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Strategy and value creation

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A strategy that drives value creation, putting the client at the center, underpinning growth, and advancing with sustainability.

At Transelec Group, our strategic approach combines stability and growth, always placing the client, sustainability, and long-term value creation at the center. In recent years, we have achieved progress on a process of disciplined diversification under which our core business is complemented by long-term infrastructure solutions. These solutions include the transport of seawater for the mining industry, energy storage, and the development of technologies that strengthen the security and efficiency of the electricity system. These advances give us a consolidated position as a key player in the energy transition and the integration of renewable energies across the country.

Our strategy is structured around three pillars:

Disciplined and sustainable growth

A client-centric service model

Sustainability as a cross-cutting axis

Financial performance of Transelec S.A.

Debt / EBITDA

5.2x

Interest Coverage
Ratio

4.2x
Liquidity (billion of pesos)
Liquidity chart
Debt structure (billion of pesos)Projected public debt maturities
Debt structure chart

Transelec S.A. Investment Plan (2025–2030)

This portfolio ensures sustained organic growth and greater diversification of sources of remuneration.

In 2025, we allocated USD 266 million to investments in transmission projects—awarded, under development, and in operation—and managed a total investment portfolio of USD 1,162 million.

For the 2026–2030 period, we project an estimated total of USD 1,488 million distributed as follows:

46%in regulated infrastructure (National and Zonal Systems)
35%in dedicated clients
19%in ancillary services and storage

Risk management, continuity, and operational resilience

During 2025, we advanced in updating and modernizing the Corporate Risk Matrix, incorporating emerging risks and recent learnings identified. This new version includes the definition of controls, expected effectiveness levels, and follow-up mechanisms, with the objective of strengthening monitoring and traceability in risk management.

At Transelec, we all act as risk managers.

Business Risks

  • Vulnerability of the electricity system
  • Data and technology governance

Environmental Risks

  • Environmental certifications and permits
  • Noise from transmission lines and substations
  • Environmental pollution from the construction of new facilities

Compliance Risks

  • Implications of tax non-compliance
  • Environmental crimes
  • Economic crimes
  • Competition Law

Climate change risks

  • Extreme climate events