Thanks to the Restructuring Plan, the Financial Agreement and the merger between TerniEnergia and Softeco, is thus delivered to the capital market a new player that leaves the Utility sector and enters the Digital one, with the identity of GreenTech company: algoWatt. A new identity in line with the most attractive megatrends, which concern the pervasive digitalization of all industrial sectors and the ecological and energy transition.

Icon
Industrial Plan 2022-2024 - Leading the clean energy transition
1.74 MB 144 downloads
Icon
algoWatt's Board of Directors approves the 2022-2024 business plan "Leading the clean energy transition".
163.82 KB 29 downloads

MAIN STRATEGIC OBJECTIVES

Partnership with Player/Utility in the Energy and Environment domain

  • Value-added reselling(VAR) of key photovoltaiccomponents (inverters and storage), through the expertise, track record and references of the former TerniEnergia;
  • Expansion of the “Virtual Product Portfolio”, with a focus on the Energy Intensiveand DatacentreSectors, with the implementation of HW components (UPS and Cooling Systems) which, integrated with the proprietary Supervision and Monitoring System (ER-BEMS, Building Energy Management System), make it possible to offer a bouquet of extended energy efficiency solutions;
  • EV Chargers: Industrial support in the development of a complete system of charging stations from high-tech battery charging modules.

Partnership with Player/Utility in the Energy and Environment domain

  • Turnkey solutions for Energy Communities (ERCs) with the following activities: Technical/financial/legal consultancy; Business model promotion; SW platform; Micro grid supply in place;
  • Solutions for Virtual Power Plant (VPP) and energy resource aggregators to improve energy production, grid flexibility and to exchange or sell energy on the electricity market;
  • Cleantech industry digitisation servicesfor the ecological transition, such as – for example – software, platforms and solutions for advanced collection and management services, smart bins, robotics, apps, analytical tools and decision support software;
  • Partnerships with the “stewardship” model with companies in the environmental sector with the aim of proposing products to be customised, developing new products and services with costs covered by the partners at advantageous conditions, monitoring opportunities for potential extraordinary operations.

General Contracting

  • Expansion of the pipeline dedicated to activities related to the energy efficiency of buildings with the 110% Superbonus and acceleration of construction sites through an agreement with a commercial/financial partner;
  • System Integration for critical infrastructures with implementation of HW and SW dedicated to the digitalisation of services, based on the company’s track record (e.g. Caronte & Tourist ticketing terminal)
  • Turnkey installation for the reduction and management of energy consumptionof energy-hungry companies or complex structures with innovative formulas such as PPAsand CERs (e.g. industrial sites, buildings, public administration).

Revitalisation/Revitalisation of PV business

  • Valuing the solid references (over 400 MW installed) national and international and the value of the brand of the former TerniEnergia, it will be possible to use the subsidiary TerniEnergia Progetti for O&M activities (including PAM/PV Inspector and Sundrone) and for the management of co-development and EPC activities for utility scale plants below 4MW, with facilitated permits and Agrivoltaic.

Internationalisation

  • Process of international expansion of markets through subsidiaries in Greece (strong development and market value of about 5 GW/year) and South Africa (historic market of TerniEnergia with 6 GW/year of new photovoltaic installations), using the commercial presence and high-level project capabilities as business differentiation.

M&A potential

Acquisition assessments on 3 sectors (alternatively):

  • Smart Building/Smart City (System Integration for the Efficiency of Buildings of Highly Energy Intensive Customers)
  • Digitisation of Environmental Systems
  • Billing (recovery of former Softeco’s historic Italian leadership in this sector)

The ongoing evaluations are focused on different realities, in line with the Restructuring Plan and foreseeing the use of the portfolio of treasury shares available to the Company. If the evaluations are not successful, the M&A transactions will be converted into Partnership/Stewardship for the provision of services.

“LEADING THE CLEAN ENERGY TRANSITION: THE PLAN IN FIGURES

Growth in value of production

Ebitda

Ebit

Net Financial Position

Shareholders’ equity

NFP/EBITDA

NFP/EBITDA

Leading the clean energy transition: the Plan in pills

RENEWED STRATEGIC VISION

The signing of the Recovery Plan and the Financial Agreement, recovery of financial solidity and the enhancement of contextual factors, place algoWatt in an attractive business

STRENGTHENING AND OPTIMIZATION

The plan provides for the strengthening of governance and the optimization of the corporate and commercial structure in order to achieve the targets

STRATEGIES TO ACCELERATE REVENUE GENERATION

Defined 6 strategic levers to accelerate revenue and EBITDA generation resulting in reduced risk, integration of activities to complete the digital energy and cleantech value chain

SCOUTING FOR M&A OPERATIONS

Scouting for M&A transactions in compliance with the Recovery Plan and the Financial Agreement and using the treasury shares portfolio

HIGH ESTIMATE OF REVENUES IN THE THREE YEAR

Revenues over the three-year period: approximately Euro 92 million (CAGR 2022-24 +5.34%); increase in margins and profitability; progressive reduction in NFP and simultaneous growth in shareholders’ equity with improvement in all ratios