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Batteries on charging sites usually do two things: boost charging and peak shaving. The rest of the day, they sit idle. Our new partnership with Yuso changes that. Yuso trades battery flexibility on the balancing markets, while HARMON-E keeps charging running smoothly, already live at Q8 in Belgium and the Netherlands. Thank you Michel Verschuere and Geert De Mil, and the teams behind for the trust and making this happen. Same battery, more revenue. ⚡

Q3 was our best quarter ever at FLEXECHARGE! 🎉 🎉 That’s exciting news on its own, but even more so given where we were coming from. The first half of the year was slow. Many of the CPOs we were talking to were merging, being acquired or rethinking their plans, and few were ready to commit to anything new. It was a period of a lot of conversations and not many decisions. So we took a step back. We looked at where we bring tangible value, refocused on the customers we can help most, and put our energy there instead of chasing wide. It wasn’t always comfortable, but in hindsight, it was the right call. Three things made this quarter special for me. First, our existing customers. A big part of Q3 came from customers who already know us and chose to grow with us, adding new sites, new markets and new use cases. ORLEN S.A., Q8 , Daimler Buses GmbH, Batenburg Techniek N.V. and others: thank you! In a market where so much is changing, that kind of trust is not something we take for granted. 🙏 Second, Circle K choosing to build on our technology. Having one of Europe’s leading fuel and mobility retailers sign with us is a real milestone, and we’re looking forward to what we’ll build together. ⚡ Third, two more of Europe’s top CPOs have started pilots with us. I can’t name them yet (and believe me, I’d love to 🤐), but it’s a strong signal that our focus is resonating with the operators we most want to work with. And to the whole FLEXECHARGE team: congratulations! 🍾 🥂 Margaux, Kasper, Christophe, Ilaria, Jan, Timo, Nicolas, Robert, Nicola M., Artur, Max, ... You kept going through a tough first half, stayed patient, showed resilience and made this happen. This one is yours, and I’m proud to celebrate it with you all! The market is still uncertain, and I don’t expect that to change soon. But this quarter showed what focus, trust and a great team can do. Now let’s keep it going! ⚡🚀

Eine neue Heizung kauft man für viele Jahre. Warum diskutieren wir dann so oft nur darüber, was heute erlaubt ist? Wenn mich jemand fragt, ob ich noch eine Gasheizung einbauen würde, möchte ich zuerst das Gebäude kennenlernen. Welchen Wärmebedarf hat es? Welche Alternativen sind technisch möglich? Und wie sieht die Rechnung über die nächsten 15 oder 20 Jahre aus? Der Anschaffungspreis allein reicht mir als Entscheidungsgrundlage nicht. Betriebskosten, Brennstoffverfügbarkeit und künftige Anforderungen gehören genauso auf den Tisch. Mein Anspruch an gute Beratung: Optionen verständlich machen und auch die unbequemen Fragen stellen. Welche Frage kommt in euren Beratungsgesprächen häufiger: „Was darf ich?“ oder „Was lohnt sich langfristig?“

How do we help customers gain more from existing assets? By enabling more operations in a single intervention. The Baker Hughes PRIME™ technology platform brings together intelligent well intervention capabilities that allow operators to perform multiple activities in a single deployment. The result is reduced operating time, lower intervention risk and lower lifting costs. That means less time spent intervening and more time creating value from the well. Learn more about the PRIME technology platform: https://lnkd.in/eAee4Uzh #WellIntervention #MatureAssets #IntegratedWellIntervention #WeAreBakerHughes

Czy elektryczna ciężarówka to kosztowny eksperyment, czy inwestycja, która już dziś może się opłacać? Odpowiedzi szukamy w najnowszym odcinku #EONTalks, na który zaprasza Anna Karanik i jej goście - Szymon ⚡🚚 Szenicer z Renault Trucks Polska oraz Sebastian Zientara z mLeasing Sp. z o.o. To bardzo ciekawa rozmowa o tym, kiedy elektryczna ciężarówka może realnie konkurować kosztowo z pojazdem spalinowym i dlaczego dla opłacalności inwestycji tak duże znaczenie mają przebieg pojazdu oraz sposób jego wykorzystania. Przyglądamy się również podejściu instytucji finansujących do e-trucków oraz zmianom technologicznym, dzięki którym zasięg stopniowo przestaje być główną barierą. A na deser energetyczna strona całego przedsięwzięcia, bo o powodzeniu elektryfikacji floty decyduje również dostępna moc, infrastruktura ładowania i cena energii. Zapraszam po skrót i do wysłuchania pełnego odcinka 🎧👇 A jeśli chcecie być na bieżąco z kolejnymi rozmowami, tradycyjnie zapraszam też do zapisu na biuletyn E.ON Talks 👉https://lnkd.in/dzbD_jXd #poweredbyeon #EONTalks #TransformacjaEnergetyczna #Elektromobilność #EONPolska

Je kunt als transportondernemer op je depot een vol dak met zonnepanelen hebben en alsnog de helft van je ERE-waarde mislopen. Om namelijk je ERE-certificaten op 100% hernieuwbare waarde te verkopen, moeten opwekken en laden binnen hetzelfde uur vallen. Laad je met stroom van het net, dan telt die voor 50,5%. Maar als transporteur laad je vooral vanaf 16:00 uur, als je trucks terug zijn op het depot - niet lang voordat de zon onder gaat. Het aantal uren waarin je opwek en je laadmomenten samenvallen, is dus maar een klein deel van de dag. Zonder batterij kom je uit op ongeveer 10%. Een batterij is de uitzondering op die regel. Je mag de zon van overdag opslaan, waardoor die kWh zijn 100% hernieuwbare waarde behoudt, ook als je hem 's avonds in je truck laadt. Daarmee gaat het aandeel dat als 100% telt van ongeveer 10% naar 80%. Je verdubbelt daarmee de ERE-waarde van bijna al je geladen kWh. Zo verzilvert Oegema Logistics+ bijvoorbeeld de hoogste waarde: hun batterijsysteem laadt de trucks voor het grootste deel op eigen zonnestroom, waardoor de energie die ze inboeken als volledig hernieuwbaar telt. De batterij die ze toch al nodig hadden om binnen hun netaansluiting te kunnen laden, verdient zich hiermee dus deels terug. Let op: er zit wel regelgeving aan vast. Zo moeten bijvoorbeeld je laadinfra en bemetering er goed voor ingericht zijn en opwek en laden moeten op hetzelfde WOZ-object plaatsvinden. Ook gaat de 100%-waarde niet samen met een SDE-beschikking van vóór 2024. Meer weten hoe de terugverdientijd van een batterij er voor jouw depot uitziet gezien de ERE’s? Stuur me een bericht.

Het elektriciteitstekort dreigt al in 2028. Zo waarschuwde netbeheerder Tennet vorige week in dit FD-artikel. Niet in 2030 zoals eerder verwacht, maar 2 jaar eerder. Voor transporteurs is het geen verrassing dat de vraag naar stroom sneller stijgt dan het net aankan. Zij lopen nu al tegen de grenzen van het net aan op hun eigen depot en met wachttijden van 10 tot 15 jaar voor netverzwaring kun je niet wachten op het net om je hele vloot e-trucks op te laden. Wil je als transporteur jouw bedrijf klaarmaken voor de toekomst, dan moet je dus het heft in eigen handen nemen. Dat is makkelijker gezegd dan gedaan. De losse componenten die je nodig hebt voor een eigen energievoorziening op jouw depot zijn nog wel te begrijpen: laadpalen, een netaansluiting, daarbij een aantal zonnepanelen en een batterijopslag. Maar samen worden ze complex, aangezien ze niet zijn ontworpen om met elkaar te communiceren. De transporteurs die nu al bezig zijn, zien dat je een partij nodig hebt die het geheel vanaf het begin aan elkaar laat aansluiten. Daarom kan ik alleen maar aanraden om nu te beginnen met het slim inrichten van je depot, nu je nog de ruimte hebt om het op de beste manier aan te pakken die bij jouw bedrijf past. Niet pas als het net het in 2028 begeeft volgens de voorspelling van Tennet.

Eastern Europe is facing a major grid dilemma. Renewable energy deployment is accelerating, yet ageing infrastructure and lengthy connection queues are struggling to keep pace. In my latest article, I explore the scale of the challenge and why grid constraints risk slowing the energy transition. Over the coming months, I'll be taking a closer look at the causes of disruption and the practical solutions that can help unlock capacity and keep projects moving. 👉 In the meantime, we're hosting an open day at our new service and repair centre on 14 October. If you'd like to learn more about how we're helping customers maximise uptime and maintain project continuity, please get in touch. #Energy #Power #EnergyTransition #Renewables #Grid

My content manager asked me to go around the block with the Royal Decree 611/2026 and smile 😅 Joke aside: like many, I waited a long time for the Spanish Royal Decree on #REDIII implementation to come out. Its main blocks did come out at the end of July, just as everyone was packing for the summer. With no proper chance to unpack its details. So now we feel it's time for a proper, hands-on debrief. Amongst regulatory nerds. Especially on the verge of a snap election, considering some reg blocks are pending? On Friday morning, Atmen is hosting the next edition of “The Green Molecule”, our free, off-the-record breakfast series that brings together Regulation & Operations specialists in the green gas sector. This time, we’re setting the table in Madrid! With one key theme: “RED III in Spain: what actually changes in the year ahead? For whom, how? I look forward to co-hosting the event with Diego Crespo Mencía Moeve, Carmen Rodríguez Valdés from Enagás Registry, Maria Deryugina from Heygaz Biomethane, S.L. - and to welcome fellow reg-nerds over breakfast. 📍 Friday, October 9, 9:00 to 11:30, Madrid. Invite-only, limited seats. Want to grab one of the last available seats? Please reach out in DM! 👉 If you think you need to fill some knowledge gaps first, check out @Atmen’s expert blog post - "What Spain's RED III transposition means for Renewable fuels". Link in the comments!

The Brook Green Supply team have published our British Industrial Competitiveness Scheme (BICS) report and guide. It covers why the scheme was constructed, the support businesses can receive and what you need to do to apply. Please reach out if you would like to talk to a member of the team and find out more. Link in the comments below!

🗑️ Das kann weg. Was genau? Wärme, die längst da ist und trotzdem ungenutzt verpufft. Rechenzentren sind dafür ein gutes Beispiel. Sie benötigen enorme Mengen Strom und erzeugen dabei kontinuierlich Wärme. Gleichzeitig brauchen wir Wärme für Wohngebäude, Gewerbe und ganze Quartiere. Warum also nicht beides stärker zusammendenken? Genau darüber wird aktuell diskutiert. Die Vorgaben zur Abwärmenutzung von Rechenzentren sollen praxisnäher werden. Denn klar ist auch: Abwärme lässt sich nur sinnvoll nutzen, wenn entsprechende Abnehmer und Wärmenetze vorhanden sind. Und genau hier liegt für mich der entscheidende Punkt: Wir sollten Abwärme nicht nur regulatorisch einfordern. Wir müssen die Infrastruktur schaffen, mit der sie wirtschaftlich genutzt werden kann. Rechenzentren, Industrie, Wärmenetze, Großwärmepumpen und Quartiere müssen dafür viel stärker zusammengedacht werden. Denn bevor wir zusätzliche Energie erzeugen, sollten wir uns immer zuerst fragen: Welche Energie ist eigentlich schon da? Abwärme einfach verpuffen lassen? Kann aus meiner Sicht in die Tonne. 🗑️

Seit Kurzem bin ich Teil der ENCORE Efficiency SE – und ich freue mich, das nun auch hier zu teilen. Warum ausgerechnet ENCORE? Was mich überzeugt hat, ist das enorme Potenzial dieses Unternehmens und die Relevanz seines Geschäftsmodells in der heutigen Zeit. ENCORE hat – nicht zuletzt durch die großartige Arbeit meines Vorgängers Peter Eilers – bewiesen, dass es auch unter schwierigen Rahmenbedingungen Kurs halten und wachsen kann. Von außen sieht man oft nur trockene Zahlen. Wer tiefer eintaucht, versteht aber schnell, mit wie viel strategischem Geschick und Ausdauer das Team, allen voran Peter und Thomas, komplexe Herausforderungen gelöst hat. Mein Ziel: Auf diesem Fundament aufzubauen und ENCORE gemeinsam mit einem Team, das genau diese Macher-Mentalität lebt, in die nächste Wachstumsphase zu führen. Ich freue mich auf die kommende Zeit und die gemeinsame Arbeit #ENCORE #Energieeffizienz #Führung #Industrie #Willkommen

Importance of Biomethane in meeting carbon reduction targets

Last year, BeZero Carbon sent 30 ratings analysts to Switzerland to experience technological decarbonisation and removal solutions first-hand. The team got to see biogas, bioCCS, carbon capture to concrete, waste treatment, and hydropower facilities - some of the very best in tech-based solutions. More on what we learned in our latest Climate Diaries: Swiss Tech https://lnkd.in/eQvapapz

The market an innovator chooses to serve inevitably shapes the company they have to build. Aviation is a demanding one. A technology breakthrough is only the beginning; the economics have to work, and the builders must earn the trust of customers who need enormous volumes of fuel delivered reliably, day after day. That’s the journey Lydian and Phykion are on as the first investments from our oneworld BEV Fund with incredible partners like Alaska Airlines, American Airlines, International Airlines Group (IAG), Cathay Pacific, Japan Airlines, Singapore Airlines, SKY express, and Boeing. Different technologies and teams with a shared opportunity and ambition of building companies capable of supplying sustainable aviation fuel at scale.

Liquid fuels are amazing at what they do. They allow us to move planes across oceans and power heavy transportation. They underpin some of the largest industries in the world. Liquid fuels are hard to beat, but they still mostly come from fossil sources, so the opportunity to produce them differently (and better) is pretty unique. It’s also massive. At Breakthrough Energy, we back builders pursuing new pathways to hydrogen, carbon-based molecules, aviation fuels, and more. All with one thing in common: they must be able to scale and compete on cost in the real world. I wrote about a few of the innovators I’m excited about in this space, what we can learn from the industries that built today’s fuel system, and why the next generation of fuels could create some remarkable companies along the way.

Al prossimo #Ecomondo vi presentiamo una nuova collega. Si chiama #Iris. Iris è la consulente ambientale più veloce e capace che avete mai conosciuto, ma Iris non è umana 🌿 Ci troverete allo stand 412-414 padiglione D3, e per far conoscere Iris da vicino abbiamo organizzato una serie di #workshop: dal martedì al giovedì, due volte al giorno, alle 11:00 e alle 15:00. I posti sono limitati: 8 persone per ogni sessione. Potete prenotarvi qui: https://lnkd.in/dCwEVM3J E se vi serve un #accredito gratuito per entrare a Ecomondo, ditecelo: possiamo fornirvelo noi. Ci vediamo lì. Iris non vede l'ora di conoscervi.

We know the cost of a product. But do we really know its exposure? _ After our conversations in #NewYork and more recently at our carbmee #CustomerAdvisoryBoard in #Munich last week, I kept coming back to the same point. Understanding product cost is no longer enough. We need to understand #productexposure. #Energy prices, #trade dynamics, #carbon costs, #regulation, #geopolitical dependencies, #supplier availability and #critical materials can all change the economics of a product. Different triggers. Same P&L. _ The dependencies behind them are becoming harder to ignore. _ _ The International Energy Agency (IEA) latest #GlobalCriticalMinerals Outlook puts some numbers behind this. _ _ _ For several strategically important materials, including #gallium, #graphite, #manganese and #rareearths, the leading refining country accounts for more than 90% of global supply. _ _ _ That goes far beyond raw material availability. Such dependencies can affect sourcing flexibility, production, cost and ultimately margin. Source: International Energy Agency (IEA), Global Critical Minerals Outlook 2026 https://lnkd.in/ejPj2NMJ Yet the information needed to understand this exposure is often still spread across different parts of an organization. _ #Procurement has one view _ _ #Engineering another _ _ _ #Compliance another _ _ _ _ #Carbon another >The product, however, is the same< Bringing these perspectives together earlier, down to materials, parts, suppliers and geographies, gives companies more time and more options. You can see where a product depends heavily on one supplier or geography, where energy or carbon could change its economics, where alternative materials or sourcing scenarios could reduce cost and risk, and where regulation could limit future choices. AI can help connect and interpret this complexity across thousands of materials, parts, suppliers, regulations, emissions factors, energy inputs and cost variables. _ But the objective is much simpler! _ _ See exposure earlier and understand the options _ _ _ Make better decisions while you still have choices #NewYork brought resilience into many of our conversations. At our #CustomerAdvisoryBoard in #Munich, we went deeper into the data and decisions behind it. Now these conversations are coming together. Understanding what a product costs today is one thing. Understanding what could change its economics tomorrow is becoming just as important. Prof. Christian Heinrich Andreas Zacher Robin Spickers Florian Renneberg Niklas Rudolf Lea Manthey Kalyani Chaudhari Sebastian Henn Sina Wissmann Romain Bécaud #ProductExposure #SupplyChainResilience #CarbonIntelligence #Aerospace #Defense #Space

Ambiguity Is Killing Your Competitive Advantage Recently, while revisiting Tony Robbins’ Awaken the Giant Within, one quote stood out to me: “Clarity is power. The clearer you are about what you truly want, the more your mind knows how to get there.” Many transformation efforts do not fail because of a lack of talent, resources, or hard work. In fact, the opposite is often true. People are working harder than ever. Projects are moving. Teams are busy. Yet progress feels slower than expected. Why? Because the real challenge is often not execution. It is clarity. Organizations become trapped in: • Unclear vision • Unclear priorities • Unclear strategy • Unclear resource allocation • Unclear accountability The danger of ambiguity is that it creates the illusion of progress. Everyone is busy. Few are moving in the same direction. I’ve come to believe that ambiguity is often a form of avoidance. Because clarity comes with a price. It forces us to face reality, make difficult choices, say no to distractions, and accept accountability. As a result, many individuals—and organizations—choose ambiguity over clarity. Not consciously. But consistently. Ambiguity typically appears in six forms: 1. Goal Ambiguity 2. Financial Ambiguity 3. Positioning Ambiguity 4. Value Ambiguity 5. Boundary Ambiguity 6. Communication Ambiguity This is why many transformation efforts struggle. Organizations spend enormous time discussing: • What projects to launch • What technologies to invest in • What initiatives to prioritize But spend far less time discussing: • What do we want to become in 5–10 years? • Which businesses will drive our future? • Which capabilities must we build? • What problem are we uniquely positioned to solve? Without clear answers: Activity increases. Alignment decreases. Vision is not a slogan. Strategy is not a collection of projects. Vision answers: Where are we going? Strategy answers: How will we get there? Execution answers: What are the most important things we must do today? When vision is unclear, strategy becomes tactical. When strategy is unclear, execution becomes busyness. The most successful organizations are not necessarily the fastest executors. They are the clearest thinkers. Because every investment decision, organizational structure, talent strategy, and technology roadmap ultimately stem from one thing: Clarity. And clarity is not a destination. It is a discipline. In a world overwhelmed by complexity, uncertainty, and constant change, clarity may be one of the most undervalued leadership capabilities—and one of the most powerful competitive advantages. #Leadership #Strategy #Transformation #CorporateStrategy #BusinessTransformation #Vision #Execution #CEO #LeadershipDevelopment #Management #OrganizationalTransformation #AITransformation #CompetitiveAdvantage #Clarity

Sustainability is no longer a concept. It is becoming a real-time operating system for the global economy. What we are seeing today is not just a collection of frameworks — ESG, GHG, LCA, CSRD, ISO… It is the formation of a new economic stack. At the top, we define direction: → ESG, SDGs, Paris Agreement Then we standardize measurement: → GHG Protocol, Scope 1–3 We quantify impact: → LCA, PCF We disclose and connect to capital markets: → GRI, TCFD, CSRD, ISSB And we operationalize through standards: → ISO systems But here’s the real shift: Most companies are still focused on reporting. The next generation of leaders will focus on optimization. → Carbon becomes data → Data becomes intelligence → Intelligence drives automation → Automation creates value This is where AI, energy, and infrastructure converge. The question is no longer “How do we report ESG?” The question is: “How do we build systems that optimize carbon in real time?” #ESG #AI #Energy #Carbon #Infrastructure #NetZero

For a long time, a 'good' electricity customer mostly meant a customer who used a lot of electricity. The more they consumed, the more valuable they looked. But that is becoming a less useful way to think about customers. As electricity markets become more dynamic, when a customer uses electricity is becoming almost as important as how much they use. Two customers can use the same amount of electricity and still have very different economics for the retailer. It really depends on when they use electricity, what price they have agreed to pay, and how the retailer has bought that electricity in advance. A customer on a fixed-price contract creates a very different situation from one whose price changes with the market. A customer who shifts their consumption to different times can also look very different from one whose consumption is harder to predict. This creates an interesting challenge inside the energy company: - Marketing wants customers who are likely to sign up. - Sales wants customers who are likely to accept the offer. - Trading wants to understand what those customers will cost to serve. - Historically, these have been different perspectives and often different teams. But the customer is the same. And as electricity becomes more dynamic, customer behavior increasingly connects all three perspectives. The opportunity is to build one shared picture of the customer: How much electricity they use, when they use it, how predictable that usage is, and what type of price they have. That could change what a 'good customer' means across the entire energy business.

I enjoy being in an environment where learning never really stops. In this short video, I share a little about my role supporting the Iberian market at bp, what I've learned along the way. Take a look. If my experience resonated with you and you'd like to explore opportunities at bp, you can find relevant open role: http://go.bp.com/cuWGy #LifeAtbp #SpanishSpeaker #CareerGrowth #CustomerService #BusinessSupport

Okay, I know. We say every project is special. But this one really is special. And pretty big. FTC Solar, Inc has begun shipments for the #FraserCoast project in Queensland, Australia: 330 MW of solar paired with 180 MW of battery storage, developed by Global Power Generation Australia (GPG), the power generation subsidiary of Naturgy. It will be Naturgy’s largest renewable energy project in Australia and its second hybrid solar and battery storage project in the country, with operations expected to begin in 2028. But size isn’t what makes Fraser Coast particularly interesting to me. It’s the engineering behind it. Fraser Coast presented extremely challenging terrain. Our Terrain Following solution significantly reduced cut and fill, helping make the project economically feasible while improving constructability and reducing labor hours SUNPATH and SUNOPS are also being used on the project, combining yield optimization with remote operational capabilities and automated hail protection. Fraser Coast also represents something bigger for FTC Solar We now have around 35 operational projects in Australia representing close to 900 MW of installed capacity, and in 2026 FTC ranked third in the Australian market by awarded volume Our international growth isn’t simply about entering new markets. It’s about building teams locally, earning customer trust and solving real project challenges GPG manages more than 5.27 GW of installed capacity across eight countries. In Australia alone, it has 1.3 GW of renewable capacity in operation, 0.5 GW under construction and a 2 GW development pipeline Projects of this scale don’t happen through a traditional supplier and customer relationship. They require teams working hand in hand, optimizing designs and finding better solutions together. That is exactly the kind of partnership we want to build at FTC Solar. A huge thank you to the FTC team who has contributed to Fraser Coast: Alejandro Cantos Alvarez, Barry Bester, Ritesh P., Shipra Sharma, Carlos Gallego Lorenzo, Hasan Daouk, AD Ram, Gokul Kalyan, Prabhu Selvaraj, Shalini Muthukrishnan, Sathish Kumar, Mudassar Hussain, Vengatakrishnan Jeyaraman, Arokia Thamizh Selvan, karthika Aravinth, Patrick Cook, Cathy Behnen, Sam Leung, Riley Saludes and Bob Dunnigan. And to our partners at GPG: Pedro Serrano, Ricardo Carballo, Alfonso Monedero, Juan Carlos Cobo, David Santo Tomas, Maria Parra, María del Hoyo Jack and Maria Elena Fernandez Alonso. A lot of names, yes. But projects like this are delivered by people, and they deserve the recognition. I’ll be in Australia next week, spending time with our customers, partners and teams across Melbourne, Sydney, Brisbane and beyond. I’m looking forward to celebrating what the team has accomplished and the momentum FTC Solar is building in Australia, but I’m even more excited about what comes next. Fraser Coast is a big project. I and I know so many more are coming! ☀️ 🇦🇺 #FTCSolar #SolarEnergy #Australia