Responsibilities (What-How-Why)

Fully

Partially       

Supportive

Project Management

The Project Development Lead manages cross-functional workstreams and complex schedules to ensure a seamless transition from concept to execution.

The Project Management pillar is the operational engine that drives an asset from initial concept to an execution-ready state. This role goes beyond basic timeline tracking; the Project Development Lead designs integrated master schedules that coordinate engineering, legal, financial, and regulatory workstreams. Key competencies include critical-path analysis, proactive risk mitigation, and the ability to dynamically reallocate resources as development conditions change. Effective coordination is essential at this stage, as unmanaged dependencies quickly lead to project delays and budget overruns.

What: Executes the strategic directives set by the Project Development Head and maintains strict alignment of all Technical Working Group (TWG) outcomes and focus group discussions.

How: Translates the strategic directions, objectives, and project mandates set by the Project Development Head into concrete, actionable parameters for the Technical Working Group (TWG). The Lead actively facilitates and monitors focus group outcomes, stepping in to recalibrate discussions whenever a specific workstream begins to drift from the core project mandate.

Why: To maintain absolute continuity between the vision and granular, working-level execution. This ensures that the time, design work, and analytical energy expended by the TWG remain completely focused on delivering the specific asset profile requested for the project.

X

What: Facilitates the cross-functional TWG discussions.

How: Convenes regular, structured alignment meetings with representatives from engineering, finance, legal, regulatory, and strategy teams to review development progress and share updates.

Why: To break down corporate silos early in the lifecycle, ensuring that changes made in one workstream (e.g., technical design) are immediately evaluated for impacts on other areas (e.g., financial modeling or permitting timelines).

X

What: Leads the working-level focus group discussions with the TWG.

How: Deep-dives into highly specialized technical, commercial, or regulatory roadblocks with sub-groups of subject matter experts to isolate problems and map out tactical solutions.

Why: To unblock specific engineering or execution dependencies that cannot be resolved in high-level meetings, keeping the development process moving forward efficiently.

X

What: Creates and maintains the Consolidated Action Log of the TWG and ensures that all items are delivered on-schedule.

How: Tracks action items, assigns clear owners, sets realistic deadlines, and consistently follows up with team members to update completion statuses.

Why: To maintain organizational accountability across all departments, preventing critical task delays from creating a domino effect that impacts the project's baseline schedule.

X

What: Creates and maintains the Project Risk Management Plan (PRMP) and ensures that the Risk Treatment Plans are properly coordinated with the TWG.

How: Identifies, logs, and ranks engineering, commercial, and regulatory risks, then works directly with the TWG to design actionable risk-mitigation strategies.

Why: To build a proactive project defense, ensuring the team is prepared to minimize or avoid issues before they result in project delays or budget inflation.

X

What: Leads the diverse pool of consultants to achieving the desired outcomes.

How: Directs the activities, scopes of work, and milestones of outsourced technical, environmental, and legal advisors, matching their specialized deliverables to project deadlines.

Why: To extract maximum value from external services, ensuring consultant studies are accurate, delivered on time, and immediately usable by the internal development team.

X

What: Develops, manages and updates the integrated master project schedule, identifying and monitoring the critical path to completion.

How: Uses scheduling software to map out all cross-functional dependencies, tracking development progress against target development gates and milestones.

Why: To maintain a clear, birds-eye view of project progress and recognize schedule risks early enough to dynamically adjust resources and protect the target commercial operations date (COD).

X

What: Assists the Project Development Head in Preparing the project readiness documentation and justifications for formal stage-gate reviews (e.g., IC presentation, SteerCo decision, etc.).

How: Compiles completed deliverables, updated financial assumptions, and cleared regulatory milestones from the TWG to prove the project has met the entry criteria for the next development phase.

Why: To ensure the project moves cleanly through internal corporate governance structures, giving executives the confidence to release additional development capital.

X

What: Tracks development expenditure and controls project scope stability during the pre-construction phase.

How: Monitors development spend against the approved budget and evaluates any proposed adjustments or study expansions to see how they impact the baseline.

Why: To prevent scope creep and budget overruns during early design stages, keeping development costs within parameters that preserve overall project economics.

X

What: Creates and maintains the project RACI (Responsible, Accountable, Consulted, Informed) matrix.

How: Maps out every key deliverable and milestone across the development lifecycle, collaborating with the Technical Working Group (TWG) and department heads to explicitly assign who executes the work (R), who owns the final decision (A), who provides subject-matter expertise (C), and who must be updated on progress (I).

Why: To eliminate organizational ambiguity, prevent duplicate efforts, and streamline decision-making across highly interconnected, cross-functional teams.

X

Technical

The Lead connects engineering requirements with project economics, directing Front-End Engineering Design (FEED) and evaluating tender proposals to deliver a viable, cost-optimized asset.

The Technical pillar focuses on defining and optimizing the engineering parameters of the asset to ensure technical feasibility, safety, and performance. The Project Development Lead directs engineering teams through the Front-End Engineering Design (FEED) stage to clearly define project scope, baseline costs, and technical risks. Additionally, the Lead facilitates and evaluates complex tender proposals from vendors and contractors, ensuring that commercial bids align with the project's technical realities. The core challenge is maintaining balance between engineering standards and economic viability to prevent design flaws or inflated capital expenditures (CAPEX).

What: Creates the Front-End Engineering Design (FEED), including the Minimum Functional Specifications (MFS) of the Energy Storage Systems (ESS) and the Balance-of-Plant (BOP).

How: Translates high-level project objectives into specific technical requirements. The Lead defines the equipment parameters (e.g., battery chemistry, performance metrics, thermal management) and designs the auxiliary systems (BOP) required to connect the asset to the grid.

Why: To establish a clear, unalterable technical baseline. A comprehensive FEED and MFS prevent vendor scope gaps, minimize expensive change orders later, and ensure the facility operates safely and efficiently.

X

What: Facilitates the creation of the Owner’s Requirements Document (ORD)

How: Consolidates all technical requirements, internal engineering standards, and baseline commercial constraints into a centralized document that acts as the blueprint for project design.

Why: To ensure that any external contractor or vendor explicitly understands what the owner expects regarding asset quality, life cycle, and performance metrics before design begins.

X

What: Identifies the pain points and gathers insights from ongoing and previous projects for continuous improvement of the ORD

How: Reviews post-mortem reports, operation data, and construction bottlenecks from legacy projects, extracting lessons learned to actively patch gaps or refine criteria in the current ORD template.

Why: To prevent the repetition of historical engineering or operational errors, saving time and capital while institutionalizing technical knowledge within the development team.

X

What: Ensures the alignment of the ORD with the requirements of ORA

How: Audits the engineering specifications detailed in the ORD against the overarching operational, asset management, and maintenance guidelines mandated by the organization's asset owners.

Why: To guarantee that the constructed asset can actually be efficiently operated and maintained by the internal operations team throughout its commercial lifespan.

X

What: Creates the Scope of Work (SOW) for outsourced services aligned with the context and needs of the project.

How: Drafts clear, legally tight technical scope documents for third-party consultants and contractors, defining boundary limits, specific deliverables, and performance milestones.

Why: To eliminate contractual ambiguity, ensuring outsourced vendors deliver exactly what the project requires while keeping procurement boundaries clear to prevent budget drift.

X

What: Conducts site due diligence to identify the suitability of the project site and potential risks in developing and implementing the project.

How: Coordinates physical and desktop site surveys, assessing topography, soil stability, flood risks, land zoning, and physical proximity to roads and existing power lines.

Why: To confirm the project is physically viable and to uncover hidden engineering or logistics risks before committing significant capital to the site.

X

What: Conducts a preliminary System Impact Study (SIS) with the Power Systems Planning team.

How: Models the generation or storage asset against the target transmission grid network to simulate power flows, short-circuit levels, and voltage stability at the proposed tapping point.

Why: To determine early on if the local grid can absorb the asset's capacity, identifying potential congestion or expensive grid upgrade requirements that could sink the project's economics.

X

What: Creates the technical documents to comply with the requirements of the National Grid Corporation of the Philippines (NGCP) (e.g., Technical Assessment, System Impact Study, Facility Study, etc.).

How: Compiles project performance data and works with certified grid modeling specialists to package engineering studies that comply exactly with the parameters of the Philippine Grid Code.

Why: To progress through the official NGCP grid connection queue, moving the asset systematically toward securing an approved Interconnection Agreement.

X

What: Creates the technical documents to comply with the requirements of the Energy Regulatory Commission (ERC) (e.g., Point-to-Point Permit, Certificate of Compliance, etc.).

How: Drafts engineering justifications and technical submittals demonstrating that dedicated connection assets (Point-to-Point lines) and the plant itself meet national safety and economic regulations.

Why: To secure the explicit legal rights necessary to build dedicated lines and legally sell power into the market once the asset goes live.

X

What: Creates the technical documents to comply with the requirements of the Environmental Management Bureau (EMB) (e.g., Environmental Impact Assessment (EIA), Environmental Compliance Certificate, etc.).

How: Feeds raw technical design data, emission profiles, and environmental footprints for EMB review.

Why: To secure the Environmental Compliance Certificate (ECC), ensuring the project complies with environmental laws and protects the company from regulatory shutdowns or fines.

X

What: Reviews and evaluates the outcome of the NGCP Studies (Technical Assessment, System Impact Study, and Facility Study) and implements the necessary or required recommendations.

How: Analyzes final grid study reports from NGCP to identify mandated upgrades, such as, but not limited to, specialized transformers or substation expansions, and updates the project's design and budget accordingly.

Why: To translate mandated grid conditions into physical project designs, ensuring the asset can safely interconnect without compromising network stability.

X

What: Reviews and evaluates the technical tender proposals from Consultants, ESS Suppliers, and EPC Contractors.

How: Utilizes normalized technical evaluation matrices to score incoming bids side-by-side against the ORD.

Why: To ensure third-party bids are evaluated on equivalent technical merits, identifying variations or under-engineered bids that present hidden risks.

X

What: Conducts deliberations with ESS Suppliers and EPC Contractors during tendering to ensure alignment and compliance with the ORD.

How: Assists the Project Development Head intechnical clarification meetings with short-listed bidders to address deviations, challenge design assumptions, and secure written alignment on the project specifications.

Why: To pressure-test bids, removing technical ambiguity before a commercial contract is signed so both parties are fully aligned on execution scope.

X

What: Consulted and informed for the Detailed Engineering Design (DED) phase and HAZID/HAZOP activities during the project execution stage.

How: Serves as the keeper of development-phase intent, reviewing blueprint drawings as necessary and participating in Hazard Identification (HAZID) and Hazard and Operability (HAZOP) risk workshops.

Why: To protect the project's baseline assumptions during construction design, ensuring execution teams do not dilute the original project intent or introduce unmitigated process safety risks.

X

What: Consulted and informed for the Testing & Commissioning activities during the project execution stage.

How: Reviews proposed testing protocols, performance guarantees, and commissioning schedules to ensure they prove out the criteria defined in the initial MFS.

Why: To ensure that the newly built asset meets all required contractual metrics and grid compliance thresholds before it is formally handed over to the commercial operations team.

X

Financial

The Lead manages the intersection of development risk and project economics to ensure the financial model is robust enough to secure institutional investment.

The Financial pillar focuses on structuring the project’s economic model to maximize returns, ensure bankability, and attract investment. Working alongside financial analysts, the Lead refines the project model by optimizing key assumptions across CAPEX, OPEX, and development expenditure. A primary responsibility is understanding how early-stage development risks affect the cost of capital, debt sizing, and the equity internal rate of return (IRR). This ensures the asset can withstand rigorous due diligence from lenders and equity partners during financing rounds.

What: Creates the financial assumptions document, including, but not limited to, the total project cost, operational expenses, operating assumptions, spend-curves, project timelines, and WESM rates.

How: Gathers data points from own engineering assumptions, third-party consultants and various internal teams, such as CAPEX from tenders, OPEX from tenders and other engineering assumptions, and timeline milestones from project management. The Lead also integrates market data, such as forecasted Wholesale Electricity Spot Market (WESM) prices.

Why: To feed the corporate financial model with realistic, defensible baseline metrics. Accurate initial inputs prevent the project from advancing under false economic expectations.

X

What: Assists the Project Development Head in conducting the financial model review and stress-testing the model.

How: Reviews the financial analyst's output and systematically adjusts key variables, such as delaying the commercial operations date (COD), inflating CAPEX, or applying a low-price curve for WESM revenue to see how the project's internal rate of return (IRR) responds.

Why: To identify the project’s economic breaking points and ensure it remains viable and bankable even under unfavorable market or execution conditions.

X

What: Implements refinements to the project assumptions as necessary to improve the overall project economics.

How: Identifies weak spots exposed during stress-testing and works with technical or commercial teams to optimize variables, such as re-negotiating tender bids to lower CAPEX and/or OPEX or adjusting the asset's engineering specs to improve efficiency and yield.

Why: To actively bridge the gap between initial viability and target corporate returns, steering the project layout toward maximum profitability.

X

What: Facilitates the creation of the Investment Committee presentation package.

How: Synthesizes complex technical, commercial, regulatory, and financial data into a concise, high-level business case presentation tailored for executive leadership decision-makers.

Why: To clearly communicate the project's risk-reward profile, giving the corporate Investment Committee the precise, structured data they need to approve or deny funding.

X

What: Creates the Development Expense Project Investment Request (PIR).

How: Forecasts and itemizes the near-term capital required to fund ongoing development activities, such as permitting fees, site due diligence surveys, and consultant engineering costs and submits the formal budget authorization request.

Why: To secure the necessary operational funds required to advance the project through early development gates before full financial close and construction funding are unlocked.

X

Commercial - Market

The Lead applies energy landscape intelligence and power market analysis to position the asset strategically, protecting long-term revenues from grid constraints and market volatility.

The Commercial Market pillar involves positioning the generation or storage asset within the regional power market to secure long-term revenue streams. This requires a strong understanding of market dynamics, power price forecasting (including nodal or zonal pricing), and energy trends. The Lead evaluates target power markets, analyzes competitor pipelines, and addresses grid interconnection and capacity constraints. Responsibilities include identifying viable off-takers, managing merchant power exposure, and evaluating the impact of capacity markets or green energy incentives. This market foresight prevents developing assets that face early curtailment or declining demand.

What: Assists the Project Development Head in providing insights and consultations to the Commercial Business Unit and AP Strategy in updating key industry assumptions as input to the AP Forecasting model.

How: Monitors ground-level developments, policy changes, and grid updates, then passes these insights upward to corporate strategy and commercial teams to refresh key parameters (e.g., cost updates, generation capacities, or technological growth rates) in the forecast.

Why: To ensure the organization's macro-forecasting tools mirror actual, evolving market realities, preventing the company from making long-term strategic decisions based on outdated data.

X

What: Assists the Project Development Head in validating the Price Forecasts of internal AP teams and external consultants.

How: Cross-references internal wholesale electricity market projections against third-party consultant energy market reports, checking for logical consistency, outliers, or overly optimistic revenue assumptions.

Why: To stress-test and sanity-check the revenue projections that underwrite new power projects, protecting the business unit from relying on flawed financial forecasts.

X

What: Conducts intelligence gathering on competitor assets.

How: Tracks rival developer pipelines via public regulatory filings, Energy Regulatory Commission (ERC) applications, grid coordination reports from the National Grid Corporation of the Philippines (NGCP), and local industry news.

Why: To identify where and when competing power plants or energy storage systems will come online, allowing the project team to anticipate future supply gluts, localized grid congestion, or shifting competitive advantages.

X

What: Assists the Project Development Head in identifying existing and emerging market opportunities to create a new business case or add to the existing revenue streams of the ESS projects.

How: Explores evolving ancillary services guidelines, grid reliability rules, and peak-shaving needs to uncover hidden deployment models or alternate revenue streams for ESS based on local opportunities or benchmarking from relevant mature jurisdictions.

Why: To maximize the asset's utilization and commercial value, turning a simple battery project into a multi-revenue system capable of capturing changing power grid needs.

X

Commercial - Contract Management

The Lead reviews contract terms to ensure they fully align with the project's technical parameters and financial baseline assumptions.

The Commercial Contract Management pillar focuses on maintaining strict alignment between commercial agreements and project assumptions. While higher-level contract origination and structuring are handled by the Project Development Head, the Lead closely reviews draft contract terms against active financial models and execution plans. The role ensures that the timelines, scopes, and commercial mechanisms within major agreements, such as off-take and EPC contracts, reflect the project's actual operational baseline, preventing unhedged liabilities or baseline mismatches.

What: Implements the contract of vendors signed to render development works.

How: Tracks vendor deliverables, manages technical milestones, processes incoming invoices against agreed payment schedules, and serves as the primary day-to-day point of contact for external consultants.

Why: To ensure that early-stage service providers and engineering consultants deliver their work packages on time, on budget, and exactly within the agreed legal scope before construction begins.

X

What: Validates the alignment of the contract with the overall project assumptions (e.g., CAPEX and OPEX costs, timeline penalties, etc.).

How: Audits commercial drafts line-by-line, cross-checking key figures (like pricing, delivery milestones, and delay penalties) against the active project schedule and financial models.

Why: To catch and correct discrepancies early, ensuring that no contract creates an unhedged operational cost or risk that could invalidate the project's baseline economics.

X

What: Supports the Project Development Head in negotiating the contract terms with the vendors.

How: Prepares comparative technical or commercial data tables, identifies problematic clauses, and drafts operational feedback to help the Project Development Head during high-stakes vendor negotiation meetings.

Why: To give the leadership team the necessary analytical leverage and data-driven insights needed to secure the best possible risk allocation and commercial pricing terms from contractors.

X

What: Facilitates the alignment with internal teams regarding the negotiated items to update the project assumptions and trigger the necessary workstreams (e.g., working with ERM on insurance procurement due to changes in insurance ownership from Contractor Controlled to Owner Controlled).

How: Identifies shift deviations in negotiated contracts and directly updates affected internal teams, such as, but not limited to, working with ERM to adjust insurance buying strategies when risk boundaries change.

Why: To break down internal silos and ensure that every departmental workstream dynamically adapts to the final, negotiated legal realities of the project.

X

Compliance

The Lead applies a thorough understanding of power sector regulations to establish realistic project timelines, update baseline assumptions, and identify regulatory risks.

The Compliance pillar centers on understanding the regulatory framework governing power infrastructure development. The Lead maintains a clear view of national, state, and local regulatory requirements, embedding these constraints directly into the master schedule and financial assumptions. This requires identifying permitting timelines, environmental requirements, and potential regulatory bottlenecks early in the process. By accounting for these factors during early-stage planning, the Lead ensures project timelines remain realistic and compliance risks are addressed proactively.

What: Ensures that all regulatory requirements are captured and taken into consideration in the project assumptions across Engineering Design, Project Timelines, and the Project Risk Management Plan.

How: 

• For Design: Maps out and applies technical rules from the DOE, ERC, NGCP Ancillary Services, and IEMOP.

• For Timelines: Builds realistic master schedules by factoring in statutory Service Level Agreements (SLAs) and historic agency turnaround times for permits and clearances.

• For Risk: Identifies and logs policy gaps, changing rules, or misaligned requirements that could stall development.

Why: To eliminate blind spots early in the project life cycle, protecting the asset from technical redesigns, sudden schedule delays, or unmitigated legal exposures before construction starts.

X

What: Assists the Project Development Head in identifying policy gaps that could hinder the development and execution of BESS projects.

How: Analyzes active and pending market rules, grid codes, and revenue frameworks to pinpoint areas where regulations for newer technologies like battery storage are ambiguous, missing, or restrictive.

Why: To alert leadership to systemic external hurdles early on, allowing the team to adapt its development strategy and avoid sunk costs in unworkable business models.

X

What: Assists the Project Development Head in influencing local and national policies based on common industry practice from local and relevant foreign jurisdictions that aligns to support AP’s growth.

How: Researches successful international regulatory frameworks for energy storage (e.g., from other mature power markets) and helps prepare data-driven position papers and policy recommendations for industry consultations.

Why: To help shape a clearer, more supportive local regulatory environment that unlocks new revenue streams, streamlines approvals, and secures a viable path for the company’s long-term growth.

X

Stakeholder Management

The Lead acts as a clear information channel, ensuring technical realities are accurately represented and stakeholders remain informed and aligned.

The Stakeholder Management pillar focuses on facilitating clear communication between external stakeholders and the internal project delivery team. The Lead ensures that the engineering, technical, and environmental aspects of the project are accurately represented during all engagements. Responsibilities include translating complex project parameters into clear updates regarding progress, timelines, and milestones. By keeping stakeholders informed and bridging the gap between technical details and public communication, the Lead manages expectations and maintains alignment throughout development.

What: Prepares the requirements and facilitates the technical discussions with local and national agencies up to mayoral and director levels, respectively (e.g., LGU, NGCP, DOE, ERC, EMB, BOI, etc.).

How: Organizes, simplifies, and presents the project’s engineering data, environmental safeguards, and localized grid plans. The Lead coordinates with internal experts to address technical questions from top-tier regulators, mayors, and bureau directors during formal evaluations or public hearings.

Why: To secure high-level administrative buy-in and clear policy roadblocks. Presenting clean, definitive technical data directly to key decision-makers accelerates institutional alignment and keeps the project moving smoothly through the state apparatus.

X

What: Creates and maintains a good relationship with the technical personnel of the relevant local and national agencies (e.g., office of the building official, NGCP department leads, DOE and ERC evaluators, etc.).

How: Maintains transparent, professional, and consistent communications with the working-level engineers, inspectors, and case evaluators who handle the project's files day to day. The Lead ensures that technical requests, clarifications, and document revisions are submitted promptly and accurately.

Why: To establish organizational credibility and goodwill. Strong professional connections at the technical review level mean clarity on expectations, fewer bureaucratic misunderstandings, and faster turnaround times on review cycles and building validations.

X

Functional Competencies

Proficiency Level

Average

Above Average

Expert

Project Management

X

Cross-Functional Team Integration

X

Quantitative & Qualitative Risk Management

X

Energy Storage Systems (ESS) Engineering Acumen

X

Technical Standards Acumen

X

Asset Lifecycle & Operability Alignment

X

Electrical Systems Acumen

X

Geotechnical & Civil Site Due Diligence

X

Grid Simulation & Power System Planning

X

Technical Bid Evaluation & Clarification

X

Process Safety & Design Advisory (e.g., HAZID, HAZOP, etc.)

X

Project Development Capital Budgeting

X

Financial Model Analysis & Stress-Testing

X

Value Engineering & Economic Optimization

X

Executive Business Case Synthesis

X

Energy Macroeconomics & Price Forecast Validation

X

Competitive Intelligence & Pipeline Tracking

X

Power Market Regulation and Policies (e.g., EPIRA Law, OATS Rules, PGC, DOE Circulars, ERC Policies, IEMOP Rules, etc.)

X

Contract Management and Implementation

X

Contract Creation and Alignment

X

Commercial Negotiation Support

X

Change Management & Internal Communications

X

Regulatory Permitting Strategy & Pipeline Management

X

Regulatory Advocacy & Regulatory Analysis

X

Institutional & High-Level Stakeholder Presentation

X

Technical Relationship & Professional Liaison Management

X

Experience (No. of Years)

7 to 10 years

Education

Bachelor’s Degree in Engineering or Engineering Management

License Required

n/a