Can you tell us about your career at Boralex and what led you to this position?
I joined Boralex in 2014 following the acquisition of Enel Green Power, where I was working at the time. This transition illustrates Boralex’s ability to integrate, retain and develop talent. My first role focused on strengthening our asset portfolio, particularly through managing mergers and acquisitions, before I went on to lead the development teams.
In 2019, I created and structured the Energy Marketing department, enabling Boralex to become a pioneer in signing long-term power purchase agreements (PPAs) in France.
Throughout my career, I have worked closely with the Group’s leadership, particularly Patrick Decostre, the current President and Chief Executive Officer. This collaboration gave me the opportunity to build a long-term relationship of trust and to develop an in-depth understanding of Boralex’s culture, teams and decision-making processes.
What motivates you most in your new role as General Manager Europe?
What motivates me most in this new role is, above all, the quality of the collective project I have been part of for more than ten years, fully aligned with our values of respect, communication, creativity, teamwork and entrepreneurship.
I am approaching this new phase with great humility, a strong desire to keep learning, and the ambition to contribute—through both my strengths and my limitations—to the success of the 2030 strategic plan.
What are the concrete objectives of the 2030 strategy for Europe?
In Europe, our objectives are clear:
- To consolidate an integrated and diversified industrial model in order to deliver competitive renewable energy tailored to our customers’ needs;
- To strengthen our leadership in France while building a sustainable growth platform in the United Kingdom;
- To continue developing a safe, inclusive and responsible organization, committed to a net-zero trajectory by 2050.
These two markets represent a growing share of our investments and talent. Their maturity and depth make them particularly well suited to an integrated player like Boralex, which operates across the entire value chain, from development to asset repowering.
The momentum underway in France and the United Kingdom will contribute to achieving Boralex’s global objectives, which aim to increase installed capacity from 3.2 GW today to 7 GW by 2030, supported by a project pipeline of more than 8 GW, including nearly 3 GW located in France and the United Kingdom.
How is Boralex positioned in France?
Today, we are the leading independent onshore wind power producer in France, with nearly 1.4 GW of installed capacity and close to 90 assets in operation across wind, solar and storage.
Our growth is driven by several complementary levers. In particular, consolidating our leadership in onshore wind by leveraging the repowering potential of our existing wind farms, while at the same time continuing to diversify our asset portfolio by increasing the share of solar power.
Finally, we will continue to innovate to deliver solutions tailored to the needs of our stakeholders—whether the territories that host our projects, the grid they connect to, or our customers’ electricity supply needs.
To give three concrete examples:
- Over four years, we repowered 36 wind turbines across five wind farms, increasing installed capacity from 70 MW to 112 MW—an increase of 60%;
- We plan to build a balanced portfolio made up of two-thirds wind and one-third photovoltaic power, in order to improve our electricity production profile and optimize its value;
- By 2030, 20 to 30% of our revenues will come from direct power sales contracts with private customers.
And what about the United Kingdom—what is the potential of this market?
The United Kingdom is a strategic and promising market. We entered it in 2017 and reached a key milestone with the commissioning of the Limekiln wind farm in 2025.
Today, we rely on an experienced team of nearly 40 people and have close to 1 GW of projects under development across Scotland, Wales and England.
Our ambition is clear: to become a major player in the UK market through selective growth, combining organic development with targeted acquisitions of existing assets, in order to provide an additional growth relay for Boralex in Europe.
How does Boralex connect energy production with the needs of businesses and local communities?
We want the energy we produce to directly benefit the businesses and territories that host our facilities. Over the next five years, we will deliver approximately 400 GWh of renewable electricity per year—more than 2.5 TWh in total—to meet the needs of customers and partners such as Metro, Saint-Gobain and Auchan.
To support this momentum, we created the Energy Solutions business line, dedicated to meeting customer needs and, in particular, to energy marketing. It helps secure our revenues, reduce exposure to market volatility, and build long-term partnerships.
At the same time, Boralex is a close partner of local communities. In France, this commitment is reflected in a network of 16 regional offices and maintenance bases located within two hours of our sites. This local presence supports employment and regional economies through the economic benefits generated by our projects. It also ensures operational responsiveness and continuous dialogue with local stakeholders.
Whenever possible, we seek to involve local residents in our projects, either through community investment schemes or through our recent initiative, “L’Énergie Prime by Boralex”, implemented in the municipalities of Ally and Mercoeur (Haute-Loire).
In a few words, what message would you like to convey about your role and Boralex’s role in Europe?
Present in Europe for nearly 30 years, Boralex was one of the pioneers of wind power in France. The company has invested more than €1.5 billion in renewable energy development, helping to structure and advance the sector.
Europe is a strategic market for our growth and the development of our activities. Our ambition is to become a leading European industrial player in renewable energy by 2030, while remaining close to the territories and businesses we support.
To achieve this objective, we can rely on an integrated industrial model that creates long-term value, as well as expert and committed teams. This is what defines Boralex’s strength and identity.
Combining sustainable performance and growth
