We are at the forefront of driving change in a rapidly evolving operating environment

Our operating environment is on the verge of significant transformation, as the opportunities and demands of the green transition become tangible, advancing rapidly and with greater impact. 

Traditional energy operations are under significant pressure to evolve, as energy systems are rapidly modernising and becoming increasingly integrated with other industries. Circular economy operations are also undergoing a major transformation, as achieving a high recycling rate and converting waste into new high-value final products is not simple. The evolving operating environment is also increasingly reflected in the changing needs of our customers, which we are committed to addressing through our operations. 

For us, the rapid pace of change presents numerous new opportunities. We firmly believe that responding swiftly and decisively to environmental changes, while actively participating in the green transition, will create attractive growth opportunities and improve the productivity and competitiveness of our operations. 

We have a significant role to play in the green transition

Our role in the green transition means reforming the energy system and reducing our own carbon footprint. At the same time, we are also reducing our customers’ carbon footprint by offering them energy solutions that cause less strain on the environment. We are advancing the hydrogen and circular economy, creating even better opportunities for the electrification of society. 

We are ensuring the success of our strategy by investing in productivity, growth, and enhancing our capabilities

The success of our strategy is based on three key strategic themes: productivity, growth, and expertise. 

Improving productivity is a priority for us, as rising costs and growing pressures for change in the operating environment continue to intensify. Improving productivity also plays a key role in financing our growth investments. Investing in productivity means enhancing cost-efficiency, flexibility, and optimisation, as well as developing a capital allocation model and reforming our energy system. 

Growth enables us to realise the opportunities created by the operating environment and promote the green transition. Investing in growth means successfully implementing selected growth opportunities and developing customer relationships to achieve shared success with our customers.

Our capabilities play a crucial role in the success of our strategy. Our four trump cards for achieving a competitive advantage are expertise, culture, data, and artificial intelligence.

For us, success is defined by strong growth and improved profitability

With the success of our strategy, we expect to nearly double the size and profitability of our operations by the end of this decade. Sources of high growth are the growth of our current business operations and our expansion to industries where we can achieve synergies and a clear competitive advantage.