As of today, the CEE Group operates under the new name CYCAP. The step is not a break – it is a consequence. For more than 25 years, the company has been investing long-term institutional capital as a specialized asset manager for renewable energies, managing assets over their entire life cycle and bearing responsibility with its own expertise. The name CYCAP makes it more visible to the outside world what structurally differentiates the company. Nothing will change in the shareholder structure, the management or the ongoing business relationships with investors and partners.
CYCAP stands for a precise self-image: CY for Cycle – the complete management of the investment life cycle. CAP for the three pillars on which value creation is based: Capital, Assets and People. Capital is used for the long term and managed in a structured manner. Assets are (further) developed and optimized operationally, technically and economically over the entire life cycle. And in-house experts bundle this responsibility permanently – without third-party management, without fragmentation.
Since the company was founded in 2000, CYCAP has built up a unique and sustainable track record as an industry pioneer: 103 completed projects, 9 investment vehicles under management and EUR 2.7 billion in assets under management – including Germany’s largest repowering fund. Over the next five years, assets under management are expected to grow significantly to EUR 6 billion. The basis is a core-plus strategy with a clear focus on turnkey assets and hybridization, supplemented by a value-add strategy with a focus on repowering. In addition, the company wants to open up new investment markets in Europe and expand capital raising in Europe and Asia. For future investments, the focus is on Italy, Poland and Ireland, among others.
The market for renewable energies is characterized by increased and foreseeable further increasing complexity – due to regulatory, technological and market changes. While many market participants address this complexity purely communicatively, CYCAP’s structural differentiation lies in its ability to manage this complexity operationally in-house. A separate KVG, Investment Management, Asset Development and Technical Unit form the operational basis. Digitization and artificial intelligence are not a vision of the future, but are already embedded in every asset management process today – with their own AI team as an integral part of the organization.
Another structural advantage is that the extensive operating portfolio built up over 25 years creates a proprietary deal pipeline for the innovative fund strategies. Repowering and hybridization opportunities are mainly realized off-market – which reduces transaction costs, reduces competitive pressure and sustainably improves returns for investors. This combination of operational depth, AI-supported precision and privileged deal flow is rare in the market – and cannot be imitated in the short term.
Detlef Schreiber, CEO CYCAP: “What’s behind a name? For us, the answer is: everything we work for every day. CYCAP is not simply a new brand identity – it is the logical evolution of 25 years of conviction. We are specialists in renewable energies. We don’t manage assets from the outside – we take responsibility from the inside, throughout the entire lifecycle. That is the clear constant. For our existing investors, this means that little will change apart from our letterhead – the usual contact persons will ensure the usual high quality in the support of assets and investors.
Franjo Salic, CIO CYCAP: “Investments in renewable energies must be actively shaped – not just managed. The CAP logic describes exactly how we deploy and manage capital: with a long time horizon, with integrated expertise and with the courage not to negotiate away risks, but to actively manage them. Our repowering fund is proof that this thinking in systems creates real value – for investors and for the energy transition.
Christian Bertsch-Engel, COO CYCAP: “We manage hundreds of megawatts of renewables across several countries. You can’t do that with spreadsheets and good intentions. That’s why we have our own AI team – not an experiment, not a pilot project, but an integral part of our processes: contract management, reporting, risk analysis. AI does not replace experts for us. But it makes them better. And that’s exactly what makes us more scalable than the market.
