JAMAICA’S ENERGY FUTURE: FROM AMBITION TO ACTION -Article 5 of 5 By Emanuel DaRosa Over the course of this series, I have sought to establish five central points. Jamaica is not currently moving at the pace required to achieve 50% renewable electricity by 2030. Uruguay has demonstrated that a country can transform its energy system when national policy, institutional coordination, private capital, and long-term execution are aligned. Solar energy must be a major part of Jamaica’s future, but solar without storage cannot provide the firm and dependable electricity required by an isolated island grid. Hurricane Melissa has given Jamaica both a warning and an opportunity: we can restore the system that existed before the storm, or we can build the more resilient energy system that should have existed all along. The final question is therefore the most important: What practical programme could move Jamaica from approximately 12.6% renewable electricity toward 50%-and what should come after that? Begin With the Energy Requirement Jamaica currently generates approximately 4.3 million megawatt-hours of electricity each year. Historical operating data indicate that the major renewable facilities and JPS hydroelectric stations together contribute approximately 540,000 megawatt-hours annually. To reach 50% renewable electricity at today’s level of demand, renewable generation would need to increase to approximately 2.1 million megawatt-hours annually. The current shortfall is therefore approximately 1.6 million megawatt-hours per year. That is the scale of the challenge. Expressing the target only as a percentage can make the gap appear abstract. Expressing it in actual energy makes the requirement much clearer. Jamaica does not need a few additional renewable projects. It needs a coordinated programme capable of supplying more than one million additional megawatt-hours of dependable renewable electricity each year. Existing Projects Are Important, but Insufficient The renewable projects expected to enter service in 2027 will represent valuable progress. SunTerra Energy Jamaica’s 50-megawatt solar project is expected to produce approximately 130,000 megawatt-hours annually. Wigton’s 49.83-megawatt solar project is expected to produce approximately 115,000 megawatt-hours annually. Together, these projects should add approximately 245,000 megawatt-hours of renewable electricity each year. This would increase Jamaica’s renewable share, but only to approximately 18%, depending on total electricity demand and the performance of the existing fleet. That leaves Jamaica more than 30 percentage points short of the national target. This is not a criticism of the projects. It is a recognition that the scale and pace of implementation remain insufficient. Individual procurements of 50 or 100 megawatts every few years cannot close the gap within the time available. Jamaica Needs a Programme, Not a Sequence of Isolated Projects The countries that have transformed their energy systems did not do so through disconnected transactions. They established national programmes. A programme approach provides: • A defined quantity of energy to be delivered • A clear implementation schedule • Coordinated generation and transmission planning • Standardized technical requirements • Consistent environmental and social standards • Repeatable project structures • Greater certainty for investors and lenders • Better coordination among Government agencies • Lower development and financing costs • Accountability for national outcomes Instead of asking which single project should be procured next, Jamaica should define how much firm renewable energy the country requires, where it should be located, when it must be delivered, and what enabling infrastructure is needed. That plan should then be divided into projects that can be financed and constructed in parallel. The Next Generation Must Be Firm Renewable Power A major portion of Jamaica’s renewable gap should be filled by solar generation paired with appropriately sized battery storage. This is not simply because batteries are becoming more affordable. It is because Jamaica needs renewable energy that can perform functions currently provided by thermal generation. A properly designed solar-plus-storage facility can: • Supply energy after sunset • Serve evening and nighttime demand • Smooth short-term solar fluctuations • Reduce the steep evening ramp • Provide frequency response • Support voltage control • Supply operating and spinning reserves • Reduce thermal-plant cycling • Improve restoration capability • Displace imported fuel more effectively The strategic objective should be to convert abundant daytime sunlight into firm, dispatchable electricity. That is fundamentally different from adding solar capacity that must be accepted whenever the sun is available and replaced by fossil generation when it is not. A Practical Scale for National Transformation One practical pathway would be a programme comprising several standardized, geographically distributed solar-plus-storage facilities. For example, five projects, each capable of delivering approximately 50 megawatts of firm renewable capacity, could collectively provide: • 250 megawatts of firm renewable capacity • Approximately 700 megawatts of solar generation • Approximately 1,600 megawatt-hours of battery storage • Approximately 1.1 to 1.15 million megawatt-hours of renewable electricity annually A programme of this scale could provide approximately one-quarter of Jamaica’s present electricity requirement and close roughly 70% of the country’s existing renewable-energy gap. Combined with current renewable generation and the projects already expected for 2027, it could place Jamaica within reach of its 50% objective. The projects should be distributed geographically to reduce concentration risk, strengthen different sections of the transmission system, and supply major load centres from multiple directions. Potential locations should be selected based on: • Available land • Transmission capability • Regional demand • Planned retirement of thermal units • Hurricane and flood exposure • Environmental and social suitability • Speed of development • Ability to support grid restoration The goal should not be to place all new generation in the location that is easiest for a developer. The goal should be to build the portfolio that provides the greatest national benefit. Use Existing Thermal Assets More Strategically Reaching 50% renewable electricity does not require Jamaica to immediately retire every natural-gas or oil-fired generator. The transition must preserve system reliability. The newest and most efficient natural-gas facilities should continue to provide: • Backup during prolonged poor weather • Support during major equipment outages • Capacity during hurricanes and restoration events • Reserves during unexpected demand increases • Reliability while storage capacity is being expanded Older and more expensive HFO and diesel units can be displaced first. As firm renewable generation grows, efficient gas facilities can operate less frequently while remaining available when required. This allows Jamaica to reduce fuel consumption without compromising reliability. It also recognizes an important commercial reality. Jamaica Must Respect Its LNG Commitments Jamaica should be commended for its decision to introduce liquefied natural gas into the electricity sector. At the time, LNG represented a progressive and necessary step. It improved fuel diversity. It reduced dependence on heavy fuel oil and automotive diesel. It supported the development of more efficient combined-cycle generating facilities. It lowered emissions compared with the petroleum fuels it displaced. It strengthened the country’s ability to move away from older and less efficient generation. Natural gas should therefore be understood for what it was intended to be: a transitional fuel that provided Jamaica with important economic, environmental, and operational benefits. However, transitional does not mean temporary in the immediate sense. Jamaica’s LNG infrastructure and fuel-supply arrangements were supported by long-term commercial contracts. Those contracts include minimum purchase or take-or-pay obligations under which specified quantities of gas must be purchased, or paid for, whether or not the fuel is fully used. These obligations are real. They supported the investment required to construct LNG receiving, storage, regasification, pipeline, and generation infrastructure. They cannot simply be ignored because renewable technology has continued to advance. If Jamaica reduces LNG consumption below its contractual minimums before those arrangements expire or are renegotiated, consumers could face the perverse outcome of paying for gas that the electricity system does not need. A responsible energy transition must avoid that result. Why 50% Is a Sensible Near-Term Balance The 50% renewable target may therefore represent more than a climate or policy objective. It may also offer a practical transitional balance. At approximately 50% renewable electricity, Jamaica could: • Dramatically reduce HFO and diesel generation • Lower fuel imports • Reduce foreign-exchange exposure • Cut emissions • improve energy-price stability • Introduce firm renewable baseload • Retain efficient gas generation for backup and balancing • Continue meeting minimum LNG contractual obligations • Protect reliability while the grid is modernized This creates a managed transition rather than an abrupt substitution. Renewables would carry a much larger share of annual energy. Natural gas would provide firm backup and flexibility. Older, less efficient petroleum-fired generation could be reduced or retired. Storage could be expanded in stages as technical experience grows and costs decline. At the same time, the Government, JPS, the OUR, gas suppliers, and project sponsors should begin planning now for the eventual expiry, restructuring, or renegotiation of LNG commitments. Why Stop at 50%? Once Jamaica reaches 50%, the obvious question will be, why stop there? The answer should be that Jamaica does not intend to stop at 50%. Fifty per cent should be treated as a major milestone, not the final destination. However, moving beyond it must be carefully sequenced with the country’s existing LNG obligations. Until the minimum take-or-pay commitments expire, are renegotiated, or are otherwise economically managed, pushing renewable generation materially beyond the level that allows Jamaica to use its contracted gas volumes could impose avoidable costs on consumers. The country could end up paying twice: • Once for renewable electricity • Again for LNG that is contractually committed but no longer required That would undermine public confidence in the energy transition. The correct approach is not to delay renewable planning. It is to coordinate renewable expansion with the declining contractual requirement for LNG. Jamaica should therefore develop two linked roadmaps: Roadmap One: Reach 50% Accelerate firm solar plus storage, reduce HFO and diesel generation, modernize the grid, and use efficient LNG generation as the principal transitional backup resource. Roadmap Two: Move Beyond 50% As LNG minimum obligations decline or expire, add further renewable generation, longerduration storage, expanded hydro where feasible, demand-response programmes, distributed energy resources, electric-vehicle integration, and other firm clean-energy technologies. This would allow Jamaica to move progressively toward 70%, 80%, 90%, or even higher renewable penetration without imposing stranded fuel costs on consumers. Planning Beyond the Contract Horizon The LNG contract horizon should not become a reason for inaction. It should become a planning deadline. Jamaica should determine: • The remaining term of each material LNG obligation • The annual minimum volumes that must be purchased • The generation required to consume those volumes efficiently • Opportunities to renegotiate flexibility • Alternative industrial, transport, or regional uses for gas • The schedule for reducing LNG dependence • The renewable and storage capacity required at each stage • The transmission upgrades needed for higher renewable penetration This analysis should form part of a national integrated resource plan. Investments made today should be designed so that they support both stages of the transition. Battery facilities should be expandable. Solar sites should allow additional generation. Transmission systems should accommodate future capacity. Control systems should be capable of managing higher levels of inverter-based resources. Thermal assets retained for backup should be selected based on efficiency and flexibility rather than historical ownership or sunk cost. Mobilizing Capital Already Available Jamaica does not have to finance this transformation entirely from public funds. Substantial private and institutional capital is available for well-structured renewable, storage, resilience, and infrastructure projects. Local financial institutions, pension funds, regional investment firms, development-finance institutions, climate funds, and international lenders are all seeking bankable opportunities. The country’s role is to create a framework that converts that interest into construction. That requires: • Clear policy direction • Bankable long-term contracts • Transparent risk allocation • Timely approvals • Coordinated interconnection planning • Credible environmental and social safeguards • Competitive and predictable tariffs • Strong public accountability Private capital can move quickly, but only when Government decisions create sufficient certainty. A National Delivery Structure The transformation should be coordinated across Government rather than managed as a sequence of disconnected agency decisions. The Ministry responsible for energy must provide policy leadership. The OUR must protect consumers and approve prudent arrangements. JPS must identify system requirements and operate the grid reliably. Generation Procurement Entity processes must align with the national timetable. NaRRA can help position resilient energy infrastructure within the wider reconstruction programme. The Ministry of Finance must assess fiscal and contingentliability implications. Private developers and financing partners must accept development, construction, and performance risk. No single institution can deliver the transformation alone. But coordinated institutions can. The Decision Before Jamaica Jamaica now has a practical choice. We can continue adding individual renewable projects at intervals determined by conventional procurement cycles. Under that approach, renewable penetration will improve gradually, but the country is unlikely to reach its objective within the required timeframe. Or Jamaica can adopt a programme approach. That would mean: • Defining the renewable-energy gap • Procuring firm energy rather than nameplate capacity alone • Integrating storage from the outset • Coordinating generation with transmission • Mobilizing private capital at scale • Accelerating projects that are ready to proceed • Retaining efficient gas generation during the transition • Aligning renewable expansion with LNG contractual obligations • Preparing now for the period beyond those obligations The technology exists. The capital exists. The technical expertise exists. The need is clear. What remains is national alignment and execution. Jamaica’s 50% renewable-energy target should not be regarded as the limit of our ambition. It should be the foundation of the next stage. We should move urgently to 50%, while responsibly managing the LNG commitments that helped Jamaica transition away from more polluting fuels. Then, as those contractual obligations expire or are restructured, Jamaica should be ready to move decisively beyond 50%. The real question is therefore not whether Jamaica can reach a predominantly renewable electricity system. The real question is whether we will begin planning for it now. About This Series Jamaica’s Energy Future: From Ambition to Action is a five-part series by Emanuel DaRosa, former President and CEO of Jamaica Public Service Company and CEO of SunTerra Energy. The series examines Jamaica’s progress toward its renewable-energy goals, the operational realities of integrating renewable generation into an island electricity system, and the practical steps required to build a more affordable, reliable, resilient, and energy-independent Jamaica. The articles are intended to contribute to a constructive national discussion involving Government, regulators, utilities, investors, development partners, businesses, energy professionals, academics, and consumers. The Five-Part Series Part 1 - Jamaica Is Not on Track to Reach 50% Renewable Energy by 2030 Jamaica’s current renewable-energy position, the scale of the remaining gap, and why the present pace is insufficient. Part 2 - What Uruguay Can Teach Jamaica About Energy Transformation How long-term planning, policy certainty, national consensus, and private capital transformed Uruguay’s electricity sector. Part 3 - Why Solar Alone Will Not Get Jamaica to 50% Renewable Energy Why installed capacity, annual energy, and firm power are different-and why storage is essential for Jamaica’s grid. Part 4 - Building a Resilient Energy System for Post-Melissa Jamaica How national reconstruction can create stronger, geographically diverse, climateresilient energy infrastructure. Part 5 - A Practical Roadmap to 50% Renewable Energy - and Why Jamaica Should Not Stop There A programme-based pathway to 50% and a responsible strategy for moving beyond it while managing LNG commitments. Readers who encounter the series out of sequence are encouraged to begin with Part 1 and continue through the articles in order, as each builds upon the analysis and conclusions of the previous instalments. Follow Emanuel DaRosa and SunTerra Energy on LinkedIn for the remaining articles and future discussion on Jamaica’s energy transformation.

JAMAICA’S ENERGY FUTURE: FROM AMBITION TO ACTION: Article 3 of 5 Emanuel DaRosa Chief Executive Officer at SunTerra Energy Ltd June 30, 2026 In the first two articles in this series, I outlined two central realities. First, Jamaica is not currently on track to achieve its target of 50% renewable electricity by 2030. Second, Uruguay’s experience demonstrates that a national energy transformation is possible when clear policy, long-term planning, private investment, and disciplined execution are aligned around a common objective. The next question is technical, but it is also fundamental: What type of renewable energy system does Jamaica need? Given solar energy is one of, if not, Jamaica’s greatest natural resources, it must play a major role in Jamaica’s future. We have an excellent solar resource, declining technology costs, available land, experienced developers, and growing access to climate and infrastructure finance. However, adding more solar generation by itself will not create the energy system Jamaica needs. To understand why, we must distinguish between three very different concepts: Installed capacity Annual energy production Firm capacity available when the system needs it These terms are often used interchangeably in public discussion. They should not be. Capacity Is Not Energy A solar plant may have an installed capacity of 50 megawatts, but it does not produce 50 megawatts continuously. Its output varies throughout the day and with weather conditions. It produces no energy at night unless it is paired with storage. The same principle applies to wind generation. A 50-megawatt wind farm can produce close to its full output in favourable conditions, very little when wind speeds fall, or nothing during certain periods. Installed capacity tells us what a plant can produce under specified conditions. Annual energy tells us what it actually contributes over an entire year. Firm capacity tells the system operator what can reliably be called upon when demand is high or another generator becomes unavailable. All three matter. Jamaica’s challenge is that our national target is expressed as a share of annual renewable energy, while the electricity system must be operated securely every second of every day. What Jamaica’s Existing Fleet Tells Us Historical operating data provide a useful picture of Jamaica’s current generation system. The major renewable plants and JPS hydroelectric stations represent approximately 187 megawatts of installed capacity and produce about 540,000 megawatt-hours of electricity annually. That equates to approximately 12.6% of Jamaica’s annual electricity generation. The individual plants perform differently: JPS hydroelectric plants have historically achieved a combined capacity factor of approximately 55%. Paradise Park, also known as Eight Rivers Solar, has operated at approximately 26%. Content Solar has operated at approximately 25%. Wigton Wind has operated at approximately 27%. BMR Wind has performed strongly at approximately 39%. Munro Wind has contributed very little energy and has historically operated at approximately 3%. These results demonstrate two things. First, Jamaica’s existing renewable plants are valuable national assets. Second, their output is variable and cannot be treated in the same way as firm thermal generation. Solar and wind can reduce fuel consumption and emissions, but without storage or another source of firming capacity, they cannot independently guarantee supply during evening peak demand, periods of cloud cover, low wind conditions, or unexpected system events. The Instantaneous Penetration Challenge Jamaica’s highest system demand is just under 700 megawatts, while a more typical operating load is approximately 550 megawatts. Existing solar and wind capacity can therefore represent a significant proportion of the system at particular moments. Under favourable conditions, solar and wind may contribute approximately 20–25% of instantaneous system demand. In theory, total installed intermittent capacity could represent close to 25% of a 700-megawatt peak and more than 30% of a 550-megawatt operating load. In practice, the plants do not all produce at full output simultaneously. Nevertheless, the system can still experience rapid changes in renewable production that are large relative to the total size of Jamaica’s grid. This distinction is important. Solar and wind may provide only a modest share of annual energy while still having a substantial effect on real-time system operations. A large continental grid can absorb fluctuations across wide geographic areas and thousands of generators. Jamaica operates a comparatively small, isolated island grid. There are no neighbouring electricity systems available to absorb excess production or provide immediate support when renewable output declines. The entire balancing responsibility remains within Jamaica. The Operational Consequences of Intermittency Electricity supply and demand must remain balanced continuously. When cloud cover causes solar output to fall rapidly, another generator must also rapidly increase production to keep the system balanced on a second by second basis. When solar generation declines at sunset while customer demand remains high, thermal plants must ramp upward quickly. When wind output changes unexpectedly, the system operator must respond within seconds or minutes. These fluctuations affect: Frequency stability Voltage performance Spinning-reserve requirements Thermal-plant cycling Fuel efficiency Maintenance costs System reliability During my tenure as CEO of JPS, the effect of intermittent generation on system operations was not theoretical. The variability associated with the existing renewable fleet contributed to the need for approximately 27 megawatts of battery and flywheel capacity to provide rapid-response grid support. These investments helped manage frequency and load fluctuations that conventional thermal plants could not always address quickly enough. JPS also expressed concern that continuing to add intermittent generation without sufficient storage, reserve, or flexible generation would increase the difficulty of operating the national grid reliably. This does not mean Jamaica should stop developing renewable energy. It means we must develop it differently. The Duck Curve As solar capacity grows, daytime electricity production increases significantly. This can reduce the amount of electricity required from thermal plants during daylight hours. However, customer demand often remains high after sunset. When solar output falls rapidly in the late afternoon and early evening, conventional generators must replace that lost production within a relatively short period. This creates the operating pattern commonly known as the “duck curve.” The deeper the daytime solar contribution becomes, the steeper the evening ramp can become. Thermal plants may be required to operate at low output during the day, consuming fuel inefficiently, and then ramp sharply in the evening. Rather than replacing the thermal fleet, solar-only development can create a two-fleet system: Solar generation during the day Fossil generation during the evening and night In that configuration, consumers will still be required to pay for the capital and fixed operating costs of both fleets. The country gains renewable energy, but it does not necessarily eliminate the need for conventional capacity. The Next 100 Megawatts This issue will become more important as Jamaica’s next major renewable plants enter operation. The projects currently expected for 2027 include approximately: 50 megawatts from SunTerra Energy Jamaica 49.83 megawatts from Wigton Together, these projects will add almost 100 megawatts of new renewable capacity. Their expected annual production is approximately: 130,000 megawatt-hours from SunTerra 115,000 megawatt-hours from Wigton This additional renewable energy is important and welcome. However, the operating effect of nearly 100 megawatts of additional daytime-variable generation on a system with a normal load of approximately 550 megawatts must be carefully planned. The combined existing and new intermittent fleet could approach 270 megawatts of capacity. That is almost half of Jamaica’s typical daytime operating load. Actual simultaneous output will generally be lower, but the potential scale of the ramping and balancing requirement is clear. Jamaica must therefore plan not only for how much renewable generation is added, but also for how and when that energy is delivered to the grid. Storage Changes the Equation Battery energy storage allows renewable electricity to be shifted from the time it is generated to the time it is needed. Instead of forcing the grid to accept all solar production during daylight hours, energy can be stored and released during the evening peak or overnight. Storage can also respond much faster than most conventional plants, helping to regulate frequency and manage sudden changes in supply and demand. When solar generation is properly paired with storage, it can: Smooth fluctuations Reduce the evening ramp Supply energy after sunset Provide operating reserves Support frequency and voltage Reduce thermal-plant cycling Displace more fossil-fuel generation Improve system resilience The objective should not simply be to install more solar panels. The objective should be to convert Jamaica’s abundant solar resource into dependable electricity that supports the grid throughout the day and night. A Simple Analogy: Solar Without Storage One way to understand this challenge is to compare the electricity system to a national water supply system. Given the intermittency of rainfall no one would design a modern water system that simply pumps water into pipes only at the moment customers require it, with little or no reservoir capacity. It is inherently clear that a reliable water system needs storage in significant quantities. Reservoirs allow water produced during periods of abundance to be held and delivered during periods of high demand, low rainfall, equipment outage, or emergency. Without storage, a water system becomes a fragile just-in-time system. It will run short during dry periods or peak-use periods unless it is built with much more pumping and production capacity than would otherwise be required. That additional capacity increases cost, complexity, and inefficiency. The same principle applies to solar on an island electricity grid. Installing large amounts of solar without sufficient battery storage is similar to building a national water supply system without enough reservoirs. The grid is forced to accept renewable energy when it is available, but still requires other generation capacity when solar output falls, demand rises, or the sun sets. In effect, the country pays for solar capacity and must still retain significant fossil-fuel capacity to meet periods of low renewable production and high demand. Across the Caribbean, planners and procurement processes have often under-specified storage in renewable-energy tenders. This is usually done with good intentions: to reduce upfront project costs and make bids appear more affordable. However, this approach can be misguided if it fails to value the full system benefits that storage provides. Storage is not merely an added cost. Properly sized storage can reduce the need for additional standby generation, lower spinning-reserve requirements, reduce ramping stress on thermal plants, improve frequency and voltage stability, shift renewable energy into high-demand periods, and allow the grid to use more of the solar energy already being produced. This issue has become even more important because battery costs have fallen substantially over the last four years. Many integrated resource plans and procurement assumptions across the Caribbean were prepared two to four years ago, or longer. In today’s market, those assumptions may already be outdated. Technology is changing so quickly that planning tools and integrated resource plans can become obsolete within only a few years of being written. Jamaica and the wider Caribbean therefore need procurement frameworks that reflect current technology costs, current grid needs, and the real value of storage - not assumptions that were reasonable several years ago but no longer reflect the market. The lesson is simple: if storage is essential for water, it is also essential for high-renewable electricity systems. Solar produces the resource; storage makes that resource reliable. Retrofitting Storage into Existing Renewable Projects Jamaica should also consider whether battery energy storage can be retrofitted into the country’s existing solar and wind projects. The national discussion should not focus only on how future renewable plants are designed. Jamaica already has a substantial fleet of intermittent renewable generation connected to the grid, and its variable output will continue to affect system operations throughout the remaining life of those facilities.Adding appropriately sized battery storage at, or near, existing renewable plants could help convert their fluctuating output into a more stable and predictable supply profile. Rather than allowing every change in cloud cover or wind speed to pass directly through to the national grid, battery systems could absorb short-term increases in production and release energy when renewable output declines. This could provide several important benefits: Smooth sudden changes in solar and wind generation Reduce short-term frequency and voltage disturbances Limit the severity of morning and evening ramps Improve the predictability of renewable-energy delivery Reduce the need for rapid thermal-plant response Lower spinning-reserve requirements Make better use of existing interconnection infrastructure Increase the operational value of renewable plants already paid for by consumers The objective would not necessarily be to store every megawatt-hour produced by each facility. In some cases, relatively short-duration battery systems could provide significant grid benefits simply by controlling the rate at which output rises or falls. Larger storage systems could also shift surplus renewable energy into evening periods, reduce curtailment, and allow existing facilities to provide more dependable energy to the system. A national storage-retrofit programme should therefore evaluate each existing renewable project based on: Plant output and historical variability Existing interconnection capacity Available land and physical space Remaining PPA term Inverter and control-system compatibility Potential reduction in system operating costs Required amendments to dispatch and payment arrangements The relative benefits of plant-level versus centrally located storage This evaluation should include Paradise Park, Content Solar, Wigton, BMR Wind, and any other material intermittent generation facility connected to the national grid. In most cases, installing storage directly at an existing plant will be the most effective option. In others, strategically located grid-scale batteries serving several renewable plants or a constrained section of the transmission system may provide greater value. The important principle is that the output of Jamaica’s existing intermittent renewable fleet should not be treated as fixed and unchangeable. Through storage, modern controls, and revised operating arrangements, the country may be able to improve the performance of assets already in service while preparing the grid for the next phase of renewable development. Retrofitting storage into existing facilities would not eliminate the need for new firm solar-plus-storage projects. However, it could materially improve the stability of the national grid, increase the usefulness of existing renewable generation, and reduce the operational challenges created as additional intermittent capacity is added. From Intermittent Renewable Energy to Firm Renewable Power Jamaica’s next phase of renewable development must focus on firm and dispatchable renewable energy. That requires a combination of: Solar generation Appropriately sized battery storage Modern control systems Geographic diversity Strong interconnection planning Clear dispatch arrangements Retention of efficient thermal backup during the transition The newest and most efficient natural-gas plants will continue to play an important reliability role, particularly during prolonged periods of poor weather or major system disturbances. The transition should therefore be carefully managed. But the long-term direction is clear. Renewable energy must evolve from being an intermittent supplement to becoming a dependable part of Jamaica’s core electricity supply. A Better Question The question for Jamaica should no longer be: How many additional megawatts of solar can we install? The better question is: How much reliable renewable energy can we deliver when the country needs it? That change in perspective is essential. Installed capacity alone will not achieve Jamaica’s renewable target. Solar generation alone will not eliminate fossil-fuel dependence. And intermittent energy alone cannot form the foundation of a reliable island electricity system. Jamaica needs renewable power that is affordable, resilient, and available beyond daylight hours. That means the next generation of renewable projects must be designed around solar plus storage, not solar alone. In my next article, I will examine how this approach can support the broader reconstruction of Jamaica’s infrastructure following Hurricane Melissa and why energy resilience must become a central part of the national recovery strategy. __________________________________________________________________________________ About This Series Jamaica’s Energy Future: From Ambition to Action is a five-part series by Emanuel DaRosa, former President and CEO of Jamaica Public Service Company and CEO of SunTerra Energy. The series examines Jamaica’s progress toward its renewable-energy goals, the operational realities of integrating renewable generation into an island electricity system, and the practical steps required to build a more affordable, reliable, resilient, and energy-independent Jamaica. The articles are intended to contribute to a constructive national discussion involving Government, regulators, utilities, investors, development partners, businesses, energy professionals, academics, and consumers. The Five-Part Series Part 1 - Jamaica Is Not on Track to Reach 50% Renewable Energy by 2030: Jamaica’s current renewable-energy position, the scale of the remaining gap, and why the present pace is insufficient. Part 2 - What Uruguay Can Teach Jamaica About Energy Transformation: How long-term planning, policy certainty, national consensus, and private capital transformed Uruguay’s electricity sector. Part 3 - Why Solar Alone Will Not Get Jamaica to 50% Renewable Energy: Why installed capacity, annual energy, and firm power are different-and why storage is essential for Jamaica’s grid. Part 4 - Building a Resilient Energy System for Post-Melissa Jamaica: How national reconstruction can create stronger, geographically diverse, climate-resilient energy infrastructure. Part 5 - A Practical Roadmap to 50% Renewable Energy - and Why Jamaica Should Not Stop There: A programme-based pathway to 50% and a responsible strategy for moving beyond it while managing LNG commitments. Readers who encounter the series out of sequence are encouraged to begin with Part 1 and continue through the articles in order, as each builds upon the analysis and conclusions of the previous instalments. Follow Emanuel DaRosa and SunTerra Energy on LinkedIn for the remaining articles and future discussion on Jamaica’s energy transformation or visit our website: www.sunterra.co

JAMAICA’S ENERGY FUTURE: FROM AMBITION TO ACTION Article 2 of 5 By Emanuel DaRosa In my previous article, I discussed a difficult but important reality: Jamaica is not currently on track to achieve its target of 50% renewable energy by 2030. Recognizing that challenge is only the first step. The more important question is whether there is a realistic pathway forward. Fortunately, there is a country that offers valuable lessons for Jamaica. That country is Uruguay. A REMARKABLE TRANSFORMATION Twenty years ago, few people would have predicted that Uruguay would become one of the world’s leading renewable energy success stories. Like Jamaica, Uruguay was heavily dependent on imported fossil fuels. Its economy was exposed to global fuel price volatility. Electricity prices were vulnerable to external shocks. Energy security was a constant concern. Today, Uruguay regularly generates more than 90% of its electricity from renewable sources. This transformation occurred in less than two decades. What makes Uruguay’s story particularly relevant is that it was not driven by extraordinary natural resources. Uruguay did not discover vast oil reserves. It did not invent a revolutionary new technology. It did not receive unlimited government funding. Instead, it made a series of deliberate policy decisions and then remained committed to executing them. That distinction matters. THE MOST IMPORTANT LESSON Many people look at Uruguay and focus on wind turbines, solar farms, and transmission infrastructure. Those investments were important. However, they were not the primary reason for success. The most important lesson from Uruguay is that the country created certainty. Investors knew where the country was going. Developers understood the long-term objectives. Financial institutions had confidence in the regulatory framework. Utilities could plan accordingly. Government agencies worked toward a common objective. When uncertainty was reduced, investment followed. When investment followed, deployment accelerated. When deployment accelerated, transformation became possible. This lesson applies as much to Jamaica today as it did to Uruguay twenty years ago. RENEWABLE ENERGY IS NOT THE GOAL One of the most interesting observations made by Dr. Ramón Méndez Galain during his recent presentation in Jamaica was that the transition to renewable energy was not primarily about technology. It was about national objectives. Renewable energy became a tool to achieve those objectives. Those objectives included: Energy security Reduced fuel imports Economic competitiveness Price stability Environmental sustainability National resilience This is an important distinction. Too often renewable energy discussions become debates about specific projects or technologies. The real question should be: What kind of energy system does Jamaica want to build? Once that question is answered, the technologies become implementation tools rather than the focus of the debate. THE ROLE OF PRIVATE CAPITAL Another lesson from Uruguay deserves particular attention. The transformation was not financed exclusively by government. Private investment played a major role. The government established clear objectives and a stable framework. Private developers, banks, institutional investors, and international financing organizations provided the capital required to build the infrastructure. This approach allowed Uruguay to accelerate deployment while limiting the burden on taxpayers. For countries with limited public resources, this model is extremely powerful. Jamaica faces similar realities. The scale of investment required to modernize our energy infrastructure is significant. Government resources alone will not be sufficient. Success will require attracting local and international private capital and creating an environment where investors have confidence that projects can move from concept to operation within reasonable timelines. WHY THIS MATTERS NOW The timing of this conversation is important. Jamaica is currently confronting several challenges simultaneously. We are pursuing ambitious renewable energy targets. We are modernizing our electricity sector. We are evaluating future regulatory frameworks. We are strengthening infrastructure resilience following Hurricane Melissa. We are seeking ways to improve economic competitiveness and reduce electricity costs. These are not separate discussions. They are interconnected. Energy sits at the center of all of them. Every hotel, manufacturer, hospital, school, data center, and household depends on reliable and affordable electricity. The decisions we make over the next several years will influence Jamaica’s competitiveness and resilience for decades to come. JAMAICA’S OPPORTUNITY The encouraging reality is that Jamaica possesses many advantages. We have world-class solar resources, a mature utility system, experienced engineers and energy professionals, access to international capital markets, strong relationships with multilateral development institutions, and a private sector that understands the importance of reliable electricity. Most importantly, we have a growing national consensus that our energy future must look different from our past. The challenge is no longer proving that renewable energy works. The challenge is determining how to deploy it at the scale and speed required. FROM PROJECTS TO PROGRAMMES Perhaps the most important lesson from Uruguay is that transformational change rarely occurs through isolated projects. Transformation occurs through coordinated programmes. Individual projects are important building blocks, but they must be part of a broader vision. The countries that have successfully transformed their energy systems did not simply approve one renewable project after another. They established clear national objectives and created frameworks capable of delivering them. That is where Jamaica’s conversation may need to evolve. Rather than asking which individual project should come next, we may need to ask: What programme of investments, policies, financing mechanisms, and infrastructure improvements is required to achieve the future we want? That is a very different question. And it may lead to very different answers. LOOKING AHEAD Uruguay’s experience demonstrates that large-scale energy transformation is achievable. It also demonstrates that success is not determined by technology alone. Success depends on leadership, planning, execution, and the ability to mobilize investment around a common national objective. Jamaica possesses many of the ingredients necessary for success. The question is whether we can align them effectively. In my next article, I will examine one of the most misunderstood aspects of the energy transition: the difference between installed renewable capacity and actual energy production, and why solar alone will not be enough to achieve Jamaica’s long-term goals. ABOUT THIS SERIES Jamaica’s Energy Future: From Ambition to Action is a five-part series by Emanuel DaRosa, former President and CEO of Jamaica Public Service Company and CEO of SunTerra Energy. The series examines Jamaica’s progress toward its renewable-energy goals, the operational realities of integrating renewable generation into an island electricity system, and the practical steps required to build a more affordable, reliable, resilient, and energy-independent Jamaica. The articles are intended to contribute to a constructive national discussion involving Government, regulators, utilities, investors, development partners, businesses, energy professionals, academics, and consumers. THE FIVE-PART SERIES Part 1 - Jamaica Is Not on Track to Reach 50% Renewable Energy by 2030 Jamaica’s current renewable-energy position, the scale of the remaining gap, and why the present pace is insufficient. Part 2 - What Uruguay Can Teach Jamaica About Energy Transformation How long-term planning, policy certainty, national consensus, and private capital transformed Uruguay’s electricity sector. Part 3 - Why Solar Alone Will Not Get Jamaica to 50% Renewable Energy Why installed capacity, annual energy, and firm power are different — and why storage is essential for Jamaica’s grid. Part 4 - Building a Resilient Energy System for Post-Melissa Jamaica How national reconstruction can create stronger, geographically diverse, climate-resilient energy infrastructure. Part 5 - A Practical Roadmap to 50% Renewable Energy - and Why Jamaica Should Not Stop There A programme-based pathway to 50% and a responsible strategy for moving beyond it while managing LNG commitments. Readers who encounter the series out of sequence are encouraged to begin with Part 1 and continue through the articles in order, as each builds upon the analysis and conclusions of the previous instalments. Follow Emanuel DaRosa and SunTerra Energy on LinkedIn for the remaining articles and future discussion on Jamaica’s energy transformation.

Jamaica Is Not on Track to Reach 50% Renewable Energy by 2030 - Article 1 of 5 By Emanuel DaRosa Over the past several months, Jamaica’s energy future has become the subject of increasing public discussion. Recent presentations by international experts, including those highlighting Uruguay’s remarkable renewable energy transformation, have sparked important conversations about what is possible for our country. The question is no longer whether renewable energy works. The question is whether Jamaica is on track to achieve its own renewable energy goals. Unfortunately, the answer appears to be no. The 50% Renewable Energy Target Jamaica has established an ambitious and commendable goal of achieving 50% renewable electricity generation by 2030. This target is not simply about reducing greenhouse gas emissions. It is about strengthening energy security, reducing exposure to volatile international fuel prices, lowering electricity costs over the long term, and building a more resilient economy. It is a goal worth pursuing. However, achieving any target requires an honest assessment of where we are today and how quickly we are moving. Based on publicly available data and historical operating information, renewable energy currently contributes approximately 12-13% of Jamaica’s annual electricity generation. That means nearly 87% of our electricity still comes from natural gas, heavy fuel oil, diesel, and other conventional generation sources. While important progress has been made over the last two decades, the pace of change has been slow. Progress Has Been Real - But Not Fast Enough Jamaica deserves credit for being an early regional leader in renewable energy. The development of hydroelectric facilities, the Wigton Wind Farm, the BMR Wind Farm, the Content Solar Project, and the Paradise Park Solar Farm demonstrated that renewable energy can be successfully integrated into the national grid. These projects helped diversify the country’s generation mix and reduced dependence on imported fuels. However, a review of the timeline tells an important story. The first phases of Wigton entered service nearly twenty years ago. BMR entered operation in 2016. Content Solar entered operation in 2016. Paradise Park entered operation in 2019. Since then, utility-scale renewable development has slowed considerably. Even with the addition of recently approved projects currently under development, Jamaica remains significantly behind the trajectory required to achieve 50% renewable energy by 2030. The Mathematics Matter Energy policy is often discussed in terms of megawatts. Consumers experience energy in kilowatt-hours. Governments establish targets in percentages. Investors evaluate projects in dollars. To understand the challenge, we must focus on energy production. Jamaica currently generates approximately 4.3 million megawatt-hours of electricity annually. Of this amount, renewable sources contribute approximately 540,000 megawatt-hours. To achieve 50% renewable energy, Jamaica would need renewable generation in the range of 2.1 million megawatt-hours annually. In simple terms, Jamaica remains more than 1.5 million megawatt-hours short of its stated goal. That gap is significant. Closing it will require much more than incremental additions of renewable capacity. It will require a coordinated national strategy. The Cost of Delay The consequences of delay extend beyond environmental objectives. Every year Jamaica remains heavily dependent on imported fuels, consumers remain exposed to international commodity price volatility. Businesses continue to face some of the highest electricity costs in the region. Economic competitiveness suffers. Foreign exchange continues to leave the country to purchase fuel. At the same time, climate-related risks are increasing. The lessons from Hurricane Melissa should remind us that resilience must become a central pillar of infrastructure planning. The energy systems we build today must be capable of supporting Jamaica not only under normal operating conditions, but during and after major disruptive events. The challenge before us is therefore larger than renewable energy. It is about economic resilience, national resilience, and energy security. The Conversation Jamaica Needs to Have Too often, energy discussions become debates about individual projects, technologies, companies, or procurement processes. Those discussions are important, but they are secondary. The first conversation Jamaica needs to have is much simpler: How do we realistically achieve 50% renewable energy by 2030? If the answer is that we are on track, then the data should support that conclusion. If the answer is that we are not on track, then we must be prepared to discuss what changes are necessary. That conversation should involve government, regulators, utilities, investors, development partners, businesses, academics, and consumers. Most importantly, it should be grounded in facts. Looking Ahead The encouraging news is that Jamaica possesses many of the ingredients necessary for success. We have abundant solar resources. We have a strong engineering community. We have experienced regulators and utility professionals. We have access to international capital. We have private-sector organizations willing to invest. What remains is determining how these resources can be aligned to accelerate the pace of transformation. Before we debate technologies, ownership structures, financing models, or implementation pathways, we must first acknowledge a simple reality: Jamaica is not currently on track to achieve its renewable energy target by 2030. Recognizing that reality is not pessimism. It is the first step toward building a credible plan to achieve the future we want. In my next article, I will explore what Jamaica can learn from Uruguay’s remarkable energy transformation and why their experience may offer valuable lessons for our own journey.

SunTerra Energy is pleased to announce the formal execution of a strategic partnership agreement with Sygnus Capital and Caribbean Venture Capital, representing the official documentation of a collaborative relationship that has been developing over time. The signing marks an important milestone as the parties deepen alignment around renewable energy investment and infrastructure opportunities across the Caribbean. More Than a Signing, A Strategic Alignment for Regional Growth Partnership Agreement Signing at Sygnus Office Some milestones are measured not by headlines, but by the long-term impact they create. The recent formalization of the partnership between SunTerra Energy, Sygnus Capital, and Caribbean Venture Capital represents more than the execution of documents. It reflects the coming together of development expertise, financial strength, and a shared belief that the Caribbean is ready for the next generation of infrastructure investment. While relationships and collaboration among the parties have been building over time, this signing marks the official documentation of that alignment and creates a stronger framework for future execution. For SunTerra, the moment reinforces its commitment to delivering transformative renewable energy solutions designed to improve energy security, increase sustainability, and unlock economic opportunity throughout the region. For Sygnus Capital and Caribbean Venture Capital, the partnership reflects growing confidence in scalable, commercially viable projects capable of delivering both financial returns and meaningful national impact. Across the Caribbean, demand continues to grow for reliable power, lower energy costs, resilient infrastructure, and investment-ready projects. Strategic partnerships such as this one help bridge the gap between vision and delivery. With Sharon Roper serving as signatory on behalf of Caribbean Venture Capital, the signing also highlighted the importance of regional leadership and collaboration in advancing serious opportunities. This milestone is not the beginning of a conversation. It is the strengthening of one already underway. Together, the partners are positioning themselves to play an important role in shaping a more sustainable and economically competitive Caribbean future.

The future home of Jamaica’s largest solar farm — the 50MW Midnight Sun Project in Trelawny — recently hosted milestone site visits, moving the project one step closer to construction. The visit was part of the final due diligence process with IDB Invest, one of the world’s leading development finance institutions. Representatives from IDB Invest, along with their independent engineer G Advisory, toured the site to assess its suitability against funding requirements. The visit went well, with no major issues raised, marking encouraging progress in the approval process. While equity for the project is already secured by SunTerra Energy and its partners, IDB Invest is expected to provide financing for the remaining 80% of the project cost once due diligence is complete. The project team now awaits any final approvals or concerns to be raised by IDB, and remains committed to working closely with the institution to secure this transformative investment. In attendance at the site visits were: Emanuel DaRosa, CEO, SunTerra Energy Char Fernando, SunTerra Energy Troy Brennan, SunTerra Energy Luis Alberto Lira, representing G Advisory, IDB Invest’s Independent Engineer TLL Srikanth Manipudi, Construction Manager TLL Srikanta Giri, Project Manager Katya Vanessa Barrantes Salas - Environmental & Social Senior Officer, IDB/Invest Andres Smith Jorgensen - Environmental & Social Officer IDB/Invest The visit underscored the strong collaboration between SunTerra Energy, TransRail, and IDB Invest, and the shared commitment to advancing Jamaica’s renewable energy future. “What may look like an open field today will soon be a cornerstone of Jamaica’s clean energy transition,” said Emanuel DaRosa. “We are encouraged by the progress of IDB’s due diligence process and remain dedicated to working hand in hand with them to bring this project to life.” Once completed, the Midnight Sun Project will deliver 50MW of clean, renewable power to the Jamaican grid — reducing reliance on imported fossil fuels, cutting carbon emissions, and strengthening energy resilience across the island. This milestone highlights not just the progress of the project, but also the commitment of all partners to Jamaica’s sustainable energy future.

FOR IMMEDIATE RELEASE Fitzroy Vidal, Vice President for Project Management and Climate at Sunterra Energy , served as moderator for Panel 1  of the National Green Hydrogen Project Launch and Workshop Kingston, Jamaica – July 1, 2025  – Mr. Fitzroy Vidal, Vice President for Project Management and Climate at Sunterra Energy , served as moderator for Panel 1  of the National Green Hydrogen Project Launch and Workshop, under the theme  "Towards Development of a National Green Hydrogen Strategy for Jamaica"  held at the Terra Nova All Suite Hotel Kingston Jamaica. The panel, titled “Enabling Policies, Financial Mechanisms, and Regulatory Pathways for a Thriving Green Hydrogen Economy,”  brought together some of the most respected thought leaders from government, regulatory agencies, and development finance institutions. Mr. Vidal, a seasoned energy and climate professional, provided strategic guidance to the panel, which featured: Mr. Omar Alcock , Acting Principal Director, Climate Change Branch, Ministry of Economic Growth and Job Creation (MEGJC) Ms. Cheryl Lewis , Deputy Director-General, Legal and Consumer & Public Affairs, Office of Utilities Regulation (OUR) Mr. Sekou Mark , Head of English-Speaking Caribbean, International Finance Corporation (IFC) Mr. Gerard Alleng , Climate Change Senior Specialist, Inter-American Development Bank (IDB) Under Mr. Vidal’s expert moderation, the panel explored the critical building blocks needed to unlock Jamaica’s green hydrogen potential—including enabling policies, investment realities, regulatory readiness, and systemic integration across sectors. The session offered a balanced exchange of perspectives, combining technical depth with visionary leadership. Key highlights from the session included: Government Strategy : Mr. Omar Alcock detailed Jamaica’s net-zero ambitions and emphasized the government’s role in fostering a supportive environment for innovation and climate resilience. Financing Challenges : Mr. Sekou Mark candidly addressed the difficulty of financing green hydrogen projects, while highlighting the IFC’s current investments and willingness to support market development. Regulatory Pathways : Ms. Cheryl Lewis affirmed Jamaica’s energy-neutral legal framework and explained how the existing system can accommodate green hydrogen without major reform. Systems Thinking : Mr. Gerard Alleng urged stakeholders to view hydrogen as part of an integrated economy, emphasizing certification, infrastructure interdependencies, and derivative markets like green ammonia. Mr. Vidal’s facilitation was pivotal in synthesizing these insights and steering the discussion toward actionable strategies for Jamaica’s emerging hydrogen economy. His probing questions and closing reflections challenged panelists and participants alike to consider the trade-offs, risks, and bold leadership needed to advance this transformative agenda. The event was hosted by the Ministry of Economic Growth and Job Creation  in collaboration with the United Nations Environment Programme (UNEP). Jamaica is among seven countries participating in the regional initiative Advancing a Regional Approach Towards the Green Hydrogen Economy in Latin America and the Caribbean , funded by the Green Climate Fund (GCF) and implemented by UNEP. The project aims to create an enabling environment to foster the development of a regional green hydrogen economy and to build the capacity of participating countries to attract investment, develop policies, and implement strategic projects. This workshop represents a national milestone in Jamaica’s green hydrogen journey, creating a platform for multi-stakeholder engagement, knowledge exchange, and strategic planning. Media Contact: Sherry DaRosa Marketing & Communications Email: sherry@sunterra.co

No Major Issues Raised During Stakeholder Session 50MW Solar Farm in Trelawny SunTerra Energy Ltd. is pleased to announce a major milestone in the development of our 50MW solar farm in Trelawny. We have officially filed our application with the National Environment and Planning Agency (NEPA), moving one step closer to bringing clean, renewable energy to Jamaica’s national grid. This follows a successful stakeholder consultation session, where key community members, environmental agencies, and regulatory bodies were engaged in open dialogue about the proposed project. We are encouraged to report that no major issues were raised regarding the selected site, underscoring both the suitability of the location and the strength of the planning and environmental assessments conducted to date. The solar farm, once operational, is expected to significantly contribute to Jamaica’s renewable energy targets, create local employment opportunities, and support long-term energy security and price stability for Jamaica . The project forms part of SunTerra’s broader mission to accelerate the Caribbean’s transition to sustainable energy. We extend our gratitude to the local community and all stakeholders who participated in the session and provided thoughtful feedback. We remain committed to transparency, environmental stewardship, and community partnership as we move forward. Further updates will be shared as we progress through the NEPA review process. For media inquiries or to learn more about the project, please contact us at info@sunterraenergy.com .

30 April 2025:   SunTerra Energy is pleased to announce the Stakeholder Feedback Round  for its 50 MW Midnightsun PV Solar Park in the Duncans Vila, Trelawny, Jamaica. The project is developed under the supervision of Gold Standard, with Gaia Climate as the consulting partner. Stakeholder engagement is a key part of the project’s transparent and sustainable development process.   The Local Stakeholder Consultation Meeting (LSCM) was held on 30 April 2025 at the Spicy Hill Community Centre. During the meeting, the project was presented to the stakeholders, and their feedback was solicited through an open evaluation process. Comments and suggestions from participants were collected for further consideration. This is the announcement of the start of the stakeholder feedback round. The feedback round aims to gather insights, concerns, and suggestions from a wide range of stakeholders, including local communities, government institutions, private sector actors, and civil society organizations. Input collected will help shape the environmental and social aspects of the projects and strengthen their long-term impact. Feedback Round Details Feedback Period:  30 April 2025 – 30 June 2025 Local Stakeholder Consultation Meeting:  30 April 2025 How to Participate We invite stakeholders, local communities, and interested parties to share their feedback, suggestions, and any concerns regarding the project. To ensure that we can provide a comprehensive response, please include the following information in your correspondence: Personal Information: First Name Last Name Patronymic Contact Information: Address Phone number Email address Feedback Details: Your questions, suggestions, or concerns regarding the project. Submission Instructions We kindly invite you to share your feedback or any concerns regarding this project. Your insights are highly valued and will be carefully considered as we strive to implement this initiative in a responsible and inclusive manner. For further information or inquiries, please contact: Mr. Fitzroy Vidal Director of Project Management and Climate Telephone: +1 876 276 8763 Email: vidal@Sunterra.co Thank you for your engagement and collaboration in fostering sustainable development. Sincerely, SunTerra Energy

Press Release For Immediate Release   SunTerra Energy Jamaica Ltd. Secures Rosh Development Ltd. as Initial Investor for Landmark 50MW Solar Project in Trelawny   Kingston, Jamaica – April 7, 2025 – SunTerra Energy Jamaica Ltd. is pleased to announce the signing of a Share Subscription Agreement with Rosh Development Ltd., officially bringing Rosh on board as the project’s initial investor. This critical investment enables SunTerra to move decisively into the next phase of development for its 50MW Midnight Sun Project in Duncans, Trelawny, Jamaica. Front Left: Ravi Rochlani, CEO Rosh Development Ltd. Front Right: Emanuel DaRosa, CEO SunTerra Energy Ltd. Back Row SunTerra Team Members: Left to Right Peter Townsend, Legal Counsel, Sherry DaRosa Marketing & Communications, Troy Brennan COO SunTerra Energy  Ltd., Fitzroy Vidal, Director of Project Management & Climate   The partnership with Rosh Development Ltd. facilitates the intensive work now underway to transition the project from concept to construction, which is anticipated to begin in July 2025. Rosh’s capital infusion and commitment make it possible to: Secure all necessary regulatory and environmental approvals Finalize the EPC contract Complete detailed engineering and design Execute the Power Purchase Agreement (PPA) with Jamaica Public Service (JPS) Complete lender agreements to close project financing   This collaboration marks a pivotal moment in the realization of the Midnight Sun Project, which will become Jamaica’s largest solar farm, supplying 130 GWh of clean energy annually, representing 4% of the country’s total energy needs.   Emanuel DaRosa, CEO of SunTerra Energy Jamaica Ltd., expressed his gratitude and optimism: “Rosh Development Ltd. has played an instrumental role in helping us move from vision to execution. Ravi Rochlani and his team believed in the promise of this project from the start, and their investment has allowed us to take the critical next steps toward construction. We are excited about what this means for the future of energy in Jamaica and are proud to have a partner like Rosh Development Ltd. alongside us.”   Ravi Rochlani, CEO of Rosh Development Ltd., shared his thoughts on the investment: “We are thrilled to be the initial investor in the Midnight Sun Project. From the outset, we saw the immense potential of this initiative—not only in terms of clean energy production and environmental impact but in the long-term transformation of Jamaica’s energy landscape. Our investment in the development phase ensures that SunTerra has the support needed to build something truly impactful for the country and the region.”   About SunTerra Energy Jamaica Ltd.   SunTerra Energy Jamaica Ltd. is a renewable energy company dedicated to accelerating Jamaica’s transition to sustainable, affordable, and reliable energy solutions. With a portfolio of transformative projects, SunTerra is committed to driving economic and environmental progress across the Caribbean.   About Rosh Development Ltd.   Rosh Development Ltd. is a private investment company with a strong focus on real estate in Jamaica and now moving into energy. The company is dedicated to partnering on high-impact projects that foster economic growth and environmental stewardship.   For more information, media inquiries, or interviews, please contact:   Sherry DaRosa Marketing & Communications Manager SunTerra Energy Jamaica Ltd. Email: info@sunterraenergy.com Phone: (876) 575-4031

MARCH 30, 2025 SunTerra Energy is pleased to formally announce the Local Stakeholder Consultation Meeting (LSCM) for the Midnight Sun PV Solar Park, a 50 MW solar power project located in the vicinity of Spicy Hill, Duncans, Trelawny, Jamaica. The project is being developed under the Gold Standard certification framework, with Gaia Climate serving as the technical consultant. Stakeholder engagement is a cornerstone of the project’s transparent, inclusive, and sustainable development approach. We are committed to ensuring that all stakeholders are given the opportunity to provide input and raise concerns regarding the project’s implementation. The Local Stakeholder Consultation Meeting will be held on 30 April 2025 at 6:00 PM at the Spicy Hill Community Centre. Project Overview (Non-Technical Summary) SunTerra Energy (Jamaica) is developing the Midnightsun PV Solar Park, a utility-scale solar photovoltaic power plant with an installed capacity of 50 MW. The facility will supply clean electricity to large-scale energy consumers and contribute meaningfully to Jamaica’s renewable energy transition. The project is expected to deliver multiple environmental and socio-economic benefits, including: · Supporting national climate goals through the reduction of greenhouse gas emissions, · Enhancing access to clean, sustainable energy, and · Creating employment opportunities for local communities during both construction and operation phases. The project applies the ACM0002 methodology under the Clean Development Mechanism (CDM) and the Gold Standard. This methodology provides the framework for quantifying emission reductions and ensures that the project adheres to rigorous international standards for climate benefits and sustainable development contributions. Contributions to Sustainable Development Goals (SDGs) · SDG 7: Affordable and Clean Energy Generation of approximately 100,740 MWh of renewable electricity per year. · SDG 8: Decent Work and Economic Growth Creation of approximately 600 jobs during construction and 100 permanent jobs during operation, benefiting the local workforce and economy. · SDG 13: Climate Action Annual reduction of approximately 78,879 tonnes of CO₂ equivalent (tCO₂e), contributing to Jamaica’s climate mitigation efforts. Stakeholder Feedback Round We welcome and encourage feedback from stakeholders as part of our commitment to responsible and participatory project development. · Feedback Period: 30 April 2025 – 30 June 2025 · Means of Providing Feedback: Feedback may be submitted via email, phone, or in person during the stakeholder consultation meeting and after. Contact Information Mr. Fitzroy Vidal Director of Project Management and Climate Telephone: +1 876 276 8763 Email: vidal@Sunterra.co Your feedback is highly valued and will be carefully considered as we work to deliver a project that supports Jamaica’s sustainable development. We look forward to your participation in the consultation meeting; however, you may also reach out to us through the contact information below at any time. Sincerely, SunTerra Energy

For years, solar energy has been celebrated as one of the most promising solutions to fight climate change. But while the focus has often been on its ability to generate clean electricity, new research from China suggests that large-scale solar farms may have an even greater impact—transforming entire ecosystems. March 10, 2025 by Brian Foster https://glassalmanac.com/author/brian-foster/ How Solar Panels Are Changing Deserts A team of researchers from Xi’an University of Technology studied the Gonghe Photovoltaic Park in China’s Qinghai Province , a one-gigawatt solar farm covering vast stretches of desert. Their goal? To determine how the installation affected its surroundings. Using the DPSIR model —a framework used by environmental scientists to analyze ecological changes—the team examined 57 environmental indicators , including soil composition, temperature, humidity, and biodiversity . What they found defies expectations : instead of harming the fragile desert ecosystem, the solar panels were actually revitalizing it . From Barren Land to Thriving Microclimate One of the most striking discoveries was the dramatic improvement in soil quality and ecological health beneath the solar panels. What’s causing this shift? The solar panels create consistent shade , which helps retain moisture, lower soil temperatures, and reduce evaporation . In arid environments where water is scarce , these subtle changes can make a huge difference —allowing vegetation to flourish and supporting the growth of microorganisms essential for soil health . A Symbiotic Relationship Between Solar Energy and Nature Traditionally, deserts have been seen as harsh, lifeless landscapes , but the research challenges this assumption. Under the right conditions, solar farms could act as catalysts for ecological revival . In the case of the Gonghe Photovoltaic Park, the presence of solar panels altered energy distribution across the desert, creating a more hospitable environment for plant life . The result? A transformation of the desert ecosystem that could have long-term benefits for biodiversity . This shift raises an important question: Could large-scale solar farms help restore degraded land while producing renewable energy ? According to the researchers, the answer is promising. They concluded that photovoltaic installations have had a net positive impact on the desert environment —a finding that could influence future solar energy projects worldwide. Long-Term Effects Still Need More Research Despite these encouraging results, scientists caution that long-term monitoring is crucial . While the study provides compelling evidence that solar panels can enhance desert ecosystems , researchers emphasize the need for continued observation to fully understand the lasting effects on biodiversity, water cycles, and climate patterns . Additionally, careful site selection will be key. Not all deserts are the same, and ensuring that solar farms are placed in the right locations will help maximize benefits while avoiding unintended consequences . A New Future for Solar Energy and Desert Ecosystems This research marks a significant turning point in how we think about renewable energy and environmental conservation . Deserts, once seen as unusable wastelands , could serve a dual purpose —acting as massive clean energy hubs while simultaneously fostering ecosystem recovery . As the world pushes toward sustainable energy solutions , this study highlights an exciting possibility: solar power doesn’t just reduce carbon emissions—it may also help heal the planet . If harnessed correctly, the very technology we rely on to combat climate change could also play a role in restoring the Earth’s most fragile environments. https://glassalmanac.com/author/brian-foster/