Inside Energy August 2025

EIC Inside

Member’s

Sector analysis

The rise of sustainable aviation fuel

The aviation industry is one of the few hard-toabate sectors and faces a critical moment where only very recently it has gained real traction in its path to decarbonisation. With global air travel projected to continuously grow, the sector faces major challenges in order to achieve net zero targets, however the solution to this lies with sustainable aviation fuel (SAF), which can be considered as simply biofuel for planes.

The growth of SAF production and adoption, while still small in scale relative to global jet fuel demand (accounting for less than 1% of total jet fuel consumption in 2024), is accelerating rapidly. This acceleration is driven by urgent climate action and the recognition that SAF is the most viable solution for decarbonising aviation. Unlike electric or hydrogen, which are further from commercial viability for long-haul flights, SAF offers an immediate pathway to significant emissions reductions with existing aircraft.

The graph depicts the number of projects announced over the last five years for each region. SAF is growing year by year along with new regions entering the market such as the Middle East and Africa.

The UK has also proposed its revenue certainty mechanism for SAF producers which aims to stabilise revenues and de-risk early investment in large-scale production plants. It is due to open in Q4 2026.

Key regions are leading the way in driving SAF production through policy mechanisms and subsidy schemes along with their own blending SAF targets:

Europe (EU): as part of the Fit for 55 scheme the ReFuelEU Aviation mandate is a landmark policy, requiring fuel suppliers to blend an increasing proportion of SAF into jet fuel supplied at EU airports, starting at 2% in 2025 and rising to 70% by 2050 (with specific sub-mandates for synthetic e-fuels starting at 1.2% in 2030 to 35% by 2050). Major markets in the continent include the Netherlands, France, Germany and Sweden.

United Kingdom (UK): the UK is the strongest market in Europe. The UK's SAF mandate also came into effect in 2025, which mirrors the EU's ambition, setting targets of 2% in 2025, increasing to 10% by 2030 and aiming for 22% by 2040. It too has a power to liquid target starting from 0.2% in 2028 to 3.5% by 2040. The UK has offered a subsidy mechanism, known as the Advanced Fuel Fund which concluded in December 2023. This would fund the early stages of SAF projects, with some awarded developers including Alfanar and Velocys.

United States (US): Much of the support for SAF came from the Biden administration and has made the US the top market globally. The US primarily uses an incentivesbased approach, notably through the Inflation Reduction Act (IRA). The IRA's 45Z Clean Fuel Production Credit offers significant tax credits for SAF production based on lifecycle GHG reductions. The Biden administration had set ambitious goals: 3bn gallons of SAF production annually by 2030 and sufficient SAF to meet 100% of US aviation fuel demand by 2050. Despite Trump being in office, which introduces a level of uncertainty for clean energy in the SAF market, for now it is still proving to be the top market. Recently a bill was introduced which would allow the tax credit to be extended to 2031, offering more support for projects to reach FID and therefore commercial operations.

Other emerging markets: countries such as Japan, Singapore, Malaysia, Brazil and Canada are actively developing their own policies and targets, indicating a growing global commitment to SAF. This is also being seen in the Middle East and South Africa where very early plans for SAF development are starting to emerge.

As airlines and corporate partners are the end users of SAF, they are increasingly getting involved in the SAF sector. Many organisations are joining around the world to lobby governments for increased SAF production ambitions. Companies are also directly getting involved and signing long-term purchase agreements with SAF producers, providing essential demand signals and financial stability.

In conclusion, the SAF market is at a pivotal moment. While there are challenges such as feedstock availability, production costs and technology scalability, the global commitment to decarbonising aviation is significantly rising with a substantial growth in investment and innovation. With robust policy support, continued technological advancements and collaborative efforts across the value chain, SAF is set to become the main driver in reaching net zero for aviation.

Nabil Ahmed, Energy Analyst nabil.ahmed@the-eic.com

Inside this issue...

The eagerly anticipated ninth edition of the EIC's prestigious Survive & Thrive Insight Report is now available. This year, the report continues to research the 15 most popular growth strategies used by the world's energy supply chain in challenging market conditions.

Survive & Thrive IX features 140 success stories and insights from 138 EIC member companies and underscores the need for all regions to learn the lessons of the Middle East. The region's long-term, all-energy technology policies and much higher supply chain growth rates have been attracting businesses and skilled workers unsatisfied by inconsistent local policies and project delays.

Exporting to new markets remains the least used growth strategy due to excessive risks, cost and time to market. Companies call for more government support and funding with market access. The most adopted growth strategy is to develop client-facing solutions and services, with more than 80% of these companies working directly with operators and Tier 1 EPCs. See page 30 for the first 20 success stories.

To read the full Survive & Thrive IX Insight Report, please click here: www.the-eic.com/MediaCentre/Publications/SurviveandThrive

In this edition of Inside Energy, Nabil Ahmed, energy analyst at the EIC, explores the decarbonisation process in the aviation industry through sustainable aviation fuel (SAF). Readers can also find pieces on Kent's recently awarded energy transition framework contract with the UK government and Aquaterra Energy's involvement with the Northern Endurance Partnership (NEP).

As always, you can also keep up with the latest industry movements globally thanks to news from EIC members and regional comments from our directors in Europe, the MENA region, Asia Pacific and the Americas.

DataStream

ARGENTINA

Chubut e-SAF Plant (GreenSinnergy - Phase 1)

Operator: GreenSinnergy Value: US$2.5bn

GreenSinnergy has signed a MoU with Axens to develop e-SAF projects in Argentina and Latin America. GreenSinnergy will lead, while Axens will act as official licensor of key technologies, including CO 2 capture, hydrogen purification and Fischer-Tropsch synthesis.

Global opportunities

AZERBAIJAN

Shah Deniz Compression Project

Operator: BP Value: US$2.9bn

The SDC project has achieved FID. The US$2.9bn project will include construction of a new, electrically powered, unmanned compression platform (eNUI) in 85m of water depth, located about 3km from the existing Shah Deniz Bravo (SDB) platform.

INDIA Panipat Refinery Green Hydrogen Plant

Operator: Indian Oil Corp Value: US$500m

L&T Energy GreenTech has been awarded the contract to develop the project on a build-own-operate (BOO) basis having submitted a bid price of INR 397/kg. Other unsuccessful bidders for the tender are NTPC Renewable Energy (INR 398/kg) and ReNew (INR 407/kg).

and

SOUTH KOREA

Haesong 3 Offshore Wind Farm

Operator: Copenhagen Offshore Partners Value: US$1.5bn

COP has signed a preferred supplier agreement (PSA) with LS Marine Solution for the 1GW Haesong offshore wind farm in South Korea, which COP is developing on behalf of Copenhagen Infrastructure Partners (CIP). LS Marine Solution will serve as the preferred supplier for subsea cable installation.

UAE

ADNOC Rich Gas Development (RGD)

Operator: ADNOC Value: US$5bn

This project focuses on upgrading existing infrastructure, expanding gas processing capacity and driving a 40% increase in EBITDA by 2029. Three major contracts have been awarded. Wood secured a US$2.8bn contract, Petrofac a US$1.2bn contract and Kent a US$1.1bn contract.

US Gibson City Energy Center (Phase II)

Operator: Earthrise Energy Value: US$315m

Earthrise Energy has secured US$630m in financing for its 270MW Gibson City solar project in Illinois, expected to begin operations in 2026. The package includes a construction-to-term loan, a tax equity bridge loan and a letter of credit facility. BBVA, Intesa Sanpaolo and Nord/LB acted as lead arrangers.

THE VOICE OF THE ENERGY SUPPLY CHAIN

DataStream

Are you up to date on the latest project developments in the energy market? The EIC’s leading market intelligence database – EICDataStream – contains information on energy projects and associated contracting activity from the inception stage all the way through to construction and commissioning.

• Access details on over 16,000 CAPEX projects across all energy sectors

• Identify business opportunities and inform your business development strategies

• Explore a truly global database, updated daily by an international team of analysts

• Stay up to date with project developments, including information on tenders and awards

• Get insights into what your existing clients are doing and identify potential new clients

• Have a direct interface with analysts for local knowledge and insights

• Access insight and country reports with in-depth data on specific sectors and markets

SupplyMap

EICSupplyMap maps the capabilities of supply chain companies that operate across all energy industries. These industries cover renewables, oil and gas, power, nuclear and energy transition technologies like energy storage, carbon capture and hydrogen.

• Identify the supply chain local to your region, giving you the opportunity to engage with potential new clients.

• Find the supply chain capability in eight regions, now covering the UK, Germany, UAE, Saudi Arabia, Malaysia, Singapore, US (Texas/Louisiana) and Brazil.

• An in-depth look at profiles of more than 8,800 energy sector supply chain companies.

• Make smarter decisions by targeting your offering to international developers/operators and contractors matching your capability with international energy projects.

RIO

KUALA LUMPUR

Member’s news

Kent awarded framework contract to support UK government’s energy transition

Kent, a global leader in engineering and energy transition solutions, has been awarded a place on the UK government's Department for Energy Security & Net Zero (DESNZ) ENZPS Framework to provide strategic advisory and engineering services. The framework, valued at up to £250m, will run for an initial two-year term, with an option to extend for a further two years.

Under this agreement, Kent will provide a range of professional services, including strategic advice, engineering expertise, project management and environmental advisory. Leveraging its advanced digital tools and data-driven solutions, Kent will support DESNZ in shaping and implementing policies, programmes and projects to accelerate the UK's transition to net zero.

Kent brings deep experience in oil and gas, offshore wind and low carbon solutions, making it well-positioned to help the UK government navigate the challenges and opportunities of decarbonisation. Working alongside government agencies, industry partners and stakeholders, Kent will play a key role in optimising energy systems, enhancing sustainability and ensuring energy security.

The framework contract marks a significant milestone in Kent's continued growth in the UK public sector, reinforcing its commitment to supporting global energy transition efforts with cutting-edge technology, expertise and innovative solutions.

Founded in 1919 as a small family business in Ireland, Kent is a 13,000 people strong, client-centric team and US$1.4bn revenue global business. It delivers sustainable and innovative engineering services and project delivery solutions for the oil and gas, industrial, renewables and low-carbon industries. It has a roster of blue-chip clients, including international energy companies, national oil companies, renewable energy companies and global petrochemical companies.

We are delighted to have been selected to support DESNZ in advancing the UK's energy transition. This award reinforces our expertise in delivering innovative, sustainable solutions across the energy sector. Our team is committed to providing strategic, integrated support that will drive meaningful progress towards the UK's net zero ambitions.

Les Newman, Managing Director, Consulting, Kent

Photo © Kent plc

Spotlight on technology

ENERGY'S RECOVERABLE ABANDONMENT FRAME (RAF)

Aquaterra Energy, a leader in offshore engineering solutions, has secured two major contracts to support the Northern Endurance Partnership (NEP), the CO2 transportation and storage provider for the East Coast Cluster. The project, which will initially serve three carbon capture projects in the Teesside region is the first offshore carbon capture and storage (CCS) project in the UK to receive a carbon storage permit.

The contracts were awarded following successful commercial and technical evaluations. The first will address the challenge of safely re-abandoning two legacy wells – a critical step in securing the long-term integrity of the site for safe CO2 storage.

Aquaterra Energy will deploy its legacy well re-entry and re-abandonment services, which includes its patent-pending Recoverable Abandonment Frame (RAF). This innovative solution enables a vertical well re-entry tieback method that delivers both operational efficiency and assurance that legacy wells won’t compromise the security of stored CO2

The second contract covers seabed to surface well access services for the drilling of six new CO2 injection subsea wells. Aquaterra will supply its CCS-ready high-pressure subsea drilling riser system, which includes its proprietary AQC-CW connectors. The system, qualified to ISO 13628-7, has been engineered for repeated make-and-break cycles, with replaceable seal rings and field-serviceable components that ensure long-term integrity and performance.

The North Sea Transition Authority (NSTA) recently awarded the NEP with the first-ever carbon storage permit in the UK, and it is one of the most advanced developments of its kind globally. The project could see first injection come as early as 2028 with a permitted injection rate of 4m tonnes annually, making it key in moving the UK towards the government's target of capturing and storing 20-30m tonnes of CO2 per year by 2030.

Aquaterra Energy is a provider of solutions to the global offshore energy industry, helping clients drive efficient and sustainable offshore operations from drilling and field development, to decommissioning, CCS, renewable and hydrogen projects.

New EIC members

NEW GLOBAL MEMBER

BEL Valves

11 Glasshouse Street

St Peters

Newcastle upon Tyne NE6 1BS UK

Contact Faye Jardine, Marketing Assistant

Telephone +44 (0)191 265 9091

Email faye.jardine@britishengines.com

Web www.belvalves.com

BEL Valves delivers innovative, costeffective solutions and services, to support every stage of the project and asset lifecycle.

The company specialises in the design and manufacture of high integrity valves, actuators and controls for offshore, onshore and subsea applications in the oil and gas and energy transition markets.

BEL Valves' in-house teams support you from product design to aftermarket service, providing a single source of supply.

NEW PRIMARY MEMBER

Coleherne Ltd

Lodge Street Hyde

Greater Manchester SK14 4LE UK

Contact John Yeouart, Business Manager – UK, Oman and Middle East

Telephone +44 (0)161 366 6603

Email

j.yeouart@coleherne.co.uk

Web

www.coleherne.co.uk

Coleherne is a leading independent specialist in whitemetal bearing design, manufacture, repair and training, with facilities in both the UK and Oman. Founded in 1905, its customers include manufacturers and end-users of turbines, generators, compressors, pumps and gearboxes. The company offers fixed profile bearings, tilting pad journal and thrust bearings, oil seals, baffles and planet spindles up to 1800mm diameter.

Using advanced CAD/CAM systems and CNC machinery, Coleherne delivers ISO9001 registered quality and flexible service, including prompt collection and delivery.

Coleherne is the UK-based European agent for Kingsbury Inc, global leaders in fluid film bearing innovation.

Thursday 20 November 2025 • Manchester

NEW GLOBAL MEMBER

Excitation & Engineering Services Ltd

Unit 2 Amber Business Village Amber Close, Amington Tamworth B77 4RP UK

Contact Richard Howlett, Head of Commercial

Telephone +44 (0)1827 286 100

Email richard.howlett@ excitationengineering.co.uk

Web

https://excitationengineering.co.uk/

Excitation Engineering Services Ltd (EES), established in 2011, is a specialist in the design and manufacture of excitation control, AVR's, protection and synchronising equipment for both synchronous generators and motors (across all industry segments, applications, customer types, prime movers and markets) including the commissioning, maintenance and training on such systems.

The company also conducts power system stabiliser (PSS) design/implementation, power system modelling and simulation plus grid code and regulatory compliance, consultancy and operational support.

Based in the UK but with a global footprint, EES has a high percentage of engineers with decades of experience from both the power, utility and OEM sectors.

NEW BRAZIL NETWORKING MEMBER

Infis Consultoria LTDA

Rua Teofilo Otoni 82-16 andar, Centro Rio de Janeiro Brazil

Contact

Eduardo Pontes, Partner

Telephone +55 21 3169 6554

Email

epontes@infisconsultoria.com.br

Web

https://infisconsultoria.com.br/

Infis specialises in business consulting with a focus on tax and accounting solutions. All services are tailored to meet each client's specific needs, applying management tools and audit processes that ensure greater transparency and reliability in tax, accounting and financial information.

Infis has stood out in the market for its team of consultants and partners with backgrounds in business administration, accounting and law, which allows for a broad and integrated understanding of each client's business. This multidisciplinary approach has contributed to the development of a comprehensive portfolio of services, including: tax review, tax consulting and planning, compliance (tax, labour and social security), tax and accounting outsourcing, auditing, M&A due diligence and other customised services.

NEW PRIMARY MEMBER

Kelvin

TOP-SET Inc

12 Greenway Plaza Suite 1100 Houston, Texas 77046 US

Contact Karen Hatler, Vice President

Telephone +1 713 940 0646

Email

karen.hatler@kelvintopset.com

Web

www.kelvintopset.com

Kelvin TOP-SET provides incident investigation training and services to help leading organisations learn from incidents to prevent reoccurrence and improve performance.

Since 1986, its comprehensive methodology has delivered consistent results for clients in over 50 countries across industrial and business sectors.

The company offers training at multiple levels, from team members and lead investigators, to in-company trainers, ensuring organisations can build robust investigation capabilities.

When major incidents occur, Kelvin TOP-SET can also lead or facilitate investigations on a company's behalf, providing expert support when needed most.

TOP-SET is simple, logical and practical, guiding investigators through the whole 6-step investigation process, from systematic planning to developing SMART, actionable recommendations.

TOP-SET is much more than just root cause analysis; it's a full incident investigation system.

NEW PRIMARY MEMBER Navitrans

Route de Saint-Cergue 9 1260 Nyon Switzerland

Contact David Eustace, Regional Manager

Telephone +41 22 502 7600 +971 56 504 1892

Email

david.eustace@navitrans.com

Web www.navitrans.com

Navitrans is a leading logistics group with a presence across 20+ countries, strategically focused on the African market.

Serving the needs of the industrial and energy sectors, services include: marine agency, husbandry, freight forwarding, West African coastal services, chartering and procurement.

Navitrans' mission is to enable and simplify logistics across Africa and the Middle East by delivering flexible, reliable solutions rooted in its core values and commitment to excellence. This is embodied in the company's brand promise: connecting continents, simplifying logistics.

Member news

ABB wins electrical and automation contract for next generation of Petrobras FPSOs

ABB has been awarded a large order by Seatrium, a global provider of marine engineering solutions based in Singapore, for the supply of electrical equipment and automation solutions on a new generation of floating production storage and offloading (FPSO) vessels for operator Petrobras. The two vessels – P-84 and P-85 –will be deployed in the Atapu and Sépia fields, approximately 200km off the coast of Rio de Janeiro in Brazil.

ABB will design and construct the topside and hullside electrical equipment, electrical substation automation and eHouses for both FPSOs. Petrobras will utilise the ABB Ability™ System 800xA® and IEC 61850 technologies for substation automation, which allow for seamless interoperability between intelligent electrical devices and enhances operational efficiency and system reliability. In a first for Petrobras, the P-84 and P-85 vessels will also feature an all-electric concept, which focuses on efficient power generation and increased energy efficiency, by using electrically driven compressors and motors to produce 165MW power generation capacity.

The project also marks the first offshore application of ABB's three Is-limiter configuration which, due to the FPSOs' high-power capacity, is vital to ensuring short circuits are managed effectively. Is-limiters are fast-acting devices that prevent damage to electrical components and reduce mechanical and thermal stress by limiting the short-circuit current before it reaches its peak value.

Constructed by ABB Singapore, the FPSO topside systems will be installed in an ABB eHouse – a prefabricated transportable substation designed to house medium voltage and low voltage switchgear, critical power equipment and automation cabinets. ABB’s Sorocaba factory – located 85km west of São Paulo in Brazil – will manufacture the UniGear ZS1 switchboard, which is used to distribute electric power safely and reliably in demanding applications.

The Brazilian FPSO market continues to be a growth sector for offshore energy, with potential investment estimated at US$21bn in 2026-2027, set against a global FPSO market projected to reach a value of US$46.2bn by 2033.

Construction of the P-84 and P-85 FPSOs has been ongoing since 2024, with delivery of ABB’s eHouses expected by 2027.

AIS to ensure pilot vessel's safety with the supply of passive fire protection

AIS is pleased to announce that it has been awarded a contract for the manufacture, supply and install of ContraFlame® MS200.

Milford Haven Port Authority and Next Generation Shipyards selected this solution to provide passive fire protection for the integral aluminium fuel tank in the engine room of their new 22m self-righting pilot vessel. This vessel is designed to comply with the latest Maritime & Coastguard Agency regulations, Workboat Code 3. Weight and centres of gravity are critical to the performance of this high-speed craft, so it was vital that the fuel tank of this new vessel be located low down in the engine room to maintain balance.

The MS200 insulation system provides a lightweight and water-resistant solution, allowing the vessel to meet code requirements by creating an equivalent level of fire protection to the boundary of the machinery space. The robustness and water-resistance of the MS200 system make it ideally suited to protect the fuel tank over the vessel's lifespan.

To prove it performed to the required standard of A15 (on steel), a 30mm thick sample of the MS200 system was furnace tested. This test was witnessed by a MECAL surveyor on behalf of the MCA. Reducing the thickness of the MS200 system was important due to space and weight restrictions.

The vessel is currently in build at Next Generation Shipyard in The Netherlands, where AIS technicians will install the MS200 system during the outfit of the vessel.

ContraFlame® MS200 is a lightweight, close cell, solid thermal insulation foam and GRP or epoxy laminate system designed to protect, thermally insulate and provide A-rated fire protection while reducing the risk of corrosion under insulation.

www.aisltd.com

The Petrobras P-84 and P-85 FPSO project

ASCO awarded contract and opens new operating location in Mosjøen

ASCO, a leading logistics and materials management company, has been awarded a terminal handling contract with Alcoa in Mosjøen. Alcoa is the world's eighth-largest producer of aluminium and this agreement marks a significant milestone in ASCO's 30year history in Norway, representing a further expansion of its services beyond the oil and gas sector.

The new contract builds on ASCO's 17-year relationship with Alcoa in Farsund, where the company has gained valuable experience in terminal operations. Under the new agreement, ASCO will take over the Mosjøen terminal through a business transfer, expanding its operational footprint and scope of services.

Due to the scale and complexity of the contract, a broad range of capabilities will be required. ASCO is not only establishing operations in Mosjøen but also looking forward to building strong relationships with the local team and wider organisation.

ASCO looks forward to a positive and productive partnership with Alcoa and key stakeholders in the region.

We are pleased to expand our partnership with Alcoa. This contract is a testament to our ability to deliver high-quality services across multiple industries and represents an exciting new chapter for ASCO and we look forward to a strong collaboration.

Ole Kjetil Borsheim, Operations Director, ASCO

ECITB launches free online project collaboration course

The Engineering Construction Industry Training Board (ECITB) has created the Foundations of Effective Project Collaboration course to help developers, contractors and their supply chain better understand the cultural and behavioural attributes which can impede project success. It introduces effective collaborative practices to support improved project delivery.

The course is designed as a starting point before moving on to use the ECITB Project Collaboration Toolkit, which has been successfully deployed by industry and recognised by the North Sea Transition Authority as good practice in robust project delivery.

In response to demand from industry, the interactive e-learning training is available free of charge via a new portal that will run parallel to the ECITB's Learning Experience Platform (LXP), called ECITB EXPLORE. The LXP provides more than 8,500 free-to-access online courses for in-scope employers in the engineering construction industry (ECI).

The additional academy has been created to give access to ECITBcreated courses and playlists to a wider audience including clients and asset owners, as well as non-ECI companies.

Industry was consulted and contributed to the development of the course, with Bilfinger UK, Dana Petroleum, Eni, EnQuest, Kingsfield Academy, Net Zero Technology Centre, Phillips 66 and Worley helping hone the training and what it delivers.

Designed for anyone working in the delivery of projects, including legal and procurement professionals, the foundation course is split into seven modules, which each include reading material, links to external sources, interactive on-screen activities, a multiple-choice assessment and a learning reflections section to help apply what has been learned to a person's own role and organisation.

Learners take away how to introduce collaborative practices and why they work; what the characteristics of effective collaborators are; practical techniques to overcome barriers to effective collaboration; types of collaborative contracts and frameworks; and how to use the Project Collaboration Toolkit (PCT).

The toolkit, relevant for any sector across engineering construction, has now been used on several projects where pooled resources and shared skills and expertise have improved efficiency and provided a wide range of benefits.

Mosjøen in Norway

Photo © ECITB 2025

Element announces laboratory expansion to meet growing demand for testing plastic pipes

Element Materials Technology (Element), a global leader in laboratory-based testing services, has announced the expansion of its Swedish laboratory specialising in plastic pipes testing. This investment is part of Element's strategy to meet the growing demand for specialised pipes testing across multiple sectors, including water and gas distribution, underfloor heating, district heating and various industrial applications.

Our expanded facility will optimise our current offering and enable us to provide exceptional customer service.

Björn Kullman, Division Director, Element Materials Technology

Element is collaborating with Galjaden AB, a real estate development firm specialising in sustainable industrial facilities, for the project. This partnership will focus on ensuring that the facility combines energy efficiency with a best-in-class testing environment tailored to the specialised needs of plastic pipe analysis and certification. Element is one of the world's leading providers of laboratory-based testing services. It supports 50,000+ customers operating in some of the world's most technical and highly regulated industries where failure in use of its products, materials and technologies is not an option. Headquartered in London, UK, Element's 8,000+ scientists, engineers and technologists, work across a global network of over 270 laboratories and support customers from early R&D, through complex regulatory approvals and into production ensuring products are safe and sustainable and achieve market access.

Fugro extends geotechnical surveys for Dogger Bank South offshore wind farms

Fugro has been awarded a contract to perform comprehensive geotechnical surveys for the eastern array of the Dogger Bank South (DBS) offshore wind farms, a major initiative led by RWE and Masdar to develop one of the UK's most powerful offshore wind energy projects. The detailed investigations will provide data on subsurface conditions at planned wind turbine locations, inter-array cable routes and platform foundations, directly informing the safe and efficient design of the wind farms.

Fugro will mobilise multiple geotechnical vessels to carry out the fieldwork 122km off the northeast coast of England. This will include a range of techniques such as cone penetration tests (CPTs), vibrocores and sampling boreholes. To ensure robust and rapid collection of deep seabed data, Fugro will use its advanced SEACALF® MkV Deep Drive® system. This technology enhances the efficiency and reliability of seabed investigations, contributing to faster project delivery and reduced environmental impact.

The project will also use VirGeo®, a collaborative cloud-based geodata platform, to centralise project information and streamline data delivery to all stakeholders.

HIMA Group continues growth path, strengthening its position as key solutions provider

HIMA Group, a leading provider of safety-related automation solutions, has continued its significant growth path in the fiscal year 2024. Revenue increased to €186m, driven largely by international expansion and an increasing focus on digital solutions.

We have brought new expertise into the company and strengthened our market position as a key solutions provider and we have further expanded our operations outside Europe to support demanding customer projects locally.

Jörg de la Motte, CEO, HIMA Group

Following an already very successful fiscal year 2023, the HIMA Group continued its growth momentum in 2024. Revenue rose by 23%, from €151m in 2023 to €186m in 2024. Organic growth was 12% in 2024.

In Europe, 24% of sales were generated from Germany, Austria and Switzerland, 19% from other EU countries, 11% from the UK and 9% from Norway. The Asia Pacific region contributed 19% to sales, followed by the Middle East and India with 12% and the Americas with 6%. i

Jörg de la Motte, CEO, HIMA Group

Hydrasun strengthens UK presence with acquisition of KC Controls

Hydrasun Ltd, a leading provider of integrated fluid transfer, power and control solutions to the global energy industry, has announced the acquisition of England based KC Controls, further strengthening its instrumentation capabilities and expanding its UK footprint.

Established in 1986, KC Controls provides industrial process control and measurement instrumentation and flow measurement solutions from renowned manufacturers including ABB, Parker Hannifin and Micronics, to a diverse range of industries in the south of England.

This acquisition underscores our ongoing strategy to enhancing our instrumentation product and service offering while furthering the expansion and diversification of our UK operations into new regions and market sectors.

Neil Thompson, Chief Executive, Hydrasun

The acquisition complements Hydrasun's position as Parker Hannifin's largest instrumentation stockist and distributor in the north of England and Scotland. It also builds on Hydrasun's distributorships in key international markets including the Netherlands, Belgium, Germany and Senegal/Mauritania.

This acquisition follows Hydrasun's continued investment in strategic growth, including the 2023 acquisition of Fuel Cell Systems (FCS), a leading provider of hydrogen technologies and mobile and static refuelling solutions.

Mott MacDonald to develop local area energy plan for Cambridgeshire, UK

Mott MacDonald, in partnership with CAG Consultants, has been appointed by Cambridgeshire County Council and its local authority partners, to develop a comprehensive local area energy plan (LAEP), creating a roadmap for the region's transition to a low-carbon energy system.

The aim of the plan will be to tackle the twin challenges of growth and net zero in Cambridgeshire.

The LAEP will set out the main options for improving local infrastructure and facilitating research and business growth while also achieving net zero.

The aim of the plan is to ensure energy infrastructure requirements are seamlessly planned alongside other infrastructure requirements to achieve net zero in the most efficient, low cost and beneficial way for Cambridgeshire residents and businesses.

The LAEP will provide a detailed analysis of the county's current energy infrastructure, identifying cost-effective, sustainable pathways for decarbonisation. This includes mapping existing energy networks, consumption patterns and carbon emissions, planning for the electrification of heat and transport systems and identifying opportunities for renewable energy generation, storage and distribution.

Mott MacDonald will collaborate with CAG Consultants, who will oversee the stakeholder engagement process. Businesses, community groups and residents will be invited to actively participate in the development of the LAEP through workshops, consultations, surveys feedback forms and collaborative projects.

Our team brings extensive experience in developing local energy plans, net zero strategies and decarbonisation roadmaps at various scales, from regional and city level to neighbourhood and local communities. We look forward to working closely with Cambridgeshire County Council and its partners to develop a plan that reflects the priorities and needs of its diverse communities.

Luke Strickland, Project Director, Mott MacDonald

The Cambridgeshire LAEP has been commissioned by Cambridgeshire County Council alongside its partners, comprising Cambridgeshire & Peterborough Combined Authority, Huntingdonshire District Council, East Cambridgeshire District Council, South Cambridgeshire District Council and Cambridge City Council.

Leveraging nexos’ extensive EPC expertise into the onshore market signals our intent to become a powerhouse in the energy transition. We are committed to providing developers with the engineering and construction expertise required to deliver complex, scalable and future-proofed infrastructure.

Derek Thomson, Chief Operating Officer, nexos

Nexos brings 300-person engineering powerhouse to Hull with new offices

Nexos, a leading provider of engineering, procurement and construction (EPC) services in the offshore energy sector, has announced a strategic expansion into onshore energy projects.

The move is bolstered by a 300-person strong onshore services division, positioning nexos as a key player in the energy transition.

With a well-established reputation as one of the UK's largest offshore EPC contractors, supporting clients such as Apache, Ithaca Energy and EnQuest, nexos is now leveraging its expertise to support the onshore energy mix following a number of key wins in the onshore sector.

As part of the D2Zero group, nexos' expansion follows the successful acquisition of OSL Consulting Engineers, further solidifying its capabilities in delivering comprehensive EPC services.

Complimenting the existing offices and workshop facilities across the north east of Scotland, nexos' onshore operations have acquired additional offices in Hull, strategically placing the company within the UK's most active industrial regions.

The new division will focus on delivering turnkey EPC services for energy transition projects, including hydrogen production, carbon capture and storage (CCUS), waste-to-energy, renewables and synthetic fuels.

Nexos' extensive offshore experience, particularly in high-hazard environments, provides a unique advantage in tackling complex onshore projects. From ATEX-rated facilities to sterile pipeline installations, nexos' integrated approach ensures efficiency, safety and cost-effectiveness for developers looking to accelerate the transition to low-carbon energy.

Nexos is already making an impact in the onshore energy space across the UK. Key examples include the Zero Petroleum facility in Bicester, a first of a kind plant that nexos is supporting through design and build for the mass production of synthetic fuel for the RAF and aviation sector, as well as supporting major upgrades to a chemical plant in Leeds and feasibility studies for electric vehicle upgrades in Scotland.

Hull has been chosen as an additional base for nexos teams due to its central role in the UK's industrial decarbonisation efforts. Nexos has joined key industry organisations such as CATCH and Future Humber, reinforcing its commitment to supporting the Humber Cluster's transition to net zero. i For more information: https://nexos.solutions/

NRL receives double nomination in the Recruiter Awards 2025

NRL, known for providing technical and engineering recruitment solutions, has been named twice on the Recruiter Awards 2025 shortlist.

The company, which operates both in the UK and overseas, has been nominated in the Best Engineering Recruitment Agency and Recruitment Company of the Year (50-99 employees) categories, having impressed the judges with its compliance-led recruitment solutions.

Heavily featured in this year's submissions was the development of the NRL Group's first social value report in 2024, which detailed the community outreach activities colleagues had undertaken. This included mentoring through science, technology and mathematics (STEM) initiatives as well as working with local schools and colleges to champion careers in the engineering sector.

i For more information: www.nrl.co.uk

Safelift secures TECA inspection contract renewal amid sustained growth

Leading inspection, lifting and manual handling provider, Safelift, has announced that The Event Complex Aberdeen (TECA), has renewed its contract to carry out lifting equipment inspections at the venue for an additional three years.

Combined with a new contract win for Safelift's Offshore division, this is worth over £800,000 in revenue for the firm.

The well-established collaboration began in 2018 at the former AECC venue in Bridge of Don, which has since been replaced by the state-ofthe-art TECA facility in Bucksburn.

Since the venue's inception, Aberdeenshire-based Safelift has played a vital role in ensuring the safety and compliance of TECA, one of the largest event complexes in Scotland.

Score accelerates global expansion with third strategic acquisition

UK headquartered Score, a global leader in engineering technology services in the fields of valve and emissions management, gas turbines and surface technologies, has announced its third strategic acquisition in a matter of weeks as part of its ongoing growth strategy.

The company has acquired Callidus, a leading provider of high-end flow controls, valve management and welding solutions to clients in the mineral processing and LNG industries. Callidus allows Score – a D2Zero company – to accelerate its regional expansion across APAC, as well as enhancing delivery capability in Indonesia, Papua New Guinea, Madagascar and New Caledonia.

This latest deal follows Score's recent multi-million-dollar acquisitions of BLJ In-Situ Solutions in Australia and Drake

The renewed contract covers biannual inspections of more than 2,500 items of loose lifting equipment, height safety systems, electric-powered hoists, trusses and associated rigging. In addition, Safelift will carry out annual testing and maintenance of the site's 154 powered hoists, ensuring they meet stringent safety and performance standards.

Controls in Houston – milestone transactions that have diversified the company's service portfolio, strengthened its global footprint and significantly expanded its technical capabilities across the energy sectors.

Acquiring Callidus reinforces Score's commitment to delivering service and sustainable solutions that drive long-term impact across critical global industries.

Despite industry-wide challenges, Safelift has continued to expand, adding two new members to its inspection team this year alone, bringing the headcount to 36.

www.safelift.co.uk

Score is committed to sustainable growth, engineering excellence and delivering future-ready solutions that meet the evolving demands of global industry.

Steven Simpson, left, MD of Safelift with Steve Morrison, Deputy Operations Technical Manager at P&J Live

Completion of Toll Group's acquisition of Transolve Global

Toll Group is pleased to announce the successful completion of its acquisition of Transolve Global (Transolve), an Australian-based specialist in international freight forwarding of wine, bulk liquids and perishables. This milestone marks the beginning of an exciting new chapter as Transolve officially joins the Toll Global Forwarding division.

This acquisition strengthens Toll Group's ability to deliver innovative logistics solutions to its expanded customer base, leveraging Transolve's renowned expertise in handling specialised commodities such as wines, bulk liquids and perishables. The integration of Transolve as a separate brand within Toll Global Forwarding ensures continuity in service while enhancing the offerings available to customers.

Rachael Budd, CEO of Transolve, will now lead the newly established business unit within Toll Global Forwarding as senior vice president Transolve. Her leadership and industry expertise will play a crucial role in advancing the company's commitment to delivering greater value to customers across strategic verticals.

This acquisition reinforces Toll Group's commitment to supporting its customers' regional and global growth ambitions, ensuring that businesses requiring specialised freight forwarding solutions continue to benefit from industry-leading services.

Toll does more than just logistics – it moves the businesses that move the world. The company's 14,000 team members can help solve any logistics, transport or supply chain challenge –big or small. Toll has been supporting customers for more than 130 years. Today, it supports more than 20,000 customers worldwide with 500 sites in 29 markets and a forwarding network spanning 150 countries.

Werover raises US$1.7m to scale its AI-powered wind turbine blade monitoring technology across Europe

Werover, the London-based Turkish startup that monitors wind turbine blade health through sound analysis, has successfully completed a US$1.7m funding round. The round was led by Qatar-based Alchemist Doha, with participation from Kerim Kotan, Cleantech Ventures, Erdem Holding, Ata Akça, Founder One, Burcu Gezegen and Yalın Karadoğan.

Founded in Turkey in 2018, Werover quickly expanded to Europe by first incorporating in Germany and later relocating its headquarters to London. The company's Windrover platform has already been deployed in over 400 installations in just 1.5 years. The system, which operates through a small device mounted on the turbine tower, collects acoustic data from the blades and uses AI algorithms to analyse it in real time, detecting damage and sharing results via its application. This allows for early warnings and timely interventions, preventing major damage and reducing maintenance costs.

Windrover operates with 92% accuracy and enables up to 50% savings in blade maintenance costs for its clients.

Thanks to this technology, Werover is already collaborating with leading global energy companies such as TotalEnergies and Fred. Olsen Renewables, as well as major Turkish energy players like Eksim Enerji, Genpa and Menderes Enerji.

We are thrilled to bring value to wind energy fields in various regions with our high-tech, innovative product that is set to transform the dynamics of this valuable industry.

Balca Yılmaz, CEO, Werover

Werover plans to use the new funding to expand installations across Europe, accelerate its technology development and strengthen its presence globally.

Rachael Budd, CEO, Transolve Global

The Werover team

Wood JV wins new major EPC contract in Brunei

Wood and its joint venture (JV) partner, Tendrill International Sdn Bhd, has secured a five-year contract with Brunei Shell Petroleum Sdn Bhd (BSP) for brownfield engineering, procurement and construction (EPC) services.

Under the contract, the TendrillWood JV will deliver integrated, endto-end brownfield EPC projects, from conceptual design through commissioning and start-up, across BSP offshore and onshore assets.

BSP is the largest oil and gas producer in Brunei Darussalam, contributing significantly to Brunei Darussalam's daily oil and gas production.

This award strengthens our position as a trusted EPC partner in Brunei. For over a decade Wood has consistently delivered safe, reliable and efficient engineering and operations solutions to BSP, contributing to domestic energy security. Our experience of BSP's assets enables us to advance asset performance while enhancing local skills development and creating opportunities for the regional supply chain.

Ken Gilmartin, CEO, Wood

TendrillWood employs 1,000 people, 70% of which are Bruneian. Under this contract, the JV will continue to invest in the development of local expertise and the supply chain.

This is a five-year contract which includes a two-year extension option. The TendrillWood JV was established in 2023 and provides engineering, procurement and construction services in Brunei.

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)

Join us and celebrate the best and brightest in the industry. The Annual Awards Dinner is where innovation meets celebration. Booking now: https://lnkd.in/d2ZiabN3

EIC (Energy Industries Council)

Guaranteed to inspire: new EIC Clearly #podcast, discussing clean energy prosperity in Sarawak. Listen to this and previous #EICClearly podcasts here: https://lnkd.in/eyk-x28j

EIC (Energy Industries Council)

Really enjoyed presenting 'some stories & some data' at MBA Leadership Week, Aberdeen Business School, RGU. Learn more about EIC here: https://www.the-eic.com/

Events calendar LIVE events

Cocktail Networking at OGA 2025

at THE FACE Suites, Kuala Lumpur

Global Events and Campaigns UK-UAE energy roundtables

The Global Events and Campaigns team was proud to host two exclusive UK-UAE energy roundtables on 24 June in London and 24-25 June in Manchester, in partnership with KEZAD Group, the UAE's largest provider of integrated economic cities, free zones and industrial real estate solutions. The roundtables provided a vital platform for strategic dialogue between UK energy leaders and senior representatives from KEZAD Group, exploring investment and collaboration opportunities across the Middle East, Africa and the South Asia (MEASA) region.

KEZAD Group is headquartered in Abu Dhabi and is a key part of AD Ports Group and a major economic engine driving sustainable industrial growth in the UAE, offering international companies fully integrated infrastructure, logistics support and world-class facilities designed to streamline market entry and business expansion in the UAE and beyond.

Over 30 UK energy and industrial companies were represented across both sessions in London and Manchester, including manufacturers, engineering consultancies and technology providers.

We opened the discussion with the UAE's US$625bn energy investment pipeline (2025–2034), showcasing the remarkable scale and ambition driving the region's energy future. It was also inspiring to hear from KEZAD Group about Abu Dhabi's growth as the UAE's largest provider of fully integrated economic cities, free zones and industrial real estate solutions. There are vast opportunities for supply chain companies ready to engage and KEZAD Group offers a truly compelling gateway to expand into one of the most dynamic and business-friendly regions in the world. A huge thank you to Schneider Electric and Arup for hosting and supporting these discussions. Following strong interest, KEZAD Group and EIC will continue to engage UK businesses interested in regional expansion. If you were unable to join us and are looking to engage with KEZAD Group, we’d love for you to get in contact through global.events@the-eic.com

Jo Campbell

Jo Campbell, Director of Global Events and Campaigns jo.campbell@the-eic.com

The UK-UAE energy roundtable in London

The UK-UAE energy roundtable in Manchester

INTERNATIONAL TRADE

UK & EIC PAVILIONS AND DELEGATIONS

The International Trade team is gearing up for a busy few months with plenty of upcoming UK and EIC pavilions as well as our growing trade delegation programme.

As we look towards the end of August and into September, we look forward to returning to two key exhibitions in our calendar, Oil & Gas Asia (OGA) in Kuala Lumpur, Malaysia and Offshore Europe (OE) in Aberdeen, UK. We will also take a trip to the southern Africa region to host our first trade delegation to Namibia and South Africa in partnership with AIA.

Oil & Gas Asia (OGA)

2-4 September 2025

Kuala Lumpur, Malaysia

UK & EIC Pavilion

Considered the region's number one exhibition for the oil and gas industry, with over 60% of exhibitors returning annually, the show maintains a 95%+ approval rating and has the potential to generate over US$52m in business, as seen at OGA 2024. OGA presents an ideal ground for oil and gas stakeholders to meet key decision makers from national and international oil companies, at the same time attaining current and relevant information on the trends, technology and solutions of the industry. Companies exhibiting as part of the UK and EIC pavilion include: Air Liquide Oil and Gas Services, Dawson Construction Plant, European Safety Systems (E2S), Fire & Gas Detection Technologies, Hi-Force, IK TRAX, Portwest, Safelift Offshore, Vulcanic and Zok International Group.

Offshore Europe (OE)

2-5 September 2025

Aberdeen, UK

EIC Pavilion

Arguably one of the biggest energy shows in the UK, Offshore Europe is always a highlight for the International Trade team as we look forward to seeing many familiar faces walk the show floor. Open to all companies, the EIC pavilion is in a fantastic prime location encompassing the full entrance of Hall 1, ensuring that all stands benefit from the maximum footfall of visitors entering and leaving the hall. Offshore Europe comes at a time when Europe's upstream oil and gas is at a critical crossroads, with offshore opportunities gaining prominence amid growing energy security concerns and ambitious climate pledges.

To reflect the evolving nature of the industry pivoting towards a net zero future, key features for 2025 will include the Towards Net ZerOE Trail, Energy Transition Zone, The Hydrogen Hub and the Innovative Technology/Digital Zone. Companies exhibiting as part of the EIC pavilion include: Advanced Sensors, Bartec UK, BEKA Associates, BS&B Safety Systems, Calder, Cutting & Wear Resistant Developments, Glacier Energy, Greene Tweed, HIMA Group, HMS Networks, HOWAT Group, KOSO Kent Introl, LoneStar Fasteners Hydrobolt, Red Rooster Lifting, Roxtec, Sheffield Forgemasters Engineering, SNF (UK), SPS –a Marubeni-Itochu Inc Company, Torishima Service Solutions and Ultra I&C. We also welcome Cargostore Worldwide Trading as our EIC pavilion bronze sponsor.

Trade Delegation to Namibia and South Africa

22-26 September 2025

Namibia and South Africa are fast-emerging hubs for energy investment. For the upstream sector alone, the two countries currently hold seven active projects, with five projects already at the contracting stage. Across both countries, there are over 100 active energy projects offering strong potential for the energy supply chain. The EIC delegation, in partnership with AIA (Aberdeen International Associates) includes a carefully curated programme of 10-12 pre-arranged buyer meetings with key players in the region, networking events and site tours.

Camilla Tew, Director, International Trade camilla.tew@the-eic.com

The UK & EIC Pavilion at Oil & Gas Asia (OGA) 2024

UK news

2025 so far...

It’s hard to believe we’re already over halfway through the year – time has flown by. It's been a busy and exciting few months, filled with events and engagement right across the UK.

From spotlighting the potential of wave and tidal energy, to examining Scotland's evolving energy mix and the role of renewables, hydrogen and carbon capture in reaching net zero goals – our events have taken us from Aberdeen to Middlesbrough and Liverpool to London.

We were also pleased to support our Global Events colleagues at this year's Energy Exports Conference, above, which proved to be a great success –bringing together industry leaders, policymakers and international partners to showcase the UK's strengths in the global energy market and the export opportunities around the world.

In late June, our team hosted the Driving Change: Scotland's Industrial Cluster Ambitions to Net Zero Emissions event in Grangemouth, gathering key energy and industrial stakeholders to discuss Scotland's path to net zero.

We received updates on the Scottish Cluster and Acorn Project, essential for large-scale carbon capture and hydrogen development, crucial for decarbonisation and regional economic growth. Collaboration among government, developers, technology providers and supply chains was a major focus, with Project Willow highlighted.

Discussions also covered repurposing assets, improving early-stage project funding, closing skills gaps and offshore wind's role. Scotland is wellpositioned to lead the UK's net zero transition and we're committed to supporting members in seizing these opportunities. Thanks to all speakers and Scottish Enterprise for its support.

Summer also saw us host a topical webinar: Navigating the UK Energy Landscape. Thank you to everyone who joined us, unpacking the UK government's latest spending review and its implications for the energy sector. We explored the evolving industrial strategy, the critical needs from policymakers and the potential impact of upcoming changes on infrastructure projects, investment flows and supply chain dynamics. If you missed the session or want to revisit the discussion, a recording will be available soon on EICTV, free for all members.

Kim Stephen

With so much already delivered, EIC is excited to return to the north west to delve into the latest developments within the HyNet pipeline project, a key initiative driving the UK's low-carbon future. This event will provide valuable insights into the project's progress and highlight emerging opportunities for the supply chain to engage and contribute.

For a list of all upcoming events, please visit www.the-eic.com/Events/Calendar

On 17 July, EIC team members from across the UK took part in a marathon walk to raise funds for the National Trust, to help them on their mission to plant 20m trees. Kicking off bright and early from EIC HQ in London, the team headed west from the offices in Vauxhall walking towards Battersea. After a stop on Richmond Green for lunch, the team headed along Kew Gardens before crossing the Thames and back in the direction of Chiswick, Shepherds Bush and Hyde Park. The final leg took the team through central London, past Victoria and back across Vauxhall Bridge. Altogether, the team raised an impressive sum for charity – a fantastic day of teamwork, purpose and celebration of the great outdoors. For those still keen to donate please visit: https://lnkd.in/ekX5nMc5

Kim Stephen, Regional Director, UK kim.stephen@the-eic.com

Middle East news

Regional update

I hope this update finds you well and enjoying a welldeserved summer break after what has been an eventful start to 2025. The first half of the year has brought no shortage of challenges, with several geopolitical events exerting significant influence across the region's energy sector. Despite this backdrop, we look forward to a more stable second half of the year.

The team has been preparing a series of events scheduled for our return, including the highly anticipated EIC Connect Oman, which will take place on 10 September 2025. This occasion will also mark the official launch of our Oman country report. Further details are available on our website, and we look forward to welcoming you to what promises to be another outstanding Connect event.

Shortly thereafter, we will host an evening reception during MEOS GEO in Bahrain on 16 September, followed by a dedicated event focused on Iraq on 23 September. The latter builds on the success of our recent Iraq webinar, where we were pleased to hear valuable insights shared by Wood.

We will also be hosting our Africa Project and Market Update webinar on 27 August, providing the latest insights into emerging opportunities and developments shaping the continent's energy landscape.

With the publication of our Survive & Thrive IX report, which features a record number of participating companies, we are pleased to look ahead to celebrating these exceptional achievements at the regional World Energy Supply Chain Awards (WESCAs) on 23 October aboard the QE2 in Dubai. This year's edition highlights the remarkable resilience and innovation propelling the sector forward, while also shedding light on the persistent challenges confronting the energy supply chain. We extend our sincere thanks to all who contributed to the report and wish the very best of luck to all our finalists.

Finally, with ADIPEC now just a few months away and the EIC pavilion already fully booked, we have secured additional exhibition space in Hall 17. Please feel free to contact me if you would like further information or are interested in participating. I would also encourage you to reserve your place at our exclusive ADIPEC breakfast, which is already attracting significant interest and early bookings

Please continue to enjoy your summer and do not hesitate to reach out if you need any assistance from our team.

Ryan McPherson

Regional

Director,

Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com

Regional news

Egypt awards six offshore gas blocks to boost exploration

Egypt has awarded six offshore gas exploration blocks worth US$245m to major energy companies, underscoring its drive to strengthen natural gas production and attract fresh investment. The awarded acreage spans the Mediterranean and Nile Delta, with licenses granted to Eni, BP, QatarEnergy and Zarubezhneft. The agreements include commitments to drill exploratory wells and conduct seismic surveys.

Kuwait extends bidding deadline for major project

Kuwait Oil Company (KOC) has extended the tender deadline for its significant oil gathering project in South Kuwait, allowing contractors additional time to prepare proposals. The project, estimated to be worth over US$1bn, involves constructing new gathering centres and associated infrastructure to boost crude production capacity and efficiency.

UAE strengthens strategic partnerships across Africa

The UAE is deepening its energy collaboration with African nations through new investments, partnerships and joint ventures spanning oil, gas and renewables. Companies like ADNOC and Masdar are spearheading projects that enhance energy security, infrastructure development and economic growth across the continent. Recent agreements include upstream ventures, clean energy deployments and technology sharing initiatives.

Ryan McPherson

Asia Pacific news

Regional update

In July EIC APAC was involved in two major events in the country – Sabah Oil, Gas & Energy Conference & Exhibition (SOGCE) and International Energy Week (IEW). On 3-4 July, EIC

APAC hosted the APAC business lounge at SOGCE in Sabah. The two-day event brought together key stakeholders from Sabah's energy sector to share insights, network and discuss future opportunities. The programme included presentations, panel discussions and exhibition showcases, offering delegates the chance to hear from industry leaders and explore the latest innovations and technologies shaping Sabah's energy landscape. Four EIC member companies, ABL, Crescent Engineering, Hextar Kimia and Exact Analytical, participated as exhibitors in the business lounge, presenting their solutions to a diverse audience of industry professionals.

LNG is increasingly viewed as a destination fuel in the region, supporting countries' efforts to reduce dependence on coal-fired power generation. Tailored for businesses navigating the current market, the webinar session also served as a practical guide to identifying opportunities in APAC's dynamic energy sector.

In the coming month, EIC APAC will host a series of events, including the signature 'EIC members first: monthly industry insights and networking session' and a webinar, titled 'Asia Pacific SMR and large nuclear energy market outlook'.

Azman Nasir, Head of Asia Pacific azman.nasir@the-eic.com

EnQuest secures Block C concession in Brunei

In mid-July, EIC APAC hosted the business lounge at the IEW Sarawak exhibition. This premier event convened experts, innovators and stakeholders from across Sarawak's energy ecosystem to exchange knowledge and highlight cutting-edge technological developments. Four member companies, ABL, Crescent Engineering, CR3 Group and Blue Water Shipping showcased their offerings at the lounge. With EIC's longstanding presence in the region, the event provided exhibitors a valuable platform to connect with Sarawakian stakeholders and potential partners.

During IEW, Khairun Suffia, market intelligence manager (APAC), moderated a panel session titled 'Public-private partnerships for clean energy transition: how government and businesses can collaborate for a sustainable energy future'. The discussion explored the role of public-private partnerships (PPPs) in accelerating the clean energy transition, highlighting how collaboration between the public and private sectors can mobilise investment, drive innovation and overcome barriers to renewable energy adoption. Panellists included YBhg Tan Sri Datuk Amar (Dr) Haji Abdul Aziz Bin Dato Haji Husain, chairman of Sarawak Economic Development Corporation; Alia Jaafar, trade and investment director – Malaysia, Investment NSW; and Ng Boon Hui, managing partner, EY Parthenon, Malaysia.

On 23 July 2025, EIC APAC hosted an insightful webinar titled 'LNG in APAC'. The session provided attendees with a comprehensive overview of the LNG landscape in the AsiaPacific region, highlighting key market trends and future growth opportunities. The webinar offered valuable insights into the region's growing role in the global LNG market. Asia Pacific has emerged as both a major supplier and a key demand centre, solidifying its position as a global LNG hub.

EnQuest has been awarded the production sharing agreement (PSA) for Block C in Brunei by the Petroleum Authority of Brunei Darussalam. EnQuest will initially operate the PSA and plans to form a 50/50 JV with Brunei Energy Exploration subject to contract. The JV will take over operations and focus on finalising the Merpati Field Development Plan aiming for FID within two years. Capital project work is expected to start in 2027 with first gas production anticipated in 2029.

SEDC Energy to develop SAF pilot plant in Sarawak

SEDC Energy (SEDCE) is exploring the development of a pilot plant for a SAF project in Sarawak with an initial capacity of 15,000 tpa utilising Sulzer's advanced bioflux technology. SEDCE has signed a MoU with Sulzer and Apeiron Bioenergy with Oiltek also expressing support. The project will focus on securing sustainable feedstock and SAF offtake agreements while also establishing a UCO collection ecosystem in partnership with Apeiron Bioenergy.

Azman Nasir

North and Central America news

Regional update

Duhon

The EIC North and Central America team has been busy attending the season's external energy events. During June, I had the pleasure of presenting at the Energy Projects Conference & Expo (EPC Show) and Downstream USA events. I was honoured to be invited to act as the conference chair for the hydrogen and ammonia arm of the EPC show, and also moderate the panel Bigger Projects, Bigger Tech – Scaling Electrolyzer and CCUS Technology. We delved into the potential of various electrolyser types, efficiency, cost and durability. On 25 June I provided a supply chain view as a panellist to define risk-based reliability strategies and proactively manage maintenance, turnarounds and capital projects risks as well as moderating an open agenda roundtable at Downstream USA. The panel allowed fellow panellists and I to discuss the importance of optimising resources to reduce downtime by focusing reliability strategy on high-risk assets and the role data and forwardlooking plays when assessing risk. A special thank you to the panellists who joined on stage for this session to share the voice of the energy supply chain. The open roundtable I hosted allowed representatives from across the supply chain to discuss risk assessment as it pertains to maintenance and reliability and the role pre-planning holds.

Our region is also excited to announce the 2025-2026 North and Central America advisory board cohort has been confirmed. Our team is looking forward to welcoming back new and familiar faces to the board and to continuing to create a channel for insights, advise around solving business challenges and exploring new opportunities by stimulating high-quality conversation at each one of our meetings. This 2025-2026 we are welcoming representatives from: Arup, Baker Hughes, Bechtel, Bureau Veritas, Dykema, Flowserve, Fluor, Fugro, HKA, JHT Consulting, Kent, Koil Energy, Pristine Project Solutions, Siemens Energy, TRS Workforce Solutions, TÜV Rheinland – Risktec Solutions, University of Houston, Victaulic, Wood and WSP USA Inc.

To our members and non-members, I invite all to join us at our upcoming EIC Night with the Houston Astros this upcoming 26 August 2025 beginning at 7:10pm CST at Daiken Park. This event marks the beginning of our 30 th anniversary celebrations and offers a unique opportunity to connect with peers from across the North and Central America region in a relaxed and engaging setting. Booking delegates, in addition to having a reserved seat to observe the game, have access to the climate-controlled Gallagher Club providing all with unlimited buffet-style food and soft drinks.

To register for this very limited seat event, celebrate with the EIC, network and support the Houston Astros as they take on their rivals the Colorado Rockies, please register at www.the-eic.com/EventDetail/dateid/4610 or email houston@the-eic.com for support. This event also has profile raising opportunities available.

To stay up to date on all things North and Central America including our upcoming events, please ensure you update your mailing preferences in MyEIC, to include all mailings from our region.

Amanda Duhon

VP & Regional Director, North & Central America amanda.duhon@the-eic.com

Regional news

US$3.7bn investment terminated for decarbonisation initiatives in US

The US government has announced the cancellation of 24 funding awards previously allocated through the Office of Clean Energy Demonstrations (OCED), representing a total investment of US$3.7bn. These awards were primarily aimed at supporting carbon capture and sequestration (CCS) projects and broader industrial decarbonisation initiatives. Among the affected projects is ExxonMobil's hydrogen project at its Baytown refinery in Texas, which was set to receive US$331m. Kraft Heinz, which had secured US$170m for a series of clean energy developments, is also impacted. Additionally, Heidelberg Materials' low-carbon cement project in Indiana, awarded US$500m, has been cancelled, along with Eastman Chemical's molecular recycling facility in Longview, Texas, which was allocated US$375m. Calpine's carbon capture projects in Baytown, Texas and near Yuba City, California, which together were awarded US$270m, are also among the terminated awards. The decision marks a significant pullback in federal support for CCS and industrial decarbonisation projects under the OCED's funding programmes.

Amanda

South America news

Regional update

We start the month with 2025's EIC Connect Energy Brazil on 7 August. The event features insightful panel discussions and tailored one-to-one meetings, offering valuable opportunities to build partnerships and create new business connections. We are hosting the 25th anniversary of the Rio office this month with an evening reception on 18 August. Come and join us to celebrate our presence in South America. On 19 August the Petrobras FPSO team will be speaking alongside Baker Hughes talking about Christmas trees.

Breakfast in Rio, on 4 September, will receive Transpetro to explore midstream opportunities. As a fully owned subsidiary of Petrobras, the company has a strong presence in the transport and storage of oil and other products, such as natural gas and biofuels.

Join the Trade Delegation to Bogota & Colombian Caribbean on 6 October. It will give you the opportunity to discuss the oil and gas, hydrogen and offshore wind sectors with key local players, as well as incorporating briefing meetings presented by qualified speakers with in-market experience.

Brazil awards new offshore blocks in latest bidding round

The 5th Cycle of the Permanent Concession Offer took place in June, resulting in the auction of 34 exploration blocks across the Parecis, Foz do Amazonas, Santos and Pelotas basins. The total area awarded spans 28,359 sq km. The signing bonus totalled approximately US$180m (R$989m), with a minimum committed investment of US$273m (R$1.5bn) during the exploration phase. Nine companies submitted bids, including seven foreign firms. Petrobras secured ten blocks in the Foz do Amazonas Basin – considered Brazil's next major offshore exploratory frontier – all in partnership with ExxonMobil on a 50/50 basis. Petrobras will operate five of those blocks. In the Pelotas Basin, the company acquired three additional blocks in partnership with Petrogal, which holds a 30% stake. Petrobras will serve as operator for all three. Other companies awarded acreage include Chevron (in partnership with CNPC), Karoon, Shell and Equinor.

On 9 October, Energy Procurement Summit's 1st edition will address the topics of purchasing and procurement, gathering industry leaders, experts and suppliers to discuss the current challenges, emerging trends and strategic approaches to more efficient procurement management.

Decommissioning opportunities with Petrobras will be one of the subjects of the 15 October Breakfast in Rio.

OTC Brazil 2025 is next. From 28-30 October, companies will have the opportunity to exhibit on the UK and EIC pavilion. Obtain significant benefits including but not limited to prime location within the exhibition hall, enhanced promotion and networking opportunities.

To wrap up the month, enjoy the ambiance of Rio Scenarium, Brazilian music and some good drinks at the 11th edition of Rio Samba & Gas, taking place on 30 October.

Clarisse Rocha, Director – Americas clarisse.rocha@the-eic.com

Brazil launches major green hydrogen initiative

The Brazilian government has unveiled the Chamada Nordeste, a R$10bn (US$1.8bn) investment plan aimed at boosting economic development in the country's Northeast region. The initiative prioritises green hydrogen as a pillar for decarbonisation, alongside renewable energy with storage, bioeconomy, green data centres and the automotive sector. Proposals can be submitted until 15 September 2025, with project selection expected by November 2025, followed by the start of funding. The programme will be managed in partnership with the Brazilian National Development Bank (BNDES), Banco do Nordeste, Banco do Brasil, Caixa and Finep, with technical support from Sudene and the Consórcio Nordeste.

7 August 2025 • Rio de Janeiro

Regional news

Clarisse Rocha

Breakfast in Rio: Upstream Opportunities with Seadrill and Karoon Energy

Survive &

In its ninth year, EIC's Survive and Thrive initiative continues to research the 15 most popular growth strategies used by the world's energy supply chain in challenging market conditions. New and important findings have been revealed, such as the trend for businesses and skilled workers to relocate in their droves to the Middle East, in response to short term and inconsistent energy policies and project delays in many other parts of the world, attracted by the longer term and all-energy technology polices and the much higher supply chain growth rates in the Middle East.

The report features 139 success stories and insights from 138 EIC member companies and underscores the need for all regions to learn the lessons of the Middle East.

Exporting to new markets remains the least used growth strategy due to excessive risks, cost and time to market. Companies called for more government support and funding with market access. The #1 growth strategy was to develop client-facing solutions and services, with 82% of these companies working directly with operators and Tier 1 EPCs.

Please see our success stories overleaf or visit the EIC website to view the complete report: www.the-eic.com/MediaCentre/Publications/SurviveandThrive

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

Diversification

Energy Transition

Environmental Sustainability

Export

Innovation

Optimisation

People and Competency

Resilience

Scale Up

Service and Solutions

Technology

Transformation

The WESCA winners 2024

AAL Shipping

Story type

#innovation (main category)

#collaboration, #environmental sustainability & social impact

Benefits

▸ First four vessels delivered in 2024, with two more scheduled for 2025.

▸ Successfully overcame around market fluctuations, geopolitical issues and material cost inflation.

Key findings

For young people

John Pittalis Head of Marketing & Communications

How is AAL Shipping thriving?

By investing in a new generation of customdesigned vessels, AAL Shipping (AAL) has strengthened its position in the premium project heavy-lift segment. The Singaporebased carrier’s fleet renewal programme, initiated in 2018, will deliver eight new Super B-Class vessels by 2026. These ships feature the proprietary AAL ECO-DECK, which increases clear weather deck space to 5,000m², enabling larger cargo volumes while reducing emissions. With the first five vessels achieving almost 100% utilisation since being delivered in 2024, AAL has positioned itself as the carrier of choice for complex heavy-lift operations in the offshore wind and oil and gas markets. Generating US$325m in annual revenue, the company’s investments continue to drive its commitment to sustainable shipping solutions.

The challenge – As a specialised project heavy lift carrier serving the energy, renewables and infrastructure sectors, AAL needed to balance fleet lifecycle management with growing demand for larger cargo capacity and improved environmental performance.

With clients increasingly favouring newer vessels for their efficiency and lower emissions, AAL recognised the need for fleet renewal without cannibalising existing operations. This was particularly challenging in the offshore wind sector, where component sizes continue to increase while environmental requirements become more stringent.

The multi-purpose vessel market has traditionally been dominated by smaller tonnage ships, but AAL had built its reputation on larger vessels exceeding 30,000 tonnes deadweight. To maintain its competitive advantage, the company needed to demonstrate its commitment to this premium segment.

Fleet investment delivers sustainable growth in project cargo market with vessels the towers

The solution – Following extensive market research between 2018 and 2020, AAL launched a comprehensive fleet expansion programme focused on developing thirdgeneration multi-purpose vessels specifically designed to serve the project cargo sector. This began with an order for four vessels and was later expanded to eight as the company sought

to maintain leadership in the premium heavylift segment.

The resulting Super B-Class vessels incorporate numerous innovations developed through close collaboration with energy clients, naval architects, shipbuilders, and classification societies. A standout feature is the in-house developed AAL ECO-DECK system, which uses tween deck pontoons to extend deck surface area to more than 5,000m² – an 85% increase compared to similar deadweight vessels. This enables significantly more cargo per sailing to reduce both costs and environmental impact.

Other design innovations include the elimination of centre line bulkheads to maximise open areas, three heavy-lift cranes with a capacity of 800 tonnes, and an accommodation block positioned forward to improve visibility and enable transport of taller or stacked cargoes. The vessels can also sail with open hatches, reducing air draft by over 16 metres – a crucial capability for transporting increasingly large port cranes and other oversized cargo.

The effectiveness of these innovations was demonstrated in November 2024 when the AAL Limassol transported three large barges, weighing 5,100 tonnes, along with offshore wind components in a single voyage. The majority of the offshore wind components were expertly stowed in the hold while the vessel’s ECO-DECK system enabled stacking of the barges and accommodation of a wind turbine tower.

Environmental performance has been central to AAL’s design philosophy. The Super B-Class vessels, for example, incorporate advanced hull coatings to reduce resistance and improve fuel efficiency. It also features methanol-ready engines, ABB’s OCTOPUS Marine Advisory System for optimised routing, and integration with AAL’s Performance Optimisation Control Room, using AI technology to model voyages and maximise efficiency.

The fuel and emissions savings are substantial, as illustrated when comparing the AAL Antwerp’s transport of eight offshore wind towers with the equivalent operation using previous generation vessels. Using older A-Class vessels would have required two sailings, consuming 3,587 tonnes of fuel, producing 11,171 tonnes of CO2. By contrast, the AAL Antwerp completed the transport in just one sailing, using 816 tonnes of fuel, producing 2,543 tonnes of CO2 emissions – more than four times less.

▸ Your career path has multiple paths ahead, don’t limit your thinking.

For industry

▸ Prioritise ESG in the supply chain.

For government

▸ Collaborate early and broadly with energy market stakeholders. Actively listen and act.

AAL Shipping at a glance:

Key products and services: project heavy lift and breakbulk carrier.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Nuclear power

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Hydrogen

▸ Carbon capture

▸ Energy storage

▸ Others (energy)

▸ Others (non-energy)

Headquarters: Singapore Year established: 1995

Number of employees: 130

Revenue: £250m

Revenue from exports: 100%

The implementation process has been methodical, with the first four vessels delivered in 2024, two more entering the water 2025 and the final two in 2026. Despite market fluctuations, geopolitical uncertainty, and material cost inflation, AAL has maintained its commitment to the programme through disciplined decision-making enabled by its private ownership structure.

This investment has already shown impressive results. The first four Super B-Class vessels are achieving nearly 100% utilisation and creating record-breaking voyages with unprecedented cargo volumes. By combining enhanced cargo capacity with improved environmental performance, AAL has positioned itself for sustainable growth in both traditional and emerging energy markets.

ABL Group

Diversifying and collaborating to building a global energy consultancy

Reuben Segal CEO

How is ABL Group thriving?

ABL Group has undergone a significant transformation since its formation in 2020, evolving from a predominantly oil and gas consultancy to a diversified global energy leader. With revenues reaching US$310m in 2024 and over 1,800 employees across 44 countries, the company has successfully balanced rapid growth through strategic acquisitions with organic expansion. Led by CEO Reuben Segal since 2022, ABL Group has acquired four companies in the past year alone, and has seen its revenues expand tenfold since 2018. Currently deriving 74% of revenues from oil and gas, 17% from renewables and 9% from maritime, the firm’s collaborative culture enables seamless resource allocation across segments and geographies.

The challenge - ABL Group faced a critical test in 2015 when, operating as Aqualis Offshore and almost entirely dependent on oil and gas (98%), it struggled during the market downturn and experienced losses. This painful lesson highlighted the risks of over-concentration in a single volatile energy sector. The company recognised that traditional energy markets were increasingly unpredictable, with rapid shifts between oil and gas booms and renewable energy growth creating operational challenges for focused consultancies.

The challenge extended beyond diversification needs. As ABL Group pursued aggressive growth following its formation in 2020 through the merger of Aqualis Offshore with Braemar Technical Services and LOC Group, it needed to maintain cultural coherence across multiple brands, countries and technical specialisations. Successfully integrating acquisitions while preserving the entrepreneurial spirit and collaborative culture that drove performance required careful management. Additionally, the group needed to position itself for the energy transition without abandoning profitable traditional sectors – this required a delicate balance between investing in renewables and maintaining expertise in established oil and gas markets.

The solution - ABL Group’s strategy is centred on proactive diversification through both organic growth and strategic mergers and acquisitions, underpinned by a culture of collaboration across its segments. Learning

from the 2015 downturn, it began expanding beyond oil and gas, starting with the acquisition of Offshore Wind Consultants (OWC) as its first foray into renewables.

The company now operates through four specialised brands serving the complete energy value chain: ABL (energy and marine consultants), AGR (energy, software and resourcing consultants), OWC (renewable energy consultants), and Longitude (design and engineering consultants). This structure enables inter-segment collaboration that combines technical expertise across brands, creating unique service offerings such as to name a few, shipyard construction supervision (blending Longitude and ABL expertise), climate change risk assessment and adaptation (combining marine, engineering and AI disciplines from ABL, OWC and Hidromod, acquired by ABL Group in 2024) and integrated end-to-end service provision for rig projects (ABL, AGR and Longitude together offer a through-life service).

ABL Group’s acquisition strategy focuses on finding companies that share its growth mindset and collaborative values. Recent acquisitions include AGR, which doubled its EBIT margin in 2022, and regional expansions such as with Proper Marine – a Brazil-based naval architecture and marine engineering company - now part of Longitude and strengthening the Group’s design capabilities in the Americas. Each acquisition undergoes rigorous evaluation for cultural compatibility, with management teams playing crucial roles in ensuring success.

Geographical diversification has been equally important. Since 2022, the company has expanded in key regions such as Norway, Australia, Brazil and Egypt. Meanwhile, new offices in Portugal, Namibia and New Zealand are accelerating this growth even further. This geographic spread, combined with segment diversification, provides resilience against regional and sector-specific downturns.

Alongside this, innovation in company culture includes the establishment of a shadow board which comprises employees aged under 30. This initiative, which has been running for three years, supports next-generation leadership development and brings fresh insights to the business. Likewise, the Group’s Transformation team is predominantly made up of under 30s, reflecting ABL Group’s commitment to blending new perspectives and digital transformation with the Group’s legacy offerings.

Story type

#collaboration (main category) #culture, #diversification, #scale up

Benefits

▸ Revenues growing from US$151m to US$310m in three years.

▸ Staff expanded and new offices established in several countries.

Key findings

For young people

▸ Seek to enjoy what you do and who you do it with.

For industry

▸ Bring stability to the oil and gas energy supply chain.

For government

▸ Don’t shut off oil and gas overnight –we need a managed transition.

ABL Group at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Oil and gas – 74%

▸ Renewable energy – 17%

▸ Others (non-energy): maritime – 9%

Headquarters: London, UK

Year established: 2012

Number of employees: 1,883

Revenue: £237m

The company also has a proven track record in establishing strategic external partnerships. These include OWC positioning itself as a leader in technical advisory services for Chinese turbine manufacturers entering European markets, and a strategic alliance with Bridge Wind Management to create comprehensive technical and commercial due diligence capabilities for offshore wind investment.

The results to date demonstrate the strategy’s effectiveness. ABL Group now operates in over 300 locations across 44 countries, with revenues growing from US$151m to US$310m since Segal became CEO in 2022. The company maintains a target of doubling revenues every couple of years while achieving strong EBITA growth.

This multifaceted approach of combining strategic acquisitions, geographic expansion, segment diversification, cultural integration and youth empowerment, has positioned ABL Group as a resilient global consultancy. Today, it is capable of navigating energy market volatility while capitalising on opportunities across the energy transition spectrum.

AEG Power Solutions

Becoming a key player in the hydrogen economy through a successful 2009 roadmap

Story type

#energy transition (main category)

#innovation

Benefits

▸ Order intake for energy transition products doubled in 2024.

▸ AEG Power Solutions pioneering hydrogen power solutions market.

Key findings

For young people

Peter Wallmeier

CEO

How is AEG Power Solutions thriving?

Driven by a technology roadmap that was first initiated in 2009, AEG Power Solutions has become an expert in flexible electrolysis and hydrogen power solutions, fine tuning its capabilities in accordance with key project learnings. Leveraging a highly adaptive modular concept, the company is supporting clients with new, unique, difficult and different projects, and has become a key player in the hydrogen economy.

The challenge - Founded in 1883, AEG Power Solutions is a company with an incredible legacy.

An international leader in power supply and conversion solutions with offices and competence centres across Germany, Spain, Singapore, China, and Saudi Arabia, the firm delivers AC and DC technology solutions for a variety of industrial and renewable applications.

In recent times, battery energy storage and rectifiers for green hydrogen production have become a key focus for AEG. Indeed, a deep commitment to innovation has seen the company actively participating in advanced research programs and pioneering developments in DC distribution, multi-level converters, high-voltage applications, and bidirectional power conversion.

That focus is underpinned by a long-term technology roadmap in the rectifier field. First launched in 2009, the goal of this is to provide high efficient, compact, easily configurable, grid friendly products.

Observing adjacent markets to AEG’s core power business led to this shift in strategy, with the company recognising that wind energy projects were exploring hydrogen production solutions. Having gauged this interest through consultation meetings, exhibitions and RFQ processes with lead customers, the firm sought to align with market needs.

That hasn’t been plain sailing, however. The electrolyser market has shifted rapidly, diverse projects demanding exceptionally adaptability in solutions. Each client continues to present unique specifications,

requiring AEG to strike the right balance between standard industrialised products and customisation capabilities.

At the same time, component shortages have presented challenges to deliver timely project execution, while the validation of new power solutions is both expensive and time-intensive, often conflicting with operational planning.

The solution - Remaining unwavering in its view of hydrogen’s increasing role in meeting climate targets, the company has continuously evolved its approach, working closely with customers align their changing demands.

To meet the diverse requirements of electrolyser applications, AEG Power Solutions developed a modular solution that has enabled it to flexibly adapt to customer needs while providing shorter response times to requests.

These solutions have been implemented in several major projects. Having first worked on demonstrator installations for wind-togas in 2009, the company has since expanded into green hydrogen applications and the emerging green steel industry.

Key to AEG’s success has been an emphasis on efficiency optimisation and power density thermal management. Not only has the firm achieved 98-99% efficiency, optimising its solutions for maximum performance, but its advanced thermal management (including proprietary heat exchangers and heatsinks) work to ensure that components are able to operate at their limits, without compromising reliability.

In addition, the firm has continually minimised grid disturbances, as demonstrated through its alignment with IEC 61000-3/2 and 3/4 standards for harmonic reduction. Its products – including P8plus, SCFELX, DC3, and DC4 –have specifically been designed to integrate seamlessly with electrical grids, making them ideal for weaker grid environments.

Owing to its first-mover advantage and unwavering commitment to these core principles, AEG Power Solutions is today able to offer a broad spectrum of power conversion solutions – from basic thyristor rectifiers to high-end bidirectional IGBT rectifiers.

Thanks to these extensive capabilities, the firm can participate in a range of major tenders,

▸ Make your experience, do not be afraid of failures. Join the constant training.

For industry

▸ Identify trends and do a thorough opportunity planning. Don’t be afraid to think out of the box and disrupt.

For government

▸ Help companies understand regional challengers, market and technology leaders, and what is needed to achieve future targets.

AEG Power Solutions at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Oil and gas – 20%

▸ Conventional power – 15%

▸ Hydrogen – 12%

▸ Nuclear power – 10%

▸ Offshore renewable energy – 10%

▸ Others (non-energy): transportation, telecoms, general industry – 33%

Headquarters: Zwanenburg, Netherlands

Year established: 1883

Number of employees: 750

Revenue: £167m

Revenue from exports: 80%

demonstrating technological openness while also positioning the company as a key player in the hydrogen economy.

This strategy has yielded significant results. Since its first hydrogen projects in 2009, AEG Power Solutions has grown six to seven times, with order intake for energy transition products doubling in 2024 compared to 2023.

With an installed base of 350MW, ongoing projects pushing towards 500MW, and a 20-30% market share in the sector, the firm’s deep technical expertise, continuous innovation, and customer-centric approach have solidified its position as a pioneer in the hydrogen power solutions market.

Airpac Rentals

Proactively positioning for growth through expansion and investment

Martin Thompson

Sales and Marketing Director

How is Airpac Rentals thriving?

Celebrating its 50th anniversary in 2025, Airpac Rentals is firmly established as a strong, independent brand within the Vp plc Group, having proactively future-proofed in the face of fluctuating market conditions. Through a combined commitment to cultural improvements, talent retention, equipment modernisation, and expansion in both existing and new markets, the company is well placed to succeed for years to come.

The challenge – Airpac Rentals is renowned as a supplier of specialised equipment solutions within the energy industry. From air compressors and steam generators to heat exchangers and nitrogen production units, the firm supports its clients with stateof-the-art machinery and highly qualified personnel.

In recent times, the key priority for Airpac Rentals has been growth, both organically in new geographies and through acquisitions. While that has so far been sustained despite a flat market, the company anticipates increased growth on the horizon from 2026 onwards. Downturns in well-testing in oil and gas have been driven by a greater shift to green energy, particularly in the UK, yet there has been an upturn in geothermal drilling in Asia.

To maintain resilience and independence, Airpac Rentals has pursued a multi-pronged strategy: retaining key talent, modernising its fleet, and developing a robust digital roadmap in line with Vp Group strategy.

The solution – This vision sharpened between 2021 and 2022 when the wider Vp Group identified challenges in attracting and retaining young talent. Airpac’s graduate apprenticeship programme, delivered in partnership with Robert Gordon University (RGU), offers a four-year path to a degreelevel qualification. One participant has already received a commendation in the Vp Group Apprentice of the Year awards for work in finance.

In 2023,

Story type

#people & competency (main category)

#culture

Benefits

▸ Ambition to expand activities in further locations, such as Middle East and North America.

▸ Revenue growth, contract win and staff retention.

Key findings

For young people

▸ Bring drive and ambition to your work –come with solutions, not problems. Your ideas are welcome

joined on a four-year Mechanical Level 3 Apprenticeship, covering diagnostics, mechanical, pneumatic, and electrical systems under a mentor’s guidance. A second apprentice has since been hired, and successful trainees are guaranteed roles. Brodie Wilson, the first, said: “I am enjoying my experience as an apprentice at Airpac Rentals. I like the opportunity of working alongside a mentor and being able to earn whilst I learn and to attend college weekly. Plus, I’m receiving good support from colleagues and developing key skills to help me in my future career.”

In 2024, the firm also welcomed a school leaver, now studying with the Association of Accounting Technicians (AAT) while proving a valuable team member.

At the same time, Airpac Rentals has also been focused on making the firm more attractive and interesting for existing employees, with significant emphasis being placed on employee development. Vp Group provides a variety of internal training programs that can be tailored to each employee, with all staff required to complete a minimum of three hours of training per month, including the Senior Leadership Team.

These efforts complement, rather than compromise, the company’s culture. Airpac fosters a family-like environment without division between workshop and office teams. Staff regularly gather for breakfast and are encouraged to provide open feedback to leadership.

Building on this foundation, Airpac continues to explore organic and acquisition-led growth. In Singapore, the firm recently moved to a purpose-built facility supporting Asia operations and has opened service centres within customer facilities in Indonesia. It is also expanding in Dubai and has set its sights on North America, having secured its first major Canadian contract in recent years.

Underpinning all of this, Airpac Rentals continues to receive strong backing from its parent company, with significant CAPEX being provided to help expand and modernise the firm’s equipment fleet.

Recent investments have included acquiring 10 new high-pressure compressors for its Asia fleet, with new Nitrogen production units having also arrived from California in April 2025. These upgrades continue to be

For industry

▸ Empower your people to do the best they can. Give them opportunity and trust their ability to deliver.

For government

▸ Provide more support to the oil and gas industry.

Airpac Rentals at a glance:

Key products and services: compressed air and steam generation solutions.

Main industries served:

▸ Oil and gas – 85%

▸ Offshore renewable energy – 5%

▸ Others (non-energy: fish farms, distilleries) – 10%

Headquarters: Kintore, Aberdeen, UK

Year established: 1975

Number of employees: 78

made frequently, with the firm working to ensure that its core fleet of equipment is less than 10 years old.

Ultimately, this is a combined strategy that is delivering as intended.

Indeed, Airpac Rental’s staff turnover rate is now extremely low, with the firm also having recruited more service and repair staff alongside three new business development employees in the last six months, as it strives to explore new opportunities. This workforce growth, combined with increases in revenues and improvements to its equipment fleet, undoubtedly places the company in a position to capitalise on market upturns while sustaining its growth in the short term.

an apprentice workshop technician

Airswift

Story type

#resilience (main category)

Benefits

▸ Through a new strategy, Airswift has achieved 100% of its synergy targets while maintaining a high staff satisfaction of 92% in relation to the integration activities.

▸ The successful approach is reflected in client satisfaction scores rising from 81% in 2022 to 88% in 2024.

Key findings

How is Airswift thriving?

By strategically developing global delivery centres and focusing on mergers and acquisitions (M&A) integration, Airswift has created a resilient business model for the energy sector. The Houston-headquartered company, generating US$1.54bn in annual revenue, has established delivery centres in Brazil, Malaysia and the UK that function as talent hubs staffed with specialists who build relationships with potential candidates.

This ‘glocal’ approach – combining global expertise with local knowledge – has enabled seamless recruitment even in challenging regions. With over 9,000 contractors and 1,000 employees spanning 60 offices worldwide, Airswift has positioned itself as the go-to workforce solutions provider across the energy spectrum. This strategy has yielded impressive results, with delivery centre revenue growing at 41.6% annually over five years and client satisfaction increasing to 88% in 2024.

The challenge – Airswift encountered significant challenges due to macroeconomic factors affecting the energy sector. Issues, such as investor sentiment souring on traditional hydrocarbons, and a ‘lower for longer’ price environment, created pressure to diversify beyond the company’s conventional upstream oil and gas focus. At the same time, it needed to maintain support for existing clients.

Additional complications arose from the company’s investment cycle with private equity backing, which was affected by the Russia-Ukraine conflict, skyrocketing credit markets and soft IPO conditions. This made securing new investment for growth initiatives more difficult while increasing the urgency of developing new talent acquisition and retention strategies.

Airswift also needed to address the growing global shortage of STEM talent – a challenge that would only intensify as energy transition projects accelerated. Indeed, finding qualified professionals with transferable skills who could move between traditional and emerging

energy sectors became increasingly critical to meeting client needs.

The solution – Airswift’s response centred on building global delivery centres – talent hubs that could proactively identify, engage and develop pools of qualified candidates.

The initiative began in 2018 after extensive strategic planning by the operating board, with the first small centre established that year. From there, the concept evolved from recognising the need to be more agile in talent recruitment and development while building stronger connections in key markets.

The delivery centres function as centres of excellence and are strategically located in Brazil, Malaysia and the UK. They focus on building the right talent pools and strong relationships, starting with university partnerships and extending through professional networks. Staffed with specialists adept at identifying and acquiring top talent, these centres support clients globally regardless of their location. Such an approach has proven effective because it has enabled Airswift to address the challenges of talent shortages and positioned the company to thrive in rapidly changing markets.

To support this strategy financially, Airswift undertook innovative financial engineering, listing its debt on the Norwegian bond market. This move, made during a period of unfavourable investor sentiment toward traditional energy, created the foundation for further acquisitions and growth.

Indeed, M&As have played a critical role in Airswift’s transformation. The integration process has also been seamless. Through a structured approach involving 10 different workstreams managed by a dedicated project management office, Airswift has achieved 100% of its synergy targets while maintaining a high staff satisfaction of 92% in relation to the integration activities. This success has allowed the company to quickly realise value from its acquisitions and bring diverse organisations together under a unified culture.

However, there have been challenges along the way, particularly with change management, as roles evolved and work processes were redistributed. Here, the company needed to secure internal buy-in and alignment while navigating the natural resistance that comes with cultural change. These obstacles were

For young people

▸ Step up to opportunities, engage in all learning and development programmes, ask questions and invest in yourself.

For industry

▸ As leaders, we need to continue to differentiate ourselves as we lead by example: how we overcome various challenges as we work throughout our organisation and beyond that.

For government

▸ The world of staffing is a strong industry led by smart individuals who, if working together with the government, can really make an impact on solving greater workforce challenges, e.g. energy transition.

Airswift at a glance:

Key products and services: recruitment and service provider.

Headquarters: Houston, US Year established: 1979

Number of employees: 1,000 Revenue: £1.54bn

overcome through consistent leadership and a focus on the company’s core value proposition: Transforming lives through the world of work.

Airswift’s strategy has positioned it to address the impending labour shortages in the energy sector. By developing expertise in transferable skills and talent transition, the company can now offer a holistic solution for energy companies regardless of their sector, be it traditional, renewable or transitional. The delivery centres serve as the foundation for this capability, enabling Airswift to be the global go-to resource for talent engagement and retention across the energy spectrum.

The success of this approach is reflected in steadily improving client satisfaction scores, which have risen from 81% in 2022 to 88% in 2024. More importantly, the company has built a resilient model that can adapt to changing market conditions while continuing to deliver exceptional service to customers worldwide.

Janette Marx CEO

Developing a network of global delivery centres to build resilience

AIS (UAE)

Mastering a challenging refinery project in the US

Nitin

Abdul

Gafoor General Manager

How is AIS (UAE) thriving?

AIS has solidified its position in the UAE as a trusted partner in high-stakes industrial projects. The UAE-based division of Advanced Insulation Systems, generating £137m in group revenue, recently delivered a critical passive fire protection (PFP) project for one of America’s oldest refineries despite significant design and stakeholder management challenges. When faced with outdated design information and incomplete specifications, the company deployed reverse engineering capabilities and invested in advanced software to ensure project success.

This proactive approach not only secured timely delivery but also increased profit margins by 8%. With a global client base including major operators and OEMs, AIS UAE has leveraged its technical expertise and problem-solving mindset to achieve consistent growth, with revenue rising from AED 10.6m in 2021 to AED 20.9m in 2024.

The challenge – AIS faced a multifaceted set of challenges when undertaking a significant passive fire protection project for one of the oldest refineries in the United States, a facility producing 20% of California’s gasoline and operating under the nation’s strictest environmental regulations.

The initial scope appeared straightforward: supply PFP for the west tower structure, J-tubes, support structures, and fire curtains. However, upon project award, AIS discovered that the design information was severely outdated, and for new builds, contractors had yet to provide required specifications – a situation that would typically prompt other suppliers to place liability on the EPC contractor.

This complexity was magnified by the need to coordinate with five different external stakeholders, including the end-user, contractor, design consultant, structural consultant and installation team, none of whom AIS had previously worked with. The diverse stakeholder landscape created communication challenges, exacerbated by

significant time zone differences between the UAE and US.

Further complicating matters, AIS had no direct site access, which forced the company to work entirely from limited information and photographs. The team also needed to ensure PFP integrity alongside existing insulation while developing a comprehensive identification system for numerous PFP applications to maintain traceability. When the project was 80% complete, a potential change in end-user stakeholders threatened substantial delays and budget reductions

The solution – AIS implemented a strategy that transformed these challenges into an opportunity to demonstrate exceptional service and technical capability.

The cornerstone of its approach was proactive stakeholder management, which involved establishing dedicated communication channels with each external party and conducting weekly meetings to align findings and action plans. This often led to working late into the evening to accommodate time zone differences.

Rather than waiting for complete design information, AIS took the initiative to reverse-engineer the requirements. The team invested in high-performance software such as NX to consolidate available details and build a comprehensive understanding of the scope. This included processing complex point cloud data, which required acquiring new equipment and training staff in specialised skills that could be leveraged for future projects.

Although not in the original scope, AIS stepped up to support consultants and structural engineers with technical insights, which significantly reduced revision cycles. The company developed detailed fixing methods to ensure PFP integrity and created an identification and traceability matrix that streamlined quality inspections and installation processes.

When faced with the project being placed on hold near completion and installation responsibilities transferred to a third-party contractor, AIS demonstrated its adaptability. Here, the team provided comprehensive technology transfer support, equipping the client and contractor with detailed insights into the scope’s complexities and offering ongoing guidance throughout installation.

Story type

#collaboration (main category)

#service & solutions

Benefits

▸ Revenue growth from AED 10.6m in 2021 to AED 20.9m in 2024.

▸ Profit margins increased by 8%.

Key findings

For young people

▸ Listen to understand and embrace continuous learning.

For industry

▸ Drive meaningful change that brings real improvements rather than just fulfilling paperwork requirements.

For government

▸ Establish frameworks and action plans that prioritise in-country manufacturers.

AIS (UAE) at a glance:

Key products and services: design and manufacture advanced solutions that safeguard people and critical assets.

Main industries served:

▸ Oil and gas – 70%

▸ Conventional power – 20%

▸ Others (non-energy) – 10%

Headquarters: Gloucester, UK

Year established: 2009

Number of employees: 40

Revenue: £4.3m

Revenue from exports: 65%

AIS’ solution was built upon several key advantages. The team’s combined 15 years of experience in project management and design, proficiency with multiple design software platforms including Navisworks, NX, Solid Edge, SolidWorks, Scene 3D and AutoDesk, and an extensive PFP product range allowed them to address any fire protection scenario.

The results were impressive despite the challenges. AIS delivered the design and manufactured products on time, facilitated a seamless technology transfer to the installation contractor, successfully implemented multiple product types while maintaining PFP integrity, and increased profit margins by 8%. This success has reinforced AIS UAE’s position as an industry leader capable of tackling complex projects that others might avoid, and contributed to consistent revenue growth from AED 10.6m in 2021 to AED 20.9m in 2024.

By prioritising collaboration, investing in technical capabilities and maintaining an unwavering commitment to project success, AIS UAE transformed a challenging assignment into a showcase of its ability to deliver under difficult circumstances.

AIS (UK)

Investing in people to sustain rapid growth

Story type

#people & competency (main category) #culture , #scale up

Benefits

▸ Safety performance has improved while staff turnover reduced

▸ Investments in growth and diversification.

Key findings

For young people

How is AIS thriving?

Following the strategic acquisition of CRP Subsea in late 2022, AIS has experienced enormous growth, doubling revenue from £68m in 2022 to £137m in 2024 while expanding its workforce from 373 to 728 employees. This expansion has been successfully managed through targeted investments in safety culture, workforce development and employer branding, which has resulted in significant improvements in safety performance, talent retention and operational efficiency.

The challenge – AIS’ acquisition of CRP Subsea created an immediate challenge – 64% of the company’s expanded workforce had less than 12 months of experience with the organisation, meaning the company’s strong safety culture and operational practices were at risk of being diluted. Indeed, this was reflected in safety statistics in the immediate post-acquisition period, with total recordable injuries reaching 8.8 per million hours worked in 2022.

The rapid growth created additional strain as the company wrestled with talent retention in a highly competitive labour market. With facilities located in areas featuring several established manufacturers, AIS faced challenges in attracting and retaining skilled employees, particularly during a period of high inflation and market competition. The company also needed to integrate different corporate cultures and operational practices while maintaining its rigorous safety and quality standards.

For a business built on technical expertise and specialist products, ensuring consistent competency across an expanded global operation became critical to maintaining product quality and operational efficiency. Without addressing these workforce challenges, AIS risked compromised safety standards, increased staff turnover and potential impacts on its ability to deliver high-quality products to demanding clients in the energy sector.

The solution – AIS recognised that its continued growth depended on addressing these people-centric challenges. In response, it implemented a comprehensive strategy focused on safety culture, talent development, employee retention and employer branding.

The cornerstone of this approach was the

Andrew Bennion Veronika Baker CEO Chief Corporate Services Officer

Think Safe initiative, launched in 2023 to align safety standards across all its sites worldwide, from Brazil and France to Dubai and the UK.

A £100,000 investment, the programme involved interactive sessions with inspirational speakers designed to embed a proactive safety culture and empower employees to take ownership of workplace safety.

At the same time, AIS pressed ahead with skills development through a substantial investment in training, particularly for site technicians who are critical to product quality and safety. The company dedicated 1,124 days – equivalent to more than three years – to training site technicians alone, at a cost of around £337,000. This comprehensive training programme included in-house product application courses, first aid certification, site management training, offshore safety induction and working at height courses.

Meanwhile, to improve talent retention in a competitive market, AIS introduced salary benchmarking for all UK employees in 2023. This analysis resulted in salary adjustments costing more than £850,000 – representing 4.48% of the total UK wage bill. The company also enhanced its career development offerings, sponsoring 14 MBAs and supporting numerous professional qualifications such as CIMA certifications and chartered engineering accreditations.

The company also reorganised its sales structure to enable cross-selling of all product lines. This involved lunch-and-learn sessions, internal sales conferences and cross-team learning to ensure sales staff could effectively represent the expanded product portfolio, and has been particularly successful in the Middle East, where this combined sales approach has driven significant growth.

In terms of attracting new talent, AIS has invested heavily in its employer brand. Here, initiatives have included sponsoring the Gloucester-Hartpury women’s rugby team, delivering STEM outreach in local schools, participating in careers fairs and supporting youth sports. These activities have served to increase local awareness of AIS as an employer while demonstrating its commitment to community engagement.

It has been an extremely busy period, with impressive results. Safety performance has improved dramatically, with total recordable

▸ Embrace curiosity, be proactive, and take advantage of the opportunities available to learn and grow.

For industry

▸ The business is only as good as your people. You need to invest in your people. Need to retain and train.

For government

▸ Support for the supply chain. There needs to be a UK energy strategy-where is the joinedup energy plan incorporating grid etc.

AIS (UK) at a glance:

Key products and services: design and manufacture advanced solutions that safeguard people and critical assets.

Main industries served:

▸ Oil and gas – 73%

▸ Offshore renewable energy – 15%

▸ Others (non-energy): marine, ports, harbours and industrial – 12%

Headquarters: Gloucester, UK

Year established: 2007

Number of employees: 728

Revenue: £137m

Revenue from exports: 81%

injuries decreasing from 8.8 per million hours worked in 2022 to 3.4 in 2024. One UK site went from a record high injury rate in 2023 to zero recordable injuries in 2024. Staff turnover has reduced by one-third since early 2023, while internal promotion and career progression opportunities have increased significantly.

AIS’ leadership development programme, which engages around 20 colleagues annually, has fostered innovation and achieved cost savings while building stronger relationships across departments. Employees have benefited from these expanded career opportunities, with notable examples including a receptionist becoming a management accountant and a lab technician advancing to principal engineer.

These initiatives have driven AIS’ exponential growth, enabling the company to double its revenue from £68m in 2022 to £137m in 2024. Looking ahead, AIS will continue to invest in growth, with a focus on diversifying into new areas such as fire protection for lithium batteries. The company anticipates a further 10% growth in 2025, building on its successful integration of acquisitions and continued commitment to developing a skilled, engaged workforce across its global network.

Allelys

From family business to leading UK heavy lift specialist

Richard Beardmore Chief Commercial Officer

How is Allelys thriving?

By implementing a bold growth strategy focused on equipment investment, geographical expansion and workforce development, Allelys has transformed from a regional player into the UK’s largest heavy lift and specialised transport company.

This growth has been supported by strategic acquisitions, including the purchase of a competitor’s heavy haulage fleet. The company has also expanded from one to three UK locations since 2021, opening offices in Stoke-on-Trent and Felixstowe to better serve clients nationwide.

Today, the company transports critical infrastructure for projects across the UK and is recognised as the largest heavy lift and specialised transport company in the country, fifth in Europe and 27th globally.

The challenge – As a family-owned business operating in a capital-intensive industry, Allelys faced significant challenges in scaling up to meet evolving market demands. The heavy haulage sector requires substantial investment in specialised equipment, with global competitors often having access to greater resources than UK-based companies.

The industry had previously experienced difficult times thanks to challenging commercial rates which made investments risky and without certainty on returns. What’s more, the energy sector was undergoing a wholesale shift towards more sustainable infrastructure – for companies like Allelys, there was a growing necessity to adapt their capabilities to support more complex projects.

This was made even more challenging by the UK’s aging road network, which presents issues for transporting the heavier components required for clean energy infrastructure. Obtaining special order permits became increasingly convoluted, while regulatory changes at ports created additional obstacles for project logistics.

Despite these barriers, Allelys recognised

the need to substantially scale up its operations to meet growing demand and compete with global players. To do so successfully, it needed to expand its fleet and technical capabilities, all while maintaining the agility of a family-owned business.

The solution – Equipment investment, geographical expansion and service development have been at the heart of the Allelys strategy.

In 2024, the company acquired a range of girder frame trailers, modular axles and heavy ballast trucks – all critical equipment to support energy transition projects in the UK. As a result of this acquisition, alongside additional equipment purchases, the firm’s total trailer capacity shot up by 40.75% to 19,475 tonnes (from 13,835 tonnes in 2021). This growth included a 60% increase in modular trailers/dollies, which has been key in allowing Allelys to handle more projects simultaneously.

A key differentiator for Allelys is its ability to make quick decisions based on its familyowned structure. This agility has enabled the company to seize market opportunities when competitors were hesitant, particularly in supporting energy transition projects where larger, more cumbersome organisations struggled to adapt rapidly. The purchase of its major crane, the AK912 (one of the largest mobile cranes in the UK with a 1,200-tonne capacity), in early 2023 exemplified this responsive approach to market demand.

To better serve clients nationwide, Allelys expanded from a single location to three strategic offices, adding bases in Stoke-onTrent in 2021 and Felixstowe in 2025. The Felixstowe office strategically positioned the company near critical port infrastructure, which has facilitated more efficient management of complex imports for energy projects. The company has also increased its workforce by 60% since January 2021 while enhancing its front-end feasibility capabilities to help clients navigate the complex logistics of moving oversized components.

This integrated approach is already paying dividends both in terms of performance and recognition. In 2024, Allelys was named the largest specialised transport company in the UK. Meanwhile, the number of special order permits received increased by 104%

Story type

#scale up (main category) #transformation

Benefits

▸ Strengthened market leadership in heavy lift and abnormal load transport

▸ Since 2021, Allelys opened two new offices, increased workforce by 60% and 104% rise in special order permits.

Key findings

For young people

▸ Put your hand up, take opportunities, build your experience and explore different avenues and teams.

For industry

▸ Share what is important to your business, be open and let the supply chain support those challenges.

For government

▸ More investment in British businesses.

Allelys at a glance:

Key products and services: heavy lift, specialist transport and installation.

Headquarters: Studley, UK

Year established: 1959

Number of employees: 150

between 2021 and 2024, reflecting growing demand for movement of abnormal loads, particularly in the energy sector.

Indeed, the company has successfully delivered numerous landmark projects supporting critical infrastructure development.

In Northern Ireland, Allelys transported the heaviest loads ever to travel on the country’s road network as part of the Kilroot power project, setting new records while delivering essential energy infrastructure. The firm also moved the biggest abnormal loads ever transported within Suffolk for the Eye power station, a task which involved navigating complex route constraints. In addition, Allelys became the first company to execute a double girder frame convoy in the UK.

By combining strategic investment, geographical expansion and workforce development, Allelys has strengthened its position as the UK’s leading heavy lift and specialised transport company while maintaining the flexibility that distinguishes it in the market. With continued growth forecast for 2025, the still-family business is well-positioned to play a crucial role in supporting the nation’s infrastructure development and energy transition.

AlSuwaiket & AlBusaiyes Lawyers and Legal Consultants (SB Lawyers)

Navigating legal complexities in Saudi Arabia’s transforming economy

Bader Al Busaiyes Founder & Managing Partner

How is AlSuwaiket & AlBusaiyes Lawyers and Legal Consultants thriving?

By positioning itself as a cultural bridge between international companies and Saudi Arabia’s evolving regulatory landscape, SB Lawyers has established a reputation for exceptional legal services within the Kingdom’s rapidly expanding economy. Departing from traditional legal practice approaches since its founding in 2006, the firm has developed specialised expertise in areas aligned with Vision 2030, including corporate restructuring, mergers and acquisitions, and regulatory compliance. This client-centric strategy has attracted multinational clients across diverse sectors, with particular success in oil and gas, energy, construction, and retail. In blending local knowledge with international standards, SB Lawyers has created a distinctive service proposition that resonates with foreign companies entering the Saudi market.

The challenge - Operating within Saudi Arabia’s rapidly evolving legal landscape presents distinctive challenges for law firms. The Kingdom’s economic transformation under Vision 2030 has triggered continuous regulatory changes, which requires legal practitioners to constantly update their knowledge and adapt their services. This dynamic environment, combined with increasing competition from both local and international firms, requires a strong focus on differentiation and specialisation.

For SB Lawyers, these market pressures were compounded by rising client expectations. International companies entering the Saudi market – the vast majority of which have limited understanding of local regulations –require not only technical legal expertise, but also culturally sensitive guidance that bridges Western business practices with Saudi legal frameworks. Additionally, these clients demand quick responses, greater transparency and more personalised service.

Against this backdrop, SB Lawyers recognised that traditional approaches to legal practice would not suffice. The firm needed to develop innovative strategies that would

enable it to capitalise on the unprecedented opportunities created by Saudi Arabia’s economic transformation.

The solution - Rather than adopting traditional approaches to legal practice, SB Lawyers has embraced modern methodologies since its founding in 2006, positioning itself as a forwardthinking legal partner for international businesses.

Central to this strategy has been the development of specialised expertise in areas aligned with Vision 2030 priorities. The firm has cultivated deep knowledge in corporate restructuring, mergers and acquisitions, and companies’ law and regulations – this has enabled it to guide international clients through the complexities of establishing operations in the Kingdom. Indeed, such specialisation has proven particularly valuable as Saudi Arabia’s economic diversification has accelerated and created new opportunities for the company across multiple sectors.

The firm has also prioritised understanding the distinct needs of its international clientele. Recognising that many foreign companies enter Saudi Arabia with limited knowledge of local regulations, SB Lawyers has refined its service model to provide not just legal advice but comprehensive cultural guidance. This helps clients navigate both the technical and cultural aspects of doing business in the Kingdom, thereby reducing their risks and facilitating smoother market entry.

Technology adoption has been another key component of SB Lawyers’ strategy. Here, the company has implemented AI-powered legal research tools and advanced file management systems to enhance efficiency and service delivery. These investments have enabled SB Lawyers to respond more quickly to client inquiries and manage complex legal matters with greater precision, addressing the increasing expectations for rapid, high-quality service.

Building strategic networks has further strengthened SB Lawyers’ market position. For instance, the firm actively collaborates with chambers of commerce and other nongovernmental organisations that promote bilateral agreements. This helps to increase exposure to international clients while contributing to Saudi Arabia’s economic development goals, and has proven invaluable for business development, particularly in the energy sector and adjacent industries.

ALSUWAIKET & ALBUSAIYES Lawyers & Legal Consultants LLC.

#service & solutions (main category)

Benefits

▸ Increase in business of 10% expected in 2025.

▸ Strengthened market position and retention rate.

Key findings

For young people

▸ Be proactive, be yourself and own your development.

For industry

▸ Adapt to transformation, your ability to anticipate and respond to it is paramount.

For government

▸ Provide more localised banks and funds for SMEs.

Al Suwaiket & Al Busaiyes Lawyers and Legal Consultants at a glance:

Key products and services: legal consultancy services.

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 10%

▸ Others (energy) – 15%

▸ Others (non-energy): retail, construction, maritime, healthcare, petrochemicals – 50%

Headquarters: Al Khobar, KSA

Year established: 2006

Number of employees: 10

Revenue: £3.7m

The implementation of these strategies has not been without challenges, however. SB Lawyers has had to navigate the Kingdom’s evolving regulatory landscape while addressing talent acquisition hurdles and managing cultural and organisational changes. Despite this, the firm’s commitment to innovation and client service has enabled it to overcome these obstacles and establish a distinctive position in the market.

Indeed, SB Lawyers has seen increased client retention rates and strengthened its market position, particularly among multinational companies entering Saudi Arabia. The firm has also enhanced its operational efficiency and attracted top legal talent, which has laid the foundation for sustained growth. With a projected 10% increase in business for 2025, SB Lawyers is well-positioned to capitalise on the ongoing opportunities presented by Saudi Arabia’s economic transformation.

Amarinth

Pivoting its pumps towards the energy transition market

Alex Brigginshaw

Commercial Director

How is Amarinth thriving?

By combining sustained R&D investment with a strategic focus on the energy transition, Amarinth has positioned itself as a leading specialist in centrifugal pumps for critical applications across multiple energy sectors.

Now the UK’s last privately-owned APIcertified pump manufacturer, the company has maintained consistent growth of around 10% annually over the past five years, with expectations of 30-40% growth in 2025.

The challenge – After establishing itself over two decades as a niche manufacturer of high-quality centrifugal pumps primarily for the oil and gas sector, Amarinth faced the industry-wide challenge of navigating the energy transition. With 75% of its revenue coming from oil and gas, the company needed to respond to the increasing global pressure to reduce carbon emissions following multiple COP agreements.

Adding to this challenge, end-user expectations have been evolving rapidly. Customers are demanding higher quality, more stringent documentation and improved environmental credentials from their suppliers. The previously accepted ways of working were no longer sufficient as clients faced growing pressure to report on carbon management and sustainability.

As a specialist manufacturer, Amarinth needed to find a path that would allow it to diversify beyond its traditional oil and gas base while maintaining its reputation for quality and short lead times in bespoke pumping solutions. This would require identifying which sectors could benefit from the company’s specialised expertise and making the appropriate adjustments to its manufacturing processes and service offerings.

The solution – Amarinth embarked on a strategic evolution centred on embracing the energy transition while building on its established expertise. Rather than abandoning its oil and gas heritage, the company leveraged its strong reputation to expand into adjacent energy sectors, particularly focusing on areas where its high standards and specialised knowledge would be valued.

A cornerstone of this approach has been the company’s unwavering commitment to R&D, maintained even during challenging market conditions. This investment has focused not only on product development but also on process improvements, enabling Amarinth to meet increasingly stringent customer requirements for environmental performance and documentation.

Five to six years ago, the company began a focused assessment of where its specialised skills could add value in other industries within the energy sector. This led to expansion into several key areas, including nuclear power, where Amarinth has supported Sizewell B for over a decade and is now positioned to participate in the Sizewell C consortium. The company has also developed capabilities for offshore and onshore renewable energy, which now represent 5% of its business compared to zero five years ago.

Recognising the growth in liquefied natural gas (LNG) and floating LNG facilities, Amarinth invested in developing specialised cryogenic pumps. This investment has recently been boosted by a successful grant award from Innovate UK, to support a £500k 18-month investment project starting in May 2025, which will enable the company to develop its latest range of multistage cryogenic pumps for LNG and carbon capture applications.

To support these diversification efforts, Amarinth created a dedicated position for renewables sales development and invested in extensive process documentation through working maps and a document management system.

The company has also taken significant steps to improve its own environmental performance. After obtaining ISO 14001 certification 10 years ago (ahead of many competitors), Amarinth pursued carbon reduction through ISO 14064 certification in 2022. Here, the company has invested in equipment to become carbon neutral, including battery power backup and access to biomass capability for additional power when needed.

As a privately-owned business led by brothers Oliver and Alex Brigginshaw, Amarinth has been able to take a long-term view of these investments without pressure from external shareholders. This has allowed the company to maintain its focus on controlled growth while evolving its

Story type

#transformation (main category)

#diversification, #energy transition

Benefits

▸ Increase in revenues derived from renewable energy.

▸ Expected accelerated growth for 2025.

Key findings

For young people

▸ Always reflect on what you learn as you go along. Constantly ask if you are unsure on anything.

For industry

▸ Have a roadmap for everything you do, don’t just jump for the primary objective, work hard on the “rowing” aspect to get where you want to get there.

For government

▸ Make decisions on what the hydrogen landscape looks like here in the UK and make decisions which reflect on that view for the next 20+ years.

Amarinth at a glance:

Key products and services: design, application and manufacture of centrifugal pumps and associated equipment.

Headquarters: Woodbridge, UK

Year established: 2002

Number of employees: 56

offering to meet changing market demands.

The results have been impressive. In addition to consistent revenue growth, the company has nearly doubled its workforce over the past five years while maintaining exceptional staff retention – over 65% of employees have been with the company for more than a decade. Meanwhile, the business mix has transformed, with nuclear and renewables now representing significant portions of revenue.

Looking ahead, Amarinth expects accelerated growth of 30-40% in 2025 as its investments in new capabilities begin to pay off. The company continues to focus on the energy sector, with plans to grow within its existing geographical markets rather than seeking entirely new territories.

Apave

Growing out from French roots to thrive on the international market

Shiju Kumar Operations Director, Middle East & India

How is Apave thriving?

Apave has transformed from a predominantly French technical services company to a global risk management provider, in particular thanks to the robust five-year strategic plan based around, among other things, geographical expansion. With a history dating back to 1867, the company has implemented an ambitious growth strategy that has doubled its international revenue share to 40% and expanded its presence to nearly 60 countries. Through approximately 25 major acquisitions between 2020-2025, Apave has grown from 11,000 to 17,500 employees worldwide while increasing group revenue from €950m to €1.4bn.

The challenge - Despite its 150-year heritage in technical risk management, Apave faced significant growth limitations within its historically French-focused business model. By 2020, international markets generated less than 20% of revenue, leaving the company overly dependent on its mature domestic market where growth opportunities were becoming increasingly limited.

This concentration of business presented a strategic risk, especially in an industry where global presence increasingly determines competitiveness. Additionally, many potential clients were seeking comprehensive risk management partners who could provide consistent service quality across multiple countries and technical disciplines.

To secure long-term success, Apave needed to rapidly expand its global footprint while maintaining the technical excellence and trust that had defined its brand. This required not only identifying strategic acquisition targets across multiple countries, but also successfully integrating diverse work cultures and operational standards under one cohesive global organisation.

The solution - In 2020, Apave launched a five-year strategic plan centred on aggressive international expansion through carefully targeted acquisitions. Rather than pursuing random growth opportunities, the company established a dedicated merger and acquisition team to identify businesses that offered strategic alignment with Apave’s core capabilities and geographic ambitions.

This approach was built on three fundamental pillars. ‘Proximity and Agility’ ensures Apave remained close to clients while creating a leaner, more responsive organisational structure. Here, the company has standardised key processes across regions and invested in systems that allowed for consistent service delivery, all while maintaining the flexibility to adapt to local market demands.

‘Strategic Sector Focus’ is the second pillar. This has involved directing resources towards high-potential industries, for example in the Middle East and India where energy and infrastructure sectors presented significant growth opportunities. While maintaining strength in traditional markets, Apave began expanding into emerging fields such as hydrogen solutions, zero-carbon initiatives and renewable energy services.

The third pillar, ‘Empowered People Culture’, is about emphasising trust and ownership among team members. This cultural foundation was reinforced through a comprehensive Corporate Social Responsibility strategy built around five components, including employee health and safety, sustainable transition training, gender equality, employee development, and supporting customers in their own sustainability journeys.

To address the complex challenge of integrating diverse organisations, Apave established a specialised integration division with dedicated managers assigned to each acquired entity. These teams worked to ensure smooth transitions while preserving the unique strengths and local expertise of each acquisition – an approach that proved critical to maintaining client relationships during periods of organisational change.

Many acquisitions have been made since 2020, a recent one being Aktio, a French carbon accounting specialist. Certified as a B-Corp™ since 2022, Aktio combines consulting excellence with technological innovation through its SaaS software for accounting and managing greenhouse gas emissions. With around 40 experts in climate consulting and web development, Aktio had already supported 500 organisations in their decarbonisation challenges, with its software being utilised by dozens of partner consulting firms.

Apave’s expansion into North America demonstrates the global scale of its ambitions. In the second half of 2024, the company reached an agreement to acquire IRISNDT, a specialist in non-destructive testing and inspection with significant presence in the US, Canada, Australia and the UK. Founded in 1953, IRISNDT provides a range of services including non-destructive

Story type

#scale up (main category)

Benefits

▸ Revenue growth of €450m in four years.

▸ Operation now reaching 60 countries.

Key findings

For young people

▸ Continuously develop your skills.

For industry

▸ Cultivate a culture of curiosity and diversity.

For government

▸ Integrate in-country value with international expertise.

Apave at a glance:

Key products and services: risk management services.

Main industries served:

▸ Energy – 20%

▸ Industries – 32%

▸ Infrastructures & construction – 10%

Headquarters: Courbevoie, France

Year established: 1867

Number of employees: 17,500

Revenue: £1.4bn

Revenue from exports: 43%

testing, asset integrity engineering, software applications, wind services, and specialised mechanical services across sectors including energy, chemicals and agriculture.

With these two and several other acquisitions successfully made, growth has followed. Between 2020 and 2024, Apave’s revenue increased from €950m to €1.4bn, with international business doubling its contribution to 40% of total revenue. The company successfully completed approximately 25 major acquisitions during this period, expanding from 11,000 to 17,500 employees worldwide and establishing operations in nearly 60 countries across North America, Europe, the Middle East, Asia and Australia.

This geographic diversification has been complemented by sector expansion, with Apave strengthening its position in both traditional and emerging markets. In the Middle East region alone, the company now generates €52m in annual revenue with a workforce of 1,100 employees.

Looking ahead, Apave continues to target expansion in North America, Europe, the Middle East and Southeast Asia, with particular emphasis on renewable energies. The company is also exploring early-stage applications of artificial intelligence to enhance its inspection tools and operational efficiency.

Applica Resourcing

Specialist recruitment for a sustainable energy future

Louisa Batten Group Commercial Director

How is Applica Resourcing thriving?

Applica Resourcing has transformed its talent acquisition strategy through training investment, leadership development and measured market expansion. By replicating its successful UK model in the US, appointing key leadership, and enhancing internal processes, the firm has doubled its US business and increased global EBITDA by 135% in 2024. Critically, the firm is successfully filling roles where others have failed, helping several energy firms along their sustainable transition journeys.

The challenge – As a specialist in resourcing and manpower solutions for global energy transition projects, Applica Resourcing plays a vital role in accelerating the shift toward a more sustainable energy future. However, like many others in this evolving landscape, the company has encountered several hurdles in making key changes.

Where fossil fuels have been the dominant energy source globally for over 150 years, major projects, clients and specialist industry recruiters alike have until recently been focused on building knowledge and expertise in this domain. Resultantly, the skills and understanding to support the drive to clean energy are yet to catch up.

Equally, the transition to clean energy cannot happen overnight. As the world develops new sustainable energy sources, the need for fossil fuels to enable that transition still exists, along with the need to limit their carbon impact.

This has created an unprecedented challenge. While the surge in demand for specialist skills in relation to renewable energy transition projects continues to grow, there is also fierce competition for talent across the energy industry more broadly, making recruitment increasingly difficult.

At the same time, many skilled oil and gas workers are hesitant to make the transition to renewables due to concerns over pay, job security, and the transferability of their expertise. And while universities and training

programs are expanding their focus on renewables, real-world experience on major projects cannot be fast-tracked.

All this combined, Applica Resourcing has found itself faced with a shortage of technical expertise, with demand for specialised skills outpacing supply.

The solution – After speaking with various clients and hiring managers who had struggled for months to fill critical roles, it became clear that a new approach was needed.

Applica Resourcing itself faced another challenge: gaining traction in the US market. Despite bringing on experienced technical recruiters from the national energy sector, success in the region has remained elusive.

In contrast, the UK told a different story. The company had built strong relationships with several large organisations and was achieving significantly better results, in large part thanks to the leadership team’s deep industry expertise and hands-on approach. Having held senior roles at some of the world’s largest energy manpower firms, these leaders not only provided strategic oversight but also were conducting in-person training, coaching, and direct client engagement.

This accessibility to senior leadership proved invaluable in driving business growth in the UK. Recognising this as a competitive advantage, the company saw an opportunity to replicate this model in other regions.

Applica Resourcing resultantly set about investing in the development of its teams, equipping them with a deeper understanding of the energy transition sector. The idea was to help them to grasp project nuances more effectively and build stronger, more strategic relationships with clients. Additionally, the company aimed to expand its approach to talent acquisition, identifying and developing transferable skills from adjacent industries.

This shift in strategy led to several key changes from Q3 2023 onwards. Indeed, the firm’s recruitment director relocated to Applica Resourcing’s office in Houston to re-build the team. Then, in January 2024, it also engaged a consultant to carry out a people audit – an objective review to assess competencies, processes and training, as well as eliciting employee feedback.

Story type

#people & competency (main category)

#culture, #service & solutions

Benefits

▸ Applica’s US business doubled in size.

▸ Global EBITDA increased 135% in 2024.

Key findings

For young people

▸ Work hard and learn from your peers.

For industry

▸ Recognise we still need oil and gas expertise and skills to fill the gaps in energy transition.

For government

▸ Actually invest in net zero initiatives to move projects forward and reach goals.

Applica Resourcing at a glance:

Key products and services: resources and manpower solutions.

Main industries served:

Headquarters: Manchester, UK

Year established: 2018

Number of employees: 29

A specialist executive coach was also brought in to work with the leadership and management teams, and the company invited its clients and senior contractors to come and run workshops for the recruitment teams. Further, Applica Resourcing then also appointed an internal talent acquisition manager who worked with the consultant and Head of HR to improve its hiring strategy.

Crucially, the company invested in a ‘Train the Trainer’ program, bringing in a training expert to equip leadership and management teams with the skills needed to develop and deliver high-impact training programs.

The results of these efforts have been significant. Not only has the firm’s US business doubled in size, but its Global EBITDA increased 135% year over year in 2024, largely driven by business from seven new clients that have been retained thanks to Applica Resourcing filling positions where other agencies had failed.

These figures paint an incredible success story. Indeed, the company is excelling while supporting key industry players as they continue to build momentum in driving forward the global energy transition.

Arup

Spearheading a sustainable future with geothermal and CCS

How is Arup thriving?

Having taken the decision to shift its focus to 100% low-carbon energy, not taking on any new energy commissions involving the extraction, refinement, or transportation of hydrocarbon-based fuels, instead focusing on CCS, geothermal, and renewable technology solutions, Arup’s sustainable pivot is already paying off. Now spearheading a variety of world-first solutions and key projects, the firm’s CCS revenues have doubled in two years, with income from geothermal projects also growing at 20% annually. With a growing portfolio, new talent, and plans to establish a dedicated UK energy business, Arup is firmly positioning itself as a leader in a sustainable energy future.

Story type

#energy transition (main category)

#collaboration, #culture, #innovation, #environmental sustainability & social impact

Benefits

▸ Revenues from CCS solutions doubled in two years, with geothermal portfolio growing steadily at 10-20% per year.

▸ Dedicated business to lead CCS and geothermal operations being planned.

Key findings

For young people

Trystan Cowen

The challenge – Established in 1946, global engineering and sustainable development consultancy Arup has continued to move with the times. Fast approaching its 80th anniversary, a core priority for the company today is considering the impact of its work on the planet.

Since 2022, the company has opted to move entirely away from oil and gas, except for decarbonisation and decommissioning projects, adopting a 100% low carbon energy focus going forward.

Naturally, this low-carbon energy strategy has presented many challenges, with the firm having had to make significant operational adaptations.

That pivot included carbon capture and storage (CCS), with Arup currently building its knowledge, capabilities and talent base while also expanding its market footprint at speed. Further, the firm has also been building up its geothermal energy expertise with the goal of solving challenges relating to heat decarbonisation – be it for homes, industries, or otherwise. These technologies complement Arup’s existing expertise in wind, solar, hydrogen, and other low-carbon solutions.

Boosting capabilities in CCS and geothermal has been a conscious choice, yet a difficult one for the firm to make from a commercial perspective, transitioning away from the oil and gas market at a time when the industry is booming.

The solution – Indeed, since 2023, Arup has

Rob Hines

Melanie Thrush Senior Consultant CCUS Geologist UK IMEA Geothermal Skills Champion

made significant strides, with its dedicated geothermal and CCS teams collaboratively exploring how these two key technologies can complement each other.

During market research, the firm identified an opportunity to help clients that are constrained with significant heat requirements, leveraging its new energy skills to provide clients with alternative, worldfirst solutions. In the UK, for example, one of Arup’s clients is aiming to decarbonise the heating system of its CCS operations.

At one of the client’s sites, Arup identified geothermal reservoirs with strong potential. Following thermal modelling, it proposed 1.5 to 3-kilometre-deep well doublets capable of generating between 3MW and 10MW of thermal energy. While the exact output depends on local hydrogeological conditions, the potential is substantial.

In 2024, Arup was also appointed to deliver the engineering concept design and definition package for key components of the Morecambe Net Zero (MNZ) LCO� Shipping Value Chain programme in Barrow. Arup carried out comprehensive screening, design, and engineering studies to ensure technical feasibility and safety, integrated modular design principles to enable future storage expansion, and further extended its work to explore clean geothermal energy as a means of meeting the site’s high electricity demand.

This project is significant for several reasons. MNZ is set to become one of the world’s first marine-based carbon capture and underground storage hubs. It has the potential to be the UK’s largest CO2 storage complex, with a total capacity of up to one gigatonne over its lifetime. Further, beyond its environmental impact, MNZ represents an opportunity to preserve regional employment, creating new jobs, and drawing international investment to stimulate the local economy.

Despite the challenges that Arup has encountered

▸ Focus on careers within sustainable energy, such as CCS and geothermal technologies, that have the potential for significant growth.

For industry

▸ Explore ways – two or more key technologies can complement each other.

For government

▸ Always factor comprehensive screening, design, and engineering studies to ensure technical feasibility and safety ahead of any project.

Arup at a glance:

Key products and services: design, engineering, architectural, planning, advisory and sustainability services.

Main industries served:

▸ Renewables (all) – 50%

▸ Others (non-energy) - 50%

Headquarters: London, UK

Year established: 1946

Number of employees: 18,000

Revenue: £2.2bn

in transitioning to these technologies, they are attractive for several reasons.

Geothermal energy, for example, can provide long-term energy cost certainty. It provides long term energy cost certainty and is not affected by network constraints, or intermittency, making it a reliable, standalone solution. Additionally, it holds potential for broader community benefits, such as district heating. The firm has also seen strong interest from young professionals and graduates eager to build careers in the sustainable energy sector.

Arup is already seeing strong returns from its transition. In just two years, revenues from its CCS solutions have doubled, while its geothermal portfolio is growing steadily at 10-20% per year, with the company now involved in 15 projects at any one time.

Moving forward, the firm plans to establish a dedicated UK business to lead its CCS and geothermal operations, aiming to accelerate growth and investment in this new, sustainable direction. Having already laid the groundwork for success, it can look forward to continually prospering as it builds its capabilities, capacity, project success stories, and client base moving forward.

ASCO

Futureproofing with a successful Australian expansion

Lee Vettese Business Development Manager - Environmental and Decommissioning

How is ASCO thriving?

With a clear focus on growth and diversification, ASCO is expanding its global footprint to unlock new opportunities and strengthen its international presence. Leveraging EICDataStream, local contacts, country visits and its existing presence to identify high potential regions, the firm successfully secured its first major contract for a new decommissioning service offering in Australia. Building on this initial opportunity, ASCO is now targeting regional revenues of AUD$6 million as it strives for continued success.

The challenge - Founded in 1967, ASCO is a leading logistics and materials management company serving the energy industry, delivering safe, lean, efficient and sustainable end-toend solutions across logistics, transport and freight, warehousing and storage, materials management, environmental services and more.

Even the most established businesses must constantly evolve to seize new opportunities as global energy markets shift and transform. For ASCO, expanding its well-established range of services into new regions offered a logical path to growth, complementing its strong presence in the UK and other key markets.

However, establishing additional operations in alternative regions is a major undertaking, with potential hurdles including regulatory complexities, resourcing challenges, and competition from local incumbents.

The solution - ASCO identified Australia as a key market for further growth - not as a new territory, but as a region where it could significantly expand its well-established footprint. With a presence in Australia for over a decade and existing bases in Perth, Darwin and Dongara alongside mobile camps, the business was ideally positioned to strengthen local relationships and leverage its deep regional knowledge.

In 2022, ASCO used EICDataStream to assess the market potential for launching a new service offering - one that was already well established in the UK. This was followed

by a fact-finding mission in June 2023, during which it became clear that opportunities were more significant than first anticipated. Encouraged by the market conditions and positive client feedback, the team began formulating an expansion strategy.

The next step was defining the most logical and sustainable route to growth. This included reviewing inbound enquiries from across the country, exploring potential joint ventures, and assessing possible acquisition opportunities.

ASCO also undertook a detailed review of the regulatory environment - carefully navigating the complexities of state-specific laws and differing legislative approaches.

Staffing decisions were another key factor. The company had to consider whether to deploy UK-based personnel on a temporary basis or invest in building a longer-term local presence. Balancing experience with flexibility, ASCO developed a blended approach to ensure it had the right people on the ground at the right time.

Thanks to these concerted efforts, ASCO secured its first new service contract during its second visit to Australia in August 2023. This marked a pivotal milestone, demonstrating the company’s capabilities and strengthening ASCO’s reputation as a trusted provider in the region.

Initially, the project was supported by experienced UK staff as needed. However, the operation has since evolved to include two local staff on the ground - one ASCO employee and one contractor - providing operational flexibility and ensuring the business is wellpositioned for sustained delivery.

The results speak for themselves. Having sent the right people at the right time, ASCO capitalised on a significant opportunity after its initial client had been dissatisfied with other service providers. ASCO’s ambitions don’t stop there.

The successful delivery of this project generated AUD$800,000 and opened the door for further growth. The next phase will see the firm secure a subsequent AUD$2 million contract, with Australian revenues now accounting for approximately 22% of total business revenue. Looking ahead, ASCO aims to increase local income to between AUD$4–6 million per year - an ambitious yet achievable target based on the strong foundations already in place.

Story type

#export (main category)

#scale up

Benefits

▸ ASCO secured its first service contract in Australia, establishing a strong local presence and reputation.

▸ Revenue growth in the location and expectation to increase local income to between AUD$4-6 million a year.

Key findings

For young people

▸ The oil and gas industry is not going anywhere in the short-term: build expertise in this sector.

For industry

▸ Don’t hinder growth with risk aversionembrace a balanced approach, weighing risk against ambition, and have greater faith in ideas from those on the ground.

For government

▸ Why is the government knocking back oil and gas? Why are they cutting off an industry that is so important? Don’t hinder the industry as we will lose talented people.

ASCO at a glance:

Key products and services: logistics and materials management.

Main industries served:

▸ Oil and gas – 95%

▸ Offshore renewable energy – 5%

Headquarters: Aberdeen, UK

Year established: 1967

Number of employees: 1,500

Revenue: £525m

Revenue from exports: 26%

ASCO’s strategic expansion in Australiaanchored by long-standing local experience and strengthened by global capabilities - is a clear demonstration of the company’s resilience and agility. By combining deep market understanding with a flexible delivery model, ASCO has not only opened up new revenue streams but also enhanced its international reputation.

In a rapidly changing energy landscape, ASCO is proving that its expertise, adaptability, and client-first approach can drive success - shaping the future of energy logistics and materials management on a global scale.

asset55

Partnering to transform operational performance and emissions reduction

Conor O’Leary Regional Director

How is asset55 thriving?

asset55’s Survive & Thrive story is one of collaboration, partnership and innovation.

By joining forces with Score, the UK-based software engineering company has aligned with client needs, pivoting from a productfocused business to a hybrid software-andservice model for its multidiscipline software, Operate. By combining its digital tools with Score’s expert field services, it is helping to define new standards for safety, productivity, regulatory compliance and emissions management in complex energy operations.

The challenge - asset55 is a company that brings together experienced industry engineers and advanced software developers to deliver innovative solutions for the energy sector. It’s core mission? To improve safety and productivity through execution-specific software.

One of its flagship products, Operate, was designed to improve operational control and visualisation within complex energy operations, helping companies plan and execute maintenance, modifications and shutdowns more effectively. Specifically, Operate was the brainchild of the experienced leaders of asset55, who brought firsthand knowledge and experience from previous roles in the industry. Operate was then brought to life by empowered software developers, all in-house.

When Operate launched, the intent was to provide customers with a standalone software solution that they could use to mitigate operational challenges. However, quickly, asset55 recognised that its clients didn’t just want technology – they wanted software and service support, together in one neat package.

Customers were asking for a turnkey solution comprising powerful digital tools backed by experienced people on-site. It left asset55 with a problem – it had the technology but lacked the on-site service provision and people to support and execute work for customers effectively.

The solution - Enter Score, a global engineering technology services company with deep operational experience, specialising in valve and emissions management and field services. Recognising the potential synergies between

the two companies, Regional Director Conor O’Leary initiated discussions, with the goal of combining asset55’s digital tools with Score’s in-field expertise to better meet customer needs and add value.

The partnership was formalised, with the two firms working together to develop an Emissions Elimination solution, blending software and service to help energy operators identify, control and eliminate emissions directly at the source. asset55 provides the analytics, dashboards, and predictive algorithms, while Score provides the field teams and specialist tools.

Identifying the top four major challenges faced by prospective customers, the two companies-built designed solutions to address real-world challenges and key inefficiencies across energy assets – leaks, joint failures, valve mismanagement, and more.

Together, asset55 and Score now deliver a fully integrated solution that helps clients meet their sustainability targets while improving operational performance. Their combined offering ensures regulatory compliance, eliminates greenhouse gas emissions at the source, and provides intuitive, real-time dashboards to track asset health and repair progress throughout the asset lifecycle.

Using advanced predictive analytics, the Operate platform draws on failure mode data to pinpoint likely emission sources at the component level. This allows customers to proactively prevent emissions in a cost-effective way, shifting from reactive maintenance to predictive, value-driven operations.

In one high-profile case, Score and asset55 together surveyed over 1,000 valves at a Middle Eastern gas plant. In identifying five critical leaks that were responsible for 95% of losses, temporary fixes were implemented to cut emissions by 70%, with permanent repairs planned within the Operate platform. Ultimately, US$1.4 million in savings were achieved from this single use-case.

For asset55, success stories like these have unlocked rapid growth, opening doors to support LNG plants, gas storage facilities and downstream operations globally. Indeed, Operate had 20 customers in the beginning. A year later, that had expanded to 175 customers.

Use cases have also evolved to include valve, flange, and wellhead management. Each remains a blend of software capability and Score’s field

Story type

#collaboration (main category)

#environmental sustainability, #service & solutions

Benefits

▸ Proven asset integrity solutions.

▸ Increased production efficiency.

▸ Clients reducing carbon footprint by an average of 70%, allowing control and visibility of asset emission sources.

▸ Operate division going from 20 to 175 customers in 12 months.

Key findings

For young people

▸ Be yourself and open-minded.

For industry

▸ Don’t get siloed – partnership and collaboration are key to understand challenges.

For government

▸ Actually listen to the public and the industry..

asset55 at a glance:

Key products and services: software engineering.

Main industries served:

▸ Oil and gas – 80%

▸ Offshore renewable energy – 10%

▸ Carbon capture – 5%

▸ Others (energy) – 5%

Headquarters: Sunderland, UK

Year established: 2012

Number of employees: 33

delivery, delivering tangible savings, streamlined maintenance, and faster compliance for clients. Indeed, where emissions reporting traditionally has required months of work by dozens of engineers, it can now be achieved in days, with Operate providing live dashboards, predictive alerts and fully auditable reporting.

Overall, it’s a story of adaptability. Faced with a market need it couldn’t meet alone, asset55 didn’t retreat. It partnered, aligning with Score to create a new benchmark for software-enabled services in the energy sector. According to Score’s Global Emissions Lead, Trevor Flemming, the partnership with asset55 improves “process safety, reliability, and environmental compliance. Scores’ expertise in mechanical service delivery coupled with asset55’s software technology will help empower our industry towards a sustainable future”.

Having shown that the whole is often greater than the sum of its parts, it now stands as a small business punching well above its weight.

AsstrA (Industrial Project Logistics)

Breaking into the project logistics space with landmark petrochemical contract

Deanne Williamson

Story type

#collaboration (main category)

#optimisation, #scale up, #service & solutions

Benefits

▸ Many contract wins, establishing the firm as a credible player in large-scale industrial logistic sector.

▸ IPL secured revenue growth and ambition to expand to the US, Turkey, UAE and the UK.

Key findings

Ian Milne

Project Manager Head of QHSE

How is AsstrA (Industrial Project Logistics) thriving?

By leveraging its technical expertise and collaborative approach, AsstrA Industrial Project Logistics (IPL) has successfully broken into the competitive large-scale project logistics market. The company’s landmark achievement in delivering oversized modules for the INEOS Project ONE in Antwerp has transformed its market presence.

The challenge - Despite AsstrA’s 30year history of providing global logistics and transport solutions, the company faced significant hurdles breaking into the continuous project logistics market for large industrial developments As a relatively new player in this specialised sector, AsstrA needed to focus on increasing brand awareness and building trust with key EPCs, OEMs, and operators.

Large industrial logistics projects require deep expertise in multimodal transport of oversized equipment, precise route planning, rigorous safety protocols, and seamless stakeholder coordination. Therefore, companies that entered the tender process had to meet stringent requirements and demonstrate their dependability.

AsstrA found itself competing against wellestablished competitors. The company needed to demonstrate that it could deliver the same level of expertise and reliability as it previous did on individual heavy lift and out of gauge transports, while bringing fresh thinking and a collaborative approach that would set it apart.

The solution - In 2023, AsstrA identified an opportunity to establish its credentials through the INEOS Project ONE – one of Europe’s largest petrochemical developments.

During the bidding process, AsstrA took a bold approach of complete transparency, showcasing not only its technical capabilities but also its collaborative working style. This strategy impressed both INEOS and the EPC contractor Wood, leading to AsstrA winning the contract in October 2023 to transport nearly 100 oversized outside battery limits (OSBL) modules from the Philippines to Belgium, with a

total volume exceeding 230,000 cubic meters.

The scope involved seven full charter vessels of modular cargoes, with the majority of modules measuring up to 39 x 12 x 11 meters, and near 180 Tons. Just 10 days after signing the contract, the Red Sea crisis created a new and unexpected logistical challenge, requiring new routes and transit times to be identified, resulting in these cargos being transported around the cape of Good Hope. AsstrA’s transparent communication and problemsolving approach during this disruption further strengthened client confidence.

A key technical challenge emerged when the client specified that traditional securing methods such as chains or wires could not be used, as they would damage or deform the modules. AsstrA responded by developing a custom system of clips and stoppers, conducting extensive engineering analysis to assess tension effects on the modules under various sea conditions. This innovative approach required comprehensive assessment of how vessel speeds and ocean swells would affect cargo security.

The company also implemented a rigorous stakeholder coordination process, holding allstakeholder meetings before each operation to ensure everyone understood their roles and responsibilities. These sessions included representatives from INEOS, Wood, AG&P Philippines (fabrication yard), port authorities, equipment suppliers, NDT testing teams, welders and marine warranty surveyors.

When operational challenges arose, such as limited berth availability at the Philippines port where AsstrA had to compete with RO-RO operations, the company worked diligently to secure prioritised loading dates. For each heavy lift operation, comprehensive toolbox talks were conducted to ensure all personnel understood safety protocols and positioning requirements.

The results have been impressive. AsstrA has successfully delivered five of the seven planned shipments, with the sixth currently en route and the final vessel loaded planned Q2 2025. All deliveries have been achieved with zero delays, zero cargo-related incidents or injuries and zero damage requiring rework.

For young people

▸ Push yourself forward to being involved in as many aspects of the business as you can, ask questions.

For industry

▸ Be open to all companies and their solutions, not just the established players you always work with. Innovation can come from all quarters.

For government

▸ The UK must actively showcase its strengths to the world, emphasising its diverse energy sector, while retaining talent, revitalising manufacturing, and supporting universities to drive innovation and global competitiveness

AsstrA at a glance:

Key products and services: logistics and transportation.

Main industries served:

▸ Oil and gas – 4%

▸ Onshore renewable energy – 0.2%

▸ Offshore renewable energy – 0.1%

▸ Nuclear power - 0.1%

▸ Energy storage - 0.1%

▸ Others (energy): EPC – 28.5%

▸ Others (non-energy): chemicals, transport manufacturing, metal industry, equipment, woodworking – 67%

Headquarters: Zurich, Switzerland

Year established: 1995

Number of employees: 1,185

Revenue: £372m

This performance earned AsstrA an additional general freight forwarding contract from INEOS. More importantly, the project has established the firm as a credible player in large-scale industrial logistics.

Looking ahead, AsstrA is targeting further growth in key markets including the US, UK, Turkey and UAE, with planned expansion into sectors such as offshore wind, fertiliser production and pharmaceuticals.

ATPI

How is ATPI thriving?

Lynn Couts Managing Director, Middle East

Dubai-based ATPI Middle East has transformed from a small break-even operation into a profitable regional powerhouse under all-female senior management leadership. Since 2020, the specialist energy travel company has achieved remarkable growth: 39% in 2024, 107% in 2023 and 99% in 2022, whilst expanding from under 30 to over 110 employees in Dubai alone. The company has established a new joint venture in Saudi Arabia with offices in Dammam, Jeddah and Riyadh, transforming it from loss-making to profitable within 12 months with a 431% uplift in operating EBITDA, whilst maintaining an exceptional 98.5% staff retention rate.

The challenge - ATPI Middle East faced major challenges in gaining credibility within the traditionally male-dominated energy sector. Operating from a small Dubai office with limited regional reach and concentrated business in one segment, the company battled perceptions of female leadership in Middle Eastern business. Diverse and fragmented needs across oil and gas, renewables, and emerging energy sectors required specialised solutions beyond standard travel servicessuch as complex crew rotations, regulatory compliance, safety, sustainability, and realtime risk management. Demonstrating these capabilities to prospective clients was critical to building trust, attracting business, and reinforcing brand value.

The solution - Under Managing Director Lynn Coutts’ leadership since 2020, ATPI launched a transformation strategy that turned challenges into competitive advantages. Embracing its all-female senior team as a strategic asset, the company aligned with regional diversification goals and showcased progressive leadership. It also introduced flexible working and engaged with industry associations to anticipate future transformation needs and identify where it could add value.

The strategy centred on six key pillars addressing employee wellbeing: job security, financial security, mental and physical health, support and emotional wellbeing, and work-life balance. Key initiatives have included monthly

wellbeing seminars known as Wellness Wednesdays, on-site personal training, annual health checks and flexible working arrangements. This approach has helped the company to maintain a 98.5% staff retention rate and 91% satisfaction scores in both global and external UAE workplace assessments.

ATPI strategically expanded beyond its core energy and marine clients into sports, corporate, and events travel, while reinforcing its leadership in energy sector travel management. It developed proprietary technology featuring automated approvals, real-time analytics, advanced crew booking, sustainability reporting, and integrated safety with traveller tracking. These solutions enabled clients to consolidate travel with ATPI, reduce risk, ensure compliance, manage costs, and meet evolving needs.

Geographic expansion is a key pillar of ATPI’s growth strategy, marked by a 49% joint venture in Saudi Arabia with offices in three major cities and a team of 75. This move required navigating cultural and regulatory complexities while ensuring consistent service across the GCC. It enabled clients to consolidate travel with ATPI, reduce risk, ensure compliance, manage costs, and meet future needs.

The company implemented embedded service models, placing travel teams directly within client organisations to ensure seamless alignment with operational needs. Technology integration was key to differentiation, with ATPI introducing AIpowered booking tools, predictive analytics for risk management, and API integrations for financial reconciliation. For data, workflow management tools were deployed to improve visibility and streamline crew management processes for the energy sector.

Patrick Shearer, Vice President of Supply Chain at Kent PLC, confirms the value of this approach: “ATPI has been an invaluable partner for Kent PLC, providing tailored travel and logistics solutions that align perfectly with our unique needs. We chose ATPI because of their ability to diversify and adapt to meet the demands of our industry, ensuring seamless operations in even the most challenging environments.”

Story

type

#culture (main category) #people & competency

Benefits

▸ Exceptional 98.5% staff retention rate.

▸ Net Zero status, ISO accreditations, SOC 2 compliance and IKTVA & ICV certification achieved.

Key findings

For young people

▸ Focus on continuous learning, embracing tech and collaborating with others developing a broader understanding while engaging with industry associations for better insights and guidance.

ATPI at a glance:

Key products and services: travel management.

Main industries served:

▸ Oil and gas – 80%

▸ Others (non-energy) – 20%

Headquarters: Manchester, UK

Year established: 1999

Number of employees: 3,000

Revenue: £1.43bn

ATPI achieved significant certifications validating its operational excellence, including Net Zero status, ISO accreditations, SOC 2 compliance and IKTVA & ICV certification in Saudi Arabia and Dubai. The company has also maintained long-standing corporate social responsibility commitments including support for the Sparkle Foundation in Malawi.

Jamie Finnie, Head of Travel at NES Fircroft, emphasises the transformational impact the company has had: “ATPI has been pivotal for NES Fircroft, working closely with our travel team to enhance efficiency and drive growth in the region. Their implant solutions within our offices have provided dedicated, on-the-ground support, ensuring seamless travel management that aligns with our operational needs.”

Looking ahead, ATPI continues to expand its regional footprint with expansion and growth in Oman and Qatar, further leveraging AI-driven automation whilst supporting clients navigating the evolving energy sector landscape. The company’s success demonstrates how embracing diversity, investing in employee wellbeing, and focusing on specialised sector expertise can transform market challenges into sustainable competitive advantages.

Avantis Engine Services

Streamlining 13 suppliers into one trusted engine expert

Russell Milne Operations Manager

How is Avantis Engine Services thriving?

Working to find the best possible solution for a major national oil company (NOC), Avantis Engine Services has built a novel offering in which competitors work as collaborators, bringing together a host of expertise to drive improved results. Looking after more than 250 engines from 40 difference manufacturers, Avantis Engine Services is now a single point of contact for diesel engineering expertise. As a result, the company has seen over 100% revenue growth year on year, and is now exploring diversifying its services with best practice insights and upselling opportunities.

The challenge – Part of the Avantis Group, Avantis Engine Services is a specialist division providing key engine repairs and maintenance services, spare parts and value-add support to a variety of industrial companies. From boiler, heat exchanger, economiser and power plant maintenance to electrical, control, instrumentation and automation services, it is a technical entity that is crucial to the growth ambitions of the wider group.

Largely operating in the Middle East, the company’s core client is one of the region’s leading NOCs. However, the subsidiary has faced several challenges in terms of adapting its capacity in line with demands.

Adequately anticipating demand and scaling as needed has been a major hurdle. Not only has it faced challenges relating to planning and scheduling, but equally in ensuring that it has adequate resources during high service periods, while also scaling down during quieter times.

Critically, Avantis Engine Services has also faced challenges relating to obsolescence due to the age of diesel engine drivers. In fact, ageing equipment led its key client experiencing two catastrophic fire water pump engine failures in the space of just one week, with the threat of operations being shut down as a result.

The solution – Recognising that these challenges are ones that both its client and the

wider industry has faced for decades, Avantis Engine Services set out to find a better approach by providing the continuity of parts and service needed to better maintain critical equipment.

Here, the firm’s diverse, experienced team have been key to this success story, formulating a unique approach in which the company has actively opted to collaborator with competitors to deliver the best possible solutions for its client.

Critically, Avantis Engine Services used its technical expertise to support the NOC and its competitor with knowledge and guidance on the root cause analysis of the failure in their maintained equipment. Working with the engine manufacturer, it also established that the local supply of manufacturing seals and fuel pump parts were no longer available, leading it to engage with another engine workshop as a partner to support engine repairs. These efforts, alongside working with another specialist for engine testing, have seen a significant improvement in outcomes for Avantis Engine Services’ key client.

By showcasing its ability to harness the knowledge and expertise from various industry specialists, the firm’s decision to ensure competitors are working as collaborators has enabled it to bring an engine back to operational health that had been determined to be entirely broken. Further, the firm has helped to secured additional orders for safety critical spares to ensure more responsive and proactive maintenance activities for its client moving forward.

Indeed, there have been challenges in this approach. Different companies working together has presented cultural difference which needed to be bridged. However, having recognised that its client wanted to reduce the complexities it faced in consulting a variety of different vendors and streamline its supply chain, Avantis Engine Services’ one-stop shop solution has been a resounding success.

While the NOC previously had 13 contracts previously, Avantis Engine Services is now a single point of contact as its dedicated diesel

Story type

#collaboration (main category)

#service & solutions

Benefits

▸ Collaborative approach to its competitors as a successful strategy.

▸ Revenue growth of more than 100% in one year.

Key findings

For young people

▸ Network is key and leverage your existing client base.

For industry

▸ When expanding the business to another country, be prepared for cultural differences and respect ways of working that are different from the Western region.

For government

▸ We are on a great protectory for growth – look at acquisitions or investments to demonstrate the commitments.

Avantis Engine Services at a glance: Key products and services: sustainable technologies and lifecycle management.

Main industries served:

▸ Oil and gas – 40%

▸ Renewables – 10%

▸ Others (non-energy): marine transportation – 50%

Headquarters: Bridgend, UK

Year established: 2018

Number of employees: 90

Revenue: £41m

Revenue from exports: 80%

engine expert. The firm will then reach out to its competitors as and when needed, providing a win-win-win situation for Avantis, the NOC and its competitor partners.

In the face of issues, the firm is now able to hit the ground running in finding and implementing resolutions, with its collaborative approach better serving client needs.

Critically, the company’s success is best evidenced by its revenue growth that has increased by more than 100% year on year to US$2.6 million. With Avantis Engine Services now also upselling and diversifying its offering, providing its expertise on industry best practices and the importance of spare parts inventories, it’s incredibly well placed to continue to excel moving forward.

AVEVA

Revolutionising industrial design through digital connectivity

Cormac Ryan

Industry Principal - EPC

How is AVEVA thriving?

By pioneering cloud-based design solutions, AVEVA enables clients to significantly reduce project timelines and costs. Its CONNECT platform integrates tools like AVEVA E3D Design (now part of AVEVA Unified Engineering) and AVEVA Point Cloud Manager, creating digital ecosystems for seamless data access. AP Consultoria e Projetos in Brazil saw field survey teams cut by up to 50% - 90%, survey time by 55%, rework by 29%, and delivery time by 49%.

The challenge - Engineering design companies typically face an array of challenges when executing complex industrial projects. Before implementing 1D, 2D and 3D integrated engineering and design, digital solutions, companies such as AP Consultoria e Projetos in Brazil struggled with extended project durations (averaging 746 days) due to inefficient processes and limited collaboration capabilities.

The fragmentation of project information across numerous documents stored in disparate locations created significant bottlenecks, as team members wasted valuable time searching for critical data. In addition, the coordination of multiple disciplines working simultaneously on the same project proved difficult without a centralised platform, leading to communication gaps and inconsistencies.

Field surveys presented particular challenges as they required large teams to conduct timeconsuming on-site assessments that exposed personnel to potential safety hazards. These inefficiencies ultimately resulted in costly rework, delayed deliveries and reduced competitiveness in a market demanding faster and more accurate project execution.

The solution - AVEVA’s solution to these persistent engineering challenges centres on its innovative cloud based CONNECT platform together with AVEVA Unified Engineering solution, which fundamentally transforms how industrial projects are designed, executed and delivered. A comprehensive digital ecosystem, it brings together powerful tools that enable efficiency and accuracy throughout the project lifecycle.

At the core of this AVEVA Unified Engineering, 3D integrated engineering and design solution is AVEVA E3D Design integrated

with AVEVA’s point cloud technology. This powerful combination allows engineering firms to create highly accurate 3D models of existing facilities and new designs. Rather than relying on traditional, time-consuming manual measurements, the system can incorporate laser scan data to generate precise digital representations of physical spaces. For companies like AP Consultoria e Projetos, this capability has revolutionised their approach to industrial design.

The integration of these technologies addresses several critical pain points in engineering project delivery. By incorporating laser scans of existing plants and facilities with the customer’s engineering data, teams can visualise the complete project environment with exceptional accuracy. This helps to reduces errors and eliminates costly rework that typically results from design clashes or spatial misconceptions.

The technology also dramatically reduces the need for extensive field surveys. Traditional approaches required large teams conducting on-site measurements and assessments, exposing personnel to potential safety risks and driving up project costs. With AVEVA’s solution, these requirements are drastically cut back.

As Thomaz Americano de Costa, Chief Operating Officer at AP Consultoria e Projetos, explains: “We have more accuracy in our projects. We have fewer people taking risks on site. Basically, we can reduce the field survey team by about 50-90%. We had 29% less rework on our projects. Now with CONNECT, we can just work in the cloud.”

This testimonial highlights the multi-faceted benefits of AVEVA’s solution – improved accuracy, enhanced safety, reduced resource requirements, minimised rework and simplified cloud-based collaboration. The centralisation of project information in the CONNECT platform solves the persistent challenge of scattered 1D, 2D and 3D documentation and disjointed workflows that can harm traditional engineering projects. This ensures that all team members, regardless of discipline or location, can access the same up-to-date information for seamless collaboration and consistent decision-making.

The cumulative impact of these improvements is dramatic.

Beyond the technical capabilities, the AVEVA Unified Engineering integrated engineering and design platform includes AVEVA Engineering for 1D and 2D together with AVEVA E3D Design for 3D offers significant

Story type

#innovation (main category)

Benefits

▸ AVEVA’s CONNECT platform has brought many benefits to its customers, including improved accuracy, enhanced safety, minimised rework and more.

▸ Besides that, the AVEVA Unified Engineering solutionals standardises workflows and processes, ensuring consistency across projects and disciplines.

Key findings

For young people

▸ In line with our values of aspiration, trust, impact and curiosity, we would advise young professionals to be proactive, embrace continuous learning, and contribute to the company’s growth and sustainability initiatives, while also prioritising their well-being.

For industry

▸ Understand the digital transformation potential that data-centric, integrated tools have in revolutionising workflows and derisking capital investment across the project delivery lifecycle.

For government

▸ The future of our planet is critical. We want to do our part by sparking industrial ingenuity and connecting industries with trusted information and insights, to drive responsible use of the world’s resources.

AVEVA at a glance:

Key products and services: industrial software.

Main industries served:

▸ Oil and gas – 30%

▸ Conventional power – 15%

▸ Others (non-energy): chemicals, infrastructure, process industries, manufacturing, marine, transportation – 55%

Headquarters: Cambridge, UK

Year established: 1967

Number of employees: 6,500

organisational benefits. The platform promotes standardisation of workflows and processes, ensuring consistency across projects and disciplines. It also facilitates knowledge transfer and training, helping engineering firms build and maintain expertise across their teams.

As industrial projects grow increasingly complex and competitive pressures intensify, AVEVA’s Unified Engineering approach to digital transformation provides engineering firms with the tools they need to meet these challenges. By connecting people, data and processes in a cohesive digital environment, the solution enables companies to deliver projects faster, more accurately and with greater confidence.

Beamex

Delivering

How is Beamex thriving?

John Healy Director of Sales

Beamex has successfully positioned itself as a global leader in calibration excellence by focusing on key infrastructure sectors during challenging economic periods. Founded in 1975, the company has built a comprehensive ecosystem of calibration solutions that help customers improve efficiency, ensure compliance and increase safety across operations. With a strategic focus on regulated industries including oil and gas, nuclear and gas networks, Beamex has leveraged its cutting-edge technology – particularly the groundbreaking Beamex MC6-Ex Intrinsically Safe Advanced Field Calibrator and Communicator and Beamex CMX Calibration Management Software – to transform how critical infrastructure operators manage calibration data. Its partnership with National Grid in particular has demonstrated strong results, saving the operator over 4,000 hours annually.

The challenge - Following Brexit and the COVID-19 pandemic, Beamex faced a challenging business environment that required it to adapt. While not demanding radical transformation, the company needed to refine its approach to address changing market conditions where customers were under pressure to do more with less.

For critical infrastructure operators such as the UK’s National Grid, these pressures highlighted existing inefficiencies in calibration processes. The gas network operator was struggling with siloed data across disparate systems, making it difficult to monitor and accurately assess asset performance. Without standardised processes for recording and storing calibration data, technicians at individual compressor stations were improvising their own solutions and relying on time-consuming, paper-based methods.

This situation created both a challenge and an opportunity for Beamex. The company needed to demonstrate how its calibration ecosystem could address these pain points while positioning itself as an essential partner for operators facing regulatory compliance requirements.

The solution - Beamex focused on enhancing its core offering and targeting key infrastructure sectors where its technology could deliver significant value – specifically, the company con-

centrated on industries where it had established strength while identifying new growth opportunities in gas networks.

A pivotal moment came in 2017 with the introduction of the Beamex MC6-Ex, an intrinsically safe calibrator. This breakthrough allowed Beamex to work in hazardous environments, opening doors to new customers. The hardware innovation was complemented by the company’s CMX Calibration Management Software, creating a comprehensive solution where field devices integrated with centralised calibration management.

Recognising the potential impact in the gas network sector, Beamex organised dedicated user group meetings to bring together the UK’s five major gas networks, the forums involving engineers, IT professionals and management teams to share knowledge and solve problems.

This engagement strategy combined top-down and bottom-up approaches. At the operational level, Beamex teams discussed equipment needs with technicians working at compressor stations. At the same time, senior management conversations focused on enterprise-wide benefits of standardised software solutions.

A key breakthrough came when National Grid, which operates over 20 gas compressor stations across Britain’s transmission system, adopted Beamex’s integrated solution. The implementation included both the MC6-Ex calibrator for field use and the CMX software to centralise calibration data, and delivered exceptional results. By automating calibration processes, National Grid reduced the number of steps required per device, saving 15 minutes per calibration. This efficiency improvement translates to over 4,000 hours saved annually – delivering financial savings running into millions of pounds.

Implementation wasn’t without challenges. Software integration presented complexities which required alignment with existing management systems. Meanwhile, the COVID-19 pandemic delayed the project by nearly a year, and staff changes created additional hurdles. Beamex also needed to win hearts and minds at individual compressor stations, with some sites embracing the new technology quickly.

Story type

#optimisation (main category) #collaboration, #innovation

Benefits

▸ Significant growth of Beamex gas network business in five years.

▸ Strong relationships established with customers.

Key findings

For young people

▸ Be curious and open to change.

For industry

▸ Emphasise the importance of data integrity for smarter decisions.

For government

▸ Continue investing in hydrogen and carbon capture projects.

Beamex at a glance:

Key products and services: calibration equipment, systems and services.

Main industries served:

▸ Oil and gas

▸ Nuclear power

▸ Others (energy)

▸ Others (non-energy)

Headquarters: Pietarsaari, Finland

Year established: 1975

Number of employees: 300

Despite these obstacles, the success of the National Grid implementation became a reference case that opened doors to other gas network operators – indeed, Beamex has seen a significant growth in its gas network business over the past five years, validating its strategic focus on this sector.

The company’s approach emphasises partnership and collaboration rather than transactional sales. By positioning its team as trusted advisors who understand customer needs, Beamex has built strong relationships that lead to long-term business success.

Now, the company continues to adapt its strategy to emerging market needs. Chiefly, it is expanding its presence in hydrogen and carbon capture projects, leveraging its expertise in highly regulated environments to support new energy infrastructure.

With 50 years of experience in manufacturing and developing cutting-edge calibration equipment, Beamex has established itself as a global leader serving over 15,000 customers in more than 140 countries.

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