The following key factors are noted from this section.
> Establish a partnership approach as early as possible to agree a collective approach to NZ. It is likely that many of the parties will have their own NZ targets and therefore working together will have a mutually beneficial impact on achieving targets. The partnership approach will also allow all parties to bring ideas from work outside of the project as well as a view as to what is achievable for the specific project.
> There might be additional project risk generated by NZ strategies, however, other projects have demonstrated that these are manageable and can be mitigated via a number of approaches which have proved acceptable to private sector parties.
> Consideration of incentivisation through bonus-malus mechanisms.
> Investor approval processes can be lengthy as there is often a need to engage advisors and meet credit committee requirements. Early engagement with lenders is recommended to establish what their requirements are and the typical timeframes they will be working with to gain credit approval. This is typically managed via Project Co.
> A site wide integrated energy strategy should be considered where a facility is part of a wider site. This will enable the whole site to be considered when locating installations and any capital costs can be shared with all site occupants. Early engagement with all parties is recommended.
> The Authority and Project Co to assess any change for impact on the risk profile and to develop mitigation or management to ensure that the requirements of the Change provisions in the Project Agreement are met following the change.