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Sacyr reduces its business divisions to three to gain efficiency, in line with its strategic agenda
  • Sacyr reduces its business divisions to three to gain efficiency, in line with its strategic agenda


    Sacyr has decided to restructure its corporate organization chart by merging its two EPC areas (Sacyr Engineering and Infrastructures and Sacyr Industrial) into one. In so doing, the group's operational divisions will be reduced to three: Sacyr Engineering and Infrastructures, Sacyr Concessions and Sacyr Services.

    This simplifying of the operational structure, which must be ratified by Sacyr’s governance bodies in the coming weeks, is perfectly in line with Sacyr’s strategic agenda to once again become a group with a distinct concessions profile, with the contribution of two large divisions (Engineering and Infrastructures, and Services) that facilitate a more efficient vertical integration of the business for customers.

    In addition, this simplification of the structure will lead to greater synergies between the three areas, higher profits due to the economies of scale and, as such, increased efficiency.

    Large industrial projects

    Sacyr Engineering and Infrastructures will absorb the Sacyr Industrial division, along with the wealth of experience it has accumulated in recent years.

    Many successful projects have been executed, such as the La Pampilla refinery in Peru, the Cartagena de Indias regasification plant in Colombia, gas projects in Bolivia and Peru, industrial plants in Bolivia and Ecuador, the Sohar desalination plant in Oman, the Melbourne waste treatment plant and the NAIS irrigation network in Australia.

    Merging to create one division with greater capacities will provide momentum for the construction activities of renewable energy plants and those related to the circular economy (water engineering, particularly desalination, urban solid waste recycling and treatment, reuse of materials, etc.) in which Sacyr has cutting-edge technologies. It will also continue to carry out its engineering activity and execute its turnkey projects at its oil and gas plants and across its electricity networks.

    This new organizational model, which is more streamlined, compact and totally geared toward the group’s long-term objectives (increasing profitability and economic, financial and environmental sustainability), will continue to influence the control of risks across all stages of the group’s projects and the generation of cash flow.

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