Issuu

FALL 2025 PLUS: Inside Danos Foundation’s community impact The year’s most impressive deals and standout leaders Why energy remains at the heart of Louisiana’s economy

Turner Industries Chairman Emeritus ROLAND TOUPS takes the spotlight this November as the recipient of the prestigious Lifetime Achievement Award.

The

POWER

PLAYERS From legacy giants to fresh innovators, meet the leaders shaping Louisiana’s energy future.

2025

l o u is ia n a

energy awa r d s

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CONTENTS

Publisher: Julio Melara Associate Publisher: Erin Pou

EDITORIAL Executive Editor: Penny Font Editor: Sam Barnes Contributing Photographers: Cheryl Gerber, Don Kadair, Leroy Tademy

The

POWER PLAYERS

From legacy giants to fresh innovators, meet the leaders shaping Louisiana’s energy future.

NEWS

57 Far and away

LAUNCH

11 ICYMI 15 Executive Profile

Phillips 66 executive Scot Tyler on staying competitive in the energy market

Louisiana companies with global connections must often navigate uncharted waters.

63 Taking the lead

More than facilitators, Louisiana’s economic developers are emerging as leaders who shape how and where growth happens.

69 Brave new world

With AI’s help, predictive and prescriptive maintenance tools can predict and diagnose failures.

FOCUS ON ENERGY

42 A moving target

Louisiana’s energy market is undeniably impactful, but notoriously hard to predict. Plus: A ‘small store in the middle of nowhere’ has ties to the energy industry that take it far beyond the southeast Louisiana community it calls home.

51 The journey from theory to practice Louisiana’s academics, mentors and investors are turning energy concepts into reality.

CLOSING NOTES

STUDIO E Creative Director: Timothy Coles Business Development Manager: Manny Fajardo Custom Content Editor: Lisa Tramontana Video Lead: Taylor Stoma Production Coordinator: Sara Hodge Chief Technology Officer: James Hume Marketing Director: Ashleigh Ward Business Manager: Tiffany Durocher Business Associate: Kirsten Milano Office Coordinator: Donna Curry Receptionist: Cathy Varnado Brown

CREATIVE SERVICES Creative Services Manager: Ellie Gray Art Director: Hoa Vu Senior Graphic Designers: Melinda Gonzalez Galjour, Sidney Rosso Graphic Designers: Aniya Dunn, Jerry Reid

AUDIENCE DEVELOPMENT Circulation and Client Experience Manager: Ivana Oubre

78 Toughest Challenge

A PUBLICATION OF MELARA ENTERPRISES, LLC Chairman: Julio Melara Executive Assistant: Brooke Motto Vice President, Sales: Elizabeth McCollister Hebert Chief Content Officer: Penny Font Chief Digital Officer: Erin Pou Chief Operating Officer: Guy Barone

SPECIAL ADVERTISING SECTION

Circulation/Reprints/Subscriptions/Customer Service 225-928-1700 • email: circulation@businessreport.com

35 Leaders of Industry

Volume 10 - Number 2

74 Our maps on the projects driving industrial growth

Hurricane Ida offers Dow executive Luca Balbo a powerful leadership lesson

10/12 Industry Report shines a light on companies and organizations that make an impact in their fields and in their communities.

Scan here for a free 10/12 Industry Weekly subscription and receive the latest news on south Louisiana industry. 6 10/12 INDUSTRY REPORT • FALL 2025

Sales Operations Manager: Kynley Lemoine Senior Consultant & Assistant Manager: Kelly Lewis Multimedia Marketing Consultant & Assistant Manager: Emma Walker Multimedia Marketing Consultants: David Burton Multimedia Marketing Consultant/Custom Publishing: Judith LaDousa Digital Operations Manager: Devyn MacDonald Partner Success Manager: Matt Wambles Digital Operations Coordinator: Sydney Deville Content Creator: Londyn White Corporate Communications Strategist: Mark Lorando Content Strategist: Emily Hebert

ADMINISTRATION

IN THIS ISSUE The energy industry: It’s all of us

ADVERTISING

Send your ideas and company news to editor@1012industryreport.com.

©Copyright 2025 by Melara Enterprises, LLC. All rights reserved by LBI. The Greater Baton Rouge Business Report (USPS 721-890 ISSN 0747-4652) is published monthly by Louisiana Business Inc. Reproduction without permission is prohibited. Business address: 9029 Jefferson Hwy., Ste. 300, Baton Rouge, LA 70809. Telephone (225) 928-1700. Periodicals postage is paid at Baton Rouge, La. Subscription rate is $120.00 for 12 issues, with 2 additional issues published annually in April and December. POSTMASTER: Send address changes to The Greater Baton Rouge Business Report, 9029 Jefferson Hwy. Ste. 300, Baton Rouge, LA 70809. The Greater Baton Rouge Business Report cannot be responsible for the return of unsolicited material— manuscripts or photographs, with or without the inclusion of a stamped, self-addressed return envelope. Information in this publication is gathered from sources considered to be reliable, but the accuracy and completeness of the information cannot be guaranteed. No information expressed here constitutes a solicitation for the purchase or sale of any securities.

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IN THIS ISSUE

The energy industry: It’s all of us

SAM BARNES

o matter one’s background, inclinations or political leanings, there’s one indisputable reality: For well over a century now, the energy industry has been integrally woven into the fabric of Louisiana’s economic and cultural engine. Within that dynamic, there are the leaders—the “titans of industry”—who have played, and are playing, vital roles in shaping and transforming the industry into what it is today and will become tomorrow. They are the lifetime achievers, the deal makers, the groundbreakers and the givers to their communities, and they all share a common thread: a passion and dedication to the industry from which they owe their existence. Beyond their respective influences on their own companies and regions, these inspiring leaders are having a far greater impact on the industry at large. You can read about them in this month’s cover story on the inaugural Louisiana Energy Awards on page 19. There are also the vital “cogs in the machine.” They’re the workers who rise before the sun 8 10/12 INDUSTRY REPORT • FALL 2025

to tackle each new day in an oilfield, plant or pipeline facility, or hop aboard a tugboat, barge or helicopter enroute to some offshore destination. Then there are the suppliers, subcontractors, engineers, inspectors, testers and a host of other professionals who operate in a supporting role. But one must never overlook those businesses that aren’t industrial at all, but impact it—and are impacted by it—nonetheless. They are the numerous grocery stores, restaurants, gas stations, hardware stores and other venues that serve a critically important role in their own right. Read our piece on the cultural phenomenon known as Brown’s Food Center in Hackberry on page 47. Then, of course, there are the consumers—you and I—who are the patrons of the very products they produce. Without each of us, the whole cannot be sustained. We explore this in “Moving target,” beginning on page 42. A TRULY TRANSFORMATIVE APPROACH Collaboration among Louisiana’s various entities and agencies has been trending in recent months, and that’s been particularly true among the state’s ports and economic developers. Since early 2025, they’ve been taking a more holistic approach to attracting and retaining business by working together, sharing best practices and even swapping “leads” from time to time—with the goal of improving the state economy in total. In the process, these organizations are targeting specific market sectors and breaking new ground in business development.

Case in point—in February, the South Louisiana Economic Council rebranded itself as COLAB, marking a new chapter in the organization’s mission to drive economic development and opportunity in Louisiana’s Bayou Region. The rebrand reflects the organization’s renewed focus on collaboration, innovation and building strong partnerships in Assumption, Lafourche, St. Mary and Terrebonne parishes. “This is more than just a new name—it’s a new direction for our organization and our region,” says Christy Zeringue, the organization’s CEO, in a press release announcing the name change. “We believe in the power of working together.” And in July, the Baton Rouge Area Chamber announced it would be dropping the word “chamber” from its name and begin leaning more heavily into its role as a full-fledged regional economic development organization. BRAC President and CEO Lori Melancon says the rebrand isn’t just cosmetic. It’s about better aligning the organization’s identity with the work it’s already doing. While a chamber typically focuses on supporting its members and advocating for their interests, an economic development organization tends to focus on more macro-level goals such as attracting new businesses, retaining existing businesses and enhancing economic infrastructure. Perhaps no agency better exemplifies that strategic, holistic approach to economic development than GNO Inc. in New Orleans.

Under the tenured leadership of Michael Hecht, the agency has targeted six sectors with high growth potential—technology, advanced manufacturing, trade and logistics, life sciences, and environmental management and energy—and splintered off separate entities to tackle them all. We lay out the full story in “Taking the lead” on page 63. FROM RESEARCH TO REALITY In the current climate, industrial owners and universities are having to get more creative in their approach to research. But just how does one determine which projects are practical enough—and viable enough— to warrant the investment? Industrial giants such as Shell, ExxonMobil and others have their own dedicated divisions devoted to encouraging and fostering new innovations through research. Then there are those who invest in budding entrepreneurs with new ideas that could one day serve the industry at large, aka the FUEL (Future Use of Energy in Louisiana) initiative, The Beach at UNO, the LSU Energy Institute, Shell’s GameChanger program and a host of others. They’re all taking separate, but often collective, paths toward the same goal—transforming the industrial sector into a more resilient, efficient and self-aware place for business, while meeting the demands of a consumer who expects, and even demands, more. Take a deeper dive in “Going from theory to practice” on page 52. 1012industryreport.com

Meet Laura — she’s a Louisiana native and a high bill fighter. What she does every day has helped keep Entergy Louisiana’s rates more than 30% below the national average for more than a decade. Laura works in resource management at Entergy Louisiana, which means her team matches Louisiana power needs with the least expensive power generation available — in real time. Laura helps deliver reliable electricity and manage energy costs for our customers in Louisiana. We’ve been powering Louisiana for 100 years, and we’re 100% committed to making the next century even better than the last through our Louisiana 100 Plan. We’re working every day to help keep rates as low as possible in Louisiana — because this is our home, too. Learn more at entergy-louisiana.com/100-plan/.

LAUNCH ICYMI

How Courtney Burdette is reshaping Louisiana’s DEQ

ourtney Burdette is still cutting her teeth as the new secretary of the Louisiana Department of Environmental Quality, but she’s no newcomer. Burdette had been working in DEQ’s Environmental Affairs Division for over a decade when Gov. Landry appointed her as head of the department in May. 10/12 Industry Report recently sat down with the Baton Rouge native to learn more about the challenges she faces in her new role, DEQ’s priorities under her leadership and more.

What has changed about how DEQ interacts with industry?

The most exciting and impactful news is the Louisiana Lightning Speed initiative that the governor announced and solidified through his executive order. This allows DEQ to work with its sister agencies through Louisiana Economic Development to coordinate the state’s permitting efforts, with the goal of making everything more transparent and efficient. When industry proposes new business developments or expansions to existing businesses, we want to ensure that they’re getting top-of-the-line service, that everybody knows what we need and that we’re all moving in the same direction.

What might that look like? Our work is based more on priorities and the overall impact to the state. On the technological 1012industryreport.com

Courtney Burdette

front, we are taking a coordinated approach throughout our agencies to help leverage technology to do the things that we do more quickly and efficiently. We’ve been in the permitting business for a long time, and I think we are one of the best states in the country for that, but there’s always room to improve. I think technology is an exciting part of that. We’re looking at paperless options and options that are more user-friendly for the industries that we serve.

What is the status of Louisiana’s State Implementation Plan? (SIPs demonstrate

how states will implement, maintain and enforce National Ambient Air Quality Standards.) We have two parishes that are in non-attainment for the Sulfur Dioxide Standard: Evangeline and St. Bernard. But we’re working closely with EPA to demonstrate

that we have done the necessary work in those areas to be designated as attainment, and I think we have a clear path for that. For the first time in a very long time, all 64 parishes in the state could be classified as ‘in attainment’ and that’s exciting. Being in attainment makes it easier for industry to operate. It involved a collaboration between industry and DEQ. Comprehensive air monitoring helps us ‘zero in’ on areas that may be the cause of some exceedances, and we work closely with industry to reduce those emissions … to reduce their overall impact. The fact that we’re here now is demonstrative of the collaboration between this department and industry. In Evangeline Parish and St. Bernard, we’re working those plans and demonstrating to EPA that the work has been done so that they can re-designate those parishes. This will undoubtedly mean a lot to industry, because getting a permit in areas of non-attainment is difficult. It would make Louisiana stand out—I think there’s only 20 other states in the country that are completely in attainment.

Describe DEQ’s current relationship with EPA.

In my personal interactions with EPA, the whole process has been transparent. It’s been very open and I’ve enjoyed the partnership that we’re building. It’s cooperative federalism (a model where national and state governments work together to achieve common policy goals)—they’re

here to support us and support the work that we’re doing. A lot of the programs that we’re running are under the authority of the offices of EPA, and I think that this administration understands the importance of industry.

Any big changes planned?

I think a lot of people don’t really know what we do, so we want to be more transparent so that they can see the work that DEQ does and help them understand our various programs and how they can interact with us. For example, we want to make everyone aware of our Mobile Air Monitoring Lab, which is essentially a lab on wheels that we take through various parts of the state. I’ve also stressed internally that I want to pursue more outreach to students from elementary through college level so that they know that we’re out here and know what we’re doing. Industry is required to provide us with a significant amount of data, so we’re working to synthesize that data and make it more accessible.

What obstacles stand in your way?

The biggest challenge, honestly, is balancing a bunch of different viewpoints and divergent opinions, whether it’s industry, whether it’s political, whether it’s community concerns, etc. I’m a native Louisianan, so I know we all have strong opinions down here. My personal approach is to focus on the common ground, because there’s always common ground. This interview has been condensed for clarity and space. 10/12 INDUSTRY REPORT • FALL 2025 11

Building a stronger Louisiana Providing

116

~6k

employee and contractor jobs

years of operation

Over

$450 Presence in

M M

in annual employee payroll

parishes

Invested over

$3.2

in area nonprofits last year

ExxonMobil is proud to be a 2025 Louisiana Energy Awards Finalist.

Don’t miss a thing! @ExxonMobilBRA www.exxonmobilbr.com

LAUNCH: ICYMI

Louisiana Petrochemical Outlook webcast

TOPICS:

LOUISIANA’S PETROCHEMICAL sector is entering 2026 in a time of transition, with global demand shifts, federal policy changes, and new technologies influencing strategy. To help make sense of what’s ahead, 10/12 Industry Report will host the Louisiana Petrochemical Outlook virtual webcast event at 11 a.m. on Nov. 11. The program will feature three leaders with deep expertise in operations, economics, and executive strategy:

Kate Lightfoot

Martha Gilchrist Moore

Baton Rouge Integrated Complex Manager, ExxonMobil Lightfoot became the first woman to manage ExxonMobil’s Baton Rouge complex in 2025 and has more than two decades of leadership experience across the company, including roles in operations, business readiness, and supply chain. She previously served as the first female site manager at Baytown Chemical Plant and as Global Marine Supply Chain Manager at ExxonMobil’s Texas headquarters.

Tom Yura President and CEO, UBE C1 Chemicals America Yura has nearly 30 years of experience in chemical manufacturing and executive leadership. He previously served as COO of Cornerstone Chemical and as Senior Vice President and General Manager of BASF’s Geismar site, the company’s largest North American facility. Yura now oversees UBE’s expansion in Louisiana, including a new Jefferson Parish facility set to support battery and semiconductor production. He also serves on the board of the Greater Baton Rouge Industry Alliance and the energy advisory council of the Federal Reserve Bank of Atlanta.

• How Louisiana’s market outlook compares with national forecasts for 2026 • The impact of federal policy changes, tariffs and trade dynamics • Major projects and investment decisions on the horizon • The role of innovation, AI and emerging markets in shaping strategy • Workforce challenges, safety initiatives and community engagement

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Chief Economist & Managing Director, Economics & Statistics American Chemistry Council Moore analyzes how policy initiatives and energy trends affect the chemical industry and produces economic and industry forecasts. She also leads the council’s research on the economic contributions of chemistry and its benefits to consumers. With more than 25 years of experience, she is widely recognized as an authority on chemical market dynamics and end-use industries.

The webcast is made possible by Alliance Safety Council, Delta Machine & Ironworks and the Lard Oil Company. Register at: 1012industryreport.com/events

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1012industryreport.com

LAUNCH: EXECUTIVE PROFILE

Phillips 66 executive Scot Tyler on staying competitive in the energy market

BY SAM BARNES

What do you find most rewarding and challenging in your current position? One of the most challenging aspects of my current position is learning to step back and allow others the space to work through issues independently. It’s a shift from being hands-on to serving more as a mentor and coach. That transition requires trust in 1012industryreport.com

LEROY TADEMY

t was a standardized test that decided Scot Tyler’s destiny. His father, a disciplined man, didn’t want his sons to work with their hands, so he had them take frequent tests to determine their best career path. “I scored well in math and science, so my father told me I was going to be an electrical engineer,” says Tyler, current general manager of Phillips 66’s Lake Charles Manufacturing Complex. His older brother took a similar trajectory as a mechanical engineer, and his younger brother became an accountant. “My oldest brother was the rebel,” he adds. “He refused to go to college and became a master mechanic.” Tyler graduated from McNeese State University with a bachelor’s degree in electrical engineering in 1990, then launched his industrial career with PPG Industries in Lake Charles. While there, he held roles in engineering, maintenance and operations for more than 10 years before joining Conoco’s Lake Charles Refinery in 2001. Later, he joined Phillips 66, where he held assignments of increasing responsibility in engineering, operations, planning, economics and management for more than 17 years. Then, after a four-year stint as operations manager at Phillips 66’s Alliance Refinery in Belle Chasse, he returned to the Lake Charles Manufacturing Complex in 2022 as general manager.

Scot Tyler, general manager, Phillips 66 Lake Charles Manufacturing Complex

the team’s capabilities and in the process of collaborative problem-solving. What I’ve come to appreciate is that everyone brings a unique perspective and creativity to the table. If we’re too quick to judge or intervene, we risk suppressing the next great idea. Creating space for others to lead fosters innovation and ownership, which are essential for long-term success. The most rewarding part of my role is seeing that growth in action. Watching team members rise to challenges, bring forward new solutions, and support one another is fulfilling. What are your immediate and long-term goals for the facility? The energy market is highly competitive and constantly evolving, so we must challenge ourselves to reduce costs, remain competitive in any margin environment, and redesign our ways of working to improve responsiveness and efficiency. At the same time, we never lose sight of our core commitments of safety, environmental stewardship

and operational excellence. These are non-negotiable, and they guide every decision we make. Long-term, we’re focused on cultivating a culture of continuous improvement aimed at positioning the facility as an innovator—one that creates lasting value for Phillips 66 and is sustainable over time. This means embracing new technologies, unlocking opportunities to create greater synergy across our integrated value chain, and empowering our teams to lead with creativity and accountability. What is your biggest concern for industry? The shifting dynamic in our workforce. As we welcome a younger and less experienced generation, it’s critical that we intentionally preserve and pass on the practical lessons learned over decades of safe and reliable operations. While procedures, rules and equipment design standards provide a strong foundation, it’s the human element—the culture of safety and environmental stewardship—that truly sustains performance. Attrition and external factors

can lead to a significant loss of institutional knowledge, and we must utilize robust, processdriven training programs that ensure continuity and capability across generations. If we’re not deliberate in mentoring and knowledge-sharing, we risk losing the insights that aren’t written down but are vital to preventing incidents and maintaining excellence. We owe it to our successors to build a culture that values learning from the past while preparing for the future. The refining industry faces challenges, but I believe it has a bright and prosperous future. Global energy demand is projected to grow well beyond 2050, and conventional transportation fuels will continue to play a key role in the energy mix. What are your passions outside of work? My wife and I are passionate about inspiring the next generation in their relationship with God through volunteering at youth retreats. I also enjoy golfing, cooking, yard work and spending time with family. 10/12 INDUSTRY REPORT • FALL 2025 15

CITGO LAKE CHARLES REFINERY ‘GO-ING’ STRONG: THE CITGO LAKE CHARLES REFINERY IS DRIVING GROWTH AND FUELING THE COMMUNITY

ITGO’s roots stretch back more than 100 years to the days of the Cities Service Oil Company. “Go-ing” strong for decades, today CITGO is ranked as the fifth largest and one of the most complex independent refiners in the United States. Here in southwest Louisiana, the CITGO story dates back to the early 1940s, when its Lake Charles refinery was built to meet the U.S. Armed Forces’ fuel needs during World War II. More than 80 years later, the CITGO Lake Charles Refinery continues to contribute to the local economy while nurturing generations of dedicated workers. The Lake Charles Refinery has expanded its capacity through the successful execution of planned turnarounds and maintenance projects, while at the same time searching for cost-effective ways to reduce its environmental footprint. With a proud history and a thriving present, CITGO

Lake Charles is ingrained in the southwest Louisiana landscape. Its greatest strength lies in its people, who not only work here but are also local residents who actively volunteer and champion initiatives supporting the company’s four key social responsibility pillars: education, environment, health, and disaster recovery and resilience. With this focus and a strong foundation of safety, integrity, respect, accountability and care, CITGO Lake Charles can help ensure a positive impact on both employees and the surrounding communities. “Our 1,100 employees are our greatest asset,” says Sterling Neblett, vice president and general manager of the CITGO Lake Charles Refinery. “With a combined 13,426 years of service, CITGO employees continue to exhibit their dedication and loyalty of ‘Go-ing’ Strong in the community.” Today, the CITGO Lake Charles Refinery is the largest

TOP EXECUTIVES: Sterling Neblett, Vice President & General Manager, CITGO Lake Charles Refinery | CITGO.COM

of the three refineries under the CITGO umbrella, with others located in Lemont, Illinois, and Corpus Christi, Texas. With a combined crude capacity of approximately 807,000 barrels per day, these refineries produce products that are essential to daily life, from transportation fuels to materials for everyday household items, cell phones, plastics and tires. CITGO operates 42 active terminals, six pipelines and three lubricants blending and packaging plants, and markets TOP TIER™ CITGO TriCLEAN® gasoline through more than 4,000 independently owned retailers. CITGO also markets its Mystik® and Clarion® lubricants throughout the United States and 41 countries. With approximately 3,600 employees, including the 1,100 employees residing in Southwest Louisiana, CITGO is a family that lives its values, working together to keep the world and economy “GO-ing” for years to come. For more information about CITGO Petroleum Corporation, visit citgo.com.

CITGO employees and their families lead by example through volunteer service. (Photos courtesy of CITGO)

COVER STORY 2025

louisian

the

energy a

awa r d s

power players

From legacy giants to fresh innovators, meet the leaders shaping Louisiana’s energy future.

ouisiana’s energy story has always been one of power, resilience and innovation— and this year, it enters a new chapter. 10/12 Industry Report introduces the Louisiana Energy Awards, a statewide program recognizing the companies, projects and leaders shaping the future of one of the state’s most essential industries. From the offshore platforms of the Gulf to the network of pipelines stretching across Louisiana, energy has long been the foundation of the state’s economy—supporting jobs, investment and infrastructure that reach into nearly every community. Today, that foundation is evolving. The energy sector is navigating a period of major transition, where established producers and new players alike are adapting to shifting markets, advancing cleaner technologies and investing in long-term resilience.

1012industryreport.com

Carbon capture, hydrogen and other cutting-edge projects are becoming key components of Louisiana’s industrial landscape, while traditional operations continue to modernize and expand. The Louisiana Energy Awards highlight this moment of change and the people leading it. This inaugural group of honorees and finalists represents a broad cross-section of the industry—from major capital projects and emerging technologies to workforce and community initiatives. Together, they illustrate how energy in Louisiana is not standing still, but retooling for a more complex and competitive future. Their work reaches far beyond refinery towers and production sites, influencing everything from local economies to national energy strategy. The following pages profile the people and projects defining this pivotal chapter in Louisiana’s energy story—and pointing to where it goes next.

10/12 INDUSTRY REPORT • FALL 2025 19

2025

louisiana

energy awards

l i f e t i m e ac h i e v e m e n t

life

impact

Destined for a career at NASA, Roland Toups instead chose to build an industrial powerhouse. By SAM BARNES

ecency, discipline and faith will no doubt be the themes of Roland Toups’ legacy. They have been integral to his character since he was a young boy in Houma, when he even considered, then eventually decided against, entering the priesthood. Later, as a young man, Toups found himself on the front lines of history, accompanied—as he usually was back then—by his identical twin brother, Leon. After the brothers earned graduate degrees in mechanical engineering from the Georgia Institute of Technology, they joined the Air Force and were stationed at Cape Canaveral in Florida. It was 1962, and it was the early days of the NASA space program. “We worked with a bunch of brilliant scientists and engineers,” Toups says. “It was a wonderful time to be there.” While at the Cape, the Toups brothers worked with the Atlas missile program and even played a role in prepar-

20 10/12 INDUSTRY REPORT • FALL 2025

ing for John Glenn’s first space flight. Toups later became embroiled in the Cuban Missile Crisis, when he was a launch officer and Leon a test conductor. “We were ordered to put a nuclear warhead on top of an Atlas D missile,” Toups says. “Obviously, we were ordered to stand down, but it was there just in case (Soviet Union premier Nikita) Khrushchev did not back down. Thankfully, Kennedy called his bluff.” He also led the design-build of two massive missile tracking ships at a Brooklyn shipyard—at a then-staggering cost of $100 million. Sperry Corp. was the prime contractor, and its chairman at the time was retired Gen. Douglas MacArthur. “At the end of the job, MacArthur said to me, ‘Lieutenant, job well done.’ It was like an apostolic blessing,” he says. Through it all, necessity dictated that Toups develop the problem-solving skillsets—and the unwavering work ethic—that

would one day prove immensely beneficial to his career.

A DIFFERENT DESTINY It was at the Cape that Toups met his wife, Kay. They soon married and moved to Baton Rouge, where he landed a job as a project manager for Ethel Corp. That’s when he first ran into Bert Turner, who at the time was leading Nichols Construction, a major contractor at the plant. Nonetheless, Toups soon got the itch to return to NASA in 1968, which at the time was ramping up the Apollo space program. He’d already sold everything he owned and was about to leave for Florida, when Turner approached him with a different destiny in mind: Join Nichols and help him grow the company. “So, I did,” Toups says. Turner was a true visionary, a hard worker and intelligent, and together they set about the task of increasing their project load, diversifying their service offer-

ings and eventually renaming the company. Over the years, Toups has found growing the Turner Industries brand to be a rewarding—yet often challenging—experience. “This is a cyclical business,” Toups says. “We’d get work, then we’d drop off and then have to go get more work. It was not a total geometric path. It was up and down, but over time we grew it from 100 people to 500 … then to 2,000. Today, we’re working 20,000 people and doing $3 billion a year.” Of course, as the industrial market grew so did the rest of Baton Rouge’s industrial construction community. Toups paved the way for the next generation of contractors by helping develop the first construction management curriculum at LSU and even taught class for a couple of years. “I had a group of all-stars in my class … the likes of Eddie Rispone, Bill Firesheets, on down the line. You could tell they were going to be all stars.” 1012industryreport.com

COVER STORY

Toups also developed a profound commitment to public service, ultimately chairing the Louisiana State Board of Regents, what was then known as the Greater Baton Rouge Chamber of Commerce, the Louisiana Chemical Industry Alliance, and numerous civic organizations. He’s also been inducted into multiple halls of fame, including the Georgia Tech Academy of Distinguished Engineering Alumni, LSU Engineering Hall of Distinction and Baton Rouge Business Report Hall of Fame. Dan Borne, retired president of the Louisiana Chemical Association and an ordained Catholic deacon for some 15 years, met Toups during the formation of the Louisiana Chemical Industry Alliance in the early 1990s. Later, they were both heavily involved in the Rotary Club. “Roland’s entire life just absolutely puts into practice the Rotary motto of service above self,” Borne says. “As much as any person I’ve ever dealt with 1012industryreport.com

in my career, he has put service to others far ahead of himself. “Wherever Roland was, whatever group he had to meet, whatever section of society he had to try to lead, he could always do so ethically and professionally and get along with the folks that he was trying to lead.” Norman Deumite, founder of Deumite Construction, has been close friends with Toups ever since meeting him at Bocage Racquet Club some 50 years ago. At times, they’ve also been “friendly competitors” in the industrial space, as well as served together on the Catholic High School Board of Directors. “I don’t think there’s one meaningful organization in town that Roland hasn’t been a part of, and I think that 90% of the boards he’s ever been on he’s served as chairman and one time or another,” says Deumite. “There are a handful of people that really made a difference in Baton Rouge and made it what it is today, and

I include him in that number. He knows how to listen, and he knows how to bring people together.”

CHANGING ROLES During his tenure as chairman, following Turner’s retirement, Toups hammered home a mantra that most Turner employees know well. “I tell everyone that we’re going to do things in this order—our God, our family, and then Turner … and we’re going to have fun doing it. If that gets out of order, then we’ve got a problem. We preach that religiously.” At 87, Toups still serves in an advisory capacity, while his son, Stevie, is the current CEO. It’s still very much a family affair— Bert Turner’s five children also remain involved in the company. “I just listen and make suggestions, but Stevie’s running this thing with his team, and I stay in the background and let them run it,” he says. “They’re doing a great job.”

More than anything, Toups would like to be remembered as someone who impacted the lives of the people in his community. “This business is not one of hardware. What means more is that we’ve hired hundreds of thousands of workers. We’ve given them the ability to raise families, educate their children and put food on their table. That makes me feel pretty good.” Toups, who still deeply misses his twin brother (Leon died of pancreatic cancer in 2006), says most of his attention these days is on his family. He’s even wrapping up construction of a new home to be closer to his daughter. “I tell my wife that I’m in the fourth quarter of my life, but she says I’m in double overtime,” he jokes. “My big emphasis now is children, grandchildren and great-grandchildren. We’ve got two little great-grandchildren and they’re the apples of our eye.” 10/12 INDUSTRY REPORT • FALL 2025 21

COVER STORY

2025

louisiana

energy awards

c o m m u n i t y i m pa c t

DON KADAIR

The Danos Foundation team, clockwise: Mark Danos, owner and CEO of Danos Family Investments; Tish Hebert, chairperson, Danos Foundation; and Renee Piper, executive director, Danos Foundation

22 10/12 INDUSTRY REPORT • FALL 2025

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COVER STORY

Giving with

purpose

How one employee’s challenge sparked a $1.4 million movement of generosity.

By SAM BARNES

hanks to the prompting of one of their own employees, the Danos family came to the realization in 2017 that they needed to be more intentional about their giving. Until then, their Gray-based oilfield service company had taken a more reactive than proactive approach in their charitable endeavors. They’d always been a missions-minded family—particularly Mark, the youngest of the three co-owner brothers and the current leader of the Danos Foundation. Prior to joining the company, he spent a year as a missionary in Kenya with a nomadic tribe of shepherds. “I’ve had lots of opportunities to engage in the community, go on mission trips and things of that nature,” Danos says. “That’s part of my DNA. I have a heart for that.” The Foundation’s employee-centered origins are its true strength. “One of our teammates— Renee Piper—challenged us to do better and that started the journey,” he says. “We then began a process of determining how we could give in a way that’s meaningful to the community and aligns with our values and mission.’ They developed a theme—“care for others”—and found a Bible verse that would drive everything they do. “We put some parameters in place and then said, ‘Here you go, team. Go figure out how to translate this into action.’” The grants provided by the Danos Foundation are guided by data and follow-up, thereby ensuring outcomes and not just

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activity. Danos also empowers its employees, encouraging them to participate in donating both time and financially. All employee donations to the foundation are, in turn, matched by the company. At the same time, through Danos WORKS, the foundation contributes to nonprofits where employees volunteer their time, encouraging employees to give back to their communities. It has been an indisputably successful approach. To date, the foundation has awarded more than $1.4 million in community grants, impacting nonprofits focused on strengthening families, creating sustainable solutions and making a lasting impact in communities.

MAKING AN IMMEDIATE DIFFERENCE Jeray Jarreau, the founder/ director of Bless Your Heart, learned of the Danos Foundation through company founder Hank Danos, who attends her church. Her grassroots nonprofit organization’s primary mission is to address food insecurity in the Lafourche, Terrebonne and Grand Isle areas. They’ve since

received grants two years in a row—$20,000 the first year and $40,000 the next—all going toward the purchase of groceries. “We then get students, teachers and different educational personnel to help us divide the groceries among the schools according to the population and need,” Jarreau says. “In the process, the kids get to learn about food insecurity, and they get to learn about a resource that’s in their school.” Several Danos employees also volunteer with the organization, but that’s no surprise to Jarreau. “I live in that community, so I see their employees volunteering at the baseball parks, they’re picking up trash at the park, etc.,” she adds. “We see what they do, and we feel like our values closely align with one another.” Jon Toups, president/CEO of Second Harvest in New Orleans, is a self-described “Danos fan.” His organization operates the largest network of food pantries

across the Gulf Coast, stretching from Mississippi to Texas, and including 23 Louisiana parishes from Lake Charles to the Northshore of New Orleans. “They have done some fantastic things on behalf of Second Harvest,” Toups says. “But quite frankly, the Danos family is just so instrumental in that Bayou community. That whole family is a godsend to that community.” Danos Foundation has supported Second Harvest for nearly a decade, contributing more than $100,000 to support their work to end hunger in the Bayou Region. More recently, they were instrumental in the opening of a Second Harvest distribution facility in the area. “The need for food assistance in the Bayou Region is great,” he says. “There are now more than 34,000 people in Lafourche and Terrebonne parishes and Grand Isle experiencing food insecurity. That’s one in six.” 10/12 INDUSTRY REPORT • FALL 2025 23

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COVER STORY

Game-changing

Transactions setting the pace for Louisiana’s future economy.

energy awards

deal of the year finalists

Meta META’S ANNOUNCEMENT that it would build a $10 billion artificial intelligence data center in northeast Louisiana sent shockwaves through Louisiana and the nation, as the transformational investment promised to cement the state’s status as a major innovation hub and put this picturesque rural community on the leading edge of a global digital revolution. Meta projects the data center will support 500 or more direct new jobs in Richland Parish and result in the creation of more than 1,000 indirect jobs. That’s in addition to an estimated 5,000 construction workers at the peak of construction at the 2,250-acre mega site. The project is expected to spark new economic activity and investment throughout northeast Louisiana, as multiple industries benefit from the billions of invested dollars. Meta makes a concerted effort to source labor and materials locally, and partners with local schools and organizations to advance STEAM education and digital skills that can be used to compete in the digital workforce. The project could ultimately transform one of the most economically challenged regions of the state and country by creating new, high-paying jobs and ensure that Louisiana is seen as a technological hub for generations.

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deals

2025

louisiana

Woodside Energy’s $1.2B acquisition of Tellurian Inc. WOODSIDE ENERGY’S all‑cash acquisition of Tellurian Inc. in late 2024 transferred the fully‑permitted Driftwood LNG development into Woodside’s global portfolio. The $1.2 billion transaction resolved Tellurian’s balance‑sheet constraints and rebranded the Cameron Parish project as Louisiana LNG, positioning Woodside as sole owner‑ operator of a 16.5 million-ton-per-annum greenfield export terminal with expansion rights to 27.6 million tons per annum. Within six months, Woodside secured a 40% infrastructure investment from Stonepeak and binding LNG offtake with Uniper, materially derisking project financing. In April, Woodside’s board approved a $17.5 billion final investment decision—the largest single foreign direct investment in Louisiana history—setting the project on course for first cargoes in 2029 and giving Woodside a strategic U.S. foothold that complements its Australian operations. This deal was transformative for Woodside’s global portfolio, represents the first LNG project in Calcasieu Parish and has helped usher in a second wave of LNG development along the Gulf Coast.

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HEIRLOOM, A PIONEERING direct air capture company, secured a strategic investment from United Airlines Ventures’ Sustainable Flight Fund, providing it with capital to accelerate the scaling of its DAC technology, which captures carbon dioxide directly from the atmosphere. As part of the agreement, the fund has secured the right to purchase up to 500,000 tons of carbon dioxide removal, or CDR, positioning Heirloom as a key supplier of CO2 for sustainable aviation fuels production or permanent sequestration. A critical component of the deal is Heirloom’s expansion into northwest Louisiana, where the company has secured an exclusive land option at the Port of Caddo-Bossier. The move marks a significant step toward scaling DAC to megaton capacity, solidifying the region’s role in the growing carbon management economy. By establishing operations in Louisiana, Heirloom is laying the foundation for a robust CO2 supply chain that will attract industrial partners, including SAF producers and manufacturers utilizing CO2 for low-carbon products. The investment bolsters Louisiana’s leadership in carbon capture, utilization and storage, a sector vital to the state’s economic future and energy transition. By integrating DAC into the state’s industrial landscape, Louisiana can preserve existing energy jobs while driving emissions reductions, attracting new industries and diversifying its economy. 10/12 INDUSTRY REPORT • FALL 2025 25

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COVER STORY

the

front line

2025

Executives leading Louisiana energy where it matters most.

louisiana

energy awards

Executive finalists

Phillip May

President and CEO, Entergy Louisiana PHILLIP MAY, president and CEO of Entergy Louisiana, has been an instrumental leader in advancing the state’s energy infrastructure, promoting sustainability and fostering economic development. Under May’s direction, Entergy Louisiana embarked on a $1.9 billion grid resilience initiative approved by the Louisiana Public Service Commission in 2024. This comprehensive plan encompasses over 2,100 projects aimed at fortifying the electric grid against severe weather events, thereby enhancing reliability and reducing outage durations for customers. May has also overseen the addition of approximately 3,000 megawatts of modern, efficient generation capacity, including significant investments in solar and renewable energy sources. In 2024, he played a pivotal role in Entergy Louisiana’s collaboration with Meta to develop a major data center in Richland Parish. This $10 billion investment stands as one of the largest economic development projects in the state’s history, underscoring May’s commitment to aligning energy solutions with economic advancement. His strategic vision, commitment to sustainability and adept crisis management have significantly contributed to Louisiana’s energy sector.

Chett Chiasson

Paul Danos

AS EXECUTIVE DIRECTOR of the Greater Lafourche Port Commission, Chett Chiasson has been laser focused on advancing Port Fourchon’s role in the “all things energy space,” including sustainable developments, coastal protection, and the integration of emerging energy sectors such as LNG and offshore wind, to ensure energy security and economic resilience for Louisiana and the nation. Under his leadership, the port has also expanded its capabilities, notably through the development of the Fourchon Island Deepwater Port, aimed at servicing heavy industry sectors. Chiasson’s strategic vision has positioned Port Fourchon as a leader in both the traditional and renewable energy domains. He has also played a pivotal role in disaster recovery, notably reopening the port within nine days in conjunction with other local partner agencies after Hurricane Ida in 2021, demonstrating resilience and commitment to uninterrupted energy supply. Ultimately, his initiatives have helped lead to substantial economic impacts, including the creation of more than 8,000 direct jobs in the Houma-Thibodaux Metropolitan Statistical Area and significant contributions to state and national economies.

IN HIS ROLE AS CEO, Paul Danos ensures that the Danos organization stays true to its mission: “To honor God and develop great people to solve big challenges for customers and communities.” Along the way, he balances the demands of running a world-class operation with a profound sense of responsibility for his people and community. Under his leadership, the company continues to thrive as a trusted global partner while never losing sight of its South Louisiana roots. As an executive, Danos acknowledges that people are the core of the company’s success and the backbone of Louisiana’s energy industry. He has an authentic connection to the workforce at every level, having begun his career working alongside front-line crews in fabrication shops, on lift boats in Venezuela and on local job sites long before stepping into the executive suite. From testifying before Congress to supporting communities in crisis, Danos’ leadership consistently uplifts Louisiana’s energy reputation and future. Danos is past chairman of the board of the National Oceanic Industries Association, recently served as president and board member of the South Central Industrial Association and is a graduate of the Council for a Better Louisiana (CABL) Leadership Louisiana program.

Executive director, Port Fourchon

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CEO, Danos

10/12 INDUSTRY REPORT • FALL 2025 27

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COVER STORY

generation

The rising executives steering Louisiana’s evolving energy sector.

2025

louisiana

energy awards

emerging energy leader finalists

Camille Ivy-O’Donnell

Senior state government affairs representative – U.S. East, Chevron AS MANAGER of governmental affairs and emergency operations for Chevron in the eastern U.S., Camille Ivy-O’Donnell is an avid advocate for U.S. energy. She manages affairs for Chevron’s assets east of the Mississippi River and coordinates a wide range of initiatives, from climate lawsuits in the Northeast to coastal lawsuits in Louisiana. Most notably, she recently led efforts to secure a $100 million bond allocation for Chevron’s Geismar facility. Ivy-O’Donnell is intimately familiar with Chevron assets across the region and has built relationships with state officials and emergency preparedness offices. She is also involved in other capacities, including serving on the executive board of the Louisiana Association of Business and Industry and as a board member of both the Louisiana Mid-Continent Oil and Gas Association and the Louisiana Oil and Gas Association.

Anna Johnson

Kellen Francis

IN HER ROLE at the West Baton Rouge Chamber of Commerce, Anna Johnson is regularly found at the State Capitol promoting and testifying for initiatives that will propel the state into becoming a global leader in decarbonization, LNG, oil and gas and nuclear energy. She advocates for industry and helps champion education objectives that will position the state to lead in workforce development and capital investments. Johnson also hosts numerous events that cast a spotlight on the energy industry, including the chamber’s annual Industry Roundtable—an event that brings together Louisiana’s energy leaders so that they can educate the community about the products they manufacture in Louisiana, then ship around the world. She was selected as a 2022 Tastemaker for American Cancer Society, where she was recognized for her efforts in raising awareness for cancer patients, and was selected as a 225 Impactful Citizen by 225Fest, an award spotlighting those who go above and beyond their daily job description. Baton Rouge Business Report named her one of its 2025 Forty Under 40 honorees, and she is also a graduate of the publication’s Leadership Academy, the Barton Leadership Academy, and the 2023 Leadership Baton Rouge class selected by the Baton Rouge Area Chamber.

BY LEVERAGING advanced analytics and real-time monitoring, Kellen Francis’ CodeGig is empowering organizations to identify operational inefficiencies, forecast equipment failures before they occur, and streamline processes for optimal resource use. His solutions not only drive environmental responsibility but also contribute to significant cost savings and improved operational performance for clients worldwide. The entrepreneur’s innovative approach has positioned the company at the forefront of sustainability-focused technology, collaborating with industries ranging from manufacturing to logistics. CodeGig has been recognized for its commitment to fostering innovation in the tech community through its participation in industry panels and contributions of thought leadership articles to prominent sustainability journals. Francis is also dedicated to continuous improvement, evidenced by his investment in workforce development programs and support of open-source collaboration, helping to advance the wider adoption of green technologies. Through these initiatives, CodeGig continues to focus on excellence, adaptability and meaningful impact in the rapidly evolving landscape of sustainable technology.

Executive director, West Baton Rouge Chamber of Commerce

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CEO/Founder, CodeGig

10/12 INDUSTRY REPORT • FALL 2025 29

EVERY DROP COUNTS

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LardOilCompany 1012industryreport.com

COVER STORY

anchors

2025

industry

louisiana

Companies whose scale and strategy shape Louisiana’s energy future.

energy awards

large company finalists

ExxonMobil FOUNDED IN 1909, ExxonMobil Baton Rouge is one of the largest publicly traded international energy and petrochemical companies in the nation. Its footprint is vast: refinery and chemical facilities, polyolefins and plastics plants just north of the main complex, and the Port Allen lubricants plant. Across its complex, ExxonMobil produces chemical products such as isopropyl alcohol, rubber liners for tires and adhesives used in health care, automotive and manufacturing. Its polyolefins plant supplies materials for items such as milk jugs, diapers and car parts, and their plastics plant provides solutions for food packaging, wire and cable applications and automotive components like belts and hoses. In Port Allen, its lubricants and aviation plant produces some 125 million gallons annually of approximately 130 different lubricant variations. Over the decades, ExxonMobil has continued to make generational investments in Louisiana. The company is currently positioning itself to become a leader in CCS technology through the 2023 acquisition of Denbury’s CO2 pipeline network, including nearly 885 miles of pipelines in Louisiana.

Cheniere Energy CHENIERE ENERGY has become a central player in Louisiana’s energy landscape. Founded in 1996 by Charif Souki as an oil and gas exploration company, in the early 2000s the company shifted its focus to LNG. Today, Cheniere is the largest producer of LNG in the U.S. and the second largest LNG operator in the world. Since 2016, the company has shipped more than 4,000 cargos of LNG to more than 40 markets in five continents, more than half of which have been produced and exported from its Sabine Pass facility in Cameron Parish. Ranked No. 275 on the 2025 Fortune 500, Cheniere has invested deeply in southwest Louisiana through academic partnerships, workforce training programs, and local hiring initiatives. Cheniere directs its community investments toward education, emergency response, workforce development, health care, and environmental programs—efforts that continue to deliver measurable benefits for Cameron Parish and the surrounding region.

Entergy Louisiana ENTERGY LOUISIANA LLC provides electric service to more than 1 million customers in 58 parishes, as well as natural gas service to more than 94,000 customers in Baton Rouge. With roots in Louisiana communities for more than 100 years, Entergy is a nationally recognized leader in sustainability and corporate citizenship, delivering more than $100 million in local economic benefits each year through philanthropy, volunteerism and advocacy. In April 2024, the energy provider launched a comprehensive five-year grid resilience plan approved by the Louisiana Public Service Commission. The initiative encompasses more than 2,100 projects aimed at reinforcing approximately 69,000 transmission and distribution structures statewide. Entergy Louisiana has also been proactive in expanding its renewable energy portfolio. In 2024, the company filed a request with the Louisiana Public Service Commission to add up to three gigawatts of solar power to its generation portfolio, marking the largest renewable power expansion request in the state’s history. Additionally, it played a pivotal role in securing Meta Platforms’ $10 billion investment in a new data center in Richland Parish. This project, one of the largest economic development endeavors in the state’s history, is expected to bolster the local economy and create numerous job opportunities.

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10/12 INDUSTRY REPORT • FALL 2025 31

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COVER STORY

small

but

mighty

2025

louisiana

These companies bring industry impact that extends far beyond their size.

energy awards

small company finalists

Orion Engineers & Constructors

PLACID REFINING COMPANY has a deep-rooted commitment to Louisiana’s energy sector. Over the last 50 years, the company has invested approximately $650 million on refinery expansions, upgrades and modernizations, which have collectively grown its production capacity from 36 to 75 million barrels per day and diversified the types of products the refinery can process and produce. Placid primarily produces transportation fuels for the southeast U.S. and is a major supplier of jet fuel for the U.S. Department of Defense. Other principal products include propylene. Its products are distributed across the southeastern United States, from Texas to Maryland. In 2023, the privately held company, led by President Rob Beadle, made a pivotal move by relocating its corporate headquarters from Dallas to Baton Rouge to better support its central operations. Today, the company’s workforce is 99.6% Louisiana-based, with its contract workforce 100% local, and it strives to support local businesses. The company also participates in local emergency response task forces, sponsors children’s safety programs and contributes to humanitarian causes. Employees of Placid sit on several boards and panels, including the West Baton Rouge Chamber of Commerce, Louisiana Mid-Continent Oil and Gas Association and American Fuel & Petrochemical Manufacturers.

FOUNDED BY PRESIDENT William A. Novak and a group of partners in 2001, Baton Rouge-based Orion Engineers & Constructors delivers integrated engineering, project management and construction management services across the energy and industrial sectors. Its core expertise lies in detailed multidiscipline design, construction oversight and technical services, with a significant focus on full-service project execution. Over the last two decades, Orion has supported a variety of significant capital and maintenance projects across the Gulf Coast in the refining, petrochemicals, renewables and utilities sectors. Known for its agility, safety record and client-first approach, Orion builds long-term partnerships by providing fit-for-purpose solutions throughout the project lifecycle. More recently, the Orion team has contributed to several renewable fuel conversion projects and grid modernization efforts. While primarily focused on the Gulf South, Orion’s impact extends globally through the companies it serves, as many of its industrial clients operate on an international scale.

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Placid Reﬁning

Loadstar THIS PRODUCT-HANDLING and site logistics company founded by CEO Brian Haymon in 2021 provides critical downstream support services, including product handling and site-based logistics services for refineries, chemical plants, bulk liquid storage terminals and barge lines. Operating under long-term contracts, it works as an integral part of a site’s daily operations by operating customer assets such as loading racks, rail yards, marine docks, warehouses, tank farms, barge fleets and underground storage facilities. Loadstar doesn’t shy away from innovation. It was the first company to create virtual reality training for tank car loading. In turn, VR reduces training time, improves knowledge retention, and allows for refresher training anywhere there is Wi-Fi access.

1012industryreport.com

It also outsourced the development of custom logistics software, enabling customers to see vessel transfer operations in real time and allowing them to better schedule movements and improve vessel and dock utilization. Users can also check invoices, track incident history and corrective actions, and view a custom KPI dashboard. Loadstar also recently outsourced the development of AI software to continuously scan its safety observation data produced in the field. The program looks for trends, spots gaps in employee field observations, and generates emails to supervisors to address. Louisiana’s only Certified Evergreen company, Loadstar has been vetted by the Tugboat Institute for its commitment to long-term sustainability and growth over short-term profits.

10/12 INDUSTRY REPORT • FALL 2025 33

Powering Progress Louisiana is at the forefront of Shell’s energy evolution.

RENEE LSU Alumna Environmental Manager SHELL NORCO

SHELL IN LOUISIANA IS SHAPING THE FUTURE OF ENERGY.

With thousands of Shell men and women across the state, we are working every day to reduce emissions, while increasing efficiency in our operations. Our tomorrow depends on what we do today. Together, we are powering progress for a brighter future. Louisiana is where we live and we’re proud to call it home.

shell.us/louisiana | #PoweringProgress

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LEADERS

OF INDUSTRY 10/12 Industry Report shines a light on Louisiana companies and organizations that are driving economic growth and strengthening communities.

BENGAL CRANE LOGISTICS AND TRANSPORTATION | FIVE-S GROUP HEALTH AND SAFETY COUNCIL | LAKE AREA INDUSTRY ALLIANCE

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B E N G A L C R A N E L O G I S T I C S A N D T R A N S P O R TAT I O N

MEETING THE DEMAND FOR HEAVY LIFTING AND TRANSPORT AS LOUISIANA INDUSTRY BOOMS

omplex construction projects at industrial facilities can require a lot of heavy lifting — literally. There are large pieces of machinery and oversized modules to move and put in place, and doing so safely requires skill. That’s where Bengal Crane Logistics and Transportation comes in. With a boom in new industrial projects underway in the Capital Region, many facilities are turning to the Geismar-based company when they need big, heavy equipment moved, lifted and installed. Bengal has a fleet of cranes — including hydraulic truck cranes and high-capacity crawler cranes — and heavy-haul trucking and barge services, making it a key behind-the-scenes player

in the petrochemical, refining, power generation, construction and infrastructure projects that support jobs and drive economies across the Gulf Coast and beyond. Founded in 1995, Bengal started with just a few cranes and trucks. “From the beginning, the company was built around safety, reliability and providing turnkey solutions to complex lifting and transport challenges,” says John Austin, who has been president of Bengal since 2010. “Over the past three decades, Bengal has grown into a regional leader with more than 450 employees, an in-house engineering team and a reputation for executing some of the most difficult lifts in the industry.”

Solving these kinds of multifaceted challenges is a passion for Austin and the rest of the Bengal team. One of the most fulfilling aspects of their work, Austin says, is being able to deliver results others said weren’t possible. Unlike some of its competitors, Bengal has a team of engineers on staff, including a licensed professional engineer. Austin says their expertise enables the company to develop the best custom lift planning, load studies and logistics strategies for each client. “That combination of equipment, in-house engineering and a safety-first culture sets Bengal apart,” Austin says. “Customers know that when a job has high risk or high complexity, Bengal is

Top Executive: John Austin, President 37156 E HWY 30, GEISMAR, LA 70734 • 225.677.8890 • BENGALTRANSPORT.COM

36 10/12 INDUSTRY REPORT • FALL 2025

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SPECIAL ADVERTISING SECTION

Bengal Crane Logistics and Transportation President John Austin

the team that can deliver safely on time and within scope.” Austin also credits Bengal’s family-like, faithcentered workplace culture, which he says encourages a commitment to excellence. “Everyone from operators to engineers to project managers takes pride in their craft,” he says. Bengal employees have to be versatile. One day might find them installing reactors in a chemical plant; another might involve moving transformers into a power substation or picking up modules from a port and hauling them to a jobsite. These are just a few examples of what Bengal does day in and day out, helping keep facilities running and bring new ones online. “Industrial projects cannot move forward without safe and efficient heavy lifting and transport,” Austin says. As historic levels of investment pour into Bengal’s home base of Ascension Parish and elsewhere in the Capital Region, the company is on the frontlines of an era of unprecedented industrial expansion. “Over the next decade and beyond, the demand for cranes, rigging and heavy transport will continue to rise as plants expand, new facilities are built and infrastructure grows to support them,” Austin says. “Bengal is positioned to meet that demand, scale its services and continue investing in people and equipment to support the region’s industrial future.” 1012industryreport.com

10/12 INDUSTRY REPORT • FALL 2025 37

PHOTO BY SHONDA MANUEL, HEALTHY IMAGE MARKETING AGENCY

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LAKE AREA INDUSTRY AL L IANCE (LAIA)

LAIA Executive Director Jim Rock

LAIA: PRODUCING ENERGY, POWERING COMMUNITY

outhwest Louisiana is a leading global energy supplier. Along the Calcasieu Ship Channel and throughout the region, industry fuels progress by producing energy and supplying products that touch every aspect of daily life. Our industries don’t just power homes and businesses across the globe, they power opportunity. At the center of this partnership between industry and community is the Lake Area Industry Alliance (LAIA). For 25 years, LAIA has successfully served as a channel of communication between industry and the community, civic leaders, elected officials, educators and non-profit organizations. “As the umbrella organization for our 28 member companies, LAIA is committed to providing factual information to the community regarding industrial operations that could affect residents and encouraging local industry to be good stewards of the environment and participate in civic activities,” explains Jim Rock, executive director of LAIA. LAIA member industries had a profound economic impact in Calcasieu and Cameron parishes in 2024: • $1.5 billion+ in payroll and benefits. • Almost 9,000 direct employees. • $250 million in property and sales taxes.

• $6 million in charitable contributions. • $1.5 million in support for community, environmental, health and safety causes. LAIA members strengthen the community by:

DRIVING JOBS AND INVESTMENT Billions of dollars in investment have transformed southwest Louisiana into a global hub for LNG, refining, petrochemicals and advanced manufacturing. These projects create opportunities for local workers, support small businesses and ensure that families can thrive right here at home. “We know strong communities make strong businesses,” Rock says. “LAIA member companies invest through funding, industrial equipment donations and volunteer hours. Our partnerships with schools and nonprofits are invaluable, fostering a collaborative environment that enhances educational programs, ensures workforce readiness and strengthens the region’s economic and social fabric.”

COMMITMENT TO SAFETY AND ENVIRONMENTAL STEWARDSHIP Industry employees live here, raise families here

and take pride in protecting our community. LAIA member companies prioritize sustainable practices and work diligently to minimize their environmental footprint. By implementing innovative technologies and adhering to stringent regulations, they ensure their operations reduce, recycle and reuse waste. This is good for the environment and business.

COMMUNITY OUTREACH AND ENGAGEMENT LAIA partners with schools, nonprofits and civic groups across the region on many different types of projects that add to the area’s quality of life. From scholarships and workforce training to volunteerism and local giving, industry is helping prepare the next generation and lifting up the people who make southwest Louisiana unique. “Industries have been in southwest Louisiana since the 1940s and are a considerable driving force for our economy and quality of life,” Rock says. “These industries provide careers with a consistent high level of employment, economic stability, and educational enhancements. “Energy made here strengthens families, communities and America’s future.”

Top Executives: Jim Rock, Executive Director 4310 RYAN STREET, SUITE 105 • LAKE CHARLES, LA 70605 • LAIA.COM 38 10/12 INDUSTRY REPORT • FALL 2025

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SPECIAL ADVERTISING SECTION

FIVE-S GROUP

SELF-SUFFICIENCY DRIVES EXPLOSIVE GROWTH AS ‘FIVE-S’ TEES UP AGGRESSIVE 2026 EXPANSION

ach fall, Five-S Group holds a strategic planning meeting to nail down where the company is headed in the following year. For 2026, the answer is “explosive growth,” says Senior Vice President of Strategy and Development Brandon Ashley. “We experienced enormous growth in 2023 and ’24, and we continue to hold that growth in 2025. We expect 2026 to explode to another level.” That growth is related to Five-S’s vertically integrated structure and ability to capitalize on both established and emerging markets. Sectors including LNG export, oil and gas petrochemical and the rising technology market—from data centers to AI—are what the company is focused on. “Five-S is a dynamic constructions services

provider,” Ashley explains. “We provide the materials and perform the services to install the materials. No one else in the Gulf Coast industry does that.” To de-risk its supply chain, the company bought its own quarry in southeast Missouri in 2020 to be able to make and ship three million tons of limestone down to the Gulf Coast each year. Next, they acquired tugboats and barges to be able to move the materials themselves. “We have brought all of that in-house to become a self-sufficient operation from origin to destination,” Ashley says. A recently opened office in Scott and the potential for another one along the I-10 corridor are other factors for growth, but Ashley emphasizes

staying true to the company’s values. “We were founded from a farm entity that Andre Smith, our sole owner, grew up on,” he says. “Five-S stands for the five Smiths, so from our family name comes family values.” Team-building events, a state of the company address each quarter and good communication keep Five-S’s 400 employees in the know and feeling connected. Looking to 2026, Ashley says, “We are focused on capturing the awards that will bring 2026 and ’27 into a new level of growth, along with our people and long-term planning to keep our goals on track. By the end of the year, everyone will have a clear direction on where they’re going.”

Top Executives: Andre Smith, President & CEO; Brandon Ashley, Senior V.P. of Strategy and Development; Danielle Hosch, Senior V.P. of Administration 4750 SHERWOOD COMMON BLVD. • BATON ROUGE, LA 70816 • 225.749.5867 • FSGRP.COM 1012industryreport.com

10/12 INDUSTRY REPORT • FALL 2025 39

SPECIAL ADVERTISING SECTION

H E A LT H A N D S A F E T Y C O U N C I L L O U I S I A N A

PARTNERING FOR SAFETY: HASC LOUISIANA AT THE HEART OF ENERGY’S TRANSFORMATION ouisiana has emerged as a world leader in energy innovation. Every innovation depends on the people behind it. The industry needs workers who are skilled, healthy, ready to adapt, and able to execute safely. “Every time the industry changes, the risks change with it,” said Sarita Scheufens, president of Health and Safety Council (HASC®) Louisiana. “Our role is to make sure the workforce evolves at the same speed as innovation, because training and readiness can’t lag behind.” With global momentum pushing for decarbonization, companies are revisiting how they train contractors, monitor health and standardize safety practices across job sites. HASC Louisiana is introducing a slate of proven tools to the region in response: • Safety Essentials® program: provides standardized foundational training for contractors, reducing risk and ensuring a consistent baseline of safety knowledge. • GateCheck: speeds up site entry with secure digital verification, ensuring workers are cleared and ready. • Live Online Proctoring (LOP): provides secure, online training and testing oversight, reducing travel time and scheduling delays.

• OmniScreening: provides TPA services for reciprocal background checks and drug and alcohol testing with the industry’s fastest results. HASC Louisiana is also expanding its physical presence to meet the growing demand. New facilities in Gonzales and Brusly feature occupational health services, modern training environments and expanded services. As a nonprofit, HASC Louisiana reinvests its resources to strengthen industry sustainability, prioritizing both jobsite readiness and long-term community impact. Programs are designed to return value directly to the energy workforce through safer job sites, improved health services and innovative training solutions. Through partnerships with owner companies, contractors and regional associations, HASC Louisiana ensures its solutions remain scalable, responsive, and tailored to Louisiana’s industrial landscape. “The ultimate vision is simple,” Scheufens said. “We want a Louisiana energy workforce that is safe, healthy and fully prepared to adapt as the industry transforms. By integrating training, occupational health and innovative screening solutions, we help our state lead in energy transformation while safeguarding the people who power it.”

New leader focuses on upskilling and safety HASC Louisiana Director of Regional Operations Tyler Traweek steps into his new role at a pivotal moment for the state’s energy sector. With billions of dollars in new projects underway, the influx of workers increases both economic opportunities and occupational safety challenges. “HASC Louisiana is helping workers step into those roles with confidence and a focus on safety, which is essential to the long-term success of both people and industry in the region,” says Traweek, who also serves as president of the American Society for Safety Professionals (ASSP) Greater Baton Rouge. “When we invest in training and skill development, we open doors to financial security, upward mobility, and opportunities that change lives and strengthen entire communities.”

Leadership: Sarita Scheufens, President of HASC Louisiana • Tyler Traweek, HASC Louisiana Director of Regional Operations 714 N. CITIES SERVICE HWY, SULPHUR, LA 70663 • 3005 W. CABELA’S PKWY, SUITE F, GONZALES, LA 70737 LOUISIANA.HASC.COM

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10/12 INDUSTRY REPORT • FALL 2025 41

FOCUS ENERGY

$1 billion

Louisiana actual mineral revenue collection in FY2024

$445 million Louisiana actual mineral revenue collection in FY2025

SOURCE: STATE OF LOUISIANA

ISTOCK

MARKET IMPACT: For generations, an energy workforce numbering in the hundreds of thousands has risen before the sun to travel to a destination that is one, two or multiple parishes away to earn a living.

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FOCUS: ENERGY

A moving target

BY SAM BARNES

Louisiana’s energy market is undeniably impactful, but notoriously hard to predict.

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lion in royalties. Then, in FY2025, the number dropped precipitously to $445 million, largely due to a significant drop in oil prices. The revenue drop won’t cripple the state budget, though, as it might have done in the past. That’s fortunate, since Albrecht’s most recent state forecast, released in May (the final numbers won’t be available until October), predicts the current oil price of $65 a barrel will likely be sustained through FY2026 “and could actually be lower depending upon the source,” he says. Upstream production has also been trending downward

a sustaining force in the near and long term. Even as onshore oil production steadily declines, offshore oil and inshore natural gas (horizontal extraction) are surging; increased investments in LNG, midstream and downstream facilities will play significant roles. Improving technologies are making much of it possible. “Offshore, we continue to go deeper and go further,” says Tommy Faucheux, executive director of the Louisiana Mid-Continent Oil & Gas Association. “And now that we’re clearly headed back to a place of predictable federal offshore leasing, I think the offshore trajectory over the long term is positive.”

for years, although its shortterm impact isn’t as severe as a drop in prices. “We’re on a long, long decline path,” he says. “The numbers are what they are. It is just declining and declining and declining. The nonhorizontal natural gas production is doing the same thing.” For his purposes, though, Albrecht has frozen projected production volumes at a certain minimum level in his long-term forecast models.

OFFSHORE OIL & NATURAL GAS SAVE THE DAY Energy diversification will be

“Offshore, we continue to go deeper and go further. I think the offshore trajectory over the long term is positive.” TOMMY FAUCHEAUX, executive director, Louisiana Mid-Continent Oil & Gas Association

DON KADAIR

he network of businesses that owe their origins, successes and, at times, demises to Louisiana’s upstream, midstream and downstream oil and gas market is vast. For generations, an energy workforce numbering in the hundreds of thousands has risen before the sun to travel to a destination that is one, two or multiple parishes away to earn a living. Nevertheless, it will always be an unpredictable and at times heartbreaking industry in which to work. The current relaxed regulatory environment notwithstanding, the economics of oil and gas—aka supply and demand— will always be the primary driver. Louisiana has done a decent job since the oil bust of the early 1980s to separate itself from the rollercoaster effects of the unpredictable market. The state has undergone a transformation since the heady days of oil and gas in the early 1980s, when in FY1982 mineral revenues comprised a whopping 42% share of its overall budget. By FY2024, it comprised just 5.9%. “It was because of the oil bust that we doubled the corporate franchise tax, then began to bring on gaming revenues in the 1990s. We basically changed our tax structure,” says Greg Albrecht, a former Legislative fiscal officer who continues to develop the state’s revenue forecast. As a result, fluctuations in oil prices don’t have nearly the same impact on state finances as they did 40-plus years ago. “Oil and gas revenues are clearly important,” Albrecht says, “but not nearly as impactful to the budget when you get big fluctuations in price.” That has become starkly apparent in recent months. In FY2024, the state realized an actual mineral revenue collection of nearly $1 billion, consisting of $828 million in severance taxes and $132 mil-

Of course, economic factors will play a bigger role in any future production decisions, with international demand being a significant factor in the coming decades. Faucheux is particularly excited about the growth of the LNG market, and natural gas in general, as it will likely be the “go to” low-carbon fuel in the near term. “That is going to be where Louisiana will benefit,” he says. “To have more production in the Hayesville Shale, as well as capacity increases and exports along the coast … that will clearly mean good things for Louisiana.” In LMOGA’s recent 2025 Economic Impact Study, economist Stephen Barnes found that

10/12 INDUSTRY REPORT • FALL 2025 43

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Fueling Louisiana’s industrial momentum

ouisiana’s energy and industrial sectors are surging, with billions in capital investments reshaping the Gulf Coast landscape. From refining and petrochemical expansions to critical infrastructure and specialty chemical projects, the state continues to attract major investments. Engineering, Procurement and Construction (EPC) partners play a crucial role in driving this momentum. One of those EPC partners is S&B, a leading firm that specializes in serving midstream, chemicals, refining and industrial customers. Building on the legacy with its almost 30-year affiliate, Ford, Bacon & Davis, a name familiar across Louisiana the company has more than 300 Louisiana-based engineers and project specialists, alongside several thousand employees across the United States and India. Many of those team members built their careers in Louisiana. “For nearly 60 years, S&B and our people have made an impact on the local industry. Our team has a strong connection to the area,” said Joe Niles, vice president, alliances and projects at S&B. “We take great pride in contributing to the region’s growth and advancements.” That focus is visible across a variety of projects, ranging from refinery expansions to petrochemicals and catalysts. “One example included a $150 million refinery expansion in Louisiana,” said Jason McAllister, vice president, business

development at S&B. “Working under an aggressive schedule, the S&B team reduced the design timeline from 16 to 11 months, allowing the customer to reach the market more than 30% faster than originally planned.” While experience played a significant role in driving success, technology also had a crucial influence. For instance, S&B uses iPIMS, the company’s proprietary internet-based Project Information Management System to streamline communication, improve productivity and make critical project data accessible to all stakeholders. The system collects, manages and integrates project data and documents from the planning stages all the way through engineering, construction, start-up and then seamlessly integrates into the owners’ lifecycle systems. S&B’s experienced project execution team uses iPIMS to access historical equipment costs, real-time market data and benchmarks— allowing them to shape smarter project scopes and cost-efficient designs. Inspectors review the latest specifications before materials arrive, and procurement teams engage vendors earlier, while also maintaining visibility across the

global supply chain. “The platform and our use of technology allow us to catch issues before they become delays,” said Jason Riggs, project director at S&B. “iPIMS has transformed how we plan, collaborate and deliver. That flexibility helps our teams navigate global challenges, while maintaining schedule certainty and cost control.” Alongside efficiency, safety remains a top priority. By applying Human and Organizational Performance (HOP) principles throughout its operations, S&B empowers teams in the field to drive continuous improvement. The company earned the 2025 ABC National Safety Pinnacle Award, demonstrating its commitment to industry-leading safety performance and operation excellence. As investment grows across Louisiana, so does the need for engineering and construction partners who understand the region and its industries. The work happening today fuels economic growth, creates jobs, and supports thriving communities across the U.S. Gulf Coast. Discover how S&B’s local expertise can drive your next project forward at sbec.com.

FOCUS: ENERGY

“If we talk about total Gulf Coast production, however, which includes federal offshore production, the broader trend is that you have more production.”

DON KADAIR

GREG UPTON, interim executive director, LSU Energy Institute

Louisiana’s energy industry—upstream, midstream and downstream—contributes directly and indirectly to some 25% of the state’s economy. Barnes, director of the Kathleen Babineaux Blanco Public Policy Center in Lafayette, asserts that industry accounts for 15% of total state employment, 19% of total earnings and up to 31.3% in local property taxes. Unlike neighboring Texas, Louisiana’s oil and gas companies don’t benefit from concentrated metro areas such as Houston or Dallas; instead, they’re more regionally focused, Faucheux says. The LMOGA study identified four energy “super regions” where more than 90% of the industry’s economic impact in Louisiana is concentrated—the River Region (Baton Rouge to New Orleans), Bayou Region (Lafayette to Houma), Southwest Louisiana and Northwest Louisiana. “Few companies in the indus1012industryreport.com

trial sector would be successful if their livelihoods depended upon one community or parish,” Faucheux says. “At a minimum, they need this regional collectivity of parishes and communities to support what they’re doing. Then, in turn, the economic impact goes back to those regions.” That’s perhaps most evident in the River Region, where industry pays more than $600 million in local property taxes—some 17% of the total received. “That money supports the school systems, the sheriff ’s offices, local emergency services, infrastructure etc.,” Faucheux says. “Imagine what kind of hole that would leave in the community if industry wasn’t there. “In the Bayou Region, its $119 million in property taxes; then there’s sales taxes too. Those are very reliable, predictable revenue streams for local government.” That translates into a better quality of life, says Faucheux, a

former Dow employ who lives in St. Charles Parish. “It really does lift everything,” he adds. “I see how multiple generations of families are getting stronger because of the opportunities that come from industry. Both my grandfathers were in industry, and my dad retired from industry. I’m the first one to go to college. Hopefully, my kids will get some of the same benefits.”

SUPPLY & DEMAND EDGES OUT REGULATORY POLICY For inshore Louisiana, at least, it has been a tale of two fossil fuels: Natural gas production has gone up while oil production has gone down. “And these are long-term trends,” says Greg Upton, executive director of LSU’s Center for Energy Studies and interim director of the LSU Energy Institute. “Oil production in state lands and waters—which are subject to the state severance tax—have been

going down due to this decline curve. “If we talk about total Gulf Coast production, however, which includes federal offshore production, the broader trend is that you have more production.” But while technology has played an undeniably beneficial role, it’s had an inverse effect on employment. That’s been somewhat surprising, Upton says. “Just looking at upstream oil and gas, the employment numbers are actually coming in lower than we forecasted them to do,” he adds. “We’ve seen downward revisions in the employment numbers over a year ago.” Technology, he says, has made it possible to produce more hydrocarbons with fewer workers. “The longer-term trend is for production to increase within the Gulf Coast region as well as the U.S.,” Upton says, “but you need fewer workers to produce that same amount of output. So we’re just 10/12 INDUSTRY REPORT • FALL 2025 45

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Unbreakable

BOND

A ‘small store in the middle of nowhere’ has ties to the energy industry that take it far beyond the southwest Louisiana community it calls home. By SAM BARNES

here have been numerous storms since Brown’s Food Center opened its doors in 1978, but it was Hurricane Ike in 2008 that nearly sent Jim Brown packing. His Hackberry grocery store took on 18 inches of water and everything was a mess. “A good friend of ours took us to the store the next day in his boat,” says Brian Brown, Jim’s son and one of the current managers of the Cameron Parish store. “You’d be surprised how much mud and dirt were inside. I can remember my dad just being so disgusted. He was like, ‘What are we going to do?’” It was the closest the Brown family ever came to leaving, and that’s saying a lot. They’d already been through Hurricane Rita just a few years earlier, a storm that literally changed the southwest Louisiana landscape and prompted half the Hackberry population to pack up and leave permanently. It was the town’s response after Ike, though, that convinced them to stay. “Once the water receded, the town just pulled together and helped us get the store back up and going, and at that point there was no way we could not reopen,” Brown says. “They wanted it open just as much as we did.” Brown’s Food Center is located just 20 minutes from the Gulf of Mexico on Highway 27, a vital north-south, two-laned route that connects LNG plants and marine facilities along the Intracoastal Waterway. The Creole Nature Trail is also nearby. They’re the only grocery store for miles and a vital resource for hot lunches, catered events and grocery deliveries. “If somebody wants a hot lunch, we’re nearly the only game in town,” Brown says. “There is a rec center here that cooks sometimes … hamburgers, hot dogs, that sort of thing. But other than that, you have to get it here.” 1012industryreport.com

In the early days, before LNG’s arrival on the scene, they primarily serviced the offshore market. There were numerous docks in Cameron Parish for offshore crew boats, and a smattering of natural gas plants along nearby Johnson Bayou. That all changed when Hurricane Rita slammed into the coast in September 2005. The industry was decimated, and many people left town. Today, only one offshore dock remains. A VITAL CONNECTION At 23 years of age, Jim Brown opened his grocery store after graduating from McNeese State University and working a short while in the offshore industry. At the time, the store was only 3,500 square feet; a few years later, he expanded it to 10,000. Brian Brown got his start in the family business when he was 13 years old, bagging groceries, unloading trucks, stocking etc. Today, he manages the store along with his siblings Jamie and Chris. His mother, Janie, is a co-owner, and his father remains involved with the company. It’s a small store, so everyone wears multiple hats. The full-service supermarket features fresh cut meats, and a deli offers hot lunches throughout the day. “We also do specialty meats and make our own sausage,” Brian Brown says. “Other than that, we’re pretty much your basic supermarket.” From the beginning, Brown’s Food Market has been a critical supplier of groceries for the local tugboat fleet, which can be away from land for days or weeks. Today, tugboat companies will place regular orders, sometimes in the thousands of dollars, and Brown’s will deliver them as far away as La-

The Brown family at Brown’s Food Center. Tugboat companies will place regular orders, sometimes in the thousands of dollars, and Brown’s will deliver them as far away as Lafayette or Houston.

fayette or Houston. More typically, the deliveries are much closer, as the Intracoastal Waterway is only about 8 miles from the store. Of course, the nature of their relationship with the LNG market is different. While they don’t supply them with groceries, workers and managers will often call in large orders for 40 or 50 lunches. Other times, workers will come into the store needing a quick and hot meal. The various contractors and material suppliers who support the plants also come pouring in. Stevie Trahan, external relations manager at Cameron LNG in Hackberry, says they share a special bond. “In the beginning, they would come out twice a week and bring a fruit tray,” Trahan says. “We only had about 60 employees at the time, and we all looked forward to that fruit tray. “Their food was good and their service so timely, we eventually asked them if they were interested in catering larger groups of up to 200 people. It worked out great. We tell them they need to be ready to serve at 10:45 for a lunch at 11, and they’re ready at 10:30 and it’s top notch.” Other area businesses have proven to be equally vital. Despite its roof and one side being blown off during Hurricane Laura, Currie’s in Hackberry re-opened as an

“open air” hardware store. “You can get what you want at night and just take a picture of it, and then they’ll put it on your bill the next day,” Trahan says. At times, Trahan says, these local businesses are as crucial to their operations as a major contractor or raw material supplier. “We can get what we want in just 15 to 20 minutes,” he adds. “There are times when you have a big meeting, and this goes wrong or that goes wrong, and you’ve got to have something now. We can call Brown’s or Currie’s and get it. It makes you feel good to work with families like theirs who are tied to the community, live in the community and are invested in the community. I think that’s very important. “After hurricanes Rita, Ike, Laura and Delta, the guys at Brown’s and Currie’s were open the next day. There was no electricity, but they propped their doors open, and you came and you went, and if you didn’t have cash, they put it on a ticket for you.” Ultimately, the hurricanes and resilience of the community in their aftermath created an unbreakable bond. “We’re a small store out in the middle of nowhere,” Brown says, “but it makes you feel good that people care, especially in an industry that’s so big.” 10/12 INDUSTRY REPORT • FALL 2025 47

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FOCUS: ENERGY

“We’re on a long, long decline path. The numbers are what they are. It is just declining and declining and declining.”

not seeing this uptick in employment in those sectors. “Owners have learned how to perform more detailed geological assessments with 3D seismic capabilities, then drill horizontally into these formations with hydraulic fracturing. Historically, they wouldn’t have been able to efficiently do that.” That’s led to rapid increases in oil and gas production as companies learn how to extract more for less cost. “We’re in a longer-term trend right now of efficiency improvements,” he adds. “When offshore companies started learning how to go deeper and deeper, that was a breakthrough technology with significant long-term impacts.” For the long term, Upton forecasts a rise in international oil and gas demand will buoy the

THE ASSOCIATED PRESS

GREG ALBRECHT, former Legislative fiscal officer who continues to develop the state’s revenue forecast

market, with the most significant increases coming from developing countries. “I think we’re going to have oil and gas production for decades and decades to come,” he adds, “and our production forecast reflects that.” In the near term, however, recent federal efforts to expand offshore oil and gas leasing activity will have little effect. “I’m not saying that those actions don’t matter; they absolutely do,” he says,

“but there’s a lengthy lag period between when you go from leasing to drilling those first wells … to building out the infrastructure to bring the products to shore. “In fact, the production that comes from that is going to lag beyond the timeframe of the current president. Not that policy changes don’t matter, but a new president coming in won’t have an immediate impact. It just doesn’t work that way.”

25%

What Louisiana’s energy industry—upstream, midstream and downstream—contributes directly and indirectly to the state’s economy.

OPEN WATERS: Analysts predict in the near term, recent federal efforts to expand offshore oil and gas leasing activity likely will have little effect.

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ISTOCK

SOURCE: LOUISIANA MID-CONTINENT OIL & GAS ASSOCIATION 2025 ECONOMIC IMPACT STUDY

The Landry administration has been equally supportive of oil and gas, but recent state legislation reducing the severance tax rate from 12.5% to 6.5% on new oil production will have only a measured impact. Says Upton: “In theory, you’ll get more oil production and more economic activity around that oil production, but I don’t think that the additional amount of activity is going to be large enough to see a true uptick in employment or an uptick in the production numbers. Would it be larger than it would’ve been otherwise? Sure, but I’m not anticipating it to be large enough to see when you look at the data.” At the end of the day, state economist Albrecht predicts economic factors will have a much larger impact on future production than any new federal or state policy. “The oil and gas companies drill because of their price projections,” he says. “When they talk about deregulating the oil industry, you lower their costs, but that doesn’t change the demand for oil and ultimately the price in the international markets. That’s what drives production and decisions. “They don’t produce any more oil when the price is in the mid$60s, as it is now.”

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FOCUS: ENERGY

“You want to invest in the jockey, not the horse. It starts with the team.”

DON KADAIR

BILL ELLISON, CEO, Innovation Catalyst Inc. and Red Stick Angel Network

The journey from theory to practice

By SAM BARNES

Louisiana’s academics, mentors and investors are turning energy concepts into reality.

cademics and private industry invest millions of dollars each year in energy research, but only a handful of ideas advance from theory to application. Nevertheless, investors say there’s usually a secret sauce behind those who do succeed. Bill Ellison, CEO of Baton Rouge-based Innovation Catalyst Inc., a nonprofit venture development organization, says marketable research often provides a scalable and affordable solution to an industry-wide “real world” problem. “The innovation originates from someone who is an expert, has the necessary domain expertise and is

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able to pair their solution with a really big problem,” he says. “Better yet, it solves a problem for a huge market, and they already have a potential customer.” Ellison accelerates the growth of early-stage businesses into venture-ready companies by providing capital, connections and coaching. In recent months, he has collaborated frequently with researchers funded by grants through the FUEL, or Future Use of Energy in Louisiana, initiative. Supported by a National Science Foundation grant, FUEL is a partnership between LSU and more than 50 universities, technical colleges, state agencies and private industry partners. FUEL and other accelerator

programs serve a critical role, as they connect fledgling startups with mentors and investors. “Our first priority is funding research by early-stage companies who are ready for professional funding,” says Stephen Loy, FUEL’s director of technology commercialization. “They’re at a point where they need a little bit more ‘oomph’ to get over that hump so that they can create a proof-of-concept and bring this to professional funders.” FUEL funded five companies in its first year, with another five expected this fall. “Initially, we issued a call for applications and received about 80,” Loy says. “That blew me away. Until then, we weren’t sure of the landscape for startups and

energy.” In his role, Loy works with the selected companies to ensure they’re getting the resources they need and that they’re in a position to receive investor funding. Many times, the passion and enthusiasm of the researcher are significant factors in determining whether Ellison chooses to invest. “You want to invest in the jockey, not the horse,” he says. “It starts with the team. If you don’t have someone who you think is going to be a rock star, who has integrity and is going to work hard, pretty much the evaluation stops there.” Ellison is the sole investor in Codegig, one of the initial FUEL grant recipients. Codegig designs and deploys computer systems to 10/12 INDUSTRY REPORT • FALL 2025 51

FOCUS: ENERGY help clients optimize workflow and make better decisions. “There are also two energy companies I’m looking at investing in,” Ellison says. “We work together to make these companies succeed.” Most of the successful energy industry startups in Louisiana have gone through similar accelerator programs, where they’re often connected with mentors and investors. Ellison is also CEO of the Red Stick Angel Network, a group of “angel” investors who identify, vet, fund and grow companies. “There are a lot of individuals who look for deals themselves and they’re harder to find,” he says. “I think they’re missing out on a lot of good deals by not joining angel groups because these groups see a lot of deals. We want to see some traction and we’re throwing fuel on the fire.” Shell invests in FUEL-funded companies through its GameChanger program. Led by program manager Veronica Simmonds, GameChanger works with startups and businesses on

unproven early-stage ideas that have the potential to impact the future of energy. Shell asserts that its technological capacity, customer mindset, operational experience and market knowledge place it at the forefront of innovative and collaborative approaches to help build a sustainable energy future. The program has been actively assisting Louisiana companies for years. In May, New Orleans-based The Idea Village partnered with Shell to launch “Coastal Innovation Challenge 2025,” an initiative designed to support innovative, early-stage startups tackling coastal climate challenges. The program offers up to $150,000 in non-dilutive funding from Shell GameChanger, along with mentorship, technical support and accelerator programming led by The Idea Village. To date, Shell GameChanger has supported more than 150 breakthrough ideas globally, transforming unproven concepts into scalable technologies across

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“They’re at a point where they need a little bit more ‘oomph’ to get over that hump so that they can create a proof-of-concept and bring this to professional funders.” STEPHEN LOY, director of technology commercialization at FUEL, on the organization’s prioritization of early-stage companies who are ready for professional funding

energy, sustainability and digital transformation. The collaboration with The Idea Village brings the program’s global vision to the Gulf South’s most pressing environmental issues.

EVALUATING THE VALUE OF A CONCEPT Determining which ideas have the ability to take root in the “real world” is a tricky—but neces“FUEL’s not in Issue Date: Spring 2023 Ad sary—proposition. proof #1 • Please respond by e-mail or phone with your approval orthe minorbusiness revisions. of doing research for • AD WILL RUN AS IS unless approval or final revisions are received within 24 hrsLoy says. research’ s sake,” from receipt of this proof. A shorter timeframe will apply for tight deadlines. “We’re infees. the business of fund• Additional revisions must be requested and may be subject to production

ing research so that we can commercialize it on the other end.” FUEL uses a complex rubric for evaluating its applications, and depends heavily upon its Technology Commercialization Subcommittee, comprised of a diverse mix of professional funders, business leaders, entrepreneurial support organizations and university academics. “Everyone reviews each application and issues a score,” he adds. “I could evaluate something from a business standpoint, but I’m not a chemist. I need someone to tell me a little bit about what’s behind the science of it, so we need people to tell us.” As they’re going through the process, committee members examine the science and practicality of the investment, Loy says, “as well as how implementable it is and how it benefits the industry at large. “We’re also looking at the scalability of it—the research might be cute in a lab, but how can you scale that to meet the needs of the energy industry?”

For applicants who make the cut, FUEL doles out grants in four allotments. The payments are treated as investments, whereby FUEL requires frequent updates and quarterly reports on their performance. “Whether you’re talking about an energy company or a food product company, it really comes down to the investor and the entrepreneur,” Loy says. “Can people get behind this person? Because at the end of the day, you’re putting your money into this. “The science and the product are important, but being able to move the product forward, both from a marketing and a funding angle, is a whole different side of it.” The company’s strategic plan and profitability are equally important. “For a startup with a $1 million to $2 million valuation, we hope that in a year or so that valuation will be $10 million and then move up to $20 million,” he adds. “That’s the metric that we have in the back of our brain when we’re

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FOCUS: ENERGY looking at these companies.” FUEL’s six core pillars encompass everything from water to carbon sequestration, “but our north star is the ‘waste to wealth’ concept,” Loy says. In that vein, they seek to develop new industries from local waste streams, such as biomass from agriculture, which can be converted into renewable fuels. Louisiana Green Fuels, a company partnered with FUEL, converts sustainable forestry waste into renewable transportation fuel, while other initiatives explore using sugarcane by-products for valuable products.

number of outages?” Additionally, the university operates a large wave tank that researchers use to test how certain structures react to waves and other conditions in the ocean. The data is then used to design new ship hulls, oil structures and floating wind structures. More recently, the university has taken a more active role in coordinating the commercialization of its research, a responsibility given to Kahn’s office. UNO faculty can help create marketing and business plans for the companies, and an innovation management class provides additional support. “We’re basically taking over the patent management and folding that into our other entrepreneurial activities, such as StartUp UNO,” Kahn says, referring to a business pitch competition for undergraduate and graduate students. “In turn, we’re helping turn ideas into business plans and creating an ecosystem for new technology development out of the university.”

“We’re helping turn ideas into business plans and creating an ecosystem for new technology development out of the university.” CHERYL

GER

SHAFIN KAHN, vice president of innovation and technology commercialization at the University of New Orleans

The Beach fosters collaborations between academia, industry and entrepreneurial endeavors, as well as provides office and lab space for various technology-foUNO ENTREPRENEURS cused companies. Increasingly, they’re approached TAKE TO ‘THE BEACH’ Shafin Kahn, vice president of by energy companies needing innovation and technology comsolutions to specific problems. mercialization at the University of Case in point—Gulf Wind TechNew Orleans, says the university’s nology in Avondale asked for help 30-acre and technology designing Issue research Date: Spring 2024 Ad in proof #1 wind turbine blades. • Please“The respond by e-mailhas or phone with on youran approval or minor revisions. park, Beach,” taken “We connected Gulf Wind to • AD WILLfocus RUN ASof IS its unless approval or final revisions are received withinmechanical 24 hrs energy own in recent one of our engineering from receipt of this proof. A shorter timeframe will apply for tight deadlines. months. faculty, and that collaboration • Additional revisions must be requested and may be subject to production fees.

continues today,” Kahn says. A UNO electrical engineering professor is also assisting a local energy provider with modeling the impacts of hurricanes on the power grid, utilizing intermittent energy sources such as wind and solar to improve resilience. “They’re seeking to determine what impacts that would have in terms of the stability and resilience of the grid,” Kahn says. “How do we get to the point where we can very quickly get back online after a storm or reduce the

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NEWS OPERATIONS

Far and away

BY SAM BARNES

“In effect, Israel is leaning on south Louisiana know-how to develop their oil and gas fields.”

56 10/12 INDUSTRY REPORT • FALL 2025

“They’re able to meet their own country’s natural gas needs as well as deliver natural gas to countries in the region, which from a geopolitical security standpoint is huge for them. In effect, Israel is leaning on south Louisiana knowhow to develop their oil and gas fields.” Danos is also turning its attention to Guyana’s burgeoning offshore market. ExxonMobil discovered one of the largest offshore finds in the world near the country, and is currently operating several FPSOs—floating production storage and offloading—facilities there. Danos’ business development team is currently making the necessary connections, as well as identifying a Guyana-based business partner. “Many countries have requirements that you must have a local partner and that you employ a certain number of local people, so

COURTESY DANOS

ndustrial companies working overseas are often given stark reminders that they’re not in Kansas anymore. Military conflicts, regulatory ambiguity and general government instability are all unsavory risks that they must assume when working in a global setting. Danos is no newcomer to international work, but having to respond recently to a potential air attack on one of its jobsites was most definitely not in its wheelhouse. The ink had barely dried on PAUL DANOS, CEO, DANOS the acquisition of Performance Energy Services last year when it had to evacuate a 200-person Performance crew from a Chevron offshore platform off the coast of Israel. “During the conflict between Israel and Iran, there was concern that Iran would attack critical infrastructure, so we got our people off the platform immediship, move them to a different ately via a marine transport, which location and fly them out.” took them to another country, and In its role, the Danos team— we were able to fly them home,” through its acquisition of Perforsays Paul Danos, CEO of the mance—provides construction Gray-headquartered company. services for Chevron, a major The entire evacuation took only player in the development of natu36 hours. “We had an advantage ral gas fields in the Mediterranean. being on a platform,” Danos adds. “It has turned Israel from being “The airspace over Israel was dependent on foreign sources locked down, and we wouldn’t of hydrocarbons to now being have been able to leave. As it was, an actual exporter,” Danos says. we were able to get them on a

DON KADAIR

Louisiana companies with global connections must often navigate uncharted waters

A LONG-STANDING RELATIONSHIP: In June, Danos was awarded a three-year contract renewal with Italian energy company Eni to provide production labor in the Gulf. The agreement includes approximately 50 offshore positions, such as production operators, instrumentation and electrical technicians, mechanics and electricians.

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58 10/12 INDUSTRY REPORT • FALL 2025

It will evaluate each port’s unique strengths, identify competitive advantages, and create a unified value proposition. This will be paired with a comprehensive marketing roadmap to present the ports to the world as a single, coordinated force for growth.

“This collaborative marketing strategy amongst Louisiana’s deepwater ports on the Mississippi River will harness the collective strength of these vital maritime hubs, amplifying their reach and A SHARED VISION FOR appeal,” said Jay Hardman, THE FUTURE. Supported Executive Director of the by Governor Landry and the Louisiana Ports and Waterways Port of Greater Baton Rouge. “By uniting resources, our Investment Commission, ports can attract broader the plan builds on the March trade opportunities, enhance 2025 Cargo Market Analysis visibility, and position ourselves and Strategy for the Lower as a unified, efficient gateway Mississippi River Ports report. for global commerce.”

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NEWS: OPERATIONS

we’re working through that in Guyana,” he adds. “We’re excited about the opportunities there.” More commonly, Danos finds itself working in domestic waters for an internationally owned company. In June, the company was awarded a three-year contract renewal with Italian energy company Eni to provide production labor in the Gulf. The agreement includes approximately 50 offshore positions, such as production operators, instrumentation and electrical technicians, mechanics and electricians. The contract builds on Danos’ longstanding relationship with Eni. In addition to production services, Danos also provides Eni with fabrication, construction and scaffolding services support through Performance Energy Services, the company’s project services offering. Paul Danos says other challenges encountered when working overseas are, thankfully, not 1012industryreport.com

WORKING TOGETHER: In July, Bollinger formed a strategic international partnership with Rauma Shipyards and Aker Arctic, both of Finland, and Seaspan Shipyards of Canada, for a very domestic purpose, Bollinger President and CEO Ben Bollinger says: to produce the lowest-risk, fastest delivery solution of best-in-class Arctic Security Cutters to the U.S. Coast Guard.

E RT OU

:B SY

CHERYL GERBER

The strategic partnership leverages the trilateral ICE Pact framework between the U.S., Canada and Finland to rapidly grow a modernized U.S. icebreaking fleet. The design is shown here in a rendering.

military in nature. “You have logistical challenges and language barriers, of course, but the biggest challenge over the years—generally speaking—has been a lack of certainty with the political and regulatory environment,” he notes. “While we’ve had our regulatory challenges here in the U.S., relative to the rest of the world we have a very stable market. We know what to expect, we know what the rules are, and we follow the rules. “Administrations come and go, and the rules shift a bit, but we know what the rules are, the rules are enforced fairly, and we can plan on that.” That’s not necessarily the case in international markets, where companies must contend with significant uncertainty from a regulatory, tax or legal standpoint. A lot of business takes place “under the table” and breaking the rules is sometimes necessary for a company to win a bid or turn a profit. “Frankly, that’s why we’ve pulled

back from some markets,” Danos says. “We weren’t going to go and just blatantly break the rules.”

INTERNATIONAL LEVERAGE Other Louisiana companies are leveraging the expertise of overseas partners to grow their domestic portfolios. In July, Bollinger formed a strategic international partnership with Rauma Shipyards and Aker Arctic, both of Finland, and Seaspan Shipyards of Canada, for a very domestic purpose: to produce the lowest-risk, fastest delivery solution of best-in-class Arctic Security Cutters to the U.S. Coast Guard. Together, the companies represent some of the world’s premier icebreaker shipbuilding companies. Bollinger, the largest privately-owned shipbuilder in the U.S., has delivered nearly 200 high-performance vessels to the U.S. Coast Guard in the last 40 years, while Rauma is Finland’s largest “ice-class” shipyard. “We haven’t been awarded

that yet, but I certainly feel like we’re well positioned to win that program,” says Ben Bollinger, president and CEO of Bollinger. “The administration wants vessels fast and they want them now, so we put a team in place that I feel has the best design, as well as the best shipyard (Rauma) for icebreakers and complex vessels. They have the capacity now, and our combined effort will get vessels delivered quickly while ensuring that much of this program is built here in the U.S.” Being privately owned helped Bollinger put the deal together quickly. The strategic partnership leverages the trilateral ICE Pact framework between the U.S., Canada and Finland to rapidly grow a modernized U.S. icebreaking fleet, with delivery of the first vessel within 36 months of award. So far, Bollinger has gone through the vetting process, created a proposal and submitted the plan to the White House. “I spent some time in Finland, 10/12 INDUSTRY REPORT • FALL 2025 59

NEWS: OPERATIONS

DOMESTIC WORK WITH FOREIGN TIES Some companies stick to domestic work but none“Language barriers, theless find themselves inmanagement teracting with international clients. In its capacity as styles, cultures in one of the largest industrial contractors in the region, the workplace … all Performance Contractors these things can of Baton Rouge frequently works with overseas-headdefinitely have an quartered owners and engineers. impact.” At times, they’ll send LEE JENKINS, senior vice president, managers overseas to assist Performance Contractors engineering firms with preliminary designs and “constructability” issues on large mega projects. When that happens, key members of the Performance team might work It also helps build relationships, for up to a year in a European or which can reap benefits during Asian office. construction. “It’s usually for the client’s conBut even when working on venience,” says Lee Jenkins, senior U.S.-based jobsites, local contracvice president of Performance. tors must often contend with in“They prefer to have us come to compatible international policies. them, and we’re happy to do it. “You have to deal with what I would consider to be an interWhen we do that, we’re saddled national business model … a with them 8 to 12 hours a day cultural model that is typically for months at a time. It’s a totally seen overseas that we don’t see dedicated effort, so being together quite as often in the U.S., in terms in the same office and in the same of how projects are executed,” time zone has the potential to imJenkins adds. pact the project in a positive way.” 60 10/12 INDUSTRY REPORT • FALL 2025

DON KADAIR

along with some of my management team, and got a chance to get my boots on the ground and meet the CEO of the Rauma facility,” he says. Diversification has been critical to Bollinger’s business model, ever since the precipitous decline in the offshore oil and gas market a decade ago. “I consider Bollinger a three-legged stool of a business where we have commercial work, government work and then repair,” Bollinger says. “I feel like we have a great structure and a great footprint of facilities. We have 80 years that we’re going to be celebrating next year, but we’re also very forward leaning and progressive. We need to keep growing, pushing and developing our facilities, not only from a footprint, structure and technology standpoint, but our workforce as well.”

Foreign owners typically prefer a unit price contract—where payment is based on the quantity of work performed at a predetermined price for each unit of work or material—“and that has not proven to be a successful strategy here. That’s not something that U.S. contractors are going to be too interested in.” Recent hikes in international tariffs have added another wrinkle, particularly in the procurement of materials. Some owners prefer that certain equipment or

materials be purchased internationally, but that might not be cost feasible in today’s market. Jenkins points to differing management styles and contract compliance expectations as additional sticking points. “From a quality assurance and control perspective, the reporting expectations could vary,” he adds. “Not to say that they’re better or worse, but language barriers, management styles, cultures in the workplace … all these things can definitely have an impact.” 1012industryreport.com

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NEWS: GROWTH

“On one hand, we’re perceived as being competent, but on the other hand we have no formal power, so people are happy to welcome us into their project because all we can do is help.” MICHAEL HECHT, president and CEO, GNO Inc.

CHERYL GERBER

Taking the lead

BY SAM BARNES

More than facilitators, Louisiana’s economic developers are emerging as leaders who shape how and where growth happens.

quiet transformation is redefining economic development in Louisiana, as regional organizations assume a more hands-on role in shaping outcomes. Perhaps no group exemplifies this unique approach better than GNO Inc. Under the high-profile leadership of President and CEO Michael Hecht, in just the last year the organization has directed some $70 million in infrastructure projects leading up to Super Bowl LIX in New Orleans, as well as helped advance Port NOLA’s $1.8

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billion Louisiana International Terminal in St. Bernard Parish. And while the group’s everincreasing involvement in these “mission critical projects” is unusual from an economic development perspective, it’s rapidly becoming a necessary part of the game. “Our industry focus continues to evolve as the world evolves,” Hecht says. “Ultimately, economic development is about creating the conditions where a company wants to risk its capital, or a person wants to raise their family. And when you look at it that

way, there’s very little that doesn’t potentially fall under economic development.” GNO Inc.’s nonpolitical approach to problem solving uniquely equips it to assist with these tasks. Rather than having a committee oversee a project, the organization instead assigns responsibilities to a point person and a “number two,” then fill the remaining gaps with volunteers. “The committee approach was significantly slowing down the organization,” Hecht says. “We were spending a lot of our time managing committees instead of

doing work. It was also diluting our strategy. We moved to a staff driven, volunteer supported type of approach, and that works much better.” Hecht also benefits from his accumulated “relationship capital”—he has served in his current position for nearly two decades. GNO Inc. itself was created in the aftermath of Hurricane Katrina. “There’s a certain level of trust there,” he adds. “We’re bringing to bear the full capabilities of the GNO Inc. staff and board. We make sure that the outside game is working … that means interfacing 10/12 INDUSTRY REPORT • FALL 2025 63

NEWS: GROWTH with the public, driving policy at the state and federal level, making sure that the perception of the project is accurate, etc. “On one hand, we’re perceived as being competent, but on the other hand we have no formal power, so people are happy to welcome us into their project because all we can do is help. We can’t threaten; we can’t harm. In turn, we become a facilitator.” He points to the recent passage of HB 461 in the Louisiana Legislature—authorizing a public-private partnership for the construction of a toll access road to the new Louisiana International Terminal—as proof that the approach is working. “For LIT, the most important thing that we’ve done, narrative wise, is shifted the perception to where it’s broadly understood that

the project is going to happen,” he says. “Now it’s up to everybody to maximize the benefit and minimize any challenges.”

A CHANGING LANDSCAPE While GNO Inc.’s approach is an anomaly, it could be a precursor of things to come. Southeast Louisiana’s other regional groups—the Baton Rouge Area Chamber and COLAB (formerly the South Louisiana Economic Council) in Thibodaux—are taking proactive stances of their own. Christy Zeringue, president and CEO of COLAB in Thibodaux, says a desire for collaboration across the Bayou Region—Assumption, Lafourche, St. Mary and Terrebonne parishes—prompted her group to rebrand itself after the retirement of former leader Vic LaFont.

The name change (COLAB is abbreviated slang for “collaboration”) was born out of a need to reimagine and reinvent the organization. “Economic development is evolving, and it was time to take a step back and decide that we wanted to put our best face forward,” Zeringue says. “We felt it was important to show that this is a new regional economic development office for the Bayou Region. “For so long, our region has not been very boastful about the incredible assets that we have here, and we decided it was time to start telling our own story. If you don’t set your own narrative, somebody else is going to set that narrative, and you don’t have control over it.” The new ideology embrace’s the region’s legacy industries of

oil, gas and shipbuilding while also adopting a broader “all things energy” mentality that brings other businesses into the fold to “cross pollenate” through shared skillsets. COLAB is also encouraging the development of white-collar jobs by strengthening ties with local institutions such as Nicholls State University. “Those in the workforce with higher educations are leaving,” she adds. “We want to highlight that you don’t have to leave the area to have a great life, and we want to make sure that we showcase some of those opportunities.” Regional collaboration among the Bayou Region parishes is central to COLAB’s approach. “I feel like that is something that some of the other regional organizations do very well—getting their

“What if we can celebrate our uniqueness as a super region to possibly bring some more meat and potatoes to our plates?”

64 10/12 INDUSTRY REPORT • FALL 2025

CHERYL GERBER

CHRISTY ZERINGUE, president and CEO, COLAB

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NEWS: GROWTH

“When we go on lead generation trips, we are really wearing a Louisiana hat now.”

COURTESY BRAC

LORI MELANCON, president and CEO, Baton Rouge Area Chamber

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stakeholders and allies to unite and collaborate” Zeringue says. “And I feel that is what we need to do.” As a first step, COLAB began meeting with the various parish presidents to discuss shared challenges such as workforce needs, population decline and more. Going a step further, Zeringue reached out to GNO Inc. and BRAC to reinvigorate a collaborative effort begun several years ago. While they won’t necessarily share leads, the three groups could work together to solve common problems or share best practices that transcend regional boundaires. Workforce development is a particularly common challenge. “We have a unique opportunity in those three regions,” she says. “What if we can celebrate our uniqueness as a super region to possibly bring some more meat and potatoes to our plates?” Similar to GNO Inc.’s approach, COLAB wants to enhance the Bayou Region’s “quality of place” by taking a more active role in the region and state. For one thing, the organization plans to become more legislatively involved to pursue initiatives that could incentivize companies to locate in the region. “You can have a great site and fantastic tax incentives or other types of workforce incentives,” Zeringue notes, “but if you can’t show a business that they’re going to have a great life here, what’s the point of them coming?” COLAB is also proactively engaging with existing businesses by discussing the challenges they face, possible plans for expansion, workforce pipeline needs and other high-level issues. The organization shares information about potential state incentives and programs available through the Louisiana Workforce Commission. “We will soon bring someone on staff as a workforce coordinator,” Zeringue says. “They’re going to visit with these existing industries, then within two weeks they’re going to go back and pro1012industryreport.com

NEWS: GROWTH vide them with a plan of action.” Zeringue hopes that in the process, businesses will learn to come to COLAB for help, advice and data. “Right now, there are so many silos. Everyone feels like everyone’s playing in their own sandbox,” she adds. “We need to knock down some of these invisible curtains that we have between parishes. We need to be able to all come together.”

BRAC’S BROADENING MINDSET The Baton Rouge Area Chamber is going through a rebranding of its own, intended to better align the organization’s identity with the work it’s already doing— firmly embracing its expanding regional economic role in attracting new businesses, retaining existing businesses and enhancing economic infrastructure. BRAC represents East Baton Rouge Parish and the eight

parishes that surround it. “We realized as a community that business doesn’t operate by parish lines, so we really needed to work together to market the region and attract investment,” says President and CEO Lori Melancon. Over the last year, the organization has become more intentional about its regional relationships, regularly meeting with parish economic partners. In the process, BRAC is searching for new ways to collaborate, while also sharing details about prospects and leads in a transparent way. “I don’t believe that’s being done anywhere else in the state,” she adds. “We’ve really been intentional about trying to reinvigorate or take that collaboration to the next level so that we are operating seamlessly as a region.” At the same time, BRAC is taking a more holistic look at

transportation infrastructure, education systems, quality of life and workforce development to create a more attractive business environment for the region. It is even expanding its footprint beyond state lines—BRAC hired a full-time employee in Houston to encourage the expansion of energy businesses there into the Baton Rouge market. Continuing on that path, BRAC this fall announced a restructuring of its Business Investment Division, which is tasked with attracting new businesses, supporting existing companies and diversifying the regional economy. The restructuring reflects the organization’s focus on key economic driver industry sectors to accelerate growth, such as process industries, technology and energy. “The economic landscape is always evolving, and our business

investment team structure is a direct response to the opportunities we see on the horizon,” Melancon says. “This team is aligned to be proactive—not just with recruiting new companies to our ecosystem, but also to ensure our existing businesses have the support they need to grow and thrive.” She’s also encouraged by the renewed collaboration between developers across the “super region” and state. “When we go on lead generation trips, we are really wearing a Louisiana hat now,” Melancon says. “We start the conversation with Louisiana, then start to dwindle down. Then, if there are opportunities for another economic development group, then great. “We throw things across the fence to them, and they throw things to us, too.”

1012industryreport.com

ART WAGER VIA ISTOCK

PROOF POSITIVE: The recent passage of HB 461 in the Louisiana Legislature—authorizing a public-private partnership for the construction of a toll access road to the new Louisiana International Terminal—is widely considered proof that a new approach to economic development is working.

10/12 INDUSTRY REPORT • FALL 2025 67

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NEWS: OPERATIONS

Brave new world With AI’s help, predictive and prescriptive maintenance tools can predict and diagnose failures.

By SAM BARNES

DISRUPTIVE INNOVATION: Felix Arndt Volkmann, a BASF production manager, monitors equipment in acetylene and formic acid production.

COURTESY: BASF

igitization and advances in AI and machine learning, or ML, are transforming Louisiana’s maintenance landscape. Increasingly, maintenance teams are turning to these tools to effectively diagnose and predict equipment failures. The continuous monitoring of equipment conditions, along with historical failure history, allows for the real-time assessment of performance—also known as predictive maintenance—with the goal of reducing unplanned failures and associated maintenance costs. More recently, “prescriptive” maintenance tools have begun taking predictive public maintenance Winning trust can inputs and incorporating AI and

pay off long after the project breaks ground. BY SAM BARNES

Supporting Excellence in Baton Rouge

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NEWS: OPERATIONS ML to analyze collected data, identify patterns, and forecast potential failures and propose solutions. Taking it a step further, ML models consider various factors such as machine age, condition, location and recent performance to then suggest possible root-causes of the issues. More interestingly, perhaps, the prediction accuracy of these tools is improving over time as the models are continuously learning from historical and real-time operational data. For many in Louisiana’s industrial space, it’s having a very real impact on reliability, particularly when combined with a host of other new “disruptive innovations” such as augmented reality, virtual reality, the Internet of Things (IoT), drones, digital twins and others.

COURTESY: BASF

KEY STRATEGY: PDP engineer

Michael Heraty and production Issuespecialist Date: Spring 2025 Ad proof #2 Jason Hughes collaborate.

Please respond by e-mail or fax with your approval or minor revisions. Executing more proactive maintenance • AD WILL RUN AS ISonunless approval or final revisions are received within 24 hours work based predictive technology from receipt of this proof. A shorter timeframe will apply for tight deadlines. has significantly impacted maintenance • Additional revisions must be requested and may be subject to production fees. and production performance at BASF.

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NEWS: OPERATIONS

COURTESY: BASF

NEW TECHNOLOGIES: Learning and development specialist Larry “Dale” Tidwell and operator Osvaldo Hernandez observe the facility. The prediction accuracy of maintenance tools is improving over time as the models are continuously learning from historical and real-time operational data.

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“This is a key part of our strategy in order to continue driving more proactive maintenance and minimizing reactive maintenance activities,” says W. Brent Robinson, global director of maintenance and reliability, machinery and materials expertise at BASF Geismar. Executing more proactive maintenance work based on predictive technology has significantly impacted maintenance and production performance at BASF. Costs have been reduced by avoiding or minimizing failures, leading to reduced spare parts consumption and improved labor costs due to the decreased frequency of repairs. “Additionally, there is a lower level of unexpected emergency work, which often involves

after-hours support,” Robinson says. “Predictive techniques tend to identify issues before they become major breakdowns, thereby improving asset availability and supporting reduced downtime targets for production units.” Well-developed and proven digital technologies have enabled significant improvements in maintenance performance at BASF. Case in point: Wireless vibration sensors can detect even minor shifts in the asset health of large pumps or compressors. However, there are challenges facing the industry. “The technology and diagnostics continue to advance at a rapid pace, making it challenging to evaluate different solutions and applications,” he adds. “There are also circumstances where we need access to an asset to install sensors, transmitters, etc., so this work must be aligned with planned equipment outages and turnaround cycles.” Nevertheless, Robinson sees significant potential in deploying new technologies in the mainte-

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nance space. For example, BASF is actively exploring the use of advanced mobile robotics that interact with maintenance software to support proactive maintenance. “In the near future, we expect to have a range of robotic solutions that can operate autonomously, perform advanced predictive activities and immediately suggest corrective actions to solve problems.” ExxonMobil in Baton Rouge is targeting predictive maintenance for a variety of its machines, from compressors and progressing to pumps, control valves and other instrumented assets. While there have been data quality and data availability issues, the technology will continue to play an increasingly important maintenance role. “Predictive maintenance can assist in asset performance and optimization by ensuring that resources are used as effectively as possible, minimizing waste and maximizing reliability,” says Jeff Blohm, Baton Rouge complex mechanical manager.

COURTESY: SASOL

NEWS: OPERATIONS

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NEWS: OPERATIONS And at Sasol in Lake Charles, predictive and prescriptive maintenance tools are being implemented as part of a broader digitalization effort. “Our asset performance management platform works to reduce unplanned downtime, lower maintenance costs and provide additional protections for employees and the environment,” says Kai Rohwedder, Sasol senior manager of technical services. “It also allows us to optimize manpower by enabling maintenance teams to focus on assets that truly require attention, rather than following rigid schedules.” For example, Sasol now leverages real-time data from the Industrial Internet of Things (IIoT) sensors to feed digital twins with information from critical equipOPTIMIZING MANPOWER: Sasol now leverages real-time data from the Industrial Internet of Things sensors to feed digital twins with information from critical equipment. The twins are embedded with failure models and continuously learn from operational data through ML.

ment. The twins are embedded with failure models and continuously learn from operational data through ML. When signals deviate from expected patterns, the system can proactively flag potential issues—often well before they become critical. “Despite the tangible improvements that predictive and prescriptive maintenance bring, obstacles remain,” Rohwedder says. “One challenge is ensuring consistent data quality and coverage across all asset classes. Some legacy systems are not fully integrated, which limits predictive capabilities in those areas. “Looking ahead, there remains untapped potential—especially in expanding AI-driven diagnostics and integrating more advanced analytics across our operations. As we continue to digitize and connect additional assets, predictive and prescriptive models will become even more accurate and valuable.”

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