Inside Energy February2 026

Sector analysis

How the PETRONAS–PETROS issue is shaping Malaysia's upstream industry

Malaysia is the second-largest oil and natural gas producer in Southeast Asia, just behind Indonesia. The country's strong exploration and field development activities have long attracted major international oil and gas players. As Malaysia tries to sustain its oil and gas sector while managing energy transition pressures, the PETRONAS–PETROS issue has become key to shaping the future of upstream investment in the country.

PETRONAS was established by the Malaysian government under the Petroleum Development Act 1974 (PDA 1974) as the country sought to manage its hydrocarbon resources. PETRONAS has been mandated as the sole custodian of Malaysia's hydrocarbon resources allowing it to undertake centralised planning across oil and gas activities in the country. On the other hand, PETROS is a company established by the state of Sarawak to strengthen the state's role in managing its own resource sector. The coexistence of federal and state level energy companies highlights the complexity of an oil and gas industry that heavily relies on integration and long-term co-ordination.

The ongoing issues between the two entities could disrupt the supply chain thereby posing risks to supply reliability. To sustain energy security, this will depend on integrated management between the federal government and the states rather than sole ownership by a single entity. If the fragmented policy environment continues, it could undermine the resilience of Malaysia's energy security.

The primary issue in the dispute is regulatory certainty over who should manage hydrocarbon resources in the state of Sarawak. Under the PDA 1974, PETRONAS is responsible for managing hydrocarbon resources within Malaysia including in Sarawak. However, Sarawak asserts its right to manage gas resources under the Malaysia Agreement 1963 and the Distribution of Gas Ordinance (DGO). Stable government policy is crucial for investors as oil and gas projects involve high capital expenditure and long lifecycles. These issues have created ambiguity in frameworks such as licensing and gas allocation which has delayed FID for some projects. This delay in FID could see more projects delayed signalling a decline in sector competitiveness despite strong resource potential. This ripple effect is already visible in the industry. For example, ConocoPhillips has pulled out of the Salam-Patawali project showing how unclear policies can make investors cautious and cause project delays.

These issues could also create challenges for Malaysia particularly in terms of energy security. Sarawak plays a critical role in the national gas supply and hosts the majority of upstream developments in Malaysia. According to EICDataStream, 37 upstream projects are being tracked for start-up in Malaysia between 2026 and 2030 representing an estimated investment of US$12.3bn. Of these, 19 projects are located in Sarawak.

Another issue arising from the PETRONAS–PETROS dispute is market competitiveness. Since its establishment, PETRONAS has worked to balance domestic needs with export commitments. This effort has led to price stability and long-term contract reliability that led investors' confidence to invest in the country. However, the introduction of statelevel control mechanisms could affect market efficiency. To maintain market competitiveness, both the federal and state governments should ensure transparency in frameworks for resource allocation that benefit all parties including PETRONAS, PETROS and investors.

Recent developments suggest a potential pathway towards resolution. The joint declaration signed by the prime minister of Malaysia and the premier of Sarawak in May 2025 represents a step towards greater federal–state collaboration. If implemented effectively, this arrangement could establish a hybrid governance model in which PETRONAS continues to fulfil its mandate under the PDA 1974 while PETROS is recognised as the sole gas aggregator under the DGO. For operators with interests in Sarawak, such as Shell and PTTEP, clearer alignment between federal and state authorities could reduce regulatory uncertainties and support renewed investment momentum as companies now face lower risk and greater confidence to invest in Sarawak. This is evidenced by PTTEP's January 2025 decision to advance the Malaysia Greenfield Initiative project signalling that the company retains confidence to invest in Sarawak.

In conclusion, the PETRONAS–PETROS issue highlights fundamental challenges in governance and market co-ordination. The resolution of this issue could significantly impact Malaysia's energy security and market competitiveness. A stable regulatory framework is essential to ensure that both companies can achieve their mutual interests. The objective should not be to determine an absolute winner but for both companies to work together to realise the national interest.

Muhammad Zulhakim Energy Analyst, Asia Pacific – Oil and Gas zulhakim.zulkifli@the-eic.com

Inside this issue...

We begin this month with a final call for the 10th edition of the EIC Survive and Thrive Insight Report. This is your opportunity to share your company's success story with the global industry. The process is completely free for members, offers massive promotional benefits and automatically enters your business into the World Energy Supply Chain Awards (WESCAs). I encourage you to interview with us and help us celebrate the strategies driving growth in our sector. Register your company here: www.the-eic.com/ MediaCentre/Publications/SurviveandThrive

Looking ahead to next month, we are gearing up for the return of Bankable Energies on 17 March 2026 at the Hilton London Bankside, UK. This event has become a vital meeting point for the global investment community, project developers and policymakers. It is the place to be if you are looking to discuss the real-world solutions needed to unlock investment for future projects. To secure your spot or learn more, please visit: www.the-eic.com/Events/BankableEnergies/Home

I am also pleased to highlight a major step forward in how we support your global expansion: the launch of EIC International Pavilions. Following a successful debut at Rio Oil & Gas, this new exhibition format provides a high-visibility, branded presence for members at key events worldwide. We have confirmed plans for Hydrogen Technology World Expo and Oil & Gas Asia, offering you a supported, premium platform to connect with decision-makers across new regions.

Inside this edition of Inside Energy, you will find a wealth of updates from our global network, including a spotlight on technology from Powertherm Contract Services Ltd. Its piece details how advanced thermal audit technology is helping the industry identify wasted energy.

Along with the latest member news and updates from our offices around the world, I hope this edition gives you the insights and connections you need to drive your business forward.

Stuart Broadley CEO, EIC

DataStream

BULGARIA

Kozloduy Nuclear Power Plant Unit 5 & 6 Upgrade and Unit 7 & 8 New Build

Operator: Bulgarian Energy Holdings Value: US$7.7bn

A consortium of Laurentis Energy Partners, BWXT Canada and Canadian Nuclear Partners has signed a contract for the design, construction and commissioning of the two new units.

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

POLAND

Offshore Wind Farms

B-Wind and C-Wind Polska

Operator: Ocean Winds Value: US$2.3bn

Ocean Winds has secured €2bn (US$2.31bn) to reach FiD on the wind farm. The financing package for the initiative is supported by the European Investment Bank (EIB), providing nearly one-third of the entire project finance, as well as Instituto de Credito Oficial Espanol (ICO) and 13 commercial banks.

Global opportunities

FALKLAND ISLANDS

Sea

Lion Oil Field

(Phase 1)

Operator: Navitas Petroleum Value: US$2.05bn

A final investment decision has been made for the Sea Lion 1 project in the North Falkland Basin. The project requires US$1.8bn to reach first oil and US$2.1bn to completion.

JAPAN

Fusion By Advanced Superconducting Tokamak (FAST) Demonstration

Operator: Starlight Engine Ltd Value: US$1.5bn

The conceptual design for the project has been completed with Kyoto Fusioneering and Starlight Engine also releasing the Conceptual Design Report. They aim to start construction in 2028.

SAUDI ARABIA

Afif 1 Solar PV Plant

Operator: ACWA Power Value: US$1bn

ACWA Power has announced the financial close for 15,000MW of renewable energy projects across Saudi Arabia, covering five solar PV plants and two wind power plants with a combined capacity of 12,000MW solar and 3,000MW wind.

US

Blue Point Number One Blue Ammonia Project

Operator: CF Industries Holdings Inc Value: US$4bn

Wasco Engineering has secured a US$150-200m contract entailing engineering, procurement and fabrication of pre-assembled process modules for the project. Key execution scopes will be undertaken at Wasco's expanded Batam facility, supported by the Dubai Jebel Ali site.

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

Member’s news

THREE60 Energy names Ryan McPherson as Decommissioning Director

THREE60 Energy, a leading provider of life cycle solutions, has appointed Ryan McPherson as decommissioning director, further strengthening its management team.

Ryan brings more than 25 years of international energy sector experience to the role. He has held senior positions with both operators and service companies, leading large-scale projects across engineering, project delivery and major asset management. His career has taken him across the UK and Europe including Hungary and the Netherlands, as well as further afield in Algeria, Egypt and Mexico, giving him extensive insight into complex and diverse operating environments.

He will lead delivery of THREE60's recently awarded bp decommissioning contract – the first of its kind in the UKCS. This revolutionary approach is set to reshape how assets are decommissioned in the North Sea and establish a new benchmark for decommissioning globally.

THREE60 Energy is a leading global provider of innovative engineering, technology and energy transition solutions across the asset life cycle from design to decommissioning. Through a 1,000-strong workforce, THREE60 is a trusted partner for ambitious companies of all sizes. The company combines expert engineering, operations and project management with proprietary technologies and products to unlock value for its customers. With deep expertise in oil and gas, nuclear, onshore and offshore wind, alongside a growing position in carbon capture and storage, hydrogen and geothermal, THREE60 is helping deliver the energy transition.

THREE60 also supports the defence industry across all sub-markets (land, navy, marine, aerospace, etc.) and services the industrial and marine sectors through a complementary group of businesses. By underpinning its services with advanced digital solutions, THREE60 remains committed to offering emissions reducing solutions.

I’m excited to be joining THREE60 Energy at such a pivotal moment. The company has an outstanding reputation for delivery across the asset lifecycle, and I look forward to applying my international experience and project leadership to further grow our decommissioning services. Most importantly, I’m proud to be part of an industry-first project that will define how decommissioning is carried out – not just in the North Sea, but around the world.

Ryan McPherson, Decommissioning Director, THREE60 Energy

Ryan joins us at an exciting time for the business as we commence work on the bp contract. His strong technical background, combined with his proven leadership across global projects, makes him an invaluable addition to the team. I’m confident he will play a key role in enhancing our decommissioning capabilities and delivering value to our customers.

Stephen Diplock, Managing Director, Operations, THREE60 Energy

Photo © Three60 Energy Ltd

Left to right: Ryan McPherson, Decommissioning Director and Stephen Diplock, Managing Director, Operations, THREE60 Energy

Spotlight on technology

OPTIMISING INDUSTRIAL INSULATION WITH TIPCHECK

Across the industrial sector, significant energy losses often go unnoticed through uninsulated or poorly maintained systems. Recognising the scale of this challenge, Powertherm Contract Services Ltd uses advanced thermal audit technology to identify and eliminate wasted energy.

Powertherm's engineers are certified by the European Industrial Insulation Foundation (EiiF) to carry out TIPCHECK (technical insulation performance check) audits – the structured and standardised method for assessing the effectiveness of industrial insulation systems. Using EiiF's tools and energy efficiency classification (BS EN 17956), TIPCHECK experts quantify energy losses and calculate potential savings in cost, energy and CO2 emissions.

Alongside BS EN 17956, the TIPCHECK methodology follows BS EN 16247, the standard for professional energy audits. Together, these standards ensure accurate assessments of insulation performance, reliable energy-loss calculations and clear A-G energy efficiency classification.

TIPCHECK combines thermal imaging, temperature measurements and specialised energy assessment software to evaluate insulation performance across industrial systems. Engineers collect onsite data from valves, tanks and other components, then calculate the actual heat loss compared to an optimally insulated system. Get

This analysis identifies where energy is being lost and estimates the potential savings achievable through targeted insulation improvements.

These audits provide clients with actionable data, enabling informed decisions on insulation upgrades that deliver measurable results. In many cases, payback periods are achieved within a year or less.

A recent Powertherm TIPCHECK on the HP-steam circuit at a COMAH tier 1 UK refinery, highlighted the potential of targeted insulation improvements. The audit identified critical areas, such as uninsulated valves, where significant energy was being wasted; with cost savings of around £250,000 per year and a reduction of more than 1,100 tonnes of CO2 emissions (p.a.) – achieving a return on investment within just two months.

With in-house TIPCHECK certification, Powertherm is helping UK industry realise the untapped potential of thermal insulation as a route to improved energy efficiency and net zero.

Learn more about Powertherm's insulation and energy auditing services: www.powertherm.co.uk/services/industrial-insulation/

New EIC members

NEW RENEWABLES MEMBER BGB Engineering Ltd

357 Dysart Road Grantham Lincolnshire NG31 7NB UK

Contact

James Tupper, Head of Marketing

Telephone +44 (0)1476 576280

Email james.tupper@bgbinnovation.com

Web

www.bgbinnovation.com

BGB is a UK manufacturer of rotary solutions including slip rings (pitch control, signal and power), fibre optic rotary joints (FORJ), brushes and brush holders, spares and repairs.

Primary sectors include renewable energy (primarily wind technology), wastewater, radar and aerospace.

Based in Grantham, Lincolnshire, BGB has two UK manufacturing and test facilities as well as one further site in Virginia, US.

NEW GLOBAL MEMBER

Ellimetal NV

Schutterslaan 7 3670 Oudsbergen Belgium

Contact

Pieter Nicolaï, Business Development & Marketing Manager

Telephone +32 11 61 01 61

Email nicolai.p@ellimetal.com sales@ellimetal.com

Web

www.ellimetal.com

Ellimetal is a Belgian manufacturer, offering pressure vessels, silos and storage tanks engineered and built entirely in-house at its two workshops. With a dedicated engineering team and full project control, Ellimetal delivers tailor made solutions that meet the highest technical and safety standards.

Since 2022, Decometa air coolers have strengthened the Ellimetal Group, expanding its capabilities even further. Customers value the personal approach, craftsmanship and proven reliability as an approved vendor for leading end users and EPC contractors. Ellimetal stands for engineering passion, manufacturing excellence and trusted performance across multiple industries.

NEW GLOBAL MEMBER

Geoactive

2 Discovery Drive Westhill Aberdeen AB32 6FG UK

Contact Claire Sim, Global Marketing Manager

Email claire.sim@geoactive.com

Web www.geoactive.com

Geoactive delivers advanced subsurface geoscience software for remote inspection and decisionmaking across the energy asset lifecycle. Its flagship platform, Interactive Petrophysics (IP), is an industry-standard solution for precise log data processing, featuring intuitive parameter selection, drag-and-drop 3D visualisation and over 30 specialised modules for scalable workflows.

Complementing IP, Interactive Correlations (IC) integrates regional well data for geological insight, supporting exploration, appraisal and reservoir characterisation. Together, IP and IC provide a complete well data solution, combining detailed analysis with broader geological context to enhance understanding, reduce costs and improve collaboration. Geoactive empowers efficient, accurate and strategic subsurface data interpretation worldwide.

NEW GLOBAL MEMBER

RMV Valves Limited

Unit 17, The Trade Yard Barmston Road, Beverley East Yorkshire HU17 0LA UK

Contact Chris Moore, Head of Operations, Supply Chain & Production

Telephone +44 (0)1482 263200

Email

chris@rmvvalves.com

Web

www.rmvvalves.com

RMV Valves offers an alternative solution for a wide range of corrosion-resistant valves, offering design, manufacturing, procurement, assembly, test, sales and project management. Supported by a global sales support team covering the UK, Europe, Middle East, North America and Asia, together combining nearly 100 years expertise of valves and technical solutions to the oil and gas (onshore and offshore), petrochemical, marine, naval marine, power generation, desalination and fire suppression industries.

RMV Valves' products cover manual and actuated gate (UL approved up to 18”), globe, check (swing, lift, dual plate), ball (floating and trunnion), butterfly (concentric, double and triple eccentric), bellow sealed stop valves, hydrants and strainers from ½” (DN15) up to 24” (DN600).

NEW GLOBAL MEMBER

W.R. Grace & Co

7500 Grace Drive Columbia Maryland 21044 US

Contact Peter Murdza, Senior Manager, Marketing Communications

Telephone +1 410 531 4000

Email

peter.murdza@grace.com

Web www.grace.com

Grace, a Standard Industries company, is a leading global supplier of specialty chemicals and solutions that enable industries to enhance modern life. Its customers use the company's catalysts, engineered materials, process technologies and fine chemicals to manufacture everyday products – like renewable fuels, pharmaceuticals and food packaging – better, faster and smarter.

Renowned for technical expertise, technology leadership and reliability, Grace helps customers navigate the evolving energy landscape. The company advances circularity by enabling advanced recycling pathways and licensing technologies that support recycled content and recyclability. With a commitment to customer success and value creation, Grace leverages science to create a better, more sustainable world. By delivering a broad range of expertise, technologies and solutions, Grace is uniquely positioned to meet the evolving needs of industry.

NEW PRIMARY MEMBER

Zoppas Industries Heating Element Technologies

Via Podgora, 26 31029 Vittorio Veneto (TV) Italy

Contact

Claudio Stefano Tarenzi, Business Unit Director –Process Heating

Telephone +39 0438 4901

Email claudio.tarenzi@zoppas.com

Web www.zoppasindustries.com

Zoppas Industries Heating Element Technologies (ZIHET), an Italian company with a six-decade legacy, specialises in the creation of intelligent electric heating solutions that contribute to sustainable environmental development. With a global presence boasting over 8,000 employees and 15 production sites across Europe, America and Asia, ZIHET plays a pivotal role in various application areas that permeate daily life. These applications span from coffee machines and electric cars to satellites, forming an integral part of both household and industrial settings.

ZIHET is acknowledged by its clientele as a strategic partner in developing optimised heating solutions. This recognition stems from the company's robust technical expertise, cultivated through experience across multiple sectors, and a comprehensive technology portfolio. ZIHET's commitment to innovation aligns with its role as a reliable and forward-thinking collaborator in the pursuit of heating solutions tailored to meet the specific needs of its clients.

Member news

ABB completes acquisition of power electronics business of Gamesa Electric

ABB has announced the completion of its acquisition of Gamesa Electric's power electronics business in Spain from Siemens Gamesa, originally announced on 18 December 2024. Financial terms were not disclosed. The business reported annual revenues of approximately €145m for the fiscal year ended 30 September 2025.

The acquired portfolio includes power conversion products such as wind converters for doubly-fed induction generators (DFIG), industrial battery energy storage systems (BESS) and utility-scale solar inverters. The transaction brings in around 400 employees, including key resources in Spain, India, China, the US and Australia and two converter factories in Madrid and Valencia. ABB has also entered into a supply and services agreement with Siemens Gamesa.

The acquisition increases the total capacity of ABB's serviceable installed base of wind converters by approximately 46GW and supports the profitable growth strategy of the motion business area. With over 45 years of experience in power electronics, Gamesa Electric brings deep technical expertise in solar and renewable applications and strong customer relationships.

According to the International Energy Agency, electricity generation from renewables is expected to increase 60% from 9,900TWh in 2024 to 16,200TWh in 2030. In fact, renewables are expected to surpass coal by the end of 2025 (or by mid2026 at the latest, depending on hydropower availability) to become the largest source of electricity generation globally. Solar PV alone accounts for over half of this increase, followed by wind at roughly 30%.

Amarinth's API 685 pumps set the standard in critical process industries

Amarinth, a world-leading, net zero designer and manufacturer of low lifecycle cost centrifugal pumps and associated equipment, primarily for the offshore and onshore oil and gas industries; nuclear and renewable energy generation; defence; desalination and process and industrial markets, has secured £8m in orders over the last 12 months for its proven API 685 magnetic drive pump range, engineered for zero-leakage performance in the world's most demanding applications, underscoring the industry’s confidence in its products operational safety and environmental integrity.

Utilising a magnetic drive, hermetically sealed design, the Amarinth API 685 range eliminates the need for traditional dynamic mechanical seals, a potential point of failure in conventional pumps. By using a powerful magnetic coupling to transmit torque through a stationary, leak-proof containment shell, the pump ensures that the process fluid is completely isolated from the atmosphere. This sealless architecture provides a robust, long-term solution for zero-leakage applications, significantly enhancing site safety and environmental compliance.

This commitment to engineering excellence is validated by recent orders. Within the last 12 months, Amarinth has secured £8m in orders for horizontal OH2, vertical VS4, and vertical in-line OH3 API 685 magnetic drive pumps. The selection of Amarinth's technology for these critical applications, combined with extremely demanding delivery schedules, showcases the company's ability to provide leading-edge, reliable solutions under the most challenging project conditions.

Amarinth API 685 magnetic drive pumps in assembly

ASCO unveils a refreshed identity, one that reflects its emergence as a global leader

Logistics, materials and operations management firm, ASCO, has unveiled a refreshed identity, one that reflects its emergence as a global leader. Chief Executive Mike Pettigrew shares how this new positioning captures the company's expanding role across the world's most vital industries.

For me, this moment represents something bigger than a brand refresh. We're at a genuinely transformative point in our history as a company. It's given us the opportunity to take stock, to look closely at the industries we support, from oil and gas to mining, metals, defence, renewables and beyond and to recognise just how quickly these sectors and the world is shifting. Operating environments are growing more complex, meaning expectations around agility, accuracy and safety have never been higher. Our clients need partners they can trust, partners who understand the realities on the ground and can deliver with confidence.

Our refreshed identity is simply a reflection of an ASCO that has been doing exactly that for years. It isn't about changing who we are, rather communicating our strengths clearly and positioning ourselves for the international growth and wider industry reach that has already begun.

We're a business of scale that goes beyond logistics. Yet when I look at that scale, the numbers are only the headline, the real story sits behind them. We oversee 2.5m square metres of warehousing space, manage more than 50 warehouses worldwide, operate 19 global logistics hubs and run a significant transport fleet, all underpinned by capability built over decades.

What sets us apart is how we combine strategy and advising, with hands-on delivery. It keeps large capital projects moving, providing greater certainty and efficiency.

Our customers want more than consultancy; they want a partner who can get to the heart of the problem. They often present a symptom, but the real issue lies beneath; once we uncover it, we can resolve it and unlock cost savings, efficiencies and better ways of working. For example, a customer may think they need more warehouse space, when what they really need is better inventory management. One customer recently described us as "an efficient, productive industrial machine." That kind of praise matters to me because it's real and hard-earned.

Last year was defined not by loud announcements but by significant results. We've grown into markets where clients have been asking for deeper support, including our work with TotalEnergies in Suriname.

We've strengthened partnerships from Australia to Namibia. As part of the rebrand, we're bringing NSL, Seletar, NORM Solutions and OBM, ASCO acquired brands with long histories, under the single ASCO name. One unified identity. One global standard. One team.

The people, expertise and service remain the same, but we're removing complexity so clients can clearly see the full scale of what we deliver.

Last year also brought several major achievements. We've continued our expansion into priority international markets, many of which we've served for decades including Norway and Canada.

In Norway, we're working with Saipem on Equinor's Irpa project at our Sandnessjøen base, where we're storing and shipping more than 2,000 giant 37 metre, 20 tonne pipes.

Just south in Mosjøen, we're supporting Alcoa, one of the world's largest aluminium producers. We’ve also expanded our diversified services, including launching our environmental services line in Australia, where we’re now leading the market in NORM management as the country accelerates towards a major decommissioning phase.

Across the Atlantic, our Canadian operations continue to scale. We're delivering logistics, materials management and environmental services from Alberta to Newfoundland. Our newly acquired Conklin site, supported by new equipment being readied for deployment, strengthens our capabilities even further.

But challenges remain. Every industry we support is grappling with workforce shortages, supply chain strain and rising compliance demands. Too often, I have seen how logistics is seen as a support function. In truth, if the supply chain fails, nothing else moves forward.

Whether you're building the world’s biggest offshore wind farm, or maintaining a decades-old industrial facility, the fundamentals don't change. Success depends on integrated systems, skilled people and disciplined processes. I've seen firsthand how consistent these fundamentals are across sectors.

Mike Pettigrew, CEO, ASCO

ECITB appoints eight new Innov8 members to bring fresh views on engineering construction careers

The Engineering Construction Industry Training Board (ECITB) has appointed eight new members to form the second generation of its Innov8 Group for early and mid-career professionals.

Facilitated by the ECITB, members of the multi-generational, crosssector leadership network provide key strategic insight from their unique perspective as professionals within the engineering construction industry (ECI).

As well as offering insights in meetings held at least four times a year, the role of the group includes taking part in events or STEM outreach activities on behalf of the ECITB and the wider industry to help raise awareness of careers in engineering construction.

Members also participate in projects focused on areas including labour market insights, mentoring, attraction and retention, diversity and inclusion, advocacy and industry foresighting.

The current, first generation of group members, chaired by Kent plc structural engineer Chinwe Odili, will remain on hand for guidance and mentoring as Innov8 alumni.

The new Innov8 members are:

• Finlay Duthie: graduate engineer at STATS Group who completed a degree in mechanical engineering and began his career in the project engineering department.

• Alasdair Steven: graduate engineer at NRS Dounreay who completed a chemical engineering degree at the University of Strathclyde, where he was involved in its ambassadorship.

• Sarah Hague: finished second year of graduate engineer role at Technip FMC at the end of 2025 to become a design engineer. Has a Master's in mechanical engineering.

• Katie Bennett: graduate process engineer at energy consultancy Xodus Group, where she is the STEM lead for London. Has a Master's in advanced chemical engineering.

• John MacGregor: graduate engineer at Subsea7 in its structural engineering team developing structural designs. He is working towards IMechE chartership.

• Natalia Bieniewska: graduate process engineer at Xodus Group in its process and facilities team. She has a chemical engineering degree from Newcastle University.

• Abishan Ahilan: structural engineer in Kent plc's UK engineering consultancy division, where he is STEM co-ordinator and graduate rep. Has a Master's in mechanical engineering.

• Niall Gibb: worked in oil and gas for 12 years before completing the wind turbine cross-skill pilot programme in May 2025 and transitioning to the renewables sector. He now works for Vestas gaining authorisation as an offshore commissioning supervisor.

The ECI spans sectors that focus on the construction, maintenance and decommissioning of heavy industry, including oil and gas, nuclear, power generation, renewables, chemicals, food and drink, pharmaceuticals, carbon capture and storage, hydrogen and water treatment.

When it was first set up, the ECITB Innov8 Group comprised of individuals from within the ECI who were following a new entrant pathway within their respective organisations and had completed at least one year of workplace development.

To open the group up to different perspectives, the group is now made up of people within the first 15 years of their careers in industry.

Input from Innov8 members has helped the ECITB increase the effectiveness of our engagement with industry. The group plays an integral role in shaping our careers work, industry training and development. By listening to fresh views on engineering construction careers, we can help our industry attract a new generation of engaged, diverse and dynamic engineers.

Andrew Hockey, Chief Executive, ECITB

Find out more about the new members of the ECITB's Innov8 Group at: https://www.ecitb.org.uk/workingfor-industry/ecitb-innov8-group/

i

For more information: www.ecitb.org.uk

ELLIS wins Large Business of the Year at the York Business Awards

Ellis Patents Ltd, the Yorkshire-based global leader in the design and manufacture of safety-critical cable cleats, is proud to announce that it has been named Large Business of the Year at the 2025 York Business Awards.

The award recognises organisations with exceptional financial performance, sustained growth, strong leadership and a commitment to innovation and community responsibility. ELLIS stood out for its continued expansion in global markets, investment in automation and manufacturing capacity and its unwavering commitment to its people and the environment.

Over the past three years, ELLIS has experienced significant international growth – particularly within the fastevolving energy sector – supported by new strategic hires in marketing and international sales.

Fibron: sustainably manufactured umbilicals and cables

Fibron Cable leads the way towards net zero by installing 1,428 solar panels on the roof of its factory. This impressive 714kWp system is expected to save 118,093kg of carbon emissions every year and is just one of a number of measures taken by Fibron Cable to reduce its impact on the environment and to offer customers more sustainably manufactured umbilicals and cables. By introducing a range of waste separation and recycling initiatives, the amount of waste going to recycling this year has increased by an impressive 129% compared with 2023. Fibron has also changed its energy tariff to one that means it only uses electricity from renewable resources. All of Fibron's company cars are EVs. They also offer an incentive to employees to switch their private vehicles to low-emission or zeroemission models.

Despite major operational investment, the company has retained and upskilled its 70-strong workforce, creating more skilled and diverse roles and maintaining a company-wide profit share scheme.

ELLIS was also praised for its strong sustainability achievements, having reduced its net zero score by 56% in the past year while continuing to reinvest in facilities, technology and environmental improvements at its Yorkshire site.

At Fibron's head office, there are six EV charging points in the carpark, allowing employees to charge their electric cars at work using green electricity.

Having reviewed the options, Fibron negotiated a very competitive deal to upgrade its forklifts to electric vehicles. Not only will this reduce carbon emissions, but it will also improve the air quality in the yard.

The biggest single investment was the installation of no fewer than 1,428 solar panels on the roof of the factory.

ELLIS is headquartered in Rillington, North Yorkshire and manufactures all products in the UK. The company supplies sectors including renewable energy, utilities, rail, data centres and nuclear power and is widely regarded as a world leader in cable cleat technology.

68% of the electricity generated is expected to be used on site and the remaining 32% will be exported to the national grid. With annual savings of around £100,000, the payback for this investment is less than 4 years. As a result of these initiatives, Fibron has been certified to ISO 14001 – the internationally recognised standard for environmental management systems.

i For more information: https://fibron.com/

ELLIS staff receive the award for Large Business of the Year 2025

Flexitallic hosts second global event in China, strengthening international collaboration

Flexitallic, a global leader in static sealing solutions, has successfully held its second Channel Partner Event in China, welcoming delegates from across the world for a threeday programme designed to strengthen partnerships, share technical insights and showcase manufacturing excellence.

Distributors travelled from Norway, Sweden, Finland, Poland, Romania, Serbia, Greece; Iraq, Kuwait, Nigeria; Brunei, Malaysia, Singapore, Thailand, Vietnam, Indonesia, the Philippines; Japan and China – reflecting the global reach of Flexitallic's partner network. Representatives from Flexitallic UAE, Thailand, the UK and China also attended.

Hosted in Suzhou, a city in Jiangsu province, around 100km northwest of Shanghai, the Channel Partner Event brought together delegates for a series of presentations, application insights delivered by Flexitallic engineers, product updates, strategic discussions and networking opportunities.

A key highlight was a tour of Flexitallic Gasket Technology's (FGT) Suzhou manufacturing plant, a high-volume facility specialising in the production of spiral wound gaskets. Delegates were given an insight into the plant's capabilities, quality systems and ongoing investment in global manufacturing excellence.

The group also visited long-standing FGT customer Neway Valve (Suzhou) Co Ltd, one of the world's leading industrial valve manufacturers. Alongside the technical agenda, delegates took part in several networking activities, including a tour of Suzhou's ancient canal system.

HIMA Group strengthens presence in China with move

to new Shanghai office

HIMA Group, a global leader in safetyrelated automation solutions, has further strengthened its presence in China with the relocation to its new Shanghai office. The facility was officially inaugurated on 5 December during a special ceremony followed by a safety symposium attended by customers, partners and government representatives.

The opening marks a significant step in HIMA's strategic expansion, underscoring the company's dedication to supporting China's fast-growing industries with functional safety solutions.

Today, HIMA employs 80 highly qualified team members across China, working in close collaboration with global HIMA experts.

The new Shanghai workspace provides a modern hub for customer engagement, technical collaboration and innovationdriven projects across China. Its new Customer Solutions Center supports a broader range of trainings and testing needs, while the new multi-functional meeting area enhances professional communication with customers.

The upgraded office environment also improves employee comfort and efficiency, fostering greater creativity and productivity.

In line with HIMA's sustainability strategy, the materials used for the event, are green, environmentally friendly and recyclable. At six booths HIMA showcased cutting-edge technologies in functional safety, including digital lifecycle management, APL, SafeHMI, digital engineering, cybersecurity, turbine machinery control (TMC Solution) and HIPPS.

The relocation follows another recent milestone: the opening of the HIMA Zhanjiang Service Center in Guangdong province in 2024, supporting customers in southeast China, including the BASF Verbund site.

Building on the strong foundation it has established in China, HIMA will further strengthen its commitment to the Chinese market by investing additional resources in fostering local innovation, accelerating the digital transformation of its operations and advancing sustainable technologies. These efforts support both China's priorities and the company's global environmental, social and corporate governance objectives.

Delegates visit Flexitallic Gasket Technology's Suzhou manufacturing plant in China

More than 100 participants joined the celebrations and symposium

Andy Ryan

appointed as

Head of Sales of Lucy Electric EV Infrastructure

Lucy Electric, an international leader in cutting-edge switchgear design and the manufacture of sophisticated automated electrical distribution systems, has appointed Andy Ryan as head of sales for its newly launched EV infrastructure division, Lucy Electric EV Infrastructure.

The launch of Lucy Electric EV Infrastructure will capitalise on the growing global market for highcapacity EV charging infrastructure placing increased demand on electrical network capacity in many cities, regions and nations. Combining worldleading engineering expertise with deep knowledge and understanding of local energy systems challenges, Lucy Electric is pioneering innovative, holistic solutions to accelerate the rollout for EV charging installations. With the increasing demand for EV infrastructure, Andy's role will be instrumental in supporting Lucy Electric's expansion into the global EV infrastructure market, delivering the electrical network infrastructure that enables the rapid connection of highcapacity EV charge points essential to decarbonising transport systems across the world. Lucy Electric EV Infrastructure's integrated monitoring and scalable charging solutions are designed to help cities and utilities rapidly prepare for the step-change increase in electricity demand as drivers make the EV switch.

Peterson providing logistics services for East Anglia 3

Leading logistics and supply chain solutions provider Peterson has kickstarted a project to support the development of East Anglia 3 – a wind farm that will provide power for one million homes.

The seven-month contract with Siemens Energy sees Peterson responsible for aviation and emergency and response rescue vehicle (ERRV) requirements delivered from Norwich Airport and the Port of Lowestoft.

Peterson will manage around 30 flights a month, with associated ERRV sailings, for Siemens Energy, delivering the contract in partnership with ODE Asset Management.

Peterson is also working with its long-term customer Jack-up Barge to manage its crew co-ordination and changes from Norwich Airport, including immigration, accommodation and transfer requirements.

Peterson’s experience in major offshore wind development projects also includes its fully integrated lead logistics role for GE Vernova as part of the Sofia Offshore Wind Farm development at Doggerbank.

Our logistics expertise has been honed over many decades and we understand the complexities of major development projects such as this and are able to deftly respond with agile services.

Jason Hendry, Interim Managing Director UK, Peterson

Peterson has been helping to build a better world for over 100 years. Peterson has grown to become a trustworthy global partner for logistics, advisory, technology and training. The company now provides a comprehensive range of quality services to customers in over 80 countries.

Leadership transition marks a new chapter for Red Rooster Lifting

After 32 years of dedicated service, managing director Bill Aitken has retired from Red Rooster Lifting, marking the end of a significant chapter in the company's history. Stepping into the role is Paul Shewan, whose 15-year progression from the workshop floor to managing director reflects both continuity and the company's long-standing commitment to developing talent from within.

Bill joined Red Rooster Lifting in 1993 and quickly became a central figure in shaping the company's direction, culture and technical capability. His leadership oversaw decades of steady growth while strengthening the organisation's reputation for reliability across multiple industry sectors.

Among Bill’s proudest accomplishments are building a skilled and committed team and fostering strong relationships with customers and international partners. A defining milestone was securing the company’s first major hire contract for Doosan Babcock at Drax Power Station. The project helped cement Red Rooster's technical credibility and remains a highlight of his time as managing director.

Stepping into the role is Paul Shewan, who joined Red Rooster Lifting in 2008 at the age of 22 as a mechanical fitter. Over the years, Paul has developed broad experience across the business – from hands-on assembly and testing to project management and production leadership.

One of his standout achievements was involvement in the design, manufacture and build of custom 10-tonne pneumatic crane systems for the Culzean project in the North Sea. These bespoke systems incorporated complex engineering calculations, rack-and-pinion drives and enhanced safety features, demonstrating the technical insight and problem-solving approach Paul brings to his new role.

Since becoming production director in 2021, Paul has strengthened Red Rooster's manufacturing capability and supported continued technical development. As managing director, he plans to expand the company's international presence, diversify beyond the UK's oil and gas sector and build on its reputation for custom-built lifting equipment and rental lifting solutions.

• More than 2,500 active weld zones were delivered for multiple days.

• Supported by roughly 1,667 Superheat SmartPak™ units.

• Powered by 417 machines at peak, each averaging six zones per console.

• Delivered by over 360 Superheat field professionals and 35 SmartCenter employees globally at peak.

Superheat surpasses 2,500 active weld zones on multiple peak-volume days

During the 2025 fall turnaround season, Superheat achieved an incredible milestone, surpassing 2,500 active weld zones on multiple peakvolume days. This marks the highest service week in Superheat history and highlights the expertise of its people and the co-ordinated management of equipment across every division.

This accomplishment reflects Superheat's focus on preparation, communication and consistent execution from start to finish. With strategic improvements, strong alignment between field operations and SmartCenter personnel and expanded use of digital tools, every group contributed to safe and efficient performance from planning through to delivery.

You can count on Superheat to get the job done when you need it most. Contact the company to begin your next onsite heat treatment project.

THREE60 Energy awarded long-term contract by Vår Energi

THREE60 has announced a new longterm contract with Vår Energi ASA for the provision of temporary contract workers. The agreement represents a continued and valued partnership between the two companies.

The contract runs until 2030 and includes options for up to six additional years, reflecting Vår Energi's confidence in THREE60's capabilities and consistent delivery. Under the agreement, the THREE60 Norway team will supply skilled personnel to support Vår Energi's operations across the Norwegian Continental Shelf. The scope covers temporary contract workers across multiple disciplines, including offshore, subsurface and drilling & wells.

This award builds on several years of successful collaboration between THREE60 and Vår Energi, reinforcing a shared commitment to safe, sustainable operations and continuous improvement.

THREE60 Energy is a leading solutions company specialising in engineering, operations and systems across the asset life cycle in multiple sectors. Headquartered in Aberdeen, UK, the company also has regional headquarters in Malaysia, the US, Norway and UAE.

i For more information: www.three60energy.com

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)

In this Energy Insights podcast, Stuart Broadley EIC CEO is joined by Regional Director Amanda Duhon to reflect on the EIC’s 30-year journey in the US: https://lnkd.in/dEVUdtpX

EIC (Energy Industries Council)

The EIC's Africa Hydrogen report explores Africa's potential to become a global leader in green hydrogen, driven by vast wind and solar resources: https://lnkd.in/eTBksbGh

EIC (Energy Industries Council)

We announce the first speakers for Bankable Energies; Siemens Energy, Green Giraffe Advisory, EET, Close Brothers Asset Finance and Societe Generale: https://lnkd.in/e6mnq3em

Events calendar LIVE events

5 March Business Presentation

Macaé Breakfast: OPEX Opportunities TBC with Ocyan 11 March Business Presentation

17 March Regional Showcase

Bankable Energies 2026 Hilton London Bankside 17 March Overseas Exhibition

Wind Expo Japan 2026

Tokyo Big Sight, West Hole, Japan 17 March LIVE e-vents

CIS Market & Project Update

Fuelling Prosperity: Opportunities across the Saudi energy market

March Business Presentation

Breakfast Opportunities with McDermott

Cannon West Houston 25 March Regional Showcase

North West Cluster – Powering the Future

Liverpool City Centre

25 March Business Presentation EICDataStream/AssetMap training

26 March Regional Showcase Women in Energy Arup Office, Edinburgh

Global Events and Campaigns

making clean and low-carbon projects investable

The countdown is on for Bankable Energies 2026.

We are excited to confirm a strong line-up of partners including Close Brothers Asset Finance as Investment Partner, Oneglobal Broking as Insurance Partner, Energy Voice as Media Partner, GRID & reNEWS as Promotional Partners and KLM as Travel Partner.

Following a successful inaugural event, Bankable Energies has quickly established itself as a mustattend forum for energy investment stakeholders. Join us in London for an exclusive drinks reception on the evening of 16 March, bringing together speakers, partners and senior industry stakeholders ahead of the main conference on 17 March 2026.

This event is dedicated to one of the most pressing challenges facing the global energy transition: how to turn clean and low-carbon projects into investable, financeable realities.

Bringing together developers, investors, financiers, policymakers and the wider supply chain, Bankable Energies focuses on the practical steps needed to move projects from ambition to delivery, addressing risk, capital, policy and execution head-on.

EIC Bankable Energies Report

The Bankable Energies Report provides an in-depth look at what makes energy projects bankable in the real world.

Drawing on insights from energy leaders and executives – spanning supply chain companies, banks, insurers and advisors – the report highlights the critical ingredients that make projects financeable, while also identifying the frictions that keep many stalled at FEED and pre-FEED stages.

The Bankable Energies Report will be officially launched during the Bankable Energies Conference on 17 March 2026.

Why Bankable Energies matters

Despite unprecedented ambition and policy support, many energy projects continue to stall before final investment decision (FID). Bankable Energies exists to close that gap.

The event explores what makes projects bankable, including:

• How risk is allocated and mitigated across the project lifecycle.

• Which financing structures are working and which are not.

• The role of policy certainty, regulation and government intervention.

Jo Campbell

• Lessons learned from projects that have successfully reached delivery.

What to expect

Bankable Energies attracts a highly engaged, decision making audience, including project developers and owners, institutional investors and infrastructure funds, banks, lenders and export credit agencies, policymakers and regulators, EPCs, OEMs and technology providers, legal, insurance and advisory firms. This creates a unique environment for meaningful discussion, partnership building and deal shaping conversations. The agenda is built around keynote discussions, high level panels and in depth case studies that explore projects moving from development into delivery.

Confirmed and invited contributors to the programme include senior representatives from: DESNZ, EET Fuels, Eni, Equinor, Flotation Energy, Green Giraffe Advisory, HM Treasury, HSBC, LanzaJet, Lloyds Bank, Low Carbon Contracts Company, National Wealth Fund, Siemens Energy, Sizewell C, Société Générale, SSE Renewables, Santander, Worley and Xodus.

Join us at Bankable Energies, register here: www.the-eic.com/Events/BankableEnergies/Home

Don't miss this opportunity to connect with industry leaders, gain actionable insights and shape the future of investable clean energy projects. Register today to secure your place at Bankable Energies and join the conversation with senior stakeholders driving the next wave of low-carbon investment.

There are still opportunities for organisations to align their brand with the energy transition, gain direct access to decision-makers and showcase expertise to a highly targeted audience. For more information, please contact global.events@the-eic.com

Jo Campbell

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

Join the EIC International Pavilions at the world's largest energy events to showcase your business

Introducing EIC International Pavilions: expanding global opportunities for our members

As the EIC’s global community continues to grow, we are pleased to announce the launch of EIC International Pavilions, a new exhibition series designed to support all EIC members and supporters in accessing key international energy markets.

Building on the long-standing success of the EIC UK Pavilion, the EIC International Pavilions represent the next step in the EIC's commitment to helping companies raise their profile, connect with decisionmakers and develop new business opportunities worldwide. This new series brings the same trusted delivery model, expertise and on-the-ground support to a broader range of global exhibitions.

The first EIC International Pavilion has officially launched at Rio Oil & Gas, marking the beginning of this new initiative. Further International Pavilions will follow in early 2026, with confirmed plans for Hydrogen Technology World Expo and Oil & Gas Asia, providing members with multiple opportunities to showcase their capabilities across different regions and energy sectors.

Exhibiting as part of an EIC International Pavilion offers companies a highly visible presence within a professionally branded group stand, positioned in prime locations to attract high-quality visitors.

Participants benefit from strong collective branding, increased footfall and enhanced promotion before and during each event.

Beyond visibility, the EIC International Trade team provides comprehensive support throughout the exhibition journey. From initial planning and logistics to stand build, local market intelligence and onsite co-ordination, exhibitors are guided at every stage. This allows companies to focus on what matters most: engaging with potential partners, strengthening relationships and winning new business.

Networking is also a key element of the International Pavilion experience. Exhibitors gain access to exclusive opportunities such as hosted receptions, facilitated introductions, buyer meetings and shared lounge spaces for meetings and informal discussions. These activities are designed to maximise meaningful engagement with key stakeholders in each market.

The launch of EIC International Pavilions reflects the EIC's ongoing commitment to supporting its members' international ambitions and responding to the evolving needs of the global energy sector. This is the first phase of a wider programme, with additional exhibitions and regions to be announced as the series develops.

Members and supporters interested in taking part in upcoming EIC International Pavilions are encouraged to keep an eye on future announcements or contact the International Trade team for further information.

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

UK news

EIC UK events

The next couple of months will see our team attending a number of industry events, so I'd like to take this opportunity to share what's coming up in our calendar this month.

On 4 and 5 February, the team will be participating in several external events. I will be joining the Foresight Event in Liverpool with our membership manager, Andrew Scutter.

There, I'll provide an update on the UK energy landscape, including key project highlights and a comparison of final investment decisions (FIDs) in the renewable and energy transition markets.

Meanwhile, John Petchey, Rebecca Swain and Emma Cuthbertson will be representing the EIC at Subsea EXPO in Aberdeen – be sure to stop by and say hello to the team.

Upcoming Events

ETZ Offshore Wind Masterclass

Wednesday 18 February

Aberdeen

We're proud to continue supporting our colleagues at ETZ by delivering their Masterclass Programme. This session will focus on the major offshore wind developments transforming the North Sea.

Join us to hear from Venterra Group, Seaway7 and TechnipFMC and take the opportunity to connect, collaborate and accelerate the growth of Scotland's offshore wind supply chain.

Opportunities in Teesside

Wednesday 25 February

Middlesbrough

The region is rapidly establishing itself as a trailblazer in decarbonisation, leading the way with world-class projects in hydrogen, carbon capture, offshore wind and renewable power.

This year, we will also explore the growing nuclear opportunities emerging in the area, including developments in small modular reactors and their potential role in supporting long-term energy security and industrial decarbonisation.

Delegates will hear from Northern Endurance Partnership, Alfanar, Bureau Veritas and other industry leaders.

Bankable Energies

Tuesday 17 March

London

Stephen

Now in its second year, this event will bring together the global investment community, key project developers and policymakers to address the shift needed to attract investment and drive projects forward. Join us as we explore solutions to unlock funding for future projects, discuss the policy and regulatory frameworks required to accelerate new energy initiatives and highlight strategies for managing the risks associated with emerging projects.

North West Cluster – Powering the Future Fuel of the North West

Wednesday 25 March

Liverpool

The event will explore key topics, including hydrogen production, carbon capture and storage and the current state of the low-carbon industrial sector. Join us to gain exclusive insights into transformative projects, discover cutting-edge innovations and uncover valuable supply chain opportunities across this major UK industrial hub.

Women in Energy

Thursday 26 March

Edinburgh

The programme explores personal career journeys, workplace culture and leadership development, with a strong focus on practical actions that individuals and organisations can take to support diversity and inclusion. Attendees will leave inspired, informed and better equipped to drive positive change within their teams and across the wider sector.

Engage with EIC

Our team is here to support yours – whether through networking, the provision of data, or by amplifying your voice on issues that matter to your business. Working with our External Affairs team, we are pleased to invite our members from across the UK to join a new forum: the Directorate for Energy Supply Chain on Monday 16 March, in London from 2:00-4:00pm. To find out more and to register your interest in joining the group, please email me directly.

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

Kim

Middle East news

Regional update

We look forward to welcoming many of you to our first EIC Connect event of 2026 in the Kingdom of Saudi Arabia, delivered in collaboration with the Asharqia Chamber. The event will take place in Dammam on Tuesday 10 February 2026 and is free to attend for EIC and Asharqia Chamber members. Building on the overwhelming success of recent years, we are delighted to present a comprehensive and insightful programme that reflects the scale and ambition of the Saudi energy market. EIC Connect KSA offers a unique platform to explore opportunities across the entire energy spectrum in Saudi Arabia. Whether you are new to the market or considering exports for the first time, this is a must-attend event for organisations looking to engage with one of the world's most dynamic and fast-evolving energy markets. EIC Connect UAE will return on 12 May 2026, giving you another key date to mark in your calendar. In addition, we are planning to host EIC Connect Qatar in September 2026, following the tremendous appetite and strong engagement seen at last month's Wood and Bilfinger event in Doha.

Regional news

Masdar and RWE secure £11bn contracts for UK offshore wind projects

This year's Annual Golf Day, taking place on Thursday 5 March 2025, is now sold out. We look forward to an excellent day of both golf and networking as teams compete for the prestigious Helen Aittis Trophy, at what continues to establish itself as a key event in the UAE golf calendar. Applications remain open for the 10th edition of our EIC Survive & Thrive Insight Report which is on course to have a record number of entries. Recognised as a critical tool to voice the energy sector globally, this opportunity is open for companies to share their experiences where you are automatically entered into our World Energy Supply Chain Awards held towards the end of the year at a black tie event. Participating companies have benefitted from the sustained publicity that comes from sharing their stories, and many have gone on to win prestigious awards in recognition of their amazing leadership and results. If you need more information, please feel free to reach out to me.

As we move into what promises to be another busy year, I want to personally thank you for the continued support, engagement and openness you bring to the EIC community. The team and I are very much here to support you, whether that's helping you connect, navigate the market, or make the most of the opportunities ahead. Your feedback and ideas are always welcome and I look forward to working closely with many of you over the months ahead.

Ryan McPherson

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

Abu Dhabi Future Energy Company Masdar and German renewables leader RWE have been awarded Contracts for Difference (CfDs) to develop 3GW of offshore wind capacity at the Dogger Bank South wind farms in the UK, representing an investment of around £11bn towards one of the country's largest offshore wind projects. The contracts will support strengthened UK energy security, accelerated decarbonisation, regional supply chains and local jobs. Commissioning of the two 1.5GW phases is anticipated in 2031 and 2032, reinforcing Masdar's long-term commitment to the UK renewable market.

Eni expands North African exploration to boost gas supply and regional output

Italy's Eni is accelerating exploration and development activity across North Africa, strengthening its position as a key supplier of gas to regional and European markets. The company plans additional drilling in Libya and Egypt, while increasing production from established assets such as Egypt's Western Desert and Zohr field. By leveraging existing infrastructure and LNG export capacity, Eni aims to bring new volumes to market more quickly and cost-effectively. The strategy underlines Eni's focus on near-term gas supply, regional partnerships and maximising output from core North African assets.

Ryan McPherson

Asia Pacific news

Regional update

I don’t know about you, but 2025 seemed to pass by incredibly quickly, more like a sprint than a marathon.

That said, it was an eventful year, starting with the success of the EIC Connect

Borneo event in February, which has been EIC's most successful event within this region. It was followed by the change of leadership where we saw the departure of Azman Nasir, a highly respected and admired leader who had served EIC with dedication for 11 years.

Regional news

Uniper signs 500,000 tpa green ammonia offtake from AM Green's Kakinada greenfield plant

Now, let’s talk about 2026 and beyond. As I've learned and studied how our organisation operates, it's become clear that we have significant opportunities to elevate EIC APAC from where we are today to where we aspire to be in the future. The good news is that we are building on a strong and solid foundation, which makes our journey forward not only possible, but much easier and more promising.

So, where do we want to be, you might ask? The answer is simple, to be truly Asia Pacific. Currently, as we are based in Malaysia, it is only natural that our first priority is to establish a strong and reputable presence here. The outcome speaks for itself, of the approximately 150 Asia Pacific members we currently have, 75% are from Malaysia and I believe we have successfully strengthened and solidified our brand here.

EIC APAC sat down as a team and drafted an ambitious programme of 39 activities and events, including expeditions to 11 countries over the next 15 months, extending into the first quarter of 2027. These destinations include Indonesia, Singapore, India, the Philippines, China, Australia, Vietnam, Thailand, Brunei and of course, Malaysia.

In fact, we have already planned three major Connect events in China, Indonesia and Borneo as part of our flagship initiatives, along with a range of supporting roles across various energy programmes throughout the Asia Pacific region.

Can we do it? I have full confidence that we have the right team in place to turn these plans into reality. We will be more structured and strategic in our approach and we will plan ahead with greater clarity and purpose. We will draw on lessons learned from the past as valuable guidance for the future, while continuing to engage closely with all of our stakeholders to further strengthen our position.

So, I’m truly excited for what 2026 has in store, and I hope you are too. Let’s charge forward together into 2026.

Syed Saggaf

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

Uniper has signed an offtake agreement with AM Green for the project, amounting to 500,000tpa green ammonia with first shipments targeted by 2028 from its first phase. The green ammonia is targeted to be utilised as a feedstock and a potential hydrogen carrier. Renewable ammonia will help decarbonise industrial sectors such as chemicals, fertilisers, refining as well as shipping.

Vantris Energy secures transportation and installation (T&I) contracts from PETRONAS

Vantris Energy has won two offshore transportation and installation (T&I) work orders from PETRONAS worth a combined RM1.4bn (US$345.21m). The contracts cover the Sepat Integrated Redevelopment Project offshore Terengganu and the Belud South Greenfield Development Project offshore Sabah. Work is set to begin in Q1 2026 with completion expected by 2027 and 2029 respectively.

Syed Saggaf

Photo Copyright © 2026 Petroliam Nasional Berhad (PETRONAS)

North and Central America news

Regional update

The North and Central America region launched the newly anticipated event series, EIC Breakfast in Houston, designed to provide attending delegates a market update, in addition to an update from highlighted companies on current and upcoming project activities, outlook for the supply chain and supplier engagement. Delegates had a strategic opportunity to network with speaker companies over light breakfast and refreshments.

On 20 November the EIC welcomed the series’ first speakers: Guardian Decommissioning and Subsea7. Since the launch of the series, the EIC has since held the series’ second instalment and welcomed Bechtel and SLB on 2 December.

A special thank you to our distinguished speakers: Louise Honner, MBA, GoM SCM category manager, Subsea7; Iain Murray, Esq, president, Guardian Decommissioning; Justine Burgett, manager of contracts, Bechtel; Bridger Elliott, supply chain operations manager and manager of procurement, Bechtel; Luke van der Waals, North America offshore supply chain manager, SLB; Ahmed AbdelKarim, North America offshore sourcing specialist, SLB; and Dilpreet Grewal, North America offshore sourcing specialist, SLB.

Beyond the region's new in-person series we also hosted our first EIC LIVE event on 15 January 2026 for a US Offshore Wind 2026 Market Update. EIC's analysts delved into the sector's complex landscape shaped by federal uncertainty under the current administration all while highlighting that several state governments are reinforcing their commitment to the sector through targeted support measures, including new funding initiatives. Thank you to our speaker Beatriz Corcino, energy analyst (CAPEX), EIC.

To our members and non-members, we encourage all to join us for the highly anticipated second annual Women's International Day High Tea proudly sponsored by Kelvin TOP-SET. This in-person event welcomes a panel of women leading the energy industry for an evening of discussion and celebration at Houston's renowned restaurant Kiran's. Seats for this event are limited, so please do not miss your opportunity to join us and reserve your seat by visiting: www.the-eic.com/EventDetail/dateid/4766. Additionally, profile raising opportunities for this celebration are available, please email: houston@the-eic.com to further discuss.

As a reminder, we encourage you to visit MyEIC to ensure you receive our regional communications and we look forward to welcoming you to an upcoming 2026 event.

Amanda Duhon

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

Regional news

BLM starts public scoping as part of lease sale preparations

The US Bureau of Land Management (BLM) is collecting comments through a 30-day public scoping period on 64 proposed oil and gas parcels in Montana and North Dakota, covering 29,058 acres. This step is part of preparations for a lease sale expected in August 2026, as public input is required before companies can apply for drilling permits. Separately, the BLM recently leased 19 parcels totalling 4,116 acres in Montana and North Dakota, raising US$8.6m. The sale was held under the One Big Beautiful Bill Act (OBBBA), which lowered the minimum federal onshore royalty rate from 16.67% to 12.5% to reduce costs and improve financial viability of projects. The BLM has also confirmed a further oil and gas lease sale on 12 March 2026, offering eight parcels across 506 acres in Arkansas, Louisiana, Michigan and Mississippi.

Strategic priorities outlined for 2026 USMCA review

As the mandatory July 2026 review of the United States-Mexico-Canada Agreement (USMCA) approaches, policy discussions indicate that the process may involve revisions beyond a reaffirmation. The agreement currently governs trade flows representing nearly US$2tn in US goods and services trade. Key areas under consideration include rules of origin, tariff policies, investment screening and economic security co-ordination. Ongoing tariff measures imposed since early 2025 add to policy uncertainty, particularly for supply chains. Given the importance of crossborder trade for energy infrastructure, equipment manufacturing and power market integration, maintaining regulatory stability will be critical for US competitiveness.

Forthcoming events

Please go to page 22 to see upcoming events around the world

Amanda Duhon

South America news

Regional update

February begins with a Meet the Buyer event and two webinars hosted by EIC South America.

EIC is pleased to announce Meet the Buyer with C-Innovation on 10 February. It is an integrated marine services company specialising in project management and advanced solutions for all types of projects. It has become a world leader in light well intervention without risers (RLWI) and inspection, maintenance and repair (IMR) services.

On 11 February, join us to discuss the South American Hydrogen Report Launch with Hytron, which is uniquely positioned to capitalise on Brazil's hydrogen momentum. The company works in synergy with Neuman & Esser's expanding facility in Belo Horizonte, where a R$70m investment is underway to scale production of low-carbon hydrogen generators and advanced compressor systems for industrial gases, including hydrogen (H2) and carbon dioxide (CO2).

Opportunities on the Equatorial Margin is the topic to be explored on the 24 February webinar, which will receive Bram Offshore. The company has cultivated extensive expertise in delivering complex logistical support to offshore operations.

Regional news

Venezuela's interim president pushes oil reforms

Acting president Delcy Rodríguez called on lawmakers to approve reforms to the oil sector aimed at attracting foreign investment. Speaking during her first state of the nation address since the removal of Nicolás Maduro, Rodríguez urged diplomats to present the plans to potential investors. Meanwhile, the US administration has stated it intends to oversee future Venezuelan oil export revenues indefinitely.

In a related move, the US military seized another Venezuela-linked tanker in the Caribbean, the seventh such seizure since President Trump began efforts to enforce its economic sanctions. According to President Trump, Washington plans to exert longterm control over Venezuela's oil resources as part of a US$100bn strategy to revive the country's deteriorating oil industry.

We'd like to go back and take a look at the last 2025 Breakfast in Rio: Upstream Opportunities with Equinor and McDermott, pictured above. Equinor provided a strategic overview of its investments, highlighting its ambition to maintain production levels and invest up to US$6bn annually. They drew attention to rising costs in the subsea segment and the importance of collaboration with suppliers. McDermott shared how the company has been active throughout the oil and gas project chain – from engineering and manufacturing to installation, as well as decommissioning initiatives. The company highlighted its global presence and presented ongoing projects in Brazil, including subsea installations for the Wahoo tieback and participation in Atlanta Phase 2 and Papa Terra, both for Brava Energia.

Stay tuned for the next Breakfast to be announced soon.

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

New Chilean president signals shift to market-led energy policy

José Antonio Kast's presidential election marks a shift towards a right-wing government while keeping Chile aligned with its ongoing energy transition. The new president has stated his support for expanding renewable power generation, alongside stronger transmission and larger-scale energy storage to ensure energy security. Kast aims to reduce permitting delays and streamline mining and energy project approvals, potentially affecting critical mineral development such as lithium, which underpins battery storage technologies. The new government also set targets to back the development of green hydrogen as an export industry, supported by private capital and regulatory certainty.

Clarisse Rocha

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

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

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

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

The EIC Awards Programme

The World Energy Supply Chain Awards aim to recognise excellence from all companies and organisations across the energy industries globally. In their business cases featured in the Survive & Thrive Insight Report, the EIC member companies can demonstrate how they faced a specific challenge and introduced a new business solution or any initiative that drove successful results.

AWARD CATEGORIES

Collaboration

Culture

Digital & AI

Diversification

Energy Transition

Environmental Sustainability & Social Impact

Export

Innovation

Optimisation

People & Competency

Resilience

Scale Up

Service & Solutions

Technology

Transformation EIC Insight Report 2025 Volume IX

The WESCA winners 2025

TÜV SÜD

A people-centred transformation inside the National Engineering Laboratory

Story type

#culture (main category)

#people & competency

Benefits

▸ Staff turnover reduced by 50% and high for job satisfaction scores.

▸ Programme implemented in other parts of TÜV SÜD.

Key findings

Ewan Fisher Head of Organisational Change

How is TÜV SÜD thriving?

Through a comprehensive internal change programme named ‘Fix, Focus, Grow,’ TÜV SÜD National Engineering Laboratory (NEL) has transformed its workplace culture and operational efficiency. This cultural evolution has reduced voluntary staff turnover by over 50%, enhanced cross-functional collaboration, and created a management system that streamlines processes while improving service quality. Indeed, such has been the programme’s success, it is now being rolled out to other parts of the TÜV SÜD organisation.

The challenge – As the UK’s Designated Institute for Flow, and a world leader in testing, inspection and advisory services, TÜV SÜD NEL operates state-of-the-art facilities in East Kilbride, Scotland. Despite housing formidable technical expertise and holding a global reputation, by 2021-2022, the organisation faced several internal challenges impeding employees work experience, its performance and growth.

Following the COVID-19 pandemic, leadership identified various issues that needed to be addressed. The organisation was hampered by outdated systems and processes, alongside a tired working environment that didn’t reflect the worldclass nature of its technical capabilities. Such practices were not allowing employees to focus 100% on the customer to drive forward future flow measurement solutions.

These factors contributed to cultural issues, in some cases exacerbating siloed working practices, limiting collaboration. With many long-serving employees, TÜV SÜD NEL’s intergenerational workforce is one of its key strengths, providing a wealth of knowledge and experience to call on. Some of the working practices in place presented significant obstacles to change and collaboration, preventing the business from unlocking this potential.

With the corporate drive to operate as ‘One TÜV SÜD’ globally, and the wider energy industry’s ongoing transition, there was both internal and external impetus for transformation. The challenge was how to implement meaningful change that would not

only address inefficiencies but do so while enhancing workplace culture.

The solution – In response, TÜV SÜD NEL launched a comprehensive change programme in 2022.

First, the organisation created a dedicated internal role – Head of Organisational Change – filled by Ewan Fisher, who transitioned from a revenue-generating sales position to lead the ‘Fix, Focus, Grow’ strategy. This was an important appointment, not only to manage the project, but to demonstrate to colleagues the company’s willingness to invest in change.

The programme was structured around several short, medium and long-term projects shaped through workshops and ongoing dialogue with all staff. Crucially, this signalled a commitment to collective leadership and workforce engagement, by moving away from a top-down approach, to involve colleagues at all levels in decision-making.

One of the first significant actions was relocating to more suitable office space. Although the move presented a challenge of managing historical records and archive data, it helped to catalyse cultural change by creating an environment more conducive to modern and flexible working.

The team also invested in developing ‘Insights’, a new system to replace outdated software. Once again, much of the heavy lifting was carried out internally – rather than purchasing an off-the-shelf solution, TÜV SÜD NEL leveraged its own technical expertise to build a system specifically tailored to user needs.

Alongside this, quality management soon became a focus. Working with the central UK Quality function, the objective was to improve quality processes while instilling a customer service ethos throughout the organisation.

To address cultural issues, regular monthly staff briefings were held, continuing a practice that began during the pandemic. A new social committee was set up to plan events that brought together previously siloed groups, including other TÜV SÜD business units. In addition, it was important to recognise that cultural diversity meant standard holiday patterns were no longer suitable, so they were changed to be flexible for all staff members.

Implementation has not been without challenges. Managing change in an intergenerational workforce with a variety of

For young people

▸ Speak to as many people as possible to learn and network.

For industry

▸ Listen to your teams and communicate constantly.

For government

▸ Rebuild relationship with the EU to reduce barriers.

TÜV SÜD at a glance:

Key products and services: certification, inspection and advisory services.

Main industries served:

▸ Oil and gas – 16%

▸ Nuclear power – 8%

▸ Offshore renewable energy – 3% ▸ Hydrogen – 1% ▸ Carbon capture – 1% ▸ Others (non-energy) – 71%

Headquarters: Munich, Germany

Year established: 1860

Number of employees: 28,000 Revenue: £2.6bn

from exports: 24%

desk and facility-based roles required careful handling, to ensure that all colleagues felt included in the process. Building trust was essential, as was demonstrating commitment to action rather than just words.

The programme has delivered impressive results. Voluntary staff turnover has fallen from above 12% to under 5%, a recent employee voice survey scored ‘very good’ for both ‘job motivation’ and ‘feeling valued’, and the ‘Insights’ system has achieved a 76% satisfaction rate with users. Longterm employees have been vocal about the positive cultural change, and there is now a greater understanding of colleagues’ skills across the organisation.

The success of the Fix, Focus, Grow programme has led to the approach taken being implemented in other parts of the business. By investing in people, processes and systems, TÜV SÜD NEL has created a more collaborative, efficient and engaged workforce, thus positioning itself for continued growth in both traditional and emerging energy markets.

TÜV SÜD Energietechnik GmbH

Transforming nuclear expertise into international advisory success story

Lars-Thilo Voss CEO

How is TÜV SÜD Energietechnik GmbH thriving?

Following a carefully planned internal reorganisation, TÜV SÜD Energietechnik (ET) GmbH has successfully positioned itself for growth beyond its traditional German nuclear base. By restructuring its middle management tier and aligning internal systems with market needs rather than power plant operations, the company has unlocked significant international opportunities. This transformation is already delivering results, with a major multimillion euro contract to serve as Owner’s Engineer for Romania’s RoPower small modular reactor (SMR) project and 100% retention of key personnel through the change process. The reorganisation complements the company’s earlier advisory services pivot, enabling TÜV SÜD ET to better serve energy transition markets while maintaining its core nuclear expertise.

The challenge - For decades, TÜV SÜD ET had built a stable business around Germany’s nuclear sector, with internal structures mirroring the operational needs of nuclear power plants. However, with the country’s final nuclear plants shutting down in April 2023, this foundation was eliminated and forced the company to seek new revenue streams.

Though TÜV SÜD ET had already begun pivoting toward international markets and advisory services in 2019, by early 2024 it became clear that the company’s internal structure was becoming a burden rather than a support to this strategy. Middle management was still primarily focused on traditional German nuclear operations, limiting the company’s ability to capitalise on emerging opportunities.

With growth potential constrained by outdated organisational structures and roles, TÜV SÜD ET faced a critical choice. It could either shrink while maintaining profit margins and spiral downward, or implement bold structural changes to enable genuine international growth and diversification beyond its traditional base.

The solution - TÜV SÜD ET opted for a comprehensive reorganisation which has taken place throughout 2024. Beginning with executive decision-making, the process advanced through consultation with the broader management team via workshops in

the spring, followed by engagement with HR and the workers council after summer, and concluding with implementation by Christmas.

The restructuring centred on reshaping the company’s middle management tier. Rather than maintaining 14 departments aligned with nuclear power plant operations, the company created a more streamlined structure better suited to serving diverse international markets. This meant all middle management positions, were invited to reapply for ten reconfigured roles. Additionally, two new area managers were appointed, while six former managers transitioned to senior expert roles.

Crucially, this restructuring was carried out with exceptional care for personnel. Middle managers were directly involved in designing the new job roles and structure, contributing meaningfully to the change process. This inclusive approach, combined with clear communication about the growth imperatives driving the reorganisation, secured nearuniversal support from staff. The outcome was remarkable – despite significant role changes, TÜV SÜD ET maintained 100% retention of key personnel.

The success of this internal transformation is exemplified by the company’s selection as Owner’s Engineer for RoPower’s pioneering small modular reactor project in Romania. This multi-million euro framework contract, secured in early 2025, tasks TÜV SÜD ET with providing engineering support, design acceptance guidance, and compliance expertise for national and international nuclear standards for Romania’s first SMR, to be built at Doicesti by decade’s end.

As CEO Lars-Thilo Voss notes, this landmark contract could not have been won with the old structure and its associated limitations in focus and internal strategy. The company now has both the organisational framework and workforce mentality needed to deliver complex international advisory services.

The restructuring has already yielded tangible benefits beyond the RoPower contract. Staff utilisation rates have improved, and the workforce has grown by 45 people over the past two years. Perhaps most significantly, the change has enabled a fundamental cultural shift from transactional to advisory work, with team members embracing new challenges outside Germany.

The transformation required substantial

Story type

#optimisation (main category)

#culture

Benefits

▸ Significant revenue increase projected for 2025.

▸ Successful restructuring embraced by the workforce.

Key findings

For young people

▸ Give people meaning of why doing things – organisations sometimes forget this.

For industry

▸ Hold on, stay brave and stick to your stable principles.

For government

▸ Support a return to nuclear.

TÜV SÜD Energietechnik GmbH at a glance:

Key products and services: advisory services.

Main industries served:

▸ Nuclear power – 90%

▸ Conventional power – 6%

▸ Offshore renewable energy – 2%

▸ Energy storage – 2%

Headquarters: Stuttgart, Germany

Year established: 1959

Number of employees: 242

Revenue: £27m

Revenue from exports: 10%

system changes, including SAP adjustments and extensive consultation with the workers council. What made this process successful was the clear rationale provided to all stakeholders – ‘grow or shrink/die’ became a galvanising concept that helped overcome resistance to change. This honest communication, coupled with respect for the company’s deep nuclear heritage, created a foundation of trust that made the challenging restructuring not just accepted but actively embraced by the workforce.

Looking ahead, TÜV SÜD ET is targeting further growth in 2025, with a significant revenue increase projected as the reorganised company capitalises on emerging opportunities in small modular reactors and other clean energy technologies. While the German nuclear phase-out eliminated a historically stable revenue source, the company’s restructuring has positioned it to thrive in new markets – from Central Eastern Europe to South Korea and beyond.

Tyde Digital

Redefining business transformation beyond legacy consultancies

Martyn Cowie Managing Partner

How is Tyde Digital thriving?

Founded in 2021, Tyde Digital has established a reputation as a serious contender in the business transformation space in four short years, breaking away from legacy models that many firms have become disillusioned with. Crucially, the company has focused on reimagining what successful transformation looks like. Its philosophy is simple – business transformation is a specialty service that requires significant attention and accountability. Here, there are no shortcuts.

Rather than advising, the firm focuses on working side-by-side with clients to deliver greater value. And that approach is resonating. Indeed, the firm is earning serious credibility, securing larger contracts in key regions as an alternative to legacy consultancies.

The challenge - As was outlined in last year’s Survive & Thrive report, Tyde Digital’s main success in 2024 was the securing of its first major project for a government-backed developer in the Kingdom of Saudi Arabia (KSA), doing so in the face of stiff competition from globally renowned firms.

The client, Port of NEOM, tasked Tyde Digital with leading the successful implementation of two new Terminal Operating Systems (TOS) – one for its General Cargo Terminal, and another for its Container Terminal.

It was a defining moment for the startup. However, in the past year, it has been faced with the challenge of proving it could deliver at this level.

This was not an easy task. Indeed, the client had been open about the fact that it had been suffering with consultancy fatigue. For Tyde Digital, being capable wouldn’t be enough – it would also need to quickly and tangibly show that its approach was different, effective and results-focused. Failure to do so would risk not only jeopardising the project but likely close the door on future opportunities in the region.

The solution - Tyde Digital became wholly focused on getting this project right. It was

all in on the NEOM port, recognising the significance of the opportunity.

With a leadership team that had previously been sat on the other side of the table many times, the firm understood exactly what its client needed, and what would leave them underwhelmed. It recognised the stigma attached to consultancies, setting out from day one to differentiate itself from these less than favourable labels.

The firm’s fixed fee model helped with this, ensuring that its own success was aligned with that of its clients. However, it was the firm’s overall approach that really paid dividends.

Before anything else, the company laid out the scope of work in full, building a tangible set of deliverables that it would take accountability for. From here, it then led orientation and alignment sessions between the Port and the terminal operating system software providers. Tyde’s “driven by data” core value ensures comprehension first before action and that critical steps are not skipped just because everything seems urgent.

With goals aligned, and timelines, roles and deliverables clarified, Tyde Digital moved onto execution. First, it helped to translate and operationalise tariff lists static PDF format into dynamic process flows across all cargo types. This ensured every billing event was explicitly defined and created within the TOS, eliminating blind spots.

Through detailed AS-IS mapping, the company also documented current operational workflows, highlighting manual and digital data capture methods, inefficiencies and opportunities, current integration gaps and existing software limitations. This mapping was overlaid with revenue billing events from the tariff list, creating a blueprint to guide future technology decisions with an eye on value generation.

Findings from the operational mapping were then used to inform gap analysis between the TOS and actual business needs. If applicable, Tyde Digital advised on any required system customisations and process adjustments. Endto-end testing was then executed to validate the TOS, checking that its implementation would practically enhance port operations.

In parallel, the firm also delivered a full-scale management reporting solution for the Port,

Story type

#service & solutions (main category) #optimisation, #transformation

Benefits

▸ Industry credibility improved and client praise earned.

▸ Significant staff development.

Key findings

For young people

▸ Focus on your personal development and the value you add to colleagues and the organisation.

For industry

▸ Don’t skip steps and – think practical and measurable change.

For government

▸ Don’t blow budgets, set tangible success criteria and drive accountability.

Tyde Digital at a glance:

Key products and services: digital solutions.

Main industries served:

▸ Oil and gas – 50%

▸ Others (non-energy): NEOM – 50%

Headquarters: Dubai, UAE

Year established: 2021

Number of employees: 10

Revenue: £1.6m

Revenue from exports: 65%

with emphasis on financial analysis and KPI trends, granular P&L details, operational performance measures and long-term forecasting. The result was the provision of real-time custom dashboards, with Microsoft Power BI being the most effective tool utilised.

In every sense, Tyde Digital went above and beyond, improving its credibility, earning client praise and expanding the project’s scope. Hans Van Calster, Port of NEOM CFO, said: “We didn’t want a conventional consultancy. What set Tyde apart was their focus on tangible value, not ticking boxes. They were agile, transparent, and took full ownership of their scope”. Lanre Popoola, Transformation Manager at NEOM, said: “Tyde embedded themselves fully into the work, paid attention to the details, and consistently demonstrated real commitment to delivering business value”.

With a hands-on, SME mindset, Tyde’s skilled staff is now growing, with the firm eyeing new business opportunities. Indeed, Tyde’s proven delivery model has opened the door to scaling similar solutions across comparable projects and geographies.

Sulzer (UK)

Uniting disconnected teams and structures for global success

James Davies Head of Gas Turbine Services at Sulzer

How is Sulzer (UK) thriving?

Sulzer’s Gas Turbine Services business unit has successfully evolved from a collection of autonomous local businesses to an integrated global service provider by strategically eliminating various internal barriers and fully leveraging Sulzer’s worldwide capabilities. Since restructuring in 2024, GTS has united previously separate aeroderivative and heavy industrial gas turbine service units into a cohesive portfolio with centralised sales, engineering and supply chain functions. By overcoming geographical limitations and fostering cross-entity collaboration, the business is now positioned to deliver more comprehensive solutions while accessing Sulzer’s extensive global infrastructure of 140 service centres, with ambitions to double revenues within five years.

The challenge - Sulzer’s gas turbine services had historically been offered through separate entities under distinct legal structures. While they served similar markets with complementary offerings, this decentralised approach introduced operational inefficiencies and limited the ability to fully capitalise on synergies across the entire group. The independent setup constrained growth and, at times, led to missed opportunities. In some cases, teams operated with a localised focus and declined projects due to limited capacity, rather than collaborating across entities to meet customer needs. This fragmented approach occasionally created confusion for customers and contributed to slower-than-expected growth. There were significant opportunities to share knowledge, optimise supply chains, consolidate purchasing power, and leverage in-house engineering expertise.

The solution - Based on Sulzer’s strategic focus to better leverage the company’s global assets and capabilities, the transformation began in early 2023. Change was further intensified by the new leadership team, including James Davies and John Murray, who brought extensive business experience and shared a vision of creating a truly global service offering.

By mid-2024, after integrating the formerly separate Alba business in Scotland into Sulzer’s systems, the team began planning

a comprehensive reorganisation – a fundamental shift from local entities to a single global service provider.

The reorganisation proceeded methodically – centralising sales and commercial teams in August 2024, supply chain in September, and hiring a new Head of Engineering in October. The Gas Turbine Services business unit (BU) was formally announced through companywide town halls, which presented the new structure, strategy and mission to employees.

Removing psychological barriers associated with physical locations was crucial. Business cards no longer displayed specific legal names and office addresses, signalling that team members belonged to a global organisation rather than a particular site. Staff were strategically placed in target regions globally to bring expertise closer to clients and develop stronger relationships with local Sulzer entities.

New departments were created, including dedicated projects and order execution teams, with employees encouraged to apply for positions in the restructured organisation. The company redesigned processes, focusing on areas where improvements were most urgently needed. This was supported by a dedicated strategic project manager and communications specialists who ensured clear messaging throughout the transition.

Technical systems also played a key role in unification. Legacy ERP systems have been fully integrated into the Sulzer standard system. They also standardised via Salesforce across all locations.

Despite challenges – including employee scepticism, the regulatory environment and recruitment delays – the transformation is already showing success. A significant early win came through a multimillion Swiss Franc contract with a South American operator, where the newly integrated approach enabled Sulzer to deliver a comprehensive service package under a single agreement.

The project combined gas turbine services from the Dutch team and generator work from Sulzer’s Argentinian service centre. The client benefited from local currency transactions, simplified negotiations and enhanced communication through local language and cultural alignment.

Looking ahead, Sulzer’s Gas turbine Services BU aims to increase inter-company collaboration

Story type

#transformation (main category) #collaboration

Benefits

▸ Sulzer’s GT Services team was entrusted with a multimillion-franc project by a South American client.

Key findings

For young people

▸ It doesn’t matter what your role is or what industry you work in, try to learn more about other departments. Especially at Sulzer, with a broad portfolio of pumps, generators, motors and turbines, as well as supporting essential industries such as power generation, oil and gas, water, mining and chemicals, there is a lot to learn and a lot of opportunities to grow.

For industry

▸ The results of decisions and execution are much better when wider advice is sought. Great ideas come from great people, and they are willing to work hard to develop them further.

For government

▸ Remove trade barriers. Boosting trade is critical to supporting social initiatives, as investments, employment, and tax revenue are all driven by economic growth.

Sulzer (UK) at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Conventional power – 70%

▸ Oil and gas – 30%

Headquarters: Winterthur, Switzerland

Year established: 2024 (for centralised gas turbines)

Number of employees: 200 Revenue from exports: 80%

significantly, targeting 50% of orders from internal Sulzer demand and doubling revenues within five years. Focus areas include the Middle East, CIS region, West Africa and Asia.

By breaking down internal barriers and embracing a global mindset, Sulzer Gas Turbine Services has transformed itself into an integrated powerhouse, leveraging the full strength of Sulzer’s worldwide capabilities –this is creating value for clients and positioning the company for sustainable growth.

Toll Group

Building on an already formidable 130-year legacy

Lailah Soon SVP Global Business Development

How is Toll Group thriving?

Toll Group (Toll) continues to thrive by staying true to its core culture, values, and vision, while evolving through strategic improvements and innovation. This approach has led to incremental refinements across its operations, offerings, and workforce. By staying committed to progress and leveraging its strengths, the company has been delivering distinctive value to its customers.

Toll defines its success through excellence, customer satisfaction, and continuous improvement. Its priorities lie in its exceptional products and services, grounded in a steadfast customer-first ethos. This dedication has facilitated organic growth, creating a foundation for sustained success and expansion over its remarkable 130-year legacy.

The challenge - Like many global enterprises, Toll has encountered significant challenges amid recent volatile market conditions. The pandemic in particular presented substantial obstacles, impacting logistics operations and expansion efforts. Yet, resilience is a hallmark of the company’s journey, enabling it to navigate these adversities while maintaining its focus on growth and innovation.

Through these turbulent times, Toll has remained steadfast in its commitment to building on its proven strengths while adapting to emerging needs. This balance has equipped the company to not only endure market uncertainties but also to position it for future expansion and innovation.

The solution - At Toll, problem-solving is a part of its DNA. The company has long focused on refining its strengths and

innovating with purpose to remain a trusted leader in the logistics industry. By prioritising iterative improvements over radical changes, Toll ensures its offerings remain relevant and desirable to customers and prospects alike. Toll’s brand spirit, ‘Curiosity in Motion’, captures the vibrancy of Toll’s people and their relentless pursuit of progress, delivering today while solving for tomorrow.

A key component of this strategy has been smart investment. In recent years, Toll has channelled resources into its people - as an example, retaining existing talent and recruiting experienced, project-focused staff across global operations. This strategic focus has empowered Toll’s specialist projects division to achieve remarkable growth, with a year-overyear expansion of approximately 25%.

Despite global adversity, Toll has positioned itself for a robust future. Looking at 2025 and beyond, the company plans to leverage cutting-edge technologies, including AI, while deepening collaborations with the EIC and other stakeholders to harness data insights for informed decision-making. These efforts align with Toll Group’s commitment to sustainability, digital transformation, and fostering innovation.

By connecting with innovators and embracing opportunities for growth, Toll Group remains steadfast in its pursuit of expanding its formidable legacy. Through a combination of strategic investments, technological adoption, and unwavering customer focus, the company is poised to sustain its position as a global leader in logistics while building on over a century of success.

Story type

#service & solutions (main category)

Toll Group at a glance:

Key products and services: logistics and freight services.

Main industries served:

▸ Oil and gas

▸ Offshore & onshore renewable energy

▸ Carbon capture

▸ Energy storage

▸ Others (non-energy): mining, OEMs, retail & consumer, government & defence, food & wine, technology, healthcare

Headquarters: Melbourne, Australia, and Singapore

Year established: 1888

Number of employees: 14,000

Revenue: £2.45bn

Transcar Projects

Big enough to deliver, small enough to care

Dean Rossiter Managing Director

How is Transcar Projects thriving?

Established in 1977, London-based project and logistics management consultancy Transcar Projects is fast approaching its 50th anniversary year with much to shout about. From regionally strategic bases in the UK, Belgium, Qatar and Australia, the company has redefined its market position through digital innovation, a bold rebrand, and a strategic shift toward mid-tier EPC and OEM clients. After navigating significant industry disruption, Transcar has returned to sustainable growth – tripling revenue since 2020 and positioning itself as a smart, agile alternative to multinational providers.

The challenge – Following the combined impact of the COVID-19 pandemic, a collapse in oil prices, and escalating volatility due to global conflicts, Transcar Projects was confronted with a dramatically altered market landscape.

Several large multinational competitors had capitalised on the disruption, expanding through opportunistic acquisitions and increasing their market dominance. As a result, the company encountered significant and unfamiliar barriers to re-entry.

Projects had grown substantially in size and complexity, demanding the involvement of firms with the financial capacity to provide extensive credit lines and performance bonds. With a reduced revenue base and a weakened balance sheet, Transcar Projects was struggling to meet these demands.

Projects that had once aligned with Transcar’s core capabilities, typically valued between US$5m to US$50m, were now valued at +US$50 million and being awarded exclusively to larger players. Further, clients were increasingly risk-averse, unwilling to entrust complex, high-value logistics contracts to smaller operators, despite their capabilities.

The financial impact was stark. Transcar Projects saw its revenue decline precipitously from previous highs by 75% in 2020.

The solution – In response, Transcar Projects undertook a comprehensive strategic transformation.

As large-scale projects began to re-emerge in late 2023 – often in new, consolidated formats

– the company recognised that its reduced revenue history and weakened balance sheet would no longer provide the commercial credibility required to progress beyond the Request for Information (RFI) stage. Simply put, Transcar was no longer qualifying to receive Request for Quotation (RFQ) opportunities, which necessitated a fundamental reassessment of its business model.

Having seriously evaluated all options including external partnerships and venture capital investment, the firm elected to pursue a two-stage transformation program aimed at both first ensuring its survival and then latterly maximising sustainable longterm growth, all without compromising its independence or core identity.

The initial phase focused on operational renewal and brand revitalisation. Significant investments were made in IT infrastructure, website redevelopment and social media presence, resulting in a refreshed brand identity that repositioned Transcar as a modern, agile alternative to larger multinational logistics providers.

Internally, management also conducted a thorough review of the company’s client base in order to better align service offerings with the evolving needs of second- and third-tier clients.

A key innovation was the integration of API technology for the first time. Transcar’s legacy tracking system, though internally developed, was outdated and not cloudbased. Under the guidance of Managing Director Dean Rossiter’s strong IT background, the company collaborated with its Australian sister company, APHEX, to build a new, cloud-based logistics operating platform called TRANSFREIGHT.

Launched in mid-2024, the TRANSFREIGHT system is fully mobile-compatible, intuitive to use, and highly integrative, offering advanced reporting capabilities and seamless API connectivity. This includes real-time data exchanges with clients, third-party systems, shipping lines, and even CO� emissions monitoring tools.

At the same time, the company also moved away from targeting large scale projects, instead leveraging its extensive EPC logistics expertise to serve medium-sized clients where its scale, flexibility, and personalised service have offered a competitive advantage.

With, a significant amount having been spent on the development of TRANSFREIGHT, and thousands more during the brand refresh, Transcar Projects is now reaping the rewards of its investments.

Story type

#digital & AI (main category) #collaboration, #optimisation, #resilience, #service & solutions

Benefits

▸ TRANSFREIGHT system has allowed Transcar Projects to achieve a competitive advantage, covering a significant portion of its operating costs.

▸ Revenues have increased from a 2020 low by over 300% in 2023 and 2024.

Key findings

For young people

▸ Remain creative and proactive so that we can continue to provide solutions that differentiate and add value.

For industry

▸ Sit with clients first, then adapt digital solution to deliver it, not the other way round.

For government

▸ Support SMEs, to grow into domestic and international markets.

Transcar Projects at a glance:

Key products and services: project and logistics management.

Main industries served:

▸ Oil and gas – 50%

▸ Conventional power – 10%

▸ Nuclear power – 5%

▸ Offshore renewable energy – 5%

▸ Onshore renewable energy – 5%

▸ Hydrogen – 5%

▸ Carbon capture – 5%

▸ Others (energy) – 10%

▸ Others (non-energy) – 5%

Headquarters: London, UK

Year established: 1977

Number of employees: 21

Revenue: £5m

Revenue from exports: 70%

The new operating model now generates sufficient revenue and margin to cover a significant portion of operating costs, with full coverage projected by the end of the current financial year. Further, revenues have rebounded from previous lows in 2020 up by 300% in both 2023 and 2024, with the firm’s value proposition of “big enough to deliver, small enough to care” resonating strongly with its client base.

A key contributor to this success has been staff continuity. As a family-run business, Transcar boasts an average employee tenure of 17 years, this helping to preserve valuable institutional knowledge and ensures consistent service delivery – an asset highly valued by clients.

Indeed, this is the true definition of a survive and thrive story, with Transcar Projects truly having innovated effectively to revive itself during an incredibly challenging moment in the firm’s 48-year history.

Trans Asia Pipeline Services

Technology development reduces dependence on greenfield projects

Sachin Sanghai CEO

How is Trans Asia Pipeline Services thriving?

By building out its own pipeline inspection technology, Trans Asia Pipeline Services has reduced its vulnerability to cyclical greenfield project markets. The UAE-based company, which turned over US$38m in 2024, established Transpipe Integrity Solutions in 2019 to develop advanced pipeline monitoring tools.

This has led to the successful development of caliper gauging and XYZ mapping technology. Approved by major operators, including Saudi Aramco, the company has inspected more than 1,600km of pipelines in Saudi Arabia alone since 2022. Now operating with over 450 employees, Trans Asia is working to commercialise corrosion mapping tools by the end of 2025, with AI capabilities to follow. This approach has begun shifting the company’s revenue mix, with maintenance services now accounting for 10-15% of income as it pursues a target of 50% by 2030.

The challenge – Trans Asia was in a vulnerable position due to its heavy dependence on greenfield oil and gas projects. As the leading provider of precommissioning and commissioning services in the UAE, Saudi Arabia and Qatar, the company’s revenue stream was highly cyclical – rising during periods of intense development but falling dramatically during industry downturns.

This issue became apparent during the 20152016 oil and gas industry downturn when few new projects were available to bid on. Looking ahead, the company recognised that energy transition trends could significantly reduce greenfield project opportunities within a few years, creating an existential threat to its business model.

Beyond these strategic concerns, Trans Asia faced immediate operational challenges. Post-COVID input costs increased substantially, while shipping delays disrupted project timelines. A shortage of experienced personnel for offshore worksites further complicated operations by causing delays

and eroding profit margins.

The solution – Trans Asia’s response to these challenges was to develop a strategy to transition from being primarily a commissioning-focused company to one specialising in operations and maintenance services. This, the company felt, would leverage its extensive experience while reducing vulnerability to greenfield project cycles.

The transformation began with a decision to develop proprietary technology rather than simply adding more manpower-intensive services. In 2019, Trans Asia established Transpipe Integrity Solutions, with an R&D centre in Baroda, India staffed with electronics, mechanical engineers and software developers.

By the end of 2021, Transpipe had successfully developed caliper gauging and XYZ mapping tools, the solutions being based on Trans Asia’s experience with over 20,000km of pipelines in the Middle East. They were rigorously tested in-house before being successfully piloted with operators such as GAIL and IOCL in India, marking the first instance of an Indian company developing both hardware and software for such technology from scratch.

To overcome initial market entry challenges, Trans Asia packaged its caliper gauging services together with its already established pre-commissioning services for EPC contractors, thereby providing clients with a one-stop solution at the same time as demonstrating its new technology.

The approach proved successful, with the company winning its first contract in Saudi Arabia in mid-2022. Since then, it has inspected more than 1,600km of pipelines in Saudi Arabia and secured additional contracts in Kuwait. Indeed, the caliper technology has now been approved by Saudi Aramco and Kuwait Oil Company for use in their projects.

Building on this success, high-resolution corrosion mapping tools are currently

Story type

#diversification (main category)

#service & solutions

Benefits

▸ Successful approach has led to project wins in Saudi Arabia and Kuwait.

▸ Revenue increase from US$19.24m in 2020 to US$38.92m in 2024.

Key findings

For young people

▸ The oil and gas industry has a huge scope of technology and personal development – a challenging industry that can help you grow.

For industry

▸ Focus on SMEs and their efficiencies – there is a gap in the market, assist SMEs to develop new technologies and improve processes.

For government

▸ Have a midterm view but plan for the current year, focus on utilising resources in best possible manner.

Trans Asia Pipeline Services at a glance:

Key products and services: pipeline, process and industrial services company.

Main industries served:

▸ Oil and gas – 98%

▸ Offshore renewable energy – 2%

Headquarters Al Hamriyah, UAE

Year established: 2006

Revenue: £30.4m

Revenue from exports: 60%

undergoing testing, with commercialisation expected by the end of 2025 and further integration of machine learning and AI capabilities is slated for the following 18-24 months.

Trans Asia is also diversifying into plant and refinery shutdown services, which require large numbers of skilled personnel (sometimes over 150) for short durations of anywhere between one and three months per year. This expansion, though still in its early stages, represents another strategic move to reduce dependence on greenfield projects by developing capabilities that will be in demand regardless of new project cycles.

The results of this strategic pivot are already visible in the company’s financial performance. Trans Asia has increased its revenue from US$19.24m in 2020 to US$38.92m in 2024, with EBITDA margins improving from 7% to 16%. The proportion of revenue derived from maintenance services has also grown from virtually zero to 10-15% in just two years, with a target of achieving a 50-50 balance between greenfield and maintenance work by 2030.

TRE Energies

Rebranding from niche service provider to full-spectrum energy solutions partner

Tanweer Ahmad CEO

How is TRE Energies thriving?

TRE Energies has increased revenues by 125% over two years, with 2024 delivering 65% growth and establishing the foundation for targeting 100% growth in 2025. Under CEO Tanweer Ahmad’s leadership, the company successfully rebranded in November 2024 to reflect its evolution from traditional oil and gas services to integrated solutions spanning decarbonisation technologies, renewable energy support and international project delivery. This transformation has enabled TRE to serve clients across multiple continents whilst building expertise in emerging energy transition technologies.

The challenge - Through 2021 and 2022, TRE Energies recognised that its traditional service model faced significant limitations in a changing energy landscape. Clients increasingly demanded integrated solutions rather than standalone lifting and inspection services, seeking partners who could deliver full lifecycle support while reducing operational costs and downtime. The global push toward netzero targets created pressure for low-carbon solutions, while supply chain disruptions and cost inflation complicated project delivery timelines. Internally, the company needed to align its workforce and systems with evolving standards such as ADNOC’s LIMS compliance requirements. Most critically, TRE faced the choice between remaining a niche service provider serving a contracting traditional market or evolving into a diversified energy solutions partner capable of supporting clients through the energy transition.

The solution - TRE Energies has implemented a transformation strategy centred on three core pillars – diversification and innovation, operational excellence and global partnerships.

The diversification element of the strategy has seen the company expand service offerings far beyond traditional lifting and inspection capabilities. TRE has developed expertise in decarbonisation technologies including hydrogen-based retrofits, smart digital tag systems and renewable energy solutions, which has positioned the company to support clients pursuing net-zero goals and maintain excellence in traditional oil and gas operations. The company now serves

both offshore renewable energy projects and conventional hydrocarbon operations, creating a balanced portfolio that reduces dependence on any single sector.

Meanwhile, operational excellence initiatives have fundamentally improved TRE’s service delivery capabilities. Here, the company has restructured internal systems to meet ADNOC Offshore LIMS standards, enhanced inspection and certification capabilities, and standardised technical training programmes for inspectors. These improvements have not only ensured regulatory compliance but significantly reduced client downtime and enhanced service reliability.

Partnerships have become central to TRE’s global expansion strategy. Rather than attempting to build all capabilities internally, the company has forged distributor and reseller agreements with original equipment manufacturers outside the UAE. These partnerships were often initiated through client referrals, and have enabled faster access to specialised equipment and expertise as well as reduced costs for clients who previously faced lengthy procurement processes.

Global project delivery capabilities have been systematically developed across key international markets. TRE has successfully executed projects in the Netherlands, China, South Korea, Iraq, Ghana, Saudi Arabia and Taiwan, building local expertise and relationships in each region. This international expansion has required developing cultural understanding, regulatory knowledge and operational flexibility to serve diverse client needs across different market conditions.

Technology integration has also enhanced service delivery efficiency and quality. For example, TRE has begun implementing artificial intelligence solutions to review inspection and service reports for compliance with regulatory standards, reducing human error and accelerating report turnaround times. AI integration also supports certification and standards review processes, reducing manual oversight requirements and improving consistency.

Alongside this, training and development programmes have equipped TRE’s workforce with skills needed for energy transition technologies. The company has invested in continuous learning initiatives that prepare staff for evolving client requirements and emerging technologies.

Client feedback mechanisms have provided crucial validation of TRE’s strategic direction. The company measures success through client

Story type

#diversification (main category)

#service & solutions

Benefits

▸ TRE Energies has increased revenues by 125% over two years.

▸ Diversification strategy has enabled TRE to serve clients across multiple continents.

Key findings

For young people

▸ Get new skills and keep learning.

For industry

▸ Energy is future and one of the biggest markets. Don’t use it on the cost of future generations and the planet.

For government

▸ Shift to renewable and sustainable. Long-term solutions and adopting innovation is the key in this process.

TRE Energies at a glance:

Key products and services: specialised service provider to the oil and gas and energy sectors.

Main industries served:

▸ Oil and gas – 82%

Headquarters: Abu Dhabi, UAE Year established: 2014

Number of employees: 55

Revenue: £10.1m

Revenue from exports: 15%

outcomes, specifically tracking cost savings, downtime reduction and operational efficiency improvements delivered through its solutions. This focus on measurable client value has strengthened relationships and generated referrals for new business opportunities.

The November 2024 rebranding to TRE Energies has formally recognised the company’s evolution from inspection-focused service provider to comprehensive energy solutions partner. This reflects not just its expanded capabilities but a fundamental shift in approach – from reactive service delivery to proactive partnership in clients’ operational successes and energy transition journeys.

Beyond the impressive revenue growth figures which have stemmed from this process, TRE has achieved recognition as a trusted partner capable of supporting clients through complex operational challenges and strategic transitions. The company’s ability to deliver integrated solutions has differentiated it from traditional service providers in both mature and emerging energy markets.

TRS Staffing Solutions

Revolutionising recruitment with a game-changing MSP model

Story type

#service & solutions (main category) #optimisation, #transformation

Benefits

▸ Proof-of-concept saved client 24% of its annual costs.

▸ TRS reached US$350m in SUM by 2024, surpassing a 2026 target.

Key findings

For young people

▸ Make mistakes and don’t be afraid to have big ambitions.

Mike Innes

Paul Mudd Managing Director Business Development Director

How is TRS Staffing Solutions thriving?

TRS Staffing Solutions’ (TRS) story is one of agility and innovation. Recognising post-pandemic that major buyers globally required improved talent acquisition and management solutions, TRS quickly identified demand for a mid-market Managed Services Provider (MSP) model.

In developing its proprietary ‘ONEMSP’ tool that acts as an extension of their clients’ HR and supply chain functions, they are providing a concentrated, personalised and responsive service, complete with real-time visibility into workforce count and costs that can help clients manage their resources predictively, avoiding project overruns.

The challenge – TRS Staffing Solutions’ latest chapter began back in 2021.

Working norms had fundamentally changed following consecutive lockdowns – as flexible and remote operations became standard, job seekers began to broaden their horizons. In the process, they began bypassing traditional third-party recruitment channels, posing a significant challenge for specialist providers like TRS, with its focus in professional engineering and technical skills.

The COVID pandemic, combined with the GIG economy and AI, has significantly shifted the traditional recruitment model (candidates/ clients use of staffing agencies). Workers today choose to engage with employers in a variety of employment statuses, they demand flexible and hybrid working arrangements, and scarcity of available skillsets mean salary/ wage rates are competitively high.

Clients and projects using traditional recruitment agencies is constrained by these new norms. And many enterprise-level global or multi-location MSPs are not efficient when handling the complexities of meeting the new challenges around compliance, cost efficiency, skills availability and quality.

The solution – Albeit challenging, this shifting market presented an opportunity for TRS, along with clients to innovate and

adopt a new recruitment and resourcing model.

As industry players began to consolidate, the TRS leadership identified a gap in the enterprise-level workforce solutions market that solved both the contingent and permanent hiring challenges faced in the energy market and client projects.

Traditional MSP models had proven to be prohibitively expensive and time-consuming to implement, with no guarantees that any return on investment would be realised for several years. Recognising this, TRS set its sights on developing a new, flexible, cost-effective and efficient mid-market MSP solution, ONEMSP, created by the TRS Workforce Solutions team.

The solution is a project-focused, workforce solution capable of managing all of a client’s contingent resource needs. It is a highly tailored solution that seamlessly integrates into a project/facility and governed by the client’s HR and supply chain functions for superior results from complete visibility and control throughout a project lifecycle.

From its scaled back reporting capabilities that provide customers with key insights to a highly automated, award-winning, and easy-to-use vendor management system, TRS’s new, scalable solution offers a cohort of benefits to users. However, TRS needed to obtain a proof-of-concept to effectively market its new product.

Thankfully, this was achieved via a successful collaboration with SABIC, a global petrochemicals business in North America during 2021-2022, achieving a 24% saving on annual workforce spend.

Following this, the marketing strategy was further refined, with TRS recognising the distinct value that its solution could provide energy joint ventures and consortiums with the perfect bolt-on service model, zeroing in on over US$700bn in potential opportunities at risk of workforce overspend, the company began targeting projects in the FID phase.

Several challenges were of course encountered

For industry

▸ Treat staffing aspects of your projects with more importance.

For government

▸ Stop overregulating the recruitment sector.

TRS Staffing Solutions at a glance: Key products and services: global staffing services.

Headquarters: London, UK

on this journey. Indeed, the scarcity of qualified talent with experience in engineering and energy-related MSPs demanded TRS to be exceptionally thorough with its own recruitment program. Further, the company also needed to ensure that its stakeholders understood the complexities of MSP models, demanding patience so that its new solution had the time, confidence and backing to grow.

Despite these various hurdles, however, TRS has been incredibly successful in taking this exciting model to market in a relatively short timeframe.

Having set an ambitious goal to achieve US$250m in agreed Spend Under Management (SUM) contracts by 2026, TRS’s project solution has hit the spot, delivering exceptional performance that surpassed their ambitious target significantly ahead of schedule, reaching an astounding US$378m in SUM by the end 2024.

And the interest continues to grow, looking ahead, the company has now set its sights even higher with a revised target of US$1bn in SUM for 2027. As it continues to push the boundaries and take stride towards this target, it will prioritise its key values of innovation, excellence, and client collaboration all the way.

Turner & Townsend

Performance Forum evolves to continue meeting project data needs

Tom Hawley

Conventional and Low Carbon Energy Sector Lead

How is Turner & Townsend thriving?

As a leading professional services organisation with over 22,000 employees, Turner & Townsend has strengthened its position through its long-standing leadership of the Performance Forum. For 30 years, the company has managed this Joint Industry Project (JIP) that enables 23 of the world’s leading offshore operators to benchmark performance and drive improvement across major energy projects.

Building on this success, Turner & Townsend launched the Onshore Performance Forum in 2024, specifically designed to address the challenges of first-of-a-kind clean energy developments including carbon capture, hydrogen and biofuels. This strategic initiative has enhanced the company’s reputation for independent, data-driven insights, contributing to growth of 40% projected for 2025 after a record year in 2024.

The challenge – The energy sector has long faced challenges in delivering complex, capital-intensive projects on time and within budget. In the mid-1990s, during a period of oil crisis and global recession, offshore operators needed to improve project performance to make developments investable and achieve acceptable returns. This challenge has evolved, with the energy transition creating new demands for reliable benchmarking data across emerging technologies.

Clean energy projectsface significant challenges due to a lack of historical performance data. This absence of reliable cost estimates and benchmarks hinders decision-making and investment, potentially slowing the realisation of net zero goals. Without access to trustworthy performance metrics, developers struggle to attract capital and demonstrate project viability.

The situation is further complicated by technological advances in how data is captured and presented. For Turner & Townsend, the challenge was how to leverage its three decades of experience

managing the Offshore Performance Forum to address these emerging needs, all while maintaining the trust of industry members who rely on its independence and discretion.

The solution – Turner & Townsend took the decision to expand its successful Performance Forum model with the launch of the Onshore Performance Forum in 2024. Essentially, this initiative applies the proven benchmarking methodology developed for offshore projects to onshore facilities, with a particular focus on energy transition technologies.

The original Offshore Performance Forum, established in 1995, provides members with anonymised access to comprehensive project data, thereby allowing them to compare performance against industry benchmarks. The forum has become embedded in most members’ governance policies as it provides trusted data to give confidence that new projects will perform well and has helped unlock project bankability.

For the new Onshore Performance Forum, Turner & Townsend has developed standardised ways to capture and analyse data from clean energy projects, with the objective of creating reliable benchmarking tools for the first time in this sector. By drawing on transferable data from conventional onshore processing facilities, the JIP aims to provide valuable insights for first-of-a-kind developments and attracted 10 members within its first year.

The success of both JIPs relies on Turner & Townsend’s reputation for independence and confidentiality. As JIP manager, the company serves as a trusted third party, ensuring that competitive information is properly anonymised while maintaining data quality. This position has been reinforced by the company’s status as an independent advisor with no conflicts of interest in the supply chain.

To address technological advances, Turner & Townsend has continuously evolved the Performance Forum’s digital capabilities from a non-digital initiative to a web-based interactive platform. Today, the company is exploring how artificial intelligence can enhance the forum’s capabilities.

Beyond data benchmarking, both forums facilitate industry events, workshops and knowledge-sharing initiatives, with Turner &

Story type

#collaboration (main category)

#energy transition, #optimisation

Benefits

▸ The Performance Forum has delivered significant benefits for its membersproviding access to over 1200 cost, schedule and project complexity metrics, powering informed decisions.

Key

findings

For young people

▸ Take advantage of Early Careers networking opportunities such as those organised by the Performance Forum and Turner & Townsend.

For industry

▸ Providing better access to data, fostering industry wide collaboration and using data for performance insights

For government

▸ Strategy needs to balance ambition with deliverability. Our industry’s ability to deliver the work that will keep the lights on, will rely on us stepping outside the business-as-usual approach to how clients, suppliers and Government work together.

Turner & Townsend at a glance: Key products and services: consultancy business in the real estate, infrastructure, defence and natural resources sectors.

Main industries served:

▸ Energy – 25%

▸ Others (non-energy): real estate and infrastructure – 75%

Headquarters: Leeds, UK Year established: 1947

Number of employees: 22,000

Revenue: £1,225bn

Revenue from exports: 60%

Townsend also conducting bespoke studies for specific members seeking to address particular performance challenges.

The Performance Forum has delivered significant benefits for both members and Turner & Townsend. For members, it provides critical data to support investment decisions – projects that benchmark poorly can be identified early, allowing intervention before significant capital is committed. By managing the Performance Forums, Turner & Townsend supports members with value added services that leverage the company’s global experience, data, technology solutions and skills to create investible projects and mitigate delivery risks.

By applying lessons learned from 30 years of offshore benchmarking to the challenges of energy transition, the Performance Forum and Turner & Townsend are helping to unlock the investments needed to achieve global climate goals while reinforcing its position as a trusted advisor in the energy sector.

TÜV Austria Group

Targeting growth in the Middle East renewables market with new Dubai base

Müge Okumuş Head of Industrial Services and Renewable Energy Manager

How is TÜV Austria Group thriving?

TÜV Austria is expanding its presence in the GCC region, with a particular focus on renewable energy and hydrogen certification markets. In December 2024, the company established its Dubai office as part of a wider Middle East and Africa (MEA) regional growth strategy. This expansion builds on TÜV Austria’s 150-year heritage in industrial certification and testing to target the rapidly growing GW-sized renewable energy projects across the GCC. The company has already achieved approved supplier status with DP World, one of Dubai’s largest construction companies, and is aiming for 20% growth in 2025.

The challenge - Despite TÜV Austria’s strong European reputation and century-and-a-half heritage in industrial certification, inspection and testing services, the company faced significant challenges in establishing a foothold in the competitive Middle East market. Unlike some competitors who had already established their presence in the region, TÜV Austria entered the GCC market due to the latest developments in the region, especially new projects in Saudi Arabia and the UAE.

The firm identified significant opportunities in the region’s booming renewable energy sector, particularly in large-scale solar and emerging hydrogen projects, but faced stiff competition from established certification bodies. Only very few rivals were certified as a hydrogen certifying body in the GCC, highlighting both the opportunity and the challenge for TÜV Austria. Additionally, cultural differences between European and Middle Eastern business practices presented hurdles for the company’s expansion plans, which required careful adaptation of its approach and service offerings.

The solution - In 2023, inspired by Regional Manager Yankı Unal (VP of Middle East and Africa), TÜV Austria recognised the strategic importance of the GCC region in its global expansion plans.

The company established a formal business

presence in Dubai in December 2024 – this serves as the hub for regional operations across the GCC countries, including Saudi Arabia, Oman, UAE and Iraq. Rather than starting from scratch, TÜV Austria deployed experienced personnel from its existing operations, with Ms Müge Okumuş relocating from Istanbul to Dubai as Head of Industrial Services and Renewable Energy Manager to lead the new initiative.

This approach has allowed the company to leverage its European technical expertise while building local capabilities. It began by carefully mapping department structures and defining clear responsibilities for the new regional team. TÜV Austria then focused on identifying key market opportunities, particularly in the renewable energy sector where significant growth was anticipated. Alongside this activity, the firm invested time in building connections and networks with potential clients and partners across the region, knowing that relationships would be crucial to any success.

Ensuring compliance with TÜV Austria’s global standards while adapting to local requirements was another critical focus area. This involved coordinating across departments to align strategic goals and developing detailed staffing plans with an emphasis on hiring industry-ready professionals who are familiar with regional practices. The company also prioritised building relationships with key regional organisations, including the EIC, to enhance its market intelligence and visibility.

Work continued with comprehensive staff training programmes designed to bridge European and Middle Eastern industrial norms and standards. Meanwhile, TÜV Austria conducted detailed price benchmarking against competitors to ensure its service offerings were competitively positioned in the new market – crucially, this information helped to develop tailored service packages and obtain the necessary regional accreditations essential for operating in the GCC environment.

TÜV Austria’s entry to the Middle East has been focused on GW-sized renewable energy projects in the GCC, which offer more attractive economics than smaller projects elsewhere. The company aims to provide a comprehensive service offering, acting

Story type

#diversification (main category) #export

Benefits

▸ Significant turnover in renewable energy revenues generated in 2024.

▸ Growth of renewables business calculated at at least 20% in 2025.

TÜV Austria Group at a glance:

Key products and services: inspection and certification services.

Main industries served:

▸ Oil and gas – 30%

▸ Onshore renewable energy – 20%

▸ Conventional power – 10%

▸ Offshore renewable energy – 10%

▸ Carbon capture – 5%

▸ Energy storage – 5%

▸ Hydrogen – 5%

▸ Nuclear power – 5%

▸ Others (energy): certification, energy efficiency – 5%

▸ Others (non-energy) – 5%

Headquarters: Vienna, Austria

Year established: 1872

Number of employees: 3,000

Revenue: £420m

as an inspection company, consultant and certification body. In particular, it is targeting hydrogen certification, where it seeks to become one of the few accredited certifying bodies in the GCC.

While still in the early phases of implementation, TÜV Austria has already achieved notable successes, including the securing of approved supplier status with DP World, one of Dubai’s largest construction companies, and supporting a large-scale solar project in the UAE with end-to-end inspection and certification services. The company generated a significant turnover in renewable energy in 2024 and has set ambitious targets for 2025, with at least 20% growth forecasted.

This Middle East expansion represents part of a larger diversification strategy for TÜV Austria, which is steadily increasing its focus on clean energy services. Currently, renewable energy (including hydrogen and solar) contributes around 20-25% of TÜV Austria Group revenues in Austria, and around 10-15% in the UK market. These percentages are expected to grow steadily as the company establishes itself as a trusted certification partner in the renewable energy transition across the Middle East and beyond.

TÜV Rheinland

Countering COVID-19 with a solutions-based exporting strategy

Gaynor Woodford

Regional Field Coordinator, Energy & Environment, Western Europe

Stein Eggan

VP Industrial Services & Cybersecurity, Norway & Sweden

How is TÜV Rheinland thriving?

TÜV Rheinland has transformed its industrial services division into one of Europe’s leading risk and safety consultancies through strategic acquisitions across the UK, Nordic region and Southern Europe. Indeed, the company’s service portfolio has now transformed beyond traditional testing and inspection to include advisory services in sustainability, decarbonisation and business resilience.

As a result, revenues in TUV Rheinland’s Western Europe Industrial services & Cybersecurity business have grown strongly. Income increased by 84% from €84.5m in 2021 to €155.1m in 2024, while profit grew by over 50%. At the same time, it has doubled its workforce to almost 1,200 employees, including more than 600 risk and safety specialists, enabling it to better support global clients navigating complex challenges in energy security, sustainability and the evolving regulatory landscape.

The challenge – For more than 150 years, TÜV Rheinland has built its reputation as an independent testing and inspection services company. However, in recent times it has recognised that client needs have been evolving toward more holistic consultative support in sustainability, decarbonisation and business resilience.

While TÜV Rheinland had moved into consultancy with the acquisition of Risktec Solutions in 2014, significant gaps remained in its service portfolio and regional coverage, particularly in the Nordic region. Global clients needed a partner which could provide services in local languages with knowledge of local regulatory regimes while maintaining consistent quality standards internationally.

TÜV Rheinland therefore needed to transform into a comprehensive risk and safety partner. This would mean not simply responding to mandatory verification requirements, but proactively supporting clients through the

Gareth Book

Senior VP Industrial Services & Cybersecurity,

Western Europe

complexities of the energy transition and evolving high-hazard industries.

The solution – Driven by strong direction from the board and a corporate ambition to rank among the top 10 global players, TÜV Rheinland implemented a strategic acquisition plan focused on expanding both its service portfolio and geographic footprint.

The company identified key growth areas, particularly in project-based services and voluntary advisory work, which offered faster growth potential than its traditionally steady mandatory verification business. This strategy gained momentum in late 2022 with the acquisition of IVB Ltd, a UK-based provider of inspection and engineering verification services, and was quickly followed by the acquisition of ABB’s UK Consulting business, which brought around 160 professionals into the company.

The expansion continued with the acquisition of Icaro, a risk and safety consultancy in Italy with around 70 employees. Additionally, H-On Consulting was acquired to expand cybersecurity capabilities, while the purchase of Burotec in Spain further diversified the service portfolio.

A critical milestone came in October 2024 with the acquisition of Safetec, which established a strong presence in the Nordic region where TÜV Rheinland previously had limited operations. This was particularly significant given the close working relationship between Norway and the UK in the energy sector.

Given the level of acquisition activity, the integration process has been vital in the journey to date. It has followed a structured methodology, with dedicated teams focusing first on business continuity and client retention, followed by realising sales synergies and systems integration. While smaller acquisitions were fully merged, larger ones often continued to operate as separate legal entities aligned with TÜV Rheinland’s business practices.

A key element of the successful integration exercise has been cultural alignment. All acquired companies share the common purpose of making the world a safer place, while the TÜV Rheinland logo represents the interaction between technology, people and the environment, and

Story type

#scale up (main category)

#service & solutions

Benefits

▸ Between 2021 and 2024, the Industrial Services division in Western Europe nearly doubled its revenue and workforce, while profit increased by over 50%.

▸ At least 10% of total sales being targeted to come from intercompany business by 2028.

Key findings

For young people

▸ Strive for excellence and work with integrity.

For industry

▸ Embrace adaptability to pivot swiftly, empower your teams to drive change and maintain a steadfast commitment to sustainability — it’s not just ethical; it’s smart business.

For government

▸ Advocate for targeted investments in our high-growth potential areas.

▸ Endorse the acceleration of digital transformation initiatives.

TÜV Rheinland a glance:

Key products and services: testing, inspection, certification, consulting and training services.

Main industries served:

▸ Oil and gas – 39%

▸ Nuclear power – 16%

▸ Clean power – 7%

▸ Conventional power – 5%

▸ Others (energy): chemicals – 9%

▸ Others (non-energy): pharmaceuticals, transport, finance, defence, public sector – 24%

Headquarters: Cologne, Germany

Year established: 1872

Number of employees: 26,000

Revenue: £2.1bn

reflects shared values of fairness, transparency, teamwork and empowerment.

Between 2021 and 2024, TÜV Rheinland’s Industrial Services division in Western Europe nearly doubled its revenue from €84.5m to €155.1m, while profit increased by over 50% from €7m to €10.6m. The workforce also doubled during this period, growing from 594 to 1,194 employees.

These expanded capabilities are delivering tangible benefits to clients. For example, a major UK client with a large project in Norway can now be effectively serviced through the company’s permanent base there, thanks to the Safetec acquisition.

Looking ahead, TÜV Rheinland aims to generate at least 10% of total sales from intercompany business by the end of 2028. While hydrocarbons will remain the single largest sector in the coming years, the firm is increasingly focused on supporting clients through the energy transition, with growing opportunities in nuclear in relation to new build and small modular reactors.

TWMA

Reinventing its drilling waste technology to futureproof the business

Andrew Morris

Group Strategy and Innovation Manager

How is TWMA thriving?

By bringing crucial engineering capabilities in-house and revitalising its research and development function, TWMA has successfully transformed its approach to innovation in drilling waste management. The company, which pioneered on-site thermal processing of drilling waste with its RotoMill® technology over 20 years ago, has developed the next-generation RX series featuring a smaller footprint, greater processing capacity, advanced AI control and zero-emission.

This move has not only enhanced the company’s technological edge, but also created a more collaborative internal culture through initiatives such as an innovation portal where employees contribute ideas beyond technical solutions. As a result, TWMA broke records in 2024. Revenue and headcount in the Middle East have doubled over the past two years, with further growth anticipated as the RX series continues its global rollout.

The challenge - Despite being the market leader in drilling waste management with its pioneering RotoMill® technology that launched in 2001, TWMA faced growing competitive pressures and the risk of complacency after two decades of success. The company acknowledged it hadn’t developed its flagship technology as aggressively as it could have, which left it potentially vulnerable to market disruption.

While TWMA had a capable design team, it lacked the robust R&D capabilities necessary to drive the next generation of drilling waste solutions. Its reliance on outsourcing key engineering disciplines, limited the ability to rapidly innovate and leverage the operational knowledge accumulated over years of experience in the field.

By early 2021, TWMA had identified these challenges as an emerging threat to its local and global market position. Chiefly, it needed to revitalise its development capabilities and create a more integrated approach to innovation.

The solution - The response began with a strategic decision in 2021 to significantly

enhance in-house engineering capabilities. By bringing together mechanical, electrical and automation expertise under one roof, TWMA effectively transformed what had been primarily a design office into a fullyfledged R&D function.

The newly assembled team’s first major project was the development of the RX series – in other words, RotoMill® 2.0. Rather than making incremental improvements, the team reimagined the technology from the ground up, incorporating both the knowledge of experienced employees and direct customer feedback requesting a smaller physical footprint and greater operational efficiency.

The RX series was first unveiled at Offshore Europe in September 2023 with the launch of the RX1 model. The new system offers remote control capabilities, advanced AI control with 110 different sensors for condition-based monitoring, and reduced maintenance times. The RX2 model, mobilising Q4 2025, builds on this foundation with a fully electric zero emission drive system.

TWMA has a distinct advantage in the development of the RX series because of its comprehensive understanding of the entire drilling waste management process. While the RotoMill® is an essential component, it’s part of a broader solution encompassing handling, storage, processing and recycling of drilling waste. Crucially, this holistic perspective allowed the firm’s engineering team to integrate improvements that optimised the entire waste management chain, rather than focusing on isolated components.

To validate the new designs, TWMA leveraged its Peterhead facility for testing the RX series with actual drilling waste, which allowed for direct comparison with existing units. This real-world testing has ensured theoretical improvements translate to practical benefits in field operations. Meanwhile, the company also collaborated with DNV to develop an emissions calculator that quantifies the environmental benefits of on-site processing (a reduction in greenhouse gas emissions of more than 50%.

In late 2023, TWMA began field deployment of the RX1 in the Middle East with a major UAE operator. This has validated the design approach and established a baseline for further development, with the modular design enabling faster development of subsequent models.

Story type

#innovation (main category) #culture, #transformation

Benefits

▸ New technology has improved field operations and the collaboration with major operator in the UAE.

▸ TWMA also reached its best financial performance in a year.

Key findings

For young people

▸ Don’t be scared to ask, everyone needs that step up. Be flexible and be dynamic to have a broad range of transferable skills.

For industry

▸ Everyone has awareness of waste management-even from a personal perspective. Let’s ensure we apply the same principles at home to our wellsite/professional life.

For government

▸ Why has the government taken their approach on oil and gas in the UK? This sector supports many jobs in the country, adds value to the UK economy and the expertise from this sector can support the green transition, why do you want to throw this away and risk falling behind other nations?

TWMA at a glance:

Key products and services: waste management.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Aberdeen, UK

Year established: 2000

Number of employees: 615

Revenue: £50m

Beyond technical innovations, TWMA has fostered a more collaborative culture through an internal innovation portal launched in 2025, a move which has generated ideas ranging from technical solutions to health and safety improvements and environmental initiatives. Indeed, success can be identified on several fronts. In 2024, TWMA recorded its best financial performance. The company has also doubled both revenue and headcount in the Middle East over the past two years, with further growth anticipated as the RX series rolls out globally. By bringing crucial engineering capabilities in-house, TWMA has successfully revitalised its core technology and positioned itself for sustained growth in the drilling waste management sector.

Unger Steel

Strategic partnership transforms steel fabricator’s fortunes

Tom Pashley Chief Commercial Officer

How is Unger Steel thriving?

From near-closure to record production levels, Unger Steel Fabrication FZE has experienced a remarkable turnaround by pivoting from smaller regional projects to become a major exporter of structural steel for US LNG mega-projects. Through strategic repositioning and a key partnership with Bechtel, the company has grown from fabricating just 147 tonnes in January 2023 with 233 production staff to breaking its all-time record with 4,900 tonnes in January 2025 and expanding to over 900 employees.

The challenge – Following the COVID-19 pandemic, Unger Steel faced a challenging outlook in the UAE. With virtually no orders placed during this period, the production facility was nearly idle, forcing the company to implement redundancies. The lack of live projects in the market drove prices down, and this made it increasingly difficult for Unger to compete while maintaining its quality commitments.

The firm found itself at a crossroads. It was struggling with small-scale projects in the GCC where pricing pressures made profitability extremely difficult to achieve. In January 2023, the situation had become critical, with just 233 production staff manufacturing 147 tonnes during that month – a fraction of the facility’s capacity. Unger Steel was confronting the very real possibility of closing its doors or selling the business.

What the company needed was a fundamental shift in strategy – one that would leverage its strengths in high-quality fabrication while finding markets where this quality would be valued appropriately.

The solution – Unger Steel’s transformation began in 2019 with a strategic decision to move away from smaller regional projects in architectural steel and pre-engineered buildings. Instead, the company refocused on larger EPC contracts, primarily in the energy sector. This shift was reinforced by the hiring of a new Chief Commercial Officer

in March 2019, who brought valuable contacts in the EPC market and could assist with pre-qualifications and tendering.

Their first working day was spent in Houston, introducing Unger Steel to potential EPC clients – the beginning of a lengthy but ultimately successful qualification process. The company invested in obtaining the necessary welding certifications for the US and Canada, thus positioning itself for global projects despite the challenges of breaking into established supply chains.

A breakthrough came in December 2022 when Bechtel awarded Unger a contract for seven midscale LNG trains in Texas. This initial project secured workflow and allowed the facility to begin ramping up operations again. On the strength of consistently highquality deliveries, the relationship with Bechtel flourished, leading to the creation of a strategic partnership in May 2024 with the formation of the new entity, Unger Steel Fabrication FZE.

Unger’s competitive advantage stemmed from several factors. Its base in the UAE offered benefits in terms of raw material pricing and availability, labour costs and free zone tax advantages. The company sources approximately 80% of its material locally from EmSteel, which helps it to support the regional economy while ensuring a reliable supply.

The implementation process was not without challenges. Unger had to prove that its premium pricing model for highquality products would ultimately save costs by reducing rework and site delays. The firm also faced significant workforce challenges after it lost many experienced workers during the downturn period. Extensive recruitment efforts and training programmes were therefore necessary to rebuild the workforce to meet schedule requirements.

The results have been transformative. From the initial LNG project award in December 2022, Unger now works on multiple export projects and is delivering record volumes, all while maintaining high quality standards. The first LNG project saw Unger deliver 37,500 tonnes of steelwork without a single non-conformance report from site. This remarkable quality achievement allowed Bechtel to complete Train 1 ahead of schedule, which in turn enabled its

Story type

#transformation (main category) #collaboration, #export

Benefits

▸ Unger Steel deliveries enabled the endclient to start up LNG Train 1 ahead of schedule.

▸ Rapid growth trajectory and ongoing diversifying process.

Key findings

For young people

▸ Work hard, learn and enjoy the experience.

For industry

▸ Showcase business advantages, back it up and encourage others to engage in key market sectors.

For government

▸ Leverage off mutual business and national interests to have exemption from the potential steel and aluminium tariffs into other markets, particularly the US.

Unger Steel at a glance:

Key products and services: onshore structural steel fabrication for the oil and gas and heavy industry sectors.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Sharjah, UAE

Year established: 2006

Number of employees: 1,000

Revenue from exports: 100%

client to start producing LNG earlier than planned.

Unger’s ongoing success is reflected in its rapid growth trajectory, with monthly production volumes increasing by over 3,300%, from 147 tonnes to 4,900 tonnes, while the workforce has grown nearly fourfold.

Looking ahead, the company is diversifying beyond its current focus on LNG projects. For instance, it is targeting opportunities in metals and mining in Latin America and Australasia, data centres and semiconductor plants in Europe, and continuing its strong presence in North American energy projects. Despite challenges such as shipping impacts through the Gulf of Aden and potential tariff issues, Unger is projecting 25% further growth in 2025 – such a feat will cement its remarkable transformation from a business in turmoil to a thriving global fabricator.

VWS Westgarth

Becoming established as a credible partner for hydrogen projects

Story type

#collaboration (main category)

#energy transition, #innovation

Benefits

▸ VWS Westgarth working to address its own carbon footprint.

▸ Proven capabilities to support process systems and process integration for offshore hydrogen.

Key findings

How is VWS Westgarth thriving?

VWS Westgarth, a subsidiary of Veolia Water Technologies , has successfully adapted its business model to embrace the energy transition. Long respected for its offshore water treatment systems in the oil and gas sector, the company is strategically expanding into offshore hydrogen production, culminating in a prestigious partnership with the Net Zero Technology Centre (NZTC) on the Hydrogen Offshore Production 2 (HOP2) project. By applying its decades of experience to this emerging sector, VWS Westgarth is not only future proofing its business but also contributing significantly to Scotland’s net zero ambitions.

The challenge - Specialising in design and build services for offshore process systems, Westgarth is established as a critical provider of water injection and produced water treatment solutions. Additionally the company’s comprehensive service offering includes remote data monitoring, technical support, operational support, water treatment and production chemicals, spare parts, engineering upgrades, environmental services, and bespoke training solutions.

However, as a company that predominantly serves oil and gas companies, Westgarth was challenged with navigating the global energy transition in a way that would capitalise on its existing strengths. Critically, the company recognised that it would need to identify opportunities where its core expertise in water and gas processing could remain relevant in a decarbonising world.

Here, the firm focused its attention on green hydrogen. Produced via the electrolysis of water, powered by renewable energy, it would be a natural extension of the firm’s water processing expertise. Further, with offshore wind farms projected to represent at least a quarter of all wind installations, the integration of offshore wind power with offshore green hydrogen production offered promising long-term potential.

However, capturing significant revenue opportunities as they materialise would require significant strategic coordination.

Carol Easton Iain Scott Marketing Coordinator Business Development Manager

The solution - Beginning in 2020, VWS Westgarth divided its strategy into two complementary approaches: decarbonising its existing business operations while also developing hydrogen capabilities as a longerterm growth avenue with larger project opportunities.

This strategic direction gained significant momentum in July 2023 when VWS Westgarth began engagement with the Net Zero Technology Centre (NZTC), a not-forprofit organisation working with industry, government and academia to accelerate the energy transition.

The duo’s relationship culminated in a service agreement contract, with VWS Westgarth being asked to participate in the Scottish Government-funded Hydrogen Offshore Production 2 (HOP2) project. Critically, this is an initiative that aims to demonstrate the viability of offshore green hydrogen production in the UK Continental Shelf at a substantial scale of 500MW.

As the project entered its Concept Definition phase, NZTC selected VWS Westgarth as the “Balance of Plant and Balance of Stack” developer to create a viable platform design for offshore deployment.

The collaboration’s focus optimised a design for space and weight efficiency, improving system performance, and maximising synergies between operational units. As lead process integrator, VWS Westgarth successfully engaged with other key Veolia business units to incorporate their technological expertise, spanning from thermal desalination to hydrogen gas purification. This approach demonstrated Veolia’s far-reaching capabilities and collaborative potential in delivering crucial green hydrogen infrastructure.

A key aspect of the project involves exploring the feasibility of repurposing mature oil and gas assets for hydrogen production at multimegawatt or gigawatt scale. Rather than simply deploying multiple 10MW electrolyser units, VWS Westgarth’s contribution focuses on comprehensive integration and design for a complete 500MW hydrogen plant – an

For young people

▸ Get involved in the energy industry generally.

For industry

▸ Grab opportunities to work around the lack of government support to fund energy transition.

For government

▸ Provide certainty and commit to energy transition.

VWS Westgarth at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Oil and gas – 100%

Headquarters: East Kilbride, UK

Year established: 1985

Number of employees: 160

Revenue from exports: 90%

Emma Swiergon, Technology Manager at NZTC, said: “The HOP2 project represents a major commitment to clean hydrogen, with VWS Westgarth showing strong confidence in addressing the complex challenges of the offshore environment. Together we are pushing boundaries by combining innovative technologies with existing expertise in a new setting. It stands as a clear example of how to rethink energy solutions for a more sustainable future”.

Beyond this industry focus, VWS Westgarth has made significant progress in other areas. Indeed, the company has prioritised improving the environmental footprint of its existing business through initiatives that reduce, reuse and recycle waste streams and energy.

With a proven reputation and projects in this space now firmly commercially viable, VWS Westgarth is well on its way to becoming a name synonymous with decarbonisation and energy transition projects.

achievement that was realised in March 2025.

Walter Tosto

Diversification into nuclear provides platform for longterm growth

Massimiliano Tacconelli VP Nuclear and Big Science Director

How is Walter Tosto thriving?

By strategically diversifying from oil and gas into nuclear manufacturing, Walter Tosto has successfully penetrated a growing sector. The Italian manufacturer has increased its nuclear business from 10% to over 40% of total revenues since 2009, now generating €50m annually. Through €70m of investment in equipment, facilities and training, the company has built a 250-person nuclear division producing critical components for major developers such as EDF and RollsRoyce, and also secured a €60m order for Sizewell C nuclear power plant heat exchangers. Recognised by the European Commission as a case study for introducing young people into nuclear markets, Walter Tosto’s Chief Nuclear Officer now serves as Vice Chair for the European SMR committee, which has positioned the company at the forefront of next-generation nuclear technology.

The challenge – Walter Tosto faced significant challenges from its dependence on the cyclical oil and gas sector. Following the 2008-2010 global financial crisis, orders dropped sharply and exposed the vulnerability of the company’s concentrated market focus.

The situation worsened in 2014 when another oil crisis hit, described as ‘catastrophic’ for the company during 2015-2016. Despite growth ambitions, Walter Tosto needed to find a more stable market segment that could utilise its core manufacturing capabilities.

The company’s location in a mountainous region of Italy presented unique challenges. Nestled far from industrial clusters, Walter Tosto had to develop all competencies inhouse rather than sourcing from nearby industrial networks. The remote location also created difficulties in attracting qualified personnel willing to relocate for specialised nuclear roles.

In addition, entering the nuclear sector required a fundamental shift in business perspective, one that meant viewing opportunities through a longer-term lens

than the 1-2 year investment horizons typical in oil and gas projects.

The solution – Walter Tosto’s involvement in nuclear began back in 2009, when CEO Luca Tosto identified the sector as the ideal diversification target. At the time, the company assigned one employee to explore the market and begin the qualification process for nuclear manufacturing.

Progress was temporarily halted by the 2011 Fukushima accident, but the strategic intent remained. The company secured its first nuclear contract in the fusion sector – a technically demanding project that provided a crucial entry point to build expertise. By 2014, the nuclear department had grown to approximately 40 people.

In 2016, Walter Tosto acquired Belleli Energy CPE, which led to an increase in production capacity at a time that was less than ideal for the oil and gas market. As a result, this expanded capacity was largely sustained by nuclear projects, which drove an increase in nuclear-related revenues from 10% to 30% of the total business.

To support growth even further, Walter Tosto implemented a comprehensive talent development strategy starting in 2010. The company formed partnerships with a technical university, a high school and technical schools to create an apprenticeship pipeline, while simultaneously developing specialized welding and non-destructive testing training programs in-house. This integrated approach has produced over 500 trained nuclear specialists over the past decade, with half now forming the core of the company’s nuclear capabilities.

What distinguishes Walter Tosto’s approach is its willingness to invest ahead of market demand. As the CEO explains: “You cannot have learning-by-doing on nuclear – you need to prepare everything in advance and invest in the people for when the market finally comes to you.” This philosophy guided the company through periods when nuclear demand was uncertain, ensuring it maintained capabilities despite market fluctuations.

Walter Tosto invested another €70m between 2020 and 2024, effectively reinvesting almost all profits into new equipment, workshops, offices and training programmes. By 2022, the nuclear division

Story type

#people & competency, #transformation (main categories)

#culture, #diversification

Benefits

▸ Nuclear revenues have increased from €25m in 2020 to €50m in 2023-2024.

▸ Walter Tosto now qualified as a key partner for major nuclear developers.

▸ Organisation ready to answer to new nuclear programme.

Key findings

For young people

▸ Be ready to be part of the transformation, something disruptive comes up every five years.

For industry

▸ Focus on human capital.

For government

▸ Invest in the education of the younger generation by being more open to different competences and providing training on the job.

Walter Tosto at a glance:

Key products and services: critical items manufacturing.

Main industries served:

▸ Oil and gas, petrochemical – 61%

▸ Nuclear power, Big Science – 36%

▸ Others (non-energy): aerospace, pharma – 3%

Headquarters: Chieti, Italy

Year established: 1960

Number of employees: 650

Revenue: £120m

Revenue from exports: 95%

had grown to 250 people, and it is now projected to reach 310 during 2025.

This patient, sustained strategy has worked. Nuclear revenues have increased from €25m in 2020 to €50m in 2023-2024, with projection of €60m for 2025.

More importantly, Walter Tosto has secured qualification as a key partner for major nuclear developers. A landmark achievement came in 2024 with a €60m contract from EDF for heat exchangers for the Sizewell C nuclear power plant. Crucially, the deal was secured directly with the plant operator without a main contractor’s involvement – a significant endorsement of Walter Tosto’s capabilities.

By investing ahead of market demand and focusing on long-term capabilities, Walter Tosto has turned market vulnerability into a business strength. The company now stands ready to capitalise on growing interest in nuclear power, backed by 10-15 years of experience from professionals aged between 30 and 40, while competitors are just beginning to understand the market.

Wave Utilities

Securing water resources for the UK’s net zero transition

Nigel Corfield

Industrial & Commercial Customer Director, Board Director

How is Wave Utilities thriving?

Wave Utilities has established itself as a thought leader in addressing water scarcity for the UK’s energy transition. As a joint venture between Anglian Water and Northumbrian Water, the company identified that decarbonisation projects would require unprecedented volumes of water by 2030. Through strategic evidence gathering and advocacy, Wave has influenced water companies, regulators and government bodies to address this challenge. Some outcomes are (i) Anglian Water progressing £78m for feasibility studies for desalination solutions (ii) municipal sewerage works recycling water for industrial use, (iii) funded industrial water efficiency studies (iv) considering ground water source, suitable only for industrial purposes. All this whilst Wave retains 96% of its commercial contracts.

The challenge - Formed in 2017, Wave Utilities discovered that the UK’s Net Zero commitments would create unprecedented water demands that existing infrastructure couldn’t support. Industrial decarbonisation plans would require an estimated 50,000m³ of additional water daily for the Northeast and Humber clusters alone, yet water companies have no statutory obligation to supply this water. With environmental regulations restricting new water abstraction, this threatens both Wave’s business and the UK’s decarbonisation ambitions.

The solution - Wave’s response began with evidence gathering by deploying account management teams to conduct structured discussions with customers about their existing water usage and decarbonisation plans. For major projects requiring significant water resources, Wave collected formal documentation to build a compelling case.

This evidence in collaboration with parent companies (Anglian Water and Northumbrian Water) was presented to government regulator Ofwat, also Defra, Environment Agency, and Department for Energy Security and Net Zero (DESNZ). The data proved crucial, helping both water companies develop plans to address the looming water resource challenges in two of the UK’s most significant industrial decarbonisation clusters.

Simon Crane Business Development Manager

Wave soon evolved into a thought leader, working with industry bodies such as the North East of England Process Industry Cluster (NEPIC) and CATCH, which covers the Humber, Yorkshire and Lincolnshire region. Wave representatives became regular keynote speakers at events as awareness grew about water’s critical role in achieving net zero targets. Through these forums, they urged customers to improve their water efficiency, knowing that future requests for additional supply would first require proof of responsible usage.

In 2021, Wave escalated these concerns to its Board, who grasped the significance of the challenge. The organisation then approached the water companies directly, alerting them to this emerging demand that had not been factored into their planning cycles. By 2023, Anglian Water was presenting at CATCH events, engaging directly with industrial customers; hearing their concerns firsthand.

A breakthrough came in July 2024 when Wave was invited to meet Mark Thurston, Anglian Water’s new CEO, and Ros Rivaz, the new Chairwoman. Wave’s team conveyed the urgency so effectively that the executives immediately recognised the significance of the issue.

These efforts culminated in late 2024 when Anglian Water secured £78m from Ofwat to conduct feasibility studies for desalination plants in Mablethorpe, Lincolnshire and Bacton, Norfolk. Additionally, Wave began exploring innovative solutions, including reusing water from municipal sewage treatment works in Grimsby and Immingham to support hydrogen and ammonia production facilities.

Wave commissioned academic research by Durham University examining water intensity factors across various net zero projects, further cementing its position as thought leaders. In April 2025, it published ‘Impact of Decarbonisation on Water Availability in England’. The report concluded that an industrial water supply/demand deficit of 850,000m³ per day may exist by 2050.

Throughout this process, Wave has faced numerous challenges. Water companies were unaware of the specific water volumes necessary to respond to net zero legislation,

Story type

#collaboration (main category)

#energy transition, #environmental sustainability & social impact, #people & competency, #transformation

Benefits

▸ Over 96% of commercial contracts retained during 2023-24.

▸ Many of the previous two- or threeyear contracts have now committed to five-year terms.

▸ Businesses and local councils have an advocate in Wave when asking for more industrial water.

Wave Utilities at a glance:

Key products and services: potable water and wastewater services.

Main industries served:

▸ Oil and gas – 5%

▸ Conventional power – 5%

▸ Others (non-energy) – 90%

Headquarters: Durham, UK

Year established: 2017

Number of employees: 320

Revenue: £550m

and had to educate customers about water scarcity, overcome the disconnection between energy and water authorities – with Defra and DESNZ seemingly unaware of the effect on each other. In doing so, Wave has positioned itself as an aggregator of customer voices, creating a platform where previously there had been none.

The outcomes have been significant. Wave has retained 96% of its commercial contracts during 2023-24, despite the risk of losing customers due to water access concerns. Many large users which were previously on two- or three-year contracts have now committed to five-year terms, effectively doubling the contract value based on Wave’s demonstrated advocacy.

Today, Wave continues to focus on implementing practical solutions, acknowledging that larger infrastructure projects like desalination plants may take ten years or longer to complete. Questions remain about long-term funding beyond the initial £78m feasibility allocation, but Wave has established itself as a critical voice in trying to ensure water resources do not become the bottleneck that prevents the UK from achieving its decarbonisation goals. Through foresight, evidence-based advocacy and strategic relationship building, Wave has transformed a potential existential threat into an opportunity to demonstrate its unique value to customers and the wider energy transition ecosystem.

Waves Group

Diversifying beyond marine warranty surveying into higher-value consulting

Story type

#service & solutions (main category)

#diversification

Benefits

▸ Waves Group’s successfully leveraged new contract wins and revenue increase from its non-MWS work.

▸ New Business Development structure was created in 2025.

Waves Group at a glance:

Jeremy Panes Engineering Director

How is Waves Group thriving?

Waves Group is successfully transitioning its energy business from a predominantly marine warranty surveying (MWS) business to offering higher-value consulting services earlier in project lifecycles. This shift has already begun to deliver results, with the company securing a significant contract with the West Orkney Windfarm and another pending award in 2025. The Londonheadquartered marine consultancy has increased their non-MWS energy work from 15% to 24% of revenues within a year. With three more projects actively being pursued and a newly appointed Business Development Director focusing on offshore wind developers, Waves Group is leveraging its extensive expertise to create a more profitable and sustainable business model while helping clients avoid costly mistakes in the critical pre-construction phase.

The challenge - Waves Group, a Londonheadquartered marine consultancy established in 2005, provides expertise across the marine, maritime and offshore sectors to help clients increase certainty in their projects, the company has around 58 employees and a strong reputation built up over the years. Within the energy sector, Waves Group has traditionally focused on marine warranty surveying (MWS), acting as the eyes and ears of insurers during construction phases of offshore energy projects.

In recent times, however, it has faced a significant challenge as the MWS market became increasingly commoditised and competitive. With just a few major players dominating the sector, clients have consistently pushed prices down, which has severely impacted Waves’ profitability. By 2024, the situation had reached a critical point where it could no longer provide quality services at the prevailing low rates while maintaining business viability.

The company therefore needed to command higher prices for its services and identify opportunities to diversify revenue streams using its extensive in-house expertise. The challenge was particularly acute in the offshore

wind sector, which represents approximately 45% of the company’s work and presented both the most pressing problems and the greatest potential for transformation.

The solution - In 2024, Waves Group formulated a strategic shift to diversify its service offering beyond marine warranty surveying. Rather than solely focusing on construction-phase projects, the company decided to leverage its extensive expertise to engage clients much earlier in the project lifecycle – during the pre-construction planning stage when critical decisions are being made.

This approach allowed Waves Group to offer high-value consulting services that help developers avoid costly mistakes before construction even begins. By identifying potential issues, developing logistics plans and establishing risk mitigation strategies in the planning phase, the company could help clients reduce logistics problems, insurance issues, and high project costs that might otherwise emerge during construction.

The West Orkney Windfarm project exemplifies the success of this strategy. Waves Group first engaged with this challenging offshore site in 2019, supporting the developer with a comprehensive logistics plan when they had limited understanding of how to build the wind farm. This early consulting work proved crucial to the client’s successful application. The relationship continued in 2022 when the client requested validation of their evolving project design, allowing Waves Group to update information, evaluate new methodologies, and stress-test the project’s logistics plans.

In 2025, the partnership entered a third phase, with Waves Group helping identify key risks and developing mitigation solutions. This ongoing work includes advising on construction plans, vessel selection, and transport strategies – from foundation transport options to overall logistics processes – while addressing insurance requirements. This comprehensive approach not only secured valuable contracts but also positioned the company to develop a

Key products and services: marine consultancy.

Main industries served:

▸ Offshore renewable energy – 45%

▸ Others (non-energy): 55%

Headquarters: London, UK

Year established: 2005

Number of employees: 58

Revenue: £9.5m

Revenue from exports: 72%

new suite of services that provide lifecycle support for marine clients.

A key challenge in implementing this strategy was reaching the right decision-makers. While Waves Group was well-known to construction teams through its MWS work, it needed to build relationships with developer teams responsible for early project planning. To address this marketing gap, the company hired a dedicated Business Development Director in January 2025 to bring structure to the process and specifically target developers.

The strategy has leveraged Waves Group’s key advantages: its strong track record, in-house expertise and greater adaptability compared to larger competitors. Additionally, the company benefits from insights gained through its casualty response business, allowing it to incorporate lessons from past project failures into its preventative consulting work.

Despite initial challenges, including limited time resources while maintaining existing work, the strategy is already showing promising results. Beyond the West Orkney Windfarm project and another pending contract, Waves Group is actively pursuing three more projects and has increased its non-MWS energy work from 15% to 24% of revenues since 2024.

By showcasing the West Orkney Windfarm as an example of its expanded capabilities, Waves Group is developing a more holistic portfolio of services and positioning itself to support clients throughout the entire project lifecycle. This strategic diversification promises to create a more resilient and profitable business model while delivering greater value to clients in the offshore energy sector.

Wood

Making its mark in the Middle East energy transition market

Ellis Renforth President of Operations, Europe, Middle East & Africa

How is Wood thriving?

Wood has established a powerful position in the Middle East by strategically expanding its capabilities to support both traditional energy sectors and decarbonisation solutions. The company achieved record contract wins of US$920m in the Middle East during 2024, while growing its regional workforce by 500 employees (including a 25% headcount increase in the UAE). This growth has been driven by the launch of a specialist Energy Transition hub in Abu Dhabi, providing technical, strategic and economic solutions to help clients meet net-zero targets.

Building on its 90-year heritage, Wood continues to leverage its expertise in oil and gas while pivoting towards new opportunities in hydrogen, carbon capture and emissions reduction, thereby positioning itself as a critical partner for energy companies navigating the transition landscape.

The challenge – Wood faced the challenge of maintaining its strong heritage in oil and gas while simultaneously addressing growing client demands for decarbonisation solutions. Energy companies and governments throughout the region were committing billions to reducing carbon intensity and meeting ambitious net-zero targets, which created both an opportunity and imperative for Wood to evolve its service offerings.

Indeed, the company needed to position itself to support longstanding clients such as Saudi Aramco, ADNOC, Shell and TotalEnergies with both traditional engineering services and innovative solutions for reducing emissions. This required developing new capabilities to help clients navigate the complexities of the energy transition while continuing to deliver operational excellence in conventional sectors.

Additionally, Wood needed to ensure it had sufficient skilled professionals to support its growth ambitions in a competitive talent market, particularly in emerging fields such as hydrogen and carbon capture.

The solution – Wood’s strategy for growth in

the Middle East centred on three key pillars – establishing a dedicated Energy Transition hub, shifting towards an engineering, procurement, construction and management (EPCM) delivery model, and expanding its operations and maintenance capabilities.

In the first half of 2024, the company invested in creating a specialist Energy Transition centre in Abu Dhabi. It brings together advisory and technical expertise to deliver energy diversification and net-zero goals for clients throughout the region. Central to its setup has been how Wood built upon existing knowledge by drawing expertise from its established centres in Reading and Milan, which has enabled it share best practices.

The hub team comprises subject matter experts focused on bringing engineering capability and new technologies to accelerate decarbonisation. This concentration of expertise has allowed Wood to pursue opportunities that might otherwise have been missed, while opening doors to new clients beyond its traditional customer base.

The company has seen its investment pay dividends through significant project wins. In June 2024, Wood secured a US$46m, threeyear contract with TotalEnergies in Iraq for the Associated Gas Upstream Project. This initiative focuses on recovering gas currently flared in the Basra region for power generation, contributing to environmental sustainability through emissions reduction.

In December 2024, Wood won a US$17m contract from a petrochemical company to improve efficiency and reduce emissions at a process manufacturing plant. The project involves adding a new heat recovery unit to capture high-temperature flue gas, with Wood’s solution expected to reduce carbon dioxide emissions by approximately 110 kilotonnes per annum – equivalent to removing 22,000 cars from the road.

Wood has complemented these numerous project wins with investments in people development across the Middle East. Specifically, the company has expanded its

Story type

#service & solutions (main category)

#energy transition

Benefits

▸ US$70m increase in contract awards from 2023 to 2024.

▸ 9,000 m³/hr of flaring and 152m kilos of CO2 emissions eliminated annually for Middle East client.

Wood at a glance:

Key products and services: consulting and engineering services

Headquarters: Aberdeen, UK

Year established: 1982

Number of employees: 35,000

graduate and training programmes, including establishing an ECITB-accredited training centre in Iraq through a joint venture. Such a focus on building local capability has enabled Wood to reach important localisation milestones, which includes the hiring of 500 Iraqi nationals in Basra.

The company’s success is reflected in its financial performance, with Middle East contract awards increasing from US$850m in 2023 to US$920m in 2024. During this time, Wood has maintained a strong growth trajectory while ensuring consistently highquality services, balancing its expansion ambitions with the need for controlled delivery.

Looking to the future, Wood continues to invest in digital and AI-enabled solutions to help operators optimise maintenance and asset performance. One example involved designing a bespoke digital monitoring system for a Middle East energy client, eliminating 9,000 m³/hr of flaring and saving 152m kilos of CO2 equivalent emissions annually.

Wood expects continued growth in 2025 to be driven by both hydrocarbon-related and clean energy sectors, and also has its eyes on exploring new opportunities in Africa. The firm’s biggest challenge remains attracting sufficient high-calibre talent to support industry growth – an issue affecting the sector as a whole.

Through its strategic investments in capabilities, technology and people, Wood has positioned itself as a leading partner for energy companies across the Middle East, helping them navigate the complex balance between operational excellence today and sustainable transformation for tomorrow.

Wozair

From equipment supplier to global HVAC solutions

provider

Chris Cherrington Joint Managing Director

How is Wozair thriving?

Wozair has transformed from a UK equipment manufacturer into a global turnkey HVAC solutions provider, securing multi-million-pound international projects that represent over half their annual turnover. By establishing strategic partnerships in key markets and enhancing their project execution capabilities, they’ve successfully delivered complex projects on-time in challenging environments across Qatar, China, and the Middle East. Their innovative approach to global expansion has opened doors to over £30 million in additional opportunities, positioning them to achieve their strategic goal of 10% annual growth while building long-term relationships with major international contractors.

The challenge - Wozair faced significant challenges in the post-COVID landscape. The pandemic had triggered an exodus of experienced talent from the industry, leading to a critical shortage of engineering expertise, particularly among contractors who began pushing risk down to manufacturers and suppliers in the supply chain.

As market conditions in the oil and gas sector began to improve, Wozair recognised that both its long-term stability and growth opportunities would be reliant on markets outside the UK. With 75-80% of the firm’s business already coming from exports, the company understood that international expansion was essential for future survival and growth.

These ambitions began to materialise from 2021 onwards when Wozair was made aware of several potential projects in Qatar. After securing and successfully executing a contract in 2023, the firm then secured a second in early 2024 for the North Field Production Sustainability (NFPS) Project. Critically, this was much larger in scope, involving first 12 platforms and in a second time 2 living quarters. And that presented a new challenge for the company.

The complex contract structure involved multiple stakeholders across continents, from UK manufacturers to Middle Eastern contractors, Chinese fabrication yards, and the Qatari end user. The schedule was exceptionally tight,

with the equipment ordered in February 2024 needing to arrive in China for fabrication by early 2025. Additionally, the fabrication yard operated differently than Wozair’s typical partners, requiring on-site support through commissioning rather than simply delivering equipment.

Logistical hurdles mounted when Wozair learned that its large air handling units would be “out of gauge”, with no suitable painting facilities on site. Ultimately, shipping these oversized components to the UK for painting would introduce substantial costs and delays that the schedule couldn’t accommodate.

The solution - To overcome these various hurdles, Wozair had to be innovative, responding with the implementation of a bold, multifaceted strategy.

Leveraging its existing international presence, with offices established in the UAE (since 2007) and Singapore (since 2003), the firm built a new project execution model. By strengthening its UK team, it was able to provide dedicated support to the Middle East operations, while also appointing a specialised air handling unit project manager for the large NFPS contract.

Crucially, the firm also established a strategic partnership with Sinhoo in China, creating an extension of its team in a new location. Here, a full-time staff member based in China was hired to ensure seamless coordination and local presence, bridging cultural and operational differences.

To address the painting facilities problem, Wozair also built a temporary paint shop at its factory. It then brought in a NACEqualified paint contractor to work on-site, eliminating the logistical risks and potential delays associated with shipping oversized components for painting. Wozair also improved its 3D modelling techniques to accelerate this critical phase. Further, it diversified its supply chain across China, UAE, and Singapore with the demanding schedule having made their usual supply chain partners impractical options.

Through these measures, Wozair successfully evolved into a comprehensive solutions provider, delivering complete HVAC packages and turnkey solutions with global support, the results of which have been significant.

Through its UAE office, the company secured its first major order from China – a £13 million project representing 50% of its annual

Story type

#export (main category)

#collaboration, #innovation, #transformation

Benefits

▸ Wozair has secured its first major order from China worth of £13m.

▸ The company expects to grow 10% per year.

Key findings

For young people

▸ Don’t be afraid to ask questions – listen and learn. Think outside the box.

For industry

▸ Don’t ignore the traditional markets, oil and gas plays an important part. Don’t put all your eggs in one basket.

For government

▸ Specify where in the UK to do infrastructure projects, where it is advantageous to be an UK supplier. Focus on local content.

Wozair at a glance:

Key products and services: HVAC solutions provider.

Main industries served:

▸ Oil and gas – 68.2%

▸ Offshore renewable energy – 12.4%

▸ Nuclear power – 8.1%

▸ Others (non-energy): marine, naval – 11.3%

Headquarters: Kent, UK

Year established: 1995

Number of employees: 157

Revenue: £32.6m

Revenue from exports: 75%

turnover. Further, this success opened doors to similar-sized opportunities in both China and the UAE, with the company having successfully delivered the complex NFPS project on time – a notable achievement given the project’s complexity and tight schedule constraints.

Wozair has since received additional orders and numerous inquiries from the same contractor through multiple global offices including Milan and Paris. The North Field Production Sustainability project alone has generated two additional opportunities valued at over £30 million.

Resultantly, the company is now wellpositioned to achieve its strategic three-year plan of 10% growth per year, transforming post-COVID challenges into a springboard for global expansion and setting new industry standards for HVAC solutions in demanding environments worldwide.

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