Since 2015, the company has pursued a technology-led strategy to build flexible domestic recovery capacity alongside its export operations, including alternative waste-to-energy solutions representing up to approximately 350,000 tonnes of annual capacity. While these initiatives expanded operational capability, early-stage technologies did not consistently meet fuel quality and performance requirements.
This phase brought challenges, including the stalling of the EnergyWorks Hull project, which was expected to provide flexible domestic recovery capacity for alternative fuel streams. As domestic recovery capacity did not materialise as planned, volumes initially structured for UK offtake, such as Hull CC, were redirected to export markets under contract frameworks not designed for export economics, compounded by rising treatment costs.
This resulted in sustained losses over several years, with the financial impact peaking between 2023 and 2025, including one-off restructuring costs.
The infrastructure, upstream contract positions, and operational capabilities developed during this phase now form a stronger domestic fuel supply platform. Building on these learnings, Geminor is implementing a long-term strategy focused on proven mass-burn waste-to-energy infrastructure, strict quality control and a balanced combination of domestic supply and export flexibility.
As part of this strategic shift, the company has secured new long-term municipal and commercial feedstock contracts across the UK, including agreements with local authorities in Guernsey and Swansea, and invested directly in fuel preparation and storage capacity, underscoring Geminor’s commitment to operating with long-term market exposure rather than acting solely as an intermediary.
Domestic fuel volumes are contracted to increase to around 250,000 tonnes per year from 2026, supporting expanded UK offtake capacity while export routes remain an active and flexible component of Geminor’s operations.
“Recent market conditions underlined the need to balance export flexibility with stronger domestic fuel supply solutions,” said Oliver Caunce, Country Manager UK & Ireland at Geminor. “While early-stage technologies did not deliver sustainable commercial outcomes, the experience has shaped a more robust operating model built around proven infrastructure and long-term partnerships.”
Håvard Framnes, CEO of Geminor, added: “Geminor operates with a long-term perspective across all our European markets. In the UK, this means investing through periods of transition and adapting our operating model to evolving infrastructure realities, while continuing to support customers as domestic fuel supply capacity becomes increasingly important.”
Looking ahead, Geminor expects UK growth to be driven by a balanced portfolio of domestic waste-to-energy supply based on established, proven, stable technology and export volumes, supported by infrastructure investment and long-term contracts.