Two professionals reviewing energy contract documents in an office with solar panels visible in the background.

PPAs and Negative Electricity Prices: How Do They Affect Contracts in Spain?

The growing share of renewable energy is transforming how Spain’s electricity market operates. One of the most significant changes is the increasing frequency of hours with negative electricity prices, a situation that presents new challenges for energy producers, suppliers, and businesses that consume electricity.

In this context, long-term energy purchase agreements, known as Power Purchase Agreements (PPAs), remain an important tool for providing greater predictability in energy costs and revenues. However, evolving market conditions make it increasingly important to pay close attention to their contractual structure and how risks are allocated between the parties.

But what happens to a PPA when electricity prices turn negative? How can this affect businesses that purchase or produce renewable energy?

Corporate meeting room with contractual documents and an industrial building with solar panels in the background.

Why Do Negative Electricity Prices Occur?

Negative electricity prices occur when, during certain hours, the wholesale electricity market records a price below zero euros per megawatt-hour (€/MWh).

This situation can arise when high electricity generation, particularly from renewable sources, coincides with low demand and limited capacity to shift consumption, store energy, or export electricity to other markets.

For example, during certain midday hours, high solar photovoltaic generation may coincide with relatively low electricity consumption. Under these circumstances, some producers may be willing to offer electricity at negative prices due to their economic, technical, or contractual conditions.

A negative price does not necessarily mean that all producers have to pay to generate electricity or that consumers receive money for consuming it. The impact depends on market participation, contractual arrangements, and the applicable settlement mechanisms.

Negative Electricity Prices in Spain’s Electricity Market

The occurrence of negative electricity prices has become an increasingly relevant issue for Spain’s renewable energy sector.

According to a LevelTen Energy report published in October 2026, the P25 benchmark for solar PPA offer prices in Spain stood at €30.93/MWh in the third quarter of 2026, representing a 7.7% decrease compared with the previous year.

This trend reflects, among other factors, the downward pressure that high solar photovoltaic generation can exert on contracted electricity prices, particularly during peak solar production hours. This phenomenon, known as price cannibalization, occurs when a high supply of electricity from the same technology reduces its market value during periods of peak generation.

At the same time, hybrid configurations combining renewable generation and energy storage are becoming increasingly relevant as an alternative to improve energy delivery profiles and manage market volatility.

Therefore, the challenge is not only to generate renewable energy but also to manage when it is produced, at what price it is sold, and under which contractual conditions.

How Do Negative Electricity Prices Affect PPA Contracts?

The impact of negative electricity prices on a PPA depends primarily on its structure, the agreed price, and the clauses governing delivery and settlement conditions.

Under a fixed-price contract, the parties agree in advance on a price for the contracted electricity. However, this does not mean that all PPAs operate in the same way when wholesale electricity prices fall below zero.

Different contractual mechanisms can be used to manage these situations, depending on the type of PPA and the terms agreed upon by the parties.

1. Maintaining the Agreed Price During Negative-Price Hours

Some PPA contracts maintain the agreed financial terms even when wholesale electricity prices turn negative.

For example, if a company has signed a PPA at €45/MWh and the market price falls to −€10/MWh, the contract may continue to apply the agreed price to the corresponding electricity.

This structure can provide revenue predictability for the producer, although the buyer must consider that, during certain hours, the contracted price may exceed the market price.

2. Payment or Settlement Suspension Clauses

Other contracts include clauses that allow certain payments or settlements to be suspended when the market price falls below a specified threshold.

These clauses may be triggered from the first hour of negative prices or require the situation to continue for a specified period, depending on the agreed contractual terms.

Their purpose is to manage exposure to unfavorable market conditions, although they may also affect the predictability of the producer’s revenues.

3. Protection Mechanisms and Contractual Adjustments

PPAs may also include mechanisms such as price floors, trigger thresholds, limits on exposure to negative-price hours, or specific conditions for reducing electricity generation.

For example, a price floor may establish a minimum value for a variable used in the contract’s settlement calculation, but its financial impact will depend on how the contractual formula has been defined.

These mechanisms aim to establish an appropriate allocation of risks between the producer and the buyer, taking into account the characteristics of the project and the energy needs of both parties.

There is no single PPA structure that is automatically the most suitable for every company. The choice depends on consumption profiles, generation characteristics, financial objectives, and the level of market exposure each party is willing to assume.

What Risks Do Negative Electricity Prices Pose for Producers and Businesses?

Negative electricity prices can affect the parties involved in a PPA contract in different ways.

For renewable energy producers, the main challenge is maintaining revenue predictability in a market where the price received during peak generation hours may decline.

For businesses purchasing electricity, the risk lies in the relationship between the contracted price, the market price, and their actual electricity consumption needs.

A company may have secured part of its electricity supply through a PPA while remaining exposed to market fluctuations for any additional electricity it needs to purchase or for surplus volumes under its contractual position.

There may also be differences between when the contracted electricity is generated and when the company actually needs it.

For example, a solar photovoltaic installation may concentrate its production during the day, while an industrial facility maintains high electricity demand in the afternoon or at night.

For this reason, analyzing hourly generation and consumption profiles is just as important as evaluating the contract price.

What Should Businesses Consider Before Signing a PPA?

In an electricity market with a growing share of renewable energy and periods of negative prices, energy procurement requires evaluating several factors.

– Consumption and generation profiles: It is important to understand when a company consumes electricity and how generation from the renewable energy installation associated with the contract is distributed throughout the day. The closer these profiles match, the lower the potential need to manage differences between contracted and actual electricity consumption.

– Pricing and settlement conditions: The agreed price should be analyzed alongside clauses governing exceptional situations, particularly hours with negative electricity prices. It is also necessary to establish how potential differences between contracted, generated, and consumed electricity are calculated and settled.

– Risk allocation: Contracts should clearly define which party assumes the risks associated with generation volumes, hourly profiles, market prices, and potential generation restrictions. This allocation can influence both price competitiveness and the financial stability of the agreement.

– Contract duration and flexibility: PPAs typically involve long-term commitments, making it important to assess how a company’s energy needs are expected to evolve. Review provisions, guarantees, and contractual adjustment mechanisms may also become particularly relevant.

– Integration with other energy solutions: In certain projects, combining renewable generation, energy storage, and energy management tools can help improve electricity utilization and reduce certain market exposures. The suitability of these solutions should be assessed based on their costs, technical requirements, and economic viability.

The Role of Energy Storage and Flexibility During Negative-Price Periods

The increasing occurrence of low or negative electricity prices also highlights the importance of introducing greater flexibility into the electricity system.

Battery energy storage systems, known as BESS (Battery Energy Storage Systems), make it possible to shift part of the electricity supply between different times of the day.

In this way, a battery can store electricity during lower-price hours and use or sell it later, when demand is higher or prices are more favorable.

However, the profitability of these operations depends on factors such as hourly price spreads, system efficiency, battery degradation, and associated operating costs.

Flexibility can also be achieved through other solutions, including demand management and the optimization of electricity consumption profiles.

These solutions do not eliminate the risks associated with a PPA, but they can form part of a broader energy strategy to manage volatility and improve the value of renewable energy assets.

The Future of PPAs in a More Flexible Electricity Market

The evolution of the electricity market is driving new approaches to structuring PPA contracts. Beyond establishing a long-term price, it is becoming increasingly important to adapt contractual conditions to generation profiles, consumption needs, and exposure to market volatility.

In this context, solutions incorporating mechanisms to manage negative electricity prices, contracts with tailored delivery profiles, and agreements combining renewable generation with energy storage are gaining relevance.

These alternatives can help improve the alignment between electricity generation and demand, although their feasibility depends on the technical and economic characteristics of each project.

As a result, PPAs are evolving toward structures that aim to combine financial predictability, flexibility, and a balanced allocation of risks while maintaining their role in long-term renewable energy procurement.

Greening and the Evolution of Energy Procurement

Electricity market volatility and the growth of renewable energy are transforming the energy needs of businesses. In this context, developing an electricity supply strategy that takes prices, consumption profiles, and contractual risks into account is becoming increasingly important.

In line with its 2026–2030 Strategic Plan, Greening is moving toward an integrated energy platform model, with industrial self-consumption, energy retail and trading, and energy flexibility as its main growth areas.

This strategic direction responds to a market in which the value of electricity increasingly depends on when it is generated, how it is contracted, and how it is managed.

PPA contracts are part of this evolving landscape and highlight the importance of assessing renewable energy supply conditions from financial, contractual, and operational perspectives.

Frequently Asked Questions About PPAs and Negative Electricity Prices

It depends on the contractual terms. Some PPAs maintain the agreed price, while others include settlement suspension clauses, price floors, or specific mechanisms to manage negative-price hours.

They may experience lower revenues when selling electricity directly into the market. However, the impact depends on their sales strategy, PPA contracts, hedging mechanisms, and the operating conditions of the facility.

Under certain circumstances, yes. It depends on the contract structure, the company’s exposure to the market, and its consumption profile. A fixed-price PPA does not necessarily mean that the company can benefit from negative-price hours.

It is important to review settlement terms, price floors, trigger thresholds, potential payment suspensions, generation restrictions, and the allocation of price and volume risks.

Energy storage can help shift electricity to higher-value hours and improve operational flexibility. However, its benefits depend on the system’s technical characteristics, market prices, and associated costs.

Yes, PPAs can still be a useful tool for providing greater predictability for part of a company’s energy supply and facilitating long-term renewable energy procurement. Their suitability depends on the price, contractual terms, and specific needs of each business.

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Lucía Lampón - GD DIRECTOR SPAIN

An Industrial Engineer specialized in energy, sustainability, and operations management, she brings more than 15 years of experience in the energy and renewable energy sectors. Throughout her career, she has held leadership positions across technical, production, and operational areas, leading multidisciplinary teams and managing power generation projects for leading companies in the industry. Her expertise spans project development, technical management, process optimization, and comprehensive operations management, combining a strong technical background with a strategic vision focused on efficiency and operational excellence. Currently, as Head of Distributed Generation Spain at Greening, she drives the growth and consolidation of the company’s distributed generation business, contributing to the development of sustainable energy solutions and strengthening Greening’s position in the market.

Arianna Tinaburri – CLO ITALY (Chief Legal Officer Italy)

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Alejandro Ruiz – COUNTRY MANAGER ITALY

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Christof Glasmacher – Key Account Manager

In dieser Rolle verantwortet er die strategische Betreuung und Weiterentwicklung von Schlüsselkundenbeziehungen. Mit einem klaren Fokus auf nachhaltige Lösungen und partnerschaftliche Zusammenarbeit entwickelt er individuelle Konzepte, die sowohl ökologische als auch wirtschaftliche Mehrwerte schaffen.

Seit über 30 Jahren ist er im Vertrieb erklärungsbedürftiger technischer Produkte tätig und bringt umfassende Erfahrung in der Kundenbetreuung und Projektentwicklung mit.

Durch seine ausgeprägte Kundenorientierung, Marktkenntnis und Kommunikationsstärke trägt er maßgeblich zum Wachstum und zur Positionierung der Greening GmbH als innovativen Anbieter im Bereich nachhaltiger Technologien bei.

Sein Fokus liegt auf nachhaltigen Energielösungen und der partnerschaftlichen Zusammenarbeit mit Kunden und Ingenieuren.

Josu Egea – Country Manager Germany

Geschäftsführer mit über 20 Jahren Erfahrung in der Leitung technischer und multidisziplinärer Teams in anspruchsvollen internationalen Umgebungen.

Josu verfügt über umfassende Erfahrung in den Bereichen erneuerbare Energien, Photovoltaik und Energiespeichersysteme (BESS), mit einem klaren Fokus auf Innovation, operative Effizienz und nachhaltiges Wachstum. Experte für Verhandlungsführung, kaufmännisches Management, industrielle Abläufe und internationale Geschäftsentwicklung.

Josu hat eine fundierte technische Ausbildung als Industrieingenieur, ergänzt durch einen MBA, wodurch er seine strategischen Visionen mit der operativen Umsetzung optimal verbinden kann.

Pilar Monzón Rubio – Head of Development – Investments

Pilar Monzón leitet den Bereich Projektentwicklung für Erneuerbare Energien bei der Greening Group in Deutschland, mit Sitz in der Zentrale in Düsseldorf. Sie ist verantwortlich für die Expansionsstrategie von Investments auf dem deutschen Markt und koordiniert alle Phasen der Projektentwicklung – von der Identifikation von Chancen bis hin zur Strukturierung und Umsetzung.

Mit über einem Jahrzehnt Erfahrung im Bereich Erneuerbare Energien, Ingenieurwesen und Unternehmensentwicklung in Deutschland bringt Pilar eine strategische Sichtweise, eine hohe Umsetzungskompetenz und eine klare Ergebnisorientierung mit. Ihr Führungsstil basiert auf sorgfältiger Analyse, der Zusammenarbeit mit interdisziplinären Teams und einem starken Engagement für Nachhaltigkeit als Wachstumsmotor.

Sie ist Architektin und besitzt einen Master in Energiemanagement und Internationalisierung von Projekten, eine Ausbildung, die ihren technischen Fokus stärkt und ihr eine globale Sichtweise verleiht, die an anspruchsvolle regulatorische Rahmenbedingungen angepasst ist.

Hartmut Bergs – Head of Operations Germany

Hartmut Bergs ist ein erfahrener Bau- und Projektmanager mit über 20 Jahren internationaler Expertise in erneuerbaren Energien, Industrie- und Großbauprojekten. 

Seit Dezember 2023 leitet er als Head of Operations bei der Greening Group operative Abläufe und Projektumsetzungen. 

Zuvor verantwortete er bei EnviTec Biogas AG, ENERCON und weltweit Bau, Installation und Inbetriebnahme komplexer Anlagen im Bereich Biogas und Windenergie. Seine Karriere begann er als Bauleiter im Industrie- und Photovoltaikdachbau bei Pohlen Bedachungen/ Solar sowie als Bauleiter in der Petrochemie.
Absolvent der Rheinischen Fachschule Köln als staatlich geprüfter Techniker für Hochbau und Fachkraft für Arbeitssicherheit, verfügt er über ausgeprägte Führungsqualitäten in der Leitung großer, multinationaler Baustellenteams. Mit technischer Präzision, Organisationsstärke und einem hohen Sicherheitsbewusstsein sorgt er für den reibungslosen Ablauf und die erfolgreiche Umsetzung komplexer Projekte im internationalen Umfeld.

Antonio Nievas – COO Solutions

Master Civil Engineer with an MBA and C-Suite executive education from IESE, with additional specializations in corporate sustainability and renewable energy investment and financing. He has over 25 years of senior management experience in both large-scale civil infrastructure and energy sectors.

He has led complex projects and strategic initiatives in national and international markets, including Ireland, United Kingdom, and, for the past 12 years, United States. His profile combines strong technical expertise with strategic vision, contributing to innovation and operational excellence. 

Tobias Deissler - Head of Business Development USA

Originally from Germany, Tobias is the Chief Commercial Officer (CCO) of Greening  and has over 16 years of experience in the renewable energy sector. He joined Greening Ingeniería in 2019 as Managing Director, leading the company’s international expansion since then. Tobias holds a degree in Civil Engineering and a master’s in international economics. He began his professional career in Germany, where he gained experience in Procurement and Logistics at companies such as Berner Group and Riese & Müller. Throughout his career, he has held international leadership positions, including Chief Operating Officer (COO) of the Assyce Group in Spain and Managing Director of its Asian division.

Adrian Ortega – Development Director USA

Development Director at Greening USA, where he leads the full-cycle development of large-scale energy projects. With a degree in Industrial Engineering from the Polytechnic University of Madrid and an MBA from the Granada Chamber of Commerce, Adrian brings strong technical and strategic insight to the company. Since joining Greening in 2019, he has developed solar projects across Spain, Mexico, and the United States. His expertise includes resource assessment, technical and economic feasibility analysis, and the design, optimization, and management of energy recovery facilities.

Claudia Pastor – Finance Director USA

Finance Director for Greening USA, overseeing financial operations and tax planning across North America. With over 12 years of experience in international finance and strategic planning, including the last 7 years dedicated to the solar photovoltaic industry, she brings deep sector knowledge and a global perspective to the team. Her role is pivotal in ensuring full regulatory compliance while driving the company’s long-term financial sustainability and growth in the region. Claudia’s leadership strengthens Greening’s position as a reliable and future-ready partner in the U.S. renewable energy market.

Florencia Ortiz – Head of Legal USA

Head of Legal at Greening USA, where she leads all legal, commercial, and regulatory matters for the region. With extensive experience advising multinational companies in the renewable energy and infrastructure sectors, she serves as both in-house and external counsel on complex transactions and regulatory compliance across the U.S., Brazil, and Argentina. Her legal expertise and strategic counsel play a key role in ensuring the success and integrity of Greening’s operations in dynamic and highly regulated markets.

Alejandro Ruiz – Director of Greening Europe

A Civil Engineer with an Executive MBA from Luiss Business School, he has built a strong international career in the renewable energy sector and infrastructure project management. With more than a decade of experience in business development and operational leadership, he successfully led Greening’s expansion in Italy and currently oversees the company’s European operations as European Director. Specialized in corporate strategy, business development, project execution, and organizational transformation, he combines a global perspective with deep local market expertise to drive sustainable growth, coordinate multidisciplinary teams, and create long-term value across international markets.

Pablo Otín – CEO (Chief Executive Officer)

CEO of Greening since 2026, where he leads the Group’s global strategy and oversees the execution of its renewable energy businesses. He brings more than 20 years of experience in the energy sector, with a strong track record in the development, financing, and management of utility-scale solar photovoltaic and battery energy storage system (BESS) projects. Throughout his career, he has held executive positions at leading international companies such as Grenergy, Powertis, Gestamp Solar, and Gamesa, participating in large-scale energy projects and leading international teams across multiple markets. He specializes in greenfield project development, structured finance, mergers and acquisitions (M&A), power purchase agreements (PPAs), asset management, and cost optimization, playing a key role in driving the growth and international expansion of renewable energy companies.

Sergio Prado - Director of Greening North America

General Manager of Greening USA, responsible for executing the company’s strategic vision and expansion across the North American market. With a background in chemical engineering and a Master’s in Sustainable Energy Systems from the University of Edinburgh, he brings a strong technical foundation and industry insight. Throughout his career, Sergio has held leadership roles in various companies specialized in photovoltaic energy, building a track record of successful growth and market entry strategies. His combined experience in engineering, sales, and management makes him a key driver of Greening’s growth in the United States.

Felipe García - CFO (Chief Financial Officer)

Chief Financial Officer (CFO) of Greening since 2026, where he leads the Group’s financial strategy and supports the execution of its growth plan and long-term value creation for shareholders. He brings extensive international experience in finance roles across the energy and consulting sectors. Before joining Greening, he held several senior leadership positions at Siemens Gamesa, including Managing Director Finance and Finance Head EMEA, overseeing financial operations in complex multinational environments. Prior to that, he spent more than eight years at EY, specializing in due diligence processes and financial structuring for major transactions involving private equity funds, financial institutions, and industrial companies.

Isidro Ramírez - CHRO (Chief Human Resources Officer)

He holds a degree in Business Administration and has developed his career in highly dynamic environments, ranging from the retail sector to the technology and financial industries, including Spain’s first credit rating agency. He is a specialist in talent development, innovative people management, and organizational transformation, with extensive experience in M&A processes and company integrations. With over 25 years of experience leading complex projects and international strategies, he combines strong technical expertise with broad executive experience, enabling him to drive innovation and operational excellence in any organization.

Raquel Lacilla - CLO (Chief Legal Officer)

She holds a dual degree in Law and Business Administration from the University of Zaragoza, with additional studies at the University of Bologna, and is a member of the Madrid Bar Association (ICAM). She has over 15 years of experience in corporate legal advisory, particularly in the renewable energy and infrastructure sectors. She currently serves as Global Legal & Compliance Director at Greening Group, and as Non-Director Secretary of the Board of Directors and its delegated Audit and Appointments & Remuneration Committees. She has held key positions at ENGIE Spain and SICE (part of the ACS Group, now under Vinci Group), and has practiced as a corporate lawyer and external advisor to companies in law firms in Spain and Ireland, specializing in corporate, contractual, and financial matters.

María Dolores Cuadrado - GMD Assistent

Titulada en Secretariado de Dirección Bilingüe y Licenciada en Ciencias Políticas y Sociología posee una larga trayectoria desarrollando el rol de Asistente de Dirección en empresas multinacionales como ITM Ibérica, apoyando a la alta dirección en la organización, planificación y gestión de tareas clave. Esta experiencia le ha permitido adquirir una gran capacidad de organización, comunicación efectiva y un enfoque resolutivo en entornos exigentes. Además, cuenta también con amplia experiencia profesional en el area comercial y de atención al cliente, trabajando en diferentes sectores y liderando equipos orientados a resultados.

D. Ignacio Salcedo Ruiz - Executive Chairman

Co-founder and Executive Chairman of Greening. Since founding the group in 2011, he has led its growth into an integrated energy platform with an international presence across Europe, the Americas, and Africa. Holding a degree in Civil Engineering from the University of Granada and an Executive MBA from EOI Business School, he has built a strong track record in the development, engineering, and execution of energy projects. Under his leadership, Greening has established a vertically integrated business model spanning power generation, engineering, energy retail, and technology-driven solutions for the energy transition. As Executive Chairman, he currently oversees the group’s corporate strategy and business development, driving its international expansion and new growth initiatives within the renewable energy sector.