Inside Energy September 2025

Sector analysis

Curtailment in Brazil: challenges and pathways for the expansion of renewables

Brazil's electricity matrix is undergoing rapid transformation, with solar and wind power gaining increasing prominence. Bolstered by natural advantages and supportive policies, these sources now account for around 24.3% of the nation's installed capacity. Yet this swift growth has revealed a key structural challenge: curtailment, the forced reduction of dispatch or temporary shutdown of renewable plants due to grid constraints rather than insufficient generation.

As of 2025, Brazil boasts approximately 51.2GW of largescale solar and wind capacity operating. However, many of these plants, particularly in the Northeast, face frequent output cuts ordered by the national system operator (ONS). The main causes are supply-demand imbalances, grid congestion, limited transmission capacity, delays in expansion and poor maintenance co-ordination. Such constraints have been particularly acute in the Northeast, where renewable potential significantly exceeds local consumption and grid infrastructure remains underdeveloped. Currently, the region operates 31.58GW of wind capacity, representing 93% of Brazil's total and 9.6GW of solar, or 55% of the national total.

According to EICDataStream, future wind and solar developments in the Northeast total approximately 89.17GW across 236 developments over the course of the next decade. Of these, 112 projects – accounting for 40.8GW – have secured some level of governmental approval, such as environmental licences or grid access authorisations. However, this figure has been steadily decreasing, not due to financial or technical limitations, but rather the growing risk of curtailment in oversupplied regions. Several grid access permits previously granted by ONS have already been revoked or suspended owing to network saturation and transmission bottlenecks. Should this trend continue, actual renewables deployment in the Northeast may fall well short of the existing pipeline, despite its abundant potential.

To prevent curtailment from becoming a systemic hurdle to Brazil’s energy transition, it is essential to deploy solutions that enhance system flexibility. Among the most promising is energy storage. Battery systems can absorb surplus generation during low-demand periods and dispatch it during peak load, improving grid resilience and curtailing energy losses. However, Brazil has been slow to adopt storage solutions at scale. A capacity reserve auction that would include batteries, expected in 2024-2025, has been postponed to 2026. Brazil also lacks a comprehensive regulatory framework for battery energy storage systems (BESS), delaying broader project development. Regulatory bodies – ANEEL and the Ministry of Mines and Energy – are drafting guidelines, drawing on international best practice and are expected to issue a formal regulatory framework by the end of 2025.

In South America, Chile offers the most instructive precedent. Northern Chile faces similar curtailment issues due to solar oversupply. The region now hosts nearly 90 solar projects, with around 25GW planned capacity, representing 72.5% of the country's total solar capacity. To address this, Chile is deploying large-scale storage, both hybrid (co-located with generation) and standalone. Concurrently, Chile is progressing with major transmission projects like the Kimal–Lo Aguirre HVDC line, which will connect northern generating regions to central demand centres. The comparison between Brazil and Chile highlights that solutions are available, but they require co-ordinated planning, regulation and investment in both storage and transmission infrastructure.

Another effective strategy to avoid curtailment is to stimulate demand in regions endowed with renewables. The Northeast is emerging as a prime location for data centres, which require stable, high-volume electricity access and can provide an anchor load that balances generation. Ceará is spearheading these efforts: the ONS has authorised two grid connections for data centres in the Pecém Industrial Port Complex, expected to begin operations in 2027. One such project, led by Casa dos Ventos, plans to invest R$55bn (US$9.6bn) in a large facility inside Pecém's free trade zone to attract global players such as Amazon, Google and Microsoft. The state government is also negotiating with Chinese firms on a similar R$50bn (US$8.7bn) development. Additionally, Um Telecom is constructing a Tier III data centre in Pernambuco with financing from the national development bank (BNDES) and HostDime has operated a renewable-powered centre in Paraiba since 2017.

At the federal level, the government is advancing the Redata regime, which would grant tax incentives to data centres located in strategic zones, such as free trade zones. In May 2025, the Ministry of Science, Technology and Innovation launched a public call offering R$10bn (US$1.7bn) in funding for sustainable industrial projects, including digital infrastructure. Global tech firms are increasingly committed to using exclusively renewable energy and establishing large-scale operations near clean energy hubs can enhance both ESG credentials and supply security. With the right policy mix and grid planning, these anchor clients could play a transformative role in balancing supply, reducing curtailment and promoting regional economic growth.

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

Beatriz Corcino, Energy Analyst beatriz.corcino@the-eic.com

Inside this issue...

The finalists for the World Energy Supply Chain Awards (WESCAs) have been announced. Our awards programme involves EIC member companies that have been interviewed for Survive & Thrive, our prestigious annual report. Their success stories are automatically submitted for WESCA consideration and, later in the year, award ceremonies are held by our offices worldwide. The first dates have already been announced: North & Central America winners will be announced on 3 October in Houston; the UK & Europe ceremony will be held in London on 9 October; as for the Middle East, Africa & CIS, the event will take place on 23 October in Dubai. Stay tuned for Asia Pacific and South America.

To see the full list of companies nominated across regions and categories, visit: www.the-eic.com/Events/EICAwards/Finalist2025

In this edition of Inside Energy, we hope you enjoy our overview of curtailment in Brazil by Beatriz Corcino, energy analyst at the EIC. In her article, Beatriz explores the rapid growth of renewable generation in the country, the role that this sector plays in addressing curtailment and precedents laid down by neighbour Chile. There, the government is pushing for large-scale energy storage facilities and major additions to the transmission network.

In member's news, we take a look at Worley's continued support of projects by Northern Endurance Partnership (NEP) and Net Zero Teesside Power (NTZ Power). Having supported both projects as lender's technical advisor (LTA) through financial close, Worley maintains the role now that the initiatives are moving to execution phase.

In spotlight on technology, Superheat delves into its solutions for onsite heat treatment operations. Superheat has upgraded its patented remote technology and the SmartCenter™ platform to deliver precise, real-time insights across all operational touchpoints.

As always, readers can also get in contact with regional comments from our directors in Europe, the MENA region, Asia Pacific and the Americas. We also have the latest industry news, including information from our members worldwide, and more stories featured in this year's Survive & Thrive report.

DataStream

AUSTRALIA

Bundaberg SAF Project –Project Swift

Operator: Licella Value: US$500m

Technip Energies and EMM Consulting have been awarded a contract to carry out early engineering design, planning and environmental studies as well as detailed site assessments for the project. The detailed feasibility phase including FEED work is expected to take 24 months to complete.

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

JORDAN

Green Ammonia Facility –Amarenco-H2 Global Energy

Operator: Amarenco Value: US$6.5bn

The Jordanian government has approved a land-use agreement with Amarenco for green hydrogen and has authorised the director general of the Department of Lands and Survey to sign the deal. The project will have a capacity of 1 mtpa.

Global opportunities

BRAZIL

Brazil SMR Project

Operator: Electronuclear Value: US$100m

A contract has been signed with Industrias Nucleares do Brasil (INB) for the development and testing of critical technologies for the microreactor. INB will also supply nuclear fuel and provide specialised engineering services, technical and administrative support for the project.

CYPRUS

Pegasus Gas Discovery

Operator: ExxonMobil Value: US$50m

ExxonMobil has announced a gas discovery at the Pegasus-1 well drilled utilising the Valaris DS-9 drillship. Its proximity to the Glaucus discovery could offer a potential joint development. The discovery indicated that a 350 metre gas bearing reservoir had been encountered.

MEXICO

Amigo LNG Export Plant (Phase 1)

Operator: Amigo LNG Value: US$2.1bn

LNG Alliance has selected Chart Industries' IPSMR® (integrated pre-cooled single mixed refrigerant) technology and modular liquefaction solution for the project. The system will include Mega Bay air-cooled heat exchangers, Tuf-Lite IV fans, process vessels, valves, brazed aluminium heat exchangers and cold boxes.

SOUTH AFRICA Red Sands Battery Storage System

Operator: Globeleq Value: US$300m

Globeleq and African Rainbow Energy have reached financial close on the battery system. Commercial operation is set for 2027. Sungrow has signed a contract to supply the battery energy storage system (BESS) along with a 15-year operation and maintenance service.

THE VOICE OF THE ENERGY SUPPLY CHAIN

DataStream

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

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

• Identify business opportunities and inform your business development strategies

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

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

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

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

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

NEW COUNTRIES ADDED

SupplyMap

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

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

• Find the supply chain capability in 12 regions, now covering the UK, Germany, Spain, Italy, UAE, Oman, Saudi Arabia, Malaysia, Singapore, Indonesia, US and Brazil.

• An in-depth look at profiles of more than 10,000 energy sector supply chain companies.

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

RIO

DUBAI

KUALA LUMPUR

HOUSTON

BERLIN

Member’s news

Worley Consulting has been chosen to continue delivering lender's technical advisor (LTA) services for the Northern Endurance Partnership (NEP) and Net Zero Teesside Power (NZT Power).

NEP is the CO 2 transportation and storage provider to carbon capture projects across Teesside and the Humber in north east England while NZT Power aims to become the world's first gas-fired power station with carbon capture and storage.

Having supported both projects as LTA through financial close, Worley Consulting will now continue in this role as the projects move into the execution phase. Separate teams dedicated to NZT Power and NEP will oversee progress through detailed engineering, construction, commissioning and operational phases.

Throughout this multi-year engagement, Worley Consulting's subject matter experts will conduct regular site visits and stakeholder meetings to support progress reporting and help identify any potential risks or delays.

A dedicated team, based in London and The Hague, initially supported both projects over a 30-month period, carrying out detailed technical due diligence on behalf of the lending banks and working closely with project shareholders to gather and analyse project data. This work provided critical support to both project shareholders and the lenders, helping to inform investment decisions and secure the funding needed to move the projects forward.

Worley is delivering sustainable change. But what does that mean? For the company, it's moving forwards in a measured and well-managed approach; working beside customers to maintain the viability of their assets for continued business growth. In 2021, Worley announced its ambition-aligned aspiration of deriving 75% of revenue from sustainability-related projects by FY2026.

We’re pleased to continue supporting these important projects through our role as LTA.

Our work over the past few years has focused on providing clear, objective technical input to help reach financial close. We're looking forward to continuing our partnership as the projects move into delivery.

Steve Whittall, President, Worley Consulting EMEA & APAC

Worley Consulting has played an important role in making this project a reality. As the project progresses into the execution phase, we look forward to delivering on our ambition to create and support thousands of jobs while generating flexible, dispatchable low-carbon power for the UK.

When both projects are completed, they are expected to significantly enhance the UK’s lower carbon energy capabilities and improve national energy security by reducing carbon emissions and providing flexible power solutions.

The two projects have an expected start-up in 2028.

Ian Hunter, Managing Director, NZT Power

Photo © 2025 Worley

Spotlight on technology

As remote operation technology becomes more common across industrial job sites, real-time visibility into equipment operations is no longer optional. For contractors relying on onsite heat treatment, this visibility is essential to prevent costly delays and ensure quality outcomes. Yet many service providers using partial or hybrid remote-control systems still fall short, leaving critical data inaccessible and increasing the risk of failed heat cycles.

Superheat has addressed this industry gap by upgrading its patented remote technology and Superheat SmartCenter™ platform to deliver precise, real-time insights across all operational touchpoints. Field technicians using the SmartView app and remote SmartCenter operators now share access to full equipment diagnostics and operating status in real time.

From temperature readings and voltage draw to fluid levels and calibration data, Superheat's system offers comprehensive equipment oversight.

If any parameter exceeds tolerance, automated alerts allow for immediate corrective action, preventing failures before they impact schedules or budgets. In critical scenarios, the system will autonomously engage its corrective protocols to mitigate risk and preserve both physical assets and environmental integrity.

This level of digital transparency, integrated directly into Superheat's standard SmartWay™ service offering, comes at no additional cost to clients. Unlike conventional models that upcharge for monitoring tools, Superheat delivers industryleading oversight as part of every project for every client.

For facility owners and contractors alike seeking more reliable, data-driven heat treatment execution, you can count on Superheat's approach to deliver innovation, quality and assurance.

Learn more and start your onsite heat treatment project today at www.superheat.com

New EIC members

NEW KUALA LUMPUR NETWORKING MEMBER

CWS Gulf Solution FZCO

Unit No 30-01-5323

Jewellery & Gemplex 3 Plot No DMCC-PH2-J&GPlexs

Jewellery & Gemplex

Dubai

UAE

Contact

Mohd Muizzuddin Abdul Rahim, Business

Development

Telephone +971 5 5622 0089

Email muizzuddin@cwsgulf.com

Web https://cwsgulfsolution.com/

CWS Gulf Solution is committed to delivering world-class solutions in the oil and gas sector by working collaboratively with clients as trusted partners.

Expanding its presence into the Gulf region marks a significant milestone in the company's journey to provide top-tier services across the industry.

CWS Gulf Solution prioritises customer satisfaction, service quality and operational efficiency while maintaining the highest standards in health, safety and environmental management. With a proven track record in Malaysia, Indonesia and Brunei, the company now brings its expertise, skilled workforce and commitment to excellence to the Gulf market, backed by over 1,000,000 safe man-hours and a team of highly skilled professionals.

CWS Gulf Solution's ability to deploy expert project teams swiftly ensures timely and effective solutions for its clients. CWS Gulf Solution operates under a rigorous management system aligned with international standards, ensuring compliance with IECEx, OSHA, ISO, ANSI and industry-specific regulations. By integrating cutting-edge technology, innovation and precision, CWS Gulf Solution aims to empower clients and elevate operational efficiencies across the region.

NEW PRIMARY MEMBER

Evident

2nd Floor Part A Endeavour House Stansted Coopers End Road CM24 1AL UK

Contact David Phin, EMEA Oil & Gas Key Account Manager

Telephone +44 (0)1279 212090

Email

david.phin@evidentscientific.com

Web

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

Evident is an innovative OEM supplying non-destructive testing (NDT), remote visual inspection and analytical instrumentation – spanning X-ray fluorescence analysers, video borescopes, flaw detectors and thickness gauges.

Born from Olympus's Scientific Solutions division, Evident became an independent company in 2022 and delivers precise inspection technologies across sectors including oil and gas.

Its solutions, like the rugged PipeWIZARD system and IPLEX videoscopes, are purpose built for inspecting pipelines, turbine components, welds and storage tanks in demanding field environments. Evident's acquisition by Wabtec in July 2025 further propels its innovation and global reach.

NEW GLOBAL MEMBER

OMS Saleri SpA

Via Aldo Moro 10 Brescia Italy

Contact Davide Cadamagnani, Sales Director

Telephone +39 0365 826610

Email

d.cadamagnani@oms-saleri.com

Web www.oms-saleri.it

Since 1896, OMS Saleri has been committed to delivering the most advanced and up-to-date industrial technology to its customers.

The company's ongoing investment in research and development, combined with a strong focus on service excellence, has established OMS Saleri as one of the world's leading valve manufacturers.

Thursday 20 November 2025

NEW PRIMARY MEMBER

Rimkus

Menara Citibank Suite 20.04 Level 20 165 Jalan Ampang

50450 Kuala Lumpur

Malaysia

Contact Joanne Worman, Marketing Director, APAC and EMEA

Telephone +603 9212 1204

Email joanne.worman@rimkus.com

Web https://rimkus.com/

Rimkus is a worldwide provider of engineering, technical and construction consulting to corporations, insurance companies, law firms and government agencies.

Rimkus experts specialise in forensic consulting, dispute resolution and construction management services, solutions for the built environment and human factors support for the consumer, industrial and healthcare industries.

For more than 40 years, the company's professional engineers, architects, scientists and technical specialists have been recognised for their commitment to service excellence by local, national and international business communities. Rimkus operates more than 110 offices worldwide.

Consultants. Experts. Innovators.TM

NEW GLOBAL MEMBER

RX Energy & Marine Portfolio

Gateway House 28 The Quadrant Richmond Surrey TW9 1DN UK

Contact Tina Abulashvili, Product Marketing Manager

Telephone +44 20 8271 2134

Email tina.abulashvili@rxglobal.com

Web www.rxglobal.com

RX delivers over 350 events across 25 countries, creating unforgettable experiences that transform digital opportunities into growth for its clients. As part of this global impact, the Energy & Marine Portfolio is driving the clean energy transition and advancing sustainability across the global energy and marine sectors, in alignment with the UN's sustainability goals.

The company's industry-leading events spotlight clean power, offshore energy, hydrogen and maritime industries, serving as dynamic platforms to showcase cutting-edge products, innovative technologies and impactful solutions. These events bring together experts, businesses and thought leaders to share insights, learn from one another through engaging talks and conferences and explore the latest advancements shaping the future of the industry.

RX Energy & Marine Portfolio is shaping a resilient future and driving meaningful progress in the industry.

NEW GLOBAL MEMBER Xinlaisen Engineering Technology (Shanghai) Co Ltd

No 527, Building A No 695 Huilong Road Qingpu District, Shanghai China

Contact

Jason Kong, Sales & Marketing Manager

Telephone +86 178 8073 7101

Email jasonk@xinlaisen.com

Web www.xinlaisen.com

Headquartered in Shanghai, Xinlaisen specialises in EPCC services for offshore oil and gas equipment, construction and commissioning.

Global presence: Xinlaisen China operates internationally through its affiliate, Masons Energies, in Singapore and Hong Kong.

Services: engineering, procurement, construction, commissioning, operations and preservation, backed by strong project management expertise.

Commitment to excellence: Xinlaisen complies with all relevant regulations and industry standards to ensure safety, quality, schedule and cost efficiency.

Member news

ABB signs agreement to develop integrated offering for US nuclear power sector

ABB has signed a memorandum of understanding (MoU) with specialist US company Paragon Energy Solutions to develop integrated instrumentation, control and electrification solutions for the nuclear power industry in the US. The collaboration will explore developing a single-vendor solution that covers both critical and noncritical areas of nuclear facilities, to support operations across existing plants and next generation small modular reactors (SMRs).

Under the scope of the MoU, ABB will be able to provide automation, electrification and digital solutions for the non-critical areas of nuclear plants, including control room systems, the electrical auxiliary components of a power plant system known as balance of plant and the ABB UNITROL® excitation system. ABB can also deliver technologies that support asset performance management and cyber security, to enhance overall plant infrastructure and operational efficiency. Paragon will focus on critical area systems within a nuclear facility. This includes critical instrumentation and control solutions such as safety automation systems (for example reactor protection systems and engineered safety features actuation systems), neutron monitoring and essential electrical components namely breakers, switchgear and motor control centres. Paragon will also oversee component qualification and dedication to meet rigorous industry standards.

The collaboration is driven by a shared commitment to meet growing energy demands in the US, particularly in energy-intensive sectors such as data centres and AI infrastructure.

The US Department of Energy has announced a US$900m funding initiative for SMRs as part of efforts to advance nuclear energy technologies. SMRs are seen as a solution to data centre growth because they offer flexible deployment due to their compact size and modular design.

The energy landscape is evolving rapidly and with the growing demand, ABB is in favour of all low-carbon energy sources including nuclear. The opportunity to innovate and use technology is crucial for success and to support the safe and efficient operation of nuclear facilities.

Per Erik Holsten, President, ABB Energy Industries

ABB is a global technology leader in electrification and automation, enabling a more sustainable and resourceefficient future. By connecting its engineering and digitalisation expertise, ABB helps industries run at high performance, while becoming more efficient, productive and sustainable so they outperform. ABB calls this 'Engineered to Outrun'. The company has over 140 years of history and around 110,000 employees worldwide.

Paragon has provided an unmatched level of commitment to tackling the nuclear industry's most difficult challenges for more than three decades. Dedicated to quality, safety, reliability and carbon-free energy, the company delivers premium products to nuclear energy facilities with proven reductions in direct costs, parts inventory, improved process efficiency and obsolescence solutions.

AIS welcomes the Welsh government to new battery testing facility

In June, AIS had the honour of hosting members of the Welsh government to its new battery testing facility in Aberdare, Wales. Rebecca Evans, Welsh government cabinet secretary for economy, energy and planning, visited the site, the largest battery testing and material development centre in Europe.

Andrew Bennion, CEO of AIS and Jonathan Williams, head of battery testing, showcased the site and its economic impact, demonstrating how AIS can align with the Welsh government's goals for green energy, research and development, as well as providing jobs to the local area.

In addition to a facility tour and lunch, AIS partnered with RBW electric cars to display its hand-built EV Roadster, a modern electric reinterpretation of the iconic MGB Roadster, highlighting the potential of modern battery technology.

AIS offers a complete battery testing service from its UK based facility, Europe's largest battery testing and material development centre. This includes destructive and nondestructive testing of cells, modules and high-voltage packs, to replicate the challenging and potentially destructive conditions that lithium-ion batteries are subjected to during their lifecycle. In addition, the company's expertise in passive fire protection enables it to advise on the best solution to protect customer's battery systems.

AIS, (incorporating Covertherm, Manuplas®, Bardot and CRP Subsea) is an award-winning global supplier of insulation, passive fire protection, buoyancy and cable protection systems. From design and build to installation and maintenance, customers count on AIS to deliver best-in-class service advanced material products – off-theshelf and bespoke – that perform in the world's most challenging environments.

Photo Copyright © 2025 Alleima

Alleima expands product portfolio with SAF™ 2906

The urea production industry faces significant challenges due to the highly corrosive nature of the process environment, particularly in the high-pressure section. Therefore, Alleima has expanded its advanced materials portfolio for urea with SAF™ 2906, a super duplex stainless steel designed to withstand the most corrosive environments.

Alleima, a global manufacturer of high value-added products in advanced stainless steels and special alloys as well as solutions for industrial heating, offers products for a variety of industries and applications.

SAF™ 2906 has been engineered to meet the stringent demands of the urea industry, requiring exceptional durability and reliability. Originally developed for the urea synthesis process, the grade can withstand extremely high pressures and temperatures.

Amarinth wins £1.5m chemical injection skid order for Nigeria's LNG fields

Amarinth, a world-leading, net zero designer and manufacturer of low lifecycle cost centrifugal pumps and associated equipment, primarily for the offshore and onshore oil and gas industries; nuclear and renewable energy generation; defence; desalination; process and industrial markets, has secured an order worth over £1.5m, comprising of four bespoke API 675 chemical injection skid packages, for Nigeria's Soku and Gbaran LNG fields.

The four skid packages will be deployed across Nigeria's Soku and Gbaran oil and gas fields, located in the Niger Delta.

Its superior corrosion resistance against low-oxygen carbamate solutions ensures enhanced plant safety and productivity by preventing corrosion-related issues. Equipment failure resulting from corrosion can lead to costly downtime and maintenance.

Selecting the most suitable material for the purpose is crucial for ensuring the longevity and efficiency of urea production plants.

Key advantages for SAF™ 2906:

• Excellent corrosion resistance to carbamate solutions.

• Very high strength.

• Excellent pitting and stress corrosion cracking (SCC) resistance.

• Enhanced fabrication and weldability.

Alleima is a global manufacturer of high value-added products in advanced stainless steels and special alloys as well as solutions for industrial heating. Based on long-term customer partnerships and leading materials technology, it develops products for the most demanding applications and industries.

These fields are key suppliers of feed gas to the Nigeria LNG (NLNG) plant at Finima, Bonny Island. Each skid is bespoke and engineered for precise chemical injection duties critical to maintaining pipeline integrity and equipment performance.

Built to stringent API 675 standards, each skid features a fully integrated instrumentation package comprising pressure and level transmitters, actuated valves and other key components for automated control and monitoring. The skids are scheduled for delivery within a particularly demanding 39-week timeframe. Amarinth's engineering approach ensures each package is designed to maximise performance while minimising footprint. Pump and pipe arrangements are optimised for compactness and seamless integration with existing infrastructure.

Alleima's offering includes products like seamless steel tubes for the energy, chemical and aerospace industries, precision strip steel for white goods compressors, air conditioners and knife applications, based on more than 900 active alloy recipes.

It also includes ultra-fine wires for medical and micro-electronic devices, industrial electric heating technology and coated strip steel for fuel cell technology for cars, trucks and hydrogen production. The company's fully integrated value chain, from R&D to end-product, ensures industryleading technology, quality, sustainability and circularity.

Alleima, with headquarters in Sandviken, Sweden, had approximately 6,500 employees and revenues of about SEK20bn (US$210bn) in about 80 countries in 2024. i For more information visit: www.alleima.com

The skids are fully pre-assembled and factory-tested, including all structural elements and spare parts, to streamline onsite installation and commissioning.

Amarinth was selected for its proven expertise in delivering designed-to-order chemical injection skids on aggressive timelines and its ability to integrate them smoothly with existing site operations and instrumentation protocols.

i

ASCO wins major North Sea services contract

ASCO has secured a landmark ninefigure contract with a major North Sea energy operator, reinforcing its position as a leading logistics provider to the energy industry.

The major five-year contract, worth approximately £150m was effective from 1 July 2025. The scope encompasses ASCO's full suite of integrated logistics services, including quayside operations, warehousing, materials management, marine gas oil, environmental services, aviation, customs, freight forwarding and ships agency.

This award represents a major milestone for ASCO, marking one of the largest and most comprehensive logistics contracts in its recent history. It underscores industry confidence in ASCO's proven ability to deliver mission-critical support for complex offshore operations in one of the world's most demanding energy environments.

This latest award builds on a series of strategic wins in the North Sea, with long-term contracts secured in the UK and Norway in 2025 alone exceeding £450m in value.

It also reflects a broader industry trend toward integrated logistics solutions that streamline operations and improve efficiency. ASCO's approach – combining digital innovation with a sustainability-led model – has proven effective in helping operators manage complex offshore supply chains while maintaining a strong focus on safety and environmental responsibility.

ASCO is a leading materials management and logistics company for the global energy industry. Headquartered in Aberdeen, UK, ASCO operates from over 60 locations worldwide and employs around 1,500 people.

We're increasingly being recognised as a trusted partner in the global energy supply chain and are proud to play such a pivotal role in enabling safe and efficient offshore activity, while continuing to lead the way in supply chain transformation.

Asset55 awarded three new contracts in key target regions

Asset55 has gained further global traction with its industry leading software, with three new contract awards in the UK, US and Australia.

Based in the UK, asset55 is a SaaS (software as a service) technology provider to the energy sector and more. The company provides execution platform software that looks to improve efficiency, productivity, data excellence and safety in the operational and capital project environments.

The company continues to expand its existing global presence with three new contract awards for its industryleading flange management software, Calculate. The three new contracts were awarded by the following:

Dexcrest, a UK-based consultancy service provider to the global energy sector; Cygma Integrity Services, an Australian-based company offering operational services to the industry; and Formosa Plastics, a US-based plastic resins and petrochemical supplier.

Asset55 continues to thrive in serving the industry globally with its software, enhancing operations digitally and supporting the industry's biggest operators such as BP, Shell, ExxonMobil and more on US$50bn worth of projects.

Asset55 is a software engineering technology company. It brings together highly experienced industry engineers combined with leading software developers to drive real and positive change within the energy sector.

Mike Pettigrew, CEO, ASCO

Cladtek secures Búzios 10 contract for mechanically lined pipes

Cladtek has been awarded a contract by Allseas to supply 120km of Inconel 625 mechanically lined pipes (MLP) for the Búzios 10 project, part of Petrobras' ongoing development of the pre-salt Santos Basin. The Búzios field is the largest deepwater oil field in the world.

The MLP system will operate in ultradeep, dynamic conditions, at depths of about 2,000 metres, connecting 16 wells to the FPSO through risers, water-alternating-gas (WAG) lines and flowlines. Approximately 50km of the MLP will be dedicated to gas and CO2 injection, supporting Petrobras' carbon capture, utilisation and storage (CCUS) initiatives.

This is Petrobras' largest project to date in terms of MLP manufacturing scope. The contract will be delivered with a high local content. The MLP will be manufactured locally at the Cladtek Brasil facility, delivered by a 100% Brazilian workforce, aligning closely with the local content commitments from Allseas and Petrobras.

The contract reinforces Cladtek's position in the region, supporting Petrobras' offshore development and CCUS objectives with reliable MLP solutions, local execution and strong technical capability.

Cladtek is a provider of corrosion resistant alloy (CRA) solutions, specialising in mechanically lined pipe (MLP) and weld overlay cladding.

ECITB: oil and gas to wind cross-skill pilot success in Grangemouth and Aberdeen

Delivering an integrated technician workforce for a just energy transition between oil and gas to wind has moved a step closer, thanks to a pilot cross-skill programme in Aberdeen and Grangemouth.

Eight learners completed the six-week programme recently at Grangemouth and a further seven in Aberdeen.

The pilot programme developed by the Engineering Construction Industry Training Board (ECITB), in partnership with Global Wind Organisation (GWO) and the Offshore Renewable Energy (ORE) Catapult, supports two-way deployments across oil and gas and wind infrastructure.

It recognised prior learning and ongoing competence of qualified oil and gas technicians and delivered a task-based programme of technical activity across electrical, mechanical and instrument pathways as well as wind-specific GWO training and onsite turbine familiarisation.

The 15 learners included employees from Wood, Petrofac, Semco Maritime and Ponticelli, as well as ECITB-supported individuals and five former mechanical technicians from Grangemouth oil refinery.

Many of the learners will move immediately to roles on wind assets. Interviews are taking place with the refinery workers and industry employers, with one already securing a role with Wood.

Current UK-installed wind capacity needs to double for both onshore and offshore wind if the UK government targets are to be met by 2030. But the recent skills intelligence report released by RenewableUK and OWIC identifies wind turbine technicians as the most in-demand occupation with an average shortfall of over 11,000 technicians annually over the next five years.

The ECITB is currently reviewing feedback from the learners, training providers and employers and aims to have a final programme widely available through its technical training providers in the autumn.

The ECITB funded the training for all workers and received additional support for the five workers from Grangemouth refinery, which were cofunded by the Scottish government.

Training was delivered at Forth Valley and North East Scotland Colleges and GWO/ECITB-approved training provider, RelyOn. Learners also completed elements of the programme inside the nacelle of a wind turbine at ORE Catapult’s Levenmouth demonstration turbine.

Photo © Copyright Cladtek Holdings Pte Ltd

WTT pilot learners receive certificates at Forth Valley College with ECITB and GWO representatives

Fugro to support deepwater gas project for Eni in eastern Mediterranean

Fugro has been awarded a contract to run a comprehensive site characterisation programme for an Eni operated development of a deepwater gas project in the eastern Mediterranean. This award marks an important survey campaign for Fugro in the region, supporting the ambitions of the Republic of Cyprus to become a regional gas producing and exporting country and contribute to enhanced energy security and affordability for Europe.

The project will draw on Fugro's comprehensive offshore and deepwater geophysical and geotechnical expertise, as well as the company's environmental services. The award reflects Fugro's deep understanding of the region's surface and subsurface characteristics and its long-standing relationship with the client. Geo-data acquisition is scheduled to commence in the third quarter of 2025.

Fugro is one of the world's leading geo-data specialists. With its unique map, model and monitor solutions, it provides project critical insights into the built and natural environment.

Fugro supports clients by delivering solutions in support of the energy transition, large-scale infrastructure development and climate resilience. With expertise in site characterisation and asset integrity, clients are supported in the safe, sustainable and efficient design, construction and operation of their assets throughout the life cycle.

Employing approximately 11,000 people in 52 countries, Fugro serves clients around the globe, mostly in the energy, infrastructure and water industries, both offshore and onshore.

Offshore Safety Awards 2025 wins for PBS

PBS, a leading provider of integrated service in the UKCS, has been celebrated for its outstanding contributions towards safety excellence.

At the Offshore Safety Awards 2025 held in July, PBS won the Award for Workforce Engagement, applauding its dedication to connect with its workforce particularly through visible leadership, recognition and collaboration. These considerable efforts have contributed to improving safety culture and performance.

The Award for Safety Representative of the Year was also presented to PBS, commending Doug Walker, material controller, for his enthusiasm and commitment over 25 years which has demonstrably influenced the safety agenda throughout the organisation.

PBS' double award win acknowledges a robust year for the consortium.

What makes these two awards especially meaningful is that they reflect the progress we've made and the core values we uphold as an organisation –safety, people, excellence, teamwork and integrity.

Adam Mason, GMOC Director, PBS

In May it announced the extension of its general maintenance and operations contract (GMOC) with TotalEnergies after the operator exercised an option to secure PBS's services through to the end of April 2027.

The Fugro Venturer

Left to right: Wayne Harrison, NNS Asset Manager, PBS; Suzanne Donald, Business Development Manager, Ponticelli UK; Adam Mason, GMOC Director, PBS; Benoit Lamoussiere, Managing Director, Ponticelli UK; Tanya Tough, HR Lead, PBS; Andrew Taylor, HSEQ Manager, PBS

Rotork joins Rockwell's technology partner programme

Rotork, a global leader in flow control and intelligent actuation solutions, has announced its official entry into the Rockwell Automation technology partner programme. This collaboration marks a significant step in expanding Rotork's presence within the industrial automation landscape.

Rotork's IQ3 Pro electric actuator with EtherNet/IP™ connectivity will be featured in Rockwell Automation's technology partner product reference catalogue and system design tools. This integration will make it easier for engineers and end users to specify Rotork's advanced actuation solutions.

Thorne & Derrick International celebrates 40 years of success

Leading international distributor of power systems, hazardous area equipment and process heating solutions, Thorne & Derrick International, is marking its 40th anniversary this year by celebrating the role that apprenticeships have played in shaping the company's success.

Since its founding in 1985, Thorne & Derrick International has grown from a small regional supplier into an internationally recognised business with customers in over 70 countries. The company has remained committed to investing in the next generation of talent through apprenticeship programmes.

The apprenticeship programme at Thorne & Derrick International combines on-the-job training with formal education, allowing participants to earn qualifications while contributing to real-world projects. The company works closely with Gateshead City Council and New College Durham training providers to provide programmes in customer service, business administration, sales executive and warehousing roles.

The partnership spans North America, EMEA and APAC, aligning with Rotork's global footprint and enabling closer alignment with Rockwell's regional teams and customer base.

While the IQ3 Pro is the first product to be listed, Rotork anticipates expanding its presence in the Rockwell partner network as additional products in its portfolio become ethernet-compatible.

This partnership reflects Rotork's ongoing investment in digital innovation and its mission to support customers with intelligent, reliable and future-ready flow control technologies. i For more information: www.rotork.com

The company's first apprentice, Morgan Gent, started in 2018 as a customer service apprentice and is now a full-time sales engineer, travelling the country to meet customers and provide technical solutions.

The support I've received from the management team and colleagues since the first day I joined Thorne & Derrick at 18 years old has been incredible. I feel very much part of the team and am actively encouraged to continue learning. I would highly recommend joining an apprenticeship programme as it gives you a chance to grow in confidence, develop valuable skills and, here, I feel very much part of the family.

Morgan Gent, Sales Engineer, Thorne & Derrick International

Looking ahead, the company reaffirms its commitment to the development of young people, providing skills training, ensuring that future generations benefit from the same opportunities that have fuelled its own journey over the past 40 years.

Thorne & Derrick International supplies specialist cable jointing tools and equipment for LV, HV and EHV cable installations. With a global customer base spanning utilities, renewables, rail, oil and gas and construction, the company is renowned for its product quality, technical expertise and customer service.

www.thorneandderrick.com

Rotork’s IQ3 Pro electric actuator with EtherNet/IP™ connectivity

Morgan Gent, left, with Richard Derrick, Managing Director, T&D

Photo © Rotork Controls

Photo © 2025

Thorne & Derrick

THREE60 Energy: another recordbreaking year

THREE60 Energy, a global life cycle solutions company specialising in engineering, operations and systems, has announced its financial results for the year ending 31 December 2024. Its the strongest year of growth to date and reinforces its position as one of the fastest-growing companies in the energy services sector.

Revenue increased by 36% year on year to £181.7m, while EBITDA rose by 82% to £11.3m. The company also recorded an operating profit of £2.6m, a 30% increase on the previous year, with growth in nonproject service lines and increased tendering across project divisions, contributing to a record backlog of £299m, up 86% from 2023. 2024 financial highlights:

• Revenue: £181.7m (2023: £133.7m) 36% year on year increase.

• EBITDA: £11.3m (2023: £6.2m) 82% year on year increase.

• Operating profit: £2.6m (2023: £2m) 30% year on year increase.

• Closed the year with the highest level backlog in the Group's history 86% year on year increase.

The company boasted several strategic highlights throughout 2024:

• Secured landmark decommissioning contracts with UK operators, including the first multi-asset scope, a milestone project for the UKCS.

• Opened new regional office in Abu Dhabi, marking THREE60's entry into the Middle East market.

• Strengthened the company's integrated subsea capabilities through strategic acquisition.

• Successfully diversified its business with over 20% revenue in wind, defence and nuclear.

• Launched THREE60 Digital, bringing advanced data and digital solutions to optimise asset performance, integrity and lifecycle planning.

In addition to revenue and earnings growth, THREE60 deepened its expertise in key transition areas including carbon capture and storage (CCS), digital and end-to-end late life and decommissioning services.

Following back-to-back years of strong revenue and EBITDA growth, THREE60 entered 2025 with confidence, a clear roadmap and a robust pipeline of opportunities across all geographies.

THREE60 Energy is a leading solutions company specialising in engineering, operations and systems across the asset life cycle in multiple sectors. Headquartered in Aberdeen, UK, the company also has regional headquarters in Malaysia, US, Norway and the UAE. With a strong global presence, THREE60 employs over 1,100 staff across more than 20 sites worldwide. THREE60 has amassed decades of experience in offshore energy operations, covering everything from subsurface activities to drilling, wells, subsea and operations. Its project and product solutions service lines bolster the company's full lifecycle capabilities across renewables, defence, nuclear and marine.

The company continues to project a strong trajectory of international expansion, driven by strategic vision and a commitment to delivering innovative solutions, worldwide. Central to this strategy is the company’s focus on emerging markets and global energy transition initiatives.

Wave becomes three-time winner of top industry award

Durham-headquartered Wave has become the first company to win a top industry award for the third time.

The national water retailer was again crowned Water Retailer of the Year at the prestigious 2025 Water Industry Awards in Birmingham.

Judged by a panel of esteemed industry experts, the firm was recognised amongst a highly competitive field for its innovation, collaboration and unwavering commitment to environmental, social, governance (ESG).

As one of the UK's highest-rated business water retailers, with a customer retention rate of 96.6% and a net promoter score (NPS) of +21, Wave was praised for its excellence within the utilities sector.

Kerrie Murray, CFO, left, with Walter Thain, CEO, THREE60 Energy

Photo

The business achieved significant milestones benefiting its customers, people and planet over the last 12 months, which supported the decision to award Wave the top accolade. These included:

• Working with its customers to save over 9.6bn litres of water, reaching its five-year target a year ahead of schedule.

• Recycling computers, desks and equipment, saving 22 tonnes of CO2, following a move to more energy-efficient offices.

• Kick-starting a legionella risk management trial in partnership with award-winning technology firm Infersens, to minimise water waste in business premises caused by legionella.

• Employees contributing 1,730 volunteering hours to charities and causes of their choosing.

• Establishing employee support groups and hosting events to raise awareness of wellbeing issues, including men's mental health, gambling, testicular cancer and financial management.

• Maintaining an unwavering commitment to its people, achieving an impressive Employee Net Promoter Score (eNPS) of +40.

Social media round up

We want to use every opportunity to connect with our members, so please follow us on LinkedIn –EIC (Energy Industries Council)

Below you’ll find a selection of some of the exciting EIC activities and useful industry information we’ve shared through our social media channels.

EIC (Energy Industries Council)

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

EIC (Energy Industries Council)

EIC CEO Stuart Broadley speaks with Nigel Corfield at Wave. Follow the EIC on your favourite podcast platform and rate our show to help more people discover it: https://lnkd.in/dKV_AmWY

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

EIC (Energy Industries Council)

Explore Oman’s evolving energy landscape in the latest EIC webinar with Rumaitha Al Busaidi from Hydrom. Watch the full session on EICTV: https://lnkd.in/d9gmUWD2

Events calendar LIVE events

KSA Energy Market Outlook

INTERNATIONAL TRADE

EIC TRADE DELEGATIONS

Explore what's next in global energy

As we move into the second half of the year, the EIC International Trade team's calendar is quickly filling up – with oil and gas, hydrogen and renewables taking centre stage in our upcoming delegation programme.

In partnership with AIA (Aberdeen International Associates), EIC will return to South America this December for the 2025 edition of the Trade Delegation to Guyana, followed by the Trade Delegation to Chile in January 2026. In May 2026, we will head to the African continent, where we'll explore supply chain opportunities during a delegation to Nigeria.

Bookings are now open – set your agenda for what's next and secure your place in these high-growth markets.

EIC TRADE DELEGATIONS DATE

Trade Delegation to Guyana 8-12 December 2025

Trade Delegation to Chile 26-30 January 2026

Trade Delegation to Nigeria 11-15 May 2026

Trade delegations offer a unique platform to engage directly with key decision-makers in high-potential markets, while building an informed understanding of how to enter and operate successfully in a new region – all with the right guidance and on-the-ground support.

Over the course of five days, delegates will follow a programme that includes:

• A detailed market briefing.

• Welcome networking dinner.

• Site visits.

• Meetings with government bodies and agencies.

• One-on-one sessions with key industry players.

• A targeted networking event.

Spaces are limited, so we strongly encourage early interest to secure your place before the delegation reaches full capacity.

Join the UK Pavilion at ONS 2026

It's already time to start planning for 2026 as ONS returns to Stavanger, Norway, from 24-27 August – and once again, the EIC will proudly host the UK pavilion at one of the world's most influential energy events.

Norway remains a pivotal player in the global oil and gas sector, with gas production rising and leading the upstream project count through to 2030. As 61% of its 2024 exports come from energy, Norway is also accelerating its energy transition ambitions, making it a strategic market for both traditional and low-carbon energy solutions. ONS is the premier meeting place for the global energy industry.

ONS 2024

Why exhibit within the UK pavilion?

Gain access to a range of exclusive benefits, including:

• Shell scheme stand with upgrade options available.

• Prime location at the show.

• Use of a private lounge area with refreshments.

• Enhanced promotion: social media/press coverage and company profile in the UK group brochure and EIC website.

• Dedicated UK project manager with on stand support and advice, appointed freight agent and experienced stand builder.

• Access to EIC market intelligence with country overviews and project data to help identify potential clients before the show.

• Help to identify potential partners and customers.

Whether you're looking to enter high-growth markets or strengthen ties with global oil and gas leaders, EIC's UK pavilion is your gateway to lasting success.

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

UK news

Regional Committee Meetings

July marked the start of the second meeting of our UK regional committee this year.

Northern Region

In the North, it was a pleasure to bring together committee members for a constructive discussion focused on key issues impacting both their businesses and the wider supply chain. Building on conversations from our previous meeting, we revisited topics surrounding the future of the North Sea. This included concerns over the lack of local content in UK-based projects and a call to view the supply chain as a multi-sector enabler – not limited to oil and gas or energy transition alone.

The discussion highlighted that EPC contractors are increasingly learning from the supply chain, demonstrated by a shift away from the lump sum turnkey contract model. Members also weighed in on the recent government spending review and various industry strategy papers, underlining their significance and potential impact.

There was strong support for increased engagement with government, with several members recommending more roundtable meetings with ministers. These sessions were seen as valuable platforms for sharing insights and shaping future planning. A special thank you to RSM in Leeds for hosting the meeting.

Southern Region

In the South, committee members convened at a session hosted by EIC member, DNV. The group reviewed progress since the March 2025 meeting, including EIC's response to the government's consultation on the future of the North Sea. Discussions also continued around local content and how it is defined and delivered both in the UK and globally.

The committee examined the government's latest spending review and new financial commitments to key sectors such as nuclear, offshore wind and port infrastructure. A lively debate followed on the need for clearer government direction on energy policy and project pipelines. Members stressed that confidence in investment decisions depends on transparency and consistency from policymakers.

One major concern raised was the growing skills shortage across the UK's energy sectors.

With many projects potentially reaching final investment decision (FID) simultaneously, the demand for skilled labour could soon outstrip supply. Members shared their approaches to tackling the issue, including collaborations with universities, efforts to support those not in education, employment, or training and the expansion of apprenticeship programmes. It was noted that more than 80,000 skilled workers in the oil and gas supply chain are expected to retire within the next four years.

If you’re interested in joining your nearest UK committee and getting involved in these important discussions, please contact helen.doona@the-eic.com

UPCOMING EVENTS

Opportunities with TWP

Tuesday 23 September 2025

Ardoe House Hotel, Aberdeen Thistle Wind Partners (TWP), in collaboration with delivery partner EIC, invites you to this dedicated event focused on unlocking supply chain opportunities for the Bowdun Offshore Wind Farm. Priority will be given to Scottish suppliers as we work together to build a world-class, local offshore wind supply chain. Book your place: www.the-eic.com/EventDetail/dateid/4635

EIC's flagship meet-the-buyer event, EIC Connect UK&I Energy, returns to the UK on 20 November 2025. Join us to gain vital insights into US$942bn worth of energy projects and explore opportunities across renewables, hydrogen, CCUS and nuclear. A member benefit of the event is the opportunity to secure additional one-toone meetings with leading operators and contractors. Speakers approached include bp, Centrica, Costain, Fluor, Harbour Energy, Kent, Ørsted, Progressive Energy, Siemens Energy, Wood and Worley.

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

Kim Stephen

Continental Europe

Regional update

Sara Castiglioni and I have been working at EIC for five and four months respectively. We would like to thank all team members for the exceptionally warm welcome and the kind introduction in the July issue of Inside Energy.

However, more importantly, we are here for you, the leaders of the energy supply chain. For existing EIC members in continental Europe, for the European branches of our 950 members worldwide and for all future members.

It is very important to us to engage in personal dialogue with you, to develop ideas for the future of the energy value chain together and to support our members in implementing these ideas in the best possible way.

To promote networking and exchange, we will launch a series of regional events after the summer, where members will report on specific projects, with a particular focus on the supply chain and also covering non-technical topics. We look forward to receiving suggestions for topics and venues from you, our members.

We are putting together a programme of interesting trade fairs and exhibitions in the energy sector for Europe. This will be published on our website in a timely manner and will be accessible to everyone as a reference.

Please feel free to send us further information and suggestions for events in the energy sector, with a focus on the value chain.

Claas Helmke

Regional Director, Continental Europe claas.helmke@the-eic.com

Will power outages become the norm in Europe?

In October 2023, the IEA warned that 'a lack of ambition and attention could cause electricity grids to become the weak link in the energy transition'. For example, the national grid agency in Germany states that investments in the grid are at least seven years behind schedule. If Europe does not invest in the backbone of the energy transition, the energy transition will not happen. The Spanish grid operator's fault analysis report did not provide the public with sufficient details, stating that it was a combination of human error, subsequent frequency fluctuations, a weak connection to France and safety installations going in idle mode when needed. I fundamentally agree with the IEA: we have neglected the need for power lines to meet the growing demand for electricity transmission for too long. Let's tackle this.

Money talk

The European Commission has launched the Clean Industrial State Aid Framework (CISAF) – a bold new framework for state aid for clean industry. A classification by PwC Legal (in German) can be found here: https://legal.pwc.de/de

Claas Helmke

Middle East news

Regional update

We hope you had a refreshing summer break and are feeling recharged and ready for an exciting and productive few months ahead.

After several months of planning, we are delighted to bring you a tremendous programme of speakers at EIC Connect Oman taking place on 10 September 2025. This occasion will also mark the official launch of our Oman Country Report. With so much activity in the Sultanate across the entire energy spectrum, this event is not to be missed.

For those of you attending MEOS GEO in Bahrain, we will be hosting our first event evening on 16 September, allowing those of you in town to catch up for an informal evening of networking. Several of you continue to inquire about activity across the energy sector in Iraq where following on from our recent webinar we are delighted to announce a dedicated breakfast taking place in Dubai with Wood on 23 September, this will hopefully lead to a trade mission into Iraq next year.

Following the release of this year's Survive & Thrive report, we are delighted to announce the finalists for the 2025 regional World Energy Supply Chain Awards (WESCAs), taking place on 23 October aboard the iconic QE2 in Dubai. This prestigious event will bring together industry leaders, innovators and key players from across the energy supply chain to celebrate the organisations driving progress across the Middle East and beyond.

Guests can look forward to an evening of high-impact networking, entertainment and recognition; in the truly unique setting of the QE2. We extend our sincere thanks to all those who contributed to the Survive & Thrive report and wish the very best of luck to all our finalists.

The largest event in the energy calendar, ADIPEC is just a few months away and while the EIC pavilion is already fully booked, we have secured additional exhibition space in Hall 17. Please feel free to contact me if you would like further information or are interested in participating. I would also encourage you to reserve your place at our exclusive ADIPEC breakfast, which is close to capacity.

Should you require any support as we settle back after the summer break, don't hesitate to reach out to the team here where we're only a call or email away.

Ryan McPherson

Regional Director, Middle East, Africa, Russia &

CIS ryan.mcpherson@the-eic.com

Regional news

Saudi Arabia signs landmark renewable deals

Saudi Arabia has signed US$8.3bn worth of power purchase agreements with ACWA Power and Aramco Power to develop 15GW of new solar and wind capacity across four regions. This marks a major acceleration in its energy transition strategy, aimed at generating 50% of electricity from renewables by 2030 and achieving net zero emissions by 2060. These projects, among the world's most competitively priced, reflect growing investor confidence and are expected to be fully operational by 2028. They underline the Kingdom's commitment to reshaping its power generation landscape.

Shell reaffirms commitment to Namibia despite development challenges

Senior Shell executives visited Namibian President Netumbo Nandi-Ndaitwah to reiterate the company's commitment to advancing its offshore oil discoveries in PEL 39. Shell has drilled six exploration and three appraisal wells, uncovering fields such as Graff, Jonker, Enigma, La Rona and Lesedi. However, technical hurdles, including high gas-to-oil ratios, low permeability and limited infrastructure – have delayed commercial development. Despite a recent US$340m write-off, Shell maintains that the discoveries remain strategically important and potentially recoverable. Discussions are ongoing with industry partners to explore synergies and shared infrastructure solutions that could unlock development potential across sub-commercial finds.

Ryan McPherson

Asia Pacific news

Regional update

In August 2025, EIC APAC held its signature EIC Members First: Monthly Industry Insights & Networking session, providing members with a platform to stay updated on key industry developments, explore emerging opportunities and connect with decision-makers shaping the energy sector. The event drew strong attendance from both EIC members and nonmembers within the broader energy community, reflecting the strong interest in regional energy trends and the growing value of peer-to-peer networking within the industry.

TNB partners with PETRONAS to develop green hydrogen hub in Terengganu

On 26 August 2025, EIC APAC also hosted a well-received webinar titled Asia Pacific SMR and Large Nuclear Energy Market Outlook. The session delivered a comprehensive analysis of the current landscape and future opportunities for small modular reactors (SMRs) and large-scale nuclear projects across the Asia Pacific region. Participants gained valuable insights into the key developments, policy frameworks and investment trends driving the growth of nuclear energy in the region. The webinar proved to be a timely and essential briefing for those seeking to understand the role of nuclear in supporting the region's clean energy transition.

Looking ahead, EIC APAC has also been preparing for its upcoming EIC Members First session in September, alongside active participation in Oil and Gas Asia (OGA). Held annually, OGA serves as a critical forum for advancing the energy transition dialogue within the oil and gas sector. The event fosters meaningful discussions aimed at encouraging stronger participation from Asian oil and gas players in decarbonisation efforts. It also brings together international, regional and local stakeholders to share practical solutions, cutting-edge technologies and innovative approaches to reducing emissions from oil and gas operations. Sessions will focus on charting tangible pathways to achieve net zero carbon targets by 2030 and 2050, through cross-sector collaboration, strategic investment and knowledge exchange.

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

Tenaga Nasional Berhad (TNB) will partner with PETRONAS to develop a green hydrogen hub in Terengganu, Malaysia. This initiative will be part of the hybrid hydro floating solar hub (HHFS) plan to install floating solar panels on Terengganu's Kenyir reservoir and utilise the power for green hydrogen, methanol and ammonia production.

Six bidders compete in South Korea's first half offshore wind auction

A total of six bidders have submitted their bids in South Korea's 2025 H1 offshore wind auction, where 1,250MW of capacity is on offer (750MW for fixedbottom and 500MW for public-led fixed-bottom projects). The auction saw both categories were oversubscribed, with total bids reaching 834MW against an available capacity of 750MW and 679MW against 500MW in the public-led auction. The project will be evaluated under the auction's two-stage system, considering both price and non-price factors.

EPC contracts for the offshore section of the Block B–O Mon pipeline project have been awarded

EPC contracts for the offshore segment of the Block B–O Mon gas pipeline project have been awarded. PC1 covering the shallow-water section will be executed by a consortium of Vietsovpetro and Thien Nam Offshore. For PC2, covering the deep-water section, the contract has been awarded to a consortium of Vietsovpetro, PT TIMAS and Tan Cang Offshore Services. These contracts follow the earlier onshore EPC package signed in December 2023 which had reached 18% completion by the end of Q1 2025.

Azman Nasir

North and Central America news

Regional update

It is almost October, and the North and Central America region is eagerly looking forward to welcoming everyone to its 30 Years of Delivering Excellence: A Nineties Tribute Gala.

Amanda Duhon

On Friday 3 October 2025, the Houston office will celebrate 30 years of serving the energy industry, in addition to honouring the outstanding achievements of companies featured in our Survive & Thrive programme at the prestigious Hermann Park Conservancy Cherie Flores Garden Pavilion. Starting at 6pm CST, delegates will be greeted with drinks on arrival, served a three-course meal and have access to exclusive networking opportunities with industry leaders and 90s-themed entertainment throughout the night. Seats are limited, so if you have not registered for our celebration, we encourage you to do so today. Our region's gala offers profile-raising opportunities, allowing you to enhance your company's visibility at the highest level and connect with key stakeholders through our sponsorship packages. A variety of options are available to suit your company's goals. To confirm sponsorship, discuss this event further, or for registration support, don’t hesitate to contact the events team at: houston@the-eic.com

To secure your spot or learn more, please visit: www.the-eic.com/EventDetail/dateid/4579

I would also like to take this opportunity to thank our 2025-2026 Advisory Board members who attended our first meeting of the year on Tuesday 10 June. Our team looks forward to continuing to engage with industry leaders and fostering high-quality discussions at each upcoming meeting. We invite all interested member and non-member representatives to join the EIC’s North and Central America Regional Advisory Board by expressing interest for the 2026-2027 cohort via email: adriana.romo@the-eic.com

Lastly, as a reminder, to stay up to date on all activities concerning the EIC North and Central America region and be the first to learn about upcoming events, make sure you are subscribed to our region's mailing lists. During the fall season, our team will continue delivering its 'Opportunities in' series – an all-day event series welcoming industry leaders in downstream and energy transition to present business briefings and meet with delegates for one-toone meetings. Don’t miss these events taking place on 12 November 2025 and 20 January 2026.

Amanda Duhon

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

Regional news

House approval marks next step in strengthening the US oil and gas sector

The US House of Representatives has passed the 'one big beautiful bill act', which expands, among other things, oil and gas leasing as part of a broader push for energy independence and national security. The bill maintains the offshore lease sale in the US Gulf for December 2025 and calls for 30 additional sales over the next 15 years. It also directs the Department of the Interior to resume quarterly onshore lease auctions and increase leasing in Alaska. Additionally, it will also raise the Gulf of Mexico Energy Security Act (GOMESA) revenue-sharing cap, benefiting Gulf Coast states. In parallel, the Bureau of Ocean Energy Management (BOEM) has concluded the public comment period on the proposed notice of sale and is expected to publish the final notice at least 30 days ahead of the 10 December lease sale. By continuing to expand offshore and onshore oil and gas leasing, the US aims to strengthen domestic production and reinforce its position as a global energy leader.

Trump enacts extension of 45Z tax credit

With bipartisan support, the US government has approved a 2-year extension for the 45Z tax credit, aimed at fostering the production of low-carbon fuels such as SAF and renewable diesel. The approved legislation allows the emerging fuels to enjoy IRA benefits until the end of 2029, even though the bill itself had originally aimed at 2031. The revision of 45Z also restricts the benefits of the policy to feedstocks produced by farmers in North America, forcing facilities to rely less, for instance, on imported used cooking oil and tallow. One thing is certain, though: with dozens of SAF/e-SAF projects in the pipeline, the US might need to provide additional 45Z extensions given the everincreasing competition internationally to absorb the emerging market.

South America news

Regional update

Start September on the right note by joining us for Breakfast in Rio: Midstream Opportunities with Transpetro on 4 September. Transpetro, a wholly owned subsidiary of Petrobras, plays a key role in the transport and storage of oil, natural gas and biofuels in Brazil, managing over 672km of gas pipelines. Don't miss this opportunity to gain insights into their midstream operations.

The All Energy Trade Delegation to Bogotá and the Colombian Caribbean will take place in partnership with AIA on 6 October. This delegation will focus primarily on oil and gas, while also exploring emerging prospects in offshore wind and hydrogen. An excellent opportunity to explore one of Latin America's most dynamic markets.

On 9 October, the first edition of the Energy Procurement Summit will bring together industry leaders, procurement experts and suppliers to discuss current challenges, new trends and strategic approaches for more efficient and effective procurement in the energy sector.

We return with another Breakfast in Rio on 15 October, this time focusing on Decommissioning Opportunities with Petrobras.

Argentina presents its new hydrogen regulatory proposal

The country's lower house has presented a draft bill to establish a regulatory framework for the clean hydrogen industry. The proposal fosters the development of technology, production, transport, storage, export and use of renewable and low-emission hydrogen and its derivatives nationwide, with the aim of positioning Argentina as a hydrogen global export leader. A key pillar ensures the 30 year tax and regulatory stability for hydrogen-related projects, starting from the law's enactment, significantly reducing long-term investment risks. The framework also adapts Argentina's large investments incentive regime (RIGI) by extending the window to join the regime from 2 to 5 years, with a possible one-year extension and provides up to 3 years (instead of 2) to meet the minimum investment threshold of US$200m, offering greater flexibility aligned to the longer timelines of green hydrogen projects.

The company is preparing for a significant wave of platform decommissioning in the future. In 2024 alone, dismantling activities could inject R$15-25bn (US$2.9-4.8bn) into Brazil's GDP.

From 28-30 October we invite you to take part in OTC Brazil 2025. During the week, on 30 October, the 11th edition of Rio Samba & Gas will be hosted at Rio Scenarium. This event brings together energy professionals in a relaxed and welcoming atmosphere, offering a chance to connect informally during the busy Rio Oil & Gas week –Latin America's leading platform for energy business and knowledge exchange.

Finally, November's Breakfast in Rio is already confirmed and will focus on project opportunities with SBM Offshore. As a leader in the design, delivery and operation of FPSO vessels, SBM remains committed to safer, more efficient and sustainable offshore solutions. We look forward to seeing you there.

Last June, EIC was back at Macae for a Breakfast on Market Opportunities in the Operational O&G Sector with Heftos and Oceaneering. One of the highlights shared during the event was that the investment scenario in Brazil points to US$111bn in the coming years, mainly focused on exploration and production followed by refining, gas and low carbon initiatives.

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

Suriname elects first female president

The South American nation has elected the 71-year-old physician and lawmaker Jennifer Geerlings-Simons as its first female president. Geerlings-Simons is the leader of the National Democratic Party (NDP). Elected indirectly, the newly elected president will govern Suriname until 2030, where the country is expected to see a surge in revenues from the US$12.2bn GranMorgu field development in Block 58, the nation's first big offshore oil project expected to produce 220,000 barrels per day from 2028. She has taken office at a time of economic uncertainty but has pledged to focus on stabilising public finances. The country is placing its hopes on a new era of prosperity fuelled by oil revenues and strengthened relations with China.

Regional news

Clarisse Rocha

Survive &

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

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

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

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

The EIC Awards Programme

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

AWARD CATEGORIES

Collaboration

Culture

Digital

Diversification

Energy Transition

Environmental Sustainability

Export

Innovation

Optimisation

People and Competency

Resilience

Scale Up

Service and Solutions

Technology

Transformation

The WESCA winners 2024

Belzona (UK)

Solving key climate challenges with SF6-FIX

Philip Robinson Applications & Training Director

How is Belzona thriving?

Belzona has come up with a truly innovative solution that is quickly becoming an imperative for the power transmission and distribution industry in the fight against climate change. Leveraging its existing expertise in the oil and gas industry, the firm has developed its award-winning, proprietary SF6-FIX technology that’s capable of sealing gas leaks in live environments, offering a range of environmental, compliance and financial benefits to clients around the world.

The challenge - Belzona’s Survive & Thrive story is centred around the firm’s drive towards net zero. Founded in 1952 and with a legacy rooted in oil and gas, the company recognised it needed to diversify to successfully futureproof its operations.

Fearing that revenues would stagnate, and recognising that growth was not progressing as hoped, the firm looked reposition, identifying a critical opportunity to address the challenges presented by sulfur hexafluoride (SF6) greenhouse gases.

Typically used in electrical equipment like circuit breakers, transformers and switchgear, SF6 emissions are approximately 23,000 times more damaging to the ozone layer than car exhaust emissions, making it a major concern in the context of climate change.

Indeed, Belzona felt it could bring its knowledge and expertise from the oil gas industry, applying them to the electrical distribution sector to find a resolution. However, this wasn’t without a steep learning curve.

The firm needed to get up to speed with the different regulations surrounding SF6, understanding how companies could be penalised for gas leaks, as well as the measures needed to minimise these – from regular maintenance, leak detection and proper handling of SF6 gases.

The solution - In pivoting to this new market, Belzona’s focus centred around meeting the needs of potential customers. Critically, it explored how leaks of SF6 gas could be stopped without removing equipment,

identifying that a live solution would be critical.

To be both innovative and cost-effective in developing a solution, the company sought to leverage its existing tools, skills and proprietary technologies to accelerate the development process. This process was accelerated by the conducting of tests and trials, with Belzona’s clients providing it with the necessary information to assist these efforts.

While the first repair trial for National Grid in March 2022 failed due to thermal cycling, where materials expand and contract, Belzona persevered. In October 2022, it found a better set of products that could handle thermal changes, conducting a second trial with National Grid, who remained supportive. Providing Belzona with the opportunity to this time conduct a live trial on real equipment, it was a success, becoming the basis for Belzona’s proprietary SF6-FIX solution.

An innovative gaseous leak solution for the power transmission and distribution industry, it can today be applied online, without specialist tools, and can reduce SF6 leaks in switchgear to undetectable levels. Critically, the durable system of expertly applied specialist materials can be applied in just one day, ensuring that leaks are sealed at speed to maximise environmental and financial savings.

Indeed, it has been an incredible success for Belzona. Not only has it provided the firm with major diversification and new growth opportunities, but it also leverages Belzona’s strengths, having taken minimal development time.

Naturally, the company has since kicked on with its solution. Having worked closely with National Grid, which had its own SF6 leak team, Belzona became embedded with its client’s team, and has since rolled out the same solution to related utility companies.

In 2024, the firm also began looking at export markets, setting up a series of webinars and events with its global distribution network to raise awareness of opportunities in the electrical grid, transmission industry and HV switchgear.

The results, ultimately, have been incredibly significant. Rob Mills, National Grid’s Commercial and Portfolio Manager, said that Belzona “is helping us reduce SF6 emissions while keeping our critical infrastructure in service. We can keep electricity flowing, while reducing environmental impacts – a

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

Benefits

▸ Revenues from SF6-FIX alone have increased from €148,000 to €605,000 in a year.

▸ SF6-FIX has won the British Coatings Federation Sustainable Innovation Award and has been selected as a finalist for the prestigious Materials Performance Innovation Awards.

Key findings

For young people

▸ You should feel free to question everything.

For industry

▸ Step far enough back, you’ll always see something new. Couple a fresh pair of eyes with experience.

For government

▸ Make it easier to apply for R&D funds and tax subsidies to support new ideas and development of technology.

Belzona (UK) at a glance:

Key products and services: polymeric solutions for industrial maintenance, offering unconventional repair alternatives for end users.

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 10%

▸ Onshore renewable energy – 10%

▸ Nuclear power – 5%

▸ Others (non-energy): mining, chemical, marine, steel, wastewater – 50%

Headquarters: Harrogate, UK

Year established: 1952

Number of employees: 121

Revenue: £27.5m

double benefit for consumers.”

Between 2023 and 2024, revenues derived from SF6-FIX alone have increased from €148,000 to €605,000, with the last 12 months having seen 25 repairs completed in the UK, and 20 completed overseas. Additionally, SF6-FIX recently won the British Coatings Federation Sustainable Innovation Award, and was selected as a finalist for the prestigious Materials Performance Innovation Awards, run by the Association for Materials Protection and Performance.

With the firm now receiving significant client referrals in 2025, and its distributor network really helping to market the opportunity effectively, it seems that the only way is up for Belzona with its new, climate-centric solution.

Belzona (US)

From product supplier to solution partner in Latin America

How is Belzona thriving?

Barry Nisill CEO

By transforming its business approach in Latin America from a passive, legacy-driven model to a proactive, market-led strategy, Belzona has successfully diversified beyond its traditional oil and gas focus. The pivot has delivered impressive results, with revenue growing from US$14m in 2019 to US$21m in 2024 – a 50% increase in just five years – while reducing dependency on volatile state-controlled energy sectors and expanding into high-growth industries such as mining, industrial maintenance and infrastructure.

The challenge - Despite having operated in Latin America for decades through a wellestablished network of exclusive distributors, many with relationships spanning between 10 and 40-plus years, Belzona was not fully capitalising on the region’s potential. By 2019, Latin America accounted for only 22% of the company’s business in the Americas, despite market research indicating the opportunity was some 400% greater than current revenue levels.

This untapped potential stemmed from several key challenges. Belzona had become overly dependent on the oil and gas sector, which represented over 75% of its Latin American business. Unlike in the United States, where private companies drive the energy sector, Latin America’s oil and gas industry is heavily state controlled, making it vulnerable to political and economic instability, project delays tied to election cycles, and unpredictable funding priorities.

The COVID-19 pandemic in 2020-2021 further exposed these vulnerabilities. While other regions rebounded quickly, Latin America remained stagnant and highlighted the need for diversification. In addition, changing customer expectations, increased demand for digital engagement, and reduced face-to-face interaction created new challenges for a business built on traditional relationships and technical expertise.

The solution - In response, Belzona implemented a comprehensive strategy from late 2021 to transform its approach in Latin America.

Rather than simply providing polymer products for industrial maintenance applications, the company repositioned itself as a complete solutions provider through its Product Plus

approach – delivering not just high-performance materials but expert application support, training and long-term reliability to customers.

The implementation involved three key initiatives. First, Belzona enhanced its distributor education and training, which has helped long-standing partners target new industries with a refined value proposition. Crucially, these endeavours also involved extensive efforts to overcome resistance to diversifying beyond oil and gas.

Second, the company developed localised marketing strategies that addressed the unique digital behaviours of Latin American businesses. Instead of relying on traditional B2B channels such as LinkedIn, Belzona focused on other platforms like WhatsApp and Facebook, which are widely used for business communication in the region.

Third, Belzona strengthened its team by recruiting engineers and marketing professionals from Latin American countries, ensuring staff not only speak Spanish, Portuguese and French, but also understood regional business customs and culture. This globally diverse team now includes professionals from across the Americas and beyond to ensure consistent technical and commercial support.

The success of the new strategy is best illustrated through two major success stories with clients in the region.

In Brazil, Belzona partnered with distributor HITA Comércio e Serviços to address severe structural integrity issues at a major copper mining facility operated by, a leading mining company The flotation cells had advanced corrosion with thickness losses exceeding 50%, creating a high risk of failure. To address this, Belzona provided a comprehensive solution covering structural reinforcement, internal anti-abrasive lining and external protection. The project successfully protected over 3,600 square metres of critical assets, significantly increased operational reliability, and resulted in the largest single Belzona sale in Brazil’s history, accounting for nearly 25% of the company’s 2024 revenue in the country.

Meanwhile, in Colombia, Belzona worked with a local distributor Ingeniería y Soluciones Ambientales S.A.S. to rehabilitate deteriorated protective coatings on 2.3 kilometres of penstock pressure pipes at a hydroelectric plant operated by Empresas Públicas de Medellín. After extensive technical engagement, Belzona provided a customised rehabilitation strategy using Belzona 5831, a 100% solids epoxy coating designed for wet conditions.

Story type

#transformation (main category)

#culture

Benefits

▸ Successful diversification strategy, with higher percentage of sales now coming from mining, industrial maintenance and infrastructure.

▸ Sustained growth and expectation of 5% increase in 2025.

Key findings

For young people

▸ Stay curious and take every challenge as a chance to learn. The industries we serve evolve, and so should we.

For industry

▸ As a CEO, you can’t afford to stand still. The world is changing fast: what worked yesterday won’t necessarily work tomorrow.

For government

▸ Push for a UK-US free trade agreement and make American manufacturing more competitive.

Belzona (US) at a glance:

Key products and services: polymeric solutions for industrial maintenance, offering unconventional repair alternatives for end users.

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 10%

▸ Onshore renewable energy – 10%

▸ Nuclear power – 5%

▸ Others (non-energy: mining, chemical, marine, steel, wastewater) – 50%

Headquarters: Harrogate, UK

Year established: 1952

Number of employees: 41

Revenue: £16m

Revenue from exports: 46%

The solution fully rehabilitated 22,594 square metres of pipeline, restored operational efficiency and extended infrastructure life expectancy by over 20 years.

Thanks to its change in strategy, Belzona has successfully diversified its industry focus, with a significantly higher percentage of sales now coming from mining, industrial maintenance and infrastructure. At the same time, the company has strengthened distributor engagement, with partners now actively pursuing new markets instead of waiting for oil and gas projects.

Now, Belzona is poised for a period of sustained growth, with a projected 5% increase in 2025 as the company continues to expand its Product Plus approach across the Americas region.

Braver Engenharia

Pioneering fiberglass solutions for Brazil’s infrastructure

Filipe Rocha Gomes de Sá CEO

How is Braver Engenharia thriving?

Founded in 2019, Braver Engenharia has been a breath of fresh air for Brazil’s structural solutions sector. Pioneering the use of innovative materials like fibreglassreinforced polymers, the company has helped to develop the country’s first standard for large-scale fibreglass projects, and supported groundbreaking projects such as a 30-meter tower for mining waste at Porto do Açu.

The challenge - The idea behind Braver Engenharia began to take shape in 2016. Back then, the firm’s founder was completing his master’s degree at Pontifical Catholic University (PUC) of Rio de Janeiro, working with various materials including cement-free concrete and fibreglass-reinforced polymers.

Intrigued by the potential of these materials, he began to explore how they could disrupt the structural solutions market from late 2018 onwards. At that time, a professor and advisor recognised his entrepreneurial vision, suggesting that fibreglass could replace steel due to its superior cost-benefit. However, the lack of structural design solutions for fibreglass that could support specific loads, unlike traditional materials like carbon fibre or steel, posed a challenge.

With support from the professor, the founder brought in two partners with complementary skills to launch Braver Engenharia. Between 2018 and 2019, the company entered an incubator phase, developing its brand. Then, by the beginning of 2020, demand for its solutions arrived very quickly.

As the company grew, it encountered a new challenge. Indeed, the industry was largely unprepared for structural elements using composites. With many manufacturers lacking the expertise or standards to produce such components, Braver recognised that technical consulting was needed to help manufacturers adopt these materials effectively.

These consulting services sustained the partners, but they didn’t enable the company to grow as it became significantly dependent on one large client.

Despite the temptation to revert to traditional

materials like steel and concrete, Braver stuck to its mission and focused on consulting, research and prospecting to increase demand. However, with the arrival of the pandemic, things became even more complicated.

The solution - Fortunately, Braver secured a partnership with PUC during this period, gaining access to the university’s lab and joining an extensive two-to-five-year R&D project.

At the same time, the company refocused its efforts into three key areas: Structural projects; Consulting with manufacturers to help them develop composite products; and R&D in collaboration with the university.

It was during this time that R&D became the company’s critical focus and key to its survival. Indeed, the founder’s role as the secretary of the Brazilian National Standards Organization (ABNT) led to Braver playing a key role in drafting Brazil’s first standard for large-scale fibreglass projects, further cementing Braver’s position as an industry leader.

Despite a drop in the volume of structural projects in Brazil in 2021, the complexity of those that did emerge began to increase, including large-scale projects like roofs and towers. Here, Braver found itself well-placed to address these challenges. However, by 2024, the company countered its toughest test.

While four major R&D contracts were secured, bureaucratic delays kept them from starting. On top of that, factories were not prepared for the complexity of these projects, which stretched Braver’s resources thin. To stay afloat, the company had to make tough decisions, cutting costs and even going without salaries for eight months. At the same time, Braver refocused its efforts on consulting, maintaining its three core areas but shifting most resources to assist factories in overcoming their technical limitations. This gave the company some breathing room until the R&D projects finally began.

As these projects progressed, they brought financial stability, with Braver going on to develop the most complex fibreglass structures in the country. One of these is a 30-meter-high tower at Porto do Açu,

Story type

#resilience (main category)

#culture

Benefits

▸ Several challenging projects successfully delivered to major clients.

▸ Brazil’s composite materials industry advanced.

Key findings

For young people

▸ Be patient and define your purpose, not only financial ones but purpose-driven too.

For industry

▸ Focus on a culture that stimulates innovation, efficiency and improvement.

For government

▸ Create more functional incentives for disruptive initiatives.

Braver Engenharia at a glance:

Key products and services: engineering services.

Main industries served:

▸ Oil and gas – 50%

▸ Onshore renewable energy – 5%

▸ Others (non-energy): infrastructure, urban furniture, civil construction – 45%

Headquarters: Rio de Janeiro, Brazil

Year established: 2019

Number of employees: 11

Revenue: £68,000

Revenue from exports: 80%

designed to safely enclose mining waste – a task previously handled by metal structures that had a lifespan of less than five years. The new fibreglass tower, however, has a projected lifespan of 50 years, is five times lighter than steel, and is more resistant to corrosion.

Braver has also worked at some of Petrobras’ installations, providing engineering services to replace metal structures with fibreglass on their platforms. Here, its role has included setting technical requirements, selecting manufacturers, and ensuring production met the necessary standards.

Whether in labs or on job sites, Braver’s determination to revolutionise construction in Brazil has had a significant impact, dramatically advancing the country’s composite materials industry. Despite having faced initial resistance and several hurdles, Braver has stayed true to its mission, slowly but surely transforming how construction is approached in Brazil, one breakthrough project at a time.

BUHLMANN Group

Strategic diversification and acquisition drive global growth

Jan Paul Godhoff

Director International Projects Division and Nuclear

How is BUHLMANN Group thriving?

Through a decade-long strategy of diversification and strategic acquisitions, BUHLMANN Group has successfully transformed from a traditional German steel pipe distributor into a global manufacturer and supplier serving multiple energy sectors. This approach has delivered impressive growth –revenues have more than doubled from €283m in 2019 to €618m in 2024, the company’s geographical footprint has grown from 12 to 20 countries, and a strong position in emerging energy markets has been established.

The challenge – As a premium trading company for steel pipes, pipe fittings and accessories founded in 1945, BUHLMANN faced significant market challenges when third-generation CEO Jan Oliver Buhlmann took the reins in 2012. The company’s traditional markets were undergoing fundamental changes as the energy transition gathered pace, particularly in Germany and across Europe where conventional power generation was declining.

These market shifts were reflected in changing order patterns, with BUHLMANN experiencing an increasing number of orders but declining average order values. This required a strategic response to maintain growth and profitability. Additionally, the company needed to address several external challenges, including geopolitical instability, supply chain disruptions, inflation, skilled staff shortages and an overreliance on the German market.

The subsequent energy crisis in Germany and the conflict in Ukraine added further urgency to the need for diversification. With traditional customer bases moving out of Germany and Europe to new regions, BUHLMANN recognised that its historical business model would not be sufficient to ensure long-term success in a rapidly changing energy landscape.

The solution – In 2012, under the leadership of its new CEO, BUHLMANN developed a comprehensive 10-year vision focused on growth through strategic acquisitions and market diversification. Recognising that organic growth alone would not be enough to achieve its ambitious targets, the company established a dedicated multi-functional M&A team to identify and integrate suitable

acquisition targets.

The implementation began with the acquisition of Dylan in the Netherlands in 2014, which provided access to new markets in the Benelux region and an expanding the client base. This set the pattern for subsequent acquisitions, with BUHLMANN strategically targeting companies that would either strengthen its position in existing markets or provide entry into new geographical areas.

A significant move came in 2018-19 when BUHLMANN decided to expand into the nuclear sector. This was catalysed by an opportunity to work on the Hinkley Point C project through the company’s French team. Recognising the potential in this high-value market, BUHLMANN made a substantial investment in building a dedicated nuclear division, recruiting 30 specialists and developing the technical expertise, processes and ISO19443 qualifications required to compete effectively. Revenue generated by the nuclear business has grown strongly and became a significant part of the group’s turnover in the last five years.

The company has also diversified into other growing energy sectors, including geothermal, hydrogen and energy storage, establishing dedicated teams to address the specific requirements of these markets.

BUHLMANN’s most transformative actions came in 2023-24 when it completed the acquisition of Lisega, a world leader in fabricated pipe hangers and pipe support systems. This marked the company’s first step beyond distribution into manufacturing, thereby significantly expanding its capabilities and product offering. Indeed, Lisega’s strong position in the nuclear sector complemented BUHLMANN’s growing presence in this market, while immediately adding €170m in manufacturing revenues.

Throughout this period of change, BUHLMANN has maintained its commitment to high-quality products and reliable service. The company’s extensive stockholding across Europe and worldwide proved particularly valuable during the COVID-19 pandemic when international supply chains were disrupted. While some competitors switched to cheaper Asian suppliers, BUHLMANN remained loyal to its traditional European supply chain, providing stability and reliability to customers during a challenging period.

Several factors contributed to the successful implementation of this strategy. The company’s financial stability provided the foundation for

Story type

#diversification (main category)

#people & competency, #resilience, #scale up

Benefits

▸ Expansion to new markets and territories.

▸ Record revenue year in 2024.

Key findings

For young people

▸ Be motivated, engaged, ask questions and build your own network with customers and suppliers.

For industry

▸ Create your own vision, have a clear roll out plan, be resilient to the challenges on the way.

For government

▸ Try to engage for peace and collaboration between countries, to allow stability.

BUHLMANN Group at a glance:

Key products and services: distribution and manufacturing of high-quality steel products.

Main industries served:

▸ Conventional power – 20%

▸ Nuclear power – 15%

▸ Oil and gas – 10%

▸ Hydrogen – 5%

▸ Energy storage – 5%

▸ Others (energy): geothermal, biomass, waste to energy – 10%

▸ Others (non-energy): petrochemical – 35%

Headquarters: Bremen, Germany

Year established: 1945

Number of employees: 1,900

Revenue: £535m

Revenue from exports: 70%

its ambitious acquisition programme, while its experienced workforce demonstrated adaptability and engagement in integrating new businesses and developing expertise in emerging sectors. BUHLMANN’s established relationships with business partners and suppliers also provided crucial support as the company expanded into new markets and territories.

Looking ahead, BUHLMANN is targeting further growth in markets such as the US and South America. The company is also investing in future technologies – recently, it acquired stakes in five AI startups focused on innovations such as smart pipe measurement solutions.

After a record year in 2024 and a decade of transformation, BUHLMANN is now well positioned to navigate the continuing energy transition and capitalise on opportunities in emerging markets.

Bureau Veritas

LEAP 28 strategy primes company for energy transition

Andrea di Lillo

Project Portfolio Global Director

How is Bureau Veritas thriving?

Paris-based Bureau Veritas has undergone a comprehensive transformation through its LEAP 28 strategy which has repositioned the nearly 200-year-old testing, inspection and certification company. With €6.2bn in global revenue and 84,000-plus employees, the firm has shifted from traditional service delivery to technology-augmented solutions focused on energy transition priorities. Under CEO Hinda Gharbi’s leadership since 2023, Bureau Veritas has successfully launched emissions mitigation capabilities, established regional centres of competence, and secured major partnerships with operators including Petrobras, TotalEnergies, ENI and Shell.

The challenge - Bureau Veritas faced multiple transformational pressures which converged simultaneously. Externally, geopolitical volatility, reduced investment in developed markets and supply chain reconfigurations created market uncertainty. Meanwhile, the energy sector’s accelerating transition towards decarbonisation demanded new technical capabilities whilst ageing hydrocarbon assets required enhanced integrity management solutions.

Internally, the company underwent significant leadership change with CEO succession in 2023, a move that prompted strategic realignment across global operations. Traditional service delivery models proved insufficient for evolving client expectations around sustainability and emissions reduction. The company recognised that its previous approach of creating custom solutions for each client would not scale effectively. Instead, it needed to develop standardised, technologyenabled services to meet growing demand for environmental compliance. Additionally, demographic shifts within the workforce demanded new training methodologies and technology-augmented working practices to maintain competitive technical expertise.

The solution - Bureau Veritas launched the LEAP 28 strategy in March 2024 and built it around three interconnected pillars (Portfolio, Performance and People) with sustainability at its core. The strategy represents a fundamental shift from traditional service provision to becoming a customer-centric partner that enables clients to navigate technological and societal changes.

The Portfolio pillar focuses on active management through organic growth, accelerated mergers and acquisitions, and portfolio optimisation. Here, Bureau Veritas is concentrating on markets where it already holds top three leadership positions whilst investing to build new strongholds in strategic areas. This approach enables the company to optimise value and impact across its diverse service offerings spanning energy, construction, consumer products and certification services.

Performance enhancement centres on operational leverage, functional scalability and innovation to deliver meaningful efficiency and productivity benefits. The company has transformed its delivery model from traditional field services to technologyaugmented solutions, incorporating advanced measurement technologies, software platforms and data analytics – a shift which enables standardised service delivery whilst maintaining high-quality technical expertise.

The People pillar addresses evolving workforce requirements through strategic competency development and innovative training approaches. They have moved beyond traditional training methodologies by implementing gaming-based learning models to engage different generations. The company has established regional centres of competence, with nine of ten planned centres already identified and trained – this has created mentoring networks to support knowledge transfer.

A critical component of the energy transition priorities has been addressing methane emissions measurement and monitoring. Bureau Veritas launched its Measurement, Monitoring, Reporting and Verification (MMRV) project in June 2024, with the aim to support customers complying with the voluntary scheme promoted by the United Nations Environment Programme’s Oil & Gas Methane Partnership 2.0 (OGMP 2.0). This initiative combines the company’s traditional inspection expertise with cutting-edge measurement technologies and data management platforms.

The MMRV programme exemplifies Bureau Veritas’s strategic transformation. Rather than simply offering inspection services, the company now provides comprehensive solutions encompassing technology assessment, training development, standardised procedures and ongoing performance monitoring. This holistic approach allows clients to meet increasingly stringent regulatory requirements while improving operational efficiency and environmental performance.

There have been some significant challenges along the way. For example, the company has invested heavily in technology scouting and assessment, onboarding external experts to

Story type

#transformation (main category)

#environmental sustainability & social impact, #innovation

Benefits

▸ Enhanced understanding of emissions and reliable, customisable mitigation plans.

▸ Compliance with regulations and corporate net zero strategies.

Key findings

For young people

▸ Play your part to minimise global warming.

For industry

▸ Remove silos and adopt a holistic, allenergy industry approach

For government

▸ The energy industry is full of innovation and engineering mindsets; make sure that the right people are involved in solving the problems.

Bureau Veritas at a glance:

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

Main industries served:

▸ Oil and gas – 60%

▸ Nuclear power – 15%

▸ Onshore renewable energy – 10%

▸ Offshore renewable energy – 5%

▸ Energy storage – 3%

▸ Hydrogen – 2%

▸ Carbon capture – 2%

▸ Others (energy) – 3%

Headquarters: Paris, France

Year established: 1828

Number of employees: 84,000

Revenue: £5.3bn

evaluate emerging measurement technologies for methane detection and monitoring. This process involved visiting technology providers, conducting field testing, and developing robust assessment procedures to ensure solutions met both client requirements and Bureau Veritas’s quality standards.

A number of metrics demonstrate the strategy’s early effectiveness and its successful deployment across its global operations. For instance, over 30% sales growth in Q1 2025 relating to strategic priorities, established frame agreements with major operators, and gained recognition as a global partner by industry leaders. The company has also successfully converted knowledge into standardised training modules, created new operational procedures, and classified emerging technologies for commercial deployment.

Currently, Bureau Veritas is expanding its methane and volatile organic compounds capabilities and targeting enhanced market penetration in existing regions, in particular Europe, Middle East and Asia.

Bureau Veritas (UK & Ireland)

An independent audit service for the energy industry

Gemma Reid Audit Services Manager

How is Bureau Veritas (UK & Ireland) thriving?

Bureau Veritas developed a strong audit service for the energy sector, which has grown to a thriving business line with expanding capabilities. Under Audit Services Manager Gemma Reid, appointed in May 2023, the company shifted from reactive services to proactive business development. As a result, revenue almost doubled in 2024 and is set to do the same in 2025. This growth stems from a strategic focus on bespoke audits, tailored to clients’ needs and focus areas, for development and improvement, taking into consideration many of the issues affecting the industry in today. These issues and challenges include skills shortages, legislation changes, management of change, and capturing of best practices internally, externally, and globally. Other considerations include Process Safety, Competency, and Supplier Management.

The challenge was clear – a gap existed for independent, high-quality audit services, as the sector rapidly matured. End of life asset portfolios in the basin also created more risk and more legislation for critical processes. With a general reduction in dedicated industry head count due to an ageing workforce, a lack of trade focused skills being obtained by school leavers to enter the industry, and offshore assets reaching end of life or being repurposed into new energies, clients found it challenging to ensure they had adequate knowledge, training and competency to allow for high-quality audits to be conducted. Additionally, in 2023, as the world emerged from COVID-19, the post-pandemic energy transition accelerated regulatory changes, requiring innovative approaches to safety and compliance.

Each client comes to Bureau Veritas with specific needs. Through creating a partnership, Bureau Veritas has increased the bespoke, independent auditing scope. This ensures client process safety leadership has become a fundamental industry absolute, as companies realised they couldn’t self-audit and still ensure rigour for critical processes.

The solution - Bureau Veritas began focusing

on exceptional service delivery, developing an independent, customised scalable audit service model. Throughout 2024, the company collaborated with clients to create a client-specific auditing programme. The primary aim was to enable long-term, solution-based benefits for clients. Bureau Veritas achieved this by providing mentorship as a core value. A key shift was made from service provider to collaborator. This required addressing internal challenges in consistency, planning and time management while ensuring cost-effectiveness in an industry facing economic pressures.

The company developed tailored audit products focusing on process safety leadership, moving beyond comprehensive audits to offer focused options. By emphasising engagement with process owners, Bureau Veritas ensured audits drove meaningful improvement through stakeholder buy-in. Flexibility has become a hallmark, with the company offering lighttouch to in-depth examinations tailored to clients’ needs. This versatility has proven valuable across the diverse energy sector.

Alongside this, the team structure expanded significantly to drive efficiencies. Clear roles and responsibilities were established, with Reid personally involved in all opening and closing meetings to ensure consistency. Currently, ten additional staff members deliver audits, with further recruitment planned to meet growing demand.

Services expanded to include supplier audits, onshore and offshore operational audits, control of work assessments, CDM audits and emergency response evaluations. Here, the company has leveraged expertise from across the global to fulfil any audit request, while planning specialised training such as wind farm audits to further expand capabilities.

These activities have transformed the audit service into a proactive business line. The team now provides audit services and mentors client staff to improve their skills, helping organisations become audit-ready and fostering longer-term partnerships. Through mentoring and supporting new and inexperienced internal auditors, Bureau Veritas helps its clients retain personnel, increase their competency and skill set, enabling a high-quality service from both parties as a long-term solution.

The client base is set to expand significantly,

Story type

#service & solutions (main category) #collaboration

Benefits

▸ Bureau Veritas developed customised, scalable audits to meet client needs. They offered tailored options, from light to indepth, aligned with client requirements. This versatility proved valuable across energy, enabling bespoke solutions.

▸ Bureau Veritas shifted to a collaborative model, with mentorship as a core value. They helped clients retain staff, increase competency, and become audit-ready. This enabled high-quality service, serving as a short-term fix and long-term solution. Through mentorship, Bureau Veritas fostered partnerships and built the client’s internal audit capabilities.

Key findings

For young people

▸ Learn everything you can, take every opportunity that’s offered, and undergo training available. When you find something that really captures your interest and that you can feel passionate about – go for it.

For industry

▸ Collaborate, communicate and cooperate. Success comes from teamwork, mentorship and shared knowledge.

For government

▸ The UK and global energy sector faces united challenges. Stakeholders must consider the broader, interconnected impact on the industry.

Bureau Veritas (UK & I)

at a glance:

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

Main industries served:

▸ Oil and gas – 60%

▸ Nuclear power – 15%

▸ Onshore renewable energy – 10%

▸ Offshore renewable energy – 5%

▸ Energy storage – 3%

▸ Hydrogen – 2%

▸ Carbon capture – 2%

▸ Others (energy) – 3%

Headquarters: Paris, Frances Year established: 1828

Number of employees: 84,000

Revenue: £5.3bn

attracting the attention of energy sector leaders. This has created cross-sectoral growth opportunities, particularly in renewables. With GWO wind turbine audits on the horizon and a strong pipeline for 2026 and beyond, Bureau Veritas has established itself as a key independent audit services provider.

Bureau Veritas (US)

From service provider to platform partner

Rajiv Sabharwal VP Business Development, Energy

How is Bureau Veritas (US) thriving?

By transforming into a true platform partner for its clients, Bureau Veritas North America has achieved high growth year-on-year through multiple strategic acquisitions across the Americas. Under the LEAP 28 strategy, the North America based operations now provides full-spectrum capabilities from exploration to decommissioning and has positioned itself as the go-to provider for energy companies outsourcing complex operations.

The challenge - Following COVID-19 and the energy transition boom, Bureau Veritas North America recognised fundamental shifts in how energy companies operated. Clients faced pressure to optimise costs and maximise return on investment, which led many companies to outsource non-core activities. The energy industry experienced unprecedented movement beyond the shale gas revolution and energy transition, with massive investments in LNG, hydrogen and ammonia creating gaps in specialised expertise in quality and engineering. Energy companies needed partners that could provide comprehensive support from project conception through operational lifecycles –this meant Bureau Veritas needed to evolve beyond its segmented service offering.

The solution - In response, the company has implemented a comprehensive market expansion strategy centred on aggressive mergers and acquisitions, geographic expansion and capability integration to position itself as the definitive platform partner for energy companies across the Americas.

So far, it has completed multiple acquisitions specifically designed to address market gaps identified during the post-COVID energy transition rush. In addition to developing capabilities organically, Bureau Veritas North America has systematically acquired companies that bring essential expertise in project lifecycle for conventional energy like oil and gas, chemical petrochemical and renewable energy like solar, wind, BESS and more. Each acquisition has been strategically selected to complement existing capabilities and create a comprehensive service portfolio spanning the entire energy lifecycle.

Geographic expansion, meanwhile, has

supported the acquisition activity through establishing physical presence in key markets. The company has invested in ‘boots on the ground’ operations across the Americas, including the opening of a new office in Guyana to serve ExxonMobil projects and provide local content capabilities. Such expansions are ensuring Bureau Veritas can serve clients wherever energy development occurs, from traditional oil and gas regions to emerging renewable energy markets.

Integration of services has also been transformative. Here, Bureau Veritas has shifted from a collection of individual services to a unified platform offering, the company now providing cradle to grave support spanning everything from initial project security and classification to ongoing operational support and decommissioning. Crucially, this comprehensive approach differentiates Bureau Veritas from competitors who typically focus on individual segments rather than the complete lifecycle.

Technology investments have enhanced service delivery capabilities across the expanded portfolio. For example, the company has developed digital platforms and data analytics capabilities that enable more efficient service delivery and provide clients with better insights into their operations. These technology investments support the platform partner model by creating standardised approaches that can be applied across diverse projects and geographies.

Market responsiveness has also become a core competency, with Bureau Veritas North America demonstrating the ability to quickly identify and address emerging market needs. When opportunities arise, the company has shown willingness to make rapid investment decisions to capture market position. This agility has proven essential in a volatile energy sector where client needs can change rapidly.

Indeed, the nature of client relationships has evolved from transactional service delivery to partnership-based collaboration. Bureau Veritas now works with customers to understand their unique challenges and develop bespoke solutions that address specific operational requirements. This consultative model has proven particularly valuable for complex projects such as LNG

Story type

#innovation (main category)

#service & solutions

Benefits

▸ New and emerging markets like solar, wind and data centre projects now contribute to the stronger growth in the region.

▸ Integrated support provided by Bureau Veritas across all phases of the service projects positioned the company as client partner instead of service provider.

▸ Inclusion of Bureau Veritas in the CAC 40 Paris stock index in December 2024.

▸ Good progress towards achieving the 2028 CSR ambitions with multiple recognitions by several non-financial rating agencies.

Key findings

For industry

▸ Put effort into bringing the younger workforce to the industry.

Bureau Veritas (US) at a glance:

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

Main industries served:

▸ Quality

▸ Health & safety

▸ Environmental protection

▸ Social responsibility

Headquarters: Paris, France

Year established: 1828

terminals, solar and battery storage projects where clients need comprehensive support across multiple technical disciplines.

The data centre market has emerged as a significant growth opportunity. By expanding its capabilities to serve this emerging industry, Bureau Veritas North America has captured a good share of the renewable energy and data centre market.

Competitive differentiation has been achieved through the comprehensive lifecycle approach that few competitors can match. Most testing, inspection and certification companies focus on specific segments such as engineering or classification, whereas Bureau Veritas provides integrated support across all phases. The figures point to the successful execution of this strategy. Beyond the consistent profit growth, Bureau Veritas North America has achieved recognition as a preferred partner by major energy companies who increasingly view the company as essential to their operational success.

CEVA Almajdouie Logistics

Delivering Saudi Arabia’s energy storage transformation

Eyad Arafah

Heavy Lift and Project Logistics Director, Saudi Arabia

How is CEVA Almajdouie Logistics thriving?

CEVA Almajdouie Logistics, a joint venture between global logistics leader CEVA Logistics and premier Middle Eastern provider Almajdouie Logistics, is executing increasingly complex projects vital to Saudi Arabia’s Vision 2030 energy transition. With 2,000plus employees and the largest fleet in the GCC, the company recently completed a landmark power storage energy system installation across three critical areas in Saudi Arabia. This success showcases its unique capabilities in handling over-dimensional cargo transport, including approximately 1,600 batteries and 12 transformers. Building on record growth in 2024, the company is leveraging its asset-owned business model, agile systems and deep regional expertise to pursue further expansion in 2025.

The challenge - CEVA Almajdouie Logistics faced a significant logistical challenge when it was tasked with delivering a critical power energy storage system across three locations in Saudi Arabia with an April 2025 deadline. The project’s scale was enormous – approximately 1,600 batteries weighing 46 tonnes each, along with 12 transformers weighing approximately 370 tonnes each, all required not just transportation, but also installation on foundations using 500-tonne capacity cranes.

The complexity was multifaceted. First, the sheer volume of components and their massive weight required extraordinary coordination and specialised equipment. Second, the tight three-month timeframe from January to April 2025 left no room for delays, with the Ministry of Energy requiring the systems to be commissioned and operational by the deadline. Third, the project involved maintaining a precise delivery schedule with specific quantities of batteries and transformers to different locations, all without intermediate storage facilities. Finally, transportation logistics were complicated by the need to coordinate with multiple government stakeholders, including the Ministry of Transportation, and manage traffic

disruptions when moving such large cargo through populated areas.

The solution - CEVA Almajdouie Logistics tackled challenge through meticulous planning, specialised equipment and strategic coordination. Months before project launch, the team conducted multiple site visits to ensure conditions were suitable for installation in a specific order that would avoid overlapping during lifting operations. Comprehensive route surveys identified safe and efficient paths to minimise disruptions, particularly for the massive 370-tonne transformers.

To address the time constraints and logistics complexity, the company mobilised an unusually large quantity of trailers for both batteries and transformers. For the transport of the transformers specifically, CEVA used specialised hydraulic trailers and 6×6 prime movers to ensure proper weight distribution and road safety. The transport plan also optimised port selection to achieve a cost-effective solution while meeting the aggressive timeline.

Coordination with local authorities was essential, particularly when travelling against traffic in certain areas. Here, the company worked closely with government stakeholders to manage traffic flow and minimise disruptions to communities along the transport routes. This collaboration not only facilitated the project’s execution but also built goodwill with both authorities and local communities.

For the installation phase, CEVA Almajdouie deployed 12 cranes with 500-tonne capacity, along with four additional cranes and four jacking teams to expedite battery and transformer installation. The transformers required a specialised approach, with dedicated teams using a jack-and-slide technique to position each unit precisely on its foundation.

The project’s success relied heavily on CEVA Almajdouie’s unique advantages as a joint venture. The company combined CEVA’s global network and advanced technology with Almajdouie’s deep regional expertise and resources. As an asset-owned company with the larg-

Story type

#service & solutions (main category)

Benefits

▸ Safe, on-time delivery of project.

▸ Ceva Almajdouie well positioned in Saudi market.

Key findings

For young people

▸ Embrace the industry’s future.

For government

▸ Continue to invest in renewables and AI.

CEVA Almajdouie Logistics at a glance:

Key products and services: engineering, procurement, construction and logistics services.

Main industries served:

▸ Conventional power – 35%

▸ Onshore renewable energy – 25%

▸ Oil and gas – 20%

▸ Energy storage – 10%

▸ Others (non-energy) – 10%

Headquarters: Dammam, Saudi Arabia

Year established: 1965

Number of employees: 2,000

est fleet in the GCC region, they were able to deploy the necessary equipment without relying on third-party providers, ensuring consistent quality control and schedule adherence.

The project’s success was measured by its on-time completion and the safe delivery and installation of all components. This achievement established a new standard for largescale transport operations in Saudi Arabia and reinforced CEVA Almajdouie Logistics’ reputation for reliability. The successful delivery enhanced the client’s standing with the Ministry of Energy, the end user of the power storage systems.

Beyond the immediate project benefits, this outcome positions CEVA Almajdouie Logistics favourably for future growth in Saudi Arabia’s expanding energy sector. The Kingdom is investing heavily in both traditional and renewable energy infrastructure as part of its Vision 2030 plan, with many similar largescale projects anticipated. By demonstrating its capabilities on this complex project, the company has strengthened its competitive position in a market where proven expertise and local knowledge are highly valued.

Cladtek

Localisation strategy fuels global growth for corrosion solutions specialist

How is Cladtek thriving?

Lee Wilson

CEO

By delivering on an ambitious localisation strategy in high-potential but challenging markets, Cladtek has transformed its business, doubling revenue and profit in 2024 after achieving record figures in 2023. This approach has allowed the world’s largest supplier of corrosion resistant alloy (CRA) weld overlay clad products to secure significant long-term business in countries like Indonesia, Saudi Arabia and Brazil, while simultaneously adapting to the energy transition by providing specialised solutions for carbon capture and geothermal projects.

Under the leadership of Group CEO Lee Wilson, who joined in February 2022, the company has successfully transitioned from an entrepreneurial culture to a more structured, highly accountable business model, all the while maintaining the innovative edge symbolic of its founder and Chairman, Paul Montague.

The challenge – As a specialist provider of corrosion-resistant solutions for demanding environments, Cladtek has faced numerous challenges over the past decade in particular, including the oil price downturn in 2015, sudden policy changes in key markets, and the significant disruption caused by the COVID-19 pandemic whilst establishing a new company in Saudi and building a new factory in Brazil.

More recently, the accelerating energy transition has created new obstacles for companies serving the oil and gas sector. Reduced access to funding for traditional hydrocarbon projects has forced SME companies to adapt their offerings or risk losing business. Meanwhile, companies operating internationally have had to navigate increasingly stringent localisation requirements in developing countries, with governments mandating local content and capabilities as a condition for market access.

Despite the difficult backdrop, Cladtek recognised that challenges present opportunities for differentiation. The question was how to successfully implement

such a strategy across multiple diverse markets while maintaining consistent quality and building a cohesive corporate culture.

The solution – When Lee Wilson joined as CEO in 2022, he began by implementing a comprehensive restructuring of the organisation, particularly at the management level, to transition from an entrepreneurial culture to a more corporate, accountable business structure, aligned with its globalised top tier customer base. This laid the foundation to deliver on the bold long-term strategy targeting large markets with high localisation requirements and had functional benefits in terms of globalising and standardising procedures.

Rather than viewing localisation as a burden, Cladtek has embraced it as a competitive advantage. The company had already established major manufacturing facilities in Indonesia, Brazil and Saudi Arabia, creating meaningful local employment and developing indigenous capabilities. In Brazil, Cladtek employs 800 people, and covers another 3000 people with healthcare. In Indonesia, Cladtek now employs more than 1,000 people and provides healthcare coverage to approximately 4,000 family members. This commitment to being truly local, has been rewarded with one of the highest local content scores (TKDN) among international businesses operating in the country.

The company’s approach went beyond mere compliance with local content rules to establish genuine roots in each community and participate actively in community projects and endeavours. By understanding and adapting to different work cultures and customer expectations across three distinct regions, Cladtek has built strong relationships with local authorities and customers. This cultural adaptability proved crucial as the company had to operate in multiple diverse markets at the same time.

Alongside its longer-term geographical expansion, Cladtek implemented two critical internal transformations in 2022. First, it had a clear globalisation strategy across its operations, removing variances by site. Second, it installed world-class operational excellence frameworks to continously improve its business and manufacturing processes, incorporating artificial intelligence to enhance productivity and quality.

Story type

#innovation (main category)

Benefits

▸ Nearly half of Cladtek’s revenues in Brazil now coming from carbon reinjection projects.

▸ New markets being target worldwide for ultra-deep products.

Key findings

For young people

▸ Get out of your comfort zone and take risks.

Cladtek at a glance:

Key products and services: corrosion resistant alloy (CRA) solutions

Main industries served:

▸ Oil and gas – 100%

Headquarters: Singapore

Year established: 2003

Number of employees: 2,100

Revenue from exports: 25%

From an offering perspective and recognising the funding challenges facing traditional oil and gas projects due to the energy transition, Cladtek strategically diversified its target markets. The company developed specialised products and solutions for carbon capture, utilisation and storage (CCUS) projects, as well as geothermal applications where its corrosion-resistant technologies are particularly valuable. In Brazil, approximately 50% of Cladtek’s work now relates to carbon reinjection projects.

The company has over the years, expanded its product range to include mechanically lined pipe (MLP), weld overlay cladding, CRA-clad piping products, fittings, flanges, pressure vessels, hot induction bends, CRA OCTG, fabrication services, and connected reusable flowline and riser systems. This comprehensive portfolio allows Cladtek to serve applications across onshore, offshore, subsea, subsurface, geothermal, carbon capture and hydrogen storage sectors.

By combining organisational restructuring, strategic localisation, process standardisation, operational excellence and market diversification activities into a unified strategy, Cladtek has delivered impressive results. After achieving record revenue in 2023, the firm doubled both revenue and profit in 2024.

For 2025, it has budgeted for significant further growth and is targeting new markets in UAE, Qatar and West Africa for ultradeep products, while continuing to expand in the clean energy sector through CCS/ CCUS and geothermal applications. With growth on many fronts, the momentum is certainly building.

Clariant

Digital platform transforms catalyst services with over 170 global plants onboarded

Story type

#innovation (main category)

#digital & AI, #optimisation, #service & solutions

Benefits

▸ Going from 50 facilities using CLARITY Prime in 2022 to 170 in 2025.

▸ Ongoing expansion of CLARITY’s capabilities and geographic reach.

Key findings

For young people

▸ Be open to new opportunities.

Lorena Oviol Felicitas Cokoja

Head of Applied Catalyst Technology (ACT)

How is Clariant thriving?

Swiss-based Clariant Catalysts has revolutionised its technical service delivery through the development of CLARITY, an innovative digital platform that combines inhouse programming expertise with catalyst technology knowledge. Since launching to market in 2022, it has onboarded more than 170 plants globally across 35 countries to provide visualisation, realtime communication and expert advisory services for chemical facilities using Clariant catalyst technology. The company has also launched CLARITY Prime, a premium service offering advanced AI tools and performance optimisation, securing four subscribers within its first year of operation in 2024.

The challenge - Clariant faced the challenge of leveraging vast amounts of customer catalyst data whilst enhancing its technical service offering in an increasingly competitive market. Traditional technical support relied on lengthy email chains and unwieldy spreadsheets, creating inefficiencies for both Clariant and its clients. The chemical industry’s inherently conservative and risk-averse nature presented additional obstacles, with companies reluctant to embrace digital tools and share operational data despite potential benefits.

Clariant recognised that its extensive access to catalyst performance data represented an untapped opportunity to differentiate its services and strengthen client relationships. However, transforming this data into actionable insights required significant investment in digital capabilities, all while overcoming industry resistance to change and addressing legitimate concerns about data security and intellectual property protection.

The solution - Beginning with brainstorming sessions in 2019, Clariant embarked on a comprehensive digital transformation strategy centred on developing the CLARITY platform. The initiative built upon the company’s earlier exploration of digital opportunities through Navigance, a separate Clariant legal entity established in 2018-2019, which provided the foundation for combining programming

Senior Manager of Digital Transformation, ACT

expertise with catalyst technical knowledge.

Development of the CLARITY Service Portal began in 2019, with pilot testing conducted in 2021 before the global market launch in 2022. The platform functions as a shared visualisation and communication portal accessible to both Clariant and its clients, enabling real-time data exchange, collaborative problem-solving and expert advisory services. Users can access catalyst performance data, request guidance and utilise chat functions within a secure, encrypted cloud-based environment.

The platform incorporates advanced datadriven models, partially AI-based, to help predict catalyst performance and provide optimisation recommendations that clients value highly. Put simply, this capability transforms Clariant from a traditional catalyst supplier into a strategic partner offering ongoing performance insights and operational support.

The development and rollout process to date has required careful attention to data security and privacy concerns. Clariant developed comprehensive terms of use that clearly define data ownership rights, with clients retaining full ownership of their operational data whilst being able to terminate data sharing at any time. The cloud-based service employs encryption protocols and complies with GDPR requirements, addressing industry concerns about data protection.

Client education proved crucial to overcoming the chemical industry’s natural resistance to digital adoption. Here, Clariant invested significant time in demonstrating that data could be shared safely whilst maintaining competitive confidentiality – this helped build trust and encouraged adoption among traditionally conservative operators.

Internal transformation accompanied clientfacing developments. Clariant staff required extensive training on new digital tools, IT safety concepts and data management protocols. The company focused on developing internal expertise to support client needs whilst continuously improving the platform based on user feedback.

For industry

▸ Concentrate more on cross-industry collaboration.

For government

▸ Build a collaborative approach with the industry and reduce bureaucracy.

Clariant at a glance:

Key products and services: catalyst developer, designer and manufacturer.

Headquarters: Muttenz, Switzerland

Year established: 1995

Number of employees: 10,465

Revenue: £3.7bn

The basic CLARITY service is included free with catalyst supply agreements, removing financial barriers to adoption whilst proving genuine value. In 2024, Clariant launched CLARITY Prime, a premium subscription service offering enhanced tools including performance alerts, optimisation recommendations and benchmarking capabilities for clients seeking advanced functionality.

Various metrics demonstrate the platform’s impact. From initial onboarding of 50 plants in 2022, adoption has grown to over 170 plants across 34 countries by 2025, spanning diverse applications including syngas, specialties, ethylene and propylene production. Meanwhile, CLARITY Prime secured four active subscribers within its first year, validating the market for premium digital services.

Indeed, the platform has eliminated previous inefficiencies associated with email-based communications and spreadsheet data management by creating streamlined workflows that benefit both Clariant and its clients. Realtime data visualisation enables faster decisionmaking, whilst collaborative features facilitate more effective technical support delivery.

Currently, Clariant is expanding CLARITY’s capabilities and geographic reach, particularly targeting growth in the Middle East and clean fuels sectors. The platform remains exclusive to Clariant catalyst technology, protecting intellectual property whilst providing competitive differentiation in the global catalyst market.

Cokebusters

Localisation strategy fuels global growth for corrosion solutions specialist

James Phipps Managing Director

How is Cokebusters thriving?

Cokebusters is pioneering cutting-edge solutions to unlock the safe, efficient and cost-effective inspection of previously unpiggable pipelines worldwide.

The company celebrates 20 years of delivering innovation to international clients and now, through a technology transfer initiative, Cokebusters’ patented single bodied smart pig technology is transforming pipeline integrity management – lowering operational risks, reducing emissions and improving energy production efficiency.

The challenge – Cokebusters’ Survive & Thrive story centres around efforts to solve an industry technology challenge set by the Abu Dhabi National Oil Company (ADNOC).

Critically, ADNOC operates several thousand small diameter (4-8 inch) pipelines throughout remote desert regions. These pipelines are of varying lengths and many of these lines are ageing, having been in service for over 20 years. Robust inspection of this pipeline inventory has been challenging due to the lack of suitable pigging technology.

Indeed, conventional inspection pigs are multi-functional, multi-bodied tools up to circa 2m in length. As a result, they require large bespoke launchers and receivers to operate effectively. Modifying pipelines and installing such equipment is inherently invasive and cost prohibitive especially on such a high frequency of shorter length lines.

In the absence of a viable inspection solution operators, such as ADNOC, are faced with a variety of challenges in order to gather sufficient knowledge in order to interrogate and quantify the levels of integrity risk associated with their pipeline inventory and react accordingly. Specifically, undetected and unmitigated corrosion can lead to a loss a containment leading to environmental release, personnel harm and business interruption. In the event of failure, replacement costs alone for a typical short length land-based flowline could readily reach US$1,000,000.

Faced with this situation, ADNOC urgently required to identify a partner who could deliver a small diameter smart pig technology solution capable of withstanding the demanding operational and environmental constraints. Ideally these new pigs would need to allow ADNOC to inspect pipelines during service, without disrupting production.

The solution – Cokebusters was approached by ADNOC’s Onshore Field team during ADIPEC22 to take on this unique and complex challenge.

Here, a collaborative two stage solution emerged. Firstly, ‘in-line’ Argus valves were installed at the start and end of the trial pipeline, which was some 6km long. These valves not only uniquely facilitate continuous production, but are designed to accommodate conventional cleaning pigs, as well as more importantly, the Cokebusters’ single bodied smart pig.

This three-way partnership culminated in a live field trial in August 2024, where Cokebusters successfully performed multiple inspections on ADNOC’s nominated trial pipeline whilst it remained fully operational. The smart pig, launched and received by Argus valves, not only navigated the entire length of the pipeline, but also gathered inspection data whilst the product was still flowing. As a control, inspection runs were also conducted using pumped water – again, without the need for intrusive mechanical intervention.

The successful pilot represented a key breakthrough, being the first of its kind not only Abu Dhabi, but likely within the wider Gulf region. More specifically, the ability to conduct pipeline inspections whilst minimising production interruption ensured reduced intervention times, enhanced safety by lowering task-based risks, improved quantification of asset integrity, and delivered substantial reductions with inspection management costs.

Therefore, it is of little surprise that ADNOC is now in the process of developing a programme to expand the use of inline valves and single bodied smart pig technology across its asset base.

For Cokebusters, the impact has the potential of being equally transformative.

ADNOC has already identified multiple additional pipelines suitable for the

Story type

#technology (main category) #collaboration

Benefits

▸ Service line diversification through patented smart pigging technology.

▸ Further technology enhancements.

▸ A third operational hub in the Gulf region established.

Key findings

For young people

▸ Be confident, trustful and be willing to volunteer.

For industry

▸ Be kind to the supply chain: consider track record, innovation and pay invoices on time.

For government

▸ Unlock cash with sensible repayment terms. The current model will not achieve the growth we crave for.

Cokebusters at a glance:

Key products and services: inspection technology and services.

Main industries served:

▸ Oil and gas – 90%

▸ Onshore renewable energy – 5%

▸ Others (non-energy): chemical – 5%

Headquarters: Chester, UK

installation of in-line valves to facilitate cleaning and inspection.

Subject to securing project funding and satisfying subsequent procurement processes, Cokebusters faces a significant opportunity. Economies of scale in conjunction with riskbased decision making and in-country content can now facilitate a cost-effective inspection and integrity management solution for the entire ADNOC pipeline portfolio – a challenge once considered out of reach.

This success has accelerated Cokebusters’ broader technology and strategic plans. Technologically, additional inspection competence will be added to the smart pigs. Strategically, Cokebusters is now establishing a third operational hub, in the Gulf region with a near 30% revenue enhancement per annum on pipeline inspection alone already. With this in place, the firm will be well placed to better serve regional clients and meet growing demand for its pioneering inspection solutions.

Comeca

Reaping the rewards of a successful localisation strategy

John Lynch General Manager

How is Comeca thriving?

Initially established as a regional subsidiary with the simple purpose of facilitating the provision of service engineers to two ongoing offshore projects, Comeca Middle East is now realising bigger, bolder ambitions.

Through significant localisation efforts, the firm has secured several long-term service agreements, shutdown maintenance contracts and retrofit projects, and is now firmly standing on its own two feet as a reputable and rapidly growing regional entity.

The challenge – Headquartered in France, the Comeca Group is a renowned provider of diversified electrical solutions, serving markets including oil and gas, nuclear, military and commercial applications like transport and data centres.

Within this group, the Middle East division has undergone significant transformation in recent times. Initially founded in 2014, with three employees operating out of a humble 30-square-metre on Reem Island, the division was launched to facilitate the provision of service engineers to two ongoing offshore projects.

By 2018, however, regional ambitions had expanded.

Previously, Comeca Middle East would engineer an initial solution, seek customer approval, and then procure, manufacture and install that product. However, using its traditional supply chain that was reliant on European entities, it found itself in the position of presenting a decreasingly commercially competitive solution.

A shift in the regional market towards localised procurement meant this approach was no longer sustainable. Further, extended lead times and rising costs left Comeca Middle East struggling to compete, even in servicing its own legacy equipment.

Losing contracts to local competitors for maintaining its own installations was a wakeup call. Between the vision of the Comeca

Group CEO for units outside of France to achieve greater self-sufficiency, and initiatives like ICV (In Country Value) in the UAE emerging, the way forward was clear –Comeca Middle East had to localise, reduce dependency on external suppliers, and build a stronger regional presence.

The solution – With the wheels set in motion, Comeca Middle East took a decisive step, relocating to a manufacturing facility in Abu Dhabi to be closer to its core oil and gas market.

Here, it was met with a stroke of bad luck, moving in on the very day that the UAE reported its first case of COVID-19. The market turmoil and uncertainty that followed put Comeca Middle East in a difficult spot. However, the regional division remain committed to its transformation and has since reaped the rewards.

Indeed, an opportunity soon emerged with a regional O&G company seeking to extend the life of its ageing electrical equipment. Having worked closely to develop a relationship with the end users on site, the firm offered them a free example of its solution to trial at its plant in 2022. Critically, this required the reengineering of one of its Motor Control Centres (MCC), refurbishing and replacing old wiring and components, and installing a proprietary motor protection relay. Using Comeca’s newly developed engineering and shop floor capabilities; a fully tested retrofitted solution was installed and commissioned on site, all at no cost to the customer.

Today, this solution continues to run without issues, with Comeca Middle East subsequently securing an order to replace several hundred retrofit solutions over a number of years.

From here, the firm has gone from strength to strength; recruiting local talent, developing a strong local supply chain by working closely with ICV registered partners, and investing in its own manufacturing equipment, test equipment and facilities.

A second client also quickly reached out to Comeca Middle East via referral, having been notified of its ability to recreate MCC components that were no longer being supported by the OEM. Here, it has again delivered a value-add solution, solving a

Story type

#service & solutions (main category) #resilience

Benefits

▸ Division has been growing significantly with major contracts wins and revenue growth.

▸ Positive feedback by the Contractor Performance Evaluation Report.

Key findings

For young people

▸ Be honest about your abilities, don’t be afraid to ask questions and don’t be afraid to make suggestions.

For industry

▸ To be relevant to the audience, what we want to hear is examples of how you work, how you succeed and how we can be part of that success.

For government

▸ Simplify the running of business locally.

Comeca at a glance:

Key products and services: diversified range of solutions to the electrical industry.

Main industries served:

▸ Oil and gas – 30%

▸ Nuclear power – 30%

▸ Offshore renewable energy – 10%

▸ Hydrogen – 7%

▸ Energy storage – 2%

▸ Others (energy): EV chargers – 20%

Headquarters: Paris, France

Year established: 2014

Number of employees: 1,250

Revenue: £168m

Revenue from exports: 20%

problem that the customer had been facing for several years.

These are just two examples among many, with Comeca Middle East having grown significantly in the post-Covid era. The firm has secured two long-term service agreements, two major shutdown maintenance contracts and, to date, five separate contracts to retrofit and/or refurbish third party equipment.

This isn’t the only barometer of success either. It has also received significant positive feedback, demonstrated by a Contractor Performance Evaluation Report rating of 91/100 from ADNOC.

Now working towards an increased ICV score that will unlock even more opportunities, the firm is poised for significant revenue growth moving forward. Without question, its decision to localise has been a stroke of genius, with the firm set to thrive for many years to come.

Crescent Engineering

A success story underpinned by strategic flexibility

Julian Hill General Manager

How is Crescent Engineering thriving?

Crescent Engineering has rapidly expanded its business, tripled its workforce and significantly increased its revenues through the successful execution of high-profile projects such as the ADNOC carbon capture skid in partnership with GasTech and Carbon Clean. By prioritising flexibility, collaboration and specialised engineering expertise, the firm has differentiated itself from larger competitors, securing key partnerships and establishing a strong foothold in the sustainable energy sector.

The challenge – Founded in 2015, Dubaibased oil and gas process equipment supplier and system integrator Crescent Engineering is now in its centennial year.

With 40 employees designing, engineering and manufacturing various process packages spanning gas dehydration, filtration and separation, fuel gas conditioning, heaters, carbon capture, produced and industrial water treatment systems, and vacuum deaerators, the firm has established a reputation for excellence in various sustainable energy solutions.

That reputation hasn’t come without hard work, however. While Crescent Engineering’s employees have extensive industry experience, the brand’s relative infancy has provided challenges in gaining the trust of its clients. The company found that the decisions of many customers are largely influenced by commercial factors, making it tricky to establish relationships with key prospects where KPIs are focused on price and margins.

The solution – To showcase the value of its offering and prove itself as a valuable partner in the face of stiff competition, Crescent has focused much of its energy on clients seeking partnerships in the postcovid era. Indeed, the firm found that many prospective clients had been frustrated by the rigidity of larger corporate competitors, instead prioritising flexibility to react

quickly to meet dynamic, differentiated and evolving client needs.

That offering is underpinned by Crescent’s “Your story is Our Story” strategy, with the firm aiming to collaborate with key customers seeking solutions that require specialised engineering capabilities. Here, the focus is on listening and co-creating the best solutions with clients – particularly in carbon capture technologies.

Here, efforts to build a strong, collaborative relationship with industrial carbon capture innovator Carbon Clean UK have been pivotal. Having been approached by the company in 2021, Crescent learned that its client had significant experience, having invested considerable time in R&D to develop a groundbreaking new technology that promised to dramatically reduce plant size, operational costs, and delivery times.

Recognising clear synergies and a mutually beneficial opportunity, Crescent Engineering partnered with Carbon Clean to help design, manufacture and supply its flagship 10TPD Cyclone Carbon Capture package for installation with ADNOC. Featuring a plug-and-play modular design, it represents a cost-effective and spaceefficient solution that allows small to midsize industrial emitters to stagger their investments in carbon capture.

While Carbon Clean was an expert in relation to its technology, the firm needed help in package engineering and other critical processes such as fluid thermodynamics, separation, and heating that were necessary for successful implementation. Consequently, Crescent, along with GasTech Engineering in the US, collaborated closely with the firm to refine the technology, ultimately securing the contract to design, engineer, and supply its first 10-tonne-per-day Carbon Capture skid.

Originally planned for installation in the UK, the skid was divided into 11 modules, totalling approximately 200 tonnes. It was designed for easy assembly and disassembly, allowing for transport to various campaign sites worldwide, capable of operating in diverse conditions ranging from 55°C in the UAE to -40°C in Norway. This presented significant challenges, including compliance with varying country standards such as UKCA and CE.

Story type

#collaboration (main category)

#diversification

Benefits

▸ Multiple awards received for Carbon Clean at COP 28.

▸ Staff base is three times larger than preproject.

Key findings

For young people

▸ Be flexible, solution oriented and build strong relationships.

For industry

▸ Prioritise people, embrace change and embrace change with a clear vision.

For government

▸ Increase support and investment in innovative technologies and sustainable practices.

Crescent Engineering at a glance:

Key products and services: process equipment supply and system integration.

Main industries served:

▸ Oil and gas – 75%

▸ Carbon capture – 15%

▸ Others (non-energy): water treatment –10%

Headquarters: Dubai, UAE Year established: 2015

Midway through the project, Crescent’s client also made a pivotal change. Instead of the skid going to the UK, it was to be redirected to an ADNOC site in Abu Dhabi, with COP 28 scheduled for November 2023 in the UAE, heightening the time pressures.

Despite these challenges, the project was successfully executed without lost time incidents, with Carbon Clean receiving numerous awards during COP 28 and becoming a central feature on the ADNOC stand at ADIPEC 2023 & 2024.

The project has also become one of Crescent’s greatest success stories, helping it to both expand and diversify its business. Indeed, the company’s staff base is three times larger than it was pre-project, with revenues and business opportunities having grown substantially.

For Crescent, GasTech, Carbon Clean and ADNOC alike, it’s been an all-round triumph.

Destec

Making ground in China through targeted investment and expansion

Ben Vincent Global Sales & Marketing Manager

How is Destec thriving?

Through strategic facility expansion and capital investment, Destec Engineering has successfully transformed its manufacturing capabilities to capture significant opportunities in the Chinese market. This bold approach has driven the company’s revenue from £7.2m in 2022 to £14.8m in 2023, with exports now accounting for 70% of sales and Chinese contracts representing 30% of revenue in 2024 – up from just 2% in 2020.

The challenge – As an established manufacturer of hub clamp connectors, compact flanges and subsea clamps since 1969, Destec faced the challenge of expanding its production capacity to meet growing international demand. The company recognised that while significant opportunities existed, particularly in the Chinese market, capitalising on them would require substantial upfront investment and risk-taking.

Furthermore, entering the Chinese market presented unique challenges. These included complex communication channels between end-users, EPCs and distributors, as well as the requirement to provide extensive design support and engineering work in the very early stages of project execution. For an SME manufacturer, such demands posed significant financial and operational risks.

The solution – In 2020, Destec embarked on an ambitious expansion strategy by investing £750,000 in a factory extension to increase capacity by 20%. This was followed by a £2.25m investment in five new large CNC machines, bringing total capital expenditure to £3m. The expansion enabled the hiring of six additional staff members and significantly enhanced the company’s manufacturing capabilities, an essential precursor to any growth of activity in China and the increase in demand from other markets.

A previous track record with a Manchester based engineering firm was pivotal in securing the work. This connection opened the door to opportunities in Chinese EVA (ethylene vinyl acetate) plant projects, despite the challenging requirement for

upfront design work. While competitors were unwilling to take on these terms, Destec’s management saw the potential.

The preliminary design work and previous history proved crucial in securing specification for the projects. Working with a large engineering and EPC contractor in Northern China, Destec successfully navigated the complex requirements of Chinese contracts, including managing numerous engineering change requests and overcoming language barriers through a local distributor.

Indeed, the company’s expertise in high-pressure applications has proved particularly valuable. EVA plants utilise cutting-edge technology to produce vital materials for industries such as packaging and solar cell encapsulation, along with other high-pressure copolymers like Low Density Polyethylene (LDPE). Destec’s diversification into specialised polymer production facilities has opened new opportunities, all while building on its core competencies in high-pressure connections and sealing solutions.

The strategy has yielded impressive results. Destec secured three contracts in China valued at £6m, a dramatic increase from the previous £100k annual revenue in the region. The first of these contracts was won in November 2023, followed by two more through 2024. The company is now positioned to secure four additional contracts, potentially worth £2m each, bringing the total actual and potential Chinese contracts to some £14m.

A key differentiator in implementing this strategy has been Destec’s comprehensive service offering. Unlike many competitors who focus solely on manufacturing, Destec provides on-site machining services for both its own products and competitors’ equipment. This capability, combined with renowned engineering support and in-house developed design programs, has helped to maintain strong customer relationships despite the challenges of managing multiple international projects simultaneously.

The success in China has required careful management of existing customer relationships, as the intense focus on these new projects temporarily impacted work with other clients. Throughout this period, Destec has worked to balance these demands by leveraging its enhanced

Story type #export (main category) #optimisation

Benefits

▸ Chinese contracts nearly reaching £14m.

▸ Company revenue targeted to grow 5% in 2025.

Key findings

For young people

▸ Stick to the energy and engineering industry. It’s well paid and there is a skills shortage.

For industry

▸ Be flexible and open to different markets. Working in China is difficult, but the prize is large.

For government

▸ Save jobs and suppliers in the UK energy supply chain and make us less dependent on imported gas.

Destec at a glance:

Key products and services: original equipment manufacturer.

Main industries served:

Oil and gas – 75%

Conventional power – 24%

Others (non-energy):

Headquarters: Lincoln, UK

established: 1969

production capacity and maintaining its commitment to responsive aftermarket support. Here, the company’s engineering team continues to provide comprehensive support from project concept through to execution, this is ensuring that both new and existing customers receive the high level of service that has become something of a Destec hallmark.

Now, the focus is on exploring new opportunities in both core and emerging markets. Further expansion in the LDPE/ EVA markets in other regions including Europe. In terms of industry verticals, the company is currently generating around three quarters of its revenue from the oil and gas sector. Moving forwards, it seeks to increase the share of income derived from energy transition categories such as hydrogen and carbon capture.

With its enhanced manufacturing capabilities and foothold in China established, Destec is well-placed to continuing growing, with 5% expansion in company-wide revenue targeted for 2025.

Diverse Resourcing

Partnership approach drives 400% growth in challenging recruitment market

Jamie Marland CEO

How is Diverse Resourcing thriving?

Dubai-based Diverse Resourcing LLC, a Janikin Rooke sister company, has achieved remarkable growth since launching during the COVID-19 pandemic in 2020. The specialist subsea recruitment firm has delivered consecutive 400% year-on-year revenue increases in both 2023 and 2024, growing from AED 1.5m in 2022 to AED 10.4m in 2024. Under CEO Jamie Marland’s leadership, the company has scaled from two offshore contractors to over 50, whilst maintaining a 98% contractor retention rate and achieving mobilisation turnarounds averaging under 72 hours to remote locations across the Middle East and beyond.

The challenge - Diverse Resourcing entered a highly saturated recruitment market facing acute skilled manpower shortages across the energy sector. The company launched during the unprecedented disruption of the COVID-19 pandemic, when many established players were reluctant to take risks on challenging projects. Traditional recruitment approaches that worked pre-2015 oil downturn were no longer effective, requiring innovative strategies to identify and secure quality personnel.

As a new entrant competing against established giants in subsea recruitment, Diverse Resourcing needed to differentiate itself whilst building credibility and trust with major clients. The company faced the challenge of proving its capabilities without an extensive track record, whilst navigating complex compliance requirements across multiple jurisdictions. Additionally, the risk-averse nature of energy sector clients meant that smaller companies often struggled to win contracts against established suppliers with proven delivery histories.

The solution - Rather than attempting to compete on scale, Diverse Resourcing adopted a strategy focused around developing deep, strategic partnerships with a select group of around 10 key clients. CEO Jamie Marland, drawing on over 15 years of industry experience, implemented a relationship-driven approach which emphasised quality over quantity and personal service over volume transactions.

The company’s core strategy centred on becoming embedded within client organisations, visiting offices regularly and positioning itself as a strategic partner rather than a traditional supplier. This approach enabled Diverse Resourcing to anticipate client needs, often identifying requirements before clients themselves recognised them. By focusing on repeat business and expanding relationships across multiple divisions and departments within target organisations, the company built sustainable revenue streams.

Diverse Resourcing differentiated itself through specialisation in subsea personnel placement, covering ROV pilots, client representatives, field engineers and other highly qualified professionals across subsea construction, geophysical and geotechnical sectors. Here, the company developed a meticulous sourcing model prioritising candidate quality and client fit over rapid volume placement, which has resulted in exceptional retention rates and client satisfaction.

The partnership with Janikin Rooke Group, established in the second half of 2024, provided crucial strategic guidance and global reach across more than 15 countries. This relationship enhanced Diverse Resourcing’s credibility and compliance capabilities whilst maintaining its agile, personal approach to client service.

Story type

#resilience (main category)

#service & solutions

Benefits

▸ Contractor retention rates of 98%.

▸ Consecutive 400% year-on-year revenue increases in 2023 and 2024.

market, Diverse Resourcing has positioned itself as a premium service provider where clients received exceptional value through quality delivery and relationship management.

Operational excellence became a key differentiator. The company consistently delivered mobilisation turnarounds averaging under 72 hours, even to remote and high-demand locations. This rapid response capability, combined with the ability to source niche roles often overlooked by larger agencies, established Diverse Resourcing’s reputation for reliability under pressure.

Tavis Letherby, ROV & Survey Manager for CCC Underwater Engineering, provided the following testimonial: “What Jamie and the team at Diverse Resourcing deliver truly stands out from the rest of a saturated industry. Their consistency, honesty, and ability to deliver at pace without compromising on quality is why they’ve become a trusted partner across our offshore and subsea operations.”

Feedback like this has helped secure many client referrals, with the company also striking several global service agreements which have provided stable revenue foundations. Despite acknowledging that it is not the cheapest supplier in the

Challenges have been encountered along the way, including some personnel missteps and the need to remain true to core values despite short-term pressures. Indeed, the company accepted that growth sometimes required temporary setbacks whilst maintaining long-term vision and strategic focus, with board advisors proving instrumental in navigating complex decisions and maintaining strategic direction.

Beyond the headline 400% annual growth figures, the company has achieved remarkable contractor retention rates of 98%, indicating both candidate satisfaction and client trust. Revenue growth from existing clients, rather than constant new acquisition, has validated the relationship-focused approach.

Looking to the future, Diverse Resourcing forecasts 300% revenue growth in 2025 as it maintains its commitment to personal service and quality delivery. The company plans to expand further into European markets and grow its renewable energy sector presence organically, whilst targeting Tier 1 contractors as it continues scaling operations.

Draeger Safety UK

Revolutionising shutdown operations with autonomous safety shops

Story type

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

Benefits

▸ New system has achieved impressive results, with a 44% saving on manpower costs and 29% reduction in equipment costs.

▸ Due to high success of new solution, Draeger plans to deploy the first commercial system in August 2025.

Key findings

Douglas Scott Neil Shepherd

Contract Manager (Safety) Marketing Manager

How is Draeger Safety UK thriving?

Draeger Safety UK, established in Lubeck, Germany, in 1889and employing nearly 500 people in the UK, is revolutionising industrial safety equipment management during critical shutdown periods. The company has successfully developed the UK’s first blastproof autonomous safety shop featuring rental robots, earning an internal ‘We Lead’ award in 2024. With its global manufacturing centre in Blyth exporting to over 50 countries, Draeger has increased EIC-related business by over 5% through early project intelligence. This autonomous shutdown safety shop represents a paradigm shift from traditional equipment rental to a pay-as-you-go model delivering substantial time, cost and safety benefits to customers.

The challenge - Draeger Safety UK, part of a global family-run business founded in 1889 with over 16,000 employees worldwide, faces the ongoing challenge of improving efficiency and sustainability in industrial safety without compromising health, safety and environmental standards.

Traditional safety equipment management during shutdown operations presented multiple hurdles. Companies hired equipment and personnel ad-hoc, leading to mounting costs and inefficiencies. Equipment tracking was problematic, with limited visibility of usage duration and ownership. Ensuring all gas detectors were properly calibrated and ‘bump tested’ within required timeframes proved difficult to monitor and manage.

Despite being established in this market for over a decade, Draeger recognised that traditional approaches were no longer sufficient. The market demanded greater efficiencies and sustainability improvements, but these had to be achieved without compromising the core health, safety and environmental standards that underpin all industrial operations.

The solution - In response, Draeger developed the Shutdown Draeger Safety Shop, an innovative autonomous system that transforms how safety equipment is managed during plant shutdowns.

The concept began with a blast-proof container housing a rental robot system

capable of managing up to 400 individual safety assets. Development started in March 2024, with the R&D team working through to December 2024 when the proof-of-concept testing was completed. The initiative was driven by Contract Manager Dougie Scott, whose experience managing shutdown operations identified opportunities for improvement beyond traditional approaches.

The system features several technological innovations. At its core is a pay-as-you-go pricing model where customers are charged only for the equipment they actually use rather than standard daily hire rates. Meanwhile, built-in safety features ensure that only authorised personnel can access appropriate equipment based on their training credentials and certifications. Perhaps most importantly, the system includes automated compliance monitoring that tracks when gas detectors require bump testing and automatically flags any non-compliance to relevant team members.

Implementation required significant coordination across multiple departments, including marketing, customer service, R&D and operations. The team sourced a 30-foot by 11-foot container to maximise equipment capacity while meeting blast-proof ratings for on-site deployment. Critical design features were integrated throughout, including smoke and heat protection for facility placement, multiple routers for redundant connectivity, and robust external circuitry to ensure uninterrupted signal integrity.

A recent deployment with a major petrochemicals company demonstrates the system’s effectiveness. This marked the first totally autonomous turnaround (TAR) operation with no need for manning and achieved impressive results – chiefly, a 44% saving on manpower costs and 29% reduction in equipment costs. The customer reported that for the first time, they had complete control of third-party highvalue equipment, automatic reporting for overdue instruments, on-demand reporting for damaged equipment to minimise downtime, and significantly lower gas consumption for bump testing (using only two of six bottles issued).

The system’s success has already prompted discussions about expanding its scope. Site chemists are exploring options for

For young people

▸ There is a lot available, take every opportunity to learn.

For industry

▸ HSE regulations are constantly changing. Compliance is key: take the time to understand the requirements and understand that the cheapest option doesn’t always provide the solution you need.

For government

▸ Grangemouth is the last refinery in Scotland – can we repurpose the site to generate sustainable aviation fuel?

Draeger Safety UK at a glance:

Key products and services: provider medical and safety technology.

Headquarters: Lubeck, Germany

Year established: 1889

Number of employees: 16,600

Revenue: £2.8bn

drug and alcohol testing through a similar autonomous model, which highlights the versatility and appeal of the approach.

Indeed, Draeger’s solution represents a ‘safety as a service’ model that few companies in the market offer. Unlike competitors who require bolt-on connectivity solutions, Draeger provides an integrated one-stop shop. The blast-proof rating and large size differentiate it from other shutdown safety cabins in the market, while the connectivity and autonomous operation represent significant technological advances.

Draeger plans to deploy the first commercial system in August 2025, with ongoing evaluation of whether to sell or hire the main cabin units. The company is also exploring potential applications across different market segments while maintaining its core commitment to improving safety standards.

The success of this innovation highlights Draeger’s continued dedication to pioneering solutions that not only meet market demands for efficiency and sustainability but also enhance safety standards – ultimately, the company is staying true to its mission to protect, support and save lives across industries worldwide.

ECITB

Transforming digital learning opportunities for the engineering construction sector

Andrew Hockey CEO

How is ECITB thriving?

The Engineering Construction Industry Training Board (ECITB) has successfully transformed skills development across Great Britain’s engineering construction sector through a pioneering digital learning initiative. Launched in response to pandemic-driven disruption, the Learning Experience Platform (LXP) has delivered measurable impact across organisations of all sizes, with 45,667 courses completed by 23,160 users in 2024 alone. This initiative created added value exceeding £1.55m in its second year while enabling the ECITB to reinvest cost savings into attracting new talent and supporting the industry’s transition to net zero, establishing a sustainable model for continuous professional development across the sector.

The challenge – The engineering construction industry traditionally relied on in-person training to develop and maintain skills across its sectors, including oil and gas, nuclear and renewables.

However, the Covid-19 pandemic brought unprecedented disruption, forcing the closure of physical training centres for the first time since World War II and bringing industry-wide skills development to a standstill. This exacerbated existing skills gaps, particularly in safety-critical areas and compliance training, and created an urgent need for alternative delivery models.

Pre-pandemic, online learning was not widespread across the engineering construction industry, with its culture largely oriented toward in-person instruction. Yet the crisis created an immediate need to continue skills development and certification without physical facilities, particularly as the workforce had already decreased by 15.25% by 2020.

Simultaneously, the industry faced transformative challenges beyond the pandemic, including the transition to net zero, the adoption of industry 4.0 technologies, and the critical need to attract new entrants to the field.

The solution – The ECITB recognised that addressing both immediate needs and longer-

term challenges required a digital solution that was engaging, flexible and data driven.

It responded by developing and implementing the Learning Experience Platform (LXP), a cornerstone digital initiative that has fundamentally transformed the industry’s approach to professional development. Following a successful pilot programme, the platform was fully launched in January 2023, providing more than 8,500 free online courses to in-scope ECITB employers.

The LXP was designed to accommodate organisations of all sizes and capabilities, with three distinct service models. For small and micro companies with limited training resources, the ECITB Learn Academy provides full access to course content and administrative support. For organisations with their own training resources, the Employer Owned Academy enables branded learning environments with self-administration capabilities. Meanwhile, companies with established learning management systems can receive content file transfers to integrate seamlessly with their existing platforms.

The introduction of the LXP has proven particularly transformative for smaller organisations such as A&L Mechanical, a Scottish SME whose workforce gained access to essential training that would have been difficult to arrange otherwise. As Steven Morton, QHSE Manager at A&L, explains: “Our workforce is experienced, and while technology may not be their forte, they have found the LXP to be intuitive once set up. When our workers are on site waiting for a subcontractor, they use that time for e-learning.”

Larger organisations have also embraced the platform’s capabilities. Altrad Integrity Services (formerly Stork), the largest company using the LXP with around 2,000 employees on the online portal, completed more than 8,000 courses in 2024, equivalent to over £280,000 of training value.

A critical measure of the platform’s transformative impact is that 78% of organisations using the LXP had never previously claimed e-learning grants, demonstrating its ability to engage new organisations and extend the reach of digital learning across the industry. The platform is now used by more than 50% of in-scope organisations, with 45,667 courses completed by 23,160 users in 2024, delivering £1.55m in value-add to industry.

Story type

#people & competency (main category) #digital & AI, #innovation, #service & solutions

Benefits

▸ LXP platform being used by over 50% of in-scope organisations, delivering £1.55m in value-add to industry.

▸ ECITB transitioning from a traditional in-person training model to a blended approach.

Key findings

For young people

▸ Make use of all data to help you develop as an individual, including LXP platforms.

For industry

▸ Take the opportunities presented to your business to fully collaborate with the supply chain.

For government

▸ Collaborate with the industry to address the need for new, qualified entrants in the energy sectors.

ECITB at a glance:

Key products and services: qualifications and training.

Main industries served:

▸ Nuclear power – 39.2%

▸ Oil and gas – 35.2% ▸ Offshore renewable energy – 6.2% ▸ Conventional power – 1.9% ▸ Carbon capture – 1.2%

▸ Hydrogen – 1.1%

▸ Others (non-energy): chemicals, water treatment, food and beverages, pharmaceutical – 15.2%

Headquarters: London, UK

Year established: 1964

Number of employees: 100

Revenue: £40m

Revenue from exports: 2%

Looking ahead, the ECITB is building on this success by further integrating AI capabilities into the platform, including interactive learning scenarios and customised units specifically designed for the engineering sector. The organisation is also developing Skills Builder, an advanced AI-driven tool that will help identify individual skills gaps and provide personalised training recommendations.

By transitioning from its traditional inperson training model to this blended learning approach, the ECITB has not only addressed the immediate challenges posed by the pandemic, but also positioned the engineering construction industry to embrace future challenges. In doing so, the organisation is helping to ensure the sector’s workforce remains competitive, futureproofed and ready for the transition to net zero and industry 4.0.

Emerging EPC

Empowering talent through innovation and sustainability

Dr. John Loh Director of Operations and Sustainability

How is Emerging EPC thriving?

Emerging EPC, established in 2016, is a leading system integrator providing customised engineering solutions for the oil and gas, power generation, and petrochemical sectors. Based in Puchong, the company has demonstrated strong growth through its digital, regional, and ESG transformation.

In 2024, Emerging EPC recorded a 30% revenue growth from RM66 million to RM81 million, driven by innovation, service diversification, and regional expansion across Malaysia, Singapore, Vietnam, and Thailand. With 72 employees, 30% of its revenue now comes from international markets.

The challenge - Emerging EPC faced a convergence of compounding challenges in the post-COVID era that tested both its resilience and growth potential. As a Malaysian SME in the oil and gas sector, the company was severely impacted by global supply chain disruptions, which triggered project delays, volatile lead times, and rising procurement and logistics costs that strained profitability. At the same time, tightening green finance criteria and ESGlinked lending frameworks limited access to capital, creating hurdles for business expansion and the adoption of new technologies.

Internally, the urgency to digitalise and scale operations grew, but this needed to be achieved without compromising Emerging EPC’s strength in delivering tailored engineering solutions that meet strict Health, Safety, and Environment (HSE) standards. Balancing deep specialisation in core areas such as compression and filtration with the agility to respond to broader market needs became a strategic challenge.

Meanwhile, the company grappled with talent retention in a fiercely competitive engineering landscape. It became clear that future success would depend not just on technical capability, but on the ability to attract, develop, and retain high-potential talent to drive innovation and sustainability. Clients, too, were evolving and demanding ESG-compliant, digitally enabled, and forward-looking solutions over conventional engineering packages.

With these pressures mounting, Emerging EPC realised that a business-as-usual approach would no longer suffice. A bold, transformative strategy was necessary that could future proof the organisation while reaffirming its commitment to people, planet, and performance.

The solution - In response to industry volatility and capacity constraints, Emerging EPC initiated a bold transformation strategy in late 2020, anchored on four key pillars: engineering competency, digitalisation, sustainability & ESG practices, and talent acceleration.

At the heart of this strategy was the creation of EARS (Emerging Asset Reliability & Sustainability), a proprietary IoT platform that delivers real-time asset intelligence, prescriptive maintenance, and energy efficiency insights. This innovation was complemented by the implementation of Odoo ERP and a customised MIS, which streamlined operations, enhanced transparency, and improved decision-making across departments.

ESG became central to the company’s identity. In 2023, Emerging EPC became the first Malaysian SME in the oil and gas sector to publish a sustainability report, establishing itself as a leader in sustainable engineering practices. ESG key performance indicators, including carbon emissions, waste reduction, diversity and inclusion, and supply chain governance, were embedded into business operations and human resource strategies. By 2025, the company completed its first ISO 14064-1 greenhouse gas audit, further reinforcing its commitment to environmental accountability.

Service diversification enabled Emerging EPC to address evolving market demands by expanding into gas and diesel generator systems, as well as process filtration and separation rental services. These additions unlocked new value propositions and supported workforce development in emerging sectors such as carbon capture, utilisation and storage (CCUS) and clean energy.

Recognising talent as a critical driver of future growth, the company introduced the Emerging EPC Four Pillars Talent Accelerator initiative. This structured programme is

Story type

Benefits

#environmental sustainability & social impact (main category)

▸ Revenue growth of 30% due to new strategy.

▸ Multiple clients now operating with EARS platform.

Emerging EPC at a glance:

Key products and services: customengineered, high-performance solutions.

Main industries served:

▸ Oil and gas – 90%

▸ Others (non-energy) – 10%

Headquarters: Puchong, Malaysia

Year established: 2016

Number of employees: 72

Revenue: £14m

Revenue from exports: 30%

designed to equip the workforce to lead innovation, strengthen operational excellence, and support long term transformation. The company also expanded its regional presence by entering Singapore, Vietnam, and Thailand. As an MPRC Regional Champion, Emerging EPC is now laying the foundation to grow in Middle Eastern and African markets, supporting Malaysia’s global export ambitions.

To reinforce its sustainability journey, Emerging EPC is planning a green fabrication yard to be launched in quarter three of 2025. The new facility will incorporate solar energy systems, rainwater harvesting, smart ventilation, realtime environmental performance monitoring, and integrated waste management, aligned with circular economy principles.

Although early challenges included change resistance and integration complexity, , Emerging EPC’s nimble structure, experienced leadership, and engineering depth enabled successful execution. Led by Executive Director Kamarul Johan, the company implemented its strategy with focus and vision.

The outcomes have been significant: a 30% increase in revenue from RM62 million in 2023 to RM81 million in 2024, improved client retention through reliable services and technical support, enhanced team engagement and productivity, stronger operational efficiency, and national recognition as a leader in SME sustainability and digital transformation.

Today, Emerging EPC stands as a forwardlooking, ESG-focused, and digitally enabled engineering solutions provider, demonstrating how Malaysian SMEs can grow with purpose, impact, and resilience in a rapidly transforming energy ecosystem.

EquipSea

Diversifying into sugar and ethanol to remove single-client risk

Alexandre Pereira

Story type

#diversification (main category)

#energy transition

Benefits

▸ Reliance on oil and gas reduced by 5% while expanding client base.

▸ New markets outside Brazil being targeted.

Key findings

For young people

▸ Learn and take risks from day one. As you progress, these possibilities become more limited.

Claudio Evangelista

Commercial Manager CCO

How is EquipSea thriving?

EquipSea has transformed from a company with heavy reliance on oil and gas clients to a diversified manufacturer with its own product line in the sugar and ethanol industry. When a merger between major clients left the company exposed to significant single-customer risk, EquipSea rapidly pivoted its strategy by developing in-house engineering capabilities and new products for alternative markets. This bold approach led to the successful launch of sugar dryers, mud filters, automatic and continuous sugar centrifuges, and secondgeneration ethanol equipment. Through strategic hiring and market adaptability, the company expanded into new sectors while strengthening its position with additional oil and gas clients, demonstrating resilience and innovation in challenging market conditions.

The challenge – By late 2023, EquipSea faced a critical business challenge when Aker Solutions, SLB and Subsea7 made official their joint venture, bringing a new giant operation alive. The move left the company with essentially one major client in its portfolio. Having previously divided its business between OneSubsea and Aker Solutions, the consolidation created significant risk exposure.

The company recognised that depending on a single client was significantly precarious, making it vulnerable to market fluctuations and reducing its bargaining power – a situation that demanded urgent diversification of both clientele and markets.

Based in Piracicaba, a region of Brazil with a strong sugar and ethanol industry, EquipSea needed to leverage its geographical advantage while rapidly developing new capabilities beyond its traditional oil and gas expertise.

The solution – EquipSea managed to transform its business model within a year.

The first step involved assembling a ‘dream team’ of industry experts across commercial operations, engineering, production control and manufacturing. They were well experienced in the ethanol industry, which

gave EquipSea the subsidies to thrive in a new market.

With this team in place, EquipSea pivoted from being primarily a manufacturer of third-party engineered products to developing its own proprietary designs. Crucially, this transformation enabled the company to offer complete solutions directly to end clients rather than solely serving as a component supplier.

The boldness of EquipSea’s approach can be exemplified by two key initiatives. When Raízen, a client in the second-generation ethanol industry, faced an issue with a component that no supplier could resolve, EquipSea took the defective 5-ton part –set for disposal – and performed a retrofit at its own risk. Such was the hit of the successful project, new doors have opened in the biofuels sector.

Even more ambitiously, in March 2024, EquipSea identified strong market demand for sugar dryers capable of processing 25,000 bags daily. Recognising that the typical 5–6-month lead time would mean missing the upcoming harvest season, the company took the extraordinary step of engineering and manufacturing a R$2.5 million (US$500,000) dryer without a confirmed buyer. This 33ton, 19-metre-long piece of equipment represented a significant investment risk, but by September, EquipSea secured an order from sugar producer Granele. The equipment was delivered in January 2025, just in time for the harvest season.

This proactive approach required significant adaptations to EquipSea’s manufacturing facilities which were previously optimised mainly for the oil and gas components. Here, the company developed creative solutions to adapt existing resources, such as creating an innovative system for manufacturing rolling rings without needing to machine entire assembled parts – a more cost-effective approach than using conventional methods.

At the same, EquipSea expanded its oil and gas client base, moving from minor to major supplier status with Subsea7 and

For industry

▸ Keep an eye open for opportunities: the one who can adapt first will secure a larger market share.

For government

▸ Reduce constraints on companies in terms of taxes and regulations.

EquipSea at a glance:

Key products and services: manufacturing of welded, machined and coated parts, from wet Christmas trees to sugar dyers.

Main industries served:

▸ Oil and gas – 95%

▸ Others (energy): ethanol – 5%

Headquarters: Piracicaba, Brazil

Year established: 2017

Number of employees: 219

Revenue: £13.5m

completing registrations with Saipem, Dril-Quip, Siemens Energy and Inovex. With EIC’s support, the company also secured meetings with Petrobras senior management to explore direct qualification opportunities in subsea and other areas such as fertiliser plants.

The results of this diversification strategy have been impressive. In just one year, EquipSea reduced its reliance on oil and gas by 5%, expanding into biofuels. Revenue has grown from US$2.8m in 2019 to US$18m in 2023, with a temporary dip to US$15m in 2024 reflecting the transition period. It clearly shows that EquipSea is well posted for the long run projects and challenges that the main markets present.

Looking ahead, EquipSea is preparing to showcase its new product line at Fenasucro, the world’s largest fair exclusively focused on the bioenergy chain, where it will have a sizable exhibition booth. Outside of Brazil, the company is also targeting expansion in other Latin American markets, the Middle East and Africa, with a particular focus on clean energy-related sectors, as the company strategic management doesn’t measure challenges, but otherwise focus to bring solutions for them.

ERSG

Global expansion drives renewable energy recruitment leadership

How is ERSG thriving?

Jim Ryan CEO

ERSG, established in 2008 as a specialist renewable energy recruitment firm, has become a leading recruiter in renewables through strategic global expansion and vertical specialisation. With 192 employees across 16 offices spanning Europe, Asia and the United States, the company has built a robust international presence serving major clients including owner operators, OEMs, EPC contractors, consultancies and marine engineering. The London-based firm achieved a record year in 2024, doubling EBITA over two years while increasing net profit by 30%. At the same time, it has reduced debtor days from 90 to 45 and generates approximately £250,000 gross profit per consultant. Forecasting 1520% growth for 2025, the company continues expanding into new markets such as Spain, Dubai, South Korea and Australia.

The challenge - During 2021-2022, ERSG faced significant challenges in what was its most difficult period. Rapid growth exposed internal weaknesses in back-office operations and technology systems, and the company had to invest heavily (20% of turnover versus the typical 10-15%) in software, credit control and business processes to catch up with operational demands.

Meanwhile, market volatility, particularly influenced by political factors such as US policy changes under different administrations, created uncertainty in project pipelines. The renewable energy sector experienced severe talent shortages due to rapid industry growth, evolving technology and shifting regulatory demands, making recruitment highly competitive. Brexit complications added visa challenges for European talent, while increasingly complex global compliance requirements and changing freelancer legislation across jurisdictions added further operational difficulties. Access to funding for international expansion also proved challenging, with banks showing reluctance to support growth into new regions where both the company and developers were relatively unknown.

The solution - ERSG went about overcoming these challenges by focusing its energies on three core pillars: operational excellence, geographic expansion and vertical specialisation.

The company invested heavily in back-office

improvements, upgrading Sage systems and implementing TIFO compliance software while strengthening reporting processes and internal controls.

Geographic expansion became central to ERSG’s strategy as it began following clients around the world to reduce dependence on single markets. The company entered new territories, acquiring a Norwegian business in January 2024, opened offices in South Korea to serve the world’s largest offshore wind farm, and is planning further launches in Spain (June 2025), Dubai (late 2025) and Australia. This expansion has required sophisticated compliance management, with a dedicated legal team of five advisors and a 10-person compliance team ensuring adherence to local regulations.

The company has also shifted from being predominantly developer-focused to adopting vertical specialisation across different renewable energy segments. Here, it has developed innovative workforce solutions including Resource Process Outsourcing (RPO) services, exemplified by a successful US project where it hired 1,000 workers for blade manufacturing facilities at 30 hires per week.

Leadership strengthening has played a crucial role in the transformation. A new CFO appointment 18 months ago has been key to international expansion efforts, while the establishment of senior leadership team (SLT) meetings has improved strategic decision-making and risk management. The company has also maintained strong internal culture through quarterly staff appraisals, clear career progression paths and local leadership presence in each market.

Innovation in service delivery, meanwhile, has included creating Special Task Force solutions for troubleshooting specific industry challenges. A notable success was the WTG (Wind Turbine Generator) team’s deployment of 30 engineers to Taiwan, managing everything from visas to on-ground execution and completing the project ahead of schedule. As a result of this success, the team has subsequently moved to Japan for another project.

Technology adoption has enhanced recruitment processes, with extensive use of AI tools for information validation and business intelligence, though the company maintains that formal AI strategy is still evolving.

Currently, ERSG operates 16 offices globally with all locations remaining operational, which indicates the sustainable nature of its expansion. The company speaks more than 25 languages at headquarters, leadership

Story type

#resilience (main category)

#collaboration, #export, #innovation

Benefits

▸ Ongoing expansion to new markets, with a successful track record of projects worldwide.

▸ Recruitment processes enhanced by technology adoption.

Key findings

For young people

▸ Be present and commit to your job.

For industry

▸ Large organisations need to commit against greenwashing.

For government

▸ Be more robust and confident in the strategy towards net zero.

ERSG

at a glance:

Key products and services: workforce solutions.

Main industries served:

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Nuclear power

▸ Conventional power

▸ Energy storage

▸ Others (energy): transmission & distribution, data centre build, green technology, energy transition, environmental

▸ Others (non-energy): marine

Headquarters: Bromley, UK

Year established: 2008

Number of employees: 192

Revenue: £178m

Revenue from exports: 57%

tenure averages over five years, and division directors and country managers are promoted from within. The business model emphasising local presence in each market has proven successful, with clients increasingly engaging ERSG for international projects based on their global footprint and proven track record.

Looking ahead, ERSG continues expanding its focus on solar markets (previously strong in the US at 30-40%, and now growing in UK, Spain, Middle East and Australia) while maintaining leadership in offshore wind recruitment and investment in nuclear energy. The company’s entrepreneurial approach to client service, showcased by initiatives such as supporting recruitment and training in specific locations such as Buckie in Scotland, demonstrates its commitment to addressing industry skill shortages while building long-term client partnerships.

EIC Head Office

89 Albert Embankment

London SE1 7TP

UK

Tel +44 (0)20 7091 8600

Fax +44 (0)20 7091 8601

Email info@the-eic.com

EIC Continental Europe

Claas Helmke Regional Director, Continental Europe

Berlin

Tel +49 176 3141 2153

Email claas.helmke@the-eic.com

EIC Middle East PO Box 54455 Office No 5WA 228 West Wing Building 5A

Dubai Airport Free Zone Dubai UAE

Tel +9714 299 3945 Email dubai@the-eic.com

EIC Asia Pacific Lot 17-01 Level 17 Menara HLA No 3 Jalan Kia Peng 50450 Kuala Lumpur Malaysia Tel +603 2725 3600

Email kualalumpur@the-eic.com

EIC North and Central America PO Box 30557

Tel +1 713 783 1200 Email houston@the-eic.com

EIC South America

Ed.