The three strategic pillars identified in previous business plans continue to provide the framework for capital allocation decisions and embody the Group's guiding values. Ecological transition, regional development and service quality remain the cornerstones of our development path, now interpreted in light of evolving competitive and regulatory dynamics.
The ambition of the Strategic Plan
The ambition of the Strategic Plan
Iren's commitment to the ecological transition takes an even more targeted and resilient approach. In response to the altered market conditions and the authorisation duration for developing new renewable capacity, Iren will prioritise initiatives that safeguard the environment and the ecosystems in which it operates, such as implementing systems to maximise heat recovery for district heating at waste-to-energy plants or building 5 new wastewater treatment plants, using natural resources in a conscious and sustainable way, and giving new life to waste by recovering materials and energy. This approach protects profitability, improves the quality of the investment portfolio and ensures growth consistent with sustainability metrics.
The creation of value for the territories translates into the development of infrastructure essential to local growth and the strengthening of the Group's territorial presence. The multi-utility model enables the exploitation of new opportunities, broadens the range of services offered in a synergistic way, supports growth, and promptly addresses the needs of the communities where Iren operates.
The quality of the service remains the guiding principle that drives the Group's actions. Iren seeks to bolster the resilience of distribution networks to minimise service disruptions, enhance the customer experience through widespread local presence, and optimise business processes to boost efficiency.
In line with the strategic guidelines, the three pillars are articulated today within an evolved and more focused business model. The Group's transition from an 'extended multiutility' to a 'focused multiutility' will occur through more selective capital allocation, prioritising core businesses. This strategy aims to maximise generated value by concentrating resources on the highest-return activities and reducing involvement in areas where we have not yet developed a competitive advantage.