1 Ten-Year Anniversary Report Committed to industry excellence and the advancement of clean energy. You have the power We help you harvest it Mission To be a sustainable, world-class renewable energy company by empowering our employees, partnering with our communities and creating value for our stakeholders. “I wish my home were up on a little hill overlooking a whole array of [wind turbines]. I would love that.” –Steve Wozniak, Co-Founder, Apple Computer Contents Letter from Jim Spencer 2 EverPower Core Values 3 Performance 2011–2012 4 Strategy and Objectives 6 Looking Forward 8 Industry Leadership 9 Our Market 10 Internal Corporate Standards 11 Development and Permitting 12 Operations 15 EverPower Commercial Group 16 Projects: Operational 18 Projects: Advanced Development 20 The Benefits of Wind Power 22 Corporate Social Responsibility 24 Our People 26 Who We Are 28 Corporate Governance Statement 30 2 Letter from Jim Spencer Shortly after the attacks of September 11, 2001, my business partner, Andrew Golembeski, and I were sitting at the kitchen table of my lower Manhattan home, about a mile from the World Trade Center site. In the wake of such tragedy and uncertainty, we brainstormed the start of a business that would contribute to the constructive, positive transformation of the US energy market. The realities of climate change, including the destruction caused by Hurricane Katrina and Superstorm Sandy, continually underscore the reasons why the US and the world must have a dependable and reliable source of clean energy. Wind energy is currently the only economically viable and scalable form of renewable energy. It is local and reliable, displaces air pollution and is not subject to volatile fuel markets. The continued growth of wind energy in the US will enhance energy security, improve the environment, create jobs, spur capital investment and generally improve the quality of life here. Wind energy’s flexible infrastructure and compatibility with varied land-use classifications allow it to provide a valuable source of tax revenue and economic stimulus for the states, counties and localities that host turbines. EverPower’s investment in the communities where we operate generates increased employment, funding for local municipalities and schools, year-round income for farmers and landowners, and many other multiplying benefits. In 2009, EverPower was acquired by Terra Firma — a partnership that has shaped us into a stronger, smarter and larger company. Project development remains central to our growth, and Terra Firma has helped us hone our work with the landowners, community representatives, citizens, investors, regulators and elected officials key to our vitality. With the support of Terra Firma, EverPower now operates six wind energy projects in four states, for a total operating capacity of 512 MWs. We are working hard to expand our portfolio by constructing additional projects from our advanced development pipeline. In addition, we continue to look at acquisitions in well-established, liquid power markets as well as in select regions where we believe strong opportunities exist. During 2012, wind energy provided some 42 percent of all new power-generating capacity in the US, making it the number one source of new capacity here. EverPower is honored to play a role in that surge, as well as the upward trend in all green business. EverPower has grown since 2002 from three founders to 52 employees with diverse skills, backgrounds and experience. In 2012, we moved our headquarters from New York City to Pittsburgh. Located in Western Pennsylvania, Pittsburgh is home to approximately 300,000 residents and was voted the #1 Most Livable City in the US by The Economist in 2005, 2009 and 2011. Noted for its world-class medical facilities, wealth of cultural offerings and spirited support for its pro sports teams, the city’s appeal provides EverPower with an extra recruiting incentive for attracting talented people to our company. We also benefit from the leading US universities located here, including Carnegie Mellon and the University of Pittsburgh, which provide access to the next group of young thinkers. Our internship partnerships with these schools have already proven a success and resulted in new hirings. We are excited about these changes and are proud to be a part of creating clean, green energy for future generations. Now more than ever, I believe in the future of renewable energy and in our prospects for continued success. James Spencer Founder, President and CEO EverPower 3 EverPower Core Values EverPower is defined by the four core values we have determined are essential to our success and growth, as follow: Health and Safety ██ ██ Our first and foremost priority For employees, partners and communities Fair Dealing ██ ██ Through ethical, transparent and honest practices With integrity and respect for others Achieving Excellence ██ ██ Via innovation With unyielding quality standards Our People ██ ██ ██ ██ Own it Live the entrepreneurial spirit Collaborate Share knowledge and acceptance 4 Performance 2011–2012 This period saw several major developments across our business divisions. Wind farms that went online, broke ground and were acquired by EverPower now have the potential to serve nearly 110,000 households across the US. In 2011 and early 2012, the 75-megawatt (MW) Highland North Wind Farm in Cambria County, Pennsylvania and the 51.25-MW Howard Wind Project in Steuben County, New York became commercially operational. Highland North is able to generate enough power to serve more than 18,000 households, and Howard has the capacity to serve 13,500 households. Further into 2012, EverPower added two turbines to the Howard Wind Project, raising its capacity by 4.1 MWs. We also made our first purchase of a fully operational wind farm, the 150-MW Mustang Hills Project (formerly known as Alta VI), which serves up to 36,000 households per year. And we closed the year with both the 30-MW Patton Project and the 139.4-MW Twin Ridges Project becoming fully operational. With the Highland Wind Farm, constructed in 2009, the entire EverPower fleet now produces enough power for more than 123,500 average US residences. Major Developments 2011–2012 As EverPower celebrates ten years of growth in the renewable energy sector, the major development of 2011–2012 was our evolution into a fully integrated Independent Power Producer (IPP) with more than 500 MWs of spinning assets. We achieved this through timely delivery of the project pipeline in our targeted markets as well as via opportunistic acquisitions. EverPower targets its primary markets (the Northeast, Midwest, Pacific Northwest, and California) by maintaining focus on liquid, higher-priced power markets that are close to load. This strategy gives us flexibility in power sales, and enables the company to retain the ability to capture future upsides in power prices and/or renewable energy certificates (RECs). Our merchant wind projects in Pennsylvania best demonstrate this flexibility. EverPower operates via the regional transmission organization (RTO) PJM Interconnection of Valley Forge, Pennsylvania, through which we have independent system operator (ISO) status. PJM directs the transport of wholesale electricity in all or parts of 13 states and the District of Columbia. While the vast majority of wind farms are financed through long-term power purchase agreements (PPAs), our strategy to trade the power allows for significant future upside as power prices and REC prices increase. In New York, we have been able to construct the Howard Project using a REC and hedge structure that other developers have not employed. Since New York is a strong long-term renewable energy market, we continue to develop sites there. Progress in the Pacific Northwest market is under way, and we are confident in our Coyote Crest Project’s fundamentals, and seek a buyer for the power it will generate. This site demonstrates the challenges of not being located in a fully deregulated electricity market, and we continue to develop our strategy there. What makes our markets attractive is that, although they have lower wind resources than some areas of the country, the market factors combined with modern turbine technology allow us to develop competitive wind farms. 5 6 Strategy and Objectives Strategic Growth Plan EverPower’s creative solutions to growth strategy focus on the delivery of an advanced project pipeline alongside opportunistic acquisitions. Our competitive size has ensured resilience through what has been a demanding period for the electricity sector — a period that witnessed our continued growth. Wind power investment succeeds because its underpinnings are both beneficial and enduring: wind provides clean, secure, sustainable power and creates quality, well-paid US jobs. The recession has caused a short-term decline in wholesale power rates, but our strong fundamentals and the transition of the power markets to cleaner technologies forecast a bright future. For starters, within our core Northeast markets, approximately 25,000 MWs of new renewable energy will be required to meet existing state renewable portfolio standards by 2020. Operating AND Shovel-Ready Acquisitions EverPower’s project pipeline is the bedrock of our growth strategy. To keep it flowing, we maintain a flexible approach. Given market exigencies, there are still opportunities to acquire quality late-stage development assets or operating wind farms. To enhance our portfolio value, we can choose what acquisitions would complement our existing facilities. Our market studies include increased geographic diversity to avoid overexposure in a particular market. Supporting the Local Economy EverPower supports local economies via ongoing direct and indirect benefits. For example, via a 20-year Payment in Lieu of Taxes (PILOT) agreement, our Howard Wind Farm will outlay approximately $10 million, distributed among the Town of Howard, Steuben County and local school districts. As well, our long-term employment of local operations and management staff, along with our payments to landowners, further boosts the surrounding communities’ economies. At peak construction, the project employed nearly 60 workers, many of whom were drawn from the local labor pool. The completed Howard Project employs eight full-time workers and several part-time workers who are responsible for road maintenance, landscaping and other ongoing upkeep services. Market Strategy Revisions Although it may take additional time to find commercial solutions for our Pacific Northwest pipeline, these projects hold significant value in our overall portfolio. While the local utilities’ demand there recovers, we chose to close our Portland office and consolidate its development activities in our growing Pittsburgh office. We employ an overall lean and efficient strategy. For example, when planning to move our headquarters to Pittsburgh’s Strip District, we doubled our space to 15,000 square feet, allowing us to bring outsourced functions in-house as well as to expand our staff, resulting in cost savings accompanied by increased productivity. In 2009, our Pittsburgh office had five employees; with consolidation and continued hiring, by early 2013, it had 33. Current Assets and Development Pipeline EverPower’s current operating assets total more than 500 MWs. Looking ahead, we plan to maintain a strong, geographically diverse 2,000-MW pipeline. 7 8 Looking Forward Three-Year Development Plan EverPower maintains a constant pipeline flow. Our target is to have 1,000 MWs operating by 2015, and we continue to pursue permitting of approximately 2,000 MWs of pipeline projects across the US. We’ve set our pipeline development goal to hold a steady 2,000 MWs of wind power assets. Along with exploring additional wind opportunities, EverPower has been examining selected solar power investments and will continue to research technologies that will create opportunities and add value to the company. We believe that power markets will gradually recover and the oversupply of RECs will begin to correct by 2015–16. As such, we are planning additional projects while carefully managing our exposure in what is still a complicated and demanding market. We monitor the landscape for federal support in both the short and long term and are encouraged by the strong bipartisan political support for a lasting plan to support renewable energy. Translating that support into a sustainable policy is more complex, but signs of broad reform are promising. 9 Industry Leadership EverPower is a committed member of many industry and government associations, where we work as a thought leader for policy initiatives, staying active with speaking and peer-networking opportunities. EverPower is represented on the boards of the following associations: ██ ██ ██ ██ ██ Alliance for Clean Energy New York (ACENY) Maine Renewable Energy Association (MREA) Mid-Atlantic Renewable Energy Coalition (MAREC) Northwest & Intermountain Power Producers Coalition (NIPPC) Renewable Northwest Project (RNP) EverPower contributes to the following associations and initiatives: ██ ██ ██ ██ ██ ██ ██ ██ ██ ██ ACENY RPS Main Tier Working Group ACENY Siting Issues Working Group American Council on Renewable Energy (ACORE) Leadership Council American Wind Energy Association (AWEA) Legislative Committee AWEA Siting Committee AWEA Operations and Maintenance Working Group AWEA State Policy Committee AWEA Transmission Committee AWEA Working Group on Sound Desert Renewable Energy Conservation Plan ██ ██ ██ ██ ██ (DRECP) Citizens for Pennsylvania’s Future (PennFuture) Energy Center for Enterprise and the Environment Independent Power Producers of New York (IPPNY) Midwest Region Wind Multi-Species Habitat Conservation Plan (MWE MSHCP) New York State Energy Research and Development Authority (NYSERDA) Energy & Biodiversity Mapping Project Advisory Committee Ohio Wind Industry Coalition (via AWEA) 10 Our Market The demand for wind and renewable energy is primarily derived from three sources: Compliance Markets are based on state-imposed renewable portfolio standards (RPS) that require power suppliers serving retail customers to increase percentages of renewable energy in the generation mix used to meet load. Voluntary Markets allow retail customers to choose to purchase energy from renewable sources, in support of cleaner air, domestic power and economic growth. Public Power suppliers such as municipal electric companies and rural electric cooperatives are generally exempt from RPS rules. In order to meet customer demand for renewable energy and to provide a hedge against volatility in fossil-fuel markets, public power entities will often enter into renewable power purchase agreements on behalf of their retail customers. While similar to voluntary renewable energy purchases, these transactions tend to be for larger amounts and longer durations. Compliance markets are present to varying degrees in 37 states and the District of Columbia. In eight of these states, the RPS are voluntary guidelines with no penalty for not meeting the standard. In EverPower’s core PJM market region, state-dictated RPS compliance markets will grow over time, as illustrated in the following graph. This growing obligation is important for EverPower’s existing merchant projects and our ability to build additional projects in the region. Megawatt Hour (MWh) of Demand (Millions) Tier 1 Renewable Energy Credits Forecast for PJM 11 Internal Corporate Standards Health and Safety Standards The nature of our business requires many of our staff and collaborators to work in diverse environments, inside and outside our offices. Comprehensive training is a top priority, starting with Safety First, and nowhere is safety more important than on our wind farms. Management relies on meticulous training, documentation and accountability to maintain safety awareness on our project sites. All new employees and contractors review and discuss wind farm safety protocols and potential hazards before starting any work. The safety orientation includes rules of conduct, procedures and emergency protocols. We instill the importance of personal protective equipment (PPE) and ensure all workers wear the PPE appropriate to their tasks. Safety and technical training is an ongoing requirement throughout an employee’s career. Each day on-site commences with a Beginning of the Day (BOD) plan, which ensures that the site manager is aware of all work and activities around the site. Prior to starting work, contractors are required to conduct a job safety analysis (JSA) and ensure that PPE is in use and appropriate tools and work procedures are in hand. Site managers conduct quality assurance/quality control (QA/QC) audits to ensure proper and safe procedures are followed. The day ends with an End of the Day (EOD) report, which includes equipment status and confirmation that all personnel have left the site safely. We enforce a “no one gets left behind” mindset. Weekly safety meetings are standard operating procedure at all our wind farms and are attended by site management and contractors. Safety topics vary weekly, and discussions can include any safety-related issue from the previous week as well as any “near miss” or “incident” reports. In the event of a safety incident, a safety stand down starts, work stops and the event is evaluated. A written report is submitted to management, and the Occupational Safety and Health Administration (OSHA) is notified if required. An OSHA log is also completed to meet compliance. Additionally, all wind farm employees receive physicals and perform a climb test to ensure that they are fit for duty as required. Annual employee performance evaluations include safety conduct and training components. As well, every employee’s first aid/CPR, climb training and emergencyrescue certifications must be kept current. Community firefighter and trained rescue teams perform annual emergency rescue drills to educate our employees, contractors and community first responders. EverPower’s safety reporting involves living documents that undergo various levels of review, both internal and external, to ensure use of the most current protocols. These include: safety plans, emergency action plans, lockout/tagout (LOTO) procedures, site safety rules, PPE inspection forms and spill-prevention plans, etc. To ensure we are working toward best practices, we conduct self audits as well as engage third parties to perform audits at our sites and on our documentation. EverPower’s and our contractor’s management meet formally on a quarterly basis to review and discuss safetyrelated issues. This reinforces in the site personnel that safety is at the forefront of EverPower’s culture, as we strive to be best in class and ensure safety is first. 12 Development and Permitting Overview of the Process The review procedure for wind farm development involves many moving parts and a robust timeline. It starts with field work to identify a project location, followed by an exhaustive series of tests that entail both database analysis and field studies. Every step of the path to permitting follows our risk mitigation principles and ensures project longevity and judicious use of resources. Ultimately, permitting requires multiple state, local and federal authorizations. Consultants provide expert guidance through the process, which can take two years or longer. In keeping with our core values, we follow a best-in-class approach to development, long-term environmental stewardship and community benefit. Environmental Development After we identify a potential wind farm site, we start with environmental studies in order to pinpoint issues that could affect either permitting or development. All forms of energy production create some level of environmental impact. Among those that can produce electricity at a competitive scale and cost, wind energy has the least impact and is becoming an increasingly important component of the US energy profile. Wind turbines emit no mercury, particulates, sulfur oxide (SOx), nitrogen oxide (NOx) or carbon dioxide (CO2) and use a fraction of the fresh water needed to cool traditional thermal plants. The turbines themselves take up about one acre of land each, which means preexisting land use can continue virtually unimpaired once the turbines are in place. While wind turbines have been associated with bird and bat mortality, deaths from wind turbines make up only a fraction of one percent of total anthropogenic avian deaths1. EverPower works diligently with state and federal regulators 1 In a 2007 study, the National Academy of Science has estimated that wind energy is responsible for less than 0.003 percent of all bird deaths caused by human activities. to ensure that our projects are designed, constructed and operated in a way that minimizes impact to all area land and wildlife. From very early in the development process, EverPower engages state and federal resources agencies in a step-by-step process that evaluates potential impacts. While the potential impacts may differ from project to project, the process is generally standard. SITE IDENTIFICATION An ideal wind farm location has three primary physical factors: good wind, access to the bulk electric grid and power markets, and a suitable project area. EverPower’s development team has the expertise and experience to find sites that 13 can support viable projects. Our industry-leading scientists, engineers and project managers have been able to identify new project areas that could support some 2,000 MWs of additional generation capacity for EverPower’s portfolio. LANDOWNERS AND COMMUNITIES Without question, the support of landowners and communities is the single most important component of successfully developing and permitting a new wind farm. To that end, EverPower engages with landowners and communities early and often. Not only are landowners and communities important to each project individually, but our legacy and our success with future projects is directly tied to how we interact with local stakeholders in all of our projects. EverPower’s goal is to provide accurate and up-to-date information about each project and about wind power in general throughout the development process. EverPower strives to offer competitive lease terms that will ensure solid project economics while still maximizing the economic benefits to the community. This early relationship building with landowners and communities is the basis for the long-term relationships that continue through the project’s construction and operation. Every community is different and every landowner has unique concerns, and our approach is to respect and work through all of them. We understand that we will be a longlasting member of the community, and it is our promise to be a productive and positive presence. In total, EverPower’s projects are proud to inject more than $11 million each year into local communities, through purchase of local goods and services, property tax payments, lease payments, salaries to operators and other activities. ENVIRONMENTAL Studies and Timelines Once a site has been identified and landowners engaged, the next step to developing and permitting a project is to conduct a fatal flaw study based on existing data and information. The goal of the study is to recognize any established issue that might preclude development at the site. A fatal flaw could include, for instance, an aviationpath conflict, a problematic local ordinance or threats to wildlife. If the fatal flaw conclusion is clean, and all other development criteria are positive, we begin more intensive environmental studies. Prior to conducting major environmental studies, EverPower’s environmental and permitting departments coordinate with 14 federal and state regulatory agencies to establish the studies’ timing, scope and intensity. This coordination is critical to setting and keeping an efficient project-development timeline. Once a timeline is set, we begin a competitive bid process to select the consultant(s) who will perform the studies. EverPower will work with leading environmental consultants to perform all applicable studies, which may include: ██ ██ ██ ██ ██ ██ ██ ██ ██ Avian impact surveys (includes bats and raptors) Cultural resource analysis Geotechnical/groundwater study Habitat analysis Shadow flicker study Sound study Species-specific surveys Surface water delineation and report Visual impact study The number, type and depth of these studies are informed by location and the species that might be affected. Some states require deeper analysis than others; similarly, a project that may affect a federal or state-listed species requires more intensive study. In general, an individual environmental study can be completed within a single calendar year. However, it can take several years to complete all environmental surveys and studies, depending on project development timing and priority. EverPower follows the US Fish and Wildlife’s Land-Based Wind Energy Guidelines, as well as rules and regulations under applicable state and federal laws, including the Endangered Species Act, the Bald and Golden Eagle Protection Act and the Migratory Bird Treaty Act. We maintain ongoing communication with every pertinent agency, and as environmental studies are completed and issues resolved, we move into the permitting phase. Ready for construction The last steps to ready a project for construction require EverPower to secure the final permits. Similar to the environmental-studies process, we set the permitting process on a timeline that directs all our internal departments as we coordinate with external organizations. Depending on a project’s location and environmental impact, permitting activities take place at the federal, state or local level. EverPower works with consultants to develop permit applications for submission to regulation agencies. Typically dialogue begins between the agencies and EverPower during the environmental studies phase and continues through permit applications and submission. Depending on the type, a single permit can require from one month to a year to obtain. Once the final permits are in place, EverPower’s team will finalize work to secure financial commitments for the project (including turbines), hire a general contractor to construct the project, and arrange for sale of the electricity and renewable energy attributes that the project will generate. 15 Operations The heart of EverPower’s ongoing success is our turbines. If they don’t turn and turn well, we cease to function. Our turbines’ optimal performance relies on vigilant attention to daily operations. EverPower’s approach to operations corresponds with our core values and commitment to maintaining best-in-class standards in all we do. This means: ██ ██ ██ ██ ██ ██ ██ live what we do. For starters, we employ a full-time manager on the premises of all our work sites. These managers are our eyes and ears in each location. They are also the face of our company in the communities where we operate, and as such, we ensure they are well qualified, trained and connected to communities and our headquarters. zero injuries — among our employees, partners and communities alike ongoing safety and technical training — our people are the best prepared to handle their work environments’ everyday events and exceptional incidents community and environment stewardship — we maintain integrity and respect for others and our environment proactive management — our site leaders anticipate and correct would-be problems before they happen; minimize downtime and maximize availability a comprehensive and up-to-date technical library — we keep meticulous maintenance records, equipment histories and user guides at the ready high fleet availability and constant production — our healthy turbines, maintained to the highest standards, work at maximum potential Ultra-efficient returns to service after a fault — speedy, safe, long-term repairs ensure minimum downtime In keeping with our staff pledge, we maintain rigorous safety and productivity standards by making our equipment operators’ reviews and bonuses commensurate with wind farm performance, technical and safety metrics and safety records. We monitor performance via remote systems that allow us to gauge, from our headquarters, all 219 of our turbines’ health in real time. This way, we track and trend operations, which we can then match to performance metrics that determine whether or not each turbine is performing up to its design potential. This remote monitoring practice is another way we optimize assets under the philosophy that what we want to improve, we need to measure. As we head into the future with an ever-expanding fleet and improving numbers, we see our methods are working, as we strive to be best in class. We achieve these principles first and foremost via our people and EverPower’s staffwide pledge to collaborate on, own and Project Scopes and CO2 Offsets Project TURBINES CAPACITY OFFSET CO2 (tons) HOUSEHOLDS POWERED Highland 25 62.5 105,000 15,000 Highland North 30 75 126,000 18,000 Patton 15 30 50,000 7,000 Twin Ridges 68 139.4 235,000 34,000 Howard 27 55.35 75,000 13,500 Mustang Hills 50 150 149,000 36,000 16 EverPower Commercial Group The Commercial Group is responsible for the sale of renewable energy products produced by EverPower’s portfolio of wind farms. EverPower’s customers include electric utilities, independent wholesale power companies, retail aggregators, universities and large commercial consumers. EverPower’s operational wind farms are located in regions with organized energy markets that enable efficient transmission across vast areas. These regions exist within the more than 30 US states with RPS policies mandating that increasing percentages of electricity consumption be generated from renewable sources. Organized markets and RPS policies benefit EverPower’s commercial operations by enabling a wide range of potential customers to directly contract for renewable energy. Many of EverPower’s projects under development are also located in these regions, providing the opportunity to continue to expand the wind farm portfolio in a price environment where renewable energy enjoys relative competitive advantages. Though a significant portion of EverPower’s renewable energy revenue has been contracted via long-term PPAs, not all our output is yet assigned to long-term contracts. TerraFirma’s investment strategy during 2011 and 2012 was designed to maximize benefits from US tax policies that provided newly constructed wind farms significant incentives via government grants. Prices for renewable energy in the short term have been under pressure from the economic downturn, abundant natural gas and a temporary surplus of renewable energy production capacity. As a result, we have not yet committed a portion of EverPower’s renewable energy output to long-term PPAs. Instead, our Commercial Group has hedged some of the portfolio’s near-term future output into the regional organized energy markets. TerraFirma’s support during the currently challenged renewable energy price environment allows EverPower to be more discriminating in establishing contracts for the uncommitted portion of the portfolio’s energy production. Rather than selling into a weak market, we’ve held a portion of our output for future long-term PPAs. Renewable energy prices are beginning to show signs of improvement, and the Commercial Group anticipates better price opportunities for new long-term contracts over the next few years. This disciplined approach to establishing new contracts is consistent with TerraFirma’s strategy for future revenue growth and wind farm portfolio expansion. 18 Projects Operational highland Wind Farm, PA The Highland Wind Farm is located in Cambria County, Pennsylvania, pri- marily on reclaimed strip mines. Development of the Highland Wind Farm began in 2005 and the project commenced operation on August 12, 2009. The project uses 25 Nordex N-90 wind turbine generators, each with a nameplate rating of 2.5 MWs. In total, the Highland Wind Farm has the capacity to generate 62.5 MWs of electric power, producing enough electricity to power more than 15,000 homes each year. Highland’s electricity is connected to the Penelec Grid and sold to First Energy Services under a long-term PPA. Highland North The Highland North Wind Farm is located in the townships of Adams Wind Farm, PA and Summerhill, Cambria County, Pennsylvania. The project is situ- ated on mixed-use land owned by both public and private landowners. Construction began in the spring of 2011, and the wind farm became operational in early 2012. The project uses 30 Nordex N100 turbines, each with a nameplate rating of 2.5 MWs. In total, the Highland North Wind Farm has the capacity to generate approximately 75 MWs of electricity, enough to power more than 18,000 households each year. MUSTANG HILLS Mustang Hills Wind Farm is located near Tehachapi, California and was Wind Farm, CA acquired from Terra-Gen Operating Co, LLC in 2012. It is EverPower’s first acquisition of an operational wind farm. The project uses 50 V90-3.0 MW Vestas-American turbines. Mustang Hills has the capacity to generate 150 MWs of electric power, producing enough electricity to power approximately 36,000 households each year. The electricity produced is sold to Southern California Edison (SCE) and interconnects to SCE’s Tehachapi Renewable Transmission Project (TRTP). 19 Patton Wind Farm, PA The Patton Wind Farm in Cambria County, Pennsylvania is spread across approximately 2,100 acres of agricultural land in the townships of Elder, West Carroll and East Carroll. The project uses 15 Gamesa turbine generators, each with a nameplate rating of 2.0 MWs. In total, the Patton Wind Farm has the capacity to generate approximately 30 MWs of electricity, enough to power more than 7,000 households each year. TWIN RIDGES Wind Farm, PA The Twin Ridges Wind Farm is located on the Big Savage ridge in Somerset County, Pennsylvania, north of the Maryland-Pennsylvania border, and connects to the Maryland grid. The project is located on mixed-use and forested lands owned by private landowners. Initial construction began in late 2011 and the project was completed in December 2012. The project uses 68 REpower MM92 turbine generators, each with a nameplate rating of 2.05 MWs. In total, the Twin Ridges Wind Farm can generate approximately 139.4 MWs of electricity, enough to power more than 34,000 households each year. Howard Wind Project, NY The Howard Wind Project is located in Steuben County, New York, primarily on farmland. Development of the project began in 2004 and operation commenced in late 2011. Since completion of Phase II in 2012, it uses 27 REpower USA MM92 turbines. Each turbine has a nameplate rating of 2.05 MWs. In total, the Howard Wind Project generates 55.35 MWs of electricity at full load, enough to power the equivalent of 13,500 households. 20 Projects Advanced Development Buckeye Wind Farm The Buckeye Wind Farms consist of two phases located on a glacial (two phases), ridge in eastern Champaign County, Ohio. Each phase will involve Champaign County, OH the construction of up to 130 MWs of generation capacity, spread across six townships. Located primarily on farmland, less than one percent of the land will be taken out of agricultural production. Together, both Buckeye farms are expected to generate renewable energy sufficient to power nearly 50,000 households. SCIOTO RIDGE Wind Farm, The Scioto Ridge Wind Farm is located in Hardin County, Ohio and Hardin County, OH is slated to generate 300 MWs. Situated on farmland and leased from private landowners, fewer than 180 acres will be taken out of agriculture production. Scioto Ridge is expected to generate renewable energy sufficient to power approximately 75,000 households. Coyote Crest Wind Coyote Crest Wind Energy Park is located north of Doty, Washington on Energy Park, lands zoned for commercial forestry. It is located on 3,755 acres within Doty, WA Weyerhauser’s McDonald Tree Farm, located in Lewis, Pacific and Grays Harbor Counties, Washington. The project is fully permitted and construction will begin once a viable sales opportunity for it is secured. When constructed, the project will include 47 wind turbines and a capacity to generate 120 MWs of clean, renewable energy. Allegany Wind Proect, When constructed, the 72.5 MW Allegany Wind Project will be Cattaraugus located in the town of Allegany in New York’s Southern Tier region. County, NY The project area encompasses approximately 9,100 acres of land used primarily for timber harvesting and oil activities. 21 22 The Benefits of Wind Power Economic Development for Communities and Benefits to Landowners As the wind industry grows, so do the benefits to landowners and communities. Wind farm construction increases local economic activity and employment, while maintenance and operation creates long-term jobs. And all phases of wind development involve service providers and the purchase of goods from the communities where they are located. For farmers and landowners, wind turbines provide supplementary income, while communities benefit from the tax revenue that support schools, hospitals, road improvements and other projects. Jack Bossard, who hosts three of EverPower’s Howard Project turbines on his farm, says that curious people from neighboring areas who are considering bringing turbines to their own communities have visited his farm to “check them out.” “It’s a wise move,” he confirms. “The turbines are just a part of the landscape. I’m happy with them. And it’s been good for the town.” Wesley Coots, another Howard Project farmer who hosts two turbines and the project’s substation, says, “I can’t get from corn as much as I can get from wind towers being on the property,” adding that his sons were “excited about his [supporting] renewable energy … something that will benefit many and not just a few.” He also said that his partnership with EverPower has “helped keep the farm in the family.” Wind Power Is Clean Wind benefits: ██ ██ ██ Low-impact power. Electricity from wind is a source of clean, inexhaustible energy that produces virtually no pollution or emissions and, unlike other forms of power, does not require water in any generation stage. Growth potential. Development of ten percent of ten of the windiest states could provide more than enough energy to displace emissions from coal-fired power plants. Displacement of demand for carbon-emitting energy sources. Replacing fossil-fuel power generation with wind power reduces carbon dioxide (a greenhouse gas) and smog, and eliminates a major source of acid rain. Wind also displaces other emissions from fossil-fuel generation that have harmful impacts on the environment and human health, such as mercury, particulates, SOx and NOx. Wind Power Is Affordable Wind energy is cost-effective, competitive and profitable. New wind installation outpaced natural gas installment last year and is expected to provide more lower-cost energy in upcoming years. During 2012, wind energy became the number one source of new US electricity-generating capacity for the first time, providing some 42 percent of all new capacity.2 Advances in turbine technology have brought improved efficiency and lower capital costs. And because the wind is free, the long-term costs of its energy do not fluctuate, protecting consumers from fuel volatility. Wind Power Is American Made US wind energy is produced by Americans for Americans. More than 550 US manufacturing plants build components for wind turbines, towers and blades, and 67 percent of a US-installed turbine’s value is now produced in America. This is up from less than 25 percent prior to 2005.3 2 American Wind Energy Association (AWEA) US Wind Industry Annual Market Report Year Ending 2012 3 American Wind Energy Association (AWEA) website: “Get the Facts: U.S. Wind Energy Industry Manufacturing & Supply Chain" 23 Economic Impacts of Everpower projects on communities Project Local Goods and Services (Over Operating Life) O&M Jobs Construction Jobs (At Height of Construction) HIGHLAND $4.0 M 4.5 Not Available Highland north $3.3 M 4.5 98 Patton $2.3 M 4 82 TWin Ridges $5.3 M 11 188 howard $3.5 M 8 57 mustang hills $2.0 M 11 Not Available 24 Corporate Social Responsibility As a pioneering business in the clean-energy industry, EverPower values the importance of leading by example. That’s why the commitment to promoting green energy and its benefits starts with our own offices and employees. We incorporate responsible green policy and practices into every level of our daily operations. Our company culture is one of general conservation, green thinking and green living. As an overarching principle, EverPower and our affiliates are dedicated to doing carbon-neutral business. To maintain zero-emissions status, we use green energy and buy green certificates that offset the carbon emissions our offices do generate. As well, we outfit our offices with lightly used furnishings whenever possible, for significant savings in costs and resources. In every way, EverPower intends to be both an innovator and standard-bearer in the creation of a cleaner, healthier future. Corporate Sponsorship Policy and Community Development Earning consensus among the residents of tight-knit communities is central to a wind project’s acceptance. EverPower believes it is crucial to invest in and improve the places where our offices and wind projects are located. We direct our contributions to initiatives that are consistent with our mission and values. Beyond employee volunteer and community outreach efforts, we support education and 25 youth activities, first responders, environmental improvements, community events and more. unemployment is nearly eight percent and the median household income is around $41,000.4 Wind farm Picnic Areas and Informational Kiosks Here, as in many American communities, autumn Friday night football games are a major component of the area’s social structure. Before a gift from EverPower, the students at Cambria Heights High School played on a field with a dilapidated 40-year-old scoreboard that often malfunctioned and caused game delays. “It literally was held together with duct tape,” said Tom Boyle, Cambria Heights Athletic Director. EverPower’s gift enabled the school district to purchase a new scoreboard. “We are extremely grateful to EverPower,” continued Boyle. “Their donation means so much for the community and school.” EverPower enhances the land that surrounds our turbines for the enjoyment of residents and visitors. We build picnic areas and informational kiosks, as well. EverPower encourages residents and visitors to learn about wind energy and our projects. The sheltered picnic area at our Howard Wind Farm, for example, provides both a resting spot for hikers and a repository where visitors can witness wind energy up close. It has proven a popular destination for Boy and Girl Scout troops as well as for elementary school field trips. In 2013, EverPower partnered with the Allegheny Trail Alliance to build a memorial to mark the historic MasonDixon Line, which once divided the country into North and South, and crosses through our Twin Ridges Project. The memorial is designed to provide information, education and a rest stop for the many bikers and hikers who traverse the area, honoring its historical significance and describing its recent evolution from a coal mine site to a wind farm haven. Community Special Projects EverPower operates three wind farms in Cambria County, Pennsylvania: Highland Wind Farm, Highland North Wind Farm and Patton Wind Farm. The county is typical of rural America: the population is just above 140,000, EverPower also helped establish an annual “Wind Bowl” — a varsity football competition between Cambria Heights and Forest Hills high schools that replaces the now-defunct Coal Bowl, which was sponsored in the past by a mining company. An “EverPower Challenge” to recognize all varsity-level sports is also under way. To support academics in the high schools, EverPower is looking to launch a scholarship competition for students interested in engineering or sustainable energy, to be awarded annually and applied toward students’ university or technical training costs. For complete details about our philanthropic sponsorship, visit www.everpower.com/philanthropy.shtml. 4 U.S. Census Bureau 26 Our People Our people are our greatest resource. In return for their service, and to ensure that we retain our top talent, we carefully provide for their health, safety and development needs. We currently employ 52 people, 33 of whom work in our Pittsburgh headquarters. EverPower follows a top-down, bottom-up approach, and is governed by a Board of Directors that has adopted principles of governance to guide company operations (see EverPower Corporate Governance Statement on page 30). Because our organizational structure is relatively flat, there are few layers between top management and the lowestranking employees. Management keeps an open-door policy to encourage communication, collaboration and cross exposure. Likewise, we offer fair compensation, including a stock option program to enable employees to have an ownership stake in the company. EverPower starts with specific job descriptions, annual goal setting and annual performance evaluations to make certain that each employee understands his or her role and has the skills necessary to do a job successfully. The evaluations are a useful tool to identify developmental needs and provide a framework for two-way discussion. EverPower’s robust recruitment process ensures that prospective employees have not just the necessary technical expertise but also the temperament to suit our company’s culture. We like to promote from within, challenging every employee to excel and advance. All employees have access to senior people, including the CEO, and Job Shadowing Program: EverPower is pleased to offer high school students the opportunity to learn about wind energy and other positions in the company. See the EverPower website for more information. we believe that this access is a key motivator. When a personnel change occurs, we assess our existing staff and develop our own people to take on vacated positions whenever possible. The health and safety of our employees, contractors, landowners and wind farm residents is EverPower's first concern. We hold weekly tailgate health and safety talks at each wind farm, and strictly follow OSHA laws and best practices in order to ensure the safety of our construction contractors, our staff and all site visitors during planning, construction and operation. EverPower is committed to creating the right workplace environment for all employees — an environment where every individual feels comfortable and confident that they can do their best work and reach their full potential. There is zero tolerance for any type of harassment or for retaliation against anyone who comes forward to make a good-faith complaint under the Code of Business Conduct and Ethics. Professional Development and Continuing Education policies guarantee that EverPower offers and pays for outside courses to fill in knowledge gaps identified during performance reviews to keep our staff up to date. Each year, every employee participates in compulsory ethics training and instruction on discrimination in the workplace. This is not a mere review of the legal requirements and language of EverPower’s Code of Business Conduct & Ethics, but a hands-on interactive session conducted by outside experts. Online tools offer additional training and instruction resources that accommodate the diverse schedules of our growing workforce. To view the complete EverPower ethics policy, visit www.everpower.com/pdfs/trireme-coc.pdf. EverPower holds an annual All–Employee Meeting where everyone’s concerns are heard. It provides another reliable outlet for EverPower to foster open dialogue between management and employees. Recruiting extends to the “next generation” and to that end, the EverPower Internship and Co-op Programs were founded in 2009. EverPower is an active partner with several Pittsburgh universities, including an alliance with the University of Pittsburgh’s Swanson School of Engineering. Through these partnerships, we have hired interns from Carnegie Mellon and other universities, drawing on the best local talent, some of whom have become full-time employees. EverPower’s community involvement engenders pride and kinship. ██ ██ ██ We participate in community service days in cities and towns where we have a major workforce. We have partnered with New York Cares in New York City, to refurbish a public school library and playground, and clean up a park on the Lower East Side of Manhattan. We also have partnered with the Pittsburgh Downtown Partnership for Downtown Partnership Day, an annual day of service. To celebrate the opening of our new headquarters, our team cleaned up trash along the Three Rivers Heritage Trail, located near our office. EverPower employees volunteer their time to educate students about renewable energy. Employees from our Operations Department have served as volunteers with a Pittsburgh after-school program to teach children about energy, renewable energy and technology. The results of our employee survey show that the creative atmosphere at EverPower provides a rewarding work experience. Our employees are a close group who have a genuine interest in learning how respective areas of the company interconnect. They offer resourceful suggestions to improve communication and collaboration, and value our community outreach efforts. Our employees have also indicated that they value hearing our CEO’s views about the economy and its impact on renewables in general and on EverPower in particular. 28 Who We Are The EverPower management team has significant wind industry and power market experience and a proven power-industry track record in permitting and developing large-scale energy projects. In addition, EverPower's management team has extensive local and international experience and expertise in the following areas: project finance, engineering, wind resource analysis, data analysis, GIS/mapping, construction oversight and governance. In ten years, EverPower has grown from three founders to 52 employees. James Spencer President & CEO Jim has more than 25 years of experience in the power industry, managing the development and financing of energy projects in developed and underdeveloped countries. He founded EverPower in 2002 to pursue renewable energy development. Prior to 2002, he served as an advisor to Renewable Energy Systems, Ltd (RES) and was instrumental in establishing RES’s Asia Pacific presence in NSW, Australia. He also served as a director of RES Asia Pacific from its inception until 2004, when he resigned to devote 100 percent of his efforts to EverPower. Andrew Golembeski Executive Vice President & COO Andrew has spent more than 20 years in the power industry with both traditional and renewable energy companies. He serves as EverPower’s chief operating officer, responsible for construction and operation activities. From 2003–2008, he was responsible for overall project develoment at EverPower. His power experience encompasses wind, hydroelectric, combined-cycle combustion engines, reciprocating engines, solar and coal. Charles H. Williams Chief Financial Officer Charlie has 30 years of financial management experience and a diverse history with domestic and international companies, both large and small, including nearly 15 years with high-growth energy and related-technology firms. Before joining EverPower at the end of 2009, he served as CFO at an advanced battery technology company. Prior thereto, he was CFO and an executive director of Clipper Windpower Plc, a utility-scale wind turbine manufacturer and project development company based in California and listed on the AIM market of the London Stock Exchange. George Henderson Chief Commercial Officer George has 15 years of experience in competitive power markets. He serves as EverPower’s chief commercial officer, responsible for market-related activities, including all front-, middle- and back-office functions. Additionally, George handles the marketing of energy and renewable credits, contract negotiations, ISO relations, energy operations, settlements, regulatory matters and energy risk management. Carol Strickland Corporate Secretary & Chief Administrative Officer Carol has more than 30 years of experience in board processes and development, corporate governance matters, strategic philanthropy and executive staff activities. After working as a governance consultant to EverPower, she joined the company in 2008 and is responsible for corporate governance–related and other Board of Directors matters, as well as human resources, stock option administration, IT and corporate policies and practices. Chris Shears Chief Development Officer Chris has more than 15 years of experience in the wind and renewable energy fields. He has overall responsibility for the growth of EverPower’s project pipeline across the US and the timely delivery of projects for financing. Before joining EverPower in 2008, Chris worked in the UK for Renewable Energy Systems Ltd (RES). He also served as Chairman of the British Wind Energy Association from 2005–2007. Michael Speerschneider Chief Permitting & Public Policy Officer Mike has more than 10 years’ experience in the energy industry. He oversees all permitting and government affairs activities for EverPower. On the permitting side, Mike is responsible for working with state and federal agencies on a broad regulatory level, as well as on a project-specific level to secure necessary project permits. For government-related affairs, he is actively involved with state and federal policy makers and is dedicated to improving the overall business environment for the company through the legislative and regulatory process. 29 Established in 2002, EverPower is a developer of utility-grade wind projects. EverPower is a green field developer, which means that we identify and develop project sites from the early stages. The EverPower group has a proven track record in permitting and developing largescale energy projects. This experience has served as the foundation for EverPower’s activities in wind energy, and the Company has quickly amassed a large portfolio of wind projects. If you are a landowner or interested party, please feel free to contact us at everpower.com. 30 EverPower Corporate Governance Statement EverPower’s corporate governance structure is set by the board of directors of Trireme Energy Holdings, Inc. EverPower (the Company) believes that effective corporate governance is a key element of its past and future success, and is necessary to achieve its strategic objectives and to create value for its owners. Governance Structure and Leadership The board of directors of Trireme Energy Holdings, Inc., EverPower’s parent, is responsible for establishing, overseeing and managing the Company’s broad goals, strategies and corporate governance structure. The EverPower Board of Directors is responsible for developing strategic plans for the Trireme Board to consider, as well as for implementing EverPower’s strategy, managing its business and day-to-day operations, and planning development activities accordingly, within their delegated authorities. The Directors consider the current structure to be appropriate, but will continue to keep it under review. The Company maintains a consistent dialogue with its shareholders, whose views are communicated to the various boards via the chairman and other non-executive directors of Trireme Energy Holdings, Inc., representing Terra Firma Capital Partners Limited. Trireme believes that effective corporate governance is a fundamental aspect of a well-run business. It is committed to maintaining high and relevant standards of corporate governance. Thiele), and three officers of EverPower (Jim Spencer, George Henderson and Charles Williams). The EverPower Board comprises seven members: EverPower CEO, Jim Spencer; EverPower COO, Andrew Golembeski; EverPower CFO, Charles Williams; EverPower Chief Commercial Officer, George Henderson; EverPower Chief Development Officer, Chris Shears; EverPower Secretary and Chief Administrative Officer, Carol Strickland and EverPower Chief Permitting and Public Policy Officer, Michael Speerschneider. Biographies of the EverPower Directors can be found on page 28. Board Meetings Both the Trireme and the EverPower Boards meet regularly, generally on a bimonthly basis, and additional meetings are convened as circumstances require. Board Procedure Board Constitution The Boards review regular and critical business issues in a timely and disciplined manner, enabling Trireme to carry out its responsibilities and provide leadership to EverPower within a framework of prudent and effective controls, and to assess and manage risk. The Trireme Board comprises two Non-Executive Directors (Non-Executive Chairmen Charles Weliky and Frank J. Kinney), three representatives of Terra Firma Capital Partners (Tavraj Banga, Damian Darragh and Stefan Charles Weliky, acting as Non-Executive Chairman of Trireme, is responsible for the effective operation of the Trireme Board and for communications with all directors and shareholders. An agenda is established for all The following paragraphs describe the key governance structures operating within EverPower. meetings; it is primarily composed of standard business items for bimonthly scheduled meetings. Relevant topics include health and safety, financial and operational performance, and progress on development activities. All Board members receive appropriate information regarding agenda items in a timely manner, and in the case of Trireme, receive minutes of any meetings of the Nomination and Remuneration, Finance and Audit Committees in advance of each meeting, whether they are able to attend or not. This enables members to be regularly apprised of financial, operational, and health and safety performance; to make informed decisions on issues under consideration; and to enable them to discharge their duties. EverPower’s Chief Executive also provides annual updates on risk management to Trireme’s Audit Committee. The principles of corporate governance relevant to EverPower (the Principles) were adopted by the Trireme Board on December 3, 2009 and determine the internal policies by which EverPower should operate, without restricting the legal independence of any EverPower company and while ensuring that key policy and strategic decisions relating to EverPower are made by Trireme. The Principles include a schedule of matters reserved for Trireme’s decision, together with its committees’ terms of reference. The Trireme Board’s formal schedule of delegated authorities sets out the financial authorities delegated to its committees and the Chief Executive, Chief Financial Officer and other employees of EverPower (the Delegated Authorities), and was last revised on April 18, 2011. The content of the Principles and Delegated Authorities, together with EverPower’s internal delegated authorities, are continually reviewed for suitability with consideration for time elapsed and EverPower’s growth. The matters that must be brought to Trireme for approval include, but are not limited to, strategy, internal control and risk management, final approval of the EverPower budget, major acquisitions and disposals, and any changes to EverPower’s capital structure, financing arrangements and financial policies. Directors have access to the advice and services of the Company Secretary and external advisers, as appropriate, and may obtain independent professional advice at EverPower’s expense. The Company maintains appropriate liability insurance for its directors and officers. Board Committees The Trireme Board has established three committees, each of which operates under clearly defined terms of reference and delegated authorities. 32 A committee’s chair and its members are the sole persons entitled to attend a committee meeting, but others may be invited as detailed below. Finance Committee The Finance Committee consists of five Non-Executive Directors, as follow: Charles Weliky (Chairman), Tavraj Banga, Damian Darragh, Frank Kinney and Stefan Thiele. In addition, the CEO and CFO of EverPower are normally invited to attend meetings, and other EverPower managers frequently attend at the invitation of any member. This committee is responsible for making recommendations to Trireme on financial and investment policy, including the capital structure of EverPower, management of financial risks and acquisition and divestiture policy. Further, the committee is also responsible for making recommendations to Trireme based on proposals by the CEO or the CFO of EverPower (beyond authority levels delegated to the committee), for example, regarding the acquisition or disposal of subsidiaries; approval of investments or divestments within the EverPower group of portfolio companies; raising of external financing; and the granting of securities, guarantees and indemnities as set out in the Delegated Authorities. In certain specific circumstances, the Trireme Board has delegated authority to the committee to make decisions in these areas. Audit Committee The Audit Committee consists of three Non-Executive Directors, as follow: Charles Weliky (Chairman) Frank Kinney and Tavraj Banga. The CEO, CFO and Controller of EverPower, as well as external auditors’ representatives, are normally invited to attend meetings. The committee meets at least twice during the financial year at appropriate times in the reporting audit cycle. PERFORMANCE INDICATORS Key Figures: 2009–2012 EverPower Wind Holdings, Inc. Annual Report Financials Year End 2009 2010 2011 2012 MW 62.5 62.5 113.8 512.3 In Construction # 0 2 2 0 Operational # 1 1 2 6 Capital Investment* $k 98,340 21,822 139,006 437,743 Revenue $k 4,058 11,475 12,104 42,169 % – 182.8 5.5 248.4 Installed Capacity Total Wind Farms Annual Financials Year-over-Year Growth *Data includes acquisitions 33 The committee regularly meets with the external and internal auditors without executive management being present. The committee’s responsibilities in assisting the Trireme Board to fulfill its duties include the following: ██ Overseeing EverPower’s relationship with the external auditors agreeing on the nature and scope of the audit and reviewing the audit plan; recommending the appointment and re-appointment of the external auditor to Trireme; recommending the remuneration and terms of engagement of the external auditor to Trireme; discussing audit findings with the external auditor, including any major issues that arose during the course of the audit and their resolution, and recommendations made to management by the auditors and the management’s response; and reviewing the cost-effectiveness of the audit; Monitoring and reviewing the effectiveness of EverPower’s internal control policies, internal controls and risk management systems; reporting its findings to Trireme; ensuring that there is a proportionate and an independent investigation of any matter brought to its attention and that a suitable system of internal control for the implementation of policies on risk and control within EverPower has been formulated, operated and monitored; Monitoring the integrity of, and reviewing the financial statements of, Trireme Energy Holdings, Inc., and of EverPower’s operating companies before submission to the relevant board, including major judgment areas. ██ ██ ██ ██ ██ ██ ██ ██ ██ Nomination and Remuneration Committee The Nomination and Remuneration Committee consists of four Non-Executive Directors, as follow: Charles Weliky (Chairman), Damian Darragh, Frank Kinney and Stefan Thiele. The committee meets at least once a year and at such other times as the Trireme Board requires. The committee’s specific duties and responsibilities include: ██ ██ ██ ██ Establishing criteria to be used in selecting directors; Approving the remuneration of the directors and management and providing an objective and independent assessment of any benefits granted to the directors and management; Design of incentive and remuneration plans to be applied within the EverPower Group; Advising Trireme on, and monitoring a suitable performance-related remuneration formula for the EverPower Group overall. 34 Contact Info Established in 2002, EverPower develops utility-scale wind projects, primarily through green field development. Our proven track record in permitting and developing large projects, from siting to generation, is the foundation on which the Company has quickly amassed a large portfolio of wind projects. If you are a landowner or interested party, please feel free to contact us at everpower.com. PITTSBURGH — Headquarters 1251 Waterfront Place, 3rd Floor Pittsburgh, PA 15222 (412) 253-9400 (412) 578-9757 fax General email enquiries: [email protected] New York 24 West 40th Street, 12th floor New York, NY 10018 (212) 647-8111 (866) 647-8111 toll-free (212) 647-9433 fax BELLEFONTAINE 129 South Main Street Bellefontaine, OH 43311 (937) 595-0304 Design & Production: Alouette Communications www.alouettecommunications.com FSC (Forest Stewardship Council) certified paper contains FSC-certified wood fiber from well managed forests, post-consumer recycled content, or a combination of FSC-certified wood fiber, recycled content and other controlled forest-friendly sources.
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