investment income 

4,812

 

-

 

-

 

-

 Income from continuing operations before income taxes

96,473

 

16,083

 

55,880

 

8,589

 Income tax benefit/(expense) 

49,200

 

(4,466)

 

(31,095)

 

(4,779)

 Equity in income of affiliated companies 

-

 

(438)

 

(1,424)

 

(219)

Income from continuing operations, net of tax

145,673

 

11,179

 

23,361

 

3,591

 Discontinued operations 

             

 Gain on disposal of discontinued operations 

1,007,884

 

-

 

-

 

-

(Loss)/income from discontinued operations before income taxes   

(97,396)

 

-

 

-

 

-

Income tax expense, net

(53,020)

 

-

 

-

 

-

Income from discontinued operations, net of tax

857,468

 

-

 

-

 

-

               

 Net income 

1,003,141

 

11,179

 

23,361

 

3,591

 Less: Net (loss)/income attributable to non-controlling
          interests from continuing operations 

(123)

 

(113)

 

889

 

137

 Less: Net income attributable to non-controlling
          interests from discontinued operations 

761

 

-

 

-

 

-

 Less: Allocation of net income to participating preferred shares issued
          by discontinued operations 

(13,895)

 

-

 

-

 

-

 Less: Accretion to redemption value of redeemable non-controlling
          interests of discontinued operations 

16,776

 

-

 

-

 

-

 Net income attributable to JinkoSolar
 Holding Co., Ltd.'s ordinary shareholders 

999,622

 

11,292

 

22,472

 

3,454

               
               
               
               

 Earnings per share for ordinary shareholders, basic 

             

 Continuing operations 

1.15

 

0.09

 

0.17

 

0.03

 Discontinued operations 

6.75

 

-

 

-

 

-

 Total earnings per share for ordinary shareholders, basic 

7.90

 

0.09

 

0.17

 

0.03

               
               

 Earnings per share for ordinary shareholders, diluted 

             

 Continuing operations 

1.14

 

0.08

 

0.17

 

0.03

 Discontinued operations 

6.68

 

-

 

-

 

-

 Total earnings per share for ordinary shareholders, diluted 

7.82

 

0.08

 

0.17

 

0.03

               

 Earnings per ADS for ordinary shareholders, basic 

             

 Continuing operations 

4.60

 

0.36

 

0.68

 

0.12

 Discontinued operations 

27.00

 

-

 

-

 

-

 Total earnings per ADS for ordinary shareholders, basic 

31.60

 

0.36

#

0.68

 

0.12

               

 Earnings per ADS for ordinary shareholders, diluted 

             

 Continuing operations 

4.56

 

0.32

 

0.68

 

0.12

 Discontinued operations 

26.72

 

-

 

-

 

-

 Total earnings per ADS for ordinary shareholders, diluted 

31.28

 

0.32

 

0.68

 

0.12

               

 Weighted average ordinary shares outstanding: 

             

   Basic 

126,412,714

 

130,186,074

 

130,432,074

 

130,432,074

   Diluted 

127,872,331

 

134,413,564

 

134,572,596

 

134,572,596

               

 Weighted average ADS outstanding: 

             

   Basic 

31,603,178

 

32,546,519

 

32,608,019

 

32,608,019

   Diluted 

31,968,083

 

33,603,391

 

33,643,149

 

33,643,149

               
               

UNAUDITED CONDENSED CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME

               

 Net income 

1,003,141

 

11,179

 

23,361

 

3,591

 Other comprehensive income: 

             

   -Foreign currency translation adjustments 

108,078

 

(25,226)

 

(16,308)

 

(2,507)

 Comprehensive income/(loss) 

1,111,219

 

(14,047)

 

7,053

 

1,084

 Less: Comprehensive income/(loss) attributable to non-
controlling interests 

638

 

(113)

 

889

 

137

 Less:Allocation of net income to participating preferred shares
issued by discontinued operations 

(13,895)

 

-

 

-

 

-

 Comprehensive income/(loss) attributable to JinkoSolar
Holding Co., Ltd.'s ordinary shareholders 

1,124,476

 

(13,934)

 

6,164

 

947

               
               
               

 Reconciliation of GAAP and non-GAAP Results(Excluding discontinued operations) 

           
               

 1. Non-GAAP earnings per share and non-GAAP earnings per
ADS 

             
               

 GAAP net income attributable to ordinary shareholders from
continuing operations 

145,796

 

11,292

 

22,472

 

3,454

               

 Change in fair value of convertible senior notes and capped
call options 

14,712

 

-

 

-

 

-

               

 4% of interest expense of convertible senior notes 

5,180

 

1

 

1

 

-

               

 Exchange loss/(gain) on convertible senior notes and capped
call options 

18,536

 

(1)

 

(1)

 

-

               

 Stock-based compensation expense 

33,987

 

14,645

 

19,000

 

2,920

               

 Non-GAAP net income attributable to ordinary shareholders
from continuing operations 

218,211

 

25,937

 

41,472

 

6,374

               

 Non-GAAP earnings per share attributable to ordinary
shareholders from continuing operations - 

             

   Basic 

1.81

 

0.20

 

0.32

 

0.05

   Diluted 

1.79

 

0.19

 

0.31

 

0.05

               

 Non-GAAP earnings per ADS attributable to ordinary shareholders from continuing operations - 

             

   Basic 

7.24

 

0.80

 

1.28

 

0.20

   Diluted 

7.16

 

0.76

 

1.24

 

0.20

               

 Non-GAAP weighted average ordinary shares outstanding  

             

   Basic 

126,412,714

 

130,186,074

 

130,432,074

 

130,432,074

   Diluted 

127,872,331

 

134,413,564

 

134,572,596

 

134,572,596

               

 Non-GAAP weighted average ADS outstanding  

             

   Basic 

31,603,178

 

32,546,519

 

32,608,019

 

32,608,019

   Diluted 

31,968,083

 

33,603,391

 

33,643,149

 

33,643,149

               

Results presented herein exclude Jinko Power-related discontinued operations, unless specified otherwise

JINKOSOLAR HOLDING CO., LTD. 

UNAUDITED CONDENSED CONSOLIDATED BALANCE SHEETS

(in thousands)

 
 

December 31, 2016

 

December 31, 2017

 

RMB

 

RMB

 

USD

ASSETS

         

Current assets:

         

  Cash and cash equivalents

2,501,417

 

1,928,303

 

296,375

  Restricted cash 

318,785

 

833,072

 

128,041

  Restricted short-term investments

3,333,450

 

3,237,773

 

497,636

  Short-term investments

71,301

 

2,685

 

413

  Accounts receivable, net - related parties

1,414,084

 

2,113,042

 

324,769

  Accounts receivable, net - third parties

4,753,715

 

4,497,635

 

691,274

  Notes receivable, net - related parties

610,200

 

-

 

-

  Notes receivable, net - third parties

915,315

 

571,232

 

87,797

  Advances to suppliers, net - related parties

662

 

-

 

-

  Advances to suppliers, net - third parties

325,766

 

397,076

 

61,029

  Inventories, net

4,473,515

 

4,273,730

 

656,860

  Forward contract receivables

641

 

-

 

-

  Deferred tax assets 

130,676

 

-

 

-

  Other receivables - related parties

79,125

 

46,592

 

7,161

  Prepayments and other current assets

766,645

 

1,706,717

 

262,317

Total current assets

19,695,297

 

19,607,857

 

3,013,672

           

Non-current assets:

         

  Restricted cash

197,214

 

248,672

 

38,220

  Project Assets

55,063

 

473,731

 

72,811

  Long-term investments

7,200

 

22,322

 

3,431

  Property, plant and equipment, net

4,738,681

 

6,680,187

 

1,026,726

  Land use rights, net

450,941

 

443,269

 

68,129

  Intangible assets, net

20,297

 

25,743

 

3,956

  Deferred tax assets 

134,791

 

275,372

 

42,324

  Other assets - related parties

173,376

 

146,026

 

22,444

  Other assets - third parties

617,780

 

713,226

 

109,621

Total non-current assets

6,395,343

 

9,028,548

 

1,387,662

           

Total assets

26,090,640

 

28,636,405

 

4,401,334

           

LIABILITIES

         

Current liabilities:

         

  Accounts payable - related parties

-

 

5,329

 

819

  Accounts payable - third parties

4,290,071

 

4,658,202

 

715,952

  Notes payable - third parties

4,796,766

 

5,672,497

 

871,847

  Accrued payroll and welfare expenses

582,276

 

721,380

 

110,874

  Advances from related parties

60,541

 

37,400

 

5,748

  Advances from third parties

1,376,919

 

748,959

 

115,113

  Income tax payable

168,112

 

27,780

 

4,270

  Other payables and accruals

1,019,419

 

1,804,799

 

277,391

  Other payables due to related parties

76,034

 

12,333

 

1,896

  Forward contract payables

-

 

4,521

 

695

  Convertible senior notes - current

423,740

 

-

 

-

  Deferred tax liabilities 

17,074

 

-

 

-

  Derivative liability -  current

10,364

 

26,486

 

4,071

  Bond payable and accrued interests

-

 

10,257

 

1,576

  Short-term borrowings from third parties,
     including current portion of long-term bank
     borrowings

5,488,629

 

6,204,440

 

953,605

  Guarantee liabilities to related parties

52,711

 

28,034

 

4,309

Total current liabilities

18,362,656

 

19,962,417

 

3,068,166

           

Non-current liabilities:

         

  Long-term borrowings

488,520

 

379,789

 

58,373

  Accrued income tax - non current

-

 

6,041

 

928

  Long-term payables

44,015

 

538,410

 

82,753

  Bond payables

-

 

298,425

 

45,867

  Accrued warranty costs - non current

511,209

 

571,718

 

87,871

  Convertible senior notes

-

 

65

 

10

  Deferred tax liability

50,651

 

70,122

 

10,778

  Guarantee liabilities to related parties 
   - non current

173,376

 

120,154

 

18,467

Total non-current liabilities

1,267,771

 

1,984,724

 

305,047

           

Total liabilities

19,630,427

 

21,947,141

 

3,373,213

           

SHAREHOLDERS' EQUITY

         

Ordinary shares (US$0.00002 par value,

500,000,000 shares authorized, 126,733,266 and 
132,146,074 shares issued and outstanding as of 
December 31, 2016 and December 31, 2017,
respectively)

18

 

 

 

19

 

 

 

3

 

 

Additional paid-in capital

3,145,262

 

3,313,608

 

509,292

Statutory reserves

466,253

 

516,886

 

79,444

Accumulated other comprehensive income

104,784

 

23,296

 

3,580

Treasury stock, at cost; 1,723,200 ordinary shares as
of December 31, 2016 and December 31,
2017

(13,876)

 

 

(13,876)

 

 

(2,132)

 

Accumulated retained earnings

2,758,268

 

2,849,341

 

437,936

           

Total JinkoSolar Holding Co., Ltd. shareholders'
equity

6,460,709

 

6,689,274

 

1,028,123

           

Non-controlling interests

(496)

 

(10)

 

(2)

           

Total liabilities and shareholders' equity

26,090,640

 

28,636,405

 

4,401,334

Cision View original content:http://www.prnewswire.com/news-releases/jinkosolar-announces-fourth-quarter-and-full-year-2017-financial-results-300618102.html

SOURCE JinkoSolar Holding Co., Ltd.

Print
ET | Source: Scatec Solar

Oslo, 23 April 2018: Scatec Solar ASA ('SSO') held its annual general meeting on 23 April at 09:00 (CET). A total of 55,215,051 shares, representing 53.39 % of the share capital was represented at the general meeting.

The general meeting resolved the board's proposal of a dividend of NOK 0.78 per share. The dividend shall accrue to the company's shareholders as they appear in the company's shareholder register in the VPS on 25 April 2018, being the Company's shareholders at the date of the general meeting based on regular T+2 settlement. The company's shares will trade on Oslo Stock Exchange exclusive the right to receive dividend as from 24 April 2018. The dividend is expected to be paid on or about 15 May 2018.

All proposals were resolved as presented in the notice convening the general meeting distributed on 23 March 2018 and as further set out in the minutes from the general meeting attached hereto.

For further information, please contact:

Mr. Raymond Carlsen, CEO, tel: +47 454 11 280, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Mr. Mikkel Tørud, CFO, tel: +47 976 99 144, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it. 

About Scatec Solar
Scatec Solar is an integrated independent solar power producer, delivering affordable, rapidly deployable and sustainable source of clean energy worldwide. A long-term player, Scatec Solar develops, builds, owns, operates and maintains solar power plants, and already has an installation track record of close to 1000 MW.

Currently, the company is producing electricity from 322 MW of solar power plants in the Czech Republic, South Africa, Rwanda, Honduras and Jordan and another 434 MW are under construction.

With an established global presence, the company is growing briskly with a project backlog and pipeline of more than 1.5 GW under development in the Americas, Africa, Asia and the Middle East. Scatec Solar is headquartered in Oslo, Norway.

For more information on Scatec Solar, please visit our home page www.scatecsolar.com.

This information is subject to the disclosure requirements pursuant to section 5-12 of the Norwegian Securities Trading Act.

Print
ET | Source: Statkraft AS

multilang-release

(Oslo, April 23rd 2018) Statkraft and Finnfjord have signed a new long-term power contract for the period 2018 to 2031. The total volume is 8.5 TWh with annual supply of 0.65 TWh.

The contract will contribute to supplying power to Finnfjord's ferro-alloy plant in Finnsnes and replaces the contract Statkraft and Finnfjord entered into in 2011.

- We are happy to extend our comprehensive and long-term cooperation with Finnfjord. The company has shown impressing stamina in tough markets in recent years, and I am satisfied with the fact that Statkraft can offer competitive contracts and still be a preferred partner for Finnfjord and the industry, says Hallvard Granheim, EVP Market operation & IT in Statkraft.

- This contract secures a solid economic foundation for Finnfjord for the next 13 years and enables the company to further develop more efficient and environmentally friendly manufacturing solutions. We are pleased that our power supplier since 1962 is with us and able to offer Finnfjord competitive and predictable framework conditions, says CEO of Finnfjord, Geir-Henning Wintervoll.

About Statkraft
Statkraft is a leading company in hydropower internationally and Europe's largest generator of renewable energy. The Group produces hydropower, wind power, solar power, gas-fired power and supplies district heating. Statkraft is a global company in energy market operations. Statkraft has 3400 employees in 16 countries.

About Finnfjord
Finnfjord is the world's most energy-efficient ferro-alloy plant and one of Europe's leading producers of ferrosilicon. The company also generates electricity from its energy recovery plant. Finnfjord's total sales amounts to about NOK 800 million and the company has 130 employees.

For further information:

Knut Fjerdingstad, press spokesperson, Statkraft AS
Tel: +47 901 86 310
This email address is being protected from spambots. You need JavaScript enabled to view it.

www.statkraft.com

Geir-Henning Wintervoll, CEO, Finnfjord AS
Tel: +47 951 77 000
This email address is being protected from spambots. You need JavaScript enabled to view it.

www.finnfjord.no

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ET | Source: Scatec Solar

Oslo, April 20, 2018: Scatec Solar ASA reported first quarter proportionate revenues of NOK 573 million (NOK 144 million in first quarter 2017), and EBITDA reached NOK 109 million (87).

The increase in proportionate revenues and EBITDA is driven by higher Development & Construction (D&C) activities compared to last year. Construction continues in Malaysia, Brazil and Honduras and construction has just commenced in Mozambique. This high level of activity lead to D&C revenues of NOK 417 million (0) and EBITDA of NOK 15 million (-15) in the quarter.

Scatec Solar's first quarter consolidated revenues reached NOK 289 million (276), and EBITDA reached NOK 212 million (222).

Financial close was reached for 40 MW in Mozambique in March and 258 MW in South Africa in April 2018. Development & Construction revenues are set to increase significantly over the coming quarters with contract awards of NOK 8.5 billion to realize 1.1 GW of new solar power plants.

"We are pleased to confirm that we are reaching our 2018 growth target. In addition we have added 150 MW in Ukraine and 25 MW in Cameroon to our project pipeline. With 3.6 GW of project pipeline and opportunities, Scatec Solar has a solid basis for growth beyond 2018", says CEO Raymond Carlsen.

For further details, please see attached the first quarter report and presentation.

A presentation of the results will be held today at 08.00 (CET) at Høyres Hus, Stortingsgata 20, 0161 Oslo. The presentation and Q&A session can also be followed through a live webcast from our website www.scatecsolar.com/investor.

For further information, please contact:

Mr. Raymond Carlsen, CEO,          tel: +47 454 11 280           This email address is being protected from spambots. You need JavaScript enabled to view it.

Mr. Mikkel Tørud, CFO,                  tel: +47 976 99 144           This email address is being protected from spambots. You need JavaScript enabled to view it.

 
About Scatec Solar
Scatec Solar is an integrated independent solar power producer, delivering affordable, rapidly deployable and sustainable clean energy worldwide. A long-term player, Scatec Solar develops, builds, owns, operates and maintains solar power plants and has an installation track record of 1000 MW.

The company is producing electricity from 322 MW of solar power plants in the Czech Republic, South Africa, Rwanda, Honduras and Jordan and another 1,183 MW are under construction and in backlog.

With an established global presence, the company has project pipeline and opportunities of 3.6 GW under development in the Americas, Africa, Asia and the Middle East. Scatec Solar is headquartered in Oslo, Norway and listed on the Oslo Stock Exchange under the ticker symbol 'SSO'.

To learn more, visit www.scatecsolar.com

Abstract

This paper presents evidence on how the provision of unreliable electricity constrains expansion in the productive sectors of the economy, consequently leading to a reduction in the number of employment opportunities in Africa. Using geodata on electricity... See More + This paper presents evidence on how the provision of unreliable electricity constrains expansion in the productive sectors of the economy, consequently leading to a reduction in the number of employment opportunities in Africa. Using geodata on electricity transmission networks on the continent, the paper computes an index that explores spatial and time variations in technical losses in the electricity network as an instrument for electricity shortages. The instrument is combined with geo-referenced data from the Afrobarometer and Enterprise Surveys from more than 20 African countries to estimate the causal impact of electricity shortages on employment, and the mechanisms driving the impact. Results from the paper reveal that electricity shortages exert a substantial negative impact on employment rates in Africa. The evidence also shows three channels by which electricity shortages affect labor market participation. First, on the extensive margin, electricity shortages constrain the creation of new businesses through their negative effect on entrepreneurship. Second, in the intensive margin, electricity shortages reduce the output and productivity of existing firms, thereby causing them to reduce labor demand. Third, electricity shortages act as a distortion in the business climate, thereby reducing the trade and export competitiveness of African firms.  See Less -

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ET | Source: RGS Energy

photo-release

POWERHOUSE™ 3.0 SOLAR SHINGLE ARRAY
POWERHOUSE 3.0 SOLAR SHINGLE ARRAY assembly image for illustrative purposes

POWERHOUSE™ 3.0 SOLAR SHINGLE ARRAY assembly image for illustrative purposes.

RGS Energy

DENVER, April 16, 2018 (GLOBE NEWSWIRE) -- RGS Energy (NASDAQ:RGSE), America’s Original Solar Company since 1978, has partnered with industry leaders Risen Energy Co., General Polymers Thermoplastic Materials and Creative Liquid Coatings to commercialize the RGS POWERHOUSE™ 3.0 Solar Shingle, an innovative and visually stunning solar shingle system using technology developed by The Dow Chemical Company.

Next Generation POWERHOUSE™ 3.0
By coupling roofing with an energy saving solar panel in a singular product, the POWERHOUSE™ Solar Shingle uniquely addresses the unmet needs of residential homeowners with asphalt rooftops, which represent about 85 percent of U.S. homes. Currently, more than 1,000 homeowners are enjoying benefits of earlier generations of POWERHOUSE™.

RGS Energy believes POWERHOUSE™ addresses a large, untapped market, appealing to both single-family homeowners and new home builders. The forthcoming POWERHOUSE™ 3.0 is designed to maintain or improve upon earlier generation product features, while substantially reducing manufacturing costs. POWERHOUSE™ 3.0 will offer a more competitive value proposition, even after the recently imposed tariff on imported solar cells.

RGS Energy estimates if POWERHOUSE™ achieves a 1% share of the re-roof and new home build markets, the product could be propelled to the billion-dollar revenue mark.

Risen Energy Co.

Risen Energy Co., Ltd (China - Shenzhen: 300118) is a Top 10 Tier 1 solar cell and module manufacturer located in China with a current annual manufacturing capacity of more than 4.5 gigawatts. Risen will supply all the solar components and wire harness connectors for POWERHOUSE™ 3.0.

“We’re excited to be a part of this new POWERHOUSE™ 3.0 program,” said Bypina Veerraju Chaudary, Risen’s Chief Sales and Marketing Officer. “Built-in Photovoltaics are the path to greater world-wide adoption of solar technologies, and further enhances the clean energy choices for discerning consumers.”

General Polymers Thermoplastic Materials

General Polymers Thermoplastic Materials is one of the fastest growing multi-national thermoplastic resin distributors serving custom injection molders in North America. The company will supply the polypropylene plastic resin for the base assembly of POWERHOUSE™ 3.0, which is expected to maintain the durability and toughness of the original resin while increasing manufacturing efficiency and reducing the overall cost of raw materials.

“Building-Integrated Photovoltaics is an untapped market in the U.S., and RGS Energy, America’s Original Solar Company, is an ideal partner for General Polymers for pursuing this opportunity,” said Michael Kirtley, President and COO of General Polymers. “We are looking forward to being a strong channel supplier to their POWERHOUSE™ 3.0 program.”

Creative Liquid Coatings

Headquartered in Northeast Indiana, Creative Liquid Coatings provides world-class capabilities in injection molding and paint finishing serving the consumer and industrial products markets. The company will supply all POWERHOUSE™ 3.0 molded polymer components fully assembled, with all solar components, wire harnesses and other parts required to deliver a finished product to RGS Energy customers. Creative Liquid Coatings was a supplier for earlier generations of the POWERHOUSE™ product.

“RGS is the perfect company to commercialize POWERHOUSE™ solar shingles, and we are excited to join them in introducing the product to a broader market,” said Stephen Geist, General Manager of Creative Liquid Coatings. “POWERHOUSE™ is an innovative technology that we expect will play a critical role in the evolution of the U.S. residential roofing marketplace.”

RGS POWERHOUSE™ 3.0 Manufacturing Supply Chain Overview

  POWERHOUSE™ 3.0 POWERHOUSE™ 2.0
An improved product:    
Price point to customer Lower Higher
Energy Production Higher Lower
     
Achieved by:    
Solar photovoltaic Low cost and
more efficient glass silicon cells
High cost and
less efficient CIGS cells
Plastic resin Equivalent durability, lower cost Durable, higher cost
Supply chain partners:  
Solar photovoltaic Risen Energy Co., LTD
Horseshoe connector Risen Energy Co., LTD
Built-in roof base plate:  
Plastic resin General Polymers Thermoplastic Materials, LLC
Injection Molding & Assembly Creative Liquid Coatings, Inc.

Follow the company’s progress towards the planned launch this summer of POWERHOUSE™ 3.0 by  visiting the PowerLines news section at www.RGSPOWERHOUSE.com.

About RGS Energy 

RGS Energy (Nasdaq:RGSE) is America’s Original Solar Company providing solar, storage and energy services whose mission is clean energy savings. The company is the exclusive manufacturer of POWERHOUSE™, an innovative in-roof solar shingle using technology developed by The Dow Chemical Company. RGS Energy also sells, designs and installs solar systems for residential homeowners, commercial businesses, non-profit organizations and government entities. 

For more information, visit RGSEnergy.com and RGSPOWERHOUSE.com, on Facebook at www.facebook.com/RGSEnergy and on Twitter at twitter.com/rgsenergy. Information on such websites and the websites referred to above in this press release is not incorporated by reference into this press release.

RGS Energy is the company’s registered trade name. RGS Energy files periodic and other reports with the SEC under its official name “Real Goods Solar, Inc.”

POWERHOUSE™ is a trademark of The Dow Chemical Company, used under license.

Forward-Looking Statements and Cautionary Statements
This press release contains forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995 that involve risks and uncertainties, including statements regarding RGS Energy’s plans for the commercialization of the POWERHOUSE™ 3.0 Solar Shingle, and RGS Energy’s business and financial strategies.  Forward-looking statements are neither historical facts nor assurances of future performance.  Instead, they provide our current beliefs, expectations, assumptions, forecasts, and hypothetical constructs about future events, and include statements regarding our future results of operations and financial position, business strategy, budgets, projected costs, plans and objectives of management for future operations.  The words “forecast,” “project,” “expect,” “plan,” “future,” “believe,” “may,” “hypothetical,” “will,” “anticipate,” “estimate,” “goal,” and similar expressions as they relate to RGS Energy are intended to identify such forward-looking statements.

Forward-looking statements should not be read as a guarantee of future performance or results, and will not necessarily be accurate indications of the times at, or by, which such performance or results will be achieved, if at all.  Forward-looking statements are subject to risks and uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward-looking statements.  Therefore, RGS Energy cautions you against relying on any of these forward-looking statements.

Key risks and uncertainties that may cause a change in any forward-looking statement or that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking statements include: RGS Energy’s ability to successfully and timely commercialize POWERHOUSE™ 3.0; the ability to obtain requisite UL certification of POWERHOUSE™ 3.0; the adequacy of, and access to, capital necessary to commercialize POWERHOUSE™ 3.0; RGS Energy’s ability to satisfy the conditions and our obligations under the POWERHOUSE™ 3.0 license agreement; RGS Energy’s ability to manage supply chain in order to have production levels and pricing of the POWERHOUSE™ 3.0 shingles to be competitive; cost and availability of raw materials; the ability of RGS Energy to successfully expand its operations and employees and realize profitable revenue growth from the sale and installation of POWERHOUSE™ 3.0, and to the extent, anticipated; the potential impact of the announcement of RGS Energy’s expansion into the POWERHOUSE™ 3.0 business with employees, suppliers, customers and competitors; RGS Energy’s ability to successfully and timely expand its POWERHOUSE™ 3.0 business outside of the United States; foreign exchange risks associated with the POWERHOUSE™ 3.0 business; intellectual property infringement claims and warranty claims related to the POWERHOUSE™ 3.0 business; competition in the built-in photovoltaic solar system business; rules, regulations and policies pertaining to electricity pricing and technical interconnection of customer-owned electricity generation such as net energy metering; the continuation and level of government subsidies and incentives for solar energy; the continuation and level of utility and state incentives for solar energy; changes in general economic, business and political conditions, including tariffs on imported solar cells and changes in the financial markets;

You should read the section entitled “Risk Factors” in our 2017 Annual Report on Form 10-K, which has been filed with the Securities and Exchange Commission, which identify certain of these and additional risks and uncertainties. Any forward-looking statements or forward-looking hypothetical examples made by us in this press release speaks only as of the date of this press release. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. We do not undertake any obligation to publicly update or revise any forward-looking statement or forward-looking hypothetical example, whether as a result of new information, future developments or otherwise, except as may be required by law.

Investor Relations Contact:
Ron Both
Managing Partner, CMA
Tel 1-949-432-7566
This email address is being protected from spambots. You need JavaScript enabled to view it.

A photo accompanying this announcement is available at http://resource.globenewswire.com/Resource/Download/4bf0b31a-c1e3-44e2-bd49-8710c61b9bd1

Abstract

Mitigation of greenhouse gases in the land sector is complex and has a unique set of challenges. The most significant challenges arise from the geographically diffuse nature of the emissions sources (compared to, for example, point-based energy sources... See More + Mitigation of greenhouse gases in the land sector is complex and has a unique set of challenges. The most significant challenges arise from the geographically diffuse nature of the emissions sources (compared to, for example, point-based energy sources of emissions), the vast array of potential management responses, the ongoing effects of past actions, the interaction of human and natural processes, and the strong influences of policy and markets. These factors result in a large number and diversity of actors involved, temporal variability in emissions sources and volumes, and higher uncertainty associated with the processes generating the emission reductions. Because of this, achieving large-scale mitigation in the land sector requires collective action involving multiple stakeholders undertaking different activities. This paper synthesizes several lessons learned in efforts to develop systems that integrate incentive mechanisms at multiple scales. It illustrates many lessons through examples and the appendix presents individual case studies from a variety of geographies, Acre (state in Brazil), Australia, Brazil (Amazon), the Democratic Republic of Congo (DRC), Guatemala, and Zambia. The hope is that the experiences of emerging ‘nested’ systems can provide inspiration to countries developing REDD systems, particularly those which seek to catalyze across a landscape local actions that contribute to national mitigation. The objective of this paper is to share a few lessons from nested systems. While there are many positive benefits to nesting, experience suggests that countries struggle with development of nested systems. Very few have been operationalized (with exception to a few developed countries, such as Australia and New Zealand), although several REDD nested systems are now emerging. Section two explores four high-level ‘typologies’ that countries may consider when developing a nested system. Section three summarizes three key technical challenges that countries face: alignment of measurement systems, reference levels, and double counting. Both sections illustrate options using real-world examples from countries pioneering nested approaches and explain why certain choices were made. The paper concludes with thoughts on overall lessons learned, recognizing that the journey is still young.  See Less -

samsung add, Samsung new refrigerator, Samsung Customer Service, samsung electronics, Samsung Digital Inverter Refrigerator The arrival of the summer season typically sees new product launches in categories like refrigerators and ACs, as brands look to cash in on the rising demand.

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The Ad

The digital film shows a mother leaving kheer at her working daughter’s home, for her to have once she is back from work. However, there is a power cut, and once the daughter returns home, her worried mother asks her if the kheer has gone bad. To this, her daughter — elated to have found kheer in the refrigerator — reassures her mother that the food is intact because her new refrigerator works even on the home inverter. She is later seen at a retail store buying a similar refrigerator for her mother.

Target Audience

Millennials, pan India.

Business Objective

To build awareness around Samsung’s new range of refrigerators which runs on home inverter and solar energy.

The Appeal

Functional, Emotional

The narrative is realistic and so is the execution. It addresses the key issue most working people face during long power outages — how to keep food fresh in refrigerators. By combining the use case with an emotional storyline, the ad connects immediately with its TG.

Competitive Edge

The arrival of the summer season typically sees new product launches in categories like refrigerators and ACs, as brands look to cash in on the rising demand. Samsung’s new ad is timely and hits the nail on the head when it comes to addressing the long power outages seen in most parts of India, especially during summers.

Tone of Voice

Emotionally stirring.

Verdict

A heartwarming story of a mother and a working daughter definitely sells. But isn’t it overused? Recently, Samsung Electronics has been delivering an emotional pitch for all its products and services. Remember Samsung’s Customer Service film launched last year, which became a major hit? An ad with an emotional storyline definitely goes that extra mile in connecting with new consumers. It appears that the brand adopted the foolproof idea of maa-ke-haath-ka-khaana for launching its new line of refrigerators too. The ad is contemporary in its look and feel. It peeps into the life of a modern and urban working woman, and how a product can make her day-to-day life hassle-free. But maybe a brand like Samsung could have gone beyond the clichéd theme of a mother-daughter bond.

From the narrative point of view, the storyline is nothing new but the interesting play of emotions like joy, love and care with good execution, make the ad watchable. It also takes into account the current market trend of simplifying the life of an urban, working woman. So far, refrigerator commercials have concentrated on product features — power cooling, keeping food fresh, etc — with a focus on family and kids.

Samsung’s ad, thus, addresses the key consumers of refrigerators — women — in a refreshing way.

Rating: 7/10

Agency: Cheil WW India

Brand: Samsung Digital Inverter Refrigerator

Campaign: Runs during power cut

Production House: Chrome Pictures Media LLP

@rankita

global fashion industry, global economy, H&M clothes, Better Cotton Initiative,  adidas India,  fashion brands, Levis,  clothing industry Sustainability in fashion retail means causing no unnecessary environmental harm during the entire operation as well as leaving a positive impact on workers involved in the supply chain.

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The multibillion-dollar global fashion industry is not known for its humane side as much as it is known for polluting the environment and exploiting resources. From boycotting fur coats to leather jackets to snake-skin boots, the debate on making fashion eco-friendly has been going on for years. Having said that, the industry has played an important role in the global economy for years by providing employment to millions of people. As per an Ellen MacArthur Foundation report, the $1.3 trillion clothing industry employs more than 300 million people along the value chain globally.

But there are drawbacks. For instance, the textile system operates in a linear manner — clothes are made out of non-renewable resources and are often used for only a short time. As per reports, under-utilisation and lack of recycling every year result in a loss of more than $500 billion. It also leaves a negative impact on the environment — plastic microfibres from some textiles contribute to water pollution at a global scale. Therefore, many fashion labels are taking measures to balance their growth trajectory with their social footprint.

Going green

Sustainability in fashion retail means causing no unnecessary environmental harm during the entire operation as well as leaving a positive impact on workers involved in the supply chain. “Sustainability in fashion retail extends right from the raw materials used in manufacturing to how products are used and disposed,” explains Abhishek Bansal, head of sustainability, Arvind.

It was in 2013 that Levi Strauss & Co proudly proclaimed, ‘These jeans are made of garbage’. With changing times, the company also adapted to create sustainable products. Its Waste<Less collection is made of 20% post-consumer waste; specifically, recycled plastic bottles. The then VP of global men’s design for Levi’s, Jonathan Kirby had attributed this to beginning “a conversation about reducing waste”. In March this year, the denim maker announced Project F.L.X. (future-led execution). This new model replaces manual techniques and automates the jeans finishing process, allowing the company to reduce the number of chemical formulations used in finishing from thousands to a few dozen.

Similarly, Arvind Denims has taken a lead in using Better Cotton Initiative (BCI), organic cotton, natural indigo and post-consumer waste products, to name a few. Consider H&M, which has launched its Conscious Exclusive 2018 collection and for the first time, has introduced two sustainable materials — recycled silver and Econyl, a 100% regenerated nylon fibre from fishnets and other nylon waste. “We don’t have to just look at ‘now’, but also think of what we are leaving behind for future generations,” says Elin Astrom, head of H&M’s sustainability programme in India. While this range is priced at a premium (around Rs10,000 and above), the company is aware of the investment that goes behind the scenes. “Since sustainability has been part of our business strategy for long now, we have to look beyond these investments,” she adds. The company takes a 100% circular approach across its stores, that is, one can donate their old H&M clothes at company stores for recycling.

Investment in sustainability has happened over decades. Incremental investment in buying better machines which save energy and water would be very hard to define. “For instance, to set up an extensive water treatment system in one of our large units would cost $15 million,” adds Bansal. A compliant and sustainable factory incurs more cost in doing business and making products. However, investments in sustainability pay off in the long term and also have significant intangible benefits. Business programmes can only be effective with a strategy that makes the best use of company resources. For instance, adidas’ head office in Gurgaon doesn’t use plastic bottles. A green team has been formed in its headquarters to drive such initiatives.

Taking a stand

The Pulse of the Fashion Industry 2017 projects that by 2030, fashion brands would see a decline in EBIT margins of more than 3% points, if they were to continue business as usual. With resources becoming scarce, the industry is set to face rising costs from labour to materials and energy. The report goes on to state that as of today, the sustainability ‘pulse’ of the industry is weak. Obviously, very big players as well as some mid-sized family-owned companies are the best performers on sustainability while over half of the market (mainly small- to medium-sized players) has hardly made any efforts.

Not only are fashion brands becoming eco-conscious but others like sports brands are also making sustainable development a priority. “Our association with Parley in 2015 has given us a new platform for product innovation,” says Sean van Wyk, senior marketing director, adidas India. The company launched Ultra Boost Parley in 2016 followed by the EQT Parley — its first Originals shoe with Parley yarn in 2017. It will also be launching an apparel range using Parley yarn in the second half of this year.

Fashion brands have to stay ahead of their competitors with innovative ways of doing business and efficient production techniques that minimise the use of water, energy as well as hazardous chemicals. “A major change is in the chemicals used for surface coating, garment finishes and washing. The other major change is in the base fabric selection,” says Alok Dubey, CEO, lifestyle brands division, Arvind Lifestyle Brands. It has also recently launched a line of Responsible Jeans under U.S. Polo Assn.

But making a sustainable switch isn’t as easy as brands want it to be. There are challenges that are related to availability of technology and negative policies. “We wanted to convert all our power requirements to solar power, but the policy does not allow us to go beyond 50% of the connected power load,” points out Bansal. One cannot ignore the fact that several large measures require significant upfront investments which may be hard to justify given the longer term and intangible nature of returns. Some even go on to say that the complete ecosystem is far from ready.

Customers too are a critical driver for greater sustainability in clothing. While price remains the key differentiator, many customers today pay attention to how their clothes are made. It is interesting to note that Indian consumers are fast catching up to their European counterparts on the awareness and need for sustainable fashion. “However, the absolute number of such consumers who understand this need and are willing to make lifestyle changes is very small. Driving this lifestyle change and bringing about a change in the mindset is very important,” sums up Wyk.

@meghna0101

After imposing import tariffs on solar panels and washing machines in January, Trump moved to levy steel and aluminum in March along with about $50 billion in other goods.

Country's largest lender SBI today said it has saved Rs 125 crore in the last eight years by...

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