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issue 131 APRIL

world Showcase for the

Offshore wind looks set to make a growing contribution to the UK’s electricity supplies

Giving back OTC 2016 is set to take place between the 2-5 May in Houston, Texas and is on track to continue as a leading forum for the offshore industry

Get smart Smart meters can offer a great opportunity for companies to provide an accurate and consistent service

Also in this issue - Waste to energy plant construction, IT security, industry trends

Editor Editors Chairman Andrew Schofield Editor Libbie Hammond Staff Writers Jo Cooper Ben Clark Andrew Dann Editorial Administrator Emma Crane Art Editor Gérard Roadley-Battin Production Manager Fleur Daniels Studio Assistant Barnaby Schofield Sales Director Joe Woolsgrove Operations Director Philip Monument Business Development Manager Mark Cawston Sales Darren Jolliffe Rob Wagner Tim Eakins Dave King Research Managers Ben Richell Natalie Griffiths Ben Lister Kieran Shukri Editorial Researchers Jeff Johnson Wendy Russell ­Office Manager/Advertisement Administrator Tracy Chynoweth

In this issue we look at both wind power and the construction of a waste to energy plant, and next issue we are also looking at anaerobic digestion

Good news for renewables


DECC UK energy trends survey released in March revealed renewables’ share of electricity generation was a record 24.7 per cent in 2015, an increase of 5.6 percentage points on the 19.1 per cent in 2014. I think it’s great to see record amounts of electricity generated by renewable sources – in this issue we look at both wind power and the construction of a waste to energy plant, and next issue we are also looking at anaerobic digestion. If you’ve got a renewable story – send it over! March also saw the world’s largest LNG multi gas carrier, the INEOS Intrepid, ship ethane from US shale gas to Europe. According to Jim Ratcliffe, the chairman and founder of INEOS, shale gas economics has revitalised US manufacturing, and when US shale gas arrives in Europe, it has the potential to do the same for European manufacturing. Do you agree?

Digital Subscriptions Iain Kidd digital


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@EOG_magazine please note: The opinions expressed by contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effort is made to ensure that the information published is accurate, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the property of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.





Giving back

The Offshore Technology Conference (OTC) provides a platform for energy professionals to meet


Under attack

Adding layers to email security infrastructure can better protect oil and gas companies


Pumping through the pain

America’s shale gas revolution and predictions for the future of this market


Showcase for the world

The UK’s wind energy market and the significance of DONG Energy’s pioneering Burbo Bank extension project



Some of the recent developments within the oil and gas industry


IT in the clouds

Hosted desktops can help ease pressure on the bottom line while improving security


Mutual benefits

Governments should work with oil producers to develop fair fiscal structures


Generating energy for the future

A Dublin waste-to-energy project required a comprehensive belowground protection solution


How big are your flares?

Accurate measurement data of flare gas is getting more important


Looking for gains

How big data and 3D printing can help oil and gas producers


A sunny outlook

Why we need to support and encourage manufacturers that are pushing solar vehicle technology


The H Factor

Human factors needs to be an integral part of safety engineering


A year in review

It looks like 2016 will see even more changes and technological advances


Get smart


Utilities companies must address the implications of big data as it provides a great opportunity




44 First Integrated 46 ADES 49 Ocean Pakistan 53 Technip Umbilicals 55 Frese 58 Scaldis 60 CAN Group 60 62 Velocys 64 HDM Group of Companies 67 InterTank 69 TOMOE





73 YPFB Bolivia 75 Ledwood Mechanical Engineering 79 Taaleri 81 OCAS 84 VTTI Kenya 88 Your Group 88 91 Engro Powergen 96 Magma Global 98 Evoqua/Electrocatalytic 100 Forsyths Group 103 IHC IQIP 105 Vysiion 108 Inspection Verification Bureau 111 St1 Biofuels 113 E.ON Climate and Renewables 117 DeepOcean Group 121 Haven Fire & Safety 123 BHDT 126 Brevini Group 128 ATAC Group 1 28

131 Wood Group 134 SE Shipping Lines 136 Holborn Europa Raffinerie 139 Essentra Pipe Protection Technologies

142 Kuwait Energy 144 SAL Heavy Lift 147 Iceland Drilling 150 Perfect Bore Manufacturing 152 Frerk Aggregatebau 156 Pressure Tech 159 Jan De Nul Grup 161 GPT Industries 165 Radius Systems 167 C-Power

165 ENERGY,oil&gas


back Giving


ince its inception during 1969, the Offshore Technology Conference (OTC) has provided a platform for energy professionals to meet and exchange ideas and opinions regarding scientific and technical knowledge relating to offshore resources and environmental concerns. While the flagship OTC conference is held annually at NRG Park (formerly Reliant Park) in Houston, the success of the event has spurred the organisation to expand both technically and globally with the addition of the Arctic Technology Conference, OTC Brasil, OTC Asia and d5 exhibitions. Today the OTC is sponsored by 13 industry organisations and societies that work co-operatively to develop the exhibition’s technical programme. The OTC also maintains a strong network of endorsing and supporting organisations, which ensures that the event is underpinned by a broad base of technical knowledge and industry know-how. Through its industry sponsorship and supporting organisations, the OTC is able to give attendees access to leading-edge technical information, the offshore industry’s largest equipment exhibition and invaluable new professional contacts. The organisation champions the ideals of value and quality by delivering a technical programme selected by knowledgeable and experienced professionals and allowing visitors to see ground-breaking innovations and meet leading suppliers of products and services.



The organisers of the OTC also ensure that the event is easily accessible and convenient for attendees. The event is always held during the full first week of May annually in the world’s energy capital, allowing visitors to combine OTC with client meetings, business proposals and company training. The city of Houston boasts 174 nonstop flights, world-class venues and hotels, as well as efficient and easily accessible public transportation. Through these values and strengths the event gives visitors simple access to more than 90,000 professionals from circa 120 countries, while OTC sponsoring organisations also use revenue to provide many other important programmes for its members such as training and technical journals. The first OTC exhibition was held in Houston's Albert Thomas Convention Centre and was such a success that the event grew almost overnight, resulting in the annual booking of Houston’s NRG Park. During the following 47 years the OTC has continued to grow alongside the global offshore industry, reaching an attendance of 108,300 visitors during 2014. OTC presently ranks among the largest 100 trade shows held annually within the US and is considered one of the ten largest trade meetings in terms of attendance, representing a significant forum for the offshore industry. The event is also the city of Houston’s largest conventions and since 1969, OTC has generated approximately $2.5 billion in income for the city. The OTC has rapidly established itself as an important


and dynamic meeting place for industry players within the offshore sector and has grown to extend its reach around the world to focus on specific and regional issues. The OTC Brasil and Arctic Technology Conference events were launched in 2011, while OTC Asia was created in 2012. During the same year the Brazilian Petroleum, Gas, and Biofuels Institute (IBP) was also confirmed as a regional sponsoring organisation and co-organiser of OTC Brasil. During 2013 the flagship OTC event in Houston reached a new record of more than 2,700 exhibiting companies in an exhibition space equivalent to ten US football fields, while in 2014 OTC set a new record for the size of its exhibit space, reaching some 680,025 sq ft. Over the decades OTC has maintained a leading position of relevance to the offshore energy industry and has initiated several initiatives, including all day education workshops and other programmes, to expand its service to the local and energy communities. By 2015 the OTC had hosted the largest show within its history, encompassing 695,005 sq ft. including outdoor exhibits. The sold-out 2015 event was held from the 4-7 May and attracted in excess of 94,700 attendees from 130 countries, representing the sixth largest event attendance in the 47-history of the OTC. The conference was made up of 2682 exhibiting companies representing 37 countries, with 42 per cent of exhibitors made up of international companies. This represented an increase of 114 companies from 2568 attending exhibitors

in 2014. Commenting on the success of the OTC in 2015, OTC Chairman Ed Stokes said: “OTC continues to bring the world to Houston. The record-setting number of paper submissions ensured a high-quality technical program, covering the latest innovations and applications within the industry. Coupled with superb panels, in-depth executive keynotes, a new crop of Spotlight on New Technology award winners and a record-setting exhibition, OTC drew everyone from CEOs to engineers to government officials.” The OTC 2016 event will similarly focus on delivering a packed technical programme that appeals to individuals working at all levels within the offshore business. This will kick-off with a breakfast discussion titled ‘The Next Chapter: How Oil and Gas Companies can adapt to the New Environment.’ Granherne Inc. Director, David Barton will chair the talk with BP’s Chief Executive, Bernard Looney acting as speaker. Mr. Looney will offer his perspective on the changing environment for the oil and gas industry, while looking ahead to the next decade and the challenges and opportunities it presents. The opening day of OTC 2016 will concentrate on the themes of ‘Thriving on Volatility: Opportunities, Challenges, and Solutions. The event will focus on the ways that volatility can create challenges in the oil and gas industry, but also how it can equally breed new opportunities. In conjunction with this, OTC 2016 will host ‘The Next Wave 2016’ programme, which will offer an opportunity for industry leaders and young professionals to share insight and experience relating to how to successfully navigate and thrive during times of volatility. Throughout the OTC 2016 programme a host of industry developments will be addressed including the future of subsea separation; the need for change in major capital projects; alternative offshore gas modernisation; and cyber security assurance to name a few. Furthermore the OTC is committed to ‘giving back’ to the wider community and over the past four years has hosted the annual OTC Dinner as an industry fundraising event. All of the proceeds from each annual OTC Dinner have been donated to non-profit organisations including the Gulf of Mexico Foundation, Engineers Without Borders, Offshore Energy Centre and Medical Bridges, with at total of $925,000 donated thus far. OTC 2016 is set to take place between the 2-5 May at its usual location in Houston, Texas and is on track to continue as a leading forum for the offshore industry as well as a solid supporter of the wider community.

Offshore Technology Conference Exhibition - 2-5 May 2016 For further information please visit:



attack Under

Protecting the oil and gas industry from email threats. By Doug Rangi


recent report from the US Industrial Control Systems Cyber Emergency Response Team (ICS-CERT), states that the energy sector, including oil and gas, is facing a significant rise in cyber attacks. There are numerous reasons why this industry is an ideal target for attack: Oil and gas pipelines are part of a country’s critical infrastructure; the highly competitive nature of the industry, as both private enterprise and countries engage in aggressive market share tactics; and the presence of highlyvalued intellectual property. Finally, the sheer value of the oil and gas industry’s commodities make it a lucrative target. The high volume of email communications within this industry give hackers windows of opportunity to intercept



sensitive information using spear phishing, including log-in credentials, order forms, and other documents which can then be used to defraud industry professionals. Below are examples of spear phishing attacks that occurred in various oil and gas sectors.

Government Warnings: Critical Infrastructure Disruption Politically motivated hacker groups sometimes target state-owned facilities to hinder a nation’s ability to obtain, transport, and store energy resources. Other rogue political groups use phishing attacks to access privileged information to debunk or destroy a nation’s oil and gas industry. A data breach in an energy supply chain can cause severe damage to

Threat protection

infrastructure, put public safety in jeopardy, or even sway the balance of international negotiations. In 2012 ICS – CERT issued a statement regarding their investigation of a year-long campaign to try to infiltrate multiple natural gas pipelines. Their analysis found that the malware used in these cyber-attacks was tied to a single spear phishing campaign and had been attempting to disrupt the control systems of the pipelines (ICS, 2012).

Loziak Trojan: Corporate Espionage Corporations in highly competitive industries may have incentives to obtain sensitive trade information about their competitors to gain a strategic advantage. In 2015, Symantec reported on hackers targeting energy industry workers with

spear phishing emails. The campaign primarily targeted the UAE, Kuwait, and Saudi Arabia, but also affected the United States, UK, and Uganda. The Trojan used in the attack, Loziak, masqueraded as an Excel spreadsheet, spreading malware designed to observe and report device data.

The Phantom Menace: Fraud Targeted attacks impacting oil and gas organisations usually focus on the big-ticket transactions inherent to the industry. Panda Security, a leading computer software company in Spain, investigated a targeted attack that employed a fake .pdf containing compressed files and encryption instructions, designed to affect the device each time the system restarted (Operation Oil Tanker, 2015). The file, referred to as



‘Phantom Menace’, bypassed the latest malware filters and leaked personnel information and corporate resources to the original sender. This attack was troubling due to its ability to remove traces of its actions from the registry, allowing it to do the damage and leave very little clues.

The high volume of email communications within this industry give hackers windows of opportunity to intercept sensitive information using spear phishing, including log-in credentials, order forms, and other documents which can then be used to defraud industry professionals

Email protection solutions Phishing attacks against oil and gas can have various motives, from committing espionage and fraud to causing critical infrastructure and supply chain disruptions. Though there may not be a single silver-bullet solution to securing a network, protecting the organisation from targeted attacks is not impossible. As the risks associated with not investing in advanced security architecture can lead to losses in revenue, market share, and reputation, the costs of recovery far outweigh the initial investment in preventative measures. In order to combat the growing challenges of protecting against attacks, oil and gas professionals should look for email security systems that use advanced threat detection and prevention. With many spear phishing attacks making use of zero-day vulnerabilities that not all anti-malware engines will be able to detect, organisations can improve their email threat protection by taking the following precautions:

Use multiple anti-malware engines: Multi-scanning leverages the power of the different detection algorithms and heuristics of multiple engines, therefore increasing detection of both known and unknown threats, as well as protecting against attacks designed to circumvent particular antivirus engines.

Sanitise email attachments: Many spear phishing emails include malicious Word or PDF attachments, so it is recommended to sanitise incoming attachments in order to remove any embedded threats that may go undetected by antivirus engines.

Implement an SFT server: Set attachment limits: By blocking potentially dangerous email attachment types such as .exe files and scripts, it is more difficult for malware to spread. It is also important to verify the attachment file type so that .exe files that are renamed as .txt files do not get through the company’s filters.

A secure file transfer server allows an organisation to easily send and receive large and confidential files ensuring trackable, instant, and secure delivery. By encrypting files and implementing user authentication, the interception of potentially valuable information can be prevented.

Utilise advanced threat detection and prevention: Enforce an email content policy: With user-based email content policies, such as keyword and attachment filtering, organisations can ensure that no confidential content or intellectual property is sent out through email.



Ultimately, organisations need to make sure their email security system is backed by powerful anti-malware engines, as the performance of the email security programme will hinge on the engine’s ability to detect, prevent, sanitise, or quarantine the suspicious email or attachment.

Threat protection

Scan running processes on endpoints: If email-born threats have already entered your network, scanning running processes and DLLs on both in-network and remote endpoints helps to identify malware before it spreads. By having these added layers of security incorporated into the organisation’s email security infrastructure, those in the oil and gas industry can better protect themselves from targeted email attacks, and not risk losing millions to fraud, or having to conduct costly image campaigns.

OPSWAT Doug Rangi an Associate at OPSWAT, a San Francisco-based software company that provides solutions to secure and manage IT infrastructure. Founded in 2002, OPSWAT delivers solutions that provide manageability of endpoints and networks, and helps organisations protect against zero-day attacks by using multiple anti-malware engine scanning and document sanitisation. OPSWAT’s intuitive applications and comprehensive development kits are deployed by SMB, enterprise and OEM customers to more than 100 million endpoints worldwide. For further information please visit:



pain Pumping through the

Right Eric Wilson, director at Turner & Townsend

Why America’s shale gas producers are still waiting to see who blinks first. By Eric Wilson


hen the Energy Atlantic, a 290-metre tanker, set sail from the Louisiana coast at the end of February, she had a unique cargo aboard – the first ever export shipment of LNG from the contiguous US. But what might otherwise have been a momentous moment – the US’s arrival as a gas supplier to the world – hardly comes at an auspicious time.



The global price of LNG has been dragged down in tandem with oil prices, with the industry suffering many of the same oversupply issues. Yet still America’s gas producers keep pumping – and by the end of the decade the US is likely to be the world’s third-largest exporter of LNG, after Qatar and Australia. But such continued momentum should not be confused with rude health. For many US gas producers 2016 will be a critical year – and not all will survive.

The shale revolution’s legacy A decade ago, US gas production was in decline. Yet 2006 also marked the year that production levels began to rise again, and since 2011 US gas output has been breaking new records every year. Driving this transformation of the industry was the shale revolution – and the ‘fracking’ technology which made it commercially viable to extract gas

Shale gas

have steadily increased the productivity of America’s active fracking projects. Conversely the drilling of new wells has nosedived since gas prices began falling. At the start of February 2016, barely 100 new gas wells were being drilled, down two thirds on the same time in 2015. Production from shale wells can decline very quickly, so this dramatic fall in drilling rig count will eventually drag down production levels once there are insufficient new wells to replace exhausted projects. But total production levels have eased only slightly since last September’s peak, as the owners of existing wells pump harder and faster than ever, even if falling prices have made it steadily less economic to do so. The reason is the financial legacy of the fracking revolution – many of America’s unconventional wells were dug by smaller players, and heavily financed by debt. As a result they have no choice but to keep pumping through the pain, barely profitable and fighting for every penny of revenue in order to service their debt repayments.

Rise and fall of the zombies

for the first time from previously unyielding rocks. Within just a few years America’s shale industry transformed the outlook for US energy security and created tens of thousands of high-paying jobs. But the boom was forged in an era of rising prices – which peaked at $6.18 per thousand cubic feet in February 2014, according to data from the US Energy Information Administration. Two years on, prices are at barely a third of that level. And while the pain inflicted on America’s gas producers has been equally acute as that suffered by global oil producers, the ramifications are different. Just as global oil production ramped up in 2015, so too did US gas production – peaking at 80 billion cubic feet per day in September. But rather than being driven by OPEC-led geopolitics, the steady increase in US gas output stems from more practical reasons. For starters, advances in shale extraction technology

The hardest hit companies have been dubbed ‘zombies’ – debt-laden firms that have just enough money to meet their interest repayments, but insufficient cash to drill new wells. Such companies face two substantial threats in 2016. Those with dwindling gas reserves run the risk of going bust when their wells run dry. And those who lose the confidence of their creditors run the risk of having their financial lifeline withdrawn. With the US Federal Reserve expected to gradually increase interest rates during the course of 2016, the considerable levels of forbearance shown by the banks towards the gas zombies thus far will rapidly evaporate. In fact many observers predict the reckoning could come as early as spring – with the banks calling time on credit lines extended to zombies that are clearly unable to repay their debts. The result will either be a wave of bankruptcies or a spate of consolidation, or more probably, both. Those operators forced to the wall may seek to jump before they are pushed, selling off their assets early in order to get the best price. For those seeking survival through M&A, the companies with the strongest hand will be not just those with the largest gas reserves, but also those with the lowest lifting costs. The winners will inevitably be those that put in place controls from the outset that seek to reduce costs, improve performance and help the project to remain economically viable. Operators in the Permian Basin, which straddles Texas and New Mexico, and the vast Utica Shale in the Appalachian Basin enjoy the lowest wellhead prices, and consequently are the most likely to attract suitors. The outlook for producers in other shale plays is less upbeat – particularly those with projects sanctioned at the height of



Shale gas

The US’s entry to the ranks of the world’s LNG exporters has come at a difficult moment, but its technologically sophisticated shale gas plays remain well placed to compete on the international stage – with many industry watchers predicting that America’s shale producers could yet emerge as global swing players

the boom. Yet having the right controls and capability in place to provide audit and assurance of key project deliverables will help these operators drive greater efficiency. Years of stable gas prices and rising global demand led to some wells being commissioned on the basis of what now appear excessively optimistic price projections – and in a long-term low price environment, it’s doubtful that any amount of productivity gains will save them.

Strength in flexibility Despite their relatively high production costs compared to their Middle Eastern rivals, American shale gas producers have shown great resilience and flexibility in their response to the tumbling price – and many have pledged to continue pumping for as long as their revenues cover their day-to-day costs. Technological advances have allowed them to drastically reduce well count while maintaining output, and the practice of deferring wells – the drilled but uncompleted ‘DUCs’ – has enabled producers to store up latent capacity that can be easily unlocked once prices return to more normal levels. However, great challenges remain. Time may be running out for the zombies, and the drastic slowdown in new drilling will soon start to peg back production. By the time global prices return to more favourable levels, some of the more fragile players are likely to have gone – leaving an industry of fewer, stronger, and more consolidated producers who will in future be more conservative in their price projections when making investment decisions.



Capital expenditure will continue to be scrutinised and operators will be required to focus on cost optimisation at all stages. Data that can enhance decision-making ability in the areas of capital approval and application will be highly sought after. The US’s entry to the ranks of the world’s LNG exporters has come at a difficult moment, but its technologically sophisticated shale gas plays remain well placed to compete on the international stage – with many industry watchers predicting that America’s shale producers could yet emerge as global swing players. For now the US shale gas industry is at a critical juncture in its first major test, with producers pumping at full tilt and waiting to see who blinks first.

TURNER & TOWNSEND Eric Wilson is a director at Turner & Townsend, an independent professional services company specialising in programme management, project management, cost management and consulting across the property, infrastructure and natural resources sectors. With 90 offices in 38 countries, it draws on extensive global and industry experience to manage risk while maximising value and performance during the construction and operation of its clients’ assets. For further information please visit:



world Showcase for the

Brent Cheshire discusses the UK’s wind energy market and highlights the significance of DONG Energy’s Burbo Bank extension project, which will add an extra 258MW of capacity to the existing Burbo Bank wind farm

Below Brent Cheshire, Country Chairman and Managing Director at DONG Energy UK



ffshore wind looks set to make a growing contribution to the UK electricity supplies this year, with the first contribution from the next generation of colossal eight megawatt (MW) turbines due to make

their mark. These awe-inspiring structures, which will feature in DONG Energy’s pioneering Burbo Bank Extension project located in Liverpool Bay, represent a major technological leap forward for the industry. The MHI Vestas manufactured machines will measure 195 metres from sea level to the tips of the blades at the top of


their rotation, which makes them taller than London’s iconic Gherkin building. But they are significant not only because of their scale but because they will also help to reduce the cost of electricity from the offshore wind industry. The innovation involved in designing, constructing and connecting bigger and more technologically advanced offshore turbines is helping the industry to demonstrate its progress in achieving greater efficiency, with fewer turbines required to produce a given electricity output. Crucially, as the cost of energy production falls, the sector becomes less reliant on state support. We are on a journey to achieve parity in terms of cost with


other energy technologies. The latest stage has seen us setting an ambitious goal of driving down the costs of offshore wind power by 35-40 per cent by 2020, and we are well on our way to accomplishing this. The UK government’s high-profile energy policy re-set, unveiled by the Energy Secretary Amber Rudd at the end of last year, contained positive signals for the industry. It showed that the Department for Energy and Climate Change recognises the many benefits offshore wind can deliver as the UK moves towards a low carbon economy. This in turn provides the sector with certainty around volume, which will ultimately lead to costs falling even further.

Indeed, backing offshore wind is a common sense approach. It is a clean, reliable source of energy that is crucial to helping the UK meet its renewable energy targets. Moreover, increased adoption of the technology is fundamental to the fight against global warming and efforts to enhance UK and European energy security. The EU, for example, currently imports about 90 per cent of its oil and around 65 per cent of its gas, spending some 400 billion euros per year in the process. It makes good sense to divert some of that money towards indigenous energy resources and job creation in member states instead. There is also a clear economic imperative to facilitate the



As the volume of offshore windfarms increases, it has been possible to increase the amount of UK content in projects and encourage the big turbine manufacturers to set up plants in the UK

expansion of the offshore wind industry. The contribution it makes to UK PLC for example is enormous, especially in the North of England, where one of the Government’s flagship policies is to build a Northern Powerhouse. Since 2004, DONG Energy – the world leader in offshore wind, producing more energy from the technology than any other company – has invested more than £6bn into the UK economy and is on course to double that investment by 2020. Burbo Bank extension is a microcosm of that investment and indicative of the positive role offshore wind has to play in regenerating Northern towns and cities. With offshore construction getting underway this summer, the project will create 135 full time jobs locally and provide £4.2m of value added to the UK economy each year. The development builds on the success of DONG Energy’s existing Burbo Bank wind farm situated on the Burbo Flats in Liverpool Bay, at the entrance to the River Mersey. With its 25 turbines, it is capable of generating up to 90MW of clean, sustainable electricity.



Covering 40km² of ocean, the Burbo Bank Extension will add an extra 258MW of capacity and will have the potential to power around 180,000 homes in the UK. An offshore inter-array network will connect the electricity from each turbine and transfer it to a new offshore substation located within the project site. A three-core submarine cable will then run approximately 20km to land along the coast between Prestatyn and Rhyl in Denbighshire. As the volume of offshore windfarms increases, it has been possible to increase the amount of UK content in projects and encourage the big turbine manufacturers to set up plants in the UK. The blades for the Burbo Bank Extension turbines are being manufactured at the MHI Vestas factory on the Isle of Wight. When it opened in 2011, it was the first facility in the world to design, manufacture and test such large blades for the latest wind turbines – establishing the UK’s reputation as a world leader in the field. Offshore wind has been an integral part of the UK’s


renewable energy mix in recent years and deserves to be trumpeted as a national success story. It is one of the UK’s fastest-growing industries and harbours immense potential for further growth in future. Moreover, the industry has fostered a growing UK supply chain and created thousands of highly skilled employment opportunities nationwide, including high quality apprenticeships for young people. DONG Energy is proud to be building on this rich heritage and spearheading a new charge that will cement the UK’s place at the forefront of the global offshore wind industry. In 2015 we successfully commissioned 35 Siemens 6MW direct drive turbines at Westermost Rough off the Holderness Coast – the first time anywhere in the world these turbines have been used on a large scale. Now, with projects like Burbo Bank Extension under construction, the UK is poised to showcase to the world a bigger, better and crucially, more cost-effective form of renewable energy.

DONG Energy UK Brent Cheshire is Country Chairman and Managing Director at DONG Energy UK. DONG Energy is the leading developer of offshore wind in the UK and globally. It has been the market leader since it built the first offshore wind farm Vindeby, in Denmark, in 1991 and now has offshore wind farms in the UK and Germany. Its largest offshore wind fleet is situated within the UK, meeting the electricity needs of almost 1.5 million homes. Its investment (£6 billion to date) is helping the country shift to a low carbon economy and meet its 2020 renewable energy targets. As well as being the market leader in offshore wind, DONG Energy invests in the exploration and production of oil and gas, along with selling gas and electricity to commercial customers. For further information please visit:



In Brief What’s the weather like? BMT ARGOSS has been appointed by Sakhalin Energy Investment Company Ltd. (Sakhalin Energy) to deliver weather forecasting services to support their onshore and offshore operations in the Sakhalin region, off the east coast of Russia. As part of a long-term contract, BMT’s 18 strong team will provide weather, wave and current forecasts, as well as tidal information to help support offshore drilling operations.

First for filling In March CNG Fuels, in partnership with National Grid, unveiled a new state-of-the-art filling station in Leyland, Lancashire, allowing vehicles to fill up on compressed natural gas (CNG). The event saw the first major customer, Waitrose, part of the John Lewis Partnership, fill up at the new facility, as a fleet of branded HGVs rolled onto the forecourt.

Here comes the sun First Solar, Inc.’s Operations and Maintenance (O&M) now has 5 gigawatts (GW) of assets in its portfolio of solar power plants, firmly establishing it as the largest O&M provider in the world. First Solar Energy Services, which has held the top position on GTM Research’s ‘Global O&M and Asset Management’ report for the past two years, surpasses the next nearest O&M provider by approximately 1.8GW.

Smart grid partnership Power grids, in their current form, will soon be unable to cope with the increased use of distributed and renewable energy sources. In response to this situation, 18 European research institutions from across 11 different countries, and under the leadership of AIT, have joined forces in the transnational ERIGrid project (European Research Infrastructure supporting Smart Grid Systems, Technology, Development, Validation and Roll Out).



Surpassing expectations Horizon Geosciences’ revolutionary, 200kN Seabed CPT system has been used with great success on a complex geotechnical site investigation for Vattenfall, offshore Denmark. Horizon’s scope of work centred around turbine locations in the North Sea windfarm as well as infield cable routes. The programme of work included downhole sampling and CPT testing, seismic CPT testing, pressuremeter testing, P-S Logging, vibrocoring and seabed CPTs. Horizon’s digital CPT System is designed to achieve a continuous profile to depths in excess of 40m into the ground. Senior Project Manager for Horizon Geosciences Limited, John Cudden highlighted the importance of this feature: “Building an accurate ground model is crucial to the development of offshore wind farms, therefore a high volume of quality CPT data is needed, often within tight timescales. This is where Horizon’s 200kN CPT can surpass traditional drilling expectations in terms of production and cost. Coupled with the ability to conduct seismic CPT tests with this seabed system, tied in to pressuremeter and borehole logging data from adjacent boreholes, we provide the data for the full determination of both lateral and horizontal engineering properties across the site.” The 200kN Seabed CPT System can be deployed from any DP1 or DP2 vessel, the Horizon Geobay was assigned in this case due to her full Geophysical and Geotechnical spreads, containerised laboratory and capacity to operate in shallower waters.

Tough times for Npower David Cheetham from sums up the news that Npower is to cut 2400 jobs in the UK. “The announcement comes on the back of a challenging year for the firm that simultaneously posted a loss of £106 million for 2015. The latest earnings release compares unfavourably to a profit of £176 million for the prior year and these results, alongside the announcement of large-scale redundancies, highlight the difficulties faced by management at present as they attempt to stem the multi-year decline in stock price. Npower currently employs 11,500 people in the UK, with over half of these full time posts, so the reduction in its workforce represents a drop of approximately 20 per cent. Due to a failure to bill customers correctly and deal with complaints effectively, Ofgem has fined the ‘big six’ energy company a record £26 million, and disgruntled customers have voted with their feet with no fewer than 351,000 of them deciding to take their business elsewhere. “Largely due to this poor level of customer service, which has seen the company consistently come bottom or second bottom of Ofgem’s ranking for complaints, the gas and electric supplier has slipped from second to sixth place in the list of UK energy suppliers. Rather unsurprisingly this has had a negative effect on the share price as can be seen by the slump in market value of parent company RWE. The stock has been trending lower since the 2008 financial crisis and the costcutting measures targeted at the UK segment of the business are intended to halt this decline which has seen more than half of the company’s value wiped off in the past 12 months.”


Addressing the skills gap In the latest development of a long established partnership, Honeywell Process Solutions has delivered its

Signed agreement

latest automation control system

Expro has secured a new framework agreement with Statoil Petroleum AS in the Norwegian Continental Shelf (NCS). The agreement, for three years with options to extend for three, two-year periods will see Expro provide subsea services and well control systems delivering its large bore landing string assemblies for completion, workover and intervention projects from both semisubmersibles and jack-up rigs. Neil Sims, Vice President - Europe CIS (Commonwealth of Independent States), comments: “This agreement reaffirms the long-standing relationship between Expro and Statoil, established through the provision of well testing and clean-up services over the last eight plus years. We are proud to now be providing subsea landing strings and supporting services for Statoil’s key projects in the NCS. Expro are well positioned to support Statoil in Norway with recent investments in a new base and technology – including our $10m facility in Tananger.”

run the world’s advanced oil and gas

A use for waste

as refineries, chemical plants, natural

A world first bio plant for handling unsorted household waste is going to be built in Northwich, Cheshire by DONG Energy. It will be the first bio plant in the world to handle unsorted household waste, without prior treatment, using enzymes. The groundbreaking new technology, called REnescience, has been developed by DONG Energy and tested at a demonstration plant in Copenhagen since 2009. Now the world’s first commercial full-scale plant will be built in Northwich, meaning a much larger proportion of UK household waste can be recycled and converted into biogas energy. DONG Energy will finance, build and operate the plant, which will be operational in 2017. Around 150 people will be involved during the peak phase of construction, with an average of 75 at any given time. The plant will also require around 24 full-time local employees to operate it. Brent Cheshire, DONG Energy’s UK Country Chairman, said: “It’s fantastic to see the world’s first bio plant of this type being built in Northwich, underlining the UK is once again leading the way in renewable energy. This new plant also highlights our commitment to investing in the Northern Powerhouse. “REnescience is a brilliant new technology and generates as many resources as possible from everyday household waste. This new bio plant will see us handling waste in a much smarter way.” The REnescience plant in Northwich will be able to receive unsorted household waste, which – through enzyme treatment – will be converted into biogas as well as recyclable plastics and metals. The biogas is converted to green power via gas engines. The plant will have an annual capacity of 120,000 tonnes of waste, which is equivalent to the waste from almost 110,000 UK households. The waste will be supplied by the UK waste management company FCC Environment, which already collects household waste in the Northwich region. The design and planning of the plant in Northwich has been completed, and the site has been awarded planning permission. DONG Energy expects construction work to begin in February 2016, with the plant being commissioned in early 2017.

mines, paper mills, and industrial power

to Edinburgh College, boosting the Scottish college’s efforts to educate future engineers and operators to facilities. Using the HPS Experion C300 controller, part of the Experion distributed control system (DCS), students will be able to study and train on the same state-of-the-art control system that is being used in many control rooms around the world.


Honeywell’s automation control systems can be found in about 5000 sites such gas facilities and offshore platforms


in the oil and gas industries, as well

as other manufacturing sites such as plants.

The new DCS forms the foundation of Edinburgh College’s Oil Production Platform Simulator – a purposebuilt plant with tanks, pumps, instrumentation and other components that allows apprentices to work on a simulated system as close as possible to an actual plant. Ross Milligan, curriculum manager for Engineering at Edinburgh College, said: “If we are to address the skills gaps we face in engineering and support the industry to reach its full potential, it’s essential we can provide today’s young engineers with the very best training and experience on modern technology. “The new simulation system here will help students get the best possible preparation for working life, including the understanding and practical application of modern control systems used by industries in the in the UK and worldwide.”




in the clouds Hosted desktops help ease pressure on the bottom line while introducing improvements including physical and online security. By Joseph Blass

W Below Joseph Blass, CEO of WorkPlaceLive

ith the oil and gas sector under continued price pressure, steps are still being taken to reduce costs. Is anything left to cut without compromising performance? And can a company operate with a smaller headcount while having the best IT at its disposal at no capital cost? One area where overheads can be reduced significantly, service levels and online security are improved, and productivity increased, is in outsourcing IT to the cloud. A cost comparison between in-house and cloud computing demonstrates the value of the move. Companies whose operations are widely dispersed, regionally or globally, are particularly suited to migrating their IT to the cloud. SMEs especially benefit through sharing the costs of the same enterprise-grade software, high end hardware and security that their larger counterparts have been enjoying for years.

How the cloud works for SMEs With the hosted desktop approach to cloud computing, staff, wherever they are located, see the same desktop screen they are familiar with, regardless of the access device they are using. All computing is carried out on servers in a secure remote data centre. At the high end of hosted desktop offerings the data centre is supported by a second, which



takes over in the event of business continuity being required. Access devices include an organisation’s existing laptops, desktop computers, tablets and smartphones or, optionally, thin clients. Data backups, built-in resilience and data restoration strategies help keep downtime to a minimum, as good if not better than can be achieved in-house because of the array of technology, processes and procedures utilised by the hosted desktop provider. If the provider is ISO 27001 accredited, its customers can rest assured that every element of the operation of each data centre conforms to the global gold standard in information security management. ISO 27001 also applies to every aspect of business continuity planning and execution.

What does all this mean for the energy sector? What does it impact? IT hardware inventory and costs. Servers, desktops and laptops typically need replacing every few years. Your company might be thinking about making them last for as long as possible. It’s one option to consider but there is a capital, support and potential performance cost to that. In their place you could have thin clients accessing all library files and applications. Thin clients are essentially ‘plug and play’ keyboards with a screen costing as little as £200 each.


subject that makes them pause when considering moving to the cloud. It shouldn’t. Security is paramount and, crucially, this is where the cloud also wins for the SME because of the ‘best in class’ security provided. First, let’s look at physical security. The level of physical security a cloud services vendor provides is often to a much higher standard than an SME can afford or wants to spend. Distributed, remotely located data centres - complete with power backup - are housed within highly secure buildings employing high grade security: fire and forced entry alarms, access control and security personnel. Online security is likewise immeasurably improved in many instances. At last, with the cloud, SMEs can benefit from the same powerful enterprise-grade online security as the biggest companies, because, as with other aspects of security, all costs are shared. Online security tools provides robust firewalls, web filtering, and management of access devices and optional encryption of sent emails. Other tools can be used for monitoring, controlling and enforcing acceptable use policies, blocking access to inappropriate websites and other sites the client wants to exclude, and reducing web misuse by staff. Dual factor authentication, or 2FA, is an important security consideration because, like banks, it enforces the identification of individuals by a combination of user name, password and information known only to them.

Triggers for outsourcing to the cloud Computer networks. Traditional networks linking locations together can be made redundant by the cloud. In the age of hosted desktops - including world class IT infrastructures in the data centres – further or new investment in networks can safely be shelved. That’s especially key in a downturn. Other savings. Outsourcing IT to the cloud can result in a reduced headcount in the IT department, with remaining staff supporting those employees using hosted desktops. Savings from reduced headcounts - and hardware that is no longer required can slice some 30 per cent off the IT budget. Improved productivity leads to further savings. Flexibility - with scalability - comes into the frame because hosted desktops enable staff to work, on that same familiar ‘desktop’, wherever they are. The customer only pays per employee using a hosted desktop, allowing it to take full advantage of hosted desktops’ inherent scalability up or down. Agility. Flexibility enables improved business agility. Offices anywhere can be closed or mothballed, which is a great help if the headcount in any department needs reducing and freelancers employed more commonly to fill gaps. Freelancers or employees don’t have to come to an office to work. A more agile business can respond more quickly to changing market conditions. Security. Energy companies are, rightly, concerned about protecting their data and information. It’s perhaps the one

A serious downturn can be the prime trigger for taking a different approach to IT. There are others, some of them common to a crisis: a key member of the IT staff is leaving; IT equipment needs upgrading or replacing; an office move or closure is afoot; more extensive flexible working is under consideration; online and physical security needs to be improved; overheads are too high. As the industry struggles under challenging margins, hosted desktops should be viewed as an enabler of consolidation, doing things differently and better, and rebuilding. Another plus is that by owning all the risk and much of the financial burden of running the IT, hosted desktop providers put their customers in a stronger position from which to focus on their core business.

WorkPlaceLive Joseph Blass is CEO of WorkPlaceLive. With roots going back to 1996, WorkPlaceLive was founded in 2006 as a provider of cloud computing services. One of the first UK providers of hosted desktop services, its hosted desktops allow customers and their employees the freedom to work from anywhere in the world, from any device, as easily as they would in their office. For further information please visit:



benefits Mutual

Government take in E&P: framing a more balanced dialogue. By Iván Martén, Philip Whittaker, and Álvaro Martínez de Bourio

Below Iván Martén

Below Philip Whittaker

Below Álvaro Martínez de Bourio



he decline of crude oil prices since mid2014 has hit oil producers hard, wiping out 36 per cent of revenues across the industry. Not surprisingly, companies have responded to this decline by aggressively cutting costs - but one cost has been impossible for companies to cut: the ‘government take’ or the share of oil and gas upstream revenues that governments capture. The percentage of government take of upstream revenues is particularly critical because it defines a country’s competitiveness for internationally mobile exploration and development capital and it shapes global oil prices. If a country’s take is too onerous, companies will choose to explore elsewhere, leaving potentially lucrative reserves untapped. The percentage of government take becomes even more relevant as oil prices fall and companies cut capital spending, because countries find themselves competing to attract a shrinking pool of capital. The government take is by far the largest cost for E&P companies and has been on the rise since 2000. Governments increased their take for several reasons, including rising oil prices. Some countries realised that the existing financial terms they had established for producers


when oil was $20 a barrel were poorly suited for a world in which the price was closer to $100 per barrel. Declining prices, of course, decrease the government take automatically - average lifting costs have fallen by about $9 a barrel in the past year - but more government action to reduce take is needed in a number of countries. So far, governments have responded more slowly than they did to rising prices in the past. Despite these pressures, some governments still see capturing a significant share of oil and gas revenues as a route to shoring up government finances. For example, Russia’s finance and economic ministries are debating tax changes that could increase the government’s take by more than $20 billion over the next three years. Both governments and oil companies would benefit from a level of government take that is more appropriate for today’s market. Fiscal regimes that are out of step with industry revenues constrain oil companies, preventing them from pursuing viable project opportunities. In the longer term, some governments’ revenues will fall as a result of these lost opportunities. Governments and operators must work together to frame a balanced dialogue so that fair responses on taxation and other forms of government take can be executed. On the basis


of our experience, both sides should work together and take these three steps in order to have a more balanced dialogue. 1. Conduct a strategic review of the country’s competitiveness related to resource development. The government and operators should honestly assess the competitiveness of the country’s resources and its current level of take. Our experience is that both aspects must be assessed on four dimensions: The Attractiveness of the Country’s Resources. The government and operators should evaluate the attractiveness of the country’s resources - particularly the remaining recoverable reserves - and the success of recent exploration investments. The Current Fiscal Package. A government must reflect on the types of contracts and the terms it puts in place. The Current Nationalisation Requirements. Both sides must candidly explore the costs, practicality and effectiveness of local content requirements. The Country’s Perceived Institutional Stability. Lower political, economic, and reputational risks can make a country’s resources more attractive and justify marginally higher government take. 2. Consider adapting the country’s fiscal regime if

necessary. Being open to changing tax and non-tax measures can lead to a more balanced dialogue and, ultimately, to improving a country’s competiveness. We have found three areas in which tax packages typically can be adapted: Tax Mechanisms. A country can adjust its tax or royalty terms by field type or size to compete for investment. Tax Regulations. A government can change tax rules governing depreciation, losses, and ring fencing and adopt a cost-recovery scheme. Tax Refunds and Deferrals. These measures can be incorporated in the terms and conditions of a contract to incentivise exploration and accelerate payback periods. 3. Be open to adopting an alternative fiscal regime. Governments can facilitate a more balanced dialog by assessing whether the current fiscal regime creates a competitive investment environment and, if not, by making changes, such as offering various types of contracts. Concession agreements that offer ownership of oil reserves have been the most effective way to attract exploration investment, as they hold the potential for large gains. Production-sharing agreements (PSAs) can offer a fair return for both parties. Investors find the stability of PSAs appealing, given that they are governed by the principles of international commercial contracts. Service contracts are generally less attractive because they limit potential benefits and relegate oil companies to a contractor role. These contracts are often employed in situations in which competition for access is fierce. In the current environment of lower oil prices, governments must work with producers to develop fiscal structures that accommodate the current price environment and address the rising impact of government on the industry. By working co-operatively and with greater urgency than we currently see, governments and operators can shape a more appropriate level of government take that will be mutually beneficial and ensure that oil and gas production will continue to power local economies regardless of crude oil prices.

the boston consulting group Iván Martén ( is a Senior Partner, Managing Director and Energy Practice Global Leader; Philip Whittaker ( is a Director, and Álvaro Martínez de Bourio ( is a Principal - all at The Boston Consulting Group. The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. It partners with clients from the private, public, and not-for-profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. For further information please visit:



Generating energy for the


A Dublin wasteto-energy project required a comprehensive belowground protection solution


full range of belowground waterproofing technologies from GCP Applied Technologies is being installed to provide comprehensive long-term protection against corrosive ground water, coastal soil conditions and ground gases at the new incinerator plant in Dublin, which will provide sustainable energy from waste to the region. Located in Poolbeg in Dublin Port, the Dublin Wasteto-Energy project due to complete construction this autumn will generate energy from up to 600,000 tonnes of municipal waste every year powering up to 80,000 homes. The 30,000m2 footprint incinerator plant has had its belowground areas fully protected against water and ground gas with a fully engineered continuous system which features



a range of solutions designed to work together from GCP. These include high performance Grade 3 waterproofing solutions for habitable areas and systems to prevent ground gas ingress. The Dublin Waste-to-Energy project, a Public Private Partnership (PPP) between Dublin City Council and Covanta, a world leader in sustainable waste and energy solutions, will also provide district heating for up to 50,000 homes. The project comprises a substantial waste reception hall and two adjacent stacks of 100m in height, and represents an investment of approximately â‚Ź500m by Covanta in sustainable energy for Ireland. The combined need to address potential radon and other ground gases on the site with a variety of waterproofing protection made this an ideal project for a fully compatible

Renewables below-ground waterproofing system from a single source. Engineers and architects at PM Group specified GCP as a recognised global solutions provider in the sector with proven products, which could deliver a continuous solution for a project of this prestige and profile. The specifiers developed a close working relationship with GCP and project contractor PJ Hegarty and Sons, which was invaluable in identifying and installing the successful solution. PJ Hegarty and Sons are widely recognised in the industry for their expertise and precision in construction and benefitted from the specialist knowledge, which GCP was able to bring to the table. A GCP-trained specialist applicator ensured that best practice installations would be carried out.

The solution installed All habitable areas of the concrete substructure including offices were specified with the Preprufe® 300R PLUS membrane system to provide Grade 3 waterproofing under BS8102:2009. Preprufe is an advanced membrane system which offers the safest and most reliable waterproofing option available for below-slab waterproofing. Designed with synthetic adhesive layers, the patented Advanced Bond Technology™ enables concrete to aggressively adhere to Preprufe, forming a unique intimate seal that prevents water migration between the waterproofing and the structure, substantially reducing the risk of leaks. The product also protects substructures from the harmful effects of water, vapour and gas and can be applied to wet or dry concrete. It is immediately trafficable after a fast installation, which helps shorten project timescales. Preprufe 300R PLUS also provides an effective barrier against ground gas to meet radon protection requirements, offering further benefits for habitable areas of the Dublin project. The larger non-habitable areas located under the footprint of the incinerator itself were specified with the loose-laid GCP Gas Membrane. This high performance, reinforced polyethylene damp proof membrane incorporates a gas resistant aluminium foil making it radon, methane and CO2proof. Its multi-layered laminate structure provides strength, flexibility and installation properties. Ancillary products used for detailing ensured the continuity of the waterproofing between the building’s foundation and the pile heads and these included Bituthene® LM and Bituthene 4000. Designed for speed and ease of detailing they were critical to maintaining an efficient programme. Adcor® 500S, a rubber (hydrophilic) waterstop strip that expands upon contact with water was placed in construction joints and fixed with Adcor Adhesive/Mastic. When fully encapsulated by poured concrete, the strip’s expansive forces form a seal against concrete faces. Finally, Preprufe 800PA cold-applied self-adhesive waterproofing membrane was applied to the walls of the superstructure where the access ramp for waste trucks enters the waste reception hall. Preprufe 800PA is composed of a reinforced cross-laminated HDPE film and a synthetic nonbituminous adhesive. Like the Preprufe 300R PLUS system,

Preprufe 800PA incorporates Advanced Bond Technology. The access ramp will also feature Silcor® 900S sprayapplied seamless waterproofing which rapidly cures to form a high-strength, elastomeric, and fully bonded waterproof protection. Other challenges addressed by the Preprufe waterproofing solution on this project include the coastal soils that contain sulphates and chlorides and can compromise concrete belowground structures and affect watertightness and durability. Rebar corrosion is also common, resulting from chloride ingress from airborne salts or belowground chlorides. Products also had to be durable enough to cope with winter application, and tough enough to withstand a large volume of reinforcing steel placed upon them. GCP Protection Boards were used to protect the membranes during construction. Business Development Manager at GCP, Ireland, Leslie Trayer comments: “Preprufe has been specified successfully for over 21 years, mainly for basement construction. As experts in protecting major belowground structures we assisted PM Group in not only explaining what level of protection they would require in all areas of this innovative and important project, but also delivering the ideal waterproofing solution for the location to provide durability during construction and whole-life performance.”



flares How big are your

Accurate measurement is critical to safety and profitability in the oil & gas industry. Adam Chapman outlines some of the key considerations for industry parties in ensuring that monitoring and measurement is accurate, effective and meaningful


he Deepwater Horizon oil spill of 2010 is estimated to have released 210 million gallons of oil into the environment around the Gulf of Mexico. The cost of the tragedy was measured in human lives, environmental damage, broken businesses and reputational disaster, aside from the billions in compensation paid. Oil exploration can be a risky business and reducing risk is one of the most critical elements to the industry. Central to understanding and managing risk is access to accurate information, which drives better business decisions, as BP discovered during a tortuous three months in 2010. Accurate information in the oil & gas industry is driven by measurement technology. In an industry where explosive



and highly combustible (and of course extremely valuable) resources are being managed, accuracy takes on a completely new level of importance. The difference between delivering success 99.9 per cent of the time and 99.999 per cent of the time may not be important in many industries but for oil and gas that difference could be a matter of life and death.

An example: flare gas measurement Take one single example. In many parts of the world gas that is extracted with oil is flared. There may be many reasons for the seemingly insane process of burning a valuable and rare fossil fuel. These include the inability to store the gas locally or the risk associated with storing gas at too high a pressure. What is certain is that burning the gas – though still not great - is better environmentally than simply venting it. What

Measurement technology

is also needed is the ability to accurately measure how much gas is being flared.

Why is the volume important? Flaring gas is subject to regulation in many parts of the world. In the US the Environmental Protection Agency regulates this area whilst the 2008 Climate Change Act in the UK also sets out a framework for North Sea Oil. Penalties, taxes and fines for flaring are commonplace around the globe and flaring itself is an issue that is being addressed by the European Union, the United Nations and the World Bank. Even the leading oil companies have committed to reducing or virtually eliminating flaring, hardly surprising considering that more than 300 million tonnes of carbon dioxide are estimated to be created by flaring every year.



How to measure accurately? Where taxes are imposed accurate measurement is intrinsically required to demonstrate both good practice and accurate payment. Accuracy provides reassurance that a business is not paying more in dues than needed but also demonstrates compliance with regulation. There are a number of considerations around accurate measurement. It goes without saying that measurement tools need to be reliable in some of the most extreme environments on earth, where exposure to temperature and environmental conditions cannot impact accuracy. Reliability is also critical as servicing equipment in the middle of the sea can be expensive. Measurement tools cannot impact safety requirements, which is more of a challenge than it sounds when you are measuring resistance to force without creating heat! Another consideration is the turndown ratio of equipment. The turndown ratio indicates the range of flow that a meter is able to measure with acceptable accuracy. If, for example, gas flow varies from 100,000m3 per day to 1,000,000m3 per day, a meter would require a turndown ratio of at least 10 to be accurate in such an environment.



There are four primary technologies around gas measurement: Differential pressure (DP) devices: 66 These devices were used in the earliest days of flow measurement and are often deployed for transmission and distribution of gas. DP devices have a limited turndown ratio and often need a long, straight line of piping to be effective. That piping, and the space it requires, is expensive. Thermal mass measurement: 66 These meters use two sensors to determine flow rate: one of the sensors is constantly heated and flow is measured by monitoring the cooling effects of gas on the temperature of the sensor – the faster the flow, the cooler the sensor will become. With turndown ratios of up to 600, these meters are suitable for the unpredictable nature of flare measurement but require constant correction when gas composition changes. Photo/optical technology: 66 This method of measurement uses particles in the gas stream to reflect laser beams. The volume and velocity of gas is proportionate to the time it takes particles to travel between the laser beams. With a turndown ratio

Measurement technology

Indeed there is already a body of opinion that believes that the current industry standard or +/- 5 per cent accuracy is too high and should be reduced. The industry should not shy away from this but embrace it

of 1500, this method of measurement is flexible enough for flow monitoring but it does not work with clean gas (where there are few or no particles) and is susceptible to degradation caused by moisture and condensation meaning there are high maintenance costs. Ultrasonic: 66 The most reliable measurement tool for gas is ultrasonic. This method measures the time it takes for ultrasonic waves to travel across a pipe both upstream and downstream. The difference between these two values provides accurate measurement of flow. Ultrasonic measurement is not impacted by the composition or cleanliness of gas and with no mechanical parts within the line, maintenance and support requirements are low while safety is increased (nothing impeding the flow of gas in a high velocity flaring event). Finally, ultrasonic technology has the highest level of turndown ratios at 3000.

Increasing regulation, increasing accuracy, increasing profitability With increasing global regulation around the emission of flare gas, accurate information will become more important

to the industry. Indeed there is already a body of opinion that believes that the current industry standard or +/- 5 per cent accuracy is too high and should be reduced. The industry should not shy away from this but embrace it. A global and industry-wide commitment to the reduction of flaring is critical to ensuring that limited natural resources are used optimally and that profits are maximised. Accurate measurement is a cornerstone of this. After all, it might as well be dollars that are being burned.

Fluenta solutions Adam Chapman is Director of Global Marketing at Fluenta. Founded in 1985 Fluenta is the global leader in flow monitoring, measurement and sensing using ultrasonic technology. Currently the company primarily serves the oil & gas market where it is the leader in European off shore flare gas monitoring. The company also provides flow monitoring and measurement services to the chemicals, medical and other industries. Fluenta was established in Haugesund, Norway and has is headquartered in Cambridge (UK), with offices around the world. For further information please visit:




Looking for As oil prices collapse, can the industry still soar? By Knut Møystad


ith oil prices plummeting below $27 for a second time this year, industry participants can look to reduce their dependence on the volatile commodity by streamlining their operations and realising efficiency and productivity gains. Below we’ve outlined some of the key trends in the sector that organisations should be aware of: The oil and gas industry will jump on the opportunity that big data presents: machine-learning strategies will become ubiquitous as oil and gas companies start rolling out conditionbased maintenance; meanwhile equipment suppliers will increasingly move to a services-based business model. Equipment manufacturers have begun to embed machinelearning technologies into equipment for condition-based maintenance, to help customers extract maximum value and efficiency from their infrastructure. These suppliers are looking to provide support services such as data monitoring, which will help customers optimise equipment utilisation and maintenance strategies, and will also provide data that can be used in the design phase of new products; for example, with enhanced user data you can improve the precision of your design parameters, thereby optimising both product cost and value relationship. This marks a turning point in the business strategy of suppliers. Oil and gas companies have been hesitant to rely on equipment suppliers to run maintenance programmes as they fear vendor lock-in, which would push up costs. However, they see a benefit in gathering data from their installations to improve operations. Hence, oil and gas companies are increasingly looking for ways to own the data they generate and will be looking to explore technology to manage the condition-based maintenance programmes. This trend is gathering pace as more oil and gas companies take steps to capture and learn from big data to make their operations smarter and reduce costs. The businesses that will be successful are those that develop a strategy to underpin this. To benefit from data, they need to understand what data they are collecting, how to categorise it, what kind of insights they are looking to gain and how to turn them into tangible benefits e.g. cost and time savings. With this in mind, the more advanced businesses will have automated learning up-and-running in their machines so that they can replicate the best results their businesses are seeing across their operations and increase their productivity and performance. 3D printing emerges as an innovative alternative for companies in the oil and gas industry, as they scrutinise their



supply chains and engineering practices. A small but increasing number of businesses are already deploying 3D printing technology and using 3D printing in two different ways: Firstly they are using it to create models for training purposes. Innovation in training methods has been driven by the need to move away from on-site apprenticeships as both safety issues and new technology requirements in the field have rendered a large part of content currently taught obsolete. Hence 3D printing is becoming particularly valuable in teaching onsite equipment repair and maintenance, particularly for offshore and subsea equipment. Secondly, businesses are using 3D-printed tools and parts as a replacement for traditional tools and parts, which helps to access and maintain equipment in remote areas. These parts and equipment that could be printed include almost anything that can be drawn in 2D, e.g. drill bit moulds, actual fix cutter drill bit bodies, and other downhole tools. Although oil and gas is traditionally thought of as a conservative industry, technological developments that enable businesses to cut costs and improve performance and asset integrity are being rolled out in maintenance and operations due to necessity. The driver behind this trend is the drop in the price of oil. Previously oil prices were high, so businesses were able to continue using technologies and techniques that had served them well over an extended period of time. As the price of oil has now dropped, oil and gas companies should be looking to streamline costs and increase efficiencies where they can. They are looking for smart ways to cut costs, and 3D printing is proving an enabler for this right across the supply chain from inventory to transportation.

IFS Knut Møysta is Industry Director for Oil and Gas at IFS, a globally recognised leader in developing and delivering business software for enterprise resource planning (ERP), enterprise asset management (EAM) and enterprise service management (ESM). IFS brings customers in targeted sectors closer to their business, helps them be more agile and enables them to profit from change. IFS is a public company founded in 1983 and currently has over 2700 employees. For further information please visit:



A sunny

outlook? A number of concept cars with solar-powered capability have been showcased at motor shows in recent years. Many manufacturers claim that their technology is pushing the boundaries, but the average car roof simply does not provide enough space to generate the power needed to propel anything more than a featherweight vehicle. Current solar-powered car endurance competitions are invariably held in locations where there are high levels of solar irradiation and very little cloud cover, such as the Australian Outback or Chile’s Atacama Desert. The ‘cars’ are ultra-lightweight, one-person vehicles designed to have the highest amount of surface area possible completely covered by solar cells. The technology used in these vehicles varies. Some use



Do solar-powered vehicles have a viable future asks Ian Draisey

the power to directly run the vehicle’s motor (or motors), while others use the power to charge multiple batteries and provide a more consistent power source to the motor. Both vehicle and solar technology manufacturers have commendably invested millions in making them work efficiently. As we know, it is this level of investment and boundary pushing that helps technology grow and reach


or charging station roof could charge a car while the owner is sat at their office desk during daylight hours. Another set of batteries is charging from the driver’s PV array back at home. The driver could then return home in the charged vehicle that evening and simply swap the fully charged batteries for evening journeys and the emission-free drive back to work the next day. Right now, lithium-ion battery design does not allow for this interchange as their weight, the safety requirements and charging time means that they must be connected to the main power grid, especially for ‘fast’ charging. In light of the recent VW admission, where VW cars have allegedly been cheating emissions regulations, Greenpeace has launched a campaign calling on supporters to sign a petition. This petition could force VW to mass-produce a commercially viable electric car (or even solar-powered car) and bring electric cars closer to the mainstream. It will be interesting to see how developments pan out over the next months and years, and whether something genuinely positive comes from this negative scandal. With the level of potential investment and further economy of scale that such a large organisation could bring, it really could make a difference to the potential of solar power to move people around in their everyday lives. While solar-powered vehicles are some way off being a viable commercial option, we all need to encourage and support the manufacturers that are pushing the technology to help protect all our futures. viability ‘tipping-points.’ As the efficiency of lithium-ion batteries or similar battery technology improves and the take-up of electric vehicles increases, we will inevitably see better performance and reductions in the price. But for the foreseeable future, this doesn’t overcome the issue of generating enough power to move a significantly heavier vehicle and multiple occupants over a useful distance. The potential for solar-powered vehicles lies in the principal of harnessing the sun’s power from a static solar PV array to charge an electric vehicle’s battery system. This is where the future of electric — and more specifically solar-powered — vehicles will have the best opportunity of becoming a viable option for transport. Picture this ideal scenario: a solar PV array on a car port

bayWa Solar Systems Ian Draisey is the Managing Director at BayWa r.e. Solar Systems Ltd, one of the UK's leading wholesale suppliers to the solar PV installer network. Headquartered in Machynlleth, midWales and operating across the UK and Ireland, BayWa r.e. is an approved ISO 9001:2008 company for the procurement and supply of high-quality products for solar PV applications. As part of the German BayWa r.e. renewable energy GmbH group of companies, BayWa r.e. Solar Systems offers competitive pricing with direct access to Europe-wide stocks of high quality, high profile solar PV brands and products. For further information please visit:






Dr Ian Randle, PresidentElect of the Chartered Institute of Ergonomics & Human Factors (CIEHF) and Managing Director of Hu-Tech Human Factors asks: Is human error avoidable?

uman error has been implicated in the great majority of major industrial accidents. Investigations may end with a conclusion of human error as if this is something that can’t be avoided or prevented. However from a Human Factors (HF) perspective this marks the beginning of the investigation, where work is done to



identify the causes behind the human error and find means to prevent recurrence. Humans by our very nature are unreliable and make mistakes, and we will never eliminate all errors in the operation of complex systems. The objective is to help ensure that individuals are never put in a position where a simple error or combination of errors will have a catastrophic outcome.

Human factors

Human Factors is the scientific study of how people interact with equipment and work systems. HF uses similar methods for modelling human failure as process engineers apply to modelling equipment failure. The aim is to identify critical errors and to eliminate them or mitigate their consequences. This is where a deeper understanding of the type

and cause of error is essential. The UK Health & Safety Executive (HSE) has identified four main types of human error: slips (unintended actions), lapses (lack of appropriate action), mistakes (knowledge-based errors), and intentional violations. Each has different causes and requires different solutions. Training can form part of the solution for knowledge-based errors but may be ineffective in preventing



It is important to note that people not should be seen just as a potential source of error but also as an important part of the system integrity; it is their intelligence and adaptability that makes them able to identify problems and intervene when processes are going wrong

slips. An example of a slip is misdialling a routinely used telephone number – extra training won’t eliminate the error, however a better designed interface with clear and consistent labelling will help. Lapses are often caused by distractions, having to divide attention between concurrent tasks, and by fatigue. Ensuring that the task and workload is designed to minimise distractions during critical procedures, and effective shift-management to minimise fatigue are appropriate strategies in such cases. Major accidents are seldom caused by a single human error; they are normally the consequence of a series of errors and a certain set of conditions. However, HF analysis can be effective in identifying safety critical operations and where high levels of human performance are essential in maintaining barriers to major accident risks. HAZOP and Bowtie analysis are good sources of identifying such situations. Any operating procedures that form part of the safeguard or barrier against a major accident risk can be thought of as a safety critical task. The



objective will be to eliminate these where possible and to replace the human in the loop with engineering safeguards. For example, responding to a high-level alarm requires an operator to detect the alarm, determine the appropriate response and then execute the response correctly. This gives a number of opportunities for human error and makes the system significantly less reliable than an engineered safeguard. It is not feasible or cost-effective to completely eliminate human-based safeguards. Where critical tasks cannot be eliminated, a structured human error analysis is undertaken on the associated tasks and procedure. The objective is to determine where errors that could have critical consequences can occur, and to devise practical means to reduce the likelihood or consequence. This can be via error-tolerant interface designs as well as well-designed operating procedures and additional checks. It is important to note that people not should be seen just as a potential source of error but also as an important part of

Human factors

the system integrity; it is their intelligence and adaptability that makes them able to identify problems and intervene when processes are going wrong. The human operator will therefore never be completely eliminated from the operation of complex process plant. Piper Alpha, Texas City, Buncefield and Macondo are all incidents, which are associated with a combination of technical and human failures. Whilst significant advances have been made in technical and process safety engineering, it is clear that it will not be possible to prevent future major incidents without also considering the human failures. Human Factors therefore needs to be an integral part of safety engineering with the same degree of attention paid to analysing and designing the human safeguards as is the case for engineering safeguards. The oil/gas industry has some way to go before this becomes a reality, however, increasing awareness and regulations on human factors contributions to major accident risks means that the industry is moving in the right direction.

Dr Ian Randle will be joined by Professor Ron McCloud, ex-Head of Human Factors at Shell, to discuss human factors in barriers to major accident risk at the Ergonomics & Human Factors 2016 Conference at Staverton Park this April. To reserve your place, please visit

CIEHF The Chartered Institute of Ergonomics and Human Factors (CIEHF) is a UK-based professional body with over 1700 members. CIEHF members are practitioners, researchers and students working or studying in ergonomics and human factors or a related field. The CIEHF sets and maintains standards, provides resources, and promotes networking and communication among members and organisations that have an interest in ergonomics and human factors. For further information please visit:



review A year in

2015 - when volatility in energy markets became the ‘new normal’. By Joanne Smalley


015 has seen a sea change in global energy markets – with the long talked about ‘Energy Trilema’, balancing cost, carbon and security, becoming something of a multi-dimensional polyhedron! The end of 2015 saw oil at its lowest point in four years, gas and Below power prices following suit, and despite great advances Joanne Smalley is the Head of Energy in technology ‘normalising’ the costs surrounding solar as Aspectus and wind generation, the continued downward trajectory in commodity prices makes renewables look increasingly expensive next to low priced fossil generation. The phrase ‘the new normal’ seems a perfect description of where we are today. From a UK perspective, the energy world has never



seemed so complicated! A new Conservative government in May 2015 set about reversing some of the renewable and self generation subsidies (feed in tariffs, large scale solar, and on-shore wind are all examples) that the previous governments had implemented, as well as appearing to indicate that gas should be the fuel of the future for the UK. These policy u-turns, designed to reduce the stress on consumer bills, had a catastrophic effect on the UK energy efficiency and renewable industries, with job losses and bankruptcies. UK Energy Minister Amber Rudd herself has commented that she expects the UK to miss its renewables targets. The 2nd Capacity Market Auction, finalised in December 2015, and designed to bring on spare capacity to back up

Energy markets

intermittent renewable energy methods and ageing fossil fuel generation which will come offline in the next few years, didn’t yield the expected results, with no large-scale additional gas fired capacity reaching the market. It had the added problem of bringing through a surge of investor backed diesel generation; investors sought out loopholes in the tax rules which led to double subsidies on this generation type, after the Government closed down tax breaks on solar and onshore wind. Dirty diesel was not what the UK government had in mind when they implemented plans for the Capacity Market. So the UK looks to face a looming energy gap, and increasing emissions over coming years, in a direct contradiction to stated aims. In Europe, the situation is no less complicated. The

long-heralded European Energy Union took a big step forward with the publication of a ‘plan of action’ in February, outlining steps to be taken to bring about cross border collaboration in this area. The Energy Union is designed to reduce dependence of EU members on single suppliers (and therefore a single point of failure) of energy supply, facilitate free flow of energy across borders, and promote energy efficiency and a low carbon economy across the EU. The problem will come in reconciling the different priorities of the member states – the UK position being a case in point! Renewable adoption and acceptance is at very different levels across the EU, and each country has their own preferred method of keeping the lights on. France is still holding onto its fleet of nuclear, the majority of the electricity



These are just a few of the many issues that face European leaders over the coming months and years as they aim for a true ‘energy union’. The political future of the European Union as a whole is only one part of the puzzle that has to be completed

generation coming from this method. Germany, EU’s largest consumer of electricity, on the other hand is going through its own energy transformation, or Energiewende and is getting an increasing amount of its electricity from renewables, whilst attempting to phase out nuclear altogether. Some of the Eastern European states however, are still heavily reliant on gas flows coming from Russia, and geopolitical issues have played heavy on the minds of energy leaders in those countries. Despite this, late in 2015 Russian state gas provider Gazprom agreed a fixed price gas contract with Ukraine for the 2015/2016 winter, which has hopefully offered security to the pipeline running through Ukraine and into central Europe – for the next few months at least.



These are just a few of the many issues that face European leaders over the coming months and years as they aim for a true ‘energy union’. The political future of the European Union as a whole is only one part of the puzzle that has to be completed. In the rest of the world, geopolitics is one of the major causes of the volatility we’ve seen over the past year. OPEC and North America have been locked in an oil production war that has seen prices tumble to lows not witnessed since the 1990’s and the Middle East driven oil cartel’s strategy of attempting to choke US production off via low pricing seems set to backfire. The sudden glut in oil production is a result of the US exploiting new, ‘non-traditional’ drilling

Energy markets

dramatic impacts on the oil and gas industry globally – and the depression looks to continue. With the prospect of Iran joining the oil exporting world once export sanctions are lifted, and global oil storage almost full, there is little sign of the situation stabilising in the near future. Current market observers are taking an even more bearish position – whilst forecasts of the $40 dollar barrel of oil were mocked at the beginning of 2015, reports only 12 months later are of the possibility of a $10 barrel! The year wrapped up with the long awaited COP21 conference in Paris. Leaders from around the world came together to define what a legally binding climate commitment to limiting global warming to two degrees looked like. And it appears a resolution was reached after days of late night negotiations. However, the current low prices of traditional fossil fuels – oil, gas and coal (echoing the worldwide depression in commodity prices) – means that the promises made in Paris may soon only become words on paper as countries rush to secure their future energy supplies at the lowest possible cost to consumers. So where does that all leave us going into 2016? Global energy infrastructure, methods of generation and extraction, and changes in regulation around carbon emissions are all at a turning point. Countries are still struggling to balance the complexities of the trilemma – carbon, cost and security, and it’s not going to get any easier as the goalposts continue to move. 2016 will be focused on answering some of the questions that the global move away from traditional fossil fuel poses. Battery storage on a consumer level came to the market in 2015 with the launch of Tesla’s Powerwall technology and whilst no-one expects this to solve the problem of intermittent generation from renewables on its own, it is clear that we are on the cusp of a major leap forward when it comes to answering the question of where we source our electricity when the sun doesn’t shine, or the wind doesn’t blow. So after the roller-coaster year that was 2015, it looks like 2016 will see even more change and technological advances – that will bring us toward the new energy future. Volatility looks set to be the ‘new normal’ for a long time to come!

technologies such as fracking and has meant that for the first time in 40 years, the country is planning to export its own homegrown ‘black gold’. Their self-sufficiency, as well as the threat of export into the open market, has panicked OPEC into over-production, and this shows no sign of abating going into 2016. Global economics is also playing a role – China’s sudden economic ‘slow down’, which gathered pace (or should that be lost!) throughout 2015 has meant that the world’s biggest consumer of oil and petrochemical products has reined back its demand for oil products, which has contributed to the global glut. This bottoming out of oil prices has had sudden and

Aspectus Joanne Smalley is the Head of Energy as Aspectus, looking after the strategy and communications needs for a broad spread of clients across the energy sector. She’s spent the last 12 years working in marketing and communications roles within the energy industry, for the likes of E.ON, EDF Energy, British Gas and ELEXON. Her experience covers European and global energy issues, energy regulation, metering, smart grids, retail, generation (traditional, renewables and nuclear) and trading. For further information please visit:



smart Get

Improving data quality in a smart world. By Miguel TorrĂŁo Mendes


t is no secret that missing or inaccurate data is a major problem within the utility industry. According to Ofgem, the government regulator for the electricity and natural gas markets in Great Britain, three quarters of all utility company complaints relate to structural issues based on the accuracy of bills, estimates or readings. Further research conducted into the area of customer experience increasingly points to poor data quality as a major cause of dissatisfaction and customer complaints, often resulting in customers switching to new suppliers. Poor data quality also contributes to utility companies losing revenues or overspending, mainly due to the fact that they are unable to address issues within their workflow processes and interfacing within their systems which lead to reading errors and inaccuracies in contracting, prices and billing. The telecoms industry faced a similar issue ten to 15 years ago, when it was apparent that although huge amounts of data were being collected, the interfacing between their business systems were not adequate and so they needed a monitoring solution to place on top of their processes to ensure the data was kept consistent. Similarly, utility companies also contain many business systems that need to interface with one another, and as the EU continues its roll out of smart meters, providers are today able to collect huge amounts data.

Smart meters – opportunity or cost? Previously, customers with a traditional analogue meter read their meter once a month giving utility companies 12 readings per year, but now smart meters measure consumption every 15 minutes which give utility



companies 35,000 readings a year – a jump of almost 2000 percent. This will not only have an impact on data storage and IT network capacity, but also on the systems having to process this data, which need to be kept up-todate and secure. It is known that whenever large volumes of billable data are seen, the risks to data integrity increase exponentially. Smart meters are also providing complexity within the business value chain. In order for smart meters to be adopted on a large scale, suppliers will need to provide flexible and dynamic plans which change during the time of day and even by type of usage. This will mean a change to the existing systems and processes and thus, there will be a large positive or negative impact on the business value chain. This increase in accessibility of data has also empowered users to be able to monitor their gas and electrical consumption, which puts further pressure on utility companies to make sure all data relating to consumption, is accurate. Any inconsistencies with bills received and consumption will cause customers to contact customer service and an increase in bill queries will increase the operational costs of correcting errors, as well as adding to call centre workload, which thus results in poorer overall response times for new customer queries. Apart from an enhanced customer experience, an increase in data quality can also improve the capabilities of marketing departments by providing them with the ability to segment customers based on usage; consequently this improved capability enables utility providers to offer more targeted packages of deals and bundles to people nearing the end of their contracts, helping to incentivise customers to stay with their current provider, reducing customer churn.


In order to improve data quality, utility companies need to review both the business processes and the systems, which support these processes. This view should not only be approached from a technological standpoint i.e. IT solutions, as IT solutions are merely tools which can be implemented and outputs collected, but also from an organisational standpoint, because if no department or person is tasked with putting these conclusions into actions, no improvements to the processes will be made.

Improving the process Another way the process can be improved is by adopting an Enterprise Business Assurance (EBA) approach and implementing mechanisms, which improve utility companies’ support systems, as well as overall business performance. By looking across an organisation holistically, utility companies auditing teams can find where errors occur, where revenue is being lost and where inefficiencies exist. This methodology allows companies to not only address the challenges, but also provide the companies with a better financial and operational view of the business and so offer a high level view of the customer experience. As data directly impacts revenues, profits and customer experience; there is a greater need for it to be high quality and reliable. Built for purpose EBA software solutions are designed to provide this through the quality control process they use to validate data. This is due to the solution collecting data directly from the source (in this case the smart meter), with a clear methodology of how any changes are applied, so any discrepancies will be alerted to the relevant department or authority. The data is also able to be kept

consistent by revenue assurance processes, and with more tariff plans in place, together with having time of day, day of week or bundle discounts, there is a need to guarantee that the right tariff plan and an accurate bill is applied to the right customer. This EBA methodology ensures that data in all of the systems and platforms in the value chain is consistent and customer integrity is maintained.

Resting assured As the technology and telecoms industries struggle with the implications of ‘big data’, so too will the utilities sector. The problems caused by inaccurate data - incorrect billing, delays due to switching and an inability to resolve issues quickly, cause it to repeatedly be at the root of customer complaints, creating a large barrier to delivering consistently good customer service. By adopting an EBA methodology, smart meters can provide a great opportunity for companies to provide an accurate and consistent service in the presence of large amounts of data.

WeDo TECHNOLOGIES Miguel Torrão Mendes is Utilities Market Director at WeDo Technologies. WeDo Technologies is a worldwide leader in Enterprise Business Assurance, providing software and expert consultancy, to intelligently analyse large quantities of data from across an organisation. This helps to negate or minimise operational or business inefficiencies and allows businesses to achieve significant return on investment via revenue protection and cost savings. For further information please visit:



Equipped for

growth Originally established

in 1997, Aberdeen based First Integrated Solutions Ltd is one of Scotland’s leading manufacturing and service companies. Renowned as a provider of high quality, reliable and competitively priced equipment, the company has emerged from reorganisation with a focus on expanding its main Aberdeen supply base to include a wider global footprint. The company’s core operations include the manufacture of wire rope slings, the supply and service of market leading lifting equipment, plant and tooling, as well as the provision of offshore/onshore inspection and load testing services. The business changed hands in 2011, a development that enabled it to expand and build on its product and service portfolio. Following two years of growth, the company was acquired by Ian Suttie, a well-known, experienced and influential player in the UK Oil and Gas market. Originally an investing shareholder in early 2013, Suttie saw the potential of the wider business, and acquired the remainder of the firm at the close of that year. Soon after this acquisition, the company expanded its product portfolio to include a Winch, Crane and larger Marine division. These reforms were designed and developed to integrate and complement the existing lifting, equipment and inspection business and made



steady progress in securing new contracts, clients and operations. However, the downturn in the oil and gas market had a significant impact on the subsea industry - in which these divisions were primarily focused - and the decision was made to streamline the company towards its primary focus on lifting, inspection and equipment rental in late 2015. Since previously being featured in Energy, Oil & Gas magazine in June 2014, First Integrated has continued with its reform agenda in all areas of the business, most notably with an internal reorganisation programme which included the establishment of a leaner corporate structure and strategic investment in new personnel and talent. Managing Director of First Integrated, Steven Mearns comments: “The reason behind the reorganisation was to put First Integrated into a position where it will be able to weather a ‘lower for longer’ oil market downturn and to trim the excess from an inefficient and top heavy business. Several of our previous divisions were effectively being subsidised by our profit making areas and this business case could no longer be sustained in a depressed market.” He continues: “The reform programme has enabled us to become one of the most competitive lifting and equipment service companies in the UK. We have the financial flexibility to offer innovative commercial agreements, guaranteeing that our clients will


be offered a market beating rate. Our leaner corporate culture, meanwhile, allows us to embrace any potential market opportunity and to rapidly deploy that opportunity. Another development for us has been the significant investment we have put in our people and personnel. This programme has been developed with the goal of rolling out a focused and targeted competency and training network. We already have the advantage of highly experienced and dedicated staff, and this new training framework will ensure that this advantage is maintained and developed.” Throughout the reorganisation programme, the company has created a leaner, flatter and more efficient management structure that is designed to empower employees at every level of business - allowing them to take charge and feel responsible for the continued success of First Integrated Solutions. These developments have also increased the competitiveness of the company in a demanding market, while ensuring it is prepared for upcoming opportunities overseas, as Steven notes: “As the UK market continues to mature, it is an operational necessity that we expand our overseas footprint into high growth, up and coming and embryonic markets. We seek to have breadth as well as depth in our business activities and our global expansion serves as a basis on which First Integrated Solutions can achieve our ambitious growth agenda.” In line with this plan, the company has expanded into the Middle East, enabling the firm to serve this dynamic growth market in which the expertise, reputation and commercial strength of First Integrated will stand it in good stead. First Integrated is also eager to expand its footprint further into Europe, starting with the Norwegian market. The company has already rolled out several strategic partnership agreements with established industry leaders in equipment provision and lifting manufacture in this territory. “These agreements include several complementary technologies and services that have integrated seamlessly with our core operational portfolio,” says Steven. “A significant partnership has been our agency agreement with GS Oiltools AS in Norway. The agreement has allowed us to aggressively expand our wire rope sling offering to the Norwegian market, enabling us to expand our overseas operational footprint and increase our global visibility.” The company’s

First Integrated

ability to manufacture to strict NORSOK requirements has already resulted in a significant order from a Tier 1 operator on the Norwegian continental shelf and the firm is poised for significant and continued commercial success well into 2016 and beyond. Having made these improvements in all areas of the business and expanded into locations such as Trinidad, South America, Nigeria and the Middle East, First Integrated Solutions is confident that its dynamic ethos and hunger for continued growth and expansion will serve the company well, as Steven concludes: “We have implemented an ambitious growth agenda that seeks to harmonise our efficiency and commercial reforms into an operational powerhouse that can compete and outperform anyone in the market. Looking further ahead, our vision is to achieve ‘trusted partner’ status with some of our key clients and to support them, not only on the UK Continental Shelf, but in any territory in the world that they operate.”

The reform programme has enabled us to become one of the most competitive lifting and equipment service companies in the UK

First Integrated

Services Inspection, lifting and plant hire



Making an


Above Mohamed Khalil, the company’s Vice President Offshore



ADES Group

was first established in 1997 as an offshore drilling company in Egypt and has since grown to become a Middle Eastern conglomerate having consolidated all upstream services both onshore and offshore in the oil and gas sector through its main subsidiaries: ADES, AMAK DPS and ECDC,” begins the company’s Vice President Offshore, Mohamed Khalil. “The Group currently employs over 1200 qualified employees and our rigs have performed drilling operations in over 2000 wells. Because of this expansive range of operations we are considered to be the second largest operator in Egypt.” In providing fully integrated solutions to both the onshore and offshore industries, ADES Group complies with the highest industry safety standards whilst offering competitive prices through its harmonised subsidiaries. At present the company is in operation in Egypt, Algeria, and most recently, Saudi Arabia, with nine drilling and work-over onshore rigs ranging from 475hp to 2000hp, as well as a full suite of well services equipment. Over its history the company’s onshore rigs have performed drilling operations on over 652 wells, and work-over operations on 1029. In terms of its offshore activities, its fleet so far includes five jack-up rigs and one MOPU. In

this sector, ADES has delivered in excess of 20 offshore drilling and work-over operations in the Mediterranean and Red Seas, making it one of the largest offshore service companies in Egypt. “The strength of our offering to the market is founded on six key values,” Mohamed outlines. “The first is safety; personal safety and employee health is our greatest responsibility, but this also encompasses the protection of our environment, our company property and our customer’s property. Secondly, we make sure we act with integrity in everything we do, ensuring that our individual and corporate actions are bound by honesty and ethical conduct. This leads on to our customer focus, which places the customer and the need to add value to that customer at the centre of every decision. We then make sure to support this with our performance, providing a level of service that exceeds the expectations of our customers whilst also demonstrating an environmental consciousness. “In addition to this we make sure we can provide the best and most up-to-date service to the market. Our agility as a business means that we are alert to changes and are able to move quickly and decisively to meet all challenges that emerge from such changes. We aim to keep on top of this by promoting an innovative culture


and attitude, and applying creative thinking to everything we do.” With such a strong foundation supporting it, ADES has earned itself a standing reputation with some of the world’s biggest oil and gas operators including BP, ENI, GPC and Gupco in its domestic market, and SH-FCP, GSA, SONATRACH and ENI spa internationally. “We also operate a MOPU platform for one of the NOCs, Petrozenima, as the first model in the market,” Mohamed highlights. “This was planned in 2015 and it is currently in place and operating as a state-of-the-art solution in the Egyptian market to help unlock marginal fields.” In the face of the global oil price downturn, the market conditions for ADES Group are unsurprisingly challenging in line with the rest of the industry. However, Mohamed is confident that the sector will begin to strengthen by the first quarter of 2017, and following the recent acquisition of a new jack-up rig in January as a speculation for the Egyptian market’s growth and its potential expansion opportunities, it is clear that the group is positive about the future. “Over the coming months we will continue focusing on improving the performance of our services whilst maintaining a clean safety record and fleet utilisation,” Mohammed

Advanced Energy Systems

comments in conclusion. “As for the longer term strategic vision, ADES Group is committed to obtaining the best market share in Egypt and MENA. We believe that we can continue our role as the main market player in a way that supports the Egyptian economy, that helps in solving the new energy demand challenges and to move with more confident steps towards new operational domains.” The Group’s mission statement lays out its vision to deliver well engineered, construction, managed and integrated operations and services to its entire customer base. However, it is not only ADES’s commitment to providing an excellent service that sets it apart as a successful operator in the market, but also its dedicated focus on health and safety, employee opportunities and community engagement. By upholding these values as it continues to expand its operations and fleet of assets, the company is well on its way to becoming a leading player in Egypt and the Middle East.

Advanced Energy Systems (ADES Group)

Services One of Egypt’s largest energy operators




Ocean Pakistan

sufficiency Energy

Operating as part of the Hashoo TUV Austria Bureau Ltd TUV Austria Bureau of Inspection & Certification (Pvt.) Ltd., formerly Moody International, has been operating in Pakistan since 1997 with its headquarters in Vienna, Austria established in 1872. It boasts a presence of 50 plus offices in more than 40 countries. Its service spectrum ranges from management system certifications, 3rd party inspection services, QA / QC services, construction supervision services to technical training provided to critical industries such as oil & gas, and power & energy. The company takes great pride in being associated with Ocean Pakistan Limited since 2015 and has awarded them with Environmental Management System Certification (ISO 14001) and Occupational Health & Safety Management System Certification (OHSAS 18001). TUV Austria Bureau of Inspection & Certification’s key clientele in the oil & gas sector in Pakistan other than Ocean Pakistan include Pakistan State Oil, SUI Northern Gas Pipelines, National Refinery Limited, UEP Limited, Pakistan petroleum, OGDCL, MOL, Shell, PARCO, SSGCL and OMV.

Group and with close to four decades of industry experience, Ocean Pakistan Limited (OPL) has grown to represent one of Pakistan’s leading oil and gas exploration and production companies. The roots of the business date back to 1979, when the Occidental of Pakistan, Inc (OXY) started exploration activites in Pakistan. OPL was officially incorporated during March 1995, when the Hashoo Group acquired 100 per cent stocks of the exploration and production company Occidental and renamed Orient Petroleum Inc. (OPI) from Occident of Pakistan Inc. (OXY). As the successor company to OXY, Ocean Pakistan Limited is engaged in oil and gas exploration and production. Its exploration licenses include Sakhi Sarwar block in Punjab, Marwat block in Khyber Pakhtunkhawa, and Harnai South block in Balochistan Province. The company also has operatorship and equity production from oil and gas fields in the Punjab province, including Dhurnal, Bhangali, and Ratana; and international operations in the South Turgay Basin in South-Central Kazakhstan through its associate company Orient Petroleum Central Asia and in shallow waters offshore Gulf of Mexico, as well as the Texas and Louisiana onshore areas through Osprey Petroleum. The Hashoo Group was established during 1960 by Mr. Sadruddin Hashwani as a trading

enterprise that has grown to emerge as Pakistan’s premium conglomerate with a diverse international business portfolio. From its humble origins in cotton trading the Hashoo Group has expanded to include interests that encompass the hospitality, oil and gas exploration and production, information technology, investment, minerals, ceramics, pharmaceuticals, travel and tourism, real estate and commodity trading markets. Today oil exploration plays an important role at the heart of the business, with the Hashoo Group maintaining a balanced exploration portfolio, sustained growth, incremental production and cutting edge technology as a major part of the company’s






strategy. Within its vertical structure the Hashoo Group presently owns several companies within the oil and gas sector that are comprised of Ocean Pakistan Ltd., Zaver Petroleum Corporation Ltd., Zaver Mining Company, OPI Gas, Orient Petroleum Pty Limited and Osprey Petroleum. “Mr. Hashwani first entered into business through the trading of commodities and later moved on to the construction and ownership of hotels,” elaborates OPL CEO, Kamran Ahmed.“Eventually he made the move into the oil and gas sector in 1991 through Zaver Petroleum. Following this, Zaver was the first private company in Pakistan to acquire, explore, develop and produce oil and natural gas and its by-products while operating within a number of blocks. In 1995 Occidental divested its producing assets in Pakistan, including the Dhurnal, Bhangali and Ratana fields and it was these assets that would eventually became Ocean Pakistan Limited.” Ocean Pakistan Limited today represents one of the oldest and best-established foreign oil exploration and production companies in Pakistan, having made Pakistan’s largest oil discovery at the Dhurnal fields in the Punjab province. In all OPL has to its credit 11 discoveries in the southern region and three in the northern region. The company is known for its quick turnaround in commercialising discoveries in record time and has made a concentrated effort towards reducing Pakistan’s dependence on imported energy while taking a lead in using the latest technologies for development in this sector. Since becoming part of the Hashoo Group in 1995, OPL has embarked on a comprehensive expansion and growth path that has seen the company acquire the largest acreage amongst exploration and production companies within Pakistan. OPL has also successfully acquired 25 per cent of the Government of Pakistan share in the Dhuranl and Ratana fields and was also a major competitor to BP in the bid for the Badin concession. During the past 30 years OPL has enjoyed great success in oil and gas exploration with Pakistan, generating more than $1 billion in revenue. The Dhurnal oilfield for example, has produced over 50 million barrels of oil. The field lies 60 km south-west of Islamabad in the Potwar Basin and is currently producing over 150 BOPD and around 1.0 MMscfd gas. In all OPL holds three operating and 11 non-operating development and production leases, three

Ocean Pakistan

Marubeni-ltochu Tubulars Asia Marubeni-ltochu Tubulars Asia Pte Ltd (MITA) is the spearhead of Marubeni-ltochu’s global network of professionals in the oil and gas industries. MITA covers a range of high quality products: a) Oil Country Tubular Goods (OCTG) b) Line Pipes c) Specialty Tubes and d) Structural Steel

exploration licences along with joint venture partnerships within various blocks in Pakistan. Today the company is ready to embark on a new phase of growth that is firmly embedded in its longstanding foundation of success in a rapidly developing country. During December 2015 for example, it was revealed that the Hashoo Group has acquired the assets of the operator of the Zamzama field, BHP Pakistan (BHPP). BHPP had previously acted as part of Australia-based BHP Billiton Limited and has since been renamed as Orient Petroleum Pty Limited. Quoted in a press release regarding the purchase, Kamran revealed that the parent company of BHPP had opted to divest certain assets in Pakistan to focus on its oil business around the world. An auction was undertaken during 2014, with some 45 local and international firms participating. The Hashoo Group business, OPL was one of only three firms shortlisted to bid for the company and having formally taken over BHPP, is set to invest up to $35 million in the drilling of further wells in the Zamzama field in 2016. The Hashoo Group will continue to drill new wells despite the low gas prices and has invested some $600 million in oil and gas exploration within Pakistan to date. Following its investment into taking over BHPP, the Hashoo Group has entered into a period of consolidation. As part of this, OPL will continue to focus on maximising the efficiency of its oil and gas production within its existing fields, while the industry waits for the price of oil to rise. “Production from the Zamzama field stands at 140 million cubic feet of gas per day (MMcfd) and the company plan to enhance it to 150 MMcfd in an effort to lend a helping hand to the government to overcome energy crisis in Pakistan,” Kamran concludes. “If crude prices rise to $50 per barrel, it will be a good sign for Hashoo and the wider market that will allow the industry to sustain its business.”

Services include: complete turnkey services, technical support and a massive network that delivers wherever you are. Congratulation to Ocean Pakistan Limited (OPL) in its expansion plans and making a huge success in and out of Pakistan. Proudly supporting OPL in such a great success story, and looking forward to serve and collaborate with OPL in their future needs. Your True Tubular Solutions Partner.

COUGAR DRILLING SOLUTIONS Since 1969, Cougar Drilling Solutions has been designing, manufacturing and delivering downhole drilling tools, services and solutions to oil & gas companies around the world. Cougar has established a longstanding reputation as a trusted supplier of superior products and services. Cougar has decades of experience in the planning, engineering and supervision of complex drilling projects both onshore and offshore in most areas of the world. Its field team and repair & maintenance are supported by a high quality management organisation and a robust quality assurance, engineering and management process. Cougar’s innovative solutions consistently prove that wells can be efficiently drilled at lower cost using Cougar downhole drilling tools, sophisticated Measurement While Drilling and Logging While Drilling services combined with international expertise and experience. Cougar has established a solid track record of working with several national oil and gas and independent operators in Pakistan drilling complex wells in harsh drilling environments.

Ocean Pakistan Limited

Services Oil and gas exploration and production






Technip Umbilicals

Henderson Engineering (North East) Ltd. Henderson Engineering’s relationship with Technip Umbilicals Ltd has evolved into a close working partnership supporting Technip with its engineering requirements throughout the globe. The company produces specialist fabrications built to offshore and subsea specifications. These bespoke and sometimes complex components often need to be manufactured to challenging schedules. It is dedicated to working with its clients, striving to provide a rapid response in order to achieve their targets. Henderson Engineering looks forward to working on future projects with Technip Umbilicals.

Balmoral Offshore Engineering We have listened to our customers, including Technip Umbilicals, and acted upon this feedback to innovate subsea buoyancy, insulation and elastomer products for more than 35 years. Our hugely experienced engineering team works closely with clients to provide optimum valueadded solutions for their projects. Many of our SURF-related products have been approved by Bureau Veritas (BV) in line with American Petroleum Institute specification (API 17L) including distributed and umbilical buoyancy, associated clamping systems and ancillary products such as bend stiffeners and restrictors.

A fast

response For more than

three decades, the oil and gas market has been using subsea umbilicals that have been designed, manufactured and supplied by Technip Umbilicals (TU). Indeed, ever since the first subsea production systems were installed in the 1970s, the company has been developing pioneering umbilical designs initially under the company name DUCO Ltd. Acquired by the Technip Group in 2003, the company changed its name to Technip Umbilicals in September 2014 after a decision to further align its facilities in Newcastle, UK, Houston, USA, Angola and Malaysia; the move also showed customers that TU offers the same level of service in terms of safety, quality and delivery as all other segments of the Technip Group. Being today a major designer, innovator and global provider of umbilical systems for use by the offshore industry, Technip Umbilicals has enjoyed continued success since it was previously featured in Energy, Oil & Gas magazine in January 2015, as Managing Director of Technip Umbilicals, Sarah Cridland, begins: “On a personal level, I became Managing

Director in July 2015 after working for Technip for 23 years, with 14 of these years based at Technip Umbilicals’ Newcastle facility. Meanwhile, when it comes to being awarded

new contracts, we have been awarded several projects across the globe in areas such as the USA, Asia Pacific and Angola, which is great when you consider the current challenges within the oil and gas industry.” Key to the company’s technological developments is its Research and Development Centre in Newcastle, which is linked with all other Research and Development Centres within the Technip Group. Considered as a fundamental part of the division’s current and future capabilities, Technip is investing in the Research and Development Centre to ensure Technip Umbilicals continues to provide groundbreaking products and capabilities. “A few recent innovations I would like to note include CompressiGRIP, a product that improves friction in the outer sheath of the umbilical, enhancing grip and factors of safety during installation; we have been developing this for a number of years and are bringing it to the market as a cost-effective solution for the operator as it allows the use of smaller vessels with a lower top tension. “We have also designed specially graded aluminium cables for deeper water projects as the material allows a greater strength of product that still has very good conductive properties; it is also cost effective. On top of this, we have witnessed a downturn in the traditional hose market and have developed a fully-qualified high temperature hose that allows us to compete. There are also opportunities in subsea and downhole pumps as these run at a high temperature due to their environment, so this hose means thermoplastic could be used instead of a steel tube; this would offer a more cost-effective solution to clients as a steel tube is more expensive and requires a ENERGY,oil&gas



Technip Umbilicals

coating for those temperatures. One thing we try to do is offer a known technology into a new market,” she continues. Alongside continued investment in its Research and Development Centre, the company has also focused on upgrading its facilities over the last two years to boost efficiency and quality in equal measures. Two notable pieces of equipment were the vertical helix assembly machine (VHAM) and the extrusion line facilities, which were implemented in 2014 and have since played an integral role in the company winning contracts, as Sarah comments: “Putting the VHAM in place in 2014 meant we could secure contracts with Chevron in Alder, Wheatstone and Lianzi as well as work with Total in Egina and Glenlivet; if we didn’t have this machine and the extrusion line for carousels we wouldn’t be able to compete in this market. The investment has strengthened the company and it has put us in a strong position going forward.” More recent investments at the Newcastle site include the reel carrier, a specialist piece of equipment that enables reels to be moved around the site efficiently; this investment is particularly important at the moment as the company is producing 23 separate reeled umbilicals for the Egina contract with Total and five umbilicals for Total’s Kaombo project. “This project is supported by Technip Umbilicals Ltd. in Newcastle, but is taking place in Houston and Angola; three of our sites are involved, with 23 static umbilicals being manufactured in Houston, seven large dynamic umbilicals being produced in Angola and five static umbilicals being made in Newcastle,” explains Sarah. With a strong technological expertise, Technip Umbilicals continues to respond to changing market demands with increasingly impressive products and solutions. “Moving forward, we will be looking at deeper and more challenging environments and designing and manufacturing products to handle these higher pressures and temperatures. We will continue to adapt to change and remain future focused by looking at value-based engineering and cost-effective technologies while providing the best possible solution,” concludes Sarah.

Technip Umbilicals

Services Subsea umbilical systems ENERGY,oil&gas





Dynamic hydronic balancing With roots dating back

as far as 1944, Frese has more than seven decades of experience and specialist knowledge in developing innovative fluid control and component solutions for the HVAC, plumbing, marine and offshore market sectors. Børge Frese founded the business when he acquired a modest foundry producing small-machined products in a basement in the Danish city of Slagelse. The company soon established a solid reputation across Denmark for the production of metal products including aluminium pots and pans, doorknockers and bronze candlesticks. As Frese continued to expand Børge gradually extended the foundry and soon made room to accommodate the production of valves. This development allowed the business to expand rapidly and quickly establish itself as a leading specialist in the production of valves and associated components for clients operating within the commercial heating, ventilation, and air conditioning (HVAC), shipping and offshore sectors. Throughout the 1960s Frese continued to invest heavily in advanced valve production machinery, which later enabled the company to develop and patent innovative new valve technologies. During the 1980s Frese finally introduced its renowned dynamic balancing valves and by 1989 had taken the milestone step of dividing the business into two separate companies, forming what would eventually grow

into the Frese Group. Frese Metal - og Stålstøberi A/S operates as a high-tech foundry, while Frese A/S continues to develop and produce dynamic balancing valves. Today the Frese Group continues to operate two separate businesses that provide a solid group structure that incorporates the skills and collective knowledge base to develop and deliver the best fluid control and component solutions to its customers across the globe. The continued success of the business has lead to the development of a global network of specialist distributors, sales offices, partners and subsidiaries. Frese is currently represented throughout the world with subsidiary offices within China, the UK, Germany and Turkey and sales offices in the Middle East, Australia and Europe. Frese continues in the tradition of being a family-owned company that divides its focus across four key business areas, comprised of HVAC, foundry, marine and plumbing applications. To further emphasise the group’s competency across its four targeted market sectors as well as the common synergies throughout the business, the Frese Group unveiled a reinvigorated brand image and newly designed website during January 2016. The new brand image consists of a refreshed Frese logo that combines the traditional and recognisable Frese logo with the company’s corporate colours, which is today used across the Frese Group to create a common brand identity. In addition to ENERGY,oil&gas



the new logo, a new Frese Group website has been developed to deliver information about the Frese Group as well as providing a gateway to the individual business unit websites. “These changes form part of our strategy that aims to present a stronger, united group image to all of our stakeholders,” comments Frese Group CEO, René Barington. “The new branding will help to create a consistent image for the Frese brand globally whilst helping to demonstrate our knowledge and expertise across the individual areas of our business.” “The approach for Frese over the past couple of years has been to have a more dedicated industry focus. To do this we can take the same innovative valve technology and deploy it in various industry applications,” adds Business Development Director, Morten Møller. “This means that we are able to adapt our valve technology to meet the environmental or other unique requirements of each market sector. For example the oil and gas and marine industries each have stringent requirements such as special test qualifications and certification to obtain, which is where having different focus areas across the company allows us to provide each industry with best solution for the application.” Core to the success of the Frese Group is the company’s position as a global leader in manufacture of dynamic balancing valves for a range of markets including HVAC, marine and industrial. Dynamic balancing valves represent an innovative alternative to traditional hydronic balancing methods through the use of static balancing valves to provide a system with efficient and accurate flow limitation as well as differential pressure control. This means that intended flow conditions are achieved at all time, regardless of pressure fluctuations. “The general benefits of using dynamic valve technology are huge, as the basic principle of dynamic balancing is that it is possible to always control the flow through various systems at all times,” Morten explains. “In typical marine and offshore heating and cooling applications for example, systems do not control themselves due to the constant changes in the system characteristic but dynamic balancing valves control the hydrostatic balance in the system at all times. This offers significant cost savings in terms of the amount of energy used, the increase in system performance and efficiency as well as in terms of the number of valves installed. Dynamic balancing valves have three distinct functions, flow, pressure and temperature control, that can reduce the initial

cost of investment in a new system by reducing the number of required valves.” The Frese range of dynamic balancing valves include pressure independent control valves (PICV) and flow limiting valves in a range of materials that ensure that clients have control of their systems at all times. Dynamic balancing valves offer a huge variety of additional benefits including energy savings, increased overall efficiency, low initial investment costs and reduced commissioning costs. Throughout the remainder of 2016 and beyond, Frese will seek to continue to highlight the benefits of dynamic balancing valve technology to offer clients an effective solution with both environmental and cost-saving implications. “The offshore and oil and gas industries tend to have a very traditional and conservative approach towards changes in technology. However this is not a new technology, as we have been providing dynamic balancing valves for over 25 years meaning that it is a proven solution with many domestic, marine and industrial installations,” Morten observes. “With the on-going push for reduced energy consumption in environmental legislation throughout world, dynamic balancing valves offer greater environmental accountability and increased sustainability,” he concludes. “We are specialists in working with special alloys and we manufacture all of our products ourselves, which means that we can control the manufacturing process and the resulting quality of the valves. We intend to see Frese continue to be the leading supplier of dynamic valve technology and will continue to push the benefits of this system as a green and sustainable solution.”


Frese AS

Services Foundry and valve manufacturer



Focus on offshore wind and

Since the company

MCS-The Netherlands MCS has been active for almost 30 years as 'independent' brokers and contractors specialising in ocean towage & salvage, offshore chartering (tugs, barges, AHT(S), OSV, etc) and heavy lift/project cargo transportation. These services are provided to its clients on a 24/7 basis and worldwide scale. An experienced and dedicated team is at your service for whatever towage, offshore charter or transport requirement you have in or from/to whatever part of the world. MCS’ experience, 24/7 availability and 100 per cent independence results in your added value. MCS is very proud to have been of service to Scaldis ever since the start of its business.



was founded in 1995, Scaldis has established a reputation as a solid, reliable and customer-focused international marine offshore contractor for transportation, installation and heavy lifting operations in offshore markets. Today, Scaldis broadly divides its business into five market sectors: civil construction; O&G; renewables and environmental; deconstruction; and salvage. Scaldis’ head office, located in Antwerp, Belgium, is home to a team of highly qualified and experienced engineers who work closely with clients to develop innovative and bespoke lifting techniques that form reliable and costeffective transport solutions. “The market for offshore structures for the renewables sector, as well as the oil and gas market, remain important to our current business and we have gained an enviable track record and reputation in these sectors,” elaborates Linda Vanhaelst, Business Development and Marketing co-ordinator. “Within the oil and gas market, most large projects are currently related to decommissioning operations, because installation works is a little bit slow right now due to the low cost of oil.” In all of its operations, Scaldis prioritises teams delivering unique solutions. This is a core value and a tangible strength that runs throughout the business. With over 20 years of industry experience, the company fully understands the difficulties that clients face and knows that the best way to find the right solution is to have an open mind and an innovative approach. This method has found effective solutions for heavy lifting operations for market-leading customers including

ENI, Wintershall, Perenco and ConocoPhillips. Within the wind industry, Scaldis has worked with leading names including DONG Energy, RWE and E.ON. “Scaldis works closely with its clients from the early stages of their projects in order to develop the most efficient and effective methodology for the task to be performed. Additionally, optimisation of the planning and thorough preparation is key. Being a project-driven organisation we have the strength and flexibility to achieve the tasks that we undertake,” Linda reveals. “To anticipate the changes within the offshore industry, Scaldis is always looking for innovative technologies that will answer new and technically demanding challenges while reducing costs, limiting offshore time and mitigating risks. Ultimately, we develop inventive solutions that make installation both safer and more efficient.” To meet the demanding requirements of its clients within the offshore industry, Scaldis places a high level of emphasis on research and development to remain a leader in the heavy lifting field. In particular, in the offshore wind market R&D is of vital importance as the industry pushes the extremes of technology, location and water depth that all generate greater challenges in terms of equipment transport and installation. “What we are seeing in the wind industry is very rapid growth combined with new technology. Installation contractors throughout the industry must contend with the fact that the structures are getting larger and larger, and need to be installed in deeper and deeper water depths. These are essential elements to keep in mind when we develop inventive solutions to overcome the industry’s challenges,” Linda says.


“Decommissioning is another important segment for our company, as we have removed several platforms over the past few years,” continues Linda. “Decommissioning is, to a certain extent, just reversing the installation sequence we use for the offshore wind and O&G industries. There are also some interesting developments for the minimum facility platforms that are planned in the North Sea. A good example is L6-B project that originally was fabricated in Rotterdam. Our Heavy Lift vessel RAMBIZ picked up the structure in Rotterdam and sailed with the complete platform, including suction cans, to the installation site in the Dutch North Sea. The installation work was completed in a tight offshore work window of less than 24 hours.” As the company continues to develop new solutions for the expanding and evolving marketplace, it has taken the decision to invest in the construction of a new DP II heavy lift vessel. “The new vessel will be in Europe in the middle of 2017. The vessel’s keel laying ceremony took

place on Saturday 27 February 2016 at the Hong Qiang shipyard near Shanghai,” Linda explains. “Following this event, it is now time to reveal the name of the vessel, which has been called Rambiz 4000 during the design phase. Scaldis and its shareholders are very proud to announce that the vessel will sail under the name of GULLIVER.” The new build heavy lift vessel GULLIVER will share many of the key assets of the company’s RAMBIZ vessel, but will also incorporate improved features including: increased lifting capacity of up to 4000 tonnes; increased workability; fully self-propelled; dynamic positioning; skidding cranes and its own helideck. With a proven track record and the future arrival of the GULLIVER vessel, Scaldis is on track to remain an important offshore fixture for years to come. “We look forward to the arrival of our new build vessel so that we can take on even more and bigger challenges to serve our clients better,” Linda concludes. “With the new vessel, Scaldis is ready for the future.”


Scaldis NV

Services Heavy lifting and transportation



Celebrating 30 years -

still going

strong The lower for longer price

Above Innes Walker , Group Director

Above Adam Byrne, Group Director



environment in the oil and gas industry is placing greater emphasis on the need for production efficiency and achieving sustainable operating costs. Operators also have to deal with managing ageing assets to ensure safe and optimised performance, which is CAN Group’s field of expertise. Celebrating its 30th anniversary this month, CAN Group has a successful track record of providing solutions to clients in low cost environments. “CAN was born out of a recession,” says Group Director, Innes Walker. “By initially offering rope access solutions we brought something to the industry that significantly cut the cost base during the recessions of the late 1980s. However, it quickly became apparent that rather than just providing abseiling to support other people we could expand our offering to perform these other services ourselves.” What followed over the next three decades was a steady expansion of CAN’s service portfolio, beginning with mechanical trade services and moving into inspection and integrity management. 2013 marked a milestone for the business with the establishment of the ENGTEQ and VENTEQ business streams, to more effectively deliver its integrity management and vendor inspection operations. Today, the company offers a comprehensive

range of asset integrity services from inspection, NDT and integrity management through to quality assurance and quality control. Group Director, Adam Byrne comments on the competitiveness that this offering brings: “A key strength is our ability to tailor our service range to fit with client’s needs, as one size doesn’t fit all. Central to delivering this are our people. We have a very good team across the organisation, both on and offshore, and this is driven by a very solid and long-standing leadership team. We’re one of the few organisations in the industry with 30 years of success under the same ownership and this is testament to the focus of our Chairman, Mike Freeman, who has always believed that a long-term view is the best approach and we believe that he has been proven right.” The result of such a strong foundation is a company that is able to operate efficiently in challenging cost environments. Despite the less than positive market conditions at present, CAN Group is confident that the market will eventually recover to a point where it can sustain itself in the longer term. When it does, the company’s steady performance throughout the downturn, as it continues to deliver and tender for more significant projects, will put it in a good position to achieve wider growth. Innes notes, “I think the conditions are making the industry a lot more receptive to new ideas around different ways of working, new practices, new technologies and new ways of applying existing technologies.” Demonstrating this positive performance,


in January 2016, CAN Group began a new three-year contract with an oil major for the provision of NDT and Inspection Engineering services covering its onshore and offshore facilities. “Our ability to provide a combination of services, drawing on the experience of our business streams has allowed us to offer this client a bespoke, life of asset service under this new contract,” outlines Adam. “Our integrated approach means that we can provide a tailored service, which will ensure that the assets we are working on contribute to safe, efficient and productive operations off and onshore.” At the same time, CAN also secured a significant onshore refinery-based contract, highlighting that the company remains active and successful in a wide range of market areas. Developing this scope of activity and service offering will be a continued focal point over the course of the next 12 months for CAN Group. Adam highlights that over the coming months the company will be showcasing some additions to its service range that will mark entry into

new market segments whilst complimenting its existing range. “In addition to this we anticipate a number of tenders to be awarded very soon so are excited to find out the outcomes of those,” he says. “We don’t rest on our laurels; it is important that we maintain focus on day-to-day delivery as well as the future.” In the longer term, building on the success of the last 30 years will be the defining feature of CAN Group as it moves forward. This will manifest itself in the continuation of a good service offering alongside value for money and further expansion to its service range, its existing clients, its international presence and its activity in other market areas. “We’ve been here for a long time and we are still going strong and there are a number of people and organisations who have been pivotal in CAN’s evolution,” Adam says on a concluding note. “Key amongst these are our clients, our strong management and staff and our experienced on-site workforce who are the foundation of our reputation. We look forward to developing this long into the future.”

CAN Group

CAN Group

Services Integrated service provider




Formed in 2001


through a spin-out of Battelle, the world’s largest largest non-profit research and development organisation, Velocys today operates at the forefront of the smaller scale gas-to-liquids (GTL) industry. During 2008 Velocys merged with Oxford Catalysts, a company originally formed in 2004 as a product of the University of Oxford’s prestigious Wolfson Catalysis Centre and headed by one of the world’s most respected inorganic chemists, Professor Malcolm Green. Today Velocys continues to employ microchannel process technology to convert natural gas and biomass into premium liquid products including, diesel and jet fuel as well as speciality products such as waxes and base oils. “The technology developed by Velocys is centred around process intensification; enabling chemical transformations in very small reaction tubes. The idea was originally focused on making chemicals in space, but it has several wider market applications. One such application is Fischer-Tropsch, which takes hydrogen and carbon monoxide (syngas) as input and synthesises long chain paraffinic hydrocarbons,” explains Business Development Director, Dr. Neville Hargreaves. “Oxford Catalysts and Velocys began talking during 2008 and quickly realised that there existed a perfect match in technology; collectively the two companies



had solved two parts of the same R&D puzzle. Oxford Catalyst had developed the most active catalyst available and Velocys had a reactor that was able to manage that activity. The FischerTropsch reaction generates a lot of heat, so using a super-active catalyst requires a reactor that can deal with the resulting heat by dissipating it very quickly. The two company’s technologies work extremely well together so that today the merged company has a technology that has lots of commercial applications.” The technology approach taken by Velocys in fuel synthesis is significant in that it is highly effective at a relatively small scale. The handful of world-scale GTL plants currently in operation globally have capacities from around 500,000 tonnes per annum (tpa) to more than five million tpa. “The volumes of feedstock needed to sustain a GTL plant using conventional technology means that such technology cannot use smaller standard gas reserves, the gas associated with oil production, waste or landfill gas as feedstock. However, using Velocys technology, plants are possible with capacities of few thousand barrels a day, which is equivalent to around 100,000 tpa in fuel product,” Neville elaborates. “This is much more consistent with being able to develop a plant that does not require so much space and it does not limit the development of a GTL plant to locations


adjacent to only the largest gas fields around the world. Thinking smaller also means that the capex required makes GTL more accessible to a wider range of possible developers. GTL plants are capital intensive projects and to be able to build them on a smaller scale and remain economically viable is a significant benefit.” During February 2016 Velocys began work alongside one of its investors on an initial engineering study, which will focus on the possible development of a new waste-to-liquids project in the UK. The proposed project would take hundreds of thousands of tonnes of postrecycled waste per year that would otherwise be destined for landfill or incineration. “Primarily Velocys is a technology licensing company and we behave like other chemical process technology licensors in that we give clients a technology license, however we are slightly different as we also provide equipment such as catalysts and reactors to clients,” Neville says. “While it is generally third parties that are developing plants incorporating our technology, Velocys has acquired project development capabilities of its own during the last couple of years to help accelerate the market’s development. This means that where we see an attractive opportunity we are prepared to invest our own time and effort to help with the early groundwork. I think it is unlikely that we will own a GTL project in the UK (natural gas prices here are too high), but if we can be an agent that causes a waste-to-liquids plant to be built here then we would see that as a very good outcome.” Velocys is also presently close to reaching mechanical completion of its flagship project, a GTL plant in Oklahoma City that is located adjacent to Waste Management’s East Oak landfill site, which will use a mixture of landfill gas and pipeline natural gas as feedstock. The project is being carried out by a joint venture called ENVIA Energy, whose members include Velocys, Waste Management and Ventech Engineers. “Financial close of that plant was achieved in mid 2014 and we expect it to reach mechanical completion during mid 2016. Build of the reactors and catalysts was completed in 2015 and Ventech has essentially completed the fabrication of the plant’s modular process units at its workshop in Pasadena, Texas,” Neville reveals. “We are very excited about this commercial reference plant; it is a very important project and we are very glad to be playing a strong part in it.” Over the coming years Velocys will continue

to develop its leading smaller scale GTL technology and pursue its commercialisation. Key to this will be the accumulated experimental results and supporting data that demonstrates to potential project developers and financers the strength of the company’s technical offering. “Data is vitally important in this business. To ensure the best plant economics project developers must select the best technology with the highest possible conversion of feedstock to desirable products, and their decisions need to rest on really solid technical grounds,” Neville concludes. “Our technology has undergone more than 1.3 million hours of testing at the laboratory scale and over 26,000 hours at the pilot and demonstration scale. The pilot plant results we published at the end of 2015 use the exact same process as the commercial reference plant. This gives us a tremendous depth of data and an understanding of what is going on, which is very important to our business and the businesses of our customers.”


Primarily Velocys is a technology licensing company and we behave like other chemical process technology licensors in that we give clients a technology license, however we are slightly different as we also provide equipment such as catalysts and reactors to clients Velocys

Services Gas-to-liquids technology



Plans in the

Since its establishment

in 2002, HDM Group of Companies (HDM) has developed a global client base and an average turnover of $100 million, with an extensive annual growth rate over the last six years. Focused on the production of steel pipe solutions, the group has two factories strategically located in Turkey and another in Cardiff, UK; the locations in Turkey enable the organisation to export 100 per cent of its products across the globe, with Europe, the Middle East, Africa, South America and North America key growth areas, while the Cardiff factory was established to cement closer relationships with its growing client base. Discussing the two business lines within the group is Ozgur Fidanoglu, Chief Executive Officer at HDM Group of Companies: “For our global foundation pipe solutions business alone, we have a unique facility in Mersin Free Zone Port, where we focus on the production of tailor-made foundation pipe solutions. We can produce up to 4m OD, 35mm wall thickness and 63m length combi-wall piles with special coatings and special design attachments such as clutch, pile shoes, rings welding and so on. We are immensely proud of the extensive track record in global foundation solutions that we have earned over the years, which only continues to grow. Within this business line we have grown an extensive track record for delivering foundation products to LNG and storage terminals, container terminals, refinery terminals, petrochemical plant terminals, crude oil loading terminals and ports, piers and harbours.” He continues: “For the hollow section and ERW pipe solutions business line, we have our facility in Cardiff, which is based in ABP docks and focuses on the UK demand for hollow



section and ERW pipe solutions; our services are delivered to industries in the UK such as construction, fencing and manufacturing. Within this business line we produce tubes from 19mm up to 120mm; these are round square, rectangular tubes made of S325, S275, S355 hot rolled coils as well as galvanised, hot rolled, pickled oiled, cold reduced, aluminised type coils. Our main customers include stockholders, solution providers to different industries and end users that are active in the UK.” Since it was established in April 2013, HDM’s Cardiff facility has developed a strong presence in the market and reached 15 per cent market share in the last three years. Although the UK steel industry has faced challenges during this period, HDM maintains its focus on growing the business in the UK with further expansion plans coming up in June 2016. “We will be launching a new spirally welded large diameter pipe production facility in June this year and are currently in the process of installing the equipment. This will enable us to serve to foundation and construction industries in our Cardiff, ABP docks facilities and also produce and ship long piles in front of our factory to the UK, Ireland, Europe South and North America.” Meanwhile, the group’s other facility in Turkey, HDM Spiral, initially focused on the delivery of a mobile mill concept for foundation projects in Turkey, as Ozgur notes: “We have developed our own solution to install a mobile mill at the project site for the production of long and heavy piles at the terminal project site; this has enabled our customers to benefit from huge logistic costs.” Having developed this concept, the company has completed more than 200,000 metric tonnes of pile production throughout its first ten years in operation. With a production capacity of 100,000 metric


tonnes at the Mersin Free Zone spiral mill, 40,000 metric tonnes at Gemlik spiral mill and existing 50,000 metric tonnes of hollow section at its Cardiff facility – alongside the extra 40,000 metric tonnes of spiral capacity at its new Cardiff facility, space and location is never a problem for the group when it comes to meeting the needs of customers. “We believe in the right positioning of the right products in the right markets with the right cost structure,” highlights Ozgur. In addition to this, the group also benefits from being able to produce its own machinery and equipment, which enabled growth in the shortterm when it was first established. Strengths such as strategic thinking, vast capacity and modern facilities have resulted in an extensive number of notable projects for the group, as Ozgur states: “Some of our key projects over the past five years include delivering 55,000 metric tonnes of piles to DSTC/GS Engineering for the Ruwais refinery expansion project in Abu Dhabi; we also delivered 14,200 metric tonnes of piles to Saipem SA for the Port of Sohar in the UAE.

HDM Group of Companies

Furthermore, we delivered 13,000 metric tonnes of piles to Arcelor Mittal Projects for the Republique Libanaise Gestion et exploration du port de Beyrout project; Arcelor Mittal Projects is a leader of foundation projects that has an extensive knowledge and strong global network as well as leading sheet pile production capabilities, it is one of our main customers.” With the establishment of a new facility coming up over the coming months, HDM will seek to strengthen its leading position in the foundation pipe market while also sustaining its UK based hollow section business. Looking further ahead, the group’s plans for continued success are concise yet clear, as Ozgur concludes: “We aim to protect our existing global leading position in the foundation pipe market, grow our UK based production business and become a long-term partner for our clients.” Should you require more information from HDM Group of companies, contact: Ozgur Fidanoglu at

With the establishment of a new facility coming up over the coming months, HDM will seek to strengthen its leading position in the foundation pipe market while also sustaining its UK based hollow section business

HDM Group of Companies

Services Producer of foundation pipe and hollow section tube solutions







growth Contained

Headquartered in

Gothenburg, Sweden, independent storage company for petroleum products and petrochemicals InterTank strives to be a reliable and competitive storage partner for its broad customer base. Dedicated to providing continuous and proactive support to its clients, the company currently conducts activities at 16 Nordic ports and has a total of 600,000 m3 of storage capacity for liquid bulk products. Able to handle an impressive portfolio of products, the company merges this versatility with a commitment to reliability and trust with the goal of maintaining its strong reputation as a proactive business partner to customers.

Providing some information on the origins of InterTank, Managing Director Fredrik Lilja begins: “We were founded in January 2012 and I personally joined the company having worked for Nordic Storage for approximately ten years where I at the time of my departure served as Managing Director. Other members of the team have been with companies such as Van Ommeren, Paktank, Simon Storage and Odfjell. Despite challenging market conditions and a mostly backward-dated market, the business has gradually grown year-on-year and as of today we have access to approximately 600,000 m3 of storage capacity. Products we are able to store and handle include, but are not limited to, Jet A1, diesel, gasoline, HFO, VGO, caustic soda; sulphuric acid, ethanol, fertilisers and various bi-oils.� Continuing with an overview on market trends for products within its portfolio, Fredrik adds: “The range of different bio-fuels is clearly increasing, although volumes are in comparison to refined oil products that are still rather modest. In fact, the local distribution of heating oil and HFO in Nordic countries is slowing as fossil fuels are being replaced by alternative ENERGY,oil&gas




sources of energy. The overall demand for gasoline and diesel within the countries appears to be rather stable, with gasoline consumption slightly decreasing and diesel demand witnessing growth. Meanwhile, the consumption of ethanol as a road fuel has decreased significantly over the years in Sweden as subsidies/tax/duty reductions have been revised and/or reduced. However, the overall demand for storage of HFO/VGO for trading and/or transhipment purposes, which in volume is by far the biggest business segment in Sweden and Denmark, has remained fairly strong over the year, with the demand for distillate storage also remaining positive for the time being.” With the vast majority of the independent storage located in the Nordic countries used primarily for trading and transhipment purposes rather than local distribution, InterTank’s terminals in Scandinavia are strategically located to the main export outlets in the Baltic Sea for this line of business. This is particularly true of Sweden, which has huge storage capacity due to a boom in domestic oil consumption in the country in the 1970s, which at the time stood at more than 30 million tonnes per year. With infrastructure built for this demand, as well as the state building their own terminals for strategic reserves, the country’s terminals have since been converted into transhipment and contango terminals for use by oil majors and traders following a drastic decline in consumption, which today stands at approximately 11 million tonnes.



Operating as a niche player with longstanding experience of the storage market and operating conditions within the Nordic countries, InterTank benefits from its knowledge of local conditions and markets in a competitive industry. However, Fredrik comments that the company’s focus on customer satisfaction is also key to the company’s strong presence in the storage market: “We care about our customers and try to help them in every way possible, keep our promises and try to deliver the best service and overall package possible with a minimum of bureaucracy. A tank is a tank, you can’t change its location, size or many of its characteristics unless you want to undertake major investments – however you can provide a service level that always meets or exceeds customer expectations. To us, tank storage is a service more than anything else, and if people buy a service from us we want to ensure our customers feel that, as their service provider, we are doing whatever we can to help. In the long run I would say this is probably our greatest strength and asset.” Although the regional market has become increasingly more competitive over recent years due to significant moves by some global majors into the area, InterTank still sees a bright future ahead thanks to its versatility, customer focus and commitment to developing alongside market demand, as Fredrik concludes: “Looking back, this is actually the first time since InterTank was founded that the underlying market conditions have been quite favourable for storage providers in the Nordic countries. Moving forward, we will be strengthening operations by investing in a number of additional pipelines and some multipurpose tankage, which would be a nice complement to our current set up and structure. Enhanced flexibility will probably be a critical factor for terminals going forward. Moreover, we are also looking at opportunities outside of Scandinavia and have reinforced our team to enable us to pursue any such opportunities, if and when they arise.”


Services Storage for petroleum products and petrochemicals




control TOMOE was formed over 60 years ago in Japan and now, from its European HQ in Wales, is established in international industrial markets as a leading manufacturer of high quality butterfly valves, actuators and control systems. Specifically targeting the oil

& gas, petrochemical, steel, power and other associated industries, TOMOE has amassed a wealth of experience and knowledge around the applications of gas, oil, water and steam. When Energy, Oil and Gas spoke last with Clive Johns, Sales Director at TOMOE in 2015, he discussed the company’s unique ability to use its strengths to take advantage of new opportunities. He echoes this a year on saying: “Without a shadow of a doubt our flexibility is still one of our biggest selling points. We adapt quickly to customers’ requests for changes to design and configuration, and our engineering team will adapt our products for different applications where the customer is looking for more of a bespoke solution.” This ability to demonstrate a reflexive approach to the market alongside a highly talented team of engineers has been brought into particular focus over the last year. In light of the ongoing market turmoil and plummeting oil price, Clive is keenly aware of the challenges that face TOMOE, but is also able to illustrate the success of such a reactive strength. “As everyone ENERGY,oil&gas





knows, the oil price has slumped over the last year and this has certainly affected the upstream projects,” he says. “However, we successfully refocused our Tritec division on the downstream market and have become more aggressive when bidding for projects with our rubber-lined and double offset butterfly valves. “Because of this, despite the challenges, we have still been able to pick up some good project business; notably a large project for our rubber-lined butterfly valves in a Saudi Arabian Powerstation and triple offset valves for a European refinery. This was achieved because of our push into the global downstream market.” New geographies have also presented good opportunities to the company and as a result TOMOE is currently focusing its expansion efforts in the Middle East. “This market has continued to invest in new projects throughout the downturn so we have strengthened our presence in the region with the appointment of a partner in Iran and closer ties with our existing

partners elsewhere,” Clive highlights. “We will also be exhibiting at the EIC Connect show in Abu Dhabi in May.” As a market leader, TOMOE’s products are often class leading with low torque, leak tightness and extended life benefits inherent across the range. This leading position is certainly true of its rubber-lined valves, and Clive notes the innovative design of its Tritec triple offset valves, which are perfectly suited to high pressure and high temperature applications. Thanks to an ellipsoidal sealing geometry the Tritec range is able to demonstrate zero leakage performance in a range of situations. Innovation into the breadth of solutions offered by TOMOE continues. “The latest version of our aluminium-bodied rubber-lined

butterfly valve, the 700Z, was launched last year primarily for the water treatment and HVAC industry,” outlines Clive. “This lightweight, cost effective butterfly valve is ideally suited for applications up to ten bar with a temperature rating from minus 20 degrees Celsius to 120 degree Celsius. We are also starting to expand our double offset range with further body materials, including aluminium bronze and duplex.” By continuing to develop and align itself with the changing and challenging conditions in the market, TOMOE is exemplifying the success that flexibility and bespoke service can bring. Looking forward Clive is realistic about the market but is confident that this refined approach will pay off. “Obviously the low oil price will continue to affect upstream projects,” he says. “Therefore, our Tritec division will continue to focus on the downstream market and other parts of the world for upstream project work. We will also continue to work on the bespoke products for those slightly different applications that some customers have, and upon which our reputation is built. “I think the key thing I would like to achieve in the longer term is making our existing and new customers fully aware of our capabilities. We are a very flexible company and our knowledge and expertise means that we can react to those slightly different applications. This is where our teams really shine and it is what is supporting us through these times of pressure.”


By continuing to develop and align itself with the changing and challenging conditions in the market, TOMOE is exemplifying the success that flexibility and bespoke service can bring

TOMOE Valve Ltd

Services Manufacture butterfly valves for onshore and offshore applications






YPFB Bolivia


Energising an

Yacimientos Petroliferos Fiscales Bolivianos (YPFB) was first founded in 1936 by the Bolivian government following regional conflicts over the alleged existence of oil. What emerged was a very swift nationalisation of all Bolivia’s energy resources and the pillars of the company’s continued development were built through a thorough and professional training programme. For its first few decades YPFB experienced significant growth with the state supporting the construction of refineries, pipelines and important infrastructure to take its products to market in the forties. In the fifties, a decade often referred to as the business’s ‘Golden Stage’, the company hit a major milestone by, for the first time, exceeding domestic demand and allowing Bolivia to become an oil export nation, thus eliminating its need to import. Thanks to the construction of the Camiri-Yacuiba and Sica SicaArica pipelines, exports to neighbouring began. The sixties continued much of this positive development as the firm started to attract foreign

investment into the continued exploration and drilling and in 1966 excellent results were born from the Monteagudo well. This decade also marked the creation of the Gas Division, which began exporting to Argentina in the seventies. Following this strong period of development, however, Bolivia and YPFB experienced social and political instability, which saw the company ‘dismembered’ by private investment. Yet during the 2000s, after continued civil unrest, nationalisation was restored and today, upon its 80th anniversary, the company continues its successful operation as the sole authority over the production and marketing of hydrocarbon products in Bolivia. At present YPFB is heavily committed to developing the industrialisation of its energy resources across Bolivia, and as such numerous growth projects have been put in place over recent years. In August of 2015 for instance a new hydrocarbon liquid separation plant went into operation. With the capacity to produce ENERGY,oil&gas



YPFB Bolivia

2247 metric tonnes per day (TMD) of LPG and process 32 million cubic metres of natural gas per day, the new Gran Chaco plant in the Tarija region of Bolivia cost around 640 million USD and is the largest in the country – in fact it is that third largest of its kind in Latin America. Highlighting the significance of this plant, the current domestic consumption of LPG in Bolivia is around 1000 TMD making the state a key net exporter in the region. This increase in capacity is a key indicator to YFPB’s current state-led development programme which, over the next few years to 2020, will see additional investment of 12,681 million USD into the strengthening of exploration activities and the development of marketing activities across Bolivia. The majority of this – 57 per cent to be precise – will be directed towards the exploration and exploitation of hydrocarbons with the goal to increasing natural gas reserves from 10.45 trillion cubic feet (TCF) in 2013 to 17.45 TCF in 2020, and liquid hydrocarbon reserves from 211 MMbbl to 411 MMbbl over the same period. In turn this will allow for the increase of production from 60 MMmcd to 73 MMmcd, meeting the demand of both domestic supply and export contracts to Brazil and Argentina. In addition to this 2657 million USD will be allocated to the industrialisation of hydrocarbon activities in the market, with much of this aimed at the conclusion of a Urea and Ammonia Plant in the town of Bulo Bulo in the province of Cochabamba Carrasco. Set to begin operations in the second half of 2016, with its first bags of fertiliser hitting the market in time for the 2017 harvest, the new complex will have a production capacity of 1200 TMD of ammonia, and subsequent output of 2100 TMD of urea fertiliser. The impact of the plant will help serve the growing demand for high quality fertiliser in Bolivia, thus driving the modernisation of agriculture, whilst also creating value for its own natural gas supply and reducing the market’s import reliance. Further industrialisation projects include the building of a new propylene and polypropylene plant in Tarija, which is set for completion and start-up in 2021. The investment will also help continue the development of the country’s hydrocarbon transport infrastructure and around 871 million USD will be allocated to an important social project to connect a million households to the LNG network. The aim is to create 100,000 additional connections every year from 2016 to



2020, benefiting more than 50 per cent of the country’s population. Helping to deliver this is the establishment of a virtual gas network to compliment the conventional systems that fail to reach some of the most remote areas of Bolivia. By using a fleet of LNG tankers plus a network of satellite regasification stations, LNG will be transported from the Rio Grande liquid separation plant to these remote populations, helping to not only boost the industrial productivity of Bolivia, but also improve the lives of its families and reduce their reliance on LPG and gasoline. It is no secret that Bolivia has experienced a tumultuous and challenging history and this has often impacted YPFB quite considerably. However, under a strong leadership and focused expansion strategy, the present state of growth and development as a national company serving the economic needs of its population, is extraordinary. Significant investment continues to be delivered into some of the most hugely important projects, which is allowing both reserve and production capacity to increase. With a focus on not only the industrialisation of Bolivia’s hydrocarbon activity, but also on the support of its people, YPFB’s activities are playing a key role in the growth of both the country’s domestic and export economy and looks set to secure a bright future for years to come. Source: all statistics taken from

YPFB’s activities are playing a key role in the growth of both the country’s domestic and export economy and looks set to secure a bright future for years to come

YPFB Bolivia

Services Bolivia’s state owned oil and gas company


Ledwood Mechanical Engineering

name Trusted

Based at the

Waterloo Industrial Estate in Pembroke Dock, the Welsh business Ledwood Mechanical Engineering (Ledwood) represents a market leader in delivering complex projects in support of the energy and process sectors. The company’s competence is applied to a number of market sectors, including heavy industry, allowing Ledwood to design, procure, fabricate, protective coat, construct, install and project manage the delivery of complex plant internationally. Ledwood specialises in handling complex, large facilities such as oil, petrochemical, gas processing and power generation, with an enviable track record of delivering quality projects on time, to budget and with an unbeaten safety record. “One of the main reasons behind the foundation of the company was to service four large oil refineries that existed within its locality with engineering, fabrication, installation services, as well as maintenance and operational

support. These refineries were all major facilities owned by international oil companies and it was later realised that we could further service refineries throughout the UK and indeed the world,” explains Managing Director, Nick Revell. “Ledwood has continued to gain market share while entering into new markets within its traditional business sectors. Our skill sets and capabilities allow us to participate at the initial stages of a project lifecycle, which positions us for delivering the engineering, procurement and fabrication. We also have another business within the group, which is called Ledwood Protective Coatings (LPC), this business provides different types of protective coatings, including Thermal Spraying and Fireproof systems. LPC is complementary and vertically integrated in this respect and once we have completed the fabrication and coatings, we undertake the transportation wherever that may be prior to executing installation.” Ledwood has represented a trusted name in engineering excellence for more than three decades, but it was during 2000 the company reformed under the name Ledwood Mechanical Engineering, supported by investment from the external shareholders. With this backing the business has continued to thrive and has become involved in a range of major engineering projects globally in recent years. Its ten-acre dockside location puts Ledwood in an ideal position to supply vital plant and equipment to clients worldwide via marine transport. This has allowed clients within the offshore oil and gas exploration sector to take advantage of the company’s strategic location and core competence, through the delivery of equipment bound for oil rigs and similar installations and the shipment of modules globally. During 2010 Ledwood was restructured under new ownership, with the business maintaining its independence by becoming owned by its management team. Today Ledwood continues to operate from its substantial engineering facilities in Pembroke Dock that incorporate workshops and paint facilities designed to accommodate major module production. Just adjacent to Ledwood is the Cleddau estuary, which offers quayside facilities with an 11-metre water depth for shipping. “The ownership of the business is all within the management team. Prior to 2010 there were some external investors in the company and to further the focus of the business we have reorganised so that there are no longer any external investors involved. We also have ENERGY,oil&gas





zero debts meaning that we are not leveraged at all, which is a great position to be in,” Nick says. “Over the years we have also brought a lot of new skills into the business, because at the end of 2010 there were a lot of personnel within the company who were reaching the end of their careers. We have now brought in the ‘next generation’ to a certain extent. This didn’t happen overnight, it has been a gradual process and we have continued to grow organically at the same time.” As the company has continued to grow and diversify into new market sectors, Ledwood has made several investments into new equipment and facilities to ensure that it is able to offer best-in-class solutions to its new and existing clients. Recently the decision was taken to invest £1.5 million into the business for new coating equipment to expand the company’s overall service portfolio. “The decision to make this investment was primarily driven by wanting to change our profile and level of accreditation. One aspect of our accreditation was focused on health and safety and environmental concerns and at the time we did have existing painting and coating facilities on site that were operated by another company owned by Ledwood, but the facility would not have met new legislative requirements. We decided that we would make an investment in new equipment to be self-sufficient, rather than having our own fabricated items coated by another company. As result of this we have been able to secure further work from other clients. It is again very complementary to our overall skill set and helps us to deliver an extensive and more comprehensive service portfolio with vertical integration,” Nick elaborates. “We have also opened up a new facility located in Teesside, which provides very much the same services that we have in our head office in Pembroke. This has given us greater geographic representation and has opened up our client base,” he adds. “The new site also improves our expertise and capability and we have certainly secured more market share in the petrochemical sector as a result of having a presence in the Teesside area. Furthermore we have also won additional work in onshore gas reception facilities that are operated by international offshore gas companies.” Although the company’s traditional markets in the on shore oil and gas sectors are currently depressed owing to the low cost of oil, Ledwood has remained buoyant due to its broad customer base and diversification into the steel and renewable energy sectors. Moving forward

Ledwood Mechanical Engineering

Nick is presently on the Advisory Board for the planned Tidal Bay project in Swansea and believes that Ledwood is in an excellent position to supply this and other projects over the coming three to five years. “Around three years ago I had an introduction to the Tidal Bay project’s owners, Tidal Lagoon Power and the company asked me to assist on a steering committee, which I am today part of. Our facilities in Pembroke are on the quayside and some of the items that we have tendered are not road transportable and need to be fabricated and assembled near the quayside to be shipped to the final destination,” he concludes. “Over the next 12 months we have a very good order book and our revenue is set to be up on 2015. We are focused on sustainability and underpin this with the competence of our personnel and the services that we provide in a cost-effective manner. We have an exemplary safety record, which is vital in the market sectors in which we are active and believe that we represent the company of choice for our clients.”

Ledwood Mechanical Engineering

Services Turnkey engineering, procurement, fabrication, protective coatings and construction







A wealth of

opportunities NorthWind Consulting Oy NorthWind Consulting Oy are a consulting office specialising in wind power plant construction and management during use. We help our clients to find safe and cost-effective solutions for the whole life cycle of a wind power plant. For the owners of wind parks, we offer expert services related to for example preliminary planning, installation supervision and power plant operating. In addition to owners, our clientele includes e.g. project developers and wind power investors. Long and varied experience of the wind power industry is a definite strength of NorthWind Consulting Oy, and we have an extensive partner network to aid us.

Beginning operations

in 2007 as a wealth management house under the name Taaleritehdas (Thaler Factory), Helsinki headquartered Taaleri’s goal was to create a factory of innovation in collaboration with its customers. Constantly moving forward like a modern-day production line, this factory’s strong drive for success was combined with a forwardthinking approach and a desire to discover new points of view, all while remaining both transparent and approachable to customers. “Since our foundation in 2007 we have been growing quite rapidly and now have 190 employees within the company. Although we are headquartered in Helsinki, we have four other locations in Finland based in Tampere, Turku, Pori and Oulu as well as offices in Istanbul and Nairobi.

We currently have approximately 3.9 billion euros from 3500 customers under management; the majority of our customers are pension funds, institution investors and private individuals. “With the latter providing half of all assets under management, we want to provide ownership feelings to our customers whenever they invest in something and want to build tangible, real relationships with them. I would describe us as entrepreneurs that handle all of

the projects, which is why our private equity has been growing constantly,” comments Taamir Fareed, Director of Renewable Energy at Taaleri. Almost ten years since its inception, creating and driving ownership is still at the heart of Taaleri’s operations, with the company under the same belief that ownership is for everyone. Indeed, the company aims to create an atmosphere in which owners are not envied, but instead encouraged; by combining capital with ideas and entrepreneurship, Taaleri helps customers to own with its help, own with it or even own a part of it. Committed to delivering growth with the right return of investment, Taaleri provides each client with a personable service that is unique to their needs as a way to develop strong relationships that are based on trust. Although it has grown into an investment and financial services group, the company maintains its core values and believes success starts with the customer. By working side by side, both organisations can drive forward growth and find a wealth of opportunities. Taamir notes that one such opportunity sought by Taaleri was the wind energy industry: “In 2010 we established several housing funds where the total investment capacity was 130 million euros; this same year we established our first energy fund and the investment capacity in total reached 200 million euros. At the moment we are investing our second find and total investment capacity is 400 million euros; we have already invested 75 per cent of this and have six projects, totaling 63 turbines, totally constructed and operational.” One key part of the company’s upcoming developments in the wind farm sector is its contract with Nordex Finland for 216 megawatts ENERGY,oil&gas




Our turbines are roughly producing annually a total of 550 gigawatt hours, however, when we have all of the turbines up and running, this amount will be close to 900 gigawatts hours

for projects in 2016/17. The frame contract is for the delivery of 72 N131/3000 turbines, which feature an anti-icing system that helps increase the machines yield in cold regions by up to ten per cent, for six projects at different IEC-3 sites in Finland over the next two years. The first two wind farms, Limakko and Kantti, have a total of 17 turbines and 51 megawatts, with delivery to take place over the course of 2016. The third project called from the frame is KivivaaraPeuravaara wind farms first phase which is 13 turbines. The installations will take place in autumn 2016 as well. “Finland is a core area for this investment,” he continues. “We have a combination of three individual projects in the North of Finland in the municipality of Ii, which is totaling 30 turbines and at the moment it’s the biggest wind farm in Finland. Our turbines are roughly producing annually a total of 550 gigawatt hours, however, when we have all of the turbines up and running, this amount will be close to 900 gigawatts hours.” Chosen for its innovation in wind turbine manufacturing, Nordex is a long-term collaborator with Taaleri, with the two organisations’ previously working together on the delivery and installation of the Honkajoki wind farm in 2012, which was completed ahead of schedule in August 2013. Comprised of nine N117/2400 multi-megawatt turbines, the 21.6megawatt Honkajoki wind farm was connected to the grid, with the turbines yielding up to 75 gigawatt hours per year. Following the success of this project, the two companies again worked together on the supply of a further eight turbine project in Nyby and 19 N117/2400 turbines for the Myllykangas wind farm on the northwest coast of Finland.



A cautious investor, Taaleri’s move into wind energy has paid off, with the company boasting two wind power funds and a total investment in wind power of approximately 600 million euros. “The Finnish wind market is actually very new,” comments Taamir. “The Government’s scheme was to invest or install a total amount of 2500 megavoltamperes of wind energy by 2020, however it looks like we will achieve this by 2017! With this target being reached soon, the Government is now thinking what its next goal will be for renewable energy and Taaleri, among other players in the market, are waiting on its decision on how much wind energy will be constructed in the future.” Moving forward, Taaleri will focus on finalising its turbine contracts before progressing into the construction phase during a busy summer 2016, in which 30 wind turbines will be erected. This demand is anticipated to continue or even increase in 2017, as there is an expectation that all turbines are to be erected and producing energy by the end of October 2017 in advance of Finland’s harsh winters. Looking further ahead, Taamir believes there is still plenty of opportunity for growth in Finland’s wind industry and will be preparing for these developments accordingly. On top of this, although it is a patriotic, Finnish growth company, Taaleri will also be seeking out other market areas in order to increase its customers’ wealth over the coming years. “Since we are not sure what the Finnish Government will be doing when it comes to wind energy activities in Finland, we are looking at other markets such as Turkey, South Africa, Sweden and maybe even the UK,” concludes Taamir.


Services Wealth management and financing services


core A steel

OCAS began life

in 1991 focused particularly on steel applications within the automotive industry, before moving on in 2004 to serve a much wider industrial scope. As a renowned research and development centre, OCAS has established itself as a key innovator and essential partner to clients in a range of industries from energy, oil and gas, power generation, transport and ship building to heavy machinery, construction equipment and consumer goods. By carefully tracking market trends and society’s needs the organisation is currently most active in overcoming the energy challenges in terms of cost, durability and environmental impact. Throughout its 25-year history the capabilities of OCAS have expanded significantly to include expertise on metallurgy and alloy development,


surface functionality and corrosion, joining and assembly and in-use behaviour through both simulated and real-life testing procedures. Alongside this, in 2008 it helped set up the Metal Processing Centre (MPC), a joint venture with CRM Group, which is fully equipped to develop, produce, process and characterise tailor-made alloys in small batches. Then, in 2009, it followed this with the Metal Structures Centre (MSC) in a consortium with Soete’s Lab of Ghent University and the Belgian Welding Institute to combine the competencies of design, use and evaluation of the behaviour of steel structures for international operators. Within the field of oil and gas OCAS currently plays a major role in the development of new capabilities through the deployment of cuttingedge study programmes. “Being a research lab with a track record in the development of new steels, we know about the challenges arising with regards to energy solutions,” begins Business Development Manager, Marc Vanderschueren. “For instance, we have successfully developed a number of highstrength steels with improved fracture toughness at low temperature for gas transport, improved weldability for offshore applications and improved sour corrosion resistance for oil and gas wells. Every proposed metallurgical solution is tailored to the customer’s requirements and we further support them by providing guidelines for in-use behaviour.” Despite this, the industry continues to demand more and more from its operational capabilities and as such OCAS plays a critical role in providing unique innovations. With extensive expertise across a broad range of disciplines and supported by a highly skilled and experienced team, the organisation continues to build a strong reputation and is on its way to becoming a major solutions provider to the energy market. Being able to provide safe and environmentally friendly solutions is of particular interest for OCAS at present. When it comes to safety Marc highlights the importance of ensuring the safe performance of welded pipelines over the course of their lifetime. “Our ultra-low cycle fatigue pipe bending test set-up is providing us with valuable information for fine-tuning our numerical modelling,” he says. “This is crucial for predicting and ensuring the safe and reliable operation of our customers’ pipelines, both onshore and offshore. Another example is our development of new patentable and industrially feasible technology for UV-curable coating in energy pipe applications.” ENERGY,oil&gas



In terms of its green credentials OCAS has developed and now implements environmentally friendly steel substrates and surface functionalities. “We have, for example, successfully developed effective alternatives for toxic hexavalent chromium passivation systems and hard chrome coating processes,” Marc adds. “We do not view these environmental responsibilities merely as obligations but as strong drivers for materials development and innovation.” Furthermore, as offshore operators continue to push the boundaries of exploration, endeavouring to venture deeper into existing and new wells, OCAS is at the forefront of ensuring the materials used are capable of withstanding the inevitably more extreme conditions. For instance, it has been working to overcome the challenges of pipe reeling by trying to understand the behaviours of materials exposed to its associated stresses. Marc explains: “Whilst in certain cases reeled piping is cheaper and quicker than welding and installing pipe sections offshore, in the process of winding these pipes become strained and get slightly more oval. If they are not round enough when they meet the high-pressure conditions of deep water they have the potential to collapse. The problem is that at every stage of this process the materials’ characteristics are altering, so our study is to establish how the material is going to behave, allowing the operators to accurately predict and work within the pipes’ tolerances.” To facilitate the ever changing and ever demanding market conditions, OCAS undergoes a constant programme of investment with the view to expanding its capabilities and ingraining itself deeper in the industry as an essential innovation and testing partner. “We constantly invest in new equipment or in revamping existing equipment to pro-actively meet our customers’ needs,” Marc continues. “Over the past few months alone we have revamped our heavy gauge rolling stand to extend our offering for tailor-made samples; we have doubled our capacity with regard to sour corrosion testing in our dedicated HIC lab; we have also revamped a resonant bending fatigue set-up, designed and built an abrasive wear tester and installed various other pieces of complementary equipment.” One other major investment is in the construction of a new Severe Operating Conditions testing facility, which is currently underway and will be critical to delivering the accelerated and combinatorial testing of materials and components under extreme

conditions in light of new market trends. Despite the current state of the offshore oil industry, Marc points out that many operators are using this time to prepare for the next stage of market growth with new and innovative developments, and therefore feels confident about the long-term future. OCAS is also playing a key role in the renewables market at present looking at driving down high CAPEX levels, particularly in offshore wind applications. “Over the course of 2016 we will be focusing on reducing some of the perceived conservatism of the fatigue performance of the welded joints in these applications,” he says. “This has captured quite some attention from the offshore wind developers, their supply chain and the certification authorities. The Joint Industry Project we are setting up will directly provide a ten per cent reduction in the CAPEX of offshore wind jacket sub-structures.” Other focal points over the coming months and years will be on its Engineering Critical Assessment programme, a study to test and determine maximum allowable flaw sizes in, for example, welds in metal structures. With this becoming a major topic for pipelines and structures both on and offshore in view of sustainable cost reduction and life extension, OCAS will be holding a seminar in May 2016 to address this. Otherwise, continuing to pursue the sustainable development of total solutions designed to drive cost, energy and reliability efficiencies into its various industries will define the organisation’s strategy. Further investment into its own capabilities, and strengthening of customer relationships will no doubt be key as OCAS continues to grow as such a central part of global industrial development.


Van Landuyt To have very specific testing equipment, there is need for OCAS to design it themselves. The testing equipment is used for testing all different characteristics of metal and welded connections. Van Landuyt is here for the right partner to co-engineer the equipment. As a dedicated team, the engineers from Van Landuyt listen to the needs of OCAS to fully understand the problem. As one unit together with OCAS, it has designed several concepts and discussed the solution. Once all questions have been answered, Van Landuyt designers work out the complete machine into details. In the state-of-the-art workshop, Van Landuyt builds all parts and assembles the complete machine. After a functional check in its workshop with the OCAS engineers, the installation is transferred to the OCAS facilities. The installation team from Van Landuyt installs the machine on site and witnesses the functional check after installation.


Services Leading research centre for the application and development of steel



future Opportunities for the

With a capacity of 111,000 m3, ten tanks, one jetty and a maximum draft of 13.25 m, VTTI Kenya is one of the largest and modern facilities of its kind in East Africa. Operational since July 2013, it is the only privately owned terminal to tie into the Kenya pipeline in Mombasa; the pipeline takes product from Mombasa to Nairobi, before progressing further afield onto Nakuru, Eldoret and Kisumu. This available infrastructure in Western Kenya provides the terminal access to Ugandan markets as well as other land-locked countries found further west. Discussing the relatively short but eventful history of VTTI Kenya, Jerome Gelineau, General Manager and Commercial Manager of the terminal, begins: “VTTI Kenya purchased



this facility after clearance from the Ministry of Finance in December 2009 after which it spent about 16 months completing and expanding the initial set up. VTTI Kenya bought it because it was located in Mombasa, the regional hub for product imports and because of its connectivity with KPC and the perceived friendly investment climate in Kenya. The total investment cost was $60 million. Today the terminal handles Automotive Diesel Gasoil which is ultimately delivered by either pipeline and/or by trucks to Mombasa, Nairobi, Kisumu, Eldoret, Nakuru, Uganda, South Sudan, Eastern DRC and Rwanda.� Created to ease the region’s overstretched oil storage and transportation network, the terminal is one of the largest liquid petroleum


VTTI Kenya

The major edge of this terminal is its excessively low operational loss which puts it far above the others. This is a key factor because operational losses translate in costs for the importer and the Kenyan people

storage facilities in East Africa following major investment over 16 months. For example, phase one of developing the terminal included the installation of six tanks, while phase two include four additional tanks. The first phase was completed in March 2012, while the second phase was completed in final quarter of the same year. On top of this, the state-ofthe-art storage facility boasts new technology, including automated tank gauging, automated tank valves, fire suppression systems, cone bottom in all tanks to drain water, tank high level alarms, a high tech security system with 22 surveillance cameras and impervious tank containment systems. Furthermore, the facility is operated from a centralised control room through the utilisation of the very latest in

terminal automation. Following these major developments, on January 23rd 2013 the terminal reached a major milestone when it was successfully commissioned after discharging 9600 m3 of automotive gas oil from MT Uzava for Vivo Energy Kenya Limited. Relied upon by major organisations in the oil and gas industry, VTTI Kenya offers a range of advantages to those operating in the exposed Kenyan fuel import market, as Jerome highlights: “The major edge of this terminal is its excessively low operational loss which puts it far above the others. This is a key factor because operational losses translate in costs for the importer and the Kenyan people. Kenya normally has storage of only two weeks for automotive gas oil and one week for premium mogas. This means any ENERGY,oil&gas





shock that impacts the supply chain will be felt immediately, for instance if the Kipevu and Shimanzi Oil Jetties became inaccessible the country will run out of stock within one week. Utilisation of VTTI will have the following advantages for customers: It will increase the stock cover of the automotive diesel gasoil by more than 100 per cent. It will also reduce the demurrage costs as the large vessels will now be discharged within 42 hours without having to wait for ullage. Meanwhile, there are benefits for larger vessels as the price premiums will reduce due to the economies of scale.” In July 2015 VTTI Kenya proved its capabilities in handling large vessels when it received its largest cargo from the 78,000 m3 oil vessel MT Hafnia Europe berthed at its terminal for oil discharge. The cargo was nominated for the terminal via the Kenyan governmentcontrolled Open Tender System, which tends to be reserved for cargoes destined for government controlled facilities that are used by all oil marketing companies in the region. “The arrival of MT Hafnia demonstrated the ability of VTTI to receive large cargoes efficiently as a flow rate of over 1800 m3 per hour was achieved. Also this cargo was loaded

on to trucks and through the pipeline within a period of 30 days. This has shown that VTTI can be the solution for receiving large cargoes at low premiums for the country due to large cargo sizes and the fast discharge rate will also save the country demurrage as this rate is two times faster than other alternative terminals,” highlights Jerome. While VTTI considers other potential investments in Kenya that will be located near the consumption centres and also connected to the KPC pipeline system, VTTI Kenya will be focused on creating a close co-operation between itself and KPC with the goal of being part of its ongoing investment programme. “The programme is aimed at increasing the distribution of all clean products to the Kenyan markets as well as markets further west,” explains Jerome. “Kenya is at the centre of the different oil routes, whether for products import or for crude export, and has great opportunities to reinforce its position if it can seize them and quickly monetise them. However this will only be achieved if it can improve its business environment, especially as far as the land issues are concerned,” he concludes.

VTTI Kenya

Kenya is at the centre of the different oil routes, whether for products import or for crude export, and has great opportunities to reinforce its position

VTTI Kenya

Services Oil terminal



Your renewable

partner Encompassing everything that a client might require in undertaking renewable energy projects, Your Group runs five different organisations under a single base at its innovation centre located at the Bristol & Bath Science Park. The company’s founding enterprise, Your Power (YP) and its associated counterpart Your Hydro (YH), supply components including hydro turbines and solar panels, while Your Electrical (YE) and Your Engineering Support Services (YESS) provides support via its team of electrical, installation and maintenance professionals. Finally, Your Renewable Assets (YRA) takes on and assists clients in renewable project developments, ensuring that clients are fully represented and supported by a resilient group of project managers and engineers who keep the company’s ethos of ‘people, planet, and profit’ at the heart of their work. “At Your Group we help our clients protect themselves from rising energy costs and this will continue on a steep upward trend as will those who want to embrace clean power. As renewables are reaching grid parity the energy case has been made recently at COP21 and there is still a need for energy policy makers to secure our energy with technology such as renewables with the addition of energy storage to cap global warming,” says



CEO, Jamie Onians. “We help businesses and landowners daily to secure and future proof their energy supplies either through solar, hydro, energy efficiency or asset development.” Since the organisation was founded in 2010, Your Group has grown from five staff members and a turnover of £250,000 to over 30 staff with a turnover of in excess of £8 million. Its installed capacity of renewable energy has increased from 50kWs in 2010 to more than 30MWs in 2015 across both solar photovoltaics (PV) and hydropower installations – equivalent to the annual energy requirement of some 24,000 homes. The group also has 85MWhs of renewable assets currently in the process of planning and development. The Group’s solar arm has completed over 5000 installations in total equating to 5MW in capacity. Together these systems will generate over four million units of clean electricity per year, equivalent to the annual use of 1000 homes. By displacing fossil fuel generated electricity the installations will reduce carbon dioxide emissions by more than 1448 tonnes for each year of their 20-year lifespan. “Your Group prioritises the promotion of a more sustainable future and remains committed to strengthening its role in developing a low-carbon economy via widespread access to renewable energy,” Jamie explains. “The company’s core


capabilities include solar PV, hydro-turbine manufacturing and installation, electrical contracting, consultancy and renewable energy asset development. Our vision is to be a market leader in our design and execution helping our clients achieve their dream of clean energy today.” The exceptional service delivery of the Your Group has been utilised by many high profile clients in an impressively broad client base including partnerships with Wessex Water, Duchy of Cornwall, Lombard, Royal Bank of Scotland, United Utilities, DPD, Natwest, Good Energy, Watkins Jones, Space Engineering, Bristol County Council, BAM, Cowlin, Carillion, Schneider Electric and Trina. DPD for example, is an international parcel delivery and logistics company, serving a wide range of personal and business customers across the globe. The organisation operates Europe’s largest automated depot, making its power requirements considerable. Due to the specific workings of the business, most of DPD’s operations are night-based, however daytime operations are crucial for preparing the depot for the all-important night work. Therefore the company was searching for a power solution that could adequately meet its energy requirements, while reducing DPD’s carbon footprint and power costs. Almost 1800 panels were installed across the rooftop of the DPD facility, capable of providing 450kWp power to the depot. The result was a high-yield, environmentally friendly solution that saves the company over £39,000 per year on energy costs. All this delivered in the run up to Christmas their busiest time. “For a business such as DPD, only the highestquality components will suffice to ensure they get the best possible return on their investments. We also carefully matched the system to its requirement, opting for a smaller system that was more beneficial for our client,” elaborates COO Nick Spicer. “Your Group’s ever-increasing popularity in the marketplace is courtesy of its top scale project management abilities, its highly refined services that incorporate cloud-based integrated communication, as well as its strong delivery network. Additional advantages include the team’s extensive worldwide experience in the field of renewable energy, as well as in the built and construction environment, and the way they actively seek opportunities to improve sustainability wherever possible.” Throughout all of its operations, Your Group represents a truly global business. The company has successfully completed projects within

Sierra Leone, the Falkland Islands, the Scottish Highlands and extensively in the UK. Your Hydro recently also secured an Innovate UK grant to undertake research and development in a virtual turbine environment, while Your Renewable Assets is currently completing 1MW and 2MW projects with hydro turbines from Your Hydro adding to the company’s impressive credentials. “Social Responsibility is integral to what we do at Your Group. The Group’s board hold vast employment backgrounds, with Directors’ backgrounds in South America and the Middle East, supported by an operational capacity lead by an ex-military officer with international experience,” Jamie concludes. “We are set to be moving into energy efficiency, mechanical and electrical contracting, asset development, hydro-turbine design, off-grid solar, battery storage and international solar and hydro markets whilst continuing to install renewable energy assets for clients in the UK. Delivering a future of clean energy today.”

Your Group

Your Group’s everincreasing popularity in the marketplace is courtesy of its top scale project management abilities, its highly refined services that incorporate cloudbased integrated communication, as well as its strong delivery network Your Group

Services Turnkey renewable solutions






Engro PowerGen



Established during 2008

as a wholly owned subsidiary of the Pakistani based Engro Corporation, Engro PowerGen represents the first initiative of Engro Corp into the country’s power sector. The aim of the company is to ease the burden on the nation’s energy sector through the development of projects exploring cleaner, more efficient and economically viable sources of power generation including wind, hydro and solar energy. Engro PowerGen Qadirpur Limited was listed on the Karachi Stock Exchange during October 2014 when 25 per cent of the company’s shares were offered. As of today Engro Powergen Qadirpur Limited is 69 per cent owned by Engro Corp via Engro Powergen, while the remainder of the business is owned by the International Finance Corporation (IFC) and employees. The first independent power project (IPP) belonging to

the Engro group, the Engro PowerGen Qadirpur plant is widely recognised for being Pakistan’s first green power plant and the only facility of its kind to reduce carbon emissions through the utilisation of permeate gas. “In Pakistan there are independent power producers that are private entities that sell power to the national grid. The first Engro IPP was commissioned in 2010 and today this first power plant is a 217 megawatt power (MW) operational facility, which is unique in that it generates power and also benefits the environment,” elaborates CEO, Jahangir Piracha. “The plant itself is located next to an active gas field. During the production process there is a need to flare some of the produced gas, which also produces carbon dioxide. The Qadirpur plant takes the flare gas that would otherwise be burned and wasted and uses it to generate ENERGY,oil&gas





power. The plant is also registered for carbon credits, which is a registered project with the United Nations Framework Convention on Climate Change (UNFCCC).” Prior to the commissioning of the Qadirpur plant, high sulphur gas was being flared through the Qadirpur Gas Field for almost a decade. Investigation of energy conservation solutions showed that it was possible to burn the waste gas to allow power generation. The plant employs a 1+1 configuration dual fuel fired combined cycle power plant, with a 123 MW gas turbine; a 400 tonnes per hour heat recovery steam generator; and a 110 MW steam turbine. With the successful commission of the Qadirpur plant, Engro PowerGen is committed to the provision of affordable energy and reliable operations through which the company creates value for all of its stakeholders and end users. Its mission is to undertake plant operation and maintenance in a manner resulting in the continuous supply of power to the Pakistani national grid. It aims to do this by harnessing human talent and local resources

Engro PowerGen

while giving high priority to health, safety and environment in a positive, sustainable and affordable way. The work of Engro PowerGen is increasingly important to helping Pakistan meet its growing energy needs in the face of a national power deficit that makes it necessary for the country to explore and invest in several forms of power generation. “To really understand the power situation in Pakistan, it is important to take into account the fact that there is a deficit of about 5000 MW in the country at present, resulting in a lot of brownouts, as well as the occurrence of blackouts,” Jahangir explains. “I think that to address this problem we need to invest in all energy types at present, meaning that it is not really possible for Engro PowerGen to focus purely on renewable energy. It is important for Pakistan to make use of fossil fuel to power plants and when the opportunity arises to also look at renewable power sources such as solar, wind and hydro power. This is certainly the doctrine that the government is also following at present.” Within the Pakistani market the low cost of

GE Power GE Power provides a broad array of power generation, energy delivery, and water process technologies to solve your challenges locally. We work in several areas of the energy industry, including renewable resources such as wind and solar, biogas and alternative fuels, and coal, oil, natural gas, and nuclear energy. We also develop advanced technologies to help solve some of the world’s most complex challenges related to water availability and quality. Headquartered in Schenectady, New York, GE Power is GE’s largest industrial business, with more than $27 billion in revenue in 2014 and approximately 38,000 employees serving customers in more than 125 countries.






oil has shifted the focus of the energy business to more conventional fuel-burning power plants, as the reduced cost of crude oil makes the operation of such plants relatively inexpensive. However, Jahangir is confident that this will be a temporary situation and that renewable forms of energy will play a key role in the nation’s future energy solution. “Currently the crude oil price has dropped so much that the cost of burning in conventional power plants has become relatively cheap and this makes it more challenging to justify the slightly more expensive forms of power that come out of renewable sources,” he says. “At $100 plus per barrel for the price of crude oil, alternative products like wind or hydro have more of an attraction; however with prices at a third of what they were previously it is more of a struggle to sell the idea of renewable energy to the state’s energy regulator. I think that this is a temporary phase and that the industry understands that the crude oil price is not going to stay at its current level. The future is in renewable energy and within Pakistan there is a limited area in which I feel that the renewable sector can do well. Solar energy has the best potential followed by hydropower which too has very good prospects.” By working with the Pakistani government to help address the nation’s energy needs, Engro PowerGen Qadirpur Limited has further strengthened its reputation as a trusted and ethical market player. The wider Engro Corporation celebrated 50 years of operations

Engro PowerGen

during 2015 and, therefore, lends a strong base of engineering excellence to Engro PowerGen, which the company leverages to provide technically advanced and effective power generation solutions. As it continues to grow, Engro PowerGen will continue to work to address Pakistan’s energy deficit and to expand into new regions globally. “We work within a regulatory framework and as such only sell to one client, which is the Pakistani government. The government has designed the country’s power projects internally so that they provide an attractive rate of return. This is typically a 15 per cent product based return, which is a very attractive rate,” Jahangir concludes. “Our parent company has a legacy within the industry of 50 years, which is not necessarily in the power generation business but within the running of large complexes such as fertilizer and petrochemical plants. This means that the company is built on a very significant engineering background. The Engro Corporation has identified three verticals that it would like to develop, primarily the first of these is energy; while the second is the food business, which deals with almost 180 million people in Pakistan and hence is a very critical sector to address; and the final area is agricultural based chemicals. We are looking at the potential of adding a further 100 MW of capacity at our existing power plant, as well as new opportunities domestically and globally to provide a comprehensive power solution.”

Currently the crude oil price has dropped so much that the cost of burning in conventional power plants has become relatively cheap and this makes it more challenging to justify the slightly more expensive forms of power that come out of renewable sources Pakistan State Oil For 39 years, PSO, Pakistan’s leading public sector company, has been fulfilling the fuel needs of the country in a timely & responsible manner. PSO is engaged in the marketing and distribution of POL products including gasoline, diesel, furnace oil, jet fuel, CNG, LPG and lubricants. PSO has the most widespread retail network with over 3500 retail outlets & is the major fuel supplier to the aviation, railways, marine and power sectors. PSO’s commitment to the energy security of Pakistan has been enhanced by diversification into liquefied natural gas (LNG) as a fuel for power generation and other sectors.

Engro PowerGen

Services Power generation



A strong Back in 2009, Martin Jones established

Victrex Victrex, an innovative world leader in high performance polymer solutions, has a proven track record in the oil and gas sector spanning more than 35 years. Cutting-edge, VICTREX PAEK polymer solutions are designed to survive and thrive in the most extreme environments. Magma Global Limited, a leading innovator in thermoplastic composite pipe manufacture, has selected Victrex as its partner and material supplier in the development of its m-pipe subsea pipe technology - sharing the vision of delivering the world’s most reliable risers, jumpers and intervention lines for subsea exploration and production. By working together, Victrex and Magma are shaping future performance.



Magma Global to provide highly reliable subsea pipes to the international offshore oil and gas market. When Energy, Oil & Gas last spoke with the company back in March 2015, Technical Director Steve Hatton reported on Magma’s growing success in the light well intervention (LWI) market with the innovative m-pipe. Made from a composite of carbon fibre and PEEK polymer materials, the m-pipe displays superior performance qualities thanks to its lightweight and high strength resulting in unrivalled resistance to fatigue, chemical degradation and temperatures up to 140ºC. A year on we speak to Steve again to see how business throughout 2015 continued and what the company is looking to achieve in the new year. “The last year has been interesting for us,” he begins. “We have continued our focus on the LWI side of the business as we have always believed this is a good area to target during a downturn. We are finding that people are still putting these wells to use, stimulating them and increasing their productivity, so this fits well with our business strategy and with our current production capability.” Keen to enhance its offering to the LWI market Magma has also dedicated much of its time over the last year into developing its new m-IDP handling package alongside back deck equipment supplier MDL. “When we first started looking at handling equipment we were under the assumption that we would use existing equipment in the market, but it became clear very quickly that this wasn’t going to be cost effective in terms of equipment cost, time spent on operation, and deck space,” continues Steve. “We started speaking with

customers to understand what they wanted and we have subsequently developed a dedicated handling package that puts speed, ease and efficiency of use at the forefront of its proposal.” Designed in co-operation with MDL and Magma’s customer-base the m-IDP is a welloptimised piece of kit, built specifically to handle up to 3000 metres of 15ksi m-pipe in the Gulf of Mexico market where high flow rate and high pressures stimulation operations demand high performance. “In developing the package we were keen to meet our customer requests of a small footprint, low weight, easily-mobilised system and we believe we have done this with a product that can be installed on smaller vessels and deployed over the side, through the moonpool or even over the stern of a ship,” adds Steve. Developing this LWI market is the first stage of Magma’s three-part business strategy, which will see the company hopefully penetrating the larger riser market over the coming years. The second area of focus, and which is already creating some positive opportunities for Magma is in the jumper market. “These are nice products because every field needs them – sometimes over a hundred - and currently they have some installation and reliability issues,” says Steve. “Whilst the LWI applications are proving our product’s robustness and ease of use – being lifted in and out of the water all the time – the jumper applications are showing their ability to operate reliably in subsea conditions for longer periods of time. We hope that going forward these will form the building blocks of confidence to tackle the bigger riser market where we are capable of producing deep-water six to eight inch diameter piping systems to bring hydrocarbons back from the seabed and to inject fluids back down to the well.” Steve goes on to note that there is strong interest in the market for Magma’s m-pipe systems being developed into riser applications but highlights the challenge of demonstrating not only the performance of its products, which it is able to do with its LWI and jumper experience, but also its cost effectiveness. To address this the company is implementing an on-going qualification system to demonstrate cost advantages as well as its ability to meet DNV-code requirements. “We have obviously done a lot of internal work to assess this but what was really key for us was getting a third party involved to do an independent review,” he explains. “Last year we employed Calash to go through a field development scenario and


look at the price of a Magma system verses a conventional system. “It is very difficult to be definitive because every field development is different and if depends on where, how and by whom the system is being deployed. However the conclusion of the report suggested that there are significant installation cost savings when using Magma products that offset the higher cost of the pipe when used in connection with the appropriate installation systems. For example, the lower weight and smaller footprint of Magma solutions means that smaller vessels can be used and work can be carried out quicker and hence cheaper.” Whilst it is still finding good opportunities with the currently depressed offshore industry, Magma is looking at the end of 2016 before some of the delayed projects come back onto the market. However, despite the challenges Steve is confident about the future and the company’s focus over the next year very much reflects this. “The next few months will be about

Magma Global

generating revenue from LWI lines and selling sub-sea jumpers to both new and existing field developments where we see there is quite a bit of business,” he concludes. “By the end of the year our third production line should be fully operational as well, which uses all the same technology and equipment that we already have on the other lines, but will allow us to increase our current volumes but also set us up for the riser market which is where we have our sights set in the future.”

Magma Global Ltd

Services Manufacture composite pipes for the offshore industry



The firstchoice Evoqua Water Technologies

BRAY CONTROLS At Bray Controls, our business is helping our customers with their flow control requirements. Through years of field application experience, research and development Bray have designed products that meet the stringent requirements of today’s flow control industry. We are an innovative company, we love good ideas and we know our customers’ success is essential to our success. This has been the direct result of our fully integrated range of valve, actuator and control products. With our global presence in more than 40 countries and our continuous acquisitions to extend our product range our goal is to establish Bray as ‘Your Global Flow Control Partner’.



was established in January 2014, following the sale of Siemens Water Technologies. Evoqua has a rich history within the water treatment market, with for example its Wallace & Tiernan® brand being synonymous with disinfection for over 100 years, whilst the name Electrocatalytic has been accepted in the power, oil and gas, and marine markets for over 50 years. Today the company is a truly global operation with 170 locations across the world that employ more than 3000 people, with more than 200,000 installations across the world, serving the water needs of hundreds of millions of people and tens of thousands of businesses. “Evoqua is a global organisation that is focused on the requirements of customers across a range of industries and applications,” explains Vice President Electrocatalytic, Ian Stentiford. “Evoqua’s Electrocatalytic product range specialises in the use of seawater for in-situ sodium hypochlorite generation for disinfection and fouling reduction, and on corrosion control using cathodic protection systems. We understand the environment in which our equipment has to work, our engineering expertise means that we appreciate the specific challenges our customers face and we work within our customers’ specifications to meet their standards. Evoqua Water Technologies can also boast of a global service network of factory trained and certified engineers that can offer support 24/7/ 365 days a year for any technical queries.”

Evoqua supplies the global oil and gas industry with its industry standard Chloropac® system. The Chloropac hypochlorite generation system provides an environmentally safe method of preventing biological fouling using technically superior equipment for energy efficient, long-term plant operation. Evoqua serves clients in markets throughout the North Sea to Africa, Brazil, Middle East, Far East and Australia. “We have thousands of systems installed worldwide, and have supplied a Chloropac system to 75 per cent of the industry’s top rig operators,” Ian observes. “The system has also been widely used in the marine industry for biofouling prevention, and we are extending this expertise to our SeaCURE™ Ballast Water Management System for impending IMO and USCG regulations. The Chloropac system is designed to prevent marine growth in seawater piping, heat exchangers, sea chests and coolers. For uninterrupted operation, the Chloropac® system’s low-level continuous hypochlorination capability has been shown to be more effective than other types of marine growth prevention systems, and further, the Chloropac system may also be used for shock dosing.” Evoqua’s Electrocatalytic product range has been developed in-house and is capable of supplying seawater electrochlorination and cathodic protection systems for a variety of applications. The Chloropac® system treats water systems to prevent bio-fouling by injecting a sodium hypochlorite seawater solution in to the main water flow. This provides a disinfecting environment in which organic growth is inhibited and where organisms continue with the water flow until outfall from the system. By producing hypochlorite in-situ from natural seawater there is no environmental impact from dosing foreign substances or chemicals. The current climate within the oil and gas market, brought about by the depressed price of oil, has encouraged operators to seek the most economic solutions in every aspect of the day-to-day running of projects. This has led to the development of a standardised version of the Chloropac® system, to help clients address cost challenges without comprising safety, reliability or quality. “Our future standard products will be designed to not only boast significant footprint and weight reductions, but will also be economically superior to any other solution either temporary or permanent. A standardised package removes any concern associated with field life because it may be relocated from


platform to platform as demand dictates. This also allows for the attractive propositions of consistent operation and spare parts pooling. “Another of the Electrocatalyic product family is our CAPAC® system, which automatically and permanently prevents galvanic corrosion by impressing a cathodic protection voltage on the submerged surfaces of sea-going vessels and on fixed or mobile off-shore structures. “More recently Evoqua has also developed the SeaCURE™ ballast water management system specifically for the impending invasive species IMO and USCG regulations,” Ian elaborates. “At the heart of each of these systems is our proprietary concentric tubular electrode (CTE) cell. The cell uses seawater and an electrical current to generate sodium hypochlorite. The CTE cell has a number of benefits, most notably the low maintenance and simple operation it provides. The cell does not require an acid wash or other external cleaning methods, and can realise a 20 per cent whole life cost reduction, and further savings on associated labour costs.


There is also no requirement to shut down the system to provide cleaning, meaning the user has the full output available.” Ian concludes: “As an organisation our vision is to be the ‘first choice for water solutions’. We will achieve this by remaining honest to our core values of Integrity, Customer and Performance. We have aligned our organisation to be able to focus on our specific markets and their required solutions so our vision is to be using this model to drive the best solutions for our customers. This will enable Evoqua to continue to provide the best market solutions throughout 2016 and beyond.”

Evoqua/ Electrocatalytic

Services Water treatment



step The next

With roots reaching

as far back as the 1890s when the business operated as a Scottish brass and copperworks, the Forsyths Group has a rich history encompassing over 125 years of industry experience in the provision of steelwork, piping, pressure vessels skid units and tanks. The company’s founder, Alexander Forsyth worked as an apprentice and later as a tradesman and foreman at the Rothesbased copperworks, until finally buying the business from its owner Robert Willison in 1933. With the retirement of Robert Willison and the subsequent purchase of the company, the business was renamed A. Forsyth and Son. Today the family venture is in its fourth generation and boasts a broad portfolio of experience in the Scotch whisky, paper, oil and gas and the pharmaceutical industries. Up until the 1980s the majority of the company’s revenue was generated through the production of copper pot stills and condensers for the Scotch whisky industry. A slow-down in whisky production during this time was the catalyst for the Forsyths Group to develop its experience in carbon and stainless steels for entry into the busy paper industry. As the business continued to evolve it began to expand its presence within the oil and gas and pharmaceutical industries. At the same time the company broadened its experience in the use of exotic metals such as titanium and super duplex. “We have now had 20 successful years in the oil and gas industry and continued to build up the business during that period.

100 ENERGY,oil&gas

Over the years we have purchased premises in Buckie and have developed two fabrication and assembly shops on the harbour side,” explains Chairman, Richard Forsyth Snr. “Like the rest of the industry we are suffering with the drop in the oil and gas business, however we have still taken the plunge and bought some premises and opened a new branch in Aberdeen that is now up and running as of January 2016.” “We are not necessarily opening in Aberdeen because the oil and gas business is currently growing, but rather because we a looking for a slightly different ‘slice of the pie’,” adds Managing Director Richard Forsyth Jnr. “Most of the work that we undertake in Rothes is related to newbuilds, with Turnkey Skid Units and Modular Assemblies. Due to the downturn in the oil and gas market, the oil business is very much focused on the maintenance sector because most CAPEX projects have been either shelved or cancelled. The decision behind having a base in Aberdeen is to be closer to the industry’s maintenance work contracts.” Its commitment to diversity and reinvestment has allowed the Forsyths Group to remain highly successful across all of its industry sectors, despite challenging market conditions. Although the technologies used and industries served may have changed over the years, the grassroots traditions of the business have remained the same to ensure continuously high standards of quality. While the current depression in the cost of oil has inevitably had a negative impact on the number of new projects going ahead in the oil


and gas sector, Forsyths has completed several major projects within the market throughout 2014 and 2015. These include the fabrication of structural steelwork, piping and assembly of large skid units including insulation, electrical and instrumentation systems for the Shetland Laggan Tormore gas plant and a sizable project to provide equipment for Siemens Norway to be fitted to a FPSO in Singapore. Presently around 50 per cent of the business remains dedicated to the production of distillation vessels for the whisky industry, which currently has a strong market with several industry investments and significant demand from Taiwan, Thailand and Russia. In recent months the traditional expertise of the Forsyths Group in the manufacture of distillery vessels has provided added security for the company in the face of the current low oil price. “With the core copper skills required to make the copper stills, it is not really possible to transfer the workforce over from oil and gas

Forsyths Group

currently designing and building distilleries on a worldwide basis including clients in the Far East, the Americas and smaller facilities in Europe, meaning that we are truly a global operator in the supply of distillation equipment.” Throughout 2016 and beyond, Forsyths will continue to develop its presence in the energy market, while maintaining its market within its historic distillery business. The company was recognised by several industry awards throughout 2015, including the Moray Chamber of Commerce Export Award and entry into The Sunday Times HSBC International Track 200. “Because we are so diverse and flexible, we have been able to keep up our turnover and profitability,” concludes Richard Jnr. “We are talking to the nuclear industry, which potentially has billions to spend over the next five to ten years and have recently been awarded ‘Fit for Nuclear’ accreditation. We are certainly looking forward to seeing this side of the business grow over the coming years.”

Its commitment to diversity and reinvestment has allowed the Forsyths Group to remain highly successful across all of its industry sectors, despite challenging market conditions

Forsyths Group

Services Steelwork, piping, pressure vessels skid units and tanks

projects to the copper side of the business,” Richard Jnr. says. “However within the whisky distilling process there is a lot of piping and equipment that is made using stainless steel, so luckily we have been able to transfer as much of that business over to our oil and gas sheds as possible, which has helped to keep the business and our staff going.” “The whisky market is the busiest that it has ever been in my 48 years in the industry,” reveals Richard Snr. “Not only is the Scotch whisky industry still growing, but Irish whisky has gone ‘through the roof’ in recent years. We are ENERGY,oil&gas 101

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market Uniting the

Founded in 2015, IHC IQIP is

Topec / Fischon Topec BV specialises in supplying large-scale energy solutions worldwide. Its integrated systems to generate, control and distribute (electrical) power are intended for the Electrical Power Generation market and oil and gas industry. For both essential and emergency power supplies. The generator sets, ranging from 100 to 5000 kW, mobile or stationary, mounted on a frame or in a container, are tailor-made and meet the applicable standards. Fischcon BV is a manufacturer and supplier of high-capacity dieseldriven fire pumps, generator sets and hydraulic power packs for the international maritime sector and the oil and gas industry (onshore/offshore). Topec and Fischcon are part of the Pon Group, one of the largest family businesses in the Netherlands with over 13,000 employees in 32 countries.

a globally operating market-leader of Dutch origin that supplies innovative equipment and smart solutions for foundation, installation and decommissioning within the oil and gas, offshore wind and coastal and civil markets. The business was formed through the amalgamation of four well-known Royal IHC subsidiaries, comprised of IHC Hydrohammer, IHC FUNDEX Equipment, IHC Handling Systems and IHC Sea Steel. Through these combined divisions, IHC IQIP is able to draw on more than 200 years of industry experience and expertise to meet the demands of its broad customer base, including oil and gas corporations, installation contractors, engineering agencies and government authorities. IHC IQIP was formed with the intention to create one strong organisation within IHC, focused on project rentals and services for foundation, installation and decommissioning. As one organisation IHC IQIP provides a single point of contact and one contract, limiting the number of suppliers and interfaces and reducing the risks for clients in these disciplines. While IHC IQIP is presently a relatively young business, it draws on significant industry knowhow and is quickly moving to further establish its presence within the offshore environment. “We deliver to projects and our clients directly by supplying them with rental equipment and services for specific niches, which is typically


different from how the rest of IHC operates. Traditionally IHC was focused on shipbuilding, particularly in areas such as dredging and oil and gas vessels. The decision to buy a vessel is often made by higher management of our clients,” elaborates Executive Director at IHC IQIP, Jan Albert-Westerbeek. “The decision to work with IHC IQIP is different and often made by project teams. Combining the four units into one was designed to make sure that our business centred on project orientation, rentals and services for foundation, installation and decommissioning, so that it can flourish as a separate entity. Within the group we are presently in a transition phase, in which following the establishment of this company and at the end of this year we will further merge and move to one location altogether in an offshore base that we are setting up at the moment.” Throughout its operations, IHC IQIP divides its services into three main markets, focusing on the offshore wind; offshore oil and gas; and coastal and civil industry sectors. Within these areas, the company works closely with a wide variety of clients ranging from installation contractors, engineering agencies, oil and utility companies to governments. Many IHC IQIP customers are market-leading industry players operating globally, while others are in the earlier stages of growth or operate within niche or local markets. Whatever the size of the business, IHC IQIP is on hand to provide the required solution, no matter how large – or small. Within the offshore wind sector, IHC IQIP expects that sizeable wind farms will be created over the coming decades. Through its component companies, IHC IQIP has been involved in this market since its early stages and today represents a market-leader for pile driving, noise mitigation and pile handling and guiding for the installation of monopiles, jackets and tripods for complete wind farms and substations. With its large hammers, sleeves and handling equipment, the company is able to install the biggest monopiles on the market and its Noise Mitigation System (NMS) is unique in that it is the only proven technology for mitigating noise during foundation installation. Further to the installation of turbine foundations, IHC IQIP equipment is also perfectly suited to the installation and maintenance of the turbines themselves. “If you look at offshore wind market, 15 years ago coastal and civil contractors moved offshore and this development began to form a new industry. ENERGY,oil&gas 103



Today the offshore wind market has grown and matured and now players from the offshore oil and gas sector are beginning to enter into the wind market, under construction is Nordsee One and in the German sector we have also just concluded a rentals project with GeoSea for the Gode wind farm. Another project in which we are involved is the Gemini project in the Netherlands.” Within the offshore oil and gas sector, IHC IQIP has a long history and a strong connection with the installation of floating and fixed structures, subsea development, and deepwater pipe laying. Over the years operators within the oil and gas industry have increasingly moved from shallow to deeper and even ultra-deep waters, requiring the development of unique and innovative solutions. IHC IQIP supports its clients during this transition by designing and producing equipment capable of withstanding deepwater conditions. Likewise IHC IQIP has a long-standing reputation for its operations within the global coastal and civil sector, which currently

represents a huge and dynamic market. The company has a unique position as a supplier of piling and drilling equipment for working under the most severe circumstances and its equipment is often used for foundation building activities at container terminals, bridges, viaducts, jetties and mooring posts. Recently, interest has increased with regard to the hammer rock breaker combination for the dredging industry. The technologies employed by IHC IQIP include its range of hydraulic piling hammers, which are deployed for driving piles in various types of offshore projects. The IHC IQIP Hydrohammer’s unique design makes it suitable for all types of piling and foundation work and design incorporates several advantages that allow it overcome the challenge faced by clients in the offshore market. Developments such as this

104 ENERGY,oil&gas

enables the company to offer increased reliability, greater flexibility and increased efficiency, as well as improved safety. As IHC IQIP continues to solidify its position and serve clients throughout the offshore industry, it will follow the trends of the market and actively seek new opportunities around the world. “We will continue to focus our services on our existing main three markets and strengthen the cross selling in these areas. However it is a challenging market at present and conditions are difficult, as everybody knows,” Jan Albert concludes. “On the other hand there are areas that are still developing and we want to be where the action is. As well as continuing to support our existing clients, we will move further into Asia where there is ongoing development in offshore wind as well as activity in the oil and gas sector. We know that Mexico will continue to be active so we will focus on that region too. Wherever we are active, we will enhance our local services so that the client can also find the right solution close by.”


Services Innovative equipment and intelligent offshore solutions



Connectivity, communication and technology solutions for the

energy industry

Vysiion, with a heritage stretching back

The main strengths of Vysiion have always been in its flexibility and agility. We are completely vender-agnostic, which means that that we are able to source and supply the best solution for the job at hand

to the early 1970s, has a long and proven track record in the supply of managed technology solutions across a number of distinct markets, with the Energy sector being key amongst them. Previously operating as RFL Communications PLC (RFL), the company has developed as a reliable turnkey systems integrator able to provide full design and installation services, in addition to a 24/7 service and support facility. Over time RFL quickly established itself as an internationally recognised company, offering clients full service packages covering everything from network upgrades to new offshore wind installation. Its customer base included the supply of systems for UK national and overseas national electricity grids within Jordan, Qatar, Azerbaijan, St Lucia, Abu Dhabi and Kenya, with further recent experience in the UK’s offshore wind farms. Vysiion’s expertise has been further developed following the integration of ITS, a provider of ‘best in class’ computing and IT solutions, and JAD, whose focus was on providing IT services to the commercial and public sector markets. 2015 was a year of change for all three businesses. Vysiion was created following RFL’s acquisition of both JAD and ITS with support from the Business Growth Fund (BGF) in the form of a £4 million equity investment. Vysiion has now become a full service integrator with a unique ability to support all aspects of systems integration, from hybrid,

cloud and fixed hosting and enterprise solutions right through to full connectivity and communication options. The business today continues to provide turnkey integrated systems for the public and private sector as well as a full service of communication systems within the utilities market. With comprehensive accreditation and associated track record the reputation of Vysiion’s fibre team, for instance, is second to none. Bruce Brain, Vysiion’s Executive Chairman sums up the past 12 months: “This investment helped us to bring together these three companies to create one of the leading tier two companies supplying cloud-based managed services for computing and communications systems. The BGF’s funding was a key part of this. They have invested in other companies in our space, know our channel partners and trusted in the vision we have for the business.” The company has also further built on the previous experience of RFL in the renewables market and today works with substations for offshore wind farms, where it provides everything from fibre laying and splicing through to the implementation of transmission equipment, multiplexers and full communications links. Within this market operationally Vysiion broadly divides its specialist services into two areas, comprised of utility campus projects and renewable operations. These areas each represent around 40 per cent of the company’s overall ENERGY,oil&gas 105

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business. “The main strengths of Vysiion have always been in its flexibility and agility. We are completely vender-agnostic, which means that that we are able to source and supply the best solution for the job at hand. We also have partners that we work with so we are essentially able to work completely across the board to give the customer the best solution to match their requirements. We work to be responsive, very customer focused, cost effective and ensure on-time deliveries,” elaborates Infrastructure Sales Manager, Michael Grimshaw. Although the oil and gas markets are currently in the midst of a significant slowdown brought about by the depressed price of oil, the offshore wind market is presently experiencing a period of buoyancy. Vysiion is well placed to help support in this arena following significant 2015 activity to support Gwynt y Môr and the London Array, representing the world’s second and first largest wind farms respectively. The Vysiion team is currently working to deliver solutions to the Dudgeon project with Siemens and is also engaged on the Galloper wind farm with Alstom. The company also continues to work on the German Wikinger wind farm with Vodafone and anticipates that several other wind farm projects will be implemented in near future. Within the field of wind farm operations, Vysiion is able to deliver a comprehensive package of telecommunications and securitybased solutions. “With the Dudgeon wind farm for example, our scope with Siemens is to design the network, to provide the supervisory control and data acquisition (SCADA) network and all of the routing and switching for the SCADA devices. We also supply and install all of the CCTV and telephony equipment on the offshore platforms and onshore substations,” Michael reveals. “We provide communications to site offices, telephony services out on the platforms as well as the necessary telephone exchanges. Finally we are also working on some security and perimeter detection systems for them. On a typical wind farm project the main required elements are SCADA networks, CCTV and telephony installation.” While Vysiion is a fully vender-agnostic, it nevertheless nurtures long-lasting and close relationships with both its clients and its partners to ensure the on-time delivery of the best and most suitable communication systems. The company holds enhanced partner status with well-known brands such as Dell, Microsoft


and VMWare, which allow it full access to the vendors’ range of products. Other partners in the field include Keymile, Alcatel, Siemens, ShoreTel and Hernis. During 2016 and beyond Vysiion will remain focused on supporting the delivery of services to the growing offshore wind sector as well as on maintenance works for fibre networks on the National Grid. Additionally the enhanced capabilities of the company’s product-service offering provides customers with the opportunity


to discuss and review other IT managed solution cost efficiencies. Within the Energy sector Vysiion will seek to capitalise on the buoyancy of the offshore and utilities market, while leveraging its proven experience to secure further contracts with its existing and newly acquainted clients. As Michael acknowledges: “The delivery of wind farm projects will definitely be a great opportunity for the next three to five years because some of these projects are not due to commence until 2018 at the earliest. Certainly in the next three to five years there will be more offshore wind work, however many future projects will be at the whim of the Government because wind farm projects need to be subsidised and that element of the market will need to be fortified by Government investment.” Vysiion is definitely working in a number of interesting arenas and as Michael concludes. “With our substation, communications and utilities capability we maintain a lot of diversification in the business. Since we have become larger this has extended further because we have a business that looks after public and private sector ICT, colocation and data centre support, which adds additional support to our respective markets – so we can provide quite a complete package.”

KEYMILE is a global supplier of telecommunications solutions with design and manufacturing facilities in Germany and Switzerland. The systems developed and produced by KEYMILE are used for reliable and deterministic data transmission in mission-critical telecommunications networks used by energy suppliers, oil and gas utilities, railway companies, and state organisations. With the evolution of telecommunications networks towards packet based technologies, but having to rely on older technologies today, KEYMILE products are able to offer simultaneous availability of IP/Ethernet and TDM technology to guarantee the perfect evolution to packet-based data transmission while ensuring time critical communications are maintained. With IP connectivity becoming ubiquitous it is important to ensure networks are secure and to protect transmission of data. To meet this demand KEYMILE offers high-tech security and encryption technology available in the XMC20 product range. KEYMILE also supports its customers with a range of solution-driven services and has subsidiaries and partners worldwide with installed systems in more than 100 countries.


Services Managed technology solutions

ENERGY,oil&gas 107



Inspection Verification Bureau (IVB) officially came into being in 2010, but its roots stretch back to as far as 1976. Previously known as Germanischer Lloyd Industrial Services UK Ltd (GLIS-UK), IVB was independently formed from key existing managerial and technical personnel in the former’s Great Yarmouth offices when GLISUK closed the site. Possessing in excess of 120 years experience in the offshore and onshore hydrocarbons industry, IVB’s core business is the provision of independent verification and independent inspection services to clients with global business interests in the industry. “It is our experience, our speed of response and our service, together with being cost effective and efficient compared to our customers that makes us strong in the market,” begins Director, Derek Lockwood who himself holds 35 years of diverse experience within the industry. “We are a young company by comparison but we operate with less bureaucratic procedures and constraints and we do not have the high overheads that many of our competitors with multiple global offices do.” The global presence of IVB is also part of its strength in the market. Whilst based in Great Yarmouth with a relatively small team of experts, a larger support network made up of specialist discipline engineers and inspectors

108 ENERGY,oil&gas

is strategically spread around the world in key locations to look after the interests of both new and existing clients. This spread currently covers everywhere from the Middle East and Africa, to the North and South American continents. With 90 per cent of its business coming from outside the UK, the organisation’s core services revolve around vendor, system verification, engineering consultancy and project management capabilities, where quality, health and safety and compliance remain the central focus to everything. In an effort to expand its footprint to areas of significant customer demand, in December 2015 IVB opened up a second office in Aberdeen. “This came as a result of clients wishing us to have a local presence in the Aberdeen area as they wanted to be able to invite our staff to go and attend meetings at short notice to discuss new projects and assignments,” explains Derek. “This gave rise to additional work and a requirement for extra personnel, hence the opening of a new office. “We will watch the efficacy of this office to determine our next move with regards to the recruitment of additional personnel to support our clients’ requirements. In terms of opening up similar offices as the business grows, we will only do so in other areas provided that it fits in with our business model, thus permitting us to


Inspection Verification Bureau Ltd (IVB)

business along the lines of facilitating ongoing projects regardless of challenging market conditions. Derek expresses that IVB’s more competitive and economical service stands it in good stead amidst the industry’s current stresses relating to low oil prices, and is confident that once the market begins to recover the company’s ability to react quickly will result in further growth. “In the longer term we see IVB growing year on year by as much as 20 to 25 per cent as we develop new markets with our clients and increase our global reach,” he says. Long-term sustainability is clearly a major driving force behind IVB and approaching business in a careful and controlled manner is central to this. By responding effectively to market demands and emerging opportunities both in terms of new markets, such as renewables, and new geographies, like Aberdeen, whilst retaining the strength that comes from its small but focused organisation, its future success looks to be assured.

It is our experience, our speed of response and our service, together with being cost effective and efficient compared to our customers that makes us strong in the market

Inspection Verification Bureau Ltd (IVB)

Services Provide inspection and verification services to the oil, gas and renewable energy sectors

continue providing the type of service that we are known for in the industry.” Amongst a host of projects around the world, IVB is currently working with Engie on an ongoing project to provide its verification services for the hook-up and commissioning phase. “We are a supplier of choice because of the experienced personnel who represent IVB as well as the accurate and timely manner in which we deliver these services,” highlights Derek, reiterating that it is this speed and flexibility, combined with its world-class expertise that allows IVB to stand out and perform in a competitive global market. It is an approach that is clearly paying off for the company as it continues to grow with a very positive outlook and a ready desire to take advantage of emerging opportunities. “Our ability to move quickly in providing an excellent service, whilst remaining cost effective and efficient will be key to us taking advantage of several opportunities around the world from our offices in Norfolk,” Derek continues. “Because of this geographical location we are well positioned to working across global time zones, which can benefit our clients and their vendors or suppliers with inspection and verification design reviews, non-financial audits and risk assessments.” With this in mind then, the future for IVB will be focused on the continued development of ENERGY,oil&gas 109

Tower Technical Bulletin

Bio-Fuel: Turning waste into energy Background Non-food biomass and advanced waste-to-energy concepts show great potential for renewable fuel for transportation but at the same time pose new challenges for bio refinery processes. Sulzer is very active in this promising new field and offers complete process solutions and skid mounted process plants. Bioethanol Process Sulzer’s distillation process is based on proven experience for first and second generation bioethanol plants and process designs for numerous applications. Comprehensive application knowhow for thermal-separation technologies has enabled Sulzer to provide plants with a guaranteed process performance. In Sulzer’s process concept, the bio - ethanol is concentrated up to 90wt% in the distillation section; with the step from 90% up to pure ethanol being achieved with pervaporation. This process substantially reduces the energy demand in the rectification stage by 30-50% from that of conventional concepts. In the mash/beer column, Sulzer typically recommends its VG AF™ trays which are especially designed for high fouling services. These trays prevent the buildup of solids on the active decks and allow for more robust operation.

A Sulzer skid-mounted distillation plant Innovative dehydration of bioethanol The dehydration step is a fully heat-integrated vapor permeation unit using zeolite membranes, manufactured by Mitsui Zosen Machinery (MZM). This typically produces a product stream of at least 99.8% purity. A recent application of this technology was the installation of the world’s largest dehydration unit using zeolite membranes. The final bioethanol product is typically blended for use in E85 fuels. “Sulzer’s fully heat integrated hybrid solution for the downstream section can offer an incomparably reduced energy demand of approximately 1 kg steam per liter of ethanol produced,” says Thomas Raiser, Senior Application Manager at Sulzer. In contrast to the classic bioethanol distillation and dehydration processes, which are based on a combination of distillation and dehydration with molecular sieves, this very innovative distillation/vapor permeation membrane process has an unrivalled energy efficiency. In cases where the distillation and dehydration units are operated at the same location, Sulzer’s heat integrated solution for the downstream section provides remarkably reduced energy requirements of approximately 1 kg steam per liter of ethanol produced. Please check for your local contact

The Sulzer Applications Group Sulzer has over 150 years of in-house operating and design experience in process applications. We understand your process and your economic drivers. Sulzer has the know-how and the technology to design internals with reliable, high performance.


Europe, Middle East and India Sulzer Chemtech Ltd. P.O. Box 65 8404 Winterthur, Switzerland Phone: +41 52 262 50 28

Asia Pacific Sulzer Chemtech Co., Ltd. 10 Benoi Sector Singapore 629845 Phone: +65 6515 5500

North and South America Sulzer Chemtech USA, Inc. 8505 E. North Belt Drive Humble, TX 77396, USA Phone: +1 281 604-4100

Legal Notice: The information contained in this publication is believed to be accurate and reliable, but is not to be construed as implying any warranty or guarantee of performance. Sulzer Chemtech waives any liability and indemnity for effects resulting from its application.


St1 Biofuels Oy

Challenging the

conventional Established in 2006

as a subsidiary of Nordic energy firm St1 Nordic Oy, St1 Biofuels Oy’s mission is to replace fossil fuels in a competitive and sustainable way through the creation of a sustainable bioethanol production concept that can be used widely. “We were set up within the St1 group because of a bio mandate that states bio components must be added to the fuel St1 sells. Since our formation we have focused on developing and producing technology and bio components from different waste and side streams; at first we did this as a joint venture between a Finnish based research centre to provide technology for the production of ethanol from food industry waste. When the research centre sold its shares to St1, we continued on this track and have since built several plants for the production of ethanol from food industry waste; we have also developed a plant for bio waste from kitchen waste,” begins Patrick Pitkanen, Head of Sales and Business Development at St1 Biofuels Oy. Today a pioneer in waste-based bioethanol production, the ISO9001:2008 certified company has five plants built in Finland, four of which are Etanolix plants and one is Bionolix; all plants produce ethanol from biowaste. These locations include Hameenlinna Bionolix, which is integrated with a biogas plant and uses municipal biowaste collected by municipality company Kiertokapula Oy, biowaste from household, retail and industries for feedstock. With a production capacity of 1 MI/a bioethanol, the location also creates electricity, heat and stillage as side products. Another location is Lahti Etanolix, which is

integrated with Oy Hartwall Ab brewery, has a production capacity of one MI/a bioethanol and uses brewery, bakery waste and process residues bread waste for feedstock; side products produced are liquid animal feed. There is also the Hamina dehydration plant, which dehydrates the hydrous ethanol that is produced in St1 Biofuel’s Etanolix and Bionolix plants as well as from third party producers; this plant has a production capacity of 88 MI/a of 99.8 per cent of bioethanol. As fossil resources become scarcer, climate concerns grow and renewable energy obligations increase, St1 Biofuels’ solution of recycling waste into bioethanol is both profitable and sustainable. Indeed, bioethanol made from waste not only reduces CO2 emissions by up to 90 per cent in comparison to fossil fuels, but also makes no direct or indirect change to farmland usage. The company currently offers Etanolix or Bionolix alternatives to customers, with Etanolix plants refining waste and residues that are rich in starch and sugar into 99.8 per cent bioethanol; this can then be used in high blend ethanol fuels or as a bio component in low blends. A Bionolix plant, meanwhile, makes it possible to produce sustainable biofuel from municipal and commercial biowaste, including out-of-date food; the ethanol produced can be used for a number of applications. However, as a forerunner in technology, the company is keen to continue growing through the development of new innovative solutions and announced the construction of the world’s first commercial facility to produce cellulosic ethanol from sawdust, which will initially ENERGY,oil&gas 111


St1 Biofuels Oy

produce 10 Mliters of the biofuel annually. This major milestone follows research and development that has resulted in a technology that enables the company to use sawdust from soft wood such as pine and spurge at a reduced production cost; it also enables cost efficient logistics and limited capital exposure. Located in Kajaani, Finland, the facility is to be co-located at a sawmill site and will use steamexplosion to open the cellulosic structures of the sawdust before using enzymatic hydrolysis to get cellulose to sugars for ethanol fermentation. “It soon became clear that the volumes of waste technology are limited; in response to this we made the strategic decision to develop the Cellunolix ethanol plant in Finland, which will use sawdust as its raw material,” explains Patrick. “This plant will generate ten million litres of bioethanol per year once it is complete; it is currently under construction and should be commissioning in 2016 and ready for operation in 2017.” The plant is owned by North European Bio Tech (NEB) a joint venture between St1 and a retail specialist associated company of SOK Corporation. Because Northern Europe has a large industrial sector based on forestry, the development of this new plant opens up opportunities for the commercial production of cellulosic ethanol based on softwood. Furthermore, the biorefinery supports the climate and energy strategy of Finland following the implementation of a mandate to increase the share of renewable energy in transport up to 20 per cent by 2020. “Using sawdust is economical for many countries as there are big players who can deliver large quantities; because of this, we are now looking at expanding into the US,

112 ENERGY,oil&gas

Canada and also Europe where soft wood is largely harvested. Our plan is to finalise the plant and then look for the next plant, which will be bigger, in Finland, Sweden or Norway. Although there is a lot of opportunity to expand into new markets with our technology, right now we will be focused on seeing how this plant operates,” says Patrick. Indeed, with a strong reputation and several successful plants in place, the next step for St1 Biofuels is expansion into Western Europe through licensing agreements that will enable other firms to use its cutting-edge production technology. However, for now the company will continue with getting its new plant online, while also continuing with research projects that will optimise the production process. “We believe this plant has great potential for being licensed to other countries, which is why we want to ensure to product is operating well before we seek out the right customers in the future,” concludes Patrick.

It soon became clear that the volumes of waste technology are limited; in response to this we made the strategic decision to develop the Cellunolix ethanol plant in Finland, which will use sawdust as its raw material St1 Biofuels Oy

Products Waste-based advanced biofuels


E.ON Climate and Renewables (EC&R)

Fields of

green Over the last decade the need to decrease our reliance on fossil fuels and instead turn to more renewable solutions has been an evergrowing concern. New and existing companies have since risen up and taken responsibility for addressing this need, and the energy industry has seen numerous steps made towards innovation in a variety of solutions designed to harness the power of wind, sunlight, waves and biomass amongst many others. E.ON, one of the world’s largest energy providers, is undoubtedly playing a key role in this evolution. In 2007, its renewables arm, E.ON Climate and Renewables (EC&R) was set up and over the years that followed has grown to an investment level that surpassed ten billion euros early in 2016. With its major focus concentrated on both on and offshore wind generation, plus photovoltaic solar generation, the company now operates a diversified portfolio of 4.5GW across Europe and the US. In 2014 this amounted to a total electricity production of 12.3TWh. Such focused activity means that E.ON is now the second largest offshore wind operator in the world and the 12th largest onshore provider in a highly competitive market. Such leadership not only establishes EC&R as a pioneer in the global transition to green energy, but also serves to demonstrate the significant impact the technology can have. Over its nine-year operational period, for instance, its entire green generation portfolio has displaced over 60 million metric tonnes of carbon – the equivalent to Berlin’s emissions for six years. Ever keen to continue developing and

expanding its portfolio, EC&R remains busy delivering key projects. In terms of offshore in Europe, it became the first company to complete two separate projects in the same year in 2015. Due for completion in the summer, but completed two months ahead of schedule in May, the Humber Gateway wind farm, which sits eight kilometres off the coast of Holderness, has a total installed capacity of 219MW from 73 turbines, the first of which came online in February 2014. “There was a little bit of luck involved in being able to finish this in such good time as offshore construction is very weather dependent and it was very favourable for us,” says Corporate Communications Officer, Markus Nitschke. “However, more importantly, we have developed a very strong set of key competencies in building offshore. We do not hand the project operation to a main contractor for a turnkey solution, instead we co-ordinate all the different activities in-house and this transpired into a very successful delivery for the Humber Gateway project.” The second project to be completed in that year was the Amrumbank West wind farm 100km off the coast of Germany in the North Sea, EC&R’s first commercial programme in the country as a sole operator. “Being that much further out to sea and in waters around 30 metres deep, this was much more of a logistical challenge compared to some of the UK projects that tend to be closer to the shore,” continues Markus. “We have a base on the nearby island of Helgoland where we now have the service station for the farm, and this served as the co-ordination centre throughout its development.” ENERGY,oil&gas 113

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E.ON Climate and Renewables (EC&R)

Successful growth continues and in May of the same year E.ON confirmed the 1.9 billion euro investment into a new 400MW wind farm 13km off the coast of Sussex, the first to be located in the English Channel

When completed in October 2015, Amrumbank West, which consists of 80 150-metre high turbines, had an operational capacity of 288MW, enough to power 300,000 households. However, following an innovative software upgrade early in 2016 this has now been increased to 302MW. The project as a whole required an investment of one billion euros of capital expenditure, but combined with the Humber Gate programme meant that in 2015 EC&R developed enough capacity to power a total of 470,000 households and save 1.3 million tonnes of CO2 a year. Successful growth continues and in May of the same year E.ON confirmed the 1.9 billion euro investment into a new 400MW wind farm 13km off the coast of Sussex, the first to be located in the English Channel. Due to be completed in early 2018 the Rampion project will generate 1300GWh of electricity every year supplying up to 300,000 homes across Europe courtesy of 116 turbines. Illustrating the company’s open approach to partnerships, Green Investment Bank plc (GIB), the first green-focused investment bank of its kind in the world, and Canadian energy company, Endridge, have joined forces to help develop the Rampion wind farm, with E.ON retaining a controlling share of 50.1 per cent. Across the pond in the US, E.ON continues to establish its onshore and solar portfolio. In November of 2015 its Maricopa West utilityscale solar farm in California entered full operation. Completed ahead of schedule and under a budget of 50 million euros, the site consists of 89,000 panels, with a 28MW capacity and runs alongside a state-of-the-art tracking system ensuring the panels are always orientated

to the sun. In terms of wind power, Markus informs of a 200MW onshore programme currently in development in Northern Texas named Colbeck’s Corner. It is clear that whilst E.ON as a group readily occupies a space at the forefront of renewable power generation it is not ready to rest on its laurels and maintaining growth and development is key to the company’s strategy as it moves forward. At the beginning of the year it split its conventional coal and gas power generation portfolio into a separate company called Uniper and as such now focuses on three core pillars: customer solutions, energy networks and renewables. With this strategic move in motion Markus highlights that it is now the company’s focus to bring everything together improving the way it operates and making the most of new opportunities. “This is a cultural thing as much as it is an organisational thing,” he says. “We have to change our way of thinking, particularly when it comes to technical innovation and there are a number of internal and external investment initiatives in place to help foster this by supporting and developing innovative tech start ups from the field of energy around the world.” E.ON and its renewables division is playing a central role in the development of the world’s clean energy reliance and searching for new opportunities to establish key investment partnerships, develop new sites and support new innovations is a big part of achieving this. Continuing to do so not only defines its own future but also the industry’s as a whole, and in this respect the coming years look to be very positive indeed.

AGGREKO Wind farms have their own unique challenges. We at Aggreko recognise the importance of each stage. Aggreko has been working closely with the wind farm industry since its inception, offering support to both onshore and offshore wind farms. With over 50 years’ experience and an in-depth understanding of the power and temperature control need of wind farms, you can rely on us to be your partner throughout your wind farm life cycle. Thanks to innovative strategies and a worldwide knowledge of how to adapt solutions to a particular situation, we didn’t only achieve significant cost savings; we also improved the safety and efficiency in any industry. Due to a worldwide network of locations and a true 24/7 service, you can rely on us, even in case of an emergency.

E.ON Climate and Renewables (EC&R)

Services E.ON’s industrial-scale renewables arm

ENERGY,oil&gas 115

116 ENERGY,oil&gas


DeepOcean Group



Since its incorporation

Aquatic Aquatic is the leading independent operator of modular equipment for the global oil and gas, telecommunications and energy industries. It is a global partner for complete lay solutions, delivering assured, optimised project outcomes through the consistent provision of the best people, equipment, reach and approach.

during May 2011, DeepOcean Group has established a proven reputation as an integrated provider of safe, high quality and innovative services and technologies for the subsea industry. The group was formed through the merger of the inspection, maintenance and repair (IMR) and decommissioning services of DeepOcean, the seabed intervention company CTC Marine Projects and the towing and supply services of Trico Supply. The combined efforts of these three divisions established DeepOcean Group as a leading provider of driverless subsea construction services and operations. Operating as a single company under the name DeepOcean, the company today offers solutions through five main service streams, comprised of survey and seabed-mapping, subsea installation, seabed intervention, inspection, maintenance and repair (IMR), and decommissioning. Its strong service portfolio, coupled with a fully owned and maintained fleet of specialist equipment and multi-purpose support spreads, enables DeepOcean to bundle its subsea services to deliver cost-effective, tailored solutions to meet individual client needs. “Our strength is essentially derived from the company’s versatility and expertise, which has been built up over the last two to three

decades of working in the oil and gas industry,” reveals Senior Business Development Manager, Andy Readyhough. “Certainly from a project engineering perspective, we believe that we have very high calibre and experienced personnel that we can progress the front-end engineering to produce a successful execution.” DeepOcean’s competitive strength is further enhanced by its ability to provide a suitable spread for solving its clients’ subsea challenges. The company utilises both owned and chartered DP2 class vessels as platforms for mobilising the right equipment to fit every work scope. This fleet of equipment is supported by DeepOcean marine base facilities within the UK, Norway and the Netherlands, in addition to mobilisation capacities in Brazil, Mexico and Singapore. The combination of the company’s fleet equipment, global presence and highly experienced and expert staff and crew, allows DeepOcean to provide its clients with a complete solutions package. Further to the company’s experience within the oil and gas sector, its comprehensive scope of marine experience and offshore equipment has allowed DeepOcean to build a strong and proven track record within the renewables industry. The company has established a solid fleet of installation and trenching spreads so that it able to provide a turnkey power cable service. ENERGY,oil&gas 117

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In addition to world-class subsea equipment, DeepOcean provides premier services in engineering and design, route optimisation, geotechnical support, project management and feasibility studies. This impressive in-house capability has helped to established DeepOcean as a true market-leader within the offshore and subsea sectors. In the face of the falling price of oil and its resulting impact on activity within the global oil and gas market, DeepOcean’s ability to recognise emerging trends and adapt into new markets has proven to be a key strategy. “During 2014 the oil price was still relatively high, so there was a lot of enthusiasm in the oil and gas sector. At that time a lot of our business was still in place supporting the offshore oil and gas and subsea industry. Since then there has been a dramatic decline in the oil and gas price and operators have been significantly cutting back in their CAPEX, which has had a major impact in the support industry in the oil and gas sector,” Andy explains. “This has in turn affected DeepOcean and our revenue streams from the oil and gas sector have been impacted accordingly. However, we have been fortunate in that we had already identified that the offshore renewables sector was picking up in its activities, a lot of which had good synergies with DeepOcean.” Today DeepOcean is increasingly active within the renewable market and is currently undertaking preparations for several projects that were awarded during the latter half of 2015. During October 2015 for example, the company announced that it had won contracts with DONG Energy for its Walney wind farm extension project in the Irish Sea, as well as for cable installation and trenching work for the company’s Race Bank offshore wind farm.

DeepOcean Group

Additionally during November 2015, DeepOcean also announced the award of an installation contract with J-Power Systems Corporation for the Nemo Link interconnector between the UK and Belgium. The project will be executed over a three-year period starting in 2016 with the offshore works completing in 2018. Since the company was last featured in Energy, Oil & Gas magazine during August 2014, DeepOcean has continued its programme of investment to support its expansion into new markets and regions. Prior to this the company invested in a major refit and lengthening of its Havila Phoenix subsea vessel at the Havyard shipyard in Norway and the vessel has since executed a number of successful projects within the renewables sector. During July 2015, DeepOcean celebrated the launch of the new Damen Offshore Carrier 8500, the Maersk Connector. The vessel is due for final delivery during 2016 and will further extend the company’s capabilities in the larger cable-laying end of the market. Both vessels will play key roles in DeepOcean’s recently awarded projects. Despite the tough global trading conditions resulting the present low cost of oil, DeepOcean remains highly active through its operation within the renewables market and through its oil and gas activities in emerging markets within Asia, the Middle East and Africa. During 2016 the company will continue to closely monitor the global market and engage wherever there are opportunities to support its clients. “I think we all understand these are challenging times at present and are likely to remain so during the foreseeable future,” Andy concludes. “But we are confident and looking at how we can maintain our leading position within the industries that we are working in.”

In addition to world-class subsea equipment, DeepOcean provides premier services in engineering and design, route optimisation, geotechnical support, project management and feasibility studies. This impressive in-house capability has helped to established DeepOcean as a true market-leader within the offshore and subsea sectors

DeepOcean Group

Services Subsea services and offshore construction

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Haven Fire & Safety


up Based in the UAE

, with branches in Abu Dhabi (Musaffah) and Dubai (Al Quoz) industrial areas, Haven Fire & Safety has developed a leading reputation for the delivery of

fire protection, engineering, supply and service for clients requiring a one-stop-shop offering for their system solutions and equipment needs. Discussing the history of Haven Fire & Safety, Managing Director Gerry Boux begins: “Haven Fire & Safety was established in early 1997 with a permanent original staff of less than ten. Historically, the company’s early roots were in marine and offshore service, but rapidly developed into a fully-fledged fire system solutions organisation enjoying fairly continuous growth up to this date with facilities throughout the UAE and a permanent staff of over 100 employees.” Elaborating further on Haven Fire & Safety’s one-stop-shop solution, he continues: “The company’s early background in marine and offshore servicing ensured that in-house

facilities and capabilities were a priority from the start. Today the company has a very strong internal design and support capability, which enables us to provide the necessary overall package along with our world class principals. This covers fire detection, fire suppression, gas detection, portable fire extinguishing equipment, foam fire fighting systems, service/ maintenance as well as specialist activities such as Halon recovery/recycling and management.” Proud of its commitment to provide first class products and services by working with major players in the industry worldwide, the company also boasts unrivalled design and support capabilities. Moreover, by working in collaboration with customers and end users, Haven Fire & Safety is thus able to achieve cost-effective solutions that wholly meet the requirements of customers and their relevant Authority Having Jurisdiction. “We are careful to ensure that this end solution also takes in to account cost of ownership, ease of maintenance and reliable operation throughout its life, not just the initial ‘bottom line’.” This way of operating has enabled the company to prove itself in major safety related projects such as the retrofit of total fire and safety systems, packages for offshore drilling and accommodation facilities. Other significant projects include the design and supply of high and low expansion foam systems in the aviation and oil and gas sectors and integrated fire and gas solutions for FPSO/FSO conversions. This diversity in markets and versatility in serving a broad customer base has led to the company enjoying steady growth over the years; it has ENERGY,oil&gas 121


Haven Fire & Safety

also maintained a strong level of business despite the current difficult economic trends that are affecting the region. Although the company has continued to enjoy steady growth and demand in the market, it has used the slightly depressed economic trend to invest in the future of the business, as Gerry notes: “The company is continually investing in maintaining/updating and improving its facilities. A recent example is the procurement and installation of a proprietary cylinder agitation machine capable of handling the largest clean agent cylinders currently under production, to meet the latest requirements of UL and FM under our facility certification with those bodies. On top of this, we are always looking for talented employees to support our business, which led to us recruiting additional personnel in 2015. This has allowed us to position for further growth by improving enquiry response and handling times as well as improving the efficiency of our customer interaction. Also during 2015, we adopted a cloud based service/ maintenance system across the company which provides real time monitoring of service contract status etc. This has resulted in a significant increase of our service/maintenance efficiency and certification/project tracking activities.” Alongside these developments within the business, the company has also expanded its product range with the ACAF compressed air foam systems, which offer a new approach to foam fire fighting systems for oil and gas/offshore applications. Designed and manufactured exclusively in the US by ACAF Systems-PFS Fire Suppression Group LLC, the ACAF Systems

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Compressed Air Foam products are suitable for industrial and commercial markets such as production and manufacturing, oil & gas, military, warehousing, marine, aviation, mining, transportation and heavy equipment. Available in 20, 30, 60, 120, 250 and 500 gallon sizes, the premium ACAF product line offers choices of skid or wheeled extinguisher configurations and is available in custom sizes upon request. Unique features include a patented mixing chamber that yields consistent foam from start to finish, a corrosion resistant stainless steel tank that eliminates the cost and maintenance associated with emptying and inspecting for rust on the inside of the tank; stainless steel, corrosion resistant connectors that resist leaking; chip resistant zinc-based paint that inhibits corrosion, no mixing of metals, which avoids interaction between the metals themselves as well as the foam agent. Haven Fire & Safety LLC’s ACAF Systems Compressed Air Product is

also proven to be the more effective foam mixing / firefighting method as it utilises nitrogen gas as the primary offering. Despite the oil price leading to postponements in markets including the offshore sector, Gerry anticipates a positive future for Haven Fire & Safety LLC as it focuses on consolidating on efforts made in 2015 and finding opportunities in line with the World Expo in 2020, as Gerry concludes: “With the build up to the Dubai World Expo in 2020, we are beginning to see an increase in demand in the construction industry in general and will be focusing on 2020 related projects and infrastructure over the coming years. “Ultimately our strategic vision is to continue to consolidate and develop the company along its present path, by embracing new technologies in service/maintenance and providing cost effective, sustainable products and solutions to our clients.”

Proud of its commitment to provide first class products and services by working with major players in the industry worldwide, the company also boasts unrivalled design and support capabilities

Haven Fire & Safety LLC

Services Leading fire protection, engineering, supply and service



Withstanding the



Energy, Oil & Gas last spoke with Manuel Prohaska, Head of Oil and Energy at BHDT, in January 2015, business was looking positive. For the latter half of 2014 orders for the company’s specialist high-pressure services, including flanges, spools and valves, had been strong and it had made significant headway in establishing an expert group for the development of high-pressure ball valves for the subsea market. A year on and BHDT has felt the full force of the crashing oil price and subsequent postponement of major projects. Despite this, Manuel remains positive and is confident in continuing the company’s technical development and expanding its presence within the market. “Many of our systems are focused on the deepwater, high quality projects but these have

been amongst the first cancellations within the industry,” he begins. “Much of our business over the lifetime of this department has been focused on the floating segment, for instance FPSOs and FLNGs, however significant development activity here has fallen to zero. This makes it a very challenging market to operate in at present.” Previously, Manuel noted the successful completion of the FLNG Prelude project for Shell, BHDT’s first project supplying all of the inner piping, flanges, bolts and other associated equipment in the centre of the turret. He went on to say that a second project for Shell on the Browse FLNG programme was expected to start in 2015. Yet, as with many other major projects committed to by the company, this has now been postponed. However, work still goes on for the Austrian firm. “It is still important for us to continue investing time and money into developing our technical capabilities and improving our quality so that we are prepared to act as soon as the oil price and demand in the market picks up again,” he continues. “Over the last 11 months we have remained focused on the development of high-pressure ball valves for subsea manifolds and we will very soon be entering into the prototype testing phase, so progress here is going well. Luckily we have secured some investment ENERGY,oil&gas 123

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from the Austrian government to continue this work and we are confident that these technical solutions can be real game changers in this field.” Taking these challenging times into consideration BHDT has grasped the opportunity to look beyond its strategic core in search for niche applications within the petrochemical industry where it can also deliver its expertise. A recent order for a custom-made flange solution for a revamp in a methanol plant was worth one million euros and provided good margins for the firm, and a spate of other smaller projects will help mitigate some of the affects from the oil and gas downturn. “The point is, we are solutions providers,” highlights Manuel. “We look for the problems our customers’ face and work out how we can fabricate specialist and high quality components to solve them. This creates an opportunity to look for different niche markets and potentially compensate for some of the losses we are experiencing from FPSO projects. Competition in this segment is much higher, but over the next couple of years we will look to deepen this effort before our core market recovers.” The next step in gearing up for the market’s re-emergence is to increase the commercial activity and expand its sales network. BHDT recently employed two new sales managers to develop channels in the US and in Europe in order to start creating awareness and establishing a footing for these new developments in what is a relatively young department for the group. For much for the firm’s applications and specialities in niche markets, the BHDT name has been the go to for solutions. “As a company we have been part of these niche industries for many decades and our clients knew us so as soon as a new plant was planned anywhere in the world, we got enquiries,” explains Manuel. “This new business for new developments in the oil and gas industry is not necessarily like that so we have to make sure people know who we are and what we are doing.” One of the key strengths of BHDT is its position in the supply chain, often directly below the major EPCs, offering comprehensive and integrated packages from spools to valves, with an engineering capability that extends from pipe cutting right the way through to coating. Work over the coming year or so will be key to expanding this complete package with new developments, but making sure these can be qualified and accepted by the market is the next challenge. To overcome this, and as part of the company’s strategy to develop a robust sales network around

the world, efforts are being made to establish lines of communication with potential clients to support the development of new technologies. However, with many EPCs going through restructuring processes amidst the oil price crisis, most remain closed off from exploring new opportunities with their suppliers. “We try to encourage the EPCs to support us by giving us potential specifications for systems, which we can use to help develop our future products and therefore gain approvals and industry qualifications at our own expense, ready for when the demand returns,” Manuel expresses. “It is of course difficult at the moment because

people aren’t prepared to make the commitment and materialise any enquiries. However, as a medium sized company this is all we can do – making sure we maintain strong communication with the market and letting them know that we are still here working in the background, whilst continuing with our development programmes.” Manuel expects that the overall BHDT business will see a 30 to 35 per cent drop in total sales figures this year but his positivity and confidence in BHDT’s ongoing efforts in light of such bleak market conditions is commendable. “This is by no means critical, and we can use some of this downtime to become more lean and more efficient as well. Furthermore, the lack of new projects leads to an increased demand on maintenance and inspection services. Since we can properly cover this demand with our subsidiary BHDT Service GmbH, we can compensate the reduced overall sales in our group,” he concludes. “We are a relatively small company and are still privately owned so decision making processes are quick and flexible. In parallel to our ongoing technical development and commercial expansion this means that as soon as the market is ready we will be able to react accordingly and in this sense we look forward to returning to a successful level of growth in the longer term.”


One of the key strengths of BHDT is its position in the supply chain, often directly below the major EPCs, offering comprehensive and integrated packages from spools to valves, with an engineering capability that extends from pipe cutting right the way through to coating


Services High-pressure component specialists

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force A planetary

Since its formation

during November 1979 the Benelux division of the Brevini Group (Brevini) has established a proven track record as a world-class manufacturer of power transmission units, hydraulic systems and winches that matches the leading reputation of its parent business. The Brevini Group was founded in 1960 by Renato, Luciano and Corrado Brevini, as the first Italian company to produce planetary gearboxes and as of 2014 enjoyed a turnover of €305 million, with exports accounting for 87 per cent of its business. Today the Brevini Group employs 1700 individuals around the world and has made major investments on a global scale that it combines with the continued training of its employees through its ‘Luciano Brevini’ training school, which first opened in 2001. Brevini Benelux is proud to share in the tradition of its parent company in supplying high-quality power transmission solutions to clients across a broad spectrum of industry sectors. “Brevini Benelux was established within the Netherlands as two-person company and has grown within the Benelux region through the delivery of planetary, hydraulic and winch projects. The business today has more than 70 employees that generate an annual turnover of around €30 million. We work with several industries including oil and gas, renewable and pipe handling clients, as well as offshore, waste management, food, general industry and

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even fairground applications,” reveals Sales and Marketing Manager, Dennis van Arkel. The present crisis surrounding the low cost of oil has produced a significant knock-on effect on the commencing of projects within the energy market and beyond, resulting in a downturn of industry demand for new components and equipment. Its broad base of clients from a diverse cross section of industries, has somewhat shielded Brevini Benelux from the implications of the depressed oil and gas markets and allowed the business to divert attention to developing in other areas. “The low oil price has naturally caused a slowdown in the oil and gas markets, which means that the majority of our markets are similarly affected causing operators to slow down and even completely stop the production of new equipment,” Dennis agrees. “According to recent estimations, the market could continue at this level of depression for as long as the next two years. We are therefore putting a lot more


focus into the other areas of our business where the opportunities for growth remain strong. For example, the food and agriculture industries are still strong as the demand for food items continues to grow. The waste management and renewable markets are still active and the renewable market in particular is certainly an area in which we continue to see improvement with more customers receiving orders for equipment.” Although the company is able to provide off-the-shelf products as required, the majority of the options delivered by Brevini Benelux are bespoke solutions, including custom gearboxes that conform to all applicable Lloyds, DNV and ABS regulations. “We are in principle always able to succeed in providing a unique solution that meets the specific and technically demanding needs of the company’s clients and of the relevant regulating bodies. During the development of bespoke solutions we work in close co-operation with the client at all stages, this ensures that projects with new and existing clients always have a positive start. By also working in close collaboration with regulating bodies such as the DNV, we can further ensure a positive start to the development process because we know that the heart of the gearbox has already been approved,” Dennis elaborates. “High levels of certification are something that is requested by most customers operating in the various fields in which we are present and most require at least ISO 9001. We have obtained ISO 9001, 14001 and 18001 certification, so we can work in all environments and to the highest standards,” he continues. “Clients also increasingly have their own specific rules and requirements that we are required to sign and conform to. We are keen to work with clients who are as interested as we are, in operating with the right attitude and in the correct way.” In addition to offshore wind projects with clients operating between the UK and the European mainland in Dutch, Belgian and German waters, Brevini Benelux has also recently worked to supply components to a record-breaking vessel for Allseas. “During 2015

Brevini Group - Benelux

we worked with the Pioneering Spirit for Allseas, which is the largest catamaran vessel in the world. We provided gearboxes and equipment worth €5 million throughout the vessel’s pipe handing equipment, tensioning systems and winches. Work is currently ongoing, but the ship is due to finally start testing during September 2016,” Dennis says. During 2016 and beyond Brevini Group Benelux will continue to supply technically demanding and unique solutions to clients throughout its broad base of industry clients and markets. Although the price of oil has created challenging trading conditions in some areas, the company is confident that it has the technical know-how to navigate the market over the coming years. “We are able to provide flexible supply packages and solutions to our clients and are keenly focused on the trends in the market and where clients are active,” Dennis concludes. “Once the oil price goes up, investments will start again and it will certainly be interesting to see how the decision to lift sanctions against Iran will affect the market over the coming years.”

Brevini Group Benelux

Services Manufacturer of power transmission, hydraulics and winches

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analysis Since the company’s

formation in 1993, ATAC Group has earned a trusted reputation as a market-leader in the research, design, development and manufacture of process analysers for the oil and gas, petrochemical, energy and process industries. During 2002 ATAC acquired Sysco Analytics, in a purchase that included the company’s leading Hone and Hallikainen brands. This strategic acquisition also served to add analyser system integration capabilities to the growing ATAC product portfolio and in 2010 ATAC was finally acquired by Advanced Holdings Ltd (Advanced), headquartered in Singapore. Advanced was started in 1993 to establish a specialist business by combining its engineering expertise with the supply of process equipment technologies and equipment. The company is

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today listed on the Singapore SESDAQ stock exchange and has established itself as an ISO9001:2008 certified specialist company in the license and supply of proprietary process equipment and process technologies across several industry sectors. Today ATAC continues to provide its clients with high quality process analyser solutions, including its latest groundbreaking Tuneable Diode Laser (TDL) technology. “We specialise in the area of physical property analysis, for the hydrocarbon processing and oil and petrochemical refining industries,” explains Sales & MarketingDirector, John Kelly. “Our historic brands of Hone and Hallikainen have and continue to be leading brands in physical property analysis, which it would be true to say represents a relatively niche market within the specialised area of process analysis.” ATAC is a world leader in the supply of integrated process analytical packages, ranging from single sample conditioning systems to complete pre-fabricated analyser shelters for oil refineries, chemical plants, offshore platforms


and other industries requiring bespoke system integration. The company’s comprehensive range of analytical products is used to measure properties including viscosity, boiling point, cloud point, colour, distillation point, flash point, opacity and vapour pressure. The ATAC range of Hallikainen viscosity analysers provide an on-line solution across various applications. The range correlates with the corresponding ASTM laboratory standard measurements and as well as measuring Newtonain fluids, the products include capabilities that enable it to handle nonNewtonian samples. In addition to its viscosity analysers, the ATAC Hallikainen brand includes field proven and trusted vapour pressure and colour and opacity analytical solutions. The company’s Hone brand includes cloud point and flash point monitoring solutions that it supplies to clients within the petrochemical and refining industries. Cloud point refers to a fuel’s temperature as it begins to thicken and ‘cloud’ as temperature drops due to some of the heavier waxy components beginning to precipitate out. The ATAC Cloud Point Analyser utilises a measuring cell, which minimises the effects of any dissolved water within the system and also features a touch-screen intuitive colour display. Again, this on-line physical property analyser correlates well with ASTM laboratory standard measurements. The Hone Flash Point Analyser monitors the lowest temperature at which a liquid can form an ignitable mixture in the air. The ATAC Hone 4400 continuous flash point analyser is an extensively field proven solution that incorporates a universally accepted catalytic detector. The company also offers its range of ATAC Hone Distillation Analysers that offer both multipoint (up to seven points) distillation analysers and single point continuous boiling point measurement. John joined ATAC during October 2015 after working with a major industry player in the manufacture of analytical process systems for several years. Bringing with him a wealth of industry experience, John is looking forward to assisting ATAC with the development its existing and recently introduced product ranges, as well as extending the company’s presence in new markets globally. “I have always been involved in the process analysis sector and spent many years with working with a large industrial systems and products company. I was with the analytical division of that business for more than 20 years, for almost all of that time in a sales and management capacity,” John says. “I joined

ATAC Group

ATAC because of what it has in terms of its new TDL technology. It is a product that ATAC is very enthusiastic about and that actually offers the potential to change the process analysis business. For me having been with a very large and well-established company for a long time, it represented an exciting new challenge.” Tuneable Diode Laser technology represents the latest edition to the ATAC product portfolio. The ATAC Luminos series of TDL Analsers are designed to measure low (ppm) levels of hydrogen sulphide (H2S), Moisture, CO2 & other components in a wide range of process gas applications. The analyser range utilises a tuneable laser for precise measurement, even at very low concentrations. Tuneable singlefrequency diode lasers consist of a laser diode and a frequency selective element, which control the emission frequency. The units embody a number of features including, a laser source with no moving parts, no expensive consumables or hazardous tapes, excellent long-term stability, specific measurement with no interference from other gases and single factory calibration over the whole range. Through a combination of its market-leading industry experience, innovative product portfolio and the support of its parent company, the Advanced Group, ATAC is well placed to continue to grow and develop, despite challenging market conditions. “While I should point out that other people do have TDL technology, which means that we are not unique in this sense, we do offer is a very compact, ENERGY,oil&gas 129


ATAC Group

very low maintenance and reliable package with some unique features that will be very competitive in the market. We are a relatively small company, based in Wiltshire, but we have a long and proven history in the market. We have built a good reputation for engineering and analytical expertise and I think that ATAC is a recognised brand that clients know has technical credibility,” John reveals. “The Advanced Group are a growing business and during November 2015 its Managing Director was named the 2015 the Ernst & Young Singapore Entrepreneur of the year. It is a growing company with ambition in the development of these and other products,” he concludes. “I think the challenge for 2016 is to spread the word about the company’s new and existing products, explore & develope the world’s markets. We might not be a large business compared to some of the big Automation Corporates, but we are not limited in the way that we can work with clients across borders and continents - we have a truly global reach. Whilst within Europe, there is less demand for new refinery equipment because

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Today ATAC continues to provide its clients with high quality process analyser solutions, including its latest groundbreaking Tuneable Diode Laser (TDL) technology

there are not a lot of new builds happening, we still still see a lot of opportunities for our products, especially TDL in the European Petrochemical market and beyond. We will be looking at how we can deliver these products to the North American and Asia Pacific markets, while the Indian and South American regions are key areas for the company as well.”

ATAC Group

Services Process analysers & systems


Wood Group

The future of


Wood Group

is an international energy services company operating in more than 50 countries. The company has three businesses – Wood Group PSN, Wood Group Kenny and Wood Group Mustang – providing a range of engineering, production support and maintenance management services to the oil & gas, and power generation industries worldwide. Wood Group has been involved in the hookup and commissioning of production platforms since the early 1970s, providing many of the modifications that have sustained those facilities throughout their producing lives. The company is now well positioned to apply its unique insight to ensure the safest and most efficient approach to decommissioning, as Nigel Lees, Wood Group’s decommissioning director explains. “Wood Group has facilitated the development and operation of many UKCS assets, and has a strong track record in facility decommissioning, with experience going back to the 1990s. The company was responsible for deconstruction and decommissioning of major fields, including BP’s North West Hutton and Miller, and is currently providing decommissioning services to Shell’s Brent field. “The process of plugging and abandoning wells and dismantling the associated ageing assets and infrastructure creates a unique challenge that Wood Group is not only well positioned to support but also committed to

approaching collaboratively, with a focus on delivering these immense projects in an effective and efficient way. “Every platform on the UKCS is unique in some respect, yet that does not necessarily mandate a different plan for each structure; many lend themselves to a bundled geographic approach, bringing together groups of projects to build a more effective programme. The simplification of contracting and operating approaches whilst applying business models specifically tailored for decommissioning, must be seen as a priority and there should be an impetus to encourage sharing of knowledge and lessons across the industry.” Wood Group has been a sponsor of the latelife planning portal, developed by Decom North Sea in answer to an action in the Oil and Gas Industrial Strategy, which provides a framework for sharing of learnings while providing direction to those undertaking decommissioning, or considering the first steps in their approach. Nigel continues: “Whilst sharing our learnings with others freely we have also focused on pulling together Wood Group’s decommissioning experience and capability across our global business into a central network. This ensures Wood Group is able to deliver comprehensive and adaptable solutions to our clients; combining topsides experience with subsea expertise we can offer unique insight across the interfaces of any project or programme of removal. ENERGY,oil&gas 131

Local relationships

Significant cost savings on engineering and procurement

Access to our global pool of knowledge

Assurance on quality of service through our universal quality management system

We offer unrivaled project delivery, engineering and consulting services throughout your asset life cycle. All delivered through a combination of local support, networked to our high value engineering centre. Cost efficent. Quality assured.


Wood Group

It’s not just about decommissioning what is already there. We are also utilising this amassed knowledge to support new projects where we use these lessons for the benefit of our clients to shape the designs of future facilities “Our capabilities include the undertaking of specific studies and estimation of the decommissioning cost associated with an asset through to the strategic planning and execution of the removal activities. Our decommissioning teams are regularly updating asset retirement obligations whilst also planning execution phases using support from our service lines. This includes pulling on capabilities such as operations, engineering & construction, subsea and industrial services, in addition to augmenting these with strategic partnerships and insight from specialist groups. “It’s not just about decommissioning what is already there. We are also utilising this amassed knowledge to support new projects where we use these lessons for the benefit of our clients to shape the designs of future facilities.” Nigel continues: “The sharing of knowledge is one of the first steps in driving cost efficiency. But timing is also fundamental to this collaborative approach to ensure the recovery of reserves is maximised, the scope is appropriate and well-defined, and that the method of execution is efficient and effective. “Although limited in number, there are already many lessons that can be learned from several completed decommissioning projects.

Perhaps the most important is the need to start planning for asset retirement several years in advance of the anticipated abandonment start date. Even assets in early production stages will benefit from a foundation retirement plan, and an operating model to balance medium and latelife asset management challenges. “You could argue that the additional focus now placed on decommissioning only signals the end of the line for late and ultra late-life assets, yet that misses the opportunity to make a positive contribution to the operational phase whilst preparing for the planned cessation of production. “The regulators’ desire to see the right assets in the right hands recognises that ownership may need to change to maximise the recovery from a field and as a result the context around which decommissioning will take place, is also likely to change. The management of late-life and ultra late-life assets to maximise economic recovery brings with it the need to consider the region and production opportunities that may extend life and so further influence preparation, abandonment and restoration obligations. “Ultimately we believe decommissioning should be part of a late-life asset management approach, which links the operational and decommissioning phases together. It cannot remain as something that begins after the cessation of production; ideally it should be planned as part of an asset’s journey right from the beginning. It is important to think about the impact of the decisions made, and the inevitable changes as you go through the life of the asset. But most importantly decommissioning is something that should be approached positively as part of the strategic planning for an asset and basin.”

Wood Group Kenny Wood Group Kenny solves complex technological challenges across the energy and industrial sectors. It provides unrivalled global project delivery, engineering and consulting services throughout the asset life cycle, utilising its high-value engineering centre for greater efficiency. Focused on deriving new, innovative and value driven solutions for its customers, Wood Group Kenny also uses its extensive experience to help standardise and simplify the approach to projects. This breadth of services, coupled with over 35 years’ industry experience, enables Wood Group Kenny to offer fit for purpose solutions for both the routine and highly complex challenges faced by its customers.

Wood Group

Services Decommissioning, support services

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Operating as a Singapore-based

entity, SE Shipping Lines PTE Ltd was founded during 2007 and has been actively involved in the heavy lift and shipping segment since 2008. Today the company represents a market leader in the provision of niche end-to-end, customer driven solutions for the worldwide transportation of project and break bulk cargos, with a specialisation in windmill components in both onshore and offshore applications. Within this segment, SE Shipping Lines has earned a trusted reputation in meeting the needs of its clients in undertaking complex lifting and transport operations. Traditionally the most common cargos carried by the company are windmill parts, which are typically produced in one location and commissioned in other countries around the world. SE Shipping Lines is able to meet the ocean transport needs of its clients, such as India-based turbine supplier Suzlon Energy Limited, which is a wholly independent business associated with SE Shipping through one of its shareholders. Additionally SE Shipping Lines has been able to leverage its experience working with Suzlon to transport windmill components

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for well-known industry players including GE, Vestas, Lely Aircon and Alstom. Through a growing track record of successful transport operations, SE Shipping Lines has developed close relationships with its clients and windmill manufacturers. This allows the company to participate in requests for quotations (RFQ) and tenders for ocean transport movements. Windmill components and other large high-volume cargos incur a significant logistical cost and typically these cargos are tendered to qualified shipping lines and awarded according to competitiveness, reliability and fleet strength. Throughout its history, SE Shipping Lines has consistently proven successful in winning a number of such tenders and executing them accordingly. Further to the transport of windmills and associated components, SE Shipping Lines manages five multi-purpose vessels (MPV) that allow it to carry cargos across various industry sectors. The company’s MPV fleet is suitable for the transport of a range of cargos, including oil and gas components comprising turbines, pipes and bespoke heavy or oddly shaped equipment. The delivery of large


non-standardised equipment requires a lot of planning and engineering during preparation for transport. Owing to the expense of these cargos, often clients as well as cargo insurers have specific requirements that need to be addressed. Therefore SE Shipping Lines operates an in-house specialised engineering team to ensure that all of the required information, documentation and planning services are met and that the cargo is ultimately delivered safely. Its in-depth knowledge and industry experience has allowed SE Shipping Lines to work with some of the marine industry’s leading names in heavy lifting and transport. Furthermore by nurturing close relationships with clients and freight forwarders alike, the company has established itself as a globally recognised market player. This is demonstrated by the close relationship SE Shipping Lines has developed with the globally renowned equipment manufacturer Siemens, which maintains a list of shortlisted shipping lines that are invited to tender its ocean transport operations. Every year there is an agreed code of conduct in regards to how companies approach RFQs and every month potential partners receive a list of the heavy products that Siemens needs to transport. SE Shipping Lines has tendered for and won several significant transport orders for Siemens and remains as a shortlisted service provider for the company. A lot of the deliveries undertaken by SE Shipping Lines is undertaken through forwarders including DSV and DHL, as well as local manufacturing companies. Within Korea for example, the company recently transported cement sleepers that were produced for an upcoming mining project in Australia. The total load of the sleepers was 100,000 tonnes, which was transported over the course of 12 months, with an average of between 10,000 and 12,000 tonnes each month. The main contractor of the project was Samsung, as well as Hyundai Merchant Marine for which it finally executed the ocean transport. The vessels utilised by SE Shipping Lines are managed by its SE Ship Management division that supervises all of the vessel’s technical requirements and ensures that the ships are crewed by qualified and well-trained seafarers. It also ensures that that the crews are relieved regularly and that the vessels comply with all of the necessary health and safety matters. All of the company’s operations within SE Shipping Lines and SE Ship Management work from a

SE Shipping Lines

centralised location in Singapore, from where it is able to maintain direct contact with its clients. During 2015 the company consolidated all of its operations in Singapore and by the end of the year all of its branch offices in Houston, Hamburg, Sydney and Mumbai were closed. This was in response to increasingly challenging market conditions and a desire to streamline the business and shield it from the cost of overheads. Today all of the company’s functions, such as finance, corporate matters and administration are all carried out in Singapore by a staff of 20 personnel. While the low cost of oil has resulting in a slowdown of operation within the oil and gas market in general, SE Shipping Lines has remained active in delivering components to operations that are close to completion and spare parts. Additionally, the continued development of wind energy market represents a core area in which the company is set to lead the way throughout 2016 and beyond.

Its in-depth knowledge and industry experience has allowed SE Shipping Lines to work with some of the marine industry’s leading names in heavy lifting and transport

SE Shipping Lines PTE Ltd

Services Heavy lift and logistics specialists

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Holborn Europa Raffinerie

A refined


The Holborn refinery

Intertek Intertek helps maximise efficiency and minimise risks The need for quality, safety and reliability is paramount as companies strive to meet the growing global demands for secure and sustainable sources of energy. Whether we are managing specific processes or entire supply chains our areas of expertise include technical inspection services, technical staffing, non-destructive testing, in-service inspection, engineering consulting as well as 3D laser scanning and dimensional control. We help our clients from the global oil, gas, petrochemical, petroleum, and marine industries protect and manage their risk during custody transfer, storage, transportation and other activities related to their cargo assets. We also provide technical and additive treatment services, helping clients to protect and optimise their cargo business activities. With one of the largest networks of analytical testing laboratories globally we support quality control, troubleshooting and R&D processes. Utilising services such as these help our customers maximise efficiency, ensure the quality of their products, processes, and assets, and minimise risks that could impact personnel safety and the environment.

has operated as part of the wider Oilinvest Group since October 1987, when the company acquired the facility from its former owners Exxon. Located in the outskirts of the city of Hamburg, the ‘Holborn Europa Raffinerie,’ consists of approximately 87 hectares of land and is located at the south fork of the Elbe River and seaport basin. The refinery is well placed for easy access by ships arriving from the North Sea, by the inland waterways of the Elbe, by motorway, as well as by rail, with

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sidings on-site and an adjoining rail yard. Thus the refinery is able to receive ships of up to 80,000 metric tonnes carrying crude oil and feedstocks. Finally, the refinery receives VLCC delivered crude oil supplies via its 147 km pipeline from the North West Oelleitungs GmbH deep-water terminal in Wilhelmshaven. Holborn is owned by the Oilinvest Group overall, but operates more directly as a subsidiary of Holborn Investment Company, based in Larnaca, Cyprus. “It operates under the Oilinvest umbrella for the German market in the same way as all Tamoil companies,” explains Corporate Communications Officer of the Oilinvest Group, Marja van Renesse. The Holborn refinery was originally built during the 1920s and was expanded in 1950 and again in 1972. It was shut down 13 years later and finally taken over by Holborn Europa Raffinerie in 1987, before restarting crude oil processing in January 1988, with the plant’s FCC unit going into operation during April of the same year. Since the acquisition, the refinery has progressed with the modernisation of units, which are essential to long-term productivity. As a result it is able to produce sulphur-free fuels to meet today’s most stringent standards. “The Holborn plant is a medium conversion cat-cracking refinery with a processing capacity of around 105,000 barrels of crude per day, and

an average annual throughput of up to five million tonnes,” elaborates Managing Director, Frank Heyder. “The refinery is well equipped with desulphurisation capacity to meet most stringent European fuels standards and, with more than 50 per cent of yield pattern, focused on ULSD production.” One of the most significant developments that occurred at the Holborn Europa Raffinerie was the modernisation programme that took place at the beginning of the new millennium. This was undertaken in order to conform to a European Union Clean Air Directive, which came into effect on 1st January 2005. Approximately €200 million were invested at the Hamburg oil refinery. The new units have been tied into the course of a scheduled five weeks turnaround and trouble-free commissioned in the course of re-commissioning the refinery after completion of the TA. “The ‘Clean Fuels Project’ resulted in a deep desulphurisation unit for diesel and distillates, an isomerisation unit, crack naphtha desulphurisation and the steam reforming unit, as well as desulphurisation and modification of the original gas oil hydrotreater,” Frank Heyder says. “This was an old design from the 1970s and is now a unit that can also produce diesel and sulphur, at sulphur-free quality. Today, the Hamburg refinery is not only able to fulfil the

European Union specifications but can also produce high quality products for niche markets and cyclohexane for the chemical market. Since we went through the Clean Fuels Project the refinery has been running smoothly and on a stable level.” Presently the refinery employs 293 dedicated members of staff and is able to handle a full range of refined products including, liquefied petroleum gases, petrol, petrochemical grade naphtha, kerosene, diesel, heating and fuel oils. To support its operations Holborn also maintains

Heitmann IndustrieBauleistungen Heitmann Industrie-Bauleistungen is a medium sized company based in Hamburg, Germany. It offers construction services such as building construction, concrete work, pipeline and sewage duct construction, canalisation, maintenance of industrial plants and groundwork using the latest suction excavator technology. It mainly works for leading industrial companies such as refineries and chemical plants.

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Holborn Europa Raffinerie

off-site areas of the facilities comprised of tank farms, product shipping and receiving facilities, product blending systems and wastewater treatment plants. The refinery’s principle client is the Holborn European Marketing Company in Cyprus, with customers taking delivery of the products at the refineries loading facilities. While the refinery benefits from its association with the wider Oilinvest Group, it must continue to focus on efficient operation to meet the demands of an increasingly competitive market. “The Holborn refinery is an integral part of our overall business and has played an important role in achieving our success in Germany,” Marja van Renesse says. “As with all our assets we continue to run the refinery in an efficient and cost effective manner whilst adhering to environmental, health and safety regulations.” “We are in a shrinking market so we are not making ambitious expansion plans. Rather, we are concentrating on the execution of smaller efficiency programmes, energy conservation investigations and cost improvement projects, all of which will be ongoing over the next

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Today, the Hamburg refinery is not only able to fulfil the European Union specifications but can also produce high quality products for niche markets and cyclohexane for the chemical market

few years,” Frank Heyder concludes. “We are well located within the market with demand patterns well above refinery capacity. We also benefit from engaged and loyal staff, lean organisation with minimum head count and excellent traffic connections.”

Holborn Europa Raffinerie

Services Oil refinery


Essentra Pipe Protection Technologies


innovation With over 35 years’

Above Overview of Essentra Pipe Protection Technologies 136,000 sq. ft. facility in Houston Below Exterior shot of Essentra’s new 23,000 sq. ft. purposebuilt distribution centre in Leduc, Canada

experience within the global energy sector, Essentra Pipe Protection Technologies has established a leading reputation - coupled with a trusted industry brand - for providing high quality pipe and thread protection products. And over and above the latest technology and innovative offering, Essentra Pipe Protection Technologies is committed to the highest standard of customer service throughout its operations, from initial customer enquiries to product delivery and aftersales support.

Since Essentra Pipe Protection Technologies was previously profiled in November 2014, it has continued to develop to meet the diverse needs of its customers within the energy, oil and gas sectors. With the requirement to operate in increasingly hostile and hard to reach environments – combined with the current low price of oil - there is growing pressure on operators within the energy sector to continue to reduce cost and operate ever more efficiently. Essentra Pipe Protection Technologies is acutely aware of the challenges facing the market and is committed to delivering close support and effective solutions. “The challenge we all have in our industry today is to be as efficient as possible in all aspects of developing the oil and gas resources we have globally. Along with improved efficiencies, identifying cost savings throughout the drilling supply chain are critical to compete in a global market,” explains President of Essentra Pipe Protection Technologies, John Boben. “Our customers know that even in these very challenging times for our industry Essentra will continue to deliver value as the industry leader in pipe and thread protection. Therefore Essentra Pipe Protection is currently investing - and will continue to invest - in enhanced efficiencies ENERGY,oil&gas 139

Above and below New 16 cavity tooling which has recently been developed

throughout our manufacturing processes and in new technologies to support our industry.” From its state-of-the-art 136,000 sq. ft. manufacturing, warehouse and office facility in Houston and its sites in Leduc, Canada, Veracruz, Mexico and Aberdeen, Scotland, Essentra Pipe Protection Technologies is able to manufacture and deliver high-performance API, premium and custom thread protection for a complete range of oil country tubular goods in a host of applications. “Throughout our facilities we continue to add the latest in technology for large capacity, energy efficient injection presses to manufacture our products. In addition, we have developed the latest in part moulding tooling, utilising multi-cavity moulds that can produce up to 16 parts per moulding cycle. These advances help to ensure consistent quality while reducing cost,” John elaborates. “We also recently added robotics and automated parts handling systems to over 60 per cent of our presses, resulting in further improvements in quality and labour cost savings. Overall, our customers benefit from these technology implementations through reduced product pricing and even higher delivery and service levels.” In addition to the equipment technology implementations that the company has introduced, Essentra Pipe Protection Technologies continues to invest in its site

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footprint. The opening of its state-of-theart world headquarters in Houston in 2012 saw the company complete an infrastructure build-out and total refurbishment of its former injection moulding activities into a centre to accommodate an expanded CNC threading plant to support its customers’ needs. As a result, Essentra Pipe Protection Technologies is one of the few thread protector manufacturers globally to offer its customers two separate facilities for product moulding and high-speed product threading capabilities. And, with both functions located on a single site, the company is wellpositioned to provide exceptional customer service and efficient product manufacturing. “More recently in our Houston location, we have added automated computerised indexing tool and mould storage systems installed in our dedicated fireproof tool storage room. This technology investment, of over $300K, will provide a more secure environment for the storage of our high value tools and moulds, which are the foundation of our capability to manufacture the broadest range of thread protection products in the industry. This automated indexing system for the storage and retrieval of tooling will provide even greater efficiencies in our production process,” John continues.“ Finally, in Leduc, we have added a 23,000 sq. ft. purpose-built distribution centre in 2015, strategically located in the heart of the Alberta oil patch. Consolidating Essentra’s Pipe Protection Technologies and Components previous businesses on the west coast, this new location provides the necessary space to better meet the needs of our Canadian customers from a single ‘One Essentra’ facility.” Building on its years of expertise and continued investment, Essentra Pipe Protection Technologies continues to offer new product lines to service the needs of its customers and to meet the requirements of industry standards. A recent example is the development of the MaxX® product line, which is certified by independent laboratory testing to comply with the stringent American Petroleum Institute (API) 5CT Annex-I 9th Edition specifications. From an all-new plastic resin formulation to the use of durable pads and diaphragms, the MaxX® was designed to withstand the most testing industry conditions, from extreme temperatures to earth-crushing impact. Another launch is the Eco thread protector, developed to address environmental considerations associated with


Essentra Pipe Protection Technologies

disposal of plastic resins into landfills. Essentra’s Eco protector offers the durability of a heavy duty, all-plastic protector, and is manufactured using qualified reprocessed resin generated from the company’s internal moulding processes. As such, the Eco is a high quality, environmentallyfriendly and economically-priced product to meet even the most demanding requirements. As an industry leader, Essentra Pipe Protection Technologies has been successful in building long-term customer relationships as a trusted partner. These include with companies operating not only in the oil and gas sectors, but also in mining and water well applications, with customers ranging from major and independent

oil operators, drilling contractors and oil service companies to OCTG pipe manufacturers, pipe threaders and a cross-section of associated players that provide services to the energy industry. Looking forward, Essentra Pipe Protection Technologies is as committed as ever to supporting its customers with the latest technology, innovative products and excellent distribution fulfilment. “We will continue to emphasise our new product development and line extensions that support our customers’ needs, as well as servicing our industry globally with more locations than any competitor. New technology to improve production efficiencies will remain a focus for the company,” John concludes. “Essentra Pipe Protection Technologies has invested millions of dollars in the past few years, and we will maintain our commitment to the industry going forward. We are all currently facing challenging times: however, Essentra Pipe Protection Technologies will not just sit idly by and wait for conditions to improve. Rather, we will continue to ensure that we are optimally positioned to provide a market-leading product range and superior service level to our customers from a site footprint based on future growth opportunities.”

Above Large cavity moulds for MaxX products on a 1100 tonne injection press Left Additional view of tool indexing unit

Essentra Pipe Protection Technologies

Services High performance innovative pipe and thread protection products

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focus An energetic

“Kuwait Energy is an independent oil and gas entity actively engaged in the exploration, appraisal, development and production of hydrocarbons,” begins its CEO, Sara Akbar. “Since our establishment in 2005, we have built a high quality, diversified portfolio of oil and gas assets in the MENA (Middle East and North Africa) region. The MENA portfolio consists of 12 exploration, development and production assets across Egypt, Iraq, Yemen and Oman, of which we operate seven.” Producing from all of its active regions, as of December 2014, Kuwait Energy’s 2P working interest reserves are approximately 671 mmboe and over the course of that year it averaged a daily working interest production of 25,252 boepd. Sara puts the company’s historical success down to three things: its operational excellence, solid financial position and strong regional relationships. “Operationally, we enjoy material and low risk exploration and appraisal upside within our existing portfolio,” Sara explains. “As we remain strategically focused on the most prolific and cost effective hydrocarbon regions globally we are ideally positioned to secure future potential opportunities in the MENA region.” Kuwait Energy’s performance in this respect has already earned itself a strong track record with operations in Egypt contributing to 82 per cent of its total production, which will be balanced once production begins in Iraq where 94 per cent of its total 2P reserves sit. Illustrating the operational excellence on which the company prides itself, average working interest production within the MENA region has increased by 57 per

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cent in the ten years of operating. “Financially, our existing production as well as our new future production projects in Iraq provide stable cash flows and mitigate financing risk,” Sara continues. “Our revenue has been steadily increasing and is up 40 per cent since 2007. Essentially, our strategy is to maintain relatively low operating costs for producing assets and this has resulted in consistently high EBITDA margins. Both our operational and financial strengths are supported by the strong regional networks and relationships we have established with key decision makers, enabling us to access new opportunities and support current operations. In addition, our management team is well known in the regional oil and gas sector and has a solid track record of reserves, resources and production growth delivery.” As the company has grown according to these strengths its vision and strategy has evolved to focus more consistently on strong markets with good potential. As such, in 2014 Kuwait Energy exited from the Ukrainian and Russian fields to rationalise and refocus its commitment on the MENA region. This exit successfully coincided with its largest discovery in the Block 9 field in Iraq. Block 9 and the Siba gas project, also in Iraq, have therefore become the major focal points for Kuwait Energy as it works to realise its ambition of becoming one of the largest E&P companies in the Middle East. “According to our plans, we are allocating great effort and finances to fast-track these two projects into their final stages of completion,” outlines Sara. “Drilling activities are ongoing


in Siba, along with pipeline construction and, very recently, the commencement of the main processing facilities and EPC works. All this should enable us to start production in late 2016. Regarding Block 9, we successfully made our first discovery last September and our second in December. Production followed in October 2015 and with these successes in mind this field’s complete development is being fast-tracked.” As part of developing the Block 9 project, at the start of 2014, Kuwait Energy farmed-out a ten per cent participating interest in the service contract to its Egyptian partner, the Egyptian General Petroleum Council (EGPC) in the partner’s first international investment. “The merit of this investment is its contribution to building an economic relationship between Iraq and Egypt,” notes Sara. Another area of particular focus for the company is Oman, into which it entered in August 2006 through a service contract for the Karim Small Fields cluster. With a 15 per cent revenue interest, Kuwait Energy has successfully operated in this region where 18 mature oilfields exist, 12 of which are still producing, and still sees a wealth of opportunity in the area. “There is really good potential to expand the Oman assets base in the future,” highlights Sara. “Recently, we were granted a 25-year extension to our contract for the fields as we believe in the potential for growth and this location remains strategically important for us as we aim to maintain and strengthen our presence in the MENA region.” Alongside the commercial and operational success achieved by Kuwait Energy over the past decade is its strong corporate social responsibility programme. Within this programme the company has engaged in a number of social initiatives in the region including supporting youth development – it recently supplied school provisions to children in Egypt and Iraq – responding to the emergency needs of deprived families in Iraq and Yemen, and providing opportunities to enable and empower women in the region. This latter subject is aimed at everything from educating illiterate women to setting up small businesses and giving them a better quality of life to inviting female engineering students to begin their careers at the company. It also concentrates carefully on its own environmental impact, monitoring and continuously upgrading its procedures in line with the highest safety and sustainability standards.

Kuwait Energy

“We strongly believe that we are part of every community in which we work,” Sara says, highlighting the importance of these kinds of programmes. “We have a duty to enrich the lives in the diverse areas where we operate – beyond the employment and other commercial opportunities we create.” In working towards achieving its vision to become the pre-eminent independent oil and gas company in the Middle East, Kuwait Energy is always on the look out for new growth opportunities in the region. Having spent the last decade establishing itself a reputation for operational excellence as well as building its financial strength, the company is well placed to take advantage of any exploration and production prospects that may emerge in the MENA area. Taking this into account with its exemplary approach to social responsibility and engaging with its local communities, the future for Kuwait Energy looks positive as it moves ever closer towards realising its aspirations.

Kuwait Energy

Services Independent oil and gas company based in the Middle East

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service Heavyweight With roots dating back

as far as 1865, SAL Heavy Lift specialises in sea transport of heavy lift and project cargo, while its offshore subsidiary focuses on developing and delivering installation solutions for the oil and gas and renewables sectors. SAL Heavy Lift operates as a member of the ‘K’ Line Group from eight offices located within Finland, the Netherlands, UK, US, Shanghai, Singapore, Japan and Australia, employing some 670 people. Further to its strong global network of offices, SAL Heavy Lift maintains a fleet of 16 heavy lift vessels that allow the company to offer its clients highly flexible and dependable solutions. Within the oil and gas market large and heavy components need to be lifted and installed. SAL Heavy Lift represents a key partner with the necessary experience to assist clients from first contact during the project-planning phase through to lift execution and installation. Since the company was previously profiled during October 2014 it has continued to serve clients within the oil and gas sector and completed several complex and technically demanding lift

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operations. “2015 offered several significant and interesting projects – in the very beginning of the year our Offshore division finished our pre-piling work on the Wikinger Wind Farm in the Baltic Sea with our DP2 vessel MV Lone,” reveals Head of Marketing and Corporate Communication, Christian Hoffmann. “Later in the year our MV Svenja undertook a remarkable job, when she engaged as the main installation platform in Alaska, installing the gas development platform, Kitchens Light Unit 3. The job was undertaken for Crowley Maritime which was appointed


SAL Heavy Lift

Within the oil and gas market large and heavy components need to be lifted and installed. SAL Heavy Lift represents a key partner with the necessary experience to assist clients from first contact during the project-planning phase through to lift execution and installation

general EPC for the entire project by Deutsche Oel & Gas S.A. The project comprised the installation of a huge monopod structure on top of the already drilled wellhead at 1224 tonnes and 45 metres high, piling of the monopod, installation of the topside and helideck and connection to the pre-laid gas pipeline. We were also busy shipping more than 270,000 freight tonnes of heavy equipment for a huge refinery project in Vietnam. So 2015 offered a great deal of heavy shipping business as well as a few significant offshore jobs.” Throughout all of its operations, SAL Heavy Lift is committed to the highest levels of customer service, as well as the safe and responsible execution of its clients’ heavy lift projects. This dedication to efficient, safe lifting operations remains a cornerstone of the overall service that the business offers its customers. “Our primary corporate focus is safety, indicating our uncompromising attitude towards HSSE,” Christian elaborates. “We know that inside the business segments we operate and with the engineering and energy consortiums ENERGY,oil&gas 145


SAL Heavy Lift

we work with, our HSSE offering has to be best in class. We therefore continuously provide safety training of various kinds to the company’s officers and crew, we invest in common training for the crew enabling them to develop greater skill-sets within their job functions, which ultimately also enables greater HSSE performance. Next to this we invest in technologies and IT systems that make our HSSE reporting, tracking and implementation of lessons learned more efficient.” Its dedication to responsible operation and the provision of expert knowledge enables SAL Heavy Lift to offer a best-in-class service, which is reflected by the company’s continued award of projects, despite the volatile nature of the global oil and gas market, as Christian explains: “Our clients know that we are the best in what we do – we are capable of delivering shipping and installation solutions matched by very few within our segment. It is the combination of high quality vessels, great

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engineering capabilities, paired with a crew onboard that possess a very deep knowledge in the job at hand. This along with a strong HSSE setup is what gives us a competitive edge. Currently the offshore sector faces significant challenges – the offshore oil and gas market is currently at a stand still in most regions and we see very little business activity. Offshore wind appears to be a market that will enjoy more growth over the coming few years and we naturally hope to position ourselves for a few projects here as well.” During 2016 and beyond, SAL Heavy Lift will continue to adapt to the needs of its clients, as well as the wider requirements of the global energy market to ensure its position as a marketleader within the heavy lifting sector. Although the low cost of oil has resulted in a severe slow-down of operations within the oil market, the company is keen to continue a strategy of investment and of targeting greater efficiency and new opportunities. “We currently perceive greater competition in several of the business areas, in which we operate. This is naturally something that challenges all of us within the heavy lifting industry. On a microscale, SAL Heavy Lift considers newbuilding options, as we still see opportunities in the market for certain types of vessels. But it is something that is done with great care and evaluation. We naturally wants to maintain a strong fleet offering to the market,” Christian concludes. “Over the coming years we will work to maintain a strong standing in an otherwise very difficult shipping market. Our Energy and Infrastructure segments will be focus areas where we believe we can provide strong offerings. We will also hope to develop our offshore installation service further.”

During 2016 and beyond, SAL Heavy Lift will continue to adapt to the needs of its clients, as well as the wider requirements of the global energy market to ensure its position as a marketleader within the heavy lifting sector

SAL Heavy Lift

Services Sea transport of heavy lift and project cargoes


Iceland Drilling


growth This year Iceland Drilling will be celebrating its 30th year in operation under its current name, but its true origins reach back twice as far to 1945 when State Drilling Contractors (SDC) was first established in Iceland. With much of the Icelandic economy relying heavily on geothermal energy from its volcanic landscape, SDC was set up to ensure that high quality drilling services were provided to ensure this demand was reliably supplied. When Iceland Drilling was founded 41 years later, its primary purpose was to maintain and enhance the powerful knowledge and skills in the field of onshore drilling that its predecessor had amassed. As such, today, not only does the firm have a dominant market share in Iceland, but also a growing presence on the international market. Since 1970 the business has drilled over 250 deep wells and, demonstrating the rapid growth of recent years, 180 of these have been in the past decade. Operations are currently located in Iceland, New Zealand, Nicaragua and the Philippines. Delivering these projects across the world are eight individual drilling rigs ranging

from small truck-mounted units through to large drilling rigs with 3500kN lift capacities. Such a range enables the company to operate with a high degree of mobility, flexibility and efficiency in remote and sensitive locations. Decades of experience around the world has also resulted in a team of highly trained people capable of delivering a fully integrated project management service as a single contractor, which includes everything from staffing, testing and all other associated engineering services. Gunnar Freyr Gudmundsson, Chief Operating Officer explained that the need to offer this complete package stems from Iceland’s remote location: “As the drilling contractor we have developed an integrated solution for our customers within Iceland, which means that we can take care of the whole well provision,” he says. “Project management in this sense is part of our culture, and we will subcontract the necessary service companies, some of which exist within our own company’s structure, for things like casings, cementing and logging. We also have a strong purchasing department where we buy all the materials needed to deliver a well ENERGY,oil&gas 147

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and supply into that contract.” One of Iceland Drilling’s key successes over recent years is its international expansion into other volcanic landscapes and markets within the ‘ring of fire’. In April 2015, it was reported that the company had been contracted by Emerging Power Inc (EPI) in the Philippines to perform drilling operations for the Montelago project in Oriental Mindoro. With work starting in July of the same year, Iceland Drilling is expected to drill at least two wells in the project, which has a total value of $185 million and is estimated to produce 40MW of geothermal energy upon completion. In a statement given by Martin Antonio G. Zamora, Chairman of EPI, it was revealed that Iceland Drilling was selected for the project in order to ensure technically superior work. Winning such projects and building this kind of reputation in the region of the Philippines, and also Indonesia, is critical to Iceland Drilling’s successful international expansion. “We set up offices to market ourselves better and to be a connection close to our customers,” said Gunnar. Around 40 per cent of all geothermal energy is stored in the region and there hasn’t been much development yet, mainly because oil and gas has been fulfilling the electrical production needs. However, as this has become more expensive, the governments have started preparing a change in legislation to develop this renewable possibility, so the company wants to be present for when this happens. In September 2015, Iceland Drilling successfully secured another significant

Iceland Drilling

international project, this time for the drilling of two wells and work-over on four existing wells at the San Jacinto-Tizate geothermal plant in Nicaragua. Working for its client, Polaris Infrastructure, the company started work in October and the contract comes with an option for a third new production well. Aside from these projects work for Iceland Drilling continues across the world, particularly in Iceland, New Zealand and Ethopia. With a growing presence in these regions and a strengthening reputation to match, the future for the company looks bright as renewable energy sources become ever more focused upon. Gunnar commented on the future vision for the business: “Over the next few years we aim to become established in Indonesia and Africa, as well as retaining a strong presence in our existing markets.” It is clear that with such an inclusive service offering, long history and growing project portfolio programme, Iceland Drilling are on course to realise such ambitions.

R.G.R. – Global Energy Logistics The RGR group of companies, offering logistics solutions to the oil and gas industry throughout the world, has a solid reputation when it comes to global transportation and tubular storage services. Besides regular transports, the organisation offers full program supply chain management from supplier to well, including on-site project management where necessary. With offices in Rotterdam, Antwerp, London, Tananger, Singapore, Dubai and Houston, supported by a network of reliable agents, there is no location in the world it cannot support.

Iceland Drilling

Services A leader in geothermal drilling

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investment Based in the

Hampshire town of Andover, Perfect Bore Manufacturing (PBM) Ltd is a market leader in honing, super finishing, gundrilling and tooling, specialising in premier deep-hole drilling and turnkey solutions. The company was founded during 1988 and over the past 27 years has demonstrated itself to be a trusted solutions provider to clients operating within several markets, including the aerospace, oil and gas, defence, power generation and scientific industry sectors. Clients within the company’s target markets require the production of bores in components and in some cases, to sub-micro geometrical tolerances combined with specific surface finish requirements. “PBM prides itself on being a sub contract gundrilling, deep-hole boring, honing, superfinishing and CNC turning provider giving renowned service to its customers. Bore solutions supplied by Perfect Bore can be found in components manufactured by major OEMs such as Airbus, BAe, Goodrich Actuation Systems, Boeing, Moog and Rolls Royce; supporting projects including the Boeing B787 Dreamliner, Airbus A400M and Airbus A350,” elaborates Managing Director, Jason Wyles. “The main strengths of the business stem from the huge investment in its plant and machinery,

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people, processes, site and infrastructure. Coupled with sticking to our core values of ‘right first time’ and on time delivery, as well as ensuring there is a manager directly responsible for each service allows the company’s customers to trust in its service and become a valuable partner in the overall supply chain.” Indeed, since 2004 the company’s investment into its machinery, management infrastructure and employees has lead to an impressive increase in its manufacturing footprint from 6000 sq ft to 32,000 sq feet. This has further enabled PBM to meet the ever-increasing demands of its clients and to provide additional services that allow the production of complete preparatory turning operations and the boring and honing of billets up to 300mm diameter and three metres in length. “Furthermore, PBM has operated a fully documented Quality System since 1994 and is fully AS9100/ISO9001: 2008 approved and a SC21 bronze signatory,” Jason adds. “Whilst recognised as market leaders in gundrilling, deep-hole boring and honing, PBM also offers research and development into oneoff prototypes and has a dedicated facility to produce high quality volume parts to exacting tolerances if required.” Throughout all of its operations PBM invests


heavily in the development of enhanced machining capabilities and continually undertakes pure research on new techniques around its core deep-hole processing services. Along with the intention of stretching achievable boundaries, it allows the company to offer true value for money to its customers, with reduced cutting times enabling parts to be manufactured to an acceptable budget. “PBM’s technical engineers have extensive experience of international markets and keep themselves up-to-date with advances in tooling, exploiting years of embedded knowledge to fully utilise the latest deep hole boring technique,” Jason reveals. “Adapted machinery contributes to making the machining of parts quicker, easier and in some cases - possible.” During December 2015, PBM enjoyed further success when it was revealed that the company had been awarded Fit 4 Nuclear (F4N) status following an audit of the business during June 2015 focusing on all of its processes including strategy and leadership, people, project management and health and safety. This significant and prestigious achievement is representative and a result of the experience and proven expertise that PBM has earned throughout a host of industry sectors. “By using its experience from the aerospace and defence SC21 process PBM quickly found this to be an extremely useful tool in co-ordinating all of its business activities and to ensure that every employee is working to achieve the company’s goals,” Jason explains. 2015 also saw the completion of a £1 million investment in the company’s new CNC/prismatic drilling division that allows it to drill multiple holes in various shape blocks and to offset holes in round billets. These machines make it possible to provide cost-effective solutions in drilling holes in mould tools for high-end automotive applications, manifolds for oil and gas applications and plates for nuclear fabrications. Although 2015 was a successful year in terms of the growth and development of PBM, the company acknowledges that the current low cost of oil has created difficult trading conditions throughout the supply chain. Despite these challenges it is keen to continue to work with both new and returning clients by capitalising on its recent investments. “PBM’s main customers tend to be first and second tier suppliers within the oil and gas tool, aerospace, commercial and automotive sectors and the company is

Perfect Bore Manufacturing

actively looking at new opportunities in other energy sectors, such as the nuclear industry,” Jason concludes. “Whilst the aerospace market is buoyant there is a continued threat of ‘offshoring’, while the automotive market is also buoyant a lot of the supply chains are staid and it really is a case of where the business sits in the life cycle of a product. As has been the case with a lot of engineering companies, 2015 has been a very tough year for PBM, however it has carried on with key investments in its facilities and has continued with ongoing business improvement activities to provide maximum value to its clients around the company’s core services. Throughout 2016 PBM will focus on key account development through providing an excellent service at a long-term affordable cost.”

Perfect Bore Manufacturing

Services Deep-hole drilling and turnkey solutions

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A powerful

With over 50 years of industry experience, Frerk Aggregatebau Germany has developed a leading reputation in the manufacture of electric power supply systems across a broad range of applications. The company was founded during 1964 and has operated at its current location in Schweringen, Northern Germany since 1978. During this time the business has accumulated a great wealth of experience, which enables Frerk to offer modular power supply solutions, from initial concept through to handover. Furthermore the company provides service and technical support for the entire life of the delivered system if required. The professionalism of Frerk construction means that not only does the completed system meet the customer’s individual needs, but is also produced in accordance with the necessary standards making it safe to operate even under

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the most difficult usage and environmental conditions. Since moving into its Schweringen headquarters the company has experienced a significant step-up in its capacity, beginning with the construction of a new production facility in addition to its existing four and a further four state-of-the-art test bays. This was completed in 2001 and followed by an additional production bay during 2005 to expand the plant’s total production area to 11,000 square metres. Further expansion to 25,000 square metres followed during 2008 and most recently in 2011, Frerk installed a new 1500 square metre storage building and additional office space. Finally, a 2100 square metre production bay for the reconditioning of used Caterpillar generator sets was also erected. The company’s current product line extends to generator sets with an output of up to six MW per unit in both low and medium-voltage ranges.


Frerk Aggregatebau GmbH / Germany

Frerk power generating systems are available in natural and biogas, diesel, heavy fuel and crude oil as well as dual fuel configurations, enabling the client to select the most appropriate design for the most economic fuel utilisation

The applications for these vary from black-start engine generator sets to emergency power solutions and combined heat and power (CHP) packages. Frerk power generating systems are available in natural and biogas, diesel, heavy fuel and crude oil as well as dual fuel configurations, enabling the client to select the most appropriate design for the most economic fuel utilisation. Frerk only packages engines and alternators from first class manufacturers. These are selected on an independent basis in line with the best fit for the customer’s requirements. “Our main focus is on modular containerisation, preferably in standard ISO dimensions to simplify worldwide shipment. For those power generating systems where standard ISO container dimensions do not provide sufficient operation and maintenance space, Frerk is able to develop special container designs,” explains Sales and Project Director Mr. Claus Bormann.

“These allow the company to meet the target of simple and economic transport, as well as to supply all of the equipment necessary for operation at the job site, which has been installed and pre-tested.” Through the development of bespoke power generating systems, Messrs. Frerk has established itself as a market leader in innovative design solutions. Furthermore in light of decreasing resources accompanied by the increasing price of fuels, Frerk is able to supply alternative fuels and power generating systems to provide clients with an economic power generation solution. Within this application the company is able to provide systems including natural gas powered engines connected to combined heat and power units fed from any gas pipeline; biogas powered engines connected to combined heat and power units fed from sewage, landfill or biogas plants; associated gas from oil production powered ENERGY,oil&gas 153

engine generating electricity for the grid; dual fuel generating sets running on 50-95 per cent natural gas and five per cent pilot diesel; heavy fuel oil (HFO) powered engines generating electricity for the grid in case there is lack of power because one water turbine power station does not provide sufficiently; and crude oil powered engines generating electricity for the grid.

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“HFO (heavy fuel oil) systems used to consist of heavy duty medium speed marine engines that were originally designed and manufactured for burning HFO with a viscosity of up to 700cSt. Because this fuel is given very little refinery treatment, the selling price is lower and transport efforts are marginal and therefore fuel oil costs are low,” Claus says. “Treating the HFO with special separators and viscosity control and regulating units can make the fuel made suitable for engines. The entire power station inclusive of fuel treatment device is designed and installed by Frerk, preferably in a modular container design or alternatively in local erected turnkey powerhouses.” Similarly the crude fuel oil systems provided by Frerk are in general based on the same power generating packages as for HFO. However, because crude oil is usually taken directly from the well, without any refinery process, further treatment is required to make the fuel usable in systems, such as filtering, separation, viscosity control and regulation. Additionally further precautions, such as explosion proof components are incorporated to the power generation units.


Frerk Aggregatebau GmbH / Germany

Out of this portfolio Frerk manages a special process to design and fabricate modular containerised HFO power generation systems for rental use. The challenges in delivering this equipment to the rental market include developing systems that can be simply and economically transported by both road and sea in CSC certified containers. Likewise the simple and rapid erection of power station equipment on site, plus ‘plug and play’ concepts are vital to ensure rapid deployment. To provide a fully inclusive package, the systems provided by Frerk also include low fuels costs, standardised components for ease of operation, as well as rapid and low-cost maintenance. “All of the above design solutions can be achieved by installing HFO burning Caterpillar 9CM20 engine powered generator sets, each 1650 kWe, in 40ft super-silenced containers, with combustion and ventilation air treatment units including a horizontal outdoor radiator and exhaust gas silencer integrated into each,” Claus says. “One additional 40ft container is installed on top of the basic generator set container onsite. Both ready equipped containers are tested for function and performance to meet

the specific conditions of the job site at Frerk’s special test facility in Schweringen. Following the test, the two containers will be disconnected, all openings will be closed by means of claps or doors and then shipped abroad for easy re-assembling at the site. Once on site usually a maximum four working days will be sufficient to erect and commission the fully operational power station.” Recently Frerk has won a project to design, fabricate, test and finally install three nos. 9CM25 powered medium speed heavy fuel oil 750 rpm generator sets. Each set is a 2600 kWe at 50Hz, 6.6kV, and will be installed in a local power house to provide electricity for a marine fuel farm in Indonesia. “Frerk Aggregatebau will provide all of all systems components inclusively as well as the necessary installation materials on a turnkey base,” Claus details. “For optimum installation of the auxiliary systems, as many of the systems components as possible are modular prefabricated and skid mounted to minimise any local installation efforts, welding and machining processes. Packaging power stations in this way will also ensure the customer will receive maximum quality, even if the power station is to be erected at remote locations.” Over the course of the past five decades, Frerk Aggregatebau Germany has established itself as a premier supplier of power generating systems. Its bespoke systems, project planning and aftersales support services have made the company a leader in the field of on-site power generation that is trusted by clients in projects across the globe. During the coming months and years, through its dedication and proven industry experience, Frerk Aggregatebau will continue to serve its clients and ensure the effective supply of power, wherever it is needed.

Over the course of the past five decades, Frerk Aggregatebau Germany has established itself as a premier supplier of power generating systems. Its bespoke systems, project planning and aftersales support services have made the company a leader in the field of on-site power generation that is trusted by clients in projects across the globe Frerk - your partner for power generating systems.

Frerk Aggregatebau GmbH / Germany

Services Power generating systems

ENERGY,oil&gas 155


success Since the company

was founded during November 2000, Pressure Tech has developed a leading reputation for its provision of an extensive range of high quality stainless steel pressure regulators for use in both liquid and gas applications. The business was established by its Managing Director, Steve Yorke-Robinson in response to market demand for high quality pressure regulators within a number of industry sectors and has grown to provide components to clients around the world. “Pressure Tech started as a ‘one-man-band’ in 2000 when I realised that the main supplies of high quality pressure regulators for the oil and gas market were predominantly manufactured in the USA. The buzzwords at the time were things like ‘globalisation’, ‘e-commerce’, and ‘the internet,’ Steve explains. “I quickly recognised the opportunity to offer a European sourced range of pressure regulators that could be sold directly to business-to-business to clients anywhere in the world. While today it seems the internet and e-mails have been around for eternity, it was only in 2000 that it suddenly seemed a lot easier to communicate with customers from Australia to America, and more recent developments with Skype and Facetime, mean that virtual meetings can be arranged with customers without the need to spend excessive amounts of time and resources travelling around the world.”

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After the manufacture and introduction of an analytical range of core products to market in 2001, Pressure Tech further developed a range of over 40 different pressure regulator models. A key factor in the early success of the business was the approval of its heated pressure regulator for use on gas analyser systems meeting ATEX regulations. “The EU directive had just changed from the CENELEC/BASEFA approval system to ATEX and we were the first company to achieve this certification for the European market. Being creative, innovative, and generally ahead of the game, has helped ensure Pressure Tech is seen as a leader in the pressure regulator business,” Steve reveals. “The company’s present range covers pressure control from 1bar to 1400bar, and the regulators are used in offshore applications down to 3000m subsea, up to 3000m in aerospace applications, and anything in between.” The robust design and reliability of its units has allowed Pressure Tech’s pressure regulators to be deployed in some of the world’s most demanding environments. Within the oil and gas industry for example, the company’s client base is prominently involved with hydraulic control systems for subsea systems or analyser systems for a variety of gases and environmental applications. Furthermore, the adaptability of the design of its pressure regulators has allowed Pressure Tech to diversify in the face of challenging market conditions. “The current downturn in oil prices has had an impact on our core business in the oil market and we have had to adapt to find new products, markets, and applications, which we have been able to do very successfully,” Steve explains. “For example, we are presently talking to a company in the USA involved with legally extracting the medical benefits of marijuana that requires several hundred back pressure regulators to control pressures on their supercritical fluid extraction process. We have also expanded within the commercial diving and hyperbaric chamber business with a range of brass regulators, which are cleaned and degreased for use on oxygen service. To demonstrate our commitment to developing this range, we have invested £100,000 in cleaning processes and an ISO8 clean room to ensure the parts are completely degreased prior to assembly and the regulators are suitable for use on oxygen, which we also offer as a new subcontract cleaning service.” By drawing its strength from a combination


of pioneering innovation and a highly skilled and dedication team of professionals, Pressure Tech celebrated 15 year’s in operation during November 2015 and met several important milestones along the way. “Every employee involved in the business has an interest in how the business is developing, which projects we have secured, how the products are performing, as well as which customers we are dealing with. Our culture is one of very open and honest communication. From the CNC and production teams, to the people in the office, everyone knows how the company stands financially and what needs to be done to meets our customers’ expectations. This caring approach to what we do means the customers needs are fully supported,” Steve says. “Key milestones for Pressure Tech have got to include; making our first investment in our CNC machines providing much greater control over our production and quality; reaching our £1million then £2million turnover points within one year of each other; moving our CNC machine shop and

expanding our production facility in 2014/2015 with employee numbers reaching 30 in 2015; securing our first €0.5million contract for a project in Brazil in 2014. Towards the end of 2015 our e-commerce website went live which allows customers to easily select the correct part number configuration, generate their own quotes, and order products directly on line.” Throughout 2016 and beyond, Pressure Tech will seek to continue to capitalise on its momentum and further establish itself as a leading market player, as Steve concludes: “Our focus will be on our sales and marketing strategy as we progress through 2016. The shock drop in oil pricing has clearly identified the need to look for new areas to reduce the risk of being heavily involved in the offshore market. Our £0.75m investment last year in new CNC machinery and our production facility is intended to cover our manufacturing needs up to at least £5m turnover, so we will definitely be focusing on generating the sales to ensure we generate an acceptable return on investment.”

Pressure Tech

Throughout 2016 and beyond, Pressure Tech will seek to continue to capitalise on its momentum and further establish itself as a leading market player

Pressure Tech

Services Stainless steel pressure regulators

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DESIGN. BUILD. CONNECT. Jan De Nul Group offers specialized services for the installation of subsea structures for oil, gas and renewable energy industries. They comprise seabed preparation, trenching, stabilization and ballasting and can be related to subsea pipelines, cables, umbilicals, foundations or platforms. In addition, Jan De Nul Group also installs cables and umbilicals for these three offshore industries. These types of services are offered on an EPC basis and are always tailormade to the client’s specific wishes.

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Jan De Nul Group

fleet An unrivalled

Jan De Nul Group

was originally a small civil engineering company, however, upon seeing opportunities in the dredging sector, the company took on its first dredging project in 1951. Following this milestone, the company secured its first international dredging project and the rest, as they say, is history. Today the forward thinking group boasts an impeccable worldwide reputation as a global leader in the dredging industry; a position that was attained through a vision to continuously invest in new equipment, a new dredging fleet, new employees and new activities, as Carl Heiremans, Business Development Manager of Jan De Nul Group, explains: “Over the last two decades we have steadily increased our presence in the offshore services, with our vessels gradually being used more for dredging services. Meanwhile, over the last ten years we have begun building specific vessels for other services such as rock installation, pipeline installation and electrical cable installation. We are currently continuing this trend of expanding into new markets by moving into the windfarm market by adding new vessels to our portfolio that are suitable for the installation of foundations for windfarms. We have more than 6500 personnel working for us and over 600 civil engineers, this means we have a lot of competence and knowledge within our business that complement our strong fleet.”

Another way the group strengthens its services is through acquisitions of companies that enable it to increase its capabilities. For example, Jan De Nul added Envisan, a specialist in soil remediation and groundwater redevelopment, as a subsidiary in 1992. In 2000 Envisan executed its first major international assignment: the rehabilitation of the dump site of Zagreb, in 2000. More recently, Jan De Nul Group added PSR Brownfield Developers to its portfolio in 2012 as well as Algemene Ondernemingen SOETAERT nv in 2015. This long-term vision has led to incredible results for the company, which today has an unrivalled reputation for excellence and the world’s most modern and diverse dredging fleet, including the most powerful self-propelled cutter suction dredger, the record breaking J.F.J. De Nul. It also includes the identical Cristóbal Colón and Leiv Eiriksson, the largest trailing suction hopper dredgers in the world; these two vessels have a hopper capacity of 46,000 m3 and are capable of dredging to a depth of 155 m. In addition, the identical Simon Stevin and Joseph Plateau are the world’s largest rock installation vessels. By merging a superior fleet with 500 expert civil engineers, the group is wholly capable of handling the most challenging of projects. Notable contracts awarded to Jan De Nul Group over the last 15 years include the dredging and reclamation of the second Palm Island in Dubai ENERGY,oil&gas 159


Jan De Nul Group

in 2002, the building of the six new jumbo locks in the Panama Canal from 2009 to 2014 and the installation of 16 foundations for a Windfarm in Sweden in 2009. “To further strengthen our activities in the offshore wind segment we have recently acquired the jack-up heavy lift vessel Vidar for an offshore wind contract with Nobelwind. This job will take place in Belgium and involves the installation of 51 monopile foundations and 50 wind turbines for the Offshore High Voltage Substation (OHVS). This new vessel has an impressive lifting capacity of 1200 tonnes, making it the second biggest of its kind in the world; because of these strengths, it offers a lot of opportunities for us to take on projects involving the installation of monopiles, jackets and so on and the fact it is already booked up until the end of 2016 is very positive for us,” says Carl. Alongside this major project, where Jan De Nul Group will execute the design, fabrication and installation of 50 wind energy generators for the OHVS, the company has also secured a contract with DONG Energy to execute cable installation works for the Burbo Bank Extension Offshore Windfarm in Liverpool Bay. Beginning in Spring 2016, Jan De Nul Group will install and bury 25 km export cable between the offshore transformer platform and the beach as well as 32 infield cables between the wind turbines as well as the offshore transformer platform. The Willem de Vlamingh will be used to bury the export cable, while the trenching of the infield cables will be completed by its subsea trencher UTV1200. The company has also won another contract with DONG Energy for the laying and burying of export cables for the Race Bank offshore wind farm during Summer 2016. In line with this contract, Jan De Nul Group ordered a new multi purpose vessel, the Isaac Newton, which was launched at the Croatian shipyard Uljanik Brodogradiliste. Due to its versatility, the unique vessel can be deployed on a range of niche

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projects, from installing subsea cables to trench dredging to subsea rock installation. In cable installation mode, Isaac Newton can transport and lay cable in a single length with a total weight of approximately 10,500 tonnes – an amount far exceeding any of its competitors. Elaborating on the contract, Carl states: “This is an interesting contract for us as it is a technically demanding job that requires a contractor that is capable and willing to develop new technology and new machines in very shallow water where Isaac Newton could not go. The beach in this area has sensitive vegetation that can not be touched or damaged in any way so over the weeks we designed and developed technolgies that are now being constructed. These two huge machines, named Sunfish and Moonfish, will then be tested over the next few weeks so they can go on the beach; one will then plough the cable through the sensitive vegetation while the second machine will go underwater to a depth of six metres below sea level.” With a wealth of major projects to focus on throughout 2016, the future looks bright for Jan De Nul Group as it continues to enhance its solid reputation as to go-to company for niche or challenging projects. On top of this, the company will naturally remain focused on investment in all areas of operation, from personnel to vessels, as Carl concludes: “We are positive about the long-term future, however in the short term the oil and gas market remains sluggish. In response to this we have two multipurpose vessels under construction for delivery in 2017 that will be used in niche projects such as cable handling, cable installation and rock installation. We are also investing in some dredgers, with one being built in Croatia; this one will be the biggest cutter suction dredger ever made by far. In fact it will be 50 per cent bigger than its nearest competitor!”

With a wealth of major projects to focus on throughout 2016, the future looks bright for Jan De Nul Group as it continues to enhance its solid reputation as to go-to company for niche or challenging projects

Jan De Nul Group

Services Dredging and marine construction



Seal of

approval Since the early days

of oil and gas exploration and production, pipeline and flange corrosion has been a major issue for those in the oil and gas industry, costing operators billions of dollars a year. In fact, some operators estimate that 60 to 70 per cent of maintenance costs are directly related to corrosion issues. With the oil and gas industry moving into deeper waters, these costs have been increasing as oil exploration equipment is based in harsher environments under greater pressures. In response to this, GPT was created in March 2012 by the combination of PSI (Pipeline, Seal & Insulator) Pikotek and another company - three business under the EnPro Industries

umbrella, to manufacture and supply reliable, high quality products to major international oil and gas operators, pipeline transmission companies, engineering and construction contractors. “GPT is currently the world’s leader in flange isolation products and pipeline accessories and was an evolution of the original Pikotek product, which was the development of a new isolation gasket to be used in the Alaska pipeline in 1979. Those original products are

still there and many other new and advanced isolation products have been developed since then. Today our customers include Shell, BP, Chevron, Exxon, PDVSA, Aramco, Qatar Petroleum and many others,” begins Ian Morris, Subject Matter Expert for Oil and Gas at GPT. From its two locations in Denver, Colorado, the US, and St Neots in the UK, GPT manufactures a full range of flange isolation kits that are made up of vital components; together these ensure the ongoing integrity and safety of piping systems. Designed to seal and electrically isolate complete flange assemblies, the flange isolation kits can control the current flow in cathodic protection systems, while also eliminating galvanic corrosion by removing metal-to-metal contact. A number of different flange isolation kits have been developed to suit varying applications and conditions. For example, the company manufactures systems that have a metallic central core with a high dielectric strength GRE (glass reinforced epoxy) retainer bonded to both sides to effect electrical isolation for critical service applications. Within the company’s extensive portfolio are highly reliable, robust and innovative products, such as Electrostop® Monolithic Isolation Joints to provide electrical isolation for cathodic protection systems in transmission and flow lines, natural gas plants and pipelines. There are also Linebacker flange sealing and isolating devices, Ranger II® pipeline casing spacers/ isolators; the original LinkSeal® modular sealing system for piping penetrations through walls, floors, ceilings and bulkheads; Riser-Wrap® manhole filtration sealing systems; hole-forming products; and safety-related pipeline signage. “One notable product is a fire safe isolating gasket, the patented VCFS (very critical fire ENERGY,oil&gas 161

Sealing, Connecting and Protecting the World’s Pipelines Proven reliability and safety assurance

GPT manufactures pipeline solutions that ensure the transportation of oil and gas products is done safely and efficiently. Our complete line of isolating gaskets, monolithic isolation joints and wall penetration seals and more are durably constructed to withstand the extreme rigors of the environment. But our commitment doesn’t end with our products. On-staff industry experts are readily available to work with your business to create the most logical solution to your needs— from concept to completion.


With global focus on safety, reliability and sustainability, we produce innovative solutions that enhance the integrity of pipeline systems today to meet the demands of tomorrow.

Denver, US | Houston, US | St. Neots, UK | Dubai, UAE

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safe) product; this is best-in-class for fire safe isolation and is used globally. To quote one of our customers, it is ‘the best gasket in the world, not only the best isolating gasket, but the best gasket, period,’” highlights Ian. Discussing why GPT is relied upon by such a wealth of clients, Ian states: “There are three primary areas that give GPT a competitive edge. The first is the fact that GPT has been producing isolation kits longer than any other manufacturer for critical applications. This experience is immeasurable when it comes to product performance. The applications for the products are normally high pressure, environmentally sensitive, remote locations (where leakage could go undetected for extended periods), flammable and could have significant safety concerns. With GPT products, customers know that they are using robust, time proven designs that will last for years.” He continues: “The second area is that we have the largest staffing of engineers for any isolation kit manufacturing company. Engineers provide technical support to our customers, develop new designs and offer regional support; this is extremely important to our customers because applications vary so widely in design, in media types, in temperatures and pressures, that having an engineer do the research on chemical compatibility, thermal limits, pressure ratings, corrosion activity, metallurgy and so on at no charge is a great advantage. The third area is new product development, with GPT known as the leader in new isolation technology. This effort is a combination of a super engineering group matched with strong marketing tools such as Voice Of the Customer and In-Depth Interviews (IDI). These tools ensure that products developed meet the current and future needs of our customers.” The most recent example of the company’s drive for innovative solutions that will enhance the integrity of pipeline systems while also meeting the demands of tomorrow is the new VCXT high temperature flange insulating kit, which was launched in April 2015. “There have been higher temperature isolating products available by GPT and other manufacturers in the past, but the development of the new VCXT really puts it in a category by itself. The new VCXT has the highest temperature rating available, it has steam resistance and it has the best sealability of any high temperature isolating product on the market,” highlights Ian.

“The steam resistance may not sound overly exciting, but most high temperature isolating products do not fare well in steam. Steam use has grown in the extraction of oil globally and in fracking use, so this is an important attribute. Also, most high temperature isolating products don’t seal extremely well due to short fiber makeup. The VCXT has best-in-class sealability and pressure resistance. The VCXT has passed API 6FB fire testing, so it is well suited for installation in applications with flammable media,” he adds. Key to the development of these solutions are the company’s R&D facilities, which include more than 6000 square feet of test laboratories, where an engineering group of over 23 engineers develop concepts, research new high tech materials and test products. Additionally, there is a functional test lab to replicate customer issues, tests include steam testing, salt spray testing, blowout at high temperature testing and pressure testing. While the oil and gas industry remains stagnant due to the price of oil, GPT is using this mild lull in activities to focus internally on boosting efficiency in manufacturing, standardising processes, training personnel and, of course, continuing to develop new and innovative products. “Over the next 12 months our internal people will continue to be trained on the many aspects of isolation products in pipelines, but we will begin to train our distribution and customers with a new training programme we are calling ‘GPT University’. This is a very hands-on training program where participants will learn proper installation methods, electrical isolation, sealability/permeation and many, many other useful tools in the constant battle against corrosion,” says Ian. “Meanwhile, over the coming years, we will re-invent the isolating kit. Customers have been very helpful in describing their issues with gaskets in general and GPT intends to address all of these issues and wishes so that our customers can rest assured that their isolation systems are operating perfectly,” he concludes.


The most recent example of the company’s drive for innovative solutions that will enhance the integrity of pipeline systems while also meeting the demands of tomorrow is the new VC X T high temperature flange insulating kit, which was launched in April 2015


Services Sealing, connecting and protecting the world’s pipelines

ENERGY,oil&gas 163

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Radius Systems

portfolio In the face of

a decade of challenging conditions in the gas and water industries in the UK and worldwide, pipeline specialists have had to adapt and innovate in order to thrive in recent years. Radius Systems is a resilient UK provider with global reach that has clearly succeeded, thanks to its track record of innovation, breadth of products and services, and underlying financial stability. Today, it is a key player within Radius Group, one of Europe’s leaders in thermoplastic compounds and polyethylene pipes and fittings. Offering a full range of end-to-end capabilities is one way in which Radius Systems stands apart from others in a highly competitive market. Subsidiary company acquisitions have bolstered the Radius portfolio and today the company not only manufactures and installs new pipelines, it also offers a portfolio that includes specialist connections, valves, commissioning services and repair and rehabilitation solutions for pipeline networks. Radius Systems CEO, Andy Taylor explains: “We look after the whole pipe life cycle: we can manufacture and supply all pipeline components, and install, repair and rehabilitate pipes all within one group of companies. This unique ‘joined-up’ approach gives us a competitive edge whereby we can look at a particular pipeline infrastructure project and provide a comprehensive offering.” Radius Systems has also succeeded in finding new ways to meet industry demands

for more cost-effective solutions to complex problems. A prime example is the issue of aging infrastructure. Replacing underperforming pipelines can be prohibitively expensive however Radius offers alternative pipe lining solutions through Subterra that are cheaper and faster to deliver and meet modern safety guidelines. But saving money is not the only driver. As both the manufacturer and installer, Radius effectively cuts out a step in the supply chain and unlocks new benefits with its unique approach: “Our understanding of both the products and the installation allows us to be innovative in both areas and to find the best value solution without some artificial barrier about where value sits in this area of the supply chain. That allows us to think differently, hence the idea around some of the off-site processing of pipes for pipeline renovation being devolved to a factory environment before being delivered and installed. Equally as a large enterprise we have the resources to invest in this business area, covering the liner technology, related fittings and installation processes,” explains Andy Taylor. Innovation is part of the Radius Systems DNA. From the development of the first ProFuse peelable pipes for drinking water and gas applications back in the late 90s to the recent rehabilitation of the legs of the Alpha Fortis oil rig using polyethylene close-fit PE pipe liners: the company continues to break new ground ENERGY,oil&gas 165


Radius Systems

across the utility, oil and energy industries. One of the latest innovations to be launched is the recently developed ‘Anaconda’ fitting which is designed to resolve service connection issues in the gas market. Andy Taylor says this new solution will make a real difference. “The fitting comprises an electrofusion tapping tee (or tapping saddle) with a factory welded flexible pipe on the outlet of the tapping tee. The flexible pipe can be bent to avoid obstacles within the trench, allowing for a connection to be effected when the position of the tapping tee is off-line with the service pipe. This removes the number of joints required within the system which in turn brings installation costs savings.” It is clear that gas utilities continue to seek material savings. Radius is well placed to respond to the particular challenges facing this industry in the UK and Europe where vast swathes of old metal underground pipelines are in urgent need of repair or replacement. Radius subsidiary company, Subterra, specialises in close-fit polyethylene relining of existing metallic pipelines and is a credible alternative to expensive new super duplex steel pipe systems. In a climate where cost is still very much a deciding factor, this is a solution that delivers better value outcomes too. Andy Taylor says this is exactly the kind of sensible thinking that Radius System is renowned for. “We are challenging the use of super duplex stainless steel pipes as a default assumption for the replacement of aging pipeline networks. Value engineering the pipeline element by using systems such as PE liners in metallic pipes instead of costly pipeline replacement is ideal for those searching for efficiencies when earnings are feeling the pinch and the outlook is for no major recovery in the near term.” From a long-term perspective, Andy Taylor remains steadfastly positive. “Yes, the UK market for pipes has suffered in recent years as a reflection of the difficulties of the construction sector, delays in investment in the utilities and reduced expenditure on publicly funded projects. However, the longer term prospects are for a period of sustained growth with a re-start within the construction industry and significant infrastructure projects within the energy, transport, water and waste sectors.” The big picture is a positive one too. Although headquartered in the UK, Radius Systems has achieved significant global reach, supporting clients in Asia including Hong Kong and Singapore; Europe (East and West) including

166 ENERGY,oil&gas

Russia, Germany, France, Latvia, Poland, Sweden and Czech Republic; Africa and the Middle East with clients in Egypt, Cameroon and UAE; as well as an active presence in Australia and New Zealand. As part of the company’s ongoing global growth strategy, it will soon be opening a new WOFE (Wholly Owned Foreign Enterprise) in China to manage existing activities in the region as well as sourcing key components and products, identifying new core product manufacturing opportunities, and sales of pipe re-lining consumables. With a period of sustained growth predicted, the future looks positive for Radius Systems as it continues to find the best possible solutions for its customers through innovation and acquisition. “The immediate priority for Radius is to consolidate and grow the new additions to our company. We will continue to look for new ‘bolt-on’ opportunities which add to our technology portfolio and give us wider geographical presence,” Andy Taylor concludes.

Radius System

Services Manufactures and installs new pipelines, as well as providing specialist connections, valves, commissioning services and repair and rehabilitation solutions for pipeline networks



A sustainable

Backed by a strong

consortium of both Belgian and international shareholders, C-Power NV was founded to develop and operate the first offshore wind farm within the Thornton Bank concession area in the North Sea. The company’s Belgian shareholders are comprosed of DEMA, S.R.I.W Environment, Socofe and Z-Kracht, with Nuhma NV acting as a reference shareholder. Additionally C-Power is further supported by RWE, EDF and Marguerite. This combination of industrial, financial and public shareholders represents a key strength in the development of the Thornton Bank wind farm. Indeed the shareholders provide deep industrial know-how in the energy sector in general and in the offshore wind sector in particular, a strong creditworthiness and wellestablished knowledge of the Belgian market. The Thornton Bank wind farm is located around 30 km from the Belgian coastline at a water depth ranging from between 12 m and 27.5 m, encompassing a total area of 19.84 km2. The facility’s total capacity is 325.2 MW allowing for an annual power generation of 1050 GWh. As the first offshore wind project to be developed in the Belgian North Sea, the Belgian authorities required C-Power to start the Thornton Bank project with a pilot phase in order to prove the viability and innovate the concept. This pilot phase would become the first of three construction phases leading to the completion of the project. Construction of Phase 1 of the Thornton Bank wind farm began on May 13th 2007, with the construction of the wind turbines and connection of the turbines to the power grid commencing in 2008. Phase 1 of the project consists of six 5M Senvion turbines in a single row. The turbines themselves are built on gravity-based foundations

and are connected together by 33 kV cables. They are then linked to the onshore high voltage station via a 150 kV export cable. The final turbine in the first-phase deployment went into operation on May 10th 2009. Following the successful implementation of the trial phase of the Thornton Bank wind farm, approval was granted for the development of phases 2 and 3 with construction commencing on November 25th 2010 and finishing during July 2013. Phase 2 and 3 consists of 48 6M Senvion turbines, with 24 turbines being deployed in each sub area. Furthermore the installation includes an offshore power station (OTS) as well as a second 150 kV export cable. The wind turbines in phases 2 and 3 are built on jacket foundations and are connected together and to the OTS via 33 kV cables. The turbines were provided by Senvion, which is also the company responsible for the operation and maintenance of the wind turbines during the first ten years of exploitation with the possible extension of a further ten years. The installation of the turbines was undertaken by the THV Seawind consortium (Deme & Fabricom), which was also in charge of balancing plants works including onshore works, construction and installation of foundations and the installation of cables. All of the cables used as well as the offshore transformer platform (OTS) were designed and supplied by ABB. By September 2013 Thornton Bank reached its full capacity, allowing it to provide energy to 600,000 inhabitants each year. Commenting on the project CEO Jaak Rutten said: “It is a project to be really proud of, carried out with tremendous enthusiasm and skill, at times achieving innovative solutions, accomplished by ENERGY,oil&gas 167



breaking new ground and staying the course. It is a feather in the cap of our workers and partners, who pulled off a difficult feat without incident to speak of, on time and within budget.” Key to the development of the Thornton Bank wind farm is the part it will play in enabling the reduction of CO2 emissions. Through the continued operation of the site, C-Power makes a very valuable contribution to both the European and Belgian environmental objectives concerning renewable energy and the reduction of CO2 emissions. C-Power contributes seven per cent of the renewable energy capacity needed for Belgium to meet its 2020 objective. Compared to the environmental impact of traditional energy sources, the environmental impact of wind power is very positive. Wind power consumes no fuel and emits no air pollution, neither does it generate any toxic waste nor does it constitute a major safety risk. Furthermore the energy consumed in the manufacture and transport of the materials used in the construction of wind facilities is equal to the new energy produced by the plant within only a few months. Through an expected yearly production of 1TWh, C-Power

168 ENERGY,oil&gas

will avoid the release of 415,000 tonnes of CO2, which represents the annual CO2 absorption of a forested area of 65,000 and one third of the forest region within the Flemish region. “With our 325,2 MW offshore wind farm, we contribute to delivering a cleaner and safer environment to our children and grandchildren,” Jaak says.

C-Power NV

Services Offshore wind farm development and management

Schofield Publishing Ltd 10 Cringleford Business Centre Intwood Road Cringleford Norwich NR4 6AU T: +44 (0) 1603 274130 F: +44 (0) 1603 274131 Editor Libbie Hammond Sales Director Joe Woolsgrove

Important Sale by Online Auction (Aberdeenshire, Scotland) Cameron Horizontal Production SpoolTree c/w Production Choke, 5 1/8 inch x 2 1/16 inch 10K Drill Thru H4 Top x H4 DWH Mechanical Connector BTM, G2 Production Tubing Hanger Assembly, Permanent Guide Base & Large Qty of Spares On the Instructions of the Administrators of Iona Energy Company (UK) Plc and Iona UK Huntington Limited Note this Equipment is Unused. Cost New Over ÂŁ2M

Closing 12 Noon Friday 22nd April 2016 Viewing by Appointment - contact Russell on T: +44(0) 141 570 4000 or E:

Energy Oil & Gas Issue 131 April 2016 - Spring  

The latest edition of Energy, Oil & Gas

Energy Oil & Gas Issue 131 April 2016 - Spring  

The latest edition of Energy, Oil & Gas