Inside Energy December 2025

Sector analysis

The rise of wind farm repowering

As the global transition towards clean energy intensifies, wind power has become a cornerstone of decarbonisation strategies across continents. Many wind turbines installed during the early renewable energy boom are now approaching the end of their typical operational lifespan of 20 to 30 years. According to EICDataStream, one of the earliest examples of repowering occurred in 2004 at the Caton Moor onshore wind farm in Lancashire, England. Originally, the farm had 10 turbines with a total capacity of 3MW, but after repowering, it was upgraded to 8 modern turbines generating a total of 16MW.

Repowering can take two main forms: full repowering, where older turbines are replaced with newer, more efficient models; and partial repowering, which involves upgrading critical components such as blades, nacelles, or control systems while retaining parts of the original infrastructure. Advances in turbine technology over the last two decades mean that modern turbines offer significantly higher capacity, even within the same or smaller site footprints. This allows operators to generate more energy with fewer turbines, reducing maintenance costs, minimising visual and environmental impacts and optimising land use, all while improving overall generation efficiency.

Europe, as an early leader in wind energy development, is home to many mature wind farms now approaching the end of their initial operational lives. This aging fleet coincides with ambitious climate goals set by the European Union, which in 2021 adopted a framework aiming to reduce greenhouse gas emissions by at least 55% by 2030. Recognising the potential of repowering to support these goals, several European countries have introduced policies that streamline permitting procedures for repowering projects. Financial mechanisms such as feed-in tariffs, contracts for difference (CfDs) and EUbacked investment programmes have also been put in place to improve the economic viability of upgrading existing wind farms.

According to EICDataStream, the Netherlands leads Europe in repowered wind capacity with approximately 1.4GW, followed by Denmark with 275MW, Germany with 266MW, Italy with 204MW and the UK with 106MW. A standout example of this is the Windplan Groen project in Flevoland, the Netherlands, commissioned in 2024. Windkoepel Groen (WKG) replaced 98 older turbines, that previously had an installed capacity of 168MW, with 90 modern, high-efficiency models, boosting it to around 500MW.

Similar momentum is building in North America, particularly in the US, which is currently the only country in the region with repowered wind capacity. As of now, the US has repowered approximately 2.7GW, with Iowa, Minnesota and California leading the way. While there is no dedicated federal legislation specific to repowering, strong financial incentives, such as the Production Tax Credit (PTC) and Investment Tax Credit (ITC), have played a significant role in enabling these projects. Under the 80/20 Rule, projects that replace at least 80% of the asset's value with new components can requalify for these benefits, creating a strong financial case for repowering older assets.

Yet, beyond these established markets, the global repowering landscape remains uneven. In countries like Brazil, where a growing number of wind farms are approaching the age for potential repowering, progress has been slower. The absence of a clear regulatory framework poses a major barrier, as current legislation does not yet accommodate the repowering process.

Globally speaking, although some regulatory developments are underway, operators still face significant uncertainty. Grid access is another major obstacle: upgrading or securing new connections often involves high costs and long timelines. In many emerging markets, the lack of dedicated subsidies or financial support mechanisms further limits the feasibility of repowering, despite the growing need.

Although challenges remain, the case for upgrading aging wind infrastructure is strong. The benefits make it a smart, long-term strategy for maximising the performance of existing assets. The outlook is equally promising, with an estimated 5.8GW of renewed capacity expected to be commissioned globally by 2030, including upcoming projects in countries like New Zealand and Egypt.

Additionally, more than 650MW of wind capacity in Europe is nearing the end of its operational life, with no confirmed plans for decommissioning or life extension, which leaves room for future repowering. As the world seeks to increase its reliance on renewable energy, repowering may play a bigger role in the energy transition landscape.

The growth of renewables in Brazil over recent decades has been a clear success, but maintaining this momentum requires an integrated approach. Advancing the battery auction, strengthening transmission networks and attracting anchor loads to oversupplied regions are critical steps to ensure grid stability and energy security in a clean-energy future.

Luiza Marcolongo, Market Intelligence, EIC South America luiza.marcolongo@the-eic.com

Inside this issue...

As we wrap up another year that seems to have sped along faster than ever, I want to thank all EIC members around the world, nearly 1,000 of you, for your leadership in yet another year for ever-changing and challenging trade, geopolitical and transitioning energy markets.

In 2025, the EIC Survive & Thrive research was the largest yet, featuring the growth strategies of 138 member companies and the resilience, innovation and focus on customer solutions, demonstrated by the leaders of EIC member companies across the world's energy value chain, continues to amaze and inspire me.

We kick off the tenth edition of Survive & Thrive and the associated World Energy Supply Chain Awards (WESCA) in January 2026: please keep an eye out for the application details and make sure you participate – it's a FREE member benefit. Everyone wants to win a WESCA!

This edition of EIC Inside Energy, the EIC members monthly magazine, features the rise of wind farm repowering, a strategic shift the wind industry can no longer ignore, how to provide rapid response onsite heat treatment with workforce flexibility and why companies are collaborating on training for the nuclear sector in North America.

I am also excited to announce Lloyd's Register as EIC's Platinum Global Partner, collaborating to play a central role in shaping conversations that drive the energy transition, innovation and sustainable growth worldwide.

Finally, as always, readers can also keep up with the latest industry movements globally thanks to members news and regional comments from our directors in Europe, the MENA region, Asia Pacific and the Americas. We hope you have a good read and, of course, happy holidays ahead. See you in the new year.

Stuart Broadley CEO, EIC

Stuart Broadley

DataStream

ECUADOR

Villonaco III Wind Farm

Operator: Grupo ACS Value: US$200m

Construction of a 112MW wind farm in Ecuador's Loja province. The project will be developed under a 25-year concession to be awarded by the Ecuadorian government. Nordex will supply 19 N149/5.X turbines, featuring 74.5 metre blades and a 105 metre hub height.

For information on these and more than 16,000 other current and future projects we are tracking please visit EICDataStream

THAILAND

Sriracha Refinery –Clean Fuel Project

Operator: Thai Oil

Value: US$6.4bn

Wood has been awarded the EPCM contract. It will be delivered over the next three years and will see up to 480 Wood employees, at peak, with experienced project professionals from its local operations together with subject matter experts and construction management and commissioning specialists.

Global opportunities

MOZAMBIQUE

Coral Norte FLNG Export Terminal

Operator: Mozambique Rovuma Venture

Value: US$7.2bn

Eni has made a final investment decision to develop the project. The project will see production from six subsea wells tied back to a new 3.6m tpa vessel in approximately 2,000 metres of water.

SAUDI ARABIA Yanbu Green Hydrogen Hub Phase I

Operator: ACWA Power Value: US$4.4bn

Kent has been appointed by ACWA Power as the owner's engineer for the project, where it will provide independent technical oversight to ensure the project's design is safe, efficient and aligned with global standards ahead of construction.

UK

Thorpe Marsh Green Energy Hub

Operator: Fidra Energy Value: US$603m

Fidra Energy has reached financial close on the battery system. The facility is expected to become operational from mid-2027. The project will use battery systems provided by Sungrow. Fidra is also partnering with H&MV Engineering and Jones Bros, Civil Engineering UK, on the delivery of the scheme.

US Tiber-Guadalupe Offshore Oil Field

Operator: bp

Value: US$5bn

The Tiber-Guadalupe project has seen a FID reached. The development will include a floating production platform with capacity of up to 80,000b/d. bp plans to drill six wells and link them to the facility, alongside a two-well tieback from the Guadalupe field. Combined recoverable resources are about 350m boe.

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

NEW COUNTRIES ADDED

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 12 regions, now covering the UK, Germany, Spain, Italy, UAE, Oman, Saudi Arabia, Malaysia, Singapore, Indonesia, US and Brazil.

• An in-depth look at profiles of more than 10,000 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

DUBAI

KUALA LUMPUR

HOUSTON

BERLIN

EIC guest editorial

with Soumen De, Global Technical Consultant APQP4Wind, SGS

APQP4Wind: the strategic shift the wind industry can no longer ignore As the global wind industry accelerates in scale and complexity, the stakes for quality, reliability and delivery performance have never been higher. Traditional 'firefighting' approaches – reacting to problems late in the process – are no longer sustainable. Cost of Poor Quality (CoPQ), warranty claims and late-stage defects are eroding margins, damaging reputations and stretching supplier relationships to breaking point.

At SGS, our longstanding work with developers, OEMs and suppliers has placed us at the forefront of these challenges. As a trusted leader in testing, inspection, certification and supply chain quality assurance, we have seen first-hand the urgent need for a proactive, standardised approach. It is for this reason that we have developed this white paper – to share practical insight, industry perspective and a framework for change that the sector can adopt.

The industry is at a crossroads. To meet expansion targets while protecting profitability, a fundamental shift in how quality is planned, executed and governed is required. This is where APQP4Wind (Advanced Product Quality Planning for Wind) emerges –not simply as a compliance protocol, but as a strategic enabler for building a stronger, more resilient supply chain.

Beyond processes: a shift in culture Inspired by the automotive sector, APQP4Wind provides a structured, preventive approach to quality planning. It empowers organisations to detect risks earlier, align stakeholders across the value chain and build quality into components before production even begins. It replaces silos and reactive correction with a common language and a culture of proactive assurance.

When APQP4Wind is not integrated at the executive, engineering, supply chain or project level, organisations encounter recurring issues: late design revisions, uncontrolled supplier handovers, escalating CoPQ and limited transparency. By contrast, adopters of APQP4Wind report stronger launch stability, improved supplier collaboration and a significant reduction in costly errors.

The hidden cost of late defects

Late-stage failures remain one of the most serious threats to project viability. Developers, OEMs and suppliers alike are exposed to mounting pressure through delivery penalties, rework, contractual disputes and extended warranty liabilities.

A core finding in our white paper is clear: most of these failures originate during early-stage planning – precisely where APQP4Wind is designed to intervene.

The APQP4Wind framework: five phases of transformation

To realise lasting benefits, organisations must move beyond awareness and embed APQP4Wind through a structured rollout. The SGS white paper outlines a five-phase deployment model:

1. Planning and training needs assessment

Risk profiling and competency review.

2. Training

Developing capability across leadership and technical functions.

3. Gap assessment

Benchmarking internal processes via the APQP4Wind assessment tool.

4. Implementation

Deploying structured improvements across functions and suppliers.

5. Validation

Confirming readiness, measuring impact and ensuring audit resilience.

This phased approach supports both large OEMs and smaller subsuppliers, building maturity at a sustainable pace and in alignment with commercial objectives.

– the quality gatekeepers

As turbine designs grow more complex, distinguishing between verification (meeting specification) and validation (delivering real-world performance) becomes critical. APQP4Wind embeds both principles across the lifecycle, significantly reducing the risk of catastrophic field failures and improving long-term reliability.

From compliance to competitive advantage

In a sector increasingly defined by investor scrutiny, supply chain qualification and safety expectations, APQP4Wind is becoming a marker of credibility. It reduces levelised cost of energy (LCOE), reinforces customer trust and supports zero-defect ambitions. The message is clear: APQP4Wind is no longer optional –it is becoming a strategic differentiator.

Taking the next step

For organisations ready to integrate these principles, SGS – an accredited global APQP4Wind partner – provides certified training programmes, including specialist, management awareness, refresher and assessment tool courses, to build the internal capability required to execute APQP4Wind effectively.

Discover the full strategic roadmap, case insights and maturity models in the complete white paper by SGS: www.sgs.com/en/whitepapers/ apqp4wind-the-secret-weapon-fora-stronger-more-reliable-supplychain-form

SGS is driven by innovation, expertise and an ambition to help organisations achieve the highest standards of quality, safety and compliance.

Award winning workforce solutions driving the global energy transition

Strategic recruitment & workforce management

From niche hires to scaled teams, permanent or contract, we support organisations across the UK and globally to connect them with the best talent.

Global mobility services

Mobilisation, visas, relocation, and local onboarding – all personalised to each worker and their travel plans and underpinned by in-country compliance expertise.

Employer of Record (EOR) solutions

We help businesses grow internationally, managing employment, payroll, and compliance. Reduce risk and stay focused on delivering your core expertise.

Payroll

& regulatory compliance

Powered by extensive expertise and trusted local partners, we deliver accurate, auditable multi-currency payroll, fully compliant with local tax and labour laws.

Your energy transition workforce, delivered globally, compliantly, seamlessly

APSCo UK Awards for Excellence 2025Recruitment Company of the Year (£50-250m)

Our UK regional teams and international experts are always on hand to discuss your energy transition plans.

Member’s news

At Superheat, innovation extends far beyond its technology. It's also about how it structures and deploys its most valuable resources: its people.

In recent years, Superheat has experienced a dramatic rise in project demand, both in terms of volume and complexity. This often means responding to unexpected work, scope growth and simultaneous projects across multiple worksites. Thanks to the company's evolved manpower strategy, it has been able to meet these challenges head-on, without compromising client needs.

Historically, Superheat's manpower distribution followed a regional model. Today, it has advanced to a national pool of resources, enabling it to mobilise quickly and allocate the right expertise wherever it’s needed most. This model shift has brought measurable benefits to Superheat's clients, including:

• Faster response times when new projects arise or scopes expand.

• Broader access to qualified personnel across nations.

• Enhanced supervision coverage to ensure consistency and safety across sites.

• Greater flexibility to support multiple projects at once, no matter the location.

The bottom line is simple: clients can rely on Superheat to respond rapidly, scale effectively and deliver manpower solutions that keep projects on track. Whether planned or unanticipated, the company is equipped to step in, staff up and execute. Superheat's manpower capabilities reflect the same commitment found in all its innovations: delivering greater efficiency, reliability and value to customers.

Learn more about Superheat's innovations by watching its Innovation in Action video series on its website.

Spotlight on technology

ABB AND SIMGENICS COLLABORATE ON TRAINING FOR NUCLEAR SECTOR IN NORTH AMERICA

ABB has signed a Memorandum of Understanding (MoU) with SimGenics, an advanced plant simulator company, to support the development and provision of engineering, training and distributed control system (DCS) simulators for the nuclear energy industry, primarily in North America. The collaboration comes at an important time, with both US and Canadian governments implementing policy frameworks to stimulate the deployment of nuclear energy to generate electricity.

Drawing on their collective expertise, the MoU will allow ABB and SimGenics to explore how they can support the greenfield power generation industry predominantly. This will include complete plant process model and simulation across conventional large nuclear power plants, small modular reactors (SMR) and advanced modular reactor (AMR) facilities. As well as being installed at offsite R&D centres for testing and validation purposes during the design stage, the simulators can also be used onsite at operational nuclear power plants as engineering and training systems.

Nuclear power generation is expected to play a key role in US domestic policy, with the country's Department of Energy looking to secure a reliable and affordable energy supply by enabling the rapid deployment of next-generation nuclear technology. In Canada the federal government views nuclear power as an important component of a diversified energy mix, having created the Canada SMR Action Plan to drive development, demonstration and deployment of SMRs.

As part of the MoU, ABB will be able to supply automation, electrification and digitalisation solutions to non-critical areas of nuclear facilities, as well as long-term service support through ABB Care to end users and reactor technology providers. SimGenics will be able to provide critical solutions, including engineering, training and DCS check-out simulators – to develop dynamic process models that mimic the behaviour of various types of nuclear power plants. The ABB Ability™ System 800xA Simulator can then integrate these process models within control system infrastructures, to create a realistic simulator.

New EIC members

NEW KUALA LUMPUR NETWORKING MEMBER

Berkat Shapadu Sdn Bhd

Suite 901, 9th Floor

Campbell Complex, 98

Jalan Dang Wangi

50100 Kuala Lumpur

Contact Abdul Rahman Mat Saed, Senior Commercial Manager

Telephone +03 2698 8088

Email a.rahman@shapadu.com.my

Web

www.shapadu.com.my

Berkat Shapadu Sdn Bhd (BSSB) is a wholly owned subsidiary of Shapadu Corporation Sdn Bhd (SPC). It was created as a holding company to properly streamline and manage the group's diverse oil and gas portfolios ranging from upstream to downstream.

Shapadu Energy Services (SESB) will be its main subsidiary holding a Petronas license and SWEC codes.

Vision

BSSB aspires to achieve public listing status in the Malaysian stock exchange by 2027 that will enable the company to expand its reach and reinforce its commitment in responsible growth.

Mission

To be a leader in the energy industry that dedicates into sustainability and excellence while delivering exceptional value to shareholders and stakeholders.

NEW PRIMARY MEMBER Brimmond

Jumeirah Lakes Towers Dubai UAE

Contact Matt Nicoll, Sales Director

Telephone +44 (0)1467 633 805

Email

matt.nicoll@brimmond.com

Web

www.brimmond.com

Brimmond specialises in the design, manufacture, rental and repair of lifting, mechanical and hydraulic equipment for industry, operating from bases in Kintore, Scotland and Dubai, UAE.

Founded as a family business in 1996, Brimmond has evolved alongside the industry's rapid changes while staying true to its founding principles.

Now established in the US and UAE, the company supports local and international markets with rental, sales and refurbishment services. From hydraulic power units and pump packages to marine cranes, umbilical reelers and filtration systems,

Brimmond offers the industry's most comprehensive ranges of specialist hydraulic and mechanical equipment, ready for deployment worldwide.

Tuesday 10 February 2026 Dammam

CONNECT

KSA

NEW GLOBAL MEMBER

Deepwater EU Ltd

4.8 Frimley Business Park Frimley Camberley Surrey GU16 7SG UK

Contact Steve Hankins, Technical Sales Manager

Telephone +44 1483 600 482

Email steve.hankins@stoprust.com

Web

www.stoprust.com

Deepwater EU, the UK based subsidiary of Deepwater Corrosion Services Inc, specialises in providing corrosion mitigation solutions to the energy industries.

Products include retrofit cathodic protection systems and services, including CP modelling for the oil and gas and offshore wind industries, TankGard, to protect and monitor vessel internals, Polatrak CP measuring and monitoring equipment and I-Rod for the prevention of crevice corrosion on topside and above ground piping systems.

Deepwater has engineers based in Houston, London, Perth WA and Rio de Janeiro to provide a global service.

Fuelling

NEW KUALA LUMPUR NETWORKING MEMBER

H2R Oil & Gas Services

Sdn Bhd

Lot PT 60932

Kawasan Perindustrian Teluk Kalong 224007 Kemaman

Terengganu

Malaysia 24007

Contact Mohd Rosdi Bin Hambali, Managing Director

Telephone +609 8637 311

Email info@h2roilgas.com

Web www.h2roilgas.com

H2R Oil & Gas Services Sdn Bhd is a proudly Malaysian Bumiputra company with over 27 years of experience delivering integrated solutions to the oil and gas, petrochemical and energy sectors.

As an EPCC contractor with an experienced in-house engineering team, H2R provides services including hook-up and commissioning (HUC), topside maintenance, fabrication, mechanical works, skilled manpower supply and engineering support.

With a proven track record with PETRONAS, ExxonMobil, Repsol, SapuraOMV and Malaysia Marine & Heavy Engineering, H2R is committed to excellence, safety and innovation. In line with continuous improvement, H2R is pursuing ASME R&U Stamp certification to strengthen its fabrication and pressure vessel capabilities.

NEW PRIMARY MEMBER

Leap29

Bollin House

Riverside Park

Wilmslow Cheshire SK9 1DP UK

Contact Chloe Jordan, Business Development Manager

Telephone +44 (0)1625 537 555

Email cjordan@leap29.com

Web

www.leap29.com

Leap29 is a global recruitment and expansion partner specialising in the energy, engineering, construction, technology and manufacturing sectors. With over 25 years of experience and operations in 180+ countries, the company helps organisations source top talent and employs people compliantly across borders.

NEW GLOBAL MEMBER

Masterwatt S.r.l.

Via Collegno 31 10044 Pianezza (TO) Italy

Contact Davide de Silvio, Global Commercial Director

Telephone +39 011 966 1626

Email d.desilvio@masterwatt.it

Web

www.masterwatt.it

Masterwatt is a global specialist in electric heating solutions. The company designs and manufactures engineered electric heating and control systems, delivering highly customised solutions for complex and critical heating demands across the energy sector.

Masterwatt's vertically integrated approach ensures complete project support from application understanding, to concept, commissioning and maintenance. It assists end-users, contractors and integrators in achieving optimal thermal energy performance, for both conventional applications and decarbonisation goals.

Masterwatt's electric heaters play a vital role in global energy demand growth, improving efficiency and reducing local emissions, while ensuring reliable performance worldwide.

NEW PRIMARY MEMBER

Mun Siong Engineering Limited

26 Gul Way 629199

Singapore

Contact Mirza Juani, Business Development Manager

Telephone +65 6990 9679

Email joanis.mirza@mun-siong.com

Web www.mun-siong.com

Mun Siong Engineering Limited (MSE), established in 1969 and headquartered in Singapore, is a leading integrated engineering solutions provider. The company specialises in turnaround services, turnkey delivery and EPC (engineering, procurement and construction) projects. MSE serves key industries including oil and gas, petrochemicals, energy and pharmaceuticals, offering end-toend capabilities from engineering design and fabrication to construction and maintenance.

Listed on the Singapore Exchange since 2010, MSE is recognised for its strong safety culture, consistent quality standards and customerfocused approach. The company's core values of safety, quality, customer focus, leadership and teamwork continue to shape how it delivers reliable, competitive and innovative solutions.

The Mun Siong Group of Companies operates globally, with a mission to provide exceptional and sustainable engineering services to clients worldwide. The Group includes MSE in Singapore, along with Pegasus entities in the US, Malaysia and Taiwan.

NEW PRIMARY MEMBER

Neotek Inovasi Global

Sunburst CBD Roseville SOHO & Suite Rukan E, Jl Kapten Soebijanto Djojohadikusumo No 8, Lot I, Lengkong Gudang, Kec Serpong, Kota Tangerang, Selatan, Banten 15321

Contact Abdullah Adel Abdelaziz, Country Manager

Telephone +62 811 1201 6639

Email cm@neotekinovasi.com

Web www.neotekinovasi.com

Neotek Inovasi Global is an international petroleum services, training, consulting and supplies solutions provider that believes every individual and organisation should have the knowledge, abilities and skills required for their work.

As a global company, it is committed to delivering best-in-class training programmes in well control, QHSE, technical, leadership and management and soft skills, with the highest quality standards. It also provides supply chain, inspection and consulting services to support industries including oil and gas, energy, manufacturing and public services, ensuring solutions that are efficient, reliable and sustainable.

NEW PRIMARY MEMBER

OEG

Stratus Building 6 International Avenue ABZ Business Park, Dyce Aberdeen AB21 0BH UK

Contact Morgan Blunt, Events and Marketing Lead

Telephone +44 (0)1224 019885

Email morgan.blunt@oeg.gorup

Web www.oeg.group

OEG is a leading energy solutions business providing mission critical infrastructure assets, technologies and services to the global energy industry.

Since its inception in 1973, OEG has evolved and grown significantly to become a pivotal link in the global energy project chain and a trusted partner for its customers.

NEW PRIMARY MEMBER

Oxford Flow

Unit 10 Tungsten Park Downs Way

Witney OX29 0AX UK

Contact

Ahmed Kamesh, Regional Sales Director – MEACT

Telephone +44 (0)1865 595 248

Email

ahmed.kamesh@oxford-flow.com

Web www.oxford-flow.com

Oxford Flow designs and produces innovative pressure valve technology, sold globally. Originating from research undertaken by Oxford University to accurately regulate gas pressures, the company is reimagining valve technology for the energy, water and industrial sectors.

Engineered to be smaller, lighter and more reliable than competing technology, its products can significantly lower cost of ownership, reduce maintenance and dramatically reduce emissions. They can also provide a safer more sustainable solution, without compromising performance.

NEW PRIMARY MEMBER

Twintech Limited

21/F, On Hing Building 1 On Hing Terrace Central Hong Kong

Contact

Saber Belghith, CEO

Telephone +60 0695 331 516

Email

saber.belghith@konnectxd.com

Web

https://konnectxd.com/

Twintech Limited's mission is to address critical bottlenecks in EPC projects within the oil and gas industry through its innovative platform, Konnect xD.

Konnect xD was built as a 'digital thread' platform to serve as a collaborative workbench for solving crucial bottlenecks in EPC projects; data, business intelligence, 3D model, planning and costs management.

The company's platform is a centralised hub for seamless collaboration, enabling teams to work together efficiently in optimising system dynamics, simulating workflows, streamlining planning and maintaining precise cost control.

NEW GLOBAL MEMBER

Vanzetti Engineering S.p.A.

Via dei Mestieri, 3 12030 Cavallerleone (CN) Italy

Contact Luca Gazzera, Industrial and Automotive BU Manager

Telephone +39 017 291 5811

Email

sales@vanzettiengineering.com

Web www.vanzettiengineering.com

Since its establishment in 1984, Vanzetti Engineering has emerged as a premier original equipment manufacturer (OEM), focusing on the precise design and construction of cross-domain cryogenic pumps.

Over the decades, the company has consistently advanced its centrifugal and reciprocating cryogenic pump series, guided by a resilient design philosophy.

Involved in the marine, automotive, industrial and aerospace fields, Vanzetti Engineering stands for innovation and reliability.

Member news

AAL Shipping named cargo operator of the year

AAL Shipping (AAL) has won the Cargo Operator of the Year Award at the Asia Pacific Supply Chain Excellence Awards in Singapore, for the development of its new Super B-Class fleet and the successful delivery of complex global projects for DB Schenker, MCSI Rotterdam and Konecranes, among others.

The award highlights how AAL's six 32,000 deadweight tonne Super B-Class vessels, designed with methanol-ready engines, a 700-tonne heavy lift capacity, over 40,000 cubic metres of stowage and the innovative ECO-DECK system, set new standards for transporting oversized and complex cargo with reduced environmental impact.

Judges recognised the record-breaking maiden voyage of Super B-Class AAL Limassol which showcased the fleets' capabilities and parcelling prowess on its maiden long-haul voyage, safely transporting over 89,000 freight tonnes for its customers across multiple sectors.

Now in its 30th year, the Supply Chain Excellence Awards recognise best practice across the logistics industry.

ABB's automation and electrification technology to support floating green ammonia production vessel

ABB has signed a term sheet agreement with SwitcH2 to engineer and supply automation and electrification solutions for SwitcH2's floating production, storage and offloading (FPSO) unit dedicated to producing green ammonia from green hydrogen, to support future demand for low-carbon marine fuels.

The FPSO facility will be stationed off the coast of Portugal and powered by certified renewable electricity from the national grid under a power purchase agreement. It will feature a 300MW electrolyser with the potential to produce up to 243,000 tonnes of green ammonia annually.

As part of the term sheet agreement, ABB intends to deliver a prefabricated eHouse, electrical distribution systems and ABB Ability™ System 800xA® Integrated Control and Safety System (ICSS) with full cyber security integration. These modular, readyto-deploy systems will help ensure safe, efficient and reliable operations offshore. ABB's solutions will fully integrate with third-party equipment, including electrolysers and ammonia synthesis units.

The FPSO will utilise treated seawater and use electrolysis to produce green hydrogen. This hydrogen will be combined with nitrogen extracted from the air to create green ammonia. Once synthesised, the ammonia will be condensed and stored onboard. It will then be transferred to carrier ships via a floating hose system for transport to ports where it can be used as a marine fuel or cracked back to hydrogen for industrial use.

Green ammonia is emerging as a scalable solution for decarbonising hard-to-abate sectors such as shipping, which contributes approximately 2% of global greenhouse gas emissions.

Green ammonia offers a technically viable method for decarbonising marine transport and this FPSO concept showcases how renewable energy can be leveraged to unlock low carbon energy value chains.

Per Erik Holsten, President, ABB's Energy Industries division

Front-end engineering and design (FEED) work is expected to run until summer 2026, with a final investment decision (FID) due by the third quarter of 2026. Detailed engineering and construction will then follow in 2027.

ABB is a global technology leader in electrification and automation, enabling a more sustainable and resource-efficient future.

AISUS showcases remarkable global growth and Middle East expansion

From beginnings in Aberdeen's North Sea energy hub to operating across the globe, AISUS has rapidly evolved into a leading name in remote, robotic inspection and integrity solutions. As the company marked its presence at ADIPEC 2025, AISUS celebrated a standout year of impressive growth, innovation and international expansion particularly across the Middle East.

What began as a small, specialist team of four engineers, with a handful of inspection tools, has grown into a globally distributed workforce, with personnel now embedded across key regions from North America to Australia and everywhere in between. The Middle East, however, stands out as a strategic focus, with significant investment, development and momentum driving forward operations.

With strategies to drive global operations, what really accelerated AISUS' international expansion was the shifting landscape of the UK energy sector. Once anchored by Aberdeen's thriving oil fields, the region now faces a more uncertain future with declining production, reduced investment and increasing regulatory pressures. This changing environment has pushed companies like AISUS to look outward, ensuring growth and stability by bringing its expertise to markets where demand for advanced inspection solutions is rising.

Breaking into the Middle East initially presented challenges. In a region accustomed to ROVs and divers, AISUS had to demonstrate the value of its remote inspection robotics as a safer, smarter and more cost-effective alternative. A key milestone in establishing growth came through AISUS' partnership with Petrotec, who played a pivotal role in building a strong presence in Qatar.

Photo Copyright AISUS Offshore Ltd 2025

We are excited by the opportunities ahead and look forward to playing a key role in supporting the region's energy industry with pioneering inspection technologies and advanced data management. Barry Marshall, General Manager, AISUS

Recognising the need for rapid mobilisation, AISUS relocated key personnel to the region early on, ensuring swift turnaround times for critical offshore inspections.

Leading these efforts in Qatar is technical lead Andrew Hanigan, who has successfully delivered multiple caisson inspection projects across the Middle East, including major operators. To further cement regional growth, AISUS appointed Stuart McNab as regional business development manager, overseeing Middle East operations and driving client engagement with partners such as Asia Waterjet Equipment in Saudi Arabia. Stuart's focus is on showcasing AISUS' advanced robotic inspection solutions as a development from traditional methods delivering efficiency, safety and cost savings for clients across the region.

AISUS’ data software allows clients to access real-time insights, optimise maintenance planning and reduce environmental impact all in line with the region's vision for a smarter, more sustainable energy future.

Beyond technology, AISUS remains committed to making a positive impact in the communities where it operates.

The company proudly sponsored RRFC Abu Dhabi, this year, a local football team promoting physical and mental wellbeing through weekly matches underscoring AISUS’ dedication to corporate social responsibility.

In addition to relocating expert personnel, this year AISUS has moved essential inspection equipment into the region. This localised approach not only improves response times but also supports the company's ongoing commitment to carbon neutrality by reducing the environmental footprint of logistics and operations.

Looking ahead, AISUS plans to expand its operational team and establish its second Middle East hub and its first in Abu Dhabi. This dedicated hub, supported by a GCC headquarters in Dubai and the global headquarters in Aberdeen, marks another milestone in AISUS' journey from a local innovator to a global leader in robotic inspection. Having already allocated considerable time and resources, AISUS envisions the hub becoming fully operational before the end of this year.

This is just the beginning. With regional investment, AISUS is wellpositioned to support operators across the Middle East, reinforcing its reputation as a trusted partner in asset integrity and innovation.

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

Left, Barry Marshall, General Manager and Stuart McNab, Regional Business Development Manager

Altrad Sparrows now well-positioned to accelerate growth and innovation across South America

With full ownership of its Brazilian operations, Altrad is now wellpositioned in Brazil to accelerate growth, innovation and client service excellence across South America.

Recently renamed Altrad Sparrows, the company is located in a large 20,000 sq m facility in Macaé, Rio de Janeiro.

The premises houses all the necessary administrative and operational resources to provide comprehensive support to clients, offering expert engineering, maintenance and training solutions tailored to their needs.

This strategic milestone reflects Altrad Sparrows's strong presence in the onshore and offshore oil and gas and power generation markets and specifically two key service offerings that deliver high value to clients:

Online de-sanding: cost-effective and safe production support

Online de-sanding is a process designed to remove sand and other debris from oil production separator vessels without halting production. The waste materials are safely extracted and segregated into designated reservoirs for proper disposal. This technique significantly reduces operational costs by avoiding expensive shutdowns and minimises safety risks by eliminating the need for personnel to enter confined spaces.

Additional benefits include:

• No direct contact with contaminants for workers.

• Reduced deferral costs.

• Avoidance of critical path shutdown cleaning operations.

• Lower personnel-on-board (POB) requirements compared to offline cleaning methods.

Altrad Sparrows brings extensive expertise in online de-sanding, having successfully delivered similar projects in the North Sea for a number of global energy and oil and gas operators.

Rotating machine inspection and maintenance: expertise for onshore and offshore

Altrad Sparrows also provides specialised inspection and maintenance services for rotating machinery in both onshore and offshore environments. Qualified teams are equipped to perform OEMstandard inspections and maintenance on high-power generation equipment, including generators and the motors or engines that power them.

The company has a proven track record of excellence in projects involving generators and electric thruster motors, consistently earning positive evaluations from clients.

Commitment to excellence and safety

Altrad Sparrows is dedicated to delivering comprehensive training and engineering maintenance solutions across multiple sectors. The company adheres to high standards for safety, quality and environmental responsibility, including regulatory compliance.

Altrad Sparrows is part of the international powerhouse, Altrad Group, a global leader in the provision of industrial services, generating high added value solutions principally for the oil and gas, energy, power generation, process, environment and construction sectors.

Ashtead Technology enters new growth chapter as it joins Main Market of LSE

Since joining London's Alternative Investment Market (AIM) in 2021, the company has tripled its revenue, significantly increased earnings per share (EPS) growth and completed four strategic acquisitions. These developments have expanded Ashtead Technology's capabilities and enhanced its service offering to better support customers worldwide.

The LSE's Main Market is home to many of the world’s largest and most dynamic companies. Joining this market signals the beginning of a new chapter for Ashtead Technology and provides a platform to attract international investors and strengthen the company's brand presence amongst its global customer base, suppliers and partners.

In recent years, Ashtead Technology has diversified its global operations, broadened its portfolio of specialist solutions and reinforced its position as a market leader in technologies that support critical subsea operations and energy projects worldwide. The Main Market listing will help accelerate the next phase of its strategic growth.

Photo © 2025 Ashtead Technology

ATPI sets benchmark for sustainability initiatives through new report

ATPI, the travel management company (TMC) of choice to the global energy industry, has published its second annual sustainability report, sharing several key findings.

The 2025 Sustainability Report covers ATPI's global activities, performance and outcomes against key environmental, social and governance reporting criteria. The report, which features metrics from the 2024 calendar year, will be used to demonstrate CO2 reduction initiatives to implement across carbon-intensive markets such as the oil and gas industry.

Internal progress made by ATPI between 2023 and 2024 included a 25% absolute reduction in Scope 1 and 2 emissions, alongside an 11% reduction in total emissions per full-time employee (FTE) from 1.86 tonnes of CO2e in 2023 to 1.65 tonnes in 2024 – despite an 8% increase in staff.

ATPI’s dedicated team of sustainability experts is hoping that the results shared in the sustainability report will be able to provide a benchmark for future internal progress.

Integral to ATPI’s ability to pioneer scalable sustainability solutions externally is ATPI Halo, the CO2 measurement, reduction and compensation service. Designed for businesses where travel is unavoidable, ATPI Halo provides clients with more responsible solutions to their global travel and events programmes.

Crondall Energy's BPT Demonstrator successfully completes test phase

Crondall Energy has reached a pivotal milestone in offshore innovation with the successful completion of its subsidiary buoyant production technologies' (BPT) floating normally unattended installation (NUI) Demonstrator project at the FABTEST site in Falmouth Bay, UK. The ten-week operational testing programme has been designed to validate the performance, reliability and transformative potential of BPT's power and control buoy technology.

The BPT Demonstrator project is the culmination of years of research, design and engineering aimed at revolutionising how offshore subsea developments are powered and controlled. At its core is the floating NUI concept – a compact, unmanned buoy system moored at the well site and interfacing with subsea infrastructure via a short dynamic umbilical. The system is operated and monitored from a remote control station, eliminating the need for long-distance static umbilicals and offering a scalable, cost-effective alternative for long-distance tiebacks and future carbon capture and storage (CCS) projects. The Demonstrator unit was fabricated at A&P CL Falmouth, with topside modules assembled in Haydock and integrated at the quayside in Falmouth.

The hull design allows for vertical launch in shallow waters (<5m), enabling topside fit-out and commissioning onshore before towout – an approach that maximises fabrication yard flexibility and reduces offshore installation complexity.

The shallow-draft launch capability of the hull opens up fabrication and deployment options across a wider range of construction sites, while enabling topsides integration at the quayside – streamlining offshore execution and reducing costs.

David Steed, Technology Manager, Crondall Energy

The BPT Demonstrator project has attracted significant interest from major industry players. Petronas is actively involved in the joint industry project (JIP) to further develop and qualify the system. During the testing phase delegations from Petronas and other operators visited the site in Falmouth, engaging in technical discussions and reviewing project milestones. Their support has been instrumental in advancing the technology and validating its commercial potential.

The ten-week testing programme at FABTEST is designed to achieve technology readiness level (TRL) 6 and secure independent qualification from Lloyd's Register

ECITB unveils new strategy to address skills shortages and support industry growth

The employer-led board of the Engineering Construction Industry Training Board (ECITB) has unveiled its new strategy, Leading Industry Learning, outlining how it will help to address skills shortages and support industry growth.

The strategy sets out a five-year plan, from 2026 to 2030, to develop the skills needed for the delivery of critical infrastructure projects, energy security and net zero ambitions.

Shaped by insights from employers, training providers, asset owners, the government, trade unions and other industry bodies, the plan reflects the real needs and evolving priorities of the engineering construction industry (ECI).

The ECITB forecasts that 40,000 additional workers could be needed for major projects, including those related to net zero, by 2030, placing employers in direct competition for labour from £531bn of infrastructure projects in the wider UK economy.

These projects span a range of sectors, including nuclear new build and decommissioning, renewables, oil and gas, water treatment and food and drink. They will also include hydrogen and carbon capture projects linked to the decarbonisation of the industrial clusters, which are at the heart of the country's net zero plans.

The 2026-30 strategy aims to help industry meet the workforce volume challenge and prepare for a boom in project activity for engineering construction employers. It is built on three key pillars:

It will support employers and deliver quality training products and qualifications that meet industry needs as well as robust labour market intelligence to enable better workforce planning.

It will seek to grow the number of new entrants joining the industry and help employers access a broader, more diverse talent pool. It will also focus on workforce retention, supporting upskilling, reskilling and competence assurance.

And it will transform skills through strategic investment in regional hubs, harnessing new technologies, modular and blended learning and driving a collaborative approach.

The ECITB strategy is the culmination of 12 months' work and extensive consultation. This included ten strategy workshops hosted across England, Scotland and Wales throughout Spring 2025. Its events in the north of England were jointly delivered with the ECIA.

The open workshops were supplemented by roundtables with specific audiences, including nuclear stakeholders and an online survey.

The feedback gathered through the consultation process is reflected in the final strategy.

Every three years, the ECITB is required by law to consult on levy rates for the following three-year period. The last consultation (levy consensus) took place in October 2025.

Find out more about the ECITB Leading Industry Learning strategy 2026-2030 on its website.

Our new strategy sets out how the ECITB will rise to meet the challenges of an increasingly complex and fast-changing external environment and deliver positive, longterm outcomes for our levy payers, the wider workforce and the country.

Lynda Armstrong OBE, Chair, ECITB Board

EXHeat Ltd rejoins the EIC, reinforcing global commitment to excellence

EXHeat Ltd, a global leader in the design and manufacture of electric process heating and control systems, is proud to announce its renewed membership with the EIC.

This marks an important milestone in EXHeat's ongoing journey of continuous improvement and global engagement. Over recent years, EXHeat has undertaken a major transformation across its operations – strengthening its project delivery, enhancing quality assurance and investing in people, processes and technology to ensure the company continues to deliver world-class products and services to its customers worldwide.

EXHeat continues to design and deliver safe, reliable and innovative process heating solutions for hazardous and industrial environments.

HIMA and DEUTA present new SafeHMI solution

HIMA, a world leading provider of safety-related automation solutions, and DEUTA, a specialist in certified display and safety technology, have jointly launched a new solution, SafeHMI, that combines HIMA safety systems and function block libraries with a safety-related human-machine interface (HMI) panel based on IconTrust technology.

The innovative solution sets new standards in safety-related visualisation, offering contextsensitive alarm management, safe operation and display monitoring in accordance with SIL 3 (IEC 61508) and has been consistently designed with an aim to meet functional safety requirements.

While classic SCADA systems and MIMIC panels often reach their limits in safety-critical applications, SafeHMI delivers clear, prioritised information –exactly where it is required.

Dynamic alarm display and secure input processes

At the heart of the system is the dynamic alarm display, which reduces the burden on operators during fault situations. Relevant alarms are automatically prioritised, along with concise instructions for action and limited to a maximum of four simultaneous entries. This ensures that an overview is maintained, even in critical moments and operating errors are avoided.

The solution allows to make inputs, acknowledgements or safe overrides directly through the touch panel –tested, documented and validated according to SIL 2/3. This means that maintenance functions or recipe changes can be carried out digitally and documented in an auditable manner.

Display with a guarantee of reliability – thanks to IconTrust

A key safety feature is the IconTrust technology developed by DEUTA. It continuously monitors screen content and reliably detects any deviations between the displayed and expected values. This makes the display itself an active safety element that is certified up to SIL 3, offering operators maximum reliability.

Fully integrated into the HIMA safety platform

The SafeHMI solution is fully integrated into the HIMA safety platform. Configuration, modifications and enhancements are carried out using standardised function blocks, which are offered as part of a certified library. This makes SafeHMI an important component of HIMA’s #safetygoesdigital initiative, with which the company is driving digitalising of the entire life cycle of safety-related systems and their peripherals.

NRL wins Recruitment Company of the Year award

UK and international engineering specialist NRL is celebrating being named the 2025 Recruitment Company of the Year (£50-250m) by the Association of Professional Staffing Companies (APSCo) UK.

When presented with the award, APSCo UK praised the company's impressive growth, inspirational leadership and high staff retention and engagement, with the business having demonstrated its strong capability to support the future pipeline of talent in the engineering sector.

The rigorous application process included submitting testimonials and evidence to demonstrate how the business is both serving its clients and candidates to a high standard, as well as supporting colleagues. After successfully securing a spot on the shortlist, David Redmayne, NRL CEO, attended a panel interview to discuss the application further, delving into the culture of the business and its ongoing support to drive the energy transition.

It's the second time the company has won this award.

NRL is recognised by APSCo UK as its Recruitment Company of the Year 2025

Peterson Energy Logistics reports 2024 financial results

Leading logistics and supply chain solutions company Peterson Energy Logistics has released its 2024 financial results which reflect operational discipline and strategic growth across the energy spectrum.

For the year ending 31 December 2024, Peterson has reported revenue of €412m and normalised EBITDA of €13.7m achieved from fully integrated, lead logistics provider services, as well as technology consultancy solutions for oil and gas and renewables companies globally.

In 2024, the company secured a life-of-field project with Spirit Energy, as well as a long-term integrated services project for Perenco. Peterson also embarked upon a multi-location integrated logistics scope for GE Vernova for its work on the Sofia offshore wind farm. The project, which is still underway, demonstrates Peterson's cross-border capabilities, as well as its diverse range of services from aviation through to warehousing, stevedoring and transport.

These contract wins bolster multiyear contracts for energy clients serviced from Peterson's bases which span the length of the UK from Shetland to Aberdeen to Heysham to Lowestoft and Den Helder in the Netherlands, as well as work in the Middle East and other regions globally.

A further differentiator for Peterson is its approach to technology. In 2024, the company committed to further development of its groundbreaking Lighthouse software suite which has led the way in digital energy logistics for more than a decade.

Consistent strong financial results affirm that the services and solutions we are providing our customers are not only meeting their needs but are exceeding them. As well as cementing long-term contracts with oil and gas majors in 2024, we significantly expanded our footprint in renewables. This proven expertise has enabled us to deliver resilient performance throughout 2024 and reinforced our reputation as a leader in sustainable, forwardlooking supply chain solutions.

Sarah Moore, Chief Executive, Peterson Energy Logistics

The strategic investment has allowed for the development in its AI agent capabilities which empowers unparalleled operational optimisation for customers.

Peterson Energy Logistics employs around 800 people and is part of the Royal Peterson and Control Union Group which has a presence in 75 countries.

i For more information: www.onepeterson.com

Safelift secures landmark £4m+ contract in offshore wind

Safelift Offshore, a specialist engineering company based in Aberdeenshire, has secured the largest contract in its 31-year history – a multi-million-pound agreement with TenneT Offshore to design and supply manual handling and lifting equipment for two major offshore wind substation projects in Europe.

This landmark win, worth over £4m, reflects Safelift's accelerating pivot from its traditional oil and gas roots into the fast-growing renewables sector. The contract marks a breakthrough moment for the company, solidifying its role in the global energy transition and reinforcing its reputation as a trusted partner in complex offshore environments.

From workshop to global energy partner

Founded in 1994 by draughtsman and engineer Peter Innes, Safelift began life in a small workshop in Dyce, designing equipment to improve safety and efficiency in offshore operations. Over the past three decades, the company has evolved into a global supplier of innovative lifting and handling solutions, moving to a larger, purpose-built facility in Kemnay in 2019.

Today, its product portfolio includes everything from baskets, trolleys and cranes to custom-built solutions for specialist applications – including ATEX-certified equipment. The business also offers technical procurement services, working with alliance partners and sourcing from approved manufacturers.

Leadership and renewables-focused growth

Appointed in 2023, managing director Steven Simpson has played a pivotal role in Safelift's renewed growth strategy, with a focus on expanding its presence in the renewables sector and strengthening international partnerships.

Sarah Moore

Photo © Peterson Energy Logistics

While rooted in oil and gas, Safelift's expertise in lifting heavy loads in confined spaces, maintaining the highest safety standards and delivering durable solutions in harsh marine environments has proven invaluable in bridging into offshore wind.

Infrastructure investment to meet growing demand

To meet rising demand, Safelift has invested over £1m in upgrading its Aberdeenshire headquarters. Central to this is a new stateof-the-art fabrication facility, supported in part by the Energy Transition Zone (ETZ). The expanded site includes enhanced working conditions, increased floor space and customised layouts – enabling the business to handle larger, more complex projects and boost equipment storage capacity.

Expanding team and global reach Safelift now employs 36 people across its operations, including its sister division, Safetrade, which supplies handling equipment for onshore industries. The company has recently expanded its project team, adding two experienced hires to support growing demand.

Beyond the UK, Safelift continues to build a strong international footprint, with clients in the Middle East, Africa and Southeast Asia – and is targeting further overseas growth into 2026 and beyond. International renewables projects are already gaining momentum, with significant opportunities on the horizon as global investment in offshore wind increases.

For Safelift, this latest contract win is more than a commercial milestone – it's recognition of three decades of engineering expertise, adaptability and sustained investment in people and infrastructure. With offshore wind poised for continued global growth, Safelift is well-positioned to deliver high-performance, safetyfirst solutions for the energy systems of the future.

SGS: supporting quality and risk reduction in the wind supply chain

As the wind industry continues to scale to meet global net zero ambitions, quality, consistency and supplier maturity remain critical success factors. Companies across the value chain – from component manufacturers to utilities and project developers – are under pressure to standardise processes, minimise risk and accelerate time to market without compromising performance.

To support this, SGS continues to deliver APQP4Wind-certified training, helping stakeholders embed a common, preventive approach to quality throughout the wind supply chain. APQP4Wind, recognised as a leading framework for quality assurance in wind, provides a structured methodology modelled on best practices from the automotive, rail and aerospace sectors.

Why APQP4Wind training matters

Adopting APQP4Wind practices enables organisations to:

• Implement a shared quality standard across the industry.

• Shift from reactive quality control to proactive quality assurance.

• Strengthen collaboration between OEMs, suppliers and sub-suppliers.

• Reduce errors, delays and overall levelised cost of energy (LCOE).

• Support global supplier maturity and process efficiency.

SGS courses available

SGS offers two APQP4Windaccredited programmes led by experienced trainers in renewable energy supply chain quality:

• APQP4Wind Specialist Training.

• APQP4Wind Specialist Refresher Training.

• APQP4Wind Management Awareness Training.

• APQP4Wind Management Awareness Refresher Training.

• APQP4Wind Assessment Tool Training Course.

Participants receive certification valid for four years, demonstrating recognised capability in applying APQP4Wind principles. In addition to training, SGS supports the wind sector with a broad portfolio of services, from component inspection to supplier audits and project risk management.

Stay aligned with industry standards

To maintain competitive advantage in a fast-evolving sector, continuous investment in supply chain quality is essential.

APQP4Wind training through SGS ensures teams remain aligned with international expectations and industry best practice.

Register your interest

For more information or upcoming course availability, contact SGS.

i For more information: www.sgs.com/en

Photo © SGS Société

Générale de Surveillance SA (2025)

Sonardyne

underwater

positioning and tracking for US research fleet

Underwater positioning and tracking technology from Sonardyne has been chosen for three new oceanographic research vessels being built under the US' National Science Foundation (NSF) regional class research vessel (RCRV) construction programme.

Led by Oregon State University, the state-of-the-art RCRVs are being built for the US' academic research fleet (ARF), enabling a new era of coastal and regional marine science.

To support the RCRV's scientific missions, across diverse marine environments, Oregon State University selected Sonardyne's Ranger 2 Gyro USBL 7000, engineered to meet both the demanding, multidisciplinary research objectives of the ARF and vessel-build requirements.

The first system has recently been delivered to Oregon State University to be fitted to the R/V Taani, to be operated by the university, by vessel builder Bollinger Houma Shipyards.

Systems for the other two vessels, R/V Narragansett Dawn (to be operated by a University of Rhode Island-led consortium) and the R/V Gilbert R Mason (to be operated by the GulfCaribbean Oceanographic Consortium) will be delivered next year.

Sonardyne's Ranger 2 will allow US researchers to accurately track and simultaneously communicate with multiple underwater scientific instruments, vehicles or towed platforms, at ranges up to 10,000m depending on its configuration.

The Ranger 2 Gyro USBL 7000 system was specifically selected for its precise acoustic tracking performance, integrated gyrocompass and reliability in complex deployment scenarios.

This order is an endorsement of the precision and reliability delivered by our Ranger 2 USBL systems. It reinforces Sonardyne's position as a trusted provider of high-performance acoustic positioning technologies.

Kim Swords, Technical Sales Manager,

Sonardyne

With Ranger 2 Gyro USBL, scientists and researchers using the RCRVs can be sure of optimal underwater positioning and tracking capabilities, without the need for separate external heading sensors.

For vessels equipped with a dynamic positioning system, Ranger 2 can also provide accurate and repeatable position referencing, in any water, without interrupting target tracking operations.

Thorne & Derrick celebrates 40 years of excellence with anniversary gala

Thorne & Derrick International, a leading global supplier of specialist electrical, mechanical and safety products to the energy, utilities and industrial sectors, marked its 40th anniversary in spectacular fashion with an elegant celebration at the historic Beamish Hall in County Durham, UK.

The milestone event, held on 3 October brought together the team to honour four decades of innovation, resilience and customer-focused service. The evening’s highlight was the presence of Brian Derrick, one of the company’s founders, who was welcomed as the guest of honour.

Serving clients in over 50 countries, Thorne & Derrick International continues to expand its portfolio which is embedded in renewable energy and industry decarbonisation projects, supplying LV HV cable accessories, tooling and hazardous area electrical equipment for offshore and onshore wind, solar farms, battery energy storage and process industry projects. Its expertise ensures safe, efficient power transmission in increasingly complex and demanding energy networks from its headquarters in Chester le Street.

i

An artist’s illustration of the three new RCRVs

THREE60 Energy wins bp decommissioning project in the UK

A new joint venture (JV) between THREE60 Energy and AF Offshore Decom, a subsidiary of AF Gruppen, has been awarded a multi-millionpound contract by bp to provide integrated decommissioning services for its Andrew field in the North Sea.

A first of its kind in the UKCS, this contract will see the joint venture assume the role of decommissioning services partner. The JV will deliver post cessation of production (CoP) operations, well decommissioning, facilities/pipelines/topsides preparation, substructure and topsides disposal and subsea infrastructure removal.

The contract will be delivered over several phases, with the initial phase being well planning, P&A preparation scopes, including platform readiness and transition planning.

Within the JV, THREE60 will combine its responsibility and capability as installation, pipeline and well operator with AF Offshore Decom's experience and track record in EPRD preparation, management and disposal.

THREE60 is a leading independent energy service company offering complete asset life cycle solutions. Its engineering, subsea, operations and wells team will leverage its differentiated and previous experience as duty holder, pipeline operator and well operator to deliver this integrated scope.

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)

Stuart Broadley speaks with Roger Highfield, renowned science journalist, author and science director at the UK's Science Museum Group: https://lnkd.in/dG7K3Ghv

EIC (Energy Industries Council)

This report from the EIC examines the sharp contraction of the US offshore wind market, as shifting policies, rising costs and trade pressures reshape the landscape: https://lnkd.in/eTBksbGh

EIC (Energy Industries Council)

Have you read the new edition of Energy Focus yet? Packed with articles from our analysts covering oil and gas, power, nuclear, renewables and the energy transition: https://lnkd.in/dsX_G662

Events calendar LIVE events

Tuesday 10 February 2026 Dammam

KSA

29 January Business Presentation

Breakfast in Rio: Independent Players

Rio de Janeiro with PRIO and Trident

3 February Business Presentation North America EICDataStream

10 February EIC CONNECT

EIC CONNECT KSA 2026

Asharqia Chamber, Dammam

11 February Business Presentation

EICDataStream/AssetMap training

17 February Business Presentation

North America EICDataStream

Fuelling Prosperity: Opportunities across the Saudi energy market

18 February Regional Showcase

ETZ Offshore Wind Masterclass

Marcliffe Hotel and Spa, Aberdeen

23 February Overseas Delegation

Overseas Delegation to Angola 2026 Angola

25 February Regional Showcase

Opportunities in Teesside 2026

Leonardo Hotel, Middlesbrough

25 February Business Presentation

EICDataStream/AssetMap training Online

4 March Business Presentation

North America EICDataStream Online

Tackling one of the energy sectors most urgent challenges

17 March 2025 London, UK

Global Events and Campaigns 2025 Round Up

What a year it has been for the Global Events and Campaigns team at the EIC. As we moved through 2025, the team has expanded EIC's presence by delivering a dynamic and diverse portfolio of activity. This included the successful launch of our new flagship conference Bankable Energies in London earlier this year, alongside our major international export-focused event, the Energy Exports Conference (EEC), bringing active global projects directly to the UK supply chain.

In addition, we delivered strategic global campaigns, a series of high-level executive roundtables, multiple inward delegations and an expanded events schedule across Europe. The year also marked an important milestone as we welcomed our first Platinum Global Partnership, Lloyds Register, strengthening our ability to champion and connect the global energy supply chain.

Global highlights of the year

Bankable Energies

February 2025

The Bankable Energies conference provided members with essential insights into what makes modern energy projects investable, finance-ready and commercially viable. Through a rich programme of panel discussions, presentations and contributions from financiers, investors, insurers, developers, policy leaders and the wider supply chain, delegates gained a comprehensive understanding of today's evolving financing landscape.

The event equipped the audience with the knowledge to navigate new funding pathways, assess risk more effectively and identify emerging opportunities across global clean energy markets.

Energy Exports Conference (EEC)

June 2025

A standout conference and exhibition in our EIC calendar, EEC once again brought together global operators, project developers, government bodies and supply chain companies. With a strong international delegation presence and a programme focused on unlocking project opportunities worldwide, the conference reaffirmed its position as a flagship event for export-ready companies seeking global growth.

Inward Delegations and Market Access Programmes

We welcomed numerous inward delegations from key global markets, connecting international stakeholders directly with the UK and wider European supply chain.

Bankable Energies Roundtables

The team delivered a series of Bankable Energies Roundtables, providing senior leaders with a dedicated platform to explore the financial, commercial and policy conditions that shape project bankability.

Europe Business Breakfast Series

We launched and expanded our Business Breakfast events across Europe, aligning with our International Trade UK pavilions to maximise global engagement.

Lloyd's Register: EIC's Platinum Global Partnership

The EIC Platinum Global Partnership with Lloyd's Register represents a premier collaboration designed to amplify global brand visibility, enhance stakeholder engagement and drive strategic influence across the international energy sector. Through exclusive access to EIC's extensive network, events and campaigns, Lloyd's Register will showcase thought leadership and reinforce its position at the forefront of industry transformation.

Looking ahead to 2026

As we come to the end of 2025, the Global Events and Campaigns team is excited about what lies ahead. We will deliver more international events, expand our campaigns and bring even greater integration across our global footprint. With new regions opening, major project announcements emerging and the global energy transition accelerating, the coming year promises to be one of dynamic activity and opportunity for the EIC and our members. I would like to offer my sincere thanks to our members, partners, sponsors, exhibitors, speakers and colleagues across all regions. Your support, participation and collaboration make our events programme possible.

We wish you and your families a happy, healthy and prosperous new year.

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

Jo Campbell

INTERNATIONAL TRADE

UPCOMING EXHIBITIONS

After an incredibly busy November where we were delighted to have successfully delivered ADIPEC and WNE and proudly hosted over 145 companies across both shows, our team is finally catching its breath. With just one more event to go this year, our Trade Delegation to Mozambique, 24-27 November, we're already turning our attention to the first half of next year and especially to our upcoming exhibitions.

Spaces are filling up fast for the major events kicking off early in 2026, so if you're planning to join us, now's the perfect time to secure your place.

World Future Energy Summit (WFES)

13-15 January 2026

Abu Dhabi

Join over 50,000 energy and sustainability leaders shaping the blueprint for a cleaner, smarter future. Just 1 pod remaining.

WIND EXPO Japan

17-19 March 2026

Tokyo, Japan

As Japan's largest and most influential wind energy trade show, WIND EXPO brings together 38,000+ attendees, 120 national pavilions and 850+ exhibitors. 4 pods remaining.

Offshore Technology Conference (OTC)

4-7 May 2026

Houston, US

We're thrilled to be returning to our prime location in Hall D, right in the heart of the NRG Center. 7 stands remaining.

Oman Petroleum & Energy Show (OPES)

18-20 May 2026

Muscat, Oman

Oman Petroleum & Energy Show (OPES) is the only event in Oman that serves the entire oil, gas and energy industry. Speak to one of the team about options to participate.

If you wish to find out more about how to get involved in one of the above events, or find out about our 2026 full programme, including upcoming delegations, then please get in touch with the International Trade team.

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

ADIPEC 2025

ADIPEC 2025

WNE 2025

WNE 2025

UK news

End of year Round Up

My final update of the year comes after a busy and productive last quarter.

On 28 October in Aberdeen, we partnered with ABL Group for an event focused on Electrifying the Energy Transition.

The day covered a broad range of topics – from port and vessel electrification to offshore assets, grid reliability and interconnectors.

A recurring theme was the need for clearer standards, collaboration and cost management to make electrification both practical and financially viable.

Discussions around offshore asset electrification highlighted the importance of commercial certainty to unlock confidence in projects such as Greenvolt. While industry is already progressing on decarbonisation, panel members stressed the need for greater clarity around the future of oil and gas in the UKCS to accelerate momentum.

We closed the day with a conversation on strengthening grid resilience – an essential component of achieving net zero. The message throughout was consistent: commitment to net zero is strong, but clearer pathways and deeper collaboration are essential.

Our thanks to ABL Group for its partnership throughout the year.

On 20 November we were in Manchester for EIC CONNECT, where – alongside OPITO – we hosted a full day of presentations from EPCs and developers, exploring opportunities across UK and Irish energy projects. With more than 130 attendees and the event returning to the UK for the first time in six years, it was a significant milestone.

The evening before, delegates enjoyed a networking reception kindly sponsored by TRS Staffing. The main event featured speakers from Bilfinger, Wood, Siemens Energy, United Living Group, ITM Power, Technip Energies, Balfour Beatty, Progressive Energy and EET Hydrogen.

Panel discussions on market conditions, policy and investment strategies then followed. Regional committee members also shared valuable insights and the popular one-to-one meetings rounded out the day.

Thank you to all contributors and participants. We're already looking forward to 2026 – watch this space.

The team is busy doing the final preparations for our AGM webinar which will take place on 3 December at 1.15pm, where we'll also be sharing an industry round-up and look ahead into next year.

After what I'm sure has been a very busy (and hopefully productive year) for you all, I'd like to take this opportunity to thank you all for your engagement in 2025, wish you and yours all the very best for a fabulous festive season and we look forward to continuing to work with you all in 2026.

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

Kim Stephen

EIC CONNECT UK&I Energy one-to-one meetings

Pictured left: Kim Stephen with R V Ahilan, ABL Group. Above: EIC CONNECT UK&I Energy presentation in Manchester

EIC CONNECT SPONSORS

Middle East news

Regional update

As 2025 comes to an end, I want to thank you for being part of our journey this year. It's been a busy and rewarding year and I hope like us, you've felt more momentum than challenge and more progress than pause. I'm genuinely inspired by the resilience and forward thinking across our industry, where the future feels full of opportunity.

Reflecting on the past year, I want to express my appreciation to our team for its outstanding efforts in delivering over 50 events (our busiest year yet) across multiple countries and welcoming more than 2,000 attendees.

It was a privilege to celebrate excellence across the energy supply chain at the recent EIC Regional Awards, where we honoured the winners of the World Energy Supply Chain Awards (WESCAs) across nine outstanding categories. This annual event continues to grow in stature and impact, and it is always an honour to recognise such a diverse group of companies, from innovative SMEs to global industry leaders, each striving for excellence in their fields.

The energy sector's resilience, ingenuity and ambition were on full display and it was truly inspiring to witness so many organisations driving progress across projects, technologies and partnerships. We were also delighted to celebrate several local Rising Star finalists, recognised earlier this month at our EIC National Awards, an area we are keen to further develop in future as we continue to spotlight emerging talent across the industry. Thank you to everyone who attended and sincere congratulations to all 24 finalists, with special recognition to this year's winners for their exceptional achievements.

Meanwhile, ADIPEC 2025 once again exceeded expectations, reaffirming its position as the premier event on the global energy calendar. The exhibition showcased the full breadth of activity across the energy landscape, with the Middle East continuing to play a pivotal role in shaping sector priorities and advancing major strategic projects.

As we approach the end of the year, we still have a few spots available for our Christmas Cracker Golf Day, taking place on 11 December at the Abu Dhabi City Golf Club. Even if you're not a golfer, we'd love you to join us afterwards for some relaxed networking as we start winding down for the holiday season.

Looking ahead, EIC is proud to lead the UK pavilion at the World Future Energy Summit 2026 (WFES) in Abu Dhabi from 13-15 January. We are also working on the return of EIC CONNECT KSA on 10 February 2026, so please continue to watch this space.

We will shortly open applications for Survive & Thrive X to all EIC member companies. Our trade delegation will also be venturing into Angola and Nigeria next year. For further details please contact: internationaltrade@the-eic.com

On behalf of the entire team, we would like to extend our warmest wishes to you and your families for a wonderful holiday season and a healthy, happy and prosperous 2026. Thank you for your continued support throughout the year. We look forward to welcoming you to our events in the new year.

Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com

Regional news

ExxonMobil signs Majnoon oilfield development in Iraq

Iraq has unveiled a new agreement with ExxonMobil to manage, develop and operate the Majnoon oilfield, marking Exxon's return after a two-year hiatus. The deal includes upgrades to southern export infrastructure and a profit-sharing arrangement between the parties. Iraq's state oil marketing arm, SOMO, will also tap Exxon's storage capacity in Asia to secure access to critical markets. This development reinforces Iraq's push to re-engage major international energy players.

XRG unveils ambitious global expansion roadmap in energy infrastructure

XRG has revealed its strategy to scale globally, with plans spanning Africa, the Middle East and Southeast Asia. The company aims to expand its footprint in natural gas, power and hydrogen infrastructure projects, seeking new markets and leveraging existing capabilities. XRG intends to partner with regional firms and governments, emphasising local content, flexible financing and risk management to navigate regulatory environments. The approach is designed to accelerate growth while aligning with energy transition goals and rising demand in emerging economies.

Forthcoming events

Ryan McPherson

Asia Pacific news

Regional update

October has been an exceptionally busy month for the EIC APAC region. Since assuming the role on 6 October, I've been fully immersed in a dynamic schedule of engagements, events and programmes.

As part of our regional expansion plan, we aim to capture the true spirit of the Asia Pacific by extending our presence beyond Malaysia, where our efforts have primarily been focused in recent years. This initiative aligns with our strategic vision to broaden our membership base and strengthen our regional footprint. Our immediate target markets include Indonesia, Singapore and China, where we see strong potential for growth and collaboration.

To kick off our regional expansion efforts, we rolled out three key programmes in October across Shanghai, Jakarta and Singapore. Our journey began in Shanghai, where we participated in the 12th FPSO, FLNG & FSRU Global Summit and Offshore Engineering Expo from 15-17 October. This was followed by the launch of our new initiative, the EIC Energising Indonesia Breakfast – Jakarta Episode 1, on 25 October. We then concluded the month with our active participation in the Singapore International Energy Week (SIEW) from 30-31 October.

Collectively, these programmes marked significant milestones in introducing the EIC to new markets across the Asia Pacific. The positive engagement and connections formed during these events have already resulted in new members joining our growing community, affirming the strength of our regional outreach strategy.

As we move towards the end of 2025, we are preparing to close the year with several significant programmes and events – none more anticipated than the EIC gala dinner and awards taking place on 21 November. This special evening will bring together our members and guests to celebrate their achievements in a relaxed and festive atmosphere. We are especially excited to recognise the outstanding contributions of our members, with several awards to be presented in appreciation of their dedication and success.

In addition to the gala dinner, we will also be participating in several key programmes in the coming weeks. These include the second edition of our Energising Indonesia Breakfast series in Jakarta on 27 November, our involvement in the ESG Malaysia Summit, where I will be joining a panel discussion and the Smart Nation Expo, where we are collaborating with the organiser to curate a series of panel sessions. These engagements not only strengthen our presence across the region but also reinforce EIC's role as a collaborative industry partner driving meaningful conversations and connections.

Looking ahead, we aim to develop structured programmes that not only benefit our existing members but also attract new ones. As part of this effort, we will actively engage with key stakeholders, including government agencies, to advance our vision of creating global champions – enabling member companies to thrive beyond their home markets and expand into international territories. Amid the rapidly evolving energy transition, EIC plays a crucial role in bringing together companies and stakeholders to address challenges and unlock opportunities within the energy landscape.

Syed Saggaf Regional Director, Asia Pacific syed.saggaf@the-eic.com

Philippines grants oil and hydrogen exploration licenses

The Philippines has awarded eight new PSCs worth around US$207m to boost domestic energy production and reduce the country’s reliance on oil imports. According to the Department of Energy (DOE), the contracts cover exploration areas in Cagayan, Cebu, Palawan, Central Luzon and the Sulu Sea. The DOE stated that the PSCs include the world's first competitive bid round for native hydrogen as well as joint projects with the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM).

Australia opens second round of hydrogen programme

Australia's Renewable Energy Agency (ARENA) has launched the second round of its Hydrogen Headstart programme, offering up to AU$2bn (US$1.3bn) in funding to support large-scale green hydrogen projects. Expressions of interest are open until 9 December 2025, with a focus on making hydrogen production and use more cost-effective through improved plant design, enhanced electrolyser performance, smarter renewable energy use and better infrastructure for sectors such as ammonia, steel, alumina and heavy transport.

Syed Saggaf

North and Central America news

Regional update

In August 1995, EIC UK (Houston) Inc was established; our board of directors long recognised the US's role as a global energy leader. In October, we marked 30 years of delivering excellence with a vibrant gala: A Nineties Tribute, held at the prestigious Cherie Flores Garden Pavilion in Hermann Park Conservancy.

Amanda Duhon

The evening honoured not only EIC Houston's legacy but the broader EIC community – our North and Central America partners, members and stakeholders – whose commitment to collaboration continues to shape the industry's regional and global progress.

Guests enjoyed a lively cocktail hour with panoramic garden views, setting the tone for high-impact networking before the formal programme began.

I was thrilled to provide a keynote honouring the wisdom of our legacy through the symbol of the pearl, the resilience that carried us through challenges with the strength of navy and the excellence that defines our future in the brilliance of gold – each representing the enduring spirit of the energy supply chain and the EIC's unwavering commitment to global leadership.

We then celebrated the induction of the 2025–2027 EIC global ambassadors from the region including Natalya Brooks, market intelligence manager, ABB; Cormac Ryan, industry principal – EPC, AVEVA; John Gunn, global operations executive – energy transition, Bechtel; Rajiv Sabharwal, vice president of business development, Bureau Veritas; Rakhi Oli, global strategy director, Flowserve; Adam Winegard, partner, HKA; Ramon Contreras, corporate account manager, LRQA; Farook Khan, corporate account manager, Siemens; Darren Rowan, director business development, TRS Workforce Solutions; Mickey Howard Barett, vice president, Raba Kistner; Della Calder, business development manager, TÜV Rheinland – Risktec Solutions and Paula Fitzpatrick, regional executive, Texas and Louisiana, WSP USA Inc, representing leaders across the energy supply chain.

We concluded the presentation portion of the gala with a recognition of the 2025 World Energy Supply Chain Awards (WESCAs) finalists and winners announcement for the Houston region. Finalists included: Belzona, Fulkrum and Greene Tweed for the People Culture and Optimisation category; Airswft, Belzona, Fulkrum and Koil Energy for the Resilience and Transformation category; Bureau Veritas, iNet and Raba Kistner for the Service and Solutions & Scale Up category; and AVEVA, Bureau Veritas, and iNet for the Innovation category.

WESCA winners included: AVEVA – Innovation; Belzona –Resilience & Transformation; Fulkrum –People Culture & Optimisation

and Infrastructure Networks – Service Solutions & Scale Up – each demonstrating resilience and innovation through Survive & Thrive interviews.

A special thank you to Raba Kistner, our celebration sponsor. With over 55 years of excellence and a footprint across the US and Mexico, Raba Kistner has become a trusted advisor in the energy sector, supporting major LNG and industrial projects across the Gulf Coast, winning more major LNG project contracts than any competitor since launching its Energy Division in 2021.

As we celebrate three decades of impact, EIC Houston remains committed to driving innovation, fostering collaboration and championing the energy supply chain across North and Central America. Together, we look forward to shaping the next era of excellence.

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

Regional news

Trump cuts US$8bn funding in clean energy projects

Approximately US$8bn in funding for clean energy projects in the US has been terminated by Trump's administration, affecting up to 321 financial awards. The cancellations impact major US manufacturers such as Cummins, GE Vernova, John Deere and Caterpillar, as well as transmission grid projects involving key players such as Xcel Energy, National Grid and Commonwealth Edison. The decision marks a significant setback for the country's clean energy ambitions, raising uncertainty over the future of federal support for emerging technologies such as green hydrogen.

South America news

Regional update

Clarisse Rocha

2025 is coming to a close, but you can still learn about upstream opportunities on our last Breakfast in Rio of the year. On 9 December we welcome Equinor and McDermott to share and talk about the highlights of the year, such as the Raia project and the arrival of the FPSO on Equinor's Bacalhau project, that, with a production capacity of up to 220,000 bbl/d, incorporates technologies that reduce emissions to 9kg of CO2 per barrel.

On 9 October we successfully launched the first edition of the Energy Procurement Summit, pictured, an event that brought together procurement leaders, industry experts and representatives from major energy companies for a full day of engaging discussions, networking and knowledge exchange about the future of procurement. The event featured case studies on key topics such as supplier management, ESG, the future of the buyer role, artificial intelligence, tax reform, negotiation and contract management. These insights were shared by professionals from companies including Equinor, Petrobras, Halliburton, TechnipFMC, Vale, Origem Energia, Trident Energy, Bram Offshore, Karoon Energy, Shell, Deloitte, Infis Consultoria, Procurement Garage and Coupa.

Petrobras imports natural gas from Argentina

Petrobras has imported natural gas from Argentina, which is the first time the company has imported shale gas from Vaca Muerta. The aim was to test the commercial and operational framework of the operation. The import totalled 100,000m³ of gas and was carried out under an agreement with Pluspetrol, using the Bolivia-Brazil gas pipeline (Gasbol).

Under the agreement, Petrobras may import up to 2MMcm/d of natural gas. Further import operations will take place as the companies identify commercial opportunities. This was the fifth gas import from Argentina to Brazil and the trend is expected to continue. New pipeline projects are emerging to meet Brazil's growing need to diversify its gas supply, amid declining gas production and exports from Bolivia.

One of the most important highlights of 2025 was EIC CONNECT Energy Brazil. The event brought together over 175 delegates, facilitating 110 business meetings, strengthening connections and driving new opportunities across the Brazilian energy sector. Key insights included Petrobras' forecast for the pre-salt production peak in 2029/2030, MODEC's role in operating 25% of Brazil's oil production, SBM's projection of up to 46 new FPSOs worldwide (20% in Brazil) and advances in carbon capture, biofuels, subsea technology, refining and natural gas infrastructure. With robust investment figures – such as US$826m in refining by 2029 and R$13bn in gas distribution – and innovation milestones like Baker Hughes' upcoming all-electric subsea tree, this event stood out as the most comprehensive yet, reaffirming Brazil's central role in the global energy landscape.

To wrap up the year, we would like to thank the more than 2,600 people who participated in 2025 events hosted by the South America team. If you weren't able to join us this year, be sure to keep an eye on our events calendar to stay informed about what's coming up in 2026. Wishing you a successful and inspiring new year from all of us at EIC South America.

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

Brazil sets up offshore wind working group

The country's National Energy Policy Council (CNPE) has approved the creation of an offshore wind working group (GT-EO) to advance regulations for the country's offshore wind sector. Co-ordinated by the Ministry of Mines and Energy (MME), the group will develop rules under the offshore wind law, enacted in January 2025. GT-EO, comprising 23 institutions plus private and civil society representatives, will propose measures for site planning, permitting, qualification criteria, compliance rules and phased studies on coexistence with fishing, navigation safety, port needs, process digitisation and the creation of a single offshore area management portal.

Regional news

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

EIC Insight Report 2025 Volume IX

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 & AI

Diversification

Energy Transition

Environmental Sustainability & Social Impact

Export

Innovation

Optimisation

People & Competency

Resilience

Scale Up

Service & Solutions

Technology

Transformation

The WESCA winners 2025

MSA Safety

Customer-centric approach drives MSA Safety’s global expansion

Story type

#service & solutions (main category)

#technology

Benefits

▸ Increased international presence.

▸ MSA well positioned as an environmentfriendly safety partner.

Key findings

Victor Kiem Vice President APAC

How is MSA Safety thriving?

With a laser focus on customer-centric solutions, MSA Safety has grown its revenue from US$1.34bn in 2020 to US$1.8bn in 2024. During this time, the global safety equipment manufacturer has maintained its competitive edge through strategic acquisitions, continuous product optimisation and close collaboration with clients across the energy sector. And by cultivating deep customer relationships and understanding specific safety needs, MSA has also successfully expanded into emerging markets while strengthening its position in traditional lines of business.

The challenge – As a century-old company operating in the highly competitive safety equipment industry, MSA Safety faces the ongoing challenge of maintaining relevance and driving innovation. Recent years have brought significant disruptions to global supply chains, leading to increased costs and potential production delays that could impact customer deliveries.

These challenges are intensified by the need to serve diverse industries with specific safety requirements, from traditional oil and gas to emerging sectors such as hydrogen, ammonia and LNG. With competitors including Dräger, Honeywell and Emerson, MSA must continuously demonstrate its value proposition to maintain market share.

Furthermore, the company needed to carefully balance pricing strategies to remain competitive while generating sufficient margins to fund ongoing R&D and pursue strategic acquisitions. This delicate balance is essential for sustaining the company’s growth trajectory.

The solution – MSA Safety’s approach to these challenges centres on maintaining an unwavering commitment to customercentricity. Rather than simply providing standardised safety equipment, the company collaborates closely with customers to understand their unique requirements and develops customised

solutions that address specific safety concerns.

A recent FPSO (floating production storage and offloading) project exemplifies this approach. When awarded the contract, MSA worked intimately with the customer to understand not just its technical specifications but the underlying safety objectives. This collaboration led to the adaptation and optimisation of existing designs to create a bespoke solution that helped to minimise long-term risk exposure at the client’s facility.

To enhance this customer-centric model, MSA has strategically positioned sales and service teams around the world, which has enabled them to stay close to customers and decision-makers regardless of location. This global presence has proven particularly valuable in the FPSO industry, where projects typically involve stakeholders from multiple countries. Despite geographical separation, MSA teams collaborate effectively to deliver cohesive solutions that meet diverse needs – from engineering, procurement, and construction (EPC) to end users.

The company has also pursued strategic acquisitions to expand its technological capabilities and market reach. In 2021, it completed a US$337m acquisition of Bacharach, a leader in detection technologies for the heating, ventilation, air conditioning and refrigeration (HVAC-R) markets. This acquisition has allowed MSA to address growing global regulations on greenhouse gas emissions and refrigerant usage, thereby positioning the company at the forefront of solutions that reduce environmental impact.

This expansion into the HVAC-R sector demonstrates MSA’s ability to identify growth opportunities aligned with its core mission of enhancing safety. With increasing international focus on monitoring and managing refrigerant usage to improve safety, environmental responsibility and operational efficiency, MSA’s extended product portfolio allows it to serve emerging needs while staying true to its foundational purpose.

The company’s manufacturing strategy complements its customer-centric approach. It has factories strategically located worldwide to ensure responsive

For industry

▸ Collaborate more with manufacturers to better embrace new innovations.

MSA Safety at a glance:

Key products and services: safety products and solutions.

Main industries served:

▸ Oil and gas

▸ Power

▸ Renewables

▸ Others

Headquarters: Cranberry Township, US Year established: 1914

Number of employees: 5,000

Revenue: £1.4bn

production and delivery, a footprint which has helped MSA mitigate supply chain disruptions while maintaining the quality and reliability that customers expect.

Through these strategies, MSA has positioned itself as a safety partner rather than simply a supplier. Customers know they can rely on MSA to collaborate on solving safety challenges, backed by more than a century of industry expertise and a comprehensive product range that includes firefighter safety gear, fixed and portable detection systems, and industrial personal protective equipment.

on that

This year, MSA expects to generate low single-digit organic sales growth, building on the foundational work completed in 2024. It remains focused on profitable growth opportunities across its diverse market segments, with particular attention to expanding its presence in clean energyrelated sectors while maintaining its strong position in traditional hydrocarbon industries.

By balancing innovation with reliability, global reach with local expertise, and standardisation with customisation, MSA Safety continues to fulfil its mission of helping to keep people safe at work – a commitment that has defined the company for more than a century and positions it for continued success.

nexos

Diversifying to become an energy transition partner of choice

Derek Thomson Chief Operating Officer

How is nexos thriving?

Nexos has boldly reinvented itself. In a time of market disruption and shifting energy priorities, the company didn’t just adapt - it evolved at pace. By building on and diversifying beyond its offshore EPC heritage, it developed a futureproof offering now central to energy decarbonisation. Today, it stands as a transition partner of choice.

The challenge - Formerly Global E&C, nexos is a future-focused EPC provider delivering progressive energy solutions through innovation, partnerships and a problem-solving mindset. With over 1,100 employees, it had long been recognised as the UK’s most digitally enabled EPC service provider. To remain competitive, it saw the need to evolve from an offshore contractor to a diversified player across both traditional and emerging markets.

External pressure also drove this shift. With volatile oil markets and rising decarbonisation demands, clients needed partners who could maintain legacy assets while enabling lowcarbon infrastructure.

Pivoting internally brought challenges. New sectors required new skills, prompting nexos to upskill talent and acquire OSL (consultancy), Aiken (modular), and Magma (fabrication). Integrating these firms—each with distinct cultures and systems - was no easy task.

Rebranding was also critical. Known for offshore work, nexos had to prove its capabilities in onshore EPC and early-stage consultancy. These goals were complicated by macroeconomic pressure, supply chain issues, and inflation.

The solution - All of this came to a head in 2023, when the company transitioned to new ownership under SCF Partners. Indeed, it marked a key turning point for nexos. The move brought strategic clarity, access to capital, and a new platform for growth.

Around the same time, nexos also became a founding member of D2Zero – a collective of six aligned businesses, within the SCF Partners portfolio, focused on enabling decarbonisation across the full energy mix.

This was a logical step to take. Indeed, the company recognised that the traditional EPC model—built for large, established offshore projects – wasn’t always fit for early-stage, low-carbon developments where agility, innovation, and integrated thinking are vital.

As it worked to fundamentally reshape itself, nexos focussed on building a new, improved brand on the foundations of its core strengths – decades of energy industry expertise in EPC and commissioning experience. It was a legacy that provided significant technical credibility which could be carried into adjacent sectors. In this sense, the firm expanded upon its identity, rather than discarding it.

The firm’s strategic acquisitions proved to be a key enabler. OSL brought front-end engineering and advisory capability, Aiken delivered modular project expertise, and Magma added commissioning and close out epxertise. Collectively, this combination provided nexos with the ability to offer endto-end project delivery all in-house – from feasibility and concept design to fabrication, construction, and commissioning.

The internal restructuring process took some thought – harmonising systems, governance frameworks, and leadership structures across legacy and acquired businesses. Further, the company had to develop new playbooks, promoted cross-functional teams, and encouraged collaboration across onshore and offshore services. It was a holistic cultural shift, underpinned by the firm’s new name. Indeed, nexos signals “next generation, new energy”.

At the same time, it also launched Nexflix – a digital internal communications and learning platform – and rolled out a new website and storytelling campaign aimed at unifying its workforce and ensuring clarity on its mission to clients, partners, and employees alike. Overall, this transformation has paid dividends. Indeed, nexos has added over 100 new employees during its transition under SCF Partners, growing particularly in its onshore division. Further, it has secured several key contracts, including the UK’s first synthetic fuel facility with Zero Petroleum and feasibility studies in key industrial clusters.

The company’s client base has diversified significantly as planned, while internal engagement has also improved through greater cross-functional collaboration – an

Story type

#transformation (main category)

#digital & AI, #diversification, #energy transition, #resilience, #service & solutions

Benefits

▸ Business growth and expansion with over 100 new employees and major contract wins, including the UK’s first synthetic fuel facility with Zero Petroleum.

▸ New internal platform Nexflix has improved cross-function collaboration and workforce alignment.

Key findings

For young people

▸ The energy sector is changing rapidly, and with that comes enormous opportunity for those willing to adapt and learn.

For industry

▸ Don’t wait for perfect conditions to evolve your business—start with what you have, be clear on where you’re going, and back your people to deliver.

For government

▸ Support and simplify access to funding for mid-cap energy companies playing a direct role in industrial decarbonisation.

nexos at a glance:

Key products and services: engineering, procurement and construction (EPC) provider.

Main industries served:

▸ Oil and gas – 60%

▸ Onshore renewable energy – 10%

▸ Energy storage – 10%

▸ Hydrogen – 9%

▸ Carbon capture – 9%

▸ Nuclear power – 1%

▸ Offshore renewable – 1%

Headquarters: Aberdeen, UK

Year established: 2003

Number of employees: 1,100

Revenue: £101m

Revenue from exports: 5%

effort that has seen them recognised for HR excellence in the category for ‘Team of the Year’ for the 2025 Cherries Awards

With its integrated model, forward-thinking strategy, and backing from D2Zero, Nexos has turned disruption into opportunity. The company hasn’t just survived the delayed netzero transition and decline of traditional oil and gas—it has redefined its role in the energy future.

Norco Group

Customer-driven diversifi cation creates 15% growth in competitive market

Story type

#service & solutions (main category) #transformation

Benefits

▸ Norco Group has achieved a 15% yearon-year turnover growth in the materials handling division.

▸ The company aims to expand to UAE and grow activities in Europe.

Key findings

Len Robertson

Director

How is Norco Group thriving?

Aberdeen-based Norco Group has successfully extended its 30-year expertise in battery solutions thanks to its decision to move into battery charger supply and rental. Building on its innovative battery rental model that disrupted the market this customer-focused approach delivered immediate dividends, with the materials handling division achieving 15% year-on-year growth, attracting over a dozen new customers, and enabling valuable cross-selling opportunities. By maintaining substantial local stock in Aberdeen, Norco has positioned itself as the UK’s largest independent provider in this specialist field.

The challenge - Norco Group faced mounting competitive and operational pressures that threatened its established business model. Geopolitical uncertainty and Brexit complications significantly impacted raw material costs and created supply chain disruptions, particularly critical for a company whose customers require immediate solutions when power systems fail. Previously reliant on reselling other manufacturers’ products with no local stock, Norco was increasingly vulnerable to delivery delays and price fluctuations.

Rising energy costs further squeezed production expenses and profit margins in an already crowded marketplace where differentiation was becoming increasingly difficult. Internally, the company experienced additional strain through the retirement and departure of long-serving staff, creating pressure to recruit and train new team members whilst maintaining service quality. These converging challenges made continuing with the status quo unsustainable and called for a strategic rethink to maintain competitiveness.

The solution - Norco’s leadership recognised that maintaining a competitive edge hinged on diversification that would leverage its market position and technical expertise. Rather than continuing as a reseller of UK distributors battery chargers, the company, working alongside its partners, made the decision to develop and stock its own Norcobranded product line in Aberdeen.

The move was timed perfectly with changing market conditions. A competitor had recently announced it would cease importing similar products, and Norco identified new suppliers not yet established in the UK market. The company conducted thorough data analysis of its historical sales to find the most indemand unit types, sizes and technologies before making its initial investment in a stock holding of 130 units in Q2 of 2024.

To drive the new offering, Norco expanded its sales team by adding two dedicated specialists – one in May 2024 and another in January 2025 – one specifically targeted with charger sales. The company developed fresh marketing collateral and committed to exhibiting at the Materials Handling Exhibition in Birmingham for the first time since 2007.

The customer response exceeded expectations, with demand quickly outpacing initial inventory. Within three months, Norco placed a second order, and to date, it has purchased an additional 287 units to maintain adequate stock levels for growing customer requirements. Revenue generation began almost immediately after the initial investment, further validating the strategy.

A key advantage of this diversification has been enhanced cross-selling opportunities. New customers attracted by charger availability have subsequently engaged Norco for other services, while existing clients have expanded their relationship to include the new product line. Even the company that previously imported these products has become a Norco customer.

The success of this initiative builds on Norco’s established tradition of challenging industry norms. Previously, the company pioneered battery rental solutions when competitors only offered outright purchase options. By closely listening to customer needs and identifying gaps in the market, Norco has consistently developed offerings that competitors later emulate.

That said, implementation of the new strategy has not been without challenges. Post-Brexit bureaucracy has complicated European importing. This has created additional costs and administrative hurdles, while warehouse capacity constraints have emerged as stock inventory has increased. Despite these obstacles, Norco’s management structure and corporate culture that encourages calculated risk-taking have

For young people

▸ Work hard—success doesn’t happen overnight. Stay focused, determined, and avoid distractions.

For industry

▸ Every employee matters. Some of the best ideas come from staff—listen to them.

For government

▸ UK government needs to support the wider UK, and ensure a focus on Scottish businesses.

Norco Group at a glance:

Key products and services: sales, service, and maintenance of batteries, chargers, and uninterruptible power supply (UPS) systems.

Main industries served:

▸ Oil and gas – 25%

▸ Hydrogen – 10%

▸ Onshore renewable energy – 5%

▸ Others (non-energy): retailers, telecoms, materials handling – 60%

Headquarters: Aberdeen, UK

Year established: 1994

Number of employees: 115

Revenue: £14m

Revenue from exports: 15%

enabled the team to adapt and thrive.

The strategy’s success is reflected in tangible outcomes, chiefly a 15% year-on-year turnover growth in the materials handling division, expanded team capacity with two new specialist staff, enhanced technical expertise through product training, and significantly increased brand awareness. Perhaps most importantly, more than a dozen new customer relationships have been established, creating foundations for further growth.

Looking ahead, Norco plans to expand distribution beyond its current UK and Ireland focus into broader European markets such as Spain, France and Germany. The company also aims to expand its UAE presence in parallel with its European growth activities.

Nylacast

From static polymer manufacturer to global energy solutions provider

Steve Jones Global Sales Manager, Oil & Gas

How is Nylacast thriving?

Nylacast has transformed its value proposition by evolving from a static polymer manufacturer into a proactive global energy solutions provider. Now expanding geographically with a dedicated energy division leadership, the Leicester-based cast nylon specialist has achieved 20% growth in oil and gas revenues year-on-year, doubled its staff size, and now supplies two-thirds of the global STAB connector market. Under new CEO Keith Dodd’s leadership, the company has built out its energy team and shifted from reactive sales to proactive market engagement across multiple energy sectors.

The challenge - When the current board appointed Keith Dodd as CEO, Nylacast faced the reality of being a capable but static business with unrealised growth potential. The company possessed strong technical capabilities in cast nylon manufacturing and polymer engineering but had not yet managed to successfully define the focused market approach needed to capitalise on emerging opportunities in the energy sector. The business needed to expand manufacturing globally to meet customer requirements, develop new testing methodologies to enter markets like ROV torque buckets, and develop further expertise to compete with established players. Most critically, Nylacast needed to transform from a component supplier into a solutions provider that could support clients throughout their project lifecycles.

The solution - Nylacast shifted to a model built around proactive engagement across targeted energy sectors, recognising that sustainable growth required both technical innovation and market leadership in key locations.

The first major step involved strategic staff acquisitions from key industry players to build sector expertise. Nylacast recruited experienced professionals who brought established relationships and deep understanding of customer needs. This accelerated market entry whilst building

credibility with potential clients.

Geographic expansion became central to the growth strategy. The establishment of a commercial presence in Aberdeen in April 2024 marked a significant milestone by providing local presence in a key oil and gas hub. Dean Sanders was appointed as Energy Director to head the newly formed energy division, which includes both sales and service functions and enables Nylacast to serve local markets more effectively.

The company has also expanded its energy capabilities through acquisitions, including the purchase of Supergrip and Pipeline Engineering. T.hese businesses brought polyurethane-based products and pipeline pigging solutions that complemented Nylacast’s core cast nylon offerings. Crucially, the integration created a comprehensive energy portfolio under one brand and positioned Nylacast as a full-service provider rather than a specialist component manufacturer.

Technical innovation has supported market expansion through the development of new testing methodologies and capabilities. Here, Nylacast invested to create in-house testing capability rigs to perform extensive testing across methodologies required for BS 13628-2 and API 17d standards. This investment enabled qualification for Class 4 torque buckets, establishing Nylacast as a leader in polymer torque bucket manufacture and testing for oil and gas applications.

Operational changes reinforced the strategic direction. Daily enquiry standing meetings has improved communication on key opportunities and challenges to ensure coordinated responses across the business. The marketing function has been strengthened with regular attendance at major energy events – these included Subsea EXPO and OTC, where impactful displays showcased final applications as opposed to just components.

The company also launched a quarterly newsletter for external audiences and expanded its renowned training academy. With 115 apprentices developed from students to engineers, partnerships with three leading UK universities and 44

Story type

#transformation (main category)

#people & competency, #scale up

Benefits

▸ Over 150 apprentices supported.

▸ Oil and gas revenue growth of 20% year-on-year.

Nylacast at a glance:

Key products and services: cast nylon and polymer engineered products.

Main industries served:

▸ Oil and gas

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Others (non-energy): construction, quarrying, mining

Headquarters: Leicester, UK

Year established: 1967

Number of employees: 550

students in the current apprenticeship cycle, Nylacast has built a robust talent pipeline that supports its sustained growth journey.

Such a journey has been and continues to be underpinned by a business philosophy which centres on ‘People, Polymers and Passion’ principles. The people focus emphasises education and empowerment, polymer expertise drives innovation in applications, and passion for change motivates continuous improvement. This approach has enabled the company to become more agile, with quicker response times and improved quote turnaround.

The transformation process has delivered substantive results across key indicators. Oil and gas revenues have grown 20% yearon-year, staff numbers have doubled, and the company now dominates the global STAB connector market with a two-thirds market share. Large projects won at the end of 2023 drove continued growth into 2024, whilst the expanded engineering team and addition of a project manager have improved focus and efficiency.

Meanwhile, customer relationships have deepened through integration into projects from initial stages rather than simply responding to specifications. This consultative approach has improved retention rates amongst existing clients and successfully re-engaged dormant accounts. Indeed, the combination of technical capabilities, market presence and proactive engagement has positioned Nylacast as a preferred partner for major tier 1 contractors seeking reliable polymer solutions.

Oceaneering

Vessel-free robotics dramatically cuts subsea operational costs and emissions

Story type

#innovation (main category)

#collaboration, #culture, #energy transition, #technology

Benefits

▸ Approximately 36,000 tonnes of CO2 emissions avoided by Liberty.

▸ Resident technology platform continuing to expand.

Key findings

For young people

How is Oceaneering thriving?

Since June 2019, Oceaneering’s groundbreaking Liberty™ Resident System has revolutionised subsea operations by enabling the first fully resident, battery-powered underwater robotics solution. This self-contained docking station with 550 kWh of battery power has accumulated over 21,100 operational hours, eliminating the need for more than 900 vessel days and significantly reducing costs and CO2 emissions. By enabling remote operations from shore-based facilities, the Liberty system has fundamentally transformed traditional offshore practices and is supporting a more efficient, sustainable and costeffective oil and gas sector.

The challenge - Oceaneering identified a critical industry need to reduce vessel dependency in subsea operations. Traditional offshore interventions required dedicated inspection, maintenance and repair (IMR) vessels remaining on-site throughout operations. This was resulting in significant costs, alongside substantial carbon emissions, varying up to 40 tonnes of CO2 daily depending on the IMR vessel. These vessel-based operations also created logistical complications, weather dependencies and safety concerns associated with offshore personnel deployment.

Despite clear potential benefits, resident subsea robotics faced considerable scepticism within the risk-averse oil and gas industry. Technical hurdles included developing reliable communications systems, creating sufficient battery capacity for extended operations, and ensuring the system could perform complex tasks without direct human intervention. Additionally, the technology needed to withstand harsh subsea environments while delivering functionality comparable to traditional vessel-based remotely operated vehicles (ROVs). A fresh approach to established operational practices was needed. The solution - Oceaneering’s development journey began with a proof-of-concept in 2017, based around adapting conventional systems with standard automotive batteries to demonstrate operational viability. Following successful testing, Norwegian operator Equinor issued a tender for a purpose-built resident system, which Oceaneering secured in late 2017. Rather than pursuing extended development cycles, Oceaneering adopted an

▸ Understand your market and personal goals.

Kenneth Solbjor Product and Services Lead Subsea Robotics

agile approach, building a working prototype within just 15 months and implementing a continuous improvement process alongside operational deployment.

The resulting Liberty™ Resident System represents a feat of engineering – a fully selfcontained docking station for ROVs and AUVs with 550 kWh of battery power, believed to be the largest subsea battery system of its kind. Communication with shore-based Remote Operations Centres occurs via an integrated buoy equipped with LTE connectivity (with Starlink on the roadmap for integration), which enables 24/7 operations without vessel support. Critically, the system remains unaffected by surface weather conditions that typically hamper conventional offshore operations.

Deployed continuously since June 2019, Liberty has been operational year-round for Equinor and is maintained on a 24/7 hire basis. This unprecedented operational record has validated both the technology and business model, proving that resident systems can deliver reliable performance in real-world conditions. Indeed, the system has eliminated the need for more than 900 vessel days during its operational life to date. As a result, a significant reduction in environmental impact has been realised –around 33 tonnes per day of CO2 emissions have been avoided based on a typical IMR vessel Oceaneering has continuously enhanced the system through its established improvement process. Technical refinements include optimising buoy communications systems and implementing water hydraulics for automated mud mat extensions. The company has also expanded Liberty’s operational envelope, working collaboratively with Equinor and T.D. Williamson to pioneer subsea pipeline isolation operations using the resident system in 2022 –the first application of its kind globally.

This industry-first pipeline isolation project exemplifies the transformative potential of resident technology. Traditional methods require vessel support throughout the operation, but the Liberty-based approach allowed the entire procedure to be conducted remotely with teams collaborating from virtual control rooms in Australia, Norway and Houston, US. This 24/7 operational capability, combined with eliminating offshore personnel mobilisation, is delivering substantial benefits

For industry

▸ We need more collaboration within the industry – we need to act collectively to change things.

For government

▸ The UK needs to adopt local content schemes similarly to other countries in the world.

Oceaneering at a glance:

Key products and services: engineered products and services.

Main industries served:

▸ Oil and gas – 45%

▸ Nuclear power – 5%

▸ Offshore renewable energy – 5%

▸ Others (non-energy) – 45%

Headquarters: Houston, US

Year established: 1964

Revenue: £1.6bn

Revenue from exports: 60%

in cost reduction, safety enhancement and environmental impact minimisation.

Liberty’s success stems from several strategic advantages. Oceaneering’s 60-plus years of subsea expertise provided both technical knowledge and operational credibility with major operators. Meanwhile, the company’s collaborative approach with Equinor created an environment where innovation could flourish, while the forward-thinking nature of Norwegian continental shelf operations offered an ideal testing ground. Internally, Oceaneering’s agile ‘Oceaneers’ culture encouraged cross-functional collaboration between regional development teams and global support resources, allowing it to overcome the considerable scepticism that initially faced this disruptive technology in a traditionally risk-averse industry. Looking ahead, Oceaneering will continue to build on its resident technology platform with new innovations. For example, the company’s newly developed Omnio™ electromechanical tool changer represents another critical breakthrough as it enables subsea tool changes without recovering equipment to the surface. This advancement, the result of a sixyear development programme scheduled for offshore testing in 2025, promises to further extend the capabilities of resident systems and cement Oceaneering’s position as the industry leader in autonomous subsea operations.

Alexander Steele

OceanPact

Building a technological platform for maritime emergency

response

Story type

#digital & AI (main category)

#environmental sustainability & social impact

Benefits

▸ OceanPact’s new solution is being recognised by regulatory bodies.

▸ International expansion is underway, with an established office in Guyana and plans to enter the Namibian market.

Key findings

Erik Cunha

Arthur Kós Chief Commercial Officer Director of Innovation

How is OceanPact thriving?

Established in 2007 as Latin America’s largest maritime environmental emergency response company, OceanPact has successfully launched its proprietary OceanPact Digital platform. The Rio de Janeiro-based company achieved a record year in 2024 and was named Innovative Company of the Year by OSJ (Shipowners), evolving from emergency response specialist to integrated digital solutions provider. Its technological platform combines vessel traffic services, oil spill monitoring, metoceanographic monitoring, computational modeling, and real-time ROV operations up to 3,000 metres deep and was already serving seven major oil and gas operators within a year of entering the market.

The challenge - The requirement for continuous, real-time environmental monitoring, imposed by regulatory authorities following a major offshore oil spill in 2011, marked a turning point in how monitoring technology was applied in the industry. The solution needed to integrate cameras, radars, oil detection sensors, and metoceanographic monitoring tools. Although OceanPact was already a recognised leader in deploying Norwegian technology, it was constrained by its reliance on external solutions that could not be adapted or improved. This led the company to recognise the need to develop its own technological platform, capable of meeting regulatory demands while providing greater autonomy and operational efficiency.

When the client returned a year later, OceanPact encountered significant problems since it wasn’t the original developer and couldn’t fix emerging failures or provide necessary updates. The company recognised that to maintain its competitive edge and expand its market reach, it needed to develop its own integrated technological solution rather than remain dependent on external tools which is had no power to control or enhance.

The solution - OceanPact’s response began with the development of its own integrated digital platform. In 2022, the company launched OceanPact Digital, which combines its vessel traffic service (VTS) expertise with experience from Norwegian systems. This proprietary platform integrated AIS for vessel tracking, oil slick monitoring and

real-time operational visibility through ROV systems operating up to 3,000 metres deep.

The platform evolved into a comprehensive solution that constantly adapts to client needs. Beyond emergency response, it incorporates operational safety monitoring for OceanPact’s vessels to allow for real-time fleet activity visualisation. The system integrates sensitive area mapping, oceanographic monitoring, and computational modeling, and has expanded to support clients’ offshore management operations through various modules.

A crucial breakthrough came in 2018 when OceanPact secured FINEP funding to develop ocean surface current monitoring technology. Using high-frequency antennas covering up to 300 kilometres from the coast, this system provides real-time data essential for accurate oil spill trajectory predictions. Testing demonstrated remarkable results, reducing search areas by 60% in simulations.

The platform’s effectiveness was validated in 2024 when IBAMA conducted Brazil’s first remote inspection using OceanPact’s solution for a client’s exploration license drill. The environmental agency issued a recognition letter for the digital tool, marking a significant regulatory milestone.

Indeed, OceanPact’s solution differentiates itself through complete integration of monitoring, safety and response capabilities in real-time, and the fact it is enhanced further by onboard imaging and satellite solutions. While numerous monitoring and safety tools exist in the market, OceanPact’s comprehensive platform uniquely combines all these elements in a single interface that is accessible to users around the clock.

Within one year of launch, seven major oil and gas operators were using the system. The platform’s modular design allows customisation for different client needs while maintaining core functionality for emergency response and operational management.

The system’s capabilities extend beyond monitoring to active emergency management, transforming data into actionable response plans. When environmental incidents occur, the platform enables real-time coordination of response assets – this dramatically improving

For young people

▸ Keep giving importance to the oil and gas sector because it requires a lot of expertise, and skilled labour is being lost in this area.

For industry

▸ The moderator’s role goes beyond reading resumes - they should foster interaction and meaningful dialogue, as constant praise alone creates a cold, disengaged environment.

For government

▸ Serious and committed effort to restructure the country, starting from the educational system all the way to the economy.

OceanPact at a glance:

Key products and services: marine solutions.

Headquarters: Rio de Janeiro, Brazil

Year established: 2007

reaction times and operational effectiveness. Not surprisingly, the solution has earned recognition from regulatory bodies which now accept remote inspections conducted through the platform, a feat which is fundamentally changing how maritime emergency response is managed.

International expansion is underway with an established office in Guyana. Meanwhile, the company has also presented its innovations at international venues including Interspill in London, showcasing its role in environmental emergency response globally.

The transformation represents more than technological advancement. It demonstrates how OceanPact has been able to leverage its operational expertise to create a proprietary solution that addresses both emergency and operational needs. By developing its own platform, the company has eliminated dependency on external technology, gained complete control over updates and created a scalable solution for international markets.

This shift from service provider to technology innovator has positioned OceanPact to lead the digital transformation of maritime emergency response, transforming it from a regional leader into a global technology provider for maritime safety and environmental protection.

Orion Inspection and Consulting Services

Transforming pipeline inspection with innovative robotics technologies

Story type

#technology (main category)

#service & solutions

Benefits

▸ Overcame challenges and gained significant media attention, leading to increased demand for services.

▸ Revenues almost tripled between 2023 and 2024.

Key findings

For young people

▸ In the start-up and small business environment, we all must “wear more than one hat” and adapt to various roles.

Felipe Oliveira Rebeca Mendonça CEO Marketing Assistant

How is Orion Inspection and Consulting Services thriving?

Founded in 2021, Orion Inspection and Consulting Services has come a long way, quickly scaling to secure high-profile projects across Brazil, the Middle East, and the Americas. Today, its adaptable robotics solutions are renowned for solving complex challenges in pipelines, confined spaces, and submerged areas, minimising risk while unlocking access where traditional methods fall short.

The challenge – Orion has diversified its offering from the outset, currently providing core solutions for pipelines, confined spaces, and submerged areas.

That value proposition is underpinned by a suite of innovative, adaptable robotics technologies that enable remote work in hard-to-access areas, reducing safety risks.

The oil and gas and renewables industry has quickly become a key beneficiary, with most of Orion’s activities focused on Brazil alongside projects in Saudi Arabia, Qatar, the US, Mexico and Columbia. Equally, the firm also serves the conventional power and nuclear power markets.

However, rapid growth brought internal challenges — nice ones, but challenges anyway. The company had to quickly evolve its internal processes, reporting systems, and talent recruitment, adapting on the fly to complex client demands.

The solution – One of Orion’s core solutions is an instrumented pigging sphere for pipelines lacking traditional means of access/inspection, but the main technological deliverables come from its robtics crawlers and ROV’s, all 100% modular and customisable.

Many clients have benefited from this. In one instance, a customer couldn’t use a pipeline due to a lack of access to a tank, with Orion using its robotics technologies to solve this issue. Equally, it also helped a pulp mill inspect a pipeline without halting production, avoiding three days of downtime.

The company’s adaptability towards its clients is undoubtedly central to its value proposition, using incredible creativity to navigate situations that otherwise have no solution.

In 2024, the firm provided services for Cenibra, a producer of bleached short-fibre eucalyptus pulp, located in the Brazilian municipality of Belo Oriente. The company had reported water seeping through the floor of its factory, with initial inspection revealing the factory’s water supply pipeline to be the source of the issue. In search of a solution, INGU’s (a Canadian company represented by Orion.

in Brazil in exclusivity) Pipers® was identified – a small sphere capable of not only inspecting for leaks and micro-leaks but also providing data regarding the integrity of the pipe wall.

There were several major hurdles to overcome for Cenibra. Indeed, the operation of this pipeline could not be paused, being essential to the factory’s production system. Further, stopping the equipment for more than two hours would force a gradual return to activity that would take 20+ hours. With it being a large-diameter, 60-inch pipeline that runs between two reservoirs, there would be no place to recover the Pipers® from the reservoir downstream of the target point, both due to the high flow velocity and the lack of access to this point.

The only option was to use a vehicle capable of taking the Pipers® to the end of the line and then returning. To achieve this, Orion used its A-200 vehicle, a crawler for pipelines of 200mm or larger that is 100% submersible (up to a 50-metre depth). With an umbilical of approximately 200m, it would be able to travel the entire length of the pipeline carrying the Piper’s along, allowing Orion to successfully combine two separate services into a best solution for the client.

Technical discussions started in October 2023, and it took just over 12 months of planning until the actual execution, including preparations with documentation and process adjustments, as well as operational and risk assessments. However, the results have been significant.

For industry

▸ Always remind your employees that giving 100% in a task is not more important than completing the task with the required specifications, safety and deadlines.

For government

▸ Incentives to explore markets where we could bring our solutions such as LATAM or Africa.

Orion Inspection and Consulting Services at a glance:

Key products and services: service provider in the remote inspection of pipelines and challenging structures.

Main industries served:

▸ Oil and gas – 43%

▸ Conventional power – 12%

▸ Nuclear power – 2%

▸ Onshore renewable energy – 2%

▸ Others (energy): mining, petrochemical – 19%

▸ Others (non-energy): sanitation – 22%

Headquarters: Rio de Janeiro, Brazil

Year established: 2021

Number of employees : 13

Revenue: £700,000

The team was able to perform the evaluation of the buried water pipeline, mapping all possible points of operational weakness, spectrograms and acoustic anomalies with distances referenced for future evaluations. Further, the firm was able to contribute to Cenibra’s fourth PMCI (Continuous Improvement and Innovation Program) by identifying anomalies with an accuracy of about two metres.

Orion in turn has received significant media attention off the back of this project, driving an increase in demand for its services. Indeed, more than 20 firms contacted the firm, with three new contracts having already been signed for robotics inspection services.

With its revenues having almost tripled between 2023 and 2024, the company now stands poised for even further growth thanks to its adaptability, innovation and flexibility.

OSSO

Bold diversification strategy drives rapid growth beyond oil and gas

James Scullion CEO

How is OSSO thriving?

Through a strategic diversification from almost complete dependence on oil and gas drilling, OSSO has more than doubled its revenue in just three years. The company has successfully leveraged its expertise in fluid purification, water management and heat transfer to expand into new sectors including geothermal, construction, decommissioning and food and beverage. This bold approach has transformed OSSO’s business profile from 99% oil and gas drilling in 2021 to a more balanced portfolio, with 40% of revenue now coming from outside its traditional market.

The challenge - As a specialist provider of integrated rental and maintenance services for fluid purification, water management, and heat transfer solutions, OSSO had built a strong reputation in the energy sector. However, by 2021, the Aberdeen-based company recognised its dangerous over-reliance on a single market segment, with 99% of its business concentrated in upstream oil and gas drilling.

This extreme lack of diversification left OSSO highly vulnerable to factors beyond its control – project delays, fiscal uncertainty, and market volatility all posed significant threats. The outbreak of war between Russia and Ukraine further complicated matters, disrupting supply chains and affecting border crossings for site-based services.

The COVID-19 pandemic served as a final wakeup call, highlighting the urgent need for a more resilient business model. With sales pipelines severely impacted, OSSO faced a critical choice: diversify or risk the future of the company.

The solution - In 2021, CEO James Scullion and his management team committed to a comprehensive diversification strategy aimed at reducing the company’s reliance on oil and gas drilling while maintaining its core business. They set an ambitious target to shift from 99% oil and gas drilling to a more balanced 60% oil and gas and 40% other sectors by 2024/25.

The strategy focused on leveraging OSSO’s existing rental fleet equipment and expertise to enter new markets. A key insight drove this approach: the company’s separation equipment for drilling operations could be redeployed

for applications in midstream, downstream and decommissioning projects. Similarly, OSSO’s expertise in high-temperature fluid management for drilling was directly applicable to the growing geothermal energy sector.

Perhaps the boldest move was the establishment of an entirely new business unit focused on water treatment for the construction industry. Based in Warwickshire, this division aims to help large-scale industrial and construction projects manage their environmental water challenges. This initiative required significant investment, with £200,000 allocated for R&D and prototyping, plus plans for £4.5m in new rental fleet investment by the end of 2025.

OSSO recruited seven dedicated staff for the new water treatment division and developed innovative remote monitoring capabilities that allowed equipment to be monitored remotely, reducing the need for continuous on-site presence. This technological advancement proved particularly valuable for securing contracts with major infrastructure projects, including HS2, where OSSO’s market-leading equipment is now deployed across various locations.

The company’s entry into geothermal proved highly successful, directly applying its hightemperature drilling expertise from oil and gas. Following existing clients who were diversifying and investing in targeted promotions, OSSO saw geothermal inquiries increase by 90% in 2024, with 20 new bids submitted.

A notable success came in late 2023 when OSSO secured a £500,000 contract with Eavor in Germany to provide technology that reduces downhole losses during geothermal well construction. The company has also made inroads into the construction industry, winning a £90,000 contract directly supporting the HS2 scheme in the UK to supply water treatment systems and advisory services.

The implementation of this diversification strategy has not been without challenges. OSSO faced CAPEX, capacity and resource constraints as multiple new opportunities developed simultaneously, stretching the small business to its limits. Increasing headcount with the right quality of personnel required significant effort, and cashflow issues arose when core oil and gas clients paid late.

Nevertheless, the strategy has delivered impressive results. OSSO’s revenue has grown from £4.1m in 2022 to £10.5m

Story type

#diversification (main category) #scale up

Benefits

▸ Successful diversification strategy resulting in contract wins, revenue and profit growth.

▸ Diversification to new sectors and expansion to new markets.

Key findings

For young people

▸ Ask questions, you won’t be judged.

For industry

▸ Be bold with your strategy, and don’t be afraid to try something new or to failtake risks to invest.

For government

▸ Energy policy in UK is not working – it’s not believable or clear: achieving net zero by 2030, abandoning oil and gas etc.

OSSO at a glance:

Key products and services: service and maintenance company providing specialist fluid separation, water treatment and heat transfer solutions.

Main industries served:

▸ Oil and gas – 70%

▸ Others (energy: geothermal) – 15%

▸ Others (non-energy): construction, food and beverage – 15%

Headquarters: Aberdeen, UK

Year established: 2003

Number of employees: 50

Revenue: £10.5m

Revenue from exports: 55%

in 2024, with projections of £11.5m for 2025. Profit margins have increased from 20% to 25%, with expectations of reaching 35% in 2025. The company’s sector profile has dramatically shifted, with geothermal growing from 0% to 10% of revenue and construction from 0% to 10%, with both sectors expected to increase further in 2025.

OSSO is continuing to target new opportunities in decommissioning and the food and beverage industry, particularly distilleries. Alongside this, it is seeking to expand its international reach, with focus on water treatment in Europe, geothermal in ME, and all markets in Asia. Thanks to the last few years of transformative action, OSSO has created a more resilient business positioned for sustainable growth in multiple sectors.

Penta Global

Scaling its people strategy to work side-by-side with rapid business growth

Story type

#culture (main category)

#people & competency

Benefits

▸ Penta Global has doubled the workforce and significantly increased revenue.

▸ Sustainability initiatives include reduction of fuel consumption by 120,000 litres annually.

Key findings

Sujay Nair

Samer Sallam Executive Director Director of HR

How is Penta Global thriving?

Penta Global has transformed its service offerings while maintaining exceptional employee retention with under 1% attrition. The Engineering, Procurement and Construction (EPC) provider achieved a significant revenue increase and launched two new service lines. Comprehensive HR initiatives and sustainability programmes have positioned the company as an employer of choice and a reliable partner in delivering complex energy projects across international markets.

The challenge - Having surmounted the challenges posed by the pandemic, Penta Global finds itself navigating a period of rapid expansion. As the company expanded its services, took on new projects and engaged with new clients, challenges emerged that quickly needed focus to maintain the level of growth that Penta Global was seeing.

Chief among these was a talent gap within the organisation. The company’s accelerated growth demanded skilled personnel from senior leadership and middle management to project execution teams, yet the right talent was in short supply.

As integration challenges arose between long-time employees and newcomers, culture quickly became a focal point of their efforts. There was an urgent need to fill key roles and foster an environment where both new and existing employees could thrive.

Penta Global also recognised that a workforce growing at such a fast pace could lead to burnout, so they committed to supporting their employees not just professionally, but personally, ensuring their well-being and continued success.

Meanwhile, existing processes and systems designed for a smaller operation needed revamping to support the company’s new scale and diversity of services. As Penta Global moved from what it described as a “small business attitude with a large business vision”, it needed to modernise operations without compromising delivery quality or diluting the company culture that had underpinned previous success.

The solution - Answering these challenges, Penta Global created the Thrive Together Strategy, a new framework focused on ensuring that as the business grew, its workforce would flourish alongside it. Launched in 2023 and intensified throughout 2024, it has targeted several key areas at the same time.

First, the company strengthened its leadership team by bringing in highly experienced professionals from leading players in the energy sector. These leaders brought valuable industry insights and expertise in managing large-scale operations. Critically, Penta Global recruited Samer Sallam as Director of HR, an industry veteran with extensive experience in building robust HR, people and culture functions. Penta Global also made a strong commitment to diversity, equity, and inclusion (DEI). The company believe that building a diverse workforce and fostering an inclusive culture is not only a moral and social responsibility, but also a strategic advantage that drives innovation, enhances employee engagement, and delivers stronger business results. For example, since just February to June 2025, it has doubled its female workforce, with the number rising every month.

To address compensation, the company undertook a complete overhaul of its salary structure. This initiative was crucial for attracting new talent and retaining existing staff, but it also helped to position Penta as a preferred employer in a competitive market. Indeed, the restructured compensation package has been instrumental in the company achieving its remarkably low attrition rate of less than 1%.

Recognising the need for enhanced internal communication, Penta also launched an intranet platform to facilitate collaboration and information sharing across its expanding workforce. This digital hub serves multiple purposes – boosting engagement, reinforcing company culture and supporting change management initiatives. The company also established the Think Tank Awards, an employee suggestion scheme designed to recognise innovative ideas and foster a culture of continuous improvement.

The HR function was elevated to a strategic role through representation in the Operations Committee and dedicated HR partnerships with business leaders, which ensured alignment between HR initiatives and business objectives. Alongside this, Penta Global is implementing an upgraded ERP system to manage HR transactions, centralise data management and enable data-driven decision-making.

Meanwhile, employee wellbeing has become a cornerstone of the strategy through the HR Connect programme, which addresses both personal and professional needs. As described by Alanoud Abdulla Sultan, an HR Officer who joined in 2023: “There is a great culture

For young people

▸ Combine curiosity, proactivity and resilience. Ask questions, have a voice and work to a level you are proud of.

For industry

▸ Build a diverse, efficient organisation that values its people, fosters a strong culture of safety, quality, and sustainability, and drives innovation in ESG.

For government

▸ Improve the processes in terms of lead time to mobilise key personnel. Also, more guidance and engagement to support the private sector in sourcing and retaining local talent and skills.

Penta Global at a glance:

Key products and services: EPC provider.

Main industries served:

▸ Oil and gas – 95%

▸ Onshore renewable energy – 5%

Headquarters: Abu Dhabi, UAE

Year established: 2004

Number of employees: 4,500

at Penta Global. Everyone takes an interest in your progression and I have been given freedom and opportunity to learn new skills. They really do live their values every day.”

Sustainability initiatives have also been integrated into Penta’s transformation, including decarbonisation efforts that reduced fuel consumption by 120,000 litres annually through the transition from diesel to electric compressors. The company launched its Penta Against Plastics campaign, implementing a plastic-free office policy and promoting environmentally conscious practices throughout its operations. Penta Global has also reduced approximately 321 metric tons of CO2 emissions annually by replacing dieselpowered compressors with electric alternatives.

The outcomes stemming from this strategic focus on people and culture have been impressive. Beyond the workforce doubling and revenue increase, Penta Global has successfully developed a cohesive culture that supports its expanded operations. The company is now positioned for continued growth, with projections of another significant revenue increase in 2025 as it ventures into clean energy sectors and expands further into new markets such as Saudi Arabia.

Penspen

Global knowledge, local delivery: Building energy infrastructure for a sustainable future

to adapt to regional market dynamics.

Story type

#scale up (main category)

Benefits

▸ Penspen has secured important showcase projects, including the detailed engineering of the CO2 pipeline for HyNet’s Liverpool Bay CCS facility.

▸ Penspen’s work with REN-Gasodutos expects to achieve hydrogen blend of 100%.

Key findings

For young people

Peter O’Sullivan CEO

How is Penspen thriving?

By centring its business model around purpose and improving access to secure and sustainable energy across global markets, Penspen has more than doubled its revenue in five years, growing from £50m to £126m. The company’s workforce has also expanded from 650 to 1,200 specialists, with regional leadership structures and a Centre for Engineering Excellence helping the company deliver technical expertise with local insight. This dual focus on traditional infrastructure optimisation and energy transition solutions has secured landmark projects such as the HyNet Liverpool Bay CO2 pipeline project, the Trans-Saharan Gas Pipeline revalidation and REN-Gasodutos’ hydrogen blending facility design, cementing its status as a trusted partner for clients navigating complex energy challenges.

The first pillar focused on deepening client relationships through dedicated regional sales teams who could build intimate understanding of local market needs. This regional structure replaced the previous global service line model and enabled Penspen to tailor its offerings more precisely. Specifically, the company concentrated on expanding work with existing strategic clients while systematically adding new organisations to its portfolio. This clientcentric model proved particularly effective in supporting growth in key markets such as Saudi Arabia, where Penspen established new operations, and Ireland, where it significantly expanded its footprint.

▸ Understand the importance of the energy sector and recognise the opportunities during the energy transition.

For industry

At Penta Global we deliver innovative, sustainable solutions to the ever-evolving energy sector across the Middle East, Southeast Asia and beyond.

▸ Each one has its own perspective on the challenges from the energy transition: share your own perspective.

For government

▸ We need to support domestic production as sustainable as possible, as part of the energy transition.

Founded in the UK and headquartered in the UAE, Penta Global has two decades of rich experience in construction and fabrication, catering to the rising demand for global energy conversions. Our diverse and highly skilled workforce delivers Engineering, Procurement, Construction, Mechanical, Civil and E&I capabilities across field-based contracts with safety, quality and sustainability at the core.

The challenge - As a long-established engineering consultancy with over 70 years of expertise in designing, maintaining and optimising energy infrastructure, Penspen faced significant market volatility during the oil and gas price downturn and COVID pandemic period. In 2020, the industry experienced substantial CAPEX reductions, compressing margins and creating unprecedented operational challenges.

The second pillar revolved around operational excellence, with rigorous attention to staff utilisation and overhead management to maintain competitive yet profitable pricing. Notably, this involved streamlining operations and closing unsustainable offices, meaning Penspen could redirect resources to high-potential markets.

Penspen at a glance:

Key products and services: global energy consultancy services. engineering, project management consultancy, asset integrity, asset management, digitalisation and industrial training.

Headquarters: London, UK

Year established: 1954

Number of employees: 1,200

Revenue: £126m

emitters in Stanlow to the storage facility at Point of Ayr, shaping the region’s low-carbon future for decades to come.

Headquartered in the UAE with a global reach

People development constituted the third pillar. Here, the company entrenched five core values that guide recruitment, performance management and recognition programmes. It also launched graduate programmes in both the UK and Middle East to build local capabilities and create clear development pathways.

4,500+ Global Workforce

Rather than simply weathering this difficult period, Penspen’s leadership recognised an opportunity to fundamentally strengthen the organisation. The company needed to increase operational efficiency, enhance client engagement processes, and develop capabilities that would position it for future growth in both traditional and emerging energy sectors.

With clients increasingly focused on asset optimisation and cost reduction while simultaneously exploring energy transition pathways, Penspen sought to evolve its service portfolio and delivery model to remain relevant. This required reimagining how the company identified talent, engaged with clients and structured its operations across international markets.

The fourth pillar refined Penspen’s technical differentiation in areas of exceptional expertise – particularly pipeline infrastructure, midstream operations, hydrogen integration and asset integrity management. A newly created Centre for Engineering Excellence brings together subject matter experts to ensure the highest technical standards across regions. Additionally, Penspen established a digital business unit in 2020 to develop solutions that help clients visualise and derive value from operational data.

Recognised by leading international organisations for our commitment to Safety including RoSPA Silver Award for Health and Safety Performance 2025 and British Safety Council International Safety Award 2025

Another notable project involves Penspen’s work with REN-Gasodutos, Portugal’s gas transmission system operator, to assess hydrogen readiness of its transmission system and design hydrogen blending facilities. The company is conducting detailed technical assessments for hydrogen blends of up to 10% initially, and ultimately 100%, while developing engineering specifications for nine classes of blending stations.

The solution - Penspen’s transformation hinged on a four-pillar framework that established clear priorities while maintaining the flexibility

This strategic framework has enabled Penspen to secure significant showcase projects. The company is currently delivering the detailed engineering phase for the development of the onshore CO2 pipelines and above ground installations for the ground-breaking HyNet Liverpool Bay CCS storage facility. This worldleading project will transform the northwest of England into a world-leading low carbon industrial cluster, transporting captured carbon emissions from local industrial

Penspen’s transformation has been facilitated by several inherent advantages, including its position within the Sidara group since 1990, which provides financial resilience and a long-term perspective. Meanwhile, its seven-decade heritage creates client confidence, while its expanding portfolio of energy transition projects has proven helpful in attracting next-generation talent.

For more information visit: www.penta-global.com or contact:

By maintaining its commitment to technical excellence while evolving its service offerings and delivery model, Penspen has positioned itself for sustained growth in both traditional energy markets and emerging transition opportunities.

Enquiries: sales@penta-global.com

Supply Chain: procurement@penta-global.com

Peterson

Data-driven innovation delivers value across energy transition

How is Peterson thriving?

As a century-old international logistics provider with deep roots in the energy sector, Peterson Energy Logistics has successfully navigated volatile market conditions through strategic innovation in technology, commercial models, and sustainability. Under the leadership of CEO Sarah Moore, who took the helm in 2022, the company has strengthened its position by leveraging its pioneering Lighthouse digital suite of applications, implementing decarbonisation initiatives and supporting clients through efficiency-focussed models.

This approach has enabled Peterson to maintain strong partnerships with traditional oil and gas clients while expanding into renewables, as demonstrated by several major contract wins. By focusing on trust-based relationships and technological innovation, the company achieved record EBITDA in 2024 as it prepares for sustainable long-term growth.

The challenge – Peterson Energy Logistics faced significant market pressures as its traditional oil and gas business experienced fluctuating demand and increasing commoditisation of services. With approximately 80% of revenue coming from oil and gas, the company needed to maintain these core client relationships while preparing for the energy transition – a careful balance of short-term profitability and longer-term strategic investments.

As a business carrying substantial fixed costs in infrastructure (including fleets, cranes and long-term quayside leases), Peterson needed to maximise asset utilisation while adapting to changing market conditions. The industry trend toward treating logistics as a commoditised service further challenged the company’s ability to demonstrate value beyond the basics.

This environment made it difficult to justify investments in innovation and sustainability initiatives that would position the company for future growth but may not deliver immediate financial returns. Meanwhile, it needed to attract and retain talent in an industry that younger generations increasingly viewed with scepticism due to environmental concerns.

The solution – Peterson implemented

a three-pronged strategy focused on technology innovation, commercial model development, and sustainability leadership.

Central to the technology initiative is Lighthouse, a digital logistics ecosystem developed in-house since 2012. This platform, which became a standalone revenue stream in 2020, provides comprehensive visibility and analytics across operations to help clients optimise resource allocation and reduce waste. Peterson invests more than £1.5m annually in continuous development of this technology, which has gone on to open new markets and customer bases.

The company’s commercial innovation is exemplified by the Southern North Sea (SNS) Pool, a collaborative model that has operated for 25 years in the Netherlands and has recently expanded to include renewables clients. Instead of maintaining separate contracts with each operator, the SNS Pool enables operators to share resources through a single, transparent contract. This approach has delivered impressive results –it has supported twice as many operations with half the number of vessels compared to traditional models, all while reducing both costs and environmental impact.

In terms of taking the lessons from oil and gas into renewables, the Sofia Offshore Wind Farm project demonstrates how Peterson has successfully applied its innovation and expertise. This major contract with GE Vernova involves providing integrated logistics services for the offshore converter platform at Doggerbank, including marine, aviation, road transportation, warehousing and customs formalities. The project uses SNS Pool’s shared cargo runs, achieving savings of up to €50,000 per voyage while cutting CO2 emissions by more than 50%, demonstrating that oil and gas and renewables projects can co-exist in the supply chain. This provides an active bridge between these two sectors as the gap inevitably opens between production decline and commercially viable renewables being a market of scale

Peterson’s sustainability initiatives, meanwhile, include achieving carbon neutral status in 2022 and deploying innovative solutions such as a fuel enzyme trial that delivered 15% reduction in fuel consumption for marine vessels. This project, which began with a sixmonth Aberdeen trial in 2023, has expanded to multiple vessels after demonstrating savings of over 290m³ of marine gas oil per vessel annually – equivalent to £200,000 in cost savings and 800 tonnes of CO2 reduction. This project built on the success measured in its SNS fleet, in which Peterson experienced a 22% reduction

Story type

#energy transition (main category)

#digital & AI, #people & competency, #environmental sustainability & social impact

Benefits

▸ Record EBITDA achieved in 2024.

▸ Growth of 6% in employees aged 18-24 and 7% in female staff representation.

Key findings

For young people

▸ Say yes to things that will broaden your experiences and push boundaries.

For industry

▸ Together we can drive action which really fosters collaboration. The supply chain and operators can and should co-author commercial and technical innovation which make a lasting and impactful difference for our industry.

For government

▸ Develop pragmatic and rational policies and unify the many stakeholders invested in our energy future.

Peterson at a glance:

Key products and services: international logistics and supply chain solutions for the energy industry.

Main industries served:

▸ Oil and gas – 80%

▸ Nuclear power – 10%

▸ Offshore renewable energy – 10%

Headquarters: Rotterdam, Netherlands

Year established: 1920

Number of employees: 7,000

Revenue: £495m

in CO2 emissions and an 11% decrease in fuel with a 16% reduction in noxious gases, translating to significant operational benefits.

The company has leveraged its expertise to support major renewable energy developments, such as one of the UK’s largest onshore wind farms in the Shetland Islands. Here, Peterson’s 50 years of experience in handling complex materials has been crucial to successfully receiving and managing components for the 103-turbine, 400MW scheme.

As a result of these activities, Peterson’s market position and financial performance has strengthened. The company reported revenue of €280m in 2023, up from €276m in 2022, with record EBITDA achieved in 2024. Beyond financial metrics, success can also be measured through deeper client relationships, improved safety performance, and workforce demographics with 6% growth in employees aged 18-24 and 7% growth in female representation be recorded.

By balancing its traditional strengths in oil and gas logistics with forward-looking investments in technology and sustainability, Peterson has positioned itself as a trusted partner capable of supporting clients through the complex energy transition.

Sarah Moore

CEO

Pioneer Safety Group

Coming back from the brink to become profitable solutions provider

Steve Noakes CEO

How is Pioneer Safety Group thriving?

Pioneer Safety Group (PSG) has successfully transformed from a loss-making operation to a thriving business. By pivoting from an OEM equipment modification company to a trusted end-user solution provider, the group has expanded its service offerings, completed strategic acquisitions and enhanced its market position.

This strategy has delivered impressive results, with revenues growing from £11.8m in 2021 to £26.8m in 2024, with EBITDA improving dramatically from £0.6m to £4.3m over the same period. Through its strong focus on customer relationships, staff development, and technical expertise, Pioneer Safety Group now offers comprehensive explosion prevention solutions across multiple industries while maintaining its core commitment to “Protecting people, their Investment and our Environment”.

The challenge – Following its divestment from a US corporate in late 2017, Pioneer Safety Group found itself in a precarious position. The business was experiencing significant financial distress, operating at an annual loss of £7m, and with eroded market positioning and damaged customer relationships.

From 2018 through 2020, the business underwent substantial restructuring to rebuild financial stability and reestablish its market presence. However, just as the company was beginning to stabilise, the global COVID-19 pandemic created unprecedented challenges.

These difficulties were compounded in 2021 when global supply chain disruptions severely impacted PSG’s core business of converting OEM products. The usual 12week lead times from OEMs extended to over 70 weeks, creating a critical revenue timing problem that put the business at significant risk once again. With strong orders but delayed fulfilment, the company faced the prospect of having to downsize substantially if it couldn’t find alternative revenue streams.

The solution – Recognising that end users were equally impacted by extended OEM lead times – with ageing equipment needing to remain operational – PSG developed a strategy focused on aftermarket services. This involved launching campaigns promoting audits, spare parts and on-site labour services to help clients maintain equipment safely.

The shift has allowed the company to leverage its strong brand reputation to offer broader services, including on-site consulting and services for infrastructure such as explosionproof lighting, enclosures and warning systems. In effect, the pivot has transformed a supply chain crisis into a business expansion opportunity by allowing PSG to become more embedded in their clients’ operations while diversifying revenue streams.

The strategy was formalised in 2021 with the formation of the Pioneer Safety Group, while the acquisition of Euro Access expanded the group’s defence offerings and established a sustainable aftermarket business. Despite the challenges, PSG achieved a revenue of £11.8m and an EBITDA of £0.6m – a remarkable result considering the risks.

In 2022, PSG relaunched its EXSolutions consulting brand with the tagline ‘supporting customers on their journey of compliance’. As relationships with product OEMs strengthened, the company made strategic acquisitions in 2023, purchasing Ex-tech Signalling and Ex-tech Solution to bring audible and visual warning products, enclosures and control components into the group.

The expansion continued in early 2024 with the acquisition of Petrel, which added explosion-proof lighting capabilities. Through these moves, PSG transformed from a single-service specialist to a comprehensive solutions provider with diverse revenue streams across complementary product lines that address customers’ full lifecycle safety needs.

Underpinning this turnaround in fortunes has been a renewed focus on company culture. Here, Steve Noakes, PSG’s MD has emphasised transparent communication through quarterly ‘Food for Thought’ sessions where staff discuss strengths and improvements, with Steve’s committed to acting on feedback. The company also prioritised wellbeing through its ‘Thrive at Work’ framework and invested in staff development through career planning and training.

Story type

#transformation (main category)

#culture, #diversification, #resilience, #service & solutions

Benefits

▸ Staff development has been successful strategy as now over 55% of staff have over five years of service and 20% exceeds 20 years.

▸ PSG has also increased revenues from £11.8m in 2021 to £26.8m in 2024.

Key findings

For young people

▸ Be the best “self” you can: treat every day as a learning day.

For industry

▸ Believe you can find opportunity from every potential risk.

For government

▸ Look deeper into our education system: is it developing real talent for long term success?

Pioneer Safety Group at a glance: Key products and services: specialised explosion prevention solutions.

Main industries served:

▸ Oil and gas – 22%

▸ Nuclear power – 5%

▸ Hydrogen – 2%

▸ Others (energy): waste to energy – 5%

▸ Others (non-energy): petrochemical, pharma, food and flavour, distillery, defence – 66%

Headquarters: Shoreham by Sea, UK Year established: 1969

Number of employees: 180

Revenue: £27m

Revenue from exports: 25%

This cultural transformation has paid dividends, with over 55% of staff having over five years of service and 20% exceeding 20 years. In addition, the company’s headcount expanded from 140 to 180 following the acquisitions.

Financially, the results have been equally promising. From operating at a £7m loss in 2017, PSG achieved breakeven by 2020 and then accelerated growth, with revenues increasing from £11.8m in 2021 to £26.8m in 2024. EBITDA, meanwhile, improved dramatically from £0.6m to £4.3m over the same period.

PSG’s product portfolio has diversified significantly, enabling it to reach into new sectors and technologies. Looking ahead, the firm is targeting international growth in Northern Europe, the Middle East, Northern Africa, South East Asia and Australasia, including clean energy sectors such as hydrogen, battery storage and solar.

Ponticelli

Championing sustainable innovation to deliver value for clients and communities alike

Vincent Ladougne Group BD Director

How is Ponticelli thriving?

Ponticelli is a company that’s truly seeking to balance people and the planet alongside profit. Diversifying its offering through renewable sectors, the firm has progressed with a series of strategic acquisitions and flagship projects, from photovoltaics to floating offshore wind, demonstrating its expertise in complex, large-scale operations. Through its focus on innovation, the company is playing a key role in shaping the future of industrial services while delivering lasting value for clients and communities alike.

The challenge – For more than a century, the firm’s teams have engineered, built and maintained its customers’ industrial facilities, drawing on recognised skills in mechanical and electrical engineering and specialised craftmanship in welding, handling and lifting.

The company’s employees have consistently improved the performance of its clients’ facilities. However, in recent times, Ponticelli’s vision and purpose has shifted slightly.

In a post-pandemic context marked by geopolitical, economic, social and environmental uncertainty, the company has sought to ensure that its projects make a positive contribution to the needs of societies, energy, health, water, food and safety.

Having predominantly operated in the upstream and downstream segments of the oil and gas industry since its founding in 1921, the company has gradually diversified – into decarbonised energy production in the 1970s, and then the wind industry in the 1980s. Today, the company is even more actively looking to evolve its offering to better serve renewable projects and new process industries, with an eye on hydrogen, CCUS, sustainable aviation fuel (SAF), and e-fuels.

Critically, the firm’s goal is for these new segments to represent close to 20% of the firm’s overall business in the 2030s, doubling its revenue derived from sustainable channels.

The solution – From 2017 onwards, Ponticelli has made great strides in this renewed strategic direction.

Indeed, the company made several acquisitions of key players in the photovoltaic (PV) industry, including Gensun and Enersteel, thereafter completing an EPC project in El Salvador for a large PV farm, followed by another in Argentina. In these projects, Ponticelli’s ability to deploy teams in remote and challenging environments was instrumental to their success. Since then, the company has gone on to design and construct utility-scale PV plants across multiple countries, delivering a combined capacity of over 1,200 MW.

Since then, the company has completed several flagship projects, covering the Disneyland Paris carpark (the size of 24 football pitches) with PV shades producing 17MW, and installing the first French floating solar plant on a lake in the Lot-etGaronne County.

Come the turn of the decade, Ponticelli’s attention has since shifted to the evolving floating offshore wind sector.

In 2021, together with a JV partner who specialise in structural steel, Ponticelli won a contract with EolMed to build the floating foundations for three turbines. Located in the Mediterranean Sea, EolMed (Quair, TotalEnergies, BW Ideol) is one of the three pilot wind farms in France, and is set to produce 110 million kWh of electricity per year – equivalent to the annual power consumption of 50,000 inhabitants.

For Ponticelli, the contract involves manufacturing, assembling and launching the foundations, and integrating the masts, wind turbines generators and blades.

In 2023, a major milestone was reached when Ponticelli began assembling the modular blocks (100 pieces per floater) in Port-la-Nouvelle on a newly build marine energies complex. This was no easy task, not least because of the size of the floats –square donuts measuring 45 metres on each side and 17 metres high, with an individual weight of 3,500 metric tonnes.

As of March 2025, 300 blocks (prefabricated modules between five and 50 tonnes each) have been delivered, with the floaters having been assembled, lifted and installed,

Story type

#diversification (main category)

#energy transition, #scale up

Benefits

▸ The Elomed Project has been delivered from Port La Nouvelle, a port which has been overhauled to allow for FOW projects, whilst utilising a fully European supply chain.

Key findings

For young people

▸ Get an interest in the energy industry and embrace diversity of the businesses.

For industry

▸ There is a new generation of clients who are more financially minded – if you’d want to survive as a mediumsized contractors, clients need to avoid pushing on so much financial risk.

For government

▸ More government support is required to ensure local companies thrive while participating in the large-scale projects for future industries.

Ponticelli at a glance:

Key products and services: engineering, construction, and maintenance services provider.

Main industries served:

Oil and gas – 63%

Nuclear power – 12%

Headquarters: Paris, France

Year established: 1921

Number of employees: 6,000

Revenue: £1bn

Revenue from exports: 66%

together with the three large transition pieces, at the Port La Nouvelle site. Now, Ponticelli’s 250-strong workforce is now tackling the crucial internal and external welding and painting requirements of the floaters, each of which is 40,000 square metres in size.

This hasn’t been without challenges. Indeed, Ponticelli has faced logistical hurdles, technical difficulties, and other issues often associated with pilot projects. Nevertheless, the firm has persevered and adapted from its original plan to ensure milestones were met, while also limiting the risk of escalating costs and maintaining continuity within the European supply chain. Throughout, Ponticelli has continued to advocate for a risk-sharing approach—one it believes will be essential for the broader success of renewable projects moving forward. With its French pilot projects serving as the opportunity to create meaningful case studies, Ponticelli’s success stories and key lessons learned may serve as a key blueprint for success for years to come.

Poole Process Equipment

Revolutionising Heat Exchanger Performance in Extreme Environments

Johnson CEO

How is Poole Process Equipment Industrial thriving?

By leveraging its 60-year heritage in British engineering excellence to address critical cooling challenges in extreme environments, Poole Process Equipment has developed its innovative Temperature Control Mist (TCM) technology. Initially tested in UK power stations and now refined for Middle Eastern applications, this breakthrough solution enhances air-cooled heat exchanger (ACHE) performance in high temperatures. The company’s expansion into Dubai five years ago, along with recent workshop openings in Iraq and Saudi Arabia, has positioned it for significant growth within the oil and gas sector and beyond.

The challenge - Operating in the Middle East presents distinctive technical challenges, particularly regarding equipment cooling in extreme temperatures. Traditional air-cooled heat exchangers, widely used throughout the region, frequently underperform in hightemperature environments, especially during peak summer months. This limitation leads to equipment breakdowns, reduced efficiency and increased maintenance costs for operators.

For Poole Process Equipment, these challenges represented both a problem and an opportunity. The company recognised that conventional cooling approaches were no longer delivering the performance clients expected, particularly in the unforgiving Middle Eastern climate where equipment struggles to cope with extreme heat.

With major regional players such as ADNOC and ARAMCO facing these persistent cooling issues, there was clear market demand for more effective solutions that could maintain operational stability, extend equipment lifespan and reduce costly downtime – especially during critical equipment failures or breakdowns when temperature management becomes so important.

The solution - Poole Process Equipment has met this demand by developing its pioneering Temperature Control Mist (TCM) technology, a sophisticated cooling system that significantly enhances heat dissipation in Air-Cooled Heat Exchangers. The technology has been specifically refined for the extreme conditions prevalent across Middle Eastern operations.

Sumeet

Vinayak, COO

The implementation of this innovative system began around two years ago. First, the company intensified its research and development efforts to address the unique challenges posed by the region’s punishing climate. Based on this, and rather than accepting the limitations of traditional cooling methods, Poole Process Equipment chose to invest in creating a forward-thinking solution that could transform performance in high-temperature environments.

TCM works by utilising a controlled, efficient misting application that dramatically reduces surface and skin temperatures on heat exchange equipment. This approach is particularly valuable during equipment failures or breakdowns, where rapid temperature management is essential for maintaining operational stability and preventing cascading system failures.

Poole Process Equipment’s ability to successfully develop and implement this technology has been supported by decades of industry expertise, which has provided the technical knowledge necessary to refine the TCM system for optimal performance. Meanwhile, a customer-centric development approach ensured the solution addressed real-world operational challenges faced by clients, and the company’s financial strength enabled sustained investment in research, testing and infrastructure to support the technology’s rollout.

However, the project did also present challenges. Market education emerged as a significant hurdle, requiring extensive demonstrations and pilot programmes to prove the system’s effectiveness in actual operating conditions. Cost sensitivity also posed an obstacle, with some clients focusing on initial investment costs rather than long-term performance benefits and total cost of ownership – a common barrier when introducing innovative technology to traditionally conservative industrial sectors. Despite these challenges, the impact of TCM has been substantial. Clients report marked improvements in the efficiency of their aircooled heat exchangers, which has resulted in reduced operational downtime and extended equipment lifespan. The system’s ability to optimise heat exchange processes also contributes to energy conservation efforts,

Story type #innovation (main category)

Benefits

▸ Poole Process Equipment positioned to answer to expected increase in demand for shell & tube and air-cooled heat exchangers.

▸ Expansion to Africa and Asia underway.

Key findings

For young people

▸ Don’t ignore a future in the oil and gas industry.

For industry

▸ Stay ahead of industry needs by embracing change and rethinking solutions.

For government

▸ Help smaller companies grow and get recognition.

Poole Process Equipment at a glance:

Key products and services: shell & tube and air-cooled heat exchangers, skids, and pressure vessels manufacturing.

Main industries served:

▸ Oil and gas – 80%

▸ Conventional power – 10%

▸ Carbon capture – 5%

▸ Others (non-energy): steel, food – 5%

Headquarters: Poole, UK

Year established: 1965

Number of employees: 110

Revenue from exports: 12%

aligning with regional sustainability goals.

Currently, Poole Process Equipment is targeting expansion beyond its current markets, with particular focus on regions with hot climates requiring air coolers. This includes further penetration in Africa, especially Nigeria and Mozambique, as well as growth in Asian markets. The company is also diversifying beyond its traditional oil and gas base, having already secured repeat business from major industrial players such as Emirates Steel within a relatively short time of establishing its regional presence.

With global demand for heat exchanger manufacturing projected to increase by 27% in the next 3-4 years, Poole Process Equipment’s innovative approach to cooling technology positions it perfectly to capitalise on this growth while addressing critical operational challenges. By transforming a regional climate challenge into a catalyst for technological innovation, the company demonstrates how British engineering excellence can deliver practical solutions for some of the energy industry’s most demanding environments.

Peter

Prism Logistics

Engineering impossible journeys through innovation and precision execution

Anshuman Banka Managing Director

How is Prism Logistics thriving?

Having evolved from a conventional logistics provider into an engineering-driven solutions partner, Prism Logistics has redefined project logistics through its technical innovation prowess and multimodal expertise. The Dubai-based company has completed over 1,000 projects across three decades – in doing so, it has built up comprehensive capabilities spanning marine transportation to complex infrastructure development. Today, with a 400-strong workforce across multiple continents, Prism has established itself as the partner for projects deemed impossible by conventional standards. The company’s recent transportation of 34 super overdimensional cargoes weighing over 13,000 tonnes demonstrates its ability to engineer solutions where others see obstacles.

The challenge - As infrastructure and energy projects became increasingly complex, Prism Logistics recognised that traditional logistics approaches were becoming obsolete. The company faced clients demanding solutions for unprecedented challenges – transporting massive equipment through remote locations with poor infrastructure, navigating environmental regulations whilst maintaining tight schedules, and coordinating across multiple jurisdictions.

Standard transportation methods couldn’t handle the scale and technical demands of modern mega-projects. Instead, clients needed partners who could engineer solutions rather than just move cargo, requiring capabilities bridging logistics expertise with civil engineering and regulatory navigation. The industry was shifting toward integrated solutions providers, and Prism needed to transform its business model or risk losing relevance in the most valuable project segments.

The solution - In response, the company repositioned itself from traditional cargo mover to engineering-driven project solutions provider. This evolution began around 2020-2021 and centred on developing comprehensive in-house engineering capabilities. Rather than relying on external consultants, Prism built internal teams capable of route surveys, civil engineering work and customised infrastructure development. This enabled the company to offer end-to-end solutions from initial project planning through to final installation.

Investment in specialised equipment has been central to the strategy. Prism has assembled

an advanced fleet including self-propelled modular transporters, hydraulic axle systems, heavy-lift cranes and custom-built trailers for over-dimensional cargo. The company also developed capabilities for constructing temporary infrastructure, including modular steel bridges and specialised jetties.

Regulatory expertise has also become a cornerstone of Prism’s value proposition. Here, the company has built relationships with government bodies across its operating regions, enabling faster clearances and smoother project execution.

A landmark demonstration of these capabilities was the transportation of 34 super overdimensional cargoes weighing over 13,000 tonnes to a remote refinery site in Barmer, in the Indian state of Rajasthan. This project required construction of more than 75 bypasses spanning 20-plus kilometres, a 2-pluskilometre bypass across flowing rivers, and coordination of over 60 railway shutdowns. The team constructed two modular steel bridges over active canals after obtaining permissions to temporarily halt water flow.

The marine component involved precise sideways roll-on/roll-off operations handling over 2,500 tonnes of cargo within single 45-minute tide windows. This required deploying eight high-powered tugs and three flattop barges, choreographed through proprietary load management software.

The project also demanded removal and reinstallation of more than 1,500 power lines and coordination with Indian Railways. The engineering solution included construction of temporary steel bridges using 600 tonnes of raw materials each, with underwater welding by marine divers to anchor components to riverbeds. The entire operation was completed within 364 days.

This project exemplifies Prism’s evolved philosophy – rather than accepting infrastructure limitations, the company engineers solutions to overcome them. The ability to construct temporary bypasses, bridges and handling facilities transforms impossible projects into achievable objectives.

Prism’s transformation has extended beyond technical capabilities to encompass project management culture that prioritises precision and sustainability. The company has developed comprehensive risk management frameworks that enable successful execution despite dynamic project conditions. Cross-functional teams now collaborate from project inception – this ensures seamless integration between engineering, logistics and regulatory compliance functions.

The change in direction has impacted how Prism approaches client relationships. Rather

Story type

#innovation (main category)

Benefits

▸ Cross-functional collaboration between teams and project management strategy to that enable successful execution despite dynamic conditions.

▸ Significant improvements in client retention and project success rates.

Key findings

For young people

▸ Logistics is all about finding smart solutions to complex challenges. Develop a solution-driven mindset.

For industry

▸ The business landscape is evolving faster than ever — from technology to customer expectations. Staying rigid can cost you opportunities. Be agile and be open to change.

For government

▸ Better roads, dedicated freight corridors, smart logistics parks, and specialised ODC-friendly routes are the need of the hour to support faster and safer cargo movement across states.

Prism Logistics at a glance:

Key products and services: global service provider specialising in ODC, general cargo and project handling.

Main industries served:

▸ Oil and gas – 50%

▸ Conventional power – 15%

▸ Energy storage – 8%

▸ Onshore renewable energy – 8%

▸ Offshore renewable energy – 7%

▸ Carbon capture – 5%

▸ Nuclear power – 5%

▸ Hydrogen – 2%

Headquarters: Kolkata, India

Year established: 2003

Number of employees: 400

than responding to specifications, the company now participates in early-stage project planning by offering consultative expertise that shapes project feasibility and design. This partnership model has strengthened client loyalty and created opportunities for long-term contracts spanning multiple project phases.

As a result, Prism has achieved significant improvements in client retention and project success rates, positioning itself as the preferred partner for complex, high-value logistics projects. The company’s ability to deliver engineered solutions has opened access to projects that traditional logistics providers cannot handle, which has created competitive advantages and premium pricing opportunities. Most importantly, this transformation has established Prism as an indispensable partner for clients tackling seemingly insurmountable infrastructure challenges.

Proserv

From concept to breakthrough in offshore wind

How is Proserv thriving?

Paul Cook Vice President, Renewables

Through Proserv’s extensive approach to innovation and R&D, Proserv has successfully diversified into the offshore wind sector with its innovative ECG™ technology. The breakthrough cable monitoring system has secured major contracts for all 3 phases of Dogger Bank Wind Farm, as well as Hywind Scotland and Hywind Tampen, and positioned the company at the forefront of this critical technology area.

The challenge – In 2017, with revenues almost entirely derived from oil and gas activities, Proserv recognised the growing opportunities in offshore wind but faced the challenge of how to leverage its six decades of controls technology expertise into this new market. The company needed to identify where it could add genuine value while building credibility with an entirely new customer base.

Industry data has highlighted the scale of the challenge and opportunity, with ORE Catapult reporting that 75-80% of offshore wind insurance claims relate to subsea cable failures. Traditional monitoring methods such as distributed sensing or ROV inspections were proving inadequate, often missing crucial faults and failures on joints and terminations until too late.

To address these critical industry challenges whilst leveraging its controls expertise, Proserv needed a carefully planned strategy for entering the renewables market.

The solution – The leadership team had been fielding questions on the potential of deploying similar controls technologies and services into the renewables sector, and so the company embarked on a focused diversification strategy.

One of the first steps was the appointment of Paul Cook. This was an internal move to become wholly focused on renewables, and his first port of call was to dedicate his time

to thorough market research and network building to identify an optimal market entry point.

A pivotal moment came in 2018 when ORE Catapult and ScottishPower Renewables launched an industry challenge focused on new methodologies for high-voltage cable monitoring. Proserv’s proposed solution was shortlisted in the top three, leading to a presentation to senior technical leaders from ScottishPower Renewables and parent organisation Iberdrola.

Whilst the initial response was positive, the company was told to return when the technology was proven. Proserv then secured ScottishPower Renewables as an industrial sponsor and successfully applied for £1m in InnovateUK Smart Grant funding to expedite development and commercialisation.

The company strengthened its position through strategic partnerships, notably taking a stake in Synaptec in 2022. The two companies’ technologies proved highly complementary – Synaptec’s passive sensing technology converts electrical, thermal and mechanical parameters into light for transmission of data through fibre optic networks, whilst Proserv’s expertise lies in integrating sensor technologies into broader holistic solutions.

This collaboration paid dividends in 2021 when Proserv secured its first major contract for phases A and B of Dogger Bank Wind Farm, which is set to be the world’s largest offshore wind farm when complete.

The seven-figure contract covers the delivery of inter-array cable and termination monitoring systems. ECG offers operators comprehensive visibility of cable assets’ live condition through an integrated and scalable approach. By combining Synaptec’s passive sensing technology with machine learning and artificial intelligence capabilities, the system represents a stepchange in automated condition monitoring. The technology enables early detection of performance anomalies and deviations from the norm, long before they develop into problems.

A key differentiator is its non-intrusive passive monitoring capability. Multiple sensing technologies can be deployed

Story type

#technology (main category) #collaboration, #diversification, #energy transition, #innovation

Benefits

▸ Growth of renewables division team to 10.

▸ Construction of a strong project pipeline featuring its ECG technology.

Key findings

For young people

▸ Broaden your mindset beyond what you think you want to do.

For industry

▸ Challenge your norm, in terms of innovation, to keep evolving, and avoid stifling growth.

For government

▸ Don’t turn oil and gas off overnight. That’s not transition, it’s energy security suicide.

Proserv at a glance: Key products and services: controls systems.

Main industries served:

Oil and

throughout a wind farm to create a multiparameter sensing network, particularly and uniquely at the cable’s terminations, with measurements provided at a central location. Since the passive sensor arrays require no power or data networks, they provide more reliable, secure and synchronous live data from more locations – ideal for automated condition monitoring and improved asset management decisions.

Looking ahead, Proserv sees significant growth potential in the renewables sector, spearheaded by the rollout of ECG. Whilst renewables continues to be a growth area for Proserv, the project pipeline and increasing bid activity suggest growth ahead.

Indeed, renewables for Proserv has grown from a single dedicated resource in 2017 to broader teams of engineers, projects managers and offshore service personnel delivering ECG™ projects in 2024. During this time, Proserv has built a significant project pipeline worth tens of millions of pounds for its ECG technology across multiple renewable projects.

Raba Kistner

Building a highly successful energy division from the ground up

H. Mickey Barrett Vice President & Principal Engineer

How is Raba Kistner thriving?

With a successful background as a proven engineering consulting, environmental and program management service provider, Raba Kistner has rapidly become a leading provider in the Gulf Coast energy sector, winning more major LNG project contracts than any competitor since launching its Energy Division in 2021. Strategic acquisitions, strong client relationships, and a focus on resource readiness have enabled the company to scale up quickly as it now delivers on complex, high-demand projects.

The challenge - In 2021, Raba Kistner set out with the goal of building expertise in the highly competitive energy sector – specifically, in large-scale LNG construction projects along the US Gulf Coast.

Despite possessing a capable and experienced staff ready to deliver on complex infrastructure projects, the company had no existing energysector client base, and the market was already dominated by established players. However, a strategic planning initiative was launched to develop a focused Energy Sector division with the aim of growing quickly, securing largescale projects, and building a sustainable, competitive position.

Here, the speed of Raba Kistner’s growth in the sector quickly surpassed expectations. Within months, the company had secured three major LNG project wins just as US federal restrictions on LNG export facilities began to lift. In turn, the firm came under pressure to scale up its operations, meet significant staffing and resource requirements, and serve multi-billion-dollar projects in remote and logistically challenging locations.

To adapt effectively, Raba Kistner made a strategic acquisition of Braun Intertec’s Gulf Region operations, expanding its reach and talent pool. Further, the firm also began collaborating with respected competitors –an unusual but necessary move that would enable it to uphold a high quality of service.

The solution - Raba Kistner’s success has since centred on a clear customer focus

and meticulous attention to detail, with the Energy Division having been built on several key strategic considerations.

First, the firm recognised that it needed to identify where investment was flowing in the energy sector, before then understanding how Raba Kistner’s existing expertise could align with project needs. From here, the firm then defined five key opportunities, setting SMART goals with the aim of winning at least one major LNG project every two quarters.

Quickly, the company excelled. With Raba Kistner already having had an excellent reputation in consulting engineering, construction materials testing, and inspection (C0MET) services, the firm leveraged existing relationships to secure key contracts on key projects.

This included working with Bechtel through Construction Sciences (a Raba Kistner Company) on Corpus Christi LNG, then winning the Port Arthur LNG project, while the acquisition of Braun Intertec’s Gulf Region opened doors with clients like Zachry and Golden Pass LNG.

Collaboration has proven to be essential. Indeed, the firm has also partnered with respected firms – often former competitors – to expand its capacity and better deliver on commitments. These partnerships, rooted in shared standards and performance expectations, have further enabled Raba Kistner to take on resource-intensive projects in remote places such as Cameron, Louisiana and Port Arthur,Texas.

Stakeholder engagement has also been a priority. Company leadership took the decision to relocate offices and residences to be closer to project sites, reinforcing the firm’s local presence while demonstrating clear commitment to clients. As a result, Raba Kistner’s headcount in the Gulf Region has grown to over 150 full-time employees, with the firm having opened six new regional offices.

Of course, several hurdles have been encountered in recent years. Indeed, the firm has had to rapidly scale its staffing base, locations, field and drilling equipment, and laboratory

Story type #scale up (main category)

Benefits

▸ Raba Kistner has grown its presence in the Gulf Region, with new staff and opening six new regional offices.

▸ Predominance in LNG project wins in the region and revenue increase from US$121m in 2022 to US$165m in 2024.

Key findings

For young people

▸ If you look at the best leaders across the world – someone mentored them, taught them what they are doing and how to do it well.

For industry

▸ Think about the people you are representing – find the commonality of what the community wants and needs.

Raba Kistner at a glance:

Key products and services: engineering consulting services.

Main industries served:

▸ Oil and gas – 80%

▸ Hydrogen – 10%

▸ Carbon capture – 10%

Headquarters: Amsterdam, Netherlands

Year established: 1968

Number of employees: 850 (US)

Revenue: £124m

equipment for both field and offices. Further, political headwinds also played their role. However, the successes have been significant.

Having achieved its initial goal of breaking even in August 2022 and turning a profit thereafter, the firm has acquired over 150 new staff, opened seven new offices, and dramatically expanded its asset base – from vehicles to lab and drilling equipment. Further, it has won multiple times more major LNG projects than any other competitor in the Gulf Region.

From a standing start in 2021, Raba Kistner has emerged as a go-to provider in the Gulf Coast LNG market. Indeed, the firm’s revenues have risen from US$121m in 2022 to US$165m in 2024, with healthy profit margin growth.

It’s been a rapid rise to the top. Yet the firm’s successful management of that growth and continued excellence in project delivery has ensured that it will now continue to excel in the energy sector for many years to come.

Reflex Marine

Continuing to innovate in tough market conditions

Sandra Antonovic COO

How is Reflex Marine thriving?

Reflex Marine has shown extremely resilience in trying circumstances. Despite political and economic uncertainty, the company has successfully developed a new lightweight container with strong early interest from major offshore players and is preparing for its commercial launch in 2025. At the same time, Reflex is investing in future-facing projects like the Javelin offshore wind anchor, all while maintaining strong internal cohesion and a 100% new hire retention rate.

The challenge - The rapidly shifting global landscape has presented Reflex with several challenges in recent years, with political, economic, and environmental uncertainties all having shaped its strategic direction.

Most recently, the company had been watching the US election incredibly closely, knowing that the outcome would significantly impact global energy markets. This, combined with broader global tensions such as the war in Ukraine and shifting tariff regimes, made planning and forecasting extremely difficult for a company whose exports account for 90% of its business.

Energy sector inconsistency added another layer of complexity. While Reflex had long tracked transitions toward net-zero goals, eyeing major aspirations in these marks, a lack consistent progress has instilled caution. Hopes of rapidly moving away from oil and gas have resultantly given way to a more pragmatic acceptance that traditional energy sources will remain necessary for longer than originally anticipated. However, the firm has continued to innovate in all relevant markets – both traditional energy sectors, and those in relation to energy transition.

The solution - Despite being faced with various bouts of uncertainty in the past decade, Reflex has continued to take strides forward.

In 2017, the company began developing a lightweight container specifically for the tanker market, aiming to reduce the weight of standard containers by over 50%, which

would lead to significant fuel savings and easier handling. An additional key feature was their ability to be easily retrieved from the sea, enhancing both safety and cost-efficiency.

A key turning point came in 2019, when Vattenfall approached Reflex after hearing about the concept. They requested a smaller, custom-sized version – about one-sixth the size of a standard container – for dredging operations in the Netherlands. Reflex delivered the prototype as a one-off project, but the innovation quickly gained wider interest. In 2021, offshore wind company DEME expressed a desire to test the containers for their operations in Taiwan. This external validation led Reflex to expand development into a full product range of three sizes.

The development journey involved extensive research into materials, fuel-saving potential, market size and pricing, with engineers prototyped using 3D printing and conducted rigorous testing. This wasn’t without it’s obstacles, however.

COVID-19 presented significant internal challenges. Reflex typically conducts its new product development in Spain, but this project was run from the UK. Travel restrictions and lockdowns disrupted collaboration between international teams. Furthermore, the shift to hybrid working, though popular with employees, made it difficult to carry out the hands-on, collaborative tasks needed for successful product development. Some of the initial materials selected also underperformed in real-world testing, forcing a delay in production while alternatives were sourced.

Leadership chose not to impose hard deadlines or announce a launch date, in part out of sensitivity to Reflex’s staff during the pandemic. And while this inevitably extended development timelines, this flexible approach provided space for greater innovation, the outcomes of which have been highly encouraging.

The containers have now completed testing, with excellent results in weight reduction, durability, and cargo protection. Further, pre-launch interest has been strong, with 20 companies registering to receive early pricing and quotes. The first commercial offerings will be available from March 2025.

Alongside these efforts, Reflex has helped to co-finance the Javelin project – an innovative offshore wind anchor initiative.

Story type

#innovation (main category)

#environmental sustainability & social impact

Benefits

▸ Retention rate of 100% among new hires in the past year.

▸ Commercial launch of new product line in preparation.

Key findings

For young people

▸ Consider learning and asking questions your main job.

For industry

▸ Be transparent about what goes wrong in a calm, practical way.

For government

▸ Start developing a proper net zero strategy and be fast about it.

Reflex Marine at a glance:

Key products and services: crew transfer equipment for offshore industries.

Main industries served:

▸ Oil and gas – 78%

▸ Offshore renewable energy – 8%

▸ Others (non-energy): marine, defence - 14%

Headquarters: Truro, UK Year established: 1992

Number of employees: 25

Revenue: £7m

Revenue from exports: 92%

While the company has faced questions about investing profits into a future-facing, renewable innovation while core oil and gas business remains strong, Reflex sees this as a calculated and justified move. Indeed, Javelin may eventually become a standalone spin-off or attract external investors to help bring it to full commercial readiness.

Generally, the company has also experienced several other positives. In the past year, it has seen a 100% retention rate among new hires, all of whom successfully passed their probation periods.

Overall, as the company prepares for the commercial launch of its new product line, it is entering a new chapter with cautious optimism, stronger internal cohesion, and a tested innovation ready to meet future market demands.

RelyOn Malaysia

Transforming to continually spearhead the future of regional safety training

Syed Muzakir Aljoofre Managing Director

How is RelyOn Malaysia thriving?

RelyOn Malaysia has not only solidified its reputation for excellence in Southeast Asia. The company has equally emerged stronger by embracing change and innovation.

Through strategic restructuring, market expansion and a renewed focus on culture and employee engagement, the firm has overcome challenges and achieved significant financial growth. With a 23% market share in the Asian safety training industry and a commitment to cutting-edge learning solutions, RelyOn Asia continues to thrive as a leader in safety and competence services.

The challenge - Headquartered in Copenhagen, the RelyOn Group has a deep history in delivering compliance, safety and competence services going back over 50 years, helping its customers protect their people, assets and the environment around the world.

Under the RelyOn Group umbrella, RelyOn Malaysia was established at the turn of the millennium with the aim of providing safety training and consultancy services to the region’s industries and public sectors. However, despite strong foundations, the regional subsidiary has faced several difficulties in recent times.

A highly competitive market, reliance on a single sector, and internal struggles ranging from disengaged employees to structural inefficiencies all contributed to a period of stagnation. Further, the global “Great Resignation” exacerbated these difficulties, causing an exodus of talent from senior management down to the executive level, creating significant instability within the organisation.

These internal conflicts and a disengaged workforce directly impacted performance, productivity, and the company’s ability to meet revenue targets, signalling an urgent need for transformation.

The solution - Recognising the urgency of these challenges, RelyOn Malaysia took

decisive steps to reshape the organisation and secure its future.

The turning point came in 2022 when new management stepped in, bringing fresh leadership and a top-down approach that incorporated valuable feedback from personnel throughout the company. Here, internal discussions and comprehensive SWOT analysis helped identify key areas for improvement, setting the stage for a complete transformation.

The first step required RelyOn Malaysia to break free from its “business as usual” mindset, pushing the organisation beyond its comfort zone to embrace innovation and agility. A crucial part of this shift involved ensuring the right people were in place –leaders and team members who aligned with the company’s vision and could drive meaningful change. Internal restructuring then followed, streamlining key departments such as sales and customer relations, as well as training and operations, to create a more efficient and responsive organisation.

At the heart of this transformation was culture-building, instilling a disciplined, high-performance work ethic that emphasised engagement, transparency, and accountability. Employees were encouraged to take ownership of their roles, providing a greater sense of purpose as well as improving alignment with company goals.

Expanding into new markets was another critical move, helping RelyOn Malaysia to reduce dependency on a single sector by exploring opportunities in industries such as healthcare, manufacturing, and logistics. This diversification not only broadened the company’s client base, but also strengthened its position as a leading safety and competence service provider in the region.

Indeed, the firm remained committed to its value proposition – providing a comprehensive approach to safety training that combines international standards with localised industry needs, leveraging experienced instructors, state-of-the-art facilities, and cutting-edge digital learning solutions.

Accreditation from multiple global and national bodies – including GWO, STCW, OPITO, IMO, CAAM, IADC, IDCF, NIOSH, and DOSH –has further reinforced the firm’s credibility. Meanwhile, the introduction of digital learning

Story type

#people & competency (main category)

Benefits

▸ Revenue growth, higher employee engagement, accreditation from global and national bodies.

▸ 23% market share in the Asian safety training industry.

Key findings

For young people

▸ Results and outcome are often due to your effort, commitment and hard work: always strive for excellence.

For industry

▸ Challenges, obstacles and failures you experience only builds character, opportunity to learn, and to move forward. Acknowledge.

For government

▸ Support safety training by pushing all industries to prioritise it in their organisation.

RelyOn Malaysia at a glance:

Key products and services: safety and training, competence and compliance company.

Main industries served:

▸ Oil and gas – 70%

▸ Offshore renewable energy – 10%

▸ Others (non-energy): marine – 20%

Headquarters: Copenhagen, Denmark

Number of employees: 140 (Malaysia)

Revenue: £9.7m

solutions such as e-Learning, adaptive learning, training management services, competency management, and leadership training (CAVU) modernising its offerings, making training more accessible, effective, and scalable across diverse industries.

The results of these efforts were evident in 2023. Not only had the firm successfully improved its working culture and offering, but revenue also climbed more than 22% year over year.

Employees have become increasingly engaged, with an internal survey on culture and performance having highlighted key improvements. Critically, it revealed that the firm’s employees now feel more aligned with company goals and empowered in their roles.

Now holding a 23% market share in the Asian safety training industry, RelyOn Malaysia’s transformation serves as a testament to its ability to adapt, innovate, and thrive in a rapidly evolving business landscape.

RMI

A strategic expansion into offshore wind to propel growth

Dave Thompson Director of UK Sales

How is RMI thriving?

With over two decades of experience providing medical, HSE, intelligence, security and risk management services in challenging environments, RMI has successfully expanded from its traditional oil and gas focus to become a leading service provider in the growing offshore wind sector.

Through a strategic acquisition and targeted service development, the company has achieved more than 25% year-on-year revenue growth while maintaining its high standards of excellence in both sectors.

The challenge – As a major provider of medical, safety and risk management services to the mature oil and gas market in Europe, RMI was faced with a somewhat challenging outlook. Despite the market remaining relatively strong, it was forecast to decrease in size over the next decade. The cancellation of some oil and gas projects due to increased taxation and environmental concerns in the UK sector, along with the decommissioning of certain assets, had already begun to impact the company’s service requirements.

To ensure continued growth, RMI needed to expand beyond its traditional market while maintaining its established oil and gas business. The company identified the burgeoning renewable energy sector, particularly offshore wind, as a significant opportunity, but needed to adapt its service offerings and expertise to meet the specific requirements of this rapidly evolving industry.

The solution – RMI’s transformation began in June 2020 with the strategic acquisition of SSI Energy, a company already active in the offshore wind sector. This move immediately provided RMI with established expertise and industry knowledge, positioning the company to capitalise on the growing market. Duncan Higham, the Managing Director of SSI Energy, became CEO of RMI and with it brought forward

his vision of expanding into onshore and offshore wind.

Following the acquisition, RMI implemented a comprehensive strategy to target the renewable energy sector. The UK and US sales teams were tasked with identifying relevant projects using tools such as EIC Data Stream and attending industry events. The company also recruited specialised personnel, including a sales manager based in Norwich and a senior HSE professional with extensive experience in major projects like Dogger Bank, which is set to become the world’s largest offshore wind farm.

A crucial element of the strategy involved tailoring RMI’s medical services for different regions, be it in Scandinavia, the North Sea, East Coast US or Asia. Here, the company adapted its offering to meet the specific regulatory requirements and operational challenges of each market. This included developing innovative solutions for complex situations, such as establishing delegated (remote) Offshore Energies UK (OEUK) medical examinations for the US East Coast market, where no OEUK registered doctors were available locally.

RMI also invested in ensuring its personnel had the specific competencies and training required for the offshore wind industry, including Global Wind Organisation (GWO) certification, which encompasses five essential elements for working in this sector. Alongside this, the firm implemented rigorous recruitment and verification processes for all staff, with multiple interviews and extensive credential checks for every applicant.

A notable example of RMI’s new approach in action can be seen in its work with a US offshore wind client in late 2022. When approached by the client who needed to medically screen and clear contractors going offshore, but had no defined screening standards or local resources with expertise in the project region, RMI leveraged its European offshore wind experience to implement OEUK-standard medicals. Recognising that there were no OEUK registered doctors within hundreds of miles of the project site, RMI established an assessment centre locally in New Bedford, Massachusetts, and created a streamlined approach for accessing a team of OEUK doctors for remote consultations. This solution enabled the delivery of gold-

Story type

#people & competency (main category) #diversification, #service & solutions

Benefits

▸ Successful diversification strategy with expansion in the offshore wind sector.

▸ Expected revenue growth and expansion to new markets.

Key findings

For young people

▸ Listen, learn, work hard and enjoy the ride!

For industry

▸ Focus on dynamic risk environment and the need for quality and have accurate information.

For government

▸ Wholeheartedly support the energy transition in the UK.

RMI at a glance:

Key products and services: solutions partner in managing risk across various industries.

Main industries served:

▸ Oil and gas – 50% ▸ Offshore renewable energy – 30%

Onshore renewable energy – 10% ▸ Others (non-energy): mining – 10%

Headquarters: Seattle, US Year established: 2003

Number of employees: 200

standard medical exams while avoiding costly and time-consuming logistics for the offshore wind contractors.

Throughout this transformational period, RMI has also maintained its commitment to its oil and gas clients around the world, with recent clinic establishments in markets such as Guyana. Indeed, the company continues to invest in this sector and recognised its ongoing importance to the business, and it is this balanced approach which has allowed it to navigate the energy transition while maintaining strong relationships with clients who operate across multiple sectors.

RMI’s strategy has yielded impressive results. Offshore wind now represents 30% of the company’s business, alongside 50% in oil and gas, 10% in onshore renewable energy and 10% in mining. With projections of 25% growth in 2025 and plans to expand into new regions such as Latin America, the Middle East, Asia and Australasia, RMI is well-positioned to continue its successful trajectory in both traditional and emerging energy markets.

Tel +44 (0)20 7091 8600 Fax +44 (0)20 7091 8601 Email info@the-eic.com EIC