There's some risks which will apply both to the construction and operational phase of the project. The first of these risks is interest rates or inflation, and these could be higher than expected. Most lenders will require some kind of interest rate hedging as a condition precedent. In other words, they won't give them money unless there's a hedging scheme in place. Inflation hedging can be achieved by things like consumer price index swaps, but are particularly tricky. You need to consider very carefully whether the costs and revenues of the project are going to hedge each other and to what extent. So in other words, if costs go up, revenues are likely to go up as well, but to what extent? This will be determined by how easy it is to pass on the costs to the end customer. The extent to which we can do that will govern the amount of hedging which happens internally in the project, and the amount that's then not covered would need to be hedged using things like derivatives. This would all need to be very carefully considered and analyzed in establishing your hedging strategy.

Political risk is probably one of the hardest risks to deal with changing law. This is where the government decides to change the law surrounding the contract. Alternatively, it could be taking away the license to operate. You can't easily buy insurance for that. Normally. There would have to be a national guarantee by the government to deal with it. Investment risk, for example, the government says, we're going to appropriate that plant. We're gonna take it away from you. Typically, this will be insured by things like export credit agencies, governments, or in some cases supernational agencies like the World Bank. Other risks like environmental risk and public opposition. This is difficult to cover, such as in the case of contamination of land or impossible to cover, such as public opposition.

Natural disasters can't really be controlled by anyone, so it is difficult to pass this risk over to a different stakeholder, one of the ones that are involved with the SPV. Rather than leaving this risk with the SPV, you could get insurance against it. Organizations like Lloyd's of London will do very specific insurance policies against natural disasters. The downside of this is that it can be very, very expensive.

Counterparty risk is actually bigger than you would expect. Because if any of the counterparties of the SPV fail, it can cause huge problems. This includes lenders who fail to deliver the cash, suppliers who fail to deliver raw materials, or people buying the output, not buying the output. Ideally, you'd arrange right at the beginning of the contract the project that you are dealing with sound and reputable counterparties who are less likely to fail.

Macroeconomic variables are also a risk. We've already covered interest in inflation rates, but there's also things like currency risks. These can generally be covered by insurance and or derivative packages.