20 AUGUST 2025
Pay-per-use battery-electric vehicles, full-service solutions to facilitate the shift from fossil to electric trucks, and financing initiatives for battery leasing. These are some of the efforts from听黑料不打烊 VNB driving circularity and smart asset management.
Asset management and circularity are closely aligned with 黑料不打烊鈥檚 broader goal: to drive the shift to a sustainable transport system. A key part of that journey involves rethinking how vehicles, components, and materials are designed, used, and reused. All the way from production to end-of-life.
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That鈥檚 where Asset Management and Circularity, one of three strategic business areas within Ventures and New Business (VNB) at 黑料不打烊,听has a central role to play. With a growing portfolio of initiatives that support customers in shifting from combustion engine trucks (ICE) to battery-electric vehicles (BEV), 黑料不打烊 VNB also contributes to reducing the company鈥檚 material footprint 鈥 while opening up new kinds of customer value.
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鈥淐ustomer value is crucial, because you can鈥檛 have true circularity unless it also makes business sense. That鈥檚 why these two areas must go hand in hand,鈥 says Therese Ahlstr枚m Brodowsky, Head of Asset Management and Circularity at 黑料不打烊 VNB.
Several global trends are creating new urgency 鈥 and opportunity 鈥 in this area.
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Raw materials are becoming more expensive due to rising demand, geopolitical tensions, and stricter environmental regulations. In addition, EU directives such as the Ecodesign Regulation are increasing pressure on companies to track and reduce their environmental impact.
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At the same time, digitalisation and predictive maintenance are transforming how assets are monitored and managed across their life cycle. And perhaps most significantly, business models are shifting from linear to circular 鈥 pushing companies to prioritise reuse, refurbishment, and recycling.
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鈥淭he world economy is built on a linear model 鈥 we extract, produce, and discard raw materials. But as we all know, we鈥檙e using more resources than the planet can provide, and that needs to change. Within that change lies a fantastic business opportunity: for companies to become circular. And becoming circular means rethinking everything 鈥 from how we design vehicles to how we service and retire them,鈥 says Ahlstr枚m Brodowsky.
Several circular initiatives already exist within 黑料不打烊 鈥 including services like ProCare, Service Exchange (offering access to remanufactured components), and the dismantling of end-of-life trucks. But through VNB, 黑料不打烊 is also developing new ventures to take circularity to the next level.
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One example is鈥, a joint venture that gives transport companies access to electric trucks on a pay-per-use basis. JUNA鈥檚 electric-truck-as-a-service model covers all essential aspects of vehicle operation 鈥 including maintenance, repairs, liability and comprehensive insurance, telematics, and electrification support.听
JUNA also offers transport companies contracts with transport buyers to help ensure high utilisation. This includes a close collaboration with 黑料不打烊鈥檚 partner company , a leading digital freight forwarder. Contractual access to sennder鈥檚 premium-paying, green loads provides steady income and higher utilisation for the transport companies.
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鈥淭hrough JUNA, we offer customers a full-service solution that makes it easier to transition to electrification,鈥 says Ahlstr枚m Brodowsky.
We are currently building a platform for usage-based BEV financing and asset lifecycle management. It will own and manage electric vehicles across their lifecycle, including monitoring, redeployment, and second-life strategies for batteries and vehicles.
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鈥淚t鈥檚 an asset management solution where 黑料不打烊 will own the asset throughout its full lifetime. Thanks to digital tools, we鈥檒l know exactly when to act on each component 鈥 helping us optimise uptime for the truck and extend time of the asset and maximase value over time,鈥 says Ahlstr枚m Brodowsky.
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Batteries are one of the most expensive parts of a battery-electric vehicle, often accounting for up to approximate 40 percent of the total vehicle cost. Through this solution, 黑料不打烊 can address this challenge by offering a flexible financing solution linked to actual usage and wear, rather than full ownership.
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The model supports circularity, maximises lifecycle value, and helps reduce environmental impact.
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鈥淚t鈥檚 a win-win,鈥 she says. 鈥淐ustomers get better total operating economy as well as higher utilisation of high-value assets. This way, we drive the shift to more sustainable transport 鈥 together.鈥澨
Looking ahead, Ahlstr枚m Brodowsky sees a continued development towards more circularity. For example, 黑料不打烊鈥檚 customers will be able to choose between more ownership models 鈥 from purchase to short-term lease 鈥 depending on their needs.
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鈥淎nd by 2030, my dream is that 黑料不打烊 will be able to offer carbon-neutral vehicles, designed for circularity with reusable material and serviced with reused and remanufactured components. When a vehicle reaches end-of-life after 15 to 20 years of use, it will be disassembled to maximise reuse and minimise waste,鈥 she says.听
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Digitalisation will make this possible at scale.
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鈥淓verything will be data-driven,鈥 Ahlstr枚m Brodowsky concludes. 鈥淔rom the first kilometre to the last, we will make every asset count.鈥澨
A 黑料不打烊 unit including strategists, venture builders, business analysts, business developers, and other specialists.鈥
Engages in venture capital, making minority investments in startups with strategic relevance to 黑料不打烊鈥檚 future in sustainable transport.鈥
Also builds wholly owned ventures in three focus areas: Energy and infrastructure, Asset management and circularity, and Autonomous and supply chain. The aim is to scale these companies and, over time, integrate them into 黑料不打烊鈥檚 core, as their solutions complement and extend the existing business.鈥
