Established in 2006, Solairedirect is a solar power company operating across four continents.

Solairedirect has developed an excellent, entirely unique operating procedure that has been the key to its success. This integrated model associates three different operational units: project development and construction, asset services, and investment management.

In September 2015, Solairedirect joined the ENGIE Group with the aim of boosting its international development.

« We had a vision back in 2006 that solar could become competitive, and this is what we have done over a decade by industrializing the value chain, finding innovative models of financing and deploy new offers of competitive solar across the world”.

Our strategy

Facts speak loud and clear: solar parks now produce less expensive electricity than other conventional or renewable energy sources. By late 2015, the increase in large-scale international contracts awarded in Asia, the Middle East, Africa, North and South America provided undisputed proof of this.

This competitiveness and the great growth of the photovoltaic market are particularly due to:

  • a reduction in the cost of producing photovoltaic panels and main components
  • the optimization of financing conditions
  • the development of digital technology and the launch of smart grids.

Photovoltaic energy is now widely established. Continuous progress in competitiveness is creating the conditions for the onset of the mass solar energy market, the underlying feature of our development strategy.

Our group

Mass solar energy is hinged on four conditions :

  • making solar a standard form of energy and no longer a secondary form. Solar has become very competitive. It is available in considerable quantities and can be exploited rapidly. It is financed over increasingly longer periods and under ever more advantageous conditions. This means that it can now legitimately claim a position as a basic part of the energy mix – other energy sources have in fact become complementary. This change in paradigm, with the end of subsidies, goes hand-in-hand with promising economic models: sale of solar energy on spot markets, PPAs (power purchase agreements), self-consumption (potentially from a remote position), etc.
  • the more rapid development of higher-performing services involving the supply of energy to private, professional and groups of customers. In ensuring the best possible customer service and optimal integration into the network, digital platforms and smart grid technologies have proven their worth. It therefore becomes possible to imagine all sorts of services to offer to these customers: targeted weather forecasts, network services (frequency, voltage, etc.), monitoring and modulation of the demand for electricity (demand response), storage of electricity (daily or inter-seasonally), etc.
  • a concerted, voluntary community approach. In this innovative organizational scheme, electricity appears as an essential need, produced and distributed via decentralized infrastructures and for all user types (industry, accommodation, mobility). These infrastructures constitute the basis of a mutation towards a low-carbon economy, also seeking to facilitate an exemplary management of common assets to include land, the countryside, networks, etc.). This mutation towards a solar-based electricity system involves mobilizing all local players such as municipalities, citizens, associations, businesses, etc., brought together by the desire to make the most of local assets.
  • the operating capacity to successfully implement mass solar energy. This involves bringing together an extensive body of complex expertise on a local, national and international level as, in fact, the Solairedirect Group does in an unprecedented manner. This features the production of ultra-competitive solar electricity (development, construction, financing and operation), engineering and operation of networks and energy supply services.

Our history

    • 2007
    • First raising of funds involving €6.1 million through a share capital increase
    • 2008
    • Construction starts on Solairedirect’s 1st solar park in Vinon-sur-Verdon (France)
    • 2009
    • Creation in November of Solairedirect South Africa
    • Solairedirect starts to make a profit
    • 2010
    • Creation in December of Solairedirect Chile
    • Creation of Solairedirect India
    • 2011
    • Solairedirect (in December) is awarded the contract launched by National Solar Mission in India, with the lowest kWh cost, at the record price of 7.49 rupees/kWh
    • Moratorium of subsidies in France
    • 2012
    • Opening in June of the site of the 1st solar park in Chile, witnessed by the Chilean Minister for the Environment, electricity being sold at market price
    • Tender awarded in South Africa for two solar park projects (20 MW)
    • Creation in January of Solairedirect Thailand, whose scope extends to include South East Asia
    • 2013
    • Solairedirect doubles its installed capacity, exceeding 250 MW
    • Opening of the first developments in India and Chile
    • 2014
    • Solairedirect finalizes the financing of 13 solar parks in France for a total amount of €168 million and installed capacity of 136.8 MW
    • Creation in April of Solairedirect USA
    • 2015
    • Solairedirect joins the ENGIE Group in September
    • Award of two contracts in India for 113.5 MW
    • Following Panama’s first call for bids, the Group was selected for the construction of a 21 MW solar park
    • Solairedirect boosts its development in Latin America with the financing of 51.7 M$ for a new solar park in Chile, around a sales model on the wholesale electricity market
    • Award of contract in Brazil for a 200 MW project
    • Official launch of Terrawatt Initiative and ISA (International Solar Alliance) following the Paris climate change conference (COP 21)
    • 2016
    • Solairedirect is awarded 140 MW in projects in India, namely one third of the bids put out by the National Solar Mission, thanks to a highly competitive offer of 4.35 rupees/kWh
    • Solairedirect launches two solar park projects in Senegal and Egypt
    • Solairedirect won also 75MW in the state of Uttar Pradesh (India) and 23MW in Mexico
    • 2006
    • Establishment in October of Solairedirect by seven founding partners

Our commitments – Corporate social responsibility

Solairedirect aims to help meet the great energy, climate and social challenges of today. This entails constant research in order to increase the competitiveness of solar electricity with respect to other primary energies.

In order to achieve this, Solairedirect puts the values of responsibility with respect to environmental restrictions, the interests of the parties concerned and players involved in the value chain, right at the heart of its model.

In order to develop efficiency and trust, the Group is committed to ensuring great transparency with regards to its strategies, practices and results.

The five strategic prongs of our CSR roadmap : 

I. Management of CSR

  • Integrating CSR into the Group’s governance models and supplying the means necessary to implement a continuous improvement process.
  • Preserving the durable exploitation of assets by determining and applying rules of good practice in business.

II. Responsibility within the value chain

  • Guaranteeing respect for the Group’s values, environmental protection and respect for working rights in the value chain.
  • Ensuring the reliability, safety and quality of installations.
  • Optimizing the management of customer relations and transparency of information.

III. Respect for the environment

  • Participating, through innovation, in the development of a low-carbon economy.
  • Preserving natural assets and limiting the environmental impact of its business.

IV. Working conditions and human relations

  • Promoting values of respect and social cohesion within the organization.
  • Facilitating the development of competence and the promotion of collaborators.
  • Preserving the health and safety of collaborators in improving working conditions.

V. Grounding in communities and commitment to society

  • Ensuring the acceptability of activities whilst maintaining structured dialogue with the local parties concerned.
  • Acting as a responsible player for local development in participating in the social and economic expansion of local communities.