The company published the new Strategic Plan 2023-2026 last May, which modifies the breakdown by segments to more clearly reflect the company’s activities, simplifying its structure.
The keys to the conceptualisation of this strategic plan are based on 3 pillars:
1. SIMPLIFICATION
- The nomenclature of the segments is modified. 3 segments will be reported on: SUSTAINABLE SERVICES, 360 PROJECTS, and STAKES IN INFRASTRUCTURES. The first include the company’s core activities, while the contribution of the share in infrastructures would be accounted for by the equity method.
- The positioning of the B2B in relation to the energy sales activities after the agreement with Repsol changes. Dominion’s focus on this activity services to companies through the management of different services is now B2B2C, providing services to companies through the management of different services for the final consumer. Therefore, from now on this will be included in the sustainable service segment.
- Adjusted sales disappear. Until now, the adjustment was made in sales for the devices of the B2C part due to the relevant volume that it had with respect to the company’s billing. However, it has been losing meaning over time because it is not so representative, and coincides with the deconsolidation of the sales that the Group had in the energy part and which is no longer accounted for after the agreement with Repsol.
2. RECURRENCE
A fundamental element to mitigate liquidity risks in the phase of uncertainty about adverse scenarios, generating enough cash for the Group to operate with peace of mind. Both in the sustainable services segment and in the stakes in infrastructures, Global Dominion seeks a recurrence of more than 60% of the contribution margin.
3. SUSTAINABILITY
For Global Dominion, sustainability is long-term efficiency considering three transitions:
- ENERGY: highly electrified society with renewable energy as its main source.
- INDUSTRIAL: more automation and production efficiency, with les environmental impact.
- DIGITAL: data as a source for optimal and intelligent management.
Global Dominion helps its clients to position themselves in these transitions by providing services with a powerful technological tool that allows it to be more efficient than its competitors, transferring this efficiency to its clients.
With the group’s participation in renewable energy projects, it was noticed that being present throughout the value chain of the projects generated additional value for shareholders.
Always keeping the focus on protecting its industrial margin, Global Dominion made the decision to create a promoter vehicle and look for partners who are interested in being IPP.
The company emphasises that its main interest is the complete EPC of the infrastructure project, and subsequently carrying out its operation and maintenance, activities that are part of the traditional core of the company’s business.
For this reason, they will mainly participate in renewable infrastructure projects with minority stakes, without consolidating debt and prioritising structuring these investments in such a way that those investments can be converted into cash in the short term.
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