Good morning, ladies and gentlemen. First of all, thank you very much for joining us this morning. It is with great pleasure that we welcome you to the presentation of our 2022 capital markets and ESG day, in which we are pleased to update for you our expected period about 2023-2025. We would also like to thank Allen & Overy for allowing us to hold this event in its excellent London offices. The agenda of the day has been already shared to all of you. First of all, we are going to start with the intervention of our top management, the Executive Chairman, Mr. Ignacio Galán, the CEO, Mr. Armando Martínez, and finally, Mr. Pepe Sainz, our CFO. Their speeches will be followed by the Q&A session. First, we will take the question we receive from the floor and then those asked via the web.
We want also to remind you that the whole event can be followed online as well through our webpage, www.Iberdrola.com. After this set of presentations, together with a break for lunch around noon, we will be pleased to invite you to enjoy several ESG presentations given by the heads of the different topics, ESG, innovation and sustainability, HR and social matters, governance and compliance, and finally, cybersecurity. Hoping that you will find the day with us informative and productive, now, without further ado, I will hand over to our Executive Chairman, Mr. Ignacio Galán. Thank you very much again for your interest in Iberdrola. Please, Mr. Galán.
Good morning, everyone, and thank you very much for attending this Capital Market Day. I think it's a real pleasure to see you face-to-face here in London, three years after our last in-person investor day. Over this period, which has been full of activity and growth for the company, for Iberdrola, we have maintained all our channels open, trying to keep you informed as much as possible. This has allowed us to continue receiving your questions and feedback. We appreciate it strongly, as you know. There's nothing better than like the personal contact. Today, we'll present our Iberdrola current position and prospects, update target for 2025, and share with you our long-term vision. The current context is improving and proving the success of our vision developed along the last 20 years.
The external dependency resulting from today's energy model based on fossil fuels has led us to an unprecedented energy crisis, particularly in Europe. I said this before, energy is not electricity. 75% of final energy demand still comes from fossil fuels when we already have the technology to replace them with clean and competitive electricity. This situation is only reaffirming the need to accelerate electrification. In the long term, the International Energy Agency and BloombergNEF are already predicting the power demand will double by 2040, driven by all sectors. From transport, where consumption could multiply by 40x-60x by in the next 20 years, to buildings as higher energy efficiency and heat pumps and electricity, electric heat networks will almost double the share of electricity, reaching 60% of the total.
Our industry, both through direct electrification and with green hydrogen, with according to BloombergNEF, could require 10,000 TWh of additional renewable production globally by 2040, equivalent to the combined demand of today China, U.S. together. Covering all this will require multiplying renewable production by 5x-6 x, driving onshore wind capacity to increase up to 8 x by 2040 and offshore wind by 20 x. Massive investment in transmission and distribution network will need to support all this renewable growth, multiply current investment levels by 3.5x to in the next 20 years. This energy prospect lead us to rethink today our long-term proposition.
The acceleration of the energy transition is a unique opportunity to create even more value to shareholders and to continue delivering our social dividend, bringing more self-sufficiency and increasing resiliency against potential energy shocks by reducing the dependency on oil and gas imports, putting on the right track to net zero. In accelerating the exit to the current economic crisis with new stronger economic model that will bring industrial development, more competitiveness and more affordable energy for all.
In the focus on the next three years, the economic consequences of the pandemic and very especially invasion of Ukraine have led to lower economic growth expectation. Inflation levels are not seen for more than 30 years in Europe and United States. Higher interest rates, currency instability and volatile commodity prices. In this context, government, central banks, and regulators had reacted to this situation with several measures, as you know very well. In other words, the world in 2022 is very different compared to 2020 when we presented our previous plan. Iberdrola is facing this situation after two decades of growth strategy. Focus is in high rate countries with a clear energy policy, increasing geographical diversification with long-term predictable investment based in networks infrastructures and renewables and no trading activities.
With a conservative financial policy, this strategy that was conceived in long term, but it is proving more appropriate than ever in the current scenario. Having said that, given short-term volatility in financial and energy market, our primary target for the next three years will be to reinforce even more our financial solidity with financial discipline. Focusing on growth on networks as well as renewable through selective investment. We will take advantage of the increasing investment needs in transmission and distribution in all our markets, where we have predictable frameworks that include incentives to outperformance and significant protection against macro uncertainties. Benefiting from our leading position in renewables, driven by our skill in construction and operation and our competitive and diversified pipeline. This will allow us to focus on projects with the best risk-reward profile, maintaining additional optionality for future growth on asset or asset rotation.
We'll also improve our geographical footprint, reinforcing our presence in current markets and increasing our investment in A-rated countries with ambitious decarbonization targets, and regulatory stability like Germany, France or Australia. As mentioned, we are reaffirming our full commitment to financial strength. I think you will hear this from me during all my speech. To most ambitious environmental, social, and governance standards. Following this sustainable growth model today, we are increasing our 2025 outlook for EBITDA and net profit, improving at the same time our financial solidity, and maintaining our long-term prospect for 2030.
All these targets are based on solid grounds, conservative and realistic assumptions, as Pepe and Armando will explain later, and the credential of a model maintained over the last two decades with a stable principle but flexible execution that has driven a strong performance in periods of economic growth and also during crisis. A model driven by innovation, thanks to internal skills and a strong network and suppliers and partners that gave us access to the best new technologies. In fields like artificial intelligence applied to smart grids, fixed and floating offshore wind and green hydrogen. We apply this model across all our geographies, in more than 20 countries in the European Union, the United States, U.K., Latin, and now also Australia, combining predictable growth, diversification, a strong pipeline of projects.
Thanks to financial discipline, we maintain full access to financial market with a leading presence in green and sustainable financing. Our performance in the last decade also shows the value creation for shareholders is fully compatible with an increasingly positive impact in our communities. This is the rationale behind our commitment to social dividend that you know is included in our bylaws that we'll continue reforming in coming years. Delivering this value proposition will require a stable and predictable frameworks based on current energy policies capable of transforming net zero commitment into clear rules to secure huge investment in clean energies and an attractive networks regulation to deliver the transmission and distribution infrastructures needed.
The transformation of the energy system driven by renewables also demands improvement in market design, creating investment signals to reward reliability, for instance, through capacity mechanism, and promoting long-term contract and PPA to establish prices, especially cross-border PPAs as well. As you know, we also need more agile administrative procedures, avoiding the creation of bottlenecks, permitting of renewables and network projects, and a rational design of taxation and subsidies to promote investment in key technologies like green hydrogen. Many of these features, like clear and stable frameworks for network activities, are already present in our markets. We see positive development in some others. To give just three examples, Australia is moving forward in the implementation of emission reduction goals, with many states setting specific targets for renewables and networks.
In United States, the Inflation Reduction Act is providing long-term visibility to renewables and creating relevant incentives for green hydrogen. The European Commission is taking measures to accelerate permitting process. Probably today is going to be announced, some bill on that one. We're starting the process for new electricity market design. Ultimately, in the next months, we also expect more clarity in the short-term measures recently implemented in many countries. For that reason, we have taken conservative assumption in our plan, as Steph and Armando will explain. In any case, we expect this measure will not remain by 2025.
Based in this context, in our strategic pillars, our investment will reach EUR 47 billion, record of investment in three years, between 2023 and 2025, including organic and around EUR 12 billion per annum in the PNM Resources transaction with the sale close by mid 2023. 57% of the total investment will be allocated to networks and 43% production and customers, mainly in renewable projects. With more than 80% of the total investment directed to OECD countries, being United States the first investment destination with 47%, or 34%, without considering PNM. The U.K. will represent 20% of our organic investment. In Spain and Brazil, around the 15%. The remaining 15% will be mainly allocated to Germany, France, and Australia. Growth investment reached 84%, with just 60% corresponding to maintenance only.
In networks, EUR 27 billion investment will drive a 44% increase in our asset base, reaching EUR 56 billion by 2025. 41% of network assets will correspond to the United States after receiving almost 2/3 of the total investment, including PNM. The UK will represent 2% to 3% of our asset base, supported by the RIIO-T2 and RIIO-ED2 frameworks, and initial investment in the future growth project like Eastern Green Link. 21% of the total asset base will be in Brazil, driven by increasing investment in distribution to support growth in demand and increased resiliency, as well as 8,800 kilometers of transmission lines already awarded in construction in Neoenergia. In Spain will represent 60% of the total network asset base by 2025.
85% of our organic investment in networks will be driven by tariff framework close or under an advanced negotiation with the key condition already known. We will obtain additional growth from investment in new transmission, which account for 20% of the total of, in this business. From the PNM Resources transaction, as we announced, this deal will be accretive from day one, with a very moderate contribution to the group net profit up to 2025. Accelerating the second half of the decade to become a key platform to our grid in the high-growth state of New Mexico and Texas due to their ambitious decarbonization targets and significant investment opportunities.
Moving to renewables, our plan consider an investment of more than EUR 17 billion, almost 50% allocated to offshore wind, reinforcing our leadership in a high value added technology capable of delivering 4x-5x the payback per megawatt of solar PV or 2x-3 x more than onshore wind. In the next three years, we'll put in operation 100 MW of Vineyard offshore wind farm in the United States, Saint-Brieuc 500 MW facility in Brittany, and Baltic Eagle in Germany, which will add 500 MW to our hub in the Baltic Sea. All of them are already under construction and progressing on track. Additionally, by 2025, we will have around EUR 3 billion in our balance sheet corresponding to offshore wind asset. They will be in operation in 2026, 2027.
Mainly East Anglia THREE in the UK and Windanker in Germany. The remaining investment will be mostly allocated to onshore technologies, 25% onshore, adding 3,500 MW and 24% to solar PV, delivering 6,000 new MW. In both cases, new capacity will be spread across Spain, other European countries, the UK, United States and Brazil. In Australia, where we will invest close to EUR 1 billion in wind, solar PV and hybrid projects. The remaining 5% will be allocated to pumped storage and batteries in the UK and Iberia, adding almost 1 GW of new capacity. All in all, we will increase renewable installed power by 12 GW, reaching 52,000 MW by the end of 2025.
Of the 12 GW, we are adding 50% of the already secured, and for the remaining 6 GW, we have a pipeline of mature projects of 25 GW. In other words, for each new megawatt expected by 2025, we already have 4 MW of well advanced projects. In addition, by 2025, 90% of our output will be contracted through different routes to market, with merchant production representing only 5%. We will deliver all this growth, improving even more our operational efficiency through a further optimization of renewable project design and the creation of hubs to benefit from synergies and scale. For instance, in New England, East Anglia, or in the Baltic Sea for offshore wind development. On top of this, we will implement new cross-business initiatives based on the standardization of processes and digitalization. We will increase our training and qualification activities.
As a result, we expect to continue improving our net operating expenses to gross margin ratio by almost 150 basis points, delivering EUR 350 million annually by 2025. Investment in efficiency will drive an increase of EUR 3.5 billion-4 billion EBITDA, reaching EUR 16.5 billion-17 billion by 2025, with an annual growth rate of 8%-9% approximately. This compared to the EUR 50 billion estimated by 2025 two years ago. We expect EBITDA to be equally split between networks and production and customers, with 70% coming from international activities, mainly in the United States, Brazil, and the UK. As well as other countries like France, Germany, and Australia, which together will contribute 7% to consolidated EBITDA by 2025.
Net profit will reach EUR 5.2 billion-EUR 5.4 billion by 2025, increasing by EUR 1.2 billion from 2022 at an annual rate of 8%-10% increase and targeting a return on equity around 10%. This compared to EUR 5 billion we expected according to the previous outlook. We will deliver all this growth, putting financial strength, again, I insist on the same word, as a key priority. To this end, we will continue implementing our green financial model based on a fixed-rate debt accounting 70%-75% by 2025, with an average maturity of six to seven years and active liquidity management.
This, together with a cash flow generation capacity and our ongoing policy of asset rotation and partnership, will drive strong financial ratios through the plan, reaching net debt to EBITDA of 3.4 x by 2025, with no capital increase expected along the period. Shareholder remuneration will continue to be another pillar of our plan, with a payout ratio between 65%-75% of earnings per share, which, according to our estimate, will lead to a dividend per share of approximately EUR 0.55-EUR 0.58 by 2025. In addition, we are setting a new dividend floor of EUR 0.46 per share in 2023 and 2024, increasing this floor to EUR 0.5 in 2025. We will maintain optionality for our shareholders through the Iberdrola Retribución Flexible, probably including share buybacks and to avoid dilution.
Following our commitment to social dividend, our plan also include a specific target and indicators related to environmental, social, and governance factors. Targets that are measurable, transparent to all shareholders. Reaffirming our determination to be an active player in the creation of a more sustainable and inclusive model for future generations. Today, we are announcing an additional step in our ambitious decarbonization strategy with the target to become carbon neutral by 2030 in scope one and two and net zero in scope three before 2040. In terms of biodiversity protection, we aim to become net positive in nature already in 2030. Our activities will also drive positive social impact to our communities with 12,000 new hires in the next three years and targeting to support more than 500,000 jobs in our supply chains by 2030 through our investment and purchases.
We are also reaffirming our commitment to diversity and inclusion with women occupying at least 35% of relevant positions by 2030, and to learning and development with a target of 55 hours of training per employee annually. We will also increase the activities of our foundation with the aim of benefiting more than 10 million people by 2030 in our volunteering program. All these targets are based on our governance system and the building block of our commitment to sustainability. Our decentralized model combines common strategies and guidelines with local implementation, providing strengthened autonomy to our countries' wholly owned companies. The structure of the board of directors is in line with the best practice of corporate governance. As you know, we have split three roles: executive chairman and CEO. 78% of the board members are independent, and the gender diversity reached 43%.
We are also fully committed to the highest ethics standard in our internal and external relation with a compliance unit that reports to the Sustainable Development Committee and develops its functions with full autonomy. For Iberdrola, this ESG must go hand-in-hand with financial targets and performance. This approach that we call ESG+F is reflecting in our business activities. That is why, for example, more than 90% of our investments are fully aligned to European Union Taxonomy and financed with sustainable instruments. The new target for 2025 we are presenting today, together with the sector trends mentioned, allows us to reaffirm our outlook until the end of the decade. By 2030, we expect electrification to continue accelerating due to the need of more self-sufficiency in decarbonization and improved efficiency and competitiveness.
In this context, we expect a further increase in our activities in traditional markets, driven by investment in renewables, networks, storage, and green hydrogen, and the consolidation of a growth in new areas like Australia. Investment for 2026 to 2030 will be in the range of EUR 65 billion-EUR 75 billion. By 2030, we expect a total capacity of more than 100,000 MW, at least 80% of which renewables, and a regulated asset base of more than EUR 65 billion. In conclusion, to conclude, today we are presenting an ambitious and achievable plan based on the strength and delivery we have demonstrated over the last 20 years, cohering with the current context and aligned with the long-term trends of self-sufficiency and decarbonization.
In plan, they will deliver more growth in financial strength by 2025, improving our position in the long run. Thanks to our investment, record investment of EUR 47 billion in the next two years, focusing our growth in networks with regulated asset base increasing by 44% to EUR 56 billion, benefiting from the visibility and macro protection provided in our stable and predictable frameworks. Combined with a selective approach to renewable investment, they will allow us to increase our capacity by 2,000 MW, reaching 52,000 MW by 2025 through secure project with the best risk-reward profile and preserving optionality, thanks to our diversified pipeline of projects. All this investment will improve even more our geographical footprint, reinforcing our position in current markets and bringing additional growth from high-rating countries like France, Germany, and Australia.
We will also maintain our full commitment to financial strength and solid credit ratings, and our focus on ESG and social dividend as foundation of our long-term model. Following these guidelines, we are increasing our outlook for 2025, with EBITDA reaching EUR 16.45 billion-EUR 17 billion and net profit between EUR 5.2 billion and EUR 5.4 billion. Strengthening our commitment to increase shareholder remuneration in line with net profit growth, which according to our estimate, will drive a dividend between EUR 0.55 to EUR 0.55 per share by 2025, with a rising floor that will reach EUR 0.5, the EUR 0.5 by the end of the period. Finally, maintaining our financial solidity and credit rating will be a top priority target, the net debt to EBITDA of 3.4x by 2025.
You can be sure that Iberdrola diverse team of 40,000 women and men will fully committed with this target. We have the skill and the technology, a track record of delivery, and the access to financial resources to continue delivering in the next three years and leading this industry towards the next decade. Thank you very much for your attention. Now I pass the floor to Armando Martínez and Pepe Sainz, who present more in detail on this data. Thank you very much.
Thank you, chairman, and good morning, everyone. During my presentation of the plan, I will detail the main milestones and our main drivers to deliver the goals of the outlook. Over 20 years, Iberdrola anticipated the key pillars of the energy transition based on renewables, networks, and storage. Thanks to this strategy, Iberdrola is a global leader in networks and a diversified and balanced rate base close to EUR 40 billion and a worldwide leader in clean energy production. With 40 GW of renewable capacity, the company has one of the lowest emission levels in the sector, less than a third of our competitors, and serves a population of 1 million people worldwide. Up to 2025, our EUR 47 billion investment that the chairman has said will aim at accelerating networks and growing selectively in renewables.
Networks will be the primary destination of our investment with EUR 27 billion, which boost the asset base to EUR 56 billion. I would like to point out that almost 80% of the organic investment in networks are secure during the period, thanks to the stable regulatory frameworks already in place or in advanced stages of negotiation. This solid position of the regulated business guarantees a significant part of the growth of Iberdrola up to 2025. Additionally, we will invest EUR 17 billion in renewables, almost half of it in offshore wind, reaching a capacity of 72 GW. The group has developed a competitive advantages to ensure the delivery of the plan and to maximizing results. After two decades anticipating the energy transition, today Iberdrola has the scale, the diversification, and the access to customer and partners required to reach our targets.
Therefore, we are ready to deliver growth in the current context thanks to our strong track record in execution and the optionality of investment driven by our local and global platforms. Moving on to the network businesses, let me remark the quality of our asset base. Equally balanced and diversified in high credit rating countries. I truly believe this is a differential position to our peers. We all agree that there is an urgent need for investment in the networks driven by the security of supply and decarbonization of the economy. Nowadays, the security of supply is one of the largest requirements worldwide. Huge investments are needed in transmission and distribution to link the new renewable production to consumption. The electrification of the economy will drive a significant growth of the electricity demands in all markets. Lastly, we expect growth in networks from a more active role of the customers.
We are already facing a relevant increase of distributed solutions and services that implies large investment in digitalization and flexibility of supply. In the UK, transmission regulation RIIO-T2. In order to make this happen, we plan to invest EUR 27 billion in the networks in the next three years, including EUR 11 billion related to PNM. Almost half of the organic investment will be dedicated to the US, 24% to Brazil, 21% to the UK, and the remaining 6% to Spain. The growth of our network business is well-defined and predictable thanks to a stable regulatory frameworks that strongly protect our results for inflation, interest rates, and demand. Most of these frameworks are in place or in advanced stage of negotiation. Therefore, almost 85% of our asset-based growth is already closed or to be closed in 2023.
In Spain, the regulatory framework is fixed up to 2025, providing a floor in remuneration regardless of the evolution of the demand, and providing additional opportunities incentive mechanism such as efficiency and quality that our company usually outperforms. In the U.K., transmission regulation RIIO-T2 is already defined until 2026, and the distribution framework, RIIO-ED2, will be approved this month, being in place until 2028. Both T2 and the draft determination of the ED2 will secure conditions for the business, protecting it from demand, inflation, and interest rates. In the U.S., the company has three new rate cases in advanced negotiation that will be placed next year. We expect to achieve multiyear rate cases with return on equity in line with the current scenario, with additional investment opportunity driven by the growth of renewables.
In Brazil, the parameters of the framework are already set and linked to inflation too, which is essential to secure revenues. In relation to transmission, I would like to highlight the success of our business model. Iberdrola is an acknowledged global player thanks to our technological skills, our know-how in core activities, and our track record on competitiveness and execution. The group already counts with 10,000 km of high voltage lines in Brazil, U.K., and U.S., the countries with the largest opportunity of growth in transmission in the future, together with Australia, where we are already participating in tenders. As of today, Iberdrola has proven strong delivery transmission projects, especially on awards from competitive auctions. We expect increasing opportunities in HVDC, a technology in which we already have experience with projects that exceed 5 GW of capacity in the U.K. and U.S.
We have become the competitive reference for the Brazilian auctions, being awarded with 25% of the CapEx tender since 2017, more than doubling the next competitors. Our 15 projects consist of 8,500 kilometers of high voltage lines, 30% of which are already in operation. ANEEL, the Brazilian regulator, has already announced its commitment to continue with these competitive auctions over the next years. This will provide additional opportunities for growth in this business. The investment of EUR 27 billion in the network plan will increase our asset base by 44%, reaching EUR 56 billion rate base. We will maintain our balanced and diversified portfolio with 41% of the asset base located in the US, and the rest almost equally split among Brazil, UK, and Spain.
This growth will improve our financial and operating results, driving additional benefits for our customer in terms of higher quality of supply and, very important, affordability. Regarding financials, EBITDA will increase up to a range of EUR 8 billion-EUR 8.5 billion. Similarly to the asset base, the split of the result will be well-balanced and mainly supported by 8 rated countries. Now I would like to elaborate on the customer benefits of this investment that is also very important for us. In terms of quality of supply, we keep our improvement in all regions, driven by the EUR 7 billion of CapEx specifically devoted to modernization and digitalization of the networks. This investment will increase the automation and resilience of our grid, enabling a faster restoration for outages and extreme climate events.
Even though Iberdrola is already the best-in-class performance compared with our peers, we are committed to delivering an improvement of 10% in global quality service by 2025. Digitalization will also deliver additional benefits in operations with positive impact in affordability for our customers. Let me remark the continuous outperformance in grid losses delivered in Spain and Brazil. This constant effort from our company significantly improve the cost of the whole system. As an example, if our peers in Spain had our level of grid losses, we estimate that the system will save EUR 500 million per year. In total, the network business will improve its net operating expenses over growth margin by 12% in 2025 compared with 2019, increasing efficiency gains and also sharing them with our customer to decrease tariff.
Nowadays, the world is facing an increase of extreme climate events in which automation and resiliency of the grid are essential to reduce the time of restoration. In a severe climate incident, first thing we have is a very challenging conditions for the crew to be in the field. That is why restoration time relies on the ability of the grid to divert flows, isolate faults, and automatically recover the maximum possible number of customers as soon as possible. In other words, develop smart grids mean having a layer of intelligence on top of the electric assets, allowing the operation of the grid without almost human intervention. This has been demonstrated on how our networks perform under severe conditions. Let me put an example. In January 2021, most of you know, we suffered an unusual storm called Filomena.
Thanks to the intelligence of our grid, we were able to restore the service for more than 70% of customers, of the affected customers in less than 30 minutes without human intervention, only for the digitalization of the grid. This is how we see the smart grids of the future. On this, on the slide, you can see additional examples in other countries. Let me highlight something that we are particularly proud of. No lost-time accidents was recorded during the restoration works in any of these weather events, showing again that in Iberdrola, safety come first. We know that operational excellence is always an ongoing effort. That is why we are strongly focused on innovation. As of today, we have three smart grids innovation hubs. One in Bilbao, another in Glasgow, and the third in Doha, all of them bringing new ideas and digital solutions.
Only in our innovation hub in Larraskitu in Bilbao, jointly developed with the Biscay government, we have more than 200 professionals working side by side with suppliers, government agency, and research centers in more than 120 innovative projects that will bring specific solutions to shape the future of the smart grid developments. Moving on, production and customers. As you know, this business is made up of three different activities that we manage jointly to maximize value and minimize risk. A state-of-the-art generation fleet, including all carbon-free technologies as well as storage, which we operated with the aim of optimizing availability and cost. A diversified portfolio of routes to market that we managed to maximize our return on assets and to limit the price volatility and regulation.
Lastly, the sale of this clean energy enables us to offer added value solutions linked to decarbonization, including energy efficiency, electric mobility, self-consumption or green hydrogen or ammonia. Iberdrola's advantages on this business arise from the 20 years of anticipation, competitiveness, and execution track record. The company, as leader in renewable production, has multiple options to allocate investment, allowing a strategy of selective and profitable growth. Our plan considers investment of EUR 20 billion in the following three years. 85% devoted to the renewables growth, and the remaining EUR 3 billion to customers. As a result, we expect EBITDA for production and customers will reach between EUR 8 billion and EUR 8.5 billion. Regarding renewables, Iberdrola will invest EUR 17 billion to add 12 GW of new capacity over the period. This EUR 17 billion includes EUR 4 billion of investment that will be operational post-2025.
This investment will be diversified in terms of geography and technology. Regarding technology, almost half of the total investment will be dedicated to offshore wind, contributing with almost 2 GW of high value add capacity in France, Germany, and the US. I said earlier, during the next three years, we will deliver 12 GW of renewable capacity, having a significant part of this growth already secure. In particular, 50% of this new capacity corresponds to project already under construction or ready to build. While the remaining 6 GW is in advanced process of planning and consenting. To secure these 6 GW of capacity, the company counts with 100 GW pipeline, of which 26 GW corresponds to project ready to become operational over the period. In other words, mature pipeline covers 4x our pending capacity to 2025, a very comfortable position.
Given the dynamizing of the industry, we will continue focusing on developing a larger and better pipeline to increase optionality towards investment decisions. During the period, our offshore business will increase by 2.5 x, thanks to almost 2 GW of capacity under construction corresponding to Saint-Brieuc in France, Baltic Eagle in Germany, Vineyard Wind in the US, all of them progressing as scheduled. Iberdrola will reach 3 GW in operation, all of them in core markets, that will deliver an EBITDA of EUR 1.2 billion in 2025, doubling the results in only three years. The company has almost 40 GW of offshore pipeline, which will provide additional growth in the second half of the decade. Of this pipeline, 5 GW are secure projects that will be operational before 2029.
3 GW correspond to East Anglia Hub in U.K., with East Anglia ONE already awarded with a contract for difference in the last auction. 300 MW from Windanker project in Germany that will be operational in 2026. Over 2 GW of additional growth in the U.S. Park City Wind has a PPA secured in Connecticut, and is expected to be operational in 2027. Commonwealth Wind project with Massachusetts utilities and will be operational in 2028. On top of this mature project, we have more than 30 GW of well-diversified and low-cost pipeline that will allow us to capture additional opportunities in both new and traditional markets.
In this regard, let me highlight the 7 GW in U.K., where Iberdrola has been awarded the seabed rights to develop three areas, two fixed and one floating sites in partnership with Shell. In terms of new markets, Iberdrola is well-positioned in other geographies with strong potential, like Japan, Sweden, or Brazil, creating additional alternatives to capital allocation in the future. It is very important to point out that this optionality in projects that has been built optimizing the development cost. For instance, the company has a very competitive seabed cost, 70% lower on average than the recent processes we are seeing in the U.S. Moving on to onshore technologies, our plan considers investment over EUR 8 billion, reaching 35 GW by 2025. By geography, we will install 4 GW in Spain, of which half are already under construction or ready to build.
1 GW in UK, with 800 MW correspond to the last CfD auction in June. In the US, Avangrid will install over 1 GW capacity, half of which we will develop jointly with partners. 500 MW correspond to Brazil, where Oitis and Luzia are already under construction. The remaining new capacity will come from other countries, selecting the project with the most attractive return of assets. Integrating this huge addition of renewable capacity will require significant new capacity of storage. The International Energy Agency forecasts that the increase of long and short duration storage at least 3x by 2030, driven by penetration of wind and solar energies. Pumped hydro is currently the only alternative, technically and economically viable for large scale, long-term storage, either by building new facility or retrofitting existing plants with reversible turbines.
Including the Tâmega gigabattery inaugurated early this year in Portugal, Iberdrola has a total hydro pump storage capacity of 4 GW and almost 5 GW of additional pipeline in Iberia. In terms of short-term storage, a very significant increase also expected in batteries. We expect to multiply our battery capacity by almost 5 x by 2025, reaching 900 MW, mainly in UK, Australia, and the US. As you all know, we are facing two main bottlenecks to renewable development. First, permitting, which has delayed many projects over the last years and is compromising the renewable targets in various countries. However, during this year, we have seen how the European Union and different governments have moved in the right direction. We therefore expect clear improvement in permitting lead times. The second is security of supply chains. That has become one of the largest challenges in industry.
In this context, the company has secured critical equipment at competitive prices, hedging our exposure to the impact of the raw material cost, exchange rates, and inflation. In particular, the company has secured 100% of our offshore wind turbines until 2025, 100% of our solar panels, and close to 50% of our onshore wind turbines. The remaining of the wind turbines is in advanced negotiation at this stage to final FID conditions. Having access to multiple route to markets now is one of our main competitive advantages, as it enable us to maximize returns on assets and to limit our exposure to price volatility and regulation.
Driven by all the investment that we have presented, the company will significantly grow in its emission-free capacity and production, reaching 55 GW and 125 TWh of energy in 2025. In 2025, our route to markets approach allows us to sell over 90% of this production through multiple alternatives, including 44% to retail customers, 34% to long-term PPAs, and 17% revenues from regulated schemes like CfD or green certificates. This policy enables us to secure our margins in advance, limiting our exposure to spot price volatility, as only around 5% of the production is and will be on merchant. In terms of the final sales to our customers, our approach is to minimize price volatility as well. We will develop our sales activities on geographies where we already own generation capacity.
In general basis, we maximize the use of long-term contracts to provide revenue stability. Therefore, I would like to stress that we don't get any revenue from speculative trading. As a result, we currently have 85% of our sales covered by our own production, and our forecast is to increase this percentage to 95% in 2025. In other words, Iberdrola approach is to sell our own production with long-term contracts, allowing us to maintain our final prices to our customers, even in a volatile scenario. As an example, in Spain, our production is sold with a flat wholesale price of around between EUR 65 and EUR 70 per MWh, giving us predictable revenues during the plan until 2025, and protecting our customers for price volatility with long-term contracts.
As I mentioned at the beginning of this section, the added-value solutions create further revenues from the energy business. Iberdrola currently has a portfolio of 28 million customers in Europe, to which we sell sustainable energy with an optimized cost to serve, thanks to the benefit of digitalization and advanced analytics. In terms of added-value products and services, the company already are already providing more than 11 million of smart solutions contracts to retail and industrial customers, covering all the spectrum of decarbonization. Given the scenario of high energy prices, we are facing an increasing demand on the smart products for our residential customers, especially on mobility and self-consumption. Iberdrola has been fostering these sustainable products for years now. That's why our company is the actual leader in Spain for PV self-consumption.
Managing more than 40% of the total actual installations. During the plan, we expect to continue increasing our portfolio of smart products and to expand this activity to new geographies. Regarding smart mobility and PV self-consumption, the company plans to multiply its business by 4x-5x . Iberdrola also is committed to decarbonizing the industry, supporting leading companies in their path to net zero by providing sustainable products to transform energy-intensive processes. The group already supplies 23 TWh of green energy to industries through long-term PPAs and has several alliances with leading manufacturers for a wide range of sectors, consolidating a broad portfolio of additional opportunities to electrify the economy. These customers require other decarbonization solutions, like heat pumps for hot water or air in case of low-temperature processes, or electric heaters for steam, hot water, or thermal fluids.
To provide these new services, we already count with unique capabilities, including reskill people coming from our former thermal generation and engineering team. In case of hard-to-electrify processes, green hydrogen is the solution to decarbonization. Iberdrola already has two plants in operation, one in Puertollano to produce green ammonia for fertilizers and another one in Barcelona to provide hydrogen to the local bus fleet. The group also counts with a diversified pipeline exceeding 2 GW of in different regions, mainly in Spain, US, Australia, which will allow us to reach 35,000 tons of hydrogen per year in 2025 and more than 350,000 tons per year in 2030. To complete our industrial plan, Iberdrola is giving a solid step forward to offer other derivatives from green hydrogen.
Green hydrogen is also renewable electricity, like ammonia and methanol. The group is building strategic alliances with key players like Sempra, BP, Fertiberia to pioneer the production of these value-added products for industries worldwide. Let me conclude. In current times of uncertainty, Iberdrola shows a credible plan that delivers sustainable growth up to 2025. Our 2025 plan has three main drivers. Sustainable growth, as the majority of the investment are already ongoing and the supply chain are secure. Achievable results, given the low-risk profile of the growth. Most of the investment have secure revenues, either from regulatory frameworks in place or for long-term contracts not linked to a spot price, which is especially relevant in the current scenario of volatility. Diversification, position of businesses, geographies, route to market, and value-added products.
The balanced mix allows us to maximize our returns from the multiple options of CapEx allocation. My final words are for the main driver of this 2025 plan, the 40,000 professionals of the group whose exceptional commitment and expertise during all this year have differentiated Iberdrola with a unique track record of execution and excellence. Thank you very much.
Okay. Now, after the Armando Martínez presentation and before the Pepe Sainz, we have the opportunity of socializing in our coffee break that starts in this moment. We're ahead of time, so please enjoy with us the coffee.
Please take a seat, please. We're going to follow with the next presentation, the financial one, given by our CFO, José Sainz, Pepe Sainz Armanda.
Hello, good morning to everybody. Following the chairman and the CEO presentations about the prospects of Iberdrola, I'm now going to explain to you how we're going to fund this growth and this investments while we maintain a strong financial profile and create value for our shareholders. The key hypothesis for the plan are driven by the new macro scenario of high inflation, peaking in 2022, 2023 with a gradual convergence to the central bank targets from 2024 onwards. That will continue to be the main driver of the central bank policies in the meantime. As a result, short-term rates will continue to increase in 2023 to control inflation, to later move down to support growth recovery. Long-term rates will remain below short-term rates in 2023 due to recession risk. The exception is going to be Brazil.
Brazil is in a more advanced stage of the economic cycle, and it is expected to start cutting rates in 2023. Regarding commodities, gas and energy prices rise has been driven by the Ukrainian crisis, causing uncertainty, volatility, liquidity constraints, and regulatory intervention in the energy markets. We expect prices to trend downwards to more usual levels by 2025. GDP is expected to slow down in 2023 and will recover to potential growth from 2025 onwards. GDP is being penalized by the restrictive monetary policies from central banks to contain inflation, mainly through interest rate rises and balance sheet reduction. Finally, regarding the FX, US dollar we anticipate will continue to be a safe haven asset, so it will continue to be strong.
The pound will continue to be affected by political instability and low growth, while the Brazilian real will depreciate slightly as interest rates there come down. In the annex, in pages 90 and 91, you will find a detailed set of hypotheses for the plan that I can tell you are in line with the market estimates at the end of October, when we finalize the numbers for the plan. For the 2023-2025 period, our financial strategy will try to provide a sustainable growth path in terms of net profit and EPS. At the same time, as the chairman has said, enabling a sustainable dividend policy, combined with the maintenance of a strong financial position along the plan.
We are expecting that our credit ratios will be comfortably in the BBB+, Baa1 levels. We have high level of liquidity, a highly diversified sources of funds, and access to traditional Euro and other markets guaranteeing the plan financing. We will use partnerships and asset rotation to fund investment opportunities without stressing our balance sheet, creating value at the same time. 90% of our investment plan is aligned with the European Union Taxonomy, allowing us to continue to be the world private group leader in green bonds and sustainable finance. Before entering into the details of the plan, let me highlight what has changed from our last Capital Markets Day in November 2020 to this one two years later.
In this plan, we are investing a similar amount of CapEx than in 2020, with more focus on networks and renewables, replacing the supply business contribution that in the previous plan was giving us around EUR 200 million of net profit, as we have reduced ambitions in this business with additional network and renewable profits. We are replacing this EUR 200 million with a more stable and secure results. Regarding prices, as the CEO has mentioned, the prices are in line with the cap in Spain for the whole period. Exchange rate is favorable for our results due to the reference currencies appreciation 15% the dollar, around 1% the British pound, and 15% the Brazilian real.
Interest rates are around 200 basis points higher, both in the US and in the Eurozone, 250 basis points in the UK, and 470 basis points in Brazil. Thanks to our debt fixing policy, the impact is limited. We are expecting an average 1.5% higher cost of debt as we will maintain around 75% of our debt fixed. The good news is that despite this increase in interest rates, there are recovery mechanisms, as the CEO has explained, especially in the distribution business, that protects the group from inflation. As you know, 45% of our business is linked to inflation directly or indirectly. For this plan, we are also assuming that there is a reduction in the hybrid target.
The last plan, it was EUR 10 billion, and in this plan, it's going to be EUR 8.2 billion. This doesn't mean that if the hybrid market improves, we will not increase another time the hybrid funding. We are assuming a conservative approach. In addition, we are increasing slightly the use of asset rotation and partnership, because as I mentioned, provide us with the flexibility to fund more investment projects. As I will reiterate, we are right now seeing lots of interest from private equity funds to participate with Iberdrola in the investment plan. During the 2023-2025 period, we will have to fund around EUR 58 billion for CapEx, shareholder remuneration, and minority interests.
64% of that will be covered by our growing funds from operations, limiting additional debt to only 21% of sources. Contribution from partnerships will be around 7%, and the remaining percent will come from asset rotation. 81% of our sources will be dedicated to investments, around EUR 47 billion, of which 36 are organic investments and EUR 11 billion to PNM, including PNM investments. The remaining 19% will be dedicated to shareholder remuneration and minority interest payments. Our investment criteria will allow us to obtain an average spread to WACC of over 150 basis points on average. In our networks, the return is aligned with the well-known regulated schemes that we have presented. In renewables, with different routes to market, we are comfortable.
As the chairman has said, given our selective approach to investment there, we will also be able to generate more than 150 basis points over our cost of capital. As a consequence, our 2025 return on capital investment will be over 6.5%, allowing return on equity to be over 10%. The plan will create value for our shareholders, as our average return on the capital investment will be above Iberdrola's cost of capital. Our cash flow generation versus the CapEx plan drives a 4% increase in debt, which is a limited increase after the PNM acquisition in 2023.
We expect to end 2025 with EUR 57.5 billion, very similar to the EUR 56 billion of our capital market day in 2020. In addition, out of this EUR 57.5 billion, our assets under contract of construction will be around EUR 9 billion along the plan. This is what allows us to deliver further growth post 2025. As mentioned earlier, currently we have 75% fixed debt, higher than our 55% fixed EBITDA, positioning Iberdrola well for this current cycle of rising inflation and interest rates. As you can see in the slide, we have a percentage of debt higher than the income structure in all currencies except the Brazilian real. We have 93% fixed debt in our US business, as most of our business debt is a regulated business, and most of our renewable business is based on long-term PPAs.
In euros, we have around 76% of our debt fixed because we have a higher percentage of liberalized business as a source of profits. In our British pound, our income is fairly balanced at fixed, floating, and inflation index, so we have around 80% of our debt fixed. Real debt is inflation-linked as our EBITDA, which in Brazil is linked to inflation. The increase of our average cost of debt during the period, on the one side, is driven by greater percentage of funding in dollars and pounds versus euro, especially due to the needs in 2023 in the US. On the other side, by the higher interest rates in all the currencies versus the 2020 capital markets day expectations. As you can see in the table, growth in cost of debt is limited for the period.
Finally, for 2025, we are expecting a similar cost of debt to that in 2022 with a peak in 2023. This also is being helped by the expectations that the real debt cost will go down during these years. We will maintain moderate financial needs through the plan, peaking in 2023 with EUR 10 billion due to the PNM acquisition and around EUR 7 billion onwards. Our financial needs will be financed mainly from the holding, although the US is going to take almost 40% of the funding due to the PNM acquisition, and Brazil will also raise its own financing. Regarding our debt maturity profile, our average maturity is EUR 5.4 billion per year, which is a comfortable amount of maturities, especially if you look to our strong diversification of financial sources. That gives Iberdrola plenty of access to different lenders and markets.
Currently, the bond market is 55% of our total sources. For 2025, we will have a similar weight but a different composition with an increasing weight of the U.S. dollar bond market up to 31%. Weight of the bank market loans will remain stable, around 14%, giving us the opportunity to increase this kind of financing if required with our strong and diversified group of relationship banks. Supranational lenders, multilateral institutions, export credit agencies, and development banks will increase from EUR 7 billion to EUR 11 billion in 2025, representing 18% of our funding. As I mentioned, the euro bond will still be our main source of funding, but also the U.S. market, the U.S. bond market, will be a very important market for us. The U.S. bond market is the biggest market in the world. There is ample liquidity there.
We have been doing issues in the market, Iberdrola knows well the market. Avangrid also uses this market. In addition to this market and the euro market, we have access and experience to other non-euro markets such as the pound market, the Swiss market, the Japanese market, or the Canadian market. Multilateral institutions, export agencies, and development banks will continue to support our investment plans. Iberdrola is right now one of the most important partners, definitely in Europe and worldwide, especially with the EIB and with BNDES. Today, the export agencies and these development banks are willing to fund our investment needs, and they have the mandate to increase funding for the energy transition, which is precisely the core of our plan. This provides us with long-term financing, which is not subject to the capital market's volatility.
In addition to a strong relationship with the European Investment Bank, BNDES, ICO, which is the development bank in Spain, we are expanding our relationship with new others like the IFC, with the export agencies of Spain, Denmark, et cetera. Finally, regarding the bank market, also banks today are favoring green and sustainable funding, where Iberdrola is a leader. As a consequence, we will continue to work with a diversified, strong group of banks, including many international local banks, and we are expanding new players in new geographies. As I was mention, Iberdrola is committed to its current hybrid portfolio. For the plan, we will remain focused on refinancing the outstanding stock. We have only three operations, the first one in May of next year. Our hybrid strategy will remain supportive of our existing credit ratings.
If the hybrid market reopens in good conditions, we will definitely look at it to increase our hybrid issues. For the time being, as I said at the beginning of this presentation, we prefer to have a conservative approach to it. Our average life of debt is six to seven years expected. This average life, in my opinion, optimizes the risk cost perspective. We prioritize the regulatory cycles versus the asset useful life. Still, we found ourselves with a longer duration than the regulatory cycles, just in case. Normally, regulatory cycles are not more than five years. Our strong liquidity position above rating agencies requirements for what they call strong or adequate classification has allowed us to avoid impact from the current liquidity constraints in the market.
We have been able, you know, to avoid the, you know, the volatility that we've seen in the last couple of months. We are expecting to continue actively managing our liquidity requirements, ending 2025 at around 25 months coverage with around EUR 25 billion of liquidity. We have, at this moment, EUR 22 billion of liquidity or 25 months of financial needs. We will optimize our liquidity position, trying to complement cash balances with the extension of the maturity of our credit lines with the target of optimizing the overall liquidity cost, because having EUR 25 billion or EUR 22 billion of liquidity is a little bit expensive, especially in these times, no? All the new credit lines will be based on KPIs, achieving 100% of sustainable lines at the end of the plan.
Here comes, probably, the area that provides more interest, no? Our plan assumes EUR 4 billion-EUR 9 billion of target for asset rotation and EUR 2.6 billion for partnerships. Regarding asset rotation, as we define it, which is divestments of assets with CapEx already deployed. In the last five years, we have completed EUR 6.4 billion divestments or equivalent to EUR 1.3 billion, representing 4% of the assets. This time, we are talking about EUR 1.7 billion per year, which is 3% of our assets. But obviously, we are flexible there. It will depend on our investment opportunities to increase or decrease it. Let me remark that on our plan, we are not including any capital gain from the asset rotation. So the EBITDA that we are presenting is clean.
This will be an upside to the numbers that we present today. In partnerships, defined as new build projects with CapEx to be deployed by Iberdrola and partners, we have set a range of EUR 2.6 billion. More than EUR 1 billion of the EUR 2.6 billion is already signed and in process, as this correspond to the Vineyard Wind farm that we are co-developing with CIP. 50% or more than 50% of our asset rotation and partnership target is advanced or already initiated. Four out of the EUR 7.5 billion. EUR 1 billion, I have already said that is the Vineyard agreement. I can assure you that there is a strong appetite in the market for Iberdrola's high quality assets and that we have already firm interest from different investors for the advanced projects.
I can assure you that we have expressed or we have received strong interest for this EUR 4 billion. We are taking advantage of the high volume of capital to be deployed by 100% equity funds. That reduces the exposure to the debt market for this type of transactions, and they are less exposed to the rising debt costs. In addition, we have a flexible portfolio of projects to be considered for the target. There are alternative backup projects under analysis in addition to the initially targeted in plan in case it is needed. Take into account that, as I mentioned in the previous slide, we are considering for this only 3% of our asset base. We have a lot of assets which are very attractive that could be included if needed.
As I was mentioning, we have a strong track record in the last years of agreements with partners, being Iberdrola a majority or minority investor in different geographies and with different technologies. In the slide, you can see just some examples, including our recent joint venture for electric mobility with BP for charging points in Spain, or agreement in Germany with EIP for Wikinger offshore wind, or the one in the U.S. with CIP, as I mentioned, in the onshore business with Mapfre, the leading Spanish insurance company, and East Anglia ONE in the UK with Macquarie. After hoping that I have convinced you that we can fund this plan quite nicely, I will now move to the solvency ratios. Iberdrola will maintain strong solvency ratios through the plan, comfortably above the rating agency thresholds due to our commitment towards current rating.
Our net debt to EBITDA will improve to 3.4x in 2025. Our FFO over net debt will progressively rise, ending around 22% also that year. Our retained cash flow over net debt will also increase to 19.7%. Although our ratio calculations differ from those of the rating agencies, the ratios are comfortable above the 18% or the 17%, more than the 18%, the 17% threshold for FFO over net debt that the rating agencies require to maintain the BBB+, Baa1 ratio. More or less, what rating agencies are asking is around 17% or high teens, no? You know, we are clearly above that thresholds. We are also improving credit metrics versus the November 2020 plan.
In November for 2025, we had 21.6%, and now we are talking about 22% for the FFO over net debt ratio. We finish the plan with stronger ratios than in the previous plan. Our FX strategy hedges our most important solvency ratio to protect our financial solvency and the rating of the group from FX fluctuations. On average, 60% of our operating cash flow will be generated in currencies different from the euro in the period. Spain will be around 30%, and around 10% will come from other European countries, as Germany or France. Structurally, our aim is to minimize the FFO over net debt ratio volatility, adjusting the amount of debt in the different currencies to the funds generated in the equivalent currency.
Our financial model is based on financing the group needs from the holding company when it's possible. This model is designed to optimize the funding of the needs and monitor structural subordination guidance. Currently, debt is mainly at the holding level. Our external debt, other than the holding, will be mainly raised at the regulated operating companies in the U.S. as the cost of debt is a pass-through, and where we have minority shareholders, like in the case of Neo, that has its own financial policy and the group doesn't provide support. The holding, also important, has direct assets, direct access to cash flows from fully owned subsidiaries that account for 70% of the group EBITDA. The high visibility of centralized funds and the centralized treasury reduces the impact of a structural subordination.
Over the plan, the ratio will steadily decrease after the PNM transaction to levels close to 30% threshold. Hopefully, post-2025, we are going to reach this 30% threshold. As the chairman has mentioned, and I have reiterated, 90% of our total organic investments will be aligned to the EU Taxonomy of sustainable activities, and therefore will be providing a large pipeline to refinance under sustainable or green principles. During the plan, a minimum of 80% of new financial instruments will be ESG labeled. As a consequence, we are forecasting that more than 70% ESG-labeled financial instruments at the end, we will have at the end of the plan.
Our green financing, in which we are extremely proud, and as you know, we are the private leader in green financing in the world, is considered, and time is proving us right, as the best practice aligned with International Capital Market Association. Green bond principles are only including assets and activities eligible under the European Union Taxonomy. Use of proceeds, strict reporting, external verification, and strict standards for the eligibility of activities, together with full alignment to the company's strategy, are highly valued by our ESG investors. Investors find in the use of proceeds approach the best way to measure the sustainable impact of their investments. Comprehensive reporting, second-party opinion, and external reporting guarantee assurance and transparency. Our current asset base and investment plan focused on the energy transition allow the group to continue taking advantage of the green bond market.
This allow us to increase the investor base and as consequence to reduce the cost of debt. We estimate that the green funding will save around 10 basis points according to some market sources. We, as you are seeing, we are a very conservative, we are doing a very conservative approach. Other people are talking around 20 basis points, but, you know, 10 basis points is fine. In addition, what we always find is there is a lot of interest for our green bonds. The ESG approach is integrated in our operations and our financial strategy, as the chairman has pointed out. Our ESG targets have been selected taking into account the company governance and sustainability system, the stakeholders of expectations, including institutional investors, sustainability index, ESG rating requirements.
Therefore, each one of the four areas, environment, social, governance, and financial, has ambitious and specific targets that position ourselves as the leading integrating utility in ESG. In the slide, you can see the most relevant KPIs for each area. In the annex, in page 96, you have also a more detailed summary of the 20 most important targets followed by our stakeholders. This afternoon, in addition, you will have an ESG session where these and other targets will be explained. On the environmental front, we are, as the chairman has mentioned, we are planning to be net zero in scope 1, 2, and 3 before 2040. We are also committed to keep best practices in governance with an independent, diverse board of directors.
On the social area, we commit to improve gender diversity in our senior positions and to decrease accidentality rate by 21%. Let me conclude this presentation remarking that Iberdrola will finance this plan through our solid financial model, maintaining financial strength through the period, delivering sustainable long-term shareholders return and remuneration growing in line with our results, and with flexibility through our asset rotation and partnerships. At the same time, integrating ESG in our strategy as leaders with best practices in environmental, social and governance. Thank you very much.
Okay, we are going to start with the Q&A session from the floor. Alberto Gandolfi, then Manuel Palomo. Alberto, please.
Thank you. It's Alberto Gandolfi from Goldman Sachs. Three questions, and thank you for taking the time physically in person. It's great. So the first one, could you elaborate a little bit more regarding the logic to de-emphasize a little bit investments in renewables and emphasize a little bit more in networks? What's the logic? Is it capital intensity? Is it maybe a slight concern or returns? Is it being more selective on IRRs? If you can maybe talk about that, would be great.
The second question, talking about maybe capital preservation, which is how I would define some of the measures you announced correctly in this credit environment, why not trying to go even further on preserving balance sheet and capital so that don't you think maybe some of the small developers, some of the smaller players may not be able to fund projects? Isn't the moment to be quite aggressive on balance sheet right now reduction and then be countercyclical and basically try to invest when everybody else is not able to gain more market share? I'm thinking, for instance, why not going two years scrip dividends, just as an example.
The last question, when it comes to the profitability of your offshore projects, we saw a statement by Avangrid in particular pointing out CapEx cost inflation, funding cost inflation, and you are asking for a renegotiation effectively, if I'm not mistaken, of the project. What are the chances of these renegotiations, and are you willing to walk away from some offshore projects if the returns are just not there? Thank you.
Thank you very much for your question, always very intelligent one. I don't know if I repeat enough time what is the main drive of this presentation of this business plan, which is to protect financial solidity. I think our focus, our vision is clear. We are in the middle of a storm. We had not really had this storm for decades. We're in the middle of a storm.
Excuse me.
We're in the middle of a storm. Our approach is that we have to be as conservative as possible and to be as less dreamy as possible and to be as much, let's say, more with a strong means to in whatever situation to protect what we feel is crucial, which is balance sheet solidity. We are already a unique opportunity. It's true that we can already now. I mentioned somebody else before when we were already just having a coffee. Frankly, nobody's perfect. My hobby is to ride horses. I think when you're with a horse.
That you don't know very well. Now precisely, I have recently, in my birthday, my son has already gave to me a new horse. I was another day with it, but I don't know it. I think when you don't know how the horse is going to behave, you have to be very prudent with it. Now we have a horse, which is this crisis, which we don't know how long it's going to stay, how it's going to change the things. It's an unknown situation in many fields. I think the least of things we are suffering this moment, inflation, rate of interest, a war in the borders of Europe. A problem with Armando was mentioned of the supply chains.
Many things are there. We are really glad that we can choose. We have already a regulated activities, which I think is going to be absolutely needed for the present and for the future if we would like to diminish the dependence, electrifying more economy. The grid is crucial for electrifying the economy. We are glad because we are in countries where this grid is absolutely needed. You see the United States, or you see Britain, you know, Brazil, you know, Spain. In all countries, if we would like to have electric vehicles, we need a grid behind. It's not a problem of charges. It's a problem of grid. If we would like to transform already certain industrial processes, we need a grid.
I think the hydrogen is renewable, but the renewables, the hydrogen has to be produced inside what is needed. For that, you need already a grid for transporting the electricity to the site, because it's much more efficient than transporting the hydrogen through a pipe. That's why you have the choice to reinforce our investment in grid or to continue or booming in renewables. I think I know for Armando should be easier for him to say to his people, "There are 24,000 MW ready to build." He said, "No, wait a minute." We are ready to build that one. He said, "No, wait. Let's keep already only 3,000 ready for building this period." Why? Because we have to protect our financial solidity.
We can already make the choice of networks because we are predictable, stable regulation. We can already guarantee what Pepe was mentioned, cash flows. We have to say, "Well, another one, let's continue preparing our pipeline. Let's do something because we would like to continue to make that one." In which technologies? Those technologies which are providing better return. We can make much more than those, but let those one. But also those ones which already offer more predictable return, more cash flow. Offshore is offering two things. Apart from better return is already CFDs or similar, which are already guaranteeing returns. It's not already just in the protection. In that case, your second question, why not to be faster and to put more risk to our balance sheet? Because not. Simply not.
I think for us, dividend is a must. In 22 years, when I joined the company 20 years ago, the model was Enron. Enron was growth, no dividend. I said, "Sorry, we dividend and growth, yes, but dividend first." I think for us, dividend is a must. The second thing is that it's not a question of competition. There are plenty of needs in the next 20 years. I think I gave to you some numbers, how much investment will be required in the next 20 years for electrifying the economy, decarbonizing the economy. We can't supply sufficient in certain geographical areas. We are talking about trillions of dollars. I think it's not a question to be in a hurry.
I think we have to have already the pipeline ready to build, and we will do in due time. Inshallah, during these three year, the situation change. Great. We have a solid balance sheet, good pipeline. We're well ahead. Let's move faster. Now with the vision we have already now, take care. We have to control the horse. We cannot jump in this moment with the horse because we risk to fall down. I've been too many times fall down in my life with my horse. Offshore. In our grid situation, first, what is in the plan, all are already in this moment fully agreed. I think those ones we are renegotiating is for 2027, 2028. And why we are renegotiating? Because the world is changing.
When we made the offer, was not a war, was not the problems of the rate of interest. We was not already a situation supply chains. I think it's normal because when you are already making something, you are making with good faith. I think now is the time to negotiating that one. I think what happened, I'm sure I think we are going to reach an agreement because even renegotiating is much cheaper for them than the alternative. Which I think it has a logic. The logic I think is going to impose. That's it. I think we are convinced that is going to reach a good term, but I think the same thing we are with everybody. I think if the things are changing, we have to.
The things are not black and white. Sometimes you have to renegotiate. In summary, our plan is solidity. Ready to build if needed more, and now concentrating on those things that we can guarantee or to have more security about the cash flow we can generate for keeping and maintaining our solidity. Clear?
Next, Manuel Palomo, and then [audio distortion], I think.
Hi. Thank you very much for taking the time.
Sure.
Thank you very much for taking my questions that to some extent will be aligned with previous Alberto's questions, at least the first one. I will stick to two. I see that a large portion of your renewables growth has been already secured, and you have already contracted a significant portion of the volumes. However, also cost of capital has increased massively in the last few, let's say, quarters. How do you expect to defend the value creation for those projects that have been already awarded? Is there any specific plan in terms of, I don't know, renegotiations or trying to reduce somehow the cost? Is there any plan to try to preserve those returns? Second one is a question about Spain.
I understand that this is the case, but just to confirm, yesterday one of your peers mentioned that it had included the around EUR 400 million impact on taxes in their financial targets. My question is whether these targets, today's announced targets, are somehow including any impact from taxes, whether this will be for one or two years, and if possible, if you could quantify. Thank you very much.
Yeah. Well, I think in the first one, as you mentioned, it's almost just a reply with my comment to the previous question. I think most of the renewables we are building already with PPAs or with the secure returns. It's only a few of them which is already in market. But this old one which in market is based in for our own use. Which I think is making the substitution of certain energy, for instance, the case of Spain, then today we are already producing with gas. I think it's making the substitution, which I think we are already guaranteeing a certain return because we expect that the cost of that one will lower than other alternative.
I think how you're gonna do, mostly those one are either because we have PPAs, either because we have CFDs, either because we are already securing through our market what we can already substitute today's production with another more expensive sources. In terms of including the taxes, I think, Pepe, you can already mention that one, but I think few days ago when we presented our nine months result and the projection for the year, we said already it's included in our projection for 2022. As I mentioned as well, it's already in our projection in 2023 as well.
Yeah, yeah. We have both for 2022 and for 2023 we have included. For the guidance that we have been giving for this year, it's included. And for 2023 also, we are including a similar amount. The amount that we are expecting is lower, a little bit lower than the one of Endesa, but using the same parameters.
Nevertheless, I would like. I said already in interview which is published today in the Financial Times. I think it's, we feel that is absolutely unfair, because I think that European Commission is talking now windfall profits. And I think we have not windfall profit, and I think it's, that's why you are charging to revenues. So I think it's, that's equivalent to increase the taxation of corporate tax went from 420 basis points or something like, so it's. I think, of course, I think because we feel that is not already going in line with this, the projection of European Commission, which I think is correct.
I think there are somebody else in this crisis is earning a lot in extra profits, which I think if we will generate an extra profit in that one, we will be ready to contribute. It's not a question of criticizing. All we have to contribute on that one in the middle of a crisis. That's why I'm saying we are already doing our best in this moment to contribute on this one with our investment to generate more wealth and so on and so and so. I think we are beating record EUR 47 billion. And even if it's not enough in your case, but it's a lot of money. But I think we had not windfall profits. We've not in Spain windfall profits. We are not already a gas production. We are not gas contract.
We are not already on those things. I think our business is renewables. If the renewable has been sold, as Armando was mentioned, of a price already agreed, and we continue keeping our price already in the same level. Where the windfall profit is generated? I think the fact in Spain this year we are affecting negatively because we have already agreed prices two years ago. I think we are keeping these prices even in the moment that unfortunately, in our case, because of the hydro condition is very bad, in the worst in 65 years, because the wind situation is not very good in the country, we are forced either to buy electricity from the market at very high prices or produce with our combined cycle, buying the gas at very high prices as well.
That is generated, that was our accounts of the nine months, 40% less profit in Spain than the previous year, which was not an extraordinary year either, so because we were already in the, with the COVID, et cetera. That's why I think we feel that is not fair, and I think if that goes, I think we will try, and I said today, we'll go to the court, as many other times in the past when we consider there is something which is affecting negatively to the interest of our shareholders. I insist, we are open to contribute to this situation of crisis if we will have really had this real windfall profit, which is not the case.
Next, Elchin Mammadov, then Jose Javier Ruiz, and afterwards I will share with you the rest of them. Gonzalo Sánchez-Bordona as well.
Hi there, Elchin Mammadov. I have a couple of questions, please. The first one on your carbon targets. I mean, if I read it correctly, you haven't changed much even though Avangrid has just brought forward its decarbonization goals and expanded the scope of its decarbonization target. Is it because you're seeing more emphasis on energy security and therefore fossil fuels? Or, are there other factors like Iberdrola's targets being already one of the leading in the industry? This is the first question. The second question is about the renewables. What's the biggest pain point that you're seeing for the industry? I mean, you mentioned a lot today. There's supply chain issues, regulatory uncertainty, there's inflation, et cetera. What is the one key problem for the sector that you're seeing?
Maybe rank these in terms of their importance in terms of a headwind. Yeah, those will be.
On the first one, what we are seeing is our target in the group is in the scope 1 and 2 to be carbon neutral by 2030, and that across the group. That means in each country where we are, we have to take decisions on this respect in many fields. Either because, of course we are not investing in a new fossil fuel power plant, either because we retire the assets of those ones, either because whatever mechanisms we find out for compensation. I think that it is the group target for 2030, the whole group is going to be carbon neutral for our production. The second one is related to renewables. Can I? Just one,
Well, I think, as we are seeing that, I mentioned as well before. I think this energy crisis is already an opportunity for decarbonizing and for becoming self-sufficient. I think the fact that some countries like the United States is already utilizing this thing for already making certain kind of incentives for accelerating the construction of renewables, accelerating the construction of hydrogen, et cetera. In Europe, I think REPowerEU is a document in this sense as well. I hope that today certain of the bottlenecks we have been suffering for the last few years related to permits, the European Commission is going to announce or they are going to present something to try to accelerate that one.
Having said that, we are not already in some countries having the attractive environment which is needed for this acceleration of construction. I think the fact that the problem of this crisis is gas, and in some countries is taking measures against renewables, are not facilitating, incentivizing that to move faster in this direction. I hope that all those things already will be already a bad dream, and they will come to normality as soon as possible because the solution is more renewables. The solution is not more fossil fuels. I had already in my tenure in the sector have already suffered three energy crises. If we are not doing the necessary now, I think it will come another four energy crises, and the problem should be the same. Now is Russia.
Before was already the Middle East. Afterwards should be, I don't know. Okay?
Okay. Now is José Javier Ruiz. I'm going to put more or less order in the questions. Javier Garrido . Then this way, Gonzalo as well. José Javier Ruiz.
Thank you for taking my questions. There are two. The first one regarding your first slide, electrification. Has this energy crisis changed in any way the way you were thinking about electrification? I'm talking about timing and the penetration targets that you were seeing in 2040, 2050. The second question is about your plan beyond 2026. You seem to be projecting a big ramp up in terms of investments up to EUR 15 billion-EUR 17 billion CapEx per year. My question is, what is going to change that timing? Is there any possibility of ramping up earlier? What do you need to change to move into those levels of CapEx? Thank you.
Well, I think on the electrification, I come back again to the same point. I think this crisis has demonstrated that if instead of being so slow in building renewables, we have to really be much more agile. If instead of being so slow in electrifying certain industrial and consumer uses, we have to really be much more agile in installing heat pumps in the homes and electrifying certain industrial things, I think the problem will be already less than it was, than it is now. I think the electrification, in my opinion, and I think that is where European authorities is already providing with REPowerEU, is how to accelerate that one to avoid and that again we suffer the same thing.
The solution for becoming self-sufficient in many countries is use the natural resources we have. I think in Europe we have not oil, we have almost no gas, but we have sun, we have wind, we have, in certain areas, huge resources for offshore wind. In some countries has already nuclear, still power plant, will probably they can be extended. In some countries, those one we decide politically. Another country, they decide to make nuclear with their own resources. But we have no more things. I think that why, and that is going to helping to accelerate that one. The second thing is the plan 2026 to 2030. So I think we are talking 65-70. If I divide by five, I think it's EUR 13 billion-EUR 14 billion.
I think we are already now in the range. We take already the, in the organic one, we are at the same range, 36 in three years is 12. I think it's a bit more, but it's not much. Take into consideration that we have quite a few offshore what is going to be building in this period. I think it's offshore, it's multiplying by three times the average of CapEx per MW to another one. The second thing is the point you mentioned about electrification. We are sure the electrification is going to increase. Hydrogen. In hydrogen, another day I was making some numbers. If Europe would like to reach the 10 million tons target by 2030, Europe needs to make an extra investment that represents something like 250,000 MW-300,000 MW new in Europe.
It's 30,000 per annum. That means EUR 300 billion extra investment as part of another one. All those things have to be already done in the second part of this decade. If not so, I think all the targets are truly useless. It's going to happen. I think the world is moving this direction. I think already in meetings with many colleagues of the industry, European industry, they are very focused in trying to modify their processes to make the process more electrical, to use hydrogen, introduce hydrogen in more processes. I think that's why I think that our investment in the next period is not anything extraordinary we have not already made. We are making already now. I think this year probably we're going to make EUR 11 billion or something like that.
I think it's not a way to make instead of EUR 11 billion to make EUR 12 billion or EUR 13 billion is not a big difference for us, especially when he has already 24,000 MW ready to build. I think I need already to stop a bit because we have already more than enough opportunity of making that one a part of the electrification in distribution.
Now, Gonzalo Sánchez-Bordona at the back of the room, and then Javier Garrido. Sorry.
Hi. Gonzalo Sánchez-Bordona from UBS. I have three questions on my side, please. Can you provide us an update on the PNM acquisition situation? What's going on? What is the timing you are expecting there? And also, since this is a significant part of your CapEx plan, if the deal doesn't go through, what would be the alternative? I mean, are you considering doing other investments during this timeframe over the next three years, or it will be just eliminating that? And also related with that, I think you said that the contribution to the net income target for 2025 is negligible, but if you could confirm that, or provide some guidance there, that'd be great.
On the reduction of cost of financing, could you elaborate a little bit on the assumptions you are doing there? If I understood correctly, please confirm if that's the case or not. You are assuming that there is a reduction in interest rates in Brazil, and the rest of currencies remain stable, and therefore, there's flattish evolution for the rest of currencies. I seem to see a small reduction in 2025 on the cost. If you could elaborate a little bit what is behind those numbers. The third question is related with the partnerships approach.
Obviously, you've been quite successful in the past few deals you've done, given the difference in cost of capital on your side and I'm assuming on investor side, and create a significant value on those transactions. I was wondering how are you seeing this situation as it is evolving. You obviously are engaged in several conversations, I would assume, on these kind of deals. If you could provide some details on how those conversations are going. Are you seeing a significant increase in the requirements in terms of yield? And whether this could threaten, to some extent, the numbers you just presented. Thank you very much.
The first one related to PNM, we are really quite comfortable that the deal is going to happen. I think is and the point of that one, as you see, if by chance it's not happening, you see in the next what is the consequences for us, which is not affecting much to our contribution. It's very little contribution in this period. It is reducing the debt. I think they give room, as you mentioned, for another investment, and we have plenty of opportunities for investment in the US. Which I think. We are quite convinced that the deal is going to happen. I think that one. In cost of financing, Pepe?
Well, Gonzalo, in what we have been using is basically the market estimates. You have it in page 91. Basically, these market estimates, what are looking is at the end of the year.
As you know, we typically use long-term funding, fixed funding, and this is more or less, you know what drives the cost of debt independently to the fact that obviously we have part of the debt already fixed, okay? As you are saying, for example, we are expecting that the Brazilian real will move down its CDI from levels of around 13.75% to around 8% in 2024 and close to that in 2025. These are basically the numbers that are behind our estimates. As you see, we are expecting that sooner or later, inflation will start to come down and that somehow interest rates, especially in 2024 and 2025, will start to move down slightly, no?
I think in the point of partnership, I think you can already add whatever you like, Pepe, but I think what I can tell you is I'm receiving more calls from private equity and from funds which are ready to participate with ourselves in whatever level projects. I think our problem is to make the choice what is the right one for that one. I think the appetite is there, Pepe mentioned, but I think I'm receiving personally visits of people from different regions and from different countries and from different geographies and ready to be our partners. I don't know if because our business are very good or because we are very sympathetic or because of both things.
I think my point now is to say no to who I have to say no, because there are very many who would like to be the partner. Pepe, perhaps you can add whatever you like.
Yes. You're absolutely right, Chairman. I think that we are an attractive company for equity funds, no? I mean, we are a solid company. We have a track record. We are well-established. We are a worldwide leader. I think that you know, I think that we provide, as the Chairman was saying, a lot of I would say, credibility for investors. In addition to that, I mean, it is true that some of the equity funds are, or the private equity have debt, but there are some others that are equity, purely equity, and still they want to deploy a lot of capital because they have the mandate to do that.
As the Chairman was saying, at this moment, you know, we have a good or a lot of interest in, I could say, in all of the assets that we are analyzing, at this moment and in which we are looking for partners.
Javier Garrido, then Rob, Fernando, Antonella. Okay.
Thank you. Good morning, Javier Garrido, JP Morgan. I have two questions on returns. The first question would be on the U.S. networks. If I understood correctly, the CEO said that in the rate cases, you expected broadly stable return on equities. This is coming in a context where interest rates have increased significantly in the U.S. How do you look at the value creation in the U.S. network business? Should we expect to see a decline in spread in your returns versus the cost of capital, or are you ready to beat those return on equity expectations given the incremental size and incremental investments? The second question would be on transmission. We have seen a few of your transmission projects that have been facing obstacles like the Western Link or NECEC. How do you look at the returns from transmission projects?
Are you expecting higher returns than in the traditional distribution network business? Are you adjusting it to take into consideration higher risk profile? Thank you.
Armando.
We are going to have compared with the cost that we have are going to be maintaining the spread in the U.S., maybe higher. There is one thing that is very unique, that, most of the regulators now are very aware of the renewable penetration that is needed in the U.S. The, the U.S. needs a lot of infrastructure reinforcement for penetration of decarbonization. This is a unique opportunity. Many regulators, especially in New York, are putting in place special, capital investment programs in order to invest in specific decarbonization projects that are very, very. It's like apart from the ROE from the traditional assets. That give us a lot of flexibility. For us, it's a huge opportunity because we can transfer a lot of knowledge that we have in other regions about all this digitalization.
It's for a company like us, the US is a very unique and very targeted market, and I expect to have the same spread or maybe higher. In terms of transmission, for us is something like it's different from distribution. Distribution will become one of the key development decarbonization capital boost for the future. If you think about how much
High voltage lines you have to build for connecting all these offshore wind farms that are developed. For instance, here in the UK. In the UK, we have this offshore wind in the north. We are very excited about what we have seen in Australia. Australia's changing completely the mix from carbon to renewables, and you have to redefine the transmission all over the footprint of the country. What we have, and we have shown, is a unique track record of being the most competitive company when we are putting transmission assets. We are very confident that this transmission and this asset will have similar or maybe higher return than renewables. Much very similar to what we are seeing in distribution. We are very, we expect a lot of growth of that.
HVDC technology, for instance, as I said, we have a strong technology there, a system in NECEC and this project. We expect the transmission will be a huge vector of growth for renewable and decarbonization in the future.
Rob Pulleyn next. This gentleman, I don't know you. Sorry. In the fourth line after Rob.
Thanks very much. Rob Pulleyn
Sorry. Antonella and Fernando Lafuente.
No
We will have time for everybody. Okay, please go ahead.
Okay. Great. Rob Pulleyn from Morgan Stanley. Thank you. Two extra questions, if I may. The first one, to Pepe. Regarding your funding of the CapEx program, may we ask how much earnings dilution you associate with the asset rotation? And how much of that is in the 2025 target as opposed to later in the decade? Just to cross the T's and dot the I's. The second one, returning to the comments on hydrogen, could you comment or guide on how the economics look on hydrogen projects, whether that's in IRR or other terms? Are you still awaiting support schemes? Could we see a European version of the IRA to help or are we finally gonna see this NextGenerationEU funds put to good use?
Lastly, within hydrogen, 'cause I think it's a fascinating topic, where do you stand on the virtual pipeline of generating hydrogen elsewhere in the world to import into Europe and can Iberdrola play a role in that? Thank you very much.
Okay.
Well, we have absolutely included, you know, the loss of the contribution in the asset or the asset rotation in the 2025 results. We have included the lost contribution, and we have not included the possible capital gains, so. But saying that, you know, it is true that we are seeing, you know, an increase in our minorities, you know, of around, I would say EUR 200 million, but that has to do also with the results of the increasing results of Neoenergia and, you know, all these sorts of things. I cannot give you an exact number. I can give it to you later, but I would say that.
Be sure that, you know, we have included the lost contribution of the minorities in our results.
On the point of hydrogen, the first thing is hydrogen is electricity in the form of gas. When people talk about hydrogen is renewable electricity transforming gas. The huge investment is in renewables. The little investment need to transform the electricity into hydrogen. The investment required for making that one is not good compared with the power we need to be behind. The first thing. For us, what is it? It's an opportunity to have already a new market for our electricity. I mentioned before, in the case of Europe, the 10 million tons of hydrogen, which Europe has already fixed as target for 2030, represent a total investment of EUR 300 billion of new investment in power, in renewables.
Probably 60, 50, 60 more in the power for making this hydrogen. I think the majority is that one. What is our approach? Our approach is we are energy producer, and I think we would like to be in all the value chains of this energy. We are facilitating that one, and that way you are making that one. Not only hydrogen. Hydrogen as an alternative solution for electrification, we are doing, for instance, in Barcelona. Barcelona trucks, buses are powered with our hydrogen, which is already made with our own renewables electricity. In the south of Madrid, in Puertollano, we have already built the largest hydrogen power plant in Europe. It is beside a huge solar power plant, which is that one which are providing the electricity.
Probably 2/3, you were already staying, visiting that one. 2/3 of the investment, more than 2/3 investment is connected with the power needed for making the hydrogen. What you're making with this hydrogen? Transforming into ammonia. We are already finding a new customer that before this customer was consuming this hydrogen produced with natural gas. Now we have a customer which is consuming our electricity in form of hydrogen for making their own ammonia. We have another project, a different project in other places. We have announced recently a project for making methanol. This methanol is made with, as well, with natural gas, making hydrogen with natural gas and with natural gas making methanol. We find out a new customer which is gonna consume our electricity in form of hydrogen for transforming this hydrogen into methanol. I think that is our approach.
I think we are a power company, and we are already looking at the routes to market, as Armando was mentioning, and that is a new route to market for selling our electricity using those things which are strongly needed. The fact is we have also the skill for making that one. We have already built the first hydrogen large-scale power plant in the south of Madrid. We have already this making for transport. We have already another country, like United States. It's a good opportunity for improving the profitability of our existing power plant. We have already in Texas an agreement with Sempra for making already green hydrogen to be transformed in ammonia using the electricity that our wind power plant are already now producing in Texas.
Probably that will give us some extra dollars per MWh for making that one instead of selling to another thing. That's why I think hydrogen is electricity in the form of gas. I think keep in mind. I think the one we are talking about hydrogen is electricity in the form of gas. The best way for making that one is inside. Don't dream of transporting hydrogen from long distance. That is 3, 4 times more expensive than to produce the hydrogen on-site where it is required and to make a little or large hub where you can really make the distributed hydrogen around. I think that is the common approach of most European industries. Generate electricity which is cheaper, transport electricity through transmission, the point was mentioned by Armando.
Through very efficient transmission lines into the place where this electricity can be convert in hydrogen and this hydrogen convert in whatever. Ammonia, chemical products, methanol, whatever thing.
Okay.
Hi, it's Mark Freshney from Credit Suisse. I have two questions for you, Mr. Galán. Firstly, on the levelized cost of electricity. I mean, you know, for the first time ever, the levelized cost of electricity from wind and solar is up because of debt and equipment costs. My understanding is that's a psychological challenge for many regulators and governments after being used to seeing costs falling for so long to get in the mindset that this renewable energy is now more expensive. My first question is, how are you finding that debate? Secondly, I accept, you know, there's the 24 GW, of which only 6 GW will be built near term. Permitting is the number one challenge. I think you've even admitted it.
Clearly that's got to change in Europe, and regulators will say, "Look, you know, energy is expensive" or governments will say, "Energy is expensive, but you know what? I'm not going to damage property rights. I'm not going to hurt my voters." How do you see that debate evolving? And do you think the politicians you engage with are going to get their head around permitting?
I think my feeling is precisely the opposite. I think it's true that because of this crisis, the raw material prices are increasing. But it's increasing not only for renewables, it's increasing for fossil fuels as well. A gas turbine is more expensive. A power plant of coal is more expensive. The CapEx is much higher. I think what is the alternative? The alternative is to build more combined cycle of gas. Which I think we have increases because the steel, because of the oil components are higher. Or to make coal power plant, and I give to you the example of Australia. Australia is plenty of coal, plenty of gas. What therefore they approved recently, a bill of decarbonizing.
Because they have the chance in this moment, they have to decide what to do. Their coal power plant are at the end of the life. They have to decide if to invest in new coal power plant or to invest in renewables. The parliament and the government has already approved to invest in renewables and to keep already the coal on the ground, which I think they can keep for future generation they need it. Because it's cheaper. I think today still the CapEx is cheaper, renewable another one. The price you can obtain is lower. I think that is the big problem we are facing in this crisis. We have already been for too long looking only one part of the equation, which is cost.
Nobody was looking enough in sufficiency. Now we have not chips for our systems. We have not really steel. We have not really copper. We have not really ammonia. We have not really even bread. So grain. Because we have been looking cheap, cheap. I think in my opinion, the world is moving now in the opposite direction. Is looking to be in all sectors, enough capacities in case for being less dependent on third parties. I think that is a drive which is changing because what we are suffering, those countries, we have not really built enough industry for already not to see 100% sufficient, but enough capacities. We suffer with the COVID. What happened with the COVID? We have no mask. In Europe, we have no mask. We are not already
Breathers.
Breakers? No, breakers, no.
Ventilators.
Ventilators. We have no ventilators. Europe has no ventilators. Europe has no mask. Why? Because we are looking price, cost. We have to look another thing a bit. Now we have, I insist on that one, yeah, the opportunity, this crisis, to become more self-sufficient in all fields, not only in energy, but as well in many components which are already we need in our industry. I think most of my colleagues in Europe in the different associations where they belong are precisely looking in this direction. How we can already produce chips in Europe, semiconductors in Europe. How we can already have certain capabilities, not 100%, capabilities in solar panels. How we cannot lose our capabilities in wind turbines, et cetera.
That's why I think my point is precisely in opposite direction. It's true that today's I think the learning curve probably in certain technologies is going to continue decreasing. Another one could reach a certain level. I think you cannot really reduce the price forever. It reach a moment that technically it's not possible as much as has been up to now. But that is not the driver. Today's still renewable is by far cheaper than any alternative of fossil fuels, by far. CapEx, no OpEx, and no variable cost, by far.
Clear? Okay, Antonella.
Hello, good morning. Antonella from Citi. One question on your return on capital employed. You basically reallocated your CapEx even within the network. It seems to me that you reduced a little bit the exposure to Spain, you increase in the UK, you increase in the US. Can you elaborate on that? It's because you think that the framework, the regulation is different, and therefore you will have better response from the other country rather than the Spanish one, or it's because of specific projects? Similar question on the renewable. I've noticed that you have cut a lot solar, and I think you cut Spain more than other country, well, US as well. Why those country you decided to invest less in this country rather than in others?
If you can elaborate on where you think there will be a better return in the future.
Pepe, you make the first one. You reply the second one, and I will add whatever afterwards.
Well, I basically think that, you know, or we think that the risk-return profile in countries like the US or the UK are better than today what we have in Spain. I think that one of the key strengths of this group is the diversification. Unfortunately, we are suffering in Spain, you know, decisions which we don't agree and, you know, which we challenge. Well, I mean, you can read the newspapers, no? I think that we feel much more secure. We think that the regulatory certainty is higher in these countries.
you know, you know, the potential growth, the optionality, the opportunities, as the chairman was saying. You know, we position ourselves in areas with high growth for the long term, where there is lots of opportunity in a very large market, where we think that the value creation for the long term is larger than in Spain, no?
Martínez?
In terms of renewable, as I mentioned during my presentation, we are seeing the whole portfolio as a package. As I explained, we invest when we can get more revenues from these assets based on the route to market we choose. This is how we are delivering that. For instance, in Spain, we have a huge amount of customer footprint, and we are replacing some of the technologies that we already have for renewable. This is creating us more value. This is why we have chosen that. Also in the US, because, you know, as the chairman is saying now, there could be a more favorable schemes for the renewable. Again, it's not a matter of countries.
It is maybe the resource, but it's a matter of how we can produce the higher revenues for the assets in all the pipeline that we have.
Antonella, I would like to add the Bolivar mentioning. Certainly the investment, we are looking what are the countries which are already, as Pepe mentioned, which are providing more stability, predictability, rule of law and better return. I think we are not the owner of the money. The money is yours. I think we have to look already what is the best places to allocate this money. In those countries which are offering better return, more stability, more predictability, more better rule of law, I think we are already looking with better eyes those ones. The second thing is in terms of divest or partnership. What to divest, as always. First thing, those things which are not fitting with our strategic proposal.
They are business where we have in the company or we are in countries or we are in regions where we are spread. I said, what we can do in a place what we have already, x MW, which is peanuts, and is a part of the area what we have said in terms of that. What is, how we can already have better returns making some partnership with us in order then therefore already provide certain capital in a base which is cheaper for us in other manner. I think those are the alternatives what you are making. Divestment, of course, in some cases, we are saying that we are divesting thing, not expecting to have a special, some extra capital gain. If we gain capital gain, we'll be delighted.
Joaquin, David will be delighted to obtain a good capital gain, but it's not in the plan that one. I think if we have that one, fine. I think most is to reorder our assets. I think we are talking about 3% of our assets to be rotated, which is peanuts. Which I think is, I think you can see that in a company like us, like ours, we have already in countries, in region, in matters which is not really fitting very much with our target. I think in the first point which is important is we are looking very much.
When we look already where to allocate our investment, a part of the things we are saying that we prefer more in the case of offshore, because they are already providing predictability, stability, we have already fixed terms, et cetera. We are already on those ones. We look very much what is the countries which provide stability, predictability, rule of law. I think that is one of the things we are systematically doing. I think in this moment, it's a very attractive United States with the IRA. Of course, we are going to look with those guys to make hydrogen in United States because I think hydrogen is providing $3 per kilo. And if there are another countries giving $4 per kilo, probably we'll do another country as well. Which is, it's obvious.
Okay?
Fernando Lafuente. He's in the second line, sorry.
Thank you so much for the presentation and actually for bringing us here to London again after such a long period. Three questions for me, please.
Sure.
One, it's a follow-up on the comments that Chairman just mentioned on asset disposals. I was wondering if what I understand from the plan is that you are basically considering disposals of minority stakes in certain assets. Peanuts, let me say peanuts is smaller assets in countries where there is no fit. Would you be or could you consider if there is a, let's say, a huge price to sell a big asset, just a full asset? Or the strategy is only minorities and no matter what?
Perhaps you can already said because most of them are already now in the market. Those we are going to divest are well known. They are not even secret. I think you can already mention that. It. Some of them that already now we are receiving offer for that one because in the market, another one are in talks on those ones. It's not really a mystery what we are going to make. You can already add whatever you like.
No, as the Chairman was saying, in this moment, basically we are looking for partners. Even in the asset rotation is meaning that we are selling a stake, a percentage. Sometimes might be, could be a majority stake or in the case of Mapfre, although we continue to be the industrial partner. The philosophy here is that Iberdrola continues to manage these assets. There are, you know, some assets that due to they don't fit on the strategy that we might sell 100%. There are a couple of them which we are right now negotiating, which is 100% of the asset, but they are not very large. Or they don't fit in a specific territory where we think that there is no critical mass.
In terms, you know, if there is, you know, as the Chairman was saying, if there is a big asset, I mean, the money is not ours, it's yours. If the offer is very good or whatever, obviously we will analyze everything, no? As always.
Thank you. Two further questions. The first one, it's on the, on your pipeline, pumping pipeline in Spain. You mentioned you have, if I'm not wrong, 4.5 GW of pumping potential pumping facilities in Spain. What do you need to go ahead with these assets? Because to me, pumping facilities are quite relevant in the context that we go. You've always defended that these are the real batteries and I basically agree with you. So what do we need for you to have these facilities in operation and best case or assumptions when do you think this could happen? The last question, maybe it's for the Chairman on this debate on the potential changes on the way the price is fixed in Europe in this marginal system.
I would like to have your views both at European level and for a country like Spain, you know, that probably will have a higher weight of renewables than any other in Europe. Thank you so much.
For part B stories that I agree with you that it's very important, and especially in some countries that we have very important assets in hydro. I think this is something that we have to foster as fast as possible. The question is very simple. Is a regulatory system that could be stable and predictable.
Well, you know, this investment is very huge in capital investment, and it's very efficient.
Mm-hmm.
We cannot be making this investment based on only markets as the other CapEx we are doing. The thing we need is to have a proper regulation that the government clearly have an idea that the pumped storage is a huge advantage for the decarbonization of the country. This is what we need, and this is what we are asking because in some countries there is a huge potential for that. This, I think, as I told you in the presentation, is the best answer for that, for storage.
Saying that, I finish. We are doing pumping and storage. We just finished one large pumping and storage facility in Portugal. Which I think what we need already to have already the framework to make that happen. I think in Portugal, Tâmega is a pumping and storage facility. It's a 1,200 MW pumping facility, which is three dams, which is playing with the water. We have recently duplicate the capacity of Cortes-La Muela, which has been inaugurated by the king a few years ago. We have already a couple of two or three projects in this moment as we're making in the country. What is needed to make the framework for already make that possible. I think Spain and all Europe needs already storage capacity.
It is in the minds of the regulators at the different national and European levels how to encourage making more capacities already on that one. Pumped storage is the most efficient one, especially in countries like Spain. We have a lot of dams, but we have already very different heights between one another. In another country which is flat it is not so easy. Related to the market changes, the first thing is the market design in Europe has been standing still. That is not my words. It is the words of the European Association of Regulators, which represents all the European countries regulators. It is not my words only, it is the words of everyone and the words of the European Commission.
The market we have at present has already performed very well. I think Europe, we have, during the time that was implemented 30 years ago, had the European electricity supply problem. The investment has been already done in the network system. In fact, when the demand is very high, the prices and the offer is not enough, the prices goes up and vice versa. Now we are very nervous because the marginality of that one. We have the marginality during the COVID. During the COVID, the prices were depressed, very depressed because the demand was very low and we were focused on that one. It worked.
Saying that, I think it's true that in a future market, a future system with more renewables, need certain adjustment because you need to guarantee 24 hours, for instance, pumping. You are going to make pumping just thinking only this marginality, because probably that is not enough for making already that. The fact in certain countries which are already just making a special treatment for batteries or for storage, they are making a special option. Things to be adapted. We have to be very prudent and very detailed analysis on that one. I think that the European Commission is going to analyze that one with time enough, with the presence of everybody, with everybody involved, how to improve the things. There are areas, for instance, capacity mechanism. It's going to be needed. Systems like storage.
How to make already a battery which is going to work only for one hour, how to justify that one. How to work already, how to improve the PPAs, cross-border PPAs, which is absolutely needed. Today it's very difficult to make cross-border PPAs because every country is doing whatever they like. How you can make already PPA in Germany with energy produced in Spain if they choose the rules in Spain or they choose the rules in Germany. All those things have to be analyzed. My approach and approach of the European authorities is that they are going to be very prudent in the analysis with participating all the agents on that one to make something which at least stay for another 30 years and provide the security and such vision that Europe require.
I think those question. Okay?
Okay. More question. This way. Sorry. [audio distortion] .
Hi, good morning. It's Rocío Lozano from Scotiabank. I just wanted to ask about the problems that are facing some of the wind turbine producers, and how do you see that as an impact in your growth business in the wind market.
Armando?
Okay. What we are seeing now is that there is some kind of movements, but on the other side, you have to think about how which is our relationship with these big players. This is the difference we have. We have been for years working with one of these players face-to-face, and also, you know, the pipeline that you have in front. The conversation we are having and the conditions that we have with all those manufacturers is different. On the other side, I want to point out what I said. Most of this plan is already secure. Everything is secure in terms of the engines, of the offshore. We have the solar panels already secure, and we have most of the offshore wind turbines already secure, and we have any of them that is still missed.
This is based on the FID conditions. You know, sometimes you have to design the machine. We have frameworks, global frameworks for many years with one of these main local global players that we are still in place.
Okay. Is there any more? No more, we are going to move to the web with-
Firmino.
Ask Firmino afterwards. We have several questions from the web. Most of them has been already answered, and we have questions from Javier Suárez, Mediobanca, Jorge Guimarães, JB Capital Markets, Ahmed Farman from Jefferies, and Michael Carlton from Santander Credit. The first one is, do you plan to close all your CCGTs by 2030?
Well, it depends. If they are not needed, yes, but I've not seen the needs were not to be needed. Probably they will be needed, but for very short period of time, which I think been for some time, and I think we have to guarantee the supply. I think we will keep already those power plants. We can already guarantee the supply. I think it's not in the plans to close the plant, but I think certainly the operation will be minimal of those ones. If the renewables is already done in the way which the European Commission and European authorities is already forcing.
Next question is, can you share with us your views on how the European Union should ensure access to competitive electricity while ensuring security of supply?
Well, I think that is what they are already trying to make. I think if the REPowerEU is precisely what they try to make, I think they transforming the Fit for 55 program in the Fit for Self-Sufficiency. What is the REPowerEU is how to encourage the good European will be less dependent of fossil fuels. How we Europeans, we will be less dependent of imports of energy for already making the supply in Europe. I think that is what they're making.
The only point now is that we are in the middle of stormy times, and I think even they have got already this clear view, and all these documents are this clear view are already, in my opinion, too flexible in permitting each member state to take their own road for temporary making temporary measures. I think they are clearly stating that they would like to be more and more self-sufficient. The level of renewables in the European power mix is already increasing heavily. The level of the external dependency to try to diminish. There are already plans for closing the coal. All those thing is already there. I think they are working hard in this one. Unfortunately for them, it's already in the middle of this crisis.
They are forced to use the Article 122 of the European legislation, which allow the member governments in the European Union, the European government and the European member states to take decision without passing through the European Parliament and to make already this in a hurry on this one. I think that is going to stand. It was applied probably the first time only during the period of the COVID. Now this 122 is as well being used for this particular energy situation. I'm sure that is ending, and I think that is going to be one that things will become already more normal.
They will use already the normal legislative procedures for making those ones, which gave already more certainty and more legal certainty for all the investments of everybody.
Next question is related, is for Pepe and is related to the role of the hybrids in the funding strategy of Iberdrola and taking into account the current scenario.
Well, I think hopefully, you know, the cost of efficient hybrids will come down because probably we are suffering from the volatility of the market right now. Nevertheless, as we have mentioned, we are assuming that we maintain the outstanding amount of hybrids. Our strategy there is to maintain the hybrids as a source of funding with an equity component. Obviously we are going to try to preserve that. No? That is basically how we are looking to this situation right now.
Now is the time for Firmino. The question of Firmino, that is the last one.
Thank you so much. I mean, actually, it's three stories, but first is Galan, to thank you for the 20 years that you've been, you know, in the company, but in particular for the 15 years that you've been chairman and CEO and, you know, wishing the best for Armando. I've been a shareholder for Iberdrola for 20 years, and in the name, in my personal name, in the name of my shareholders, and including the Qataris, you know, I want to thank for the work that you've done. I was just making some calculations, including dividend. You deliver over these 15 years, a return of compound 8%, which is twice the market. Not many people can say that.
I do remember the time, you know, when you took over, Iberdrola was not even on the top five companies in Spain, and now is the second, and is just EUR 10 billion from the first. You know, you are catching up quickly. My question, probably three stories to ask three questions. I remember once, many years ago, I went to your office and you promised me, "I'm going to send you a cartoon from Financial Times." You certainly remember. I mean, for the younger people that don't, it was a cartoon that the Financial Times. There was an aquarium, and there was like small and big fishes. You know, the big fishes were eating the small fishes, and each fish was a European utility.
In the end, correct me if I'm wrong, there was just left EDF and E.ON, wasn't it? All the fishes were going to be eaten. You send me then by email, you see this one. My first question is this, I mean, imagine and ask the guys from, you know, you just had an interview with Financial Times. If we're doing now an aquarium that was a world aquarium, right? We had, like, a big fish called NextEra, and then, you know, a smaller one called Duke and another one called Southern, and then Iberdrola, you know, the four largest utilities in Europe. What this aquarium will look like in five years' time?
I mean, you know, if I ask you to draw the cartoon for the Financial Times this time, you know, how this aquarium would look like. I mean, my second story is also with a question is this, I mean, not many chairmen and CEOs can tell this story. I remember in 2007, I mean, for the younger people that are here, there was a hype on the market. You know, the bankers that some of them are here convinced you to sell Iberdrola Renovables. At that time, actually, you know, I remember when you came to my office, you know, the pitch was EUR 7. You end up,
The bankers end up selling for EUR 5.3, and at that time, there is a lot of analysis here. What was valued was the future pipeline. What you're going to build in 10 years' time, and then they would do a very nice DCF. And you did what I consider a class act. The music was that at that time, and you served very well as Iberdrola shareholders. You sold it for EUR 5.3, and then five years later, you bought it back for EUR 3 because the music was a different one. In this journey, you generated EUR 2 billion of capital gains, you know, for our shareholders. Thank you so much for that. My second question with the second story is this: what's next?
I mean, when I look, you know, of your businesses where I can see that you can generate significant value, and I. What's missing, really? I mean, I'm very excited about the business that you have in Australia. I think that you can build there, you know, an amazing business, you know, and to what extent that would pass also to have, you know, a listing there in Australia that allow you to grow faster. Of course, I'm very concerned, I mean, or expected, you know, on the US, on Avangrid, that is finally, you know, we shareholders are going to see value. Also, you know, I'm pressing Mark, you know, certain things. When I saw TotalEnergies, you know, certain having a great move in India and said, "You know, where is Iberdrola?
Why Iberdrola is not there?" I have, I mean, no doubts that you and TotalEnergies will be, if we include, you know, the fishes, you know, outside the. That you'll be the, the two European leaders in the in this journey. My question to you, I mean, not me, but you know, another guy in 10 years' time, you know, when he wants to tell the story, what will be the new Iberdrola Renovables that, you know, that you can cash for us, you know, EUR 2 billion of capital gains. The last, the last story, I mean, it's a, it's a. I was very happy when you answered the first question, you know, dividends, dividends. You remember this story.
Once I went to your office in Madrid, and for those that haven't been there, he has nice paintings on the wall. It was 2015, and at the end of the meeting, you kind of intimated, "Well, maybe the dividend." I remember I turned it back and you were like, you know, saying. I told, "Look, if you cut the dividend, I'm going to come back here, and I take that painting off the wall." I mean, I worked for Fidelity at that time. My compliance department didn't allow me to come to your office to take the painting, but you did cut, you know, the dividend in 2015 and then 2016. You know, why I'm telling this story is that, I mean.
Since then, it has been sacrosanct. Thank you so much, and I think a lot of these return comes from that discipline is that, I mean, someone was suggesting scrip and all that kind of crap. No, keep the share count flat. You know, as your CFO or your great CFO was saying, if there is something that creates value, we are here to give you money like we did, you know, in 2006, you know, when you bought ScottishPower, and even Energy East. You know, keep the share count flat. My question to you is that, is it possible? Because my mother is 92.
She's also a shareholder of Iberdrola, and she likes to keep, you know, your purchasing power, you know, to keep these growths at least with inflation and whatever inflation. Don't pay us more, you know, when you have a great year, but, you know, save for the worst years. If you can keep that discipline, I'm sure that, you know, on that acquisition and with the core, you know, you'll be one of the two left. Again, thank you so much. I mean, in everyone's name, including the Qataris, because they promise if Portugal goes to the World Cup final with Spain, we'll be there, the two of us. Only one will be happy, but the Qataris, certainly, you know, they thank you also for these amazing returns.
[audio distortion]
Thank you, Firmino. I'm very glad we know each other since so long a time. I think it is since 2001, when I joined the company as CEO of the company, and afterwards, as you mentioned, 2015, when I became chairman and CEO. How many things have already evolved in this period. I think I would like to mention to you before. I think you were the first one that 2015 or 2016 or 2014, around those years, when we were already the company with market capitalization 19 or 20 worldwide, and six or seven or whatever in Europe, and we were already in this, let's say, pond already with other fish.
You predict that we are going to become the largest of Europe, and we are going to become one of the largest worldwide. I thank you very much for that one, but I was not convinced that that can already happen, but that's already happened. I think we are today the largest European company, almost 50% more than the next second one. We are one of the four largest worldwide. The reason that one, apart of your conviction in that is like that, is because we have been very coherent with our strategy, very coherent with our delivery, and we never lie. If we have to say something, black is black. If we have to say sorry and wrong, we said we are wrong.
I think we've been very coherent, and I think that is what we are already trying to keep and maintain in our strategy, coherency. Now, it's easier now, as you mentioned before. Let's present a wonderful plan. No, we are presenting you a plan saying, "Now we would like to be the first priority is financial solidity." That means that we have potentially sacrifice another things. Potentially, the one can already run more than us on that one. Enron was doing that 22 years ago. It disappeared. Many of those who are in the pot has already in a different position because has not already had probably this already coherent and stable and predictable strategy across the time.
That is what our aim is to be able to give already those investors like your mother who you mentioned. Another one of that one, when we have our shareholders meeting in Bilbao, unfortunately now less with, because of the pandemic, with 3,000, 4,000 people attending, with most of them already pensioners. I would like that they smile. Smiling those one is because we are doing something because they are giving their money in our hands to providing something for their lives. I think that is our aim. I think to put in all our things this social part of our responsibility, including our shareholders as part of this social responsibility, because we talk social responsibility in many things. Shareholders has a social responsibility as well.
Why we are not in India? I knew India very well. I know India since the seventies. I built two factories of batteries in India, in Gujarat, in the 70s. I know India very well. I have very good friends in India. I think at the end, you have to look again alternatives. There are better places to put our money instead of India. It looks we see that Australia is offering better things for us than India or the United States or Germany. And not saying that India is going not to offer opportunities, but I think we have to make a choice on that one.
On that point, I think what is going to be if we make this spot in the future? Certainly we would like to be one of those. No doubt. I don't know how many, but we would like to remain in this spot. And we are doing our best for making that happen. That's clear. Okay? Okay, and thank you, Firmino, for your words. I think you are a good friend of the company. You've been always a good friend of myself as well. We have already an opportunity of sharing a good wine. I discovered a new Portuguese wine, which is the new grape, which is the. Let me. I have notes here. It's. I don't remember. Which is in the north part of Portugal, in Ribeira da Pena.
Which, we can already enjoy anytime. Thank you. Any more questions?
No more question. You can close this.
Thank you very much.
live event.
Thank you very much for attending this meeting. I hope that the plan is already. We are convinced about the good positive things of this plan. Now I'm sure that those ones to deliver, they will deliver, as has really delivered the previous one. Thank you very much to all of you. Thank you.
As you know, we have after the lunch some presentation regarding the, as I mentioned before, regarding the ESG topic. I invite you to go to the next room to enjoy a deserved lunch. Thank you.
Good afternoon, everybody. I hope you are enjoying this day full of positive perspectives. Now, we're going to start our first ESG day with the following sessions. First, our ESG Director, Roberto Fernández Albendea, will announce our new ESG objectives for 2025 and 2030. Our Head of Innovation and Sustainability, Agustín Delgado, will tell us about how we create value through sustainability. He will be followed by our Head of Human Resources and Corporate Security, José Ángel Marra, who will talk about how our people drive our success. Our Chief Compliance Officer, María Dolores Herrera Pereda, will share with you our solid compliance and corporate governance systems. Last but not least, our Global Cybersecurity Director, Rosa Kariger, will explain how the group faces this increasing risk by reinforcing procedures, systems, and resources.
After these five speeches, we will move on to the Q&A session, and we expect to finish our ESG day by 3:00 P.M. I really hope you find it as useful and entertaining as I do. Now, I pass the floor to my colleague, Roberto.
Good morning, everybody. It is a pleasure to be here back in London again after some years and to see so many familiar faces. We have this afternoon some very interesting presentations on ESG strategy of Iberdrola, and I will start with a brief introduction to frame all those contents by sharing you the principles that guide our actions, and we'll also provide an overall overview on the main targets for the next years. As the chairman stated this morning, ESG is fully embedded in our strategy and operations. Therefore, it is a lot about long-term planning and needs to be treated as such. Let's start by the beginning. ESG has been a foundation of our model well before the acronym of ESG became popular. Why can we state that?
Well, basically, because Iberdrola commitment with sustainable development, social dividend, share value, and the overall of our stakeholders is rooted in its bylaws and corporate policies since many years. As Dolores will explain later, those foundational documents propose an integrated approach that needs to take into account industrial, financial, and ESG factors for designing the corporate long-term strategy. In the following minutes, you will listen how we do that. The group activities generate enormous wealth, and some very easy macro figures prove it. Iberdrola impacts on GDP for an amount larger than EUR 33 billion annually. Our investments and operations generate more than 400,000 jobs worldwide, and we have a tax contribution of close to EUR 8 billion annually.
It is very important for me to recognize these contributions because they also define a company which is a socially efficient vehicle to create and distribute wealth among all the shareholders and stakeholders too. In addition to that, Iberdrola also generates value through the way we run our operations and through the commitment that we have with our stakeholders pursuing to maximize positive impacts while avoiding or mitigating negative ones. The ESG side of the business is structured and set taking into consideration three elements. All that we are presenting to you today is basically rooted in those three elements. First, I said before, the company positioning, which is set by the corporate purpose. We are here to provide healthy and accessible energy, which means sustainable, clean, green, and affordable electricity.
This proves to be a deep driving, genuine background to our operations. Secondly, we look to our stakeholders to know what their legitimate expectations are and to detect material topics based on potential positive or negative impacts. Of course, we are applying a double materiality approach to analyze mutual impacts from the company to the stakeholders and from the stakeholders to the company to assure that we are able to respond in time and appropriately. Finally, we close the loop by looking to the capital markets expectations, which we presume are summarized by the content of the requirements of the ESG rating and indexes, the large investors, institutional investors' voting policies, and institutional investors' alliances. We listen to you all, and from those learnings, we inform our actions and the targets that we are presenting here today.
As you know, the ESG universe is very wide, and especially for a company like Iberdrola, which we are, you know, worldwide operating in five main countries, three businesses, especially wide. Our approach needs to be comprehensive, but of course, then we need to take chances to make choices and to prioritize which aspects of the ESG we need to focus. The result of all that analysis, taking into consideration the three elements, it's the market, stakeholders, and our governance system. The result is summarized in this page and in the following three. Main areas of interest, as you may imagine, are decarbonization, water, circular economy, biodiversity, innovation, diversity and inclusion, health and safety, products and services, stakeholders' engagement, contribution to local communities, and respect of human rights. Of course, we have the governance side.
The interest in a robust corporate governance model is always present. It is very transversal for the company, and today, Dolores will speak about that. Our ESG+F financial strategy is of course of great interest for the financial community. But not only for you, the institutional investors and the fixed income market. It is also relevant for regulators and public institutions like the European Union, who are trying to find ways to facilitate the allocation of funds to those activities that contribute more to a sustainable world, to a change in the way we operate. Please let me remind you here that Iberdrola has been for six years in a row, the largest corporate private issuer of green bonds in the world, as Pepe said this morning. Now we have three pages with the charts, 40 targets.
I don't want to stop on every row this afternoon, but I will stop because mainly because many of those targets will be explained by the next speakers. Agustín will cover most of this slide. Those are environmental targets. Let me remark our net zero target for earlier than 2040, which drives also our targets on NOx decrease and water consumption decrease. We also have targets on customers. This morning, Mr. Armando Martínez, the new CEO, already explained targets on smart solutions and green hydrogen and energy storage. I would like to stress this is a very comprehensive, relevant, and ambitious set of targets that prove that Iberdrola is taking the transition to a more decarbonized economy while protecting biodiversity very seriously.
On the social chapter, José Ángel will get into details about relevant diversity, health and safety, and training targets. We also have plans to reinforce quality of service, as explained also by Mr. Martínez this morning. We are planning to improve quality of service around 10% in three years. You need to take into consideration that, today, historically, we have much better quality of service and distribution than our peers, and still we want it to improve. Also, we have relevant targets about the smart grids development, electric vehicle chargers, et cetera. The supply chain is a focus, an increasing focus of attention, you know that, for many reasons, but also because it is subject of future European and national regulations related to due diligence on human rights that aspire to cover not only the company, but the full value chain.
For those reasons, we put these two targets. First, a target of 80% of local suppliers, which is a historical commitment of the company with the local communities when we are operating. The second one, an 85% of sustainable procurement, procurers, suppliers in our value chain. Of course, we also committed to keeping a state-of-the-art human rights due diligence systems and stakeholder engagement processes and models. Let me remind you that this year we got the maximum score in Dow Jones Sustainability Index, 100 points for both, for stakeholders engagement and for human rights. We also ranked for two years, the only two years this index existed, in the ranking published by BHR on human rights in the renewable sector. Two years in a row leading that ranking.
Of course, on cybersecurity, Rosa will elaborate on how we continue to strengthen our training and internal control. Just to finalize on governance, we believe we have an already very advanced practice. The challenge here is basically to keep that already well-performing structure. You see that basically we're focusing on keeping a very strong board structure, both from the independence point of view, but also from the diversity angle. We're a company operating in many countries. We are looking for a diversity in nationalities, a diversity in skills and backgrounds, et cetera. On the financial side, we have been providing the market with a recurrent flow of sustainable instruments that we include in green loans, but also in loans, sustainable credit lines, and commercial paper. Our intention, as Mr.
Sainz said today is to continue issuing a majority of the new financial instruments under green and sustainable principles with at least an 80% of the total amount during the period. This works as an introduction. I'm happy to hand over to Agustín, who will get deeper into decarbonization.
Good afternoon, everybody. Thank you. Today, if I should resume my intervention here, will be our, about our logo. Our logo that means that we want to create sustainable and exponential growth, while getting greener and greener and be positive with nature. This is the meaning of our logo, and this is what I will try to explain today, to you. In Iberdrola we have vision, and this vision it is that, we want to contribute to create an energy system that is positive with nature and also aligned with the human being. We have been doing that for the last 20 years, but we acknowledge that there is a lot of way to do, in the future. There is like a triple environmental challenge today. Climate change. Today is the COP 27 in Egypt.
We are there, and we have been in leadership position in that for many years, but also the biodiversity crisis that is right in front of us, and we have to address it. Also the lack of resources or the need for resources for this energy transition. With this triple environmental challenge, we have also the opportunity to grow our business addressing them. For that, I'm glad, I'm proud to present three action plans addressing these challenges. That is the climate action plan, that is the biodiversity plan, and is the circular economy plan of the company with clear goals and objectives for 2030. All of them linked also to innovation that will help us to address all these challenge and to take the opportunity of this challenge.
In all, we want to be positive with nature and taking this opportunity forward. I will be explaining further these three plans. First one, the climate change plan. I want to talk about what we have already achieved. In 2010, we set up an objective for 2020. 150 CO2 grams per kWh. After 10 years, we achieve less than 100. We have a track record of delivering, and we have delivered that, taking actions in many ways. Managing portfolio, improving our renewables, using technology, and so forth. We have been able to decrease our global CO2 footprint while really growing our business. This is what we want to do in the next years.
We have set up, and it's been said today, that we want to have, before 2040, net zero for all scopes, including three. This target has been certified by Science Based Targets initiative, the roadmap to achieve that. Meanwhile, we want to be neutral in emissions for scope one and two. We have the aspiration of becoming neutral in scope one and two. We'll be doing that with our green procurement. We need to get involved our supply chain. We are going, as it has been said today, to deploy massively renewables in this period of time, 100% renewables only in 2030. 100% intelligent networks that will allow this transformation to happen and for sure.
Delivering to our customers green energy for all the energy needs that they have. All of this is going to be done in alliance with companies, associations, NGOs, with technology, and decarbonization. As I said, very important, this target has been verified by science-based targets. The second plan is about biodiversity. We want to become also leaders on the fight against the loss of biodiversity. We have two clear objectives ahead. The short- medium-term objective is 2025, no net deforestation. The 2030 objective is that thanks to Iberdrola, there will be more biodiversity in the world than less. How are we going to achieve that? We're going first to measure, because it's very difficult to measure how do you affect or impact biodiversity and how your actions will improve biodiversity.
We are already creating a framework, and we are very confident that we will be able to really measure what is our impact in biodiversity. Act, ensuring the application of conservation hierarchy from 2025, with all new developments having neutral or positive biodiversity impact and deployment nature-based solutions. Three programs, biodiversity projects, and alliances with NGOs to help us to achieve this goal. Last, transform and lead. The things that we are doing globally in alliance with our partners and with NGOs to really create the awareness and the concern about this big problem that we want to address. Third challenge, third plan is the circular economy plan. We are not a company that really produce equipment and products, but we have a supply chain that produce equipment and products for us.
We want to engage our supply chain to deliver these green products and green supplies to our projects. We have some examples of commitment in steel that we have already done, like the First Movers Coalition or the SteelZero from the Climate Group, and we will improve that along the years to achieve the goal. We are also going to reuse or recycle our blades and our PV modules because we believe, we strongly believe that this energy transition cannot happen if we don't recycle and reuse all the products that we are using for them. Then I don't know what's happening. Okay. Don't think so. No. Okay. I thought it was my cell phone. It's done. Now also with the customers.
Our customers need to reduce their global footprint, and we will help them through the use of more energy efficiency through electrification, transportation, heat, or green hydrogen. Three challenges, three plans, and three clear goals to achieve those plans. Now, how are we going to focus this opportunity, thanks to innovation? How are we going to deliver on this while creating value? This is the energy mix in the world today. Only 20% is being served with electricity. The rest is fossil fuels. According to International Energy Agency, there will be exponential growth for electricity in the coming years. We expect that around 2050, near 60% of electricity will be used in the world.
In the past, our company, a company like us, had a small set of assets and products. This is what it looks like for our company or a company like us in 2020. If we come to 2022, the range of products and assets that we have has increased enormously. We have seen that in the last 10 years, renewables became competitive, and in this decade there will be massive deployment. Now we are seeing the same trend in the demand-side technologies. Demand-side technologies are somehow lagging like 10 years compared to renewables, but they are in the same trend. They're following the same trend. We expect in this decade to have technological development of these demand-side technologies, while in 2030 become a massive deployment of them.
The picture for these new products and services for company like us in 2030 could look like this. This 20% of electricity that we are serving today to the world energy system, maybe it will be much higher, up to 60%, but more diverse with more opportunities and markets for companies like us in the future. We have the opportunity through the conversation to address this market. How do we do that in the company? We assess what are those opportunities with technology and market analysis, with our own models, with our business expertise, with the collaboration with our suppliers that provide us with the latest R&D programs, with university and research centers. Then we figure out what things could be done in the short, medium, and long term.
If needed, we do demonstration projects as we have done in Puertollano project in the hydrogen plant. If needed, we build and create new business units to address the challenge. It's a well-established process that keep us really informed and at the edge of what can be done, both in the technology side, but also in the business side. If we go to renewables, we have been talking about renewables and the opportunity that they will bring to us in the future. In the left-hand side, we can see that technology development renewable is not over, but the opposite.
We have more technology to be developed in the coming decade that will bring down the cost of the technology despite the inflation or the peaks in prices of raw materials that could happen and will increase the efficiency or the load factors of the different technologies. With this, we can be confident that post 2030 existing renewable technology and the one to come will become even cheaper and capacity additions will explode. The International Energy Agency and our own model shows that photovoltaics will more than triple, onshore wind more than double, offshore wind more than six times, and all in all, 50% of the world electricity consumption will come from renewables in eight years' time. This is worldwide, and this is quite impressive.
In some geographies like Spain, this figure will be close to 75%. There is no doubt that electricity will come from renewables in the coming years. This is no doubt about that. Besides, we have learned that renewables can be converted into electricity very easily, and this will be the key for electricity to be converted into the other forms of energy in the coming future. We have been talking about networks. It is true that this energy transition will need huge amount of investment in networks, right?
The point is that according to a study made by Cornell University, the impact on the bills of the consumers because of these huge investments will be, in terms of the energy they pay, around EUR 1-EUR 3 per MWh. Very limited and much less than the competitive advantage that the renewable technology has compared to the fossil fuels. This means that there's a big opportunity for companies like us to address the huge investments in networks while the impact on the electricity consumption because of the bills will be very limited. The technology that we will be implementing on this will be smart grids, high voltage direct current, high-voltage grounding, flexibility, resilience, adaptation to climate change and so forth.
There is huge amount of technology to be implemented in this new infrastructure that is needed, and as I said, it will have limited impact in the customers. Last, I would like to talk. We have been talking about generation networks, but one of the things that we have not done in the past as companies is to really address the demand and really to encourage the demand to use our energy product. Now I think we have the opportunity to really increase our market share on the different energy product our customers consumes, that the world consumes. Some of them, like industry, has been like far from our reach until today.
If we take a look to this market, it's 40% of the final energy demand and 28% of the global emission. Some people say it's very difficult to these are hard-to-abate sectors, and it's not true. Some of them are hard-to-abate sectors, but some of them are easy-to-abate sectors like paper and pulp, like food, like textile. Those uses, those industries uses low temperature heat, and now we are decarbonizing them using heat pumps and another processes. There is a low-hanging fruits that we can address right now. It's true that there are some hard-to-abate sectors, and for them, we think that we can use hydrogen. We have been talking about hydrogen today in the presentation.
First, may I refer to hydrogen as a material, a raw material that is being used today in the industry, 90 million tons, right? Current uses of hydrogen like ammonia, like methanol, like refinery, will bring us a lot of opportunities if we decarbonize them. Let's use hydrogen first to decarbonize the gray hydrogen. For every kilogram of hydrogen, we are producing 10 kilograms of CO2. Let's remove that, and this is a huge opportunity for the short to medium term. But then we have the long term, and the long term could be using this molecule combined with some others for the maritime transportation, for the air transportation, or for high temperature industries. We will see them later on.
What I don't think we'll be using hydrogen for, it is for those uses which can be easily electrified. I'm showing here two of them. First is passenger vehicles. If we go through the electricity route, the efficiency from the kWh that we produce in a PV panel or in an offshore wind farm, it's 70% that is converted into actual kilometers run by an electric vehicle. If we use the hydrogen route, we have to produce the hydrogen, we have to compress it, we have to use it in the fuel cell, then it goes only to 25%. Looking at the physics, I strongly believe that light-duty vehicles will be electric because of that. For domestic heating, even the story is even clear.
If we use a heat pump, thanks to the heat that they can extract from the outside, we can get efficiencies of 360%. While if we go through the hydrogen route and using hydrogen in our boilers, then we are having only 48%. It is like more than seven times less if we use hydrogen. I'm really confident that hydrogen is not going to be used for those uses that can be easily electrified. It's true that there will be some uses that can benefit from the hydrogen technology. Steel is an industry that consumes huge amounts of energy, and it's needed for this energy transition and for the world. We have seen that there are many technological routes that can decarbonize steel. First is direct reduction of iron using hydrogen.
We have seen also companies that uses direct electrolysis, like the one we are using with alumina. We are seeing even companies that are proposing some other innovations like low temperature iron reduction through the solid state of iron. The world is focused on decarbonization and many technologies in many places are progressing forward to reduce their carbon footprint. For sure, the increase on recycling rate that also consumes a lot of electricity. With all this, we can expect that in a year's time, like 300 TW, more than 300 TW per year, will be used for steel. From that time, the exponential growth will give us like 2,400 TW per year.
It's a huge opportunity for us, and we are setting the foundation for this. For the ammonia, same story. We have the technology, we have presented that already, to produce ammonia with hydrogen. There is also the new uses for hydrogen and ammonia, in as an energy carrier, liquid energy carrier. You see the graph, in 2030, we will still start having small amount of green ammonia for fertilizers and so on, but probably the growth will be exponential if the shipping industry adopt ammonia as the fuel for the industry. What are we doing? We are setting the foundations. We are starting getting our hands on these technologies so we learn and create a pipeline and a technology awareness in our company to address.
We have our first, the biggest, as it's been said, hydrogen, green hydrogen plant in Spain. We have our project for green methanol that we hope to have in place in two years' time, and we are exploring opportunities on green ammonia and green steel already. Second sector, transportation. We have been covering industry, transportation. Transportation is a sector that only 1% uses electricity. The rest is fossil fuels. The point it is that the battery innovations will decrease the cost of batteries enormously.
I know that today the cost of battery has increased slightly in the last year, but the technology trends is telling us that there is a threshold of $100 per kWh of battery that will be reached around 2025, 2026 that will give us a total cost of operation of electric vehicle cheaper than internal combustion engine. At that moment, the adoption of electric vehicle will increase dramatically, and we expect in Europe that before 2030, it will be cheaper to buy an electric vehicle than to buy an internal combustion engine. After that, the exponential growth for electric vehicle will be a must.
We can expect to have in 2030, like, 170 million or 200 million electric vehicles, and from that exponential growth of this sector. The charging problem we are solving, we are installing today 350 kW chargers that charge your electric vehicle 400 kilometers of autonomy in the time of a coffee. The range is also, and the models is expanding very much. We have one certainty in these times, and it's that the electric vehicle will be the preferred mean of transportation in the coming years. It is already happening. This is Norway.
Norway, electric vehicles are cheaper than internal combustion engines, thanks to the subsidies and grants, and you can see that close to 80% of the sales year to date were electric vehicles. People buy them because they are cheaper to use. Oslo will become the first capital city in 2023 to have all electric public transportation. Iberdrola is already serving more than 300 buses in Spain, electricity for the movement. We have already set up a business unit to address all this opportunity, both residential, business, and for sure with public charging. Lastly, residential. The third sector, residential, is a sector that I strongly believe that will change dramatically also with the years. Thanks to the technology of the heat pumps.
You've heard about heat pumps for many years, but now the technology is really expanding with better refrigerants, economies of scale, thermal storage, to make a better use of the space in the buildings, and efficiency from 300 to 500. The other day, I was in a meeting with Daikin, one of the heat pump suppliers in the world. They say that they were going to expand the capacity in Europe 3 x The bad news is that this is not enough for the capacity that is going to be needed in Europe to change all our system.
The point it is that they are so efficient that, with small increases in energy consumption, we decrease dramatically the use of fossil fuels to heat our homes. This is already happening. You may say, "No, but it's not possible in places and geographies where it's too cold." In Sweden, half of the residential heat is being provided by electricity. This heat is also being served by electricity also on biomass. If it can be done in Sweden, it can be done in U.K., it can be done in the northeast of the U.S. and in other cold places and for sure in places with milder climates. We have created also the Smart Clima unit, and we are also creating business for district heating.
We have been covering the three sectors and how opportunities through technology will come to our company. We also have, as I said, three plans. The climate change plan, the biodiversity plan, and the circular economy plan. In the biodiversity plan, we want to address the challenge of having or being positive in nature, also with a business perspective. If we look at the market of voluntary credits, we see that this market is going to grow from EUR 1 billion to EUR 10 billion to EUR 50 billion, depending on the source. It's becoming also a business to create carbon credits to serve the demand that is expected in the coming years. Do that with nature-based solutions that will help to address the biodiversity crisis. Right?
We have reforestation, conservation technologies, and blue carbon technology, and land biochar, and other technologies. What we are going to do is we are going to try to create a business we have called it Carbon and Nature, with ever-expanding targets that we have not presented today, but hopefully in the future, to capture 61 million tons of CO2, 130 million trees planted and 100,000 hectares reforested. Doing it with a business perspective and trying to create a business out of that, as others are doing. The last, the recycling business.
We need to recycle, and as I said, we have set up our goal to recycle 100% of our blades and 100% of our modules, and we are going to do also with a business perspective. There is a trend in which the volume of wind turbine blades will reach the end of their useful life, will increase rapidly, and we need to bring an answer from the business perspective. We have created a company called EnergyLOOP, that is creating the technology and the assets that will be able to address this challenge and to recycle the blades that will be disposed of in Spain.
We have previous experience, as I said before, in as in many other technologies with some R&D projects, and now we are in the position of setting up this kind of business. As a summary, addressing the triple environmental challenge is crucial and at the same time, a very big opportunity for value creation. These massive opportunities ahead to decarbonize the economy are based on new technology development. Also, and this is very important, on technology that exists today, so we can capture this low-hanging fruit. Iberdrola is early positioned to create value in the transition to this sustainable economy. Thank you very much.
Well, good afternoon, everybody, and thank you for being here this afternoon. Well, as the chairman commented this morning, our ESG factors are fully integrating our strategy and operations. With regard to the S, he mentioned several things. He mentioned the jobs and economic activities, the diversity and inclusion, training, and communities. I'm going to talk about this, about our people. The people that are going to make possible the execution of this plan. Let me start by sharing some very general ideas, okay? The first is that in an environment that is much more competitive than it used to be just a couple of years ago, we are managing the life cycle for our professionals based on three fundamental principles. The first is that the employment we generate must be sustainable and fair. The second is that it has to be based on equal opportunities.
At the end, our challenge is that our employees find Iberdrola a place to develop their skills and also their professional aspirations in a healthy environment and align with a life model. This is what I'm going to dedicate the next few minutes to explain each of them. Remember, just to remind you, the three things: employment, equal opportunities, and the challenge to incorporate the right people in our organization. Okay. Regarding employment, that is the first point. Iberdrola is an important driver of job creation. We maintain a hiring rate of between 4,000 and 5,000 employees per year since 2015, with high value added jobs. Nearly 100% of this employment is permanent.
At the same time also indirectly, we are creating employments in the communities in which we operate, thanks to the large number of suppliers and of goods and services that work with our company. The employment we offer is of high quality with competitive remunerations, where the minimum entry wage is, without exceptions, always higher than the minimum wage in all countries in which we operate. With social benefits and welfare programs, like for example, the pension plans or the medical insurance, and with many flexible programs, some of them we launched in 2010, this is not new for us, that allow us to reconcile professional and family life. The second point is that this employment is fair, this fair and quality employment is complemented by equal opportunities without distinction of any kind.
Iberdrola's main human resources policy is the diversity, equality, and inclusion policy, which is part of the company's culture and on which the training and assessment of our leaders and the developing of internal talent is focused. We are a diversified company in the broad sense of the word. With employees of 79 nationalities and four generations working together on a daily basis, and we pay special attention to main thing, to three main things. The first is gender diversity. With a 20% increase of women in strategic positions and 47% in position of responsibility in the last five years.
Our goal is that 30% of the management positions and 35% of the positions of responsibility at Iberdrola will be held by women by 2025, reaching 35% and 36% respectively by 2030, as you can see on the screen. The second is equality, understood as equal pay and equal opportunities. We want to go much farther than the legal requirements, and by 2025, our goal is that 100% of Iberdrola's employees will be under an equal salary and gender-neutral certification. The third point is inclusion. With numerous initiatives on different fronts, such as the promotion of equality and inclusion through sports, the participation from employees in volunteering practices, and inclusive practice for employees and suppliers with a sharp increase in the hiring of people with disabilities.
That is reflected in some of the numbers and the figures that you can see in the slides. In this chapter of inclusion, let me highlight the School of Electricians for Women in Brazil, which has been recognized by the United Nations as a model of women's empowerment. Finally, the third point is a place to work. I mean, we need to generate a place to work. With this human capital management model of sustainability, quality, fairness, and warranty of equal opportunities and inclusion that I have just shared with you, we have to face the important challenge of our sector, like generational changes or increasing competition for talent. The only way to go with this is to attract the best talent, and obviously to retain it.
To do this, we have to ensure that our employees find in Iberdrola a suitable place to develop their skills and professional aspirations. This is exactly what we are dedicating all of our efforts to. The first point of this process is to generate employability. That is, for Iberdrola to be considered the first, or at least one of the first options, among the most talented professionals. To this we are present in all the stages prior to the professional life of young professionals. Through the youth plan that I mentioned here in the slides, we have access to more than 9,000 students in schools. More than 900 young people participate annually in internship programs which allow us to meet and follow the best professionals.
We have activities with more than 15,000 students per year in university training, and agreements with some of the best universities in the world. Some of them you can see here, MIT, Strathclyde, and Imperial College London, or Yale, for example. We have an international graduate program in place through which we hire between 150 to 200 people, university students per year, with plans and specific trainings, and who will work for the first year, few years, in different companies of the group in an international level. Finally, we have awarded a total of 1,000 scholarships in recent years to receive post-university training in different fields, and most of these professionals will eventually join Iberdrola. Once we attract them, these highest potential professional, we focus our efforts in retain them. We have three main drivers for this.
The first is training, obviously. We will dedicate more than 50 hours of training per employee per year with innovative methodologies and a framework aligned with current and future business needs. This places us among the companies with the highest level of training in Europe, being almost 5 x above the average. The second is talent management. One of the fundamental tasks of the management team is to identify the group of the greatest talent and potential in order to accelerate their development and ensure successions at all relevant positions of the company. The third is rotation and international mobility. Our geographical expansion, you know, requires a global platform of capabilities and resources. Just in 2021, we implement more than 300 international movements among our employees as a tool to generate international careers.
These measures around the three points of our model have allowed us to have a company of qualified, trained, and committed professionals that declare in an international survey we launch every year. Among other things, they declare that they trust the company and its strategy, they feel part of this strategy, and they have the necessary resources to develop their work. This is a very relevant survey because, as you can see here in this slide, 80% of our employees participate every year in the survey. These ratios are well above those of our other European utilities, and at levels more similar to those of technology and high-performance company. For 90% of our Iberdrola's employees, safety has to be a priority. As my last point, let me comment about safety.
This is also a priority for Iberdrola, having a safety policy with strategic plans, objectives, and cooperation with suppliers, customers, and administrations. Safety has been one of the top three priority issues in the group's materiality study for years, and we have set ourselves several objectives for the coming years, affecting both our own personnel and that of our suppliers. The most important of these objectives is the TRIR. The TRIR is an accident rate that measures accidents, that's for number of working hours, of our personnel. We want to reduce this rate, as we commented this morning, by 10% in 2025 compared to 2021, and by 21% by 2030, also compared to 2021. At the end of the day, as a summary, our ambition is to become rated as the best company in occupational health and safety in the sector.
Before finalizing my presentation, let me share with you a couple of real cases and result of this human resources policy. The first refers to Brazil, where we have incorporated almost 4,000 employees in the last two years in geographical areas where we generate quality employment and with a clear focus on training and expertise. In an exclusive way that has deserved the recognition, as I mentioned before, of the United Nations as a model of women's empowerment. The second refers to offshore. Offshore for sure is one of the most competitive areas in our industry.
Offshore is where we have the most diversified team with 30 different nationalities in a group of slightly more than just 800 employees. Even in this difficult environment, we are able to maintain the attrition in very reasonable levels of around 6%, and we have been able to attract more than 700 new employees in the last 12 months that we need for our growth. Let me finalize with a summary of how we are addressing the new industry challenges with the framework of our human resources policy I have been sharing with you. We are in a sector that will require a significant generational change in the coming years, to which we are responding with organized and detailed succession plan in which managers are fully involved.
It is a sector in which, although is not very high, turnover has increased significantly, very significantly in the last couple of years. We are responding to this by strengthening our attractiveness and our recruitment capacity with an attractive value proposition in terms of salary and careers. In an environment of electrification of the economy and digital transformation, the skills are also evolving rapidly, to which we are responding by intensified training, reskilling, and cooperating with leading universities in our field. Finally, the international expansion of the group requires enhancing internal talent and international mobility of all our employees. Thank you very much for your attention.
Good afternoon, everyone. In my presentation today, I'm going to describe the main aspects and elements of both Iberdrola's governance and sustainability system and the compliance system, which is fully integrated in the former. We'll start with Iberdrola's governance model that we could define as how the companies of the group are structured and how the governing and decision-making processes are designed and defined within the group. First of all, in this first slide, I would like to highlight some of the most relevant milestones in the history of Iberdrola's governance and sustainability model. Some of them have been already referred to in previous presentations. Just summarizing, the first relevant milestone in 2002, the board of directors of Iberdrola approved the first code of conduct that is now called Code of Ethics.
In 2004, it issued the first sustainability report. In 2007, first corporate policies were approved by the board. Some of them from the very beginning focused on ESG matters such as equality, climate, and sustainability. In 2009, the decentralization of the governance model was implemented, and we will go back to this matter in the next slide. In 2010, Iberdrola became the first IBEX 35 company having a Sustainable Development Committee. In 2016, a recognition of the SDGs was made in the governance system of the group. In 2017, the concept of social dividend already mentioned was included in the bylaws.
In 2019, the concept of corporate purpose was integrated in the governance model, and in 2020, the governance and sustainability model was reformulated around the ESG principles. As you can see, Iberdrola's governance and sustainability model has evolved and improved along the years to fit strategic requirements and context, transparency requirements and applicable law, and is at the forefront of the best international practices. This governance model has received a lot of awards and recognitions. You can see them in exhibits one and two of this presentation. All of them evidence that Iberdrola has a leadership position when talking about corporate governance. In this next slide, I will describe how Iberdrola's governance model looks like.
This model is efficiently organized and coordinated, seeking a balance between decentralized management and the exploitation and taking advantage of synergies, of course. In this model, management and decision-making power are never centralized in a single management body, but is centralized and shared by the components of the group as follows. On one side, Iberdrola, S.A., as holding company, is responsible for the overall strategy of the group, corporate policies, general guidelines, governance, and supervision, and is not involved in business operations. Below it is sub-holding companies located in the countries in which the group operates, are responsible for supervising and coordinating the implementation of the strategy in each country. We have the specific case of the listed sub-holding companies in Brazil and the US, which operate under a strengthened autonomy regime.
Below them, the head of business subsidiaries that are responsible for implementing the business strategy and run daily operations and effective management of those businesses. Sub-holding companies and head of business subsidiaries operate independently with full respect to their respective corporate autonomy. You can find also a chart with the structure of the group in exhibit three of this presentation. Now we will go through the governing bodies of the companies of the group, and we will start by Iberdrola, S.A. As main features of Iberdrola's board, and many of them has been already mentioned, as I said before, but I would like to point out the following. There's a separation between Executive Chair and CEO roles.
We have 71% of independent directors, a percentage that goes up to 79% if we add to these strictly independent directors as per Spanish-listed companies' regulation. As I say, if we add the other external, the so-called other external directors that are also non-executive directors, non-related directly to the companies or the management of the company. Independent are, of course, the two vice chairmen and the leading independent directors are all of them independent. There is 43% of gender diversity, thus, six out of the 14 members of the board are women. It is subject to continuous training and refreshing and has all the core skills represented, industry management, accounting, legal, financial expertise. The board, the committees, and the structure of the group, the corporate structure, are externally evaluated by independent consultants.
Only independent directors are present in the consultative committees, which, you know, the four consultative committees are remunerations, appointments, Audit and Risk, and Sustainable Development, and all of them are chaired by independent members. All these advisory committees play a fundamental role, going beyond legal requirements and ensure a system of checks and balances with the board that avoid the accumulation of powers. Now some details about the governing bodies of the subholding companies. All of them have a board with independent directors and an audit and compliance committee. These two functions, internal audit and compliance, are independent divisions reporting and bound to the audit and compliance committee. We have the specific case of the two listed sub-subholdings in Brazil and the US, which enjoy a special framework with strengthened autonomy to protect minority shareholders.
These listed subholdings have a board with a high rate of independent directors above their respective national legal requirements, have their own governance and sustainability system consistent with Iberdrola's one, and have a special committee with no proprietary directors to consider and approve, if that's the case, any related party transaction with Iberdrola. Now let's move to Iberdrola's compliance system which, as I mentioned before, is fully integrated in its governance and sustainability system. Compliance is in Iberdrola an independent function reporting directly to one of the committees of the board, in this case, the Sustainable Development Committee. Its main objectives are to promote that the company and its professionals act in accordance with applicable law and ethical principles, and spread out the ethical culture throughout the organization, and to prevent and mitigate the risk of improper or irregular behaviors of any kind.
When we talk about how we operate Iberdrola's compliance system, we have to mention on one side the compliance unit at Iberdrola S.A. level. The unit was incorporated by the board of directors and is a permanent internal body bound on reporting to the Sustainable Development Committee of the board. It is independent from any other department's function or manager of the company and has sole responsibility in compliance matters with its own staff and budget. You can see some figures, global figures, below in the slide. On the other side, the compliance divisions in each subholding company and each head of business subsidiary. These compliance divisions are bound and report to the Audit and Compliance Committee, if it exists in the relevant subsidiary. If not, otherwise, to the board of directors.
They are independent as a compliance unit, have their own staff and budget, and assume all responsibility in compliance matters. The relationships among them and with the compliance unit are regulated in the coordination and information protocols. Now we go through a compliance direct responsibility, which scope is defined by the board of directors. We could classify these responsibilities in four categories. First, everything related to the code of ethics and its content, which includes some examples, conflict of interests, privacy, gifts, hospitalities, labor issues. The crime prevention programs that are implemented in each company and whose main purposes are to reinforce the commitment to fight against fraud, corruption, and any other crime, and to set up the accurate controls to evidence that all necessary measures to prevent crime risk have been adopted by the companies.
Third, the market abuse regulations and requirements. In the last decision, separation of regulated and non-regulated activities' legal requirements. These are the direct responsibilities of the compliance function. Once these responsibilities, tasks are defined, it is necessary to explain which are the elements of the compliance system. That is to say, what do we actually do in compliance daily? In the following slide, we will talk about these elements and the first task that compliance has to face. It is risk assessment and elaboration of the risks maps. Corporate and business managers are involved in this process, working together with compliance. There is a common methodology and risk categories for all the companies of the group, so the information reflected in the risk maps is consistent throughout the group.
Compliance elaborate the risk map in each entity with the aim of identifying the areas or departments subject to each compliance risk. Here you have a breakdown of the most relevant categories of compliance risks. Examples, fraud and corruption, international sanctions, competition, market abuse in the capital markets, labor matters, intellectual property, et cetera. Once we have the compliance risk map, second task is to manage those identified risks and approve the necessary internal regulation to mitigate and prevent them. You can see in this slide the main compliance regulations separated in two levels, those approved by the board of directors, by the code of ethics, crime prevention policy or anti-corruption, anti-fraud policy among others, and the regulations approved either by the compliance unit at Iberdrola, S.A. level or by the relevant compliance division in the rest of the companies.
Essentially, these regulations are related to third-party risks, sponsorship, donations, corporate transactions, the investments and divestments, competitions, competition and gifts and hospitalities are the most relevant ones. All these internal regulations establish the accurate processes, tools and controls with the aim of mitigating and preventing any and all compliance risks. What leads us to the question, which are these processes? And what does our activity in compliance consist of actually? In this respect, we distinguish here two different levels. First of all, the third-party risk assessment. Compliance evaluates and assesses fraud, corruption, and any other compliance risk of all suppliers and debtors. You can see in the slide some data about the third parties daily monitored in compliance databases and the specific due diligence work compliance has carried out in this 2021.
Compliance also assess the eventual compliance risks associated to investment and divesting projects, including corporate transactions. We also collaborate with the purchasing department to improve the sustainability and the compliance systems of Iberdrola's main suppliers. Finally, we have implemented strengthened and much more strict controls in the case of relationships with what we call restricted companies. Oh, sorry, restricted countries. That are the countries we consider with higher than normal risk level from a compliance perspective. Secondly, compliance also manage risks related to professionals of the companies of the group. We carry out background checks of the management team. We analyze eventual conflict of interest. In fact, the management team of Iberdrola signs an annual declaration of this respect, and we supervise gifts and hospitalities.
Now we move on to the next element of the compliance system, that is training and communication. These activities are essential pillars of the compliance system, as both make professional aware of the internal regulations they are subject to, and also guide them on how to behave on the principles they have to follow in their day-to-day work and professional activity. In this slide, you can see the most important metrics related to training initiatives in all the companies of the group with regards compliance. As an example, an average of almost two hours of training in compliance per employee and more than 72,000 hours of training in 2021. Finally, last but not least element of the compliance system, that is monitoring and review of the system. How do we monitor the system?
For this purpose, we have implemented more than 16 years ago, whistleblowing channels. As of today, ethical mailboxes are available for professionals, suppliers and shareholders. Needless to say that the communications can be anonymous, and that all information received through them is treated as strictly confidential. The companies of the group and the management have an express undertaking not to engage in any direct or indirect retaliation against whistleblowers. You can see in this slide some metrics about the communications received by the companies of the group in 2021, including within the concept of communications, both claims and consultations. Of course, besides the ethical mailboxes, the compliance system of Iberdrola and the subordinate companies are both internally by the internal audit division and externally by consultants and compliance experts audited every year.
In addition to that, the compliance system of Iberdrola and the subordinate companies have been granted the most relevant certifications, recognitions, and awards, as you can see in exhibit four of this presentation. We will go through it right now. Just one second. The previous exhibits, the structural chart and recognition and awards. As an example, I want to underline that Iberdrola has been included in the world's most ethical companies list issued by Ethisphere Institute during the last nine years, and is the only Spanish company in that list. Has also been awarded the compliance with the verification and has been the IBEX 35 highest rated company in the index of corporate transparency and integrity, compliance and human rights.
Issued by Transparency International, among other recognitions. All these certifications and prizes bring light to the facts that Iberdrola's compliance system is robust and effective, and that Iberdrola is at the forefront of compliance highest international standards. To finalize my presentation, I just would like to point out that a compliance system transparency report related to 2021 has been recently, and for the first time, approved by the compliance unit of Iberdrola, S.A. You can find it uploaded in Iberdrola's website, and it contains further information and metrics about the compliance function of Iberdrola and the companies of its group and their activities. It's all of my part, and thank you very much for your attention.
Good afternoon, everyone. We have now left the scary part for the last presentation.
We're talking about cybersecurity and why are we talking about cybersecurity as one of the key topics in ESG? It's because if we really want to face the challenges of the energy transition, as we have seen across the presentations today, we need more technology. We need to be more digital, have smarter grids. Cybersecurity, in this context, could be a blocker if the society contemplates as a risk that is not affordable. The good news is that we can do it right. We really have a responsibility of addressing cybersecurity in this new innovation now that we are setting the foundations for the future energy model, in this net zero goals.
My presentation today will be about how we at Iberdrola are addressing this challenge to ensure that we are doing things right, with right cybersecurity approach within this accelerated digitization and innovation that we need. Of course, our goal is to ensure that in this increasingly complex technological ecosystem and threat landscape, we keep protecting our critical infrastructures, our business and customer data, and of course, the provision of an essential service to society, as well as the group's reputation. We are seeing every day in the press how cyberattacks are compromising all kinds of sectors, all kinds of companies, large and small, public and private, and increasingly with ransomware or wiper-type attacks that are showing how cybersecurity is more than just about protecting data and information. The continuity of our business operations could be at stake.
To our own evolving technological environment and attack surface, we have to add the growing number of cyberattacks that are being conducted through our supply chain. Understanding all the interdependencies with third parties and the broader ecosystem, is a growing challenge. In this sense, having sound cybersecurity standards supported by sound regulations and ideally certifications, is a key lever. But unfortunately, these kinds of regulations are still largely under development. As a multinational company operating in several countries and regions with diverse and, unfortunately, heterogeneous regulations or regulatory approaches even, makes it complicated for us to be able to deploy global standards, global rules that for us are paramount to ensure protection of the group as a whole, take into consideration the high interconnectivity of our networks and systems.
At Iberdrola, we are very conscious of all these challenges, all these important issues we have to address to support our businesses in achieving the goals. Already in 2015, our board of directors approved the cybersecurity risk policy, pledging to promote a strong cybersecurity culture throughout the entire group, assigning clear roles and responsibilities to prevent, protect, and respond to cyberattacks or cybersecurity threats. Recognizing that one single organization cannot face this complex challenge alone, Iberdrola has established a global cybersecurity strategy based on embedding cybersecurity into all business decision-making processes and in daily operations. Let me give you an example. Now, Armando was this morning commenting on the storms and how our teams could ensure resilience even in these situations.
Over the past 100 years, our engineers, our business experts, have been perfecting this business continuity and resilience mechanism. In face of physical attacks, of natural events. Now that the new digital technologies are bringing new cybersecurity threats, do we really want to have separate teams, IT experts, cyber experts, defining resilience mechanism, defining business continuity from scratch? It is our same business experts, the ones that have been 100 years designing resilience, who have now to consider this new digital threat, this new cyber risk scenario within their existing plans to continue ensuring the protection of our most critical assets and goals. Therefore, our strategy is formed by 6 pillars, being the one governance that I will address now across my presentation.
From a governance perspective, Iberdrola adopts a three lines of defense model to assign clear roles and responsibilities for cyber risk management, ensuring a coordinated approach as well as an appropriate segregation of duties. As we commented, the first line of defense, which are the risk owners, our businesses, our corporate functions, the ones that are doing innovation, that are operational technology, are the ones that are responsible for understanding the risk and implemented the right cybersecurity controls in their operations. In the second line of defense, corporate cybersecurity, as an independent organization, establishes the rules, the governance models, assigns responsibilities, and provides the necessary coordination and oversight mechanism to facilitate an adequate understanding and treatment of the cybersecurity risk across the group. Our role is also to act as a single point of contact to exchange threat intelligence and to coordinate key vulnerabilities, threats, and incidents group-wide.
A global cybersecurity committee where all these professionals are represented from the businesses, from corporate security, but also other relevant functions like legal or data protection officer ensures for coordination, group-wide. The third line of defense, always internal audit, assesses the effectiveness of our control model and also conducts independent reviews based on risk. Of course, we're also subject to different external audits and have to demonstrate compliance with external regulations. In addition to this, I will comment it further, we also have our own extended assurance system. The CISO, in my case, in the global for DSA, it's me, we report periodically to the Audit and Risk Supervision Committee of the Board of Directors, and we have the same model in each of the sub-holdings.
To deploy this model, business information security officers, or BISOs, have been nominated within each business and corporate area. They are responsible for ensuring that within their business, the risk are properly understood, that there is a plan, and that the plan is properly funded, and prioritized based on risk. Two to three year cybersecurity master plans are defined in each business to continuously enhance our cybersecurity capabilities, which are reviewed annually or upon any major incident or risk to adapt to the ever-evolving risk and threat landscape. The BISOs report periodically to their senior management committees about any relevant cybersecurity risk and the progress and effectiveness of their plans. Of course, to get the right support, the right leadership support and resources to, do these plans, execute these plans, no?
In addition to this, a global cybersecurity office provides technical guidance, overall monitoring of these plans, and of course, also ensures coordination and looks for efficiencies. Over the past three years, we have duplicated the overall cybersecurity budget and FTE dedicated to cyber. This is just what we are able to quantify. More and more, we are not able to clearly separate the cost for cybersecurity as it starts to be more and more embedded into operations, no? It's like it was before with the cars. Before the cars had any security, we could quantify how much would it cost to implement an airbag or a seatbelt, no? Nowadays, security is just part of the price of the car, no?
More and more we need to get as a society to these situations. What we can clearly separate is investment in specific cybersecurity detection and response capabilities, as well as an improvement of our overall incident coordination mechanism and global threat intelligence sharing. We have a global CSIRT, a global incident response team that is part of the Forum of Incident Response and Security Teams, the FIRST international, which we are currently evolving into a new cyber fusion center that will integrate monitoring and response both in the IT and industrial environments globally. We also continue investing largely in acquiring the right cybersecurity knowledge and skills across our entire workforce and have multiplied by time the annual hours of cybersecurity training across the group to minimize our human attack surface.
This is not including all the awareness efforts we do. It's training. Because it is essential to promote a strong cybersecurity culture across the group and to ensure that all employees at all levels of the organization have the adequate training and knowledge to minimize exposure to cyber risk, but also proper understanding of the risk they're facing, of the internal rules, and of the tools that are available for them to allow for proper protection. Our cybersecurity training program covers all the workforce, from the board of directors to senior manager, down to the last employee, and includes annual training initiatives, monthly simulated phishing campaigns, ad hoc training for technical groups, and also ad hoc training for those collectives with a specific risk.
We also conduct reinforced assurance beyond our compliance obligations because we know that despite all our efforts in implementing security by design, there will always be weaknesses that can be exploited to attack our company. Therefore, in order to anticipate our attackers, we have implemented a comprehensive assurance program to continuously challenge our cybersecurity control and detect and remediate weaknesses in our defenses before the attackers do. These assurance initiatives are not just questionnaire-based assessments of the maturity of our capabilities. Proactive threat and vulnerability detection programs are also in place, including scheduled and regular vulnerability scanning activities, ad hoc security reviews like pen testing, code scanning, red team exercises, critical system audits, et cetera, allowing potential risk to be anticipated.
This assurance program, as I said, complements all the external compliance obligations that the group has in the various countries in which it operates and also the correspondent external audits and verifications. Finally, our last but not least pillar is collaboration. Collaboration is a strategic pillar because, as we commented, inside our company, internal collaboration between the business leaders, IT, cybersecurity is paramount between the group and all the sub-holdings, but also external collaboration. We have intensive collaborations in all countries where we operate with law enforcement, government agencies and regulators, but also with our product and service providers, other companies and industry experts with whom we are exchanging valuable threat information, best practices, and also starting ways for mutual aid in case of major incidents.
Because we need to continuously reinforce and improve not only our own cybersecurity capabilities, but also we have to contribute to enhancing the cyber resilience of the ecosystem as a whole. Because only by joining efforts we will be able to face the cybersecurity challenges introduced by the increasing digitization and hyperconnectivity that is required to enable the digital transformation that will lead us to the path to net zero. Thank you very much.
Thank you. Thanks for the presentations. Now we go through the Q&A. If there's any question in the room? Thank you. Can you please introduce yourself? Yeah, please go ahead. You have a microphone.
Hello, it's Mark Freshney from Credit Suisse. Just on the topic of cybersecurity, I mean, I'm guessing that you must have hundreds of different IT systems across Neoenergia, Avangrid. You've then got separate IT systems which run some of the grids. I mean, presumably there have been cyber breaches of those, and can you talk through how they were dealt with to the extent that you can? I guess that some will be non-public. Can you also talk about classification? Because as I understand it, you know, within companies, even the boards of directors often don't have the classification to know about some of the items, for example, relating to smart meters, for instance. Can you talk about, you know, some of the stuff surrounding that? Thank you.
Yes. Okay, we have, and we will have, security breaches. The important thing for us is the ability, first of all, to detect them quickly, and secondly to prevent them to have any impact on operations. What I can confirm is that so far we have had no incident that has had any impact on our industrial operations in none of the countries where we are present.
Yes, please go ahead.
My name is Chris Moore. I work for Carbon Tracker. If we can focus on the E of the ESG for this afternoon. I think you mentioned a couple of times, your intention to get scope one and two emissions to zero by 2030 and scope three by 2040. Can I just get some detail perhaps behind those headlines, with three questions? One was, presumably you're talking about carbon intensity, so grams of CO2 per kWH rather than absolute zero emissions, by those dates for scope one and two. The second question was sort of related to Mark's question. You're in different geographies, different regulations, different governments, different conditions, different business mixes. Could you maybe talk about how those targets map onto your different geographies in Brazil, U.S., U.K., Spain?
Because presumably, what works in some of those geographies won't work in others, and some will be ahead and some will be behind. Maybe give us a bit of flavor behind the group headlines. The last question was, you haven't talked about it, but I just wonder whether there are any incentives or remuneration for senior management in terms of getting your carbon emissions down quicker. Thank you.
Yeah, I think that question is for Agustín. The first and the last of your three questions. Yes, we do. On the long-term incentive plan, the CO2 specific emissions intensity is one of the KPIs. This long-term incentive plan is going to finalize at the end of this year. Presumably the next one we will include somehow. It has been there for six years, the minimum. Agustín, on the details of the plan.
Yes. Okay. Thank you. Regarding your first.
Quick.
Yes. Sorry. Yes, regarding your first question, well, our main goal is to be net zero for 2040 in all three scopes. We have this midterm objective of, for those emissions that are more in our control that are emissions, scope 1 and scope 2, to go to be neutral in 2030. It is true that this objective has been certified by Science Based Targets initiative, right? It is true that we have a strong track record in carbon intensity, as you have mentioned, and we intend to keep that, but we are also very committed to lower our absolute emissions as much as possible. We have a handful solutions for that.
In some geographies, we have demonstrated that we are able to do that. Here in the U.K., we have no fossil fuel generation. In Brazil, we have a very few. The same in the U.S. We have some geographies we have proved that it is possible. Some others, like Spain, we have CCGTs working, but our goal it is that, for sure, we have to deliver quality of supply. If they are needed in 2030, they will be operating in not many hours, and we will be able to neutralize or compensate those emissions.
We are confident that we have a handful of tools to achieve that. Besides, we also have to recognize that for 2030 there is still eight years and probably we will find on our way more tools to achieve our goals. I think that is very important that our target is set from bottom to top because we have performed and we have done it in the past and from top to down. The strategy of the company that has been presented today is fully aligned with this objective.
We are in a so better position than our peers because our emissions are today much lower. It has been stated today that we are fully confident that we will achieve the goal.
I think that also, as Agustín said this morning, we have a track record of anticipating target fulfillment, so very positive on that. Next one over there. Yeah, please.
James Brand from Deutsche Bank. Two questions. The first I think is for Agustín. You talked about very high levels of renewable penetration in some markets. I was wondering whether you had a view on what the kind of max level of renewable and battery storage was that could be reached. Maybe it varies a bit based on different markets. So how much flexible generation you need to have left? 'Cause I know we've done some work on that at Deutsche Bank, but I'd be interested in your views. And then on cyber, second question for Rosa. You mentioned that as you digitize more, the cybersecurity risks rise. Is that something that you actually do a risk assessment of when you think about digitizing or automating a new process that you actually think about what the cyber risks are?
Involved in this. I'm sure you think about the risk, but do you think what are the cyber risks and should we actually be doing it? Or the answer is always digitize more, more and more and more. Thanks.
Okay. Thank you for the question. Well, first thing, it is true that, as long as penetration of renewables increases in a specific geography, you need to put in place different tools to ensure the capacity of the system and the base load. First thing it is to have a balanced mix. We have made a study, and 70% of the wind energy in Spain is being produced when there is no PV. So wind and solar really mix very well and they are complementary. If you complement that with hydro, you get to a nice combination of technologies that will provide you most of the hours of the day with clean energy.
If you combine that with storage, as you mentioned, and I'll be talking about that, and with some technologies that can provide peak time with appropriate tools for the remuneration, I think you have the opportunity to achieve and to reach, like in Spain, 75% of your electricity mix with renewables without any problem. The 2030 energy plan for Spain, I think, is going to be met with this and also with storage. You were asking about storage. I really think that in the coming years, we will be seeing more and more batteries linked mostly to solar systems. Why?
Because then with four hour batteries, you can supply the night peak in many Europe. This is what is called the solar adder. The additional cost for the customer to have this solar adder, this capacity in place, it's around EUR 4-EUR 5 per MWh. Again, it's the same case as in the networks, the competitiveness of the renewables can pay for that very easily and to provide the security of supply. We will be seeing more storage. We have some storage already in place in some of our renewable plants, and we'll be doing more and more.
I would say first is the nice mix of technologies, wind and solar and hydro, that will give you the most of the answer at no cost.
Yes, we have a question there.
For your cybersecurity question, yes, we do. The question is who does, no? This is a different approach in different companies. If you have the CISO making the decision and saying, "No, why are you even doing smart grids? This is too dangerous. Let's go back to manual operations." Yeah, you're basically closing the business. Cyber is not the only risk, and the one that has the relevant view and the relevant risk balance is the responsible of the business. That's why our strategy is about having this responsible understanding and evaluating cybersecurity risk with all other risks to make this risk-based decisions and investments. I'm sure there will be no responsible that understanding the risk will say, "Yeah, just go ahead with any digitization, no cybersecurity, no problem.
Just take care that Rosa does not know it, because I don't care. It's not my business." No. That's why this is our strategy, and this risk assessment needs to be done, of course, within the broader project assessment as one of the pieces, an important one for me.
Elchin Mammadov, MSCI. I have three quick questions, please. The first one is on supply chain. I mean, more than half of Iberdrola's planned capacity additions for renewables for the next three years is gonna come from solar. As you're aware, you announced proposals to ban products made with forced labor. There was a pileup of solar panels in the US when the Uyghur Forced Labor Prevention Act came into force in August. What is Iberdrola doing to manage this risk of supply chain, particularly in solar? So this is question number one. Number two is, you mentioned that 90% of CapEx is aligned with the EU Taxonomy. What is 10% of that CapEx that is not aligned?
Can you give us a couple of examples so that we can get a flavor of what are these things that are not in line? Finally, in terms of biodiversity, you had a really interesting webinar earlier this year where, if I remember correctly, you said by the year-end, you're gonna come up with some KPIs to measure diversity. It's a thankless task. It's really hard to measure it. Have you come up with any KPIs that you can share today or maybe at your full-year results? Thanks a lot.
Okay. I think I can take the first one on photovoltaic and supply chain. Yes, basically, I mean, you're referring to specifically the polysilicon made in some regions in China where we have this, there's a suspicion of forced labor. I can tell you is we work in steps. The first thing we did when we got to know that was to contact our suppliers and to ask them for the assignment of an explicit commitment not to use forced labor and not to use specifically polysilicon manufactured in those regions. They agreed, they signed that agreement. That is in addition to all the code of ethics and the contractual general agreements that of course forbid that.
We wanted this explicit commitment from them. The third thing we are doing, and this is a problem that no company can solve alone. We are working together with the associations, trying to put in place traceability systems. Nothing is gonna happen in six months' time. The implementation of a physical traceability mechanism needs to account with the collaboration of all the supply chain. That is what we are trying to work here in Europe with SolarPower Europe Association, and in America through the solar association down there. And this is, you know, a step in process. First is talking to suppliers. Second is working together with the associations, trying to look forward and to see how we can improve that.
As of now, in Europe, there is no ban on imports, so we are absolutely working according to the law. In America, we are according to the local regulation too. On biodiversity, I think, Agustín, this is for you too.
Yeah. That's true. As I said, I mean, it's not easy to measure biodiversity, as you know. We are coming out with some KPIs. We'll give you some example. Specific in endangered species, we have impacted, killed 60 individuals in Spain in 2021. We are doing the same assessment in the different geographies, and we are putting in place first how to reduce this impact in those endangered species. We have been doing that in the past for many years, but we are stressing. We are doing even further.
We are also evaluating, and this is also a part that we are engaging with the university and the NGO community, how to create a project that will compensate those impacts that we are always going to have. Measuring the impacts on individuals, it's been done, and we have the data. Doing the analysis of the most important installations that we are doing and trying to agree on which projects should be done to compensate, to be positive in nature as we want to be. We are very confident that we are going to achieve that. We can give you more detailed samples afterwards if you wish. Also, some examples on non-aligned EU Taxonomy.
It's about retail and supply investments and also corporate investments like IT, security, and so forth. These are the kind of things that are not aligned, but they are needed at some point.
I think I can clarify that as well. Basically, on the European regulation, first step is you're eligible or not eligible. Only what is eligible can be then analyzed whether it's aligned or not aligned. Let me put that way very positively. More or less 100% of our eligible CapEx is aligned, but only 90% of our CapEx is eligible because the rest of activities which are not included in the European regulation, which IT, retail, these type of things.
Yeah. A question there.
Thanks. I've got two questions. It's Sharon Vieten from Columbia Threadneedle. First one was on cybersecurity. Just in terms of maybe not Iberdrola, but maybe you looking at a modern utility operating profile, what is the most vulnerable point for a utility? What is the most vulnerable asset that a utility has or the softest entry point? The second question was on slide 55 of the presentation, which is on governance. I was quite curious actually. For a large company like this, why and how does decentralized governance work?
Okay. The utility part is easy. The most vulnerable is the one you don't know you have. Therefore, inventory, internal inventory, but also understanding relationship with broader ecosystem, third party supply chain is the key talent. Yeah.
I take the one on corporate governance. I think the key for this success is that it is very clear who does what. Okay? The structure is based on three layers. Iberdrola, as I say, is a holding company, and our responsibility is on setting the strategy and supervising operations and that is strategy implementation, in addition to the corporate financing of the group, of Iberdrola, I say. You have the second layer is the holding companies at country level. Those are responsible for taking that strategy down to the country. We have the so-called head of business sub-holdings, which are actually the companies and the managers in charge of implementing the strategy, investments, operations, customer relations, et cetera. The model is very clear.
It has to do with allocating clear responsibilities in different places. I think that the company has a conviction, which is we need to be close to where our customers are, where our regulators are. This decentralized model has the advantage of providing consistent transversal strategy systems synergies, but with local operations. It has been working for, you know, one, two decades.
Any other question in the room? Yeah. Thank you.
Hi. Gonzalo Sánchez-Bordona from UBS. I have one question. You mentioned earlier that you're trying to talk to industries to s-
Help them decarbonize. I was wondering, there are the obvious ways of doing this by doing hydrogen projects together and transportation and so on. On those industries that are harder to decarbonize, what does the dialogue look like from your side? What you're trying to achieve and whether they listen to you or, it's basically, are you looking for collaboration? Are you looking for doing projects for them, I guess, for doing more renewables? Or is this just, I mean, you should do this, you are trying to lobby for something more or less specific, I would say. Thank you.
Yeah. Well, first, it is that many of them are coming to us trying to figure out how to decarbonize their operations. There are low-hanging fruits, as I said at the beginning, like being supplied with renewable energies, put in place self-consumption activities, and also decarbonizing low temperature heat. There is also. We are energy partners for them. We have our set of engineers helping them to re-engineer their processes to decrease their energy costs, and it's been quite successful so far. There are a way of collaboration. It is about new technologies. We are talking with the steel industry. We are talking with the cement industry.
We are talking about the green ammonia. We have been talking about that before, figuring out how we can decarbonize those hard-to-reach sectors with new technologies. Well, we have some different tools like our investment program called PERSEO, in which we engage with startups that are dealing with this. I was two weeks ago at MIT visiting companies dealing with cement, dealing with steel, dealing with batteries and so forth. I think there is like, I wouldn't say a hype, but the real interest of the companies to decarbonize.
We have had meetings with cement industry that one or two years ago it was like crazy for us to have, because they are interested, really interested on that, and we see that as a big opportunity.
Any other question? Yes, Andrew.
Yeah. Hi, thanks. It's Andrew Moulder at CreditSights. Just got a couple of simple questions. One of the goals you talked about was increasing your storage capacity by about 50% by 2030. I just wondered, does that include the 4.5 GW pipeline that you have of hydro in the Iberian market, or is it mostly battery storage? Could you just talk about-
I
Where that's going? Secondly, I just wanted to ask you about the voluntary carbon market. I mean, I struggle a little bit with that because it just increases everyone's costs. Why would someone enter into a voluntary carbon market other than sort of altruistic reasons?
I'll take the one on storage. Okay. Basically, the jump is from 81 at the closing of 2021. With the recent capacity additions, we reached 100, which was mentioned by Armando this morning. Up to there, it depends on the pipeline that we have, on whether that fulfills or not the conditions that Armando explained today, which is basically stable regulation. Most of it is hydro pumping. In the 121 GWh figure, I think that for batteries is roughly three out of 121. I mean, our giga batteries are basically the hydro pumping stations. Batteries play a different role. They play a role in peaking capacity whenever the distribution network, for instance, cannot cope with it.
Well, regarding the carbon markets, I think that this energy transition will bring new energy products. We don't really think about, for example, heat as an energy product, but it's an energy product. If we think about heat instead of about fossil fuel or electricity, then new opportunities appear, like in storage of heat or providing the heat to the industrial customers and so on. CO2, from my point of view, from our point of view, is one of those product that comes with the energy transition. CO2 is a product of the energy transition, the same as the kWh, the same as the heat, the same as hydrogen. Because it's a product, there will be a market.
There is a market, a small market of EUR 1 billion in 2021 that is growing, and we will see what is happening. The point is that companies are willing to decarbonize, and at some point they can't, and they are trying to look for mechanisms for this decarbonization. The reasons could be altruistic, as you mentioned, but could be because they want to offer to their customers a decarbonized product. Just as an example, if you want to have a beer that is being produced with decarbonized fertilizer, the cost of the beer increments between 2%-3%. That's all.
Maybe your customer will buy this decarbonized product, right? We want to be ahead of that. We want to explore that, and that's why we have set up this business unit to see to what extent these carbon markets will be as big as it's going to be in the future or not. We want to be prepared because CO2 is a product of this energy transition.
Good. Any other question? Yeah.
Can I just ask one more question, which is just about heat pumps, really. I mean, well, we hear about it in the U.K., but I know from looking at it, about GBP 10,000 to install a heat pump, roughly, in the U.K., as opposed to GBP 1,500 for a boiler or something like that. I just wonder, what's it like in your other markets in, say, Spain and in the U.S.? I mean, what's the relative cost? You know, do you really see that changing enough to incentivize people to move much into the heat pump market or to use heat pumps for their homes?
Yeah, this is a good question. It's something that's going to happen little by little. First, the new buildings. Regulation in Spain and in some other countries really force new buildings to have heat pumps, air-to-air heat pumps, air-to-water heat pumps or whatever. I would say new buildings, it's pretty clear and it comes with the cost of the building, and that's all. Retrofitting is the big part of the share of this battle for residential heat, let's say so. The ratio you have mentioned, it's quite accurate in many geographies, because it's not only the heat pump, but it's the installation cost, and it's becoming a real barrier for that.
Two things that will help to overcome that. First, it's grants that we have in many countries. Recognizing that this is a barrier, most of the grants that are devoted for the energy transition at the residential level are being devoted to this retrofitting with heat pumps. Second is technology. I think there is a lot of room for the equipment, not installation, but the equipment of heat pumps to decrease the cost through the scale manufacturing. Today, manufacturing heat pumps, it was said by one of the big manufacturers in a meeting we had, like, one year ago, it's really somehow handmade.
Not all handmade for sure, but it has a lot of room for improvement through automation. It will decrease the cost a lot. It's a mix of political and regulatory will and also technology advancement that will provide this change. It's going to take time. I recognize that. It's going to take time. I show the Swedish example in which it's been done and it's successful.
Thank you. Any other final question? Okay then, five minutes earlier than the schedule. I want to thank you all in the name of Iberdrola people. We came back. I thank you for your attendance.
Thank you for connecting through the web line, the website, and see you soon. Goodbye.