Overview of company services

1. Energy Commercialization : Your
Strategic Partner for Growth
Enabling Energy Projects by Providing Full Service Solutions
Copyright 2011 Energy Commercialization, LLC all rights reserved 1 1

2. Driving and Managing Energy Projects
Energy projects enabled when combining all three components
Skilled at integrating
Finance these three
components in order
to implement
projects
Projects
Regulatory Technology
Copyright 2011 Energy Commercialization, LLC all rights reserved 2

3. List of Capabilities
Understanding of both the supply and demand side
 Carbon Capture & Storage (CCS)
 Reducing Carbon Footprint in Supply Chain
 Renewables & Clean Energy
 Energy Storage
 Smart Grid Strategies
 Regulatory / Legislative Intelligence
 Distributed Generation
 Branding
 Product / Services Portfolio Analysis
Copyright 2011 Energy Commercialization, LLC all rights reserved 3

4. Energy Commercialization Bio
C-Level execs experienced in energy and reducing operating expenses
 Team includes former C-level execs experienced in new
product development, marketing, strategic planning,
finance, and operations
 Most of team +30 years experience
 Adept at public / private partnerships
 Experienced working with the Department of Energy (DOE)
 Skilled at forming teams to deploy energy technologies
 Accomplished at implementing new technology to enhance
efficiencies in operations
 Project developer for +20 MW projects in US and
internationally
 Understand PPA, FIT, and other factors affecting energy
deals
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5. Critical Infrastructure Present
Advantageous when teaming to pursue funding opportunities
 Limited Liability Corporation within the state of California
 Certified small business within the state of California
 Accounting system designed to meet DCAA / DOE requirements
 On-site experience at NETL
 Provided assistance to NETL with ARRA funding and monitoring
 Reviewer for DOE proposals
 Currently funded by the DOE / NETL to commercialize new
capture technologies
 Relationships with major utilities
 Relationships with other developers / providers of capture
technology
 Relationships with investment groups
 Relationships with EPC firms
Copyright 2011 Energy Commercialization, LLC all rights reserved 5

6. Global Reach Through Partnerships
International partner network enables access to critical partners and markets
ENERFEX
GREYSTONE
CAPITAL ADVISORS, LLC
STRATEGIC MANAGEMENT CONSULTANCY
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7. Example : CCS Strategic Relationship
Energy Commercialization member of Westcarb Regional Partnership
• Relationships into other regional carbon partnerships as well
• Enables understanding of large project needs and trends
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8. Example : Partnerships for Economic Growth
Using energy projects to drive regional economic growth
• Skilled at working with
regional economic
development groups
• Adept at linking job
growth to new energy
markets
• Important factors to
consider when raising
public funds to build
infrastructure
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9. Energy Ecosystem : Complex & Dynamic
Requires understanding relationships & navigating dynamic landscape
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10. Method to Measure Maturity of Technology
Many studies done on determining TRL and developing R&D portfolios
 Technology Readiness Levels
(TRLs) : scale for assessing the
maturity of a particular technology
 Developed by NASA, now wider
use in DoD and other agencies
 Viewed as one component of a
risk-reduction measure*
 Creates “common language” that
facilitates the integration of
technologies from universities
and research labs (e.g. NRL, ARL)*
 Recent versions include market
related risks, e.g. COSYSMO**
*Graettinger, C; S. Garcia, J. Siviy; R. Schenk; P. Syckle, Using the “Technology Readiness Levels” Scale to Support Technology
Management in the DoD’s ATD/STO Environments”, conducted for Army CECOM, CMU/SEI-2002-SR-027, August 2002
**Valerdi, R; R. Kohl, An Approach to Technology Risk Management, Engineering Systems Division Symposium, MIT, March 2004
Copyright 2011 Energy Commercialization, LLC
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11. Commercialization Pathway
Requires significant capital, talent, and knowledge of stakeholder needs
20
n/a 0.01 -0.1 MW 1 -5 MW 100 -250 MW
18
16
14 +$100 MM
Project Cost
12 $10 MM to
10 $40 MM
8 $1 MM to
6 $5 MM
$0.3 MM to
4
$1 MM
2
0
0 Conceptual
1 Lab Scale3
2 Pilot
4 5 Demonstration 7
6
• Drives type of investor relative to technology maturity
• Field testing begins at pilot scale
• Often failures in transition from lab scale to pilot
Copyright 2011 Energy Commercialization, LLC 11

12. Challenge for Maturing Energy Technologies
Capital, talent, and knowledge of stakeholder needed to commercialize
20
18
16
14
Project Cost
12 TRL TRL TRL TRL
10 1-3 3-5 5-7 7-9
8
6
4
Focus of Energy
Commercialization
2
0
Demonstration /
0 Conceptual
1 Lab Scale3
2 Pilot
4 5 Deployment
6 7
• Drives type of investor relative to technology maturity
• Challenge is that often easier to get large funds for TRL 7-9
than small funds for TRL 1-3
• Traditional R&D funding “gap” is the TRL 5-7
Copyright 2011 Energy Commercialization, LLC
12

13. Breadth of Capabilities Provides Strength
Project developers as well as technology commercialization
Client Type Government (G) or Description
Commercial ( C )
Utility C • Technology surveillance for
energy storage, CCS, distributed
Generation
Technology C • Team formation for DOE grant
Developer • Assist in DOE interactions
• Assessing regulatory / legislative
trends that impact business
California Energy G • Evaluate beneficial use of
Commission captured CO2, i.e. applications
other than sequestration
• Evaluate impact on regional
economy
Waste C • Act as owner’s engineer to
Management evaluate waste to fuels
Facility technologies
• Coordinate with investors
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14. Using Carbon Management to
Drive Revenue Growth
More than just a cost savings mechanism
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15. True Smart Grid: Integrates Changes
Estimated market size of $200 Billion over next 10-15 years1
Prosumers
Plug in vehicles
Carbon Trading
CCS
RPS Standards
1Electric Power Research Institute (EPRI) and Pacific Northwest National Laboratory (PNNL) study
Copyright 2011 Energy Commercialization, LLC all rights reserved 15

16. Full Service Sustainable Solution
More than just “point” solutions
 Strategic sustainability coupled with technology
surveillance
• Future growth coupled with sustainable business practices
• Three to five year planning horizon
 Not just single point solutions, e.g. change lighting
fixtures
 Combines marketing, manufacturing, distribution,
customer service, finance, and accounting
considerations
 Planning and implementation
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17. Branding and Sustainability
Host of products being branded as sustainable
Branding products as
sustainable drives
revenue growth
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18. Strategic Sustainability
Meeting the need to meet the “Triple Bottom Line”
 Triple Bottom Line: People, Planet, Profits
 Organizations driving sustainability in supply chains:
• Unilever: Double size while reducing environmental impacts
through sustainable, profitable, volume growth
• Wal-Mart: Reduce 20 million metric tons of greenhouse gas
emissions from its global supply chain by 2015
 Example of metrics being developed regional and globally:
• The Greenhouse Gas Protocol Initiative
http://www.ghgprotocol.org/standards/product-and-supply-chain-standard
• Eco Index (product life cycle for outdoor equipment)
http://www.ecoindexbeta.org/
 Energy Commercialization approach: focus on enhancing
sustainability AND profitability
• Reduce both the carbon footprint (i.e. CO2 footprint) AND the
production cost of the delivered product
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19. Sustainability Analysis for a Manufacturer
Improving the profit and sustainability of products and services
Lowering energy use and carbon footprint per unit of production in
each of these components will increase profitability
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20. Financing the Effort
Using sustainability enhancements to expand business
Forecast
Monetize potential
expenditures for Calculate ROI and
cost savings
sustainability payback
across operations
upgrades
Develop pro forma Calculate impact
Identify people
for managerial on cost
and planet
control and accounting, i.e.
benefits
financing COGS
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21. Understanding the Impact of
Technology on Carbon
Management
Service to mitigate risks in large scale
projects
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22. Enablers of Sustainability within Organizations
Technology identified as a top enabler within respondents to survey
Demographics of
Respondents to
Survey
Sustainability in Business Today: A Cross-Industry View, Deloitte, 2010
Copyright 2011 Energy Commercialization, LLC all rights reserved 22

23. Technology Surveillance Program
Mitigating technology risk for organizations
 Needs of Organizations:
• Evaluating new technologies being developed
• Understanding new and anticipated regulations
• Leverage government funding to deploy technologies
 Approach:
• Use accepted standards to define technology maturity
• Evaluate economics, list field trials at utilities, and vendors
• Provide a “hot sheet” listing technology, regulatory, finance
developments that could impact utility and/or consumer
 Benefits:
• 3rd party assessment of technology developments
• Rationale for transitioning from surveillance mode to engaging in
projects
• Ability to connect to appropriate government funding sources
Copyright 2011 Energy Commercialization, LLC all rights reserved 23

24. Approach for Technology Surveillance
Phased approach to mitigate risk
Surveillance / Monitor / Plan Engage
Monthly Technology / Involvement
Technology Projects “Deep with Specific
Briefings Dive” Analysis Project
Phase I Phase II Phase III
• Technology readiness & • Detailed analysis of specific • Team member on project
impact on your customers technology or formation of project
• Economics, advantages, • In depth analysis of specific team
disadvantages, vendors projects • Development of public /
• Interaction of regulatory & • Structured meetings with private funding
technology team members and funding • Assists internal operations
• Overview tool for strategic sources (e.g. NETL) in planning and execution
planning • Pre-engagement tool of project
Copyright 2011 Energy Commercialization, LLC all rights reserved 24

25. Partnering with Energy Commercialization
Advantages of a small business coupled with multi-national reach
 Adept at assessing and mitigating finance, regulatory, and
technology risks for large projects
 Experienced with DOE / NETL funding mechanisms and
procedures
 Established relationships regionally with regulatory and
economic development groups
 Understands how financial drivers such as PPA, FITs, etc.
impact bondable / bankable deals: i.e. more than simply an
analyst
 Provides commercialization assistance from a project
developer perspective : mitigates technology, regulatory, and
financial risk
 Develops teams and deals based on international experience
and understanding of global trends in carbon management
Copyright 2011 Energy Commercialization, LLC all rights reserved 25

26. Kevin C. Obrien, PhD
CEO / President
Energy Commercialization
+1 925 858 2448
kevin.obrien@energycommercialization.com
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