EXPORT I DIVERSIFY I GROW
ADIPEC
Inside
UK PAVILION EDITION Images © 2003-2026 Shutterstock, Inc
ENERGY INDUSTRIES COUNCIL THE VOICE OF THE ENERGY SUPPLY CHAIN
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22
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2023 R NA TIO N A L T
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ADIPEC preview
RISE RP TE
THE K IN G
LEARN MORE ABOUT THE EIC HERE ARDS FOR
2-5 November 2026
The EIC is delighted to once again bring the UK Pavilion to ADIPEC 2026
EICDataStream Special project opportunities in the MENA region
www.the-eic.com
ADIPEC preview
Introduction ADIPEC 2026 – Performance Under Pressure Against a backdrop of rising global energy demand, geopolitical uncertainty and increasing pressure on energy systems, ADIPEC 2026 returns to Abu Dhabi from 2-5 November under the theme 'Performance under pressure: energy systems in a new era.' This year's event will focus on the issues dominating our industry; resilience and energy security, investment, project delivery and the increasing role of AI and technology. Once again, the EIC is proud to manage the UK Pavilion at what has grown to become the world's largest energy event. More than 239,000 attendees and 2,250 exhibiting companies are expected, bringing together governments, operators, EPC contractors, investors, technology providers and the international supply chain. The EIC's commitment to ADIPEC remains as strong as ever. For more than 20 years we have proudly managed the UK Pavilion, witnessing its remarkable growth alongside the event itself. This year, the UK Pavilion will have a presence across four halls – Halls 8, 12, 15 and 16, our largest footprint at ADIPEC to date, hosting 100 companies alongside a dedicated Cymru/Wales Pavilion. Throughout the week, exhibitors will also have access to one-to-one meetings with leading EPC contractors and VIP pavilion tours, creating further opportunities to engage directly with key decision-makers. Our activity extends well beyond the exhibition halls. We begin with the EIC ADIPEC Golf Day on Sunday 1 November, followed by our EIC Business Breakfast on the opening morning. On day two, the exclusive UK Networking Reception at the Aloft Hotel will once again bring together exhibitors, members and industry stakeholders – ensuring opportunities to connect before, during and after the show. At a time when the global energy industry continues to navigate considerable change, the Middle East remains a region of significant investment and project activity. Recent events have inevitably created uncertainty, but the underlying appetite for investment remains strong. Against this backdrop, ADIPEC's role as a place to meet customers, understand where investment is heading and build the relationships required to secure future business becomes even more important. Whether you are joining us for the first time or returning to Abu Dhabi, I encourage you to visit the UK Pavilion, meet our exhibitors and connect with the EIC team. ADIPEC remains a pivotal fixture in the global energy calendar and we look forward to making our largest UK presence to date one of our most successful. Ryan McPherson EIC Regional Director, Middle East, Africa & CIS ryan.mcpherson@the-eic.com
Contents
Introduction 3 ADIPEC preview 5 Meet the UK group 7 UK pavilion floorplan 16 Project opportunities 21 Events calendar 24 Sector analysis 30 EIC databases 31 Member’s news 34 Spotlight on technology 35 New EIC members 36 Member news 38 Social media round up 45 International trade 46 UK news 47 Middle East news 48 Asia Pacific news 49 North America news 50 South America news 51 Survive and Thrive X 52 EIC (Energy Industries Council)
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ADIPEC preview
EIC PLATINUM GLOBAL PARTNER
ADIPEC preview with Camilla Tew
Director, EIC International Trade The EIC International Trade team is delighted to once again bring the UK Pavilion to ADIPEC 2026, taking place from 2-6 November in Abu Dhabi.
The EIC's commitment to ADIPEC remains as strong as ever. For more than 20 years, we have proudly managed the UK Pavilion at the event, witnessing its remarkable growth into what is now the world's largest energy event.
• The EIC ADIPEC Networking Reception at the Aloft Hotel bringing together UK Pavilion exhibitors, industry influencers, buyers and key stakeholders from across the GCC in an informal setting.
There are 1,120 energy projects across all sectors under development in the MENA region from 2026 to 2032, with an estimated CAPEX worth about US$1.227tn; ensuring that the region continues to be a key area of focus for companies as they seek to maintain the UK supply chain's position as a trusted and proven partner for its energy projects.
• The EIC Business Breakfast at the Pearl Rotana Hotel on the morning of Day 1, providing an opportunity to hear from industry experts, gain valuable market insights and participate in dynamic discussions ahead of the exhibition day.
Over those two decades, we have also seen first-hand how UK companies continue to lead the way, providing innovative products, technologies and services that are recognised worldwide and bring real value to projects and local supply chains across the energy industry. And in 2026, we continue to grow. This year, the UK Pavilion will have a presence across four halls – Hall 8, Hall 12, Hall 15 and Hall 16 – our largest footprint at ADIPEC to date. As our biggest pavilion of the year, more than 100 companies will join us at ADIPEC 2026, showcasing the strength, expertise and innovation of the UK energy supply chain to an international audience. We are also delighted to welcome the Wales Pavilion back to the UK Pavilion in Hall 8, where it will host 14 co-exhibitors. Located across prime positions within the exhibition halls, the UK Pavilion is always a hive of activity throughout the week. Alongside providing a platform for companies to showcase their capabilities, the EIC uses its extensive international network to create opportunities for exhibitors to meet key stakeholders, develop new relationships and strengthen bilateral trade.
• The new EIC ADIPEC Golf Day taking place on Sunday 1 November, ahead of the official opening of ADIPEC. This new addition to the programme will offer participants the opportunity to network with industry leaders in a relaxed environment before the busy exhibition week begins. Following a light lunch and refreshments, golfers will make their way around a 9-hole course before returning to the clubhouse for a Tee Off Party, featuring a BBQ and open bar – creating further opportunities to connect and build relationships ahead of the show. ADIPEC 2026 promises to be another significant year for the UK Pavilion. We look forward to welcoming EIC members, UK companies, partners, colleagues, friends and guests to Abu Dhabi and wish everyone attending ADIPEC 2026 a successful, productive and enjoyable week. With thanks to all of our sponsors and partners. Camilla Tew, Director, EIC International Trade camilla.tew@the-eic.com
Opportunities at ADIPEC 2026 will include: • VIP pavilion tours with NOCs, IOCs and other major industry stakeholders. In previous years, participating organisations have included ADNOC, Aramco and SABIC. • One-to-one meetings with EPC contractors giving exhibitors direct access to major players within the global energy supply chain. In previous years, these have included Kent, McDermott, Petrofac, Saipem, Technip Energies, Wood and Worley. EIC (Energy Industries Council)
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Meet the UK
Scan me
GROUP
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SPONSORS & PARTNERS EIC PLATINUM GLOBAL PARTNER
FX PARTNER
PLATINUM SPONSOR
GOLD SPONSOR
INTERNATIONAL TRADE TRAVEL PARTNER
SILVER SPONSOR
BRONZE SPONSOR
UK PAVILION EXHIBITORS
CYMRU WALES PAVILION EXHIBITORS
ADIPEC preview
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AEG Power Solutions
8255
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ALTAVE
16305
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Blue Spark Energy
8610
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Brannan Instrumentation
8355
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Brimmond
8636
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Brüel & Kjær Vibro
16306
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BS&B Safety Systems (UK) Ltd
8513
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BUSCH VACUUM FZE
8612
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Cable Solutions Worldwide Ltd
8518
Calder Ltd Cargostore Containers LLC
Nuclear
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Power
8333
Renewables
Hydrogen
Abtech
Carbon Capture
Company Name
Oil & Gas
EXHIBITOR LIST Stand No.
8
Company product/service type
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Electrical & Instrumentation
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Electro-Mechanical Equipment, Equipment manufacture, Power Supply and Conversion systems Safety Equipment, ALTAVE provides AI-powered monitoring, computer vision, and real-time safety solutions for industrial, offshore, mining, logistics, and energy operations. Our portfolio includes intelligent video analytics, Red Zone monitoring, wearable safety devices, emergency alert systems, and operational awareness platforms Well services contractors, Well Intervention Engineers & Major Operators Coastal process surveys, Equipment manufacture, Installation, Marine/Subsea equipment (Umbilicals, Risers, Manifolds) Other, Diesel & Electric Hydraulic Power Unit rental, including Zone 1 & Zone 2 rated units Other, Machine Protection and Condition Monitoring Solutions Equipment manufacture, Safety Equipment, Safety Systems, Pressure Relief Devices: Rupture Disks, Safety Heads, Explosion Protection, Safety Relief Valves, Flame Arresters , Emergency Relief, Breather Vents, Buckling Pin Relief Valves
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12115
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8614
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Equipment Rental/Supply Vessel supply / transfer equipment, Auxiliary equipment, Drilling and well equipment design and manufacture, Equipment manufacture, Profile and Shaped Wire, Welding Wire, Knitted Mesh, Slicklines, Downhole, Spring Wire
Central Wire Industries UK
8558
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CMP Products
8450
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Coats PLC
8512
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Cognesense UK
8533
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Get in touch Share your news and views...
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Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
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Other, vacuum pumps and related spare parts Cable/Pipeline Route, Electrical & Instrumentation, Engineering support, EPC We design and manufacture high pressure and hazardous area pump packages for process, energy transition, well service and hydro-blasting applications. We provide spares and service support throughout the GCC region.
Cable Protection Non-metallic materials (elastomers, plastics, composites), Pipeline design and manufacture, Array Cables, Marine/Subsea equipment (Umbilicals, Risers, Manifolds), Composite reinforcements for onshore and offshore pipes and cables Safety Systems, Safety Equipment, Safety and environmental regulatory compliance, Equipment manufacture, Fuel Management Systems, Tank Gauging & Appurtenances, AVS systems
Combined Pumps Corp Ltd
8452
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Concrete Canvas Ltd
8650 - Wales Pavilion
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Crescent Engineering FZE
12250
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8535
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8338
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Crowcon Detection Instruments Ltd. Cutting & Wear Resistant Developments Ltd.
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Nuclear
Power
Renewables
Carbon Capture
Hydrogen
Oil & Gas
Company Name
Stand No.
ADIPEC preview
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Company product/service type
Equipment manufacture, Equipment Rental, Equipment Rental/Supply, Drilling and well equipment design and manufacture, Chemical Injection/Pressure Test and Fluid Transfer Pumps Systems and Related Accessories for Rental And Sale Non-metallic materials (elastomers, plastics, composites), Civil engineering, Containment System Fabrication, Earthworks, Geosynthetic Products Engineering contractors (pre-FEED/FEED), Engineering Consultants, Water Treatment, Project design & feasibility, Engineered Process Packages, Project Design & Feasibility, Water Treatment Safety Equipment, Equipment manufacture, Safety Systems Drilling and well equipment design and manufacture, Training
Cymru Wales
8650
Daly Middle East
8350
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Danum Well Services
8558
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Dawson Construction Plant Ltd
8331
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Deepwater EU Ltd.
8252
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E2S WARNING SIGNALS
8630
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Empirisys
8650 - Wales Pavilion
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Enhydra Ltd
8556
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Business Development, Support Welsh Exporters
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Equipment Rental/Supply, Safety Equipment, Water Treatment Drilling and well equipment design and manufacture, Cable Protection, Ancillary equipment, Engineering support, Well Intervention Products Equipment Manufacture, Equipment Rental, Marine/ Subsea equipment (Umbilicals, Risers, Manifolds) Electro-Mechanical Equipment, Engineering Consultants, Equipment manufacture, Inspection Services, Corrosion engineering systems and services Safety Equipment, Safety Systems, Equipment manufacture Digital Services / Data monitoring, Data Interpretation Consultancies, HS&E Services, Safety and environmental regulatory compliance Engineering Consultants, Equipment manufacture, Project design & feasibility, Engineering contractors (pre-FEED/FEED), Produced Water Treatment: Deoiling Hydrocyclones, Desanding Hydrocyclones, Induced Gas Flotation, Compact Flotation Units, Micro-Bubble Flotation, Degassers, Nutshell Filters, Media Filters, Cartridge Filters, Coalescing Filters, Absorption Filters. Sand Management: Wellhead Desanders, Sand Transportation, Sand Wash Hydrocyclones, Online Sand Jetting Nozzles and Manifolds. Water Injection Systems: Coarse Strainers, Desanding Hydrocyclones, MultiMedia Filters, Vacuum Deaeration. Environmental & Industrial Water Treatment: Corrugated and Tilted Plate Separators (TPI/CPI), Coalescing Oil Separators, Lamella Settlers Services: Feasibility and FEED Studies, Third Party Design Reviews, Pilot Trials and Equipment profiling, Operator Training, Full packaged plant, Spare parts and the supply of all vessel Internals
EIC (Energy Industries Council)
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ADIPEC preview
Fibron Cable
8531
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Flexitallic
8515
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Fulkrum
8415 Sponsor
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8650 - Wales Pavilion
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8431
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8650 - Wales Pavilion
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Hi-Force Limited
8330
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HMT
8635
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Future Geoscience
Greene Tweed
Halton
Holyhead Towing Company
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8633
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Hubbell
8256
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Imtex Controls
8650 - Wales Pavilion
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Innospec Inc.
8238
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Kent
8230
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Get in touch Share your news and views...
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Company product/service type
Electrical & Instrumentation, Marine/Subsea equipment (Umbilicals, Risers, Manifolds), Drilling and well equipment design and manufacture, Pressure transmitters and pressure sensors Cable Protection, Cable/Pipeline Route, Seabed surveys, Sea-based support such as ROVs and dive support, Bespoke cables and umbilicals Gaskets and Seals, Installation, Testing, Certifications & Documentation, Inspection Services Inspection Services, Safety and environmental regulatory compliance, Staffing, Inspection, Asset Integrity, Expediting, Auditing, Technical Staffing Real-Time Geoscience for Smarter Drilling — Lower Risk, Cost and Carbon. Integrated subsurface geoscience and real-time drilling solutions: NaviStrat™ wellsite biostratigraphy & chemostratigraphy, Tight Carbonate horizontal steering, forensic reservoir characterisation, provenance, mineralogy, seal integrity and CCUS/ storage. Advanced geological workflows supporting better Well placement, reduced drilling uncertainty, lower operational costs, and carbon footprint. Non-metallic materials (elastomers, plastics, composites) Equipment manufacture, Safety Equipment, Electro-Mechanical Equipment, Lifesaving, Halton design and manufacture High Integrity HVAC Dampers and associated equipment for the Oil & Gas, Marine, CCUS, Hydrogen, Nuclear, Renewable and Power Generation Equipment manufacture, Heavy Lift, Equipment Rental/Supply, Training, A wide range of hydraulic tools and bolting equipment are available to cater to the client's project and application requirements. Our services include tool rental, repair and calibration, onsite services, and Hi-Force product training as well as the ECITB approved Mechanical Joint Integrity (MJI) training courses. Tank Design and Manufacture, Array Cables
8650 - Wales Pavilion
HRH Geology
Nuclear
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Power
ESI Technology
8650 - Wales Pavilion
Oil & Gas
Company Name
Renewables
Carbon Capture
Hydrogen
EXHIBITOR LIST Stand No.
10
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Vessel Supply, Project management, Dredging, Specialist vessels, Ship Management Digital Services / Data monitoring, Well services contractors Cable Protection, Safety Systems, Safety Equipment Equipment manufacture, valve actuators, valve automation Chemicals, Water Treatment
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Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
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Business Development, Engineering contractors (pre-FEED/FEED), Engineering Consultants, Decommissioning contractor
Metalyte Pipeworks
16582
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Monaco Engineering Solutions Limited
8251
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MULTILINE TECHNICAL COMPANY WLL
8354
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Newpark Fluids Systems
8415 Sponsor
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8454
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Orga bv
8430
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Oxford Flow
8511
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Penspen
8550
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8530 Sponsor
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Petrostrat
8415 Sponsor 8650 - Wales Pavilion
Pfisterer
8436
Pharos Marine Automatic Power Limited
8637
PJ Pipe & Valve Co.Limited
8632
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Company product/service type
Pipeline design and manufacture, Coatings, Project design & feasibility, Live Leak sealing and composite integrity wrapping of pipelines and vessels both onshore and offshore to the oil and gas industry HS&E Services, Safety and environmental regulatory compliance, Engineering Consultants, Asset Integrity; Human Factors and Ergonomics; Advanced Physics Modelling; M&A Advisory and Bankability Studies Turbine maintenance, EPC, Staffing, Scaffolding, supply of all industrial supplies, like valve, pump, motor, sensors, Expansion joints, Compressor cleaner, flame scanners and amplifiers, filters, Insulation, Chemicals, Mechanical Seals, Electrical, mechanical and instrumentation supplies, Lights and fittings, cables, cooling tower etc Drilling, completion, and reservoir fluids provider
OEG
Penta Global Engineering Company LLC Petrasco Energy Logistics
Nuclear
Power
Renewables
Carbon Capture
Hydrogen
Oil & Gas
Company Name
Stand No.
ADIPEC preview
Equipment Rental, Equipment manufacture, Tank Design and Manufacture, Cargo Carrying Units (CCUs), Tanks, Cryogenic tanks, EnviroPak Waste Management Solutions, BlueManta spooling units and accessories Safety and environmental regulatory compliance, Safety Systems, Aids to Navigation, Helideck Lighting, Remote power supply, obstruction Lighting solutions Equipment manufacture, Valve Engineering and Manufacturing Engineering Consultants, Engineering contractors (pre-FEED/FEED), Engineering support, Pipeline design, Project Management Consultancy, Asset Integrity, Industry Training. EPC, General Construction, Modules, Skids, Fabrication, Process, Automation, Specialised Services Logistics, Port and Logistics, Warehousing/ logistics, Sea/air transport Data Interpretation Consultancies, Geoscience Consultancies, Laboratory services
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Electrical & Instrumentation, Installation
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Electrical & Instrumentation, Safety Equipment, Equipment manufacture, Safety Systems
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Equipment manufacture, Engineering support, Business Development, Testing, Certifications & Documentation, All types of Ball valves, Concentric / Double eccentric / Triple eccentric butterfly valves, Double Block and Bleed valves - in Manual and Automated configurations, Early Design & Bid Support, On-Site Services, Repairs & Aftermarket Care, Spare Parts Supply
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EIC (Energy Industries Council)
11
ADIPEC preview
Nuclear
Power
Renewables
Carbon Capture
Hydrogen
Company Name
Oil & Gas
EXHIBITOR LIST Stand No.
12
German-Engineered Oilfield Equipment Manufacturer of Wireline, Slickline, Coiled Tubing Units, Downhole Tools, Pressure Control Equipment, Data Acquisition System, & HydroMechanical Equipment.
PROBUS Maschinenbau GmbH
8455
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Protectoseal
8353
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Raytec Ltd
12110
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Safety Equipment •
RSK Group
8451
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Safelift Offshore
8435
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Sensoteq
8415 Sponsor
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SGS
8250
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Sonardyne
15231
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SPP Pumps
8432
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Sterling Thermal Techlogy
8553
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Synectics
8438
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The Lee Company
16581
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EPC, Engineering contractors (pre-FEED/FEED), Operation and Maintenance contractor, Well engineering consultancy, Subsurface / Wells / Subsea / EPCC / Operations and Maintenance / Product Solutions
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Equipment manufacture, Butterfly Valves
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8650 - Wales Pavilion
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TWMA
8410
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Velo Tech Systems Ltd
15230
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Voyis Imaging
15231
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Walter Frank
8516
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Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
EPC, Engineering Consultants, Engineering contractors (pre-FEED/FEED), Environmental services, Consultancy, Projects and modifications, Integrity, maintenance and repair, TAR and campaign management, Asset management, Late life and decommissioning, Specialist asset services Safety Equipment, Equipment manufacture, Project management, Engineering support, Technical Procurement Digital Services / Data monitoring, IT Hardware/ Software, Remote Condition Monitoring for Predictive Maintenance Inspection Services, Testing, Certifications & Documentation, Engineering support, Environmental services, Discipline labs, Consumer Product Certification, ISO Certification, Food Safety, Digital Trust, IMPACT W for Sustainability, Oil Gas and Chemicals, Buildings and Infrastructure Equipment manufacture, Subsea design and manufacture, Underwater navigation and positioning Equipment manufacture, Engineering Consultants, Machinery/plant design and manufacture, Operation and Maintenance contractor, Fire protection Equipment manufacture, Ancillary equipment, Aftermarket-MRO Security Systems, Safety Systems, Synergy security and surveillance software, COEX Cameras (hazardous-area and safe-area) Components Supplier
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Get in touch Share your news and views...
Equipment manufacture
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Tomoe Valve
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8551
THREE60 Energy
Company product/service type
Waste management, Ancillary equipment, Drilling Contractor Scaffolding, Engineering support, Training •
Inspection Services, Digital Services / Data monitoring, Coastal process surveys, Subsea Optical Sensors Other
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Nuclear
Power
Renewables
Carbon Capture
Hydrogen
Company Name
Oil & Gas
Stand No.
ADIPEC preview
Wells & Waves
8337
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William Hackett
8332
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Wison Engineering
12113
Wolf Safety
8510
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Woodcock & Wilson Ltd
8415 Sponsor
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Wozair Limited
8517
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Zoppas Industries
8453
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Company product/service type
Engineering Consultants, designing and manufacturing Fiber optic and hybrid Cables, Electrical & Instrumentation, Distributed Fiber Optic Monitoring for Well Intervention and Solution Provider, advanced data driven diagnostic. Equipment manufacture, Heavy Lift, Marine/ Subsea equipment (Umbilicals, Risers, Manifolds), Mooring Equipment EPC, EPC, Petrochemical, C1 Chemical, Oil&Gas Processing, Renewable Energy Safety Equipment, Electrical & Instrumentation, ATEX and IECEx Hazardous Area Lighting Electro-Mechanical Equipment, Equipment manufacture, Machinery/plant design and manufacture, Equipment Rental/Supply Electro-Mechanical Equipment, Equipment manufacture, Equipment Rental/Supply, Engineering support, Ancillary equipment, Auxiliary equipment, Components Supplier, Electrical & Instrumentation, Machinery/plant design and manufacture, Suppliers of key components to turbine manufacturer, Industrial Fans Safety Equipment, Machinery/plant design and manufacture Electro-Mechanical Equipment, Main Process Units, Reactor Pressure Vessel, Scaffolding
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13
www.atpi.com Managing travel and logistics in complex operating environments
This year, ATPI, a Direct Travel Company, has proven its resilience and versatility in the face of global disruption and regional restrictions. The global teams' innovative solutions deliver on even the most challenging requirements, keeping personnel moving through uncertainty – a service that has never been more important. Recognised as the energy industry's travel partner of choice, ATPI utilises decades of knowledge and sector-specific expertise to provide end-to-end solutions for clients. The strategic acquisition by Direct Travel in 2025 enhanced its operational capabilities and technological infrastructure, strengthening its global reach and ability to support complex workforce and corporate travel requirements. This comprehensive offering proved vital for operations earlier this year, keeping key clients' personnel moving through a complex and rapidly evolving environment. During late February, the team at ATPI was tasked with moving its client’s non-essential personnel from Iraq amidst rising conflicts in the Middle East. By early March, with regional tensions intensifying, the project developed into a full-scale evacuation of all personnel. Facing complex, evolving travel conditions, teams were forced to adapt to overcome limited flight availability and modified travel itineraries subject to nationality, visa eligibility and border access, all on an urgent time basis. ATPI worked closely with the client's HR, HSE and security teams to aid planning and co-ordination of the safe travel of engineers, project teams, executives and technical specialists. Travel teams operated increased hours and opened dedicated continuous communication channels to support decision-making at every stage of the evacuation process. Traveller profiles and travel data sharing enabled real-time visibility and updates of personnel in-country, in transit and due to travel. Global teams also assisted with sourcing accommodation, onward ground transportation and international departures, ensuring all personnel were safely returned to their home countries.
In just one week, ATPI successfully evacuated all 150 personnel, highlighting the company's responsiveness, flexibility and resilience when facing even the most challenging of conditions. The successful operation demonstrated more than ATPI's ability to respond in a crisis; it demonstrated the real value of having an experienced and adaptable travel partner by your side for organisations operating in high-risk environments. Through agile planning, flexible processes and continued communication with key stakeholders, the team was able to deliver safe and reliable travel solutions during constantly evolving business travel.
The energy industry operates in some of the world's most dynamic and challenging environments. As the sector continues to focus on energy security, growth and innovation, organisations need partners who can respond just as quickly to changing circumstances. This operation reinforced that business resilience extends beyond projects and infrastructure to the safe movement of people. Through global collaboration, technology and sector expertise, we were able to help our client maintain continuity during a highly complex situation, which is exactly the kind of partnership today's energy sector requires. If you are looking for an innovative travel partner who will ensure your demands are met, get in contact with ATPI, a Direct Travel Company. Cally Dey, ATPI General Manager – Dubai
Photo © 2026 ATPI
Throughout 2026, the impact of turbulent geopolitical landscapes has extended across global markets. Amid heightened tensions and increasingly unpredictable operating environments, businesses have been forced to re-imagine protocols and adapt to ever-changing climates. For companies based within countries affected by conflict, the need for reliable service partners has never been more critical.
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ADIPEC floorplan
UK Pavilion Floorplan
Hall 8
8354 Multiline Technical
8453
8452
Zoppas Industries
Combined Pumps
8252 8258
8256 Hubbell
Deepwater UK Pioneer Safety Group
8558 CWI / Danum Well Services
8355
8353
Brannan
Protectoseal
8451 RSK Group
8558
8553 Norco Group Sterling Thermal Technology
8454
8555
OEG
THREE60 Energy
8556 8251 8254 MES
8255 AEG
8551 8551
Enhydra
THREE60 THREE60 Energy Energy
Bodycote
8350 Daly Middle East
8455 PROBUS Maschinenbau GmbH
8250 SGS
8238
8338
Innospec
Cutting & Wear
8333 8333 Abtech
8337 Wells & Waves
EIC Podcast
8550
8438
8432
Synectics
SPP Pumps
DCP DCP
8538 Advanced Sensors
8533
8637
8633
Pharos Marine
HRH Geology
Cognesense UK
8437
William 8332 Hackett William Hackett
8331 8331
8336
Clenergy Concrete Canvas Empirisys ESI Technology Estavros Engineering and Design Future Geoscience Halton Wales (MEI) Holyhead Towing Company Imtex Controls International Power & Marine Group PetroStrat Reid Lifting UK Rhino Engineering Group Tomoe Valve
Penspen
Abtech
8332
8230
8450 CMP Products
8650 WALES CYMRU
8636 Brimmond
8431 Greene Tweed
8632 PJ Valves
8531
8436
Fibron
Pfisterer
8535 Crowcon
Kent
8635 8330 Hi-Force
8435 Safelift
8430
8530
Orga
Penta Global
8518 8415
Cable Solutions Worldwide
8513 BS&B
UK GROUP LOUNGE EIC Fulkrum Newpark Penta Global Petrasco Sensoteq Woodcock & Wilson
EIC members
Non EIC members
8517 Wozair
8630
HMT
E2S
8614 Cargostore
8512 Coats
8612 8516
8511
Walter Frank
Oxford Flow
Busch
8410
8515
8510
8610
TWMA
Flexitallic
Wolf Safety
Blue Spark Energy
Get in touch Share your news and views...
7 EmailHall newsdesk@the-eic.com Phone +44 (0)20 7091 8600Hall 8 Main Entrance Halls
Hall 9
ADIPEC floorplan
UK Pavilion Floorplan Hall 12
12113 Wison Engineering
12250 Crescent Engineering
12110
12115
Raytec
Calder
12717
NON-UK STANDS
NON-UK STANDS
Hall 15
Maritime & Logistics
15231 Sonardyne Voyis
15230 Velo Tech Systems Ltd
15232
NON-UK STANDS
Hall 16
Low Carbon & Chemicals Expo POD ZONE 16582 Metalyte Pipeworks UK
16305
16307
Altave
NETWORKING & MEETING ZONE
EIC members
NON-UK STANDS
NON-UK STANDS
16306 Brüel & Kjær Vibro
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Projects in the MENA region
Special project opportunities in the MENA region by Aisyah Sarjuni EIC Energy Analyst – MENA
DataStream
EICDataStream is tracking 1,120 projects as of Q2 2026. The MENA region has remained resilient despite a complex geopolitical environment.
No. of Projects
250 200 150 100 50 0 2020
2021
2022
2023
2024
2025
2026
Oil & Gas
Mature Renewables
Conventional Power and T&D
Energy Transition
Energy Storage
Large Scale Nuclear
Figure 1: Number of projects announced from 2020 to Q2 2026. Source: EICDataStream In Figure 1, the number of project announcements slowed during the height of the Gulf tensions in the first quarter of 2026. However, activity rebounded in Q2 2026 as the market began to recover. While activity remains concentrated in the oil and gas sector, shifting regional dynamics have highlighted the importance of a more diversified energy portfolio. Renewables, energy transition and energy storage are gaining momentum across the region. The region records an estimated US$1.227tn in potential investments (CAPEX) for projects expected to be commissioned by 2032. Figure 2 shows that upstream activity dominates the market, supported by a growing number of explorations and brownfield development projects. Estimated CAPEX OverviewininMENA MENA Estimated CAPEX overview on commissioning date to 2032) 2032) (based (based on commissioning date upupto Transmission & Distribution 3.46%
Energy Storage 1.28%
Carbon Capture 1.22%
Nuclear New Build 5.12%
Energy market overview in MENA by country (based on commissioning date up to 2032) Energy Market Overview in MENA by Country (based on commissiong date up to 2032)
200
250
180 160
200
140 120
150
100 80
100
60 40
50
20 0
0 Saudi Arabia
Clean Fuels 0.20% Offshore Wind 0.08% Upstream 23.23%
No. of Projects
Number of Projects Announced from 2020 to Q2 2026
300
Gas remains strategically important, particularly for power generation and strengthening energy security. In the UAE, ADNOC is investing US$6.2bn in its Umm Shaif Gas Cap project, which is expected to unlock over 600MMcf/d of gas production. Downstream follows, led by refinery expansions in Iraq as the country aims to reach 1.65MMbbl/d refining capacity target. Saudi Arabia is also expanding its petrochemical sector, with the aim of increasing its global petrochemical capacity share to 12% by 2030. Energy diversification efforts are becoming more visible. Comparing the CAPEX overview in 2025, hydrogen has moved from fifth to the third largest market by investment share; driven by large-scale green hydrogen projects in Oman and Egypt. This momentum is further supported by renewables development, with the region expected to add an estimated 160GW of capacity by 2032. Other energy transition sectors, including clean fuels and carbon capture, remain limited, accounting for only 1.42% of total estimated CAPEX, constrained by commercial and technical complexity.
Estimated CAPEX ($Billion)
Number of projects announced from 2020 to Q2 2026
UAE
Egypt
Iraq
Oman
Qatar Morocco Algeria Kuwait Jordan
Oil & Gas
Energy Transition
Mature Renewables
Conventional Power and T&D
Large Scale Nuclear
Energy Storage
No. of Projects
Midstream 8.65%
Figure 3: Energy market overview by country for projects commissioning by 2032. Source: EICDataStream
Power 9.60%
Renewables 13.27%
Downstream 19.17% Hydrogen 14.71%
Figure 2: Estimated CAPEX overview in MENA for projects commissioning by 2032. Source: EICDataStream For more information visit...
www.the-eic.com/MarketIntelligence/EICDataStream
Figure 3 highlights the key markets in MENA, representing a combined estimated investment of US$1.152tn across 898 projects. The investment profile varies significantly by country, reflecting different national priorities around hydrocarbon expansion, energy transition, power capacity growth and energy security. EIC (Energy Industries Council)
21
Projects in the MENA region
Total number of contracts awarded since 2025 Total Number of Contracts Awarded since 2025
120
50
100
40
80
30
60
20
40
SE )
EN EC
En i
rg y(
90
Sa ud iE ne
at a Q
NP PA
0 rg y Sa ud iA ra m co AC W A Po we r So na tra Ira ch q O il M in is tr y
0 OC
20
10
100
80
Contracts Awarded
60
No. of Projects
140
rE ne
Estimated CAPEX ($Billion)
Top MENA Topoperators Operators across Across MENA (based ononcommissioning upto to2032) 2032) (based commissioning date date up
AD N
22
70 60 50 40 30 20 10 0 Q1 2025
Q2 2025
Q32025
Q4 2025
Q1 2026
Oil & Gas
Energy Transition
Mature Renewables
Upstream
Renewables
Downstream
Conventional Power and T&D
Large Scale Nuclear
Energy Storage
Power
Transmission & Distribution
Midstream
Hydrogen
Energy Storage
Carbon Capture
No. of Projects
Q2 2026
Figure 4: Top operators across MENA by CAPEX based on projects commissioning in 2032. Source: EICDataStream
Figure 5: Total number of projects awarded across MENA region from Q1 2025 to Q2 2026. Source: EICDataStream
Saudi Arabia continues to lead the market with US$207.1bn across 181 projects, followed by UAE at US$196.7bn and Egypt at US$170.7bn. While oil and gas remains the largest segment in Saudi Arabia, 53% of the country's investment is outside hydrocarbons, reflecting diversification under Vision 2030 and a growing focus on energy security. Across the wider region, oil and gas investment is led by the UAE, Iraq and Saudi Arabia, driven by efforts to expand and sustain production. ADNOC's AiP5 programme aims to increase and sustain crude oil production capacity at 5m bpd by 2027, supported by a portfolio of greenfield developments, brownfield expansions and production-sustaining projects across its onshore and offshore assets and UAE's exit from OPEC and OPEC+ in May 2026 gives the country greater flexibility to adjust production in response to market conditions and supply disruptions.
ADNOC is one of the leading oil and gas operators in the MENA region, with approximately US$114.74bn in planned investment through 2032. This outlook is further supported by ADNOC's US$150bn capital expenditure programme for 2026-2030, spanning its upstream and downstream businesses, alongside plans to award approximately US$55bn in contracts between 2026 and 2028 to advance major energy projects and support its long-term production strategy. In addition, QatarEnergy and Saudi Aramco remain key operators. QatarEnergy continues to anchor LNG growth through the North Field expansion, which is expected to raise Qatar's LNG production capacity to 142MTPA by 2030.
In Oman, energy transition represents the largest sector by CAPEX, with US$43.92bn in planned investment. This is driven by green hydrogen, which accounts for US$37.33bn of the pipeline. The country is positioning itself as a future green hydrogen export hub, targeting key markets in Europe and Asia, although most projects remain at an early stage. In contrast, a larger share of CAPEX across North Africa is directed towards renewables and energy transition sectors. Though the region's hydrogen sector has the highest planned CAPEX at US$106bn, limited infrastructure and higher CAPEX remain key challenges for projects to progress beyond FEED. Six projects under Morocco's Offer initiative only entered FEED in February 2026, two years after its announcement. North African governments are also investing in renewables to support the long-term hydrogen goals and, in hydrocarbon-exporting markets, reduce domestic reliance on fossil fuels while preserving more oil and gas for export markets. Hybrid BESS projects have also gained momentum over the past year as countries look to manage renewable intermittency and strengthen grid reliability. North Africa’s upstream sector is considered a long-term play, new bid rounds in Egypt, Algeria and Libya and nearterm investments focused on infrastructure modernisation and expansions. For Get more in touch information Share your visit... news and views...
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Beyond hydrocarbons, investment is diversifying into renewables, energy transition, power infrastructure and nuclear. ACWA Power is a key developer, with US$67.5bn across 31 projects across countries such as Saudi Arabia, Iraq, Syria, Egypt and Morocco, spanning renewables, hydrogen, energy storage and power infrastructure. Saudi Arabia demonstrates policy-led expansion through the National Renewable Energy Programme (NREP), which continues to support large scale renewable project development. The latest NREP Round 7 includes four solar PV projects, Tabarjal 1 and 2 (1,400MW), Mawqaq (600MW), Tathleeth (600MW) and South Al Ula (500MW) alongside two wind projects in Madinah Province, Bilghah (1,300MW) and Shagran (900MW), representing a combined capacity of 5.3GW. At the same time, nuclear power is emerging as a key low-carbon baseload source, with US$54.4bn of investment by Egypt's Nuclear Power Plants Authority (NPPA) and the UAE's Emirates Nuclear Energy Corporation (ENEC), through the El Dabaa Nuclear Power Plant and UAE Second Nuclear Power Plant projects, respectively. Despite the challenging environment, contract activity has remained resilient, with national oil companies and developers continuing to progress key oil and gas and power projects to support long-term production targets and rising domestic energy demand.
Projects in the MENA region
Iraq
United Arab Emirates
Bahrain
Morocco
Egypt
Hamrin Oil Field Expansion Project II
Ruwais Industrial Chemicals Zone Phase II
GPIC Sitra Aromatics Plant Project
NOOR Midelt 1 Hybrid PV and CSP Solar Power Plants
Green Sky Capital SAF Project Phase 1
Operator: HKN Project Stage: FEED Value: US$1,000m Startup Year: 2030
Operator: TA'ZIZ Project Stage: Feasibility Value: US$2,000m Startup Year: 2031
Operator: Gulf Petrochemical Industries Co (GPIC) Project Stage: FEED Value: US$3,000m Startup Year: 2031
Operator: Moroccan Agency for Solar Energy (MASEN) Project Stage: FEED Value: US$781m Startup Year: 2030
Operator: Green Sky Capital Project Stage: Pre-FEED Value: US$212m Startup Year: 2027
Saudi Arabia
United Arab Emirates
East-West Crude Oil Pipeline Expansion
Abu Dhabi Offshore Block 5 Concession
Operator: Saudi Aramco Project Stage: Feasibility Value: US$300m Startup Year: 2030
Operator: Pakistan International Oil Ltd (PIOL) Project Stage: FEED Value: US$1,500m Startup Year: 2032
Oman Mahout and Duqm Solar PV (RTC) Project Operator: Oman Power and Water Procurement Company Project Stage: Feasibility Value: US$500m Startup Year: 2030
Oman Saih Nihayda NGL Extraction Plant
Oman
Operator: OQ Project Stage: FEED Value: US$750m Startup Year: 2030
Operator: Hynfra Project Stage: FEED Value: US$5,400m Startup Year: 2032
Green Ammonia Oman Hynfra
Oman
Libya
Jabal Abyad Pumped Hydro Energy Storage (PHES)
Waha Concessions NC 59 North Gialo Oil Field
Operator: Oman National Electric Company Project Stage: Feasibility Value: US$3,000m Startup Year: 2029
Operator: Waha Oil Company (WOC) Project Stage: FEED Value: US$5,000m Startup Year: 2030
Figure 6: Projects of key interest in the Middle East region. Source: EICDataStream
Figure 7: Projects of key interest in the North African region. Source: EICDataStream
However, continued contracting activity does not necessarily translate into consistent progress on the ground. Project execution remains uneven, with some developments facing delays as resources and priorities shift towards the rehabilitation and restoration of affected assets.
Saih Nihayda NGL Extraction Plant OQ is developing a new natural gas liquids (NGL) extraction plant at Saih Nihayda in central Oman, with NGLs to be transported to Duqm for fractionation, storage and export. The project is expected to deliver 48Mcm/d of natural gas for 20 years. The facility will extract NGL products including butane, propane, ethane and C5+ condensates. OQ has received revised commercial bids from seven international contractors for the FEED competition of the project. OQ is expected to shortlist at least three contractors within the next one to two months to undertake parallel paid FEED studies, which will lead to the subsequent EPC phase.
While contracting activities in the Middle East were upstream led, renewables drove the North African market. Notable upstream awards include the April 2026 engineering, procurement, construction and installation (EPCI) contracts under Aramco's Long-Term Agreement (LTA) Programme, CRPO 154 and CRPO 155, for the Safaniyah Field, awarded to Saipem. Another example is the May 2026 detailed design contract for QatarEnergy's Bul Hanine Oil Field expansion, awarded by COOEC to Wood. By Q2 2026, 18 contracts were awarded for renewable energy projects, matching the full-year total recorded in 2025. 50% of the awarded contracts were linked to solar projects in Egypt, including the Benban and Nefer Menya solar projects. Renewables EPC activity presents a mix of Chinese and European contractors such as Clemessy and China Energy Engineering Group Co (CEEC). Meanwhile, solar OEM and equipment supplies are led by Chinese players, including AIKO Solar and LONGi Solar. Projects of key interest Abu Dhabi Offshore Block 5 Concession Abu Dhabi Offshore Block 5 Concession located approximately 100km northeast of Abu Dhabi city and covering 6,223 sq km near the giant Zakum field. The development is primarily targeting conventional oil resources. Following successful exploration and appraisal activities, a 35-year production concession was signed in 2026 to advance the commercial discovery towards development. East-West Crude Oil Pipeline Expansion The proposed expansion of the East-West crude oil pipeline could add around 2mbpd of capacity, increasing total capacity to approximately 9mbpd. This would strengthen export routes that bypass the Strait of Hormuz, either through upgrades to existing infrastructure or the development of additional pipeline capacity. Preliminary discussions are underway with neighbouring countries. For more more information information visit... visit... For
www.the-eic.com/MarketIntelligence/EICDataStream www.the-eic.com/MarketIntelligence/EICDataStream
Mahout and Duqm (RTC) Project Development of a 2.7GW hybrid renewable energy project located in the wilayats (provinces) of Mahout and Duqm, Oman. The project combines solar PV, wind power and battery energy storage systems (BESS) to deliver round-theclock (RTC) renewable electricity, with a firm supply capacity of nearly 770MW. Waha Concessions NC 59 (J6) North Gialo Oil Field The project is part of the Waha Concession development in Libya's Sirte basin. The field development plan is targeted for 200MMcf/d of gas and 100,000b/d of oil. KBR was appointed in July 2026 to reassess the project's FEED, as the project remains a priority for Libya's NOC and Waha Oil Company. NOOR Midelt 1 Hybrid PV and CSP Solar Power Plants Morocco's upcoming Noor Midelt Complex is a three-phase solar development with a total 1.6GW solar and 1.2MWh BESS capacities. Noor Midelt 1, with 800MW capacity, has recently returned to FEED phase to potentially convert from hybrid PV-CSP to fully PV modules as used in Noor Midelt 2 and 3. Green Sky Capital SAF Project Phase 1 Developed by Green Sky Capital, the 200,000tpa SAF facility is the fastest progressing SAF project throughout North Africa. Shell signed a 100% offtake agreement in December 2025. In May 2026, the company signed project financing for the facility and the project is in pre-FEED stage with Axens as technology licensor. EIC (Energy Industries Council)
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Sector analysis
DataStream
Energy addition: an old reality, a new debate Across industry conferences, boardroom discussions and energy market forums, an expression is appearing with increasing frequency: energy addition. At a time when energy security has once again become a strategic concern, forecasts for electricity demand are being revised upwards and geopolitical tensions continue to expose vulnerabilities across all global energy supply chains, the term has gained traction across the industry. It has become a shorthand for describing a reality that many countries have been grappling with for decades: the simultaneous expansion of multiple energy sources to meet different economic, political and strategic objectives. Norway illustrates this dynamic particularly well. In early 2026, the government reaffirmed its support for continued petroleum activity and expanded the areas available for exploration on the Norwegian Continental Shelf, by 70 additional blocks. At the same time, the country continues to position carbon capture and storage as part of its longterm industrial strategy, drawing on decades of experience from projects such as Sleipner, where CO2 has been captured and stored offshore since 1996. The result is an approach that combines continued oil and gas production, underpinned by fiscal policy and export priorities, with investments in technologies aimed at reducing emissions from carbon-intensive industries, alongside a domestic electric matrix largely supplied by renewables.
In the US, the logic differs but leads to a similar outcome. Electricity demand is reaching record levels, driven by data centres, artificial intelligence and industrial electrification. Against this backdrop, natural gas remains the country's largest source of electricity generation, providing flexibility to an electric system increasingly supplied by solar and wind. The interaction between these sectors is particularly visible in LNG infrastructure. As the US strengthens its position as the world's largest LNG exporter and global demand continues to grow, developers are increasingly exploring carbon capture solutions to reduce the emissions intensity of export facilities. The expansion of the federal 45Q tax credit has improved the commercial case for CCS projects associated with LNG terminals and other industrial facilities along the Gulf Coast. The result is an energy sector in which hydrocarbons and lowcarbon technologies are becoming increasingly interconnected.
Gabrie la
Lauria
Brazil presents a different variation of the same dynamic. The country already possesses one of the most renewablerich energy systems among major economies. According to the International Energy Agency (IEA), renewables account for around 45% of total energy supply, while low-emission sources dominate electricity generation. Yet hydrocarbons continue to play a central role in export revenues, industrial activity and future investment plans. This is reflected in Brazil's project pipeline. According to EICDataStream, the country is expected to attract at least US$257bn in energy-related investment through to 2030, including US$82bn in renewables and US$63bn in upstream projects. Rather than pointing to a choice between different energy pathways, the investment profile suggests that policymakers continue to assign different functions to different energy sources: renewables and transmission & distribution infrastructure to serve an already low-carbon domestic energy system and oil and gas to sustain export revenue, fiscal income and industrial activity as production from Brazil's mature subsalt fields begins to decline. This dynamic is particularly visible in the Equatorial Margin, a 2,200km offshore region stretching along Brazil's northern coastline that is regarded as one of the country's last remaining exploration frontiers, with geologists expecting deposits comparable to those found offshore Guyana and Suriname. In August 2026, Petrobras confirmed the presence of hydrocarbons at the Morpho well in the Foz do Amazonas Basin, reinforcing expectations that the Equatorial Margin could emerge as Brazil's next major exploration frontier. The discussion is therefore less about securing additional power generation and more about the future role of oil and gas within the Brazilian economy. Questions around export revenues, industrial development and long-term investment have become as important as the energy transition itself. Taken together, the experiences of Norway, the US and Brazil suggest that the debate is less about whether hydrocarbons and low-carbon technologies can coexist and more about the conditions under which that coexistence is enabled. In each case, the rationale varies: fiscal stability and export markets in Norway, rising demand and export competitiveness in the US and economic development and future production in Brazil. What the term energy addition captures is a recognition that the pathways countries follow are likely to be shaped as much by economic and geopolitical priorities as by decarbonisation targets. Gabriela Lauria, Junior Energy Consultant gabriela.lauria@the-eic.com
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DataStream CHILE
Global opportunities MALAYSIA
POLAND
Observatorio Battery Energy Storage System
Malikai Deepwater Project – Phase 3
Offshore Wind Farms B-Wind & C-Wind Polska
Operator: Verano Energy Value: US$150m Verano Energy has awarded Sungrow a contract to supply its PowerTitan 2 solution for the 152MW/606MWh battery energy storage system (BESS), along with a 25-year longterm service agreement covering system operation and maintenance.
Operator: Sabah Shell Petroleum Company Ltd Value: US$150m Shell has taken FID for the Phase 3 of Malikai Deepwater Project in offshore Sabah. The phase 3 will involve drilling of four oil producing wells to enhance Malikai's recoverable oil volumes.
Operator: Ocean Winds Value: US$1bn Bilfinger has been contracted for the execution phase where it will provide technical advisory services and will support with supervision of turbine installation, offshore structures and export cable installation.
i
For information on these and more than 17,000 other current and future projects we are tracking please visit EICDataStream
SOUTH AFRICA
Sasolburg Green Hydrogen Project Operator: Sasol Value: US$100m Envision Energy has been contracted to undertake a design study for a potential hydrogen project at Sasol's Sasolburg operations which could see hydrogen produced for e-Methanol and eSAF production. The study will assess integrating renewable energy generation to support green hydrogen production.
UAE
US
Ruwais Natural Gas Liquids (NGL) Fractionation Train 5
Western Gateway Refined Products Pipeline System
Operator: ADNOC Gas Value: US$4.3bn The operator has reached FID for RGD Phases 2 and 3 and awarded US$8.2bn in EPC contracts, including a US$3.9bn contract to Wison Engineering for the Habshan gas processing train and US$4.3bn EPC contract to Tecnimont for the Ruwais NGL fractionation train.
Operator: Phillips 66 Value: US$5bn Phillips 66, Kinder Morgan and HF Sinclair have finalised a joint venture agreement and taken a FID to proceed with the project. The companies will own 49.9%, 35.1% and 15% respectively. The project has an enterprise value of approximately US$5bn.
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Sonardyne helps BAS navigate on GIANT climate mission An ambitious climate science mission using marine robots, in formation and closer to glaciers than they've been before, set sail this summer with support from Sonardyne underwater positioning technology. The GIANT project, led by British Antarctic Survey (BAS), is investigating how the warming ocean is making Greenland's tidewater glaciers melt – and what this means for our global climate. To do this, the UK's polar research ship RRS Sir David Attenborough sent a fleet of autonomous vehicles – aerial, surface and subsea – as a connected observing system, into one of the world's most extreme environments to get the most comprehensive data possible. Sonardyne's Ranger 2 Ultra-Short BaseLine (USBL) positioning system onboard the RRS Sir David Attenborough and a Mini-Ranger 2 USBL system on the daughter craft Erebus were used to track and control formation operation of the mission's underwater vehicles as they mapped the glacier's underwater face.
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Member’s news
AUVs on the RRS Sir David Attenborough back deck
The GIANT project involves 15 collaborating institutions, five technology partners and is backed by the UK's Advanced Research and Invention Agency.
GIANT is not just about sending robots closer to the ice, which is ambitious in itself, it's about turning multiple vehicles into a connected observing system capable of gathering measurements scientists have never captured before. Michelle Barnett, Business Development Manager, Ocean Science, Sonardyne
Sonardyne is recognised as a world leader in the design and manufacture of underwater acoustic positioning, inertial navigation, wireless communications and sonar technologies and services for the offshore energy, defence and science sectors.
Exploring the dynamic environment of tidewater glaciers using a diverse array of scientific instruments, from research vessels and underwater drones to surface sensors and aerial vehicles.
35
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www.abb.com
ABB FIRST IN WORLD TO OFFER MAGNET-FREE IE6 MOTOR FOR HAZARDOUS AREAS
ABB is the world's first manufacturer to offer an IE6 Hyper Efficiency motor certified to ATEX and IECEx requirements for use in hazardous areas. The new IE6 Increased safety motor, based on ABB’s magnet and rare earth-free synchronous reluctance (SynRM) technology, offers up to 60% lower energy losses than the IE3 induction motors commonly used in Zones 1 and 2. This enables operators to realise a major boost in energy efficiency and avoided carbon emissions in industries where gas, vapour or dust might be present, such as chemicals, marine, oil and gas, pharmaceuticals and food and beverage. The IE6 SynRM Increased safety motor is certified for use with variable speed drives (VSDs) to offer accurate control and high efficiency throughout the whole speed range, even at partial loads. This makes it the ideal upgrade for standard IE3 induction motors in pumps, fans and compressors. Over a typical 20-year service life, the energy savings from switching just one motor up to IE6 would be €87,5201, resulting in an eight-month payback period with 157,540kg CO2 avoided – equivalent to 37 gasoline powered passenger cars driven for a year.
The new IE6 SynRM Increased safety motor covers ratings from 110kW, with IE5 versions available for up to 90kW. As well as increased reliability and reduced maintenance, SynRM technology enables a more cost-effective installation. In Zone 1, cooler running can allow the use of an Increased safety SynRM motor where a Flameproof motor with a special enclosure would be the traditional choice. Furthermore, in Zone 2, the improved loadability of SynRM motors enables more power from the same size as an equivalent induction motor. This could enable a smaller, lower-cost motor to fulfil the same duty. ABB's IE6 and IE5 SynRM technology is part of the industry's broadest portfolio of IEC LV motors for hazardous areas, with induction alternatives up to IE4 efficiency level. Whatever the technology, these motors combine robust construction, high energy efficiency and reliable operation to deliver trusted performance and certified safety. To learn more about ABB's IE6 SynRM motors for hazardous areas, visit: https://www.abb.com/global/en/areas/ motion/motors-generators/low-voltage-motors/iec-lowvoltage-motors/motors-for-explosive-atmospheres
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New EIC members NEW PRIMARY MEMBER
Allrig Middle East FZCO Unit 209 Fortune Executive Tower Jumeirah Lakes Towers Cluster T PO Box 122096 Dubai UAE Contact Tamer Azar, Regional Director
NEW BRAZIL NETWORKING MEMBER
Fondachi Advisory Av das Nações Unidas, 12.495 15º andar Brooklin Paulista São Paulo Brazil Contact Marina de Gusmão Bastos, Senior Associate
Telephone +971 4 333 5504
Telephone +55 21 99655 2056
Email tazar@allriggroup.com
Email mdegusmao@ fondachiadvisory.com.br
Web www.allriggroup.com Allrig Group is a global energy services company providing integrated asset management solutions to the offshore and onshore oil and gas industry. With decades of industry expertise, Allrig specialises in inspection, maintenance, repair, overhaul, engineering support and parts supply for critical equipment, including jacking systems, cranes, drilling equipment, derricks and mechanical handling systems. Through its global expertise and strong local presence, Allrig supports drilling contractors and asset owners in maintaining safe, compliant and reliable operations while minimising downtime and maximising operational efficiency.
Galperti Srl Via Provinciale 20/22 Cortenova 23813 Italy Contact Matteo Colombo, QA Director Telephone +39 (0)341 988011 Email matteo.colombo@galpertisrl.com
Web www.fondachiadvisory.com.br
Web www.galpertisrl.com/en
Fondachi Advisory is a Brazilian financial advisory company specialising in mergers and acquisitions (M&A), capital raising, strategic advisory and corporate finance for middle market companies.
Galperti Srl specialises in the manufacture and marketing of steel flanges and special forgings, primarily for the energy, oil and gas, nuclear and renewable energy sectors.
Fondachi combines financial expertise, industry knowledge and the direct involvement of senior professionals throughout every stage of its projects, working closely with Brazilian and international companies and investors. The firm also supports clients in preparing and structuring for future transactions, whether involving the sale of an equity stake, capital raising, or other corporate transactions.
The company operates a production facility in Cortenova, a logistics hub in Pasturo and a sales office in Marseille, managing the entire production cycle in-house – from raw material to finished product – by integrating forging, heat treatment, machining and quality control.
1 December 2026 • Berlin
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NEW GLOBAL MEMBER
Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
Galperti manufactures products that comply with major international standards and provides custom solutions based on client drawings and specifications, working with various types of steel and special alloys for industrial applications with demanding technical and quality requirements.
New EIC members
NEW PRIMARY MEMBER
MEI Solutions LLC 21 Waterway Ave, Suite 300 The Woodlands TX 77380 US Contact Lee Jackson, Managing Director Telephone +1 832 458 8946 Email sales@meisolutionsllc.com Web www.meisolutionsllc.com
NEW KUALA LUMPUR NETWORKING MEMBER
SEMARAK Training Unit 31-1, Binjai 8 Premium Soho No 2, Lorong Binjai 50450 Kuala Lumpur Malaysia Contact Faiz Latip, CEO Telephone 03 2181 4595 Email faiz.latip@semaraksolutions.com Web https://semaraktraining.com
MEI Solutions is a US-based manufacturer and supplier of industrial labelling, identification and marking solutions serving the energy, power generation, oil and gas, petrochemical, data centres and industrial sectors.
SEMARAK Training is a PETRONASlicensed company and HRD Corpregistered training provider, based in Kuala Lumpur, Malaysia, delivering professional training and capability development solutions to the energy industry and beyond.
The company specialises in highquality engraved tags, cable and wire markers, stainless steel labels, pipeline identification products and custom signage designed to withstand demanding environments.
Since 2020, the company has proudly served 80+ corporate clients across nine countries, offering 160+ professional courses through a global network of 30 subject matter experts.
With in-house manufacturing, rapid turnaround and technical expertise, MEI Solutions provides tailored solutions that help customers improve safety, compliance and asset identification across every stage of a project.
SEMARAK Training's expertise spans six key areas: oil and gas; energy transition, power utility and renewable energy; metering and allocation; digital transformation; process safety; and business and management.
Backed by exceptional customer service and industry experience, MEI Solutions is a trusted partner for engineering, procurement and construction (EPC) companies, contractors, original equipment manufacturers (OEM) and facility owners throughout North America.
SEMARAK Training is committed to making professional learning more available, accessible and affordable, empowering organisations and individuals to perform better and achieve more.
NEW PRIMARY MEMBER
Wells & Waves Ltd 20 Wenlock Road London N1 7GU England UK Contact Saeed Rehman, VP Telephone +44 (0)2035 766 692 Email saeed.rehman@ wellsnwaves.com Web https://wellsnwaves.com Wells & Waves is a subsurface intelligence company founded by industry experts with decades of experience in fiber optic system design, installation and diagnostics, delivering wireline/ slickline operations and scalable semi-permanent and permanent distributed fiber optic sensing (DFOS) solutions efficiently. Wells & Waves works with clients to design and install integrated systems optimised to bring desired data for subsurface and wellbore analysis alike, regardless of complexity. Turning any DFOS system into a data source to be tapped for the life of the installation. Wells & Waves is an installation company with data handling and analytics capabilities.
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Member news Arup hits major milestone in development of national heat network zoning model
Belzona SuperWrap II composite repair system withstands monster truck challenge
Suitable for service temperatures ranging from -60°C (-76°F) up to 150°C (302°F), Belzona SuperWrap II enables the in-situ repair of throughand thin-wall defects and can even be applied in aqueous environments.
Arup and Ordnance Survey (OS) have hit a major milestone in the roll-out of national heat networks in England with a major update to the national heat zoning model. The model will support at least ten English towns and cities to begin establishing their heat network zones later this year, with further zones to follow.
Belzona has showcased the strength restoration capabilities of its Belzona SuperWrap II composite repair system through a live load test involving a seven-tonne monster truck.
Having a seven-tonne monster truck drive over a pipe repaired with Belzona SuperWrap II certainly captured people's attention, but it also demonstrated the strength and reliability of a technology that helps customers around the world extend the life of critical equipment and infrastructure.
As part of its countdown to its 75th anniversary in 2027, the company reinforced a carbon steel pipe with the Belzona SuperWrap II composite wrap system before subjecting it to the weight of the Red Dragon Monster Truck at its HQ in Harrogate, UK.
Arup, the global engineering and sustainability development consultancy and OS, as consultants, were first appointed by the Department for Energy Security and Net Zero (DESNZ) in 2024 under the Heat Network Zoning Consultancy Framework to provide technical and consulting services to help identify and develop heat network zones in England.
Despite the enormous load, the reinforced pipe successfully withstood the challenge, providing a striking demonstration of the system's ability to restore the integrity of holed, weakened, corroded and eroded pipework and tank walls.
As part of the framework, they have been working on the design and management of the national heat zoning model, which helps decide where large, low-carbon heat networks should be built across England.
Arup and OS have recently been awarded a second contract from DESNZ to continue this work, further strengthening their role in delivering the national zoning model and supporting its ongoing assurance and development.
Photo Copyright © 2026 Belzona International Ltd
The model is underpinned by OS building and address data, which provides the core inputs for assessing heat network development costs, alongside OS roads and rivers data. Accurate building classification data is critical to the model, as it informs heat demand assumptions and improves the reliability of outputs.
Belzona SuperWrap II combines a 100% solids resin with a bespoke hybrid reinforcement sheet incorporating fibreglass and carbon fibre technology. Available in four resin grades, the system can be selected to suit a wide range of service environments and operating conditions.
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For more information: www.arup.com
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Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
Barry Nisill, CEO, Belzona
The system provides an alternative to traditional repair methods such as welding and component replacement, helping operators minimise downtime, avoid hot work and extend asset service life. It is used across a wide range of industries including oil and gas, power generation, water and wastewater, marine and general manufacturing.
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For more information: www.belzona.com
Bertling Group expands in Germany through strategic acquisition of Pfaff International Bertling Group, a leading international provider of logistics and shipping solutions, has announced the acquisition of Pfaff International GmbH, a well-established logistics company based in Baienfurt in southern Germany. Integrating Pfaff will significantly strengthen Bertling's European footprint, adding logistics offices and teams in southern and northern Germany as well as Rauma/Finland to the network. Access to Pfaff's extensive local and European client network, built by their experienced teams over the years, will enable Bertling to expand its service offerings. The overall goal is to deliver greater value to existing customers while unlocking new growth opportunities in the region by combining the strengths of both organisations. Pfaff’s existing customers can expect a seamless transition and continuity of service from their existing account managers, who will continue to provide the high-quality service they have become accustomed to. The integration will focus on combining the expert teams, systems and standards and operational processes from both organisations while Pfaff will grow into the Bertling organisation. Having been in business for more than 160 years, the Bertling Group has established a high-value reputation in the ship-owning, chartering, transport logistics and IT industries. Headquartered in Hamburg, Germany and founded back in 1865 Bertling today has presence in 50 offices in 30 countries all over the world.
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For more information: www.bertling.com
Photo © The Bertling Group 2026
Member news
Left to right: Hendrik Bulmahn, Managing Director, Bertling Group and Peter Kienle, Managing Director, Pfaff
Deepsea Technologies UK strengthens offshore capability in Aberdeen Deepsea Technologies UK has successfully completed a major basket loading project at its Aberdeen facility, marking a significant milestone for its offshore service base and further strengthening its position within the subsea controls and aftermarket sector. The project was delivered on schedule, with outstanding safety performance and a strong emphasis on quality, collaboration and efficiency. The scope of work involved the full management and execution of HFL and EFL basket loading operations, carried out entirely in-house. From the initial bid stage through to final delivery and load out, the project was managed as a complete package, demonstrating Deepsea Technologies UK's ability to provide an integrated, one-stopshop solution. This comprehensive approach covered fabric maintenance, recertification, offshore readiness and ongoing support. The project was awarded to Deepsea Technologies UK based on a longstanding and trusted working relationship, built over many years of successfully delivering hardware and services across subsea operations. A proven track record of reliable project delivery, a strong safety culture and the ability to provide fast-track, costeffective solutions were key factors in the selection process.
As this was the first project of its kind delivered by the organisation, new procedures and processes were developed to effectively manage the scope of work. By utilising purposedesigned tooling and drawing on extensive in-house expertise, the team was able to deliver the project to the highest standards. Operating under strict ISO accreditations, Deepsea Technologies UK maintained full ownership of the process from outset to completion. The success of the project was driven by collaboration across the business. Early engagement and detailed planning ensured all aspects of the operation were carefully considered from the outset, with continuous communication maintained throughout. The work was completed by a highly skilled team of internally trained personnel, bringing together experience from onshore and offshore environments, engineering, facility operations and project support functions. Safety remained a primary focus throughout the entire project. From initial planning through to final completion, safety considerations were embedded into every phase, reinforced through regular toolbox talks and ongoing reviews. The result was a project delivered with zero incidents, reflecting the team’s commitment to maintaining the highest safety standards.
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For more information: www.afglobalcorp.com
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Member news
DNV: see what matters most for Europe's hydrogen future In Europe, hydrogen is central to the decarbonisation of key sectors. Limited access to low-cost renewables makes the region increasingly reliant on clean hydrogen imports, placing Europe in a position to shape the international market. Globally, expectations for hydrogen scale-up were not matched by subsequent policy implementation. The clean hydrogen industry needs long-lasting mandates and subsidies to scale up further.
Photo © 2003-2026 Shutterstock, Inc
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DNV's latest Energy Transition Outlook 2026: Hydrogen to 2060 explores what has slowed progress and where hydrogen still matters most. Access your copy of the report to: • Get an independent, realistic view of clean hydrogen and derivatives' roles in Europe and what it will take to scale so you can plan with confidence. • See what policy signals, market conditions and standards have the greatest influence on hydrogen deployment so that you can anticipate what could affect investment decisions. • Compare how hydrogen pathways differ by region so you can benchmark risk, cost, timing and opportunities across markets. Explore the full analysis, forecasts and regional pathways.
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For more information: www.dnv.com
In my 39 years it has been a pleasure collaborating with the ECITB to ensure all workers at Dounreay have the skills they need. We've got a great relationship, which we really value. Rhona Gill, Learning and Development Specialist, Dounreay
ECITB e-learning platform hailed as 'great example of industry collaboration’
Dounreay has also provided feedback along the way to ensure the LXP continues to meet the needs of industry, no matter the size of the organisation.
The Engineering Construction Industry Training Board's (ECITB) award-winning e-learning platform has been hailed as a great example of industry collaboration in action. To mark Learning at Work Week 2026, NRS Dounreay has highlighted how the ECITB's Learning Experience Platform (LXP) has become a 'go-to training solution' for its 1,400 workers. The nuclear decommissioning site in north Scotland was one of the early adopters of the LXP when it was officially launched in January 2023 to provide free online courses to in-scope ECITB employers within the engineering construction industry (ECI). Hundreds of workers have benefited over the last three years, with the organisation averaging between 300400 e-learning course completions per month during this period. DNV Energy Transition Outlook 2026 — Hydrogen to 2060
ENERGY TRANSITION OUTLOOK 2026 HYDROGEN TO 2060
The LXP is accessible from any device, allows people to learn at their own pace and provides access to a wide range of resources, such as e-learning packages, video courses, webinars, podcasts and e-books. Companies who have less capacity to manage their own online learning system, are able to join the ECITB Learn Academy and access content. Employers with administrative resources can create their own online learning environment with a branded academy, while for bigger organisations like Dounreay that already have an established LMS, e-learning files are transferred. The ECITB's partnership with OpenSesame on its LXP was recognised with the gold award at the Learning Technologies Awards for Best Digital Transformation Programme in November 2025. Find out more about the LXP at: https://www.ecitb.org.uk/workingfor-industry/learning-experienceplatform-lxp/
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For more information: www.ecitb.org.uk
From pilots to scale for renewable and low-carbon hydrogen and synthetic fuels
Get in touch Share your news and views...
Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
Learning and development specialist Rhona Gill, who retired in September 2026 after almost 40 years at the business, worked closely with the ECITB to ensure Dounreay gets maximum benefit from the LXP.
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Ellis leads the way with 57% carbon reduction and new EPD milestone
Photo © 2026 Mott MacDonald
Member news
Ellis has further strengthened its position as a sustainability leader in the cable management industry with the publication of a new Environmental Product Declaration (EPD) for its polymer cable cleat range and the release of its latest carbon footprint report showing a 57% reduction in Scope 1 and 2 emissions over the last eight years. The EPD provides transparent lifecycle environmental data for Ellis polymer cable cleats, enabling consultants, contractors, EPCs and end users to make more informed and sustainable specification decisions. The publication follows Ellis' industryleading stainless steel cable cleat EPD and means the company now offers verified environmental data across both its main stainless steel and polymer cable cleat ranges. Alongside the new EPD, Ellis has published its latest Carbon Footprint Report, highlighting substantial progress towards its sustainability objectives. The EPD and latest report are available to download: https:// www.ellispatents.co.uk/sustainability
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For more information: www.ellispatents.co.uk
Vartan Vartanian
Mott MacDonald hires new data centre lead for UK and Europe Vartan Vartanian has joined Mott MacDonald's advisory and programme delivery business as director for data centre projects. In the newly created role based in the Madrid office, Vartan will build on Mott MacDonald's established data centre capabilities in the UK and Europe, supporting clients and internal teams across technical leadership, design, delivery and programme execution. Vartan has over 21 years of international experience, spanning critical and digital infrastructure, secure telecommunications, information and communications technology solutions, extra low voltage system solutions and defence-related environments. He possesses deep expertise in data centres, having delivered programmes across key lifecycle stages, including due diligence, planning, design, construction delivery, systems integration/commissioning and operational readiness.
We are focused on bringing the very best people, expertise and capabilities into our business to help deliver on behalf of clients. The data centre industry is fast-evolving and I'm delighted that Vartan has joined. His sector expertise and insights are crucial to Mott MacDonald's commitment to our data centre clients and growth ambitions in this hugely important market. Kerry Hancock, Managing Director of Advisory and Programme Delivery, Mott MacDonald
Having worked with hyperscale end clients as well as major general contractors and system integrators, he brings a strong end-to-end perspective on how complex data centre programmes are planned, designed, procured, delivered and operated in different markets and delivery environments.
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For more information: www.mottmac.com
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Member news
PBS builds on UK growth with continued contract awards and expansion PBS is continuing to strengthen its position in the UK market, building on long-term client relationships, recent contract awards and continued investment in its delivery footprint. The business has recently confirmed a further contract extension within the UK offshore sector, supporting assets in the northern and central North Sea. The award represents a continuation of a longstanding relationship, seeing PBS retain its role in providing integrated services as the assets transition to new ownership. This reflects the strength of PBS's general maintenance and operations contract (GMOC), which brings together multi-discipline teams under a single delivery structure, focused on safe operations, maintenance efficiency and cost optimisation. The contract, with further extension options available, has the potential to continue to 2030. Alongside this, PBS has secured additional UK work, including a two-year integrated services contract supporting gas plant operations in Shetland. These awards contribute to a stable and growing UK portfolio, anchored by longterm delivery in the North Sea basin. Across the market, there is a growing need to reduce operating costs while simplifying how large and complex scopes are delivered. PBS's model directly addresses this – providing a single point of responsibility across operations, maintenance, engineering, construction, access and fabric maintenance with a clear focus on cost efficiency and performance. More broadly to support growth efforts PBS have recently expanded its UK presence with a new office in Teesside, strengthening its ability to support clients across both traditional energy hubs and emerging industrial clusters. This complements its established Aberdeen base, which continues to act as a centre of excellence for delivery and international support. Get in touch Share your news and views...
Beyond the UK, PBS continues to support international operations, including ongoing work in Angola, demonstrating the scalability of its delivery not just in integrated services, but engineering and construction, across different operating environments. PBS is a consortium of Ponticelli, Brand Energy & Infrastructure Services and Semco Maritime, bringing together three global organisations with aligned values and complementary expertise.
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For more information: www.ponticelli.com
Prysmian: Eastern Green Link 2 sets standard for recycled copper in high voltage cables Prysmian, together with La Farga Yourcoppersolutions, is setting a new benchmark for sustainability, with the use of La Farga Genius 100% recycled copper in a high voltage subsea cable project. The Eastern Green Link 2 (EGL2) project is the UK's biggest electricity transmission project in construction – transporting enough electricity to power two million homes between Peterhead in the northeast of Scotland and Drax in North Yorkshire, England, through a 505km, 2GW power superhighway. EGL2 is a joint venture project being delivered by National Grid Electricity Transmission and SSEN Transmission. An industry-first use of 100% recycled copper Prysmian, who is responsible for the manufacturing and the installation of the cables for the EGL2 project, is breaking new ground by delivering the most sustainable solution for the cable conductor, through the use of La Farga Genius 100% recycled copper. Due to the high demand for electricity infrastructure projects, as the world electrifies to deliver on climate action, copper is currently one of the most critical materials across the globe. Given the scale of its recent projects, Prysmian is now the single biggest purchaser of copper in the world.
Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
Aligned with the EGL2 project's sustainability goals and in acting responsibly with the in-demand material, using recycled copper is essential. As a result, the project will set the standard as the first high voltage direct current (HVDC) cable that will use 100% recycled copper supported by an environmental product declaration (EPD) provided by La Farga, ensuring full traceability of the recycled material in EGL2 cables. EPD guarantees that the 10,000 tons of recycled copper are entirely contained within the rod supplied to Prysmian, unlike a mass balance approach, where it cannot be certified. Purchasing the recycled copper has been enabled by the Sustainability Innovation Fund (SIF), awarded to the EGL2 project by Ofgem. What measurable environmental benefits does recycled copper deliver? Prysmian will use approximately 10,000 tonnes of La Farga's GENIUS recycled copper, with the project expecting to avoid nearly 56,675 ton of CO₂eq emissions compared to the use of conventional primary copper. This is equivalent to taking roughly 39,900 average UK cars off the road for a year, or the annual emissions of 17,700 homes in the East Riding of Yorkshire. The approach is estimated to deliver a 13% reduction in the overall carbon footprint of Prysmian's scope of activities within the project, making a tangible contribution to emissions reduction in large-scale energy infrastructure. This is a practical example of how EGL2 and partners are reducing the environmental impact of delivering critical grid infrastructure, while maintaining the quality and reliability needed for nationally significant projects like EGL2. As Prysmian’s copper rod supplier, La Farga has been instrumental in enabling this industry-first milestone, helping Prysmian meet the highest environmental standards across the entire value chain.
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For more information: www.prysmiangroup.com/en
Red Rooster Lifting appoints financial director Red Rooster Lifting is pleased to announce the promotion of Lesley Christie to financial director. The appointment marks a significant milestone in Lesley's career with the business and reflects more than 12 years of progression, contribution and leadership within the company's finance function. In her new role as financial director, Lesley will take on a more strategic position within the business, contributing directly to commercial decision-making and long-term planning. Her focus will include supporting expansion into new international markets, contributing to business growth across existing and emerging regions and assisting with facility expansion to support the hire fleet.
Growth needs to be sustainable and supported by good planning. It's important to invest in the right areas at the right time while maintaining strong financial controls and understanding the operational demands of the business. Lesley Christie, Financial Director, Red Rooster Lifting
She added that her priorities over the coming years include supporting strategic expansion, strengthening financial planning and maintaining a clear focus on risk management as the business explores new markets and industries. For over 35 years Red Rooster Lifting has been specialising in the supply, rental and servicing of some of the best powered lifting and load measuring solutions in the world.
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For more information: www.redroosterlifting.com
Photo © Red Rooster Lifting Ltd 2026
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Lesley Christie
Saint-Gobain ISOVER: TechCalc 3.0 – smarter thermal insulation design In a context where energy efficiency, operational performance and carbon reduction are becoming critical priorities, thermal insulation design requires more than technical accuracy. It requires tools that help professionals compare scenarios, quantify savings and make informed decisions. Developed by Isover, TechCalc 3.0 brings together calculation precision, ease of use and sustainability insights in one intuitive web-based platform. Turning complex calculations into a guided workflow Designing the right insulation system can be complex, time-consuming and prone to uncertainty. TechCalc 3.0 simplifies this process through a guided step-by-step workflow. Users can define components, select calculation methods, input operating conditions and instantly evaluate insulation performance. Whether used for industrial processes, HVAC systems or marine applications, the software delivers reliable results aligned with key standards such as ISO 12241 and EN 17956. From compliance to decision-making TechCalc 3.0 goes beyond standard thermal calculations. It helps users evaluate energy losses, CO2 savings, operational costs and payback periods in just a few clicks. By comparing insulation scenarios, engineers and specifiers can identify the most suitable solution, balancing technical performance, cost efficiency and sustainability with confidence.
Designed for real-world complexity The software also integrates advanced features such as thermal bridge analysis, multi-layer insulation modelling and customisable databases. This allows users to address demanding industrial environments while adapting calculations to projectspecific requirements. Making energy savings visible In an era where energy efficiency is a strategic priority, TechCalc 3.0 becomes more than a calculation tool. It helps make the benefits of insulation visible, measurable and actionable. By quantifying energy and cost savings, the platform supports better decision-making and contributes to industrial decarbonisation. Key benefits: • Fast and accurate thermal calculations.
• Guided step-by-step workflow. • Compliance with ISO 12241 and EN 17956. • Energy loss, CO2 savings and cost calculations. • Scenario comparison and payback evaluation.
• Thermal bridge and multi-layer insulation analysis. • Suitable for industry, HVAC and marine applications. TechCalc 3.0, the new version of the web-based calculation tool helping engineers design efficient, compliant and sustainable insulation systems is available online: https://techcalc.zub-systems.de/
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For more information: www.isover-technical-insulation.com
Member news
Siemens Energy to increase Oman's energy production by 20% Siemens Energy will supply key power generation technology and long-term service for the Misfah and Duqm Independent Power Producer (IPP) projects in Oman. With a planned capacity of nearly 2.6GW, the two combined-cycle power plants will increase the country’s electricity capacity by almost 20% and help deliver reliable power to more than 2m people. Siemens Energy's scope includes six F-class gas turbines, six generators and corresponding twenty-year long-term service agreements. The power plants will support Oman’s growing need for additional power generation capacity in two strategically important locations: Misfah is located within one of the Sultanate's largest electricity demand centres in the Muscat Governorate, while Duqm is positioned inside the Special Economic Zone at Duqm in Al Wusta Governorate, a key industrial and logistics hub on the Arabian Sea coast. The projects are being developed by a consortium comprising Etihad Water and Electricity Company PJSC, Nebras Power Investment Management BV, Bahwan Infrastructure Services LLC and Korea Western Power Co Ltd. Doosan Enerbility, in consortium with SEPCO-3, is responsible for the engineering, procurement and construction (EPC) of the plants, while Nama Power and Water Procurement Company will serve as the offtaker for the electricity generated. The components for both projects will be produced within Siemens Energy's manufacturing sites in Germany. The SGT5-4000F gas turbines will be manufactured in Berlin, while the SGen5-2000P generators will be manufactured in Muelheim.
THREE60 Energy to continue supporting Vår Energi in Norway THREE60 Energy has been awarded a new long-term project support agreement with Vår Energi ASA, further strengthening the long-standing relationship between the two companies. The agreement, which has an initial term of four years with options for extension, will see THREE60 continue to provide project support across drilling, wells and subsurface disciplines. The support will contribute to the safe and efficient planning and execution of Vår Energi's operations. The award builds on a successful history of collaboration between the organisations and reflects THREE60's ability to provide an integrated approach, combining disciplines to provide flexible support. Photo Woldcam / © Vår Energi
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For more information: www.siemens.co.uk
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The Ringhorne platform
Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
We are proud to continue supporting Vår Energi through this new agreement. It reflects a relationship built over many years and above all the work our people put in every day to deliver the quality and flexibility our customers need. Jarle Veshovde, Managing Director, THREE60 Energy
The agreement further strengthens THREE60 Energy's position as a trusted partner supporting energy operators in Norway through specialist technical expertise and project support.
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For more information: www.three60energy.com
Social round up Newmedia EIC members Member news
Wave: nationwide project to help schools save water reaps promising early results Wave, the multi-award-winning County Durham, UK water retailer, has reported strong early progress from its nationwide initiative to help schools reduce water waste. The project plans to save 2m cubic metres of water – the equivalent of 2bn litres or enough to fill 13.3m bathtubs. Delivered in partnership with SaveMoneyCutCarbon, the Big Blue Eco Booster Project launched in October 2025 and provides fully funded water efficiency support to schools and academies in certain wholesale regions across England, helping them cut consumption, lower utility bills and protect water resources. As part of the project, Northumbrian Water has committed funding from its Retailer Collaboration Fund to cover the costs for more than 1,400 schools across the north east, Essex and Suffolk over the next three years. Since its launch, Wave has seen more wholesaler interest in the project with six more wholesalers signing up, including Anglian Water and Portsmouth Water. This has significantly extended the project's reach across the north east, north west and much of the east and south east of England. Wave's ambition is to continue to bring more wholesalers on board over time, enabling even more schools across the country to access the service free of charge.
Social media round up We want to use every opportunity to connect with our members, so please follow us on LinkedIn – EIC (Energy Industries Council) Below you’ll find a selection of some of the exciting EIC activities and useful industry information we’ve shared through our social media channels.
EIC (Energy Industries Council) The Middle East continues to create opportunities! Explore a selection of EIC podcast episodes discussing the trends shaping the region: https://lnkd.in/e8g_qAEB
ENERGY FOCUS F R O M T H E E N E R GY I N D U ST R I E S CO U N C I L
EIC (Energy Industries Council) The EIC explores how energy sovereignty is rising to the top of the industry's agenda, as governments and operators work to secure supply. Read this edition here: https://lnkd.in/dkhschX
AU T U M N 2 0 2 6 / I S S U E 6 4
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OBITUARY Sir Ian Wood’s legacy across the energy industry
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VIEW FROM THE TOP Steve Nicol, COO of Wood’s Operations business
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SURVIVE & THRIVE X Members are going deeper and building capability
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THE MIDDLE EAST Resilience, investment and opportunities
SECURING ENERGY SOVEREIGNTY As old trade routes are tested, nations and industries chart new paths to resilience.
EIC (Energy Industries Council) Andy Brown OBE, President of the Energy Institute & Vice Chair of Ørsted, explores key findings from one of the energy sector's most influential publications: https://lnkd.in/edNNvVTh
This initiative is open to any school that is a Wave customer. Schools can register their interest via Wave's dedicated webpage. Schools across key regions of England can access the programme free of charge. For schools outside the funded regions, the service is available on a chargeable basis. Visit: wave-utilities.co.uk/bigblue
i
For more
pe’s most significant energy ports. information: www.wave-utilities.co.uk
EIC (Energy Industries Council)
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EIC PLATINUM GLOBAL PARTNER
INTERNATIONAL TRADE UK & EIC PAVILIONS AND DELEGATIONS Looking ahead for the rest of 2026 and into 2027, we look forward to a year filled with new business opportunities across all energy sectors globally. The International Trade team has an exciting lineup of world-class energy exhibitions and delegations to support your company’s export journeys in oil, gas and renewables. Now is the time to refine your strategy and showcase your innovations on the global stage with the EIC in 2026 and 2027. We’d love to hear from you.
If you are interested in exhibiting as part of the UK and EIC Camilla pavilions and joining Tew trade delegations, need more information, or are ready to secure your place, don't hesitate to reach out to our team. Send us an email at internationaltrade@the-eic.com to start the conversation. Camilla Tew, Director, International Trade camilla.tew@the-eic.com
2026 EVENTS
DATE
LOCATION
Trade Delegation to Mozambique
19-23 October
Mozambique
Hydrogen Technology World Expo I UK Pavilion
20-22 October
Hamburg, Germany
ADIPEC I UK Pavilion
2-5 November
Abu Dhabi, UAE
Trade Delegation to Namibia
30 Nov-4 Dec
Namibia
2027 EVENTS
DATE
LOCATION
World Future Energy Summit I UK & EIC Pavilion
12-14 January
Abu Dhabi, UAE
Beijing Energy Congress I UK Pavilion
13-15 January
Beijing, China
Trade Delegation to Nigeria 2027
18-22 January
Lagos, Nigeria
Trade Delegation to Angola 2027
25-29 January
Luanda, Angola
Trade Delegation to Denmark and Norway 2027
8-12 March
Esberg & Stavanger
Wind Expo Japan I UK Pavilion
24-26 March
Tokyo, Japan
Singapore Offshore Energy Week I UK & EIC Pavilion
13-15 April
Singapore
Trade Delegation to Cote D'Ivoire
26-30 April
Cote D'Ivoire
Offshore Technology Conference (OTC) 2027 I UK & EIC Pavilion
3-5 May
Houston, US
Trade Delegation to Guyana 2027
24-28 May
Guyana
Contact us For additional details on UK and EIC pavilions and delegations, please contact the team... Email internationaltrade@the-eic.com • Phone +44 (0)20 7091 8600
CHAMPAGNE SPONSOR
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NETWORKING DRINKS RECEPTION SPONSOR
UK news LONDON On Thursday 29 October, energy leaders from across the industry will gather in London for the World Energy Supply Chain Awards ceremony. Join us as we celebrate outstanding achievements across the energy sector and crown this year's winners. With another sell-out event expected and the who's who of the energy industry in attendance, this is an evening you won't want to miss. Secure your place and join us for a brilliant evening of celebration, recognition and networking. Stuart Broadley, EIC CEO and Interim Regional Director UK, Ireland & Continental Europe FINALISTS COLLABORATION
• • • • • • •
AAL Shipping Cargostore Cokebusters ECITB Forsyths Siemens Plc Siemens Energy (Norway)
SPONSORED BY
Stuart Broadle y
OPTIMISATION
• Ampelmann • asset55 • DEEP Manufacturing • Parker Hannifin • TRS Workforce Solutions • Wave
PEOPLE & COMPETENCY
• DAPIN • JBP • Mint Selection • Monaco Engineering Solutions • OGC Energy • Powertherm • Sterling Thermal Technology
SPONSORED BY
• ABL • Genesis • IK Trax • S3 ID • Safelift Offshore • Select Offshore
• ASCO • Oceaneering • OGC Energy • Score • Siemens Plc • Sterling Thermal Technology
RISING STAR
• Presented on the evening
SCALE UP
DIGITAL & AI
• Colson Valves • DEEP Manufacturing • Intertek • Kinectrics • Score • Select Offshore
• asset55 • Beamex • Dräger (Norway) • Intertek • Johnson Controls • Oceaneering • SPP Pumps • Turner & Townsend
SERVICE & SOLUTIONS
DIVERSIFICATION
SPONSORED BY
ENERGY TRANSITION
SPONSORED BY
• AAL Shipping • Forsyths • LRQA • Monaco Engineering Solutions • Øglænd System • Siemens Energy (UK)
• AIS • Ampelmann • Bureau Veritas (UK & Ireland) • Crowcon Detection Instruments • DEEP Manufacturing • Dräger (Norway) • HKA Global Ltd • Proserv • Siemens Plc • Siemens Energy (Norway)
RESILIENCE
CULTURE
• ASCO • Deepsea Technologies • Fifth Ring • Forsyths • JBP • LRQA • RelyOn (Denmark)
INNOVATION
ENVIRONMENTAL SUSTAINABILITY & SOCIAL IMPACT • Ampelmann • Fibron • Genesis (Global) • Jo Bird & Co Ltd • Wave
EXPORT
• AAL Shipping • Cutting & Wear • ERSG • ISIS Fluid Control • REMBE • Superheat
BOOK NOW Get in touch For more information contact...
www.the-eic.com/WESCA/WESCA-Awards-London Email global.events@the-eic.com • Phone +44 (0)20 7091 8600
• ABL • deugro • Dräger (UK) • Johnson Controls • Oceaneering • Orion Group • Proserv • Superheat • THREE60 Energy • TRS Workforce Solutions
SPONSORED BY
TECHNOLOGY
• Cokebusters • Dräger (Norway) • Dräger (UK) • HIMA Group • KROHNE Group • Proserv
TRANSFORMATION
• Ampelmann • asset55 • Intertek • Lloyd's Register • RelyOn (Denmark) • REMBE • THREE60 Energy • Torquemeters • Trelleborg Marine and Infrastructure
COMPANY OF THE YEAR
• Presented on the evening
SPONSORED BY
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Middle East news Regional update As we move towards the final quarter of 2026, I am hopeful that we will continue to see the positive sentiment and momentum that has Ryan M characterised much of the cPhers on Middle East energy sector this year. The operating environment has certainly not been without its challenges, but the underlying level of investment and opportunity across the region remains significant, something reinforced by the findings of our latest Survive & Thrive X Insight Report. The report highlights the Middle East's continued strength as a growth market for the global energy supply chain. While geopolitical uncertainty has understandably brought resilience and optimisation into sharper focus, companies continue to pursue growth across the region. Oil and gas remains the commercial backbone for many businesses, alongside increasing opportunities in renewables, digitalisation and AI. Importantly, the findings also reinforce strong relationships and a long-term commitment to the market remains fundamental to turning opportunity into sustainable growth. These stories of resilience, innovation and growth will be celebrated further when our 26 finalists featured within Survive & Thrive X will compete across 11 categories at our regional World Energy Supply Chain Awards (WESCAs). Taking place on 22 October aboard the iconic QE2 in Dubai, the awards provide an opportunity to recognise some of the standout businesses from this year's report. In between there will certainly be no shortage of opportunities to connect with EIC and the wider industry over the coming months. Our GCC and Africa Market & Project Update webinars take place on 13 and 20 October, providing the latest intelligence on market trends, project developments and upcoming opportunities. Attention will then firmly turn to ADIPEC 2026 from 2-5 November, where the EIC will once again be hosting the UK pavilion and will have a presence across five halls – Hall 8, Hall 12, Hall 14, Hall 15 and Hall 16, our largest footprint at ADIPEC to date, hosting 100 companies alongside a dedicated pavilion from Wales Cymru. Additional opportunities at ADIPEC 2026 will include one-to-one meetings with EPC contractors, VIP pavilion tours, an EIC ADIPEC golf day on Sunday 1 November, an EIC ADIPEC business breakfast on day 1 and finally, the exclusive UK networking reception at the Aloft Hotel on day 2, ensuring UK exhibitors can connect and network before, during and after the show. Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com Get in touch Share your news and views...
Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
Regional news
ADNOC Gas pushes ahead with US$8.2bn growth investment ADNOC Gas has awarded US$8.2bn in EPC contracts for phases two and three of its Rich Gas Development project, underlining continued long-term investment despite recent regional disruption. The programme will expand gas processing and export capacity across key UAE assets. The company also reported Q2 net income of US$665m, ahead of guidance, while restoring its Habshan processing complex to 85% capacity, ahead of schedule. ADNOC Gas says its longer-term growth strategy remains firmly on track, despite continued uncertainty around regional export routes.
Oman's 120MW wind project reaches key financial milestone A consortium led by EDF power solutions, alongside Al Khadra Partners and OQ Alternative Energy, has reached financial close on Oman's 120MW Jaalan Bani Bu Ali wind project. The development will feature 16 wind turbines and is expected to begin commercial operations in Q3 2027, supplying renewable electricity to more than 13,500 homes and avoiding over 270,000 tonnes of CO2 annually. The project supports Oman's ambition to increase renewables to at least 30% of its electricity mix by 2030, while creating local supplychain and in-country value opportunities.
L&T lands US$1.57bn Middle East offshore energy contract L&T Energy Hydrocarbon Offshore has secured a major US$1.57bn EPCIC contract for the development of multiple offshore facilities for an unnamed Middle East client. The scope includes engineering, procurement, construction, installation and commissioning, with significant fabrication work to be undertaken at L&T facilities. The award covers offshore facilities and subsea infrastructure and represents one of the region's most significant offshore developments currently underway.
Forthcoming events Please go to page 24 to see upcoming eve8ts around the world
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Asia Pacific news Regional update I want to start this month’s edition by sharing my point of view on the reality of energy in our region, recently published in one of Malaysia's most renowned publications, The Edge.
Syed S ag
gaf
I also touch on the complexity of energy reality. Energy systems that support our economies and daily lives have taken decades to build and cannot be transformed overnight, while the growing energy trilemma requires us to balance security, affordability and sustainability. At the same time, global energy demand continues to rise, particularly in developing economies where reliable energy remains essential for growth and improving quality of life. The real challenge, therefore, is not choosing one priority over another, but finding practical and realistic pathways to deliver all three while meeting the world's growing energy needs. Do read the full article on the link below: https://theedgemalaysia.com/node/814330
Collaboration and partnership One of our key efforts to strengthen EIC's role in energy advocacy across the region is to build meaningful partnerships with local organisations in each country. We have signed a MoU with Singapore's Association of Process Industry (ASPRI). With more than 600 members, ASPRI plays an important role in Singapore's process industry ecosystem. EIC will serve as a partner to support ASPRI's internationalisation initiatives, while creating greater opportunities for knowledge sharing, market insights and collaboration between our respective members.
In this article, I mentioned that we are living in an era where uncertainty and disruption have become the new normal. From pandemics and geopolitical tensions to supply chain disruptions, energy crises, inflation and rapid technological change, the assumptions we once relied upon can no longer be taken for granted. This is particularly evident in the energy sector, where shifting market dynamics, evolving technologies, changing policies and growing sustainability expectations are rapidly reshaping how energy is produced, delivered and consumed. In this environment, the ability to adapt to reality may ultimately be just as important as the ability to plan for the future.
We also supported one of our global members, AVEVA by participating in their event, Vietnam Industrial Intelligence Forum in Hanoi. AVEVA has been a valued global member of EIC since 2013 and we greatly appreciate our longstanding partnership. It was a privilege for EIC to deliver the keynote address titled 'Asia Pacific Energy Reality', where we shared perspectives on the evolving energy landscape across the region, the opportunities ahead and the importance of collaboration in navigating an increasingly complex energy future. Syed Saggaf, Regional Director, Asia Pacific syed.saggaf@the-eic.com EIC (Energy Industries Council)
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North and Central America news Regional update The region was delighted to welcome key decision makers to our most recent event, EIC Breakfast in Houston – Opportunities with Kiewit and Siemens Energy, providing an Amand a Duho n insightful discussion on the current energy market and opportunities across the industry. The speakers shared valuable insights into their companies, market activities, supply networks, procurement strategies and areas of opportunity, giving attendees a closer look at how businesses can engage with two leading players in the energy sector. A special thank you to Carsten Bernstiel, Kiewit and Andre Ribeiro, Siemens Energy for their time and support. Join us on 30 September for our Workshop: AI in Energy Supply Chain, an interactive in-person session focused on how artificial intelligence is transforming procurement, supplier collaboration and supply chain efficiency across the energy sector. On 1 October we will host the Great Shift Change Webinar, featuring speakers from TRS Workforce Solutions and WSP. The session will explore how generational changes are reshaping the workforce and their impact on talent development, project delivery and long-term competitiveness across the energy industry. The region's WESCAs (World Energy Supply Chain Awards) will take place on 22 October, bringing together industry leaders to recognise innovation, resilience and achievements across North and Central America's energy supply chain. Join us and take part in the Halloween inspired masquerade for a cocktail reception, dinner and awards. As a reminder to the EIC community, all our events have available profile-raising opportunities. To take advantage of these opportunities and place your company at the forefront, please click here or email: houston@the-eic.com Finally, we will host EIC Breakfast in Houston – Opportunities with Black & Veatch and Wison, on 28 October 2026. This breakfast will provide an opportunity to hear directly from both companies and explore potential opportunities within the evolving energy landscape. Seating is limited at our Breakfast events so book your place now and/or secure your sponsorship today. Amanda Duhon, VP & Regional Director, North & Central America amanda.duhon@the-eic.com Get in touch Share your news and views...
Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600
Regional news
Costa Rica opens legal path for Recope to expand beyond oil Costa Rica's legislative assembly has passed a measure allowing Recope, the state's fuel company, to work with energy sources beyond oil for the first time – though drivers shouldn't expect fuel prices to change anytime soon. Legislators gave the bill, known as the Law to Promote the Energy Transition in the Fuel Sector, final approval in July, clearing it in a second-round vote with 54 in favour, none opposed and three absent. The updated law leaves Recope's existing duties intact while expanding its powers: the company can now research, acquire, import, export, process, store, transport and sell wholesale fuels derived from non-petroleum sources, with biofuels and green hydrogen specifically named. Natural gas is also brought within its purview. The reform additionally extends the authority of the public services regulator, the Autoridad Reguladora de los Servicios Públicos, to oversee the supply of gas, green hydrogen, biofuels, asphalts and naphthas.
Five states named finalists for DOE nuclear lifecycle innovation campuses The US Department of Energy has named Utah, Tennessee, Oklahoma, Louisiana and Idaho as initial candidates for hosting Nuclear Lifecycle Innovation Campuses – voluntary partnerships between federal and state governments intended to bring fuel fabrication, enrichment, spent fuel reprocessing and waste disposition together in unified, full-cycle nuclear complexes. Energy Secretary Chris Wright signed nonbinding memorandums of understanding with each of the five states, allowing further evaluation of possible sites, development frameworks and state and federal obligations ahead of any formal hosting agreements. These five were chosen after the DOE reviewed 28 applications submitted by 26 states. According to the agency, states that decide to move forward with hosting a campus will finalise hosting agreements with DOE at a future date.
Forthcoming events Please go to page 24 to see upcoming events around the world
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South America news Regional update Having established itself as a gathering for procurement professionals across the energy sector, the EIC Energy Procurement Summit is set to return on 20 October 2026. The event’s last Clariss e Roch a edition attracted more than 100 participants, laying the foundation for what has since become a platform for industry leaders to exchange ideas and perspectives. This year’s programme will bring together procurement leaders, buyers and subject matter experts to explore the role of procurement within organisations, alongside issues such as strategic sourcing, sustainable procurement and governance. The Gala Dinner: WESCA – World Energy Supply Chain Awards will take place on 12 November, bringing together professionals from across the energy sector for an evening of celebration, recognition and networking. The event will highlight the achievements of energy suppliers throughout 2026, with recognition for EIC members taking part in Survive & Thrive 2026. Guests will enjoy a drinks reception followed by a three-course dinner, while having the opportunity to connect with industry leaders, colleagues and potential new business partners. The evening offers an opportunity to celebrate the successes of the energy supply chain.
Regional news
Next up, on 17 November, the EIC will host Breakfast in Rio: Project Opportunities with SBM Offshore and BW Energy, offering attendees the opportunity to learn more about a leading player in Brazil's offshore energy sector and explore potential business opportunities. With a fleet of 16 floating production units operating across key markets including Brazil, Guyana and West Africa, SBM Offshore specialises in the design, construction, operation and life extension of FPSO vessels. BW Energy is an independent oil and gas company with offshore operations and developments in Brazil, Gabon and Namibia. Back in July, the EIC hosted another edition of its Breakfast in Rio, exploring FPSO opportunities with Seatrium and MISC Group. Among the highlights, MISC presented its investments in sustainable innovation, including solutions for CO2 transportation and storage, reinforcing its commitment to industry decarbonisation. Seatrium highlighted its involvement in major FPSO projects in Brazil and reaffirmed its commitment to strengthening the Brazilian industry by emphasising the importance of increasing local supplier participation in future projects. Clarisse Rocha, Director – Americas clarisse.rocha@the-eic.com
Intermoor wins three-year Petrobras offshore contract
KOIL Energy sources first subsea maintenance contract in Brazil
Intermoor, Acteon's moorings and anchors business line, has secured a three-year contract with Petrobras to deliver inspection, preservation, maintenance and operational readiness services for subsea interconnection, mooring and anchoring equipment supporting offshore operations in Brazil. The agreement, the third awarded by Petrobras to Intermoor within the past year, covers a broad range of mooring components including chains, steel wire ropes, anchors, connectors, load collars and associated handling equipment. Scope includes inspections, non-destructive testing, surface treatment, repairs, replacement and reconditioning activities, as well as logistics, storage and material preservation. As part of the contract, Intermoor will dedicate 20,000 sq m of space at its Açu Port facility for the storage and maintenance of Petrobras equipment, strengthening asset readiness and operational efficiency across the company's offshore portfolio.
KOIL Energy has been awarded its first contract in Brazil for subsea umbilical maintenance services, marking the company's entry into one of the world's largest deepwater offshore markets. The scope covers the re-termination and testing of subsea umbilical components, including chemical injection and hydraulic control lines, as well as electrical cables. KOIL will deploy its proprietary technology and specialised equipment to undertake the pull-in, removal and replacement of umbilical elements. Project planning, engineering, qualification and procurement activities will be managed from the company's base in Macaé, with additional engineering support provided from Houston. The first offshore maintenance campaign is scheduled to commence in Q4 2026.
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Keeping you up to date with energy news from EIC (Energy Industries Council) around the world
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EIC Insight Report 2026
www.the-eic.com
Survive & Thrive X
Survive & EIC Insight Report 2026 Volume X Companies supplying the global energy industry are earning a record share of their revenue overseas, but they continue to avoid expanding into new export markets, according to Survive & Thrive X by the EIC. The report is based on interviews and case studies from 135 energy supply-chain companies based in the UK and Ireland, Europe, the Middle East and Africa, Asia Pacific, North America and South America. It shows that 75% of companies made record revenues in 2025, while 91% expect continued growth this year. In place of expansion strategies, companies are pivoting in 2026 towards resilience, which accounted for 18% of business strategies. That's up 8% from the previous year. Optimisation jumped to 19% from 12%, while diversification remained the most common strategic response at 25%. The findings point to growing confidence in existing operations rather than confidence in the wider investment environment. The report also reveals a gap between announced energy ambitions and projects reaching construction. Around one-quarter of upstream, midstream and downstream projects under development have reached final investment decision, compared with 13% in renewables, 10% in hydrogen, 8% in carbon capture and 8% in offshore wind. Less than 1% of floating offshore wind projects have secured final investment decision. Oil and gas continues to underpin much of the industry's revenue base. The majority of respondents, 94%, are active in the sector, which generates an average of 59% of company revenue. Meanwhile, participation in renewables declined to 49% from 59%, although renewables’ average contribution to revenue increased modestly to 13%.
The EIC Awards Programme The World Energy Supply Chain Awards aim to recognise excellence from all companies and organisations across the energy industries globally. In their business cases featured in the Survive & Thrive Insight Report, the EIC member companies can demonstrate how they faced a specific challenge and introduced a new business solution or any initiative that drove successful results. AWARD CATEGORIES Collaboration Culture Digital and AI Diversification Energy Transition Environmental Sustainability & Social Impact Export Innovation Optimisation People and Competency Resilience Scale Up Service and Solutions Technology Transformation Please see our success stories overleaf or visit the EIC website to view the complete report: www.the-eic.com/ MediaCentre/Publications/SurviveandThrive
The WESCA winners 2025
Interviews for the 2027 Survive & Thrive Insight Report will start in January 2027
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Success Success Stories SuccessStories Stories Success Stories
EIC Survive & Thrive X EIC Survive &&Thrive 2026 Survive Thrive 2026 EIC Survive & Thrive X
July 2026 July 2026 2026 JulyJuly 2026
Story type
Dräger (Norway)
#innovation (main category) #digital & AI #technology
How a decade of wireless innovation saved an oil major nearly US$140m in a single project
Benefits
Adne Olsen Global BDM Wireless Safety at Dräger (Norway) How is Dräger (Norway) thriving? A request from Norwegian operators for a faster, cheaper offshore fire and gas systems upgrade led to the world’s only wireless detection solution capable automatic platform shutdown, a capability previously exclusive to hardwired systems. The technology’s landmark validation came through a Chevron platform upgrade in Israel, completed in eight weeks with zero production downtime and nearly US$140m in total savings. The challenge - Founded in Germany in 1889, Dräger is a global safety technology leader with over 16,000 employees protecting lives across multiple industries. In 2015, Dräger acquired Norway’s GasSecure. As the creator of the first wireless infrared hydrocarbon gas detector, GasSecure now drives Dräger’s wireless product development for safety-critical environments. For decades, offshore brownfield fire and gas safety upgrades followed a laborious model: hardwired systems requiring extensive cabling, infrastructure, permits and platform shutdowns. As upgrade costs grew, the industry sought alternatives. In 2012, ConocoPhillips and Equinor approached Dräger Norway with a challenge – to develop a wireless fire and gas solution that could match the speed of response and executive action capability of a hardwired system, all while eliminating the installation burden that made upgrades so costly and time-consuming. The solution - Adne Olsen, Dräger’s global lead for wireless fire and gas systems, spearheaded this decade-long mission. The result is an unprecedented end-to-end wireless system where devices communicate through encrypted, redundant loops, matching hardwired response times and executive action capability. This enables automatic platform shutdown in an emergency without reliance on a wired network. Depending on site conditions, the system uses conventional wired devices, hybrid interfaces, or fully battery-powered wireless devices (with a minimum one-year battery life). These integrate into a single unified system, maximising flexibility and minimising installation infrastructure. The technology’s most compelling proof of concept came through Chevron’s Tamar platform off the coast of Israel, acquired from Noble Energy in 2022. A safety inspection revealed significant gaps against Chevron’s own
standards, creating an urgent three-month window in which a new fire and gas detection system had to be installed – this, or the platform would face a nine-month shutdown at a production loss of approximately US$500,000 per day, totalling an estimated US$137m. Chevron exclusively used hardwired systems. To gain approval, Dräger accepted full contract risk, committing to revert to a wired system at no cost if the phase one wireless installation didn’t meet expectations after 12 months of operation. Phase one was completed in eight weeks, against the original nine-month projection, with zero production downtime. Eliminating extensive engineering, cable trays, and junction boxes drastically reduced work permits, simplifying the installation. One Dräger engineer installed and commissioned 63 hydrocarbon point gas detectors in just six days offshore. The system subsequently passed two rigorous cybersecurity assessments conducted by a top-tier external testing firm, with cyber compliance a particular priority given the platform’s location in Israel. After 12 months of uninterrupted, faultfree operation, Chevron formally approved the technology and granted an exemption to its standard hardwired policy. Phase two followed in early 2023. This involved a completely new redundant fire and gas control system with full executive action capability, incorporating 133-point gas detectors and 17 hybrid line-of-sight detectors. It was completed without shutting down the platform and delivered a 60% reduction in installation time, 50% reduction in cost and a further US$1.3m in savings for Chevron. Phase three, launched in mid-2024, adding 63 flame detectors using the existing infrastructure, saving a further US$700,000. Still pending due to the delays in the region due to the current political situation. Across all three phases, total client savings have reached nearly US$140m. For Dräger, the Tamar project has become the global reference case for wireless executive action, and the foundation from which Adne Olsen and his team are now working to have wireless systems specified at FEED stage across new developments worldwide. Dräger’s fixed gas detection systems protect people and assets across demanding industrial and offshore environments. Combining advanced sensor technologies with GasSecure’s unique wireless capabilities, the portfolio delivers seamless, cost-effective safety architectures ideal for brownfield sites where cabling is impractical. Together, Dräger and GasSecure provide a strong fixed gas detection offering that combines global
▸ Reduced installation time and costs by eliminating extensive cabling, achieving a 60% faster deployment and 50% cost reduction. ▸ Zero production downtime during system upgrades, avoiding a ninemonth shutdown and delivering nearly US$140m in total client savings.
Key findings For young people ▸ Be curious, find something you’re pas-
sionate about and look for what you want to achieve with enthusiasm and curiosity.
For industry ▸ Become more open minded when doing
FEED studies and use new technologies to optimise cost, time and safety.
For government ▸ Seek more business advice when doing
clean tech policies – they oversimplify.
Dräger at a glance: Key products and services: gas detection, respiratory protection and specialized safety systems. Main industries served: ▸ Oil and gas ▸ Conventional power ▸ Nuclear power ▸ Offshore renewable energy ▸ Onshore renewable energy ▸ Hydrogen ▸ Carbon capture ▸ Energy storage ▸ Data centres ▸ Others (non-energy): chemicals, general industries, pharmaceutical Headquarters: Lubeck, Germany Year established: 1889 Number of employees: 55 (Norway) 16,687 (Global) Revenue: £3bn Revenue from exports: 77%
safety technology experience with specialist wireless gas detection expertise. This enables customers to select the most practical and cost-effective detection concept while maintaining a high focus on safety, reliability and long-term system performance.
11July July 2026 July July 2026 2026 Success SuccessStories Stories 2026
EIC EICSurvive Survive&&Thrive Thrive2026 2026
EIC Survive & 2026 Thrive X EIC EICSurvive Survive &Thrive Thrive EIC & Survive &2026 Thrive X
53 53 71 July2026 2026 Success Success Stories StoriesJuly Success Stories 55 Success Stories
Story Storytype type #service #service&&soluti soluti ons ons(main (maincategory) category) #innovati #innovati on on#technology #technology
Benefi Benefitsts ▸ ▸ Improved Improvedsafety safetythrough throughreal-ti real-ti me me monitoring monitoringand andreduced reducedreliance relianceonon manual manualconfi confi ned nedspace spaceguards. guards.
Dräger Dräger(UK) (UK) Generati Generating ngimpact impactwith withaasoluti solution onthat thathas hasbeen been12 12years yearsininthe themaking making
▸ ▸ Enhanced Enhanceddata datacapture capture(audio, (audio,video, video, gas gasreadings) readings)enabling enablingbett bett ererdecisiondecisionmaking makingand andcompliance. compliance.
Key Keyfifindings ndings Euan EuanMcIntosh McIntosh
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Industry IndustryAccount AccountManager, Manager, Oil Oiland andGas GasatatDräger Dräger
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For Foryoung youngpeople people ▸ ▸ Show Showa aproacti proacti ve, ve,can-do can-doatti atti tude tudeand and
bebeopen opentotolearning. learning.
For Forindustry industry ▸ ▸ Adopt Adoptdigital digitaland andautomated automatedsafety safetysolusolu-
How HowisisDräger Dräger(UK) (UK)thriving? thriving? Founded FoundedininLübeck Lübeckinin1889 1889and andnow nowoperoperatiati ngngwith withmore morethan than16,000 16,000employees employeesinin over over190 190countries, countries,Dräger Drägerisisa aglobal globalleadleadererininmedical medicaland andsafety safetytechnology. technology.ItsItsUK UK Safety Safetydivision, division,headquartered headquarteredininBlyth Blythand and itsitsGlobal GlobalCentre CentreofofExcellence Excellencefor formanufacmanufacturing turingand anddesign, design,serves servesoperators, operators,EPCs EPCs and andservice servicecompanies companiesacross acrossoiloiland andgas, gas, renewables, renewables,utiuti litiliti es, es,defence defenceand andthe thefire fire and andrescue rescueservices. services.Aft Aft erer12 12years yearsofofdeveldevelopment, opment,the theDräger Drägerhas hasbrought broughtINARA INARAtoto market market– –a afirst-of-its-kind first-of-its-kinddigital digitalconfi confi ned ned space spacemonitoring monitoringservice servicethat thatisisnow nowlive live across acrossthe theUK, UK,Germany, Germany,Spain, Spain,the theUS, US,AusAustralia, tralia,the theNetherlands Netherlandsand andPortugal. Portugal. The Thechallenge challenge- -For Fordecades, decades,the thestandard standard model modelfor forconfi confi ned nedspace spacemonitoring monitoringininthe the energy energyindustry industryhad hadremained remainedessenti essenti ally ally unchanged. unchanged.AAstandby standbyguard guardwould wouldbebepopositi siti oned onedoutside outsidethe theconfi confi ned nedspace, space,manumanually allylogging loggingworkers workersininand andout, out,with withlimited limited visibility visibilityofofwhat whatwas washappening happeninginside. inside.The The system systemrelied reliedononscaff scaff olding oldingsetups, setups,required required signifi signifi cant canttime timetotoestablish establishand anddecommisdecommission sionand andproduced producedpaper-based paper-basedrecords recordsthat that were werediffi diffi cult culttotointerrogate interrogateororaudit. audit. AsAsorganisati organisati ons onsran ranleaner leanerand andregulatory regulatory expectati expectati ons onsaround aroundsafety safetydata datatightened, tightened, the thelimitati limitati ons onsofofthis thismodel modelbecame becameharder harder totoignore. ignore.AtAtthe thesame sametime, time,Brexit Brexithad hadrereduced ducedDräger DrägerUK’s UK’saccess accesstotothe theconti conti nental nental labour labourpool poolthat thatthe theGerman Germanarm armofofthe thebusibusiness nesshad hadlong longdrawn drawnupon uponfor formanpower-inmanpower-intensive tensivemonitoring monitoringservices. services.AAbett bett erersoluti soluti onon was wasneeded needed– –one onethat thatimproved improvedsafety safetyoutoutcomes comesrather ratherthan thansimply simplyreducing reducingcosts. costs. The Thesoluti soluti onon- The - Theconcept conceptthat thatbecame becameININARA ARAhad hadbeen beeninindevelopment developmentsince since2014. 2014. The Theproduct productlaunched launchedcommercially commerciallyininthe the UK UKinin2025 2025aftaft erermore morethan thana adecade decadeofofit-iterati erati veveR&D R&D– –a atimeline timelinethat thatrefl refl ects ectsboth both the thecomplexity complexityofofthe theengineering engineeringchallenge challenge and andDraeger’s Draeger’scommitment commitmenttotogetti getti ngngit itright right before beforegoing goingtotomarket. market.
INARA INARAisisa adigital, digital,wireless wirelesssafety safetymonitoring monitoring system systemdesigned designedfor forconfi confi ned nedspace spaceentry entry and andother othercriti criti cal calon-site on-sitework workincluding includinghot hot works. works.Weighing Weighingaround around8kg 8kgand anddeploydeployable ableininapproximately approximately15 15minutes, minutes,it itproprovides videsqualifi qualifi ededmonitoring monitoringpersonnel personnelwith with real-ti real-ti me meaudio, audio,video videoand andgas gasdetecti detecti onon data datafrom frominside insidea aconfi confi ned nedspace, space,streamed streamed totoa acontrol controlroom roomthat thatcan canbebebased basedononsite. site. Two-way Two-waycommunicati communicati on, on,camera camerafeeds, feeds,gas gas readings readingsand andalarm alarmcapabiliti capabiliti esesare arelinked linked through througha amobile mobilerouter routerand andconnected connectedtoto the thecloud, cloud,with withallalldata datarecorded recordedand andstored stored ininfull fullGDPR GDPRcompliance. compliance.The Thesystem systemcan canbebe daisy-chained daisy-chainedtotocover covermulti multi ple plework worksites sites simultaneously, simultaneously,and anda alow-resoluti low-resoluti ononcamera camera mode modewas wasdeveloped developedspecifi specifi cally callytotoaddress address sites siteswith withlimited limitedmobile mobilesignal signal– –a arefi refi nenement mentthat thatemerged emergeddirectly directlyfrom fromfield fieldtrials. trials. INARA INARAisisa aservice serviceand andisisavailable availableonona a rental-only rental-onlybasis, basis,making makingit itananoperati operati ononalalexpenditure expenditurerather ratherthan thana acapital capitalone one for forclients. clients.Dräger Drägermanages, manages,services servicesand and maintains maintainsthe thefull fullequipment equipmentpool poolfrom fromitsits UK UKstock, stock,with withbackup backupininGermany. Germany.There There isisnothing nothingelse elselike likeit itcerti certi fied fiedtotoATEX ATEXstanstandards dardsononthe themarket. market. The Thego-to-market go-to-marketapproach approachwas wasdeliberately deliberately methodical. methodical.Here, Here,Dräger Drägerworked workedwith witha aforforward-thinking ward-thinkingexisti existi ngngclient clienttotorun runthe thefirst first UK UKtrial, trial,beginning beginningininOctober October2025 2025– –the the kind kindofofpartner partnerwilling willingtotopioneer pioneernew newtechtechnology nologyrather ratherthan thanwait waitfor forothers otherstotovalidate validate it itfirst. first.European Europeanrollout rollouthad hadalready alreadybegun begun through througha aseries seriesofofcustomer customerwebinars webinarsand and deployments deploymentsininGermany, Germany,Spain Spainand andAusAustralia traliapreceded precededthe theUK UKcommercial commerciallaunch. launch. Trials Trialswith withmanufacturing manufacturingand andutiuti litiliti esesclients clients are arealso alsocurrently currentlyongoing, ongoing,extending extendingthe the system’s system’sreach reachbeyond beyonditsitsoiloiland andgas gasorigins. origins. Many Manyobstacles obstacleswere wereencountered encounteredalong along the theway. way.Changing Changinglong-established long-establishedclient client mindsets, mindsets,the theinsti insti nct nctthat thatsafety safetyininconconfined finedspaces spacesmust mustremain remainininhuman humanhands, hands, required requiredsustained sustaineddemonstrati demonstrati ons onstotoshow show impact. impact.Market Marketconditi conditi ons onsinin2024, 2024,including including
tions tionstotoimprove improveeffi effi ciency ciencyand andreduce reducerisk. risk.
For Forgovernment government ▸ ▸ Support Supportenergy energysector sectorstability stabilityand andskills skills
development developmenttotosustain sustainindustry industrygrowth. growth.
Dräger Dräger(UK) (UK)atataaglance: glance: Key Keyproducts productsand andservices: services:supply supplyand and rental rentalofofsafety safetysystems, systems,including includinggas gas detecti detecti ononand andprotecti protecti on, on,firefi firefi ghti ghti ng, ng,rescue rescue and anddigital digitalmonitoring. monitoring. Headquarters: Headquarters:Lübeck, Lübeck,Germany Germany Year Yearestablished: established:1889 1889 Number Numberofofemployees: employees:498 498(UK) (UK) Revenue: Revenue:£45m £45m
a ashift shifttowards towardsmini minioutages outagesrather ratherthan thanfull full shutdowns, shutdowns,delayed delayedrevenue revenuethat thathad hadbeen been anti anti cipated cipatedfor forthat thatyear. year.But Butthe thepipeline pipelineisis now nowbuilding. building.AAnew newbusiness businessdevelopment development manager managerrole rolehas hasbeen beencreated createdspecifi specifi cally cally for forINARA INARAand andthe thesystem systemhas hasopened openedconconversati versati ons onswith withclients clientsacross acrosssectors sectorsthat that Draeger Draegerhad hadnot notpreviously previouslyengaged engagedininthis this way. way.AI-based AI-basedautonomous autonomousreporti reporti ngngisisinin the thedevelopment developmentroadmap roadmapfor fordeployment deployment over overthe thenext nextthree threetotofive fiveyears. years. More Morebroadly, broadly,INARA INARAsits sitswithin withinDräger’s Dräger’s Connected ConnectedSafety Safetyecosystem ecosystemalongside alongsideGas Gas Detecti Detecti ononConnect Connect(GDC), (GDC),ConHub ConHubmobile mobile routi routi ngngand andFireground Firegroundtelemetry telemetryfor forfire fire services services– –a asuite suiteofofreal-ti real-ti me, me,data-condata-connected nectedtechnologies technologiesthat thatare arereshaping reshapingwhat what safety safetymonitoring monitoringcan canmean meanininpracti practi ce. ce.InIna a sector sectorwhere wherethe thestandard standardhas haslong longbeen beena a person personstanding standingoutside outsidea ahatch hatchwith witha aclipclipboard, board,this thisisisa ameaningful meaningfulshift shiftininpracti practi ce. ce.
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Stories Success Stories Success Stories Success Stories
EIC Survive & Thrive X Survive & Thrive 2026 EIC Thrive 2026 EIC Survive & Thrive X
July 2026 2026 JulyJuly 2026
Story type
ECITB
#innovation (main category) #collaboration #service & solutions Story type
How a fifirst-of-its-kind rst-of-its-kindforecasting forecastingtool toolisisshaping shaping engineering construction’s construction’sworkforce workforceplanning planning Andrew Hockey CEO at ECITB
How is ECITB thriving? As the statutory skills body for Britain’s engiconstruction neering constructi on industry, the Engineering Construction Construction Industry Industry Training Board (ECITB) invests more annually in (ECITB) morethan than£30m £30m annually training, supporting employers across oil and in training, supporti ng employers across gas,and nuclear, chemicals chemicals and more. oil gas, renewables, nuclear, renewables, Its Labour Forecasting Tool (LFT), launched and more. Its Labour Forecasti ng Tool (LFT), in 2023 and now embedded in workforce launched in 2023 and now embedded in planning, has positioned organisation as workforce planning, has the positi oned the ora key intelligence source. ganisati on as a key intelligence source. challenge- As - As statutory, IndusThe challenge the the statutory, Industry-led try-led skills organisation for the engineering skills organisati on for the engineering construcconstruction industry (ECI) in Great Britain, ti on industry (ECI) in Great Britain, the ECITB is the ECITB funded a levy from employfunded by aislevy from by employers and reinvests ers and thisworkforce into training and workthis intoreinvests training and development. forceECI development. The ECI spans sectors critical The spans critical infrastructure infrastructure sectors and gas, including oil and gas, including nuclear, oil renewables, nuclear,capture, renewables, capture, power carbon powercarbon generati on, chemicals, generation, cals chemicals, pharmaceuticals and pharmaceuti and water treatment. water treatment. However, the industry lacked reliable workHowever, industry lacked reliableway workforce data.the There was no consistent to force data. wasand no consistent way to track labourThere supply demand, identi fy track labour supply demand, identify shortages or anti cipateand future skills gaps linked shortages or anticipate future gaps to major projects. This limited confiskills dent hiring linked to major projects. This confidecisions, targeted training, andlimited the ECITB’s dent hiring decisions, targeted training, and ability to represent industry needs to governthe ECITB’s abilityenergy to represent industry ment as large-scale projects emerged. needs to government as large-scale energy The soluti on - The ECITB’s response has projects emerged. been to build something entirely new to The sector. solution - The with ECITB’s response has the Working Whole Life Conbeen to build new to the sultants and asomething technical entirely reference group of sector. Working with WholeitLife Consultants key industry stakeholders, developed the and a technical reference of key indusLabour Forecasti ng Tool –group a first-of-its-kind try stakeholders, Labour platf orm for the it ECIdeveloped providingthe workforce Forecasting – a fipredicti rst-of-its-kind platform supply and Tool demand ons across ECI for the ECI workforce supply and regions and providing ECI sectors up to 2035. demand predictions across ECI regions and Launched November ECI sectorsinup to 2035. 2023, the LFT drew initially on data from the ECITB’s 2021 Launched in Census November 2023, the drew Workforce alongside liveLFT project initially data were from striking: the ECITB’s 2021 data. Its on findings demand for Workforce alongside project new workersCensus was signifi cantly live higher than data. Its findings were striking: for previously understood, with andemand estimated new workers was additi signifional cantly higherneedthan shortf all of 40,000 workers previously an estimated ed for majorunderstood, ECI projectswith by 2028. shortfall of 40,000 additional workers needFor an industry that had long ed for major ECI projects by 2028. discussed skills shortages in imprecise terms, this was an industry that– had long quanti discussed aFor watershed moment concrete, fied skills shortages impreciseahead. terms, The this tool was evidence of theinchallenge a watershed moment – concrete, is updated quarterly and is free quantifi to use,eda evidence ofdecision the challenge ahead. uptake. The toolAs is deliberate to maximise updated quarterly andthe is free use, do a delibemployers saw what LFT to could with
erate decision to maximise As emRachel uptake. Sweeney ployers saw what the LFT could do with their ve Personal data, participation in Executi the ECITB’s triennial Workforce Census grew sharplyat – from 54% Assistant ECITB in 2021 to 78.8% in 2024. That richer dataset fed back into the their data, parti cipati ondirectly in the ECITB’s trientool,Workforce enabling the ECITBgrew to publish nial Census sharplyits – most from detailed predictions yet in 2025. The up54% in 2021 to 78.8% in May 2024. dated forecast confirmed the 40,000 shortfall That richer dataset fed directly into has the but revised the timeline: peak back demand tool, enabling the publish its most shifted to 2030, reflECITB ecting to project delays, condetailed predictions May 2025. wave The upverging activity andyet an in approaching of dated forecast rmed the shortfall retirements in confi key roles. The40,000 ECI workforce but revisedaround the timeline: peak demand has – currently 114,000, up from 101,000 shift ed to–2030, ectito nggrow project conin 2023 may refl need todelays, more than verging vity fiand an approaching of 135,000acti within ve years, an increasewave of 19%. retirements in key roles. The ECI workforce – The roles around in shortest supplyup span mechanical currently 114,000, from 101,000 and2023 electrical engineers, project in – may need to scaffolders, grow to more than managers, pipefi tters, welders and of instru135,000 within five years, an increase 19%. ment and control technicians. Crucially, the The in shortest supplyscenario span mechanical 2025roles update introduced planning and electrical allowing engineers, scaff functionality, users toolders, modelproject workmanagers, pipefiof tters, welders and instrument force impacts project delays or canceland control technicians. Crucially, the 2025 lations – addressing an early limitation and update introduced scenario planning giving industry a more nuanced basisfuncfor ti onality, decisions. allowing users to model workforce planning impacts of project delays or cancellations – adThe impact has been widely Mark Riley, dressing an early limitati on andfelt. giving industry Advisor –basis Transformation at Phillips aSenior more nuanced for planning decisions. 66 Humber Refinery and a member of the The has been widely felt. Markgroup, Riley, LFT’simpact original technical reference Senior Advisor – Transformati at Phillips said: “For the first time we canon visualise this 66 nery and a skill member of the key Humber industrialRefi infrastructure base where LFT’s technical reference supply original and demand are spread across group, multisaid: “For the first time we visualise thisa ple regions and sectors. Thecan LFT provides key industrial infrastructure skill baseand where valuable tool to support discussions desupply demand are spread mulcisions and around key skills and, asacross the ECITB ti ple regions and sectors. The LFT provides continues to work with industry to refi ne the aunderlying valuable data tool and to support discussions and assumptions, the quality decisions around skills and, as of information willkey only improve. ” the ECITB continues to work with industry to refine the The LFT supports andthe decisions underlying data anddiscussions assumptions, quality around key skills and, as improve.” the ECITB continues of informati on will only refining data and assumptions, the quality of The LFTwill supports discussions and decisions insight improve. More broadly, LFT and around key skills and, as fed the into ECITB conECITB Census data have governti nuesthinking refining atdata assumpti the ment the and highest levelsons, – conquality of to insight will improve. More broadly, tributing the national infrastructure and LFT and ECITB Census data skills have improvefed into construction pipeline, regional government thinking at Government’s the highest levels – ment plans, and the UK Clean contributi ng Action to thePlan. national infrastructure Power 2030 and construction pipeline, regional skills imThe ECITB has also drawn on the tool in parprovement plans, and the UK Government’s liamentary Clean Powerselect 2030committee Action Plan.evidence and cross-industry collaborations on nuclear, carThe ECITB has also drawn on the Looking tool in bon capture and green jobs delivery. parliamentary select gathered committeethrough evidence ahead, the intelligence the and collaborati on nucleLFT cross-industry has directly shaped the ons ECITB’s new ar, carbon strategy, capture and green in jobs delivery. 2026–30 launched September Looking ahead, the intelligence 2025 after wide consultation with gathered industry, through the workforce LFT has directly shaped helping meet challenges with the daECITB’s 2026–30 strategy, launched ta-drivennew decisions.
#innovation (main category) #collaboration Benefi ts #service & solutions ▸ The Labour Forecasting Tool provides Benefi ts clear, data-driven visibility of workforce supply and demand, enabling better ▸ The Labour Forecasting Tool provides hiring, training and investment decisions clear, data-driven visibility of workforce across the industry. supply and demand, enabling better ▸ Stronger industry government hiring, training andand investment decisions alignment skills planning has across the on industry. improved workforce strategy, ▸ Stronger industry and growth government supporting long-term alignment on skills planning and delivery of major energyhas and improved workforce strategy, infrastructure projects. supporting long-term growth and delivery of major energy and Key findings infrastructure projects. For young people
Key findings ▸ Huge opportunity in engineering and construction – take the opportunities when you For young people are given them. Don’t pigeonhole yourself. ▸ Huge opportunity in engineering and conForstruction industry– take the opportunities when you are given them. Don’t pigeonhole ▸ Use our data forecasti ng tool andyourself. continual feedback loop to help inform your workFor industry force strategy and skills planning. ▸ Use our data forecasting tool and continual Forfeedback government loop to help inform your workforce strategy and skills on planning. ▸ Strengthen collaborati across industry government to address skills shortForand government ages, while improving access to data to workforce development and the ▸ support Strengthen collaboration across industry and government energy transition.to address skills shortages, while improving access to data to support development and the ECITB atworkforce a glance: energy transition. Key products and services: qualifications ECITB at a glance: and training. Main industries Key products andserved: services: qualifications ▸ training. Nuclear power – 39.2% and ▸ Oil and gas – 35.2% Main industries ▸ Off shore andserved: renewable energy – 6.2% ▸ Nuclear – 39.2% ▸ Conventipower onal power – 1.9% ▸ Oil and gas – 35.2% ▸ Carbon capture and storage – 1.2% ▸ Hydrogen Offshore and renewable energy – 6.2% ▸ – 1.1% ▸ Conventional power –chemicals, 1.9% ▸ Others (non-energy): ▸ Carbon capture and storage – 1.2% water treatment, food and beverages, ▸ Hydrogen – 1.1% pharmaceuti cal – 15.2% ▸ Others (non-energy): chemicals, Headquarters: London, UKand beverages, water treatment, food Year pharmaceutical established: 1964 – 15.2% Number of employees: 120 Headquarters: Revenue: £40mLondon, UK Year established: 1964 Number of employees: 120 Revenue: £40m in September 2025 after wide consultation with industry, helping meet workforce challenges with data-driven decisions.
11July July 2026 July July 2026 2026 Success SuccessStories Stories 2026
EIC EICSurvive Survive&&Thrive Thrive2026 2026
EIC Survive & 2026 Thrive X EIC EICSurvive Survive &Thrive Thrive EIC & Survive &2026 Thrive X
Endress+Hauser Endress+HauserMuscat MuscatSPC SPC Building Buildingaalocal localpresence presencetotounlock unlockgrowth growthininOman Oman Haitham HaithamAL ALRawahi Rawahi Country CountryGeneral GeneralManager Manager atatEndress+Hauser Endress+HauserMuscat MuscatSPC SPC
How HowisisEndress+Hauser Endress+Hauserthriving? thriving? Established Establishedinin2021, 2021,Endress+Hauser Endress+HauserMusMuscat catSPC SPC– –the theOmani Omanisubsidiary subsidiaryofofindusindustrial trialprocess processmeasurement measurementand andautomati automati onon specialist specialistEndress+Hauser Endress+Hauser– –was wascreated createdtoto build buildthe thegroup’s group’sregional regionalpresence, presence,enabling enabling it ittotomove movebeyond beyonda apartner-led partner-ledmodel modeltoto strengthen strengthenmarket marketaccess, access,customer customerrelarelationships tionships and and sector sector diversifi diversifi cati cati on. on. Five Five years yearson, on,signifi signifi cant cantprogress progresstowards towardsthese these goals goalshas hasalready alreadybeen beenmade. made.ByByinvesti investi ngng ininlocal localleadership, leadership,service servicecapabiliti capabiliti esesand and customer-centric, customer-centric,value-based value-basedsoluti soluti ons, ons,the the regional regionalsubsidiary subsidiaryhas hasgone gonefrom frommarket market entry entrytotoa amulti multi -million-OMR -million-OMRoperati operati ononand and positi positi oned oneditself itselfasasa atrusted trustedtechnology technologyand and services servicespartner partneracross acrossOman’s Oman’sevolving evolvingin-industrial dustriallandscape. landscape. The Thechallenge challenge- -The Thestrategic strategicdecision decisiontoto strengthen strengthen Endress+Hauser’s Endress+Hauser’s presence presence ininOman Omanstems stemsfrom from2019, 2019,when whenthe thefirm firm identi identi fied fiedthe themarket marketasasbeing beingone onewith withsigsignifi nifi cant cantlong-term long-termpotenti potenti alalacross acrossvarious various sectors sectorsincluding includingoiloiland andgas, gas,water waterand and wastewater, wastewater,mining, mining,power powerand andenergy, energy,food food and andbeverage, beverage,pharmaceuti pharmaceuti cals calsand andmore. more. The TheCOVID-19 COVID-19pandemic pandemicthen thendelayed delayedthe the executi executi ononofofthis thislocal localvision, vision,with withthe theenti enti tyty subsequently subsequentlyset setupupinin2019. 2019. Prior Priorthis, this,Endress+Hauser Endress+Hauserhad hadhistorically historically operated operatedininOman Omanthrough throughassigned assignedpartpartners. ners.And Andwhile whilethat thatmodel modelprovided providedcovercoverage, age,it itlimited limiteddirect directexposure exposuretotocustomers, customers, reduced reducedcontrol controlover overservice servicedelivery deliveryand and constrained constrainedthe thecompany’s company’sability abilitytotogrow grow beyond beyondproject-based project-basedequipment equipmentsales. sales.AsAs the themarket marketevolved, evolved,it itwas wasananapproach approachthat that was wasbecoming becominginsuffi insuffi cient cientininananincreasingly increasingly serviceservice-and andsoluti soluti on-driven on-drivenenvironment. environment. AtAtthe thesame sametime, time,the thewider widerindustry industrycontext context was wasbecoming becomingmore morechallenging. challenging.Market Marketvolvolatiati lity, lity,pricing pricingpressure, pressure,extended extendedpayment payment cycles, cycles,growing growingdigitalisati digitalisati onondemands demandsand and increasing increasingcompeti competi tion tionfor forskilled skilledtalent talentallall added addedcomplexity. complexity. For Fora anewly newlyestablished establishedlegal legalenti enti ty,ty,the thechalchallenge lengewas wastaking takinga acompany companyfrom frombasic basiccomcommercial mercialregistrati registrati onontotoa asustainable, sustainable,multi multi -mil-million-OMR lion-OMRbusiness businessatatspeed, speed,allallwhile whilebuilding building credibility, credibility,capability capabilityand andcustomer customertrust. trust.
The Thesoluti soluti onon- The - Theestablishment establishmentofofthe theOman Oman division divisionwas wassupported supportedbybythe therecruitment recruitmentofof a alocal localGeneral GeneralManager Managerwith withsignifi signifi cant cantununderstanding derstandingofofboth boththe themarket marketand andcustomcustomererlandscape. landscape.Indeed, Indeed,it itwas wasa adecision decisionthat that proved provedcriti criti calcalininhelping helpingtotonavigate navigatelocal localbusibusiness nesspracti practi ces, ces,build buildrelati relati onships onshipsand andalign alignthe the organisati organisati ononinternally internallyand andexternally. externally. Rather Ratherthan thanspreading spreadingtoo toothinly, thinly,the theiniti initi alal plan planwas wastotoconcentrate concentrateonontwo twocore coresectors sectors ininoiloiland andgas gasand andwater waterand andwastewater wastewaterwhile while building buildinga astrong strongin-country in-countryteam. team.Sales Salescacapability pabilitygrew grewsteadily, steadily,beginning beginningwith withsector sector specialists, specialists,with withthis thisteam teamlater laterbolstered bolsteredwith with additi additi onal onalsales salesengineers engineersand andsupporti supporti ngng functi functi onal onalstaff staffasasthe theorganisati organisati ononscaled. scaled. AAkey keystrategic strategicshift shiftwas wasthe thedecision decisiontotopopositi siti ononservice serviceasasa aproduct productrather ratherthan thananan add-on. add-on.Endress+Hauser Endress+HauserMuscat Muscatsought soughttoto move movebeyond beyondbeing beingjust justananequipment equipmentsupsupply plyand andinstead insteaddevelop developsustained, sustained,long-term long-term customer customerrelati relati onships onshipsbuilt builtaround aroundlifecycle lifecycle support, support,measurement measurementreliability, reliability,and andoperaoperational tionalperformance. performance.This Thiscustomer-centric, customer-centric,valvalue-based ue-basedapproach approachhas hasproven provencrucial. crucial.Indeed, Indeed, it ithas hasdiff diff erenti erenti ated atedthe thebusiness businessinina amarket market traditi traditi onally onallydriven drivenbybyprojects projectsand andprice. price. InInparallel, parallel,the thecompany companyhas hasexpanded expandeditsitsdigdigital italoff off ering, ering,enabling enablingcustomers customerstotoengage engage through throughe-commerce e-commercechannels channelsand anddigital digital tools. tools.Early Earlyengagement engagementininenergy energytransiti transiti on, on, water waterinfrastructure infrastructureand andindustrial industrialdiversifi diversifi cacation tionprojects projectshas hasalso alsoenabled enabledthe thebusiness business totoalign alignwith withOman’s Oman’sbroader broadereconomic economicpriprioriti oriti eseswhile whilebroadening broadeningitsitssector sectorexposure. exposure. Internally, Internally,the theinvestment investmenthas hasconti conti nued, nued, with witha amajor majorfocus focusononchange changemanagemanagement mentand andcapability capabilitybuilding. building.Establishing Establishinga a new newenti enti tytyrequired requiredthe therecruitment recruitmentofofthe the right rightpeople, people,and andalso alsolocal localalignment alignmentwith with Endress+Hauser’s Endress+Hauser’s global global standards. standards. Here, Here, clear clearinternal internalcommunicati communicati ons onsand andhands-on hands-on leadership leadershiphave haveensured ensuredthe theteam teamhave havereremained mainedononthe theright righttrack. track. Through Throughallallthese theseeff eff orts, orts,Endress+Hauser Endress+Hauser Muscat Muscatisisalready alreadythriving thrivingininthe theOmani Omanimarmarket. ket.Having Havingreceived receiveditsitsfirst firstorder orderinin2021, 2021, valued valuedatatapproximately approximatelyOMR OMR200,000, 200,000,revrevenue enuequickly quicklyincreased increasedtotoaround aroundOMR1m OMR1minin 2022, 2022,OMR1.5m OMR1.5minin2023, 2023,and andOMR1.8m OMR1.8minin 2024, 2024,with withOMR2m OMR2mforecast forecastfor for2025. 2025. Customer Customerreach reachhas hasexpanded expandedsignifi signifi cantly, cantly, with witharound around30 30new newcustomers customersonboarded. onboarded. Criti Criti cally, cally,the thecompany companyacti acti vely velyworks workswith with local localSMEs, SMEs,including includingRiada-supported Riada-supportedbusibusinesses, nesses,strengthening strengtheninglocal localsupply supplychains chains and andcapability. capability.And Andfrom fromitsitsiniti initi alalfocus focusonon two twosectors, sectors,Endress+Hauser Endress+HauserMuscat Muscatnow now operates operatesacross acrosseight eightindustries. industries.
55 55 73 July2026 2026 Success Success Stories StoriesJuly Success Stories 57 Success Stories
Story Storytype type #diversifi #diversifi cati cati on on(main (maincategory) category)#service #service&& soluti soluti ons ons
Benefi Benefitsts ▸ ▸ Revenue Revenueincreased increasedfrom fromananiniti initi alalOMR OMR 200,000 200,000order orderinin2021 2021totoapproximately approximately OMR1.8m OMR1.8minin2024, 2024,with withOMR2m OMR2m forecast forecastfor for2025. 2025. ▸ ▸ Expanded Expandedfrom fromtwo twocore coresectors sectorstoto operati operati ons onsacross acrosseight eightindustries industrieswhile while onboarding onboardingaround around30 30new newcustomers. customers.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Build Buildstrong strongfundamentals, fundamentals,stay staycurious, curious,
and andembrace embracetechnology. technology.
For Forindustry industry ▸ ▸ Focus Focuson onpeople, people,partnerships, partnerships,and andlonglong-
term termvalue valuecreati creati on. on.
For Forgovernment government ▸ ▸ Support Supportindustrial industrialdigitalisati digitalisati on onand andthe the
energy energytransiti transiti on onthrough throughclear, clear,stable stable regulati regulati ons ons and and incenti incenti ves, ves, while while enencouraging couragingthe thelocalisati localisati on onofofinternati internati ononalalcompanies. companies.
Endress+Hauser Endress+Hauseratataaglance: glance: Key Keyproducts productsand andservices: services:process process measurement, measurement,automati automati on onand andsupport support services services Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––50% 50% ▸ ▸ Conventi Conventi onal onalpower power––10% 10% ▸ ▸ Onshore Onshorerenewable renewableenergy energy––10% 10% ▸ ▸ Hydrogen Hydrogen––5% 5% ▸ ▸ Others Others(non-energy): (non-energy):water, water,pharma, pharma, mining, mining,data datacentres centres––25% 25% Headquarters: Headquarters:Muscat, Muscat,Oman Oman Year Yearestablished: established:2021 2021 Revenue: Revenue:£3.5m £3.5m(2024) (2024)
Beyond Beyond commercial commercial performance, performance, EnEndress+Hauser dress+Hauser Muscat Muscat has has established established a a strong strongCSR CSRrecord, record,including includingsupport supportfor for the theSpecial SpecialOlympics, Olympics,helping helpingfund fundand andsend send Omani Omaniathletes athletestotointernati internati onal onalcompeti competi tions tions where wherethey theyhave haveachieved achievedmedal medalsuccess. success. It’s It’sa atrue truesuccess successstory story– –one onethat thatisishas has centred centredaround aroundcombining combiningglobal globalexperti experti sese and andlocal localknowledge knowledgeand andinvestments investmentstoto build builda adirect directpresence, presence,a acapable capableteam teamand and a adiversifi diversifi ed, ed,service-led service-ledbusiness businessmodel modelthat that conti conti nues nuestotogain gainmomentum. momentum.
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EIC Survive & Thrive X EIC Survive & Thrive 2026 EIC Survive & Thrive X
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July 2026 Success Stories 2026 JulyJuly 2026
Story type #scale up (main category) #service & solutions
Benefits
EquipSea Investing in advanced testing infrastructure to secure major projects Claudio Evangelista Chief Commercial Officer at EquipSea
How is EquipSea thriving? Having realised that it was at risk of being excluded from major subsea projects, EquipSea took the bold decision to expand its hydrostatic and gas tests capacity, by adding a totally new 240 m² testing bunker to support the larger, complex equipment requirements of its clients, before limited to its existing 25 m² one. Despite the financial risks involved, the firm is now able to deliver fully integrated, turnkey solutions for global players such as OneSubsea, TechnipFMC, Baker Hughes and Prysmian. With new contracts, the firm not only expects to recoup its investment, but gather further momentum for years to come. The challenge - The Brazilian firm EquipSea’s challenge centred around limitations in its ability to deliver solutions for certain equipment sizes. Previously, the firm’s 25m² bunker for hydrostatic and gas tests of up to 30,000 psi couldn’t meet the requirements of larger projects, such as pipeline end terminations (PLETs), umbilical distribution heads (UDHs) and manifolds. Many companies previously opted to purchase these structures and carry out assembly within their own facilities. However, demand has recently changed, with many companies now seeking suppliers capable of delivering more complete solutions. As a result, EquipSea’s limitations stood to prevent it from participating in projects that required larger structures. Without a solution, the firm would be left unable to meet its clients’ needs in full, hindering its long-term growth prospects. Another limitation was the capacity to machine large and high precision parts. Although EquipSea possessed large boring, milling, and vertical lathe machines, it recognised that modernising this equipment was necessary to significantly increase overall capacity. The solution - The need to expand the testing bunker, and the potential benefits this would bring immediately became clear. Soon thereafter, the firm’s client, OneSubsea, also explicitly requested the construction of a bunker capable of performing tests in a submerged pit for pressures exceeding 30,000 psi.
Despite this, however, the proposed bunker expansion brought some risks. The investment would be substantial, and there was no certainty that market demand would be sufficient to justify the expenditure. Although some members of the OneSubsea team recognised the potential value of the expansion, others viewed it with caution. At the same time, EquipSea was also starting and strengthening its relationship with Baker Hughes, TechnipFMC and Prysmian. With Baker Hughes, the initial contact had been established during OTC 2025, where EquipSea participated in the EIC pavilion. Through these interactions, the company recognised the importance of expanding its testing infrastructure, as Baker Hughes indicated that it was seeking a supplier in Brazil with the ability to deliver fully integrated solutions. While there were uncertainties surrounding the investment, EquipSea decided to move forward with the new bunker, recognising that its ability to meet the needs of existing clients was significant, and that it could ultimately attract new contracts through the development. With demands for a larger facility having emerged in May 2024, the decision to proceed with the expansion was taken in the first quarter of 2025, with civil construction beginning in May. Since then, EquipSea has successfully increased the capacity, now with 2 bunkers, the first 25m² one and the new 240m² one, with an expected testing pressure of up to 30,000 psi for hydrostatic tests, as well as 10,000 psi for gas tests using a newly incorporated steel tank. The total investment amounted to US$1.2m, and the company expects to recover the investment within three to four years. Initial tests are expected to be conducted under provisional conditions in the spring. However, the facility stands out in comparison with other existing structures. The bunker expansion is now partially operational and has already resulted in approximately US$3m worth of new contracts from companies such as OneSubsea and Prysmian that require a more advanced testing infrastructure. Looking ahead, EquipSea is planning additional investments for the bunker’s final configuration, including a 10-ton gantry crane to eliminate the need to rent expensive crawler cranes for most of the assembling operations, and an electrically operated retractable roof to enable year-round operations under all weather conditions, infrastructure that almost no other bunker provide. The facility is already camera-monitored and
► Secured approximately US$3m in new contracts from major players by successfully expanding its testing bunker capacity from 25m² to 240m². ► Increased company revenues from US$3m to US$18m while positioning for continued growth with a US$2m investment in new CNC equipment.
Key findings For young people ► Study hard, do not skip steps and maintain your integrity; continually invest in your education and face challenges with resilience. For industry ► Be bold and do not fear challenges; actively invite clients to push your limits, treating complex demands as opportunities to grow. For government ► Implement fair tax reform, reduce logistics costs, improve infrastructure and increase investment in technical and higher education.
EquipSea at a glance: Key products and services: welded, machined and coated parts, turnkey sets that include seals, and hydraulic and electrical components. Main industries served: ► Oil and gas – 95% ► Others (energy) – 5% Headquarters: Piracicaba, Brazil Year established: 2017 Number of employees: 241 Revenue: £9.57m
fully operated from a safe control room outside the high-pressure environment. To address its machining bottlenecks, EquipSea is investing approximately US$2m to acquire new computer numerical control (CNC) equipment, including a boring and milling machine, a gantry-type machining centre, two horizontal machining centres and a lathe. With the company’s revenues having increased from US$3m in 2020 to US$18m in 2023, this latest venture will stand it in good stead to maintain such an impressive growth trajectory moving forward.
56 1 56 1July July 2026 Success SuccessStories Stories Success Success Stories Stories 2026
EIC EICSurvive Survive &&&Thrive Thrive 2026 Survive Survive &Thrive Thrive 2026 2026
EIC Survive & Thrive X EIC Survive & Thrive X
75 July July 2026 2026 July 2026 2026 Success Stories Stories July 59 Success
Story Storytype type #people #people&&competency competency(main (maincategory) category)
EPIC EPICBerhad Berhad
Benefi Benefitsts
Breaking Breakingdown downsilos, silos,building buildingaaperformance performanceculture cultureand and delivering deliveringrecord recordresults resultsininMalaysia Malaysia Dr. Dr.Muhtar Muhtarbin binSuhaili Suhaili Group GroupChief ChiefExecuti Executi veve Offi Offi cer ceratatEPIC EPICBerhad Berhad
How HowisisEPIC EPICBerhad Berhadthriving? thriving? EPIC EPICBerhad Berhadisisananintegrated integratedoiloiland andgas gas soluti soluti ons onsprovider providerserving servingthe theupstream upstreamand and downstream downstreamvalue valuechains chainsthrough throughfive fivecore core business businessareas: areas:supply supplybase baseoperati operati ons, ons,port port management, management,marine marineengineering engineeringand andserservices, vices,engineering engineeringand andmaintenance, maintenance,and andrerenewable newableenergy energyand andgreen greentechnology. technology.FolFollowing lowinga asustained sustainedinternal internaltransformati transformati on, on, the thegroup grouphas hasdelivered deliveredtwo twoconsecuti consecuti veveyears years ofofrecord recordrevenues revenues(RM403.8m (RM403.8minin2024 2024and and RM409.4m RM409.4minin2025), 2025),with withprofi profi t growing t growingfrom from RM8.9m RM8.9minin2023 2023totoRM19.7m RM19.7minin2025. 2025. The Thechallenge challenge- EPIC - EPICBerhad’s Berhad’sbusiness businessisisbuilt built around aroundthe theKemaman KemamanSupply SupplyBase, Base,the thelargest largest oiloiland andgas gassupply supplybase baseininthe theMalaysian Malaysianpenpeninsula insulawhich whichexpanded expandedfrom from3030toto200 200hecthectares aresand andisisuniquely uniquelylicensed licensedunder underthe theRoyal Royal Customs Customs Petroleum Petroleum Supply Supply Base Base scheme. scheme. Alongside Alongsidethis, this,it itcarries carriesout outport portmanagement management operati operati ons onscapable capableofofhandling handlingCape-size Cape-sizevesvessels selsand andhas hasa agrowing growingengineering engineeringand andmainmaintenance tenancedivision divisionserving servingoff off shore shoreoperators operators such suchasasExxonMobil ExxonMobiland andPETRONAS. PETRONAS. For Forallallthe thestrength strengthofofthese thesefoundati foundati ons, ons,the the group groupentered enteredthe theearly early2020s 2020swith withserious serious internal internalchallenges. challenges.Two Twoofofitsitsoperati operati ngngsubsubsidiaries sidiarieswere wereloss-making: loss-making:EOG EOGSdn SdnBhd Bhdrerecorded cordeda aloss lossofofRM9.5m RM9.5minin2021, 2021,while whileEOS EOS Sdn SdnBhd Bhdposted postedlosses lossesininthree threeconsecuti consecuti veve years. years.The Thegroup’s group’soverall overallprofi profi t tduring duringthis this period periodranged rangedbetween betweenonly onlyRM2.8m RM2.8mand and RM4.5m RM4.5mannually. annually.The Theunderlying underlyingcauses causes were werestructural. structural.Employees Employeesspent spententi enti rerecacareers reerswithin withina asingle singlesubsidiary, subsidiary,creati creati ngngsi-silos loswhere whereknowledge knowledgewas washoarded hoardedand andbest best practi practi ces cesnever nevertravelled travelledacross acrossthe thegroup. group. Bonus Bonusstructures structuresreinforced reinforcedthis thisinsularity, insularity, tying tyingindividual individualrewards rewardstotothe theperformance performance ofofa asingle singleunit unitrather ratherthan thanthe thegroup. group.AAculculture tureofofcomplacency complacencyand andlimited limitedaccountaccountability abilityhad hadtaken takenhold. hold. The Thesoluti soluti onon- -Indeed, Indeed,the thetransformati transformati onon EPIC EPICBerhad Berhadpursued pursuedwas wasasasmuch muchcultural cultural asasoperati operati onal. onal.It Ithas hasbeen beenunderpinned underpinnedbyby a aclear clearstrategic strategicdirecti directi ononcaptured capturedinintwo two guiding guidingframeworks: frameworks:a abusiness businesstagline taglineofof ‘Shaping ‘Shapingthe theGrowing GrowingFuture’ Future’and anda aculturcultur-
alalslogan, slogan,BFACT, BFACT,standing standingfor forbett bett er,er,faster, faster, competi competi tive. tive.Together, Together,these theseset setthe thetone tonefor for a agroup-centric group-centricmodel modelbuilt builtononthree threepillars: pillars: people-centricity, people-centricity,performance-based performance-basedmanmanagement agementand andcompetency competencydevelopment. development. The Themost mostimmediate immediatepriority prioritywas wasreversing reversing the thelosses lossesininEOG EOGand andEOS. EOS.AtAtEOS, EOS,this this meant meanta aright-sizing right-sizingexercise exercisethat thatreduced reduced headcount headcountfrom from80 80toto50, 50,the thedisposal disposalofof unused unusedmachinery, machinery,a areassessment reassessmentofofyard yard rental rentalareas areasand andthe theredeployment redeploymentofofsurplus surplus workforce workforcetotoother otherparts partsofofthe thegroup groupduring during low-producti low-producti ononperiods. periods.AtAtEOG, EOG,the thefocus focus was wasononrestructuring restructuringemployment employmentcontracts contracts onto ontoa apurchase purchaseorder orderbasis basistotoimprove improvemarmargin ginvisibility, visibility,establishing establishingbenchmark benchmarkrates rates for forallallnew newhires hiresand andrenewals renewalsand andupgradupgrading ingtradesman tradesmangrades gradestotoimprove improvemargin marginper per head. head.Overhead Overheadcosts costswere werecut cutbybyrelocati relocati ngng offi offi ces cesinto intoEPIC-owned EPIC-ownedspace. space. Alongside Alongsidethese theseoperati operati onal onalfixes, fixes,the thegroup group undertook undertook a a deeper deeperstructural structural shift shift . .The The subsidiary-centric subsidiary-centricmodel, model,ininwhich whichgeneral general managers managersand andemployees employeesoperated operatedininisoisolati lati ononfor fortheir theirenti enti rerecareers, careers,was wasreplaced replaced with witha agroup-centric group-centricsetup setupthat thatencourages encourages cross-subsidiary cross-subsidiarymobility, mobility,shared sharedservices servicesand and the thedeliberate deliberatetransfer transferofoftalent talentand andbest bestpracpractices ticesbetween betweenunits. units.Bonuses Bonusesand andincenti incenti ves ves were wererealigned realignedtotorefl refl ect ectgroup groupperformance performance rather ratherthan thanindividual individualsubsidiary subsidiaryresults. results. Performance Performance management management was was also also overoverhauled. hauled.KPIs KPIsare arenow nowset setearly earlyand andobjecti objecti vely, vely, with with clear clear consequences consequences for for underperforunderperformance. mance.Leadership Leadershipalso alsointroduced introduceda aconseconsequence quencemanagement managementframework frameworktotoaddress address both bothcomplacency complacencyand andacti acti veveresistance resistancetoto change change– –a aprocess processthat thatrequired requiredremoving removing individuals individualswho whowere wereunwilling unwillingtotoalign alignwith with the thenew newdirecti directi on. on.Cultural Culturalchange changewas wasreinreinforced forcedthrough througha asustained sustainedprogramme programmeofofstaff staff engagement: engagement:monthly monthlywalkabouts, walkabouts,town townhalls, halls, open-door open-doorsessions, sessions,sports sportshours hoursand andflexible flexible working workingarrangements, arrangements,allalldesigned designedtotorebuild rebuild morale moraleand anddemonstrate demonstratethat thatthe thenew newdirecdirection tioncame camewith withgenuine genuineinvestment investmentininpeople. people. The Theresults resultssosofarfarlook lookpromising. promising.EOG EOGrerecovered coveredfrom fromitsitsRM9.5m RM9.5mloss lossinin2021 2021totoa a profi profi t tofofRM4.2m RM4.2minin2024. 2024.EOS EOSturned turnedfrom from a aRM2.1m RM2.1mloss lossinin2023 2023totoa aRM4.2m RM4.2mprofi profi tt inin2024. 2024.Group Groupprofi profi t, t,meanwhile, meanwhile,has hasmore more than thandoubled doubledinintwo twoyears, years,from fromRM8.9m RM8.9minin 2023 2023totoRM19.7m RM19.7minin2025. 2025.Client Clientrecogniti recogniti onon followed: followed:EOG’s EOG’sperformance performanceononExxonMobil ExxonMobil projects projectsimproved improvedfrom froma athree-star three-starrati rati ngnginin 2022 2022and and2023 2023totoa afour-star four-starrati rati ngnginin2024. 2024.
▸ ▸ Achieved Achievedtwo twoconsecuti consecuti veveyears yearsofof record recordrevenues, revenues,peaking peakingatatRM409.4m RM409.4m inin2025, 2025,and andmore morethan thandoubled doubledoverall overall group groupprofi profi t. t. ▸ ▸ Returned Returnedtwo twoloss-making loss-makingsubsidiaries subsidiaries totoprofi profi tability tabilitybybyimplementi implementi ngnga a group-centric group-centricmodel modeland andperformanceperformancebased basedmanagement. management.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Improve Improveyourself yourselfbybybuilding buildinga astrong strong
network networkofofmentors, mentors,technical technicaladvisors advisors and andgood goodpeople. people.
For Forindustry industry ▸ ▸ Lead Leadbybyexample exampletotoinspire inspireyour yourworkwork-
force forceand anddrive driveyour yourbusiness businessforward. forward.
For Forgovernment government ▸ ▸ Foster Fostera astronger strongerenvironment environmentfor forinvestinvest-
ment mentand andeconomic economicgrowth growthwhile whilefocusing focusing onondelivering deliveringclear clearbenefi benefi tstsfor forciti citi zens. zens.
EPIC EPICBerhad Berhadatataaglance: glance: Key Keyproducts productsand andservices: services:oiloiland andgas gas soluti soluti ons onsprovider. provider. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––54% 54% ▸ ▸ Onshore Onshorerenewable renewableenergy energy––5% 5% ▸ ▸ Others Others(non-energy): (non-energy):port port management, management,marine marineservices, services, engineering engineeringand andmaintenance maintenance––41% 41% Headquarters: Headquarters:Kemaman, Kemaman,Terengganu, Terengganu, Malaysia Malaysia Year Yearestablished: established:1981 1981 Number Numberofofemployees: employees:1,984 1,984 Revenue: Revenue:£76.5m £76.5m Revenue Revenuefrom fromexports: exports:5% 5%
Looking Lookingahead, ahead,EPIC EPICBerhad Berhadisisinvesti investi ngng iningrowth growthbeyond beyonditsitscore coreoperati operati ons. ons.AA RM1.8bn RM1.8bnport portcapacity capacityexpansion expansiontargeti targeti ngng 30m 30mmetric metrictonnes tonnesper peryear yearisisunder underdeveldevelopment, opment,solar solarfarm farmand androoft rooft opoplicensing licensingproprogrammes grammesare areextending extendingthe thegroup’s group’spresence presence ininrenewables, renewables,and andearly-stage early-stageinternati internati onal onal conversati conversati ons onsare areunder underway wayininIndonesia Indonesiaand and the theMiddle MiddleEast. East.The Thegroup’s group’starget targetfor for2026 2026 isisrevenues revenuesofofRM441m, RM441m,anan8% 8%increase increaseonon itsitscurrent currentrecord, record,asasit itconti conti nues nuestotobuild buildonon newly newlystrengthened strengthenedfoundati foundati ons. ons.
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EIC Survive & Thrive X EIC Survive Thrive 2026 EIC Survive &&Thrive 2026 EIC Survive & Thrive X
July 2026 2026 July 2026 JulyJuly 2026
Story type #culture (main category) #enviromental sustainability & social impact #energy transition #resilience #transformation
ERM
Benefits
Confronting the real reason energy projects stall, and building a model to fix it as a professional problem solver
► Integrated Advise-Enable-Deliver model has improved project success rates by addressing non-technical risks early, reducing delays and stalled investments.
Amy McDonald
Neeraj Nandurdikar
Global Industry Lead for Diversified Energy at ERM
Global Service Lead for Capital Projects at ERM
► Strong demand for end-to-end sustainability and project support has driven consistent revenue growth (~10% YoY) and deeper client partnerships.
Key findings How is ERM thriving? As the world’s largest pure-play sustainability consultancy, ERM, through its 8,000 people globally, advise energy companies on decarbonisation, climate risk and ESG performance while enabling and delivering projects from concept through to long-term operations. Having diagnosed a systemic failure in how major capital projects are developed and responded with an integrated Advice-Enable-Deliver model, ERM has grown revenues by around 10% year-on-year. The challenge - With 55 years of technical expertise and a presence across major energy markets, ERM has long been involved in the capital projects underpinning the global energy system – close enough to see why so many were failing. The energy transition has driven major project ambition, but in recent years many technically sound, fully funded projects have stalled. Permitting timelines have expanded dramatically – in some cases, pipeline permitting costs exceeded three times the cost of the pipe itself. Community opposition, legal challenges, construction constraints and supply chain pressure have all slowed delivery, preventing capital from converting into operating assets at the pace required. ERM, working across these projects globally, needed to respond. The solution - The diagnosis was clear: energy projects were no longer failing on technical grounds. They were failing because non-technical risks such as permitting, social licence, regulatory complexity and community opposition were being treated as compliance steps rather than major design and investment constraints. ERM had been a thought leader on non-technical risk for more than 15 years. The moment had arrived to convert that insight into a fully integrated response. The company made three deliberate and reinforcing strategic shifts. The first was elevating permitting and social impact assessment from a downstream compliance milestone to an upstream design signal. Rather than asking ‘can we get a permit?’ after a project concept is fixed, ERM began bringing political, social, regulatory, land, water, grid-capacity and institutional considerations into the earliest decisions. By surfacing fatal flaws at the concept stage, the company helps clients design assets
that are genuinely permittable – and to judge whether phased development might be more viable than a single large build, for instance. The second shift was formalising ERM’s presence across the entire capital project journey. Clients increasingly needed fewer specialists and more partners willing to stay with them from idea through operations. ERM built an end-to-end model spanning early viability and capital allocation, permitting and stakeholder engagement, construction support, assurance and operational readiness, and long-term compliance – underpinned throughout by digital capability and informed by board-level strategy. The third move involved investment in digital and AI-enabled workflows to address the industry-wide capacity crunch. Here, ERM deployed platforms that automate site-selection, regulatory interpretation, obligation tracking and real-time permitting visibility, freeing experts to focus on higher-value advisory work. AI tools also help clients anticipate regulatory changes over the multi-year development and multi-decade operational life of assets. Experienced industry experts were integrated into project teams early to ensure design decisions reflect operational realities, with climate resilience and emissions modelling embedded from the outset. There has been cultural change, too. Internally, technical specialists had to see the connected nature of capital projects rather than operating in discipline silos. On the client side, ERM had to engage new stakeholders (project directors and capital portfolio owners) rather than relying solely on traditional permitting or HSE contacts. The impact is visible. Clients who once engaged ERM for discrete scopes now treat it as a partner with a voice in shaping how work is done – inviting the company to embed new EHS and sustainability approaches into governance frameworks and stage-gate systems. Water stewardship, once a niche concern, has become a critical project decision factor, and ERM’s fingerprints are on that shift in how companies define responsible investment criteria. Looking ahead, the integrated model is proving equally well-suited to data centres, where permitting complexity, power access,
For young people ► The future of energy will be led by professionals who combine technical knowledge with adaptability and execution skills. For industry ► Energy projects succeed when sustainability, permitting and execution are integrated from the beginning. For government ► Faster permitting and clearer regulation are essential to accelerate energy infrastructure delivery.
ERM at a glance: Key products and services: sustainability consulting, ESG advisory and project delivery support. Headquarters: London, UK Year established: 1971 Number of employees: 8,000 Revenue: £862,300
community engagement and sustainability planning mirror the challenges ERM has been solving in energy for decades. The same Advice-Enable-Deliver framework that helps a renewables developer navigate a hostile planning environment is equally applicable to a hyperscaler racing to bring capacity online. The model, it turns out, travels well.
11July July 2026 July July 2026 2026 Success SuccessStories Stories 2026
EIC EICSurvive Survive&&Thrive Thrive2026 2026
EIC Survive & 2026 Thrive X EIC EICSurvive Survive &Thrive Thrive EIC & Survive &2026 Thrive X
59 59 79 July2026 2026 Success Success Stories StoriesJuly Success Stories 61 Success Stories
Story Storytype type #scale #scaleupup(main (maincategory) category)#diversifi #diversifi cati cati on on #export #export
ERSG ERSG
Benefi Benefitsts
Turning Turningpoliti political caluncertainty uncertaintyinto intonew newmarket marketopportuniti opportunitieses Michael MichaelJames JamesRyan Ryan CEO CEOatatERSG ERSG
How HowisisERSG ERSGthriving? thriving? When Wheninternal internalpressures pressuresand anduncertain uncertainpopolitiliti cal caland andregulatory regulatorypolicies policiescast castdoubt doubtonon ERSG’s ERSG’sability abilitytotoprogress progressininkey keymarkets, markets, the thecompany companyreset resetitsitsfoundati foundati ons onsand andrerefocused focuseditsitsglobal globalstrategy. strategy.AsAsa aresult, result,the the global globalrecruiti recruiti ngngspecialist specialiststreamlined streamlinedoperoperatiati ons onsand andpivoted pivotedtotosupporti supporti ngnggrid gridinfrainfrastructure structureprojects projects– –one oneofofthe thelargest largestareas areas ofofenergy energytransiti transiti ononinvestment. investment.Through Through these these changes, changes, the the company company achieved achieved strong strongfinancial financialgains, gains,delivering deliveringa arefi refi ned ned off off ering eringininhigh-potenti high-potenti alalmarkets. markets. The Thechallenge challenge- -Founded Foundedinin2008, 2008,ERSG ERSGisis a aglobal globalstaffi staffi ngngand andrecruitment recruitmentconsultanconsultancycyspecialising specialisingininthe theenergy energysector, sector,with witha a strong strongfocus focusononrenewables, renewables,onshore onshoreand andoff off -shore shorewind, wind,power powergenerati generati on, on,transmission transmission and anddistributi distributi on, on,subsea subseaand andmarine, marine,and andbuilt built environment environmentand andtechnology technologymarkets. markets. The Thecompany companyprovides providesspecialist specialistrecruitment recruitment across acrosspermanent, permanent,contract contractand andfreelance freelance roles, roles,supported supportedbybyglobal globalcandidate candidatepools pools and andtechnical technicalexperti experti se. se.Despite Despitethis thisfootfootprint, print,ERSG ERSGfaced facedseveral severalchallenges challengesbyby2025. 2025. Internally, Internally,back-of-house back-of-houseoperati operati ons onsneedneedededimprovement improvementtotounlock unlockglobal globalscalability, scalability, while whilegrowth growthwas wasalso alsohindered hinderedbybyuncertain uncertain politi politi cal caland andregulatory regulatoryenvironments. environments. The TheUnited UnitedStates Stateswas wasa akey keyconcern. concern.While While ERSG ERSGhad hadbuilt builtstrong strongpipelines pipelinesininBoston Boston and andother otherlocati locati ons, ons,the theoff off shore shorewind windmarmarket—criti ket—criti calcaltotogrowth—became growth—becameincreasingincreasinglylyexposed exposedtotofederal federaldecision-making. decision-making.This This contrasted contrastedwith withprevious previouscycles cyclesfocused focusedonon state-driven state-drivenonshore onshorewind, wind,which whichwas wasmore more insulated insulatedfrom frompoliti politi calcalchange. change.AsAsa aresult, result,relireliance anceononthese theseprojects projectsposed posedcommercial commercialrisk. risk. AtAtthe thesame sametime, time,the theglobal globalenergy energymarketwas marketwas shift shift ing. ing.While Whilerenewable renewablegenerati generati ononexpandexpanded, ed,the thegrid gridinfrastructure infrastructureneeded neededtotosupport supportit it lagged laggedbehind. behind.Across Acrossthe theUK, UK,Europe Europeand andthe the US, US,transmission transmissionand anddistributi distributi ononsystems systemsrerequired quiredurgent urgentreinforcement reinforcementand andmodernisati modernisati on. on. AsAsa aresult, result,ERSG ERSGrecognised recognisedthe theneed needtoto stabilise stabilise operati operati ons, ons, reduce reduce exposure exposure toto geopoliti geopoliti cal calvolati volati lity lityand andshift shifttowards towardsareas areas ofoflong-term, long-term,structurally structurallydriven drivengrowth. growth.
The Thesoluti soluti onon- By - Bysummer summer2025, 2025,ERSG ERSGtook took the thedecision decisiontotorepositi repositi ononstrategically. strategically. InInananeff eff ort orttotocapitalise capitaliseonongrid gridupgrade upgradeproprogrammes grammesininthe theUK, UK,the thefirm firmexpanded expandeditsits regional regionaldesk deskthat thathad hadlong longcovered coveredtransmistransmission sionand anddistributi distributi ononwork workfrom fromthree threespecialspecialists iststotoseven. seven.Similarly, Similarly,changes changeswere weremade madeinin Europe, Europe,with withthe thefirm firmadding addingtwo twospecialists specialists for forGermany, Germany,and andbuilding buildinga ateam teamofofthree threefofocused cusedonongrid gridopportuniti opportuniti esesininthe theUS. US. Likewise, Likewise,ininresponse responsetotouncertainty uncertaintyininUS US off off shore shorewind, wind,the thefirm firmalso alsomoved movedtotorereduce duceitsitsdependence dependenceononfederally federallydriven driven projects. projects.Hiring Hiringindividuals individualswith withdeep deepmarket market knowledge knowledgehelped helpedthe thebusiness businessadapt adaptitsitsapapproach, proach,ensuring ensuringit itcould couldcapture capturegridrelated gridrelated roles rolesthat thatwere wereless lessvulnerable vulnerabletotofederal federal policy policyshift shift s.s.Meanwhile, Meanwhile,the theSeatt Seatt leleoffi offi cece conti conti nued nueditsitssteady steadygrowth growthand anddiversifi diversifi -cati cati ononbybysupporti supporti ngngboth bothexisti existi ngngoff off shore shore markets marketsand andemerging emergingopportuniti opportuniti esesininbatbattery teryenergy energystorage storagesystems. systems. The The company’s company’s global global footprint footprint played played a a major majorrole roleininenabling enablingthis thispivot. pivot.With Withoperoperatiati ons onsspanning spanningthe theUK, UK,Europe, Europe,the theUS, US,TaiTaiwan, wan,South SouthKorea Koreaand andAustralia, Australia,ERSG ERSGcould could follow followclients clientsinternati internati onally onallyand anddeliver delivertaltalent entwherever whereverprojects projectswere wereemerging. emerging.This This internati internati onal onalreach reachremained remaineda asignifi signifi cant cant advantage, advantage,allowing allowingthe thebusiness businesstotomonitor monitor politi politi cal calshift shift s,s,anti anti cipate cipateregulatory regulatorychanges changes and andmove movequickly quicklyinto intohigh highpotenti potenti alalmarkets. markets. Internally, Internally,meanwhile, meanwhile,ERSG ERSGalso alsofocused focused ononstrengthening strengtheningitsitsoperati operati onal onalbackbone, backbone, streamlining streamlining systems, systems, upgrading upgrading soft soft ware ware and andinvesti investi ngngininsupport supportfuncti functi ons. ons.AsAsa a result, result, margin margin conversion conversion improved improved subsubstanti stanti ally, ally,rising risingbybymore morethan than14% 14%between between FY23 FY23and andFY25. FY25.The Thefirm’s firm’sEBITDA EBITDAalso also increased increasedbyby56% 56%from fromFY24 FY24totoFY25 FY25and and had hadgrown grown135% 135%since sinceFY23, FY23,with witha afurther further increase increaseforecast forecastfor forFY26. FY26. ERSG’s ERSG’srepositi repositi oning oninghas hasalso alsostrengthened strengthened client clientpartnerships. partnerships.InInone onecase, case,the thecompany company has hasdelivered deliveredmore morethan than480 480hires hiresfor fora asingle single major majorclient clientacross acrossDenmark, Denmark,the theUK, UK,GermaGermanynyand andthe theNetherlands Netherlandssince since2016, 2016,securing securing preferred preferredsupplier supplierstatus statusininthe theprocess. process.InIn the thegrid gridspace spacespecifi specifi cally, cally,ERSG ERSGalso alsosaw sawthe the potenti potenti alalfor forsignifi signifi cant cantgrowth. growth.One Oneoff off shore shore client clientwith witha a£2bn £2bngenerati generati ononbudget budgetwas wasin-investi vesti ngng£9bn £9bninto intogrid gridupgrades, upgrades,illustrati illustrati ngng the thesheer sheerscale scaleofofopportunity. opportunity. With Witha atarget targettotogrow growgrid gridwork workfrom from2-3% 2-3% totoaround around15% 15%ofofrevenue, revenue,the thesky skycould couldbebe the thelimit limitfor forERSG ERSGmoving movingforward forwardasasit itbebegins ginstotocapitalise capitaliseononitsitsnew newstrategic strategicremit. remit.
▸ ▸ Strategic Strategicrepositi repositi oning oningtowards towardsgrid grid infrastructure infrastructurereduced reducedexposure exposuretoto politi politi cal calrisk riskand andunlocked unlockednew newgrowth growth opportuniti opportuniti esesininhigh-demand high-demandmarkets. markets. ▸ ▸ Operati Operati onal onalimprovements improvementsand andglobal global expansion expansionstrengthened strengthenedmargins, margins, increased increasedEBITDA EBITDAand andenhanced enhancedlonglongterm termclient clientpartnerships. partnerships.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Be Beinterested interestedininyour yourwork, work,don’t don’tbebeinin-
timidated timidatedbybyseniority, seniority,and andalways alwaysshow show upupearly. early.
For Forindustry industry ▸ ▸ Be Beprepared preparedtotoadapt adaptinina avolati volati lelegeogeo-
politi politi cal calenvironment environmentand andavoid avoidrushing rushing major majordecisions. decisions.
For Forgovernment government ▸ ▸ Provide Providestronger, stronger,more moreaccessible accessibleexport export
funding, funding,asascurrent currentopti opti ons onsare arelimited, limited, costly costlyand andnot notfitfitfor forpurpose. purpose.
ERSG ERSGatataaglance: glance: Key Keyproducts productsand andservices: services:recruitment, recruitment, staffi staffi ngngand andworkforce workforcesoluti soluti ons. ons. Main Mainindustries industriesserved: served: ▸ ▸ Off Off shore shorerenewable renewableenergy energy––55% 55% ▸ ▸ Onshore Onshorerenewable renewableenergy energy––22% 22% ▸ ▸ Energy Energystorage storage––6% 6% ▸ ▸ Carbon Carboncapture capture––6% 6% ▸ ▸ Nuclear Nuclearpower power––6% 6% ▸ ▸ Hydrogen Hydrogen––2% 2% ▸ ▸ Others Others(energy) (energy)––10% 10% Headquarters: Headquarters:Bromley, Bromley,UK UK Year Yearestablished: established:2008 2008 Number Numberofofemployees: employees:183 183 Revenue: Revenue:£167.3m £167.3m
60 1 80 62
Success Success Stories SuccessStories Stories Success Stories
EIC Survive & Thrive X EIC Survive &&Thrive 2026 Survive Thrive 2026 EIC Survive & Thrive X
July 2026 July 2026 2026 JulyJuly 2026
Story type #people & competency (main category)
Exact Analytical
Benefits
Banking on quality and trust while the competition competes on price David Tey Hwee Yee Executive Director at Exact Analytical How is Exact Analytical thriving? By holding firm on product quality, technical excellence and long-term client relationships in the face of aggressive low-cost competition, Malaysian instrumentation specialist Exact Analytical has grown revenues from RM22.5m in 2021 to RM29m in 2025, while steadily expanding gross profit margins from 23% to 36% over the same period. A deliberate shift towards rental equipment, investment in staff development and a culture built around six core values are together laying the foundations for sustained and profitable growth. The challenge - Founded in Selangor in 2001, Exact Analytical supplies analytical analyser systems, continuous emission monitoring systems, and fire and gas detection systems to oil and gas, power and manufacturing clients across Malaysia and the wider region. For more than two decades, the company has competed on the depth of its technical expertise and the reliability of the solutions it delivers. That positioning has come under increasing pressure. Chinese manufacturers have entered the market with aggressive pricing strategies and a heavy exhibition presence, making it harder for established suppliers to win purely on product merit with cost-conscious procurement teams. The temptation for clients to opt for cheaper alternatives is real, even when the long-term cost implications are significant – a pattern the company has observed repeatedly, with many lowcost products requiring replacement within one to one-and-a-half years of installation. Adding to the external pressure is an internal challenge: retaining skilled instrumentation engineers in a market where new graduates require five to six years to reach full technical competence, and where larger multinationals are willing to poach experienced staff with higher salary offers. The solution - Exact Analytical’s response has been to double down on the qualities that differentiate it, rather than attempt to compete on terms that would undermine its core proposition. On the commercial side, the company has invested in upgrading the capability of its sales engineers to articulate the full value of
its offering. Rather than defending on price, the team is trained to reframe procurement conversations around performance, track record and total cost of ownership – making the case that a higher upfront cost is more than offset by reduced downtime, lower maintenance expenditure and longer product life. The message is reinforced by the observable experience of clients who have cycled through cheaper alternatives and returned seeking something more reliable. Alongside this, Exact Analytical has developed a rental equipment model as a deliberate strategic response to the capital expenditure constraints many clients now face. With around RM2m of rental assets under management, the model allows clients to access high-quality instrumentation without large upfront commitments, at the same time generating more predictable, recurring revenue for the business. It is a pragmatic adaptation to market conditions that also deepens client relationships over time. The people strategy is equally central. Executive Director David Tey personally leads inductions for every new employee, walking them through the company’s six core values – integrity, initiative, continuous improvement, dedication, customer first and teamwork – from day one. This reflects a genuine belief that shared values are the foundation on which technical excellence and client trust are built. Training investment is substantial, with engineers sent to overseas principals’ factories to deepen product knowledge and ensure that Exact Analytical’s technical support capability remains a genuine differentiator. Career development is structured and visible. The company offers clear progression pathways and actively promotes from within, with promoted staff becoming advocates and mentors for those coming through behind them. The approach has meaningfully improved retention in a market where experienced instrumentation engineers are persistently in demand and difficult to replace. The results reflect the cumulative effect of these commitments. Gross profit margins have grown from 22% in 2019 to 36% in 2024, a trajectory that reflects both the improving quality of the revenue mix and the commercial discipline of the sales approach. Revenue grew 12% in 2025, with a further 9% targeted for 2026. The company is also exploring gas detection opportunities in Malaysia’s fast-growing data centre market, where its existing technology has clear application in cooling and air-conditioning environments.
▸ Grew revenue from RM22.5m in 2021 to RM29m in 2025 and expanded gross profit margins to 36% by firmly prioritising technical excellence over low-cost competition. ▸ Established a rental equipment model managing RM2m in assets, generating recurring revenue while helping clients bypass upfront capital constraints.
Key findings For young people ▸ Understand that building a successful
career takes time and dedication. There are no shortcuts to overnight wealth.
For industry ▸ Build customer confidence by providing
complete solutions and backing your words with a proven track record of actionable results.
For government ▸ Streamline agency approval process-
es by eliminating repetitive regulatory requirements to significantly improve overall efficiency.
Exact Analytical at a glance: Key products and services: analytical analysers, continuous emission monitoring and fire and gas detection systems. Main industries served: ▸ Oil and gas – 45% ▸ Conventional power – 10% ▸ Others (non-energy): manufacturing, services – 45% Headquarters: Puchong, Malaysia Year established: 2001 Number of employees: 47 Revenue: £5.5m Revenue from exports: 5%
More broadly, Exact Analytical’s story is one of conviction – a belief that in markets where price pressure is relentless, sustainable success belongs to those who invest in quality, develop their people and give clients good reason to stay.
11July July 2026 July July 2026 2026 Success SuccessStories Stories 2026
EIC EICSurvive Survive&&Thrive Thrive2026 2026
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61 61 81 July2026 2026 Success Success Stories StoriesJuly Success Stories 63 Success Stories
Story Storytype type #environmental #environmentalsustainability sustainability&&social social impact impact(main (maincategory) category)#resilience #resilience
Fibron Fibron
Benefi Benefitsts
Setti Setting ngthe thenet netzero zeroexample exampleininits its40th 40thanniversary anniversaryyear year Hugh HughMoss Moss Marketi Marketi ngngManager Manager atatFibron Fibron How HowisisFibron Fibronthriving? thriving? Fibron Fibronhas hasregularly regularlyinvested investedininitsitspeople people and andfactory factoryover overthe thepast pastfour fourdecades. decades.ByBy combining combiningtechnical technicalexperti experti sesewith witha aversaversatile tilemanufacturing manufacturingcapability, capability,the thecompany company has hassuccessfully successfullydiversifi diversifi ededitsitsproduct productand and service service off off ering ering across across multi multi ple ple off off shore shore sectors, sectors,from fromremotely remotelyoperated operatedvehicles vehicles (ROVs) (ROVs)and anddiving divingtotooiloiland andgas, gas,renewables, renewables, defence, defence,and andmore. more. That Thatdiversifi diversifi cati cati ononhas hasbeen beenkey, key,helping helpingFi-Fibron bronavoid avoidover-reliance over-relianceononany anysingle singlesector sector and andenabling enablingincremental incrementalsales salesand andprofi profi table table growth. growth.Across Acrossallallthese theseverti verti cals, cals,the thecompacompanynyremains remainscommitt committ ededtotobeing being‘Easy ‘Easytotododo Business BusinessWith’ With’ . .ItsItsfocus focusononmanufacturing manufacturing flexibility, flexibility,product productquality qualityand andoperati operati onal onal effi effi ciencies cienciesmakes makesfor fora acompelling compellingoff off ering, ering, with withshort shortlead leadtimes timesand andcompeti competi tive tivecosts. costs. The Thecombinati combinati ononofofstrong strongcustomer customerservice, service, technical technicalexperti experti se, se,open opencommunicati communicati ononand and agile agilemanufacturing manufacturingprovides providesfirm firmfoundafoundations tionsfor forfuture futuresuccess, success,asasthe thefirm firmembarks embarks ononitsitslatest latestchallenge challengeofofachieving achievingnet netzero. zero. The Thechallenge challenge- The - Thecrux cruxofofFibron’s Fibron’schallenge challenge centres centres around around itsits ambiti ambiti ous ous sustainability sustainability targets. targets.Aft Aft ererbeing beingacquired acquiredbybyHexatronic Hexatronic Group Groupinin2023, 2023,Fibron Fibronset setout outtotoalign alignwith withitsits parent parentcompany’s company’sgoal goalofofachieving achievingnet netzero zeroinin scope scope1 1and andscope scope2 2operati operati ons onsbyby2030. 2030. It’sIt’sa ashift shiftthat’s that’simportant importanttotoFibron FibronCEO, CEO,Phil Phil Ashley, Ashley,who whofeels feelsa apersonal personalresponsibility responsibilitytoto make makethe thebusiness businessasasenvironmentally environmentallyresponresponsible sibleasaspossible. possible.It Italso alsoaligns alignswith withshift shift ing ing market marketdemands, demands,parti parti cularly cularlyininthe therenewable renewable energy energysector, sector,where wherebeing beinga asupplier supplierofofsussustainably tainablyproduced producedproducts productsand andservices servicesin-increasingly creasinglyserves servesasasa acompeti competi tive tiveadvantage. advantage. The Theambiti ambiti ononisisclear. clear.Yet Yetworking workingtowards towards net netzero zeroisisa acomplex complexproject projectthat thatundoubtundoubtedly edlyrequires requiressignifi signifi cant canttime, time,experti experti seseand and resources resourcestotomake makeconsistent consistentand andnotable notable progress. progress.ByByFibron’s Fibron’sown ownadmission, admission,the the project projectwas wasdaunti daunti ng. ng.Yet Yetbybybreaking breakingit it down downinto intoa aseries seriesofofmilestones milestonesthat thatwould would combine combinetotomake makea abig bigdiff diff erence, erence,the theprojproject ectbecame becamemore moremanageable. manageable. The Thesoluti soluti onon- -Hexatronic’s Hexatronic’sacquisiti acquisiti ononofofFi-Fibron bronhas hashelped, helped,providing providingaccess accesstotoexperiexperienced encedand and well-informed well-informedsustainability sustainability experts, experts, asaswell wellasasa agreater greaterappeti appeti tetefor forlonger-term longer-term investments investmentsthan thanmight mighthave havebeen beenexpected expected under underprivate privateequity equityownership. ownership.That Thatsaid, said,Fi-Fibron’s bron’sown ownQHSE QHSEteam teamhave havetaken takenthe thelead lead
ononthis thisproject, project,aligning aligningwith withthe theISO ISO14001 14001 Environmental EnvironmentalManagement ManagementStandard. Standard. From Froma acommercial commercialperspecti perspecti ve, ve,the thefirm firmrecrecognised ognisedit itwas wasimportant importanttotoensure ensurethat thatitsits net netzero zerostrategy strategyand andiniti initi atiati ves vesmade madegood good business businesssense, sense,supporti supporti ngngthe thecompany’s company’s value valuepropositi propositi ononofofproviding providingcost-competcost-competitiiti vevesoluti soluti ons onsfor forclients clientswithout withoutcomprocompromising misingononquality qualityororlead-ti lead-ti mes. mes.Under Underthese these parameters, parameters,several severalkey keychanges changeshave havebeen been made madethat thathave havehad hada asignifi signifi cant cantimpact. impact. The Theintroducti introducti ononofofa arange rangeofofwaste wasteseparaseparation tioniniti initi atiati ves veshas hasseen seenthe thecompany companymore more than thandouble doubleitsitsrecycling recyclingsince since2023, 2023,upupfrom from 6060tonnes tonnestoto137 137tonnes tonnes(marking (markinga a128% 128% increase). increase).Fibron Fibronhas hasalso alsochanged changeditsitsenergy energy tariff tarifftotoensure ensureit’sit’sonly onlyusing usingelectricity electricityfrom from renewable renewablesources, sources,while whileallallcompany companycars carsare are now nowEVs, EVs,with withthe thefirm firmoff off ering eringincenti incenti ves vestoto employees employeestotoswitch switchtheir theirprivate privatevehicles vehiclestoto low-emission low-emissionororzero-emission zero-emissionmodels. models.This This scheme schemehas hasbeen beenbacked backedbybythe theintroducti introducti onon sixsixEV EVcharging chargingpoints pointsatatthe thefirm’s firm’shead headoffi offi ce. ce. InInadditi additi on, on,the thecompany companyhas hasupgraded upgradeditsits forklift forklift s stotoelectrifi electrifi ededmodels, models,helping helpingtotofurfurther therreduce reduceitsitscarbon carbonemissions, emissions,save saveonon fuel fuelcosts, costs,and andimprove improveon-site on-siteairairquality. quality. The Thebiggest biggestsingle singleinvestment, investment,however, however,has has been beenthe theinstallati installati ononofof1,428 1,428solar solarpanels panelsonon the thefactory factoryroof roof– –forming forminga a714kWp 714kWpsystem system with witha aforecast forecastannual annualyield yieldofof617,610kWh. 617,610kWh. Over Overthe the25-year 25-yearlife lifeofofthis thissystem, system,it’s it’sesestimated timatedthat thatit itwill willsave save2.8m 2.8mkgkgofofcarbon. carbon. 68% 68%ofofthe theelectricity electricitygenerated generatedisisexpected expected totobebeused usedononsite siteand andthe theremaining remaining32% 32% will willbebeexported exportedtotothe thenati nati onal onalgrid gridasasgreen green electricity electricityfor forothers otherstotouse. use.With Withannual annual savings savingsofofaround around£100,000, £100,000,the thepayback payback for forthis thisinvestment investmentisisless lessthan thanfour fouryears. years. These Theseiniti initi atiati ves veshaven’t haven’tbeen beenwithout withouttheir their challenges. challenges.The Thefactory factoryroof roofhad hadtotobebesursurveyed veyedand andrepaired repairedprior priortotoinstallati installati ononofof the thesolar solarpanels, panels,for forexample, example,while whilethe thein-introducti troducti ononofofitsitsnew newwaste wasteseparati separati ononproprocesses cessesrequired requiredclear clearcommunicati communicati onontotoenensure surefull fullbuy-in buy-inamong amongemployees. employees.
▸ ▸ Reduced Reducedcarbon carbonfootprint footprintand andachieved achieved ISO ISO14001 14001certi certi ficati ficati on onthrough througha a 714kWp 714kWpsolar solarsystem, system,100% 100%green green electricity, electricity,and anddoubled doubledrecycling recyclingrates. rates. ▸ ▸ Delivered Deliveredstrong strongfinancial financialreturns, returns, including includingananexpected expected£100,000 £100,000inin annual annualsavings savingsfrom fromthe thesolar solarpanels panels with witha a3–4 3–4year yearpayback paybackperiod. period.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Choose Chooseyour yourindustry industrycarefully; carefully;asasyou youbebecome comemore moresenior, senior,it itisisimportant importanttotobuild build relevant relevantindustry industryexperience. experience.
For Forindustry industry ▸ ▸ The Thesupply supplychain chaincomprises comprisessmall smalland andlarge large businesses; businesses;without withoutSMEs, SMEs,it itwould wouldfall fall apart. apart.Smaller Smallercompanies companiesare areequally equallyimimportant portantdespite despitesmaller smallervoices. voices.
For Forgovernment government ▸ ▸ Fibron Fibronwelcomes welcomesgovernment governmentsupport support across acrossallallenergy energysector sectorareas. areas.
Fibron Fibronatataaglance: glance: Key Keyproducts productsand andservices: services:design designand and manufacture manufactureofofcables cablesand andumbilicals. umbilicals. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––33% 33% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––7% 7% ▸ ▸ Others Others(non-energy) (non-energy)––60% 60% Headquarters: Headquarters:Hoddesdon, Hoddesdon,UK UK Year Yearestablished: established:1986 1986 Number Numberofofemployees: employees:137 137 Revenue: Revenue:£40m £40m Revenue Revenuefrom fromexports: exports:70% 70%
AsAsMarti Marti n nCharles, Charles,COO COOand andInterim InterimCEO CEOatat Unique UniqueGroup Groupsays, says,“Here “HereatatUnique UniqueGroup, Group, asasananagnosti agnosti c csubsea subseaengineering engineeringtechnolotechnologygyprovider, provider,we werely relyononand andexpect expectour ourportportfolioofofkey keysupply supplychain chainpartner partnersuppliers supplierstoto However, However,through throughhard hardwork, work,Fibron Fibronhas has folio applyfocus focusononsustainability sustainabilityiniti initi atiati ves veswhich which been beencerti certi fied fiedtotoISO ISO14001 14001– –ananinternainterna- apply arealigned alignedtotoUnique’s Unique’svalues valuesand andESG ESGobobtionally tionallyrecognised recognisedstandard standardfor forenvironenviron- are jecti ves. ves.We Weare aredelighted delightedthat thatFibron, Fibron,a a mental mentalmanagement managementsystems. systems.ItsItsscope scope1 1 jecti strongpartner partnerofofchoice, choice,truly trulyembraces embraces and andscope scope2 2emissions emissionsare arealready alreadyclose closetoto strong anddemonstrates demonstratescommitment commitmenttotothese thesevalvalnet netzero, zero,and andthe theteam teamhas hasidenti identi fied fiedseveral several and ues”.Indeed, Indeed,this thiscommitment commitmenttotoproviding providing other otheriniti initi atiati ves vesfor for2026, 2026,including includingwood woodrere- ues”. accesstotosustainable sustainablesoluti soluti ons, ons,while whilealso also cycling, cycling,science-based science-basedtargets, targets,expanding expandingEV EV access maintainingitsitslower-cost lower-costapproach approachand andnot not incenti incenti ves, ves,carbon carbonoff off setti setti ngnginiti initi atiati ves, ves,and and maintaining compromisingononquality qualityororlead-ti lead-ti mes, mes,will will more. more.AtAtthe thesame sametime, time,Fibron Fibronwill willconti conti nue nue compromising ensureFibron Fibronconti conti nues nuestotoexcel excelininitsits40th 40th totoprovide provideitsitscustomers customerswith withmarket marketleading leading ensure anniversaryyear yearand andbeyond. beyond. products productsand andservice servicedelivery, delivery,maintaining maintaining anniversary Complete Completeand andOn OnTime TimeDelivery Deliveryabove above95%. 95%.
62 82 1 64
Success Success Stories SuccessStories Stories Success Stories
EIC Survive & Thrive X EIC Survive Thrive 2026 EIC Survive &&Thrive 2026 EIC Survive & Thrive X
July 2026 2026 July 2026 JulyJuly 2026
Story type #diversification (main category) #culture #resilience
Benefits
Fifth Ring Reaping the rewards of innovation and diversification as a professional problem solver Steve Milne Group Director of Strategy at Fifth Ring
How is Fifth Ring thriving? Fifth Ring’s story is a strong example of resilience through diversification. In pursuing a two-pronged strategy of deepening its commercial value with existing clients and extending its expertise into a new high-growth sector, the firm has taken strides forward in difficult market conditions. The rollout of its Predictive Revenue solution as a client service helped drive a 179% increase in inbound enquiries, a 264% rise in deal value, and £688,000 in closed revenue. Its expansion into the semiconductor space, an extension of its energy expertise, has also delivered £236,000 in its first year. The challenge - Founded in 1991, Fifth Ring is a B2B marketing agency with extensive energy-sector expertise. For more than three decades, the firm has helped major operators and service companies establish highly effective brands while navigating industry complexities. Of late, however, that has been a particularly turbulent task. By Fifth Ring’s own admission, 2025 and 2026 have tested the limits of cyclical brand planning strategies. While the firm regularly helps clients expand into new markets, rapid shifts in US trade and tariff policy and sustained geopolitical instability have resulted in widespread hesitancy in relation to international expansion. As a marketing firm, Fifth Ring has felt the impact. When energy market confidence softens, discretionary spend is reviewed first, and marketing typically sits in that category. It tends to be treated as expendable.
therefore began to explore where its next meaningful growth opportunity might come from. The solution - This latter consideration led it to pursue two parallel strategies simultaneously. The first was the development and launch of Predictive Revenue: a methodology and mindset designed to connect marketing directly to sales pipeline, revenue forecasting, and commercial outcomes. Designed to work across CRM environments, Predictive Revenue moved Fifth Ring from a being solely a campaign delivery partner and deeper into commercial conversations. Insvtead of reporting on outputs, the firm began reporting on pipeline performance. As well as talking to clients about reach and engagement, it began talking to them about deal velocity, pipeline coverage, and revenue predictability. Predictive Revenue was introduced as a formal client service from early 2024, with the firm thereafter focused on fine-tuning it and ensuring it could work reliably, at scale, and across different client environments. Quickly, it earned HubSpot Platinum Partner status – a marker of the depth of its CRM capability. Further, the company has been focused on training teams to have genuinely meaningful conversations with clients, enabling them to see the value of marketing as a revenue engine. The second strategy was deliberate sector diversification into semiconductors and the broader data centre supply chain. This push began in earnest during the 2025/26 period, with the firm driven to make semiconductors a meaningful part of its portfolio within three years. However, within a year, the firm had secured a significant client win in the sector, was generating inbound enquiries, and had active conversations with multiple serious prospects.
Fifth Ring recognised that this perception had to change. It needed to make sure that the services it was delivering were more closely tied to commercial outcomes. Further, it also identified a structural opportunity, with internal marketing functions having failed to keep pace with the increasing speed of operational modernisation.
Predictive Revenue helped deliver record EBITDA for Fifth Ring in 2024. Further, the productisation of Predictive Revenue and entry into the semiconductor market through 2025 has delivered impressive results. Since launch, it has generated £1.13m in cumulative pipeline, converting to £688,000 in closed won revenue. In the 2025/26 financial year alone, £561,000 in new pipeline was opened and £542,000 won – a close rate that reflects the quality of opportunities the methodology generates, not merely the volume.
In addition, the company began to ask hard questions about its own trajectory. While its core energy market was strong, there were increasing signs of market saturation. Fifth Ring
Predictive Revenue has also driven a 179% increase in inbound enquiries and a 264% increase in the value of inbound deals won. New logo business grew 11.26% year on year be-
► 179% increase in inbound enquiries and 264% growth in deal value through Predictive Revenue. ► £236,000 new revenue generated in semiconductors within the first year of market entry.
Key findings For young people ► Be proactive, develop your own perspective, and don’t wait until you feel “ready”. For industry ► Treat marketing with the same rigour as engineering, linking it clearly to measurable outcomes. For government ► Increase support and recognition for services exports as key drivers of international growth.
Fifth Ring at a glance: Key products and services: brand strategy, demand generation, Predictive Revenue, CRM marketing. Main industries served: ► Data centres – 3% ► Others (energy) – 27% ► Others (non-energy) – 70% Headquarters: Aberdeen, UK Year established: 1991 Number of employees: 42 Revenue: £5.8m
tween 2024 and 2025. And in its first year of committed, strategic market entry into semiconductors and the data centre supply chain, the firm closed £236,000 in won business. By every measure and every metric, Fifth Ring is a considerably stronger outfit today than it was just two years ago. Undoubtedly, it’s a company to watch for the coming months.
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EIC EICSurvive Survive&&Thrive Thrive2026 2026
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63 63 83 July2026 2026 Success Success Stories StoriesJuly Success Stories 65 Success Stories
Story Storytype type #collaborati #collaborati onon(main (maincategory) category) #diversifi #diversifi cati cati onon#energy #energytransiti transiti onon#scale #scaleupup
Forsyths Forsyths
Benefi Benefitsts
How Howaa135-year-old 135-year-oldfabricator fabricatordoubled doubledits itsrevenues revenuesand andposiposititioned oneditself itselffor forthe theoff offshore shorewind windboom boom Mike MikeSmith Smith
How HowisisForsyths Forsythsthriving? thriving?
The Theinvestment investmentwill willresult resultinina afacility facilitywhich which will willprovide providethe thedeep-water deep-waterquayside quaysideaccess access that that off off shore shore wind wind fabricati fabricati onon demands. demands. With Withconstructi constructi ononexpected expectedtotostart startininsumsummer mer2026 2026the thetiming timingisiskey key– –off off shore shorewind wind fabricati fabricati onondemand demandisisexpected expectedtotobuild build signifi signifi cantly cantlyfrom from2030 2030toto2032, 2032,and andthe the facility facilityneeds needstotobebeoperati operati onal onaland andproven proven before beforethat thatwindow windowopens. opens.
Founded Foundedinin1890 1890and andstisti ll llfamily-owned, family-owned, Forsyths Forsythshas hasgrown grownfrom froma aSpeyside Speysidecoppercoppersmith smithinto intoa a£101m £101mprecision precisionengineering engineering and andfabricati fabricati ononbusiness businessoperati operati ngngacross across disti disti llati llati on, on, energy energy and and infrastructure. infrastructure. InIn 2025 2025the thecompany companybroke brokethe the£100m £100mreverevenue nuebarrier barrierfor forthe thefirst firsttime time(up (upfrom from£52m £52m inin2020), 2020),having havingdiversifi diversifi ededinto intodecommisdecommissioning, sioning,hydrogen hydrogenand andoff off shore shorewind windwhile while sustaining sustainingitsitsworld-leading world-leadingpositi positi ononininwhiswhiskykydisti disti llery llerydesign designand andfabricati fabricati on. on.InvestInvestment mentinina anew newquayside quaysidefacility, facility,marks marksthe the next nextstage stageofofa along-term long-termtransformati transformati on. on.
Alongside Alongsidethe thefacility, facility,Forsyths Forsythshas hasbuilt builta a three-way three-waycollaborati collaborati ononwith withTHREE60 THREE60EnerEnergygyand andDron Dron&&Dickson Dicksonfollowing followingtheir theirjoint joint engagement engagementininthe theFitFitfor forOff Off shore shoreRenewRenewables ablesprogramme. programme.The Thethree threecompanies companieshave have submitt submitt ededfive fivetenders tendersasasa agroup, group,with witheach each contributi contributi ngngspecifi specifi c cexperti experti sesetotobids bidsthat that none nonecould couldhave havewon wonindependently. independently.The The strongest strongestlive liveopportunity opportunityisisthe theAYM AYMprojproject, ect,involving involvingoff off shore shoretransformer transformermodules modules for forfour fourwind windfarms, farms,where wherethe theconsorti consorti um umisis confi confi rmed rmedasasbest bestininprice pricewith withSiemens SiemensEnerEnergygyand andawaiti awaiti ngngfinal finalconfi confi rmati rmati on. on.
The Thechallenge challenge- -Specifi Specifi cally, cally,Forsyths Forsythsdedesigns, signs,fabricates fabricatesand andinstalls installsa awide widerange range ofof engineered engineered products products such such asas copper copper stisti lls,lls,pressure pressurevessels, vessels,process processpipework pipework and andmodular modularskid skidpackages packagesfrom fromfaciliti faciliti esesinin Rothes Rothesand andAberdeen. Aberdeen.It Itisisthe thelast lastcompany company ininthe theworld worldthat thatmanufactures manufacturescopper copperstisti ll ll pots potsusing usingtraditi traditi onal onalre-hardening re-hardeningmethods, methods, making makingit itthe thego-to go-tofabricator fabricatorfor forwhisky whisky disti disti lleries lleriesglobally, globally,with with97% 97%ofofdisti disti llati llati onon revenues revenuesfrom fromexport. export.ItsItsenergy energybusiness business covers coversoiloiland andgas, gas,decommissioning, decommissioning,hydrohydrogen genand andoff off shore shorerenewables, renewables,serving servingTier Tier1 1 EPCs, EPCs,developers developersand andoperators. operators.
Forsyths Forsythshas hasalso alsopartnered partneredwith withKent KentEngiEngineering neeringand andAquaterra Aquaterratotowin wina athree-year three-year contract contractfor forhull hullrepairs repairsononthe theIthaca Ithacaassets assets and andsigned signeda amemorandum memorandumofofunderstanding understanding with withRobert RobertBosch Boschasasitsitspreferred preferredUK UKfabfabricator ricatorfor forBosch’s Bosch’shydrogen hydrogencontainerised containerised soluti soluti ononusing usingthe theBosch Boschelectrolysis electrolysisstack. stack.
Operati Operati ons onsManager Manager atatForsyths Forsyths
The Thechallenge challengefacing facingthe thebusiness businessfour fourtoto five fiveyears yearsago agowas wasstructural. structural.High Highenergy energy prices priceswere weresqueezing squeezingmargins marginsinina afabricafabrication tionoperati operati ononthat thatrelies reliesononlarge largevolumes volumes ofofelectricity. electricity.Oil Oiland andgas gasproject projectvolumes volumes were weredeclining, declining,and andthe theoff off shore shorerenewables renewables pipeline, pipeline,while whilegrowing growingininambiti ambiti on, on,had hadnot not yet yettranslated translatedinto intofabricati fabricati ononcontracts contractsofof the thescale scaleand andspecifi specifi cati cati ononthat thatForsyths Forsyths could couldpursue. pursue.Crucially, Crucially,the thecompany companyrecrecognised ognisedearly earlythat thatwithout withoutdirect directquayside quayside access accessfor forlarge largeoff off shore shorestructures, structures,it itwould would bebeexcluded excludedfrom fromthe themost mostsignifi signifi cant cantwind wind fabricati fabricati ononopportuniti opportuniti esesregardless regardlessofofitsits capabiliti capabiliti es. es.Something Somethinghad hadtotochange. change. The Thesoluti soluti onon- -Forsyths Forsythstackled tackledthe thechalchallenge lengeononmulti multi ple plefronts, fronts,treati treati ngngdiversifi diversifi -cati cati on, on,collaborati collaborati on, on,facility facilityinvestment investmentand and capability capabilitydevelopment developmentasasinterdependent interdependent rather ratherthan thansequenti sequenti alalprioriti prioriti es. es.
The Theinternal internaltransformati transformati ononhas hasbeen beenequally equally visible. visible.Six Sixteam teammembers memberscompleted completeda aproproducti ducti ononeffi effi ciency ciencyprogramme programmethrough throughthe the University UniversityofofDerby. Derby.Cobot Cobotwelding, welding,five-axis five-axis machinery machineryand andananon-site on-siteblasti blasti ngngand andcoatcoating ingcapability capabilityare arebeing beingincorporated incorporatedinto intothe the new newfacility. facility.AAdigital digitaltwin twinsystem systemmodels modelsfabfabricati ricati ononthroughput throughputand andgives givesdevelopers developersvisivisibility bilityofofproducti producti ononrates rates– –directly directlyaddressing addressing a akey keyconcern concernamong amongoff off shore shorewind winddevelopdevelopers ersevaluati evaluati ngngnew newsupply supplychain chainpartners. partners. InInOctober October2025, 2025,Forsyths Forsythscompleted completeditsitsSciScience enceBased BasedTargets Targetsiniti initi atiati veve(SBTi) (SBTi)submissubmission, sion,achieving achievingfull fullCIB CIBcompliance. compliance.The Theacaccreditati creditati ononsignals signalscredibility credibilitytotooff off shore shorewind wind developers developerswith withsustainability sustainabilityobligati obligati ons onsemembedded beddedinintheir theirprocurement procurementdecisions, decisions,and and supports supportslocal localcontent contentconversati conversati ons onswith with Tier Tier1 1EPCs EPCslooking lookingtotodemonstrate demonstrateresponsiresponsible blesupply supplychain chainchoices. choices. With Witha anew newSales Salesand andMarketi Marketi ngngManager Manager and andBusiness BusinessDevelopment DevelopmentManager Managerininpost, post, a agrowing growingpipeline pipelineofofcollaborati collaborati vevetenders tenders and anda afacility facilitydesigned designedtotohandle handlethe thestructural structural scale scaleofofoff off shore shorewind, wind,Forsyths Forsythsisisbuilding buildinga a business businessthat thatlooks looksmarkedly markedlydiff diff erent erentfrom from the theone onethat thatturned turnedover over£52m £52mfive fiveyears yearsago. ago.
▸ ▸ Revenue Revenuedoubled doubledfrom from£52m £52m(2020) (2020)toto £101m £101m(2025). (2025). ▸ ▸ £25m £25minvestment investmentininnew newquayside quayside facility facilityenabling enablingoff off shore shorewind windgrowth. growth.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Don’t Don’tbebescared scaredtotoask askfor foradvice adviceororhelp, help,
most mostpeople peoplewill willwant wanttotohelp helpyou. you.
For Forindustry industry ▸ ▸ Focus Focuson ona aclear clearstrategy strategythat thatdrives drivesculcul-
ture-led ture-ledleadership leadershipand andeff eff ecti ecti vevecomcommunicati municati on onacross acrossthe theorganisati organisati on. on.
For Forgovernment government ▸ ▸ Strengthen Strengthensupport supportfor forUK UKbusinesses businesses
through throughlocal localcontent contentpolicies, policies,prioriti prioriti sese energy energysecurity securityand andensure ensurelong-term, long-term, stable stableenergy energystrategy. strategy.
Forsyths Forsythsatataaglance: glance: Key Keyproducts productsand andservices: services:turnkey turnkeydisti disti llery llery design, design,pressure pressurevessels, vessels,pipework, pipework,modular modular skids skidsand andlarge-scale large-scalefabricati fabricati on. on. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––20% 20% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––5% 5% ▸ ▸ Onshore Onshorerenewable renewableenergy energy––5% 5% ▸ ▸ Others Others(non-energy): (non-energy): disti disti llati llati on/fabricati on/fabricati on on––70% 70% Headquarters: Headquarters:Rothes, Rothes,UK UK Year Yearestablished: established:1890 1890 Number Numberofofemployees: employees:555 555 Revenue: Revenue:£101m £101m Revenue Revenuefrom fromexports: exports:40% 40%
64 1 84 66
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Story type
Franco Tosi Meccanica SpA Preserving a 145-year legacy by reviving a winning formula Matteo Sturaro Head of Compressors Division (M.S.) at Franco Tosi Meccanica
How is Franco Tosi Meccanica SpA thriving?
Franco Tosi Meccanica SpA has reignited its historic strengths, rebuilding its gas compressor business after years of instability and near-bankruptcy. Strategic investment, renewed leadership and targeted market focus have led to over €100m in contracts, improved capabilities, and workforce expansion. With revenues nearly doubling between 2022 and 2024, the company has re-established itself and is now poised for sustained growth in global compression markets. The challenge - Few firms can claim to match a legacy as impressive as Franco Tosi. Established in 1881, the brand name has become synonymous with the world of gas compression and power generation, with its product portfolio including steam turbines up to 600 MW and hydraulic turbines up to 60 MW. Alongside its vast range of power generation machinery, Franco Tosi Meccanica SpA has historically delivered compression trains to serve a range of process industries. However, today, the firm now offers a broad portfolio of equipment and services to customers across the oil and gas, petrochemical, industrial gases and energy markets. Such an extensive company journey hasn’t been without its hurdles along the way. Through more than a century, the business has been acquired multiple times, contributing to different operational strategies, commercial decisions, product portfolio changes and market shifts, some of which hadn’t been as successful as first planned or anticipated. A crunch point came near the turn of the millennium. Franco Tosi Meccanica SpA found itself in a position where it was close to bankruptcy, leading the owner at that time to take the decision to stop the firm’s production of centrifugal gas compressors. Only 15 years later, when Franco Tosi Meccanica SpA was acquired by Bruno Presezzi SpA Group and entrepreneur Mr. Alberto Presezzi, did the company restart centrifugal gas compressor production. However, by that time, the market has become highly mature, with many large competitors. Finding room to be successful in the space would, therefore, be challenging.
The solution - The good news for Franco Tosi Meccanica SpA was that it didn’t take long to secure its first contract, supplying two nitrogen booster compressors for an Italian chemical group in 2018. From that moment, a new programme of investment in personnel and tools began. A new business unit director was hired in late 2020, with a business development plan then prepared. Within this strategy, the key focus areas included markets and regions where gas compressor demand was high, and where the firm could engage new clients and prospects. These efforts were concentrated in the Middle East, with a focus on local oil companies such as ADNOC and Petronas. From 2021 to 2024, the entire compressor team focused on participating in tenders to re-establish the company’s reputation as a leading compressor manufacturer globally, alongside its power generation expertise. Many key relationships were established with EPCs, including Maire Tecnimont SpA, Progetti Europa e Global SpA and SICIM SpA. With knowledge of the Franco Tosi Meccanica SpA legacy, these EPCs awarded contracts for 19 gas compressors worth more than €120m. It was a real payoff. Franco Tosi Meccanica SpA invested €14m in a new test rig capable of performing SME PTC10 type 2 and type 1 tests, while new balancing machines were also purchased to support production and testing. The firm’s headcount expanded from 180 employees to more than 200, with plans for further growth. By 2025, the firm’s compressor ambitions had started to come to fruition, with its first units of this new era leaving the Franco Tosi Legnano factory. With new clients, new contracts, and significant revenue growth (from €50m in 2022 to over €80m by 2024), the company is moving beyond its near-bankruptcy as it re-establishes strong foundations. Moving forward, the goal is to consolidate this position, using initial contracts as proof points for further success.
#diversification (main category) #scale up #technology
Benefits ▸ Strategic investment, renewed leadership and targeted market focus have secured over €100m in contracts, re-establishing market credibility and strengthening global positioning. ▸ Rebuilding capabilities, including new testing infrastructure and workforce expansion, has enabled scalable growth, with revenues nearly doubling between 2022 and 2024.
Key findings For young people ▸ Stay true to your values and use them as
leverage to achieve your goals—don’t be afraid to take risks, fail, and start again.
For industry ▸ Focus less on finance and more on real
industrial growth—invest in developing regions, create new markets, and act responsibly with global resources.
For government ▸ Set a clear long-term power strategy,
support local technology developers against global competitors, and improve salaries to retain young talent.
Franco Tosi Meccanica SpA at a glance: Key products and services: steam and hydraulic turbines, centrifugal compressors, and rotating equipment services. Main industries served: ▸ Oil and gas – 40% ▸ Conventional power – 40% ▸ Nuclear power – 5% ▸ Onshore renewable energy – 5% ▸ Carbon capture – 5% ▸ Energy storage – 5% Headquarters: Legnano, Italy Year established: 1881 Number of employees: 200 Revenue: £80m Revenue from exports: 95%
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EIC EICSurvive Survive&&Thrive Thrive2026 2026
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Story Storytype type
GAC GACPhilippines Philippines
#transformati #transformati on on(main (maincategory) category)
Unfurling Unfurlingthe thesails sailsofofprogress progress––from fromtesti testing ngwaters waterstotosmooth smoothvoyages voyages
▸ ▸ Achieved Achieved150% 150%growth growthinin2025, 2025, performing performing10 10times timesabove abovepre-pandemic pre-pandemic levels levelstotoatt att ract racttop toptalent, talent,markets marketsand and service serviceproviders providersasasa aleading leadingintegrated integrated logisti logisti cscspartner partnerininthe thePhilippines. Philippines.
Joseph JosephCasimiro Casimiro Managing ManagingDirector Directoratat GAC GACPhillipines Phillipines
How HowisisGAC GACPhillipines Phillipinesthriving? thriving? Aft Aft ererfive fiveconsecuti consecuti veveyears yearsofoflogisti logisti cscsbusibusiness nesslosses lossesand anda apandemic-era pandemic-eracrisis crisisthat that pushed pusheditsitslogisti logisti cscsbusiness businesstotothe thebrink, brink, GAC GACPhilippines Philippineshas hasengineered engineereda aremarkremarkable ableturnaround. turnaround.InInexecuti executi ngngananeff eff ecti ecti veve transformati transformati ononstrategy strategyand anddoubling doublingdown down onon high-growth, high-growth, high-potenti high-potenti alal markets, markets, the the company company has has reversed reversed itsits fortunes. fortunes. With With150% 150%growth growthachieved achievedinin2025, 2025,and and performance performancenow nowten tentimes timesstronger strongerthan than pre-pandemic, pre-pandemic,GAC GACPhilippines Philippinesisisnow nowenentering teringa anew newambiti ambiti ous ousera. era. The Thechallenge challenge- GAC - GACisisrenowned renownedfor forprovidproviding ingworld-class world-classintegrated integratedshipping, shipping,logisti logisti cscs and andmarine marineservices servicesbuilt builtononquality, quality,safety safety and andsustainability sustainabilityininover over50 50countries countriesaround around the theworld. world.Supported Supportedbybya aglobal globalnetwork networkofof over over300 300offi offi ces, ces,the theorganisati organisati ononbrings bringsexextensive tensiveexperti experti seseininmanaging managinghighly highlyspecialspecialised, ised,end-to-end end-to-endlogisti logisti cscsneeds. needs. Despite Despitethese thesestrong strongfoundati foundati ons, ons,GAC GACPhilPhilippines ippinesentered entered2020 2020inina adiffi diffi cult cultsituati situati on. on. Crucially, Crucially,the thefirm’s firm’slogisti logisti cscsdivision divisionhad hadal-already readybeen beenoperati operati ngngatata aloss lossdue duetotoconcontract tractlosses lossesand andthe thearrival arrivalofofaggressive aggressivenew new market marketcompeti competi tors torsfor forabout abouthalf halfa adecade decade before beforethe thepandemic. pandemic.ByBythe thetime timethe thepanpandemic demichit, hit,the thelogisti logisti cscsarm armofofthe theregional regional subsidiary subsidiaryhad hadbeen beenunprofi unprofi table tablefor foraround around five fiveconsecuti consecuti veveyears, years,pulling pullingdown downthe the performance performanceofofananotherwise otherwisestrong strongshipshipping pingdivision, division,and andplacing placingthe theenti enti rerebusiness business under undermounti mounti ngngpressure. pressure. With Withthe thelogisti logisti cscsarm armononthe thebrink, brink,preventpreventing ingbankruptcy bankruptcyorortotal totalloss lossbecame becamea acentral central concern concernfor forleadership. leadership.However, However,the theonset onset ofofCOVID-19 COVID-19only onlymade madethe thesituati situati ononmore more diffi diffi cult, cult,creati creati ngnga acutt cutt hroat hroatcommercial commercialenenvironment. vironment.Mounti Mounti ngngchallenges challengesonly onlyseemed seemed totogrow growfurther furtherasasbudgets budgetstightened tightenedand and market marketuncertainty uncertaintyclimbed, climbed,while whileforeign foreign exchange exchangefluctuati fluctuati ons onsadded addedfurther furtherfinancial financial strain strainand andunpredictability unpredictabilitytotooperati operati ngngcosts. costs. These Thesefinancial financialissues issueswere werecompounded compoundedbyby talent talentshortages. shortages.InInthe thespecialised specialisedmarkets markets GAC GACPhilippines Philippinesoperates operatesin,in,talent talentpools poolsreremain mainsmall smallwhile whiledemand demandremains remainshigh. high.AsAsa a result, result,the thecompany companyfaced facedoperati operati onal onalconconstraints straintsatatwhat whatcan canonly onlybebedescribed describedasasanan unfortunate unfortunatetime, time,creati creati ngnga aperfect perfectstorm stormthat that truly trulyput putGAC GACPhilippines’ Philippines’resilience resiliencetotothe thetest. test.
Maintaining Maintainingthe thestatus statusquo quowas wasnonolonger longervi-viable. able.What Whatwas wasneeded neededwas wasnot notonly onlya aturnturnaround aroundstrategy strategybut buta astructured, structured,multi multi -phase -phase transformati transformati onon capable capable ofof stabilising stabilising the the business, business,restoring restoringprofi profi tability tabilityand andbuilding building a aplatf platf orm ormfor forlong-term, long-term,sustainable sustainablegrowth. growth. The Thesoluti soluti onon- -The Theconversati conversati ononaround arounda a logisti logisti cscsturnaround turnaroundbegan beganininearly early2020, 2020,asas leadership leadershipacknowledged acknowledgedthat thatthe thecore coreissues issues confronti confronti ngngthe thebusiness businesspre-dated pre-datedthe thepanpandemic. demic.Market Marketpressures pressuressuch suchasasaggressive aggressive low-price low-priceentrants, entrants,infl infl atiati onary onarypressures pressuresand and the thenarrow narrowscale scaleofofpharmaceuti pharmaceuti cal callogisti logisti cscs had hadweakened weakenedmargins marginsand andexposed exposedthe thebusibusiness nesstotocontract contractconcentrati concentrati ononrisk. risk.RecognisRecognising ingthese thesedeeper deeperroot rootcauses causeswas wasessenti essenti alaltoto shaping shapingananeff eff ecti ecti vevestrategic strategicresponse. response.
Benefi Benefitsts
▸ ▸ Successfully Successfullyreversed reversedfive fiveconsecuti consecuti veve years yearsofoflogisti logisti cscslosses lossesbybydiversifying diversifying into intohigh-margin high-marginenergy energyand andproject project logisti logisti cscstotorestore restoreprofi profi tability. tability.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Don’t Don’trefuse refusework work––bebethe thehand handthat thatrises rises
upupinindiffi diffi cult cultsituati situati ons ons
For Forindustry industry ▸ ▸ Hire Hirepeople peoplewho whoknow knowhow howtotoget getthings things
done, done,––avoid avoidover-reliance over-relianceon onconsulconsultants, tants,and andbuild buildinternal internalmanagers managerswho who can canexecute executerather ratherthan thanonly onlyanalyse. analyse.
InIndoing doingso, so,the thecompany companywas wasable abletotorerespond spondbybyfocusing focusingononareas areaswhere whereit italready already held heldstrong strongcapabiliti capabiliti esesand andexperti experti se. se.GAC GAC doubled doubleddown downononpharmaceuti pharmaceuti cal callogisti logisti cs,cs, strengthened strengtheneditsitscustoms customsbrokerage brokerageservices services and andexpanded expandeditsitscold-chain cold-chainlogisti logisti cscsoff off erering. ing.AtAtthe thesame sametime, time,it itmoved movedaggressively aggressively into intoenergy energyand andproject projectlogisti logisti cscs– –segments segments with withhigher highermargins marginsand andless lesscompeti competi tive tive crowding. crowding.This Thisdiversifi diversifi cati cati ononwas wasdesigned designed totocreate createa amore moreresilient resilientand andscalable scalableportportfolio. folio.Throughout Throughoutthis thisprocess, process,management management remained remainedmindful mindfulofofitsitslimited limitedresources, resources, deliberately deliberately leveraging leveraging GAC’s GAC’s established established brand brandreputati reputati onontotoscale scalegrowth growtheffi effi ciently. ciently.
Key Keyproducts productsand andservices: services:shipping, shipping,logisti logisti cscs and andmarine marineservices servicesfor forenergy, energy,off off shore shoreand and reclamati reclamati ononprojects, projects,pharmaceuti pharmaceuti cal caland andfastfastmoving movingconsumer consumergoods goodsbrand. brand.
ToTodrive driveand andmanage managethis thistransformati transformati on, on, GAC GACPhilippines Philippinesadopted adopteda astructured structured“Sur“Survive, vive,Thrive Thriveand andGrow” Grow”strategy, strategy,implementimplementededacross acrossthree threeclear clearphases. phases.
Headquarters: Headquarters:Makati MakatiCity, City,Phillipines Phillipines Year Yearestablished: established:1998 1998 Number Numberofofemployees: employees:80 80
During Duringthe theSurvive Surviveperiod period(2020 (2020toto2022), 2022), the thepriority prioritywas wasstopping stoppingthe thebleeding bleedingand and consequently, consequently, stabilisati stabilisati on. on. The The company company focused focusedononmanaging managingthe theoperati operati onal onaland and financial financialimpacts impactsofofthe thepandemic, pandemic,reducreducing inglogisti logisti cscslosses, losses,tightening tighteningcost costcontrols controls and andstrengthening strengtheningcash cashflow. flow.However, However,the the process processwas wasnot notwithout withoutobstacles. obstacles.Several Several operati operati onal onalchallenges challengesresulted resultedininfinancial financial setbacks, setbacks,including includingslow slowresoluti resoluti ononofofsystem system gaps, gaps,limited limitedagility agilityininreducing reducingfuel fueland andmainmaintenance tenanceexpenses expensesfor foridle idletrucks, trucks,and anddelays delays ininoperati operati onal onaldata databeing beingsubmitt submitt ededtotothe the finance financedepartment. department.Despite Despitethese thesehurdles, hurdles, the thekey keyobjecti objecti veve– –survival survival– –was wasachieved. achieved. With Withthe thebusiness businessstabilised, stabilised,GAC GACPhilipPhilippines pinesshift shift ededtoward towardimproving improvingoperati operati onal onal effi effi ciency ciencyand andreinforcing reinforcingfinancial financialdiscipline discipline ininitsitsThrive Thrivephase phase(2023 (2023toto2025), 2025),largely largely building buildingononitsitsreputati reputati ononasasa atop-ti top-ti erercuscustoms tomsbrokerage brokerageand andvessel vesselagency agencyfirm. firm. These Theseeff eff orts ortsdelivered deliveredstrong strongresults. results.2025 2025 marked markeda atransformati transformati veveyear. year.The Thecompany company achieved achieved150% 150%growth growthcompared comparedtoto2024 2024
GAC GACPhillipines Phillipinesatataaglance: glance:
Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––60% 60% ▸ ▸ Others Others(non-energy) (non-energy)––pharma pharmaand and others others- -40% 40%
and, and,ininterms termsofofbott bott om-line om-linemetrics, metrics,nearly nearly 10 10times timesitsitspre-pandemic pre-pandemicperformance performance– –a a signifi signifi cant cantrebound reboundthat thatdemonstrated demonstratedthe the eff eff ecti ecti veness venessofofitsitsdiversifi diversifi cati cati ononeff eff orts orts and andoperati operati onal onalreforms. reforms. Moving Movingforward, forward,the thecompany companyisisnow nowembarkembarking ingononitsitsgrow growphase phase(2026 (2026toto2030) 2030)that thatwill will focus focusononlong-term long-termexpansion expansionand andscalability. scalability. Annual Annualrevenue revenuetargets targetshave havebeen beenset setbebetween tweenUS$8.6m US$8.6mand andUS$12.9m, US$12.9m,with witha aclear clear goal goalofofreaching reachingUS$17m US$17mbyby2030. 2030.Growth Growth will willbebesupported supportedbybyconti conti nued nuedsector sectordiverdiversifi sifi cati cati on, on,strengthened strengthenedcapabiliti capabiliti esesand andmore more effi effi cient cientintegrated integratedshipping shippingand andlogisti logisti cscsopoperati erati ons. ons.AAkey keygrowth growtharea areaisisconcentrati concentrati ngng more moreononoff off shore shoreand andonshore onshoreenergy energyand and infrastructure infrastructureprojects. projects.Having Havingsuccessfully successfully navigated navigatedthe thetesti testi ngngwaters watersofofrecent recentyears, years, GAC GACPhilippines Philippineshas hastruly trulyunfurled unfurledthe thesails sailsofof progress progressand andisiswell wellpositi positi oned onedfor fora asmooth smooth voyage voyagetoward towarditsits2030 2030ambiti ambiti ons. ons.
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Story type #transformation (main category) #optimisation #people & competency #service & solutions
Genesis (Americas) Strengthening Market Position in the US Edward Hernandez Head of Country at Genesis US
How is Genesis thriving? Genesis is a market-leading consulting company with a global presence across 15 locations, providing high-value advisory services to the energy industry. In the US, Genesis has strengthened its market position by sharpening how its capabilities are communicated and aligning its operating model around a consulting-led approach. Today, the team is focused on articulating the depth and breadth of its offering across the upstream, downstream and sustainable energies sectors, delivering tailored advisory rather than standardised outputs. These efforts, combined with targeted client engagement, have contributed to improved financial performance, consistently high client satisfaction (9+/10) and increased order intake. Employee engagement has also improved over the last two years. This has helped the company establish a strong internal identity and clear strategic direction. The challenge - For more than three decades, Genesis has supported clients’ investment decisions with pragmatic, highly specialised advisory services, covering upstream development, debottlenecking, brownfield optimisation and decarbonisation. The company’s value is rooted in multi-disciplinary engineering and deep regulatory understanding, allowing it to provide bespoke solutions that closely align with client objectives. Genesis is a subsidiary of Technip Energies, which was formed in 2021 from the spin-off of Technip and FMC Technologies. This transition has influenced Genesis’ position in the subsea market, with a growing emphasis on partnering with clients to support sustainable energy projects. At the same time, subsea remains a core strength of Genesis’ business, underpinned by deep technical expertise and a global footprint. As a trusted advisor, Genesis supports clients in addressing market challenges and navigating the evolving energy mix, applying a consistent, end-to-end methodology across all projects.
In parallel, Genesis’ successful diversification into downstream and sustainable energies impacted public perception around the company’s core offering. In response, Genesis has taken steps to clarify external messaging, highlighting its consulting expertise and continued leadership in hydrocarbon advisory. The solution - Overall, Genesis remains a leader in the subsea and upstream markets, with an established track record of supporting both fossil and sustainable energy projects. Targeted industry events, focused client engagement and consistent messaging helped the business address misconceptions about its capabilities. Internally, the organisation conducted a deep audit of its capabilities to understand which skills differentiated the business, where further development was needed and where gaps were preventing full deployment of resources. With a clearer view of internal strengths, Genesis shifted its attention to accessible external markets. A thorough assessment highlighted where demand aligned with existing expertise, including opportunities in brownfield refining projects along the Gulf Coast. To capitalise on these opportunities, Genesis strengthened its team with individuals who had strong existing industry relationships and a deep understanding of client needs. Hiring efforts helped open doors and supported the company’s commercial transformation, while the business development team refocused on areas most closely aligned with Genesis’ technical strengths and strategic priorities. Company messaging also became clearer, and participation in events became more targeted, ensuring effort was directed where it would have the greatest impact. These coordinated steps led to significant, tangible results. Financial performance improved markedly, with stronger margins, revenue growth and increased order intake. The firm successfully retained existing clients while adding new ones, with a global client satisfaction consistently averaging above 9 out of 10. Today, Genesis has a highly engaged workforce aligned with the company’s renewed strategic direction. Having overcome perception challenges and navigated significant change, the advisory business is well-positioned to maintain its momentum for years to come.
Benefits ▸ Clearer positioning and targeted engagement have driven revenue growth, improved margins and increased order intake. ▸ Talent focus and flexible resourcing have improved utilisation and agility, with client satisfaction above 9/10.
Key findings For young people ▸ Build diverse skills and commit to contin-
uous learning.
For industry ▸ Prioritise employee well-being and cul-
ture to attract and retain talent.
For government ▸ Strengthen STEM education to grow the
domestic engineering workforce.
Genesis at a glance: Key products and services: energy consulting and engineering advisory services. Main industries served: ▸ Oil and gas – 85% ▸ Offshore renewable energy – 5% ▸ Carbon capture – 5% ▸ Hydrogen – 4% ▸ Conventional power – 1% Headquarters: London, United Kingdom Year established: 1988 Number of employees: 100 (US) Revenue from exports: 60%
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Story Storytype type #resilience #resilience(main (maincategory) category)#digital #digital&& AIAI#enviromental #enviromentalsustainability sustainability&&social social impact impact#people #people&&competency competency
Genesis Genesis(Global) (Global) Keeping Keepingpace pacewith withan anunpredictable unpredictableenergy energymarket market William WilliamPilkington Pilkington Managing ManagingDirector DirectoratatGenesis Genesis
How HowisisGenesis Genesisthriving? thriving? Over Overthe thelast lastfour fourdecades, decades,Genesis Genesishas hasesestablished tablisheditself itselfasasa amarket-leading market-leadingconsulti consulti ngng company, company,delivering deliveringhigh-value high-valueadvisory advisoryserservices vicestotothe theenergy energyindustry. industry.With Withmore morethan than 15 15locati locati ons onsglobally, globally,the thecompany companysupports supports clients clientsininshaping shapingearly-stage early-stageand andfront-end front-end decisions decisionsacross acrossoiloiland andgas, gas,carbon carboncapture, capture, hydrogen, hydrogen,downstream downstreamand andpower powerprojects. projects. Following Followingitsits2022 2022restructuring, restructuring,Genesis Genesis has hasreturned returnedtotoprofi profi tability tabilityand andgrown grownororder derintake intakebyby50%. 50%.This Thisperformance performancerefl refl ects ects the the organisati organisati on’s on’s sharpened sharpened focus focus and and strengthened strengthenedfoundati foundati ons. ons. InIna amarket marketdefi defi ned nedbybyuncertainty, uncertainty,GeneGenesissisconti conti nues nuestotoadapt adaptwith withclear clearprioriti prioriti eses and andstrong strongexecuti executi on—investi on—investi ngngininpeople, people, advancing advancingdigital digitaland andAIAIcapabiliti capabiliti es, es,and and evolving evolving alongside alongside clients. clients. ByBycombining combining deep deepengineering engineeringexperti experti sesewith withpragmati pragmati c,c, decision-led decision-ledadvisory, advisory,the thecompany companyremains remains a atrusted trustedpartner partnerininnavigati navigati ngngananincreasingincreasinglylycomplex complexenergy energylandscape. landscape. The Thechallenge challenge- -Genesis Genesisadvises advisesclients clientsonon decisions decisionsthat thatshape shapeprojects projectsfrom fromconcept concept and andfield fielddevelopment developmentthrough throughtotoFEED, FEED,dedecarbonisati carbonisati ononstrategy, strategy,brownfi brownfi eld eldopti opti misamisation tionand anddecommissioning. decommissioning. Today’s Today’senergy energylandscape landscapeisisfast-moving fast-movingand and increasingly increasinglyuncertain. uncertain.Clients Clientsface facea adual dual imperati imperati ve: ve:totodecarbonise decarbonisewhile whilemaintainmaintaining ingenergy energysecurity. security.AtAtthe thesame sametime, time,geogeopoliti politi cal caldisrupti disrupti ononconti conti nues nuestotoreshape reshapereregional gionaldynamics, dynamics,making makinglong-term long-termplanning planning increasingly increasinglycomplex. complex. InIn2026, 2026,uncertainty uncertaintybecame becamemore morepropronounced. nounced.Key Keymarkets marketschanged changedrapidly, rapidly,and and clients clientsbecame becamemore morecauti cauti ous ousabout abouttheir their strategic strategicinvestments. investments.For Fora apeople-driven people-driven advisory advisorybusiness, business,where wherevalue valuedepends dependsonon deploying deployingthe theright rightexperti experti seseatatpace, pace,this this creates createsstructural structuralpressure. pressure. Sustaining Sustainingperformance performanceininthe thecurrent currentenvienvironment ronmentrequires requiresmore morethan thantechnical technicalexcelexcellence. lence.It Itdemands demandsagility agilityand andflexibility, flexibility,and and ananorganisati organisati ononable abletotoabsorb absorbchange changewhile while conti conti nuing nuingtotodeliver deliverconsistent, consistent,high-quality high-quality advice adviceasasclient clientneeds needsevolve. evolve.
The Thesoluti soluti onon- -Genesis Genesishas hasresponded respondedwith with a aclear, clear,structured structuredand andresilient resilientapproach approach built builtononthree threeprioriti prioriti es: es:people, people,strategic strategic breadth breadthand anddigital digitalcapabiliti capabiliti es. es. People: People:Genesis Genesisconti conti nues nuestotoinvest investininpeopeople pleasasitsitskey keydiff diff erenti erenti ator. ator.InIn2026, 2026,the the company companyfocused focusedononhiring hiringininenvironmental environmental and andsustainability sustainabilityroles, roles,strengthening strengtheningpowpowerersystems systemscapability capabilityand andconti conti nued nuedinvestinvestment mentiningraduate graduaterecruitment. recruitment. AtAtthe thesame sametime, time,the theprofi profi leleofoftalent talentisis evolving. evolving.Genesis Genesisisisbuilding buildingdigital digitaland andAIAI capability capabilityfrom fromthe theground groundup, up,with withmandamandatory toryonline onlineAIAItraining trainingand andoff off site sitebootcamps bootcamps aimed aimedatatembedding embeddingthese thesetools toolsinto intoproject project delivery. delivery.The Thefocus focusisistotostrengthen strengthenexperexpertise, tise,enabling enablingpeople peopletotowork workmore moreeffi effi cientcientlylyand anddeliver delivergreater greaterimpact. impact. Clear Clearand andconsistent consistentcommunicati communicati ononhas has been beencriti criti cal calininmaintaining maintainingalignment alignmentand and momentum. momentum. Through Through regular regular town town halls, halls, ongoing ongoingcommunicati communicati ons onsand andface-to-face face-to-face meeti meeti ngs ngswith withleadership leadershipatatallalloffi offi ces, ces,GenGenesis esishas hasreinforced reinforceda ashared sharedsense senseofofdirecdirection tionand andstability stabilityacross acrossthe theorganisati organisati on. on. Strategic Strategic breadth: breadth: AsAs client client needs needs shift shift , , Genesis Genesisconti conti nues nuestotoexpand expanditsitscapabilicapabilities tiesacross acrossthe theenergy energyvalue valuechain. chain.This Thisin-includes cludesgrowth growthininpower powersystems, systems,ESG, ESG,due due diligence diligence and and owner’s owner’s engineer engineer services, services, alongside alongsideconti conti nued nuedstrength strengthininbrownfi brownfi eld eld and anddecommissioning, decommissioning,parti parti cularly cularlyininthe theUK, UK, US USand andMalaysia. Malaysia. Projects Projectssuch suchasasthe theStanlow Stanlowterminal terminalrefl refl ect ect the theintegrated integratedapproach, approach,combining combiningresilresilience ienceplanning planningwith withCCUS CCUSand andsustainable sustainable aviati aviati ononfuel fuel(SAF) (SAF)faciliti faciliti es. es.Genesis Genesisconti conti n-nues uestotoalign alignclosely closelywith withitsitsclients, clients,adapti adapti ngng itsitsoff off ererasastheir theirstrategies strategiesevolve. evolve. Digital Digitaland andAI: AI:Digital Digitalcapabiliti capabiliti esesare arebeing being embedded embeddedacross acrossthe thecompany’s company’sworkfl workfl ows. ows. AIAIisisapplied appliedtotoimprove improvetendering tenderingprocessprocessesesand andenhance enhancetechnical technicaloutputs, outputs,alongside alongside the thedevelopment developmentofofnext-generati next-generati ononcost cost esti esti mati mati ngngtools toolsthat thatdraw drawononnearly nearly40 40 years yearsofofproprietary proprietarydata. data. This Thistransformati transformati ononisisdriven drivenfrom fromwithin. within. Through Throughprogrammes programmessuch suchasasthe theDelta Deltainiti initi a-ative, tive,employees employeestake takeclear clearownership ownershipofofconcontinuous tinuousprocess processimprovement. improvement.Those Thoseclosest closest totothe thework workare areresponsible responsiblefor foridenti identi fying, fying, designing designingand andimplementi implementi ngngimprovements, improvements, ensuring ensuringchanges changesare arepracti practi cal, cal,adopted adoptedand and embedded embeddedininday-to-day day-to-dayacti acti viti viti es. es.
Benefi Benefitsts ▸ ▸ Order Orderintake intakeincreased increasedbyby50% 50%between between 2022 2022and and2025. 2025. ▸ ▸ Returned Returnedtotoprofi profi tability tabilityfollowing following2022 2022 restructuring. restructuring.
Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Be Beresilient, resilient,keep keeplearning learningand andinvest investininyouryour-
self selftotostay stayrelevant relevantinina achanging changingmarket. market.
For Forindustry industry ▸ ▸ Embrace EmbraceAIAIwhile whileconti conti nuing nuingtotoinvest investinin
people, people,talent talentand andlong-term long-termcapability. capability.
For Forgovernment government ▸ ▸ Provide Provideclearer, clearer,more morejoined-up joined-upenergy energy
policies policiestotosupport supportboth bothenergy energysecurity security and andtransiti transiti on. on.
Genesis Genesisatataaglance: glance: Key Keyproducts productsand andservices: services:advisory advisoryand and technical technicalconsulti consulti ngngservices. services. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––55% 55% ▸ ▸ Carbon Carboncapture capture––20% 20% ▸ ▸ Conventi Conventi onal onalpower power––7% 7% ▸ ▸ Hydrogen Hydrogen––5% 5% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––2% 2% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––1% 1% ▸ ▸ Others Others(energy) (energy)––10% 10% Headquarters: Headquarters:London, London,UK UK Year Yearestablished: established:1988 1988 Number Numberofofemployees: employees:+600 +600 Revenue Revenuefrom fromexports: exports:50% 50%
The TheImpact: Impact:The Theimpact impactofofthese thesedecisions decisions isisalready alreadybeing beingfelt. felt.Client Clientsati sati sfacti sfacti ononand and staff staffengagement engagementare areatatrecord recordlevels, levels,rereflected flectedininthe thehighest-ever highest-everresponse responserate ratetoto the theannual annualMy MyVoice Voicesurvey surveyinin2025. 2025.Att Att ri-rition tionremains remainslow, low,and andthe thebusiness businessconti conti n-nues uestotogrow growinina achallenging challengingmarket marketwith with strong strongwin winrates. rates.Genesis Genesisisisprofi profi table, table,stable stable and andconti conti nues nuestotohire hireinina ayear yearwhen whenmany many advisory advisorycompeti competi tors torsare arenot. not. Genesis Genesis isis using using the the current current period period toto strengthen strengtheninternal internalcapabiliti capabiliti es, es,positi positi oning oning itself itselftotomove movewith withconfi confi dence denceasasthe themarket market evolves evolvesand andtotolead leadwhen wheninvestment investmentmomomentum mentumreturns. returns.
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Story type #service & solutions (main category) #diversification #resilience
Gutor
Benefits
A newly independent force in the UPS world
▸ Accelerated global growth by securing the Sizewell C nuclear contract, strengthening industrial market positions in key regions.
Johann Fontaine Vice President Marketing & Business Growth at Gutor How is Gutor thriving? When Gutor was carved out from Schneider Electric in August 2023, it became one of the most significant moments in the company’s 80-year history. Freed to operate with its own strategy, leadership and commercial focus, the Swiss manufacturer of industrial uninterruptible power supply (UPS) solutions has since accelerated fast: growing revenues by 14% in 2025, winning a Sizewell C nuclear contract and extending its position across key industrial markets in the Middle East. The challenge - Gutor had long been a quiet leader in a demanding niche. With more than 35,000 systems operating globally across oil and gas, nuclear power, conventional power and carbon capture applications, the company’s engineering heritage and reliability record were well established. But operating as part of a large group had shaped the business in particular ways – decision-making was layered, commercial focus was diffuse, and the full potential of a 35,000-strong installed base remained somewhat untapped. The carve-out changed the terms entirely. Becoming a standalone company meant building operational autonomy at pace – finance, IT, procurement and HR systems all required independence. At the same time, external pressures were intensifying. Customers were demanding lifecycle value and digital monitoring alongside equipment, supply chains were volatile, and competition in the industrial UPS market remained strong. The transformation had to happen quickly, and it had to happen while the business kept running. The solution - Gutor’s leadership set about the challenge by focusing on four priorities: accelerating commercial expansion across regions, enhancing service operations and lifecycle monetisation, diversifying into new growth segments, and reinforcing the organisational identity of a standalone global leader. The service model was central. Gutor’s installed base of systems worldwide represented a significant and underleveraged source of recurring revenue, and the company moved deliberately to address that. Lifecycle services – preventive maintenance, life extension programmes, digital monitoring and condition-based interventions – were expanded and more actively commercial-
▸ Achieved 14% revenue growth in 2025 and secured a continuation fund by expanding lifecycle services for recurring revenue.
ised. The shift from selling equipment to managing assets over their full operational life gave customers greater continuity, and at the same time provided Gutor with a more resilient revenue mix. Diversification ran alongside this. The company identified gas and LNG as a growth segment where its industrial UPS expertise translated directly and strengthened its position in nuclear – a sector where Gutor’s certifications and track record represent a genuinely high barrier to entry. That long-term positioning proved its value in 2025 when Gutor secured the contract for Sizewell C, EDF’s second EPR reactor project in the UK. The win followed directly from Gutor’s successful delivery on Hinkley Point C, first awarded in 2016, and illustrated how deep technical credibility in safety-critical environments multiplies in value over time. In the Middle East, long-standing customer relationships built over more than a decade continued to generate significant project wins throughout 2025. Geographically, the focus has been on building commercial momentum in regions where structural demand is strongest. Asia accounts for roughly 40% of revenues, the Middle East and Africa for a further 30%. Underpinning the commercial expansion is a sharper organisational identity. Independence from Schneider Electric required Gutor to rebuild itself operationally from the ground up – establishing its own finance, IT and procurement systems – while simultaneously reorienting its culture. Operating within a large group had provided stability, but it had also diffused ownership. Standalone status changed that. With clearer accountability, faster decision-making and a more direct line between individual performance and company outcomes, teams across the business developed a stronger sense of shared purpose. The transition energised rather than unsettled the organisation, and that internal momentum has been as important to the transformation as any commercial initiative. The continuation fund closing in March 2026 – representing renewed investor confidence in the company’s trajectory – provided external validation that the strategy is working.
Key findings For young people ▸ Master fundamental skills, volunteer for
responsibility and seek international exposure in environments where purpose accelerates performance.
For industry ▸ Build resilience early, shift from product
to lifecycle value thinking and align with structural megatrends to ensure longterm endurance.
For government ▸ Accelerate policies that strengthen in-
dustrial resilience and reliable energy infrastructure, supporting local champions to boost national competitiveness.
Gutor at a glance: Key products and services: industrial secure power solutions and services. Main industries served: ▸ Oil and gas – 55% ▸ Power generation – 30% ▸ Others – 15% Headquarters: Wettingen, Switzerland Year established: 1946 Number of employees: +650 Revenue: £176.6m
Looking ahead, electrification, decarbonisation and the growing reliability demands of digital infrastructure all point in the same direction: the need for secure, industrial-grade power is increasing, not diminishing. With 80 years of engineering heritage now operating under its own momentum, Gutor is well placed to meet that demand.
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Story type #service & solutions (main category) #collaboration #people & competency
Global Cargo
Benefits ▸ Strengthened long-term client retention through highly personalised logistics solutions.
Building a differentiated model centred on bespoke, client-focused solutions Homero Hauque CEO at Global Cargo
How is Global Cargo thriving? In response to sustained global supply chain disruption and rapidly evolving customer expectations, freight forwarding and logistics specialist Global Cargo has built a differentiated model centred on bespoke, client-focused solutions and underpinned by deep operational expertise. Through investment in its people and collaborative relationships with clients and international partners, the firm is delivering agile, tailored logistics solutions that address complex, time-critical challenges across global markets. The challenge - In recent years, the logistics industry has faced significant disruption, from supply chain instability and changing market conditions to increasing costs and capacity challenges. At the same time, customer expectations have evolved significantly, with clients demanding faster communication, more flexibility, and more customised logistics solutions. Like many companies in the logistics industry, Global Cargo has had to navigate market volatility, changing carrier conditions, and increasing operational complexity. As a company operating heavily between the US and Latin America, Global Cargo recognised early on that it could not rely on a traditional transactional approach to freight forwarding. Instead, it needed to evolve, strengthening its operational capabilities, expanding its network, and maintaining the personalised service that clients were looking for, positioning itself as a responsive, transparent and reliable partner for challenging times. The solution - It was this realisation that pushed Global Cargo to become more agile, improve its communications, and continue investing in experienced personnel, technology, employee training, and strategic growth opportunities. The firm’s strategy was centred around adaptability, relationships, and operational expertise. Rather than trying to compete solely on price, it focuses on providing highly personalised services and building long-term relationships based on trust and reliability. The inspiration for this came from stepping away from a market that had become transactional and automated, recognising the
need for bespoke client services. It viewed freight forwarding as increasingly commoditised, with large firms competing primarily on price through digital platforms. Global Cargo made a deliberate strategic choice to move in the opposite direction: to double down on the human element, building bespoke solutions tailored to each client’s specific needs. The company saw an opportunity to position itself as a true logistics partner rather than a provider – one that understands a client’s supply chain holistically, anticipates challenges before they arise, and brings genuine expertise and personal accountability to every shipment. This new approach was formally initiated in 2021 and rolled out in phases up to 2024.
▸ Improved operational efficiency and shipment visibility through investment in technology and internal communication.
POWER Key findings YOU CAN
RELY ON For young people
▸ Stay curious and learn every part of the
business, as relationships and problem-solving are highly valuable in logistics.
EXPERTISE YOU CAN For industry
TRUST ▸ Trust, communication, and adaptability
remain essential for long-term success in a fast-changing market.
For government
▸ Greater investment in infrastructure and
8
In 2023, the company expanded into Houston, establishing a warehouse and operations hub to serve the energy, industrial, and project cargo sectors concentrated along the Houston Ship Channel. Investment in people has also been a cornerstone of the strategy, with headcount growing from 61 employees in 2021 to 92 today. Key hires included a dedicated Project Cargo Manager with carrier-side experience from Houston and New Orleans, a Houston operations team, and additional customer service and sales personnel across Miami. Employee retention improved significantly, with annual turnover declining from approximately 22% in 2020 to under 9% by 2024, reflecting a stronger internal culture. On the technology side, the company also invested in an upgraded TMS (Transportation Management System) in 2022, introduced automated shipment tracking and client visibility tools in 2023, and began integrating AI-assisted tools for document processing and rate optimisation in 2024. These investments collectively reduced average shipment processing time by approximately 18% and improved on-time documentation accuracy to 97%.
trade efficiency can strengthen global commerce and economic growth.
Global Cargo at a glance: Key products and services: international freight forwarding, project cargo, warehousing, and logistics solutions. Main industries served: ▸ Oil and gas – 38% ▸ Conventional power – 8% ▸ Offshore renewable energy – 6% ▸ Onshore renewable energy – 5% ▸ Data centres – 3% ▸ Hydrogen – 2% ▸ Energy storge – 2% ▸ Carbon capture – 1% ▸ Others (non-energy) - 35% Headquarters: Florida, US Year established: 1996 Number of employees: 92 Revenue: £31.8m Revenue from exports: 91%
YEARS OF RELIABILITY.
Stronger cross-departmental communication has been achieved through weekly operational syncs, a shared digital dashboard visible to all teams, and a restructured account management model. Client satisfaction scores, measured through quarterly surveys, increased from an average of 7.2 out of 10 in 2021 to 9.1 out of 10 in 2024.
The success of the firm’s strategy has been reflected in multiple ways. Between 2020 and 2024, client retention rates increased from 71% to 89%, average client tenure increased from 2.8 years to 4.6 years, and the number of clients generating over US$500,000 in annual revenue grew from four to 11. Revenue also grew from US$19.2 million in 2020 to US$41.4 million in 2024, representing 115% growth over four years.
Protecting critical operations since 1946.
Further, beyond Houston, Global Cargo also consolidated its position as the number two US freight forwarder exporting to Brazil, and expanded agent relationships across Europe, the Middle East, and Asia.
By every measure of every metric, the company hasn’t just survived, but continued to thrive.
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Story type #service & solutions (main category) Story type #diversification #resilience #digital & AI (main category) #optimisation
Gutor
Benefits Benefits
Hausthene A newly independent force in the UPS world Leveraging AI to leverage its technical knowledge more effectively Johann Fontaine Paulo Tezza Vice President Marketi ng &
Business Growth at Gutor CEO at Hausthene
How is Gutor thriving? When Gutor was carved out from Schneider Electric in August 2023, it became one How is Hausthene thriving? of the most significant moments in the comFounded in 1982 andFreed basedtoinoperate São Paulo, pany’s 80-year history. with Hausthene Polyurethanes a Brazilian speits own strategy, leadershipis and commercial cialist high-quality polymer and focus, inthe Swiss manufacturer of elastomer industrial components forpower the oilsupply and gas, steel, glass, uninterruptible (UPS) soluti ons packaging and mining fast: sectors. Overrevenues the past has since accelerated growing 10 months, the 40-person company has imby 14% in 2025, winning a Sizewell C nuclear plemented programme of AIonagents contract andaextending its positi across and key AI-supported systems to address industrial markets in thedesigned Middle East. a structural capacity problem, with measurThe challenge - Gutor had long been a quiet able results already emerging. leader in a demanding niche. With more than The challenge - Polymer and elastomer com35,000 systems operating globally across oil ponents the oil and conventi gas sector require a and gas, for nuclear power, onal power high degree capture of applied engineering and carbon applicati ons, theknowlcomedge. built that pany’s Hausthene engineeringhasheritage andknowledge reliability over four decades, but as a small it record were well established. Butbusiness operating faces a persistent challenge. Hausthene has as part of a large group had shaped the busibuilt knowledge over four decades, but as ness that in parti cular ways – decision-making awas small business it faces a persistent layered, commercial focus wasSpecialist diffuse, knowledge leadership level, and the full concentrates potential of aat35,000-strong inand thebase training pipelinesomewhat for qualified technical stalled remained untapped. staff is too slow to resolve that quickly. The carve-out changed the terms entirely. For partners Paulo andcompany Thais Tezza, thisbuildcreBecoming a standalone meant ated a diffi cultautonomy dynamic. atOperati and ing operati onal pace –onal finance, technical demands them all deep into IT, procurement and pulled HR systems required day-to-day actiAt vity,theleaving bandindependence. same limited time, external width forwere commercial development and pressures intensifying. Customers were client relatilifecycle onships.value As the amdemanding andcompany’s digital monitorbiti grew, equipment, that constraint became ing ons alongside supply chains more were acute. the team of theUPS anvolatile,Growing and competi tion inwas thepart industrial swer, not a fast enough A different marketbut remained strong. Theone. transformati on kind of happen leveragequickly, was needed. had to and it had to happen while the business kept running. The soluti on - Guidance from the company’s advisory board, combined withset external The solution - Gutor’s leadership about perspecti ves on rapidly adopti on was the challenge byhow focusing onAIfour prioriti es: accelerati ng, prompted a decision around 18 accelerating commercial expansion across months to explore what operati AI could for regions, ago enhancing service onsdoand alifecycle business of Hausthene’s profile. Implemenmoneti sation, diversifying into new tati on began around months ago, has growth segments, and10reinforcing theand organibeen gathering everglobal since.leader. sational identity momentum of a standalone The chosewas to build specialised AI The company service model central. Gutor’s inagents, to operate within reprea spestalled each base trained of systems worldwide cifi c domain of the business. Four have been sented a signifi cant and underleveraged developed or are inrevenue, progress.and A consultati ve source of recurring the compaspecialist supports commercial, scal, ny movedagent deliberately to address that.fiLifeaccounti ng and– legal analysis. An elastomers cycle services preventi ve maintenance, life and engineering plastics digital specialist is being extension programmes, monitoring progressively rolled out across ons commercial and condition-based interventi – were and engineering teamsacti tovely create a shared expanded and more commercial-
Thais Tezza Partner and Director at Hausthene ised. The shift from selling equipment to managing assets over their full operational life gave customers greater continuity, and knowledge appliedGutor engineering at the samebase. time An provided with a specialist for revenue polymersmix. in the oil and gas more resilient sector is partially in use by the engineering Diversifi catihas on ran alongside this. The compateam, and already demonstrated its imny identi fied strategically gas and LNGsignifi as acant growth segpact on one process. ment where its industrial UPSspecialist expertise is transFinally, a strategic planning unlateddevelopment, directly and strengthened its positi in der with an eventual roleon supnuclear a sector where Gutor’s certifi–cati ons porti ng –board-level decision-making giving and leadership track record represent genuinely high the team, for the afirst time, somebarriercloser to entry. long-term positi oning thing to anThat always-available analyti cal proved itsatvalue in 2025 when Gutor secured resource the table. the contract for Sizewell C, EDF’s second EPR The applied engineering agent reactor project in the UK. The has winproduced followed the clearest fiedsuccessful result. Homologati ng directly fromquanti Gutor’s delivery on aHinkley polymer component with a in major indusPoint C, first awarded 2016, and try player how is a technically intensive process illustrated deep technical credibility in – prior to cal AI, environments the required multi studies besafety-criti pliestook in value tween eightInand demanding over time. thetwelve Middlemonths, East, long-standing an estimated hours of over work. With thea customer relati864 onships built more than trained agent supporti ng high-level technidecade conti nued to generate significant projcal ons, the2025. same process has been ect interacti wins throughout completed in around three months and Geographically, thewhich focustranslates has been around 288 hours, intoona building in regions reductioncommercial of 66% in momentum working time and an where structural demand strongest. Asia esti mated cost saving of isR$115,200. The accountsbeing for roughly 40% ofhas revenues, the product homologated a projected Middle revenue East andpotenti Africa for a further 30%. annual al of between R$3m and R$5m, reinforcing the commercial signifUnderpinning theciency commercial icance of the effi gain. expansion is a sharper organisational identity. Independence fromthe Schneider Electric required GuAlongside agents, Hausthene has impletor to rebuild itself operati onally offrom the mented or is developing a range AI-supground up – establishing its own finance, IT ported systems. A manufacturing mainteand procurement systems whileissimultanenance system, now operati–onal, expected ously reorienti ng its culture. Operati within to reduce machine downtime by ng between a largeand group had provided stability, but it had 20% 30% and has already brought the also diff used ownership. mean time to repair down Standalone by more thanstatus half. changed that. With analysis clearer accountability, Meanwhile, a project system in use faster decision-making and a more directfrom line is reducing project control workload between64 individual performance andacompaaround hours per month to 24, saving ny roughly outcomes, teams across the business deof 62%. Alongside these functions, velopedcontrol, a stronger sense of shared purpose. quality human resources, costi ng and engineering calculation systems are at various The transiti on energised rather than unsetstages of implementati on or development. tled the organisation, and that internal momentum has been as important to theroughtransIn terms of financial outcomes, revenue formati on as any commercial initiative. ly doubled between 2019 and 2025, andThe the continuatideliberately on fund closing in its March company narrowed client2026 base – representi renewed confiservice dence from 225 tong 170 in 2025investor to improve in the and company’s trajectory – provided exquality profitability while holding revenues ternal validati that the strategy is working. stable. The AI on programme is designed to support the next phase of growth, with 20% revenue growth targeted for 2026.
▸ Achieved 14% revenue growth in ▸ Reduced engineering 2025 andhomologati secured a on conti nuation fund time by 66% through by expanding lifecycleAI-supported services for technical analysis. recurring revenue. Improved maintenance efficiency and ▸ Accelerated global growth by securing reduced machine downti me with AIthe Sizewell C nuclear contract, driven systems.industrial market strengthening positions in key regions.
Key findings Key findings For young people
For young people ▸ Be proacti ve, accountable and genuinely interested in your work. ▸ Master fundamental skills, volunteer for and seek international exForresponsibility industry posure in environments where purpose ▸ accelerates AI can helpperformance. small technical companies scale expertise and improve efficiency. For industry For government ▸ Build resilience early, shift from product ▸ to Modernising labour regulatiand ons align couldwith imlifecycle value thinking structural megatrends to ensure longprove employability and business flexibility. term endurance.
Hausthene For governmentat a glance:
▸ policies that polyurethane strengthen inKeyAccelerate products and services:
dustrial resilience and reliable energy inparts. frastructure, supporting local champions to boost national competitiveness. Main industries served: ▸ Oil and gas Gutor at (non-energy): a glance: steel and ▸ Others metals, glass, mining, packaging and Key products services: industrial secure automotiand ve sectors power solutions and services. Headquarters: Mauá, Brazil Main industries served: Year established: 1982 ▸ Oil gas – 55% 40 Numberand of employees: ▸ Power£2.8m generation – 30% Revenue: ▸ Others – 15% Revenue from exports: 1% Headquarters: Wettingen, Switzerland Year established: 1946 Number of employees: +650 Revenue: £176.6m
Hausthene, through this exercise, has shown that in a knowledge-intensive business where headcount alone cannot solve a capacity problem, AI agents trained on deep Looking on, what decarbonisatechnicalahead, expertielectrifi se can cati extend a small, ti on and the growing reliability demands of highly capable team can do. digital infrastructure all point in the same direction: the need for secure, industrial-grade power is increasing, not diminishing. With 80 years of engineering heritage now operating under its own momentum, Gutor is well placed to meet that demand.
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Hugh Fraser International (HFI) Branching out to Cyprus to unlock new opportunities
Managing Partner at HFI
Having delivered 100% revenue growth in 2025, its strongest year since re-establishing itself, Hugh Fraser International (HFI) is now extending its reach beyond the Gulf with the opening of a regional company based in Cyprus. Incorporated in May 2026, the move positions HFI to serve a fast-developing Eastern Mediterranean energy market while strengthening its offer to international clients for whom an EU-based, neutral holding company environment is an increasingly attractive proposition. The challenge - Founded in its current form in 2017 and headquartered in Dubai, HFI is a legal and consulting firm supporting international energy companies expanding across the Middle East. Led by Managing Partner Hugh Fraser, a Scottish corporate and energy lawyer with more than 33 years of regional experience, the firm provides advisory services covering acquisitions and divestments, market expansion, manufacturing ventures, technology licensing, dispute resolution and managed exits. The GCC has long been HFI’s core market, but the region has become increasingly complex. Regulatory demands have intensified and relationship dynamics in some Gulf markets have created new challenges for international operators. At the same time, HFI identified a major opportunity in the Eastern Mediterranean, where strong IOC activity, a more advanced energy transition agenda and a more familiar regulatory framework have made the market increasingly attractive to international clients. The solution - The company’s response has been characterised by the same pioneering instinct that defined HFI’s earliest moves in the region. Hugh Fraser was among the first practitioners to establish a presence in Dubai in 2003, well ahead of the wave of international firms that followed. The decision to open in Cyprus follows the same logic – move early, back the assessment and build before the market becomes crowded.
Benefits ▸ New Eastern Mediterranean presence broadens HFI’s exposure to energy transition and IOC-led projects beyond its traditional GCC markets. ▸ Cyprus expansion gives clients access to an EU-based, regional company environment for cross-border energy ventures.
Hugh Fraser
How is Hugh Fraser International (HFI) thriving?
#export (main category) #diversification #scale up
The case for Cyprus is compelling for many reasons. The Cyprus office supports HFI’s objective to widen its regional focus across Eastern Mediterranean energy markets. Cyprus will serve as a hub spanning Italy (recognising the role of ENI and SAIPEM), Greece, Israel, Egypt, Libya and Tunisia. From a jurisdictional perspective, Cyprus offers a stable EU legal environment, eurozone access, a strong foreign investment regime and a competitive tax system. It also provides strong connectivity between the Middle East, North Africa and Europe, making it an attractive base for regional energy companies. At the same time, the Eastern Mediterranean presents a different market dynamic from the Gulf. While Gulf markets have traditionally been dominated by national oil companies, the Eastern Mediterranean has seen strong IOC activity. Energy markets are increasingly prioritising diversification of supply, infrastructure and transit routes, increasing strategic and investment interest in the Eastern Mediterranean. EIC DataStream currently tracks approximately 107 major regional projects across upstream oil & gas, refineries, petrochemicals, nuclear and renewables, representing more than US$585bn in opportunities. HFI’s Cyprus entity was incorporated in May 2026, with the office opening at the same time. Hugh Fraser retains overall leadership, with Sally Reeves assuming the role of Chief Commercial Officer. Suzanne Labib, a consultant based across Cairo and Limassol, provides in-market presence and Arabic-language capability – a significant asset in a region where language and cultural fluency remain important differentiators. Local legal and corporate services support has already been identified and contracted, ensuring continuity of service from day one. Looking ahead, the target is to generate group revenues toward US$3.6m in 2026 rising to US$4.8m in 2028 with the Cyprus office contributing 25% of group sales in 2027. On the strength of recent momentum and a track record of backing the right markets at the right moment, HFI has good reason to be confident.
Key findings For young people ▸ Stay adaptable, embrace new technol-
ogies like AI, invest in relationships and commit to continuous learning.
For industry ▸ Treat each GCC market individually, stay
ahead of regulation and invest in people to build long-term resilience.
For government ▸ Support balanced energy policies that pro-
tect North Sea investment, jobs and supply chains while enabling the energy transition.
HFI at a glance: Key products and services: legal and consulting services for the energy sector. Main industries served: ▸ Oil and gas – 99% ▸ Carbon capture – 1% Headquarters: Dubai, UAE Year established: 2017 Number of employees: 15 Revenue: £1.8m Revenue from exports: 100%
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