
Dulas
Renewable energy installer and consultancy, specializing in the wind, solar, and hydro sectors.
- Energy
Date | Investors | Amount | Round |
---|---|---|---|
- | investor | €0.0 | round |
* | N/A | Debt | |
Total Funding | 000k |
GBP | 2015 | 2016 | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|---|---|
Revenues | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
% growth | (20 %) | (17 %) | - | 35 % | 33 % | (10 %) | 20 % |
EBITDA | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
% EBITDA margin | 5 % | - | (11 %) | 11 % | 9 % | 6 % | 10 % |
Profit | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
% profit margin | (6 %) | - | (15 %) | 9 % | 8 % | 6 % | 6 % |
EV | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
EV / revenue | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x |
EV / EBITDA | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x | 00.0x |
R&D budget | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 | 0000 |
Source: Company filings or news article
In 1982, in a town in mid-Wales that was once the nation's capital, a new type of revolution was brewing. This was the beginning of Dulas, a company born from the minds of a team at the Centre for Alternative Technology. Their mission was simple yet ambitious: to harness the power of renewable energy. From the outset, Dulas was at the forefront of innovation, contributing to the design and installation of some of the very first wind farms in the UK. The company’s journey wasn't just about wind turbines and solar panels. A significant part of their work involved developing groundbreaking solutions for the developing world. In the 1980s, the original team designed a solar-powered refrigerator to store vaccines in areas without access to a reliable electricity grid. This dedication to social impact became a core part of the Dulas identity, earning them a Queen's Award for Enterprise in 2004. A pivotal chapter in the Dulas story was its transition to a different kind of ownership structure. The company became a cooperative, where every employee holds an equal share. This move to an employee-owned trust means that the people who power the company—from engineers to project managers—all have a voice in its strategic direction. This structure ensures that the business is held in a trust for the benefit of all its employees. This model has fostered a strong sense of family and dedication within the company, contributing to high staff retention.
Tech stack
Investments by Dulas
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