And so at this stage, we have not been convinced, and we have studied some of these files. But really, these platforms will give us the edge to grow beyond the core country. Just — so we prefer — maybe we are wrong to go step by step, not bringing a lot of noise with billion dollars, but we prefer, by the way, to make smart direct negotiation, but bidding with banks, which, of course, push price up in order to do that. There is a country where, obviously, we have more size is the U.S. The U.S. is more attractive for this perspective because, by the way, the system, the — all the CFS system and all that is more liquid. So you can not only produce, but you can imagine to get more value of trading, the volumes and mixing the biogas with others.
So the systems, the carbon systems markets in the U.S. give more liquidity to that. In Europe, it’s fragmented. All the regulations are not the same. It’s one of my advocacy when I go to Brussels to tell them that if they want this business to be developed, it could — should have a unique — you want European market and not — the rules are different in all the countries, so it does not help to grow it. So when you are in the gas, you look to biogas. In particular, because our customers are looking for that. They want to — if you have customers, we have made the bet to go to LNG for transportation, which we would love to have, bio LNG. So volume is not there. So there is a good momentum for selling these molecules. Then the question is scalability of all that, to be clear, and that’s a question mark.
So we are looking to — we have some options in our portfolio. We grow it more locally. If we do something larger, it will be probably in the U.S., rather than in Europe, but that’s part of it. On — I mean, I listen to my peers. And again, I respect them, but I think being consistent in the strategy is just fundamental. And we have decided a strategy, which is clear. Again, we are — with the business model I described, we will be able to deliver a double-digit business, and that’s the commitment we took. There’s no reason for me today to derive from this objective and from the capacity to do it. Of course, we have to build that. We have to be — we make very good projects. Some are not as good. But I don’t see what we should — and I think if we make zigzag on the strategy, we’ll do nothing at the end of the day.
So I prefer to keep on my strategy, which is — and again, we are very consistent, by the way. I think the decision, I have proposed to the Board to accelerate this segment, this reporting of the IP power — integrated power business because having discussed with our shareholders after our roadshows in — after the presentation in New York in October and November, it is clear that there is a legitimate request from them. You invest this amount of money in this business. We want you to demonstrate to clarity — given clarity of these businesses. So I think this is a question. But I’ve been CEO for 9 years now. I think it’s — listen, is you need to stick on the strategy and not to be — otherwise, in this new low carbon business we will not — never reach the size, and I prefer to reach a size which is consistent.
