Our strategy
OX2 has more than 20 years of experience in developing, selling and constructing renewable energy projects. As of 2025, we increasingly also own and operate projects in select markets.
Our strategy model
Our strategy is designed to accelerate access to renewable energy, thereby delivering on our mission. This is enabled by our business and operating model, and built on four strategic growth pillars that collectively focus on both external and internal drivers. External factors include macroeconomic, geopolitical, and market trends, while internal factors cover value creation, investment, sustainability, and operational efficiency.
We see the demand for renewable energy continue growing, driven by the electrification of societies and industries, as well as by countries’ pursuit of energy independence and climate targets. Our strategy aims to power the great shift while creating value for our owners, partners and society at large.
Strategic growth pillars:
1. Market and technology consolidation
We prioritize markets with strong renewable energy policies, robust grid infrastructure, and high demand for clean energy, while maintaining flexibility to adapt to market conditions. During 2025, we exited France, Spain, Greece, and Åland. Current geographic focus includes Sweden, Finland, Romania, Italy, Poland, and Australia.
2. Near-term focus and value creation
Our priority is building a portfolio of projects with a near-term horizon, typically 2-3 years to realization, aligning internal resources and staffing accordingly. We focus on the timely realization of mature projects, both for assets intended for sale and those we retain, maximizing value through procurement, offtake agreements, and financing.
3. Sustainability and operational efficiency
Sustainability is embedded across all projects and operations, supported by robust frameworks and defined targets. To further improve efficiency, we are investing significantly in digitalization to strengthen operational excellence.
4. Invest in operational assets
We focus on developing high-quality projects, both to own and operate and to sell. While growing our operational assets remains a priority, we recognize the capital needs of the IPP transition. Therefore, we will continue selling projects to fund this transition. Read more about our expanded strategy to own operational assets here.