Given the current power challenges South Africans face, it makes sense for many to make use of rooftop solar panels. However, the uptake has been really slow due to the installation price, ROI and problems linking the panels into the current electricity grid, writes KEVIN NORRIS and DAVE SMITH of the Jasco Group.
Given the current power challenges in South Africa, as well as a growing trend toward solutions for sustainable electricity, solar technology as a source of energy supply has become a hot topic, particularly for organisations wishing to reduce their reliance on utility power sources. Rooftop solar photovoltaic (PV) plants can help organisations generate their own power, and using grid tie inverter systems enables them to feed excess generated power back to the utility for use elsewhere. However, despite the benefits of such systems, there are two common challenges that have emerged. Firstly, PV plants are a costly investment, and the Return On Investment (ROI) has in the past taken many years to realise, although this is changing as the cost of installation reduces and electricity tariffs continue to increase. This makes obtaining funding for such systems difficult. Secondly, there remain several issues with the connection of solar plants to the main grid, which has slowed the uptake of these solutions. Addressing these challenges is key to harnessing the power of the sun as an alternate, sustainable energy source.
Grid tie solar systems are the simplest and most cost effective method for utilising solar energy as a replacement for day-to-day power requirements. On a very basic level, the grid tie invertor converts the direct current (DC) power generated by solar panels, into the alternating current (AC), and injects this AC current into the existing load. Any excess energy is then fed into the power distribution network. The inverter is also able to ensure that energy requirements are drawn from available solar power first, and only utilise utility supply should there be a solar shortfall. This system does not necessarily require a battery for energy storage, although this will extend functionality, so the installation is very simple and efficient, and maintenance is low. However, while the cost of manufacturing solar PV panels and grid tie inverters has reduced over the past few years, as a result of increased demand, greater economies of scale and technological advancements, solar remains a costly solution to implement. The high cost of raw materials and the high-tech conditions required for the manufacture of components keep these solutions out of reach of the average homeowner or business.
Justifying this investment is often one of the biggest challenges to the implementation of solar power solutions, and obtaining loans and funding is typically a difficult sell. ROI takes a few years to realise, and the investment will only typically pay for itself within six to 10 years. The rate of return is dependent on a number of factors, including the type of installation and the existing tariff with the utility. However, what needs to be kept in mind is that solar PV systems have a predictable performance curve of 25 years and a usable life of 35 years. In addition, using a grid tie inverter system, homeowners and businesses will one day be able to feed excess power back to the grid, either offsetting this against utilisation costs or selling this power to the utility provider. PV systems therefore should not be seen as a depreciating asset. They are in fact an asset that not only reduces current costs, but in the long run could be a significant income generator for the owner.
To quantify this value is a relatively simple mathematical exercise with the assistance of financial models. In 2015 the average cost of electricity per kilowatt-hour (kWh) is similar to the Lifecycle Levelised Cost of Energy (LLCE) of a typical grid tie system at around R1.00 per kWh. This means that, calculated over the complete guaranteed performance lifespan of the panels (approximately 25 years), the cost per kWh from a solar PV system will be similar to the municipal cost in 2015. Going forward the cost of electricity from the utility is very likely to increase significantly year on year, while the cost of the installed PV system will remain at its installed price plus the minimal cost of maintenance. If you look at this over the next 10 years, your cost of solar generation would be around R1.00 per kWh, while the utility cost is forecast to be as high as R3.50 per kWh.
This same trend is likely to continue over the lifespan of the solar PV system. If you project these increases over the 25-year period, the cost difference between now and then would be significant. Effectively, within this period, the solar PV solution could still be generating electricity at R1.00 per kWh, whereas by that stage the cost of utility power will doubtless have increased many times. It is these future differences in the cost of energy between the utility costs and the fixed solar PV cost that should be recognised as part of the long-term sustainability of owning such an asset. Additionally, in most cases the asset is attached to a building and would result in improved valuation of the building. Not only does this have a positive financial implication, it also has an environmental implication, especially when one considers the Carbon Tax that will be levied as of 2016. The only way to negate the carbon tax is to either recycle or produce “Green kWh” from a renewable source like solar PV.
In order to drive adoption of solar PV solutions, it is necessary for financial institutions to recognise their value and assist businesses and homeowners with funding these systems. Forward-thinking financial institutions should look to leverage the security of a loan for solar PV power against the asset itself, as it will pay for itself many times over in years to come. The asset could also be recognised as part of the building itself and be financed utilising an extension of the building bond. In addition, government needs to come on board by assisting financial institutions with tax rebates for their efforts in financing Solar PV systems. This is sound strategy, as by funding these systems, financial institutions are contributing to the overall reduction in carbon output and, more importantly, helping to resolving the country’s current energy shortages.
In addition to funding, connecting to the utility remains a challenge. One of the most pressing issues is the nature of pure solar solutions (without energy storage capability), in that they are only able to produce energy during daylight hours, and the energy must be used or dumped. For the majority of residential applications where nobody is at home during the day, this generated power will be wasted if a solution to feed this power back into the grid cannot be resolved. Connection codes therefore need to be finalised, and metering for two-way energy flow needs to be implemented. It is also important to find a solution to the problem of optimising the use of all renewable energy generated to the advantage of both the end-user and the utility providers.
The concept of net metering, whereby users sell their excess renewable energy back to the utility for credit and utilise these credits when the renewable source experiences shortfall (such as at night when there is no sun to power solar PV systems) is one that has great potential to benefit all parties concerned. For most residential applications, this form of energy trading works well. Some utilities may limit the amount of energy you can sell back for credits to the amount of utility energy used (i.e. if you use 2,000 kWh per month, than you may only sell back a maximum of 2,000 kWh per month). Another system would be to annualise this amount, enabling owners to make better use of the credits throughout the year, such as in winter where generation may not match overall consumption.
Theoretically, users could manage consumption and generation of energy to a zero balance and not have to spend a cent on energy from the utility for the year. This idea in principle is appealing, particularly for consumers and business, however for utilities this could cause problems. If renewable energy customers are not paying what they used to pay for electricity, but rather supplementing their own power generation with utility power, how does the utility find revenue to pay for the maintenance of the generation, transmission and distribution network the entire system uses? Feed in tariffs have been suggested as one solution to this problem, whereby the utility purchases the excess energy from providers, while users still purchase utility power, and there is no obligation to consume at the same rate as you sell energy.
Regardless of the challenges involved, solar PV remains the most viable and cost effective alternate energy source for South Africa, a country that experiences significant hours of sunshine for much of the year in the majority of its regions. If these problems can be satisfactorily resolved and solar becomes a mainstream power generation source, not just for the utility but for business and homeowners too, the currently bleak power prospects of South Africa may have a brighter future after all.
* Kevin Norris, Consulting Solutions Architect, Renewable Energy, and Dave Smith, Managing Director, Renewable Energy, The Jasco Group
Gadget goes to Hollywood
Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.
Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.
In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.
“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.
“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”
While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.
“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.
“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.
“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”
Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.
“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”
Click here to read about Netflix’s international expansion, and how the streaming service selects content for its platform.
Take these 5 steps to digital
By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.
Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027.
However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.
The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.
There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement,” he adds. “To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.
The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.
Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.
The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.
The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure
The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.
This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.
There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.