Strategy 2025
The first phase of the energy transition in Germany was mainly driven by the energy policy and regulation. During this phase, we were able to take important steps on the path to becoming the energy company of the future. Now a second phase is taking shape which will have its full impact after 2020.
In the future, more than ever before, customers, the market and technologies will set the direction. It is against this backdrop that we have developed our Strategy 2025, which takes our divisions beyond the energy market.
Under the keyword decarbonisation, many countries are committing themselves to reducing CO₂ emissions and bidding farewell to coal and other fossil fuels. Renewable energies and smart grids are important pillars of the new, increasingly decentralised energy system. Technological leaps and new competitors ensure that the cards for economic success are constantly being reshuffled.
The digitalisation and networking of energy generation allow and require cross-sector concepts for electricity, heat and mobility. In addition, the need for an intelligent and reliable infrastructure is growing because many customers and local authorities desire energy self-sufficiency. The energy world is thus becoming more complex, customer behaviour more dynamic, more individual - and ultimately more difficult to predict.
We know what we can do well and better than many others: The safe and reliable construction, operation and management of a critical energy infrastructure. Building on this, we will continue to grow beyond our core business field. Our Strategy 2025 thus focuses on business areas to which we can transfer our competencies beyond energy.
Digitisation is the driving force and an integral part of this strategy. It links sectors that have often been viewed separately in the past - for example, mobility with energy.
We offer solutions for a fast-charging infrastructure for e-mobility, decentralised energy solutions, services in the field of telecommunications infrastructure, urban infrastructure and public safety.
In order to be able to continue to grow after 2020, we intend to make greater use of our expertise as an investor, developer and operator of wind power and photovoltaic plants in the future. We will expand our onshore wind power, which is already very well positioned, as well as our offshore wind farms. By cooperating with selected international partners, we are specifically opening up new growth opportunities abroad. Initial successes in France and Sweden have confirmed our strategy of selective internationalisation.
As a further mainstay, we will push ahead with the development of large-scale photovoltaic projects. Due to its cost advantages, solar energy is developing into the world's fastest-growing form of renewable energy generation. With the Weesow-Willmersdorf solar park, we are realising the first subsidy-free, ground-mounted photovoltaic plant in Germany thus playing a pioneering role.
Switching over to growth
After a phase of reorientation and restructuring, we are now primarily on course for growth. For 2025, we have set ourselves the goal of generating an operating profit of 3.2 billion euros adjusted EBITDA.
We are transforming ourselves into a sustainable and innovative infrastructure partner for our customer and other stakeholders: In doing so, we are also transcending the traditional boundaries of the energy sector and bundling our business portfolio into three strategic business areas starting in 2021.
Our interactive chart shows the distribution across the four segments of Strategy 2020 and the breakdown into Strategy 2025’s three new business segments.
Further information:
Economically ambitious, good for the climate and socially balanced: EnBW consolidates its sustainable corporate strategy in the three dimensions of ecology, economy and social affairs. It is guided by the requirements and target values of the Paris Climate Agreement. The ambitious goal of being climate-neutral by 2035 is the focus of the programme, which consists of 25 measures.
Strategy 2020
In 2013, we had already defined our steps for the energy transition up to 2020. We set a new course and consistently developed our portfolio into the future. To compensate for the gradual decline in coal and nuclear power, the share of renewable energies will increase to over 40% of our generation capacity by 2020.
At the same time, we are investing extensively in the expansion of our network to ensure that electricity generated from renewable sources reliably reaches the point of use. Innovative products and services for our customers form our third major pillar.
Milestone reached
In this first phase of the energy transition, we fundamentally and consistently restructured our portfolio for the future. Our goal was to return to our 2012 operating profit of 2.4 billion euros adjusted EBITDA by 2020. We had already achieved this goal by 2019. Our interactive chart shows the changes in the business segments and the far-reaching restructuring since 2012.
In the course of our realignment, we are placing our customers even more in our focus and are providing new impulses. To this end, we are constantly seeking direct dialogue to address the wishes and needs of our customers in a timely manner. An innovation campus provides support for rapid and forward-looking product development. Examples of this can be found in the fields of electromobility, security infrastructure, broadband expansion, and intelligent urban and district development. This is where we are already introducing our core competence today: The safe and reliable operation of a critical infrastructure.
Better networked
Our system-relevant infrastructure forms the backbone of a reliable energy supply, the performance of which must remain guaranteed, especially during the transformation of the energy landscape. To this end, we are investing extensively in networks and facilities - with a focus on expanding the transport and distribution networks up to so-called intelligent networks, the smart grids. At the municipal level, we are joining forces with municipal utilities and local authorities in partnership-based cooperation models.