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<v Speaker 1>With laurents segal and from London and Gerard Reed from Berlin.

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<v Speaker 1>This is Redefining Energy today. On redefining energy or actually

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<v Speaker 1>going to talk about a company or an institution, KKR,

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<v Speaker 1>which is one of the biggest private equity businesses in

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<v Speaker 1>the world and they're heavily involved in the energy infrastructure sector.

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<v Speaker 2>Yeah, because on this podcast we talk a lot about

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<v Speaker 2>those big private investors, but at some point it is

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<v Speaker 2>great to really understand how they function, how they think,

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<v Speaker 2>what is their strategy, how it's evolving. So if we

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<v Speaker 2>look at KKR, they've invested dozens of billions in the

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<v Speaker 2>acquisition of assets in our sector. And I'm just going

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<v Speaker 2>to name a few because you're going to hear about

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<v Speaker 2>them during the conversation. Zeno b Adventus, albionma Conto, Global

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<v Speaker 2>actis Igny, sms at Shiona and Kavis ecg Any Bayou

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<v Speaker 2>fuels crazy. The level of their activity.

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<v Speaker 1>For me, it's really interesting on as their strategies because

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<v Speaker 1>what they're really doing is they want to create platforms

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<v Speaker 1>and they want to create next generation energy services businesses.

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<v Speaker 1>And you know, it's energy service and a victag. So

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<v Speaker 1>you've got a business that's looking at mobility. You've got

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<v Speaker 1>a business is looking at in turn industrial and commercial.

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<v Speaker 1>They're in different regions, and and and and they all

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<v Speaker 1>have some form of competitive advantage. And basically what KKR

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<v Speaker 1>doesn't help these businesses scale.

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<v Speaker 2>We have the pleasure and the privilege of inviting Emmanuel

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<v Speaker 2>la Gaigue, who is a partner at kirk and co

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<v Speaker 2>head of the Global Climate Group.

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<v Speaker 1>Yeah, and guide Lauren. I've known for a long, long while.

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<v Speaker 1>He's been in this whole energy space the whole of

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<v Speaker 1>his career. You know, he was formerly had a strategy

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<v Speaker 1>at Schneider. Yeah. Great guy to have on board to

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<v Speaker 1>talk about not just KKR, but also just how he

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<v Speaker 1>sees the future and how he's trying to create it

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<v Speaker 1>with the businesses that is investing in scaling.

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<v Speaker 2>And of course we're asking about the topics right now

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<v Speaker 2>that isn't a Hi what he thinks about hydrogen green premium.

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<v Speaker 2>I mean really really a treat for us and I

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<v Speaker 2>guess for our listeners.

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<v Speaker 1>Agree, totally listen. Why don't we bring him on the show.

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<v Speaker 2>Emanuel, Welcome to the show.

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<v Speaker 3>Thank you, Lauren, Thank you. Jerrar gread to be here.

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<v Speaker 2>Ko manages seven hundred billion which is enormous people don't realize,

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<v Speaker 2>out of which probably ten percent are dedicated to energy

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<v Speaker 2>Infatulu Emanuel, first, can you give us a big picture

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<v Speaker 2>of how all this fits into KKO strategy.

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<v Speaker 4>Yeah, So, as you said, the infrastrator franchise within KKI

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<v Speaker 4>is roughly seventy to eighty billion of asset under management.

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<v Speaker 4>That's a platform that started actually right after the global

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<v Speaker 4>financial crisis in two thousand and nine and has been

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<v Speaker 4>growing extremely fast in them used to take KEK is

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<v Speaker 4>the second larger infrastruture investor on the planet, the largest

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<v Speaker 4>in Asia Pacific, and so we are very proud of

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<v Speaker 4>it and how our things are being developing and out

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<v Speaker 4>of this, if we look at energy assets and assets

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<v Speaker 4>linked to the energy transition, almost a third of those

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<v Speaker 4>investments have been in and around energy. The important point

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<v Speaker 4>here is that sometimes when people think about infrastructure, the

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<v Speaker 4>thing that come to mind is tow roads and ports

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<v Speaker 4>and airports. This is not what we do. It's a

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<v Speaker 4>very different type of assets.

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<v Speaker 3>Today. Most of the.

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<v Speaker 4>Activity across the platform is in data centers and how

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<v Speaker 4>you bower the data centers and our AI is changing

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<v Speaker 4>the paradigm with what we're doing with my cohead and

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<v Speaker 4>partner Charlie around climate under decombonization of a number of

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<v Speaker 4>supply chains. We're talking about private assets and not so

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<v Speaker 4>much what was to twenty five years ago infrastructure.

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<v Speaker 3>I think that's one of the ingredients of.

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<v Speaker 4>The success of the car infrastructure platform. So it's like,

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<v Speaker 4>how do you build businesses which are buying large private

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<v Speaker 4>infrastructure businesses with no sensitivity to GDP or very low

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<v Speaker 4>sensitivity or exposure to GDP, predictability of cash flows, downside

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<v Speaker 4>protections and all the things that in the volatile environment

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<v Speaker 4>are becoming a really interesting place to go for.

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<v Speaker 1>And Mana, let me just jump in there maybe just

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<v Speaker 1>before we talk about your strategy and the types of

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<v Speaker 1>companies you invest in, could you talk about how you

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<v Speaker 1>look at risk and reward. Do you have a sort

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<v Speaker 1>of one view of it or do you have different

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<v Speaker 1>funds that look at different types of risk rewards? Just

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<v Speaker 1>maybe talk a little bit about that.

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<v Speaker 4>Yeah, we have different strategies. Just take one sector, renewables.

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<v Speaker 4>If you're investing in operating assets of wind and solar,

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<v Speaker 4>where you have long term PPAs everything is built so

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<v Speaker 4>it's very predictable, it's a lower risk glor return strategy,

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<v Speaker 4>so that would go into our core strategy. If you

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<v Speaker 4>invest in a brown to green conversion, you take generating

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<v Speaker 4>assets on agreed, then you're converting them away from fossil

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<v Speaker 4>fuels and into renewables and biomass, where there's a bit

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<v Speaker 4>more work, there's a bit more of a personal leverage,

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<v Speaker 4>but it's still relatively predictable and stable asset. So you

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<v Speaker 4>would put this in it's a higher risk and higher return.

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<v Speaker 4>That's more of a corplus type of strategy. And then

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<v Speaker 4>when you look at an asset like Adventus here in

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<v Speaker 4>the US, where we basically sell high tech solar and

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<v Speaker 4>battery projects in the places of the US where it's

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<v Speaker 4>highly needed, very high in the interconnection queue, so there's

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<v Speaker 4>much more development work there. So that goes into the

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<v Speaker 4>Climate Fund, which is more about developing the next generation

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<v Speaker 4>of the carbonization asset. So we have to be very

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<v Speaker 4>disciplined on how we treat everything and which asset will

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<v Speaker 4>go in which box. The beauty of having several strategies

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<v Speaker 4>and several ways to treat that risk return is that

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<v Speaker 4>we can cover the entire span of what's happening, for instance,

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<v Speaker 4>in renewables and I could take the example of AI

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<v Speaker 4>in at a center all the places where we can

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<v Speaker 4>be very clear with our investors, right, so they know

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<v Speaker 4>exactly which strategy is going to invest in, which type

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<v Speaker 4>risk return asset.

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<v Speaker 2>Emanuel, when I read the presentation of all various activities,

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<v Speaker 2>you were on a geographical split forty America, forty Europe

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<v Speaker 2>twenty Asia. If I'm not mistaken, have you been able

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<v Speaker 2>to follow or you have like even flows or how

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<v Speaker 2>do you cope with the geographical diversification small.

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<v Speaker 4>Less how things are unfolding? Where we have that split

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<v Speaker 4>is mostly for the climate strategies. But we say to

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<v Speaker 4>decombanization strategy together with the positive returns, right, so it's

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<v Speaker 4>returns first because we don't think there should be a

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<v Speaker 4>trade off between the cambonization and return. So it has

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<v Speaker 4>to create a return and also decoveranize the same time

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<v Speaker 4>with But we say so if we do the is

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<v Speaker 4>that's going to be mostly in no easid countries. Therefore

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<v Speaker 4>split between North America, Europe and Asia Developed Asia. I

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<v Speaker 4>should say this is roughly what's happening. We have started

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<v Speaker 4>a little bit more tilty towards Europe for different reasons.

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<v Speaker 4>It was easier for us to do the first deals

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<v Speaker 4>there the market where also valuations and volatility were lower.

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<v Speaker 3>But roughly what we were predicting is happening.

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<v Speaker 1>Maneuel. Can I pick you up on that point about

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<v Speaker 1>your focus on Europe and also what you said about valuations,

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<v Speaker 1>because what I think very interesting about what you've done

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<v Speaker 1>is you've actually taken quite a few public companies privates.

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<v Speaker 1>And I sort of scratched my head and just say,

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<v Speaker 1>if that's the case, then you know basically something wrong

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<v Speaker 1>with our public markets in Europe.

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<v Speaker 4>I don't think it's exclusive to Europe, and we see

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<v Speaker 4>that everywhere public markets have become volatile and with a

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<v Speaker 4>very low tolerance to risk or change. This is why

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<v Speaker 4>you see all the biggest set managers, and we're not

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<v Speaker 4>the only ones. When we look at Larry Fink's and

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<v Speaker 4>your letter. It's all about democratizing the access to infrastructure investment.

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<v Speaker 4>So the paradox of this is that private investment, and

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<v Speaker 4>especially in infrastructures, is becoming more stable, more predictable, especially

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<v Speaker 4>if you want to transform things, and we've seen that

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<v Speaker 4>around the energy and the energy transition. Five years ago,

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<v Speaker 4>six years ago, you would see CEOs of public companies

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<v Speaker 4>going to their board and their shoulders with very bold

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<v Speaker 4>transition strategies. Hey, we're going to invest two three billion

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<v Speaker 4>into this, into that transition, and we'll create a new

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<v Speaker 4>green growth engine to our portfolio. That has not happened

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<v Speaker 4>because this is not what public markets are made for.

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<v Speaker 4>Of course, the attractiveness of public markets, it's like it's

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<v Speaker 4>the lowest tier of cost of capital. You have very

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<v Speaker 4>cheap capital, but in exchange you need to give predictability.

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<v Speaker 3>Very simple equity story.

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<v Speaker 4>So today many of those companies who were promoting this

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<v Speaker 4>type of strategy five six years ago, our companies we

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<v Speaker 4>are talking to because private capital and private infrastructure is

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<v Speaker 4>probably the place where this should happen. Yes, it's a

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<v Speaker 4>high cost of capital that there's a guarantee of delivering.

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<v Speaker 4>So for many of those companies, the conversations we are

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<v Speaker 4>having are, but let's create that green growth asset that

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<v Speaker 4>you were planning to do, but it's going to be

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<v Speaker 4>off balance sheet of pnls, so that you don't have

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<v Speaker 4>to consume capital from your shoulders and from your balance sheet.

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<v Speaker 4>You don't also to force your shoulders in subscribing to

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<v Speaker 4>a strategy. They may not like we build that asset.

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<v Speaker 4>We give you the optionality once the asset is at

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<v Speaker 4>scale and you can tell an equity story that your

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<v Speaker 4>shoulders are ready to hear, but then you can take

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<v Speaker 4>it back or not. If that never happens, well we'll

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<v Speaker 4>go figure out what we do with this asset. So

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<v Speaker 4>we see that changing because private markets are usually better

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<v Speaker 4>equipped for anything that that is a transformation like this.

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<v Speaker 2>And case in point two months ago there was this

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<v Speaker 2>listed fun on that risk called Harmony and they've been

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<v Speaker 2>taken private with an eighty eight percent premium on their

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<v Speaker 2>stockitching variation. So it was very clear that the stocking

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<v Speaker 2>change was not finding the value. So we really understand

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<v Speaker 2>that and more. They speaking if we look just the

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<v Speaker 2>last five years and you are a long term investor,

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<v Speaker 2>but then you take COVID, the hydrogen bubble, Russia, Ukraine,

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<v Speaker 2>now we have the treasuy wars and volativity absolutely crazy.

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<v Speaker 2>So how do you survive all this?

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<v Speaker 4>This is part of life, So see why you have

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<v Speaker 4>to take a long term view, none jerk reaction, Understand

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<v Speaker 4>where this is going, try to calibrate and measure those risks.

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<v Speaker 4>We are spending a lot of time talking to governments,

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<v Speaker 4>not because we want to extract subsidies or preferences or influences.

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<v Speaker 4>We just want to understand where they are going. Because today,

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<v Speaker 4>even in the West, policies and regulation around energy become

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<v Speaker 4>somehow volatile, and when there's an election, you can have

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<v Speaker 4>a change of direction. That's fair, that's how it works.

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<v Speaker 4>So we just take this into account and we try

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<v Speaker 4>to make the most of it. And if you think

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<v Speaker 4>about it, and that's what our founders Henry Cravis Central

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<v Speaker 4>Roberts always reminders when like guys at KKR, we invested

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<v Speaker 4>in periods of time where inflation was double digit in

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<v Speaker 4>the US and KR was successful. So that world is

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<v Speaker 4>going to change around you and influence what you can

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<v Speaker 4>influence and for the rest trust to apprehend those risks

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<v Speaker 4>and understand them the best you can. And of course

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<v Speaker 4>that long term is a bit, especially when you invest

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<v Speaker 4>in energy and the cambonization, you have to take a

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<v Speaker 4>long term. This is a multidicated story. Let's not try

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<v Speaker 4>to think this is the next LM or SaaS do

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<v Speaker 4>things take time. We're talking about the infrastructure. We're talking

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<v Speaker 4>about very large investments about changing the energy mix of

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<v Speaker 4>countries or companies. So that's going to be long can.

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<v Speaker 1>Maybe we talked a little bit about your investment strategy,

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<v Speaker 1>because from outside, what I look at is that it

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<v Speaker 1>seems that you're investing in what I call platform businesses,

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<v Speaker 1>in other words, businesses that you can really scale by

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<v Speaker 1>bringing them into their countries, bringing them into the markets,

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<v Speaker 1>or whatever it is. Is that a fair synopsis of

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<v Speaker 1>what you're doing.

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<v Speaker 4>Yeah, especially when the climate strategy, there is this notion

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<v Speaker 4>of platform. So if you take the example of the

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<v Speaker 4>NOB it's a high development, high growth platform where we

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<v Speaker 4>electrify mass transit systems. We help bus operators in the

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<v Speaker 4>UK and Europe, in Australia transition their diesel fleets to electric.

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<v Speaker 3>This is new.

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<v Speaker 4>You have to take into account or you're going to

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<v Speaker 4>charge those buses, or you remove the frictions, or you

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<v Speaker 4>create a return out of the favorable total cost of

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<v Speaker 4>ownership that an electric fleet is bringing you over the

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<v Speaker 4>diesel fleet, and so on and so forth. What we've

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<v Speaker 4>done in Spain withness Power to X it's a platform

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<v Speaker 4>to decarbonize the supply of electrons and molecules and steam

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<v Speaker 4>to heavy industry. What we are doing now in Germany

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<v Speaker 4>around the electrification of heat for industrial and buildings and

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<v Speaker 4>multifamily residential buildings. We are building a platform with a

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<v Speaker 4>roll up of several companies and contracted transitions from gas

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<v Speaker 4>to heat pumps of heating systems and heat as a service.

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<v Speaker 4>It's a very small platform today, but as we grow,

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<v Speaker 4>it should be big, unstable, and therefore it's very likely

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<v Speaker 4>that the next owner of that platform will be a

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<v Speaker 4>corplus and infrastratural fund. So the big names you find

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<v Speaker 4>infrastructure and again probably not a care because we don't

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<v Speaker 4>play that game, but all the other big names in infrastructure,

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<v Speaker 4>we probably have appetite for this. So we're really trying

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<v Speaker 4>to build the platforms, especially when there's a story of

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<v Speaker 4>direct or indirect electrification, because electrification simply brings with an

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<v Speaker 4>efficiency in the system, and if you're able to transform

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<v Speaker 4>that efficiency into a returning they've created something that is

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<v Speaker 4>economically viable without subsidies, without premium to be so for

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<v Speaker 4>and things like this.

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<v Speaker 2>When I look at your portfolio and again you know

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<v Speaker 2>it one hundred times better than us, you see some

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<v Speaker 2>companies who do the same things or sometimes in different geography.

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<v Speaker 2>So can you coordinate? Okay, let's say seller Panels, you

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<v Speaker 2>made a call with all your companies. Look, guys, these

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<v Speaker 2>guys has the best seller panel supply chain, or this

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<v Speaker 2>guide managed to get the best deal for winterbine, or look,

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<v Speaker 2>this is the best trading system that we figure out,

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<v Speaker 2>So why don't everybody use it? I mean, is there

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<v Speaker 2>a way to spread the best practices.

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<v Speaker 4>Yeah, we have a whole team internally called caps Tone.

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<v Speaker 4>That team is doing exactly that. They help the companies,

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<v Speaker 4>especially when we're talking about young platforms. They help professionalized

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<v Speaker 4>processes find the best resources when it comes to procure

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<v Speaker 4>sol panels, batteries or the things using the breadth of

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<v Speaker 4>the KKR platform, not just the different platform, the seven

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<v Speaker 4>undred billion AUM and a two hundred and fifty plus

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<v Speaker 4>portfolio companies of KKR and the fifty years of having

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<v Speaker 4>done this. So we have a whole internal team that

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<v Speaker 4>just optimizes. So helps the companies optimizing their economics, which

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<v Speaker 4>of course at the end makes them stronger. Professionalizing processes,

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<v Speaker 4>optimizing procurement, creating synergies when there are some always being

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<v Speaker 4>very careful. So synergies are good between companies to an extent, right,

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<v Speaker 4>so that you don't want them to become a distraction

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<v Speaker 4>or if they are coming from several strategies or things.

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<v Speaker 4>You don't want to have a distraction between even between

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<v Speaker 4>teams within KKR. But that's the only limit. Otherwise we

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<v Speaker 4>try to do this a lot.

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<v Speaker 2>It's been twenty minutes and there's a world who have

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<v Speaker 2>not pronounced it's Ai Ai Ai Ai. So what's in

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<v Speaker 2>it about Ai? Because I read the recent IA report

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<v Speaker 2>and everybody's going gangbusters and we need I don't know

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<v Speaker 2>how much more power. What's KIKR take on AI? And

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<v Speaker 2>of course we are interested by the energy and girl.

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<v Speaker 4>Yeah, so if we start from the real estate angle

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<v Speaker 4>of this KKR, we are own five that isn't the

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<v Speaker 4>platforms across the world. So we have that constant communication

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<v Speaker 4>with all the hyperscaloes, basically the seven large talking about

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<v Speaker 4>the West here when not really engage in China on this,

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<v Speaker 4>but in the West, we have that constant dialogue with

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<v Speaker 4>the seven companies, seven large companies in that race because

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<v Speaker 4>of course we build infrastructure that a center infrastructure for

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<v Speaker 4>them for their cloud infrastructure.

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<v Speaker 3>But also for their infrastructure, and of course.

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<v Speaker 4>More and more over the last couple of years, it's like, oh,

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<v Speaker 4>can I have the data center infrastructure together with the power.

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<v Speaker 4>Can you do also something with the power big that

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<v Speaker 4>the thing is going to become very powerented see very quickly.

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<v Speaker 4>So that does take us into a journey or for

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<v Speaker 4>the first question is that, okay, is it going to

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<v Speaker 4>be different this time, because if you remember twelve years

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<v Speaker 4>ago when all the cloud infrastructures was built, everybody was

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<v Speaker 4>also scrambling for power while the it is going to

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<v Speaker 4>become very energy intensive and so on and so forth.

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<v Speaker 4>But at the end they were involved productivities that were

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<v Speaker 4>brought in the system efficiency and other productivity on how

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<v Speaker 4>the computer was organized for these good big cloud providers

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<v Speaker 4>and at the end the energyman was flat. So there's

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<v Speaker 4>a bit of that thinking like let's be mindful of

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<v Speaker 4>what could happen. There will be other productivity moments. We

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<v Speaker 4>saw DEEPSEK a few months ago. That's a productivity moment, right,

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<v Speaker 4>Something that's through software is more efficient at developing llms.

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<v Speaker 4>I'm sure that the big suppliers of chips will come

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<v Speaker 4>with more efficient solutions and videos. Chips are becoming more

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<v Speaker 4>energy efficient over and over. When it comes to energy,

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<v Speaker 4>everybody starts thinking generation, we need more generation faster. While

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<v Speaker 4>there's a lot of slack in the grid. The distribution

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<v Speaker 4>grid in the US and in Europe is overbuilt. Especially

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<v Speaker 4>in the US it's overbuilt. There is something like thirty

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<v Speaker 4>percent of the interconnections are and use eighty percent.

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<v Speaker 3>Of the times.

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<v Speaker 4>So just discovering that slack which doesn't need any CAPEX

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<v Speaker 4>anything is you just have to organize properly the demand

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<v Speaker 4>respond and all this without adding more generation. This is

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<v Speaker 4>why there everybody is going a bit fast into oh

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<v Speaker 4>we need two times more three times more energy.

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<v Speaker 3>Well maybe not, we need more energy this time.

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<v Speaker 4>It's unlikely to see a repeat of the cloud story

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<v Speaker 4>where the end the energy deman was flat. We will

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<v Speaker 4>probably need more energy, but not as much as what

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<v Speaker 4>some people would tend to say. Now to do that,

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<v Speaker 4>centers are going to require energy in very high density.

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<v Speaker 4>This is why people start talking about nuclear because of

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<v Speaker 4>course there's so much you can do with women, solar

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<v Speaker 4>and gas when gas is going to be constrained because

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<v Speaker 4>you basically have five gas stourbine manufacturers and the backloger

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<v Speaker 4>and five six years today. So if you want to

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<v Speaker 4>build a new gas fire power plant, even say I'm

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<v Speaker 4>going to run my at center i knew data center

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<v Speaker 4>on gas, Yeah, you can start it in.

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<v Speaker 3>Six years from now.

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<v Speaker 4>So today, both in Europe and in the US, if

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<v Speaker 4>you want to have power fast, you go for solar,

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<v Speaker 4>and we see that we are selling a lot of

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<v Speaker 4>solar projects to hyperscalers and people who are building AIDATA centers.

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<v Speaker 4>Or you grab existing capacity.

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<v Speaker 3>Of gas and thermal plant.

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<v Speaker 4>That was the purpose of our partnership with the cl

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<v Speaker 4>and eventually you will have more gas and eventually we

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<v Speaker 4>see cs probably because those hyperscaler especially the big ones,

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<v Speaker 4>they still worry about that cabin for print to some extent.

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<v Speaker 4>And eventually it will get nuclear. Now which flavor of nuclear?

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<v Speaker 4>Will it be the nuclear we have known forever Allah,

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<v Speaker 4>Hinkley Point or Vogel. Will it be restarting the nuclear

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<v Speaker 4>reactors like what Constellation and Microsoft start trying to do

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<v Speaker 4>with one of the reactors at three Mile Island. Will

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<v Speaker 4>it be a SMRs, which are very very promising on

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<v Speaker 4>paper but haven't really been tried outside of Russia and

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<v Speaker 4>China and the economics will see but on paper it's

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<v Speaker 4>just perfect, but I'm tried. Or will it be fusion?

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<v Speaker 4>Even so, all this sounds a bit far away. So

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<v Speaker 4>one is known, but very expensive. The second one and

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<v Speaker 4>the other three have never been tried, right, so restarting

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<v Speaker 4>a reactor, SMRs or fusion seducing on paper, but we'll

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<v Speaker 4>see it anyway.

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<v Speaker 3>None of those is going to be available.

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<v Speaker 4>For reaching cod before at least twenty thirty twenty thirty

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<v Speaker 4>five if we lucky, So we see all these, there

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<v Speaker 4>will be more energy demand, but not that much, not

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<v Speaker 4>two times three times two. There's a lot of shortcuts,

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<v Speaker 4>the slack on the grid, solar and batteries, existing formal capacities.

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<v Speaker 4>That's going to be where things are going to go

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<v Speaker 4>into the short term and eventually in a few years

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<v Speaker 4>from now we talk about more gas and probably nuclear

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<v Speaker 4>or the sources, but we'll see where it goes.

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<v Speaker 1>Avanue I just maybe as we wrap up here, I

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<v Speaker 1>look at it and say, we're living to the era

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<v Speaker 1>of volatility. But of course volatility passes, then what happens.

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<v Speaker 1>How do you see it? How do you see the future?

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<v Speaker 4>Basically, Yeah, there are a lot of ext factors for volatility,

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<v Speaker 4>and also within the energy world there's been a bit

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<v Speaker 4>of self inflicted ones. So just look at all the

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<v Speaker 4>buzz around hydrogen two years ago with a lot of

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<v Speaker 4>people who didn't really care about the reality of what

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<v Speaker 4>a hydrogen molecule is, if you can transport it or not,

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<v Speaker 4>if it was really making sense from an industrial standpoint

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<v Speaker 4>for a number of applications, and that has led the

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<v Speaker 4>number of countries to build hydrogen policies which were built

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<v Speaker 4>on shaky grounds. And now you have a lot of people,

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<v Speaker 4>but hydrogen is not happen. Investors are not putting money

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<v Speaker 4>in hydrogen, and no, we're not going to put money

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<v Speaker 4>in things that don't have an economic viability over time,

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<v Speaker 4>where there's no industrial logic where I'm sorry, but physics

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<v Speaker 4>and supply chains are basic that you have to understand

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<v Speaker 4>and take.

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<v Speaker 3>So what I.

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<v Speaker 4>Mean with this, Yes, there is volatility. We can always

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<v Speaker 4>complain about all the phenomenons that Lauren was mentioning at

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<v Speaker 4>the beginning, but sometimes also within the world of energy

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<v Speaker 4>has been a bit of happy ideas and find people

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<v Speaker 4>trying to apply the recipe of other industries to especially

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<v Speaker 4>to the combonization, and that has created volatility, backlash and everything.

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<v Speaker 4>So relatidity is part of the game. But if we

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<v Speaker 4>stay grounded, if we understand the physics, if we understand

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<v Speaker 4>the supply change, how you get the economic viability how

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<v Speaker 4>you apprehend green premiums, where you have green premiums, and

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<v Speaker 4>being realistic about how you're going to eliminate them, and

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<v Speaker 4>not to wait for the next government to subsidize you

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<v Speaker 4>for the next twenty five years. So if you take

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<v Speaker 4>the first principal approach to number of things, I'm very

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<v Speaker 4>optimistic looking at the long term, looking at how we

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<v Speaker 4>are going to get enough energy for AI and electrification

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<v Speaker 4>and other priorities. Make sure that energy is affordable, make

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<v Speaker 4>sure that energy which is now definitely at the core

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<v Speaker 4>of the national security of basically every region in the world.

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<v Speaker 4>And if on top of this it's the cabanized, but

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<v Speaker 4>it's even better. I'm pretty optimistic on seeing all those

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<v Speaker 4>pieces coming together. And yes we have to go through

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<v Speaker 4>a bit of noise and volatility, but if you should

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<v Speaker 4>really separate the noise from the signal, I think that's

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<v Speaker 4>that's what I really promising.

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<v Speaker 1>That's a great way to end the podcast. So I

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<v Speaker 1>just want to thank you for coming out. It's been

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<v Speaker 1>really refreshing and informative.

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<v Speaker 2>Thank you and Manuel, thank you so much for coming.

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<v Speaker 3>Thank you guys, good to see you job.

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<v Speaker 2>You know, I'm French, or at least I used to

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<v Speaker 2>be French deep at who you talk to, But there

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<v Speaker 2>is this saying in France and in Manuel theerve this

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<v Speaker 2>it's called a.

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00:22:56.279 --> 00:22:56.759
<v Speaker 3>Yeah.

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<v Speaker 2>It's an absolute to the force, the sheer side of

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00:23:00.319 --> 00:23:04.720
<v Speaker 2>their operation that they built, the three sixty vision, the

431
00:23:05.240 --> 00:23:09.720
<v Speaker 2>understanding of the dynamics of public market versus private markets,

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<v Speaker 2>the will to develop. Wow, I'm blown away.

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<v Speaker 1>Yeah, I am too, And I must admit I always

434
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<v Speaker 1>look with a critical eye at what investitors do, right,

435
00:23:19.200 --> 00:23:20.839
<v Speaker 1>and so if I give you a very simple example,

436
00:23:21.240 --> 00:23:25.359
<v Speaker 1>they took private this German business in Kaves and in

437
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<v Speaker 1>Kavas is are renewable developer IPP from Germany. It's been

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<v Speaker 1>around nine and they took it over at such a

439
00:23:31.200 --> 00:23:34.359
<v Speaker 1>premium to the market price. I thought eight. These guys

440
00:23:34.359 --> 00:23:38.880
<v Speaker 1>are crazy, but actually they're not, because what it is

441
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<v Speaker 1>is they see in Kavas as the bedrock of that

442
00:23:43.359 --> 00:23:46.880
<v Speaker 1>particular platform they're building in that area. So they have

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<v Speaker 1>a very different way of thinking about things. And as

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<v Speaker 1>I said, the more I understand, the more I agree

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<v Speaker 1>with what they're doing. And it's really good for the

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<v Speaker 1>energy transition to have guys like this and that can

447
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<v Speaker 1>can really create new let's call it new world energy

448
00:24:01.160 --> 00:24:02.079
<v Speaker 1>services businesses.

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<v Speaker 2>And contrary to what sometimes does infrastructure investor that portrait

450
00:24:08.440 --> 00:24:12.359
<v Speaker 2>like short term or everything. They have a vision, long

451
00:24:12.440 --> 00:24:18.319
<v Speaker 2>term vision, but also technical visions, strategic vision. They understand

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00:24:18.400 --> 00:24:21.960
<v Speaker 2>the dynamics at the global level, the regions, and and

453
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<v Speaker 2>then once they have identified a trend and how do

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<v Speaker 2>we invest and scale in that trend. You know, we

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00:24:31.000 --> 00:24:33.039
<v Speaker 2>talk a lot about Zeno B but you know, they

456
00:24:33.039 --> 00:24:37.559
<v Speaker 2>put a billion into Zenoby, which is basically electrifying bus fleets,

457
00:24:38.359 --> 00:24:41.160
<v Speaker 2>and now they're really all over the place. And of

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<v Speaker 2>course they take advantage of the others platform they have,

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<v Speaker 2>and then when we talk about everything around AI, they

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00:24:49.359 --> 00:24:53.119
<v Speaker 2>have five platforms to develop data center, so of course

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00:24:53.119 --> 00:24:56.279
<v Speaker 2>they know what's going on. So it's mind blowing.

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<v Speaker 1>Yeah, it'd be interesting to see what comes out of

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00:25:00.480 --> 00:25:03.799
<v Speaker 1>the businesses that they're creating. Again, just looking from the outside,

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<v Speaker 1>I think I'm going to have some really impactful businesses

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00:25:07.400 --> 00:25:09.400
<v Speaker 1>that they build up over the next few years. So

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<v Speaker 1>I think it's very important to look at their portfolio

467
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<v Speaker 1>really and what happens with it.

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<v Speaker 2>You know, they have avoided a lot of the hypes.

469
00:25:18.240 --> 00:25:22.039
<v Speaker 2>They didn't go into sparks, they didn't go into giga factories.

470
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<v Speaker 2>They didn't go into hydrogen, didn't go into those green premium,

471
00:25:26.799 --> 00:25:30.279
<v Speaker 2>green steel and so on, so they really understand. These

472
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<v Speaker 2>are one of the few guys who you know, when

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<v Speaker 2>I took to them, I learned a lot because the

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<v Speaker 2>advantage point is so extraordinary.

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<v Speaker 1>And by the way, people listen to us probably think,

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<v Speaker 1>my god, I on the payroll a khr. Were not

477
00:25:43.839 --> 00:25:46.400
<v Speaker 1>actually and it's more that both of us just spend

478
00:25:46.480 --> 00:25:49.920
<v Speaker 1>our time on looking at what investors do. And I

479
00:25:49.920 --> 00:25:52.359
<v Speaker 1>think we both agree that investors do a lot of

480
00:25:52.400 --> 00:25:56.480
<v Speaker 1>stupid things in this energy transition, and it's a tough

481
00:25:56.519 --> 00:25:58.799
<v Speaker 1>place to work in. But I think both of us

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00:25:58.839 --> 00:26:02.240
<v Speaker 1>agree that it's just we like this, got their approach right,

483
00:26:02.400 --> 00:26:04.400
<v Speaker 1>We like their approach and what they're doing.

484
00:26:05.119 --> 00:26:12.559
<v Speaker 5>Yeah, and e Manuel even disclosed a few things which

485
00:26:12.599 --> 00:26:15.799
<v Speaker 5>after we had the center tape to the compliance and

486
00:26:15.920 --> 00:26:18.880
<v Speaker 5>they came back and I had to remove two very

487
00:26:18.880 --> 00:26:23.279
<v Speaker 5>good minutes which were excellent about the strategy. So you know,

488
00:26:23.319 --> 00:26:25.640
<v Speaker 5>at some point you hear it must be like the

489
00:26:25.759 --> 00:26:30.160
<v Speaker 5>thirteen minutes, and I say, oh, now that we reached

490
00:26:30.200 --> 00:26:37.400
<v Speaker 5>twenty minutes. Yeah, it's done in a very proper way.

491
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<v Speaker 5>I can't see why they're not going to succeed. We

492
00:26:40.599 --> 00:26:42.920
<v Speaker 5>interviewed some guys and after five minutes we're like, oh

493
00:26:42.960 --> 00:26:47.519
<v Speaker 5>my god, I can foresee a lot of reading here. No, no,

494
00:26:47.720 --> 00:26:49.839
<v Speaker 5>their portfolio is flowless exactly.

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<v Speaker 2>Well. We thank a lot Emanuel for coming on the show.

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<v Speaker 2>We wish wish them the best, but I don't think

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<v Speaker 2>they need our super encouragement.

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<v Speaker 1>I just want to thank the compliance department as well.

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<v Speaker 1>It was really a pleasure working.

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<v Speaker 2>With you, Okay and John. I took to you next

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<v Speaker 2>week next week.

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<v Speaker 1>Thank you for listening to Redefining Energy. Don't forget to

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<v Speaker 1>read the show and subscribe on Apple Podcast, Spotify, or

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<v Speaker 1>the platform of your choice.
