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EXPORT I DIVERSIFY I GROW

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

November 2026

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Member’s news

WESCA 2026 winners

James Fisher secures contract for Digi Rig, advancing digital offshore engineering

See all of the UK and Europe winners from this year's awards held in London

Spotlight on technology Evident: new modular, scalable, software-driven IPLEX™ One videoscope platform showcased

www.the-eic.com

DataStream

Europe's hydrogen market: transitioning from ambition to execution Europe is the dominant region for hydrogen development globally with the strongest policy and regulation, infrastructure buildout and industrial base which is looking to utilise green hydrogen as a lever for decarbonisation. 492 projects, with the majority being green, blue, pipeline and storage, are in development, the highest globally, with the region also having the highest percentage of projects that are under construction or are waiting to commence construction with 19%. Project announcements have slowed with just 60 announced in 2026, up to September, compared to 137 at the same point in 2025. This is not necessarily a negative development. It is a sign that developers are shifting their focus from just announcing projects and are moving towards executing the current pipeline and scaling up from pilot-scale initiatives to commercial-scale projects. This ambition can be seen from the substantial funding mechanisms and support schemes being implemented across the region. The European Hydrogen Bank auction is a key EU hydrogen funding mechanism which allows developers, if their project is selected, to sign grants with the European Commission and gives them access to funding from the Innovation Fund in the form of a subsidy. The third auction saw a total of 58 bids with nine projects being selected in May 2026. The projects chosen will have access to a budget of €1.09bn, amounting to 1.1GW of electrolyser capacity, with the potential to see production of 1.3m tonnes of green hydrogen over a 10-year period. Germany and Spain also participated in the third auction via the auctions-as-a-service (AaaS). The AaaS scheme enables EU members to opt-in and finance projects that bid in the auction but were unsuccessful once the innovation fund budget has been allocated. Financing comes from the members own national budgets with Germany, who are already the most established green hydrogen market in Europe, distributing funding support to three Danish hydrogen projects as part of its strategy to secure future hydrogen imports. Copenhagen Infrastructure Partners received the largest share of the funding and is expected to receive €777m over a 10-year period for their 240MW Host PtX Esbjerg project. Germany sees Denmark as a key contributor to its hydrogen economy with the proposed Danish Hydrogen Backbone pipeline being developed to connect the two countries allowing hydrogen produced in Denmark to be fed into the Hydrogen Core Network.

Jack B oggis

Germany's investment into the Danish hydrogen sector signifies a funding shift from supporting production alone towards creating credible demand as the green hydrogen produced must be transported via the proposed Danish Hydrogen Backbone and delivered to German industrial consumers. This investment improves project bankability and ultimately increases the likelihood of projects reaching FID. Beyond Germany, other European markets are expanding their interest in green hydrogen and have announced hydrogen support schemes that provide long-term revenue support and to support commercial deployment of electrolysers. France: launched its first national hydrogen support auction in March 2026, awarding €778m in support via 15-year contracts for difference (CfDs) to three projects with a combined electrolyser capacity of 161.4MW. Part of a larger 1GW scheme approved by the European Commission. Italy: introduced its first national hydrogen auction scheme in 2026, backed by up to €400m annually via 15-year CfDs amounting to €6bn in total support. The inaugural auction targets around 20,000 tonnes of renewable hydrogen and 1,300 tonnes of bio-hydrogen production with a total subsidised production target of 200,000 tonnes annually. Netherlands: The European Commission has approved a €780m Dutch hydrogen support scheme to deploy around 400MW of electrolysis capacity. The competitive auction, due to conclude in 2027, will provide grants covering up to 80% of capital costs, plus operating support, with projects required to meet EU renewable fuels of non-biological origin (RFNBO) criteria. The scheme could see 40,000 tonnes of renewable hydrogen produced annually. Europe remains the global leader in hydrogen development and is gradually moving towards a more mature phase through strong subsidy support for production and the gradual development of a demand-led framework. The project pipeline is in place, establishing credible, long-term demand is the next step and Germany's backing of Danish projects to secure future industrial offtake for German consumers can act as a blueprint for other EU members to enable FIDs to be reached, secure long-term offtake agreements for industry and ultimately support with decarbonisation efforts. Jack Boggis Energy Analyst jack.boggis@the-eic.com

Designed and published by Energy Industries Council 89 Albert Embankment, London SE1 7TP Tel +44 (0)20 7091 8600 Fax +44 (0)20 7091 8601 Email info@the-eic.com Web www.the-eic.com EIC (Energy Industries Council)

Sector analysis

Inside this issue... This month we celebrate the winners of the UK and Europe World Energy Supply Chain Awards (WESCAs). Held in London at the end of Stuart Broadle y October, the dinner brought together more than 300 guests to recognise winners across 16 categories. Every company on that stage began its journey by sharing its business case in the 10th edition of our Survive & Thrive Insight Report, which we continue to feature at the back of this issue. Following our recent ceremonies in Milan, Dubai and Houston, we look forward to hosting the Rio de Janeiro awards on 12 November and Kuala Lumpur on 20 November. Congratulations to all our finalists, winners and company of the year, DEEP Manufacturing. As I write, the EIC is at ADIPEC 2026. For more than 20 years, the EIC has managed the UK pavilion at ADIPEC, witnessing the event's transformation into a global meeting point for the energy industry. This year marks another significant step forward, with the largest UK pavilion footprint to date. Spanning four halls and hosting more than 100 companies, the pavilion gives the UK supply chain a platform to connect directly with buyers, operators and contractors across the Middle East. Inside this edition, our sector analysis examines Europe's hydrogen market. While new project announcements have slowed in 2026, developers are shifting their focus towards executing existing pipelines, supported by national funding auctions in Germany, France, Italy and the Netherlands. In our spotlight on technology section, Evident Inspection Technologies introduces its modular IPLEX One videoscope platform for remote visual inspection, while Superheat shows how remote operations centres can reduce onsite labour hours during heat treatment cycles. You can also read about James Fisher and Sons securing its first contract for the Digi Rig digital twin solution to support well testing in the Caspian Sea. Stuart Broadley, CEO, EIC

Contents Sector analysis

Inside this issue...

EIC databases

Member’s news

Spotlight on technology

New EIC members

Spotlight on technology 12 Member news

Social media round up

Events calendar

International trade

WESCA 2026

Middle East news

Asia Pacific news

North America news

South America news

Survive & Thrive X

EIC (Energy Industries Council)

DataStream BRAZIL

Boaventura Energy Complex Refining Hub Operator: Petrobras Value: US$3bn The Monto/Prestomaritima Consortium has won the EPC contract for the hydrotreating unit (HDT) and sulphur recovery unit (SRU). Burckhardt Compression has secured two orders for the complex, covering the supply of six process gas compressor packages and related services.

Global opportunities KUWAIT

Arash Oil & Gas Field Operator: KJO Value: US$10bn EPC contractors have been selected. McDermott has a LoI for wellhead platform decks and offshore pipelines. A JV of L&T and Saipem has a LoI for the offshore gas processing plant and Tecnicas Reunidas has a LoI for onshore work.

MALAYSIA

Limbayong Oil & Gas Field Operator: Petronas Value: US$1.5bn A FID has been taken on the project. The development is expected to feature a cylindrical FPSO which will have a nameplate storage capacity of 60,000b/d of liquids, including 40,000b/d of oil, plus about 18MMcf/d of gas.

For information on these and more than 17,000 other current and future projects we are tracking please visit EICDataStream

MOROCCO

NOOR Midelt 1 Solar Project

Onshore Wind Farm Chleansaid

Operator: MASEN Value: US$781m CEEC has been awarded an EPC contract for the NOOR Midelt I solar project. Three of its entities, China Energy International, Southwest Electric Power Design Institute (SWEPDI) and China Energy Construction Group Co Ltd (CECG) will be delivering the scope.

Operator: ESB International Value: US$90m ESB has taken final investment decision (FID) on the wind farm. It is expected to break ground later in 2026 and to start commercial operation in 2028. GE Vernova will supply the wind turbines and provide long-term service support.

Tundra CCS Project Operator: Reliant Energy Value: US$2bn The Tundra CCS facility has received approval for US$201m in low-interest state financing from the North Dakota Industrial Commission. The funding will be divided between US$45m for Minnkota and US$160m for Reliant Carbon Capture & Storage, the project's co-developer.

AssetMap

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Member’s news

James Fisher and Sons plc (James Fisher), a global provider of specialist marine and energy solutions driving offshore energy forward, has secured a contract to deliver its Digi Rig solution to support an ongoing well test campaign aboard a rig in the Caspian Sea. The award marks an important milestone in the company's strategic investment in digital innovation and the expansion of its digital asset management capabilities. Under the contract, James Fisher will create a detailed digital twin of the rig to support the redesign and delivery of a bespoke air, steam and well test package. The digital model will allow project teams to accurately plan, validate and execute modifications before travelling offshore, improving efficiency while reducing project risk. Developed through James Fisher's new product development programme, Digi Rig forms part of the company's integrated Asset Management, Inspection and Maintenance offering. The solution helps offshore operators better understand and maintain complex assets by combining digital technology with engineering expertise, enabling more efficient project delivery and improving safety throughout an asset's lifecycle. The contract represents another step in strengthening James Fisher's digital offering through continued investment in innovative technologies and a strong emphasis on collaboration, helping customers complete increasingly complex offshore projects safely and efficiently. Powered by R2S digital twin technology, Digi Rig creates a fully interactive 3D model of the rig, giving project teams remote access to accurate measurements and critical asset data. Multiple project stakeholders can collaborate within the same digital environment, reducing the need for repeat mobilisations while minimising travel requirements and improving planning before work begins offshore.

if you your wish news to be and profiled in this section... Get in touch Share views... info@the-eic.com Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

James Fisher secures contract for Digi Rig, advancing digital offshore engineering

www.james-fisher.com

James Fisher's digital engineering solution, Digi Rig, supports well test campaign in Caspian Sea

The digital model also enables James Fisher engineers to redesign equipment into modular, plug-and-play packages before mobilisation. By confirming layouts installation requirements in advance, equipment can be installed and removed much more quickly offshore, significantly reducing mobilisation and demobilisation time. This minimises manual, onsite assembly by helping to ensure equipment fits correctly first time.

Innovation is core to James Fisher. Our new product development programme starts with our customers' challenges and turns them into market-leading solutions that deliver real impact. Securing our first Digi Rig project is an important milestone for the business and demonstrates how our investment in digital innovation is delivering safer, more efficient ways of working with our customers. It was developed to provide a user-friendly solution for offshore operators to better plan, understand and maintain their assets, giving teams the confidence to make faster, data-driven decisions that improve productivity and operational safety. Neil Sims, Head of Energy, James Fisher and Sons plc

By deploying Digi Rig in the Caspian Sea, this project establishes the foundation for future adoption across similar offshore projects and demonstrates James Fisher's commitment to combining engineering expertise with digital innovation to meet customers' evolving challenges around the globe. For over 50 years, James Fisher has been delivering complex offshore energy projects in the world's most challenging environments. The company applies cuttingedge technology and lifecycle expertise to deliver safe, efficient operations, while supporting the global transition to cleaner, more sustainable energy.

https://ims.evidentscientific.com/en/

EVIDENT'S IPLEX™ ONE VIDEOSCOPE IS DESIGNED TO FLEXIBLY EVOLVE WITH VISUAL INSPECTION NEEDS

Evident Inspection Technologies has highlighted its recently launched IPLEX™ One videoscope in an expert-led webinar demonstrating the advanced system's real-world remote visual inspection (RVI) capabilities. Titled 'IPLEX One – Beyond the Specs: Practical insights for real-world performance,' the on-demand session explores how the scalable platform enables faster, more efficient inspection workflows across industries, including aviation, oil and gas, power generation and security. The IPLEX One is a 10th generation evolution of Evident's proven IPLEX video borescope series, designed to deliver high quality visual inspection in areas inaccessible to other non-destructive testing (NDT) methods. Built as a modular, software-driven solution, it supports greater flexibility, usability and inspection accuracy across a wide range of applications. Its customisable and scalable setup also means it can evolve with inspection team needs. Led by Evident RVI specialists, the webinar demonstrates how the system's built-in features translate into practical benefits for inspection teams; including simplified operation, faster setup and improved data capture in real-world scenarios.

The webinar also details how the compact and ruggedly designed new RVI tool is readily adaptable to different environments and experience levels. IPLEX One is driven by unique technology and software. Key innovations include Evident's brand new Swoptix™ multiview technology, allowing users to switch views without removing the scope, this reduces inspection time and wear on tip adapters. The integrated 3DAssist™ software supports monocular 3D modelling without the need for a stereo tip, while compatibility with VISOL™ and third-party software allows seamless integration into existing digital inspection workflows. This IPLEX One practical remote visual inspection technology focused webinar is available on demand via Evident’s webinar library, or directly at: https://ims.evidentscientific.com/en/webinar/iplex-onebeyond-the-specs Further information on the IPLEX One videoscope is available at: https://ims.evidentscientific.com/en/products/videoborescopes/iplex-one

Get in touch Any EIC members who wish to be profiled in this section please contact us...

Email info@the-eic.com

New EIC members NEW PRIMARY MEMBER

GAP Hire Solutions Citypoint 2 25 Tyndrum Street Glasgow G4 0JY UK

NEW KUALA LUMPUR NETWORKING MEMBER

ISEP (Miri) Sdn Bhd

Lua Brothers Crane & Logistics

Lot 10660, First Floor Pujut 7 Commercial Centre Pujut 7, Sungai Merapa 98000 Miri Sarawak

Contact Neil Dunning, Business Development Director – North

Contact Nancy Roba Ribid, Managing Director

Telephone +44 (0)3330 094 153 Email neil.dunning@gap-group.co.uk

Contact David Lau Wen Jie, Managing Director

Telephone 085 655 005

Telephone 013 722 9282

Email nancy@ise-p.com.my

Email david@luabrotherscrane.com enquiry@luabrotherscrane.com

Web www.gap-group.co.uk

Web https://ise-p.com.my/

GAP Hire Solutions is a leader in the UK's equipment hire industry, offering an extensive range of construction equipment for all sectors.

ISEP is an engineering and systems integration group delivering innovative electrical and instrumentation, automation and hazardous area solutions across Malaysia. Through ISEP Miri, it strengthens its presence in Sarawak, providing responsive local engineering, equipment supply, fabrication, testing, commissioning and technical support to the oil and gas industry.

With its specialist divisions and over 200 locations nationwide, the company provides reliable solutions in plant, tools, welfare services, nonmechanical plant, pump, power and environmental services, trenching and shoring, tanker services, lifting services, survey and safety and event services.

Lot 831, Jalan Teluk Ramunia Sungai Rengit 81620 Pengerang Johor Malaysia

As a family-owned business with over 55 years of experience, GAP reinvests a higher percentage of its turnover into its fleet than its competitors, ensuring customers benefit from access to world-class equipment. GAP Hire Solutions' independence allows it to make quick, long-term decisions, delivering effective solutions.

Web https://luabrotherscrane.com/ Lua Brothers Crane & Logistics is a leading heavy machinery rental company in Malaysia, providing reliable rental and sales services to a wide range of industries, including construction, oil and gas, marine, petrochemical, engineering and maintenance. With extensive project experience and a strong reputation, the company continuously upgrades, renews and maintains its machinery fleet and workforce to meet demanding industry standards. Lua Brothers Crane & Logistics is committed to delivering highquality services while prioritising safety, performance and customer satisfaction. Its strong customer retention reflects the company's dedication to exceeding expectations and supporting clients' project requirements.

1 December 2026 • Berlin

CONNECT Germany Get in touch Share your news and views...

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

New EIC members

NEW HOUSTON NETWORKING MEMBER

NEW PRIMARY MEMBER

Moody’s Analytics

Sime Darby Joy Industries Sdn Bhd

7 World Trade Center 250 Greenwich St New York, NY 10007 US

PLO 762 Jalan Keluli 6 81700 Pasir Gudang Johor, Malaysia

Contact David Weeks, Director – Supply Chain Risk Management

Contact Mohamad Buhori Bin Fauzi, Assistant Manager – Sales & Marketing

Telephone +1 (212) 553 0300 Email david.weeks@moodys.com

Email mohamad.buhori.fauzi@ joyindustries.com

Web www.moodys.com

Web www.simeindustrial.com/ industrial-solutions

Moody's Analytics helps energy and oil and gas organisations strengthen resilience across increasingly complex global supply networks. The company's capabilities combine financial risk assessment, supplier performance analytics, cyber risk intelligence, sanctions and compliance screening, ESG and sustainability insights, climate and natural hazard analytics, geopolitical monitoring and entity intelligence.

Sime Darby Joy Industries Sdn Bhd is a Malaysian engineering and manufacturing company specialising in the design, fabrication and supply of process equipment for the oil and gas, petrochemical, energy and industrial sectors.

Leveraging data on more than 620m companies, Moody's provides a unified view of supplier, financial, operational, regulatory and third-party risk. Organisations use Moody's solutions to identify vulnerabilities, prioritise mitigation actions, enhance supplier due diligence, improve continuity planning and make more informed strategic sourcing and investment decisions.

Telephone +607 255 5922

The company provides solutions including pressure vessels, heat exchangers, air-cooled heat exchangers, skids, tanks and other engineered equipment. The company is committed to quality, safety, technical specialities and customer satisfaction, serving both local and international clients through reliable engineering solutions and efficient project execution.

NEW HOUSTON NETWORKING MEMBER

VXN Supply Chain Solutions LLC Contact Janai Orozco, Founder & Principal Advisor Email janai.orozco@vxnscsolutions.com Web www.vxnsupplychain.com VXN Supply Chain Solutions LLC is an independent advisory practice built for immediate, highly specialised intervention – a plugand-play resource for operations and procurement leaders. The company delivers executivelevel supply chain organisational design, SME intervention for high-stakes logistics, strategic indirect contract negotiations and technology bottleneck resolution – without the overhead or onboarding lag of a traditional agency. Whether you are facing a critical operational bottleneck or require elite execution to push a complex deal across the finish line, we step in directly to drive results. Janai Orozco Founder & Principal Advisor

Wednesday 13 January 2027 Dammam

ENERGY CONNECT Fuelling Prosperity: Opportunities across the Saudi energy market

EIC (Energy Industries Council)

Spotlight on technology www.superheat.com

SUPERHEAT

REDUCING ONSITE FOOTPRINT WHILE ENHANCING HEAT TREATMENT PERFORMANCE

Industrial facilities continue to face growing workforce challenges during turnarounds, shutdowns and capital projects. Skilled labour remains in high demand, while every additional person onsite increases costs, congestion, logistics and potential exposure to hazards. As a result, many organisations are looking for ways to complete critical-path work with fewer people onsite while maintaining quality, safety and reliability. Superheat's patented SmartWay™ onsite heat treatment solution and remote SmartCenter™ operations facilities help achieve this goal by shifting heat treatment monitoring and control away from the workpiece and into a dedicated remote operations environment. Field crews continue to perform equipment setup, configuration wrapping and teardown, while certified SmartCenter™ operators remotely monitor and control active cycles. This approach allows technicians to focus on other productive activities, including setting up additional scope, wrapping configurations and completing teardown work, instead of remaining dedicated to monitoring active heat treatment cycles. The result is improved labour utilisation, greater workforce flexibility and more efficient project execution. Get in touch Please contact...

Email info@the-eic.com

Consider a typical carbon steel heat treatment cycle for QTY 1-10" schedule 160 (1.125” WT). SmartCenter™enabled execution reduces onsite labour from 8.2 hours to approximately 2 hours. That represents a 75.6% reduction in onsite labour hours compared to traditional methods, or 75.6% more time for technicians to focus on setting up additional scope. This article provides a high-level overview of the approach and results. To view the complete analysis, including application assumptions, cycle calculations, labour comparisons and additional details on the SmartCenter™ operating model, click here. The benefits extend beyond labour savings. By reducing the number of personnel required to remain onsite, facilities can lower site access demands, decrease congestion and minimise workforce exposure to potential safety incidents. The result is a smaller onsite footprint without compromising process visibility, quality, or control. To begin your next onsite heat treatment project, contact Superheat today: www.superheat.com/contactus

N O W AI AV LA BL E O N

Record an EIC podcast at ADIPEC 2026. Contact the reception at the UK Pavilion. EIC member and non-member fees apply

Member news

Photo Copyright AISUS Offshore Ltd 2026

AIS completes acquisition of Matrix Composites & Engineering, marking the next phase of its growth strategy AIS has completed the acquisition of Matrix Composites & Engineering, a leading Australian provider of advanced composite materials and subsea engineering solutions. The completion marks a significant milestone for AIS, accelerating its strategy to expand its global footprint in the offshore energy, marine and defence markets. The acquisition brings together two highly complementary businesses, combining AIS' engineering, manufacturing and project delivery expertise with Matrix's globally recognised syntactic foam and subsea buoyancy systems. The strategic location of Matrix's operations in Australia is an important driver of growth for AIS. As part of the ASX-listed Advanced Innergy Holdings Group, expanding AIS' presence in the region strengthens the Group's ability to serve local and international customers, while positioning it to capitalise on increasing demand across the Asia Pacific market. Founded in 1999, Matrix Composites & Engineering employs more than 160 people and operates an advanced manufacturing facility in Henderson, Western Australia. Its strong track record in innovation enhances AIS' ability to provide innovative solutions to customers worldwide. Together, the combined group will strengthen its advanced materials and engineering capabilities and enhance its position in protective subsea offerings.

For more information: www.aisltd.com

Get in touch Share your news and views...

AISUS develops bespoke inspection tool to solve complex North Sea riser challenges AISUS has successfully developed and deployed a new bespoke Clamshell Inspection Tool, designed specifically to overcome a complex riser inspection challenge on a North Sea offshore platform. The Aberdeen-based inspection specialist created the new technology following a client requirement to inspect two 6-inch OD risers through the splash zone, where restricted access, heavy marine growth and thick passive fire protection (PFP) coating presented significant operational challenges. A North Sea operator tasked AISUS with externally cleaning and inspecting the risers while maintaining the integrity of the existing 50mm PFP coating. Conventional inspection techniques were unsuitable for the application, requiring the company to engineer an entirely new solution. The project highlights AISUS' approach to solving complex asset integrity challenges through in-house innovation, combining engineering design, manufacturing and operational expertise to deliver a tailored inspection system. The inspection scope involved cleaning and assessing two splash-zone risers positioned in close proximity to both one another and a carrier caisson. Limited clearance around the structures meant any deployed technology needed to maintain an extremely compact profile while still delivering both cleaning and inspection capability. The challenge was further compounded by thick marine growth on the risers, which prevented equipment from travelling along the structures and by the presence of 50mm of passive fire protection coating that ruled out conventional ultrasonic testing methods.

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

Recognising that existing inspection systems were not optimised for the application, AISUS engineers developed a completely new Clamshell Inspection Tool designed specifically around the project's requirements. Designed, modelled, manufactured and tested entirely in-house, the new system was engineered to fit around the coated risers while remaining compact enough to avoid clashes with surrounding structures. The lightweight design also enabled safe installation and removal by rope access technicians operating offshore. The Clamshell Tool incorporates highpressure dual spray bars that provide 360-degree cleaning coverage, removing marine growth while maintaining carefully controlled jetting pressures to protect the underlying coating. Alongside visual inspection capability, the system was equipped with a multi-probe pulsed eddy current testing (PECT) payload, allowing AISUS to perform a full inspection through the existing coating without requiring coating removal or intrusive preparation work. The newly developed technology was successfully deployed in the North Sea. Marine growth was removed sufficiently to allow uninterrupted deployment down to the first subsea guide, while a full 360-degree PECT inspection was completed through the splash zone on both structures. Inspection results identified no areas of concern, with corrosion rates aligning closely with measurements previously recorded elsewhere on the client's subsea pipeline system. The deployment of the Clamshell Inspection Tool not only delivered the required inspection data for the client but has also established a proven new solution for future riser, tubular and restricted-access inspection applications.

For more information: www.aisus.co.uk

Aurora targets £100m turnover for rapidly expanding Integrated Services group Aurora Energy Services (Aurora) has appointed Kane Winton to the newly created role of managing director of integrated services as the Inverness-headquartered company restructures its operations to meet growing demand across energy and infrastructure sectors.

CEO Doug Duguid (standing) with Kane Winton, Managing Director of the Integrated Services division

From a standing start in late 2024 and with only five staff, Aurora's Integrated Services hub at Dyce, Aberdeen, now has more than 80 staff and in addition to recently opening a 5,000 sq ft warehouse facility nearby, more office space will become a priority in the year ahead.

The move brings a number of Aurora's core business lines and approximately 400 staff under one leadership structure and is a response to client demand for more streamlined integrated services. Kane, who joined Aurora less than two years ago, was originally tasked with building an engineering and project management division targeting around £4m in annual turnover.

The division is active across oil and gas, renewables, hydro, nuclear, infrastructure and wider energy projects and ongoing investment by major operators in new assets, upgrades and maintenance projects will spur further growth,

With long-term contracts secured and a strong client appetite for what we are trying to achieve, it is not unrealistic to expect turnover to grow to around £100m in the next two years – but growth will not be at the expense of project delivery, which will always be Aurora's number one priority.

The company's onshore wind and training and competency services, including its Renewable Energy Training Centre in Inverness, will continue to be led by David Duguid, operations director UK North.

For more information: www.auroraenergy.co/en-gb

Colson invests in new Rotherham home

Kane Winton, Managing Director of Integrated Services, Aurora

Aurora's engineering and fabrication facility at Huntly will become a core part of the Integrated Services division – supporting project delivery – and is expected to add to headcount in the next 12-18 months.

Colson Valves, the Rotherhambased precision machining and valve component specialist, relocated to a new facility at Bessemer Park, Rotherham in March this year.

Critically, the new premises are close enough to the existing location to retain the full workforce – preserving the experience and continuity that underpins the company's reputation for quality. Managing director Chris Brown has confirmed that all ISO 9001, ISO 14001 and ISO 45001 accreditations, along with PED and PE(S)R certifications, remain in place following the transition, with the certification body having managed a seamless transfer of scope. The relocation was phased to minimise any impact on customers, with processes running across both sites during the final month. Machining capabilities, test equipment and procedures have all been transferred unchanged – the new address brings all the benefits of improved facilities, with no change in how Colson Valves operates.

For more information: www.colson.co.uk

That operation has now developed into the much larger Integrated Services division which brings together fabrication, specialist welding, engineering, procurement, construction and EPC delivery capability, giving Aurora a more joined-up structure for the delivery of larger and more complex projects.

The move reflects the company's investment in its long-term operational capability. The new site offers a modern layout designed around manufacturing efficiency, alongside increased capacity to support growing demand.

EIC (Energy Industries Council)

Member news

ECITB: cross skill wind programme launched to support two-way transition of technicians

Photo © ECITB 2026

Following two successful pilots, the Engineering Construction Industry Training Board (ECITB), in partnership with the Global Wind Organisation (GWO) and Offshore Renewable Energy (ORE) Catapult, have officially launched the Wind Turbine Maintenance Technician Cross Skill Programme to support worker transferability between oil and gas and wind operations and maintenance. The six-week programme gives existing instrument and controls, mechanical and electrical technicians the requisite technical training to enable them to work on onshore or offshore wind assets as wind turbine maintenance technicians (WTMT).

This programme enables the two-way transition of qualified oil and gas technicians into wind and then back again as and when maintenance activity is needed. It will enable our UK supply chain companies to diversify their energy portfolios and ensure the continuing development of a competent and competitive wind energy supply chain. Andrew Hockey, CEO, ECITB

ECITB-approved training providers will shortly be announcing dates to run cohorts in the coming months. An expression of interest form along with a flyer outlining the prerequisite qualifications and competence are now live on the ECITB website. The Department for Energy Security and Net Zero (DESNZ) and Scottish Government have committed to joint fund the programme through the Transition Training Fund for workers looking to transition their careers from oil and gas into wind. Get in touch Share your news and views...

Engineers inspecting wind turbine components

The Office for Clean Energy Jobs (OCEJ), a dedicated unit within DESNZ, cited the programme as an example of how to pave the way for a just transition within its Clean Energy Jobs Plan. Scottish Government identified the programme as part of the 'industry and public sector partners commitments' to delivering priority actions within the Offshore Wind Priorities and Skills Action Plan. Energy minister Stephen Gethins announced almost £1.7m investment in offshore wind skills recently, which includes funding towards the programme. To be eligible for the programme, workers must provide proof of ongoing and current technical competence within their primary trade discipline, such as through connected competence technical tests. The course content has been mapped to GWO's elements to reduce duplication and to give workers the additional essential skills and knowledge that wind industry employers need. It has also been mapped against and aligns with the learning outcomes within the qualification – ITC First Level 3 Award in Safe Working Practice in the Wind Turbine Industry. Potential candidates can view the prerequisite qualifications and competence for the programme and register interest for the Wind Turbine Maintenance Technician Cross Skill Programme on the ECITB website.

For more information: www.ecitb.org.uk

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

Ellis unveils Centaur®+: the next evolution in high-voltage cable cleating Ellis Patents, a leading UK designer and manufacturer of safety-critical cable cleats and cable management solutions, has launched its new Centaur®+. Developed specifically for demanding high-voltage transmission applications, Centaur®+ combines a curved 316L stainless steel saddle, designed for cable support and an over-strap offering short circuit restraint. The saddle sits on a base which allows for movement in the vertical plane. The result is a cable support solution designed to accommodate the practical requirements of sagged cable installations while providing the robust construction required for critical transmission infrastructure. Centaur®+ represents the next development of Ellis' experience in high-voltage cable support, building on the established Centaur® range and its use on major transmission infrastructure projects. One of the most significant examples is National Grid's London Power Tunnels project, where Ellis Centaur® cable cleats and Centaur® intermediate straps have been used to secure and protect high-voltage cables against short circuits. During Phase 1 of the project, 192km of 400kV cable and 30km of 132kV cable were installed within 32km of tunnels, using Ellis Centaur® products to secure the cables.

The relationship has continued into London Power Tunnels Phase 2 (LPT2). Taihan Cable & Solution Co Ltd is responsible for the design, delivery, connection, construction and testing of a 400kV cable system for the project, again using Ellis Centaur® cable cleats and Centaur® intermediate straps. The continued use of Centaur® on both phases demonstrates the trusted role of Ellis cable cleat technology in major, safety-critical transmission infrastructure. Centaur®+ features a curved saddle designed specifically for sagged cable installations. The saddle and overstrap are manufactured from 316L stainless steel, with a galvanised steel pivot base and base fixings. Centaur®+ has been short-circuit tested to IEC 61914, reflecting Ellis' focus on the mechanical and safety requirements associated with cable support systems in high-voltage applications. The system is available with saddle lengths of 600mm, with the current configurations covering cable diameters from 85mm to 152mm. Importantly, Centaur®+ can also be adapted for specific project requirements, allowing Ellis to alter the design to meet particular load or functionality requirements. As electricity networks expand to accommodate increasing demand, renewable generation and new transmission infrastructure, the engineering requirements placed on high-voltage cable systems continue to evolve.

Photos © National Grid 2026 and Ellis Patents 2026

Member news

National Grid's London Power Tunnels project with inset, the Centaur®+ curved saddle

Expro: less risk, more certainty for your complex wells

Locker Heatshielding celebrates 50 years as heatshielding specialist

Expro has completed the acquisition of Enhanced Drilling, providing industryleading solutions for your managed pressure drilling (MPD) and riserless mud recovery (RMR) needs, improving well delivery, reducing operational risk and increasing execution certainty.

Locker Heatshielding is celebrating 50 years in business, having supplied over 120,000 sq m of heatshields to the oil, gas and petrochemical industries worldwide.

What this means for you: • More effective drilling window management. • Advanced pressure control in all sections of the well. • Improved cementing and completions. • Less non-productive time. • Simplified well design. For efficient, consistent and predictable well construction in demanding locations.

For transmission system operators, system designers and installation contractors the cable cleating system is an integral part of the overall installation design.

Expro's acquisition of Enhanced Drilling integrates managed pressure drilling and riserless mud recovery into its leading range of global well construction solutions. From earlystage design and planning onwards, the company has the technologies to optimise your complex drilling and well construction programmes for greater consistency and confidence.

Centaur®+ has been developed to provide a solution for applications where cable geometry, installation conditions and project-specific requirements demand a robust yet adaptable cable support system.

Enhanced Drilling brings a strong track record of delivering MPD and RMR solutions across offshore environments, including the North Sea, Gulf of America, West Africa, the Caspian and Asia Pacific.

For more information: www.ellispatents.co.uk

For more information: www.exprogroup.com

Established in 1976, the Warrington company designs and manufactures heatshields to protect workers from extreme heat, wind and weather.

Locker Heatshielding has developed a reputation as a leading and experienced provider of radiant heatshields. Celebrating the 50th anniversary is a huge achievement, as the company has navigated some challenging times for the oil and gas sector, which continues today. Andrew Campbell, Chairman, Locker Group

The shields are installed on offshore platforms, refineries and industrial sites around the world, protecting walkways, staircases and lifeboat stations. Customers include Samsung, Shell and Petrobras and engineers have worked on projects all over the world, from the North Sea to South America, West Africa, South East Asia and Australasia.

For more information: www.heatshielding.com

EIC (Energy Industries Council)

Developed entirely in-house, the design replaces a conventional springenergised lip seal with a simpler, onepiece PEEK polymer seal. Unlike traditional sealing arrangements, the Face Seal uses system pressure to strengthen the sealing effect. As operating pressure increases, the seal becomes more effective, supporting greater reliability in high-pressure subsea applications where failure is not an option.

Oliver Valvetek engineering director meets His Majesty The King following King’s Award success Oliver Valvetek engineering director, Nick Howard, attended a special reception at St James's Palace, where he had the honour of meeting His Majesty The King following the company's King's Award for Enterprise in Innovation, pictured above. The prestigious award recognises Oliver Valvetek's in-house Face Seal innovation for subsea gate valves, an engineering development designed to improve valve performance, reliability and long-term confidence in extreme subsea environments. The King's Award for Enterprise is one of the UK's highest official business honours, celebrating outstanding achievement by British businesses. For Oliver Valvetek, the recognition marks its third royal award and the fourth achieved across the Oliver family of companies. Nick Howard has played a key role in the engineering development behind the award-winning innovation, working alongside Oliver Valvetek's UK-based research and development team to deliver a practical solution to a critical subsea sealing challenge. At the heart of the award is a new Face Seal arrangement for Oliver Valvetek's subsea gate valves. Get in touch Share your news and views...

The innovation has been qualified for working pressures from 5,000psi to 20,000psi and simulated water depths of up to 4,000m. It has also helped Oliver Valvetek strengthen in-house manufacturing capability, improve quality control, simplify assembly and reduce reliance on external suppliers. The award further strengthens Oliver Valvetek’s reputation as a trusted specialist in subsea valve engineering, with a long history of supplying critical valve solutions for offshore energy applications around the world. Oliver Valvetek is a specialist subsea valve manufacturer and part of the Oliver Valves group of companies.

For more information: www.valves.co.uk

Prysmian brings in new state-of-the-art burial tool to keep submarine cables safe Prysmian has put into operation a brand-new burial tool – the latest generation heavy-duty plough – used for burying submarine cables deep under the seabed. The burial tool – Prysmian's most powerful and largest yet, is one of two that have been procured from north east England based SMD and will be used for the burial of power cables at a maximum of five metres beneath mean seabed level. The tool, which has been created in close-collaboration between Prysmian and SMD will make cable burial more effective and keep the cables even more protected – a top priority for Prysmian’s customers.

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

Photo © Prysmian S.p.a 2026

Member news

Submarine cables are strategic assets, working as electrical superhighways, bringing energy across long distances in the form of interconnectors, or connecting renewable generation such as offshore wind with the grid.

This long-term partnership of technical know-how and understanding with our partners at SMD reflects just how vital the supply chain of technology in north east England is to deliver energy security for the UK and for Europe, thanks to major submarine electricity projects. Peter Watson, Asset’s and Vessel of Opportunity Manager, Prysmian

The burial tool will be deployed for operation on Prysmian's latestgeneration deep-sea cable installation vessels, the Prysmian Monna Lisa and the Prysmian Alessandro Volta. Prysmian's Middlesbrough marine base takes the lead in the planning, procurement and deployment of Prysmian's burial operations – and the partnership with SMD underlines the win-win for British energy investments in the submarine space, creating a positive ecosystem of know-how.

For more information: www.prysmiangroup.com/en

Member news

The partnership is intended to offer more than equipment supply alone, giving customers in Norway access to OEM knowledge, product support and engineered lifting capability. The offer will support lifting requirements where technical understanding, product suitability and dependable support are critical to successful project delivery.

Red Rooster Lifting strengthens Norwegian market presence through GMC Lifting Solutions AS Red Rooster Lifting has announced a partnership with GMC Lifting Solutions AS to strengthen access to its specialist lifting capability across the Norwegian market. The partnership will support offshore, marine and industrial customers by combining Red Rooster Lifting's air hoist expertise and engineered lifting capability with GMC Lifting Solutions AS' lifting and handling experience, local customer support and strong in-country market presence. Through GMC Lifting Solutions AS, customers in Norway will be able to access Red Rooster Lifting's rental and sales offering with the benefit of local contact, practical technical support and manufacturer-backed product knowledge. The arrangement gives customers the reassurance of dealing directly with a Norwegian company while gaining access to Red Rooster Lifting's wider technical capability. Red Rooster Lifting's specialist range is designed to support offshore, marine and industrial lifting requirements. Rental and sales solutions are available from 250kg to 60 tonne, including air hoists, hoist and trolley solutions, ultra-low headroom options, as well as cross hauling configurations.

The new relationship is significant for the Norwegian market because it strengthens GMC Lifting Solutions AS' local offer with Red Rooster Lifting's established offshore and marine lifting expertise. Red Rooster Lifting has been trusted globally for decades, with a proven track record across demanding lifting applications and real-world project case studies. The partnership is already active in Norway, including the supply of 50 tonne, ATEX Zone 2 air hoists and trolleys through GMC Lifting Solutions AS for a recent offshore project.

For more information: www.redroosterlifting.com

Made in UK: Rotork and United Infrastructure mark major manufacturing milestone with highly skilled British workforce Rotork and United Infrastructure celebrated the completion of the first batch of IQ3 Pro intelligent electric actuators rolling off the production line for deployment on Liverpool Bay CCS Limited's (LBCCS) CO2 Transportation and Storage (T&S) project, a critical component for the project. The milestone was celebrated during a visit to Rotork's manufacturing facility in Bath by project partners and stakeholders showcasing how UK manufacturing, engineering excellence and collaboration are supporting the delivery of critical infrastructure that will support net zero ambitions.

United Infrastructure is delivering critical elements of the Liverpool Bay CO2 Transportation and Storage (T&S) project, on behalf of LBCCS. Rotork is supporting this significant infrastructure through the design and manufacture of its IQ3 Pro electric actuators, ensuring the safe and efficient operation of the CO2 transportation network that will transport captured carbon dioxide for permanent offshore storage. Manufactured in the UK by a highly skilled British workforce, the actuators represent far more than a production milestone. They demonstrate the strength of the UK's engineering and manufacturing sector, supporting domestic supply chains, creating high-value employment, investing in apprenticeships and developing the next generation of engineering talent.

It's fantastic to celebrate this manufacturing milestone alongside our customers and project partners. Seeing products designed and manufactured by our teams in the UK being deployed on a project of this significance is a real source of pride. Ross Pascoe, Chief Technology Officer, Rotork

The Liverpool Bay CO2 Transportation and Storage (T&S) project forms the backbone of HyNet, one of the UK's first low-carbon industrial clusters. Once operational, it will enable carbon emissions from industries across England and Wales to be safely transported and stored, helping decarbonise some of the country's most energy-intensive industries. United Infrastructure and LBCCS were joined by other trade partners, including valve supplier LFF Valvenco and the EIC, who met the teams at Rotork responsible for designing and producing the IQ3 Pro actuators.

For more information: www.rotork.com

Sonardyne's SPRINT-Nav family now one navigation approach for every class of vehicle Sonardyne, a Kraken Robotics company, has expanded its industryleading SPRINT-Nav technology into a complete, scalable family of underwater navigation systems for marine robots, built around a single shared architecture. For more than a decade, SPRINT-Nav has combined the key sensors needed for high-performance underwater navigation in a single pre-calibrated instrument. This has helped subsea vehicle teams around the world to save space, reduce build complexity and lower integration risk. Now the SPRINT-Nav family has expanded, providing higher performance to the smallest vehicles and extending how far the largest underwater platforms can travel unaided. This means that whether you’re operating compact inspection vehicles and towfish or work-class ROVs though to long-endurance XLUUVs, there's a SPRINT-Nav to meet your mission needs. Because every new SPRINT-Nav form factor now works across a unified embedded software suite, including the same web UI and API, manufacturers and operators can easily 'swap out and swap in' their navigation solution, as mission needs grow. In addition to faster initialisation, all of the latest SPRINT-Navs can now also support survey operations with Fusion 2 software, unlocking LBL range aiding and SLAM calibration. All variants retain the same tightly integrated INS and DVL, factory pre-calibration, true north seeking heading, free-inertial capability and sensor fusion, but now with even easier setup, quicker deployment and less offshore configuration. roject.

For more information: www.sonardyne.com

Get in touch Share your news and views...

Member news

Photo © Sonardyne International Ltd 2026

Carrie McInt

Sonardyne’s SPRINT-Nav; one navigation approach for every class of vehicle

Synectics' Synergy CAPSS certification strengthens cyber assurance in physical security Cyber resilience is now inseparable from physical security. As surveillance platforms become increasingly connected to wider operational networks, energy organisations need confidence that the technology protecting people, assets and critical services is itself protected against cyber threats. Synectics' Synergy security and surveillance platform has achieved certification under the National Protective Security Authority's Cyber Assurance of Physical Security Systems (CAPSS) standard. The independent assessment confirms that Synergy meets rigorous, government-defined cyber security requirements and has security embedded throughout its development and operation. This assurance is particularly important for oil and gas, utilities, renewables and other critical infrastructure environments. A cyber weakness within an integrated physical security system could disrupt operations, compromise sensitive surveillance data or affect the protection of geographically dispersed and remote sites. CAPSS gives security, IT and procurement teams an independently verified benchmark when comparing technology and selecting suppliers.

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

It is increasingly relevant as cyber assurance becomes embedded in procurement frameworks, corporate security policies and national guidance. Certification has also secured its inclusion in the NPSA Catalogue of Security Equipment, helping government departments and critical infrastructure operators identify solutions that meet nationally recognised cyber assurance standards. Achieving CAPSS requires more than adding individual security features. Cyber resilience must be designed into the platform as a whole. Synergy supports secure deployment through encrypted video transmission and storage, role-based access controls, device and network authentication, audit logging and system health monitoring. Its built-in Secure Check framework also helps users configure systems in line with cyber security best practice, including password strength, encryption settings and account permissions. For energy operators managing connected, distributed and operationally critical assets, independent cyber assurance is an essential part of responsible technology selection. Synectics is a leader in advanced security and surveillance solutions.

For more information: www.synx.com

tosh

Newmedia EIC members Member news Social round up

Xodus to support environmental approvals for the next phases of the Northern Endeavour Decommissioning Programme Xodus Group will support environmental approvals for Phases 2 and 3 of the Northern Endeavour Decommissioning Programme, the next major stage in the removal of one of Australia's largest offshore oil field developments. The programme, delivered by Australia's Department of Industry, Science and Resources (DISR) involves the staged decommissioning of the Laminaria-Corallina oil fields, located 550km north west of Darwin.

Northern Endeavour is one of the most significant decommissioning programmes under way in Asia Pacific. Our team has been involved since Phase 1 and being trusted to lead environmental approvals through to completion says a lot about the standard of work we've delivered with DISR.

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) Congratulations to the WESCA 2026 Dubai winners! Company of the Year: Penta Global Engineering. Discover the success stories behind the awards: https://lnkd.in/dvTv2rT

EIC (Energy Industries Council) The EIC is proud to celebrate the achievements of energy supply chain companies at the WESCA Houston Awards. Read Survive & Thrive X: https://lnkd.in/dvTv2rT

Carrie McIntosh, Late Life & Decommissioning Manager, Xodus

Phase 2 covers the permanent plugging and abandonment of the Laminaria-Corallina subsea wells. Phase 3 will involve the decommissioning and removal of the remaining subsea infrastructure.

EIC (Energy Industries Council) Congratulations to the WESCA 2026 Milan winners! Company of the Year: Masterwatt. Read Survive & Thrive X and discover the stories behind this year’s awards: https://lnkd.in/dvTv2rT

MILAN

Across both phases, Xodus' scope includes environmental impact assessments, EPBC Act approvals support, oil spill modelling, GIS services, regulatory engagement support and implementation planning. The first phase of the programme is now operationally complete.

For more information: www.xodusgroup.com

EIC (Energy Industries Council)

November – December

Events calendar 2026 EVENTS

DATE

LOCATION

EIC ADIPEC Golf Day 2026

1 November

Abu Dhabi City Golf Club

EIC ADIPEC Business Breakfast 2026

2 November

Pearl Rotana, Abu Dhabi

ADIPEC I UK Pavilion

2-5 November

Abu Dhabi NEC

ADIPEC 2026 UK Pavilion Networking Reception

3 November

Aloft Abu Dhabi

EICDataStream/EICAssetMap training

4 November

Online

Lunch Women of Energy: Building a Successful Management Career

5 November

Rio de Janeiro

EIC CONNECT Golf – Jakarta 2026

8 November

Imperial Klub Karawaci

EIC CONNECT Indonesia 2026

9 November

Jakarta

EIC Nigeria Market and Trade Delegation Update

10 November

Webinar

Opportunities in Argentina with Techint

10 November

Online

EIC World Energy Supply Chain Awards 2026

12 November

Rio de Janeiro

EIC Breakfast in Rio: Project Opportunities with SBM Offshore

17 November

Rio de Janeiro

EIC Members Update – UK Perspective

17 November

Manchester, UK

EIC CONNECT UK & Ireland Energy 2026

17-18 November

Manchester, UK

EICDataStream/EICAssetMap training

18 November

Online

EIC World Energy Supply Chain Awards 2026

20 November

Kuala Lumpur

Technical Workshop: Tax Reform Impacts for Procurement

24 November

EIC Rio de Janeiro Office

Macaé Breakfast: Mooring and Offshore Opportunities with Petrobras

24 November

Macaé, Rio de Janeiro

Data Centre Expansion in Asia Pacific

25 November

Webinar

Business Breakfast Opportunities OMAN

30 November

Muscat OCEC

EIC CONNECT Germany 2026

1 December

British Embassy, Berlin

EIC Forum: Operational Integrity and Compliance

1 December

Rio de Janeiro

EICDataStream/EICAssetMap training

2 December

Online

EIC Breakfast in Louisiana: Opportunities with Wood

3 December

EIC Houston Office

Data Centres: From Opportunity to Delivery

8 December

Dubai

EIC Breakfast in Houston: Opportunities with Technip Energies

10 December

EIC Houston Office

EIC Christmas Cracker Golf Day 2026

10 December

Abu Dhabi City Golf Club

Onshore Renewables Investment in Asia Pacific (APAC)

16 December

Webinar

EICDataStream/EICAssetMap training

16 December

Online

Get more in touch Share yourand news and views... For information to book visit www.the-eic.com Email newsdesk@the-eic.com Phone +44 (0)20 7091 8600

Forthcoming events

9 November 2026 • Jakarta

January – April

CONNECT Indonesia 2027 EVENTS

DATE

LOCATION

World Future Energy Summit I UK & EIC Pavilion

12-14 January

Abu Dhabi, UAE

EIC ENERGY CONNECT 2027 with Asharqia Chamber

13 January

Dammam

Beijing Energy Congress I UK Pavilion

13-15 January

Beijing, China

Trade Delegation to Nigeria 2027

18-22 January

Lagos, Nigeria

Made in Scotland: The Energy Transition

19 January

Aberdeen, UK

Trade Delegation to Angola 2027

25-29 January

Luanda, Angola

GCC Energy Market and Project Update

26 January

Webinar

EIC CONNECT Borneo 2027

2-3 February

BCKK, Kuching, Malaysia

Africa Market and Project Update

16 February

Webinar

Wind Expo Japan I UK Pavilion

24-26 March

Tokyo, Japan

Europe Energy Week 2027 I UK Pavilion

5-8 April

Hannover Messe

CIS Market and Project Update

13 April

Webinar

Offshore South East Asia (OSEA) 2027 I UK & EIC Pavilion

13-15 April

Singapore

EIC Networking Night at OPES 2027

26 April

Muscat, Oman

Oman Petroleum & Energy Show (OPES) I UK Pavilion

26-28 April

Muscat, Oman

Trade Delegation to Cote D'Ivoire 2027

26-30 April

Cote D'Ivoire

17-18 November 2026 Manchester

CONNECT UK&I Energy

EIC (Energy Industries Council)

EIC PLATINUM GLOBAL PARTNER

INTERNATIONAL TRADE ADIPEC 2026

The UK energy supply chain takes centre stage The EIC International Trade team is heading back to Abu Dhabi this November for ADIPEC 2026, bringing the UK Pavilion to the world's largest energy event from 2-5 November. For more than 20 years, the EIC has managed the UK Pavilion at ADIPEC, witnessing the event's transformation into a global meeting point for the energy industry. This year marks another significant step forward, with the largest UK Pavilion footprint to date, spanning four halls – 8, 12, 15 and 16.

Highlights include VIP Pavilion Tours with NOCs, IOCs and other Camilla leading stakeholders, Tew alongside one-to-one meetings with EPC contractors. Previous participants have included ADNOC, Aramco, SABIC, PDO, Kent, McDermott, Petrofac, Saipem, Technip Energies, Wood and Worley. Networking will continue throughout the week, with the EIC ADIPEC Business Breakfast at the Pearl Rotana Hotel and the EIC ADIPEC Networking Reception at the Aloft Hotel, bringing together exhibitors, buyers, industry influencers and key GCC stakeholders.

More than 100 UK companies will be joining the Pavilion, showcasing the innovation, technology and expertise that continue to make the UK energy supply chain a trusted partner for major projects around the world.

New for 2026 is the EIC ADIPEC Golf Day on Sunday 1 November. The event will combine a 9-hole round with a BBQ and open-bar Tee Off Party, offering a relaxed setting to make connections before the exhibition begins.

The opportunities across the region are significant. 1,120 energy projects across all sectors are currently under development across the MENA region between 2026 and 2032, representing an estimated US$1.227tn in CAPEX. With this substantial pipeline, the region remains a major focus for UK companies looking to develop new markets and build international partnerships.

With record participation, a larger footprint and an expanded programme of business and networking opportunities, ADIPEC 2026 promises to be a major showcase for the UK energy supply chain.

The UK Pavilion will also welcome the Wales Pavilion back to Hall 8, with 14 co-exhibitors joining the UK presence.

We look forward to welcoming EIC members, UK companies, partners, colleagues, friends and guests to Abu Dhabi.

Beyond the exhibition floor, the EIC will bring its international network into play through a programme designed to connect UK companies with major industry decision-makers.

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

Contact us For additional details on UK and EIC pavilions and delegations, please contact the team... Email internationaltrade@the-eic.com • Phone +44 (0)20 7091 8600

W I N N E R S LONDON

COLLABORATION

CULTURE

DIGITAL & AI

DIVERSIFICATION

ENERGY TRANSITION Siemens Energy

ENVIRONMENTAL SUSTAINABILITY & SOCIAL IMPACT Fibron

EXPORT

INNOVATION

Siemens plc

asset55

AAL Shipping PRINCIPAL SPONSORS

Score

Forsyths

AIS

For businesses looking to be in the spotlight next year, the 11th edition of Survive & Thrive will launch in January 2027. Reach out to me or your membership manager to sign up to take part: stuart.broadley@the-eic.com

DEEP Manufacturing

Welcoming over 300 guests and hosted by Jon Culshaw, one of the UK’s best-known impressionists, the evening celebrated excellence across 16 categories, highlighting outstanding achievements from across the UK and Europe within the energy sector supply chain. Winning a WESCA begins each January, when members share their stories through Survive & Thrive. 135 companies featured in the 10th edition, before their success strategies were rigorously reviewed by a global expert judging panel. On behalf of EIC I extend our congratulations to each and every finalist and of course our winners. Stuart Broadley, EIC CEO and Interim Regional Director UK, Ireland & Continental Europe

OPTIMISATION

PEOPLE & COMPETENCY

RESILIENCE

SCALE UP

SERVICE & SOLUTIONS

TECHNOLOGY

COMPANY OF THE YEAR

Photographs by Photographer London Ltd

DEEP Manufacturing

Select Offshore

Oceaneering

TRANSFORMATION Ampelmann

CATEGORY SPONSORS

Powertherm

Score

Dräger (Norway)

EIC & RGU RISING STAR

Hitaishi Gopaul, Mott MacDonald

Middle East news Regional update As we move into one of the busiest periods of the year for the region's energy sector, there is certainly no shortage of activity, opportunity and reasons to bring the industry together across the region.

There is still a great deal to look forward to before we close out 2026. The continued appetite we are seeing from companies to participate, invest, build relationships and pursue opportunities across the region gives us plenty of reason for optimism as we look towards 2027. Ryan M cP

herson

It was a privilege recently to celebrate some of the very best of our energy supply chain at the World Energy Supply Chain Awards (WESCAs), held aboard the iconic QE2 in Dubai. This year's awards brought together the 26 finalists featured within our Survive & Thrive X report, recognising outstanding achievements across 11 categories. Once again, the evening demonstrated the resilience, innovation and ambition that exists across our membership and the wider supply chain. A huge congratulations to all of our finalists and, of course, to this year's winners. It was fantastic to see so many members, partners and friends of EIC joining us to celebrate their achievements. Attention now turns firmly towards ADIPEC 2026, taking place in Abu Dhabi from 2-5 November. EIC will once again host the UK pavilion, with a presence in Halls 8,12, 15 and 16. ADIPEC remains one of the most significant weeks in the global energy calendar and above all, a place where the quality and concentration of conversations, connections and decision-makers is difficult to replicate anywhere else. Alongside the pavilion itself, we have a packed programme including our inaugural EIC ADIPEC golf day, business breakfast, one-to-one meetings with major contractors, VIP pavilion tours and our UK networking reception at the Aloft Hotel. I look forward to seeing many of you throughout what promises to be another incredibly busy week in Abu Dhabi. Before ADIPEC, we will also be heading to Muscat on 30 October for our Oman business breakfast. Oman continues to generate significant interest across our membership, with opportunities spanning the traditional energy sector alongside an increasingly ambitious programme across renewables, hydrogen and the wider energy transition. The breakfast will provide another opportunity to hear directly from those active in the market, discuss where opportunities are developing and, importantly, build the relationships needed to successfully do business in the Sultanate. And while ADIPEC may traditionally feel like the culmination of the energy calendar in the region, we are not quite finished for 2026. On 10 December, we will bring members and the wider industry together for our Christmas cracker golf day, a great opportunity to round off another extremely busy year with some friendly competition and, more importantly, plenty of networking. Get in touch Share your news and views...

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

As always, the EIC team is here to help you understand where the opportunities are, make the right connections and support your ambitions across the region. I look forward to catching up with many of you over the coming weeks and hopefully finishing another busy year on a high. Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com

Regional news

BP accelerates Egyptian gas production with early start-up at Fayoum-4 BP has begun natural gas production from the Fayoum-4 well in Egypt's West Nile Delta almost two years ahead of schedule, adding around 80m cubic feet per day to the national grid. The well was brought online using a sidetrack from existing infrastructure, avoiding the need for a new well or additional subsea facilities. The development supports Egypt's efforts to reverse declining domestic gas production and reduce reliance on costly imports.

ADNOC, XRG and SEFE strengthen gas and LNG partnership for Europe ADNOC, XRG and Germany's Securing Energy for Europe (SEFE) have signed a MoU to explore deeper co-operation across the natural gas and LNG value chains. The partnership will focus on strengthening energy security and supply resilience across Germany and Europe, while exploring opportunities in critical infrastructure, shipping, cargo optimisation and market development. It combines ADNOC's UAE-based gas and LNG supply with XRG's international network and SEFE's European market presence.

Forthcoming events Please go to page 22 to see upcoming eve8ts around the world

29 29

Asia Pacific news Regional update EIC CONNECT OGA 2026 I'll start this edition's column by sharing the success of EIC CONNECT OGA 2026, held in conjunction with Oil and Gas Asia (OGA) 2026 here in Kuala Lumpur, Malaysia.

Syed S ag

gaf

It was with immense satisfaction that we were able to deliver a conference programme featuring an impressive line-up of high-profile speakers covering the breadth of the energy sector. The programme brought together government representatives, senior leadership from oil and gas producers, key international and local EPC and engineering contractors, as well as representatives from many of our EIC member companies.

What made the session particularly meaningful was the candid exchange of views on how the industry can continue to remain competitive and resilient while navigating an increasingly complex energy landscape, evolving market dynamics and the transition towards a more sustainable energy future. It was certainly a privilege to moderate such a high-level conversation and even more rewarding to see leaders from different parts of the ecosystem come together to share perspectives and ideas. A big thank you to all of our distinguished panellists for an engaging and insightful discussion and to everyone who joined us at EIC CONNECT OGA 2026. UK pavilion at OGA 2026 OGA 2026 itself attracted the usual 30,000 visitors, reaffirming its position as one of the region's key energy industry events. We were also delighted to see strong engagement at the EIC UK pavilion, where 10 UK companies exhibited their capabilities and explored opportunities across the Malaysian and wider Southeast Asian markets. The feedback from our participating companies has been very positive, with many highlighting the quality of engagement, the opportunities to meet potential customers and partners and the value of having a dedicated platform to showcase UK expertise and solutions.

With close to 40 speakers and approximately 200 delegates, EIC CONNECT OGA provided an excellent platform for meaningful dialogue, knowledge sharing and, most importantly, business networking across the energy supply chain. The quality and diversity of participation demonstrated the strength of the industry and the continued importance of bringing stakeholders together to discuss the opportunities and challenges shaping our sector. I would like to thank all of our speakers, delegates, exhibitors, partners and of course, the EIC team for making EIC CONNECT OGA 2026 such a success. It was a great few days for the energy industry and more importantly, a strong demonstration of what can be achieved when the industry comes together. Plenary panel session One of my favourite parts of EIC CONNECT OGA 2026 was the opportunity to moderate our plenary session, bringing together an exceptional group of leaders from government and across Malaysia's energy industry. I was honoured to be joined by YB Akmal Nasir, minister of economy, Datuk Kenneth Pereira, managing director of Hibiscus Petroleum Berhad, Abang Yusuf Abang Puteh, president of the Malaysian Gas Association (MGA) and Siti Sulaiman, country chair of Shell Malaysia.

Collaboration effort I am also pleased to share that EIC has signed a memorandum of understanding (MoU) with the The Malaysian Oil, Gas & Energy Services Council (MOGSC), establishing a framework for strategic co-operation between both organisations. This MoU provides a platform for EIC and MOGSC to work collaboratively to support industry development through knowledge and information sharing, while advancing the growth and competitiveness of Malaysia's oil, gas and energy services sector. Importantly, our collaboration will place particular emphasis on supporting Malaysian OGSE companies in their international expansion. Syed Saggaf Regional Director, Asia Pacific syed.saggaf@the-eic.com EIC (Energy Industries Council)

North and Central America news Regional update September brought another valuable opportunity for the Houston EIC energy community to connect with leading industry decision makers at EIC Breakfast in Houston – Opportunities Amand a Duho n with Oceaneering and Baker Hughes. Held on 10 September, in the energy corridor, the event provided attendees with an opportunity to hear directly from both companies and gain insight into their market activities, supply networks, procurement strategies and potential areas of opportunity across the energy sector. We would like to extend a special thank you to Simao Silva, sr. director & Brazil country manager, Oceaneering and Mauricio Valadares, global strategic sourcing director, Baker Hughes, for their time and valuable presentations. The EIC is now looking ahead with several events in the calendar as we close out the year, providing further opportunities for members to connect, exchange knowledge and explore new business opportunities across the energy supply chain. On 10 December, we will host the EIC Breakfast in Houston – Opportunities with Technip Energies. The breakfast will provide an opportunity to explore potential opportunities within the evolving energy landscape, including insights into the company's activities, procurement priorities, supply chain requirements and areas of opportunity for suppliers. As a reminder to the EIC community, events are added here and registration is made live on a regular basis. To be the first to know, please subscribe to our North & Central America newsletters via MyEIC or email the events team for additional support. Additionally, all events listed have available profile-raising opportunities. To take advantage of these opportunities and place your company at the forefront, please email: houston@the-eic.com We look forward to closing the year with our members and continuing to create valuable connections and opportunities across the energy sector. 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

FERC orders US grid operators to reform largeload interconnection rules The Federal Energy Regulatory Commission (FERC) has ordered six US regional grid operators to review and reform their transmission rules for large electricity users, including data centres and manufacturing facilities. The measures aim to speed up interconnection, improve transparency on transmission costs, support co-location and behindthe-meter generation and introduce more flexible services. The initiative is intended to accelerate grid expansion and new power supply as electricity demand rises, while limiting additional costs for other customers.

Mexico takes important step to advance biomethane production The Brimex Energy facility in Jalisco has become Mexico's inaugural biomethane project to join the CleanCounts/M-RETS registry, enabling official verification of its environmental attributes. Processing organic waste from the dairy, livestock and tequila sectors, the plant possesses an approved biomethane output of 12,456m³/d. Significantly, Brimex secured the nation's first regulatory permit to commercialise the renewable gas as a fuel. Despite this progress, large-scale injection into the national pipeline network awaits the finalisation of technical standards. The energy secretariat (SENER) is currently drafting these protocols to govern gas quality, grid integration and traceability across the country.

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

South America news Regional update As the year end approaches, so does EIC Rio's most elegant event: The Gala Dinner: WESCA – World Energy Supply Chain Awards. Scheduled for 12 November, the event will bring Clariss e Roch a together professionals from across the energy sector for an evening focused on celebration, recognition and networking. It will showcase the achievements of energy suppliers during 2026, including recognition of EIC member companies participating in Survive & Thrive 2026. Guests will be welcomed with a drinks reception before enjoying a three-course dinner, providing plenty of opportunities to meet industry leaders, colleagues and potential new business partners. Open to both EIC members and non-members, the evening is a chance to develop new connections and celebrate the successes of the energy supply chain. On 17 November, the EIC will host Breakfast in Rio: Project Opportunities with SBM Offshore, BW Energy and Ocean Installer, offering attendees the opportunity to learn more about leading players in Brazil's offshore energy sector and explore potential business opportunities.

Regional news

Brazilian government approves 10-year Energy Expansion Plan (PDE) 2035 Published by the Ministry of Mines and Energy, the document sets out the country's energy planning priorities. The PDE forecasts R$3.5tn (US$686bn) in investments to expand energy supply, focusing on renewable sources. Domestic energy supply is expected to grow by 2.3% annually through 2035, while final consumption is projected to increase by 1.8% per year. Renewables will account for 51% of the energy mix and more than 85% of the electricity mix. Installed power generation capacity is projected to increase from 255GW to around 367GW. The plan also addresses energy transition, poverty, climate adaptation and security.

August's Breakfast in Rio: Offshore Opportunities com Hanwha Ocean EPU, Helix Energy Solutions Group e Ecovix Construções Oceânicas SA was a success. The speakers from the companies shared insights into their operations in Brazil's offshore sector. Hanwha Ocean, the fifth-largest Korean group, plans to manufacture and integrate five modules directly in Brazil for the P-91 project. The company is currently seeking partners in basic engineering, detailed engineering, classification services and equipment supply. Helix Energy Solutions sees significant growth opportunities in Brazil by expanding its subsea decommissioning capabilities, riserless well intervention services and support for offshore renewable energy projects. The company is also seeking local partners for ship maintenance, subsea package supply and inspection and waste treatment. Ecovix has a robust portfolio of projects currently underway. The company has already received the first steel profiles for its Handymax vessels and has begun construction. Clarisse Rocha, Director – Americas clarisse.rocha@the-eic.com

Brazil unlocks funds for AI-ready digital infrastructure The country's communications ministry has released R$1.3bn (US$240m) to finance the expansion and modernisation of data centres alongside broadband connectivity. Drawn from the telecommunications development fund, this capital will be distributed between 2026 and 2028 through credit lines managed by state institutions, including BNDES and Finep. The objective is to equip the nation for advanced technological demands, particularly artificial intelligence, while ensuring stable public access. To foster domestic industry growth, financing agreements require companies to direct a minimum of 30% of their equipment purchasing budget towards locally manufactured technologies.

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w 32

EIC Insight Report 2026

www.the-eic.com

Survive & Thrive X

Survive & EIC Insight Report 2026 Volume X Companies supplying the global energy industry are earning a record share of their revenue overseas, but they continue to avoid expanding into new export markets, according to Survive & Thrive X by the EIC. The report is based on interviews and case studies from 135 energy supply-chain companies based in the UK and Ireland, Europe, the Middle East and Africa, Asia Pacific, North America and South America. It shows that 75% of companies made record revenues in 2025, while 91% expect continued growth this year. In place of expansion strategies, companies are pivoting in 2026 towards resilience, which accounted for 18% of business strategies. That's up 8% from the previous year. Optimisation jumped to 19% from 12%, while diversification remained the most common strategic response at 25%. The findings point to growing confidence in existing operations rather than confidence in the wider investment environment. The report also reveals a gap between announced energy ambitions and projects reaching construction. Around one-quarter of upstream, midstream and downstream projects under development have reached final investment decision, compared with 13% in renewables, 10% in hydrogen, 8% in carbon capture and 8% in offshore wind. Less than 1% of floating offshore wind projects have secured final investment decision. Oil and gas continues to underpin much of the industry's revenue base. The majority of respondents, 94%, are active in the sector, which generates an average of 59% of company revenue. Meanwhile, participation in renewables declined to 49% from 59%, although renewables’ average contribution to revenue increased modestly to 13%.

The EIC Awards Programme The World Energy Supply Chain Awards aim to recognise excellence from all companies and organisations across the energy industries globally. In their business cases featured in the Survive & Thrive Insight Report, the EIC member companies can demonstrate how they faced a specific challenge and introduced a new business solution or any initiative that drove successful results. AWARD CATEGORIES Collaboration Culture Digital and AI Diversification Energy Transition Environmental Sustainability & Social Impact Export Innovation Optimisation People and Competency Resilience Scale Up Service and Solutions Technology Transformation Please see our success stories overleaf or visit the EIC website to view the complete report: www.the-eic.com/ MediaCentre/Publications/SurviveandThrive

The UK and Europe WESCA winners 2026

Interviews for the 2027 Survive & Thrive Insight Report will start in January 2027

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Success Success Stories SuccessStories Stories Success Stories

EIC Survive & Thrive X EIC Survive Thrive 2026 EIC Survive &&Thrive 2026 EIC Survive & Thrive X

July 2026 2026 July 2026 JulyJuly 2026

Story type #technology (main category) #service & solutions

Beneﬁts

High Supply Adding value for clients through key partnerships and a broadened portfolio Alexandre Bastos

► Increased revenue by an estimated 20% to 25% and expanded its client portfolio to include major oil and gas operators. ► Reduced installation times by approximately 60% and expanded operational capacity to offer complete industrial solutions.

Key ﬁndings

CEO at High Supply

For young people How is High Supply thriving? High Supply has strengthened its position in Brazil’s offshore market by identifying safer, more efficient alternatives to conventional welding. Its exclusive partnership with Lokring introduced cold-welding technology that significantly reduces installation time, risk and operational disruption, while enabling a more flexible, service-led business model. With expanded capabilities, the firm has deepened relationships with major operators and positioned itself as a provider of integrated industrial solutions. The challenge - Founded in 2009, Brazil-based High Supply is a renowned supplier of reliable and innovative industrial solutions for operational efficiency, safety and productivity. Through the rental and sale of technical equipment for a range of applications, the firm identified a critical need among its clients to address several challenges related to welding services, particularly in offshore environments and classified areas. Specifically, these services often involve operational shutdowns and the mobilisation of many people, often requiring specific permits, training, inspections and presenting additional risks. Recognising the challenges facing its client base, High Supply set out searching for a technology that would ease its customers’ burdens, making welding services faster, safer and more cost-effective. The solution - It was in this context that the company began collaborating with Lokring. The partnership stemmed from a trade fair, where High Supply learned about Lokring’s cold-welding solution, and recognised its potential for the Brazilian market. Lokring’s technology enables the application of connections, such as couplings and flanges, through a mechanical cold-welding process. Unlike hot welding, the solution does not generate sparks, does not involve melting metal, and does not alter the structural integrity of the pipe, making it particularly suitable for areas where operational safety is critical. The main benefits of the technology include an approximate 60% reduction in installation time, a lower need to mobilise personnel, reduced operational time, lower risk in flammable areas, reduced need for inspection as the integrity of

the material is not altered and, in some cases, the possibility of carrying out the service without interrupting the production line. For High Supply, it was a breakthrough. In practice, projects that might previously take approximately 10 days using conventional welding can now be completed in approximately four days. In addition, while a traditional service might require a team of approximately six people, the new solution can be carried out by just two. Through the partnership, High Supply became Lokring’s exclusive partner in Brazil. Previously, clients interested in this technology had to import the tool, import the connections, and deal with the entire bureaucratic process of bringing them into the country. Now, High Supply keeps the tool available locally and provides certified labour to operate the solution, while also offering training for its clients’ personnel. The result has been the establishment of a new business model for the firm. Clients can contract the full service, purchase the connections, rent the tool or receive training to qualify their own team. Further, the technology has also enabled High Supply to expand its presence among marine service operators (MSO) and maintenance and offshore service companies. While Lokring was already known in the international market, including by companies such as Equinor, access to the technology in Brazil was made difficult by bureaucracy. With High Supply as the local partner, this process has become simpler, faster and more competitive. Having been signed in March 2025, High Supply’s partnership agreement with Lokring has already proven savvy. Following a threeto-four-month adaptation period, the company expanded its client portfolio, strengthened existing relationships and established new contacts with larger oil and gas clients, with Lokring’s technology present on the vessels of SBM, BW, MODEC, Karoon and Equinor. Financially, the partnership already represents an estimated increase of 20% to 25% in the company’s revenue. Yet beyond the financial impact, the main strategic gain has been the possibility of directly accessing major operators and consolidating High Supply as a provider of innovative solutions for the offshore market. More recently, High Supply also established a strategic partnership with Onze Offshore

► Prioritise continuous learning and specialisation, using courses and books to open new perspectives and create career opportunities. For industry ► Seek business improvements and follow market movements to maintain growth even when the company is already well positioned. For government ► Reduce bureaucracy and make it easier for entrepreneurs to bring valuable new technologies into the country.

High Supply at a glance: Key products and services: rental and sale of high-performance industrial equipment. Main industries served: ► Oil and gas – 80% ► Conventional power – 20% Headquarters: Rio das Ostras, Brazil Year established: 2009 Number of employees: 55

– a calibration laboratory that also has a broad industrial services structure, including metal fabrication, painting and welding. This collaboration began in August 2025 and has improved High Supply’s agility and operational capacity, helping the firm to offer new services such as large-scale hydro-blasting work. Indeed, both partnerships have been significant success stories. Not only has High Supply expanded its range of services and started promoting joint solutions to clients, but the firm now also stands as a provider of complete solutions – particularly for clients requiring onboard maintenance or complementary industrial services.

11July July 2026 July July 2026 2026 Success SuccessStories Stories 2026

EIC EICSurvive Survive&&Thrive Thrive2026 2026

EIC Survive & 2026 Thrive X EIC EICSurvive Survive &Thrive Thrive EIC & Survive &2026 Thrive X

HIMA HIMAGroup Group AAtrusted trustedpartner partnerinindelivering deliveringcomprehensive comprehensivefuncti functional onalsafety safety and andOT OTsecurity securitysoluti solutions ons Jörg Jörgde delalaMott Mottee CEO CEOatatHIMA HIMAGroup Group AAkey keyaspect aspectofofthe theCSC CSCisisitsitsmodular, modular,cuscustomer-centric tomer-centricsetup. setup.Safety Safetyautomati automati ononararEstablished Establishedinin1908, 1908,family-owned family-ownedHIMA HIMA chitectures chitecturescan canbeberebuilt rebuiltand andtested testedexactly exactly Group Grouphas haslong longbeen beenrenowned renownedasasa aleading leading asasthey theywill willlater laterbebeimplemented. implemented.InInclose close global globalprovider providerofofsafety safetysoluti soluti ons, ons,consisconsis- on-site on-sitecollaborati collaborati on, on,HIMA HIMAand anditsitscustomcustomtently tentlytransforming transformingdeep deepin-house in-houseknow-how know-how ers ersdevelop developstandard standardconcepts conceptsthat thatcan canthen then into into market-ready, market-ready, customer-centric customer-centric solusolu- bebeindividually individuallyadapted. adapted. tions. tions.Most Mostrecently, recently,that thathas hasinvolved involvedthe the Followingananiniti initi alalramp-up ramp-upphase, phase,HIMA’s HIMA’s opening openingofofitsitsCustomer CustomerSoluti Soluti ons onsCenter Center Following partners increasingly increasingly approached approached HIMA HIMA (CSC) (CSC)inin2022 2022and anditsitsexpansion expansionthrough throughthe the partners themselves,providing providingequipment equipmentand andsolusoluSecurity SecurityLab Labinin2023 2023– –a ashift shiftininstrategy strategythat that themselves, tionsthat thatcould couldbebeintegrated integratedinto intothe theCSC. CSC. has hasenabled enabledit ittototake takea adecisive decisivestep stepbeyond beyond tions Overtime, time,these theserelevant relevantand andinnovati innovati veve itsitsproduct-centric product-centricbusiness businessand andtowards towardsbebe- Over additi additi ons onshave havehelped helpedtototurn turnit itinto intoananin-incoming cominga atrue, true,holisti holisti c csoluti soluti ons onsprovider. provider. creasingly creasinglycomprehensive comprehensiveecosystem. ecosystem. The Thechallenge challenge- HIMA - HIMAGroup Grouphas hasbeen beenfacing facing 2023,the theCSC’s CSC’sexpansion expansionwith withthe thesupsupa adisti disti nct nctchallenge challengeininrecent recentyears yearsininwhich which InIn2023, plementarySecurity SecurityLab Labmarked markedanother another many manyofofitsitscustomers customersincreasingly increasinglyfocus focusonon plementary majormilestone. milestone. core corebusiness businessacti acti viti viti eseswhile whiletheir theirinternal internal major resources resourcesconti conti nue nuetotoshrink. shrink.InIntandem, tandem,funcfuncDeveloped Developed inincooperati cooperati ononwith withITITsecurity security tional tionalsafety safetyand andOT OTsecurity securityhave havegradually gradually specialist specialist genua, genua, this this is is a a dedicated dedicated space space that that become becomemore morecomplex, complex,driven drivenbybydigitalisati digitalisati on, on, refl refl ects ectsthe thegrowing growingimportance importanceofofOT OTsecusecuconnecti connecti vity, vity,and andregulatory regulatoryrequirements. requirements. rity. rity.Specifi Specifi cally, cally,the theSecurity SecurityLab Labbrings bringsbebeginnersand andexperts expertstogether togethertotoexperiment experiment Traditi Traditi onal onalproject projectapproaches approaches– –where wherecuscus- ginners withsecurity securityzones zonesand andIEC IEC62443-aligned 62443-aligned tomers tomersspecify specifyrequirements requirementsupfront upfrontand andmanman- with architecturesunder underrealisti realisti c cconditi conditi ons. ons. ufacturers ufacturersimplement implementthem them– –are arenonolonger longer architectures wholly whollyreliable, reliable,asasproject projectlifecycles lifecycleshave haveshortshortOwingtotothe thedevelopment developmentofofthe theCSC, CSC,and and ened, ened,changes changesoccurring occurringlater, later,and andlate-stage late-stage Owing the theadditi additi ononofofthe theSecurity SecurityLab, Lab,HIMA HIMAhas has modifi modifi cati cati ons onsbeing beingboth bothcostly costlyand andrisky. risky. created createdcompletely completelynew newopportuniti opportuniti esestotoexexperience,test, test,and andfurther furtherdevelop developsafety safetyand and The Thecompany companyhas hasalso alsofaced facedchallenges challengesbebe- perience, securitysoluti soluti ons onstogether togetherwith withcustomers, customers, cause causeinnovati innovati ononisisoft oft enenrisky riskyand andtherefore therefore security creati ngngwholly whollynew newopportuniti opportuniti esesfor forinnoinnolimited limitedininmanufacturing manufacturingplants. plants.Customers Customers creati vati on, on,collaborati collaborati on, on,and andvalue valuecreati creati on. on. and andmanufacturers manufacturersalike alikeneed needprotected, protected, vati realisti realisti c c environments environments where where new new conconClassicshowrooms showroomshave havebeen beenreplaced replacedbyby cepts, cepts,architectures, architectures,and andtechnologies technologiescan can Classic interacti ve, ve,modular modularenvironment environmentwhere where bebedeveloped, developed,tested, tested,and andrefi refi ned nedwithout without ananinteracti customer-specifi c capplicati applicati ons onscan canbeberealrealjeopardising jeopardising operati operati ons. ons. InIn this this context, context, customer-specifi isti cally callyreproduced. reproduced.Meanwhile, Meanwhile,equipment, equipment, manufacturers manufacturersmust mustprovide provideplatf platf orms ormsfor for isti trainers,consultants, consultants,test testenvironments, environments,and and collaborati collaborati on, on,innovati innovati on, on,and andrisk riskreducti reducti on, on, trainers, applicati applicati ononexperts expertsare areallalllocated locatedunder underone one beyond beyonddelivering deliveringindividual individualproducts. products. roof, roof,close closetotoHIMA’s HIMA’sheadquarters headquartersininBrühl Brühl locallyrooted, rooted,yet yetglobally globallyaccessible accessiblevia via The Thesoluti soluti onon- -InInresponse responsetotothese thesechalchal- – –locally secureremote remoteaccess. access. lenges, lenges,HIMA HIMAcreated createditsitsnew newCustomer Customer secure Soluti Soluti ons onsCenter Center(CSC) (CSC)asasa aphysical physicaland and CSCworkshops, workshops,customers customerscan canidenidendigital digitalcollaborati collaborati onontool. tool.Crucially, Crucially,this thiscomcom- InInCSC tifyrisks, risks,address addressthem themdirectly, directly,and andvalivalibines binesfive fivedisciplines disciplines(Consulti (Consulti ng, ng,ApplicaApplica- tify datesoluti soluti ons onsononthe thespot, spot,such suchasastesti testi ngng tions, tions,Academy, Academy,Experience ExperienceRoom, Room,and andSeSe- date whether whether large large data data volumes volumes can can be be securely securely curity curityLab) Lab)ininone oneplatf platf orm. orm. handled. handled.This Thissignifi signifi cantly cantlyreduces reducesproject project risks, minimises minimises customer-specifi customer-specifi c c unceruncerHIMA’s HIMA’ssoluti soluti onondelivers deliversflexibly flexiblyconfi confi gugu- risks, tainti es, es,and andleads leadstotofaster fasterFactory FactoryAccepAcceprable rablerooms roomswith withstate-of-the-art state-of-the-arttechnoltechnol- tainti tanceTests Tests(FATs), (FATs),fewer fewersurprises surprisesduring during ogy-enabled ogy-enabled workshops, workshops, training, training, system system tance commissioning,and andsubstanti substanti alalcost costsavings savings tests, tests,partner partnerevents, events,and andcustomer-specifi customer-specifi c c commissioning, thecustomer customerside. side. simulati simulati ons. ons.The Theenvironment environmentisisdesigned designed ononthe not notonly onlyfor fortechnical technicalexcellence excellencebut butalso alsototo It’s It’sa aconcept conceptthat thathas hasgarnered garneredsignifi signifi cant cant foster fostercreati creati vity, vity,exchange, exchange,and andtrust. trust. attatt enti enti on. on.Indeed, Indeed,last lastyear yearalone, alone,HIMA HIMAwelwelHow HowisisHIMA HIMAGroup Groupthriving? thriving?

73 73 95 July2026 2026 Success Success Stories StoriesJuly Success Stories 35 Success Stories

Story Storytype type #service #service&&soluti soluti ons ons(main (maincategory) category) #collaborati #collaborati on on#digital #digital&&AIAI#technology #technology

Benefi Benefitsts ▸ ▸ Launched Launchedthe theCustomer CustomerSoluti Soluti ons onsCenter Center totostrengthen strengthencollaborati collaborati vevesafety safetyand and automati automati ononsoluti soluti ons onsdevelopment. development. ▸ ▸ Expanded ExpandedOT OTsecurity securityand andtesti testi ngng capabiliti capabiliti esestotoreduce reduceproject projectrisk riskand and accelerate accelerateimplementati implementati on. on.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Gain Gainexperience experienceacross acrossdiff diff erent erentparts partsofof

the thebusiness businessand andinternati internati onal onalteams. teams.

For Forindustry industry ▸ ▸ Conti Conti nuous nuousimprovement improvementand andintegrated integrated

safety safetyand andsecurity securityare areessenti essenti alalfor forlonglongterm termsuccess. success.

HIMA HIMAatataaglance: glance: Key Keyproducts productsand andservices: services:global global independence independenceprovider providerofofsafety-related safety-related automati automati ononsoluti soluti ons. ons. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––76% 76% ▸ ▸ Other Other(non-energy): (non-energy):rail railand and embedded embeddedsoluti soluti ons ons––24% 24% Headquarters: Headquarters:Brühl, Brühl,Germany Germany Year Yearestablished: established:1908 1908 Number Numberofofemployees: employees:1100 1100 Revenue: Revenue:£161.9m £161.9m Revenue Revenuefrom fromexports: exports:70% 70%

comed comed2,000 2,000external externalvisitors visitorstotothe theCSC. CSC. And Andmoving movingforward, forward,the thefirm firmisisopti opti misti misti cc about aboutmaintaining maintainingmomentum momentumininthis thisnewnewfound foundsoluti soluti ons-centric ons-centricdirecti directi on. on. For ForHIMA, HIMA,the thestructural structuralchanges changeshave haveal-already readyled ledtotolarger largerproject projectscopes, scopes,new newcuscustomer tomeracquisiti acquisiti ons, ons,and anda agrowing growingdemand demand for fordigital digitalsafety safetyand andsecurity securitysoluti soluti ons. ons.The The CSC CSChas hasalso alsostrengthened strengthenedcustomer customerpartpartnerships nershipsand andimproved improvedinternal internalcollaborati collaborati onon and andculture culturebybybringing bringingallallcustomer-facing customer-facing experts expertstogether togetheratatone onelocati locati on. on. With Withthe theCSC’s CSC’ssecure secureremote remoteaccess accessmakmaking ingit itglobally globallyscalable, scalable,the thefuture futureundoubtundoubtedly edlylooks looksbright brightasasdemand demandfor foritsitsnew newconconcept ceptconti conti nues nuestotogrow. grow.

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Success Success Stories SuccessStories Stories Success Stories

EIC Survive & Thrive X Survive &&Thrive 2026 EIC Survive Thrive 2026 EIC Survive & Thrive X

July 2026 July 2026 2026 JulyJuly 2026

HKA Global

Story type

Turning over 40 years of forensic dispute expertise into a real-time risk prevention tool Toby Hunt

Tyler Monson

Partner, Client Lead International at HKA

Managing Director at HKA

Michael Konieczka Director at HKA

How is HKA thriving? HKA has transformed over four decades of dispute resolution expertise into developing a forward-looking, real-time risk-prevention platform. Developed by HKA and its subsidiary HKA Tech during COVID-19 lockdown, the Contract and Claims Management Tool (CCMT) enables clients to identify and mitigate risks earlier, reduce cost overruns and improve project certainty. On one multi-billion US dollar project, the tool helped deliver estimated savings of more than 15% and has now been developed and embedded across 80% of a major energy company’s global capital projects. This innovation drove 10% revenue growth for HKA Tech in 2025, with 10 to 20% growth projected for 2026. The challenge - When COVID-19 lockdowns severely restricted international travel in 2020, HKA’s clients faced some major challenges. HKA traditionally assists clients during the execution phase of major capital projects to deliver them on time and budget. These restrictions meant international energy companies struggled to gain full visibility of project risks, manage delays and disruption, control cost escalations and effectively handle subsequent claims. The construction and engineering sectors have long shown a troubling pattern – capital projects typically experience significant time and cost overruns. HKA needed to enhance its consulting model to remain effective when physical presence became impossible, all while addressing clients’ frustration at spending significant sums resolving disputes retrospectively. The solution - HKA’s response centred on harnessing their extensive forensic dispute expertise to create a forward-looking risk prevention platform, changing how clients engaged with the firm’s knowledge. During lockdowns, HKA hosted live client demonstrations. Several key clients expressed interest, with one international energy company commencing a comprehensive review in 2022 that spanned 14 months, focusing on functionality, usability and security. HKA leveraged its internal

technology division, HKA Tech, and its expertise with PMWeb – a leading project controls platform. The firm combined this with more than 40 years of forensic insight into claims and disputes to create a solution that competitors without this dual capability could not replicate. The resulting CCMT provides secure dashboard interfaces viewable on any device, ensuring global oversight and compliance. The CCMT tracks performance trends across project portfolios by capturing, collating and analysing contract and commercial data, delivering insights to facilitate recommendations managed through review and approval processes. HKA’s CCMT has been further developed to create a bespoke tool for Shell for its global capital works portfolio. The system has been designed for user-friendliness, configurability and seamless integration with other systems. It excels in tracking performance trends across project portfolios in real time. This produces valuable lessons learnt and form a foundation for standardisation and continuous improvement. Built atop PMWeb’s platform, HKA developed customised features through configuration to meet specific client needs. A critical addition was WalkMe – digital adoption software that guides users through processes overcoming the tendency to ignore contract manuals. WalkMe also provides prompts to ensure information is recorded correctly, creating consistency for audit purposes while eliminating the need for manual documentation. Implementation has demonstrated well-managed change orders, succinct responses eliminating confusion, transparent contract entitlement assessments, prompt correspondence management and real-time variation analysis. The artificial intelligence (AI) dimension is increasingly important. By maintaining data in a single location, HKA has created cleaner models for AI applications, helping to reduce hallucinations and improve output quality. HKA remains AI agnostic, enabling the firm to stay at the forefront as new tools and technologies evolve. Internally, HKA offers three service levels: implementing and training; implementing, training and auditing; or fully managing the solution. This flexibility allows clients to operate leaner teams without compromising on effectiveness.

#service & solutions (main category) #collaboration #digital & AI #innovation

Benefits ▸ Constrains major contracts cost growth via rigorous change management entitlement assessments. ▸ Mitigates claims and extension of time (EoT) requests using real-time schedule analysis.

Key findings For young people ▸ Be open-minded, stay relevant and step

outside your comfort zone.

For industry ▸ External consultants add value; robusts

systems and software ensure successful execution.

For government ▸ Long-term policy clarity is vital to secure

massive infrastructure investments.

HKA Global Ltd at a glance: Key products and services: dispute resolution, expert witness, risk/compliance, commercial advisory. Main industries served: ▸ Oil and gas – 29% ▸ Conventional power – 24% ▸ Nuclear power – 14% ▸ Offshore renewable energy – 12% ▸ Onshore renewable energy – 7% ▸ Hydrogen – 4% ▸ Others (energy) – 10% Headquarters: Warrington, UK Year established: 2017 Number of employees: 1,025 Revenue from exports: 85%

Moving forwards, a key priority will be addressing broader challenges of market adoption. This will largely centre on education – while the energy sector readily embraces technology innovation, commercial process innovation requires overcoming the persistent ‘this won’t happen to us’ mindset around cost and time overruns. HKA will also continue to evolve the CCMT tool, developing AI-powered extraction to create detailed chronologies that support robust and defensible positions.

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IEP IEPProcess ProcessSoluti Solutions onsWLL WLL Building BuildingQatar’s Qatar’sfifirst rstintegrated integratedanalyser analyserfacility facilitytotofifillllaamarket marketgap gap Anantha AnanthaNarayanan Narayanan General GeneralManager Manager atatIEP IEPProcess ProcessSoluti Soluti ons onsWLL WLL

The Thecompany’s company’scapabiliti capabiliti eseshave havesince sincebeen been validated validatedthrough throughincreasingly increasinglycomplex complexprojprojAft Aft ererpivoti pivoti ngngfrom froma aproduct producttrading tradingmodel model ect ectdelivery. delivery.AtAtQatar QatarFerti Ferti liser liserCompany Company totoa afully fullyintegrated integratedanalyser analysersystem systemsolusolu- (QAFCO), (QAFCO),IEP IEPsupplied supplied67 67liquid liquidanalyser analyser tions tionsprovider, provider,IEP IEPProcess ProcessSoluti Soluti ons onsWLL WLL systems systemsacross across19 19cabinets cabinetsand and28 28field fieldrack rack (IEP) (IEP)has hasdoubled doubleditsitsrevenue revenuefrom from£1.5m £1.5m systems, systems,upgrading upgradingageing ageingsteam steammonitormonitorinin2023 2023toto£3m £3minin2025 2025through through50% 50%yearyear- ing inginfrastructure infrastructuretotoimprove improvereliability reliabilityand and on-year on-yeargrowth. growth.Delivering Deliveringprojects projectsfor forQaQa- prevent preventboiler boilercorrosion. corrosion.ToTomeet meethazardous hazardous tarEnergy, tarEnergy,QatarEnergy QatarEnergyLNG, LNG,QAFCO, QAFCO,ENI ENI area areaclassifi classifi cati cati ononrequirements, requirements,the theteam team and andNNPC, NNPC,the thecompany companyhas haspositi positi oned onedit-it- developed developedcustom customHAC HACcabinet cabinetdesigns designstaitaiself selfasasa atrusted trustedpartner partnerfor formission-criti mission-criti cal cal lored loredtotothe theclient’s client’sspecifi specifi cati cati ons. ons. analyser analyserand andmetering meteringsystem systemintegrati integrati on. on. For ForQatarEnergy QatarEnergyLNG’s LNG’sWastewater WastewaterRecycle Recycle The Thechallenge challenge- -Established Establishedinin2022 2022and and and andReuse ReuseProject, Project,IEP IEPdelivered delivered1212liquid liquid headquartered headquarteredininDoha, Doha,IEP IEPisisa ajoint jointvenven- analyser analysersystems systemssupporti supporti ngngenvironmental environmental ture turebetween betweenPetrocon PetroconECC ECCWLL WLLand andCenCen- compliance complianceand andwastewater wastewaterquality qualitytargets. targets. tena tenaGroup, Group,specialising specialisingininengineering, engineering,in-in- During Duringexecuti executi on, on,the thecompany companydeveloped developeda a tegrati tegrati on, on,installati installati ononand andcommissioning commissioningofof bespoke bespoke100-cycle 100-cyclerepeatability repeatabilitytest testfor forliquid liquid analyser analysersystem systempackages packagesfor forgas gasand andliquid liquid analysers analysersand andsampling samplingsystems systems——a aprocedure procedure measurements. measurements.ItsItsorigins, origins,however, however,lay layinina a normally normallyused usedfor forgas gasanalysers analysers——becoming becoming traditi traditi onal onalOEM OEMrepresentati representati ononand andtrading trading the thefirst firstintegrator integratorininQatar Qatartotoperform performthe thetest test model, model,which whichCOVID-19 COVID-19exposed exposedasasin-in- successfully. successfully.On OnQatarEnergy QatarEnergyLNG’s LNG’sNFPS NFPS creasingly creasinglyvulnerable. vulnerable.Project Projectdelays, delays,supply supply Compression CompressionProject, Project,IEP IEPsupplied suppliedmetering metering chain chaindisrupti disrupti ononand andcompressed compressedmargins margins system systemanalyser analyserpackages packagesincorporati incorporati ngngnatnathighlighted highlightedthe thelimitati limitati ons onsofofpure pureproduct product ural uralgas gaschromatographs, chromatographs,dew dewpoint pointanalysers analysers trading, trading,while whileQatar’s Qatar’senergy energysector sectorwas was and andhydrogen hydrogensulphide sulphideanalysers, analysers,allallengiengimoving movingtowards towardsintegrated, integrated,locally locallyexecuted executed neered neeredtotoQatarEnergy QatarEnergyLNG LNGand andShell ShellDEP DEP soluti soluti ons onswith withstronger strongerin-country in-countryvalue. value.AtAt standards standardsfor forZone Zone1 1environments. environments. the thetime, time,Qatar Qatarlacked lackedananopen openanalyser analysersyssysInternati onal onalexpansion expansionhas hasfollowed followedalongalongtem temintegrati integrati ononcompany companywith withfull fulllocal localenen- Internati sidegrowth growthininQatar. Qatar.For ForENI ENIininIraq, Iraq,IEP IEPdedegineering, gineering,fabricati fabricati ononand andtesti testi ngngcapability, capability, side livereda aCEMS CEMSanalyser analysershelter shelterwith withHVAC HVAC forcing forcingoperators operatorstotorely relyononoverseas overseassystem system livered forthe theZubair ZubairMishrif Mishriffacility facilityexpansion. expansion.InIn houses housesthat thatadded addedcost, cost,schedule schedulepressure pressure for Nigeria, Nigeria,the thecompany companysupplied suppliedtwo twometering metering and andcoordinati coordinati ononchallenges. challenges. system systemanalyser analyserpackages packagestotoNNPC NNPCfor forthe the The Thesoluti soluti onon- -InIn2022, 2022,IEP IEPwas wasestablished established Escravos-Lagos Escravos-LagosPipeline PipelineSystem, System,engineered engineered asasQatar’s Qatar’sfirst firstopen openanalyser analysersystem systeminteinte- totoNNPC NNPCstandards, standards,Shell ShellDEP DEPand andAPI APIRP RP grati grati ononcompany companywith witha adedicated dedicatedin-counin-coun- 555 555for forZone Zone2 2conditi conditi ons. ons. try tryfacility facilitycapable capableofofdelivering deliveringdesign, design,dedeToday,around around40% 40%ofofIEP’s IEP’srevenue revenuecomes comes tailed tailedengineering, engineering,procurement, procurement,fabricati fabricati on, on, Today, fromexports, exports,with withLibya, Libya,Algeria, Algeria,Iraq, Iraq,Kuwait Kuwait integrati integrati on, on,factory factoryacceptance acceptancetesti testi ngngand and from andKazakhstan Kazakhstanidenti identi fied fiedasaspriority prioritygrowth growth commissioning commissioningenti enti rely relywithin withinQatar. Qatar.Rather Rather and markets.ADNOC ADNOCpre-qualifi pre-qualifi cati cati ononhas hasalso also than thanaligning aligningwith witha asingle singleOEM, OEM,IEP IEPadoptadopt- markets. beensecured. secured.With Witha astrong strongbacklog backlogentering entering ededa avendor-neutral vendor-neutralapproach, approach,integrati integrati ngng been 2026and and15-20% 15-20%growth growthtargeted targetedfor forthe the technologies technologies from from Endress+Hauser, Endress+Hauser, ABB, ABB, 2026 yearahead, ahead,IEP IEPhas hasdemonstrated demonstratedhow howbuildbuildSick, Sick,Yokogawa, Yokogawa,Hach Hachand andMitchell Mitchelltotodeliver deliver year ing inggenuine genuinetechnical technicaldepth depthlocally locallycan cancreate create best-fi best-fi t soluti t soluti ons onsfor foreach eachapplicati applicati on. on. a ascalable scalableplatf platf orm ormfor forinternati internati onal onalexpansion. expansion. The TheJVJVstructure structurewith withPetrocon PetroconECC ECCWLL, WLL, a awell-established well-establishedQatari QatariEPC EPCcontractor, contractor, proved provedcriti criti cal calininaccelerati accelerati ngnggrowth. growth.PetroPetrocon’s con’sclient clientrelati relati onships, onships,regulatory regulatoryknowlknowledge edgeand andexisti existi ngngproject projectpipeline pipelinegave gaveIEP IEP immediate immediatecredibility credibilityand andsupported supportedfaster faster pre-qualifi pre-qualifi cati cati ononwith withmajor majoroperators. operators. How HowisisIEP IEPProcess ProcessSoluti Soluti ons onsWLL WLLthriving? thriving?

#transformati #transformati on on(main (maincategory) category)#service #service &&soluti soluti ons ons

Benefi Benefitsts ▸ ▸ Built BuiltQatar’s Qatar’sfirst firstopen openanalyser analysersystem system integrati integrati ononfacility, facility,reducing reducingreliance relianceonon overseas overseassystem systemhouses housesand andimproving improving local localexecuti executi ononcapability. capability. ▸ ▸ Doubled Doubledrevenues revenuesfrom from£1.5m £1.5minin2023 2023 toto£3m £3minin2025 2025through through50% 50%year-onyear-onyear yeargrowth growthand andexpansion expansioninto intoregional regional export exportmarkets. markets.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Build Buildpracti practi cal calengineering, engineering,instrumentainstrumenta-

tion tionand andprocess processcontrol controlskills skillstotocreate create long-term long-termcareer careeropportuniti opportuniti esesininthe the energy energysector. sector.

For Forindustry industry ▸ ▸ Building Building local local engineering, engineering, fabricati fabricati onon

and andFAT FATcapability capabilitycan canimprove improveproject project delivery, delivery,reduce reducecoordinati coordinati ononrisks risksand and strengthen strengthenlong-term long-termclient clientrelati relati onships. onships.

For Forgovernment government ▸ ▸ Localisati Localisati on onand andin-country in-countryvalue valuepolpol-

icies iciescan canaccelerate acceleratethe thegrowth growthofofdodomesti mesti c cengineering engineeringcapability capabilityand andcreate create sustainable sustainableindustrial industrialexperti experti se. se.

IEP IEPProcess ProcessSoluti Soluti ons onsWLL WLLatataaglance: glance: Key Keyproducts productsand andservices: services:integrated integrated analyser analyserand andprocess processmeasurement measurementsoluti soluti ons. ons. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––70% 70% ▸ ▸ Conventi Conventi onal onalpower power––5% 5% ▸ ▸ Others Others(energy): (energy):ferti ferti lisers lisersand and petrochemicals petrochemicals––25% 25% Headquarters: Headquarters:Doha, Doha,Qatar Qatar Year Yearestablished: established:2022 2022 Number Numberofofemployees: employees:21 21(Qatar) (Qatar) Revenue: Revenue:£3m £3m Revenue Revenuefrom fromexports: exports:40% 40%

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IK Trax

#transformation (main category) #culture #diversification #resilience

A business rebuilt for sustainable success Charlotte Hope Vice President and Managing Director at IK Trax

How is IK Trax thriving? Having faced a real risk of closure in 2023, IK Trax is now a stable, commercially successful operation, delivering revenue growth of around 56% between 2023 and 2025. A £1 million loss in 2023 has been transformed into a profitable business generating £7m in revenue by 2025. This turnaround was driven by coordinated change across the organisation. Through tighter financial control, structural improvement, commercial discipline, cultural renewal and a refreshed brand identity, IK Trax has become a resilient, efficient and forward-focused business with strong momentum. The challenge - IK Trax entered 2023 in a fragile position. The business had been loss-making for some time, and its long-term viability was under active review. Although market conditions began to stabilise between 2022 and 2023, with projects previously on hold starting to move forward again, the internal structure of the business presented several challenges. The business had many strengths including strong, differentiated products and a workforce with sound technical capability. However, there were clear gaps in structure and process. As the business grew over time, systems had not always been embedded consistently, creating challenges around standardisation, visibility and accountability, particularly within sale and commercial activity. While the business had developed a strong presence in the Middle East, geographical diversification beyond the region remained limited. This concentration increased exposure to regional fluctuations and constrained its growth. Financially, working-capital pressures were emerging, with client debt levels having a knock-on effect on supplier relationships. Charlotte Hope joined IK Trax as Sales Director in February 2023 and formally stepped into the role of Vice President in November 2023, with a clear objective to stabilise the business and define a sustainable path forward. From the outset, Charlotte recognised the potential of the business. However, the challenge to rebuild the business into a stable, commercially viable operation with a clear identity and long-term direction was significant.

The solution - The subsequently implemented turnaround strategy was built on three core pillars, the first being financial and operational discipline. Stronger financial governance was introduced, with clearer controls and greater consistency in spending processes across the business. Further, the previous mindset, where any win was considered, a good win, shifted to a more disciplined focus on securing the right type of customers and commercially sustainable work. As part of a wider review, loss-making products were removed through consolidation of the product line. Client debt was also addressed through refinancing, enabling the company to resolve supplier debt while embedding improved processes and controls to prevent recurrence. The second pillar focused on repositioning the business. Formerly trading as Online Electronics (still the legal entity), the company was rebranded as IK Trax, reflecting its evolution as a technology-focused organisation. All collateral was updated to present a more professional, corporate identity and signal a clean break from the past. The final pillar centred on people, culture and long-term capability. All employees were re-onboarded, particularly those who had previously joined without formal onboarding. The aim was to ensure inclusion, alignment and understanding across the organisation. Retention and development also became central priorities, with structured development plans introduced. In addition to these three pillars, several other changes have been made. New global partners have been identified and onboarded. While IK Trax operates globally, partner selection has become more selective and strategically aligned, enabling reach without compromising service quality. The business has also invested heavily in systems to support consistency and customer experience, including a new ERP system, an aftersales ticketing system and updates to the QMS. Targeted efforts have also been made to re-establish relationships withcustomers who had previously disengaged from the business. Culturally, values have been reshaped from the bottom up. Critically, the culture has evolved toward addressing root causes, encouraging openness and learning from experience rather than short-term fixes. Having made so many significant changes, the company has reaped the rewards. While the firm recorded a near £1m loss in 2023, it has

Benefits ▸ Business turnaround from loss-making in 2023 to profitable growth, with revenue increasing to £7m by 2025. ▸ Stronger structure, systems and culture improved performance, customer retention and operational efficiency.

Key findings For young people ▸ Gain real-world experience, stay curious,

be patient and build strong foundations while learning from others.

For industry ▸ Stay adaptable, build organisations that

can pivot quickly and lead with clarity and honesty in uncertain times.

For government ▸ Remove barriers such as windfall taxes

to encourage investment and protect jobs in the energy sector.

IK Trax at a glance: Key products and services: pipeline tracking, locating equipment, data loggers and communication systems. Main industries served: ▸ Oil and gas – 100% Headquarters: Stavanager, Norway Year established: 1996 Number of employees: 36 Revenue: £7m Revenue from exports: 81%

become a profitable business generating £7m in revenue by the end of 2025. Long-standing clients such as STATS Group have increased their engagement, adopting IK Trax’s tracking and signalling equipment in greater volumes and across additional global offices. And internally, the change is equally clear. Collaboration between teams has strengthened, morale has improved, and feedback from visiting colleagues confirms a more positive, unified culture. It’s a true success story. Indeed, IK Trax is no longer fighting to survive. It is now stable, commercially focused and positioned to grow.

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Intelligent Pipeline Technology

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iktrax.com

#transformation (main category) #digital & AI #technology

iNET

Benefits

From Connectivity provider to a mission-critical intelligent edge partner Hector J. Maytorena Senior Vice President, Customer Success at iNET

How is iNET thriving? iNet has transformed from a traditional connectivity provider into an intelligent, managed edge network partner that integrates satellite, private LTE and SD-WAN into unified, technology-agnostic architectures for industrial operations. Now connected to around 75% of drilling rigs in the US and Canada, the company has nearly quadrupled its revenue from US$12m in 2020 to US$46m in 2025, while expanding into utilities, municipalities and critical infrastructure across the globe. The challenge - Founded in Houston in 2011, iNet delivers managed connectivity solutions for remote, industrial and offshore environments where traditional infrastructure cannot reach. The company initially built its business on LTE-based networks across the Permian Basin. But as LEO satellite providers like Starlink entered the market and low-cost resellers increased pricing pressure, margins compressed by up to 60%. At the same time, customer demand shifted toward real-time data, video monitoring, secure SCADA and AI-driven edge analytics.

Strategic partnerships have been central to this. Relationships with Starlink, Hughes OneWeb, Juniper and Axis Communications have enabled iNet to integrate new technologies rapidly without starting from scratch. Crucially, the company has avoided over-investment in any single technology, retaining the agility to select the right combination of tools for each deployment rather than forcing customers into predefined models. Security has emerged as an equally important dimension of the offer. As remote assets have become more connected, exposure to cyber threats has grown significantly. In response, iNet has engineered secure Layer 2 and Layer 3 VPN connections that link directly into customer networks, bypassing the public internet entirely. This combines the resilience of LEO and multi-access networks with private VPN, segmented connectivity to ensure the performance gains of modern satellite infrastructure do not come at the cost of security. The model has also extended well beyond oil and gas. Recognising strong operational parallels across power transmission, water, wastewater and flood management infrastructure, iNet has expanded into utilities and municipal sectors. A pilot with Harris County, the largest flood district in the US, has demonstrated the potential of edge-based sensing and early warning systems in critical public infrastructure, an area where connectivity has historically been under-deployed.

Integrated Pipeline Solutions from Topside to Subsea

The solution - Rather than compete on price, Meanwhile, AI has become an increasingly iNet made the decision to move up the value important layer across both iNet’s internal opchain, shifting its identity from connectivity erations and its customer-facing offer. Within reseller to end-to-end intelligent edge partOur cutting-edge pig and pigging operations. its networking platforms, AI enables dynamic ner. The transformation has been executed path selecti on, real-time traffic optimisation in phases since 2022, guided at every stage locating, pig signalling Smarter Data. Efficient and predictive failover across satellite, LTE by close customer collaboration and a techand terrestrial networks. In video and security and pipeline sampling Operations. Lower nology-agnosti c philosophy that has become systems, AI-driven edge analytics transform central to the company’s differentiation. and data logging Costs.surveillance into actionable intelligence – The first and most significant shift has been this supports safety monitoring and anomaly equipment elevates architectural. Where legacy models relied detecti on without eating up excessive bandWhether you’re on single-technology connecti assurance across thevity, iNet has width. Internally, AI is being integrated into built multi-access network architecturesmonitoring that customer portals and commercial workflows pipelines full pipeline combine Starlink lifecycle. LEO satellite, private LTE to surface real-time insights, reduce manual onshore, offshore or responsiveness across and Intelligent SD-WAN into unified, applireporti ng and improve cation-aware platforms. Pooled data models sales, engineering and operations. Results? Innovative subsea, we make sure have replaced rigid, site-specific plans, givof this work is bearing fruit. Since April 2024, ing customers greater flexibility, cost control and flexible solutions. that noAll pig passage iNet has deployed more than 5,000 connected and deployment speed. Pre-configured field soluti ons across remote fleets. In a flagship Guaranteed total capabilities goes kits and rapid deployment have unrecorded. engagement with a major US energy operator, reduced the time and complexity of getting confidence in the consolidating connectivity and field IT services remote assets connected, while centralised That’sunder reassuring. a single iNet contract delivered an 80% NOC monitoring hasof given operators real-time performance your reducti on in remote site resolution time and a visibility across distributed environments. 64% increase in end-user satisfaction. pipeline commissioning

▸ 80% reduction in remote site resolution time through integrated connectivity and field support. ▸ 64% increase in end-user satisfaction across remote and mission-critical operations.

Key findings For young people ▸ Work hard, stay adaptable and build trust

through consistency and integrity.

For industry ▸ Reliable digital infrastructure is now essential

for safe, efficient and resilient operations.

For government ▸ Faster regulation and support for digital

infrastructure can accelerate innovation and global competitiveness.

iNET at a glance: Key products and services: provider of advanced connectivity and OT/IT solutions. Main industries served: ▸ Oil and gas – 80% ▸ Conventional power – 5% ▸ Onshore renewable energy – 5% ▸ Others (non-energy): remote industrial, Non-Intrusive municipal and retail sectors – 10%

Pig Signallers Headquarters: Houston, US Year established: 2011 Number of employees: 120 Revenue: £36m Revenue from exports: 13% Pig Tracking & Locating

In addition, the company now supports connectivity across approximately 75% of drilling rigs in the US and Canada – a position built not on price but on the reliability, intelligence and managed support depth that larger, less specialised providers have been unable to match. Revenue has reflected that differentiation, growing from US$12m in 2020 to US$46m in 2025.

Subsea Samplers & Data Loggers

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Intertek Turning a library of 1.6m standards into an AI-powered compliance engine Phil Kingham Global Commercial Director at Intertek How is Intertek thriving? Intertek is a global Total Quality Assurance provider with 45,000 employees and revenues of £3.4bn, serving clients across the energy, manufacturing, construction and automotive sectors. Its Inform division, which provides standards and regulatory intelligence to organisations worldwide, has completed a transformation from content aggregator to AI-enabled, platform-led technology business in the four years since it joined the group. Inform was the fastest-growing division within Intertek in 2025, with revenue up 37%, and is targeting a further 24% growth in 2026. The challenge - Intertek Inform is a standards and regulatory intelligence business with a library of more than 1.6 million standards from over 360 publishers, including ISO, IEC, ASTM and BSI. Its clients span Tier 1 EPCs, operators, OEMs and service companies across energy, manufacturing, construction and automotive – organisations that depend on accurate, up-to-date standards intelligence to operate safely and compliantly. Historically, standards management in the energy industry relied on static document libraries, manual interpretation and siloed processes. For a sector undergoing transformation across renewables, hydrogen, carbon capture and electrification, that model was becoming a bottleneck. The volume and complexity of applicable standards was growing, project environments were increasingly global and multi-jurisdictional, and clients were beginning to expect the kind of intelligent, automated support that AI was making possible in other domains. Competing on content access alone was no longer sustainable. The solution - Intertek began to make moves around 2022 to 2023 following the Intertek Inform acquisition and the arrival of new leadership with a technology background. Their ambition was straightforward: not to be the best standards provider in the market, but to be the only one doing what they were building. The guiding principle was to reposition Inform’s i2i platform from a standalone application to a standards infrastructure layer, embedded directly in customers’ engineering, quality and compliance workflows. The technical foundation was an API-first architecture. Rather than asking clients to log

into a separate system to consult a standard, Inform built webservices APIs that allow standards to be searched, retrieved and integrated directly into the enterprise systems clients already use, from engineering platforms to quality management and document control environments. Standards became real-time system inputs rather than reference documents consulted separately. Alongside this, Inform introduced AI capabilities to address the growing complexity of regulatory change. An AI-powered comparison tool identifies what has changed between versions of a standard, interprets the significance of those changes and summarises the impact for a specific use case. Intelligent search provides contextual understanding rather than simple keyword matching, and automated alerts notify users of relevant changes as they happen. The combined effect is to transform standards from static documents into dynamic assets that reduce risk and accelerate decision-making. The commercial model evolved in tandem. Here, Inform shifted from product-led selling to solutions-led engagement, moving towards enterprise, multi-year relationships focused on measurable outcomes. A global market access function was established to coordinate across Intertek’s wider business lines and open doors to the group’s 400,000-strong customer base, while strategic account management was built out as a core capability. Meanwhile, headcount is planned to grow by a further 20 sales and account services staff in 2026 to support the expanding pipeline. Crucially, Inform’s position within the Intertek group is a differentiator no competitor can replicate. No other standards business has a global testing, inspection and certification network behind it. This creates a unique opportunity to connect standards intelligence with real-world assurance data, giving clients a more complete compliance proposition than a standalone platform could offer. The results so far are tangible. Three-figure numbers of new enterprise clients were onboarded across the Americas and EMEA in 2025, including several large-scale global organisations. A European legal platform launched in late 2025, with further regional coverage planned through 2026. The fiveyear Ignite strategy, created in September 2025, sets out how Inform will extend its platform into new sectors and geographies while continuing to deepen AI capability, with the AI comparison tool moving towards full commercial release. In a domain that has changed little in decades, the division is moving fast.

#transformation (main category) #digital & AI #innovation #scale up #service & solutions

Benefits ▸ Revenue grew 37% in 2025, making Inform the fastest-growing division within Intertek. ▸ Onboarded a three-figure number of new enterprise clients across EMEA and the Americas.

Key findings For young people ▸ Keep learning in any way you can and

stay adaptable — the world of work is constantly evolving.

For industry ▸ Make AI a core part of your workflows,

fully integrated into your strategy rather than an add-on.

For government ▸ We need a clear, coordinated approach

to compliance and regulation to accelerate digital and AI adoption.

Intertek at a glance: Key products and services: standards intelligence platforms, AI solutions, API integration, advisory and technical consulting services. Main industries served: ▸ Oil and gas – 20% ▸ Conventional power – 5% ▸ Onshore renewable energy – 5% ▸ Carbon capture – 1% ▸ Data centres – 1% ▸ Others (non-energy): manufacturing, construction, electronics, automotive – 68% Headquarters: Milton Keynes, UK Year established: 1885 Number of employees: 45,000 Revenue: £3.4bn Revenue from exports: 65%

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iPS Powerful People A proactive, future-focused workforce partner aligned with Saudi Arabia’s Vision 2030 Ali Al Ghanim Founding Partner & Regional General Manager at iPS Powerful People

How is iPS Powerful People thriving? As a proven, international workforce solutions provider supplying skilled professionals to sectors including energy, oil and gas, maritime and large-scale construction, iPS Powerful People continues to find new ways to serve clients more effectively. Most recently, that has seen the firm shift from a reactive approach to manpower supply to a strategy centred around proactive, digitally enabled workforce planning. As a result, the firm has significantly improved speed and reliability for clients in Saudi Arabia. Mobilisation times have reduced by up to 80%, compliance performance has reached 100%, and client retention stands at 100%. The challenge - Founded in 1988, iPS Powerful People operates in some of the world’s most highly regulated and operationally demanding environments. The company’s value proposition includes 24/7 availability, full MLC 2006 certification, internationally recognised quality standards (including OHSAS 18001 and ISO 9001:2018), access to over 80,000 qualified professionals worldwide, more than 45 payroll solutions, and a transparent open-book policy. However, while these are undoubted strengths, iPS hasn’t been immune to challenges. Internally, the organisation had historically evolved within traditional, hierarchical structures. Teams were accustomed to reactive workflows, with decision-making slowed by multiple approval layers. Further, information did not always flow efficiently across departments. This created resistance to change, slowed mobilisation, and limited the organisation’s ability to respond quickly to shifting client demands. Externally, Saudi Arabia’s Vision 2030 has had a significant bearing. Sectors such as tourism, entertainment, logistics and renewable energy are booming alongside large-scale giga-projects such as NEOM, the Red Sea Project, and Qiddiya. At the same time, government-led digitalisation initiatives have raised expectations around speed, transparency, automation and data-driven services. Regulatory complexity has increased in tandem. Frequent updates to Saudisation requirements and taxation policies have made workforce planning more challenging and raised compliance risk. In this environment, the firm’s reactive approach was contributing to missed opportunities.

Clients themselves, meanwhile, are increasingly expecting proactive workforce planning, enabling the quick deployment of specialised talent, and digital visibility, rather than last-minute sourcing. Without change, iPS risked both entering highgrowth sectors too late, as well as being perceived by the market as a traditional manpower supplier as opposed to a strategic partner. The solution - To remain competitive and future-ready, iPS has undergone a holistic transformation, shifting its operating model from one of reactive manpower supply to proactive, digitally-enabled workforce partnerships that align with Vision 2030.

#service & solutions (main category) #resilience

Beneﬁts ► Mobilisation times fell by up to 80%, with candidate shortlists delivered within 48 hours and operational costs lowered through digitalisation. ► Increased client satisfaction, resulting in 100% repeat business, full contract renewals and 100% compliance audit results.

Key ﬁndings For young people ► Stay curious, take initiative, build real skills and embrace change — your career will grow faster than you expect. For industry

iPS is now using forecasting models to anticipate manpower requirements based on project pipelines, regulatory trends and sector growth. Ready-to-deploy talent pools have been established, comprising specialised skills aligned to priority sectors such as giga-projects, logistics, tourism and renewable energy. Such efforts accelerated mobilisation times, allowing the ﬁrm to reliably support its clients early in project lifecycles.

► Lead proactively, invest in people, embrace data and move faster than their competitors.

The company has also introduced digital platforms across recruitment, onboarding and workforce tracking, improving transparency of its operations and real-time reporting. Compliance documentation and workforce data have also been centralised, improving accuracy and reducing regulatory risk.

iPS Powerful People at a glance:

Additionally, iPS is now actively targeting high-growth sectors. Rather than focusing solely on execution, the firm has begun engaging clients at the planning stage, supporting workforce strategy alongside delivery and further repositioning it as a strategy partner instead of a transactional service provider. Compliance and Saudisation planning are at the core of this proactive model. By planning localisation well in advance and investing in Saudi talent pipelines, iPS has successfully minimised last-minute hiring pressures, strengthening its long-term competitiveness. Internally, teams have been upskilled on the use of digital tools, forecasting and client management, providing the foundations for a more effective, agile and scalable organisation. No stone has been left unturned, and the firm’s transformation has delivered clear, effective results. Mobilisation times for specialised manpower have fallen by up to 80%, with candidate shortlists typically being delivered within 48 hours. Local mobilisation now occurs near-immediately, while global onboarding typically takes 20 to 25 days. In response, client satisfaction has risen significantly, reflected in 10/10 feedback scores, 100% repeat business and full contract re-

For government ► Streamline regulations for specialised manpower and collaborate on forecasting and developing Saudi talent pipelines to support Vision 2030 goals.

Key products and services: personnel supply and recruitment services. Main industries served: ► Oil and gas – 68% ► Others (non-energy): construction, maritime – 32% Headquarters: Al Khobar, Saudi Arabia Year established: 1988 Number of employees: 300 (Group) 65 (Saudi Arabia) Revenue: £95.1m (Group) £14.7m (Saudi Arabia)

newal rates. Compliance performance has also benefitted, with 100% audit results and consistent achievement of localisation targets. And operational efficiency has improved through digitalisation, reduced manual processing and a fully systemised global candidate database, lowering costs and increasing productivity. Indeed, the shift from reactive delivery to proactive client partnership has paid dividends across the board. Undoubtedly, iPS Powerful People is faster, more compliant and better positioned to capture growth across Saudi Arabia’s high-potential sectors, something that will benefit it for years to come.

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Story type

ISIS Fluid Control Taking its opportunity in Africa to help double revenues

Sales Director at ISIS Fluid Control

ISIS Fluid Control’s energy division has more than doubled its revenues since 2020, growing from £14m to a peak of £32m in 2024, with exports rising from around 20% to 40% of the total over the same period. The Chipping Norton-based valve and fluid control specialist has driven that growth by following its client base into Africa (Angola, Equatorial Guinea and Nigeria in particular) while expanding from topsides into technically demanding subsea applications, building a reputation for asking the questions that others often don’t. The challenge - Chiefly, ISIS Fluid Control supplies valves, actuators and associated fluid control products to oil and gas operators, OEMs and EPCs, with its energy division accounting for around £16.5m of the group’s £30m in revenues. Operating in a market where competition on price is intense and margins are under constant pressure, the business recognised early that fighting for the same work as its competitors was not a sustainable growth path. The risk was clear – a saturated domestic market, limited differentiation on standard product supply and a ceiling on growth if the business stayed where it was. The solution - Dan Strzelecki joined the business around 12 years ago and set about systematically broadening the firm’s customer base and geographic reach. The early work focused on moving further up the supply chain, engaging directly with EPCs and end users rather than relying on skid fabricators as the primary route to market. As those relationships developed, they began to pull the business into new geographies. Africa became the defining opportunity. Around 2020, ISIS Fluid Controls identified the continent as an area of structural growth and began investing in the relationships and local knowledge needed to operate there. The springboard was a contract with a major US end user in Angola – a greenfield platform project that ISIS delivered successfully, which opened the door to a brownfield scope discussion with the same client. That pattern repeated, with good delivery on one project leading directly to larger opportunities. The second Angola engagement was twice the size of the first. After that, word spread within

#service & solutions (main category) #collaboration #export #scale up

Benefits ▸ Doubled revenues since 2020 through export growth and stronger end-user relationships.

Dan Strzelecki

How is ISIS Fluid Control thriving?

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▸ Expanded into complex subsea applications through technical investment and staff training. the client’s procurement network, and work in Equatorial Guinea followed. The engagements also illustrate what ISIS Fluid Controls means by asking the questions others won’t. On one brownfield project, a client placed an order for a process-critical blowdown valve. Rather than simply processing the order as placed, the team queried the specification and identified that the valve as specified would have required structural steel cutting to install – a costly and disruptive intervention. By raising the question early, ISIS Fluid Controls ensured the right solution was supplied, saving the client significant time and cost. It is a small example of a larger principle that runs through the business, in that the primary goal is solve client problems. Alongside the expansion into Africa, the business has extended its product scope. Subsea was historically limited to shallow-water, simple valve applications. Now, ISIS Fluid Controls supplies 48-inch subsea actuated valves and 16-inch high-pressure valves to depths of 910 metres, a transition that required investment in staff training and quality processes to ensure the supply chain could meet the more demanding specifications. The business also worked with clients on mooring buoys and FPSO applications, each project deepening both capability and credibility. In the domestic market, the same relationship-led approach has produced its own dividends. End users at facilities including Sullom Voe are now actively recommending ISIS Fluid Controls to the skid manufacturers they work with. That word-of-mouth credibility has begun to open doors in the Middle East through the same word of mouth process. Staff count has also grown from around 45 in 2020 to 60 today. This represents a measured pace of headcount expansion that reflects the company’s view that culture and service quality are easier to maintain when growth is managed carefully. A new business development manager has been added, targeting oil and gas, carbon capture, hydrogen and mining. They will be influential in hitting targets for 2026, the primary one being 10% revenue growth, and to build on foundations that have been laid one honest conversation and one well-executed project at a time.

Key findings For young people ▸ Understanding your market and building

strong communication skills helps create long-term career opportunities.

For industry ▸ Long-term growth is built through cus-

tomer trust, technical support and reliable delivery — not price competition alone.

For government ▸ Supporting domestic energy production

and export activity can strengthen energy security and industrial growth.

ISIS Fluid Control at a glance: Key products and services: valves, actuators and fluid control solutions for oil and gas and industrial applications. Main industries served: ▸ Oil and gas – 95% ▸ Hydrogen – 5% Headquarters: Oxfordshire, UK Year established: 1991 Number of employees: 60 Revenue: £30m Revenue from exports: 40%

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Story type #diversification (main category) #export #people & competency #resilience

JBP Reinvented valve oﬀering helps to double the countries reached in ﬁve years

Benefits ▸ Faster response times, with over 90% of enquiries answered within 24 hours, improving client decision-making. ▸ Expanded global reach and technical support, enabling clients to access integrated solutions across +50 countries.

Mark Anderson Sales Director at JBP

Key findings For young people

How is JBP thriving? In its 50th year in business, Aberdeenshire-based JBP has reached a landmark of its own: active exports to more than 50 countries. The milestone year has also seen the company formalise a reinvigorated valve offering under dedicated specialist leadership, grow valve sales and post 10% revenue growth with a further 20% targeted for 2026. The challenge - JBP is a complete piping and valve solutions provider supplying pipe, fittings, flanges, valves, structural steel, GRP access and flooring products to clients across oil and gas, power, food and drink, construction, rail, marine and water treatment. Now part of the International Bianco Group, the business holds extensive stock across all material grades and brings more than 500 years of combined technical experience across its 48-person team. The past four to five years have been somewhat turbulent. Oil price volatility, Brexit, the pandemic and more recently the impact of UK energy fiscal policy on domestic demand have created a market that has required the business to remain in constant motion. Alongside these external pressures, a structural shift has been unfolding across the industry – as organisations have run leaner, specialist technical knowledge, particularly in valves, has quietly left the sector through retirements and redundancies. This has created a gap that experienced suppliers are increasingly being asked to fill, and for JBP, this was both a challenge and an opportunity. The solution - The company’s response has been built on a strategy it has practised for decades: diversification across products, sectors and geographies. But the past 18 months have sharpened that strategy in two specific areas. The first was valves. The company had been watching valve sales grow consistently for two to three years, driven partly by the gap in technical expertise across its client base. The business had the capability, but leadership felt the offering lacked the visibility and focus it deserved. In early 2025 JBP created a dedicated valve business function, investing in a new Valve

Business Manager – a specialist role requiring rare combination of deep technical knowledge, commercial acumen and managerial capability. Finding the right person took several months of careful searching, supported by a specialist recruiter. Once in post, the team was built out by developing existing employees: one internally trained team member took on a more senior role, another was assigned to manage supplier and manufacturer relationships. The valve team has grown from three to five people, and the roll-out has been natural rather than forced – technical expertise and sales are integrated rather than separated, with the knowledge offer woven into the commercial relationship rather than presented as a standalone service. The second focus has been international growth. Exports have more than doubled in country reach over five years, and the approach is consistent across markets. This involves following clients and contractors, building local partnerships and earning a place on approved vendor lists in territories where direct relationships matter. A partnership with a Tunisian firm established in 2017 has supported growth across North Africa. Meanwhile, newer activity is building in Suriname, Guyana and the wider Caribbean, with a specific focus on the FPSO market. Getting onto AVL registers in those markets has been a defining milestone, and JBP has learnt to be patient about the process. Domestically, the company has moved into water treatment and expanded its activity in fuel storage, including fuel terminals and aviation fuel, leveraging existing supplier relationships and targeting both UK and international opportunities. A rebrand from John Bell Pipeline to JBP reflects the broader ambition. Indeed, the business does far more than pipelines, and the name now signals that to new markets and new clients. Crucially, the business has managed all of this while keeping service standards high. A self-imposed KPI of responding to all customer enquiries within 24 hours has been achieved in more than 90% of cases – a meaningful differentiator in a market where, as one recent client confirmed, JBP was able to quote, process an order and deliver valves before a competitor had even responded.

▸ Build experience over time, stay patient,

and keep learning—expertise develops through real-world exposure.

For industry ▸ Invest in technical expertise and diversi-

fication to address skills gaps and remain resilient in volatile markets.

For government ▸ Provide stable energy policies and sup-

port domestic production to strengthen supply chains and investment confidence.

JBP at a glance: Main industries served: ▸ Oil and gas – 70% ▸ Others (energy) – 20% ▸ Others (non-energy): construction, marine and water treatment - 10% Headquarters: Aberdeenshire, UK Year established: 1976 Number of employees: 48 Revenue: £16m Revenue from exports: 20%

With 25% of staff developed through school leaver, graduate or internal training routes, an average staff tenure of 12 years and a pipeline of strategic partnerships in development, JBP enters the next 50 years with the foundations it has spent the first 50 building.

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Story type #enviromental, sustainability & social impact (main category) #resilience

Jo Bird & Co Ltd Proving that SMEs can prosper while prioritising sustainability Guy Atkins Chairman at Jo Bird

How is Jo Bird thriving? Jo Bird & Co Ltd is building long-term resilience through environmental sustainability. After reducing energy use and decarbonising its Scope 1 and 2 emissions, the company is now tackling Scope 3 by reviewing raw materials, packaging, and components to reduce value-chain impact. As it celebrates 40 years in business, Jo Bird demonstrates how a company can respect its legacy while embracing sustainable growth – proving environmental responsibility and financial sustainability can go hand in hand. The challenge - For more than 40 years, Jo Bird has specialised in designing and manufacturing cabinets engineered to store and protect fire-safety and lifesaving equipment in some of the world’s harshest environments. Its bespoke, customer-specific products, backed by Lloyd’s Register and ABS type test approvals, have built a reputation for durability, reliability and technical excellence across demanding global sectors. Like many companies, Jo Bird faced significant challenges during the pandemic. However, by 2024 the firm had regained momentum, strengthened by its successful expansion into the offshore wind sector in 2021/22. In a short time, offshore wind grew from around 5% to 17% of total revenue. Leadership transition accompanied this evolution as Guy Atkins, formerly Managing Director, stepped into the role of Chairman in November 2024. The move marked a new chapter while reinforcing continuity and longterm direction. At the same time, the company intensified efforts on its journey to net zero. Having already committed to targets by signing the Net Zero Charter in 2021, Jo Bird has faced the challenge of advancing ambitious emissions reductions – no easy feat for a smaller manufacturer. The solution - Naturally, this journey to net zero has already required significant change across Jo Bird’s operations. A major early focus was obtaining accurate data to measure the company’s carbon footprint, with its Scop 1 and 2 emissions being the starting point.

This began with a full energy survey of the company factory, reviewing insulation, heating systems and potential renewable-energy options. The business installed its first photovoltaic panels 12 years ago, additional panels three years ago, and more last year, which collectively generate around 40% of its onsite electricity. Alongside this, physical upgrades such as a new insulated roof, improved building fabric and the shift to electric heating in offices and workspaces have reduced energy demand and supported incremental decarbonisation efforts. Measurement efforts includes, business travel and employee commuting, enabling the firm to build a more complete picture of emissions. As customer expectations evolved, the company has also adapted its offering. As several clients began to ask for the specific carbon footprint of Jo Bird’s products, the firm set out to understand both the CO2 generated during production and the embedded carbon in raw materials and components. Today, carbon calculation has now become part of the design process for new products, while the firm is also working to reduce the carbon footprints involved in those products. Indeed, a trial is currently underway using an alternative resin to assess potential CO2 reductions, with the firm recognising that small changes in design and procurement can drive substantial improvements. The overall transition has been a true team effort. As a small company with an agile structure and a stable management team, decisions can be made quickly and acted on without delay. Mandatory environmental training for all staff, introduced around three years ago, also helped to improve sustainability thinking across the organisation. To date, Jo Bird’s progress has been significant. So much so, that the company was awarded the Future Net Zero Gold-Certified Standard for reporting its carbon emissions for 2023–2024. Indeed, the company is demonstrating that environmental responsibility and financial sustainability are not mutually exclusive. Even as a small manufacturer, Jo Bird has shown that it’s entirely possible to make sustainability improvements while continuing to grow and compete successfully in a demanding market. With strong progress across Scopes 1 and 2, attention has now shifted to Scope 3, with the firm now gathering detailed information on raw materials, packaging, and components. Working closely with suppliers has become es-

Benefits ▸ Durable, certified protection for critical safety equipment in offshore and industrial settings. ▸ Supports customers’ sustainability goals through lower-carbon manufacturing and materials.

Key findings For young people ▸ Gain broad experience early, explore different opportunities, and proactively pursue what interests you.

For industry ▸ Investing in environmental improvements can create competitive advantage and long-term business benefits.

For government ▸ Policymakers should better understand the realities and challenges faced by small businesses when shaping policy.

Jo Bird at a glance: Key products and services: protective storage cabinets for fire-safety and lifesaving equipment. Main industries served: ▸ Oil and gas – 40% ▸ Offshore renewable energy – 17% ▸ Others (energy) – 5% ▸ Conventional power – 0.5% ▸ Nuclear power – 0.5% ▸ Others (non-energy): commercial marine, coastal marine, defence – 37% Headquarters: Highbridge, UK Year established: 1986 Number of employees: 25 Revenue: £3m Revenue from exports: 65%

sential, ensuring the supply chain is engaged and aligned with the company’s direction. Committed to Net Zero 2050, and already making significant progress, Jo Bird is an undoubtedly a shining industry sustainability success story that other companies – and particularly SMEs – can look to.

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Story Storytype type #digital #digital&&AIAI(main (maincategory) category)#service #service&& solutions solutions

Johnson JohnsonControls Controls

Beneﬁ Beneﬁtsts

Introduce Introduceadvanced advancedcondition-based condition-basedmonitoring monitoringand andreporting reporting for formetering meteringsystems systems Susan SusanRitchie Ritchie

Kenny KennyWallace Wallace

Metering MeteringManager Manageratat Johnson JohnsonControls Controls

Metering MeteringTechnical TechnicalAuthority Authority atatJohnson JohnsonControls Controls

►► Continuous Continuousmonitoring monitoringextends extends maintenance maintenanceintervals intervalstoto72 72months, months, reducing reducingcosts, costs,venting ventingemissions emissionsand and offshore offshorepersonnel personnelexposure. exposure. ►► The Thesystem systemsecured secureda along-term long-termmetering metering contractand andforecasts forecastsapproximately approximately contract £300,000ininyearly yearlyasset assetefﬁ efﬁ ciencysavings savings £300,000 ciency forthe theclient. client. for

Key Keyfifindings ndings How HowisisJohnson JohnsonControls Controlsthriving? thriving? Johnson JohnsonControls’ Controls’Aberdeen-based Aberdeen-basedmetering metering division divisionhas hasdeveloped developedMetering MeteringInsights, Insights,their their first firstdigital digitalmetering meteringmonitoring monitoringsystem, system,it ithas has been beendeployed deployedininthe theoiloiland andgas gasspace. space.Built Built onondigital digitalexpertise expertiseborrowed borrowedfrom fromthe thewider wider Johnson JohnsonControls Controlsgroup’s group’sconnected connectedbuildings buildings work, work,the thesystem systemdeveloped developedininconjunction conjunction with withtheir theirNorth NorthSea Seaclient clientisisexpected expectedtotobebe rolled rolledout outtotothe thewider widerindustry industryinin2026. 2026. The Thechallenge challenge- The - Themetering meteringdivision divisionofofJohnJohnson sonControls Controlsprovides providesbespoke, bespoke,independent independent measurement measurementservices servicescovering coveringfiscal, fiscal,allocaallocation tionand andenvironmental environmentalflow flowmeasurement measurement across acrossoiloiland andgas, gas,petrochemical, petrochemical,CCUS CCUSand and power powergeneration generationsectors. sectors.Working Workingacross acrossallall OEM OEMequipment, equipment,the thedivision’s division’sindependence independence isisa acore corepart partofofitsitsservice. service.Ensuring Ensuringthat thatallalladadvice viceand andassurance assurancestand standupuptotoregulatory, regulatory,comcommercial mercialand andenvironmental environmentalscrutiny scrutinywithout withoutthe the confl confl ictict ofof anan equipment equipment sales sales interest interest behind behind it.it. For Forthe thelast last40 40years, years,offshore offshoremetering meteringopoperated eratedonona afixed fixedtime-based time-basedmodel. model.Metres Metres and andassociated associatedequipment equipmentwere wereinspected inspected and andmaintained maintainedonona afixed fixedcycle cycleregardless regardless ofoftheir theircondition, condition,meaning meaningthat thatmetres metresperperforming formingcorrectly correctlywere wereremoved, removed,transporttransportededonshore, onshore,tested testedand andreinstalled. reinstalled.This Thisgengenerates eratescosts, costs,emissions emissionsthrough throughventing ventingand and pressure pressuretesting, testing,and andunnecessary unnecessarysafety safetyexexposure posurefor forpersonnel personnelbreaking breakingcontainment. containment. Meanwhile, Meanwhile,a abroader broaderset setofofpressures pressureswas was building, building,the thefirst firstbeing beinga areduction reductioninincomcompetent petentmeasurement measurementpersonnel personnelacross acrossthe the industry. industry.This, This,along alongwith withlimited limitedbedspace bedspace offshore offshoreand andincreasing increasingregulatory regulatoryscrutiny scrutiny ofofenvironmental environmentalemissions, emissions,made madethe thecase case for fordoing doingthings thingsdifferently. differently.Indeed, Indeed,what what was wasneeded neededwas wasa away waytotomonitor monitormetering metering system systemhealth healthcontinuously continuouslyand andmake makeevievidence-based dence-basedmaintenance maintenancedecisions. decisions. The Thesolution solution- The - Theinsight insightthat thatunlocked unlockedMeMetering teringInsights Insightscame camefrom fromwithin withinJohnson Johnson Controls Controlsitself. itself.The Thecompany’s company’sdigital digitalteam team had hadspent spentyears yearsbuilding buildingconnected connectedmonimonitoring toringsystems systemsfor forbuildings buildingsand andvessels, vessels,and and the themetering meteringteam teamrecognised recognisedthat thatthe thesame same underlying underlyingcapability capabilityaround aroundstreaming streamingdata, data, condition-based condition-based algorithms algorithms and and real-time real-time system systemhealth healthdisplays displayscould couldbebeapplied appliedtoto offshore offshoremeasurement measurementinfrastructure. infrastructure.

Development Development began began inin 2024. 2024. The The system system capcaptures turesstreaming streamingdata datafrom fromflowmeters flowmetersand and associated associatedequipment, equipment,processes processesit itthrough through condition-based condition-basedmonitoring monitoringalgorithms algorithmsand and presents presentsthe theresults resultsinina auser userinterface interfacethat that shows showsmetering meteringsystem systemstatus statusatata aglance. glance. The Thesystem systemflags flagsmeasurement measurementissues issuesearly early and andallows allowsengineers engineerstotoassess assessimpact impactand and plan planintervention. intervention.Reporting Reportingisisautomated, automated, which whicheliminates eliminatesthe themanual manualprocess processofofcomcompiling pilinginformation informationfrom frommultiple multiplesystems. systems. InInterms termsofofthe thesystem systemarchitecture, architecture,decisions decisions around aroundon-premise on-premiseversus versuscloud cloudhosting, hosting,data data ownership, ownership,security securityinterfaces, interfaces,data dataresidenresidencycyand andaccess accesscontrols controlsallallhad hadtotobebeworked worked through throughbefore beforea asingle singledata datapoint pointcould couldflow. flow. Johnson Johnson Controls Controls ultimately ultimately settled settled onon a clouda cloudbased basedsolution. solution.Data Datasecurity securityininthe theoiloiland andgas gas environment environmentisisa ahigh highbar, bar,and andthe thecompany’s company’s existing existingsoftware softwareand andsecurity securityexpertise expertisefrom from itsitsbuildings buildingswork workproved provedcritical criticalininmeeting meetingit.it. The Thefirst firstdeployment deploymentcame camethrough througha aconcontract tractwith witha amajor majorNorth NorthSea Seaoperator, operator,won won ininOctober October2022. 2022.The Thecontract contractcovers coversa afull full maintenance maintenance responsibility responsibility for for measuremeasurement mentsystems. systems.On Onthe thefirst firstinstallation installationSevSevenenmeasurement measurementsystems systemsfeed feeddata datainto intothe the platform, platform,with with30,000 30,000data datapoints pointsnow nowininthe the datalake datalakeand andfurther furtherwellhead wellheadmeasurement measurement will willbebeadded addedininsummer summer2026, 2026,bringing bringingthe the total totallinked linkedmetering meteringsystems systemstoto15. 15. Measurable Measurablebenefi benefi tstsare arealready alreadyemerging. emerging.ByBy monitoring monitoringmetre metreperformance performancecontinuouscontinuously,ly,the thedivision divisioncan canidentify identifywhich whichmetres metresare are operating operatingcorrectly correctlyand andextend extendtheir theirmaintemaintenance nance intervals intervalswell wellbeyond beyondthe thestandard standard6 6- 12 - 12 months months– –ininsome somecases casestoto7272months monthsororbebeyond. yond.Fewer Fewerunnecessary unnecessaryremovals removalsare arehelping helping totolower lowercosts, costs,cut cutventing ventingand andpressure pressuretesting testing emissions emissionsand andreduce reducepersonnel personnelsafety safetyexpoexposure sureoffshore. offshore.The Thedivision divisionforecasts forecaststotal totalasset asset effi effi ciency ciencysavings savingsofofapproximately approximately£300,000 £300,000 per perannum annumfor forthe theclient. client.Early Earlydetection detectionofof measurement measurementissues issueshas hasalready alreadybeen beenreportreportededbybyengineers engineersusing usingthe thetool. tool. Internally, Internally,the thetransition transitionhas hasrequired requiredsussustained tained change change management. management. Technicians Technicians accusaccustomed tomedtotosite sitevisits visitsand andhands-on hands-onmaintenance maintenance needed neededtotounderstand understandwhat whatcondition-based condition-based monitoring monitoringmeant meantfor fortheir theirroles. roles.Third-party Third-party consultancy consultancywas wasused usedtotofacilitate facilitatehonest honestconcon-

For Foryoung youngpeople people ►► Pursue Pursuework workyou yougenuinely genuinelyenjoy, enjoy,remain remain curious curiousand andproactive, proactive,and andembrace embracediverse diverse opportunities opportunitieswithout withoutfearing fearingthe theunknown. unknown. For Forindustry industry ►► Prioritise Prioritiseand andinvest investininmission-critical mission-criticalsyssystems temslike likeHVAC HVACand andsecurity, security,treating treatingthem them asasstrategic strategicassets assetsfor forlong-term long-termresilience. resilience. For Forgovernment government ►► Commit Committotosustained sustainedresearch researchand anddeveldevelopment opmentinvestment investmentand andfoster fosteropen, open,dadata-driven ta-drivendiscussions discussionsononenergy energysecurity security and andlifecycle lifecycleemissions. emissions.

Johnson JohnsonControls Controlsatataaglance: glance: Key Keyproducts productsand andservices: services:specialist specialist measurement measurementservices. services. Main Mainindustries industriesserved: served: ►► Oil Oiland andgas gas– –98% 98% ►► Conventional Conventionalpower power– –2% 2% Headquarters: Headquarters:Cork, Cork,Ireland Ireland Year Yearestablished: established:1885 1885 Number Numberofofemployees: employees:105,000 105,000 Revenue: Revenue:£17.3bn £17.3bn Revenue Revenuefrom fromexports: exports:15% 15%

versations versationsabout aboutthe thechange, change,and andextensive extensive communication communicationand andtraining trainingfollowed. followed. Now, Now,the thedivision divisionsees seespotential potentialtotoexpand expandMeMetering tering Insights Insights toto other other North North Sea Sea operators operators and and totoextend extendit itinto intocarbon carboncapture captureand andemissions emissions monitoring, monitoring,sectors sectorswhere wheremeasurement measurementintegintegrity rityand andenvironmental environmentalcompliance complianceare areincreasincreasingly inglyintertwined. intertwined.Digital Digitalrevenues revenuescurrently currently represent representapproximately approximately1% 1%ofofthe themetering metering business. business. The The target target isis 10% 10% within within ﬁve ﬁve years. years.

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Story type #scale up (main category) #diversiﬁcation

Beneﬁts

Kent

► Expanded into high-growth data centre and decommissioning markets through two strategic acquisitions.

Diversifying into data centres and decommissioning to build long-term resilience

► Achieved a record US$3bn project backlog, strengthening its growth trajectory and building a more resilient, future-ready business.

Marcello Stroppa

lished and emerging sectors, while increasing resilience to external volatility.

Key ﬁndings

Senior Vice President M&A and Corporate Development at Kent

The solution - Under new ownership from Nesma & Partners, the company formalised a ﬁveyear corporate development programme, which it refreshed in 2024. This is built around targeted acquisitions in high-growth, high-margin markets, combined with continued investment in organic growth and geographic expansion.

For young people

How is Kent thriving? With over 100 years of experience, 13,000 employees and operations spanning the Middle East, the Americas, UK and Europe, and Asia Paciﬁc, Kent is one of the world’s leading integrated engineering services businesses. Building on its strong foundations and longterm growth ambitions, the company completed two landmark acquisitions in 2025, thereby entering the data centre market and strengthening its decommissioning capability. This strengthened Kent’s capability across the full energy asset lifecycle while expanding its position into high-growth digital infrastructure markets, helping the company close the year with a record backlog of US$3bn. The challenge - Kent designs, builds and maintains energy assets across the full lifecycle – from advisory & consulting, engineering and project delivery through to asset performance, late-life management and decommissioning. Founded in 1919, the business combines decades of experience with evolving capabilities across conventional energy, low carbon and renewables, recognising that resilience requires breadth and adaptability. The energy landscape it operates in has always been shaped by external forces, geopolitical instability, shifting political priorities and cycles of investment. The energy transition continues at an uneven pace, shaped as much by economics as by ambition. Meanwhile, two structural trends have been building quietly but with growing force. The rapid rise of AI is driving unprecedented demand for data centre infrastructure, placing new pressure on power and engineering capacity. In addition, the ageing of global oil and gas infrastructure is creating a sustained and largely non-cyclical wave of demand for decommissioning and late-life asset services. For Kent, this was not a moment of disruption, but a moment of clarity. With strong foundations in traditional energy markets and a global delivery model already in place, Kent recognised a clear opportunity to build a more balanced, future-facing business. One that could capture growth across both estab-

Critically, the strategy places equal emphasis on integration and acquisition. Kent, itself a business built through acquisition over its century-long history, has made sure any acquired businesses are embedded, scaled and supported over time rather than left to operate at arm’s length. The first major move was the acquisition of Sudlows Consulting in February 2025, a specialist data centre design and engineering firm with operations across Dubai, India, Saudi Arabia and South Africa, and a track record of over 100 projects delivered across 20 countries. The acquisition gave Kent a strategic entry into a sector experiencing a 16% compound annual growth rate between 2017 and 2024, driven by cloud adoption, AI and data sovereignty requirements. By November 2025, Sudlows Consulting had been fully integrated and rebranded as Kent Data Centres – a business of over 400 specialists now backed by Kent’s global engineering platform and able to pursue significantly larger projects than would have been possible independently. In March 2026, Kent Data Centres expanded into the UK market, its next step in building a truly global capability in digital infrastructure. The second acquisition was Exceed, which completed in October 2025. Exceed is a world-class provider of well management, sub-surface and decommissioning engineering services headquartered in Aberdeen, with operations across more than 40 countries. The company brought two decades of specialist experience, a track record of over 150 wells decommissioned, and a position as one of only three licensed UK well operators. Crucially, the business is also already active in repurposing reservoirs for carbon capture and hydrogen storage, extending the strategic value of the acquisition well beyond conventional decommissioning. Together, these two acquisitions added a meaningful contribution to group EBITDA. The logic in both cases was consistent: identify markets aligned with long-term structural demand, acquire businesses with genuine specialist capa-

► Remain curious, adaptable to change and focused on building strong fundamental skills that translate across evolving industries. For industry ► Prioritise deliberate, strategic growth over speed, treating post-M&A integration as a core capability rather than an afterthought. For government ► Establish long-term policy stability in the energy and infrastructure sectors to encourage conﬁdent and effective investment.

Kent at a glance: Key products and services: end-toend asset lifecycle services, corporate development and M&As. Main industries served: ► Conventional – 55% ► Low carbon, renewables and data centres – 21% ► Process and chemicals – 24% Headquarters: Dubai, UAE Year established: 1919 Number of employees: 13,000 Revenue: £1.18bn

bility and strong client relationships, then use Kent’s global footprint and engineering platform to accelerate their growth into new geographies and larger project scopes. The global decommissioning market is expected to grow from around US$8bn per year today to approximately US$16bn per year by 2035. The data centre sector shows no signs of slowing. This year, Kent expects continued revenue growth, supported by the integration and scaling of its newly acquired businesses. The ambition is not simply a larger Kent, but a more resilient one – better balanced across sectors, geographies and the energy lifecycle.

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Story type #scale up (main category) #people & competency

Kinectrics Scaling capability at speed to power the future of transmission

Benefits ▸ Substantial revenue growth, from 2024 to 2026. ▸ Expanded delivery capacity, scaling equipment by a factor of four.

Mark Fenger

Key findings

Executive Director at Kinectrics

For young people ▸ Stay curious and honest, allow yourself to

How is Kinectrics thriving? Founded in 1908, Kinectrics through its predecessor Ontario Hydro Research Division, has spent more than a century delivering lifecycle management solutions to the power generation, transmission and distribution industries. Yet that longevity hasn’t led to complacency. Anticipating major shifts in power transmission demand, the company made key operational changes early – investing in infrastructure, scaling its equipment and workforce, and formalising high-quality training programmes. Through these proactive investments, Kinectrics has emerged as an agile, innovative, future-ready business, equipped with the capacity, capability and confidence to support the energy transition. The challenge - Like many service companies, Kinectrics faced challenges during the Covid pandemic. Faced with travel restrictions, yet determined not to lay off any employees, the company pivoted to find solutions for deploying staff and provide training courses on short notice to continue supporting client essential services, maintaining continuity in even the most constrained conditions. Fundamentally, Kinectrics is and always has been a solutions-oriented company, taking a safe, sustainable and stable approach to the business’s long-term viability. Coming out the other side of Covid largely unscathed was one thing, the company is now battle-tested and thriving, shifting from shortterm response to long-term transformation. Come 2023, the company recognised that demand for power transmission was going to change both rapidly and significantly. Cable manufacturers had foreseen this and had begun preparing themselves, but much of the industry had not. Kinectrics itself recognised that it needed to adapt to ensure it was ready. The solution - With these conversations having begun internally in 2023, by 2024 the company had developed its strategy and outlined its capital investment plans, aligning leadership around a clear path to scale. Kinectrics recognised it needed to bolster its

equipment to meet scale up demand, particularly regarding offshore export cables and array cables systems. These also needed to be tested properly to ensure proper risk mitigation, with failure of solutions simply not being an option given the critical nature of the infrastructure involved. To achieve these goals, the company had to reach out to a variety of equipment vendors that were experiencing significant bottlenecks. Here, consistent communications and proactive supply chain management were key to prevent delays. Kinectrics also worked closely with end-grid developers to get ahead of testing bottlenecks. Through these pre-emptive investments, Kinectrics has seen a scale up in its transmission and distribution equipment by a factor of four – the single biggest in the history of the company. In tandem, it has also had to invest significantly in its workforce, proactively hiring given the 18–24-month period that it typically takes to fully upskill its people. The company formalised its training process, moving from smaller programmes to larger ones with internally appointed trainers. Further, the company has also formalised its in-house global training centre, located in Middlesborough, UK, which is certified for high voltage testing, helping to ensure consistency in skills and standards globally. Undoubtedly, Kinectrics has undergone significant internal operating changes in the past two years, that included being acquired by BWX Technologies Inc. Yet the company is now confident that it has built something that will pay dividends for years to come, with a larger pool of skilled employees, and ever-improving trust and relationships with its clients, underpinned by a more scalable operating model. The transmission related services of the firm expect significant growth through 2026 and forward reflecting both increased demand and expanded delivery capacity.

continuously improve, and persistently apply your technical skills to solve problems.

For transmission and distribution industry ▸ Master market sensing and actively ad-

dress the single biggest grid problem: a lack of qualified and experienced personnel.

Kinectrics at a glance: Key products and services: testing, inspection, certification and engineering consulting. Main industries served within our transmission and distribution division of the company: ▸ Offshore renewable energy ▸ Data centres ▸ Conventional power ▸ Oil and gas ▸ Nuclear power ▸ Onshore renewable energy ▸ Energy storage ▸ Others (energy) Headquarters: Toronto, Canada Year established: 1908 Number of employees: 1400

By investing ahead of demand, strengthening its capabilities, and doubling down on talent and partnerships, Kinectrics has positioned itself not just to keep pace with industry change, but to be a world leader in the delivery of lifecycle management services across the electricity industry.

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Story type #transformation (main category) #culture #scale up

KOIL Energy Building a new company-wide framework to unlock record growth in 2025

Benefits ▸ Business Canvas Model improved profitability and project delivery performance. ▸ The ‘pull-in method’ increased efficiency and supported international growth.

Erik Wiik

Key findings

CEO at Koil Energy

For young people How is KOIL Energy thriving? KOIL Energy has formalised its identity, values and operating principles into a structured framework that has changed how the company executes projects and scales. Having moved from consecutive years of negative margins to a 16% net profit margin, achieved a 100% on-time delivery rate across nearly 200 projects, and expanded into both offshore wind and Brazil, the Houston-based subsea specialist has demonstrated what clarity of purpose can yield. The challenge - Founded in Texas in 1997, KOIL Energy Solutions provides subsea equipment and services to the global energy industry. Its 79-strong team delivers end-toend integrated solutions spanning engineering, fabrication, testing and offshore installation, designed to minimise interfaces, reduce execution risk and accelerate clients’ path to first production. Yet for several years prior to 2025, performance had been volatile and largely flat. Revenue fluctuated between US$12.98m and US$18.92m over six years, with net margins in negative territory for much of that period. The cyclical nature of oil and gas was an ever-present external pressure, but the deeper challenge was internal – the company had never formally articulated its own identity. Its culture, strengths and operating principles existed in practice but hadn’t been codified. Without that clarity, scaling consistently and sustainably remained elusive. The solution - A company-wide initiative called the Business Canvas Model was launched in 2025. Rather than a top-down restructure or a change in strategic direction, it was a concerted effort to formalise what already existed, capturing KOIL Energy’s identity, values and operating principles into a clear and actionable framework. Input was gathered from across the organisation, from leadership through to frontline teams, ensuring the model reflected the reality of how the company operates in reality as opposed to an aspirational ideal. Bringing together expertise from services,

projects, sales and finance, the process defined KOIL Energy’s core strengths, differentiators and operating principles. The result was a unified framework embedded at every level of the organisation that guides how opportunities are assessed, projects are executed and value is delivered to clients. Crucially, this has not been a conceptual exercise. The model was systematically deployed through senior leadership and middle management into frontline execution, and this made it an active operating system from day one. A central operational outcome was the development of the ‘pull-in method’. Rather than allowing client-driven schedules to dictate pace, KOIL Energy adopted an urgency-driven approach, consistently targeting early completion across every project. The logic behind this pivot is sound, in that completing work ahead of schedule frees up internal resources more quickly and enables the company to take on additional work, scale operations and maximise growth potential. In the past year alone, KOIL achieved a 100% on-time delivery rate across nearly 200 projects – a level of performance which will cause the wider industry to take note. The model has also been instrumental in preserving and scaling KOIL Energy’s culture during a period of rapid growth. With a workforce spanning long-tenured employees and newer hires, the framework provides a consistent reference point, defining what the company stands for and ensuring new team members are integrated without diluting the qualities that have always driven success. That culture is one of shared ownership and cross-functional collaboration, where individuals work across role boundaries to achieve collective outcomes and take genuine pride in delivery. The financial impact has been significant. Having posted net margins of -7% and -6% in 2022 and 2023 respectively, KOIL Energy recorded a 16% net profit margin in 2024, with revenues reaching US$22.73m (up from US$12.98m two years prior). 2025 then delivered a record year, with revenues reaching US$24.05m on the back of 6% year-on-year growth. Alongside this, a physical office in Brazil has been established, and

▸ Career growth comes through hard

work, accountability and consistently delivering value over time.

For industry ▸ Clearly defining a company’s culture and

operational “DNA” can unlock scalable growth and stronger execution.

For government ▸ Stable, long-term energy policies are essen-

tial to support offshore investment, supply chain confidence and energy security.

KOIL Energy at a glance: Key products and services: subsea equipment and support services to the world’s energy and offshore industries. Main industries served: ▸ Oil and gas – 97% ▸ Offshore renewable energy – 3% Headquarters: Houston, US Year established: 1997 Number of employees: 79 Revenue: £17.8m (2025) Revenue from exports: 19%

the company has successfully delivered a major offshore wind project in a cold-weather environment far removed from its typical conditions, demonstrating the model’s reach beyond core markets. Looking ahead, AI is becoming an increasingly important enabler. Project data books that previously took two weeks to produce can now be generated in minutes, and resource forecasting up to two months in advance has replaced reactive workforce planning. These capabilities extend the operating blueprint into the company’s digital future.

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Story type #optimisation (main category) #culture #diversification

Koso Parcol

Benefits

Striving for outstanding performance that is repeatable Nadia Maria Robbiani Managing Director at Koso Parcol How is Koso Parcol thriving? Koso Parcol (KP) has successfully navigated through half a decade of significant energy industry turbulence. By embedding a CFO-driven mindset of cost discipline, transparency and operational rigour, the firm has not only stabilised following consecutive loss-making years but strategically pivoted into key markets such as nuclear. For KP, earnings before tax (EBT) doubled between 2023 and 2025 – foundations that the firm can begin to thrive from moving forward. The challenge - KP has long been established as an Italian manufacturer specialising in the design, production and commercialisation of control valves, desuperheaters, safety valves and ball valves, with its products marketed under the distinct Parcol and Koso brands. With more than 70 years of global presence and a strong reputation in mission-critical applications across energy, fertiliser, chemical and petrochemical sectors, the company operates in a niche where reliability, safety and technical compliance are essential. For KP, meeting these rigorous standards while operating effectively from a commercial perspective has become increasingly difficult in recent years. Covid-19 triggered widespread disruptions to supply chains, caused shortages across key components, and forced companies worldwide to accelerate digitalisation, automation and reshoring. Traditional forecasting became unreliable as budgeting models gave way to rolling forecasts, liquidity buffers and scenario-based planning. Even as the pandemic’s effects persisted, the Russia-Ukraine war in 2022 sharply increased energy and raw-material costs, compressed margins and intensified efforts to improve sourcing resilience. Conflicts in the Middle East have also further destabilised global trade routes, extending shipping times and pushing up freight and insurance costs. In tandem, the industrial valve market has become more competitive, with strong pricing pressure and increasing consolidation among EPCs. For KP, the result of this volatile cocktail was recorded losses in FY2021 and FY2022, with the firm’s former general manager resigning in October 2022. The solution - At that point, Nadia Maria Robbiani stepped in as Managing Director, transitioning from a longtime CFO role. For

Robbiani, it was immediately clear that KP needed a different approach, differentiating in critical sectors such as nuclear and fertiliser, where proven reliability, quality and track record outweighed pricing pressures. Incremental change would not suffice in an environment defined by uncertainty and rising complexity. KP needed cost awareness, efficiency, capital discipline and rigorous prioritisation. A CFO-mindset, led by Robbiani, was at the core of the firm’s renewed strategy. This is built on the idea that awareness enables control: only what is understood, measured and made visible can be improved. The new strategy focused on cost transparency, workflow tightening, stronger internal procedures and cross-functional coordination. Implementation began immediately in October 2022 with a phased, execution-led approach. With losses mounting, the priority was rapid diagnosis and stabilisation – understanding operational realities, validating data and challenging long-standing assumptions. Q4 2022 marked the formal start of the transformation, with the strategy moving from planning to action in 2023. Here, KP deliberately pivoted toward high-criticality sectors, particularly nuclear, where customers value compliance, traceability and proven capability. The company strengthened quality assurance, documentation and process rigour, and continued investing in people, technology and production autonomy. A major milestone came when the firm achieved ISO 19443 accreditation – the nuclear-specific quality standard, enabling KP to participate with a leading OEM in the construction of a small modular reactor. Cultural realignment accompanied these changes. Through regular communication, employees were encouraged to understand not just what was changing but why. The transformation was designed as a continuous journey rather than a fixed programme, allowing market feedback and financial results to guide adjustments. To reinforce control over quality and lead times, KP accelerated vertical integration, bringing back in-house manufacturing activities that had previously been outsourced. Customer proximity also improved with the opening of a representative office in Korea, strengthening relationships with globally active EPCs. The changes have been overarching. No stone has been left unturned, and the results speak for themselves. EBT more than doubled from €2.1m in 2023 to €4.1m in 2024 and reached €4.7m in 2025. Equally, net cash flow improved from negative

▸ More than doubled earnings before tax from €2.1m in 2023 to €4.7m in 2025 and improved net cash flow to €6.6m to significantly strengthen liquidity. ▸ Achieved ISO 19443 certification to partner on a small modular reactor and opened a Korean representative office to strengthen relationships with globally active EPCs.

Key findings For young people ▸ Learn how things really work, ask good

questions, master the fundamentals and embrace challenges by leaving your comfort zone to accelerate growth.

For industry ▸ Collaborate across companies, supply

chains and sectors, as synergies accelerate innovation, reduce risk and make growth far more sustainable.

For government ▸ Provide a clear, long-term commitment

to industry through stable policies, predictable regulation and concrete support for manufacturing and exports.

Koso Parcol at a glance: Key products and services: severe service control valves, steam desuperheating systems and pneumatic automation equipment. Main industries served: ▸ Conventional power – 70% ▸ Oil and gas – 5% ▸ Nuclear power – 3% ▸ Others (non-energy): fertiliser – 22% Headquarters: Canegrate, Italy Year established: 1954 Number of employees: 144 Revenue: £28.8m Revenue from exports: 55%

€0.5m in 2024 to €6.6m in 2025, significantly strengthening liquidity and supporting future investment. Looking ahead, KP remains committed to its newfound focus on disciplined growth, customer intimacy and data-driven execution, and will increasingly look to leverage digital tools and AI in these efforts. For the firm, the ambition is clear: to make outstanding performance repeatable, not exceptional.

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Story type #technology (main category)

KROHNE Group 30 years of customer‑driven innovation delivers industry’s most adaptable flowmeter Stefan Kranz Global Industry Divison Manager Energy Industries at KROHNE

How is KROHNE thriving? Since launching large diameter straight-tube Coriolis flowmeters in 2015, German instrumentation manufacturer KROHNE has established the technology as the field-proven standard on offshore platforms and FPSOs. The OPTIMASS series now represents the company’s best-selling product in oil and gas, delivering more than twice the margins compared to in other industry applications. With major energy operators adopting the technology and cross-selling effects driving system-wide sales, KROHNE’s energy division, established just a few years ago, has positioned the 103-year-old company as a formidable competitor to industry giants. The challenge - When oil and gas customers began requesting straight-tube Coriolis flowmeters in 1995, KROHNE faced a major technical challenge. Whilst bent-tube Coriolis metre s delivered excellent mass flow measurement independent of density, temperature and pressure, the design created problems for energy operators. Bends trapped solids and gases, increased wear, required larger installation footprints and limited installation orientation flexibility – critical issues for space-constrained offshore platforms and FPSOs. However, producing straight-tube metres with equivalent performance to bent-tube designs proved extraordinarily difficult. The company needed to capture and eliminate unwanted pressure and temperature effects while maintaining accuracy across the entire capacity range up to 16 inches – a challenge that initially seemed impossible. The solution - KROHNE’s story spans three decades and is built on a foundation of patient incremental innovation and deep customer engagement. The journey began in the 1980s when KROHNE Limited was founded with in-house expertise in the Coriolis principle developed in Wellingborough. By the early 1990s, the company had created its first prototype single straight-tube metre, launching market-ready small diameter versions in the early 2000s. These initial products, protected by partial patents, established KROHNE as the first manufacturer to commercialise straight-tube designs.

The small diameter success provided invaluable learning. KROHNE discovered that while scaling up to high-capacity metres initially seemed impossible, experience gained showed the path forward. With knowledge accumulated over more than a decade producing smaller metres, the company developed additional sensors and temperature-calibration techniques to enable the production of straight-tube metres across the entire capacity range – all while matching or exceeding bent-tube performance. The 2008 launch of large diameter straighttube flowmeters represented the breakthrough that unlocked the oil and gas market. After years of conservative operators resisting adoption despite articulating the need in the 1990s, the industry finally recognised the technology’s value for offshore applications. The OPTIMASS series offered compelling advantages. The straight path acts as part of the pipework, resulting in only little no pressure loss. The design handles difficult media including shear-sensitive, highly viscous or abrasive liquids and slurries containing solids, as bends that cause excessive wear are eliminated. Natural self-draining and easy cleaning made the metres ideal for diverse applications. Advanced entrained gas management algorithms maintain stable measurements even with up to 100% entrained gas. Installation flexibility has proven transformative for offshore operators. The straight design allows adaptable orientation in confined spaces, enables compact installations, reduces wear and tear, directly measures mass flow and delivers lighter weight. As competitors reduced bend angles attempting to meet client needs, KROHNE eliminated the bend entirely for larger diameter applications. Deployment with an operator of offshore platforms in the Kaspian Sea provided to be a key milestone for offshore adoption. Straighttube Coriolis metres are now the reliable standard on platforms and FPSOs where space constraints previously limited options, replacing traditional flow technologies. Indeed, the large diameter product soon became KROHNE’s best-selling offering, with all major energy clients now purchasing high-capacity units. Cross-selling effects emerged as clients selected optimal tube orientations for larger integrated systems. The energy division, established only a few years ago, has positioned KROHNE as a serious player in the market.

Benefits ▸ Oil and gas projects deliver 25% margins vs 10% wastewater. ▸ Expanding into hydrogen, carbon capture, and data centre cooling.

Key findings For young people ▸ Do a solid education, in the basic engineering disciplines. Don’t get tech-lazy because of AI.

For industry ▸ Follow your strategy, sometimes it takes

decades and you can’t see the goal, but keep climbing.

For government ▸ Stop craziness of hindering economic

growth.

KROHNE at a glance: Key products and services: industryspecific products and solutions for E&P including offshore. Main industries served: ▸ Oil and gas – 68% ▸ Conventional power – 20% ▸ Offshore renewable energy – 3% ▸ Data centres – 3% ▸ Onshore renewable energy – 2% ▸ Carbon capture – 2% ▸ Hydrogen – 1% ▸ Energy storage – 1% Headquarters: Dusiburg, Germany Year established: 1921 Number of employees: 4,200 Revenue: £700m Revenue from exports: 83%

This is also proving to be a profitable endeavour. Today, oil and gas projects deliver more than twice the margins compared to other industry applications. The company has 4,200 employees on its books and is projecting 7% revenue growth in 2026. Looking ahead, KROHNE is targeting clean energy applications such as hydrogen custody transfer, carbon capture and storage with high-pressure CO2 measurement, and data centre cooling systems. The company is also seeking to expand its footprint across North America, Asia and the Middle East.

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Story type #diversification (main category) #transformation

L. Quintella Advogados Diversifying to meet the migration demands of energy sector clients Leonardo Quintella Founding Partner at L. Quintella Advogados How is L. Quintella Advogados thriving? After facing increased national competition and an unclear diversification strategy, Quintella Advogados realised that the biggest growth opportunity lay in migration services— an area first uncovered while helping a client bring an executive and employee from the US to Brazil. A strategic shift toward B2B clients, a new coordinator and active participation in industry events helped the firm overcome initial branding missteps and build a migration practice that grew four times in a year and now accounts for nearly half its team. This repositioning has opened doors in Brazil’s energy and offshore sectors, turning the firm into a far more versatile and competitive legal partner. The challenge - As a highly specialised firm providing tailored legal representation and advisory services, L. Quintella Advogados has established itself as an energy market specialist, supporting clients in areas such as immigration and residency permits in Brazil, consulting on labour laws for foreign companies, and related legal services. A continual willingness to adapt and innovate has been critical in establishing the firm’s reputation to date. In response to the 2017 labour market reform, Leonardo, the founding partner of Quintella Advogados, recognised the need to diversify services. Then, following the pandemic, the company faced increased competition due to fully online processes and hearings, especially from large law firms in São Paulo and Rio de Janeiro. Faced with these challenges, Quintella Advogados received demand from a client for legal consultation on bringing an executive and employee from the US to work in Brazil. It recognised a significant opportunity to expand into the migration sector as a high-potential growth market. The solution - Initially, there were difficulties in promoting and marketing this new service due to rules imposed by the Brazilian Bar Association. The partners also noticed resistance from clients, driven by misconceptions that using law firms for such services would make the process more costly.

To address this and attract more clients, Quintella Advogados launched a new brand: LQI, where they began their labour consulting services. However, two years after its creation, the strategy was failing to achieve the expected results. Many clients became confused and believed the firm and LQI were competitors rather than parts of the same organisation. In addition, this attempt did not attract as many new clients as expected. Quintella Advogados recognised that the credibility and security of its own brand name was a major selling point, and therefore chose to close LQI and continue providing both its labour and migration services directly. Despite this change, the firm still needed to promote its offering within OAB rules, intensifying its B2B-oriented strategy alongside its B2C operations. A new coordinator was brought on board, helping achieve more direct results not only in migration but also in other services. However, adapting to a B2Bled approach presented cultural challenges, as lawyers are not typically accustomed to actively seeking new business. Nevertheless, the team adapted. Entering this new segment helped grow other areas of the firm, as it became easier to generate additional business with the same clients. As a result, Quintella Advogados’ migration service now accounts for 40% of the firm’s associates, with direct marketing efforts leading to fourfold growth between 2024 and 2025. Companies supporting offshore platforms have largely driven this growth. The firm’s ambition to attract more clients also led it to become an EIC member, after consulting PRINER on the value of membership in expanding its energy sector offering. It has since gained value by participating in EIC breakfasts, exhibitions and events such as OTC, improving visibility and fostering partnerships. Overall, Leonardo Quintella acknowledges that without these changes, the firm would likely have remained just a boutique labour law practice. Instead, it can now offer a wide range of services to much larger clients. Having successfully diversified, the firm is well placed to capitalise on emerging opportunities.

Benefits ▸ A shift into migration services drove rapid growth, with the practice expanding fourfold in one year and now representing around 40% of the firm’s associates. ▸ Repositioning to a B2B model strengthened client relationships and unlocked cross-selling opportunities, boosting competitiveness and expanding presence in the energy and offshore sectors.

Key findings For young people ▸ It is essential to understand the process,

remain resilient and recognise that success takes time but comes with consistent effort.

For industry ▸ Never settling is key to growth, as con-

stant vigilance and evolution help prevent challenges before they arise.

For government ▸ The State must act as a facilitator by reducing fiscal and regulatory barriers so businesses can grow and create wealth.

L. Quintella Advogados at a glance: Key products and services: labour law advisory and litigation, immigration and residency services, expatriate and international contract consulting. Main industries served: ▸ Oil and gas – 20% ▸ Offshore renewable energy – 20% ▸ Onshore renewable energy – 20% ▸ Others (energy) – 20% ▸ Others (non-energy) – 20% Headquarters: Rio de Janeiro, Brazil Year established: 2012 Number of employees: 8 Revenue: £290.000

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Story type

Lever

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

How radical simplification turned a diluted business back into a reputed specialist Gregorio Giuliani Sales Director at Lever

How is Lever thriving? After making the bold decision to cut its product range from 30 lines to just four and exit non-energy markets entirely, Italian power electronics manufacturer Lever has grown revenues from €6m to €15m in three years. Win rates have more than doubled, from 5% to 12%, and seven major end-user approvals have been secured in oil and gas and power utilities, including Abu Dhabi National Oil Company (ADNOC), thereby validating the return to a project-based identity on which the company was founded. The challenge - Lever was established in Verona in 1973, building a reputation over the ensuing decades for customised, high-engineering UPS systems, battery chargers, rectifiers and inverters for complex industrial projects. In 2008, the introduction of its UPS product range opened new international markets, particularly in oil and gas. But in 2012, the company began adding standard, commercial UPS lines – sold through distributors, at lower margins, to a much wider range of end markets including hospitals, retail and municipalities. Turnover grew, but the reverberations were damaging. Spread across 30 product lines and dozens of sectors, Lever’s identity blurred. It was no longer clearly a specialist, and clients accustomed to its high-engineering pedigree began to struggle to distinguish it from the commodity suppliers it had started to resemble. By 2020, during the pressures of the Covid-19 pandemic, the business was losing competitiveness and, critically, losing its sense of purpose. The solution - The diagnosis was clear, even if the remedy was initially an uncomfortable one to enact. In 2021, Lever’s Sales Director Gregorio Giuliani – part of the second generation of the family now running the business – took the decision to reverse course entirely. Commercial, standardised product lines were discontinued. The company’s focus was narrowed to oil and gas and power utilities exclusively. Of 30 product models, 26 were cancelled, leaving four in its portfolio. The immediate consequences were significant. Revenue fell by approximately 30%, eight redundancies were made and a sub-

Benefits ▸ Increased revenues from €6m to €15m in three years and more than doubled project win rates from 5% to 12%.

stantial number of distributor and partner agreements were wound down. But the rationale was sound: Lever knew how to do project-based work exceptionally well, and the commoditised path had been pulling it away from that strength for nearly a decade. The priority now was to rebuild on solid ground rather than recover lost commercial volume.

▸ Secured seven major end-user approvals and reduced product delivery times to just 20 weeks.

Rebuilding took patience and persistence. The most pressing task was restoring Lever’s standing with its target clients – returning to original customers, re-establishing project-based relationships and getting back onto approved vendor lists. This meant absorbing short-term commercial pain to secure longterm positioning, including taking on early contracts at unfavourable terms simply to rebuild trust and track record. Partners and distributors were also rationalised, with those not aligned to the new specialist focus replaced by like-minded collaborators who shared Lever’s project-based philosophy.

▸ Use technology as a helpful tool, but

Alongside this, Lever invested heavily in the foundations that would make the refocused business genuinely competitive. Manufacturing capacity doubled over five years, supported by a €2m factory expansion that took floor space from 2,000 to 5,000 sqm. The in-house research and development team of 10 engineers continued developing proprietary power electronics technology, a move which has given Lever full control over its product performance and customisation capability. Delivery times, meanwhile, have been reduced to as little as 20 weeks against a typical competitor lead time of a year – this has become a key commercial differentiator. This capability was recently demonstrated in the supply of replacement equipment for the ADNOC Rich Gas Field Development project, where Lever managed to deliver within just 20 weeks from purchase order while adapting the equipment to the space constraints of an existing plant. The results so far have more than vindicated the strategy. In the three years since revenues bottomed out at €6m in 2022, the company has built back up to €15m turnover, with a further 8% growth projected for 2026. Win rates have climbed from 5% to 12%, with a target of 15% well in sight. Seven significant end-user approvals have been secured, including ADNOC, and this has opened a pipeline of sustained work across the Gulf Cooperation Council (GCC) region. Indeed, Lever is now pre-specified on the approved lists of a growing number of Tier 1 EPCs, meaning its equipment is recommended before tenders are even issued.

Key findings For young people don’t let it think for you. Strive to achieve something meaningful so you can look back on a life well-lived.

For industry ▸ Create a supportive environment for do-

mestic talent to thrive, preventing the ongoing brain drain of skilled workers moving abroad.

For government ▸ Establish a clear strategy to support busi-

ness growth and address the worrying trend of manufacturing de-industrialisation.

Lever at a glance: Key products and services: design and production of UPS, battery chargers, rectifiers and inverters. Main industries served: ▸ Oil and gas – 30% ▸ Conventional power – 30% ▸ Data centres – 14% ▸ Carbon capture – 9% ▸ Energy storage – 9% ▸ Nuclear power – 4% ▸ Others (energy) – 4% Headquarters: Negrar di Valpolicella, Italy Year established: 1973 Number of employees: 40 Revenue: approximately £12.9m Revenue from exports: 80%

More broadly, the business has regained the clarity of identity that made it worth building in the first place. With its scope of work unambiguous, its client relationships deepening and its manufacturing capability expanding, Lever is well placed to continue growing as the specialist it originally set out to be.

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Story type #transformation (main category) #collaboration #energy transition #resilience #scale up

Levidian Taking a step back to build stronger foundations for future growth Colin Elcoate Managing Director MENA at Levidian How is Levidian thriving? Advanced materials company Levidian reset its business in 2025, strengthening operational discipline and aligning delivery more closely with deployment reality. This business reset enabled the progression of industrial pilots with Dana Gas and other strategic partners across the Middle East, Southeast Asia, Europe and the Americas, building continued commercial momentum into 2026. The challenge - Levidian converts hydrocarbon gases, principally methane, into graphene and hydrogen using its patented LOOP technology. However, the market adoption of graphene has historically been slowed by inconsistent quality, limited scalability and sector-wide over-promising. As a deep-tech company scaling from research into commercialisation, Levidian faced familiar pressures: ambition outpacing operational maturity, too many parallel initiatives and insufficient delivery discipline. Crucially, the company recognised the need to clarify its market positioning. While initially framed primarily as a decarbonisation technology, market feedback showed the strongest commercial pull came from customers seeking advanced materials that deliver performance and economic value, with sustainability as an additional benefit. This required a clear strategic shift - from positioning as a decarbonisation solution provider to operating as an advanced materials company. The solution - Rather than wait for external pressures to force change, Levidian’s leadership chose to be proactive. Throughout 2025, the company made three strategic shifts to pivot towards an advanced materials specialist. First, Levidian prioritised applications where its graphene delivers tangible performance, durability and economic benefit, including construction materials, polymers, coatings and industrial processes. Decarbonisation remains critical, but increasingly as an outcome of materials transformation rather than the primary value proposition. In regions including the Middle East, Southeast Asia, Europe and the Americas, long-term strategic plans with industrial partners for advanced materials accelerated this shift. Market signals were clear, and Levidian responded by aligning more closely with customer demand. Second, an organisational reset streamlined the structure to improve accountability, reduce

duplication and better align capability with delivery. The organisation now operates more efficiently with approximately 50 employees maintaining presence across Europe, the Middle East and North America, with growing partnerships in Southeast Asia and Latin America. Third, an execution-first culture now measures success by shipments, pilots, trials, partner progression and commercial traction rather than plans alone. The company rebuilt around three priorities: real customers, real deployments and real commercial outcomes. This cultural shift has materially changed both internal behaviour and external perception. The transformation required rigorous self-assessment, restructuring and disciplined prioritisation. Throughout the process, Levidian benefited from three advantages: LOOP systems deployed in live environments with graphene actively shipped and evaluated; credible strategic partners, including major industrial and energy organisations, whose engagement reinforced practical industrial relevance; and a core group willing to support the reset. As the company strengthened operational discipline and aligned commercial milestones more closely with deployment reality, several programmes progressed more gradually than initially anticipated, shifting associated revenue into later periods. This approach reduced near-term revenue in 2025 compared to 2024, while strengthening the quality and repeatability of the commercial pipeline. The Cambridge-based company has secured significant graphene orders globally, including multiple tonne-scale orders from the Middle East and early demand from Brazil, as industrial customers evaluate graphene in real operating environments. The company is also progressing multiple industrial pilots with Dana Gas and other regional industrial partners to validate performance, economics and scalability. The consistent feature across these engagements is sustained partner commitment of time, technical resources and internal qualification processes. In March 2026, the company completed its first tonne-scale graphene shipment to the Middle East, with further tonne-scale orders currently in production. Alongside progress in the Middle East, the company is also advancing collaborations in Southeast Asia, Europe and Brazil, reflecting growing global interest in graphene-enabled materials and methane-to-value technologies. Taken together, these deployments mark the early stages of a globally distributed industrial platform for methane-to-value materials. Internally, the organisation operates with greater focus and accountability, and the commercial pipeline is increasingly grounded in deployment rather than exploration.

Benefits ▸ Secured tonne-scale graphene orders globally delivering the first shipment early 2026 and advancing industrial pilots with Dana Gas and strategic partners. ▸ Streamlined the organisation to improve efficiency and delivery while retaining core technical expertise.

Key findings For young people ▸ Seek environments where responsibility

comes early and performance is visible. Real-world complexity builds judgement, differentiating strong leaders.

For industry ▸ Companies rarely struggle because the

opportunity is weak; they struggle when leaders delay confronting reality. Strategy requires focus, discipline and execution.

For government ▸ Treat advanced materials and industri-

al decarbonisation as strategic infrastructure. Create regulatory clarity and streamlined approvals.

Levidian at a glance: Key products and services: graphene production, hydrogen generation, proprietary methane conversion technology (LOOP process) and industrial deployment. Main industries served: ▸ Oil and gas – 40% ▸ Hydrogen – 15% ▸ Carbon capture – 10% ▸ Others (non-energy): aluminium and construction – 35% Headquarters: Cambridge, UK Year established: 2020 Number of employees: approximately 50 Revenue: approximately £1m Revenue from exports: 50%

Looking ahead, Levidian expects significant revenue growth in 2026, driven by progression of existing pilots into expanded programmes, increased graphene shipments linked to active customer trials, and strengthening Middle East activity. The most important change is not just the scale of growth, but its nature: repeatable, partner-led, grounded in deployment and built on long-term commercial quality.

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