Infrastructure Investment Trusts (InvITs) are a trust focused on investing in infrastructure, overseen by the regulations of the Securities and Exchange Board (SEBI) in India.
InvITs were created in a mutual fund like structure. There are four key elements to an InvIT – trustee, sponsor, investment manager and asset manager. There are regulatory requirements around each role, designed to protect the investor.
There are two key benefits of InvITs:
The ability for smaller investors to participate. The minimum value for a single lot is Rs 1 lakh for InvITs.
The second benefit is one of a ‘business trust’ which makes InvITs a tax pass through vehicle for dividend and interest income from its investments.
There aren’t many investable structures available for renewable energy as an asset class around the world. InvITs and Alternative investment Funds (AIFs) are some of the options for investing in renewable energy assets. However, through our work on an impending renewable energy AIF, we discovered that we are in fact launching India’s first Renewable Energy AIF. Similarly, while there is currently only one electricity infrastructure centric InvIT, there are no renewable energy focused InvITs.
You might be wondering why we’ve considered an AIF as opposed to an InvIT? AIF allows for smaller size of funds as opposed to InvITs, where the minimum size is Rs 500 Crore, with Rs 250 Crore required to be available and subscribed at launch. With an AIF we can start as small as Rs 20 Crore, although the minimum investment size in an AIF is Rs 1 Crore.
Given the hurdles as well as the newness of the asset class, renewable energy has been the domain of rich institutions until now. Vehicles such as an InvIT and AIF not only offers the ability to retail, but also allows high net worth investors to access the asset class and the related returns.
Ultimately, investing in renewable energy is about making money while aligning the investments with one’s core values. i.e. making money while doing good. We are excited and look forward to setting the scene for investing in renewable energy as an asset class moving forward.
Interested in investing in our upcoming AIF or separately, directly in solar renewable energy assets? Reach out to us here.
By Ruchir Punjabi, Co-Founder, Distributed Energy
There is a popular meme circulating – who is responsible for your company’s digital transformation – A) The CTO, B) The CEO or C) COVID-19? Most entrepreneurs and businesses are struggling in the current environment, but every crisis offers opportunities, and this is no different.
Before I go into considerations for surviving the current situation, I want to talk about self-care. We all know what the issues are. To analyse, plan and get on top of this we need to ensure that you’re healthy, safe and in a good mind space. Establish routines, talk to as many people as possible and make the most of the current situation. Most importantly, focus on things you can control.
Empathy and decisiveness are the two key qualities that a crisis like this needs. Your ability to empathise with people in your business and your key relationships will ensure support and loyalty. Decisiveness towards survival, and later investing, will move the needle forward.
As an entrepreneur and in general life, cash is everything right now. For business owners, there are seven places you can look for cash in your business – price, volume, COGs, overheads, accounts receivable, inventory and accounts payable. It is crucial you work out, given your current revenue and funding (equity + debt) availability, your scenarios and establish a path forward to optimising cash. Without knowing your runway, the rest of what I am about to say falls flat.
I’m involved with a few Boards where we are taking a position of Revenue-Centric spending. Once we’ve optimised the expenses and on top of our cash position, we are deciding to limit our spending to what will generate revenue – now or in the future.
In the now, revenue is about generating leads and retaining clients. To do both, a company needs a Customer Relationship Management (CRM) platform. If you don’t have one, spend the time to set one up cheap and load it with all your customer information. If you don’t have visibility of your pipeline (of clients) you are operating blind. Pipeline, ultimately, makes every business thrive.
Once a CRM is set up, first think about how your customers are doing. Empathy, for your customers right now will go a long way. Help them, sometimes with a service or product they need whether you make money or not. Your support in these difficult times will go a long way in retaining them for life. Engaging clients through knowledge sharing, thoughtful ideas and proactive support will build a strong, long-lasting relationship.
The other aspect of the pipeline is growth. Can you increase customer Life-Time Value (LTV) i.e. can you increase how much they spend with you over time and can you create new leads for your business? There are a range of marketing channels that cost money and there are many that don’t. You can use the time to optimize your owned media e.g. social media, newsletter, blogs or even start new content channels like webinars and podcasts. You can pay for ads through Google and Social media – but focus the spend on customer acquisition as much as possible.
For the future, focus on business model innovation. If your business has taken a beating given the sector you’re in, is it possible to innovate out of this crisis?
There are primarily three levels of innovation – incremental, sustaining and disruptive. Before elaborating on the innovation, are you clear about your business’ purpose? If you don’t know WHY you do what you do, the rest of this article may not make much sense. If you are clear about the why, the WHAT and HOW can adapt rapidly.
Incremental innovation can be something as small as using what you currently have as products and service and focusing on sectors that are doing well during this time. A range of essential services- healthcare, e-commerce, gaming, telecom networks, etc- are thriving right now. Do you sell something already that these sectors need from you? A good example is how hotels are currently offering ‘quarantine’ zones to a range of governments around the world. My former digital agency is focusing on leveraging their B2B clients’ events budgets and helping them reach their customers digitally.
Sustaining innovation is about adding a product or a service that complements what you do but is not part of your offering right now. This is where you pivot your business towards serving a market need you see, that you know how to deliver and will need to make business changes. For example, at Distributed Energy, we match investors with renewable projects. We are now going to launch a Fund for renewable energy – so people who are out of the stock market can invest in a different, long term annuity style product that offers a stable and high return. We will launch this as soon as people have a bit more faith back in the economy.
Lastly, disruptive innovation is what most people refer to when they mention innovation. Such innovation usually turns your business upside down. Disintermediation has hit most industries hard in the last decade. What can you do today that will kill your own business model? This is a much more bitter economic pill, but there has never been a better time to do it. The opportunities for disruption often don’t just hurt your business but disrupt the market on the whole with a completely new product service. We have many examples of existing businesses that have achieved this such as with Apple iPhone, Netflix amongst others.
Not all innovation is technological – often it is business model innovation. Fundamentally, the change is about delivering value. The transformation can also be in the order I outlined where once you embark on the journey, through a range of experiments you reach the outcome you’re after. A considerable part of this will feel like hell until you try a range of experiments and discover something that works. Eventually they become habits that work, and adapt your business accordingly to sustain through the crisis. There are many resources available online that help dive deeper in what I have shared.
Getting a grip of your business first is the top priority. If you don’t have cash, how can you get to a place of stability first. If you already have stability, this is an amazing opportunity to transform what you do and thrive for what is certainly going to be a changed world after this crisis.
