Oct 26, 2026 · 31 min · 8 segments
War in Ukraine, disruption in the Strait of Hormuz and overloaded power grids have pushed energy security to the top of the agenda for Europe’s logistics fleets. In this episode of Sustainable Edge…
Philip FjeldGuest
Joachim NahemHost
Unlike some of the net zero promises obviously are still waiting for that breakthrough on the technology and scaling size.

I want to touch on one other topic that we revisit continuously here on the Sustainable Edge podcast, and that is examples of profitable sustainability that is before sustainability green meant loss making or it was uh you know great ideas and it wasn't necessarily profitable business but now we see several companies emerging as with a strong sustainability or green profile but also being profitable You're one of them.

You're still, I guess we can say in terms of market capitalization, quite small, but you are growing and you're profitable.

Tell us a little bit about... what that means in terms of going forward, not just promising something that reduces emissions, but that you're also profitable, win-win.

And my understanding is part of your value proposition to customers is not just reducing emissions, but you're lowering cost and predictability, especially what we're seeing now in the oil and gas markets.

So what really got to me about five years ago, there was this huge, boom of new green companies, whether they were private or listed, promising, in my humble opinion, unrealistic timeframes with regards to how they could deploy what they were doing.

It's taken us eight to 10 years to get to a scale with number of customers, with the network we've got, with investment in people, with building the organization and so on and so forth.

And that has required a lot of money and a lot of losses, right? But you can't operate a and offering to some of the world's leading companies, unless you've got something that is bulletproof and super robust.

We need electricity to run compressors that we can put in so we can put gas into trucks.

So we have backup gensets, we have battery packs, what have you not, right? All of this has required lots of capital.

So if you are going to change from a energy vector, which is diesel, which is so good, so versatile, has been around for so long, over to something else, it is going to require lots of time and lots of capital.

But for our customers as well, they tell us, listen, Philip, we've got these Ambitious targets, maybe 50% off diesel by 2030, by 2035, 100% by 2035.

And when they mean lose money, it is basically have something that costs us more than our diesel baseline.

And by running on biomethane, not only do they go green, currently we're saving our customers about 90% GHG emissions compared to diesel.

Unlike some of the net zero promises obviously are still waiting for that breakthrough on the technology and scaling size.

I want to touch on one other topic that we revisit continuously here on the Sustainable Edge podcast, and that is examples of profitable sustainability that is before sustainability green meant loss making or it was uh you know great ideas and it wasn't necessarily profitable business but now we see several companies emerging as with a strong sustainability or green profile but also being profitable You're one of them.

You're still, I guess we can say in terms of market capitalization, quite small, but you are growing and you're profitable.

Tell us a little bit about... what that means in terms of going forward, not just promising something that reduces emissions, but that you're also profitable, win-win.

And my understanding is part of your value proposition to customers is not just reducing emissions, but you're lowering cost and predictability, especially what we're seeing now in the oil and gas markets.

So what really got to me about five years ago, there was this huge, boom of new green companies, whether they were private or listed, promising, in my humble opinion, unrealistic timeframes with regards to how they could deploy what they were doing.

It's taken us eight to 10 years to get to a scale with number of customers, with the network we've got, with investment in people, with building the organization and so on and so forth.

And that has required a lot of money and a lot of losses, right? But you can't operate a and offering to some of the world's leading companies, unless you've got something that is bulletproof and super robust.

We need electricity to run compressors that we can put in so we can put gas into trucks.

So we have backup gensets, we have battery packs, what have you not, right? All of this has required lots of capital.

So if you are going to change from a energy vector, which is diesel, which is so good, so versatile, has been around for so long, over to something else, it is going to require lots of time and lots of capital.

But for our customers as well, they tell us, listen, Philip, we've got these Ambitious targets, maybe 50% off diesel by 2030, by 2035, 100% by 2035.

And when they mean lose money, it is basically have something that costs us more than our diesel baseline.

And by running on biomethane, not only do they go green, currently we're saving our customers about 90% GHG emissions compared to diesel.
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