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60 Rethinking Infrastructure: Voices from the Global Infrastructure Initiative May 2014 A majority of the global middle class lives in growth markets. Demand for reliable, affordable electricity will only rise. The capital needed to close this infrastructure gap represents a unique investment opportunity. place to place. Adapting to each growth market’s unique conditions requires flexibility in the capital structure and security provisions for each project. And to be successful, investors need a deep understanding of how the project will be built, how it will behave over its lifetime (including the various risks at each stage), how to control life-cycle costs, and how to deal with the unique risks and challenges of each host country. These complexities and nuances can be addressed. Experienced developers with a deep understanding of the rules, regulations, and customs of the local market are well positioned to deliver successful projects in conjunction with their financial partners. However, financial partners need to expand their role, moving beyond providing capital to bring deep operational, technical, and geographical expertise. In 2009, The Abraaj Group assumed operational control of Karachi Electric Supply Company (now known as K-Electric), a vertically integrated power utility in Pakistan. While there was latent and rising power demand in the area, underinvestment had left the company stagnant. We put together a comprehensive turnaround plan, and over the next four years, the company curbed losses in transmission and distribution, decommissioned old power plants, and built new ones. As a result, it has generated positive earnings before interest, taxes, depreciation, and amortization since 2011 and reported positive net income in 2012 and 2013—after 17 years of losses. The energy-infrastructure challenge is a unique investment opportunity that will pass when the infrastructure in growth markets catches up with that in developed regions. Although investor appetite is growing, competition among investors still lags behind more mature markets. Investors with deep local knowledge and in-house technical and operational expertise who partner with experienced developers will find quality investments that meet—and exceed—their needs. 1 The Report: Peru 2014, Oxford Business Group, 2014, oxfordbusinessgroup.com. 2 For the purposes of this article, the global middle class is defined as households with daily expenditures between $10 and $100 per person in purchasing-power-parity terms. Arif Naqvi is the founder and group chief executive of The Abraaj Group. Copyright © 2014 McKinsey & Company. All rights reserved.PDF Image | Energy infrastructure
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