About

Strategy

Toward 2027, we have outlined five strategic priorities with clear targets and a focused strategy. We aim to remain a value-driven company, consistently creating impactful projects by harnessing the potential of our workforce, leveraging innovative solutions, and upholding a sustainability profile that builds trust and delivers lasting benefits for all our stakeholders.

Profitable Renewable growth 

Scatec is a growth company and towards 2027 we will continue to grow our renewables capacity, targeting NOK 750 million in annual gross equity investments. Solar PV and battery storage will make up the largest share of our investments due to its attractive fundamentals and complementary profiles. We will utilise our competitive integrated business model and stay committed to delivering attractive returns of 1.2 times the cost of equity, D&C gross margins of 10-12% for our projects under construction and in backlog and 8-10% for our pipeline projects, and additionally services EBITDA-margins of 25-30%.

We aim to build stronger and longer-term positions in selected emerging markets which have excellent conditions for renewable power, and where we see a growing power demand, a clear green agenda, and the opportunity to build scale and apply our proven model. These markets are South Africa, Egypt, Brazil and the Philippines where we already have a strong track record and operational portfolio. Beyond these core markets, we maintain an opportunistic approach, applying strict investment criteria related to project size and value creation.

We further aim to grow selectively within green hydrogen in Egypt and hydropower in the Philippines. Egypt has excellent resources for renewable energy and a strategic location for exports, which makes it optimal for green hydrogen and green ammonia production. In the Philippines, Scatec and Aboitiz Power are exploring attractive growth opportunities within hydro power through its established joint venture.

Portfolio optimisation 

We are focusing on strategic divestments of non-core assets to consolidate our portfolio, enhance value creation, and fund our growth ambitions. We also pursue selective divestments or equity sell-downs in core markets when they make sense from a strategic and value creative perspective. By 2027, we aim to generate at least NOK 4 billion in proceeds from these divestments. By reinvesting capital to develop, finance, and build new projects, we concentrate on the steps in the value chain where we hold a competitive advantage. We are also committed to deleverage on corporate level to increase our financial flexibility and will allocate 75% of the divestment proceeds towards corporate debt repayments.

Leadership in Sustainability 

Our commitment to sustainability extends beyond mere regulatory compliance; it is central to our strategy to be recognised as a leader in sustainability for all of our stakeholders. Our ultimate objective is to promote the growth of renewable energy, thereby contributing to the reduction of CO2 emissions on a global scale. To reinforce our vision and mission and to establish ourselves as leaders in sustainability-encompassing more than just green energy – we are concentrating on three key areas: green footprint, responsible supply chain, and local value creation.

Our people  

The success and competitiveness of our organisation depend on the skills of our employees and our collaborative efforts. We emphasise a strong value proposition for our staff, continuous learning and development, preparing for the future with appropriate competencies, and ensuring flexibility, competence hubs, and efficiency.

Innovative Solutions 

Throughout our history, our skilled people have collaborated across functions through our integrated business model to develop solutions for our customers that position us ahead of competitors. We aim to continuously enhance our capability to develop innovative solutions. This includes incorporating advanced technology, smart solutions, and improving efficiency.