Issuu

Monthly news for EIC members THE VOICE OF THE ENERGY SUPPLY CHAIN January 2026

ARDS FOR E AW N S ’

T T D ues am d a m y1 am 0 Fe br ua ry

KS NN A E

F O uel pp lin or g tu Pr ni os tie p s eri ac ty ro : ss th e

K O IN W G

Sa ud i

20 26

2023 R NA TIO N A L T

RISE RP TE

THE K IN G

One-to-one

Spotlight on technology STAPEM Group brings Sonardyne Ranger 2 onboard

Erica Hadley, Head of I&C Sales and Retention introduces Wave

Member's news Orion Group awarded manpower services contract for Liverpool Bay Carbon Capture Project

www.the-eic.com en er gy

m ar ke t

Sector analysis

DataStream

Nigeria’s upstream revival

Guilhe rm

e Marti

Nigeria has been suffering from a continuing decrease in investment in the oil and gas sector; however, there seems to have been a 180-degree shift in its policy. This shift can be related to the country's national election result in 2023, when President Bola Tinubu was elected. At the time of the poll, an ambitious goal had been set from the existing production rates to hit 3MMbbl/d and 12Bcf/d. Analysts became curious about how the country was planning to achieve its goals in such a challenging environment, in both fiscal, regulatory and bureaucratic schemes.

ExxonMobil committed US$10bn in the Owowo, Erha and Usan projects, and Shell took a final investment decision (FID) on the US$5.5bn Bonga North project. The latter is believed to have paved the way for new decisions to be made and subsequently, in October, Shell also sanctioned its HI field, which will be responsible for the supply of 350MMcf/d of gas to the country's Train 7 LNG project. Moreover, the government has implemented the 'drill or drop' policy, to push operators to development drilling in search of new finds and usage of licenses.

The downward trend in oil production from the 2000s to 2025 should be noted. The initial period – 2000 to 2010 – was marked by relatively stable production of around 2MMbbl/d. From 2010 to 2020, Nigeria faced challenges related to regulatory uncertainty, oil theft and environmental concerns, while pursuing natural gas reserves. These obstacles culminated in the Petroleum Industry Act (PIA) in 2021, which introduced supportive fiscal policies to establish a stable environment for the international majors to invest in the country, aiming to restructure Nigeria's oil and gas sector by establishing a structured governance framework and promoting transparency and investment. Current production stands at 1.6MMbbl/d, having been previously as high as 2.5MMbbl/d in 2005. The country is looking to invest upwards of US$20bn per annum by 2026 to see production increase. Several decisions have been made to enable and achieve investment credibility and, most importantly, trust from operator stakeholders.

In 2025, Nigeria has guaranteed US$18.2bn of CAPEX for project developments, highlighting that fiscal and regulatory implemented actions have impacted the industry positively. 28 new oil and gas projects were authorised by the government and will add 600,000bbl/d and 2Bcf/d of gas to the country's reserves. EICDataStream indicates that by 2030, seven FPSOs are to be deployed, representing an estimated CAPEX of US$14.6bn. The data reveals active opportunities that could be capitalised on in the near term.

The changes, very much needed to ensure targets are hit, included an entire overhaul at the state-owned company, NNPC's board of directors, which happened in April 2025. The directorate's first task was to undertake a portfolio review in order to create a new strategic outlook over the upstream assets. Under the new presidency of Bayo Ojulari, the aim is to achieve US$30bn of CAPEX investment by 2027 and to double this by 2030. Noting that 80% of Nigeria's foreign exchange earnings originate from oil and gas, the ambitious goal is linked with its growth. According to EICDataStream, by 2030, a total estimated CAPEX of US$54bn is expected, with potentially 49 projects to commence production. This data aligns with the country's ambitions, and in a scenario where the government continues to support the industry, it could be achieved. Some recent investment news highlights include Renaissance Africa committing to spending US$15bn on 32 oil and gas projects over five years, following the completion of its US$1.3bn acquisition of Shell's subsidiary SPDC Upstream's assets in 2024.

In conjunction with the incentives under the government's control, Nigerian regulators must also ensure field development plans (FDP) and regulatory and environmental requirements are approved, especially the ones that have pending approval for a long time. This would ensure extra barrels are added to Nigeria's production, elevating its standing among other oilproducing countries. The government has been busy working towards the approvals and as of 2025, 46 FDPs have been received by the regulator. Besides that, annual licensing rounds to unlock further exploration and continue to tap into new reserves will ensure the country's capacity to produce and not rely on imports for a longer period. As of last December, the Nigerian Upstream Petroleum Regulatory Commission (NUPRC) revealed the launch of its 2025 Licensing Round, a move highly welcomed by the industry to gain momentum on continuous E&P activity and subsequently introduce new reserves. The regulator has not provided information about the awards timeline, though. The time to act is now, with two further projects expected to reach FID by 2026, investment levels in the Nigerian oil and gas market are set to grow. These developments will present a number of opportunities for the supply chain, and with further developments proposed between now and 2030, Nigeria should once again be on the radar of EIC members. Guilherme Martins Energy Analyst (Oil & Gas) – Europe & Africa guilherme.martins@the-eic.com

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Inside this issue... EIC Survive & Thrive 2026 – nominate your company now! I am pleased to invite you, as a valued EIC member, to take part in an in-person interview with me or one of my senior EIC colleagues for the 10th edition of our EIC Survive & Thrive Insight Report.

Stuart Broadle y

Since 2017, we have interviewed more than 600 member companies and released nine Survive & Thrive insight reports, each to great acclaim. 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 achievements. Why is it called "Survive & Thrive"? Our energy market is still very challenging and this report aims to highlight how supply chain companies are developing inspiring growth strategies, in spite of, or even because of, this tough market. In previous interviews, success stories have covered topics including, but not limited to, collaboration, culture, digital, diversification, energy transition, environmental sustainability, export, innovation, optimisation, people & competency, resilience, scale up, service & solutions, technology and transformation. Why participate?

Contents

• Share your success story with the global energy community. • Raise the profile of your organisation – for free. • Automatic entry into the 2026 World Energy Supply Chain Awards programme. • Get noticed by key decision makers, operators, developers and EPC contractors. • Help shape government policy. • Simple application process.

Sector analysis

Inside this issue...

EIC databases

One-to-one with Wave

Who can participate and who cannot?

Member’s news

The EIC Survive & Thrive process is an exclusive EIC member benefit, not available to non-members. The World Energy Supply Chain Awards (WESCA) programme is also an exclusive EIC member benefit, not available to non-members.

Spotlight on technology 11

We are now inviting you, EIC members, to nominate your company now to take part in this year's report with the deadline for applications ending on Friday 20 February 2026. Please click on the image below. Stuart Broadley CEO, EIC

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Survive and Thrive IX

EIC (Energy Industries Council)

DataStream CHILE

Global opportunities MALAYSIA

Pampas Battery Energy Storage System

Block H Field Development – Phase 1B

Operator: AES Andes Value: US$475m The project has reached FID, with US$550m funding secured. The project is being developed alongside a wind-solar complex and will have a capacity of 200MW/1,000MWh. Global Energy Services has the EPC contract for the projects.

Operator: PTTEP Value: US$500m SLB OneSubsea has secured the EPC contract for the SPS scope of the project. The scope of work includes the supply of horizontal subsea trees, umbilicals, control systems and associated services.

NORWAY

Hyfuel Green Hydrogen Operator: Hydrogen Solutions Value: US$70m Hydrogen Solutions has reached a final investment decision (FID) for this project and their Kaupanes green hydrogen project. Both projects will utilise Nel's MC500 proton exchange membrane (PEM) electrolysers, representing a US$50m deal.

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

SAUDI ARABIA

SWEDEN

Al Masa'a PV Solar IPP – NREP Round 5

Flagship THREE e-Methanol Plant

Operator: EDF Value: US$1bn EDF and SPIC HHDC have reached financial decision for the 1,000MW Al Masa'a and 400MW Al Henakiyah 2 solar power plants. The financing was arranged by a consortium consisting of Saudi Investment Bank, Bank of China, French Societe Generale, BNP Paribas, Abu Dhabi Commercial Bank and First Abu Dhabi Bank.

Operator: Liquid Wind Value: US$650m Liquid Wind and Umeå Energi have finalised all necessary agreements to commercialise the 100,000 tpa e-methanol plant in Umeå, moving the project into the execution phase, with implementation activities now ready to proceed. Construction work is scheduled to commence in 2026, with operation slated for 2028.

Mustang Express Pipeline Operator: ARM Midstream Value: US$2.3bn ARM Energy has announced the final investment decision (FID) to construct a 380km (236-mile), 42-inch pipeline system in Texas, US, with a total capacity of 2.5bn cubic feet per day (bcf/d). The investment totals US$2.3bn and benefits from an anchor shipper commitment from Sempra Infrastructure to supply natural gas for its Port Arthur LNG Phase 2 project.

AssetMap

#JoinUs EICAssetMap, the EIC's operations and maintenance (O&M) database now maps over 47,000

Need ayour demonstration of EICAssetMap, EICSupplyMap? Get inoperational touch Share news and views... assets across allEICDataStream, energy sectors globally (excluding Russia, China and North Korea). Pleasenewsdesk@the-eic.com contact membership@the-eic.com Email Phone +44 (0)20 7091 8600

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One-to-one with Erica Hadley, Head of I&C Sales and Retention at Wave Wave is a national water retailer that was established following the market deregulation in 2017. The company is a one-stop shop for all things water – from core retailer services such as billing and meter reading to data analysis, trade effluent expertise, business continuity planning and compliance.

Give us a brief introduction to your company and the products/services you offer.

Our account management teams work closely with customers, including those moving to renewables, to design water strategies that support their net zero goals. With our in-house water efficiency services team, years of experience addressing the challenges faced by some of the largest water users in the market, and three Water Retailer of the Year awards, we take pride in the reliable, expert service we deliver.

Tell us about your role within the organisation? What is the favourite part of what you do?

My team and I, alongside our account managers, are responsible for keeping our existing customers happy. We build future-proofed contracts that include bespoke services and products designed to support their objectives, goals and long-term strategies. Alongside looking after our existing customers, we're busy attracting more like-minded businesses. It's worth noting that we don't work with everyone – we seek out partners rather than just customers. We work with business leaders who share our vision and see water as a strategic asset and a precious resource equally. That way, we can work together to truly add value and make a difference. Other retailers might simply send you a bill and be at the end of

the phone, but our strength lies in helping customers who are on a journey. Our relationships are collaborative. My team spends time meeting customers, getting into the details of their vision, understanding what they're already doing and exploring how we can enhance and optimise their operations for the future. That's my favourite part of the job.

At your next business meeting what is your tea/coffee order and your biscuit of choice?

A decaf cappuccino is my go-to. When it comes to a biscuit, I've been trying to make healthier choices lately, so I'll swap a biscuit for nuts or dark chocolate – apparently, that's a healthier option. But failing that, it must be a chocolate Hobnob. Everyone likes those, right?

What is the most beneficial part of EIC membership? How does EIC help your business?

We’ve only been members of the EIC for just over a year, and we’ve already seen the benefits. Whether it’s accessing its impressive data or industry-leading insights on energy transitions projects, the EIC has become our first point of call. As we want to work with businesses that share our vision, we’ve made great connections with like-minded people, which have generated new business leads from people who genuinely need our help and advice. We were also delighted to be shortlisted in two categories at the EIC National Awards after taking part in this year's Survive and Thrive, it's helped us share our story with EIC's members.

Outline the top three things you would like fellow EIC members to know about your organisation:

1. Water is a precious resource we all need, and it's becoming scarce. We want people to see water as a strategic asset, and wherever you are on your journey, Wave can help you improve water efficiency, minimise waste and help you meet your water demands as scarcity increases. 2. We're a different kind of water retailer. We pride ourselves on making a real difference for our customers and for the planet. To achieve this, we create a bespoke experience tailored to each customer's individual needs. 3. Wave is a one-stop shop for all your business water needs. Between us and our partners, we can work together to find a solution that'll support your goals.

What would your clients say about you and your business? Why do your clients choose you?

We're incredibly proud to have achieved a transactional net promoter score of 67 within our large business account management team for customer service, beating some world-class organisations. This high score reflects what our clients say about us: we're more than a water retailer; we're a trusted partner. Many choose us because we become an expanded part of their team, with our account managers joining and helping to facilitate inhouse project groups to develop and lead water strategies.

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One-to-one

A Wave customer said: "Our account manager and I have worked in close partnership over the past six years and our desire to engage with our wholesaler has been mutually beneficial. We are in regular contact to ensure that our excellent environmental compliance record is maintained and this provides operational, regulatory and financial benefits for both parties. Wave has given excellent technical advice and has demonstrated a willingness to work with us to support our needs, whether this is support with billing issues, advice on water and effluent quality or input on proposed capital projects.”

The two main challenges we see across the water industry is the price of water and the lack of sufficient water to meet demand. Historically water has been the cheaper utility so there hasn't been as much incentive to become efficient, as with gas and electricity. However following the April 2025 price review, we've seen costs rising and tariffs changing, which will impact large users. On top of that, as UK businesses work towards achieving net zero emissions by 2050, the technologies needed to produce hydrogen will require large quantities of water – a resource that is becoming scarce. Without the additional water infrastructure needed to support these essential sustainability projects, the UK risks losing investment, as businesses may turn to countries where the infrastructure is readily available. At Wave, we're doing everything we can now to raise awareness about the importance of water efficiency from both a price perspective and before it becomes a blocker to net zero and future growth.

Where do you see current opportunities for your business?

Whether it’s working towards net zero or taking steps towards their own sustainability goals, water should be playing a part in delivering on those targets. As a water retailer, we understand the future demands that will be placed on water and we're already helping businesses prepare for that, but we believe we can support even more. By encouraging more organisations to take simple steps like seeking advice from Wave or their existing retailer during the planning phase of decarbonisation projects or by monitoring usage and fixing leaks promptly, we can point businesses in the right direction and help them find efficiencies that'll allow them to minimise costs and do more with the water they've already got access to. Water smart meters also create significant opportunities by giving businesses greater visibility of their consumption and the cost. They provide access to valuable, often unseen data, helping to support better business decisions.

If businesses are looking for advice, our team can support them to take their next steps with confidence.

What advice would you give to your younger self? What would you say to individuals considering working in the energy sector?

I wish I'd known that I didn't need to know everything. It was a self-limiting belief that often held me back, because no one person can know everything. You realise that you learn from speaking to people and asking questions and building a network of people who can support you. There's always something new to learn, so I never stop learning.

What does diversity and inclusion mean to you personally as a leader in the water sector?

At Wave, equality in the workplace means giving people the tools, support and flexibility they need to excel in their careers. As a leader, it's important to ensure everyone feels valued, respected and empowered in their role. By bringing different perspectives, experiences and roles to the table, we can bring fresh ideas and drive real progress for the business.

What are the current challenges you experience in the industry?

Sign Further up for information the EICOnline on Wave newsletter can be found at... Visit www.wave-utilities.co.uk www.the-eic.com/Forms/NewsletterSignup

EIC (Energy Industries Council)

Member’s news

www.orionjobs.com

Orion Group awarded manpower services contract for Liverpool Bay Carbon Capture Project Orion Group has been selected by United Infrastructure to provide specialist recruitment support for the Liverpool Bay Carbon Capture Project – a landmark initiative that will play a central role in the UK's transition towards cleaner, more sustainable energy.

We’re proud to be supporting a project that not only advances the UK's net zero ambitions but also strengthens long-term employment and skills development across the Liverpool Bay region. Our priority now is to engage with experienced trades professionals and ensure the right people are in place to deliver this landmark initiative safely and efficiently.

The project forms part of the UK's wider industrial decarbonisation strategy and will repurpose existing infrastructure within Liverpool Bay, to safely capture and store CO2 that would otherwise be released into the atmosphere. Once operational, the development will make a major contribution to reducing carbon emissions from heavy industry, while sustaining economic activity and local employment across the north west region.

United Infrastructure has been appointed to deliver the engineering, procurement, installation and commissioning (EPIC) scope for the project's pipeline element. The new 34km pipeline, combined with 24km of repurposed existing line, will run from Ince, Cheshire, to Point of Ayr, North Wales, forming a critical link in the UK's emerging carbon capture and storage (CCS) network. With nearly four decades of experience supplying technical talent to major energy and infrastructure projects worldwide, Orion Group brings a proven track record of delivering compliant, high-quality manpower solutions. The company will work closely with United Infrastructure, local supply chain partners and regional training providers, to ensure opportunities are accessible and aligned with local workforce capability.

Recruitment activity will accelerate over the coming months and Orion Group is inviting skilled trades and construction professionals to register their interest in upcoming opportunities via the 'contact us' form on: https://www.orionjobs.com/resources/liverpool-bay/ Photo 2026 © Copyright Orion Group

Under the new agreement, Orion Group will deliver recruitment and manpower services for skilled trades and technical personnel, supporting the construction and supervision phases of the project. The initial focus will be on mobilising blue-collar construction roles, with additional recruitment activity expected as the project advances.

Tom Hennessy, Divisional Director, Orion Group

Left to right: Tom Hennessy, Divisional Director, Orion Group; Andrew Mottershead, Global Sales Director, Orion Group; Yasir Ilahi, Operations Resource Manager, United Living; Jon Miles, Business Development Director, Orion Group

members who wish to be profiled in this section please contact us... Get in touch Any ShareEIC your news and views... info@the-eic.com Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

Spotlight on technology SONARDYNE INTERNATIONAL Photo © STAPEM Group

www.sonardyne.com

STAPEM GROUP BRINGS SONARDYNE RANGER 2 ONBOARD

France-headquartered STAPEM Group has chosen Sonardyne's Ranger 2 Ultra-Short BaseLine (USBL) technology as the permanent solution for one of its flagship offshore support vessels, the STAPEM Boreale.

This often requires long layback tracking, touchdown monitoring and precision navigation close to subsea assets – scenarios where the accuracy and reliability of the Ranger 2 GyroUSBL system bring real value.

Operating in one of STAPEM Group's key regions, Angola, the vessel is now equipped with a Ranger 2 GyroUSBL 7000 system, an all-in-one, high-performance USBL system for precise positioning performance, previously used on a hire basis.

The investment reflects STAPEM Group's wider strategy of continuously upgrading its subsea technology portfolio. This includes already having equipped the 59.5m-long vessel with an SMD Atom work class ROV, fitted with Sonardyne combined solid state AHRS and Syrinx Doppler velocity log (DVL) and a Wideband Sub Mini 6+ (WSM 6+) transponder.

Ranger 2 GyroUSBL 7000 is optimised for ultra-deepwater operations and, like all Ranger 2 GyroUSBL systems, includes a single, pre-calibrated transceiver head. Its integrated attitude and heading reference system (AHRS)/inertial navigation system (INS), eliminates mechanical alignment errors, making it easy to deploy and increases tracking precision. Onboard the 2024-delivered STAPEM Boreale, it will support remotely operated vehicle (ROV) operations, including inspection, survey and intervention work, by Film-Ocean – a STAPEM Group company.

STAPEM Group's investment reinforces the STAPEM Boreale as a versatile platform, ensuring permanent access to high-precision subsea positioning, improved reliability and strengthened operational autonomy. We're delighted to be supporting them as they continuously invest in their subsea technology capability and efficiency. Alan MacDonald, Head of Sales, UK, Europe and Africa, Sonardyne

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New EIC members NEW KUALA LUMPUR NETWORKING MEMBER

Cekap Technical Services Sdn Bhd D-0-9 Setiwangsa Business Suite Jalan Setiwangsa 11 Taman Setiwangsa 54200 Kuala Lumpur Malaysia

NEW GLOBAL MEMBER

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Knauf Insulation d.o.o.

Energy Voice & E-FWD

Varaždinska 140 HR-42220 Novi Marof Croatia

2 Albert Square Dundee DD1 9QJ UK

Contact Santiago Viguie Aleman, Marketing Manager

Contact Debbie Bruce, Commercial Partnerships Manager

Contact Sofiyan Yahya, Chairman

Telephone +385 42 401 300

Telephone +603 4256 2286

Email santiago.viguiealeman@ knaufinsulation.com

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Knauf Insulation Technical Solutions delivers high-performance, energyefficient insulation for industrial, HVAC and technical applications.

Energy Voice leads UK energy reporting, covering oil, gas, renewables and more.

Email headoffice@cekaptechnical.com Web www.cekaptechnical.com Founded in 1994, Cekap is a niche provider of integrated project solutions, including project management and digital solutions, for energy, oil and gas, power, petrochemicals and chemicals, ports and terminals, utilities and other industry sectors.

Telephone +44 (0)1382 223 131

With a commitment to safety, sustainability and innovation, the company provides reliable solutions that enhance thermal, acoustic and fire performance across complex environments.

Cekap's international track record includes projects in the following regions: Asia Pacific, Central Asia, Middle East, North Africa, Latin America and North America.

As a trusted global partner, Knauf Insulation combines technical expertise with dedicated service to optimise performance on every project.

Cekap is proud to be recognised as one of the Top 100 Oil & Gas Services and Equipment (OGSE100) companies according to the survey published annually by the Malaysia Petroleum Resources Corporation (MPRC).

Its sister brand, E-FWD, unites energy leaders for high-impact networking, visibility and connectivity. Together, they power progress across the sector – delivering critical insight, shaping strategy and driving growth in the UK's fastest growing energy community.

Tuesday 10 February 2026 Dammam

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Fuelling Prosperity: Opportunities across the Saudi energy market

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Member news ABB awarded highest certification for industrial safety management

ABB's approach to functional safety follows international standards IEC 61508 and IEC 61511, ensuring that safety systems are fit for purpose, rigorously tested and maintained to perform reliably when needed.

ABB has been awarded Maturity Level 5 (ML5) certification for its functional safety management system (FSMS) by TÜV Rheinland, the independent global certification institute in functional safety and cyber security.

Achieving FSMS certification based on ML5 by TÜV Rheinland means that ABB applies optimised processes and structures documenting compliance with the requirements of the related standard IEC 61511.

ML5 is an approach and concept applied by TÜV Rheinland considering and auditing high-level KPI performances. The TÜV Rheinland FSMS Certificate ML 5 is granted to the ABB Energy Industries division safety execution centres (SEC) in Germany, Italy, Norway and Singapore, which provide safety support to high hazard industrial sectors. Functional safety consists of the systems and processes that automatically protect people, assets and the environment if a facility or operation moves outside safe limits.

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

For more information: www.abb.com

In industrial settings, this is managed through safety instrumented systems (SIS), which are designed, engineered and maintained to bring operations to a safe state if risks are elevated.

ABB's SECs provide customers with local, competent functional safety resources for SIS projects and lifecycle needs, including operation and maintenance, design, engineering and retrofit work. ABB aligns its functional safety objectives with customer business goals, through an approach that uses performance data to deliver reliable outcomes and goes beyond compliance to anticipate future industrial safety and cyber security requirements.

AISUS signs strategic partnership to deliver integrated inspection and cleaning solutions across the GCC AISUS Offshore LLC-FZ (AISUS), a leader in advanced inspection technologies for the energy industry and Asia Waterjet Equipment (AWE), a regional specialist in ultra-highpressure water jetting, pumping and robotic cleaning solutions, have signed a memorandum of understanding (MoU), to collaborate on joint projects across the Gulf Cooperation Council (GCC) region. The partnership establishes a framework for strategic co-operation between AISUS and AWE to jointly deliver innovation, high-value inspection and cleaning services to major energy and industrial operators. By combining AISUS' expertise in robotic and advance NDT inspection with AWE's extensive experience in ultra-high-pressure water jetting and hydro-demolition, the collaboration aims to streamline asset integrity management, reduce downtime and enhance safety for clients across the region. Under the MoU, both companies will collaboratively pursue project opportunities where inspection and preparation cleaning solutions can be integrated for operational efficiency and data-driven asset intelligence. The agreement outlines a process for executing co-venture projects, including the development of bespoke technologies and robotic systems tailored to the region's operational challenges. The MoU underscores both companies’ commitment to innovation, safety and operational excellence, strengthening AISUS's ability to support the growing demand for sustainable and efficient asset management in the region's energy sector.

For more information: www.aisus.co.uk

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CECO secures multiple contracts for UK power and carbon capture project CECO has confirmed that it has received multiple contract awards for a significant UK-based power, carbon capture and compression project. This engagement underscores its commitment to advancing cleaner energy solutions and supporting critical industrial infrastructure. As part of this landmark project, CECO will supply a range of its market-leading technologies designed to enhance environmental performance and operational efficiency. The scope of supply includes: • Selective catalytic reduction (SCR) systems to ensure the substantial reduction of NOx emissions. • High-efficiency gas/liquid and liquid/liquid filtration/coalescer units to deliver superior separation performance. • Self-cleaning filters for the effective removal of suspended solids, debris and other contaminants from cooling tower water. CECO's involvement in this initiative reinforces its position as a trusted partner in complex energy projects. The company is dedicated to providing innovative, reliable solutions to support the UK's goals for sustainable power generation and carbon capture. This project aligns with its mission to protect people, the environment and industrial equipment and CECO looks forward to contributing to its successful execution. CECO Environmental is a leading environmentally focused, diversified industrial company whose solutions protect people, the environment and industrial equipment across the globe, serving a broad landscape of industrial air, industrial water and energy transition markets.

For more information: www.cecoenviro.com

Member news

CRC Evans welcomes 13 new apprentices CRC Evans, a global leader in welding and coating services for the energy and infrastructure sectors, has appointed 13 apprentices to support its future talent development strategy. Nine apprentices will be based across the company's facilities in Invergordon and Burnley and will undergo a four-year training and development programme in partnership with Skills Development Scotland, North Highland College and Burnley College. Additionally, four apprentices are beginning their training and development journey within its facility in Rio de Janeiro, Brazil. Investing in the modern apprenticeship scheme will ensure that CRC Evans has the future skills and expertise to service its clients across conventional oil and gas markets, as well as new energy and critical infrastructure sectors. The company's legacy as a proven leader in complex and challenging energy and infrastructure projects positions it as a trusted partner for new emerging markets, where leading technology deployment and executional excellence are essential. CRC Evans is dedicated to producing world-class welders with in-depth technical expertise. On completion of the first year at college, the UK apprentices transition to a full-time framework of onsite learning, either based at Invergordon, which houses the Apprentice Training Academy or the Burnley facility.

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Established in 2022, the academy provides apprentices with an elite training experience in CRC Evans' advanced welding technologies, led by a dedicated welding apprentice trainer and skilled mentors. The training and development strategy enables apprentices to integrate more thoroughly into the business, while also completing required college assessments through day-release and in-company assessment methods.

We are expanding our portfolio into high-growth sectors such as nuclear, renewables and critical infrastructure. The development of our apprenticeship scheme is crucial and will ensure that we have the talent, expertise and capabilities to continue to lead complex, large-scale developments across the globe. Ali Mackenzie, Global Operations Director, CRC Evans

CRC Evans has built an exceptional legacy of performance, innovation and adaptability in a constantly evolving energy and infrastructure market. With long-term customer relationships, an outstanding safety record and world-leading repair rates, the company demonstrates an unwavering commitment to excellence.

For more information: www.crc-evans.com

EIC (Energy Industries Council)

Member news

ECITB launches new qualification for supporting engineering construction operations The Engineering Construction Industry Training Board (ECITB) awarding body is inviting colleges and training providers in England to deliver a new regulated qualification. The Level 2 Certificate in Supporting Engineering Construction Operations prepares candidates for employment as support operatives. The qualification is designed to be completed in its entirety within a college or training centre that will then enable a safe progression into the workplace/employment. It will verify learners are able to work safely in an engineering construction environment; prepare work areas, tools, materials and equipment; perform basic marking out and basic shaping activities; support the assembly, removal and dismantling of components and reinstate the work area after engineering construction activities. They will also be able to interpret and follow documentation and procedures, maintain working relationships and communicate effectively.

The new qualification creates a first rung on the ladder for people to join the industry and is ideally suited to those learners who have not yet decided which pathway to pursue. It allows them to gain a good entry level grounding in engineering before progressing. Support operatives and labourers perform critical manual and support tasks that enable a project to run efficiently, safely and on schedule. Andrew Hockey, CEO, ECITB

The ECITB awarding organisation, develops and quality assures regulated qualifications in England, Wales and Scotland. ECITB qualifications are the only ones designed specifically for engineering construction and through extensive consultation with ECI employers, they are tailored to meet the needs of industry.

For more information: www.ecitb.org.uk

Photo © ECITB 2026

The qualifications are based on occupational/apprenticeship standards and national occupational standards (NOS) for the trade, encompassing the required knowledge, skills and behaviours. This ensures that they are relevant and future-proofed.

Engineering construction is a specialised industry that underpins the delivery, maintenance and decommissioning of much of the UK's critical infrastructure and spans the oil and gas, nuclear, power generation and renewables sectors as well as other process industries, such as chemicals, pharmaceuticals, food and drink, water and waste treatment.

ERM: Business Leaders Guide to a Just Climate Transition ERM and WBCSD have launched a new report, the Business Leaders Guide to a Just Climate Transition. This practical guide aims to support senior corporate leaders as they embed people considerations into their climate strategies to ensure business resilience, while building trust with stakeholders. In today's evolving business landscape, integrating people considerations into climate action is a strategic imperative. The transition to a net zero, naturepositive economy is not only technical – it is deeply social. Employees, suppliers, communities and consumers are central to this transformation. Overlooking people can have serious financial consequences. From litigation, project delays and reputational harm to missed opportunities in new markets. For boards and c-suite leaders, this guide helps to close a critical gap. Until now, most climate strategies have focused on emissions and technology, leaving workforce and community impacts fragmented or reactive. This guide helps companies integrate people priorities into transition plans, ensuring business resilience. What's included: • A clarification of boundaries for corporate responsibility on climaterelated social impacts, risks and opportunities. • A clear business case for a just transition. • Insights on sectoral and regional dynamics to inform place-based approaches. • Recommended actions for boards and executives to align fiduciary duties with emerging due diligence expectations. • Practical steps to embed just transition thinking into climate strategies and transition plans. For more information contact: alexandra.guaqueta@erm.com

For more information: www.erm.com

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Roemex, a leading provider of speciality chemicals and support services to the global energy sector, has completed a management buyout (MBO), marking a major milestone in the company's 40-year history. The MBO secures business continuity while positioning Roemex for sustained growth, innovation and renewed focus on delivering best-in-class service. Founded in 1984 by Richard Simcox, Roemex has earned a global reputation for high-quality chemical solutions, technical expertise and exceptional customer support. Headquartered in Aberdeen with satellite offices in the UAE and the Netherlands, the company is recognised for its responsiveness, agility and tailored solutions across the energy sector. In recent years, Roemex has expanded its workforce from 25 to 40 employees across three countries, while annual turnover has risen 133%, from £6m to £14m – growth driven by both market demand and the company's commitment to service excellence. The MBO sees senior leaders George Dickson, now CEO, Peter Wilkie, managing director and Alex Buchan, director of drilling and completions, take ownership of the business. Their experience and strong customer relationships ensure a seamless transition and reinforce Roemex's customer-first approach. With the MBO complete, Roemex enters a new era built on stability, deep technical expertise and an unwavering commitment to customer service as the cornerstone of its global success.

Left to right: Alex Buchan, George Dickson and Peter Wilkie

Rotork unveils RTP-4000 range: next-generation intelligent valve positioners Rotork is delighted to announce the launch of the RTP-4000 range, a new generation of intelligent valve positioners designed to deliver optimised control solutions for singleand double-acting actuators on rotary and linear valves. Launching with the dual-certified RTP-4400 model, this initial release combines smooth installation and commissioning, premium online diagnostics, robust construction and seamless system integration for fast and energy-efficient operation in demanding oil and gas applications, as well as in other industries requiring high-end valve control solutions. The range features magnet-based contactless position feedback, eliminating mechanical wear and ensuring long-term reliability for both linear and rotary actuators.

Advanced pressure sensor-based diagnostics provide online realtime device status and predictive maintenance capabilities, while a user-friendly dashboard offers at-a-glance valve status. The rugged, corrosion-resistant construction, featuring copper-free aluminium and electronic circuits potted in resin, ensures durability even in harsh conditions and an Arctic option extending the temperature range down to -55°C. The positioner integrates easily with all major control and asset management systems and the dual certification enables the use in both explosion-proof and intrinsically safe areas. Additional options include analogue and digital outputs, pressure gauges and support for emergency shutdown (ESD) applications with partial stroke testing capability.

For more information: www.rotork.com

Photo © Rotork plc

Roemex announces management buyout, marking a new era of growth and customerfocused excellence

Photo © Roemex Limited

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For more information: www.roemex.com

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Member news

Dubai based cable seal provider Roxtec Middle East FZE is celebrating the 25th anniversary of founding in the UAE with its best ever year of trading. Jebel Ali Freezone headquartered Roxtec Middle East FZE covers the MENA region and started with just two staff members in 2000. Today the company has a team of 35 and posted sales of US$15m in the last 12 months – doubling turnover since 2022. Roxtec Middle East FZE managing director Firas Kafafi said the company is seeing sales spike in line with the MENA region's expansion in new markets like clean energy and data centres. He said the turbo charged growth in AI and cloud computing has driven the company's sales in data centres alone by 300% since 2022. More growth is set to come as Roxtec is being specified on the next generation of high-performance computing data centres, being built in the UAE to handle intensive AI and big data workloads. In addition, clean energy sales have grown by 20% in the last year as Roxtec supplies projects ranging from green hydrogen, carbon capture, battery storage and offshore wind. Mr Kafafi said demand for safety seals protecting buildings, people and assets further remains robust in traditional industries like oil and gas, ship building and ship repair where Roxtec MENA is working with major players like ADNOC, Aramco and QE on high profile deals including Project Lightning, the first subsea power cable connection project in the Gulf. Roxtec is active in more than 80 markets with a turnover of about US$365m employing over 1,000 staff across 28 sales companies. Roxtec's products are designed to seal cables and pipes and are used to protect people, buildings and equipment from multiple hazards.

For more information: www.roxtec.co.uk

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Left to right: Sara Khattou, marketing manager, Ihab Zourob, power and processing manager, Firas Kafafi, managing director and Mohammed Abrar, business unit head of infrastructure and industry

SGS: strengthening quality and reducing risk in the wind industry with APQP4Wind As the wind industry continues to scale in support of global net zero goals, consistent quality planning and supplier alignment remain critical. Poor planning can lead to product failures, costly delays, contractual penalties and reputational harm – making structured quality frameworks more important than ever. APQP4Wind (Advanced Product Quality Planning for Wind) provides a globally recognised methodology to standardise quality processes across OEMs, developers, suppliers and sub-suppliers. Modelled on proven practices from the automotive sector, it enables organisations to move from reactive quality control to preventive quality assurance. Common consequences of poor planning • Increased cost of poor quality (COPQ) and warranty claims. • Project delays and liquidated damages. • Inefficiencies, rework and budget overruns. • Customer dissatisfaction and compliance risks. Best practice: training and competency Embedding APQP4Wind successfully depends on knowledge and capability. Investing in specialist training ensures teams can apply the framework's tools, collaborate effectively across the supply chain and enhance longterm reliability.

Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

SGS APQP4Wind training portfolio SGS, an approved global APQP4Wind training partner, offers a full suite of certified programmes: • APQP4Wind Specialist Training. • APQP4Wind Specialist Refresher Training. • APQP4Wind Management Awareness Training. • APQP4Wind Management Awareness Refresher Training. • APQP4Wind Assessment Tool Training Course. Certificates are valid for four years and increasingly required by leading OEMs and developers. Why it matters • Adopting APQP4Wind with proper training helps organisations: standardise planning and supplier expectations. • Prevent risks rather than react to failures. • Increase efficiency and reduce LCOE. • Strengthen market reputation and trust. Register your interest For more information or upcoming course availability, please visit: https://try.sgs.com/en/apqp4windregister-your-interest/

For more information: www.sgs.com/en

Photo © SGS

Dubai's Roxtec Middle East marks 25 years in UAE with record sales

Photo © Roxtec Ltd

STATS Group Middle East investment recognised in EIC awards A focus on localisation and longterm regional investment by STATS Group (STATS) in the Middle East was recognised at the EIC Regional Awards in Dubai last year. The pipeline engineering specialist was awarded the EIC's Scale Up prize in a ceremony attended by industry peers onboard the QE2. STATS' approach to implementing a comprehensive localisation strategy across the Middle East was outlined in the EIC’s Survive & Thrive Report and impressed the awards judging panel.

Unlike competitors who were consolidating operations to fewer bases with remote support, STATS recognised that in-country value was a key driver for clients in the region, making a comprehensive localisation strategy essential. Mark Gault, Vice President for the Middle East, STATS Group

The company established a comprehensive Middle East footprint which includes facilities in Abu Dhabi in the UAE, Doha in Qatar, Muscat in the Sultanate of Oman and Dammam in the Kingdom of Saudi Arabia. All facilities feature assembly and test workshops, design and project engineering and business support services. STATS also invested in locally manufactured equipment and in-house technical training programmes for local workforces, reducing the dependence on UK headquarter resources. Critical to the success has been STATS commitment to nationalisation which has proved invaluable in overcoming language barriers, navigating cultural differences and driving business growth.

For more information: www.statsgroup.com

Member news

STATS Group has achieved employee nationalisation of up to 80% in the Middle East

Thorne & Derrick celebrates 40 years supplying the energy industry Thorne & Derrick International, one of the UK's leading specialist distributors of LV HV cable accessories, tooling and hazardous area electrical equipment, is celebrating 40 years of supplying products and solutions that ensure the safety and reliability of industrial heating, lighting and power systems. From fossil fuels to sustainable future Established in 1985 as a regional business supplying the fossil fuel and heavy industries, whose clients then included UK Coal Plc, ICI Wilton and Swan Hunter Shipbuilders on the River Tyne, Thorne & Derrick has successfully innovated and evolved alongside the shifting and reshaped industry landscape over four decades. Today, it is powering energy transition by delivering MV/HV electrical equipment and cable accessories to major renewable energy projects. From shelf to your site, globally Thorne & Derrick is a framework supply partner to ECP's and international energy providers across the UK and Europe, including Spain, France, Germany, Switzerland, Sweden and Denmark – a highly successful, customer-centric and globally competitive business. With a substantial distribution and HV cable accessory kitting centre, multi-million pound stocks and technical sales teams to specify and supply client requirements – T&D is servicing utilities, wind, solar, battery storage, rail, oil/gas, hydrogen and the explosive atmosphere sectors.

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Energy transition From those fossil fuel roots in the 1980's onwards to net zero 2050, T&D has rapidly adapted, innovated and grown – its 40 year journey reflects a commitment to partnerships, investment in staff and a firm focus on delivering customer service excellence. Thorne & Derrick has proactively pivoted towards the future; it is at the forefront in supporting a modernised renewable energy system, achieving industry decarbonisation via hydrogen and CCUS projects and committed to continued service to all customers in high-voltage, hazardous and harsh environments. Thorne & Derrick is a specialist distributors of LV HV cable installation, jointing, substation and hazardous area electrical equipment to international energy providers, EPC's and HV jointing contractors working on the design, construction and maintenance of UK, European and international projects – T&D is servicing the utilities, wind, solar, battery storage, rail, oil/gas, hydrogen and the explosive atmosphere sectors. T&D is a main UK distributor of medium voltage cable joints, terminations and connectors. Serving clients in over 50 countries, Thorne & Derrick International continues to expand its portfolio which is embedded in renewable energy and industry decarbonisation projects, supplying LV HV cable accessories, tooling and hazardous area electrical equipment for offshore and onshore wind, solar farms, battery energy storage and process industry projects.

For more information: www.thorneandderrick.com

EIC (Energy Industries Council)

Member news

Venterra Group has announced the launch of the Venterra V-LiDAR – a global fleet of state-of-the-art dual LiDAR buoys, a testament to the UK's global leadership in offshore wind measurement technology. The launch of this fleet, following a £10m investment, represents the first of its kind to be designed and manufactured in the UK, setting a new standard for the industry worldwide. Developed by Partrac and built by Osbit, Venterra's specialist engineering and manufacturing company, at its new facility in the Port of Blyth, these advanced LiDAR buoys represent the culmination of a two-year project that brings together expertise from across Venterra's nine companies. Rethinking what LiDAR buoys can deliver to better align with core values of its clients; unwavering safety standards, combined with highest accuracy and the most robust wind resource data. Partrac has delivered metocean expertise for some of the world's largest offshore wind farms such as Dogger Bank and Moray West. This significant investment in the most advanced LiDAR buoy technology further elevates its market position, boosting its client offering and enabling the team to provide unrivalled data accuracy and operational reliability to tier-1 clients. The Venterra V-LiDAR fleet sets new standards in offshore wind resource data, bringing the latest in marine electronics, comms and system design, lower HSE risk profile, deployment efficiency, increased operational windows and real-time high frequency analytics. With its advanced design and robust British engineering, it offers a reliable and efficient solution for offshore wind projects.

For more information: www.venterra-group.com

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The Wave and Durham University team

Wave: new water shortage data reveals net zero plans will dry up Looming water scarcity threat could limit the UK's ability to reach net zero targets, according to the latest research. The report, commissioned by national water retailer Wave in collaboration with Durham University, revealed that the water required for decarbonisation projects will likely push some UK regions into a deficit as early as 2030. High-water requirements for blue and green hydrogen production and CO2 capture mean that, for non-household water users in the industrial and energy sectors, water scarcity poses a significant risk to both business growth and future decarbonisation efforts, according to the landmark report. The research analysed decarbonisation activities across England's five largest industrial clusters – Humberside, North West England, Tees Valley, the Solent and the Black Country – to assess how much water will be needed to reach net zero by 2050, and whether the UK's future water supply can meet this demand. With large quantities of water required for decarbonisation projects and the UK predicted to face a shortfall of nearly five billion litres of water per day by 2055, according to the Environment Agency, the water industry is doubling down on a call for collaboration and innovation to ensure projects don't dry up before they begin.

Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

With this report, Wave is calling for collaboration and innovation across the supply chain – from small businesses to heavy industry, water companies and government bodies. It sets out recommendations to drive meaningful, long-term change.

This report brings to light the stark truth: if we continue to use water the way we do now, there simply won't be enough. We want water scarcity to be seen as a shared challenge. Nigel Corfield, Industrial and Commercial Customer Director, Wave

To read the report in full visit: www.wave-utilities.co.uk/ decarbonisation

For more

pe’s most significant energy ports. information: www.wave-utilities.co.uk

Photo © John Wood Group PLC 2026

Venterra launches V-LiDAR: investment delivers global fleet of dual hi-tech LiDAR buoys offshore

Newmedia EIC members Member news Social round up

Wood and Kongsberg Digital partner to deliver lifecycle digital twin solutions Wood, a global leader in consulting and engineering, has entered a strategic partnership with Kongsberg Digital to deliver full lifecycle digital twin solutions for industrial operations. The collaboration aims to improve the continuity of engineering data from project design to operations, helping operators make faster decisions and reduce start-up risk. The joint solution integrates Wood's digital consultancy and project delivery expertise with Kongsberg Digital's Kognitwin® platform. Together, the companies will provide clients with a single, trusted source of data across the asset lifecycle – addressing longstanding challenges in data handover and operational readiness. Wood and Kongsberg Digital are committed to helping industrial clients build the data foundations needed for successful digital transformation. Wood is a global leader in consulting and engineering, delivering critical solutions across energy and materials markets. It provides consulting, projects and operations solutions in 60 countries, employing around 35,000 people.

For more information: www.woodplc.com

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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) EIC’s Survive & Thrive Insight Report Vol. X is now open for applications! Be interviewed in-person by EIC CEO Stuart R Broadley HonFEI. Apply now: https://lnkd.in/dvTv2rT

EIC (Energy Industries Council) The latest report from the EIC (Energy Industries Council) examines South America's ambition to become a global hydrogen exporter. Read the full report here: https://lnkd.in/eTBksbGh

EIC (Energy Industries Council) Host Stuart R Broadley HonFEI sits down with HM Ambassador to the UAE, Edward Hobart CMG, for an insightful discussion on ties between the UK and UAE: https://lnkd.in/dhi3QFFr

EIC (Energy Industries Council)

January – February 2026

LIVE events

7 January Business Presentation

Events calendar 26 January Business Presentation

North America EICDataStream

EIC Business Breakfast Qatar

Online

Dusit Doha Hotel, Qatar with Wood and Bilfinger

13 January Business Presentation

27 January Overseas Exhibition

EIC/BCCAD: WFES Kick-Off Breakfast

Hyvolution 2026

Holiday Inn, Abu Dhabi

Porte de Versailles, France

13 January Overseas Exhibition

27 January Sector Showcase

World Future Energy Summit (WFES)

Cross Sector Decommissioning 2026

Abu Dhabi National Exhibition Centre

Port of Blyth, Northumberland

14 January Business Presentation

28 January Business Presentation

EICDataStream/AssetMap training

Online

15 January LIVE e-vents

29 January LIVE e-vents

EIC Market Update: US Offshore Wind

Virtual Speedy Networking

Webinar

Webinar with Twine Speedy Networking

20 January Business Presentation

29 January Business Presentation

EIC Breakfast in Houston

Breakfast in Rio: Independent Players

The Cannon West Houston with Chevron

Rio de Janeiro with PRIO and Trident

20 January LIVE e-vents

2 February Business Presentation

GCC Energy Market & Project Update

Opportunities in Louisiana

Webinar

Lafayette, Louisiana

20 January Business Presentation

3 February Business Presentation

North America EICDataStream

Online

22 January Sector Showcase

10 February EIC CONNECT

The Celtic Sea 2026

EIC CONNECT KSA 2026

Park Plaza, Cardiff

Asharqia Chamber, Dammam

22 January LIVE e-vents

11 February LIVE e-vents

Opportunities in Guyana & Suriname

South American Hydrogen Report

Webinar with Subsea7

Webinar with Hytron

Get in touch Share your news and views...

Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

For more information and to book visit www.the-eic.com

Forthcoming events

Tuesday 10 February 2026 Dammam

CONNECT

11 February Business Presentation

24 February LIVE e-vents

EICDataStream/AssetMap training

Opportunities on the Equatorial Margin

Online

Webinar with Bram Offshore

12 February LIVE e-vents

25 February Regional Showcase

Navigating US Energy Policy

Opportunities in Teesside 2026

Webinar

Leonardo Hotel, Middlesbrough

17 February Business Presentation

25 February Business Presentation

North America EICDataStream

EICDataStream/AssetMap training

Online

18 February Regional Showcase

4 March Business Presentation

ETZ Offshore Wind Masterclass

North America EICDataStream

Marcliffe Hotel and Spa, Aberdeen

Online

23 February Overseas Delegation

5 March Corporate Entertainment

Overseas Delegation to Angola 2026

EIC Middle East Annual Golf Day 2026

Angola

The Els Club, Dubai

Tackling one of the energy sectors most urgent challenges

Bankable Energies 17 March 2025 London, UK

ATTEND I EXHIBIT I PARTNER

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2026

February – March 2026

KSA

Fuelling Prosperity: Opportunities across the Saudi energy market

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INVESTMENT PARTNER

Global Events and Campaigns

Looking ahead to 2026 As we step into 2026, the Global Events and Campaigns team at the EIC is proud to reflect on a transformative year and excited to build on the momentum created throughout 2025. Over the past 12 months, the team has delivered a programme of conferences, market engagement activities, strategic campaigns and international collaborations. As we begin the new year, our focus turns to deepening international reach, enhancing member value and continuing to support industry-wide collaboration at a crucial time for the global energy sector. The year ahead promises continued growth as we roll out new initiatives, strengthen cross-regional alignment and enhance our programme of global events. Our priorities for 2026 include: • Expanding conferences and strengthening EIC as a global brand. • Increasing our presence across Europe. • Delivering new strategic campaigns. • Growing our international partnerships, including our global partnership offerings. • Enhancing member access to market intelligence, project pipelines and global stakeholders.

Bankable Energies 2026 serves as a pivotal platform for uniting Jo Cam the global energy and pbell investment ecosystem. The event will explore how to unlock investment for future projects, what policy and regulatory clarity is needed to accelerate new energy initiatives and the strategies required to manage and mitigate risk across a rapidly evolving market. We are delighted to announce Close Brothers as our Investment Partner for the 2026 edition, supporting our mission to bring clarity, confidence and collaboration to the future of project finance. To join us on 17 March, please book here: www.eventbrite.co.uk/e/bankable-energies-2026tickets-1528922220519?aff=EICWebsite For further information, including partnership opportunities for 2026, please contact: global.events@the-eic.com We look forward to working with our members, partners and sponsors throughout 2026 and wish you a successful and prosperous year ahead. Jo Campbell Director of Global Events and Campaigns jo.campbell@the-eic.com

Bankable Energies, 17 March 2026 Now entering its second year, Bankable Energies will once again bring together the global investment community, key project developers and policymakers to examine the strategic shifts required to unlock capital and drive energy projects forward. Despite the urgency to meet net zero targets, many companies and nations continue to face significant challenges, delays in delivery, constrained financing and policy uncertainty. As these pressures intensify, the industry must work collectively to reshape financing frameworks, strengthen project confidence and accelerate the pace of deployment.

Get in touch For more information contact...

Email global.events@the-eic.com • Phone +44 (0)20 7091 8600

Bankable Energies 2025: a full house on day one

Bankable Energies 2025: in-depth discussions at the roundtables

17th March | London, UK

2026

Global Events & Campaigns

Organised by:

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Latest Market Insights

Deal-Making Opportunities

Bankability Strategies

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INTERNATIONAL TRADE UK & EIC PAVILIONS AND DELEGATIONS

What a year 2025 has been for the International Trade team with UK and EIC pavilions and trade delegations delivered at major energy events across Europe, North and South America, the Middle East and Asia. We are delighted to once again bring you a jampacked schedule of events across the oil and gas and renewables sectors, including many shows that are brand new editions to the programme.

Thank you to all companies who exhibited, or travelled Camilla with us in 2025 and we Tew look forward to seeing many more of you in 2026. Camilla Tew, Director, International Trade camilla.tew@the-eic.com

2026 EVENTS

DATE

LOCATION

World Future Energy Summit I UK & EIC Pavilion

13-15 January

Abu Dhabi, UAE

Trade Delegation to Angola I Delegation

23-27 February

Angola

Wind Expo Japan I UK & EIC Pavilion

17-19 March

Tokyo, Japan

Trade Delegation to Egypt I Delegation

19-23 April

Egypt

Offshore Technology Conference I UK & EIC Pavilion

4-7 May

Houston, US

Trade Delegation to Guyana & Suriname I Delegation

11-15 May

Guyana & Suriname

OPES I UK & EIC Pavilion

18-20 May

Muscat, Oman

Trade Delegation to Denmark & Norway I Delegation

25-29 May

Denmark & Norway

Trade Delegation to Nigeria I Delegation

TBC

Nigeria

ONS I UK & EIC Pavilion

24-27 August

Stavanger, Norway

Oil & Gas Asia I UK & EIC Pavilion

2-4 September

Kuala Lumpur, Malaysia

ROG.e I UK & EIC Pavilion

21-24 September

Rio de Janeiro, Brazil

WindEnergy Hamburg I UK & EIC Pavilion

22-25 September

Hamburg, Germany

Trade Delegation to Spain & Portugal I Delegation

5-9 October

Spain & Portugal

Trade Delegation to Mozambique I Delegation

19-23 October

Mozambique

Hydrogen Technology Expo Europe I UK & EIC Pavilion

20-22 October

Hamburg, Germany

ADIPEC I UK & EIC Pavilion

2-5 November

Abu Dhabi, UAE

Trade Delegation to Namibia & South Africa I Delegation

30 Nov-4 Dec

Namibia & South Africa

Beijing Energy Conference I UK & EIC Pavilion

13-15 January 2027

Beijing, China

Contact us To get involved in one of the above events, or find out about our full 2026 programme, please get in touch... Email internationaltrade@the-eic.com • Phone +44 (0)20 7091 8600

27 27

UK news EIC UK event partnerships Hello and happy new year. I hope you all had a restful festive break with your nearest and dearest. Its fair to say that 2025 flew by as the EIC UK team beavered away behind the scenes to work with you all to maximise your membership and deliver an events programme that helped you network, raise your profile and crucially identify business opportunities for your organisation. I'd like to extend my thanks once again to ABL Group for its engagement and support throughout last year, as the 2025 UK events principal partner; it was a pleasure to work with the team to shape conversations and content so important to our industry. We are planning more impactful events in 2026 and there are many ways in which you can get involved. Energy 360 Summit 6-7 May 2026 London EIC's Energy 360 Summit is a two-day, energyagnostic conference bringing together operators, developers, technology providers, policymakers and supply chain companies to explore the full spectrum of current and future opportunities across global energy markets. Partnership opportunities with EIC at such events are a powerful way to elevate your organisation's profile, help us shape industry conversation and connect directly with the people driving the future of global energy. With partnership options designed to suit all budgets and strategic aims, the summit offers a high-impact platform for visibility, credibility and meaningful engagement. Whether your priority is to position your company as a thought leader, deepen your presence in specific markets, or create targeted interactions with delegates across the two-day event, there is an opportunity built to support your goals. Partnership packages include, principal partnership for prime positioning of your brand, to registration and lanyard sponsorship, exhibiting opportunities and many more. If you're ready to enhance your profile and unlock new commercial opportunities, partnering with Energy 360 Summit is the ideal next step.

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• Phone • Phone Emailwww.the-eic.com/Forms/NewsletterSignup eventsuk@the-eic.com +44 +44 (0)20(0)20 7091 8600 Visit global.events@the-eic.com 7091 8600

EIC UK event partnerships EIC's full calendar of UK Kim Ste events offer a flexible phen suite of partnership opportunities tailored to different budgets, objectives and levels of brand ambition. Whether you want to raise your profile, align with key industry themes, showcase expertise, or build relationships with senior decision-makers across the UK energy sector, we have options to support your objectives. These can vary depending on event but can include in-kind venue host partnerships, networking break sponsorships, exhibitor packages, one-to-one meeting zones and more. Bespoke partnerships are also available for companies seeking a unique presence or specialised engagement across an event. Partners benefit from consistent visibility through EIC marketing and communication channels, ensuring your organisation remains front of mind with audiences before, during and after each event. This helps establish your company as a credible and active contributor to the UK energy landscape. For organisations seeking a deeper level of support, EIC Event Solutions can also design and deliver your own hosted event, providing end-to-end planning and operational expertise backed by sector insight and trusted industry relationships. To discuss partnership opportunities and identify the right fit for your objectives, please contact event partnerships manager, UK: emma.cuthbertson@the-eic.com We hope to see many of you at EIC events across the year and as always please don't hesitate to reach out to me and the team if we can help in any way. Kim Stephen, Regional Director, UK kim.stephen@the-eic.com

EIC (Energy Industries Council)

Middle East news Regional update On behalf of everyone in the office, I'd like to extend our warmest wishes for a healthy, happy and prosperous 2026 to you and your families. We are truly grateful for Ryan M cPhers on your continued support throughout the year and we hope the months ahead bring success, growth and new opportunities. Building on the success of delivering over 50 impactful events last year, we are committed to continuing that momentum in 2026. Alongside providing you with unparalleled market intelligence, we aim to offer a diverse range of networking opportunities throughout the year, ensuring you have every chance to connect and grow your business. We are thrilled to announce three major EIC CONNECT events taking place in 2026. Building on the success of last year, EIC CONNECT KSA returns on 10 February 2026 in partnership with the Asharqia Chamber in Dammam. We are equally delighted to confirm that EIC CONNECT UAE will return on 12 May 2026 and we are planning to launch EIC CONNECT Qatar in the second half of the year. Our popular GCC, CIS and Africa Market and Project Update webinars will continue throughout the year, alongside our exclusive invite-only roundtables, which remain a cornerstone of our networking and engagement activity across the region. Applications for the landmark tenth edition of the EIC Survive & Thrive report will soon be opening. This milestone year will once again conclude with our regional World Energy Supply Chain Awards (WESCAs), a flagship celebration of excellence, leadership and transformation across the energy sector. For many, Survive & Thrive has been an invaluable opportunity to highlight achievements, benchmark progress and showcase the strategies driving success. We look forward to welcoming another outstanding group of participants in 2026. In just a few weeks, we are proud to be leading the UK pavilion at the World Future Energy Summit 2026 (WFES) in Abu Dhabi, taking place from 13-15 January. If you are attending, please do stop by to say hello. Our Annual Golf Day returns to The Els Club, Dubai on 5 March 2026, where we will be competing for the Helen Aittis Trophy, a heartfelt tribute to our much-loved former office manager, who is now enjoying a well-earned retirement back in the UK. Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com Get in touch Share your news and views...

Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

Tuesday 10 February 2026 Dammam

CONNECT

KSA

Fuelling Prosperity: Opportunities across the Saudi energy market

Regional news

ADNOC Investment Plan: a game-changer for UAE gas and energy infrastructure ADNOC has unveiled a US$150bn capital investment plan for 2026-2030, reinforcing the UAE's commitment to gas infrastructure and long-term energy security. The programme supports expansion of upstream oil and gas production, strengthens reserves and backs major downstream and gas-processing projects. For suppliers, contractors and service providers, it signals significant upcoming demand and new opportunities across the full energy value chain, giving confidence to stakeholders looking to engage in future capacity build-out and diversification efforts.

KBR lands Bul Hanine deal in Qatar Global engineering firm KBR has secured a detailed engineering contract from QatarEnergy for the redevelopment of the Bul Hanine offshore field, a key asset approximately 120km east of Doha. The deal supports Qatar's push to extend field life, boost capacity and integrate advanced recovery technologies. For contractors, suppliers and service-providers, this represents a substantial influx of opportunity across engineering, procurement, fabrication and installation, signalling a brighter near-term outlook for offshore activity in Qatar's energy sector.

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

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Asia Pacific news Regional update Just when I thought we had already set the bar for how hectic life could get, November turned out to be just as intense – if not more Syed S so – for the APAC region aggaf than previous months, with several key programmes lined up to further elevate EIC's visibility. And to top it all off, our region had the honour of closing the WESCA awards gala night, wrapping up the series after all other regions had completed theirs. And what better way to close these events than with the distinguished presence of the Deputy Prime Minister of Malaysia, The Right Honourable Dato Amar Haji Fadillah bin Haji Yusof, who also serves as the minister of energy transition and water transformation.

We have also been invited to Electricity Connect 2025 by Masyarakat Ketenagalistrikan Indonesia (MKI), a stakeholder organisation engaged in establishing forums that generate ideas to foster and develop the electricity industry in Indonesia, both at the national and international level. This event is the premier platform for Indonesia's electricity sector and aims to accelerate the nation’s energy transition. Finally, EIC had the privilege of delivering a presentation to the top-level leadership delegation of the China National Petroleum Corporation during its visit to Malaysia. We shared several of our analyses on the energy transition and investment strategies for the Asia Pacific region, covering oil and gas as well as other emerging energy sectors. Syed Saggaf, Regional Director, Asia Pacific syed.saggaf@the-eic.com

Regional news

JOGMEC and PETROS sign Sarawak agreement

The Asia Pacific WESCA winners and distinguished guests at the gala awards

We were grateful for his special address during the gala dinner among others calling the need for the supply chain to evolve, embracing new technologies, new standards and new forms of collaboration. He called for EIC to play a pivotal role to strengthen ecosystems, enhance competitiveness and build bridges between nations. The event was also graced by several notable leaders from the energy industry, none more high-profile than Tan Sri Wan Zulkifli – a highly respected figure in the sector, chairman of Gas Malaysia and former president and CEO of PETRONAS. Beyond that, we also turned our attention to Indonesia, a market of immense strategic importance with vast potential across the energy value chain. Indonesia is simply too significant for EIC to overlook and it's a region where we are committed to deepening our engagement and supporting industry development. To strengthen our presence, we organised our second breakfast series in Jakarta, which drew participation not only from our Indonesian members but also from members who flew in from Malaysia, Brunei and Singapore. The response underscored just how critical Indonesia is to the wider regional ecosystem and how many opportunities lie ahead for EIC in this market. Sign up for the EICOnline newsletter

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JOGMEC has signed a joint study agreement (JSA) with Petroleum Sarawak (PETROS) to conduct geological and geophysical surveys onshore Sarawak. The three-year study will involve seismic data acquisition and broader geological assessments with both parties collaborating on exploration activities in the Mukah-Balingian region, which is an area considered to have oil and gas potential.

Woodside and PETROS to evaluate carbon storage potential PETROS has signed a storage study agreement (SSA) with Woodside Energy to evaluate the technical and commercial feasibility of carbon storage at Site 3A in Central Luconia, offshore Sarawak. The partnership leverages Woodside's global expertise in energy and lowcarbon solutions, reinforcing Sarawak's commitment to advancing carbon capture, utilisation and storage (CCUS) and positioning the state as a regional hub for low-carbon industrial development.

EIC Newsbriefs membership@the-eic.com Keeping you up to date with energy news from EIC (Energy Industries Council) around the world

North and Central America news Regional update On Thursday 30 November the region launched its much anticipated EIC Breakfast in Houston series following the success of the 20242025 North and Central America Business Briefing Amand a Duho n series. Hosted at the EIC’s new home, The Cannon West Houston, the EIC welcomed Louise Honner, GoM Supply Chain Manager, Subsea7 and Iain Murray, President, Guardian Decommissioning. Hosted over light breakfast refreshments, event attendees had the opportunity to network with key decision makers and hear presentations covering topics ranging from company introductions to project activity and key messages to the energy supply chain. The team is very much looking forward to continuing this series throughout 2026 as we welcome confirmed speakers from Chevron, Bechtel, SLB and many more. To be the first notified as seats go live for our limited seat EIC Breakfast in Houston series, please ensure you are subscribed to our regional mailing lists or email: houston@the-eic.com for mailing and registration support. Also in November, I had the opportunity to work with trusted event partner, ALJ and participate as a moderator for both its American EPC Project Forum and its American Data Center and AI Conference & Exhibition. The first panel I moderated, Scaling LNG, Hydrogen, Ammonia & Low Carbo Fuels – EPC Perspectives, discussed EPC strategies for scaling hydrogen, ammonia and methanol projects and their respective technology. The second panel, Inside the AI Data Centers: Designing for Density and Scale, discussed design and infrastructure challenges of building data centres for the AI workload required. A special thank you to the panellists that joined me: Aaron Drucker, Commercial Senior Director, Low Carbon Solutions, McDermott; Carlos Forera, Chief Operating Officer, ODATA, Aligned Data Centers; Chris Hinkle, CEO, TRG Data Centers; Girish Patel, Technology Manager – Ammonia H2 & Methanol, Kiewit; Mike Tu, Lead for Data Center, Nvidia; Sid Janga, Senior Director, Land Development, Microsoft; Shilen Jhaveri, Program Manager, Data Center Capacity Planning, Google and Tom Maramba, Executive Director, LNG Fluor. Amanda Duhon VP & Regional Director, North & Central America amanda.duhon@the-eic.com Get in touch Share your news and views...

Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

Regional news

Mexico and US strengthen biofuel co-operation Representatives from Mexico's energy and the US agriculture sectors met to advance bilateral cooperation on biofuels and sustainable development, aiming to reduce fossil fuel dependence and enhance North American energy security. Both governments identified strategic opportunities for financially viable and environmentally responsible biofuel projects under the United States-Mexico-Canada Agreement (USMCA) framework. The discussions were built on previous engagements on energy infrastructure investment and clean energy alignment, positioning biofuels as one of the key elements ahead of the USMCA's 2026 review, which also includes regulatory reforms.

Canada unveils Budget 2025 with CAD$115bn to accelerate clean energy transition The federal government has released Budget 2025, allocating CAD$115bn (US$82bn) over five years to strengthen energy infrastructure, including grid modernisation and interprovincial transmission, with most funds taking effect from 2026-27. The Clean Electricity Investment Tax Credit now offers 15-60% credits for renewable energy investors, municipalities and indigenous corporations. The budget also establishes a Major Projects Office, a CAD$2bn (US$1.45bn) Critical Minerals Sovereign Fund and expands Export Development Canada's financing by CAD$25bn (US$17.85bn) by 2030 to boost clean energy exports.

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

South America news Regional update Happy new year. May 2026 be filled with lots of networking opportunities and enriching experiences. To start the year in the best way possible, EIC South America already has its first event confirmed.

Clariss

e Roch

On 29 January, our breakfast will be O&G Opportunities with PRIO and Trident Energy. In June 2025, PRIO's output reached about 123,000b/d, the highest level in its history. The company aims to double its oil production over the next two years via short-term projects and add more than 100,000b/d by 2028. Key initiatives driving this growth include a two-phase development at the Wahoo field, where a preliminary license has been granted for a tie-back to the Valente FPSO. These projects highlight PRIO's dedication to innovation and growth in the oil and gas sector. Trident Energy is an independent international operator specialising in the acquisition and requalification of oil and gas assets in the mid-sector, with a strategic focus on the Campos Basin in Brazil. Besides decommissioning, it has projects to install Odyssey – a floating storage and transfer unit (FSO) and aims to increase production to 45m barrels per day by 2027. Make sure to check our events calendar to be aware of all the updates.

Regional news

November hosted the second edition of the Gala Dinner South America Regional Awards. The evening featured a cocktail reception overlooking Guanabara Bay, followed by a threecourse dinner, great live music and a lecture by engineer Paulo Ganime, who offered reflections on leadership, purpose and transformation – themes that directly resonate with the values that drive our sector. It was an event marked by conversations, new connections and many reasons to celebrate the companies that drive and propel the industry forward.

Congratulations to this year's winners: • Culture & Collaboration: FOX Brasil – Freight Forwarder. • Diversification: EquipSea Equipamentos e Serviços Industriais. • Innovation & Sustainability: OceanPact Serviços Marítimos. • Service & Solutions: Orion Inspeções. • Transformation & Scale Up: Hausthene Poliuretanos. Clarisse Rocha Director – Americas clarisse.rocha@the-eic.com

ANP updates oil and gas local content rules

Brazil to hold 2026 tender for large-scale battery systems

Brazil’s oil and gas regulator ANP has updated information on local content rules following the enactment of Law No 15,075/2024. The law allows companies to transfer surplus local content between oil and gas E&P contracts and introduces tax incentives for the shipbuilding sector, capped at R$1.6bn (US$302m). It also authorises accelerated depreciation for new tankers and offshore support vessels contracted by the end of 2026 and entering operation from January 2027. The agency (through CNPE resolutions and ministerial ordinances) defined minimum local content requirements and monitoring procedures, while remaining responsible for overseeing compliance with these targets.

The country's Ministry of Mines and Energy (MME) has officially announced the 2026 capacity auction for largescale battery storage. The tender will contract systems of at least 30MW with four-hour daily discharge and ten-year terms, with supply set to begin in August 2028. Organised by ANEEL, the auction is scheduled for April 2026 and will prioritise projects offering greater operational benefits to the grid. Around 18GW of battery projects are eligible.

EIC Newsbriefs membership@the-eic.com Keeping you up to date with energy news from around the world

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EIC (Energy Industries Council)

www.the-eic.com

Survive & Thrive IX

Survive & EIC Insight Report 2025 Volume IX

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

Interviews for the 2026 Survive & Thrive Insight Report will start in January 2026

The WESCA winners 2025

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Benefits

Rotork Integrated ethernet innovation enhances market leadership Darren Silverthorn Product Manager – Electric Actuators How is Rotork thriving? Rotork has enhanced its market position by developing an integrated ethernet solution for its IQ3 Pro range actuators. Launched in 2024, this technical innovation enables highbandwidth industrial communication across multiple protocols, supporting advanced asset management capabilities through remote data collection. By incorporating technology directly within the double-sealed enclosure of its actuators rather than relying on a gateway solution, Rotork has enhanced both product reliability and its competitive advantage. Recently, Rotork has joined Rockwell Automation’s Technology Partner Program. The IQ3 Pro electric actuator with EtherNet/ IP™ connectivity will be featured in Rockwell Automation’s Technology Partner product reference catalogue and system design tools as part of the partnership. This integration will make it easier for engineers, system integrators, and end users to specify Rotork’s advanced actuation solutions in various industrial applications. The challenge - Rotork strives to deliver robust, reliable communication solutions for ever more digitalised industrial environments. Its existing Ethernet Gateway technology, while fit for purpose, was primarily a bolt-on addition that carried several operational challenges. Namely, it required additional certification processes, extended implementation timelines and exposed critical components to potentially harsh environments. At the same time, customers were requiring more sophisticated asset management capabilities and real-time diagnostic data access for predictive maintenance. Both internal service teams and end-users needed remote access to extensive diagnostic information that previously required physical presence at installation sites. The complex regulatory requirements across multiple global jurisdictions further complicated the development path, meaning any new solution needed to maintain the company’s extensive safety certifications while improving communication capabilities. The solution - Recognising these challenges, Rotork began developing an integrated ethernet solution. Rather than continuing with external bolt-on technology, the company designed a solution that would be fully contained within the double-sealed enclosure of its actuators, with only wiring connections in the terminal compartment.

This approach delivered several critical advantages. Most significantly, it maintained the actuators’ watertight and explosionproof enclosure certifications, allowing deployment in the most demanding environments. The integration also significantly streamlined the certification process, which has improved efficiency and reduced time-to-market for customised configurations.

▸ Rotork’s new solution aims to reduce costs, improve maintenance forecasting and minimise unplanned downtime. ▸ This new solution was able to strengthen the company’s competitiveness.

Key findings For young people ▸ Don’t be afraid to ask questions or share your ideas. If you bring your curiosity and your drive, there’s no limit to where you can go.

The engineering team focused on creating a truly versatile communication solution, developing an option card capable of ‘speaking three different protocol languages’ – Modbus TCP, EtherNet/IP and PROFINET. This capability provided Rotork with a significant competitive advantage, as most competing systems excel at one protocol but have limitations with others. The strategic importance of this feature became particularly evident in the American market where the EtherNet/IP protocol dominates.

For industry ▸ Trust your technology providers, greater collaboration between parties will be beneficial for all.

The project involved meticulous planning to overcome several technical challenges. The engineering team needed to anticipate future technology needs to ensure the integrated solution would remain viable for years to come. Incorporating ethernet functionality into the existing actuator designs required development by the engineering team with rigorous testing to maintain reliability standards. The team also had to address supply chain pressures through early supplier engagement.

Main industries served: ▸ Oil and gas – 47% ▸ Others (non-energy) – water and power, chemical, process and industrial – 53%

Throughout the development process, Rotork remained steadfastly committed to innovation and reliability. These principles were not seen as contradictory but complementary – innovations needed to improve customer experience while maintaining product integrity and reliability. This philosophy guided every development decision, with extensive internal testing ensuring the final product would meet Rotork’s stringent quality standards. The resultant Integrated Ethernet Actuator solution, launched in September 2024, provides high-bandwidth connections enabling advanced asset management through remote data collection. Connection is established through two RJ45 or M12 connectors with network control parameters configurable via the actuator’s display, Insight 2 software or the integrated webserver. The system supports line, ring and star topologies for extensive network design compatibility, with 10/100 Mbps speeds. Crucially, the new solution enables remote access to the IQ3 Pro’s internal data log via the webserver, allowing seamless data collection and uploading to Rotork’s intelligent Asset Management (iAM) cloud-based system. This capability provides customers with detailed insights into actuator and valve conditions. Combining customisable

Rotork at a glance: Key products and services: provider of mission critical flow control and instrumentation solutions.

Headquarters: Bath, UK Year established: 1957 Number of employees: 3,500 Revenue: £754.4m

preventative maintenance with a predictive programme, like an intelligent asset management system, can reduce the chance of failure to near zero, reducing downtime, increasing profitability and improving a site’s overall safety. The market response has so far exceeded expectations, with orders received on the first day of launch. The solution’s versatility across communication protocols has strengthened Rotork’s competitive position, particularly in regions where specific protocols dominate. The company has also been quick to extend compatibility across its product range – at launch, they covered the most common range options, with the remainder of the range following at the start of 2025. Rotork’s solution has been installed at an Australian desalination plant, enhancing efficiency and reliability through PROFINET technology. The project team specified a native PROFINET architecture with no gateways, ensuring seamless connectivity across the plant’s automated systems. To validate system performance, Rotork supplied a pre-launch Integrated Ethernet demo unit, allowing systems integration engineers to assess its capabilities before full implementation.

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Benefits

Roxtec Middle East FZE Diversifying to become a key player in the global energy future Firas Kafafi Managing Director

How is Roxtec Middle East FZE thriving? Roxtec has undergone a major transformation, shifting from a traditional product supplier into a trusted engineering partner in the global energy transition. But moving away from a declining oil and gas market and expanding into high-growth sectors like HVDC, offshore wind, and green hydrogen, the firm has achieved sustainable growth, doubled revenue, and positioned itself at the forefront of future energy infrastructure. The challenge - In recent years, Roxtec has faced significant disruption from external market shifts. The firm’s core industries like oil & gas and telecommunications that once accounted for roughly 30% of the firm’s revenue experienced a marked decline, putting immediate pressure on the business. It became clear that the firm’s existing revenue model was no longer sustainable. Indeed, strategic diversification was needed – quickly. At this same time, the global energy landscape was rapidly evolving. For the firm, pivoting towards renewable energy, crossborder grid integration and decarbonisation projects was a logical avenue to go down. To survive, and indeed thrive, Roxtec knew it would need to make a decisive move into these emerging sectors, with a particular eye on the high-voltage direct current (HVDC), offshore wind, and green hydrogen markets. Making that change would be no easy task. Internally, it would mean more than just a new product focus – fundamental mindset changes and shift from product-led sales to a consultative, solutions-driven model would be required, particularly in industries where safety, reliability, and regulatory compliance are non-negotiable. Additionally, many infrastructure projects were becoming larger and more complex. Therefore, Roxtec would also need to scale its technical capabilities, equipping its teams to meet a variety of new and evolving challenges, from fire protection to hydrogen-tight sealing. Albeit a strategic opportunity, it was a compulsory change and business imperative if

the firm was to step out of a declining market and move forward into a brighter future. The solution - Roxtec seized the initiative, pivoting to build expertise and an attractive offering in high-growth areas of the evolving energy landscape. Quickly, it became laser focused on emerging applications such as wind farms, cross-border electricity interconnections, HVDC converter stations powering offshore rigs, and green hydrogen electrolyser projects where its technical capabilities could play a critical role. A turning point came in 2015, when Roxtec identified vulnerabilities in local substations – particularly around water ingress and fire protection. These smaller projects provided a launchpad to validate the company’s innovative approach, enabling it to build technical credibility and refine its sealing solutions. A dedicated power sales team was also established, allowing Roxtec to keep a finger on the pulse of customer needs and industry trends. From here, the company began adapting its portfolio in line with specific requirements – harsher environments, larger cable diameters, higher voltages, and extreme conditions such as saltwater exposure and hydrogen containment. This evolution marked Roxtec’s shift from a product supplier to a trusted engineering partner. By 2022, the firm’s efforts to support customers with end-to-end technical expertise paid off. The company began to expand into larger, more complex infrastructure projects, scaling solutions and adapting to new engineering challenges. The company’s modular sealing technology played a pivotal role, providing a technical edge thanks to its adaptability that enabled the firm to tailor solutions to varying project demands. This, coupled with Roxtec’s strong local teams and global footprint, enabled it to credibly scale into new regions and sectors. Indeed, the firm has now worked on many high-impact projects, including a major HVDC Interconnection between Egypt and Saudi Arabia where its sealing systems are providing long-term cable protection. It also worked on an ADNOC-TAQA Offshore HVDC initiative, ensuring the reliability of offshore cable systems delivering renewable power to oil and gas platforms. In the green hydrogen space, Roxtec has supported Plug Power by supplying gas-

▸ 75% increase in annual revenue in 3 years. ▸ Power-related projects now account for almost 15% of Roxtec’s annual business.

Key findings For young people ▸ Be curious and stay adaptable – innovation comes from listening to the market, challenging assumptions, and being willing to evolve. For industry ▸ Focus on building organisations that are not only innovative but also resilient and aligned with the bigger mission: enabling a cleaner, more secure energy future. For government ▸ Help accelerate the clean energy transition by removing barriers to innovation and creating an environment where companies can thrive while doing the right thing.

Roxtec Middle East FZE at a glance: Key products and services: modular-based cable and pipe sealing solutions. Main industries served: ▸ Oil and gas – 40% ▸ Conventional power – 20% ▸ Others (non-energy): marine – 40% Headquarters: Karlskrona, Sweden Year established: 1990 Number of employees: 1,027 Revenue: £260m Revenue from exports: 50%

tight sealing solutions for electrolyser manufacturing, helping to prevent hydrogen leakage. Meanwhile, its work on offshore wind farms like BorWin6 and Hollandse Kust Zuid (HKZ) have demonstrated the ability of its sealing technologies to withstand extreme saltwater exposure, pressure and fire risks. Overall, it’s growth has been consistent and prosperous. Annual revenues have increased from US$200 million in 2021 to US$350 million in 2024, with consistent year-overyear gains. Further, power-related projects now account for almost 15% of Roxtec’s annual business. Overall, Roxtec has fundamentally and successfully reshaped itself as a firm at the heart of tomorrow’s energy infrastructure solutions.

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RSK Ireland

Benefits

Driving growth and greater project wins through groupwide collaboration Michael Kerr Regional Business Development Director (Ireland) How is RSK Ireland thriving? By embracing the collective strength of the RSK Group, RSK Ireland has transformed its ability to expand beyond its core services and provide a wider range of solutions for its customers. Now thriving across the island of Ireland (NI & ROI) and diversifying its services, underpinned by a strong RSK Group presence in the water sector, the company has doubled its revenue since 2021 while bidding activities have quadrupled. In summary, by leveraging RSK Group’s position as a global leader in the delivery of environmental and engineering services, RSK Ireland has set a new standard for integrated, high-value project delivery. The challenge – Established in 1989, RSK Group is a diverse organisation comprising over 200 businesses, with a strong focus on solving client problems and environmental challenges. Among these subsidiaries is RSK Ireland – a multi-disciplinary environmental consultancy, supporting energy transition, construction and infrastructure development projects across the public and private sectors. RSK Group has a strong track record of delivering multi-disciplinary solutions, with companies across the group often working together to solve complex challenges. While this was true to some extent in Ireland, the business recognised significant opportunity to improve collaboration and from 2020 onwards has dramatically expanded its service offering through strategic acquisitions. For RSK Ireland, this opportunity was clear – by leveraging the wider RSK network, it would have the opportunity to enhance its own service offerings, pitch for larger, multifaceted projects and drive long-term success. The solution – RSK Ireland and the newly acquired Irish enterprises have focused on making best use of RSK’s internal network and retaining more work in-house, avoiding outsourcing where possible. In doing so, RSK Ireland quickly gained access to a wealth of in-house expertise that it was able to use to expand its reach beyond traditional single-

service projects and subsequently began bidding for multi-disciplinary projects. While this expansion brought its own set of challenges, requiring a shift toward a more solutions-oriented approach that meant embracing longer project cycles and hiring more staff to manage demand, the opportunities its new approach presented quickly became evident. A key example can be seen when RSK Ireland was approached by Irish Drilling, a fellow RSK Group company, to bid on a construction and environmental management plan for an international client launching its first project in Ireland. Specifically, the project focused on a former energy generation site with historical contamination issues. Before new energy infrastructure could be built, the site required a thorough environmental assessment to determine the extent of legacy pollution. Shortly after the first commission, the client required a broader scope of technical services and solutions. This ultimately required the expertise of nine different RSK companies: RSK Ireland as project lead supported by RSK Geosciences, RSK Geophysics, Irish Drilling, RSK Asbestos, Structural Soils, Central Alliance, PB Drilling and Geocore all coordinated and offered under a single procurement package to the client. Bringing so many RSK companies together on an Irish-based project was a new approach as many of these companies had typically worked independently or on 2-3 company collaborations in GB, and naturally, the project presented several challenges including the logistical challenge of seven GB based teams working on the project. The teams had to work shoulder to shoulder within a fixed site footprint, within a narrow delivery timescale, while upskilling teams to meet the regulatory compliance demands and project’s specification. Despite the restrictions, it ultimately proved to be a great success. Through seamless collaboration, RSK entities successfully delivered the €500,000 project, with 95% of the work retained within the RSK Group, where high safety and quality standards can be more strongly controlled. Since then, RSK Ireland’s collaborative approach has become a best practice example for RSK Group, with the Ireland entity having reaped the rewards. Increased project value,

▸ Overall revenue increase and contracts rise in average value. ▸ Successful collaborative projects, most of the work retained within the RSK Group.

Key findings For young people

▸ Be versatile, keep upskilling, volunteer for everything, get involved.

For industry

▸ To get people’s attention, you have to be the most interesting thing in the room!

For government

▸ Think beyond an electoral time-period.

RSK Ireland at a glance: Key products and services: multi-disciplinary environmental consultancy, supporting energy, infrastructure, public and private sector.

Main industries served (Group):

▸ Energy – 25% ▸ Others (non-energy): built and natural environment, water, infrastructure – 75% Headquarters: Helsby, UK Year established: 1989 Number of employees: 45 Revenue: £4.1m Revenue from exports: 30%

a doubling of company revenue and a higher degree of technical capacity and capability are just some of the resulting benefits. The firm has also seen a fourfold increase in bidding activity, with RSK Ireland now submitting 80+ tenders per year, compared to just 20 annual bids just four years ago. Beyond financial growth, the company has also diversified significantly. A decade ago, a high proportion of RSK Group’s turnover came from contaminated land and ground services, with little-to-no presence in the water sector. Today, highly Group revenue comes the built and natural environment, water, energy and infrastructure sectors in broadly equal measures. By proving that a collaborative mindset leads to business growth, RSK Ireland has exemplified the value in a multi-disciplinary approach and paved the way for more integrated, high-value projects across the organisation, with RSK Group now better positioned to secure larger contracts, enhance its market presence, and deliver comprehensive solutions to clients worldwide.

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Story type #collaboration (main category) #energy transition, #service & solutions

Benefits ▸ RSM’s renewables and cleantech practice has grown from nothing to £5m in annual revenue in six years.

RSM Building a renewables and cleantech advisory powerhouse Sheena McGuinness Partner, Co-Head of Energy and Natural Resources, and Head of Renewables and Cleantech How is RSM thriving? RSM UK has successfully established itself as a leading provider in the renewables and cleantech sector by leveraging its crossfunctional expertise and developing a comprehensive project lifecycle model. Since launching the dedicated service line in 2018, RSM has become a recognised industry expert and generated revenues exceeding £5m in 2024 – an 8% year-on-year increase in order intake. The company’s success stems from its ability to integrate diverse tax, accounting and financial advisory capabilities into a cohesive offering that addresses the complex challenges facing renewables developers. In doing so, RSM has built strong client relationships across the sector, helping stakeholders navigate the evolving regulatory landscape while optimising financial outcomes. The challenge - In 2018, RSM UK had no dedicated focus on renewables and cleantech despite housing capabilities that were highly relevant to the sector. Traditional advisory firms had yet to stake their claim, meaning there was something of a first mover advantage to be had. Indeed, the renewables landscape was in a state of flux, with subsidies being removed across the UK and Europe, creating uncertainty for developers who were reluctant to take on merchant risk. This market disruption presented both a challenge and an opportunity for RSM to position itself as a trusted advisor. Tax, as one of the government’s primary fiscal levers for shaping corporate behaviour, was becoming increasingly important for renewable energy projects. However, RSM lacked visibility in this space and needed to demonstrate its value to stakeholders concerned about tax implications and merchant risk – factors that could significantly impact project financing decisions. Additionally, though RSM possessed substantial expertise across various service lines, these capabilities were often siloed and prevented the firm from offering the integrated solutions that renewable energy clients needed. The solution - RSM’s transformation began

in 2018 when Sheena McGuinness, formerly head of tax for Shell Renewables, joined the firm with a vision to establish a comprehensive renewables and cleantech practice. Recognising that no advisory firm had yet established dominance in the sector, McGuinness identified an opportunity to position RSM as the go-to advisor for renewables projects. The cornerstone of this strategy was the development of a project lifecycle analysis that mapped RSM’s diverse capabilities against the typical phases of renewable energy projects. This helped identify which RSM departments could support different aspects of renewable energy development – from initial feasibility through to ongoing financial reporting. Implementation of the vision followed a carefully planned out trajectory. After conducting internal capabilities assessment in late 2018, RSM spent 2019 building its industry profile through conference attendance and network development. By 2020, the company had formulated a more formal campaign with dedicated marketing materials and began winning significant business. This allowed it to allocate more resources to the growing renewables and cleantech division. The project lifecycle framework provided a tangible tool that helped both clients and internal teams understand how RSM’s services aligned with renewable project needs. Ultimately, this has made the complex world of renewables less daunting and more accessible, enabling the company’s professionals to identify precisely where they could add value. A prime example is RSM’s work with Power Tree Chile, a UK Export Finance-funded £300m PV solar farm project. What began as tax advisory work expanded to include contract structuring to optimise profit repatriation, financial modelling, financial reporting support and personnel recruitment assistance. This comprehensive engagement, involving multiple RSM departments across international borders, generated over £200,000 in revenue while delivering substantial value to the client. The firm also distinguished itself through a ‘grow your own’ talent development approach. Rather than hiring ready-now specialists, RSM focused on training and developing university graduates to build a team with the versatility to support diverse client needs across the renewables sector. From a numbers perspective, the strategy is paying dividends. In just six years, RSM’s

▸ Media coverage has increased significantly, supporting RSM’s recognised for its sector expertise.

Key findings For young people ▸ Be interested in what clients have to say. For industry ▸ Win the hearts and minds of your staff. People need to understand why they are doing something. For government ▸ Live up to your political manifesto – especially about North Sea licenses.

RSM at a glance: Key products and services: tax accounting. Main industries served: ▸ Oil and gas – 5% ▸ Onshore renewable energy – 2% ▸ Offshore renewable energy – 1% ▸ Energy storage – 1% ▸ Others (energy): biomass and EV – 1% ▸ Others (non-energy): accounting – 90% Headquarters: London, UK Year established: 1988 (RSM UK, RSM International established in 1964) Number of employees: 65,000 Revenue: £9.5bn Revenue from exports: 75%

renewables and cleantech practice has grown from virtually non-existent to generating over £5m in annual revenue, with inquiries up 8% year-on-year in 2024. Meanwhile, media coverage has increased by 180% compared to 2023, and the firm is increasingly recognised for its sector expertise. Perhaps most tellingly, the practice has built strong client loyalty, with executives often bringing RSM into new organisations when they change roles – a powerful indicator of the trust and value the firm has established in the market. Looking ahead, RSM is expanding its focus to include emerging areas such as AI for energy applications and grid solutions for data centres, while targeting growth in Scandinavian renewables markets. By continuing to integrate its diverse capabilities around client needs, the company has transformed a market challenge into a significant growth opportunity.

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Safelift Offshore Scaling up for strategic project growth Steven Simpson Managing Director

How is Safelift Offshore thriving? With over 30 years of experience in safety-oriented lifting and manual handling equipment, Safelift Offshore has successfully transformed its business model to tackle larger-scale projects while maintaining its core customer base. This dual approach, coupled with significant investment in new facilities, has driven revenue growth from £4.9m in 2023 to £5.5m in 2024, with exports now accounting for 42% of sales. The challenge – As an established manufacturer of safety equipment for the global energy sector, Safelift faced the complex challenge of balancing day-to-day operations with increasing opportunities in large-scale projects. The company recognised that while these major projects offered significant growth potential, they typically involved extended timelines of 1824 months from RFQ to order placement, thereby creating new demands on resources and working capital. Furthermore, the evolving nature of procurement in the energy sector meant dealing with globally dispersed teams rather than local buyers. This brought additional complexities in terms of commercial arrangements and storage requirements, with most RFQs now demanding 60 or more days of storage capability. For an SME with 35 employees, managing these changing dynamics while maintaining service levels for existing customers presented a significant challenge. The solution – In 2024, Safelift embarked on a strategic transformation which involved developing a dual-pronged sales approach to drive business growth. The company restructured its operations, creating a dedicated projects department to handle larger-scale opportunities while maintaining its traditional sales function for day-to-day business. A crucial element of the strategy involved investing over £800,000 in a new fabrication facility with overhead crane installation. This expansion addresses both storage

requirements for larger projects and creates improved working conditions for staff. The investment also allows the company to repurpose its existing fabrication unit, providing much-needed additional capacity for its growing operation. Safelift’s approach to growth has been methodical and based on around a need for careful resource management. Rather than rapidly expanding headcount, it is focusing on strategic recruitment in key areas such as design engineering, project engineering and sales, with an emphasis on hiring multifaceted individuals who can adapt to the diverse requirements of an SME environment. A significant advantage in implementing this strategy has been Safelift’s self-sufficiency in design, manufacture and testing capabilities. This in-house expertise allows for quick decision-making and adaptability across multiple sectors and global markets, and the company has leveraged these capabilities to enhance its service offering – for example, it has introduced a comprehensive safety catalogue and educational initiatives to facilitate direct ordering for clients. Cross-selling opportunities have also emerged, with rental provisions and container solutions becoming two major growth areas. Recent projects showcase the Safelift’s expanding capabilities, including the design and manufacture of bespoke DNV-certified baskets for largescale wind farm substations. A notable example is the Seagreen Offshore Wind Farm project, where Safelift provided a complete mechanical handling package including access, height safety and handling equipment for the converter platform. The company has also developed a unique approach to package solutions, where a variant % of delivered equipment comes from carefully selected alliance partner suppliers, integrated with Safelift’s equipment. This model demands sophisticated project management to align multiple supply timelines but enables the company to offer comprehensive solutions to major clients including TenneT, Harbour Energy, Equinor and McDermotts. The success of this approach is reflected in strong client retention rates and increasing word-ofmouth recommendations, particularly in the expanding renewables sector. Safelift will continue to expand its global

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Story type #scale up (main category) #export, #service & solutions

Benefits ▸ Exports growing from 30% to 42% yearon-year. ▸ Strong client retention rates and increasing word-of-mouth recommendations.

Key findings For young people

▸ Don’t hold back to tell people your story and how that brings your skills to the organisation.

For industry

▸ Treat everyone exactly the same, you never know where your interaction with that person will come up again.

For government

▸ Involve key businesspeople in decisionmaking regarding energy policy.

Safelift Offshore at a glance: Key products and services: design and manufacture of safety-orientated lifting and manual handling equipment.

Main industries served: ▸ ▸ ▸ ▸

Oil and gas – 60% Offshore renewable energy – 20% Nuclear power – 2% Others (energy) – 18%

Headquarters: Aberdeenshire, UK Year established: 1994 Number of employees: 35 Revenue: £5.5m Revenue from exports: 42%

presence in the future and build on its client bases across multiple regions such as the Middle East, West Africa, Canada, Malaysia and Europe. With renewable energy now accounting for 20% of revenue and exports growing from 30% to 42% year-on-year, the company is well-positioned for sustained growth. Plans for 2025 target at least 10% further growth, supported by ongoing investment in capabilities and market expansion.

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39 2025 JulyJuly 2025 Success Stories

Story type #service & solutions (main category) #innovation, #optimisation, #transformation

Benefits

Schneider Electric

▸ Clients recorded emissions reductions of 7-12% and significant improvements in downtime metrics.

Adding greater value for clients with an integrated operating model

▸ Group earnings increasing from €27.2bn in 2019 to €38bn in 2024.

Key findings Elias Panasuik Senior Director of Offer Enablement, Process Automation Portfolio How is Schneider Electric thriving? Schneider Electric integrated its previously siloed power and process divisions to address critical client challenges in project efficiency. Through its innovative EcoStruxure Power & Process initiative, launched following extensive customer workshops in 2019, the company has delivered strong results across more than 100 projects, reducing CAPEX by up to 20% on electrical and automation scopes, cutting emissions by 7-12%, and decreasing unplanned downtime by 15% while enabling 75% faster recovery. A flagship gas project in Egypt demonstrated the strategy’s impact, reducing project execution from 12 to seven months and timeto-gas by over 50%. The challenge - Client feedback from a series of global workshops revealed frustration with inconsistent approaches across project lifecycles, leading to budget overruns caused by design flaws. Customers struggled with both CAPEX efficiency during project development and OPEX optimisation during operations, facing challenges in process efficiency, maintenance costs and energy usage. This inspired Schneider Electric to rethink its model to meet evolving client demands. They embarked on a journey to better understand how to help foster internal and external collaboration to remove some of the traditional siloes between power and process This separation of system design and operation within its structure meant that critical data sets were no longer isolated. The solution - Schneider Electric’s transformation began with the decision to integrate its power and process divisions into a unified offering, a process which required breaking down organisational barriers and creating multi-functional teams that could deliver comprehensive solutions to complex client challenges. The catalyst was a series of global ‘lighthouse’ workshops in 2019 which brought together key clients to understand their most pressing needs and discuss universal challenges around project efficiency, operational costs and sustainability goals.

In response, Schneider formed an exploratory working group, drawing talent from different specialist divisions to develop integrated digital platforms to bridge operations and provide access to previously siloed data. This initiative evolved into a permanent team under the EcoStruxure Power & Process solution in 2020. The new approach was tested at a large natural gas field in the Mediterranean. The customer challenged Schneider to review already-completed designs and identify efficiency improvements. Schneider responded by combining different scopes of work, ultimately achieving a 55% reduction in low-voltage and process control operating equipment and reducing the medium-voltage equipment footprint by 30%. Schneider also redesigned its supply chain to reduce schedules and improve construction speed through innovations such as transformer package redesigns. While the typical benchmark for such projects is six years from shovel-in-dirt to production, this was brought online in just 2.5 years. Schneider’s scope of work, normally requiring 18-24 months, was completed in only nine months. Building on foundations laid in 2014 with the acquisition of Invensys, which enhanced Schneider’s engineering expertise for complex projects, the company has expanded its integrated approach across its operations. Schneider’s breadth of portfolio – spanning energy management, industrial automation and control, and software – provided a significant advantage, enabling fast deployment of in-house capabilities. The company also established an in-country team to maximise on-site expertise and minimise delays, and their deep talent pool across many disciplines further supported implementation. Today, Schneider has applied this integrated approach across more than 100 projects. Beyond the direct financial benefits of reduced CAPEX and OPEX, clients have benefited from emissions reductions of 7-12% and significant improvements in downtime metrics. For Schneider, the strategy has also yielded benefits, in that their expertise is integrated into clients’ decision-making processes much earlier, leading to stronger partnerships throughout the operational phase. This has

For young people ▸ Bring ideas, energy, creativity, perspective and challenge the status quo. For industry ▸ Rethink your approach. Success in any transition economy requires visionary leadership, pragmatism and the ability to execute a collaborative strategy. For government ▸ Speed up ‘onshoring development’ in US and Canada – more localised manufacturing, localised expertise and reduced barriers to trade in US and Canada.

Schneider Electric at a glance: Key products and services: electric distribution, control and automation products and services. Main industries served: ▸ Oil and gas ▸ Conventional power ▸ Nuclear power ▸ Offshore renewable energy ▸ Onshore renewable energy ▸ Hydrogen ▸ Carbon capture ▸ Energy storage ▸ Others (non-energy) Headquarters: Paris, France Year established: 1871 Number of employees: 150,000 Revenue: £32.5m

contributed to sustained revenue growth, with group earnings increasing from €27.2bn in 2019 to €38bn in 2024. Looking ahead, Schneider is prioritising growth in Africa, Southeast Asia and China, with a particular focus on expanding capabilities in hydrogen and carbon capture technologies. The company will also continue investing in AI, both for internal systems and to drive the transformation of softwaredefined automation systems.

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Story type #culture (main category) #scale up, #service & solutions

Benefits

Select Offshore

▸ The company has grown its offshore business by 52% in 2024 and expects to achieve 60% growth in 2025.

Innovative ‘Total Crew’ approach drives rapid growth journey

▸ Successful strategy with Total Crew now holds 25% of Select Offshore’s revenue.

Key findings Mike Tann CEO

How is Select Offshore thriving? By transforming from a traditional recruitment agency into a solutions provider, Select Offshore has achieved remarkable growth in just five years, increasing revenue from US$10m in 2020 to US$52m in 2024, with a projected US$85m for 2025. Founded in 2013 by industry veterans Mike Tann and Ryan Burville, the company has leveraged its entrepreneurial spirit to develop Total Crew – a service that manages the entire mobilisation process including visa processing, compliance checks, travel and logistics. This approach has proven particularly valuable in the renewable energy sector, which now accounts for 70% of the company’s business. With 92% of revenue generated outside the UK and a new Dubai office opened in 2024, Select Offshore has positioned itself as a problem-solving partner for EPCs and service companies in the global energy market. The challenge - Select Offshore faced significant challenges in a highly competitive recruitment landscape where multiple agencies often propose the same candidates, creating a race to secure talent without ensuring quality for clients. This fragmented approach to hiring created several pain points, particularly for vessel operators and complex projects. Clients also frequently encountered problems with inconsistent day rates when using multiple agencies, causing tensions when personnel working side by side received different compensation. The industry-wide shortage of qualified personnel, particularly in specialised renewable energy roles, made it increasingly difficult to source adequate talent pools. These challenges became particularly acute during COVID-19. With the limitations of the traditional recruitment model clear for all to see, Select Offshore wanted to do something different. The solution - This led to the development of Total Crew, a comprehensive solution launched in June 2023 that transformed Select Offshore into a full-service crew management provider.

It was built with two major sources of input and inspiration – insights gained from client discussions about their pain points were taken on board, with ideas then evolving naturally from the company’s entrepreneurial culture. The Total Crew service encompasses the entire process required to get personnel onto projects, including visa processing, compliance checks, travel arrangements, accommodation and logistics support for mobilisation. By standardising day rates and handling all aspects of crew management through a single provider, the solution eliminates the inconsistencies and disputes that can arise when multiple agencies are involved. Total Crew was also partially born out of an innovative response to COVID-19 challenges in 2020. When a German ship owner faced impossible crew changes due to the absence of flights to Trinidad and Tobago, Select Offshore took the initiative to charter a Boeing 757 aircraft at a cost of £196,000. After confirming interest from multiple clients, the company coordinated with local shipping agents and the Ministry for National Security, arranged quarantine facilities, PCR testing and COVID-safe transport. The chartered flights proved so successful that the service was expanded to include larger aircraft and additional routes, operating for 18 months and ensuring continuity for offshore operations during the pandemic. Building on this experience, the Total Crew concept was developed to address broader industry challenges beyond the pandemic. It particularly resonated with clients working on offshore wind projects, where coordinating specialist personnel across international borders has become increasingly complex, especially following Brexit. Here, Select Offshore leveraged its expertise to advise clients on navigating the process of bringing EU nationals to UK projects, helping them access the talent needed for renewable energy developments. The implementation of this strategy has delivered impressive results, with the offshore business growing by 52% in 2024 alone. The company has reinvested in its capabilities by hiring additional senior managers to support further expansion and foresees another 60% growth in 2025. Indeed, the Total Crew service now accounts for approximately 25% of Select Offshore’s revenue, generating an estimated US$13m in 2024 with a projected increase to US$20m in 2025. The success of the new Total Crew approach

For young people ▸ Specialise and really get to know the market they are focusing on. For industry ▸ Develop a great culture in your business with constant feedback, at all levels including C-level. For government ▸ More ‘pro-business’ and ‘pro-SME’ approach. ▸ Don’t go against oil and gas so aggressively as a more phased transition is needed.

Select Offshore at a glance: Key products and services: recruitment. Main industries served: ▸ Offshore renewable energy – 60% ▸ Oil and gas – 25% ▸ Onshore renewable energy – 10% ▸ Conventional power – 2.5% ▸ Nuclear power 2.5% Headquarters: Essex, UK Year established: 2013 Number of employees: 72 Revenue: £52m Revenue from exports: 92%

has been epitomised by the extensive support that Select Offshore provided to Hinkley Point C nuclear power station. Beginning in September 2023, Select Offshore provided comprehensive personnel services across multiple work scopes, consisting of welders, lifting personnel and engineers. This engagement has seen Select Offshore transform its status from second supplier to the number one provider across entire marine engineering businesses, effectively tripling revenue within the marine division internally. By transforming a traditional recruitment model into a solutions-based approach that addresses the full spectrum of client needs, Select Offshore has created a differentiated position in the market and established a platform for sustained growth across both traditional and emerging energy sectors.

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Story type #technology (main category)

Benefits

Sensia Reinventing flow metering through smart innovation Tom Shannon North EMEA - Regional Sales Manager How is Sensia thriving? Established in 2019 as a joint venture between Rockwell Automation and SLB, Sensia has quickly established itself as the energy industry’s first digitally enabled, integrated automation solutions provider. Launched with incredible momentum, Sensia bring together more than 1,100 experts combined with market leading solutions from its parent companies. As an automation specialist, Sensia’s technologies are designed to sense, think, control, and optimise every aspect of production, making operations smarter, safer, and more sustainable. In today’s dynamic and increasingly complex oil and gas industry, every large operator has a unique set of needs and objectives. Sensia is consistently exploring how to push its innovations further, embedding more intelligence and core technologies into its solutions to transform industry processes and deliver greater value for customers. In terms of Sensia measurement capabilities, over many decades, the Caldon brand has demonstrated continued innovation in the field of ultrasonic meters for high accuracy measurement within the oil and gas sector. The challenge - Multipath gas ultrasonic meters can achieve the highest accuracy classes required by national and international standards. Uncertainty at the time of installation is controlled by type testing and calibration. However, understanding the performance of ultrasonic meters over an extended period in operation has been identified as the most important issue requiring resolution. For liquid applications, there are opportunities to utilise in-situ proving, master meters, or deploy recalibration strategies based on the application and any restrictions. Unlike liquid, there are no in-situ proving methods for gas, although opportunities remain for master metering, prescriptive recalibration or the use of diagnostic information to infer measurement performance. Each approach has advantages and disadvantages where the latter can result in implications for CAPEX, OPEX or financial exposure. As Operators seek to reduce system complexity

and operational cost, they continue to search for enhanced methods to validate the performance of their custody transfer systems whilst maintaining traceability, managing operational risk and financial exposure. Due to more complex approaches over the last 15-20 years, some customers gravitated towards using Condition-Based Monitoring solutions. However, diagnostic information available from ultrasonic meters prior to the SVM development is qualitative, only indicating that there is a problem or a change in process conditions but not quantifying the impact of that problem or change on the accuracy of the flow meter. The solution - The results of these efforts have culminated in the development of Sensia’s unique and patented Self-Verifying Meter (SVM). The first step, a quantitative method of the primary path velocity measurements performed by a multipath ultrasonic meter, was patented in 2016. This was the most important step, but additional effects on measurement accuracy, such as flow velocity profile were also addressed. Further patents were granted in 2019, and 2022 with product development on going in parallel The SVM represents a fundamental shift in how ultrasonic metering systems can be designed, operated and validated. Sensia’s SVM has changed the game by delivering a quantitative evaluation of meter performance with a live uncertainty value from first principles updating every second. In addition to a continuous and instantaneous output of uncertainty in terms of volumetric flow rate or a relative percentage value, the SVM totalises uncertainty within the G3 electronics. Pending the application, SVM technology delivers significant operational advantages through its ability to demonstrate to the operator that the measurement performance is within contractual expectations, therefore removing prescriptive manual intervention whether that is pipeline depressurisation for meter inspection, cleaning or recalibration. The impact of the SVM has been nothing short of significant. In one case, in addition to significant savings in footprint, Sensia was able to reduce metering system weight on an FPSO from 150 tonnes to just 90 tonnes. Furthermore, system pressure drop was reduced by around 1 bar, which has a measurable effect on pumping energy requirements and offloading time. The capital expenditure savings are substantial,

▸ Delivers high confidence in measurement performance through a quantitative evaluation of measurement performance from first principles, either reducing or avoiding prescriptive recalibrations pending local regulatory framework. ▸ Improves HSE and logistics by reducing or avoiding manual intervention. ▸ Delivers an opportunity for system complexity reduction whilst from a CAPEX and OPEX perspective.

Key findings For young people ▸ Don’t be afraid to make mistakes, it’s part of learning. For industry ▸ Industry has changed a lot, and yet still the same – trying to move product from A to B, and measure it as accurately and safely as possible. For government ▸ Continue with net zero, the decarbonisation path, as uncertainty stops everything.

Sensia at a glance: Key products and services: automation solutions provider. Main industries served: ▸ Oil and gas ▸ Conventional power ▸ Hydrogen ▸ Carbon capture ▸ Nuclear power Headquarters: Houston, US Year established: 2019 Number of employees: 1,100

where in this instance it was estimated that the CAPEX saving was US$2.5m. The complexity reduction in the system design, also results in significant OpEx saving, such removal of the prover, complexity high integrity valving, and operational tasks such as prover recertification. Naturally, the response has been incredibly positive. Since its commercial launch, Sensia have been working with multiple operators on a global basis for both liquid and gas applications which has developed into multimillion dollar solution projects, but more importantly resolving application challenges with significant CAPEX and OPEX savings.

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SEPAKAT Energy Services Sdn Bhd

Story type #collaboration (main category) #innovation

Sepakat Energy Innovative robotics provides the key to overcoming local market challenges Dzairenny Muslim Managing Director How is Sepakat Energy thriving? Brunei-based Sepakat Energy has successfully navigated a challenging market by transforming its service approach with a focus on robotics, artificial intelligence and advanced technology to reduce operational costs and improve efficiency. Despite a 40% reduction in revenue from 2023 to 2024 due to market constraints, the company achieved multiple industry firsts, including the world’s first offshore riser robotics inspection, Brunei’s first asset integrity campaign using AI and machine learning, and its first international contract. This technologydriven pivot has enabled Sepakat to maintain profitability while building new capabilities for regional expansion beyond Brunei’s borders. The challenge - Sepakat Energy faced existential threats in 2023-2024 as its primary client, implemented dramatic cost reduction initiatives driven by late-life asset challenges. With declining production volumes, rising operational costs and pressure to deliver consistent returns to its shareholders, Sepakat Energy’s main client implemented a programme to reduce spending across its supply chain – this had an immediate impact on Sepakat Energy through reduced work volumes, declining revenue, project deferrals and an adverse decision to not extend an existing contract. The traditional service delivery model was becoming increasingly unsustainable, with clients seeking substantial cost reductions of 20-30% on operational expenditure. Adding further complexity, client limitations on platform shutdowns – essential for Sepakat Energy’s core services – threatened to eliminate critical work opportunities. These factors created a perfect storm that required radical transformation. Indeed, continuing with businessas-usual approaches would risk irrelevance in a drastically changing market environment where efficiency had become paramount. The solution - Recognising these fundamental market shifts, Sepakat Energy implemented a transformation strategy focused on technology adoption and service delivery innovation. Rather than simply offering lower rates in a contracting market, the company repositioned itself as an efficiency partner, understanding that what clients truly needed was greater value. The foundation for this transformation had

been laid earlier through strategic partnerships with technology providers: NB Surveys for laser scanning (2017), Sky Futures for Unmanned Aerial Services (2021), Rototech for offshore riser robotics (2022), Planys Technologies for turbid water ROV inspection (2023), and through its subsidiary NB Surveys Asia, a partnership with Abyss Solutions for AI/ML inspection solutions (2024). However, it took the market pressures of 2023-2024 to create the conditions necessary for accelerated technology adoption. Leveraging these partnerships, Sepakat delivered several breakthrough projects. The company secured the world’s first offshore oilfield deployment of a topside-deployed riser inspection & maintenance robot with Rototech, successfully demonstrating robotic capabilities across three offshore risers. In partnership with Planys Technologies, Sepakat conducted Brunei’s first ROV inspection in murky waters, which is enabling clients to manage riverside jetty integrity without divers for the first time. The company through its subsidiary, NB Surveys Asia, further pioneered Brunei’s first asset integrity campaign using artificial intelligence and machine learning – this was carried out on two offshore platforms to perform paint prioritisation and corrosion detection utilising laser scan data. When personnel landing was impossible on abandoned platforms, Sepakat Energy along with its partner, Sky Futures, deployed drone-based engineering surveys across 20 offshore structures to support decommissioning operations. These innovations allowed clients to cut operational costs, improve efficiency, enhance safety by eliminating human exposure to hazardous environments, and deliver better-quality inspection data for integrity management decisions. By adapting its approach to focus on outcomes rather than traditional scope delivery, Sepakat has transformed its relationship with clients from service provider to solution partner. There have been challenges along the way. Resistance to change manifested both internally and externally, with scepticism about new technologies’ reliability in critical applications. The company also encountered structural resistance in integrating innovative approaches into existing commercial frameworks, requiring collaborative work with clients to accommodate new solutions through scope changes, contract modifications, or new purchase orders. Meanwhile, inevitable technical execution hurdles were faced when deploying cutting-edge technology in live operational environments.

Benefits ▸ The company was able to maintain its business performance in a difficult market environment. ▸ Sepakat Energy secured its first international service order and is formalising its regional expansion strategy.

Key findings For young people ▸ Be willing to adapt — the market, the client, and the landscape will keep changing. If you stay rigid, you’ll be left behind. For industry ▸ Accelerate the adoption of technology and industry 4.0. This technology gap needs to be addressed and closed for productivity and efficiency gains to be achieved. For government ▸ More focus is needed on helping Bruneian businesses grow regionally — through trade support, financing, and connections to new markets.

Sepakat Energy at a glance: Key products and services: service provider focused on asset integrity and specialised maintenance. Main industries served: ▸ Oil and gas – 100%

Headquarters: Kuala Belait, Brunei Year established: 2014 Number of employees: 92 Revenue from exports: 5%

However, the company overcame these issues, and the strategy’s success extended beyond technical achievements. For instance, the company through its subsidiary, Presserv SES secured its first international contract – a material preservation scope for a major upstream operator in Malaysia – marking a significant milestone in its regional growth ambitions. Meanwhile another subsidiary, NB Surveys Asia secured a scope to provide laser scanning services, allowing for its local Bruneian laser scanning surveyors to operate in the Gulf of Mexico for the first time. Although 2024 saw revenue decline by 40% from 2023, the company was able to maintain its profitability. More importantly, Sepakat Energy established a foundation for sustainable growth by proving its ability to deliver value through technology in challenging market conditions. Currently, the focus is on actively pursuing international opportunities leveraging off the partnerships they have developed based on robotics and AI technology deployment, and formulating a clear strategy for expanding into neighbouring markets.

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Story type #digital & AI (main category) #environmental sustainability & social impact

Benefits

Siemens Energy (Digital Products & Solutions) Revolutionising emissions monitoring with AI-powered predictive systems Martin Piesker Head of Digital Products and Solutions How is Siemens Energy (Digital Products & Solutions) thriving? Siemens Energy, with 102,000 employees globally and record performance in 2024, is transforming how emissions monitoring is conducted through its innovative Cloud PEMS (Predictive Emissions Monitoring System). The Munich-based gas turbine manufacturer serves both conventional power and oil and gas markets, and has successfully launched its AI-driven solution that calculates rather than measures emissions. With over 12,000 gas turbines installed worldwide and 4,000 actively monitored since 1972, Siemens Energy has leveraged its unique OEM knowledge to deliver cost reductions of 5080% compared to traditional continuous emissions monitoring systems (CEMS). The challenge - The company faced mounting pressure as practically all major customers and partners set decarbonisation targets for the next 25-30 years, with gas turbines being significant emitters. As a result, Siemens Energy needed to establish reliable baseline measurements for net zero targets while addressing cost challenges for both itself and its customers. Traditional continuous emissions monitoring systems presented substantial obstacles around being cumbersome to maintain, expensive to operate and increasingly unreliable with age. Customers faced significant ongoing costs for equipment maintenance, calibration and specialist personnel visits. These limitations led Siemens Energy to identify the core problem – finding a reliable and cost-effective way to measure baseline carbon emissions without depending on physical monitoring systems that were both expensive and prone to reliability issues.

and engineering model-driven calculations. This dual system runs algorithms in parallel, checking AI predictions against engineering model results to create highly accurate emissions baseline and tracking solutions. The company calls this innovation Cloud PEMS, a predictive emissions monitoring system developed entirely in-house. Implementation required careful regulatory compliance work. After extensive development, Siemens identified pilot client Serica Energy in mid-2024 to collaborate on testing solutions on operating machines. By late 2023, the company focused its solution on meeting both EU and US regulatory requirements. The first half of 2024 involved harmonising algorithms across different turbine sizes and types. Critical validation came through regulatory engagement with EU and US authorities, which endorsed Siemens’ combined emissions monitoring approach but requested an additional data validation module. Following successful pilot deployment in late 2024, commercial launch is scheduled for September 2025. A significant implementation challenge involved deployment options. Initially conceived as a cloud service, many countries prohibit crossborder data transfer, and oil and gas companies often operate their own cloud systems. In response, Siemens developed flexible solutions such as on-premises servers (EDGE) and cloud-to-cloud capabilities, creating a mass customisation approach where algorithms remain consistent, but infrastructure adapts to each client’s requirements. The Cloud PEMS system offers substantial advantages over traditional CEMS. These include no additional on-site equipment required, a 50-80% reduction in lifecycle costs, elimination of expensive calibration gases and skilled operator requirements, and capability to function with contaminated flue gases without costly SIL/ATEX compliance.

The solution - The answer to these challenges emerged from the recognition that Siemens Energy could leverage its extensive gas turbine expertise and existing data wealth, rather than rely solely on physical measurement systems. Development began around 2020, drawing on the company’s experience of remotely monitoring steam and gas turbines since 1972, with 4,000 units currently monitored from a fleet of 12,000 installed worldwide.

Beyond cost savings, the system enables fault identification through PEMS data analysis, which benefits both customers and Siemens Energy’s maintenance operations. The predictive nature of the technology will allow for proactive performance optimisation – this helps operators make informed decisions about plant operations and modifications to operating profiles to reduce emissions, fuel consumption and maintenance costs.

The breakthrough approach combines two methodologies – data-driven algorithms

Siemens Energy’s unique advantage lies in combining pure IT capabilities with deep

▸ Siemens’ new solution reduces costs and also changes how operators manage their environmental impact. ▸ The solution includes near real-time data displays and requires minimal on-site activities.

Key findings For young people ▸ Get the chance to do every job you can imagine – use the opportunity and try to discover as much as you can. For industry ▸ Everybody says they are doing AI. Shift that thinking, to really using AI and to find value for your business. For government ▸ In Germany, make Germany an attractive place to invest, work and grow.

Siemens Energy (Digital Products & Solutions) at a glance: Key products and services: gas services, grid technology, transformation of industry and wind power. Main industries served: ▸ Renewables ▸ Power and heat generation ▸ Power transmission ▸ Oil and Gas ▸ Pulp and Paper ▸ Marine ▸ Data Centers

Headquarters: Munich, Germany Year established: AG: 1847 (Siemens Energy: 2020) Number of employees: 26,000 (Gas Services) Revenue: £29bn (Siemens Energy)

field and equipment experience. So far, the company has successfully implemented more than eight projects worldwide for both dry low emission (DLE) and non-DLE combustors, with proven technologies available for various turbine models including A35, LM2500, SGT400, SGT-600, 700, 750 and 800. The solution integrates seamlessly with Siemens’ existing digital platforms (Omnivise, MyHealth) and can be applied independent of the turbines’ control system. Near real-time emissions data displays on human-machine interfaces and requires minimal on-site activities. This breakthrough is transforming how the industry monitors emissions and shows that sophisticated algorithms can deliver greater accuracy and reliability than traditional hardwarebased systems. By converting decades of operational knowledge into predictive intelligence, Siemens Energy has created a solution that not only reduces costs, but fundamentally changes how operators understand and manage their environmental impact.

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JulyJuly 2025 2025

Story type #energy transition (main category) #environmental sustainability & social impact, #scale up, #technology

Benefits

Siemens Energy AB (Sweden) Patience pays off thanks to record gas turbine sales

FEED Manager

Siemens Energy AB in Sweden is a subsidiary of Siemens Energy, one of the world’s leading energy technology companies with more than 101,000 employees in more than 90 countries. The Swedish entity has achieved exceptional success through its long-term commitment to gas turbine efficiency and hydrogen readiness. The SGT-800 gas turbine, built in Finspång, delivers marketleading 60% efficiency in its MW-range in combined cycle configuration. With first hydrogen-ready units sold to German municipal utilities and strong demand across Asia and North America, Finspång’s twodecade investment in sustainable technology has positioned it firmly as one of the leading contributors to the energy transition. The challenge - For Siemens Energy’s Finspång facility, the major challenge hasn’t been responding to recent market disruption – rather it, has centred around maintaining a consistent focus on efficiency and fuel flexibility across decades while others chased different priorities. Unlike competitors who pivoted to decarbonisation only recently, Finspång began its journey over 20 years ago, developing technologies for both maximum efficiency and alternative fuels well before they became industry imperatives. This long-term vision required substantial sustained investment in research and development, testing infrastructure and advanced manufacturing. Initially, many traditional customers in sectors such as oil and gas had little incentive to prioritise efficiency as fuel was essentially free to them, while hydrogen remained primarily a waste gas in refineries as opposed to a cornerstone of energy transition. The facility also needed to balance its innovation agenda with daily production demands. At the same time, it needed to continuously improve its core products through incremental advances in materials, temperature tolerance and leakage reduction – a patient approach that contradicted the industry’s tendency to reinvent solutions.

▸ Strong market position.

Key findings For young people ▸ Commit to learn the technology.

Anders Hellberg

How is Siemens Energy AB (Sweden) thriving?

▸ Over 600 units of the SGT-800 gas turbines sold worldwide.

For industry ▸ Stick to facts. The solution - Siemens Energy’s success at Finspång stems from a consistent strategic vision that has evolved through persistent, incremental improvements rather than dramatic pivots. This approach began gaining momentum approximately 20 years ago when the facility was acquired by Siemens AG at that time – this provided access to additional technologies and expertise that complemented Finspång’s engineering heritage, which dates back to 1913. The strategy focused on two complementary pathways. First, relentless improvement in fuel efficiency – here, the company has achieved a remarkable 60% in combined cycle configuration for its 60MW SGT-800 turbine, a level that would typically require a 300MW unit. This efficiency translates into significant operational cost savings and emissions reductions for customers. Second, the facility invested early in alternative fuel capabilities, particularly hydrogen readiness. This work began around 15 years ago and initially addressed hydrogen as a waste gas in industrial settings before evolving to focus on its environmental benefits. A crucial enabler was the adoption of additive manufacturing, which allowed for rapid prototyping and the creation of advanced components capable of functioning with hydrogen blends. The testing infrastructure at Finspång has undergone continuous enhancement to support this development. A decade ago, the facility was rebuilt to accommodate hydrogen testing, with capabilities progressively increasing to handle 75% hydrogen blends. By 2030, Siemens Energy expects to achieve full 100% hydrogen compatibility, meaning most of its turbine frames will be able to operate seamlessly with either natural gas or hydrogen without modification. This developmental approach has capitalised on some of Finspång’s distinct advantages. As a manufacturer of smaller turbines (25-60MW), the facility had greater flexibility to experiment and iterate compared to producers of larger units. Its focus on decentralised power generation aligned perfectly with emerging

For government ▸ Invest in infrastructure in all ways.

Siemens Energy AB (Sweden) at a glance: Key products and services: gas turbines manufacture. Main industries served: ▸ Conventional power – 75% ▸ Oil and gas – 25% Headquarters: Finspång, Sweden Year established: 1913 Number of employees: 3,100

market needs for resilient, distributed energy systems. Additionally, being part of Siemens Energy provided access to broader technological resources while maintaining the site’s specialised expertise. So far, the SGT-800 turbine has sold around 600 units worldwide. Current production has doubled from historical levels to 100 units annually, with the SGT800 representing 75% of output of the Finspång site. German cities have proven particularly receptive to Finspång’s hydrogen-ready turbines, with already some units sold that can run on blends of up to 75% hydrogen today and be ready for 100% hydrogen when supply infrastructure matures. This early-mover advantage has created a strong market position that competitors now struggle to match. While other manufacturers are scrambling to adapt existing designs for increased efficiency and hydrogen compatibility, Finspång’s two-decade head start has resulted in technologies that deliver immediate carbon reductions through efficiency, all while offering a futureproofed pathway to zero-carbon operation when green hydrogen becomes widely available.

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Story type #innovation (main category) #diversification, #energy transition, #technology

Benefits

Siemens Energy (UK) A first, innovative venture into floating offshore wind

▸ First major venture into floating offshore wind for Siemens Energy subsea business ▸ 66kV connector planned to simplify installation, reduce costs and streamline long-term maintenance.

Key findings

George Mabey Key Account Manager

How is Siemens Energy (UK) thriving? Siemens Energy is a leader in oil and gas subsea connectors and is aiming to build on this in floating offshore wind by adapting its proven SpecTRON45 technology to a 66kV solution. Through significant investment, strategic requalification and expanded manufacturing capabilities, the company is leveraging decades of subsea expertise to support the growing renewable energy sector. This shift not only strengthens the company’s market position but also drives diversification, paving the way for future innovation in sustainable energy solutions. The challenge – With bases in England, Scotland, and Norway, Siemens Energy has long been recognised as a leader in subsea sensors, wet-mate connectors, and highvoltage distribution equipment. Its flagship wet-mate connector, SpecTRON45, had previously set the benchmark for high-voltage subsea applications, rated at 26/45(52) kV and designed with innovative features to enhance electrical field control and system flexibility. It was, at the time, the highestrated wet-mate connector in the world. Come 2020, however, and the company realised its product could be adapted and transformed for use in energy industries outside of oil and gas. Critically, it began to look at floating offshore wind – a sector that had garnered increasing attention during the pandemic period. Siemens Energy saw the potential to leverage its existing expertise in highvoltage subsea connections and set its sights on adapting its 45kV solution into a next-generation 66kV connector. The challenge lay in designing and manufacturing a solution capable of operating at 66kV while meeting the extreme demands of floating offshore wind farms, where turbines are installed at depths of up to 4,000 metres. The company needed to develop electrical and fibre optic

wet-mate connectors that could function reliably in these conditions, ensuring seamless high-voltage power transmission and data transfer in the harsh subsea environment. The solution – To tackle this, Siemens Energy embraced a ‘Knowledge, Understand, Do’ approach. By deepening its understanding of industry trends and customer requirements, the company could refine its engineering efforts to align with market needs. This was complemented by an agile development mindset within its engineering team – one that prioritised rapid iteration, learning from failures, and continuously refining designs to bring a robust 66kV solution to market. Rather than starting from scratch, the company focused on conducting a full suite of electrical tests to validate its performance at the higher voltage, ensuring that the core technology remained reliable while pushing its capabilities further. An increase of 21kV meant extensive testing and qualification, but the foundation was strong. SpecTRON45 had already demonstrated its robustness in the oil and gas industry since its initial development starting in 2010, offering a cost-effective, low-maintenance solution with a 25–30year lifespan. As the world’s highest-rated electrical wet-mate connector, it had also been the first system to be qualified under SEPS SP-1001, officially entering the market in 2019/2020 and being installed in a customer project by 2021. Bringing this technology to floating offshore wind also required an evolution in manufacturing capabilities. Siemens Energy made significant investments in its production facilities to handle the scale and complexity of the new connectors, ensuring the infrastructure was in place to support future growth. Testing for the 66kV solution began in the summer of 2023. Phase two of this has focused on further verification, ensuring full compliance with floating offshore wind standards ahead of a targeted market release in the second half of 2025. Siemens Energy has made significant investments in developing this solution, expanding its manufacturing footprint to

For young people

▸ Embrace learning, network actively and speak up.

For industry

▸ Emphasise employee engagement – people drive businesses forward. ▸ Engage supply chain companies earlier in the procurement process.

For government

▸ Get some momentum behind projects that aren’t reaching FID.

accommodate anticipated demand. Supply chain management has also become a key focus, particularly in sourcing exotic materials and enhancing internal capabilities to meet production needs. However, these efforts are poised to reap substantial rewards. The development of the 66kV connector represents Siemens Energy’s strategic entry into a whole new market. While its wind business has long been an expert in fixed wind, this is the company’s first major venture into floating offshore wind. Here, the firm has been able to leverage its exceptional reputation in the subsea connector space, driving significant interest in its new 66kV solution. And as a result, the product is set to transform the floating offshore wind sector when it comes to market, simplifying installation, reducing costs and streamlining long-term maintenance. Success will be measured by rigorous testing, with final validation scheduled for June 2025 . If all goes as planned, Siemens Energy will be the first to market with a 66kV wet-mate connector, setting a new industry benchmark. With its development having started in Ulverston and production options set to meet floating wind projects, this latest product is testament to Siemens Energy’s ability to adapt, innovate, and lead. By redeploying oil and gas expertise into subsea renewables, the company is not only shaping the future of floating offshore wind but also redefining its own path forward in the energy transition.

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JulyJuly 2025 2025

Story type #scale up (main category), #culture, #diversification, #export, #people & competency

Benefits

Sonardyne Enacting a long-term vision and continuous improvement culture Graham Brown Managing Director

How is Sonardyne thriving? The underwater technology specialist has successfully scaled operations to meet global demand through strategic investment in people, processes and facilities. Under Managing Director Graham Brown’s leadership, the company has achieved net zero carbon status two years ahead of schedule, maintained staff turnover at a quarter of UK manufacturing industry averages and recorded an employee Net Promoter Score of 55.5. This performance stems from implementing a comprehensive five-year planning framework that balances profitable growth with creating an excellent workplace culture. The challenge - When Graham Brown took the helm in 2020 just before the Covid-19 pandemic, Sonardyne faced the complex challenge of scaling efficiently to meet surging market demand across its underwater technology platforms. The company needed to attract and retain skilled talent in a competitive market, manage supply chain pressures and adapt to shifting geopolitical situations affecting international operations. Rapid growth brought internal pressures requiring better coordination across its global offices and manufacturing facilities. Sonardyne also recognised that sustainable expansion demanded more than just adding capacity – it required embedding a culture of continuous improvement that could maintain quality and innovation standards. Most critically, it needed to balance aggressive growth targets with its commitment to being both profitable and a great place to work. The solution - Sonardyne’s approach has centred on creating a comprehensive five-year strategic framework that integrates business performance with cultural development. Rather than pursuing growth at any cost, the company has established three core objectives – profitable growth with shared rewards, diversification for sustainability and building an excellent workplace culture. The people-focused strategy has become central to everything else. Sonardyne has implemented extensive training and development programmes, including an internal factory training school offering 12-week courses to rapidly upskill new employees. The company has invested in

self-leadership and team leadership training programmes, backed by Hogan assessments and coaching support for senior management. Key account management capabilities have also been strengthened across commercial teams to better serve growing client demands. Alongside this, working conditions have received significant investment across multiple dimensions. Sonardyne has upgraded buildings with improved lighting, furniture and IT equipment alongside enhanced employee benefits packages. Meanwhile, a social committee has been empowered to organise workplace events, healthcare support has been expanded and sustainability initiatives have been launched through a dedicated Green Team. These changes have been supported by regular internal communications including newsletters, company updates and toolbox talks to keep all staff engaged with company progress. Process improvements have been implemented through the Hoshin Kanri methodology, establishing clear annual targets supported by measurable improvement activities. The company has adopted the EFQM (European Foundation for Quality Management) model, using both internal and external assessments to identify weaknesses and drive improvements across all operations. Monthly, quarterly and annual feedback cycles ensure consistent progress tracking against strategic objectives. Another key priority has been expanding manufacturing capabilities through investment in new plant and machinery, including vertical storage solutions and advanced machining equipment. Digital transformation initiatives have occurred alongside, with upgrades to Salesforce CRM with Einstein AI support and the implementation of near real-time product forecasting systems helping to improve operational efficiency and customer service delivery. Diversification efforts have reduced dependence on oil and gas markets by expanding into offshore renewables, defence and ocean science sectors. Here, the company has leveraged its core underwater technology platforms across these different applications, using common technological foundations to serve diverse market needs. International expansion has been supported through established offices in Houston, Brazil, Singapore and a new German operation, with local teams serving regional markets. At the same time, sustainability has become a measurable commitment rather than just corporate rhetoric. Sonardyne achieved net zero carbon status in 2023, two years ahead of schedule, through solar installation, heat pump systems, additional insulation and green energy

▸ Employee satisfaction, retention and engagement significantly exceed industry norms, validating Sonardyne’s cultural transformation approach. ▸ EBITDA increased greater than150% in one year.

Key findings For young people ▸ Work hard, the harder you work the luckier you get. For industry ▸ Speak from the heart, tell the story well and make sure you set it in context well. For government ▸ Talk the country up not down. Build belief not despair.

Sonardyne at a glance: Key products and services: underwater innovations for energy, defence and science. Main industries served: ▸ Oil and gas – 65% ▸ Offshore renewable energy – 10% ▸ Others (non-energy): defence and ocean science – 25% Headquarters: Hampshire, UK Year established: 1971 Number of employees: 400 Revenue: £86m Revenue from exports: 80%

procurement. The company now produces 3050% of its electricity on-site, which underlines its practical approach to embedding environmental responsibility alongside driving growth. The cultural aspect of the transformation has been measured through specific metrics, including employee Net Promoter Scores, staff turnover rates and EFQM assessments. Results have validated the approach – staff turnover runs at approximately one-quarter of UK manufacturing industry averages, with some employees reaching 40-year tenure milestones. The company maintains a 4.7/5 rating on Glassdoor and employee Net Promoter Scores have risen from 51.5 in 2023 to 55.5 in 2024. Financial performance has exceeded expectations throughout this period. EBITDA increased threefold in the last three years, with order intake exceeding £100 m and putting Sonardyne in strong position to capture further growth opportunities in underwater technology markets around the world.

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Story type #transformation (main category) #collaboration, #service & solutions

Specialist Valve Services Driving growth with a Total Valve Management strategy Gerry Henry

Alina Forbes

Managing Director

Sales & Operations Director

Beneﬁts

▸ Continued growth and target to achieve revenue increase for 2025. ▸ Plans for international expansion and diversification to new sectors.

Key ﬁndings For young people

▸ Be ambitious, never be afraid to voice your own ideas/opinions.

For industry How is Specialist Valve Services thriving? By transforming its business model from a traditional valve merchant to a comprehensive Total Valve Management (TVM) provider, Specialist Valve Services Ltd (SVS) has successfully expanded its capabilities and market presence. This strategic shift, backed by significant self-investment in a state-of-the-art service centre, advanced testing facilities and digital management tools, has enabled the company to offer clients enhanced value through optimisation of valve assets, gap analysis, storage and specialised repair and testing services. The approach has yielded strong numbers, with revenues increasing by 30% between 2022 and 2024 with realistic profit margins maintained throughout the transition. The challenge – Founded in 1998 during a period when oil prices hovered around US$8-10 per barrel, SVS established itself as a specialist supplier of valves, actuators and ancillary equipment to the energy sector. For its first decade, the company operated primarily as a merchant, buying and selling equipment by project management services rather than providing extensive service support. By 2015, changing market dynamics began to impact the business model. The oil price crash forced operators to seek cost efficiencies, with many looking to refurbish existing valves rather than purchase new equipment. SVS responded by offering minor modifications and repairs, however upon reviewing valve management contract offerings it was found that in order to fulfil these to their full capacity, the current workshop facility was limiting factor. Client requirements were also evolving. While valve specifications often remained overengineered from the days of higher budgets, customers were increasingly focused on cost efficiency, optimisation of existing assets, and services that could deliver long-term value. This presented both a challenge and an opportunity for SVS to reposition itself in the market. The solution – In November 2022, after careful analysis, SVS made the decisive move to scale up its operations with the opening of a new service centre. This purpose-built facility dramatically expanded the company’s capabilities, featuring a 14,500 square foot

workshop, 9,200 square foot dedicated warehouse, and a 4,500 square foot secure external yard. With planning permission to expand further. The investment extended beyond physical space to include significant upgrades in equipment – five pressure test cells for pressure testing up to 30,000psi (compared to two previously), test tanks for submerged gas testing, and a dedicated pressure safety valve (PSV) test cell. The company also brought machining capabilities in-house with four new machines, including a horizontal borer, CNC lathe, CNC milling centre and radial arm drill, which has increased their self-sufficiency. Critically, the facility design reflects SVS’s understanding of client needs. It has addressed storage challenges with increased racking capacity and heavy-duty overhead cranes (20-tonne and 10-tonne) to handle larger equipment and also houses a Kardex machine for efficient management of customer spares and quicker turnaround during maintenance. Alongside the physical expansion, SVS has developed specialised software solutions with client experience in mind. A portal system now enables clients to gain instant access to their orders, repairs, modifications and key documents. In addition, the company has designed a dedicated PSV management tool with Power BI integration, enabling customers to track and plan maintenance for these safety-critical components. Another crucial cog of the transformation has involved investment in people. So far, the workforce has expanded from a handful of staff to a team of 34, with new valve technicians, document controllers, coordinators and quality personnel, and some additional members to the management team. The company also ramped up its commitment to upskilling staff, activity which has included apprentices and technical support staff going through further education to degree level. This comprehensive approach to Total Valve Management has shifted SVS from a transactional supplier to a strategic partner for clients. The company now offers gap analysis of valve inventories, recommends modifications to extend asset life, and provides complete management of valve maintenance schedules – delivering sustainability benefits by reducing

▸ Understand the support aspects of the industry – know the impact of the bigger decisions and the impact on the supply chain. Investment decisions and delays all impact the supply chain.

For government

▸ Discuss development support for O&G industry – this will allow investment, generate new jobs on a national basis as well as retaining existing ones.

Specialist Valve Services at a glance: Key products and services: valve services.

Main industries served:

▸ Oil and gas – 85% ▸ Energy storage – 5% ▸ Others (energy): biomass – 10% Headquarters: Aberdeen, UK Year established: 1998 Number of employees: 31 Revenue: £10m Revenue from exports: 18%

unnecessary scrapping of equipment. The expanded capabilities have attracted attention from previous and new clients, leading to re-engagement and new opportunities. Overall, SVS has seen a significant increase in enquiries for TVM contracts and expanded its client relationships beyond procurement teams to include maintenance and operations departments. With the new facility designed to allow for further expansion, SVS is now exploring international growth opportunities. The company is also investigating diversification into hydrogen, carbon capture, LNG and other renewable markets, where specialist valve knowledge is particularly valuable and key to future development Throughout this transformation, SVS has maintained its core principles of strong manufacturer relationships, transparent customer partnerships and technical expertise in valves. By listening to customer needs and leveraging its specialist knowledge to drive efficiencies, the company has positioned itself for continued growth, with a target of 20% revenue increase for 2025.

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Story type #energy transition (main category) #culture, #environmental sustainability & social impact, #transformation

Benefits

Spencer Odgen Transforming into a sustainability staffing leader James Pipe

Regan Callender

Global Client Services Director

Global ESG Manager

How is Spencer Odgen thriving? By repositioning itself from a traditional oil and gas recruiter to a go-to for sustainability talent, Spencer Ogden has significantly expanded its renewables business, growing this segment by 53% in 2023 to now represent over 70% of total operations. The company’s client-centric transformation, underpinned by robust ESG initiatives such as removing 12,240kg of ocean plastic through Seven Clean Seas and donating over £15,000 to Cool Earth, has strengthened relationships with organisations leading the energy transition. Revenues have also increased, growing from £104m in 2020 to £143m in 2024. The challenge - Founded in 2010, Spencer Ogden established itself as a specialist energy sector recruitment firm with a significant focus on oil and gas. However, the post-COVID period brought rapid shifts in global markets and accelerated the energy transition in response to new policies and industry demands. These changes presented both challenges and opportunities. In this changing market, Spencer Ogden underwent a strategic transformation in 2023, realigning its business model and leadership. They wanted to put client centricity at the heart of the organisation, moving away from transactional relationships to become a strategic partner for clients navigating complex workforce challenges, a pivot resulting in adjustments to company values, business objectives and commercial focus. Additionally, sustainability has become increasingly important to both clients and employees, with research from McKinsey indicating 54% of young people consider ESG credentials when choosing employers. As a result, Spencer Ogden sought to lead the way in energy recruitment and develop authentic environmental and social initiatives that would truly resonate. The solution - The transformation began with setting a clear strategic objective to become the sustainability staffing leader, what the company refers to as ‘realigning profit with purpose’. This vision, established in 2023 under new CEO Henry De Lusignan, drove fundamental changes throughout the organisation. Spencer Ogden restructured operations around three core sectors (sustainability,

natural resources and infrastructure) and created dedicated teams with specialised expertise. This realignment involved difficult decisions, including closing smaller offices and reducing headcount in others to strengthen the core business and focus resources where they could deliver maximum value. Central to the new strategy was embedding client centricity throughout the business. Spencer Ogden made key hires to strengthen its global client services team and redesigned its previously flat structure to better support different client needs. The new model included a global key accounts team focusing on strategic partnerships, a managed service provider unit for high-volume projects, and retail sales teams providing broader support – all working together to deliver sophisticated workforce solutions. Complementing these structural changes, Spencer Ogden created a dedicated ESG Manager role in 2022 to centralise and enhance its sustainability initiatives. This appointment led to several impactful programmes, including partnerships with Seven Clean Seas (removing 1kg of ocean plastic for every placement made) and Cool Earth (receiving donations linked to the internal peer recognition system). The company also began emissions measurement and target setting, adopting Science Based Targets Initiative frameworks and establishing a validated 2035 net zero roadmap. Implementation has been supported by robust governance mechanisms, including an ESG committee with board membership and representatives from different departments and regions. This provided an effective feedback loop and ensured decisions could be made quickly. Communication was prioritised, with updates through internal channels and an external LinkedIn newsletter about the company’s ESG journey. A particularly innovative initiative was the development of the industry’s first sector-specific training programme for all sales personnel, integrated into the career framework. This course outlines Spencer Ogden’s vision and purpose while incorporating environmental and social elements, helping ensure consistent understanding across all teams. By March 2025, 80% of sales staff had completed this training, which contributed over £167,000 in new business. The results of this transformation have been

▸ The company has achieved 53% growth in its renewable’s businesses. ▸ Further expansions to new markets such as onshore and offshore wind, nuclear and data centres.

Key findings For young people ▸ Be really open to learning, be open minded, get involved and do your best. For industry ▸ Share your successes and challenges in regard to energy transition. For government ▸ We need to balance energy security with emerging technology, skills and infrastructure limits and environmental concern.

Spencer Ogden at a glance: Key products and services: workforce solutions and recruitment. Main industries served: ▸ Offshore renewable energy – 15% ▸ Onshore renewable energy – 15% ▸ Conventional power – 15% ▸ Oil and gas – 8% ▸ Energy storage – 8% ▸ Hydrogen – 2% ▸ Nuclear power – 2% ▸ Carbon capture – 1% ▸ Others (energy): grid, sustainable materials, energy intense industries – 34% Headquarters: London, UK Year established: 2010 Number of employees: 259 Revenue: £144m

eye opening. In addition to 53% growth in renewables business, the company has achieved a 35% reduction in office electricity emissions and increased employee volunteering by 107%. Now, Spencer Ogden is focusing on further expansion in onshore and offshore wind, nuclear power and non-energy sectors such as data centres. While the company faces challenges including legislative complexity, political instability and skills gaps, its clear purpose and client-centric approach position it well to navigate these hurdles. By pivoting from a traditional recruitment provider to a purpose-driven sustainability staffing leader, Spencer Ogden has created a distinctive position in the market – one that aligns with the evolving needs of the energy sector while delivering meaningful environmental and social impact alongside commercial success.

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Story type #export (main category)

Benefits

SPP Pumps Excelling overseas as the UK Pump Manufacturer of the Year Bob Tichband

How is SPP Pumps thriving?

That decision has proven to be transformative.

2025 sees SPP Pumps proudly celebrate its 150th anniversary – an extraordinary milestone that few UK companies ever reach: and at a time when much of the UK’s industrial base has shifted overseas, SPP remains firmly committed to British manufacturing.

With others exiting, SPP has filled critical market gaps in a range of new regions across Asia, Africa, and the US, winning major contracts that have boosted the firm’s growth and expanded opportunities to deliver its aftermarket services.

With a workforce comprising of more than 400 employees globally, SPP continues to grow its international footprint through the deliverance of high-quality UK products, winning largescale, complex projects. The company’s engineering-led, customer-first approach, combined with a smart strategic pivot, is proving to be key, with the firm having been recognised as the UK Pump Manufacturer of the Year for the third year running.

Of course, it’s a path that hasn’t been without challenges. To remain competitive, SPP has had to align with the requirements of complex, engineering-led projects, particularly in the hydrocarbon sector. Further, it has also had to rebuild parts of its supply chain, as some suppliers and partners also distanced themselves from oil and gas.

Banks and export finance bodies are shifting their attention away from fossil fuels, with some of SPP’s supply chain partners and enduser clients having pulled out of the sector altogether. As a UK manufacturer, SPP also found itself facing a higher cost base than overseas rivals. Internally, confidence wavered, and the company’s future in oil and gas looked uncertain. The domestic market was no longer enough – without a clear export-led growth strategy, the firm’s long, prosperous future could be put at risk. The solution - Rather than retreat, SPP took a calculated decision in 2022: to lean into its niche of highly engineered gas and oil pump packages, just as many of its competitors were stepping away. Backed by decades of in-house expertise, SPP recommitted to the sector, remaining open to oil and gas opportunities with a greater focus on exports and new market opportunities.

▸ Expansion and excellence in other regions, with its biggest-ever order for an FPSO in Angola with Total/Saipem.

Key findings

COO

The challenge - SPP has long flown the flag for UK manufacturing, with the firm having served the North Sea oil and gas sector with crucial pump solutions for many years. However, as UK demand declined following a national boom in the region between the 1970s and 1990s, and global attitudes have shifted, SPP found itself facing major headwinds.

▸ Many important contract wins, including one of SPP Pumps’ largest fire protection undertakings with Qatar Energy via Saipem on the Comp2 project.

However, SPP continues to thrive, competing and winning on the global stage through technical excellence, reliability, and an unwavering focus in adapting to meet customer needs. This has culminated in several successful projects, with a standout example being SPP’s work with Qatar Energy via Saipem on the Comp2 project – one of the largest fire protection undertakings in SPP’s history. Beginning in 2021 with pre-FEED studies and progressing through FEED in 2022 to a full EPC award in late 2023, the project is a shining example of SPP’s ability to deliver world-class engineering over a multi-year timeline. With six main fire pump packages and service water pumps for offshore living quarters, the £12.5m contract is expected to expand into a long-term service deal worth £400,000 annually over two decades, bringing the total value of the project for SPP to £20m. With execution already underway, the system is scheduled for installation in summer 2025. SPP has also excelled in its new regions, winning its biggest-ever order (£15m) for an FPSO in Angola with Total/Saipem. Here, the company is providing three huge fire pump systems, each with its own diesel genset. In addition, the company has secured a £4.5m deal for Venture Global’s LNG facility in the US, beating local competition with a fully modular, self-contained fire pump solution.

For young people ▸ Enjoy and make a difference. For industry ▸ People are everything – look after them. For government ▸ Think carefully about policies around oil and gas. Give more, not less, support to UK and North Sea.

SPP Pumps at a glance: Key products and services: design, manufacture and service of pumps and pumping solutions. Main industries served: ▸ Oil and gas - 45% ▸ Conventional power – 5% ▸ Carbon capture – 5% ▸ Energy storage – 5% ▸ Hydrogen – 2.5% ▸ Others (non-energy): clean water, fire protection and services – 37.5% Headquarters: Coleford, UK Year established: 1875 Number of employees: 410 Revenue: £115m Revenue from exports: 75%

These strides forward have been achieved all while maintaining a strong commitment to UK manufacturing, with the firm having recently been recognised as UK Pump Manufacturer of the Year for the third consecutive year – testament to its emphasis on quality engineering. By staying true to these core values while seeking new opportunities, the firm has not only weathered changing market conditions. Equally, it has emerged stronger and more relevant than ever on the global stage as it celebrates 150 years of success.

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Story type #scale up (main category)

STATS Group (UAE) Beyond Borders: STATS Group’s Localisation Strategy Pays Off in the Middle East Mark Gault

By implementing a comprehensive localisation strategy across the Middle East, STATS Group has achieved remarkable 400% revenue growth over five years in the region, expanding to over US$20m in annual revenue in 2024. The pipeline isolation specialist has established local entities in key markets, like the Middle East, with dedicated facilities, increased regional headcount from 51 to 159 staff, and successfully diversified from UAE-focused operations to build substantial presence in Saudi Arabia and Oman. As the first Saudi-dedicated hot tap and double-block and bleed isolation specialist, STATS now holds the region’s most extensive inventory of large-diameter pipeline isolation equipment. The challenge - As a market leader in pressurised pipeline isolation services for the global energy industry, STATS Group recognised that its Abu Dhabi regional headquarters alone wouldn’t drive sufficient growth in the competitive Middle East market. Although the company had been operating successfully in the region since 2012, client feedback consistently indicated that while STATS’ technology and expertise were highly valued, local presence in key markets – particularly Saudi Arabia as the region’s largest market – was essential to becoming a preferred supplier. The company faced multiple challenges in its expansion efforts, including project delays, restrictive operational constraints, slow payment cycles from clients and intense competition from established players with century-long market presence. Additionally, STATS needed substantial capital investment for regional assets, comprehensive client education about its patented technologies, recruitment and training of competent personnel across different countries, and meeting stringent nationalisation requirements such as Emiratisation, Omanisation and Saudisation. These challenges collectively strained cashflow and tested the business model’s resilience.

▸ Gross profit margins have grown from 16% in 2020 to 36% in 2024, while revenue has increased 400% over the same period. ▸ Number of employees in the region has increased from 51 to 159. .

Key findings

Vice President, Middle East How is STATS Group (UAE) thriving?

Benefits

The solution - STATS Group’s transformation began with a clear message from clients across the Middle East – they appreciated the company’s best-in-class pipeline isolation technology but wanted it delivered locally. Unlike competitors who were consolidating operations to fewer bases with remote support, STATS recognised that in-country value (ICV) was a key driver for clients in the region, making a comprehensive localisation strategy essential. Taking advantage of a timely change in Saudi law that allowed 100% foreign ownership, STATS established a Saudi entity with a US$3m+ investment in a new 2,500-squaremetre operating base in Dammam. This strategic move, along with gaining Approved Vendor status from Saudi Aramco, positioned the company for unprecedented growth in the region’s largest market. The facility includes offices, crane facilities, testing bays and equipment storage built to global STATS ISO standards, housing the company’s patented Tecno Plug® and BISEP® double block isolation tools in sizes up to 56”, alongside hot tapping machines up to 60”. The localisation strategy extended beyond Saudi Arabia, with STATS establishing a comprehensive Middle East footprint including facilities in Abu Dhabi (5,500 square metres), Doha (7,000 square metres), and Muscat (400 square metres). This network has transformed the company’s regional presence and has shifted revenue distribution dramatically, with Saudi Arabia now representing 40% of regional revenue, Oman 30%, UAE 20%, and Kuwait 8% – a significant change from the UAE-dominated business of five years ago. Critical to this success has been STATS’ commitment to nationalisation. The company has achieved impressive employment rates of local talent, including 10% Emiratisation in UAE, 50% Saudi nationalisation and 80% Omanisation. This diverse workforce has proven invaluable in navigating local bureaucracy, overcoming language barriers and understanding cultural

For young people ▸ Have an inquisitive mind, communicate in a clear manner and understand how to add value to a business over the long term. For industry ▸ Think long term and commit to the process, have a support system in place, commit to resources and support in region, and map out a clear plan that is achievable but still a stretch target.

STATS Group (UAE) at a glance: Key products and services: specialist tools and technology services. Main industries served: ▸ Oil and gas – 100% Headquarters: Aberdeen, UK Year established: 2012 (UAE) Number of employees: 159 (Middle East, excluding Qatar) Revenue: £15m (Middle East, excluding Qatar) Revenue from exports: 5%

nuances to drive business growth. The company has also invested in locally manufactured equipment, thereby reducing reliance on shipments from other regions and improving operational efficiency. At the same time, it has implemented comprehensive technical training programmes for the local workforce to build competence and reduce dependence on resources from headquarters. The financials back up the decision taken by STATS. Gross profit margins have grown from 16% in 2020 to 36% in 2024, while revenue had jumped by 400% over the same period. Meanwhile, the tripling of regional headcount from 51 to 159 employees in five years further demonstrates the scale of expansion.

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Story type

STATS Group (UK) Successful diversification through localisation, differentiation and innovation

#transformation (main category) #culture, #scale up

Benefits ▸ Revenues doubled between 2020 and 2024, with 87% of business now derived from outside of the UK. ▸ Presence worldwide being reinforced.

Key findings For young people

Stephen Rawlinson

▸ Get out of your comfort zone and have some patience.

CEO

For industry How is STATS Group (UK) thriving? STATS Group has transformed from a UKfocused firm into a global energy services leader, with 87% of its revenue now coming from international markets. Localising operations, building regional teams, and tailoring services to meet diverse market needs have proven crucial. And now, backed by strong growth and new ownership, it’s investing in global manufacturing and R&D as it strives to build on its elevated, more prosperous foundations. The challenge – STATS Group is renowned for its specialist support in the supply of pressurised pipeline isolation, hot tapping and plugging services to the global energy industry. With operational bases in nine countries, the company’s vision is to leverage innovative technologies and a customer-centric approach to deliver bestin-class tools and technology services for a safer energy industry. In its vision for excellence, the firm keeps a finger on the pulse of industry developments, ensuring that it is designing solutions for tomorrow’s challenges. As a result, it recognised more than a decade ago that it needed to embrace the energy transition and begin to capitalise on opportunities beyond the UK offshore oil and gas market where it first started out in 1998. Not only did it realise that global growth was necessary to surviving in a declining UK market. Equally, to make the most of new, sustainable opportunities, the company saw that it needed to repurpose and localise the same service delivery model that had made it so successful in the UK, ensuring relevancy for new industries and regions. The solution – The goal was clear: to gradually transition away from its traditional stance of being a UK-based company and towards a global outlook, investing in sustainable energy industries while taking a regional-focused approach. Quickly, the company set about developing

and commercialising highly differentiated products and services with global demand, localising these offerings at a time when it had not traditionally been popular to interface locally with customers. Through these efforts, STATS learned that while many global markets sought local contacts, the delivery of its products and services at the regional level varied significantly. To address this, the company began to build local teams, moving experienced employees out of the UK business and into new regions as it developed a new HUB model. At the same time, a new, agile global headquarters support function was also created to support each regional entity. This has been a significant work in progress. While the initial vision for change was outlined between 2010-11, it wasn’t until 2019 that the firm finally broke through globally. STATS Group is no longer what it used to be. While the company’s UK heritage remains important to its identity, it has successfully established itself as a key player and recognised brand in local markets around the world – a move that proved invaluable when the global pandemic hit. Indeed, if it hadn’t taken this approach, then restrictions in the movement of people would have been exceptionally tough to navigate. The results have in turn been significant. Indeed, STATS Group’s revenues doubled between 2020 and 2024, increasing from £43m to £86.7m, with 87% of its business now derived from outside of the UK. Further, as well as spreading its wings in Europe, the company has also found significant success by pivoting focus within its original UK entity from offshore to onshore markets. After a decade of strong performance, the company is now embarking on a new threeyear plan that aims to leverage the financial support of its new owner, Mitsui, and execute a strategy focused on continued investment in people and technology across key regions

▸ It takes patience and time to achieve a strategy. Don’t just focus on short-term results. Patience and resilience are key.

For government

▸ Develop a long-term, multisector and environmentally responsible plan for the energy industry.

STATS Group (UK) at a glance: Key products and services: specialist tools and technology services.

Main industries served: ▸ Oil and gas – 100%

Headquarters: Kintore, UK Year established: 1998 Number of employees: 485 Revenue: £86.7m Revenue from exports: 87%

– the UK/Europe, the Middle East, the US, Canada, and APAC. The aim is to establish strong local manufacturing centres in the US and Middle East alongside its existing facilities in the UK and Canada, and double down on its research and development efforts to drive efficiency and develop new products and services to support the pipeline integrity industry. Without question, STATS Group will be busy in the coming months as it embarks on this latest chapter. Yet thanks to its successful transformation, diversification, regional expansion and strong performance in recent times, it stands in good stead to make the most of many new opportunities moving forward.

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Story type #resilience (main category) #optimisation, #people & competency

Benefits

Sterling Thermal Technology Focus on people, performance and proficiency drives resilience amid supply chain crisis

▸ The company has grown revenues by 54% in two years and now aims to have 50% of revenue from renewables by 2028. ▸ Cultural shifts have been experienced and now the company plans to expand its presence in North America and the Middle East.

Key findings Ahmed Alainiah

Olu Baptist

Head of Sales & Business Development

COO

How is Sterling Thermal Technology thriving? Sterling Thermal Technology has navigated recent market volatility through a transformation focused on three pillars: people, performance and proficiency. This approach has increased revenue from £13m in 2022 to £20m in 2024 whilst maintaining a 90% conversion rate on targeted projects. By investing in workforce development and expanding supplier relationships, Sterling has retained 100% of key accounts while strategically diversifying into emerging energy sectors including hydrogen, carbon capture and renewables. The challenge - Sterling Thermal Technology faced a perfect storm of challenges 18-24 months ago when global conflicts created unprecedented disruption to its international supply chain. As a UK-based SME heat exchanger manufacturer competing against larger corporations whilst sourcing materials globally, Sterling experienced dramatic price volatility and extended lead times. This created significant tension with customers, who questioned both delivery reliability and price stability. The situation was further complicated by the company’s project gestation periods, during which Sterling remained contractually obligated to honour original price points despite rapidly escalating material costs. With customers delaying final investment decisions and pausing projects in the pipeline, the crisis quickly evolved from a short-term disruption into an existential threat, testing the company’s financial resilience and operational capabilities to their limits. After six months of turbulence, management recognised that fundamental changes were necessary for survival. The solution - Sterling’s leadership team developed a strategy focused on controlling the controllable – looking inward to strengthen the organisation rather than being paralysed by external factors. This approach crystallised around three key pillars: people, performance and proficiency. The people strategy began with a comprehensive skills audit which revealing significant gaps within the organisation. Sterling increased its training budget – typically the first casualty during downturns – and utilised periods of reduced workload to upskill its workforce. This investment combined internal mentoring with external courses, which enabled employees

to take on expanded responsibilities. Where training alone couldn’t bridge the divide, Sterling made three strategic hires in engineering, finance and project & procurement. Sterling introduced robust data collection and measurement systems for key performance indicators. The company adopted a customercentric perspective to identify critical success factors. On-time delivery became a primary focus, addressed by expanding the supplier base by approximately 30% while eliminating the poorest-performing 10-15% of existing suppliers. The company also implemented rigorous standards for communication responsiveness and product quality, recognising that quality assurance required organisation-wide commitment. To achieve proficiency, Sterling invested in structured communications including regular one-to-one meetings to embed practical applications of training. The company introduced a management cycle with daily, weekly and monthly reviews to break down operational silos. This methodology shifted the focus from activity to productivity and helped to identify inefficiencies across all departments. There were, naturally, challenges encountered. The skills gap proved difficult to address in an industry already struggling to recruit qualified engineers. Sterling also faced the classic SME dilemma of securing capital investment during uncertainty. However, several advantages smoothed the transition – the company’s 120-year heritage provided credibility, while its expertise with exotic alloys offered natural differentiation. The results so far have been transformative. Sterling successfully retained 100% of its key accounts, with some relationships spanning over 50 years. Meanwhile, it achieved approximately 90% conversion on targeted opportunities, helping revenue to grow from £13m in 2022 to £15m in 2023 and £20m in 2024. Beyond financial metrics, the company has experienced a cultural shift towards accountability and ownership. With these internal foundations strengthened, Sterling accelerated its diversification into emerging energy sectors and is targeting 50% of revenue from renewables by 2028. The transformation culminated in March

For young people ▸ Be curious, adaptable, eager to learn, our industry is a great place to evolve in. The industry values problem solvers, who embrace innovation and teamwork. For industry ▸ Invest in your people and foster a culture of innovation, empower your team with the right tools and resources to thrive. For government ▸ Support UK manufacturers – by developing a long-term industrial strategy, that ensures a long-term growth.

Sterling Thermal Technology at a glance: Key products and services: designer and manufacturer. Main industries served: ▸ Oil and gas – 20% ▸ Conventional power – 10% ▸ Nuclear power – 10% ▸ Offshore renewable energy – 10% ▸ Onshore renewable energy – 10% ▸ Hydrogen – 10% ▸ Carbon capture – 10% ▸ Energy storage – 10% ▸ Others (energy) - 10% Headquarters: Aylesbury, UK Year established: 1904 Number of employees: 110 Revenue: £20m Revenue from exports: 75%

2024 when Sterling secured investment from the Pemberstone Group, which has positioned the company for further expansion. Looking ahead, Sterling is targeting at least 20% growth in 2025, with particular focus on expanding its presence in North America and the Middle East while developing offerings for carbon capture and hydrogen technologies. Throughout this journey, Sterling has embodied the resilience that has enabled it to weather many a storm during its 120year history. By turning inward during external chaos and focusing on what it could control, the company has transformed from a traditional manufacturer into an agile business poised to thrive in the energy transition.

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Story type #service & solutions (main category) #scale up

Benefits ▸ Service business revenue tripled. ▸ Seven Service Centers established.

Sulzer (UAE) Increasing proximity to customers in the Middle East and India Alex Myers Head of Services, India, Middle East, CIS How is Sulzer (UAE) thriving? By implementing a country-by-country strategy across the Middle East and India, Sulzer has transformed its regional Service business, growing from zero Service Centers to seven fully operational facilities within just five years. This expansion has tripled Sulzer’s local footprint, evolving from a single sales representative office to a comprehensive regional organisation with several hundred employees across seven countries. The company’s Saudi operations alone now employ over 200 people, with 38% being Saudi nationals – a demonstration of Sulzer’s commitment to local development. The challenge - Despite being a global leader in fluid engineering and critical application solutions since 1834, Sulzer has faced significant obstacles to growing its Service business in the Middle East. The company had only a service sales office in the region with no local workshop facilities, focused local content plans or legal entities in key countries. This limited its ability to provide in-market services to customers who increasingly demand localised solutions, proximity and tailored partnerships. With customers also requiring faster response times, local expertise and comprehensive service capabilities for their rotating equipment needs, Sulzer’s growth was constrained by its inability to service equipment within the region. This led to missed opportunities, limited market penetration and an inability to compete effectively with service providers who had established local facilities. The challenge was clear – Sulzer needed to transform its approach to the Middle East market to take advantage of the substantial growth potential in the region. The solution - In 2018, recognising the untapped potential in the Middle East’s rotating equipment services market, Sulzer implemented a comprehensive regional transformation plan. A country-by-country approach, it focused on establishing fullservice hubs capable of supporting all rotating equipment needs across pumps, turbines, compressors, motors and generators.

Key findings For young people ▸ Be responsible for your own development and seek out people who can mentor you on your journey. For industry ▸ Take risks and be focused on long-term impact.

The journey began in 2019 with Abu Dhabi, followed by rapid expansion into Saudi Arabia (2020), Qatar (2021), Iraq (2022), Kuwait (2023) and the Indian cities of Vadodara and Chennai (2024). For each market entry, Sulzer carefully evaluated whether to establish wholly owned facilities or form strategic joint ventures with partners who brought complementary capabilities, infrastructure and local content credentials. Key to this expansion has been Sulzer’s distinctive position as both a pumps original equipment manufacturer (OEM) with deep engineering expertise and an independent service provider (ISP) with the agility to adapt to customer needs. This unique fusion of technical precision and service flexibility enabled the company to offer differentiated solutions beyond traditional repairs – including technical retrofits, upgrades and performance optimisations – and therefore set Sulzer apart from competitors. And its focus extended beyond simply establishing physical locations. In Saudi Arabia, where Sulzer now employs over 200 people (with 38% being Saudi nationals), the company invested significantly in developing local talent and capabilities. Similar localisation efforts were replicated across all Service Centers, ensuring that Sulzer could provide genuinely local service while meeting increasingly stringent in-country value requirements. This approach paid dividends quickly, with all new facilities becoming profitable within their first year of operation. The Qatar joint venture exemplifies the strategy’s success, where Sulzer works in close partnership with customers to take full ownership of plant turnarounds, servicing multiple equipment types under a single contract – this represents a comprehensive solution previously unavailable in the market. Sulzer’s ability to rapidly implement this strategy, despite the challenges of the COVID-19 pandemic coinciding with the expansion, has stemmed from several key advantages. These include the fact it houses a comprehensive service portfolio, high-level technical expertise, an action-

For government ▸ Lead initiatives to support service providers that are willing to develop local talent and infrastructure.

Sulzer (UAE) at a glance: Key products and services: services for industrial equipment such as pumps, compressors, steam and gas turbines, electromechanical equipment such as motors and generators. Main industries served: ▸ Oil and gas ▸ Conventional power ▸ Others (non-energy): water and wastewater, power generation, mining, food processing, pulp and paper, transportation Headquarters: Winterthur, Switzerland Year established: 1834

oriented company culture, and unwavering commitment to localisation. Thorough due diligence in partner selection also proved crucial, as Sulzer sought organisations that aligned with its business values and longterm ambitions. The outcomes of these activities speak for themselves. A rapid growth of service business revenue, expansion from zero to seven Service Centers, growth from a single sales office to hundreds of employees across seven countries, and strengthened relationships with key industries including power generation, oil and gas and water – these are just some of the milestones achieved. Indeed, this transformation has positioned Sulzer for a sustained growth path in 2025 and beyond and demonstrates how strategic local presence and customer proximity can drive up business performance.

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