MEGAPOWER Solar Business Plan › Section 6 › Strategy, Sales & Marketing

In a B2B, contract-driven market like utility-scale solar IPPs,
“sales and marketing” translates into a focused, multi-quarter campaign
of regulatory engagement, contracting and stakeholder positioning. This
section sets out MEGAPOWER’s strategic posture, our two-pathway
commercial strategy and our ESG positioning.

6.1 Strategic Pillars

• Build the project to a debt-fundable threshold by
  Q1-2027. Every workstream is sequenced to clear lender
  due-diligence requirements before financial close — secured land, EIA
  approval, NERSA generation licence, EPC term sheet, signed PPA,
  completed independent yield study, and credit-rated insurance and
  counterparty support.
• Optimise for execution risk over headline
  tariff. We will not chase the absolute lowest tariff at the
  expense of construction and operating margins. Our bid will price
  contingency for module FX exposure, reasonable EPC margin and a
  sustainable O&M reserve.
• Hold dual contracting pathways. We will
  simultaneously prepare a REIPPPP submission and pre-negotiate a
  portfolio of corporate / wheeled PPAs. The dual track gives us
  optionality to execute on whichever channel reaches contractual finality
  first.
• Deliver verifiable B-BBEE outcomes. Our 20%
  community-trust ownership and audited social-investment programme are
  designed for top-quartile economic-development scoring, not as
  compliance artefacts.
• Compound to a portfolio. Profitable, on-time
  delivery of the first 100 MW project becomes the credibility platform
  for the second 100-200 MW project, en route to 1 GW of contracted
  capacity by 2032.

6.2 Commercial Strategy: Two Pathways

6.2.1 Pathway A — REIPPPP Bid Window 8

Bid Window 8 is targeted by the IPP Office for procurement of
approximately 3 GW, with a mandatory 4-hour battery-storage requirement
on 40% of awarded capacity. MEGAPOWER will submit in the unconstrained
PV category (i.e., without storage) for the project’s full 100 MW.
Submission economics are summarised below:

6.2.2 Pathway B — Corporate / Wheeled PPA

In parallel, MEGAPOWER will pursue corporate offtake under a
portfolio of wheeled PPAs aggregated to 100 MW capacity. The targeted
offtaker pool is structured to ensure no single offtaker accounts for
more than 35% of project revenue:

Pathway B has higher headline tariff economics but introduces
structural counterparty diversification risk and additional contracting
cost. MEGAPOWER’s analysis (see Section 9) shows that both pathways are
bankable under base-case assumptions, with the corporate-PPA pathway
producing approximately 2.3 percentage points of additional levered IRR
but a ~0.20x lower minimum DSCR.

6.3 PPA Term Sheet

Whether under REIPPPP or corporate contracting, MEGAPOWER’s PPA term
sheet will be anchored on the following principal commercial terms:

6.4 Stakeholder & Regulatory Engagement

Successful execution requires sustained engagement with five distinct
stakeholder groups. Engagement plans, named owners and KPIs are tracked
in our internal Stakeholder Management Plan.

6.5 ESG & Sustainability Positioning

ESG is no longer a stewardship overlay — it is a primary determinant
of cost-of-capital and offtaker eligibility. MEGAPOWER’s ESG positioning
is anchored on third-party verifiable outcomes.

The project is designed to qualify for green-bond / climate-finance
sources (Green Climate Fund, AfDB SEFA, IFC) which can deliver
concessional pricing and longer tenors than traditional commercial debt.
We have provisionally targeted ZAR 92.5 m of mezzanine / concessional
debt under this category.

Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of MEGAPOWER Solar Power (Pty) Ltd.