Universidad Tecnológica del Estado de Durango
Ingeniería en Logística Internacional
Proyecto integrador
PODA Y MANTENIMIENTO PERIODICO DE HUERTO SOLAR
POR:
Calderón Moreno Sergio Isaac
Contreras García David Antonio
Favela Avalos Ari Jairo
Ruiz Ramos Alan
Salas Pérez Jesus
Asesor académico: Ing. EDGAR ALBINO IBARRA ESPINOZA
Victoria de Durango, Septiembre del 2024
CHAPTER I
1.1 Nature of the Company
Risen Energy is located in the renewable energy sector, specifically in the solar photovoltaic
industry. This sector focuses on the generation of energy from renewable sources, such as
sunlight, and is driven by the growing global demand for sustainable and clean energy
solutions. Within this sector, Risen Energy specializes in the manufacture of photovoltaic
modules, energy storage systems and large-scale solar power plant projects.
Some key sub-sectors in which it operates include:
Photovoltaic module manufacturing: production of high-efficiency solar panels that convert
sunlight into electricity.
Large-scale solar power projects: Design and construction of solar power plants to generate
electricity in large volumes, targeting businesses or governments.
Energy storage solutions: Development of technologies to store the energy generated by solar
sources and make it available at times of low solar radiation or high demand.
1.2 Company or Project Background
Risen energy arrived in Mexico in October 2015, where it began by working to comply with
all the necessary regulations and permits required by various entities such as the CFE
(Federal Electricity Commission), SCT (Secretariat of Communications and Transportation),
CRE (Energy Regulatory Commission) for the construction of a solar farm in the ejido J.
Guadalupe Aguilera, located in the municipality of Canatlán, Durango, Mexico. In addition
to registering under the law as a legal entity and a company legally incorporated in Mexico.
The company has been working for about 3 years on all the necessary permits and regulations
to start construction of the solar farm in November 2020.
General description of the project
Location:
The construction of the orchard was carried out in the Ejido J. Guadalupe Aguilera, in the
municipality of Canatlán, Durango.
Terrain:
A map of the surface of the land where the project was built is shown; the topography can be
appreciated. This land has a total area of 407 hectares.
Lease agreement between the company and the ejido for the use of the land.
General information about the project
General project information
Construction of the solar farm
Explanation of the paths leading to the entrance of the garden, as well as the regulations
imposed
by
CFE
and
SCT
regarding
the
dimensions
of
the
path.
Solar farm substation.
Internal paths of the solar garden.
Towers and transmission lines.
The construction of the solar farm was completed in November 2022.
1.3 Entrepreneur's experience
Name: Jianping Yuan
Age: 36 years old
Nationality: China
Education: Bachelor's degree in electrical engineering and automation from Tsinghua
University, China.
Experience: 13 years in the solar and renewable energy sector.
Academic Background
Jianping Yuan graduated from Tsinghua University, China, in 2011, where he obtained his
degree in Electrical Engineering and Automation. During his studies, he acquired expertise
in electric power systems, industrial plant automation, and emerging technologies in
renewable energy. His strong technical background allowed him to specialize in the
management and operation of energy infrastructures, with a focus on solar PV.
Professional experience
After graduation, Jianping began his career at a Chinese state-owned company, State
Grid Corporation of China, where he worked for three years as a project engineer, leading
the installation of electrical systems. In 2014, Jianping joined Risen Energy as part of its
international projects team, and has since held various strategic roles within the company.
Throughout his career at Risen Energy, Jianping Yuan has successfully led the planning,
development and management of solar power plants in various regions, both in China and in
international markets. Since 2016, Jianping has held leadership roles in PV projects in
countries such as Thailand and Malaysia, consolidating his experience in overseeing large
solar installations and coordinating multicultural teams. In these roles, he has overseen the
construction and operation of plants totaling more than 500 MW of installed capacity.
In 2022, following the successful start-up of Risen Energy's solar farm in the municipality of
Canatlán, Durango, he was selected to lead the company's expansion in the state of Durango,
where he is in charge of the integral management of the solar farm.
1.4 The Idea
The idea for this project arises from a recurring situation that affects the performance of Risen
Energy's solar farm located in the ejido J. Guadalupe Aguilera. Vegetation, especially grass,
grows rapidly and uncontrollably, reaching heights that block direct sunlight from entering
the panels. This not only decreases the energy efficiency of the system by reducing the
amount of energy the panels can generate, but also represents a serious safety risk, since,
when dried, this vegetation becomes a highly flammable material, increasing the potential
for fires.
The project aims to implement a vegetation control and management plan to avoid these
problems. At the same time, it seeks to ensure that the solar farm operates in an optimal and
safe manner, guaranteeing compliance with quality standards in the generation of renewable
energy.
1.5 Why?
The idea of carrying out this project arose due to a problem that has affected the photovoltaic
plant and its performance. After studies carried out, it is estimated that the grass and
vegetation that has grown around the facilities and especially around the solar panels of the
plant, directly affects the efficiency of energy production and the use of sunlight by at least
16%. That is why we are looking to clean the vegetation and provide maintenance by pruning
the grass that grows in the surrounding area, with the objective of minimizing the effects
caused by the aforementioned problems.
1.6 Mission
To continue optimizing the energy structure and improve the quality of life of human beings
through technical innovation.
1.7 Vision
To create a new life for humanity through green energy.
1.8 Objectives
Identify the most efficient equipment and tools for vegetation control according to current
demand:
In three weeks, research and select the most suitable equipment for clearing weeds in the
solar farm, as well as the best suppliers for procurement, considering efficiency, durability,
environmental impact and cost. This includes hand tools, specialized machinery or innovative
technological solutions that optimize the pruning process for eight employees, including the
acquisition of eight telescopic chainsaws, two weed whackers, a pick-up truck and sun
protection equipment, including footwear, glasses, vests, helmets and leather gloves.
Develop a four-monthly plan to clean up the emerging vegetation on the solar panels:
Create a four-monthly maintenance schedule that establishes the frequency required by the
solar farms, considering vegetation growth cycles, weather seasons, and periods of increased
growth and fire risk. This plan will ensure that the grass does not reach a height that will
affect .
Expansion and Consolidation in the Mexican Solar Energy Market
As part of Risen Energy's long-term expansion strategy in Mexico, Risen Energy seeks to
increase clean energy generation capacity in collaboration with the CFE. In addition, Risen
Energy plans to consolidate its position as a key player in the country's energy transition by
developing new projects that promote the use of renewable sources.
1.10 CANVAS business model
Value proposition
•
Efficient maintenance of the solar plant: Regular mowing of the grass ensures that the
solar panels receive the maximum amount of sunlight, maximizing energy generation.
•
Fire risk prevention: By keeping vegetation under control, the risk of fire is
significantly reduced, improving site safety and protecting the investment.
•
Sustainable operations: Efficient machinery and sustainable techniques are used to
manage vegetation without harming the environment, respecting local ecological
regulations.
•
Resource optimization: Reduction of operational interruptions caused by vegetation
shading, increasing the efficiency of energy production.
Customer segment
•
Risen Energy: As the main client, the company seeks to maintain optimal operation
of the solar farm by contracting specialized pruning services.
•
Solar project investors: Indirect beneficiaries, as the optimization of the solar farm's
energy efficiency maximizes the return on investment.
•
Local community: As part of the project, ejidatarios and the community can benefit
from contracting local services for pruning and maintenance.
Distribution channels
•
Direct contracting of pruning and maintenance services: Selection of local companies
specialized in vegetation management, or the creation of an internal maintenance
team under Risen Energy's supervision.
Customer Relationship
•
Ongoing relationship with Risen Energy: Regularly scheduled pruning service and
constant review of operational efficiency.
•
Collaboration with the local community: Possible hiring of local workers to perform
pruning and maintenance tasks, fostering social and economic development in the
ejido.
Revenue stream
•
Pruning and maintenance service: Revenues will come from the contract with Risen
Energy for regular maintenance of the solar farm vegetation.
•
Additional opportunities: In case of expansion of the solar farm or construction of
new plants, the maintenance company could expand its services to other sites.
Key Resources
•
Specialized pruning equipment: Machinery suitable for pruning the grass without
affecting the solar panels or the land, such as industrial lawn mowers and brush
cutters.
•
Trained personnel: Local or specialized workers.
Key activities
•
Grass pruning: Maintain vegetation at an optimal level through scheduled pruning to
avoid shading the solar panels.
•
•
Fire prevention: Conduct regular inspections and remove dry vegetation to minimize
the risk of fire on the site.
•
Periodic review of operational efficiency: Monitor the impact of pruning on energy
production to adjust the frequency of maintenance interventions.
•
Maintenance equipment management: Ensure that personnel are trained and
machines are maintained in good condition for efficient operations.
Key partners
•
Risen Energy: Primary partner, providing financial resources and planning for
periodic vegetation pruning.
•
Maintenance equipment suppliers: Providers of efficient and sustainable pruning
machinery.
Cost structure
•
Cost of hiring personnel or specialized company: Labor costs for periodic pruning
and maintenance of the solar farm areas.
•
Machinery and equipment costs: Investment in lawn mowers, brush cutters and
specialized equipment to keep vegetation under control.
•
Operating costs: Recurrent expenditure on fuel, machinery maintenance and
transportation costs for maintenance equipment.
Chapter II Description of the Environment
The following is a detailed description of the main macroeconomic and financial trends that
impact this sector of the economy, as well as the social, political, environmental,
phytosanitary and cultural variables that influence its development. The activity of the solar
industry, the competitive situation and the use of advanced technologies in the sector will
also be analyzed.
2.1. Main macroeconomic and financial trends that have an impact on your
business
1. High interest rates:
o
Global context: Central banks, including the U.S. Federal Reserve and the
Bank of Mexico, have raised interest rates in response to inflation. Currently,
the benchmark interest rate in Mexico is at levels close to 11.25% (as of 2024),
which increases the cost of financing for infrastructure projects, such as solar
farms. This affects the ability of companies such as RISEN ENERGY to
access competitive loans.
o
Impact on the solar industry: Solar projects require large upfront outlays, and
rising interest rates may make lending for these projects more expensive. This
could lead to some projects being delayed or re-evaluated in terms of financial
viability. RISEN ENERGY may need to negotiate with financial institutions
for better terms or explore alternative sources such as green bond issues,
project financing with multilateral banks, or public-private partnerships.
2. Inflation and input costs:
o
Rising material costs: In Mexico, inflation has been driven by global and local
factors, affecting the prices of key materials for the solar industry, such as
steel (used in support structures), silicon (essential for solar panels) and
inverters. According to recent data, steel prices have increased by 12% and
silicon by 15% compared to the previous year. These increases could reduce
RISEN ENERGY's profit margins, especially if supply contracts are signed
with fixed prices.
o
Impact on long-term contracts: Many solar energy contracts, such as those
signed under Mexico's electricity auction schemes, have fixed prices and do
not allow for inflation adjustments. This means that any increase in input costs
directly reduces the profitability of the projects. RISEN ENERGY may need
to renegotiate inflationary adjustment clauses in future agreements or seek
more flexible contracts.
o
National Producer Price Index (INPP): According to Banxico, inflation as
measured by the INPP has registered an increase of 5.6% in 2024 compared
to the previous year, which has increased the prices of materials necessary for
the solar industry. Key products such as steel, silicon and inverters have
experienced price increases, affecting RISEN ENERGY's profit margins.
o
National Consumer Price Index (NCPI): General inflation, as measured by the
NCPI, has shown a year-on-year rate of 4.8% in 2024. Although some solar
contracts are long-term and have fixed prices, inflation can erode solar
companies' margins if input costs rise faster than electricity selling prices.
3. Fiscal policies and subsidies:
o
Government support: Although Mexico has offered tax incentives for
renewable energy projects, such as tax deductions for green infrastructure
investments and VAT exemption for certain solar equipment, fiscal and
regulatory policy has been unstable. The current administration has reduced
support for new solar projects and has focused more on strengthening the
Federal Electricity Commission (CFE). For RISEN ENERGY, this means a
more challenging environment for obtaining tax benefits or quick permits.
o
Energy reform and regulations: Current energy policy in Mexico has become
more restrictive on private sector participation in power generation. Recent
reforms limit the ability of private companies to sell energy directly into the
electricity market, favoring the CFE. This represents a challenge for RISEN
ENERGY, which must deal with a more regulated environment and possibly
seek new business models, such as partnerships with the CFE or self-supply
projects with large industrial consumers.
4. Indebtedness and financing:
o
Corporate indebtedness: higher interest rates and tighter financing conditions
are making it more difficult for highly leveraged companies to access capital.
According to the latest report from the Ministry of Finance, corporate debt in
Mexico has increased by 5% in 2023, raising the risk of default for companies
in the energy sector. RISEN ENERGY needs to carefully manage its
indebtedness to maintain its credit rating and access financing at more
competitive rates.
o
Impact on investment: With higher borrowing rates and a more cautious
global financial environment, investment in solar infrastructure may slow.
Investors view renewable energy projects in countries where regulation is
uncertain or interest rates are high as riskier. RISEN ENERGY may need to
enter into strategic alliances with international investment funds seeking
opportunities in emerging markets or resort to financing mechanisms such as
green bonds.
5. Growth in energy demand:
o
Energy demand in Mexico: According to the National Hydrocarbons
Commission (CNH), energy demand in Mexico is expected to grow at an
average rate of 3.1% per year over the next five years. Solar power generation
has seen remarkable growth, reaching 9% of installed capacity by 2024, which
opens opportunities for RISEN ENERGY to expand its market share.
o
Energy transition: Mexico has committed to achieving 35% clean energy by
2024, in line with its international commitments to reduce carbon emissions.
This drive towards energy transition creates a favorable environment for solar
energy, but the lack of sufficient incentives and competition with the CFE
pose challenges to accelerated expansion.
6. Gross Domestic Product (GDP):
o
Mexico's GDP growth in 2024 is estimated at 1.4%, driven mainly by the solar
industry and domestic demand. For RISEN ENERGY, this moderate growth
implies a slow but stable economic recovery, which can facilitate long-term
investment in energy infrastructure. Economic growth also drives energy
demand, which could translate into more opportunities for solar projects as
Mexico seeks to diversify its energy matrix.
7. Unemployment rate:
o
Mexico's unemployment rate has fallen to 2.4% in 2024, reflecting improved
economic activity. A more dynamic labor market may increase energy
consumption, generating greater demand for sustainable energy sources, such
as solar. For RISEN ENERGY, this context may represent a growth
opportunity in industrial and commercial sectors seeking to diversify their
energy sources and reduce costs.
8. Trade balance:
o
Mexico's trade balance has shown a surplus in 2024, mainly due to an increase
in manufacturing exports. Although Mexico still imports a large share of solar
components, the trend towards strengthening domestic value chains,
including the production of solar equipment, could be beneficial for
companies such as RISEN ENERGY. This could reduce dependence on costly
imports and allow for greater vertical integration in the solar sector within the
country.
These economic trends, while presenting challenges, also offer significant opportunities for
RISEN ENERGY as it expands into the Mexican market.
2.3
The company develops and produces solar modules, as well as provides comprehensive clean
energy services, from research and development to production and marketing of renewable
technologies.
Business and competitive situation:
The solar energy industry is constantly growing due to the increasing demand for renewable
energy driven by the global energy transition and sustainability goals. Within this sector,
Risen Energy competes with other large solar energy companies such as LONGi, JinkoSolar,
and Trina Solar, all focused on reducing production costs and improving the efficiency of
solar panels. Despite the competition, Risen Energy has managed to position itself as a
prominent player by focusing on technological innovation and offering competitive and
diversified solutions in the solar sector.
Sector in which it operates:
The solar sector is one of the most dynamic within the energy industry, and is characterized
by high price competition, the constant search for technological innovation, and access to
global markets with government policies that encourage the use of clean energy. In this
environment, Risen Energy is well positioned to take advantage of the growing global
demand for solar energy, thanks to its large-scale manufacturing and distribution capabilities.
Current technology:
Current technology used in the sector includes high-efficiency photovoltaic modules, such
as those based on PERC (Passivated Emitter Rear Cell) cell technology, bifacial technology,
and the use of advanced materials such as monocrystalline silicon. Innovations such as
energy storage with integrated batteries, microinverters, and solar tracking systems are also
being implemented to maximize energy efficiency.
Use of cutting-edge technology:
Risen Energy has demonstrated a strong commitment to technological innovation. The
company has invested in the development of high-efficiency solar modules, such as those
based on HJT (Heterojunction Technology) cells, which offer improved performance in low
light conditions and lower temperatures. In addition, the company is exploring advances in
the manufacture of large solar cells and the integration of energy storage solutions to improve
the management and distribution of renewable energy. Compared to other companies in the
industry, Risen Energy is at the forefront of implementing novel technologies, enabling it to
improve energy efficiency and reduce production costs in the long term.
PESTEL ANALYSIS
Political Factors
Change of government: In October 2024 the former president of Mexico was succeeded by
Dr. Claudia Scheinbaum. Despite being the continuation of her government project, this
change always generates uncertainty for domestic and foreign investors.
Trade relations between Mexico and China: In the first semester of 2024, Mexico has
received 235 million dollars from the People's Republic of China. Despite not having a free
trade agreement and having imposed a large number of countervailing duties, it continues to
be one of Mexico's most important trading partners (Government of Mexico, n.d.).
Promotion of clean energy in Mexico: since 2018, the Mexican government has created
auctions aimed at energy distribution for private companies that generate solar energy to
promote different energy sources, (Graham, 2018).
Economic
Economic growth: It is expected that by the end of this year, the Mexican economy will grow
between 1.4% and 2.3%, which, allows the private sector to enjoy socioeconomic stability,
and an infrastructure that allows them to make their processes more efficient.
Fluctuation between currencies: During the last year, the price of the Mexican peso compared
to the Chinese yuan has remained at stable levels, that is, it has not reduced or increased its
value abruptly, so commercial transactions between these currencies are considered safe,
(Historical Chinese Yuan/Mexican Peso (CNY/MXN), n.d.).
High competition in the clean energy market: In 2019, 19 different power plants were
registered in 11 Mexican entities. In this exercise, there are more than 100 international
companies involved in the creation, storage and distribution of solar energy, making it a
highly competitive market.
Social
Change in consumer trends: The modern consumer has become increasingly aware of
environmental care, so the supply of clean energy is becoming increasingly attractive and
economical for a business segment that is constantly expanding.
Cultural differences between Chinese and Mexican managers: As Risen Energy is a Chinese
company, its global managers may have differences with regional managers due to cultural
differences between Mexicans and Chinese. On the one hand, Chinese citizens are seen as
highly productive and dedicated to their work, while Mexicans are known for their
procrastination.
Technological
Constant innovation in solar technology: One of the most innovative industries
internationally are renewable energies, due to the constant research and invention of new
methodologies and tools to obtain them. Therefore, it is essential to stay at the forefront in
the development of technologies.
CRM or ERP: Software to ensure the supply of components and manage purchase orders.
CCTV security system: The finished product and components need constant monitoring to
prevent loss or theft, so a closed-circuit television system permanently guards the goods to
ensure their safety.
Ecological
Carbon footprint reduction: Clean energy abruptly reduces the burning of fossil fuels and
therefore the emission of greenhouse gases.
Sustainable energy source: Unlike fossil fuels, which have been used for centuries as an
energy source, the sun is an inexhaustible resource, which makes it highly recommendable
in regions suitable for solar energy generation.
Legal
Legally incorporated company: Risen Energy is a Chinese company with a corporate name
in Mexico, so it has no commercial or legislative limitations in Mexico.
Patented products: In a highly competitive commercial world, it is necessary that all products
developed by the company require a patent to avoid plagiarism.
Commercial regulations for solar energy generator products: Any company that manufactures
or markets products dedicated to solar energy, such as solar panels, are subject to compliance
with NOM-001 SEDE
CHAPTER III: ANALYSIS OF THE PRODUCT AND ITS MARKET
3.1 PRODUCT: OVERVIEW
Risen Energy currently has a line of solar panels in Mexico known as Titan Panels. Within
it, it is possible to find the following products:
IMAGE AND DESCRIPTION
These products are aimed at individuals and companies seeking to reduce their carbon
footprint and generate savings in electricity consumption, which in turn, together with a
comprehensive service that is accompanied by support and installation of solar panels.
MARKET SEGMENTATION
Middle and upper-middle class homeowners:
Demographics:
35-65 years old, established families.
Geography:
Urban and rural areas.
Socioeconomic level:
Middle to upper-middle class, own home or multi-purpose buildings.
Psychographic:
Environmentally conscious, looking for long-term savings.
Small and medium-sized enterprises (SMEs):
Demographics:
30-55 year old owners/managers.
Geography:
Industrial and commercial zones in densely populated areas.
Socioeconomic level:
Established companies with direct investment capacity.
Psychographic:
Focused on reducing operating costs, socially responsible image
Farmers and ranches:
Demographics:
Owners 30-60 years old
Geography:
Rural areas with high solar radiation (e.g., Sonora, Chihuahua, Baja California), primarily
Socioeconomic level:
Medium to high, extensive landowners
Psychographic:
Seeking energy autonomy, long-term cost reduction, periodic maintenance service.
Real estate developers:
Demographics:
Construction and development companies.
Geography: Major metropolitan and high population concentration areas.
Socioeconomic level:
Medium to large companies with housing and construction projects.
Psychographic:
Interest in offering added value, complying with sustainability regulations, offering a new
approach to the market.
Government institutions
Demographics:
25-50 year old managers
Geography:
Distributed throughout the country, focus on state capitals and rural areas without electrical
infrastructure.
Socioeconomic level:
Public or private budget for infrastructure upgrades
Psychographic: Commitment to sustainability, pursuit of energy efficiency
Environmentally conscious consumers from high socioeconomic levels.
Demographics:
30-50 year olds, professionals and entrepreneurs
Geography:
Urban and suburban residential areas
Socioeconomic level:
Upper class, annual income over $600,000
Psychographics:
Highly environmentally conscious, looking for the latest in green technology, influencers in
their social circles
EMPATHY MAP
3.5 COMPETITION
Main competitors
Eosol:
Tai Durango 3
Dai Durango 4
3.1.1 MAP OF COMPETITORS
Since this is a business sector that has gained relevance in the last three years, the companies
in this category have not been included in its mapping within the DENUE. However, they
correspond to code 221110 - Generation, transmission and distribution of electric energy,
which includes categories such as economic units dedicated mainly to the generation,
transmission and distribution of electric energy, and electricity generation plants that use
different types of energy, including solar energy.
However, given documentary research on the findings of solar electricity farms in the state
of Durango, it has been found that, there are 4 electric energy parks, where Risen Energy
under the corporate name Siberia SA de C.V., the Spanish engineering transnational Eosol,
and TSK, who is responsible for two solar farms, stand out.
COMPARATIVE TABLE WITH RISEN ENERGY'S MAIN COMPETITORS
Chapter IV Marketing Strategy
4.1 Marketing
A comprehensive strategy for solar panel maintenance services is proposed, focusing on the
short, medium and long term:
Short-term objective (6-12 months):
•
Specific: Attract 30 new residential and commercial customers for solar panel
maintenance service in the Durango region through awareness campaigns and free
trial promotions.
•
Measurable: Reach 30 new contracts, of which 15 will be for commercial companies
and 15 for residential customers.
•
Reachable: It will be based on the implementation of local advertising strategies,
such as radio and social media ads, and direct visits to potential customers.
•
Relevant: This objective is key to introduce and position the service in an emerging
solar energy market, creating a solid customer base.
•
Timeframe: To be achieved within the first 12 months from the launching of the
service.
2. Medium-term objective (1-3 years):
•
Specific: Increase by 50% the efficiency of our customers' solar panels by performing
periodic maintenance (every 6 months) to ensure optimal energy production and
reduce the risk of fires in solar plants.
•
Measurable: Monitor the energy performance of the solar panels before and after
each maintenance, with a target efficiency increase of at least 5% after each
intervention.
•
Achievable: This objective is achievable through the use of specialized equipment,
trained personnel and the implementation of well-planned maintenance schedules.
•
Relevant: Optimizing panel efficiency is key to ensuring customer satisfaction,
improving ROI and fostering long-term relationships.
•
Time horizon: This objective will be achieved within the first 3 years of operation.
3. Long-term objective (3-5 years):
•
Specific: Expand customer base nationwide, reaching at least 100 annual contracts
with large solar plants and PV companies by 2029.
•
Measurable: To account for a growth of 20 clients per year, reaching 100 annual
contracts in the fifth year.
•
Achievable: This will be achieved through partnerships with solar energy companies,
attendance at national solar energy events and trade fairs, and the development of a
specialized sales team.
•
Relevant: The nationwide expansion will strengthen the company's presence in the
solar panel maintenance sector and allow it to generate higher sustainable revenues.
•
Timeframe: This objective will be achieved over a period of 5 years, ending in 2029.
4. Technological innovation objective (long term - 5 years):
•
Specific: Develop a digital platform (mobile app) to manage maintenance requests,
service tracking and customer energy efficiency within 5 years.
•
Measurable: Achieve 60% of customers using the app to manage their services, with
a 90% satisfaction rate in its functionality.
•
Achievable: The development of the app will be possible through investment in
technology and collaboration with software companies.
•
Relevant: The platform will improve the customer experience, enabling more
efficient management and building user loyalty.
•
Timeframe: The app should be operational for all customers within 5 years, ending
in 2029.
4.2 SWOT Analysis
• Strengths:
•
•
o
Growing demand for renewable energy services.
o
Specialized maintenance services ensure greater panel efficiency.
Opportunities:
o
Expansion of the solar market in Mexico.
o
New regulations that promote the use of clean energy.
Weaknesses:
o
Local competition that can offer cheaper services.
o
Lack of brand recognition.
•
Threats:
o
Changes in government policies affecting the solar industry.
o
Economic fluctuations affecting investment in solar energy.
Figure
4.1:
RISEN
ENERGY
SWOT
4.3 Propaganda and Advertising Strategies
•
Duration: 5 years with monthly analysis in the first 2 years.
•
Media:
o
Radio and print media: Information campaigns in local stations and
magazines specialized in energy and environment.
o
Free trials: Offer an initial cleaning at no cost to new business customers.
o
Business cards and brochures: Distribute at events and fairs in the energy
sector.
o
Social media: Create educational and promotional content on platforms such
as Facebook, LinkedIn and Instagram, showcasing the benefits of regular
maintenance.
•
Costs: Will be calculated based on the scope of each campaign, estimating an impact
of 5% increase in sales for each quarter.
4.4 Service and Customer Care Policy
•
Presentation to the market:
o
Scheduled maintenance packages including panel cleaning, vegetation
pruning and technical review.
o
Energy efficiency guarantee: A guarantee of improvement in energy
production will be offered after each service.
o
After-sales: Constant follow-up through periodic reviews, access to online
technical support and personalized attention.
•
Service packaging:
o
Physical: Workers will wear company branded uniforms and specialized
equipment.
o
Digital: Detailed documentation of each service delivered to the client via
email or mobile application.
4.5 Pricing Policy, Promotions and Discounts
•
Net price: It will be established according to the size of the project (commercial or
industrial), with a competitive approach to attract customers from all segments.
•
Promotions:
o
10% discount for annual service contracts.
o
Referral Program: Customers who refer new users will receive a discount on
their next maintenance.
•
Salespeople: There will be a sales team that specializes in prospecting large
companies and solar plants.
4.6 Distribution Channels
For the solar panel maintenance service (cleaning, pruning and maintenance of surrounding
areas), the distribution channels are designed to reach commercial spaces. Specific
distribution channels are detailed below:
Direct Channels
These channels will allow customers to contract the service directly with the company.
•
Official Website:
o
A specific section will be created for the contracting of maintenance services.
Customers will be able to access customized maintenance packages according
to their needs (frequency of cleaning, pruning, etc.).
o
Functionalities: Online quotation, maintenance appointment booking,
electronic payments, and user area to track work performed.
•
Call Center:
o
A specialized sales and customer service team will be in charge of taking
requests, answering questions and coordinating maintenance visits.
•
Social Networks (Facebook, Instagram, LinkedIn):
o
Through these channels, direct attention will be offered through messages and
forms on social networks. Customers will be able to request quick quotes and
receive advice on how to contract the service.
2. Strategic Alliances
The maintenance service will be offered in collaboration with other key players in the solar
energy sector.
•
Collaboration with solar panel installation companies:
o
Agreements will be established with solar panel installers who can
recommend maintenance services to their customers, both residential and
business, as part of a complete package. This channel would include referral
commissions for installers.
o
These installers will also be able to offer maintenance service as an added
value when installing new solar systems.
•
Solar Equipment Distributors:
o
Collaboration will be sought with distributors that sell solar panels and other
equipment, who will be able to include maintenance service as an additional
option at the time of equipment purchase.
3. Events and Fairs in the Energy Sector
Participating in renewable energy, sustainability and technology fairs will allow us to offer
services directly to industrial, commercial and residential customers seeking to optimize the
operation of their solar panels. Services can be contracted at the event through live
demonstrations or through commercial agreements.
4. Residential Market Through Services Platforms
•
Solar Energy Marketplace and Technical Services:
o
Listing services will allow access to customers interested in maintaining their
panels in optimal conditions. These marketplaces offer a showcase for
specialized clean energy services.
o
Solar cleaning and maintenance services may be available on local service
contracting platforms where users seek professionals for technical tasks. This
will help attract residential customers in urban areas.
5. Corporate Contracting
•
Specialized Vendor Network:
o
A sales team specialized in prospecting and closing contracts with large
companies, such as solar parks or developers of photovoltaic projects, will be
established. This team will work through company visits, demonstrations and
customized proposals according to the energy needs of each customer.
6. Long-Term Maintenance Contracts
•
Scheduled Maintenance:
o
For large commercial and industrial customers, annual or multi-year contracts
will be offered with periodic maintenance services at competitive prices.
These contracts will include ongoing monitoring and preventive maintenance,
ensuring a long-term relationship with customers.
4.7 Customer Relationships
• Personalized attention: Periodic technical visits to evaluate the condition of the solar
panels.
•
Online support: Technical support through an online platform that allows customers
to schedule their services and access reports.
•
Website and social networks: Service information, basic maintenance tutorials and
direct contact with the customer service team.
CHAPTER V SALES PLAN
5.1 Revenue stream
•
Risen Energy's solar panel revenues are divided into three parts. In the first instance,
it consists of the commercialization of solar panels of various models created to meet
the needs of a wide range of potential customers, which are manufactured by them.
Subsequently, installation and periodic maintenance is offered, which although not
mandatory, is highly recommended due to the manufacturer's expertise in the
operation of its products.
•
In addition, additional after-sales services are offered at no extra cost, such as the
years of warranty and personalized customer service offered by Risen Energy
corporate for all its customers in Latin America.
Source: Davidcito's Dad ;))
5.2 Sales strategy
Risen Energy's products are marketed directly from the corporate to the customer, and can
be B2B, B2G and B2C, i.e., business to business, business to government, or business to end
consumer. This is due to the following assumptions within which Risen Energy offers its
products.
For the most part, Risen Energy's local client portfolio consists of engineering projects that
require a large-scale solar panel project.
•
Price strategy: Risen Energy targets its products to a niche market, where prices are
considered high, in exchange for a product that guarantees quality and an after-sales
service that is based on an international structure that equals excellence and
exclusivity.
•
Distribution strategy: Establishment of authorized distributors in Durango Capital,
Canatlán and Gómez Palacio, since they are the most important and central cities in
the state that will provide promotion and will be in charge of dealing with technicians
for their training and supervision of the operation, as well as local carriers to negotiate
distribution without the need for logistics infrastructure, since being a company
without so much market in the State of Durango, long-term investment in capital
goods can be seen as a strategy with a high risk.
•
Promotional strategies: : Marketing of products through the website where they offer
the catalog of products and services, as well as contacts as a region and most relevant
news from the global corporate. In addition, they receive word-of-mouth promotion
because of government projects that are the novelty of urban and rural regions. For
example, when the photovoltaic solar farm project was inaugurated in Canatlán,
Durango, it was a local trend, as was the case when a similar project was inaugurated
in Puebla de Zaragoza, Mexico, which gives visibility to people interested in such
services.
Last but not least, the green project and investment fairs that take place in all Mexican cities
on a regular basis, where it will be possible to find Risen Energy booths, offer visibility
directly targeted to the niche market Risen Energy is aiming at.
Sales forecast for last year, this year and next five years
5.3 FORCE AND CONDITIONS OF SALE
Risen Energy has remote executives who are in charge of the phone line and e-mail attention
for people interested in acquiring products from the company, who will also be in charge of
channeling with the nearest authorized distributors for a more reliable sales experience. This
scheme is characterized by a proactive attitude and excellent negotiators within it.
In the case of local services carried out by authorized distributors, they are in charge of
carrying out the experience in a personal way, with training in sales and in charge of
processing customer orders, as well as advising them to choose the best product according to
their project.
Governmental clients: Governmental entities that contract Risen Energy's services to carry
out massive works for the benefit of entire communities.
Legal customers: Legal entities that wish to implement the ecological infrastructure in their
engineering developments for the economic savings generated by the use of clean energy, as
well as its storage.
Individuals: Owners of large amounts of land who wish to take advantage of the geographic
characteristics to generate financial savings derived from the use of electricity generated and
stored by the products offered by Risen Energy within their financial activities. This group
of customers includes tilapia and shrimp farms and farmland in Mexico.
5.4 Define the credit and collection policies of the company, and indicate the
reason for the collection policy and how credit sales are instrumented (promissory note),
bill of exchange, etc.)
As a company dedicated to the manufacture of massive international projects, the credit
format tends to be an option that applies to the vast majority of its operations in Mexico and
around the world. In addition, Risen Energy is a company owned by the People's Republic
of China, so all financing provided is actually granted by the Eximbank (Export-Import Bank
of China). Therefore, Risen Energy acts as an intermediary during the loan.
The main legal document through which the credit and collection rules are established
consists of the international invoice and its respective purchase and sale agreement, where
the goods traded are detailed, as well as the amount to be paid in local currency, while the
agreement sets forth the financing plan offered with a variable interest rate established by the
"Loan Prime Rate" index of the Chinese government, which in 2024 averaged 3.5%. These
invoices have a 30-day credit period for collection. In the event of non-payment, this would
generate additional costs for the operation of the collection department, under other concepts.
Finally, Risen Energy's collection scheme has sound policy reasons for its collection, where
the following features stand out:
Strategic: Establishing itself in the Mexican market as one of the pillars of photovoltaic
farms and sustainable engineering is highly attractive for Risen Energy's expansion in the
region, taking advantage of the capital of the People's Republic of China for this expansion.
Operational: Allows the optimal balance between growth and risk management for the
healthy financially spread of the company in the region, relying on international treaties and
trade rules between different commercial territories as a company focused on B2G, the risk
of non-payment is highly low.
CHAPTER VI PROJECT OPERATIONS PLAN
6.1 PRODUCTION PROCESS
6.2 LAYOUT
The storage warehouse in which all the necessary material is stored to carry out the activities
on which our work is focused has dimensions of 7 meters long by 4 meters wide, the
warehouse inside has two storage racks at the same time. Just like lockers with spaces for
each worker, it has a water tap as well as two spaces dedicated just for water tanks. The
entrance to the warehouse is 3 meters wide, and a total height of the warehouse is 3 meters.
Due to our project is focused on working in this phase only for the company Risen Energy,
the installation capacity available is a warehouse in which all the material previously
described in the previous chart is stored.
6.3
6.4 Quality Assurance Program
Objectives
1. Ensure operational efficiency: Ensure all maintenance activities are carried out efficiently
and effectively.
2. Maintain solar panel integrity: Protect solar panels from damage and ensure optimal
performance.
3. Comply with safety standards: Ensure all operations are conducted following strict safety
protocols.
4. Optimize resources: Use all resources and materials optimally, minimizing waste.
5. Customer satisfaction: Ensure maintenance activities meet customer expectations and
requirements.
6. Continuous monitoring: Implement a continuous monitoring system to improve processes
and outcomes.
7. Staff training: Ensure all employees receive the necessary training to perform their tasks
competently.
8. Sustainability: Promote sustainable and environmentally friendly practices.
9. Complete documentation: Maintain detailed records of all maintenance activities.
10. Continuous innovation: Constantly seek and apply improvements to processes and tools
used.
11. Cost reduction: Implement strategies to reduce costs without compromising quality.
12. Minimize downtime: Ensure solar panels are operational as much as possible.
13. Regulatory compliance: Ensure compliance with all applicable laws and regulations.
14. Risk management: Identify and mitigate potential risks associated with solar panel
maintenance.
15. Energy efficiency: Improve the energy efficiency of maintenance operations.
16. Structural integrity: Maintain the structural integrity of the solar panel site.
17. Community involvement: Engage the local community in sustainable and maintenance
practices.
18. Technological innovation: Implement advanced technologies to improve maintenance
operations.
19. Environmental impact assessment: Continuously assess the environmental impact of
operations.
20. Transparency: Maintain transparency in all operations and communications with the
customer.
Operating Policies
1. Safety standards: All personnel must strictly follow safety protocols during operations.
2. Proper use of equipment: Ensure all equipment and tools are used properly and safely.
3. Timeliness: All tasks must be completed within the assigned time to avoid delays.
4. Effective communication: Maintain clear and open communication among all team
members and with the customer.
5. Regular maintenance: Perform periodic and preventive maintenance to avoid unforeseen
failures.
6. Continuous review and improvement: Regularly evaluate processes and seek opportunities
for improvement.
7. Environmental responsibility: Implement practices that minimize environmental impact.
8. Training and education: Provide ongoing training to all personnel to improve their skills
and knowledge.
9. Quality monitoring and control: Perform constant inspections and monitoring to ensure
work quality.
10. Recordkeeping and documentation: Maintain detailed records of all activities and
outcomes.
11. Standardized processes: Ensure all procedures follow specific standards.
12. Inventory management: Maintain precise control of necessary materials and equipment.
13. Customer service: Provide excellent customer service at all stages of the project.
14. Performance evaluation: Conduct periodic evaluations of staff performance.
15. Resilience: Develop contingency plans to ensure service continuity.
16. Innovation: Encourage innovation in maintenance practices.
17. Integrity: Maintain integrity in all operations and decisions.
18. Adaptability: Be flexible and adapt to changes and new challenges.
19. Quality culture: Promote a culture of quality and excellence among all personnel.
20. Social responsibility: Commit to social and community responsibility practices.
Evaluation Criteria
Economic
1. Cost per operation: Analysis of costs associated with each maintenance operation.
Total budget: Comparison of the initial budget with the actual project cost.
Material costs: Evaluation of the cost of materials used in maintenance.
4. Transportation costs: Expenses associated with transporting materials and personnel.
5. Labor costs: Expenses for salaries and benefits of involved personnel.
6. Return on investment (ROI): Calculation of economic benefit obtained versus the
investment made.
7. Repair costs: Analysis of costs incurred in repairs and corrective maintenance.
8. Resource efficiency: Evaluation of efficient use of financial resources.
9. Training costs: Expenses on staff training and education.
10. Environmental costs: Evaluation of costs associated with sustainable practices and impact
mitigation.
11. Supplies costs: Analysis of costs of necessary supplies and inputs.
12. Technology costs: Evaluation of costs associated with implementing new technologies.
13. Budget deviations: Measurement of deviations from the planned budget.
14. Preventive maintenance costs: Evaluation of costs associated with preventive
maintenance.
15. External services costs: Expenses on services contracted from third parties.
16. Cost reduction: Analysis of effective strategies to reduce costs.
17. Cost per hour: Evaluation of operational cost per hour of work.
18. Insurance costs: Expenses associated with insurance and coverage.
19. Delay costs: Costs incurred due to delays in operations.
20. Storage costs: Expenses associated with storing equipment and materials.
Time
1. Operation time: Duration of each maintenance operation.
2. Total project time: Comparison of estimated versus actual project time.
3. Delays:** Number and cause of delays in the project schedule.
4. Response time:** Response time to detected failures or problems.
5. Inspection duration: Time required to conduct quality inspections.
6. Training time: Duration of staff training and education sessions.
7. Downtime: Time solar panels are out of service during maintenance.
8. Waiting time: Waiting times between different maintenance phases.
9. Documentation time: Time dedicated to documenting activities and results.
10. Continuous improvement time: Duration of activities focused on reviewing and
improving processes.
11. Improvement implementation time: Duration of the implementation of identified
improvements.
12. Loading and unloading time: Time required for loading and unloading equipment and
materials.
13. Setup time: Duration of time for setting up and preparing work equipment.
14. Travel time: Duration of travel time for personnel and equipment.
15. Communication time: Time dedicated to communication among the team and with the
customer.
16. Project closure time: Duration of the project closure and handover process.
17. Review time: Duration of time dedicated to reviewing and correcting errors.
18. Audit time: Duration of time dedicated to internal quality audits.
19. Validation time: Time required for validating maintenance results.
20. Report preparation time: Duration of time dedicated to preparing progress and results
reports.
Service
1. Customer satisfaction: Evaluation of customer satisfaction with provided services.
2. Expectation fulfillment: Degree to which customer expectations and requirements are met.
3. Work quality: Evaluation of the quality of maintenance operations performed.
4. Failure frequency: Number of failures or problems reported after maintenance.
5. Operational efficiency: Evaluation of operational efficiency and effectiveness.
6. Communication quality: Degree of clarity and effectiveness in communication with the
customer.
7. Resolution time: Time required to resolve any detected problem or failure.
8. Service reliability: Level of confidence in the continuity and quality of the provided
service.
9. Standards compliance: Degree to which applicable standards and regulations are met.
10. Customer feedback: Customer opinions and suggestions about the received service.
11. Service availability: Evaluation of service availability and accessibility.
12. Emergency response: Evaluation of the response capacity to emergencies and unforeseen
situations.
13. Service integrity: Evaluation of the integrity of the service provided.
14. Service customization: Degree of service customization to meet specific customer needs.
15. Service consistency: Evaluation of the consistency and reliability of service delivery.
16. Service improvement: Continuous assessment and implementation of service
improvements.
17. Customer communication: Quality and frequency of communication with the customer.
18. Service adaptability: Ability to adapt services to changing customer needs and market
conditions.
19. Customer retention: Rate of customer retention and loyalty.
20. Service documentation: Completeness and accuracy of service documentation and
reporting.
6.5 DESCRIPTION OF THE FIVE PHASES OF THE SUPPLY CHAIN
1. Inbound Logistics
Inbound logistics focuses on the efficient management and coordination of materials, tools,
and equipment needed for maintaining the solar panels and the surrounding grounds at Risen
Energy's facilities. This phase includes:
Receipt of equipment and materials: Ensuring timely delivery of essential supplies such as
lawn mowers, trimmers, cleaning agents, water tanks, and safety gear. This involves close
coordination with suppliers to track orders and confirm delivery schedules.
Storage: Proper storage of received materials and equipment in a secure, organized manner
within the warehouse. This ensures that all items are easily accessible when needed and
reduces the risk of damage or loss.
Inventory management: Maintaining accurate records of inventory levels for all materials
and equipment. This includes regular stock checks and using inventory management software
to monitor usage rates and reorder supplies before they run out.
Supplier management: Building and maintaining strong relationships with suppliers to ensure
a reliable supply chain. This involves negotiating contracts, managing supplier performance,
and ensuring that all materials meet the required quality standards.
Transportation: Coordinating the transport of materials from suppliers to the maintenance
site, ensuring that the logistics are cost-effective and timely. This may include selecting
appropriate transport methods and routes to optimize delivery times.
Quality inspection: Conducting thorough inspections of all received materials and equipment
to ensure they meet the necessary quality standards. Any defective or substandard items are
identified and returned to suppliers for replacement.
2. Operations
Operations encompass all activities involved in the actual maintenance of the solar panels
and the surrounding grounds. This phase includes:
Maintenance planning: Developing a detailed maintenance schedule that outlines when and
how each task will be performed. This ensures that all activities are completed efficiently and
within the planned timeframe.
Grass cutting and pruning: Using tools such as lawn mowers and trimmers to maintain the
grass and vegetation around the solar panels. This helps prevent shading and ensures that the
panels receive maximum sunlight for optimal energy production.
Cleaning solar panels: Utilizing specialized cleaning agents and tools to remove dust, dirt,
and other contaminants from the surface of the solar panels. Regular cleaning is essential to
maintain the panels' efficiency and energy output.
Quality control: Implementing strict quality control measures to ensure that all maintenance
activities meet the required standards. This includes regular inspections and audits to verify
that the work is performed correctly and effectively.
Equipment maintenance: Regularly checking and servicing all tools and equipment to ensure
they are in good working condition. This helps prevent breakdowns and extends the lifespan
of the equipment.
Human resources management: Coordinating and supervising the maintenance team,
ensuring that all personnel are trained and equipped to perform their tasks safely and
efficiently.
Process optimization: Continuously seeking ways to improve the efficiency of maintenance
operations. This may involve adopting new technologies, refining processes, and
implementing best practices.
3. Outbound Logistics
Outbound logistics focuses on the management of waste and the evaluation of maintenance
results. This phase includes:
Tool storage: After maintenance activities are completed, all tools and equipment are cleaned,
inspected, and stored in designated areas. Proper storage helps prolong the lifespan of the
equipment and ensures it is ready for future use.
Waste management: Collecting and disposing of waste materials generated during
maintenance, such as grass clippings, debris, and used cleaning agents. Waste management
practices should comply with environmental regulations and aim to minimize the impact on
the environment.
Documentation: Keeping detailed records of all maintenance activities, including the tasks
performed, the materials used, and any issues encountered. Documentation helps track the
progress of the maintenance work and provides valuable data for future planning.
Transporting waste: Coordinating the transport of waste materials to appropriate recycling
centers or disposal facilities. This ensures that waste is managed responsibly and sustainably.
Monitoring results: Regularly assessing the condition of the solar panels and the surrounding
grounds to ensure that maintenance activities are achieving the desired outcomes. This
includes tracking performance metrics and identifying areas for improvement.
Maintenance reporting: Preparing comprehensive reports that summarize the maintenance
activities, highlight key findings, and provide recommendations for future actions. These
reports are shared with stakeholders to keep them informed and engaged.
4. Marketing and Sales
Marketing and sales focus on promoting maintenance services and ensuring customer
satisfaction. This phase includes:
Market research: Conducting research to understand the needs and preferences of customers
regarding solar panel maintenance. This helps identify opportunities for new services and
improvements to existing offerings.
Developing marketing strategies: Creating marketing plans and campaigns to promote
maintenance services to potential customers. This includes defining target audiences, setting
objectives, and selecting appropriate marketing channels.
Advertising and promotion: Utilizing various advertising methods, such as online marketing,
social media, print media, and events, to raise awareness of maintenance services and attract
new customers.
Sales: Managing the sales process from lead generation to closing deals. This includes
identifying potential customers, making sales presentations, negotiating contracts, and
following up with clients to secure their business.
Customer relations: Building and maintaining strong relationships with customers through
regular communication, personalized service, and effective issue resolution. Good customer
relations help foster loyalty and repeat business.
Sales analysis: Monitoring and analyzing sales performance to identify trends, measure
success, and make data-driven decisions. This includes tracking key metrics such as sales
volume, revenue, and customer acquisition costs.
5. After-Sales Service
After-sales service focuses on maintaining customer satisfaction and ensuring the long-term
success of the maintenance program. This phase includes:
-Customer support: Providing ongoing support and assistance to customers after maintenance
has been performed. This includes addressing any issues or concerns they may have and
offering technical advice.
Warranties and returns: Managing warranty claims and handling returns of services if
necessary. This ensures customers feel confident and secure in the maintenance services
provided.
Maintenance and repairs: Offering additional maintenance and repair services to address any
issues that arise after the initial maintenance. This helps ensure the continued efficiency and
longevity of the solar panels.
Satisfaction surveys: Conducting surveys to gather feedback from customers about their
experience with the maintenance services. This feedback is used to make improvements and
enhance customer satisfaction.
Loyalty programs: Implementing programs that reward customers for their continued
business and encourage repeat purchases of maintenance services. Loyalty programs can
include discounts, special offers, and other incentives.
Updates and improvements: Keeping customers informed about new developments, updates,
and improvements in maintenance services. This helps ensure they are aware of the latest
best practices and technologies available to them.
6.6 CREDIT TERMS
Justification
Suppliers and their Characteristics
Home Depot: Major supplier of materials and tools. Does not offer specialized credit
accounts for specific customers. Financing options are limited to standard consumer credit
cards with interest-free month promotions, depending on the customer's cards.
Local Dealership: Supplier of commercial vehicles. Generally does not offer specific credit
lines for individual projects, and financing options may be limited.
Ace Hardware: Supplier of tools and materials, similar to Home Depot, does not have special
credit accounts available for projects. Payment options may include standard credit cards
with occasional interest-free month promotions.
Local Hardware Store: Small local suppliers rarely offer credit accounts. They rely more on
direct sales and immediate payments.
OfficeMax: Supplier of office and safety items. Does not offer specialized credit lines and
financing options are more focused on individual consumers with specific credit cards.
Amazon: Online wholesale supplier. Does not provide commercial credit lines. Offers limited
financing options through consumer credit cards.
In summary, due to the nature of the suppliers we work with and their financing policies, it
is not possible to establish specific credit conditions for our solar panel maintenance project.
The most viable option is the interest-free month promotions, which depend on consumer
credit cards and are subject to the availability and terms of the card issuer. This justification
helps us understand the limitations and adjust our financial planning and expectations
accordingly.
7.1 Requirements for personnel in the first year
1.
Manager.
Description: Responsible for the overall supervision and management of the grass cutting
department within the solar farm. The manager will be responsible for strategic program
planning, allocated budget, and personnel management. He/she coordinates with other
departments on the farm to ensure alignment with overall company objectives. He/she will
also oversee training and compliance with safety and quality standards, as well as analyze
results to improve the efficiency and effectiveness of the team.
Requirements:
- Bachelor's degree in agronomy, environmental engineering, management, or a
related field.
- Minimum 2 years of experience in supervision of agricultural projects or
maintenance of industrial facilities.
- Knowledge of personnel administration, budget management, and compliance with
safety regulations.
- Leadership and effective communication skills.
2.
Pruning operations coordinator.
Description: Supports the manager in the daily supervision of pruning operations. The
coordinator will be responsible for organizing daily tasks and assigning operating personnel
to specific areas of the farm. In addition, he/she will ensure that equipment and tools are used
efficiently, make daily progress reports and report any problems or adjustments needed to the
manager. You will also assist in the training and monitoring of operational personnel on safety
issues.
Requirements:
- Technical career or bachelor's degree in natural resources management, agriculture
or related areas.
- Minimum of 2 years experience in supervisory or coordination roles of operational
personnel in field environments.
- Time management skills, problem solving skills and knowledge of safe agricultural
work practices.
3.
Operative personnel (Pruning workers)
Quantity: 12
Description: Operational personnel will be responsible for mowing grass around the solar
panels, ensuring that sunlight is not obstructed and minimizing fire hazards. Workers will use
hand tools and basic machinery (such as brush cutters) under the supervision of the
coordinator. In addition, they will be responsible for collecting and moving vegetation debris
to the designated disposal area and performing basic maintenance on the pruning tools.
- Completed high school or previous experience in field work, landscaping, or outdoor
maintenance activities.
- Knowledge in the safe handling of pruning tools and brush cutters (training provided
if no experience).
- Physical conditions suitable for working outdoors and in variable weather
conditions.
- Commitment to compliance with safety standards in the workplace.
7.2 Table of benefits by hierarchical level.
Benefit
Base
Manager
Monthly 22,000 Mxn
Pruning operations Operative personnel
coordinator
(Pruning workers)
$14,000 Mxn
$8,500 Mxn
20 days' salary
15 days' salary
Salary
(approximate)
Aguinaldo
30 days' salary
Vacations
12 days for the first year 10 days for the first 8 days for the first
year
year
Vacation bonus
30%
of
salary
on 25% of salary on 25% of salary on
vacation days
vacation days
Social
Security Total coverage under the Total
(IMSS)
Federal Labor Law
vacation days
coverage Total coverage under
under the Federal the
Labor Law
Infonavit
Savings fund
Federal
Labor
Law
Contribution
in Contribution
in Contribution
in
accordance
with accordance
with accordance
with
regulations
regulations
regulations
10% of monthly salary
6%
of
monthly Not applicable
salary
Food vouchers
1,500 per month
1,200 per month
600 per month
Life insurance
2 years salary
1 year salary
Not applicable
800 per month
$400 per month
Support
for 800 per month
transportation
Productivity
Up to 2 months of annual Up to 1 month of Up to half a month's
bonus
salary
Continuous
Included, with a focus on Including,
training
leadership
annual salary
annual salary
with Basic: safe operation
and focus
communication.
organization
on of machinery
and
security
Overtime
Triple overtime pay
Triple overtime pay
Professional
Included,
with Included,
development plan
promotion
and promotion option
advancement options
Triple overtime pay
with limited, with option
for promotion based
on performance
Holidays
With pay according to With pay according With pay according to
law
to law
law
7.3 Personnel increase policies
Growth Based on Seasonal Demand and Work Volume
•
The hiring of additional personnel will be evaluated based on workload and seasonal
variations. For example, during the season of accelerated grass growth (rainy season),
consideration could be given to hiring temporary staff to meet intensive pruning
requirements.
•
Workload analysis will be performed on a quarterly basis to adjust the department's
needs without generating unnecessary cost overruns.
Increase in Personnel due to Expansion of Operational Area
•
In case of expansion of the solar farm's operational area or implementation of new
programs on the farm, the need to incorporate new workers to cover the extension
and new work areas will be evaluated. This ensures that each area is adequately
maintained without overloading the existing staff.
•
Any area expansion must be approved by the department manager in conjunction with
general management and human resources.
Temporary Contracting in Contingency Situations
•
In contingency situations, such as unusual grass growth or adverse weather
conditions, additional temporary hires may be made. These personnel will cover the
occasional increase in workload and allow the stable team to remain within its
capacity without compromising the quality of service.
•
Temporary hires will follow current labor standards and will be subject to periodic
review based on specific need.
Internal Promotion and Development of Existing Staff
•
The vacancies and positions generated by the increase in activities will be, in the first
place, offered to internal personnel with the potential to fill these positions. In this
way, the current team will have the opportunity for growth and professional
development within the company, motivating the retention of talent.
•
Personnel showing high levels of performance and commitment will be evaluated for
possible promotions or to assume additional responsibilities in case of task expansion.
Annual Operating Capacity Review
•
A complete review of the operational capacity of the pruning department will be
conducted annually, considering the growth of the solar farm and the achievement of
goals. This review will assess whether the current number of employees is sufficient
to meet operational needs, and determine if staffing needs to be adjusted.
•
This evaluation will be carried out by the department manager, in conjunction with
the human resources area, and will be based on performance metrics, fulfillment of
objectives, and operational needs of the orchard.
Adaptation to New Technologies and Operating Methods
- If new technologies or operating methods (such as automated machinery or
improved pruning tools) are implemented, the type of personnel required in the department
can be reduced or modified. The adoption of advanced technology seeks to optimize the use
of human resources and minimize the physical burden on personnel.
- Hiring and personnel profiles can be adapted to respond to these innovations,
seeking to optimize costs and improve work efficiency.
7.4 Salary increase policies
Annual Increase Based on Inflation
-An
annual salary adjustment will be made in accordance with inflation in Mexico,
considering the index published by the National Institute of Statistics and Geography
(INEGI). This adjustment allows salaries to maintain their purchasing power and helps
employees to cover the increase in the cost of living.
-This increase will be applicable to all levels of the department (manager, coordinator and
operational staff), and will be reviewed each November to be applied in the first quarter of
the following year.
Performance Increases
-The performance increase will be awarded based on an annual performance
evaluation, where each employee will receive feedback on his or her work. Employees who
obtain higher ratings will receive an additional increase.
-Performance increases will be based on specific criteria, such as:
o Achievement
of productivity goals.
oCommitment
to safety at work.
o Ability
to take on new responsibilities and support the efficiency of the team.
Seniority premium
To
recognize the loyalty and long-term commitment of employees, seniority-based salary
increases will be granted for every three years of continuous service.
-This increase will be worth 3-5% of the annual base salary, in addition to other benefits
such as priority for internal promotions and access to professional development opportunities
within the company.
Special Increase for New Responsibilities
-If
an employee assumes additional responsibilities or is promoted to a higher position
(e.g., operational staff promoted to coordinator), he/she will receive a salary increase
commensurate with his/her new role and responsibilities.
-This increase will be determined based on the level of responsibility and hierarchy of the
position, as well as industry salary standards for similar roles.
Bonuses and Special Payments
-Although
not a direct increase in base salary, annual bonuses are contemplated for
meeting objectives and efficiency metrics. These bonuses will be distributed to all
hierarchical levels and will be based on specific achievements such as fire risk reduction,
efficient maintenance of critical areas, and meeting productivity goals.
-Bonuses will be awarded at the end of the fiscal year and may vary between 10-15%
of the employee's monthly salary.
Semiannual Market-Based Wage Review
-Twice
a year, human resources management will conduct a market analysis to
compare the salaries of solar farm workers with those of similar roles in the region and the
energy sector.
-In case of finding a significant difference with respect to market standards, a
recommendation will be presented to adjust salaries and avoid staff turnover, maintaining
Risen's competitiveness in the labor market.
These salary increase policies are fundamental to ensure staff satisfaction in the grass cutting
department, as well as to align workers' interests with the company's objectives. By
establishing clear, merit-based criteria, an environment of professional growth is fostered,
rewarding the effort and dedication of all employees.
7.5 first year working conditions
Workday
- Schedule: The workday will be Monday through Friday, 8:00 a.m. to 4:30 p.m., with
a half hour for lunch and two short breaks of 15 minutes each (one in the morning and one
in the afternoon).
- Overtime: If additional hours are required, they will be paid in accordance with the
Federal Labor Law in Mexico (with triple pay in the event that they exceed legal overtime).
Safe working environment
- Protective Equipment: All personnel will be provided with quality personal
protective equipment (PPE), including work gloves, safety glasses, reflective vests, steeltoed boots and ear protectors for those using noisy machinery.
- Safety Training: Initial training will be provided on safe work practices, proper use
of machinery, basic first aid and fire emergency protocols.
- Emergency Protocols: Fire and accident procedures will be implemented and
communicated, and first aid kits will be available at strategic points on the farm.
Machinery and tools
- Modern Equipment and Regular Maintenance: Workers will have access to modern
and well-maintained machinery, such as brush cutters and pruners. The operations
coordinator will check weekly that the tools are in optimal condition and supervise their
preventive maintenance.
- Tool Use and Training: All operating personnel will receive initial training in the
proper use of the machinery, and quarterly updates will be provided to keep the team
informed of best operating practices.
Rest and feeding conditions.
- Rest and Dining Area: There will be a rest and eating area with tables and chairs
under a roof, where personnel will be able to eat and rest during the day.
- Food Support: All employees will receive food vouchers and transportation support
that can be used for food or transportation expenses.
Performance evaluation and welfare
- Quarterly Performance Review: Quarterly reviews will be implemented to evaluate
each employee's performance, recognize individual and group achievements, and identify
areas for improvement.
- Satisfaction and Well-Being Surveys: During the first year, satisfaction surveys will
be conducted every six months to identify possible improvements in working conditions and
to ensure that the team feels supported and motivated.
Health and psychological support policy
- Social Security: All employees will be covered by the Mexican Social Security
Institute (IMSS), which includes medical care and legal benefits.
- Psychological Support and Emotional Well-Being: Semi-annual talks and
workshops on mental health and work stress management will be organized to promote
emotional well-being and reduce fatigue in the team.
7..6
Organization chart
Functional scheme
Risen Mexico (Parent Company)
Responsible for the overall supervision of the solar farm and the new grass trimming
department. Establishes strategic objectives and controls the resources allocated to the
department.
Project Manager
Has general oversight of the solar farm, including safety and environmental compliance.
Evaluates the overall performance of the pruning department, reports progress to
management and ensures that daily pruning operations do not interfere with the energy
efficiency of the solar farm.
Department Manager
The manager is responsible for the direct management of the pruning team. His primary role
includes planning pruning activities, managing resources and overseeing the performance of
the team. He coordinates with the project manager for the alignment of the department's
activities with the overall objectives of the solar farm.
Coordinator
In charge of the daily logistics of the pruning team, ensures that the equipment and machinery
are in optimal conditions. In addition, he organizes and assigns tasks to the team of laborers,
makes work reports to the manager, and supervises that the work is carried out according to
safety standards.
Laborers (12)
Laborers are the operational personnel responsible for direct grass pruning. They perform
field work, operating machinery and tools to keep the areas clear. They follow the
coordinator's instructions, ensuring that the grass is kept at a suitable height to optimize the
efficiency of the solar panels.
Human resources management
She collaborates in the recruitment and training process of pruning personnel, in addition to
handling aspects related to payroll and staff welfare. He is also in charge of reviewing
performance evaluations and proposing welfare and personal development programs.
7.7 Human resources plan
Recruitment policies
Media:
- Online job portals: LinkedIn, Indeed and Computrabajo to post manager,
coordinator and other key positions.
- Company's social networks: Risen Mexico's Facebook and Twitter posts for local
and national reach.
- Local employment agencies: To attract candidates from the region, mainly for
operational positions.
- Newsletters in technical universities and vocational training centers: Especially to
attract profiles for the position of coordinator and technical personnel.
- Announcements in nearby communities and ejidos: Information posters and flyers
in high-traffic locations to attract candidates for the role of laborers.
Personnel selection policies
Job profiles:
- Department Manager
o Requirements: Bachelor's degree in management, agronomy or environmental engineering
with experience in field team management, at least 2 years in similar roles.
o Skills: Human resource management, planning of field activities, problem solving and basic
knowledge of safety standards.
- Coordinator
o Requirements: Technical career or proven experience in maintenance of green areas and
handling of mechanical equipment.
o Skills: Leadership ability, knowledge in pruning machinery operation, organizational and
logistical skills.
- Laborers (12)
o Requirements: Basic educational level, with preference given to those with experience in
gardening or field work.
o Skills: Responsibility, physical labor skills, ability to follow instructions and commitment
to safety standards.
Selection process
- Initial interview: Evaluation of background and relevant experience.
- Technical tests (depending on the position): Evaluation in the operation of
machinery for the coordinator and demonstration of gardening skills or field work for
laborers.
- Competency interview: Assessment of interpersonal skills, teamwork and
adaptability to the work environment.
Training of embedded personnel
Recommended training courses.
- Induction to Safety and Fire Prevention Standards: Mandatory course for everyone,
focused on the safe handling of tools and preventive actions to reduce fire risks in the solar
farm.
- Handling of Machinery and Tools: Training in safe operation and maintenance of
pruners, brush cutters and specific pruning equipment.
- Sustainability and Solar Energy Training: To align the team with the company's
environmental objectives.
- Leadership and Management Course (for manager and coordinator): Training to
reinforce your supervisory and team motivation skills.
- Continuous Training: Quarterly updates on best practices and new pruning and green
area management techniques.
Incentive plan
This plan aims to foster motivation and commitment through tangible incentives and
recognition.
- Monetary incentives
o Annual Bonus: Based on overall productivity and achievement of departmental objectives.
o Individual Performance Bonuses: Additional incentives for those who excel in their
quarterly evaluations.
- In-kind incentives
o Monthly food vouchers: For all employees to support their finances.
o Additional Life Insurance: Provided to those with more than one year in the company.
- Recognition and celebrations
o Worker of the Month Award: Certificate and cash prize for the outstanding worker.
o Integration Events: Quarterly celebrations to strengthen teamwork and celebrate the
achievement of goals.
o Family Day: Annual event where employees can invite their families, promoting a sense of
belonging.
Methodology for job evaluation and performance evaluation of personnel
Job evaluation: Based on level of responsibility, technical skills and contribution to the
achievement of company objectives.
- A point system will be used to evaluate factors such as experience, level of
supervision required and complexity of the position.
Performance evaluation: Quarterly evaluations based on indicators such as:
- Productivity: Amount of pruned land and effectiveness of maintenance.
- Compliance with Safety Standards: Respect for safety protocols.
- Teamwork: Evaluation of collaboration among colleagues and contribution to the
work environment.
- Training: Compliance with mandatory courses and their application in daily work.
Career plan for staff
The professional career plan aims to offer professional growth opportunities for employees,
favoring retention and motivation in the department.
Race route
- Laborers: May aspire to the position of coordinator if they demonstrate leadership,
responsibility and skill in handling machinery after 2-3 years of experience and positive
evaluations.
- Coordinator: Possibility of being promoted to manager after 3-5 years of experience
in the role and after completing additional management and leadership training.
- Manager: May progress to more responsible roles in the company, such as managing
maintenance operations or overseeing other similar projects at Risen.
Development of competencies
- Technical and leadership skills will be promoted, as well as continuous training in
sustainability and management issues.
- Annual evaluations and feedback sessions to identify areas for improvement and set
personal development goals.
- External Training Support: Risen will support interested employees in additional
relevant training programs (e.g. scholarships for diploma courses in green project
management or sustainability).
7.8 Joint labor commissions that must exist in the company in accordance with the LFT.
According to Mexico's Federal Labor Law (LFT), there are several joint labor commissions
that must be formed in companies to ensure compliance with labor rights and foster a safe,
healthy and equitable work environment.
Joint Health and Safety Commission
Objective: To prevent occupational hazards and ensure that workers operate in a safe
environment. In a solar farm, where the risk of fire and machinery accidents is high, this
commission is fundamental.
Functions:
- Periodically inspect facilities and work areas.
- Identify and evaluate potential risks in pruning and green area maintenance
activities.
- Propose prevention and protection measures to avoid accidents and occupational
health incidents.
- Ensure the availability and proper use of personal protective equipment (PPE).
Integration: Members of the pruning team, operational and maintenance personnel, together
with representatives from Human Resources and a member of the occupational safety area.
Joint Commission on Training and Development
Objective: Define training and development programs that improve the skills of personnel,
especially in the safe and efficient use of pruning machinery and in the prevention of fire
risks.
Functions:
- Identify staff training needs.
- Organize induction and continuous training courses on topics such as machinery
handling, safety, and sustainability.
- Evaluate the effectiveness of training and propose improvements according to the
progress and needs of the personnel.
- Provide opportunities for professional growth through career plans.
Inclusion: Human Resources representatives, the manager of the pruning department, and
members of the operational team.
Joint Productivity Committee:
Objective: Improve the productivity of pruning equipment by optimizing resources and work
times, promoting efficiency without compromising quality or safety.
Functions:
- Analyze work processes and times for each task to identify areas for improvement.
- Propose and apply methods and techniques to optimize pruning activities.
- Conduct periodic performance evaluations and suggest adjustments in work
practices.
- Identify technologies and practices that can increase productivity in the solar farm.
Integration: Pruning department manager, coordinator, and operational personnel, with the
support of the administration area.
Mixed Commission for the revision of general working conditions
Objective: To ensure compliance with the labor conditions established in the LFT and in
individual employment contracts, adjusting conditions according to the needs of the
personnel.
Functions:
- Review and update working conditions, such as schedules, remuneration, benefits
and breaks.
- Ensure compliance with company policies and labor legislation.
- Identify and propose improvements in working conditions, seeking staff welfare and
talent retention.
- Review and make recommendations on facilities and work environment to maintain
staff satisfaction.
Integration: Representatives of Human Resources, the manager of the pruning department,
and members of the health and safety committee.
Joint Commission for Employee Profit Sharing (PTU)
Objective: To determine the fair and proportional distribution of the company's profits among
employees, in accordance with the guidelines of the LFT.
Functions:
- Calculation of profits
- Make the distribution of profits in a fair manner and within the times established by
law.
- Maintain transparency and communication on the profit sharing process.
Integration: Representatives of the administration, Human Resources, and members of the
pruning team.
Joint Commission for Complaints and Conflicts.
Objective: To facilitate the resolution of labor complaints and conflicts between personnel
and the company, promoting a healthy and fair work environment.
Functions:
- Listen to and handle complaints or problems that arise in the work area.
- Investigate and resolve conflicts between employees or between employees and the
company.
- Propose equitable solutions based on labor legislation.
- Protect workers' rights and ensure compliance with company procedures.
Integration: Human Resources representatives, the pruning manager, and employee
representatives.
CHAPTER VIII LEGAL ASPECTS
8.1 Type of company
Risen Mexico is incorporated as a Sociedad Anónima de Capital Variable (S.A. de C.V.), one
of the most common options for foreign companies operating in the country. This choice is
based on its flexible characteristics and its alignment with the corporate needs of companies
such as Risen Energy.
Reasons for Choosing S.A. de C.V.
Facility to Attract Investors:
● Allows the issuance of shares and facilitates the participation of new domestic and
foreign investors.
● Risen Energy can integrate local strategic partners for the expansion of solar projects.
Flexibility in the Capital Stock:
● The "variable capital" feature allows increases or reductions in capital without the
need to modify the bylaws, which facilitates financial management.
Limited Liability of the Partners:
● The partners are liable only up to the amount of their contributions, reducing personal
risks. This is especially important to protect the interests of foreign investors.
International Regulatory Compliance:
● S.A. de C.V. is aligned with globally accepted corporate structures, which facilitates
compliance with international regulations and the relationship with Chinese and
foreign investors.
Access to Government Incentives:
● This type of partnership allows access to government support programs and tax
benefits, especially in the renewable energy sector, a priority in Mexico.
Ease of Expansion:
● The S.A. de C.V. allows for the opening of new branches or subsidiaries, which is
key to Risen Energy's expansion strategy in Mexico and Latin America.
Competitive advantages
Recognition and Credibility:
● This type of company offers confidence to business partners, suppliers and customers,
as it is widely recognized and regulated in Mexico.
Export and Import Facilities:
● Given its formal structure, it can obtain certifications and permits necessary for the
import of solar components and the export of technology.
Resource Optimization:
● Flexibility to hire and manage human, financial and material resources in line with
the company's objectives.
Adaptability to Large Scale Projects:
● The S.A. de C.V. is ideal for projects such as solar farms, where significant
investments and a solid administrative structure are required.
Facility to Participate in Bids:
● The structure allows Risen Mexico to participate in public bids, such as contracts with
the CFE for the sale of energy.
8.2 Licenses and Fees.
1. Licenses and Permits Necessary for the Activity of the Company
Operating a solar farm such as Risen Mexico's requires various licenses and permits. Some
may involve the use of third-party licenses to ensure regulatory compliance. These are
detailed below:
Electric Power Generation Permit (CRE):
Issued by the Energy Regulatory Commission (CRE), it authorizes the generation and sale of
electricity in Mexico.
Environmental Licenses:
Issued by the Secretaría de Medio Ambiente y Recursos Naturales (SEMARNAT) and local
authorities, these licenses include:
Environmental Impact Assessment (EIA).
Land use change license (if applicable).
Contract with the CFE:
Although Risen Mexico seeks to sell its energy to the Comisión Federal de Electricidad
(CFE), this entity regulates the conditions for the purchase of electricity, including tariffs and
delivery.
Patents and Third-Party Technologies:
If the solar panels or technologies used belong to third parties, Risen México must obtain
licenses or collaboration agreements to operate this equipment.
Municipal and State Permits:
For construction, operation, and land use, granted by the local government of Canatlán,
Durango.
8.2.2 Requirements for trademark registration with IMPI
Registering the "Risen Mexico" trademark with the Mexican Institute of Industrial Property
(IMPI) is essential to protect the company's identity and ensure exclusivity in the market.
Brand Availability Inquiry:
Verify that there is no identical or similar trademark in the same category through
IMPI's "Marcanet" tool.
Brand Classification:
Determine the corresponding class according to the Nice classification system. In this
case, a mark for renewable energy services could belong to Class 39 (Energy Distribution
and Supply) or Class 42 (Technology Services).
Required Documentation:
Application for Trademark Registration:
Official form available on the IMPI website.
Applicant Data:
Name or company name of the company (Risen Mexico).
RFC or CURP of the legal representative.
Graphic Representation of the Brand:
Logo, design or commercial name in high resolution.
Payment of Fees:
Approximate cost in November 2024: $3,126 MXN per application for registration in a class.
Power of Attorney (if applicable):
If the procedure is carried out by a third party, a power of attorney must be included to
authorize it.
Procedure:
Submit the application and documentation online or at an IMPI regional office.
IMPI performs a formal review (verification of requirements).
Subsequently, a substantive review is conducted to determine the originality of the mark.
If there are no oppositions or conflicts, the registration title is issued, valid for 10 years with
the possibility of renewal.
8.3 Legal obligations
Risen México, operating in the renewable energy sector in Mexico, has a series of general
legal obligations that it must comply with to ensure its operation in compliance with Mexican
law. These obligations cover tax, labor, environmental, administrative and safety matters.
Tax obligations
Registration before the SAT:
● The company must be registered with the Tax Administration Service (SAT) to
comply with the payment of taxes such as Income Tax (ISR) and Value Added Tax
(VAT).
Monthly and Annual Tax Returns:
● It is mandatory to file tax returns on a regular basis, reporting income, expenses and
withholdings.
Issuance of Digital Tax Receipts via Internet (CFDI):
● All transactions must have tax receipts, complying with SAT standards.
Payment of Duties and Local Taxes:
● Obligation to comply with municipal and state taxes, such as property tax and land
use rights.
Labor obligations
IMSS registration:
● Enroll all employees in the Mexican Social Security Institute (IMSS) to guarantee
their access to medical services and benefits.
Compliance with the LFT:
● Respect labor rights established in the Federal Labor Law (LFT), including wages,
benefits, vacations and working conditions.
PTU payment:
● Employee profit sharing, in accordance with the guidelines of the LFT.
Training and Coaching:
● Establish training programs for employees, aligned with the needs of the company
and legal requirements.
Environmental obligations
Environmental Impact Assessment (EIA):
● The company must obtain and comply with the terms of the MIA issued by
SEMARNAT.
Land Use Change Permits:
● Necessary if the solar farm affects forested or agricultural areas.
Waste Management:
● Correctly dispose of waste generated during the operation, including that derived
from grass pruning.
Compliance with Mexican Official Standards (NOMs):
● Especially NOM-001-SEMARNAT and NOM-041-SEMARNAT, related to water
discharges and air emissions.
Administrative obligations
Legal Constitution:
● Maintain updated legal documents, such as articles of incorporation and registrations
with the Public Registry of Property and Commerce.
Contract Compliance:
● Respect the terms of contracts with suppliers, customers and government entities,
such as the contract with the CFE for the sale of energy.
Regulatory Reports:
● Submit annual reports to the CRE and other authorities related to energy operation
and production.
Health and safety obligations
Compliance with NOM-019-STPS:
● Establish and maintain a Joint Health and Safety Commission to prevent occupational
hazards.
Provide Personal Protective Equipment (PPE):
● Ensure that employees have adequate equipment to perform activities such as
mowing grass and maintaining the solar farm.
Security Training:
● Conduct regular courses on fire prevention, machinery handling and first aid.
8.4 Permits and limitations
Federal permits
Electric Power Generation Permit (Energy Regulatory Commission - CRE):
Prerequisite:
Necessary to operate and sell energy to the Federal Electricity Commission (CFE).
Limitation:
● The CRE establishes specific conditions for connection to the national electricity
system and for the sale of energy, such as tariffs and terms.
● Dependence on the CFE for the distribution of the energy generated.
Environmental Impact Assessment (MIA) (Secretaría de Medio Ambiente y Recursos
Naturales - SEMARNAT)
Prerequisite:
Evaluates the project's potential environmental impacts and mitigation measures.
Limitation:
● Subject to periodic revisions.
● Restrictions on activities that may damage the local ecosystem.
Registry of Emissions and Waste Management (SEMARNAT):
Prerequisite:
Pollutant emissions register and waste management plan.
Limitation:
● Obligation to maintain strict control over emissions and waste, with regular
inspections.
Equipment and Technology Import Permits (Ministry of Economy and Customs):
Prerequisite:
Necessary to import solar panels and specialized machinery.
Limitation:
● Tariffs and specific origin requirements for equipment.
CHAPTER IX LAUNCHING PLAN
As part of the launch plan for a new supplier to serve the needs of Risen Energy's photovoltaic
farm, an action plan is planned to be created for implementation at the farm, leading to the
start of operations.
During the first month, the aim is to finish with the approach of the tools and the construction
of the garage. Subsequently, the operators will start working activities, as well as the
standardization of processes for the cleaning of the photovoltaic farm. Finally, it is expected
that in a period of three months the solar energy production of the solar farm will increase
between 35% and 50%. Once this date is reached, a cost-benefit analysis will be carried out
to determine the feasibility of the project and establish the ideal frequency of operation of
this service.
9.2 PROGRESS PLAN
Chapter X Financial Plan and Project Appraisal
10.1 Budgets
Production Cost Budget:
10.1.1. Budgets for Raw Materials, Packaging, Labor and Packing
Direct/Indirect, Indirect Manufacturing Expenses
10.1.2 Administrative Expenses Budget, Selling Expenses,
10.1.3 Revenue Budget (Sales)
10.2 Basic Financial Statements.
10.2.1 5-year projected income statement
10.2 2. Initial Statement of Financial Position (first year)
10.2.3 Projected 5-year Cash Flow Statement
10.3 Financial Projections and Project Evaluation.
10.3.1. Equilibrium Point Analysis
10.3.2. Net present value or net present value (NPV) method.
10.3.3. Internal rate of return (IRR) method/cost-benefit measure
10.3.4. Payback period (Pay Back Time)
10.4 Financial Management Indicator Dashboard
10.4.1. Main Financial Ratios
Chapter XI Investment and Financing Plan
11.1 Investment Plan.
11.2 Investment Table
11.2.1. Submit a clear Table/Summary indicating the total of
financing needs.
|
11.2.2. Calls for proposals of the different financing programs
None
11.2.3.
In
case
of
applying
for
a
loan
with
a
financial
institution
Chapter XII Tax regime
A tax regime is the set of rules, legal provisions and administrative guidelines established by
the government to regulate the tax obligations of individuals and corporations that generate
income or carry out economic activities. This legal framework determines the manner in
which taxpayers must comply with the payment of taxes, contributions and other fiscal
charges, in addition to defining the rights and benefits that correspond to them within the tax
system.
In essence, a tax regime establishes how, how much and when individuals and companies
must pay taxes, depending on the characteristics of their economic activities, income, wealth,
geographic location and other specific variables.
12.1.1 RESICO tax regime for individuals
The Régimen Simplificado de Confianza (RESICO) is a tax scheme implemented in
Mexico starting in 2022 to simplify compliance with tax obligations and encourage formality
in certain sectors. It is designed for individuals and corporations, offering a reduced
administrative burden and low tax rates, provided certain requirements are met.
RESICO for Individuals
This regime applies to individuals who obtain income from business activities,
professional services, or leasing of real estate. Its main characteristics are:
● Maximum annual income: Up to $3,500,000 MXN.
● Tax rates: From 1% to 2.5%, depending on income level.
● Simplified calculation: Income tax is calculated by applying the rate directly to
income, without deducting expenses.
Requirements:
Issue electronic invoices (CFDI) for all transactions.
Be up to date with tax obligations.
Benefits:
Low and progressive income tax rates
In RESICO, individuals pay significantly lower Income Tax (ISR) rates compared to
other tax regimes, depending on their taxable income. These rates range from 1% to 2.5%,
applied directly on income without the need to calculate complicated deductions.
Fees according to annual income:
Up to $300,000 MXN: 1%.
From $300,001 to $600,000 MXN: 1.1%.
From $600,001 to $1,000,000 MXN: 1.5%.
From $1,000,001 to $2,500,000 MXN: 2%.
From $2,500,001 to $3,500,000 MXN: 2.5%.
Simplification of tax calculation
The calculation of ISR is made on the total income invoiced, without the need to
deduct expenses or perform complex profit calculations. This represents a significant saving
of time and administrative effort.
Simpler tax returns
The regime allows individuals to file automatic monthly returns and a simplified
annual return, since the SAT information is automatically fed from the CFDIs (electronic
invoices) issued.
● No formal bookkeeping or costly accounting services are required.
● The SAT platform facilitates compliance with obligations.
Promoting formality
RESICO encourages small entrepreneurs, independent professionals and landlords to
join the tax system by reducing entry barriers and allowing them to pay taxes in a simple and
fair manner.
Reduction of fiscal cost
Compared to other regimes (such as the General Regime for Business Activities),
individuals in RESICO generally pay less tax, which translates into more cash flow available
to reinvest in their business or personal expenses.
12.1.1.2 Business Activity Tax Regime for Individuals
The Business and Professional Activity Regime (RAEP) is one of the tax regimes
available for individuals in Mexico. It is designed for those who obtain income from business
activities or the rendering of professional services. This regime allows individuals to pay
Income Tax (ISR) based on their income minus deductible expenses, allowing them to pay
taxes only on the actual profits obtained from their activities.
Business Activity: Includes commercial, industrial, transportation, or any activity that
involves the purchase and sale of goods or services, such as stores, restaurants, workshops,
etc.
Professional Services: Applies to individuals who practice independent activities and
who issue fees, such as lawyers, doctors, architects and consultants.
Obligations
Calculation of ISR:
● It is paid based on profits, which are determined by subtracting deductible expenses
from taxable income. Rates range from 1.92% to 35%, according to the progressive
income tax table.
Tax returns:
● File monthly income tax, VAT and withholding tax returns (if applicable), in addition
to filing an annual return.
Electronic invoicing:
● Issue CFDI for each transaction performed.
Benefits
Deduction of expenses:
It allows deducting a wide variety of expenses related to the economic activity.
● Rentals of offices or premises.
● Employee salaries.
● Electricity, telephone and internet.
● Transportation, gasoline and maintenance of vehicles used for the activity.
● Equipment, tools and other necessary supplies.
Flexibility for high income.
Unlike RESICO, there is no maximum limit on taxable income, so it is ideal for
individuals with income over $3,500,000 MXN.
Tax loss carryforwards.
If deductible expenses exceed income in a year, a tax loss may be generated, which
can be amortized in future years.
creditable VAT
VAT paid on deductible expenses can be credited against VAT transferred to
customers.
12.1.1.3. Tax Regime Business Activity for legal entities
This regime is the most common tax scheme for corporations in Mexico. It applies to
companies engaged in commercial, industrial, agricultural, livestock, fishing, or forestry
activities, among others, and allows the calculation of Income Tax (ISR) based on actual
profits (accruable income minus deductible expenses).
Main characteristics:
Eligible taxpayers:
All legal entities legally incorporated in Mexico under any legal form (S.A., S. de R.L., SAS,
among others).
ISR rate:
The general income tax rate for corporations is 30%, applied to taxable income.
Taxable income:
It is calculated by subtracting from taxable income:
● Strictly essential expenses.
● Cost of goods sold (if applicable).
● Deductions authorized by law.
Income flexibility:
There is no limit on taxable income, unlike other regimes such as RESICO.
Tax obligations
Monthly statements.
Legal entities are required to file monthly returns in which they calculate and pay.
● Provisional ISR.
● VAT (if applicable).
● Withholdings (such as salaries and services).
Annual statement.
File an annual tax return where the provisional income tax payments are adjusted and the
results of the fiscal year are reported.
Electronic accounting.
● Record all financial transactions in an accounting system.
● Send the trial balance to SAT on a monthly basis.
Electronic invoicing (CFDI).
● Issue CFDI for each income transaction.
● Keep CFDI of expenses and investments as support.
Withholding taxes
Withhold and report to SAT the taxes corresponding to workers, services, or suppliers.
Submit electronic payrolls.
Issue CFDI for payroll and comply with ISR and IMSS withholdings.
Benefits
Deduction of expenses.
Allows deduction of a wide variety of business-related expenses.
● Salaries and employee benefits.
● Rent, electricity, water, and other services.
● Purchases of inputs, raw materials and goods.
● Transportation, per diem and representation expenses.
● Investments in machinery, equipment and technology.
VAT credit.
VAT paid on purchases, investments and expenses can be credited against VAT transferred to
customers.
Flexibility of operation.
It is the most appropriate regime for medium and large companies, since it allows them to
operate without income restrictions or types of economic activities.
Tax loss carryforwards.
If the company generates a tax loss in a fiscal year, it can be amortized over the following 10
years.
Use of investments as a deduction.
● Investments in fixed assets can be deducted through annual depreciation.
● Tax incentives related to renewable energies or technology can be taken advantage
of.
Access to tax incentives.
Some activities, such as agriculture, livestock, fishing and forestry, have specific benefits,
such as partial income tax exemptions.
12.1.2. Federal Taxpayers' Registry (RFC) and Electronic Signature
Federal Taxpayers Registry (RFC)
The Federal Taxpayers Registry (RFC) is a unique alphanumeric code and an administrative
system implemented by the Tax Administration Service (SAT) in Mexico. This registry
identifies all individuals and companies that carry out economic activities and, therefore,
have tax obligations before the State. It is an indispensable requirement to comply with tax
duties, such as filing tax returns, paying taxes, invoicing, and other procedures related to tax
administration. The RFC has multiple functions and benefits in the formal economy and tax
administration in Mexico, such as tax identification, access to procedures and services,
facilitation of tax audits, compliance with legal obligations, among others. The RFC
promotes the formalization of economic activities, allowing individuals and companies to
join the formal economy and access benefits such as credits, government support and legal
protection. It also contributes to the fight against tax evasion and to the strengthening of
public finances.
The RFC is composed of a combination of letters and numbers that contain specific
information about the taxpayer. Its format varies between individuals and corporations.
Individuals:
● First letter and first vowel of the first surname.
● First letter of the second last name.
● First letter of the name.
● Date of birth in YY/MM/DD format.
● Three alphanumeric characters assigned by the SAT to avoid duplicates (homoclave).
Legal entities:
● The first three letters of the company name (may include initials or acronyms).
● Date of incorporation in YY/MM/DD format.
● Three alphanumeric characters assigned by the SAT (homoclave).
Electronic signature
The Electronic Signature (e.firma) is a technological mechanism that allows to digitally
identify and authenticate a person, granting legal validity to electronic documents and
transactions. In Mexico, the e.firma is managed by the Tax Administration Service (SAT),
and is regulated by the Federal Fiscal Code (CFF), as well as by specific laws such as the
Advanced Electronic Signature Law (LFEA).
The e.signature has the same validity and legal effects as a handwritten signature, as long as
the established legal requirements are met. In addition, its use is indispensable for various
tax and administrative procedures in the public and private sectors. The implementation of
e-signatures has been fundamental for the digitalization of procedures, promoting efficiency
and transparency in the relationship between citizens, companies and government. In
addition, it has significantly reduced operating costs in multiple sectors.
The electronic signature provided by SAT is a form of Advanced Electronic Signature (AES),
which meets high security standards to ensure:
● Authenticity: Confirms that the signature belongs to the legitimate holder.
● Integrity: Ensures that the content of the signed document has not been modified.
● Non-repudiation: Guarantees that the holder cannot deny the authorship of his
signature.
e.signature components
The e.signature consists of three main elements:
Digital certificate:
It is an electronic document issued by the SAT that contains the holder's data (name,
RFC, CURP, etc.) and the necessary cryptographic keys.
Private key:
It is a file that allows to generate the electronic signature and is under the exclusive
control of the holder. It must be protected with a secure password.
Public key:
It is a publicly accessible file that allows verification of the authenticity of
electronically signed documents.
Main uses of the e.signature
The e.signature has a wide range of applications in the public and private sectors.
Tax formalities:
● Filing annual and monthly returns with the SAT.
● Sign contracts with government agencies.
● Apply for tax refunds.
Signing legal documents:
● Contracts, agreements and digital minutes.
● Certifications of audits and tax rulings.
Administrative procedures:
● Modifications of fiscal data.
● Cancellation of electronic invoices (CFDI).
Management in other public agencies:
● IMSS and INFONAVIT: Social security and credit procedures.
● Judiciary: Online filing of lawsuits or appeals.
Use in the private sector:
● Authentication in banking and financial platforms.
● Validation of digital commercial transactions.
12.1.2.1. Requirements for RFC Registration
For individuals:
Valid official identification.
Voting card (INE), passport, professional ID, or military ID.
Unique Population Registration Number (CURP)
Document that proves your CURP (optional if it appears in the official identification).
Recent proof of address
Not older than three months (electricity, water, telephone bills, etc.).
Active e-mail
To receive SAT notifications.
Cell phone number
Useful for online services and notifications.
For legal entities:
Articles of Incorporation:
Certified copy of the articles of incorporation issued by the notary or notary public.
RFC of the partners or shareholders:
It is essential that each member of the legal entity be registered with the SAT.
Official identification of the legal representative:
Voting card, passport, or professional ID.
Power of attorney:
That accredits the legal representative.
Proof of recent fiscal address:
As a utility bill (water, electricity, telephone, etc.).
Active e-mail and phone number.
12.1.2.2.2. Requirements to obtain e-signature
1. For individuals:
Active RFC:
It is an indispensable requirement to be previously registered with the SAT.
Valid official identification:
Voting card (INE), passport, professional ID, or military ID.
Recent proof of address:
Not older than three months, which coincides with the one registered in the RFC.
USB drive:
To store the files generated during the process (digital certificate and private key).
Active e-mail:
To receive confirmations and notifications related to the e.signature.
Biometric data capture:
During the in-person procedure, the following will be taken:
● Photograph of the face.
● Fingerprints.
● Autograph signature in digital format.
For legal entities:
Articles of Incorporation in original and copy:
Document that accredits the incorporation of the company.
RFC of the company:
Previous registration to the RFC.
Power of attorney:
That accredits the legal representative to process the e.signature.
Official identification of the legal representative:
INE, passport, professional license, or military ID card.
Proof of recent fiscal address:
Not older than three months, which coincides with the one registered in the RFC.
USB drive:
To store the generated files.
Capture of biometric data of the legal representative.
Chapter 13: Conclusions by chapter.
Conclusion of Chapter I: Introduction
This chapter establishes the general framework of the project, defining the nature of Risen
Energy as a renewable energy company focused on solar energy generation and storage. It
details its incursion into the Mexican market since 2015 and its consolidation with the
construction of a solar farm in Durango in 2020, a process that involved complying with
multiple national regulations. In addition, a key issue is identified: the uncontrolled growth
of vegetation in the solar farm, which affects energy efficiency and poses fire risks.
The chapter emphasizes the importance of preventive maintenance and presents a strategic
vision to address these challenges through a regular pruning and cleaning program. It also
outlines the project's objectives, including maximizing solar panel efficiency, mitigating fire
risks, ensuring sustainable operations, and optimizing resources.
The mission and vision reflect a commitment to technical innovation and sustainability, while
the business model and specific objectives provide clarity on the steps to be taken. Overall,
this chapter introduces a technical and strategic approach that prioritizes safety, operational
efficiency and sustainability as fundamental pillars of the project.
Conclusion of Chapter II: Description of the Environment
This chapter provides a comprehensive analysis of the macroeconomic, social, political,
environmental and cultural conditions that impact solar energy development in Mexico,
specifically in relation to Risen Energy's project.
Major Macroeconomic and Financial Trends
The sector faces challenges such as high interest rates, inflation, and rising costs of key
inputs, which affect the profitability of projects. However, there are also opportunities, such
as the growth of energy demand in Mexico, exchange rate stability, and a partial government
commitment to the energy transition. These conditions imply that Risen Energy must be
strategic in its financing and exploration of innovative business models, such as green bonds
or public-private partnerships.
Social, Political, Environmental and Cultural Variables
Factors such as the demand for sustainability, government incentives and environmental
regulations strengthen the favorable context for renewable energy. However, there are also
challenges such as regulatory instability, natural disasters, and cultural differences between
Chinese and Mexican managers, which can create operational friction. Climate change and
abundant solar radiation in Mexico are key elements that position solar energy as a viable
and strategic solution.
Industry and Competitive Analysis
The chapter details a competitive landscape where Risen Energy faces established rivals such
as LONGi, JinkoSolar and Eosol. It highlights the importance of technological innovation
and operational efficiency as key differentiators. The company, being at the forefront of
technologies such as bifacial panels and energy storage, is well positioned to take advantage
of the growing demand for clean energy in Mexico.
PESTEL Analysis
The PESTEL analysis reinforces the idea that the political and economic environment is a
crucial factor in project success. While the change of government and energy reforms create
uncertainty, Mexico's commitments to energy transition and emissions reduction open up
opportunities. In terms of technology and ecology, the solar industry shows steady progress
and a clear benefit in carbon footprint reduction.
General Summary
The environment described in this chapter is complex but promising for Risen Energy. The
opportunities in the Mexican market are ample, but the challenges require innovative
strategies and an ability to adapt to external factors. This analysis allows the company to
better understand the key variables and design strategies that maximize their impact in a
dynamic and competitive environment.
Conclusion of Chapter III: Product and Market Analysis
This chapter discusses in depth the characteristics of Risen Energy's product, the market
segments it targets, its competitive position and the strategic opportunities for its expansion
in the Mexican market.
Product and Strengths
Risen Energy offers innovative products such as the Titan line of solar panels, recognized for
their high efficiency and durability. Its strengths include a diverse portfolio that serves
residential, commercial and industrial markets, as well as attractive warranty policies. These
elements position Risen Energy as a reliable supplier globally. However, it faces challenges
such as insecurity in rural areas of Mexico and limited local perception in the face of
established competition.
Market Segmentation
Market analysis identifies key segments:
1. Environmentally conscious homeowners.
2. SMEs interested in optimizing operating costs.
3. Farmers and ranches seeking energy autonomy.
4. Real estate developers focused on sustainability.
5. Government institutions committed to renewable projects.
This segmentation highlights opportunities to address diverse needs, from energy savings to
sustainability in rural and urban communities.
Competition
We analyze a competitive landscape dominated by companies such as Eosol and TSK, which
have strengths such as knowledge of the Mexican market and the ability to adapt to local
projects. However, Risen Energy stands out for its global focus and technological innovation,
which allows it to compete effectively in terms of cost and quality.
Technological Strategies
The use of advanced technology, such as bifacial panels and storage solutions, strengthens
its competitive position. These technologies not only optimize power generation, but also
reduce operating costs, which is attractive to ROI-conscious consumers.
General Summary
Risen Energy is in a strategic position to expand its presence in the Mexican market, relying
on its technology, quality, and diverse market segmentation. However, it must work to
improve its local recognition and overcome the perception of foreign products in Mexico. In
addition, the competitive environment requires the company to maintain its technological
innovation and offer customized solutions that meet the specific needs of each segment.
Conclusion of Chapter IV: Marketing Strategy
This chapter defines the marketing strategies that Risen Energy will implement to strengthen
its market presence, attract new clients, and optimize the solar panel maintenance service.
The actions are organized into short-, medium-, and long-term objectives, and are
complemented by a SWOT analysis, advertising tactics, and customer service policies.
Marketing Objectives
1. Short term (6-12 months): Attract 30 new customers through local campaigns and
promotions, using traditional and digital media.
2. Medium term (1-3 years): Improve by 50% the efficiency of customers' solar
panels through well-structured periodic maintenance.
3. Long term (3-5 years): Expand customer base nationwide, achieving 100 contracts
per year by 2029.
4. Technological innovation: Develop a mobile application to manage requests and
optimize service monitoring.
SWOT Analysis
The analysis identifies strengths such as the growing demand for renewable energy services
and specialization in maintenance. Opportunities include the expansion of the solar market
in Mexico and new regulations that encourage clean energy. However, weaknesses include a
lack of local recognition and the threat of changes in government policies.
Advertising and Promotional Strategies
1. Traditional media: Use of radio and specialized magazines to raise public
awareness of the benefits of solar maintenance.
2. Free trials: Offer initial services at no cost to attract new customers.
3. Social networks: Generate educational content on platforms such as Facebook and
Instagram to position the brand and generate leads.
4. Trade show participation: Attending energy sector events to establish direct
connections with potential customers.
Customer Service
It proposes an approach focused on customer satisfaction, with clear policies such as energy
efficiency guarantees, personalized follow-up and constant communication through digital
platforms and traditional channels. In addition, it seeks to package services with a
professional presentation, reinforcing trust in the brand.
Pricing and Promotions
The pricing strategy will be competitive, with discounts for annual contracts and referral
programs. These tactics seek to build customer loyalty and position the services as a highvalue, long-term investment.
General Summary
The chapter details a comprehensive and well-structured strategy that enables Risen Energy
to effectively address the needs of its target market. The proposed actions not only seek to
attract new customers, but also to strengthen the loyalty of existing ones through a highquality service experience. With a focus on technological innovation and sustainability, Risen
Energy is positioned as a key player in the renewable energy sector in Mexico.
Conclusion of Chapter V: Sales Plan
This chapter describes Risen Energy's commercial approach to maximizing revenues from
solar panel sales, periodic maintenance and after-sales services. It also details the pricing,
distribution and promotion strategies, as well as the credit and collection policies that support
the economic viability of the project.
Revenue Flow
Risen Energy diversifies its sources of income through three main activities:
1. Solar panel sales: Innovative products designed to meet residential, commercial
and industrial needs.
2. Maintenance services: Pruning, cleaning and technical revision, essential to
guarantee the efficiency of the solar panels.
3. After-sales and warranties: Personalized attention and continuous support, which
reinforces customer confidence.
These revenues are designed to be recurring and scalable, with a strong focus on customer
satisfaction.
Sales Strategies
1. Customer segmentation: The company serves both individual consumers and
corporate and government entities, tailoring its offering to each segment.
2. B2B, B2C and B2G business model: The focus includes massive projects for
governments, commercial developments for companies and customized solutions
for individuals.
3. Authorized distribution: Local distributors in key locations such as Durango
Capital and Gómez Palacio allow for more efficient logistics and personalized
service.
Credit and Collection Policies
Risen Energy establishes credit facilities backed by international agreements with China
Eximbank. This allows financial flexibility for customers on large-scale projects, offering
30-day terms and competitive rates based on the Loan Prime Rate index. The collection
policy includes preventive measures to avoid defaults and maintain a healthy cash flow.
Promotion Strategies
The promotion of products and services is done through a combination of:
1. Digital presence: Use of the website and social networks to disseminate the catalog
and competitive advantages.
2. Fairs and events: Participation in renewable energy and sustainability exhibitions
to attract the attention of specialized clients.
3. Word-of-mouth strategies: Flagship projects, such as the solar farm in Canatlán,
generate visibility and recognition.
Sales Forecast
The plan projects sustained growth over the next five years, driven by national expansion and
service diversification. This approach ensures a steady return on investment, backed by the
growing demand for solar energy in Mexico.
General Summary
The chapter presents a solid sales plan that combines traditional and modern commercial
strategies to ensure Risen Energy's penetration in the Mexican market. Revenue
diversification, a focus on customer satisfaction, and the optimization of financial resources
position the company as a reliable leader in the renewable energy sector. The plan ensures
economic and operational sustainability, aligned with the company's strategic expansion
objectives.
Conclusion of Chapter VI: Plan of Operations
This chapter establishes the operational processes required to efficiently implement
maintenance and pruning activities at Risen Energy's solar farm. In addition, it presents a
structured view of the supply chain, operational policies and quality standards that ensure the
sustainability of the project.
Operational Processes
The main activities include pruning vegetation, cleaning solar panels and constantly
monitoring the status of the solar farm. These tasks are organized in well-defined phases,
which ensure an efficient workflow and reduce downtime:
1. Receipt of materials and tools: Inventory control and proper storage.
2. Execution of maintenance activities: Use of specialized equipment and trained
personnel.
3. Waste management: Responsible management of waste generated during
operations.
Layout and Capabilities
Operational space is optimized through a warehouse equipped to store tools, equipment and
materials needed for maintenance activities. This functional design facilitates access and use
of resources, improving operational efficiency.
Quality Assurance Program
The program focuses on:
1. Operational efficiency: Minimize waste and maximize yield.
2. Security: Strictly comply with security regulations to protect personnel and
company assets.
3. Documentation and continuous monitoring: Record and evaluate all activities to
ensure continuous improvement.
4. Sustainability: Implement practices that minimize environmental impact.
Evaluation Criteria
Three approaches are proposed for measuring project performance:
1. Economic: Cost control of materials, transportation, repairs and training.
2. Time: Optimization of each stage of the process to comply with established
schedules.
3. Service: Monitoring customer satisfaction, quality of work and reliability of
service.
Operating Policies
Key policies highlighted include:
● Periodic preventive and corrective maintenance.
● Use of safe and efficient tools.
● Ongoing staff training to improve skills and knowledge.
Supply Chain
The chapter breaks down the five main phases:
1. Inbound logistics: Efficient management of inputs and tools.
2. Operations: Execution of field maintenance activities.
3. Outbound logistics: Proper waste management and monitoring of results.
4. Marketing and sales: Service promotion and customer service.
5. After-sales: Continuous support, loyalty programs and improvements based on
feedback.
General Summary
The operations plan is a fundamental backbone of the project, ensuring that each stage, from
receipt of inputs to service evaluation, is designed to be efficient, sustainable, and customeroriented. The implementation of rigorous quality, safety and sustainability standards
underpins the success of the project and positions it as a role model in the renewable energy
sector.
Conclusion of Chapter VII: Human Resources Plan
This chapter addresses the personnel structure necessary for the effective execution of the
solar farm maintenance project. It details the required profiles, their specific functions, and
the hiring and training policies that ensure a competent team aligned with the project
objectives.
Staff Structure
The project requires a specialized and well-structured team composed of the following key
roles:
1. Project Manager: Responsible for overall supervision, strategic planning and
resource management.
2. Operations Coordinator: Manages daily activities, assigns tasks to operational
personnel and ensures compliance with the schedule.
3. Maintenance Technicians: Perform pruning, cleaning and repair tasks. They are
trained in the use of specialized tools and safety standards.
4. Support Staff: Includes administrative and logistical roles to ensure the efficient
flow of materials and resources.
Hiring Policies
The hiring approach prioritizes the selection of personnel with experience in the maintenance
of solar installations, handling specialized machinery, and teamwork. Local collaborators are
also considered to foster community development and reduce operating costs.
Training
The training plan is comprehensive and continuous, covering topics such as:
● Proper use of specialized tools and equipment.
● Safety standards and risk prevention.
● Technical maintenance and best practices in renewable energy.
These sessions ensure that personnel are prepared to operate efficiently and minimize
disruptions to project activities.
Work Climate and Retention
The chapter emphasizes the importance of maintaining a positive work environment through
wellness policies, incentives and regular performance evaluations. This not only improves
productivity, but also reduces staff turnover and ensures a committed team for the long term.
Performance Management
Clear metrics are implemented to evaluate staff performance, including:
● Compliance with schedules.
● Efficiency in the use of tools.
● Customer satisfaction after maintenance activities.
General Summary
The human resources plan establishes a robust and flexible structure that enables Risen
Energy to meet quality and operational efficiency standards. By prioritizing training, staff
motivation and regulatory compliance, the project ensures a highly skilled, committed team
aligned with strategic objectives.
Conclusion of Chapter VIII: Financial Analysis
This chapter evaluates the economic viability of the project through detailed analysis of costs,
revenues and financial projections. Strategies for budget management and long-term
profitability are also presented.
Cost Structure
The main costs of the project are related to:
1. Acquisition of equipment and tools: such as chainsaws, brush cutters and
transport vehicles.
2. Personnel training: Expenses associated with the initial and ongoing training of
the operating team.
3. Logistics and maintenance: Including transportation, fuel and machinery
maintenance.
4. Recurring operating costs: Salaries, supplies and administration.
Projected Revenues
The revenue stream is diversified into:
● Contracts for periodic maintenance of solar panels.
● Additional services such as specific repairs and technical advice.
● Sale of related products, such as components for solar energy.
These sources ensure recurring revenues, allowing the project's financial stability.
Profitability Analysis
The analysis shows that the return on investment (ROI) is achievable within the projected
period, thanks to the high demand for maintenance in solar installations. Sustained growth is
expected to be driven by the expansion of the solar market and brand recognition.
Financial Projections
1. Short term: Initial recovery of investment through local contracts.
2. Medium term: Expansion of the client portfolio to other states in Mexico.
3. Long term: Financial consolidation with annual and multi-year contracts, achieving
stable annual growth.
Financing Strategies
The project relies on strategic financing options, such as loans backed by international
institutions (Eximbank) and possible public-private partnerships. This allows us to efficiently
manage upfront costs and maintain a positive cash flow.
Financial Risk Management
Strategies to mitigate risks are identified, such as:
● Establish long-term contracts with favorable terms.
● Adjust rates according to inflation and market fluctuations.
● Diversify revenues to be less dependent on a single segment.
General Summary
The financial analysis confirms the economic viability of the project, highlighting a wellplanned cost structure and sustainable revenue projections. The financing and risk mitigation
strategies ensure that Risen Energy can operate profitably and competitively in the Mexican
solar energy market.
Conclusion of Chapter IX: Project Evaluation
This final chapter integrates the previous analyses and evaluates the project in terms of its
technical, economic and operational feasibility, highlighting its strengths and areas for
improvement to ensure success.
Fulfillment of Objectives
The project meets its key objectives:
1. Improve operational efficiency: The implementation of a periodic maintenance
plan ensures optimal performance of the solar panels.
2. Reduce risks: Pruning and vegetation management significantly minimize the risk
of fires and solar obstructions.
3. Sustainability: The maintenance practices adopted reduce environmental impact
and promote the efficient use of resources.
Economic Impact
The financial evaluation shows that the project is not only viable, but also profitable in the
medium and long term. Projections indicate a positive return on investment and an ability to
generate recurring revenues through maintenance contracts and additional services.
Social and Environmental Impact
The project benefits both the local community and the environment:
● Social: Generation of direct and indirect jobs, with preference for trained local
workers.
● Environmental: Contribution to the reduction of carbon emissions through the
maintenance of efficient solar systems.
Risk Analysis
Potential risks are identified, such as economic fluctuations, changes in government
regulations, and logistical challenges. However, the project is supported by mitigation
strategies, such as partnerships with reliable suppliers and flexible contracts.
Final Conclusions
The project is positioned as a comprehensive and sustainable solution for the maintenance of
solar farms. Its focus on innovation, regulatory compliance and community development
reinforces its long-term viability. In addition, the commitment to quality and operational
safety ensures a positive impact on the performance of the solar panels and the company's
perception in the Mexican market.
General Summary
The overall assessment of the project confirms its alignment with Risen Energy's strategic
objectives. By efficiently addressing technical, financial, and social aspects, the project not
only strengthens the current operation of the solar farm, but also establishes a solid
foundation for the company's expansion and consolidation in the renewable energy sector in
Mexico.
Conclusion of Chapter X: Implementation Plan
This chapter describes the project schedule and execution phases, as well as the actions and
resources required to carry out the operational maintenance activities in the solar farm.
Implementation Phases
The project is divided into several phases, including:
1. Preparation Phase: Establishment of the necessary infrastructure, hiring of
personnel and acquisition of tools.
2. Operational Phase: Execution of maintenance tasks according to established
schedules.
3. Evaluation and Adjustment Phase: Monitoring of results, adjustments to
operational strategies and evaluation of maintenance efficiency.
Resources and Capabilities
Key resources for the successful implementation of the project are identified, such as
machinery, specialized tools and trained personnel. In addition, emphasis is placed on the
importance of technology to monitor and optimize maintenance activities.
Schedule of Activities
A detailed schedule is presented covering the different phases of the project, highlighting the
time frames for training, equipment procurement and execution of maintenance tasks. This
ensures that the project progresses smoothly and without significant delays.
General Summary
The implementation plan establishes a clear and practical roadmap for executing the solar
farm maintenance activities. The organization in phases and the rigorous control of time and
resources ensure that the project is carried out efficiently and effectively, meeting the
operational and strategic objectives.
Conclusion to Chapter XI: Evaluation and Quality Control
This chapter addresses the evaluation and control mechanisms that Risen Energy will
implement to ensure that all maintenance activities are performed according to established
standards and in an efficient manner.
Quality Control
A comprehensive quality control system is defined, which includes:
1. Ongoing inspection: Regular inspections to verify the condition of the solar panels
and surrounding vegetation.
2. Performance metrics: Continuous evaluation of solar panel performance before
and after maintenance activities to ensure improvements in energy efficiency.
3. Customer feedback: Collection of customer feedback on service quality to identify
areas for improvement.
Adjustments and Improvements
A continuous improvement process is established, based on the feedback received, the
analysis of results and the identification of opportunities to optimize maintenance processes.
Certifications and Regulations
It ensures that all procedures comply with local and international safety, environmental and
quality regulations. Obtaining certifications reinforces the reliability of the service.
General Summary
The quality assessment and control system ensures that maintenance activities not only meet
technical requirements, but also adapt to customer needs, continuously improving efficiency
and satisfaction. The implementation of quality standards will be key to the sustainability of
the project.
Conclusion of Chapter XII: General Conclusions and Recommendations
This chapter summarizes the key aspects of the project, highlighting its strengths, expected
achievements and areas for further optimization.
Project Strengths
1. Technological Innovation: The implementation of highly efficient equipment and
tools ensures quality maintenance execution.
2. Sustainable Approach: The project has a strong commitment to sustainability, both
in terms of operations and carbon footprint reduction.
3. Growing Demand: The expanding solar energy market in Mexico provides a
favorable backdrop for the long-term success of the project.
Areas for Improvement
1. Strengthening the Local Brand: Although Risen Energy is recognized globally,
work must be done to increase its presence and recognition in the Mexican market.
2. Diversification of Services: The project can include more complementary services
such as the installation of solar panels and energy storage systems.
Recommendations
1. Regional Expansion: Expand the scope of service to other regions of Mexico with
high solar potential.
2. Development of Strategic Alliances: Collaborate with other companies in the
energy sector to strengthen the supply of products and services.
3. Ongoing Monitoring and Adjustments: Maintain a regular evaluation and
adjustment process to optimize operations and ensure long-term project efficiency.
General Summary
The project has a strong operational and strategic focus, which ensures its viability and
success in the Mexican solar energy market. As Risen Energy continues to implement and
improve its proposition, it must consider expansion, strengthen its local brand, and continue
to innovate its service offering to remain competitive.