After changes in its shareholding structure in 2012, REN strengthened the
conditions that contribute towards promoting its image internationally and
now has a broad range of competitive advantages that enable effective
internationalisation based on its core competences.

Thus in 2012, REN reviewed its strategic plan for the period 2013-2016, identifying
the internationalisation of its activities as one of the fundamental pillars of the
company’s future strategy.

A set of guidelines were defined for REN’s internationalisation programme,
notably the objective of, based on the company’s core competencies, reducing
exposure to a regulated single market, through the diversification of investment
and revenue sources. In carrying out its internationalisation plan, REN will ensure
a balanced use of its resources between M&A opportunities – projects generating
immediate cash flow – and greenfield opportunities – projects implemented over
a longer term. Taking into consideration the inherent risks and competitive nature
of the target markets, internationalisation will be carried out in phases and on a
case by case basis, with a financially responsible attitude, ensuring an adequate
return on investment.

As part of the internationalisation plan, priority areas were identified for
expansion and consolidating its international presence, namely: South America,
South Africa, Europe, Middle East and Asia, along United States of America
(on a case by case basis in the case of the latter region).

During 2012 and 2013, REN carried out various exploratory missions in some
of the identified regions, and has negotiated the acquisition of stakes and
consultancy projects with companies and governments controlling energy
infrastructure. In 2013, continuing the exploratory work already carried out,
REN entered into formal M&A and greenfield negotiations for the first time
in the energy transmission sector These negotiations, although unsuccessful,
represented the first steps in REN’s internationalisation, and offered the
chance to develop the necessary international visibility and experience, which will
prove advantageous in future projects.

Notable developments in REN’s internationalisation plan include:
South America

  • Identifying and monitoring opportunities of strategic interest to be established in the short-term, including consulting opportunities as well as M&A and greenfield opportunities (Colombia and Peru)

South Africa

  • Strategic involvement in the development consortium for the Energy Transmission Project (STE) project in Mozambique, responsible for the development, operation and maintenance of the High Voltage National Electrical Energy Transmission Network (the ’’backbone’’ project) spanning almost 2 000km with links to South Africa as well as future projects for hydroelectric and thermoelectric production.
  • Identifying opportunities, mainly to be carried out over the medium/long term
  • Developing relationships with local stakeholders through the provision of consulting services

Europe

  • Identification of potential opportunities to use REN’s technical know-how in the field of European energy

Middle East and Asia

  • Agreements for conducting consultancy projects to support planned energy networks and overcoming the challenges of integrating renewable energies

REN seeks to ensure the group’s sustainability leveraging its efficient and recognised national experience as an operator of systems transmitting electricity and natural gas, with a view to:

  • Identifying partnerships with operators of reference energy networks at an international level, which can result in agreements for operations cooperation, technical exchanges and business evaluations of common interest;
  • Establishing and formalising relations with multilateral international agencies supporting the development and funding of infrastructure.