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Energy Exports Conference 2026

EXPORT I DIVERSIFY I GROW

ENERGY SECURITY EDITION P&J Live Aberdeen I 2 – 3 September 2026 www.the-eic.com/EEC

EIC Inside

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

September 2026

ARDS FOR E AW N S ’

E EX NE B CO PO RG O N Y O FE RTS R N K O IN EN W G CE

2023 R NA TIO N A L T

RISE RP TE

THE K IN G

Guest editorial

Survive & Thrive X See the latest success stories from the new Survive & Thrive Insight Report

Fluorocarbon: engineering collaboration enables high-load PTFE bearing solution for offshore infrastructure

Spotlight on technology James Fisher and Sons: Digi Rig – digital certainty for well testing planning

www.the-eic.com

AssetMap

The North Sea's upstream crossroads: Decommissioning and the rise of tie-backs The ageing of oil and gas exploration and production infrastructure in the North Sea has become a central topic of discussion within the European upstream sector. With a mature network of platforms and pipelines, most of which were commissioned between the 1970s and 1990s, the prevailing trend across the UK and Norwegian sectors of the North Sea is the decommissioning of a complex fossil fuel production and transportation infrastructure. In addition, in line with international climate commitments, in November 2025, the UK government launched the North Sea Future Plan, establishing that no new licenses would be issued for the exploration of new fields, indicating that existing fields would instead be managed throughout the remainder of their operational lives. In the lead-up to taking office in July 2026, Prime Minister Andy Burnham has signalled a shift in emphasis rather than formal policy change, with reports suggesting greater flexibility for tie-back development as a route to expanding production within the existing licensing ban. As a result, tie-backs have become the only remaining pathway for oil and gas production development in the North Sea, whereby new wells are connected to existing offshore platforms or pipelines for processing and production. The decommissioning landscape in the North Sea is extensive. According to EICAssetMap data, there are currently more than 50 active energy infrastructure decommissioning projects across the region, representing over US$25bn in investment through to 2033. It is worth noting that regulatory and fiscal pressures in the North Sea, particularly within the UK sector, have acted as key drivers of the decommissioning market. The market remains active, with significant contract awards such as the one awarded to Allseas by TAQA UK in September 2025, focusing on the decommissioning of the Brae Alpha field infrastructure. However, factors such as the regulatory policies adopted by the UK authorities, European energy demand amid disruptions and bottlenecks across the global supply chain and the ageing infrastructure of North Sea assets have created favourable conditions for the implementation of tie-backs in recent years.

Eduard o

El-Had e

r Fantin

According to EICAssetMap, between June 2025 and June 2026, more than 15 tie-back fields and projects started operations in the North Sea. This significant number is expected to increase over the coming years, as the economic rationale behind tie-backs is considerably more attractive for North Sea operators, while also contributing to Europe's energy security. Producing oil and gas without the need to construct new platforms, while making use of existing infrastructure, is far more economically viable for operators. One example is Equinor's Eirin offshore gas field in Norway, which began production in May 2026. The field was tied back to the Gina Krog platform, whose economic life had previously been projected to end in 2029, placing it on track for decommissioning within this decade. By enabling the Eirin tie-back, Equinor extended Gina Krog's operational lifespan by seven years, from 2029 to 2036, illustrating how a viable tie-back opportunity can redirect an asset's trajectory away from decommissioning, at least temporarily. There is therefore a genuine tension within the North Sea upstream sector: decommissioning is removing the very infrastructure upon which tie-backs depend. Technically recoverable reserves therefore risk becoming permanently stranded if the supporting infrastructure is removed beforehand. At the same time, tiebacks and infrastructure reuse more broadly, can delay the decommissioning of specific hubs and platforms by extending their economically viable operational lives. The principal factor capable of shifting this balance lies in the fiscal and regulatory pressures affecting the UK North Sea, which may either accelerate or delay decommissioning projects. These factors shaping the European upstream market are highly relevant for the monitoring of European assets, as every decision to decommission a platform or hub brings forward (or may even eliminate) the value of neighbouring tie-backs that have yet to be developed. We have already managed to map platforms and vessels globally and in the future could include tie-back information related to assets as well. Eduardo El-Hader Fantini Europe OPEX and Decommissioning Intern eduardo.fantini@the-eic.com

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

Photo Gina Krog field in the North Sea © Equinor

Sector analysis

Inside this issue... Our industry is moving through a critical phase of project delivery, where practical execution matters more than ever. Inside this edition, we bring you insights from across the supply chain, featuring three guest editorials and Stuart Broadle two technology spotlights. These pieces y tackle real-world engineering hurdles, from Fluorocarbon's collaborative work on high-load PTFE bearings for offshore infrastructure to James Fisher and Sons providing digital certainty for well testing planning. They showcase exactly how our members are driving efficiency and solving operational challenges on the ground. This month, we are extremely proud to share the first 35 success stories from the 10th edition of our Survive & Thrive Insight Report. What began in 2016 to understand how companies reacted to the 2014 oil crisis has grown into a truly global initiative, tracking 135 energy supply chain companies across Europe, the Middle East, Asia Pacific and the Americas. The findings show an industry growing strongly, with 75% of participants reporting record revenues in 2025. Companies are responding to the geopolitical challenges and uncertainty through resilience, optimisation, diversification and digital technology. To celebrate a decade of these success stories, our World Energy Supply Chain Awards (WESCA) are expanding this year with new ceremonies in Berlin and Milan. To help businesses take that crucial step into new markets, our Energy Exports Conference (EEC) takes place this month in Aberdeen on 2 and 3 September. The Energy Security Edition is the premier event to identify global opportunities and meet key decision-makers. Bringing together over 1,500 attendees and 900 companies, EEC offers direct access to project developers and government representatives across oil and gas, hydrogen, wind, nuclear and carbon capture. It provides the market intelligence and supply chain connections required to build strategic partnerships and strengthen your international footprint. Stuart Broadley, CEO, EIC

EIC CEO Stuart Broadley with the latest edition: Survive & Thrive X

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Contents

Sector analysis 2 Inside this issue... 3 Guest editorial 4 EIC databases 6 Guest editorial 10 Member’s news 12 Spotlight on technology 13 New EIC members 14 Spotlight on technology 17 Guest editorial 20 Member news 22 Social media round up 29 Events calendar 30 International trade 32 UK news 33 Middle East news 34 Asia Pacific news 35 North America news 36 South America news 37 Survive & Thrive X 38 EIC (Energy Industries Council)

Guest editorial Fluorocarbon: engineering collaboration enables high-load PTFE bearing solution for offshore infrastructure The challenge

A major EPC contractor working on an offshore infrastructure project required a high-performance PTFE bearing solution for a recessed sliding application operating under extreme compressive loads. The bearing system needed to withstand pressures exceeding 85MPa while maintaining a low and stable coefficient of friction against a stainless steel counterface. The application presented several engineering challenges. Tight installation constraints and a recessed design limited the use of conventional slide-bearing configurations, while the customer also required independently verified performance data to support internal approvals and long-term operational confidence. Early-stage evaluations indicated that a standard PTFE solution would not provide sufficient performance margin for the application.

A collaborative engineering approach

Fluorocarbon adopted a collaborative, engineering-led approach from the outset, working closely with both the EPC contractor and end customer to understand the operational requirements, installation constraints and long-term performance expectations. Rather than focusing solely on material selection, Fluorocarbon evaluated the complete bearing assembly and explored alternative configurations, thickness's and counterface arrangements to optimise load distribution and frictional behaviour.

Throughout the project, clear technical communication ensured that all stakeholders understood the capabilities, limitations and performance implications of each option under consideration.

Developing the solution

To meet the demanding load requirements while accommodating the installation constraints, Fluorocarbon developed a hybrid bearing assembly incorporating a Fluorinoid® FL830 material pad attached to a steel backing plate. The steel backing plate ensured consistent flatness across the bearing surface and was produced in multiple sizes to suit the application geometry. In addition, a purpose-designed counter surface was specified to further reduce friction and support long-term sliding performance. (Figure 1) Following installation and verification, the backing plate was welded into the existing structure, allowing the solution to be integrated without major structural modifications.

Validated performance

The final bearing solution was supported by EN 10204 3.1 certified testing, including both compressive and friction performance validation. Compressive testing demonstrated a highly repeatable stress-strain response across the Fluorinoid® FL830 material, with the material comfortably exceeding the 85MPa compressive load requirement while maintaining very low strain levels.

Comparative testing showed that FL830 significantly outperformed traditional PTFE bearing compounds such as FL129 in terms of strength, rigidity and structural support, making it particularly suitable for demanding high-load applications. (Figure 2) Friction testing also demonstrated a low and stable coefficient of friction under specific loads approaching 90MPa, with minimal variation over repeated cycles and negligible wear. The results confirmed predictable long-term sliding performance against stainless steel counterfaces under extreme operating conditions. (Figure 3)

The outcome

Early technical engagement and open collaboration enabled the customer to make informed decisions with confidence while reducing both technical and commercial risk. The final solution avoided the limitations associated with standard PTFE bearing materials and demonstrated Fluorocarbon's ability to support complex, non-standard applications in offshore and infrastructure environments where conventional approaches may not be sufficient.

Supporting high-performance infrastructure

Fluorocarbon combines fluoropolymer expertise with an applicationfocused engineering approach to help customers solve demanding sealing, bearing and wear challenges. By prioritising technical collaboration, transparent communication and long-term performance validation, the company supports reliable solutions for critical energy projects worldwide.

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

Figure 1: Typical maximum dynamic loadbearing capability of different bearing materials and designs.

About Fluorocarbon

Founded in 1962, Fluorocarbon has grown into a leading global provider of high performance fluoropolymer components, engineering plastics and stock shapes. The company is proud to be a trusted partner to global market leaders, delivering innovative, high-quality solutions that drive performance in critical industries such as semiconductor, aerospace, oil and gas and hydrogen energy.

Figure 2: Compressive test results comparing stress-strain behaviour of comparing traditional PTFE compounds (Fluorinoid® FL129) against new high pressure bearing material (Fluorinoid® FL830).

Fluorocarbon doesn’t just supply materials, it provides engineered solutions designed to meet the most demanding applications, with manufacturing sites and sales offices in the UK, Europe and Asia, alongside a network of global partners, Fluorocarbon offers cost-effective, precision-engineered solutions from material selection to manufacturing and distribution. Its commitment to quality and customer success ensures that the company doesn't just meet expectations, it exceeds them.

Figure 3: Coefficient of friction data comparing traditional PTFE compounds (Fluorinoid® FL129) against new high pressure bearing material (Fluorinoid® FL830).

Further information on Fluorocarbon can be found at... https://fluorocarbon.co.uk/

EIC (Energy Industries Council)

DataStream ANGOLA

Global opportunities AUSTRALIA

CANADA

Block 31: Palas, Astraea and Juno (PAJ)

Hunter Valley Hydrogen Hub

Greenlight Electricity Centre (Phase 1)

Operator: Azule Energy Value: US$5.1bn A FID has been reached on the project. Contracts have been awarded to: CIMC Raffles (EPCIC for the FPSO); Saipem (T&I services); TechnipFMC (flexible flowlines and risers); Baker Hughes (subsea production system); OneSubsea (umbilicals) and Vallourec (rigid pipes).

Operator: Orica Value: US$600m Orica has reached FID on the project following the guarantee from ARENA that it will receive funding under the Hydrogen Headstart Programme. Plug Power has been awarded the contract to supply the electrolysers.

Operator: Pembina Pipeline Corporation Value: US$3.24bn A positive FID was made in July 2026. Major contracts were awarded to Siemens Energy. TRA, a consortium of Aecon Group and Tecnicas Reunidas has been awarded the EPC contract.

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

OMAN

ROMANIA

VIETNAM

Duqm Green Steel Project

Onshore Wind Farm Pestera II

Dung Quat Oil Refinery Upgrade and Expansion

Operator: Meranti Green Steel Value: US$3bn Larsen & Toubro has been awarded the FEED contract for the planned 2.5mtpa green direct reduced iron (DRI) and hot briquetted iron (HBI) plant in the Special Economic Zone at Duqm. The FEED scope covers engineering design, process integration, cost estimation, execution planning and project scheduling.

Operator: Copenhagen Infrastructure Partners Value: US$500m Copenhagen Infrastructure Partners (CIP) has reached financial close on the wind farm. Nordex will supply 56 of its N163-6.X wind turbine series with a rated capacity of 7MW each, while Romanian contractor Electrogrup will deliver balance-of-plant works.

Operator: Binh Son Refining and Petrochemical Company Value: US$1.5bn The operator has awarded the EPC contract for the project to a consortium comprising China Chengda Engineering and Beijing Petrochemical Engineering. The EPC work is expected to be completed by 2029.

AssetMap

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

THE VOICE OF THE ENERGY SUPPLY CHAIN

DataStream

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WITH EICDATASTREAM YOU CAN: • Access details on over 17,000 CAPEX

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CO N U EW AD NT D RI ED ES

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 16 regions, now covering the UK, France, Germany, Spain, Italy, Netherlands, Norway, UAE, Oman, Saudi Arabia, Malaysia, Singapore, Indonesia, Japan, US and Brazil.

• An in-depth look at profiles of more than 11,500 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.

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BOOK A DEMO To learn more about EICSupplyMap visit www.the-eic.com/MarketIntelligence/EICSupplyMap

Guest editorial with Tom England,

Sales and Marketing Manager,

Jo Bird & Co Ltd

Innovation in the energy sector: delivering technology that matters

Innovation, automation and digitalisation continue to dominate conversations across the global energy sector. Whether supporting offshore oil and gas developments, offshore wind farms, hydrogen infrastructure or carbon capture projects, manufacturers are under increasing pressure to demonstrate not only the quality of their products, but also their technological capabilities. Artificial intelligence, automated production, digital twins and smart manufacturing have become common talking points throughout the industry. These technologies undoubtedly have the potential to improve efficiency, increase transparency and streamline operations. However, amid the excitement surrounding digital transformation, manufacturers should ask an important question: does this innovation genuinely deliver value to the people who specify, install and operate our products? In an industry where safety, reliability and long-term performance remain paramount, innovation should never become an objective in itself. Instead, it should be adopted where it solves real problems, improves project delivery or provides meaningful benefits throughout an asset's lifecycle. The pressure to innovate There is no denying that expectations have changed. Customers increasingly expect suppliers to demonstrate digital capabilities alongside engineering expertise and manufacturers are investing heavily in automation, data integration and digital engineering tools to remain competitive.

For some businesses, particularly specialist manufacturers with decades of engineering experience, this rapid pace of change can create the impression that traditional strengths are becoming less important. Companies that are not showcasing the latest digital initiatives may feel they are viewed as being behind the curve, despite continuing to produce high-quality, dependable products that have been successfully deployed for many years. However, innovation should not be measured solely by the technology a manufacturer adopts. It should be measured by the value that technology delivers. Within the energy sector, customers are rarely looking for digitalisation for its own sake. They are looking for products that perform reliably in demanding environments, reduce operational risk and support the longterm success of their assets. Engineering excellence remains the priority The environments in which energy infrastructure operates leave little room for compromise. Offshore platforms, FPSOs, refineries, substations and offshore wind turbines are expected to perform reliably in some of the harshest conditions imaginable. Components are exposed to saltwater, extreme weather, vibration, chemical attack and continuous operation over many years. Equipment failures can lead not only to costly downtime but also significant safety and environmental consequences. For operators, EPC contractors and engineering consultants, confidence comes from proven performance.

Products that have been independently tested, demonstrated in service and shown to meet or exceed recognised industry standards continue to provide reassurance that cannot be replaced by digital marketing or technological buzzwords. Compliance, traceability, durability and technical support remain central to specification decisions across both traditional and renewable energy projects. This should reassure manufacturers who may feel they are not leading every aspect of the digital transformation. Engineering expertise, manufacturing quality and customer service remain every bit as valuable today as they have always been. Digital innovation with a clear purpose This does not diminish the importance of innovation. Quite the opposite. Digital technologies have the potential to transform many aspects of manufacturing and project delivery – but only when they are implemented with a clear understanding of customer needs. One area where this is becoming increasingly valuable is environmental reporting. As governments, operators and developers pursue ambitious decarbonisation targets, the demand for accurate environmental data has increased significantly. Procurement decisions are no longer based solely on technical performance and cost; sustainability credentials are becoming an increasingly important consideration. To support these changing requirements, we have integrated real-time carbon tracking into our ERP system, enabling embodied carbon data to be captured and reported at company, product and individual customer order level.

Levidian can be found Get Further in touch information Any ShareEIC your on members Peterson news and who Energies views... wish to can beat... be profiled foundin at... this section please contact us... Email www.levidian.com energylogistics.onepeterson.com newsdesk@the-eic.com info@the-eic.com Phone +44 (0)20 7091 8600

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bird.co.uk

Guest editorial

Automation can improve manufacturing consistency and productivity. Digital engineering can accelerate project delivery. Real-time environmental reporting can strengthen sustainability credentials and support customers' reporting requirements. However, none of these technologies diminish the importance of product quality, rigorous testing, compliance with international standards or the experience of skilled engineers.

This provides customers with greater transparency throughout the supply chain, helping them meet reporting obligations while making more informed procurement decisions. Rather than being an additional administrative burden, carbon information becomes readily available as part of the manufacturing process itself. This is a practical example of digitalisation adding genuine value— not because it is fashionable, but because it addresses an increasingly important industry requirement. Improving collaboration through digital engineering The benefits of digital innovation extend beyond manufacturing and sustainability reporting. Engineering teams are continually under pressure to deliver projects faster while maintaining the highest standards of quality and accuracy. Tight project schedules, increasingly complex specifications and greater collaboration between stakeholders all place demands on design teams. Automated drawing generation using configurable 3D CAD models offers a practical solution to these challenges. By allowing engineers to configure products in real time, accurate projectspecific drawings can be produced far more efficiently than traditional manual processes. This not only reduces engineering time but also improves consistency, minimises the potential for error and enables design changes to be incorporated much more quickly. For consultants, EPC contractors and end users alike, this results in smoother project delivery, improved communication and greater confidence that products will integrate seamlessly into the wider design.

Technology in this context is not replacing engineering expertise. Instead, it allows experienced engineers to spend more time solving technical challenges and less time undertaking repetitive administrative tasks. Supporting the energy transition The energy landscape continues to evolve at pace. While oil and gas remain critical to global energy security, investment in offshore wind, hydrogen, carbon capture and other low-carbon technologies continues to grow. Increasingly, manufacturers find themselves supplying products across multiple sectors, often serving customers involved in both traditional and renewable energy projects. Despite the diversity of these markets, customer expectations remain remarkably consistent. Whether supporting a subsea oil and gas development or a new offshore wind installation, operators expect products that are reliable, compliant, easy to install and capable of performing over decades of service. Increasingly, they also expect greater transparency regarding environmental performance and lifecycle impacts. Manufacturers therefore face the challenge of balancing established engineering excellence with carefully targeted innovation that supports the industry's transition without compromising reliability or safety. Finding the right balance The future of manufacturing within the energy sector is unlikely to be defined by companies that simply adopt every emerging technology. Instead, success will belong to those organisations that understand where innovation genuinely creates value.

Further information on Jo Bird & Co Ltd can be found at... www.jobird.co.uk

The industry's digital transformation should therefore be viewed as an evolution rather than a replacement of established engineering principles. Looking ahead Innovation will undoubtedly continue to shape the future of the energy sector. Advances in artificial intelligence, automation, digital manufacturing and data analytics will continue to create new opportunities for manufacturers and operators alike. The challenge is ensuring these technologies are implemented for the right reasons. Customers do not invest in innovation for its own sake. They invest in solutions that reduce risk, improve efficiency, simplify project delivery and provide confidence throughout the lifecycle of their assets. Manufacturers should therefore continue to ask a simple question whenever evaluating a new technology: will this make a meaningful difference to our customers? If the answer is yes, innovation becomes a powerful enabler. If the answer is no, then engineering excellence, proven performance and customer support remain the qualities that will continue to define success. For the energy sector, the future is not about choosing between innovation and reliability. It is about combining the two – using technology to strengthen the foundations that have always mattered most. When digital innovation is built upon proven engineering, manufacturers are not simply keeping pace with change – they are helping to shape the future of the industry. EIC (Energy Industries Council)

Member’s news

www.dhl.com/gb-en/home.html

DHL expands Asia Pacific data centre logistics capabilities to support growing regional demand DHL has announced the expansion of its data centre logistics capabilities across the Asia Pacific region, strengthening its position as a strategic partner for hyperscalers and data centre operators as AI investment accelerates and large-scale deployments move into execution.

With the data centre logistics market increasing from US$23bn in 2025 to approximately US$35bn by 2030, these complex environments call for speed, security and specialised handling, which DHL is well-positioned to support the entire data centre life cycle.

The expansion includes more than 30,000 sq metres of dedicated warehouse capacity currently in operation across Asia Pacific, with a further 130,000 sq metres of committed expansion and built-to-suit development in Malaysia and Thailand scheduled to go live over the next two years. In total, DHL will support more than 160,000 sq metres of data centre logistics infrastructure across key markets in the region.

Market projections show Asia Pacific as the world's next data centre hub, with approximately US$800bn (~€730bn) in data centre investment expected across the region by 2030. As the region enters this sustained phase of large-scale data centre execution, customers need more than capacity; they need execution certainty. Our investments in dedicated infrastructure and advanced white glove capabilities are designed to deliver that certainty by combining precision, consistency and speed in some of the region's most demanding deployment environments.

Photo 2026 © DHL

The expansion directly responds to Asia Pacific's rapid data centre growth and builds on a commitment that DHL Supply Chain made in March 2026 to add 10 dedicated warehouses in North America to address hyperscaler demands, as the company ramps up its data centre logistics capabilities globally. Driven by rising demand for AI, cloud services and digital connectivity, data centre operators face increasing pressure to manage tighter timelines, complex crossborder supply chains and the movement of high-value equipment into active construction environments.

Javier Bilbao, CEO, Asia Pacific, DHL Supply Chain

DHL's expansion addresses these challenges by combining fully dedicated, high-security warehousing with specialised service logistics solutions that support complex, multi-phase deployment programmes. A central pillar of the expansion is DHL's investment in upskilling its workforce in advanced white glove handling and specialised technical services. This enables teams to shift critical preparation and integration work from live construction zones to controlled logistics environments. Specialised technical services further address the complexities of data centre logistics. These services include server rack frame assembly, mounting components, intra-rack cabling, functional testing and secure packaging to protect sensitive server equipment during transport. By building these technical skills in dedicated teams and completing these activities in purpose-built logistics hubs, DHL helps customers reduce onsite congestion, lower installation risk and maintain build schedules, even as infrastructure density and deployment complexity increase.

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www.james-fisher.co.uk

DIGI RIG: DIGITAL CERTAINTY FOR WELL TESTING PLANNING

Well testing operations are only as robust as the information they are built on. Yet across the industry, planning is still too often driven by fragmented drawings, siloed data and time critical offshore verification visits. The result is unnecessary cost, schedule pressure and avoidable risk. R2S, brought to you by James Fisher and Sons, was originally developed to solve a different challenge: how to make complex asset information truly accessible, trusted and usable by the people who rely on it most. Over time, that same philosophy has shaped its evolution into well testing planning, most notably through the development of Digi Rig. Digi Rig brings high resolution digital capture and the R2S platform together to give well testing teams something they rarely have at the planning stage: absolute clarity. Using a single offshore capture, Digi Rig generates a precise, fully interactive digital twin of the well test area. Equipment layouts, interfaces, clearances and key engineering data are visualised in one trusted environment, allowing teams to plan with confidence long before mobilisation.

What sets this approach apart is how deliberately it supports real engineering and operational workflows. Pipework routing can be designed and validated early, clashes identified in minutes and HSE risks assessed while changes are still easy to make. Teams arrive offshore already familiar with the rig layout, reducing uncertainty, repeat visits and pressure during execution. As well testing programmes become more complex and margins tighten, the industry is increasingly recognising the value of moving decision making onshore. Digi Rig, delivered through R2S, reflects a broader shift towards digital preparedness, where certainty is built in at the planning stage, not chased offshore. The technology itself is powerful, but its real impact lies in what it enables: safer planning, faster mobilisation and better outcomes for well testing teams operating in some of the industry's most demanding environments. If you'd like to discuss the topics raised in this article, please contact Peter Morley, Business Development Manager, James Fisher and Sons plc by contacting: energymarketing@james-fisher.com

Get in touch Any EIC members who wish to be profiled in this section please contact us... Email info@the-eic.com

EIC (Energy Industries Council)

New EIC members NEW GLOBAL MEMBER

NEW PRIMARY MEMBER

Brüel & Kjær Vibro

Denholm Port Services Ltd

Wittichstraße 6 64295 Darmstadt Germany

Unit 2 Gateway Business Park Beancross Road Grangemouth FK3 8WX UK

Fragomen Malaysia Sdn Bhd

Contact Anna Engel, Team Manager Marketing Communications

Contact Daniel Kelly, Head of Finance & Commercial Development (Central)

Telephone +49 (0)6151 428 0

Telephone +44 (0)1324 499 500

Email anna.engel@bkvibro.com

Email commercial@ denholm-portservices.com

Web www.bkvibro.com

Web www.denholm-portservices.com

Brüel & Kjær Vibro (B&K Vibro) is one of the world's largest suppliers of machinery protection and condition monitoring systems for rotating and reciprocating industrial machinery, such as pumps, turbines, compressors, motors, generators and gearboxes.

Denholm Port Services was established in 1866 as a ships agent in Greenock. The company, now managed by the seventh generation of the Denholm family, continues to operate one of the largest port agency companies in the UK, as well as expanding the business into other maritime, fishing and energy logistic businesses.

The company's offering comprises hardware, software, sensors and all of the required services, training and consulting to install, use and apply its solutions. With more than 80 years of experience in vibration monitoring, Brüel & Kjær Vibro has helped its customers protect their assets from catastrophic failure as well as help them in planning maintenance based on actual mechanical condition.

Based in Grangemouth, Denholm Port Services handles over 6,500 port calls around UK ports annually. Its offices are leaders in energy logistics and have a significant level of project management experience that clients can rely on in terms of port agency, customs, project logistic management and procurement.

Tuesday 22 September 2026

CONNECT

Blu Hotel UAE Radisson Abu Dhabi Get in touch Share your news and views...

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

Suite 21-1, Level 21, The Vertical UOA Corporate Tower, Avenue 10 8, Jalan Kerinchi, Bangsar South 59200 Kuala Lumpur Malaysia Contact Khalisha Sharifah, Practice Leader Telephone +60 03 2280 3600 Email ksharifah@fragomen.com Web www.fragomen.com With 75 years of experience, Fragomen is a leading global firm dedicated to immigration and mobility services, providing support in more than 170 countries. The company has over 5,800 professionals operating across more than 70 offices throughout the Americas, Asia Pacific and EMEA. Fragomen supports all aspects of global immigration, delivering strategic immigration guidance, tailored mobility strategies and visa support to help clients effectively manage their international workforce. In Malaysia, Fragomen is at the forefront of immigration services. With offices in Kuala Lumpur and East Malaysia, Fragomen partners with businesses and individuals to deliver immigration solutions that meet their unique needs.

New EIC members

NEW GLOBAL MEMBER

NEW PRIMARY MEMBER

Panametrics

RSN Electrical Services Ltd

1100 Technology Park Dr Billerica, MA 01821 US

Unit 3, K3 Business Park 200 Clough Road Hull UK

Contact Ana Chapa, Product Marketing Manager

NEW KUALA LUMPUR NETWORKING MEMBER

Shapadu CR Asia Sdn Bhd Suite 901, 9th Floor Campbell Complex, 98 Jalan Dang Wangi, 50100 Kuala Lumpur Malaysia

Contact Laura Green, Office Manager Telephone +44 (0)1482 296 500

Contact Rano Ariff Musa, Chief Operating Officer

Email ana.chapa@bakerhughes.com

Email laura.green@rsn-uk.com

Telephone 03 2698 8088

Web www.panametrics.com

Web www.rsn-uk.com

Email rano.ariff@shapadu.com.my

Panametrics pushes the boundaries of gas, moisture, flare and flow measurement, advancing the industry through proven analyser technologies, ultrasonic measurement systems and innovative flare emissions management solutions trusted in the most demanding environments.

RSN Services is a specialist electrical and instrumentation contractor delivering engineering, construction, commissioning, maintenance and project delivery across the energy and industrial sectors.

Shapadu CR Asia Sdn Bhd (SCRA) is a leading Malaysian provider of integrated plant maintenance and turnaround services for the oil, gas and energy industries.

Telephone +1 978 437 1000

The company's relentless focus on accuracy, reliability and performance turns critical measurements into meaningful insights, enabling customers to operate with confidence across complex applications.

Through its 'one team' approach, the company works collaboratively with clients and partners to deliver complex projects safely, efficiently and to the highest standards. Beyond project delivery, RSN Services is committed to developing the next generation, creating safer and better working environments, supporting the UK's energy security and playing its part in the energy transition, building lasting relationships and helping create a stronger, more sustainable industry for the future.

Established in 2019, the company specialises in mechanical maintenance, turnaround execution, static equipment repair, valve servicing, heat exchanger maintenance, fabrication, catalyst handling and manpower solutions. Operating primarily at the Pengerang Integrated Complex, SCRA is recognised for its commitment to safety, quality, operational excellence and project delivery. With over RM513m in secured projects, more than 4.83m LTI-free manhours and HSE recognition awards, SCRA continues to deliver value through innovation, integrity and customer-focused solutions.

17-18 November 2026 Manchester

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EIC (Energy Industries Council)

www.ventureuae.com

MANDOOB AI.P.R.O, THE AI-POWERED DIGITAL P.R.O PLATFORM

As the UAE’s Zero Bureaucracy Programme accelerates the shift towards fully digital government services, businesses across the energy and oil and gas sectors face mounting pressure to modernise how they manage regulatory and administrative obligations or risk falling behind. Venture Plus Consultancy Services has developed a direct response to this challenge: MANDOOB AI.P.R.O, an AIpowered Digital P.R.O platform purpose-built for businesses operating in complex, highly regulated environments. The name reflects the platform's core purpose, to digitally replicate and elevate everything a traditional P.R.O officer does, at scale. The platform brings together artificial intelligence, ERP integration and dedicated back-office support into one unified digital ecosystem. For established energy-sector operators managing large workforces, multi-entity structures and time-critical compliance requirements, MANDOOB AI.P.R.O replaces fragmented manual processes with a cloud-based, mobileaccessible solution. Visa processing, labour and immigration requirements, licence renewals, document tracking and government compliance obligations are all centralised within a single platform – giving senior leadership real-time visibility without the administrative drag.

What sets MANDOOB AI.P.R.O apart is its intelligent support layer. Automated renewal reminders, proactive compliance alerts, real-time transaction updates and integrated dashboards are backed by a dedicated P.R.O team – ensuring businesses receive both technological efficiency and the human expertise that complex government interactions still demand. For companies already embedded in UAE's regulatory ecosystem – navigating ADNOC requirements, Emiratization commitments and multi-authority transactions simultaneously – this is not merely a productivity tool. It is a strategic enabler that protects compliance, reduces operational risk and frees internal teams to focus on core business delivery. As digital governance becomes central to the UAE's longterm economic vision, MANDOOB AI.P.R.O positions energy sector businesses at the forefront of that transformation – operationally ready, fully compliant and built to scale. Through MANDOOB AI.P.R.O, Venture Plus Consultancy Services is supporting the next phase of digital enablement for the UAE's industrial and energy sectors. For more information, contact Venture Plus Consultancy Services: www.ventureuae.com

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Guest editorial by

Mark Hol,

Managing Director Netherlands, Peterson Energies The value of integration for supply chain resilience in offshore wind

The big picture Europe’s renewables landscape is scaling rapidly. With over 100 offshore wind farms now in operation and many more projects currently under construction or in planning, the North Sea possesses a significant renewable energy pipeline. But the offshore wind environment can be complex and hazardous, calling for meticulous coordination, planning and execution. Alongside this, the logistics scope for these sites can be vast, requiring everything from the transportation and heavy-lift of huge components to flight chartering for turbine technicians. At an operational level, offshore renewables can draw from the broader energy industry's deep experience of safely managing complex logistical scopes, especially for specialist areas like marine co-ordination and handling oversize or fragile cargo. But it's important to consider what can be learned on a strategic level too. Because the renewables sector also requires sound contracting strategies – that optimise delivery and make commercial sense. Until now, some companies have defaulted to using multiple contractors for their different logistical needs. With this siloed approach, offshore wind companies can find themselves dealing with challenges like additional administrative burdens and more interfaces, not to mention the increased costs and potential knockon effect to safety management.

A smarter solution As the renewables sector continues to scale, it warrants a more sophisticated approach – where logistics support is simplified and streamlined. Integrated logistics solutions combine different services and functions into a unified, end-to-end offering. This turnkeystyle concept is not new – our team at Peterson has tried, tested and proven it in the wider energy sector – and some early movers in the renewables industry have already seen the benefits of replicating this approach. In recent years, Peterson has been involved in supporting over 16 wind farms across the North Sea. At the Sofia wind farm, for example, we are supporting GE Vernova across every aspect of their logistics requirements. A successful first year gave GE Vernova the confidence to extend the contract for our 'onestop-shop' service.

Less hassle, greater accountability A full in-house solution – like we implemented at Sofia – is where the logistics partner is trusted to act as a central co-ordination hub, or focal point. Multiple vendors, locations and interfaces are managed by a single project team. By consolidating all responsibilities under one accountable partner, all the operator's requirements – from chartering SOVs and CTVs to helicopters, secondment of (technical) personnel and storage – are being managed in an interconnected, efficient and effective way, to the highest possible safety standards and in full compliance with regulatory requirements.

Get Further in touch information Share your on Peterson Levidian news and can Energies views... be found can at... be found at... Email www.levidian.com energylogistics.onepeterson.com newsdesk@the-eic.com Phone +44 (0)20 7091 8600

This agile model helps optimise resources and makes lines of communication quick and easy, freeing the operator to focus on strategic priorities while we manage the operational detail. Accountability for safety is then centralised and with a single, consistent set of safety processes in place, hazards can be addressed early on. It also gives customers end-to-end visibility of the full supply chain, improving efficiency and easing the administrative burden. Peterson owns a range of equipment in-house including forklifts, mobile cranes, transport vehicles and lifting accessories, giving us the ability to act safely and quickly on a range of lifting and transport tasks, without relying on external third-party providers. This, combined with our integrated approach, is what really sets us apart, making us a valuable and wellrecognised supply chain partner.

Sustainability and cost impacts The benefits of a robust logistics model go beyond simpler workflows. Through clever planning, customised, multi-location logistics strategies can help connect countries hundreds of miles apart, resulting in more sustainable and cost-effective delivery. Locations play a key role in the integrated service model. Peterson's six strategically placed supply bases like Den Helder, IJmuiden and Lowestoft have been carefully selected for their close proximity to offshore wind developments, allowing for maximum flexibility and quick, direct access.

Guest editorial

Mark Hol is Managing Director Netherlands for Peterson Energies, leading teams responsible for integrated logistics services for the offshore energy industry A strong geographical footprint means that different locations in different countries can be used flexibly, in a way that's tailored to the customer's needs. For example, a dual port and aviation strategy allows helicopter flights and vessel calls to be optimised across multiple locations, potentially saving fuel, resources and time.

Technology as a strategic lever Having the right technology and data gives invaluable insight and analysis for operational teams and clients. Our customers have access to real-time tracking and data for the full logistics value chain as a whole. The digital Lighthouse platform encompasses all the elements of offshore wind logistics into one ecosystem, allowing us to marry up quayside support; vessel chartering and agency; storage; equipment laydown; quayside and loading cranage; construction cranage; lift-planning; transportation; waste handling and managed lifting services. We are continually refining and evolving the capabilities of the digital suite, based on customer feedback. Just a few weeks ago we introduced the Air app, giving visibility of flights, passengers and PPE, with built-in controls that prevent noncompliant equipment from being issued.

A replicable model that works While standalone contracts might work for certain projects, as wind companies continue to expand offshore, the challenges associated with separate, disconnected scopes are likely to increase and the case for all-encompassing logistics support becomes stronger. Renewables companies that have already appointed an integrated logistics partner recognise how this model can safely and effectively support the entire wind farm lifecycle, from the installation and cable laying vessels at the start of the development right through to the operations and maintenance and decommissioning phases. Rather than being at arm's length, a comprehensive logistics provider becomes an extension of the team, unburdening offshore wind teams to focus on what matters most – delivering safe operations.

Photos © Peterson Energies 2026

It's also possible to facilitate collaboration between oil and gas and offshore wind, delivering economies of scale through pooling and sharing initiatives. By grouping cargoes together, the pooling and sharing of vessels empowers multiple operators to make tangible cost and carbon savings by reducing the sailing distances. Peterson currently facilitates a pool in the Southern North Sea (SNS) – one of the largest offshore wind development areas in Europe. The SNS Pool services around 130 locations offshore of the Netherlands, UK and Germany and Denmark. Use of the SNS Pool can cut logistics costs by up to 60% per voyage, protecting customers from volatile spot rates.

The environmental impact is also minimised, with fuel reduced by up to 50% through shared cargo runs.

EIC (Energy Industries Council)

Member news

ABB launches condenser package to strengthen grid stability for data centres The rapid expansion and high energy use of artificial intelligence (AI) data centres is placing new demands on power grids to maintain stability during rapid, large-scale changes in power demand. As AI adoption accelerates globally, power stability is emerging as a critical bottleneck to scaling new data centre capacity, which is projected to nearly quadruple by 2030. At the same time, AI workloads introduce rapid, large-scale fluctuations in power demand. If not managed properly, these dynamic load patterns can disrupt voltage and frequency stability, delay grid connections and increase stress on critical infrastructure. ABB has launched a pre-engineered, modular synchronous condenser package designed to help operators overcome these grid constraints, enabling faster deployment while maintaining reliable power system performance. ABB's synchronous condenser package addresses this challenge at the grid connection point. It provides instantaneous inertia and dynamic reactive power to stabilise voltage and frequency in real time – helping absorb sudden load swings and prevent disturbances from spreading across the network. Get in touch Share your news and views...

For operators, this translates into clear outcomes: faster time to operation through a pre-engineered, modular design; simplified grid approval by addressing stability requirements upfront; improved reliability; and scalable capacity growth without redesigning core power systems. The fully integrated modular solution combines a predefined foundation, synchronous condenser, flywheel, starting system, lube-oil system, configurable cooling options, auxiliaries, e-house and noise enclosure as an option in a compact, standardised package. The flywheel is specifically designed for stabilisation of electrical networks and features an integrated safety enclosure i.e. no extra safety barriers are needed. The single-source delivery across mechanical, electrical and control systems reduces onsite complexity, shortens installation timelines and streamlines the path from project planning to operation – providing greater certainty throughout the project lifecycle. As AI infrastructure continues to expand, ABB's synchronous condenser package positions power stability as a key enabler of growth – supporting faster deployment, resilient operations and long-term infrastructure performance.

For more information: www.abb.com

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

Amarinth designs bespoke low NPSH pumping solution for Nigeria's NLNG delivery pipeline Amarinth is developing four bespoke drain disposal pumps for the NLNG crude delivery pipeline at the Gbetiokun Field, further expanding its footprint in the African energy sector. As a world-class, net zero manufacturer, Amarinth specialises in centrifugal pumps and equipment designed to reduce long-term operating costs through highperformance engineering. Its versatile solutions support a broad spectrum of industries globally, spanning onshore and offshore oil and gas, renewable and nuclear energy, defence, desalination and the process and industrial markets. The Gbetiokun Field, located within the Niger Delta's OML 40 license area, is a vital oil and gas asset. As part of an infrastructure expansion to scale up its contribution to the national delivery network, four drain disposal pumps were required for an onshore facility along the NLNG crude delivery pipeline. However, the project hit a major technical roadblock when the pumps had to empty a tank located beneath them. This configuration created an exceptionally low net positive suction head (NPSH) which, if not addressed, would cause pump cavitation and risk severe equipment damage. Several pump manufacturers were initially consulted, but none could deliver a viable solution for these extreme operating conditions. Recognising the need for specialist skills, the project engineers ultimately turned to Amarinth. Leveraging its extensive expertise in designing pumps for very low NPSH environments, Amarinth worked closely with the pipeline engineers to develop a bespoke solution. The resulting system eliminates the need for a priming chamber by integrating an API 610 pump with a specialised, upstream vacuum unit to generate the necessary suction, ensuring reliable operation without a traditional suction head.

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Automated fluid management: Managed by an automated control system, the unit will expel air from the pipework to lift fluid to the pump level. Once the centrifugal pump is fully primed, it will be automatically switched on and the primary unit switched off. Modular and flexible design: The self-priming units will be fully modular. The material of the priming unit is specified to match the pipework and pump and key components selected to suit the customer-specific approved vendor list (AVL). This innovative approach provides a commercially viable solution to a predicament that had previously stalled the project's progress. Amarinth is a carbon net zero organisation delivering worldleading expertise in the design, application and manufacture of centrifugal pumps and associated equipment for critical applications in many of the most arduous and hostile environments around the globe.

For more information: www.amarinth.com

Arup supports ENGIE on acquisition of UKPN Arup has supported ENGIE on its successful acquisition of UK Power Networks (UKPN), the UK’s largest electricity distribution network operator. This transaction represents one of the largest energy deals in UK history, with an enterprise value of £15.8bn.

We are pleased to have supported ENGIE on the acquisition of UKPN. The work brought together commercial, technical and ESG expertise from across Arup and reflects our experience supporting major transmission and distribution investments in Europe.

Led by Arup's Business and Investor Advisory team and supported by subject matter experts, the work was delivered over a five-month period. The commercial analysis focused on total expenditure and incentive revenue of the regulated business and a review of the non-regulated business. Technical and ESG due diligence covered asset performance, management approach and organisational capability that drew on expertise from across the business. Arup is a global built environment consultancy with advisory and technical expertise across more than 150 disciplines. The company creates safe, resilient and regenerative places, bringing a total design approach to its work for its clients.

For more information: www.arup.com

Teddy Spasova, Associate Director, Arup

The acquisition comes at a pivotal moment for the UK's energy transition. Rising electricity demand, distributed renewable generation and increasing electrification will require ongoing investment in electricity networks. UKPN serves 8.5m customers and operates critical national infrastructure across London, the South East and East of England. Arup supported ENGIE across the acquisition process and discussions with UKPN, providing commercial, technical and ESG due diligence through all transaction phases.

Image © Amarinth 2003-2026

The system includes: Venturi effect ejector: The primary unit will utilise an ejector to create a vacuum in the pipework, lifting the process fluid to the pump. By exploiting the venturi effect, the design has very few moving parts, minimising failure points and ensuring the system is ATEX compliant for hazardous areas.

Amarinth API 610 pump integrated with a specialised, upstream vacuum unit for lifting fluids where there is exceptionally low NPSH

EIC (Energy Industries Council)

Member news

Cladtek to supply mechanically lined pipes (MLPs) for Atapu-2 subsea programme offshore Brazil

Cladtek has been awarded a contract by a major offshore engineering and construction contractor to supply a mechanically lined pipes (MLPs) solution for the Atapu-2 ultradeepwater pre-salt field development, approximately 230km offshore Rio de Janeiro, Brazil. The scope supports the contractor's rigid riser-based subsea solution for Atapu-2, following the Petrobras award for the design, procurement, construction and installation of 139km of rigid risers and flowlines in water depths exceeding 2,000 metres. The subsea network will connect 16 new and 4 existing wells to a new FPSO via steel catenary risers in a 'lazy wave' configuration.

Ultra-deepwater developments demand predictable quality and materials engineered for long-life performance. This engagement reﬂects the growing importance of corrosion-resistant materials in critical subsea infrastructure. Eduardo Menezes, SVP – Global Engineering, Project & The Americas Region, Cladtek

Cladtek will supply 139km of MLP and special items. The solution is designed to support long-life subsea integrity by enhancing corrosion resistance in critical infrastructure which reduces lifecycle maintenance requirements. Atapu-2 is the second development phase of the Atapu pre-salt ﬁeld in Brazil's Santos Basin. The development will add the P-84 FPSO, designed for a production capacity of 225,000 barrels of oil per day and widely reported with 10m m³/day gas processing capacity. Get in touch Share your news and views...

Petrobras is developing Atapu-2 with partners including Shell, TotalEnergies, Petrogal Brasil and PPSA. Brazil’s offshore developments commonly include deﬁned environmental and supply chain expectations, with local content requirements embedded in contracting frameworks. Petrobras has publicly referenced local content targets for the P-84 platform. The contract will be delivered through Brazil-based partners and logistics, aligning with in-country supply chain expectations for offshore developments. Cladtek’s delivery approach includes: ● Local content pathway – leveraging Brazil-based partners, suppliers and in logistics. ● Reliable project execution – to be delivered from Cladtek's Brazil facility with proven track record in ultra-deepwater projects. ● Responsible business practices – supported by Great Place to Work® certiﬁcation in Brazil, ongoing investment in people development and responsible sourcing across the supply chain.

For more information: www.cladtek.com

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

Combined Pumps Corp Ltd secures operational premises to serve the UAE and MENA region Operating under the Combined Pumps LLC banner based in Abu Dhabi and spread across two units, which demonstrates its commitment to the region, the company's aim is to have equipment available in the UAE area as of June 2026. The team has been busy manufacturing/assembling/ testing new equipment and the first shipment left the Aberdeen headquarters at the end of Q1 2026. As the OEM the company is responsive to the customer project timelines, its P1-P6 pump range covers a scope of injection/pressure requirements and pumps can be converted using an inexpensive kit to allow use on differing applications. For all equipment enquiries from the UAE operations please contact: info@combinedpumps.com

For more information: www.combinedpumps.com

DNV and Kongsberg Maritime enable standardised Operational Vessel Data exchange

Image © ECITB 2026

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DNV and Kongsberg Maritime have entered into an agreement to enable secure, standardised exchange of Operational Vessel Data (OVD) between Kongsberg Maritime's digital fleet management solution and DNV's Veracity platform. The agreement establishes a digital integration based on DNV's Operational Vessel Data interface standard and API technology, allowing customers to share vessel operational data between the two platforms in a controlled, scalable way. Wide view of ECITB World

Standardised and trusted access to operational vessel data is fundamental to accelerating digital assurance and improving decision making across the maritime industry.

ECITB launches ‘next-generation learning identity’ inspired by video games

Mikkel Skou, Executive Director Veracity by DNV

The Engineering Construction Industry Training Board (ECITB) has launched a new digital learning 'ecosystem' inspired by the look and feel of 3D gaming environments.

The integration is designed to support digital assurance services, operational insight and future data-driven maritime services, while maintaining full customer control over data usage. By aligning around common data standards and secure digital pipelines, DNV and Kongsberg Maritime aim to reduce complexity for shipowners and operators looking to use operational data across confidencecritical maritime services. The co-operation is customerdriven and intended to simplify environmental reporting, while helping customers save time and maintain control over what data they share and how it is used.

For more information: www.dnv.com

ECITB World is the industry-led skills body's new learning resource strand to sit within its award-winning e-learning portal – the Learning Experience Platform (LXP). Inspired by classic video games, learners enter a recognisable environment made up of themed districts and complete learning within each one. Within this 'world of learning', ECITB-built courses will sit together in a consistent, recognisable way, rather than as standalone, disconnected modules. The districts, which will be populated with multiple learning experiences, will be on themes such as health and safety, industry, technical, essential, professional or future skills.

The ECITB's LXP was officially launched in January 2023 to provide in-scope ECITB employers within the engineering construction industry (ECI) more than 8,500 free online courses. More than 140,000 courses have been completed on the LXP since then by workers across 195 ECI employers, delivering £4.8m in value-add to industry. The LXP's success saw it labelled as "an inspiring example of sector-wide transformation through learning technology" when winning the gold award at the 2025 Learning Technologies Awards for Best Digital Transformation Programme. Popular, generic courses – such as manual handling, fire awareness and display screen equipment training – come from recognised providers such as IAM Learning, IHasco and Litmos. The creation of ECITB World is part of a plan to help grow the platform and populate it with ECITB-built courses and more industry-specific content tailored to the ECI.

For more information: www.ecitb.org.uk

EIC (Energy Industries Council)

Geoactive launches DecomX, a new P&A decision support system for well decommissioning Geoactive Ltd has announced the launch of DecomX, a new P&A decision support system designed to reduce the time and overheads around well abandonment engineering while keeping engineering judgement with the engineer. Developed by decommissioning engineers, DecomX addresses a growing challenge across the industry: the increasing effort required to demonstrate the selected de-risked option, validating compliance, drafting submissions, plan campaigns and keep designs aligned as conditions change prior and during operational execution.

P&A engineering itself is demanding, but most teams are spending more time proving and demonstrating decisions than doing the engineering. DecomX was built to deal with that overhead; not by replacing engineers, but by supporting their decisions with consistent, traceable evidence. Gary McWilliam, DecomX Product Champion

Supporting the full P&A workflow DecomX supports well abandonment design across environmental, risk, cost, compliance and execution. Engineers build their P&A design directly in the platform. The system then generates feasible alternative options for ALARP comparison. Compliance runs independently on every design change, checking regulatory standards and internal company rules at the same time. The working view is a live well status diagram. As the design evolves, the diagram and report update together. Submissions export to a single PDF that includes schematics, barrier definitions, demonstrable evidence, compliance findings and cost risk justification. Get in touch Share your news and views...

From single wells to campaigns Unlike traditional document based workflows, DecomX allows wells to be grouped into decommissioning campaigns. Comparison sets are consistent across wells and the same compliance rules apply throughout the portfolio. Campaign planning, offshore unit scheduling and equipment allocation are supported within the same environment, giving project managers a single view of progress during planning and execution. Designs that stay alive offshore For operations teams, DecomX carries the design to the operations. The planned sequence and premodelled contingency branches are available on location, with costs and durations already estimated. When the design changes during operations, updates are made in the platform and compliance and exhaustive checks re-run automatically. The final submission reflects what actually happened, not just what was planned. Built for engineers, reviewers and regulators DecomX provides a common reference point for engineers, project managers, compliance teams and regulators. Compliance findings are visible as engineers work; dispensations are recorded with justification and the full audit trail is retained in one place. For regulators and reviewers, the output is simple: one PDF containing the complete, consistent record of the design and its justification. Availability DecomX is browser based and requires no local installation. It can be deployed in Geoactive's cloud, a client environment, or on a standalone laptop. Design, ALARP and compliance functionality are available now, with campaign planning and operations execution supported by the platform architecture.

For more information: www.geoactive.com

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

Mott MacDonald supporting landmark UK green hydrogen project Mott MacDonald is providing lender's technical and environmental support to the West Wales Hydrogen project, a production facility that will deliver 2000t of low-carbon hydrogen annually. Mott MacDonald provided technical due diligence on the project's design, contracting structure, construction and operational plans, cost and schedule assumptions and key risks and is now advising the lenders on bankability and ongoing monitoring requirements.

Our technical expertise will support the facility to supply hydrogen across a range of end uses, including port decarbonisation, industrial heating, manufacturing and chemical feedstock, advancing the transition of hard-toabate industries to low-carbon energy sources and setting a precedent for future projects across the UK and Europe. Claudio Tassistro, Managing Director, Energy, Europe, Mott MacDonald

Developed by MorGen Energy, a large-scale green hydrogen ecosystems developer, West Wales Hydrogen is the first project-financed green hydrogen project in the UK and Europe and the first to reach financial close under the UK government's Hydrogen Allocation Round 1. Located at the former oil refinery site in Milford Haven within the Celtic Freeport of Wales, the project will feature a 20MW electrolyser system supplied by Sheffield-based ITM Power and will deliver approximately 2000t of low-carbon hydrogen each year.

For more information: www.mottmac.com

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Sonardyne, AMOG sign subsea asset monitoring MoU

STATS Group expands in the US with major Texas investment

Underwater technology specialist Sonardyne has signed a Memorandum of Understanding (MoU) with international advanced engineering company AMOG to provide a complete subsea asset monitoring service to offshore energy infrastructure operators.

STATS Group (STATS) has announced a major expansion of its North American operations with the opening of a new manufacturing facility in Rosenberg, Texas. STATS is a leading provider of pipeline isolation and intervention services, enabling safe and efficient maintenance and repair of onshore, topsides and subsea pipeline infrastructure.

The partnership will combine Sonardyne's trusted underwater monitoring, positioning and communication technologies and AMOG's industry-leading engineering assessment expertise to unlock asset insight, reduce downtime and enable life extension, for floating offshore wind and oil and gas moorings, as well as pipelines and risers.

The 80,000 sq ft facility will manufacture a range of pipeline fittings, including hot tap and line stop components, enabling STATS to deliver a fully integrated service offering to customers across North America.

By working alongside AMOG, we're exploring how data and engineering assessments can come together to give operators greater confidence in the way their subsea assets are performing, today and over the long term.

This includes using Sonardyne's new Observer wireless intelligent subsea asset integrity monitoring solution, with high and low-frequency motion monitoring capability alongside third-party sensor integration and internal edge analytics.

Aidan Thorn, Marine Robotics Business Development Manager, Sonardyne

Its existing office in Houston, Texas, will support the new facility, which marks STATS' first dedicated manufacturing capability in the US and represents the largest single capital project in the company's history.

The partners are already working on a near real time mooring monitoring system for a European floating offshore wind project. The system is also applicable in floating offshore wind and the partners are already working on a near real time mooring monitoring system for a European floating offshore wind project.

For more information: www.sonardyne.com

STATS Group's new facility in Rosenberg, Texas

STATS expects that its US-based manufacturing capabilities will significantly enhance the products and services it provides to customers across North America. As a market leader in the supply of pressurised pipeline isolation, hot tapping and plugging services to the global energy industry, STATS is well positioned to meet its clients' evolving needs. The new manufacturing facility will include a fully modernised machine shop capable of producing pipeline fittings and components custom-designed to support STATS' proprietary hot-tap and line-stop equipment – significantly reducing production lead times and improving service quality. The expansion represents an important step in STATS' ongoing global growth strategy. Increasing manufacturing capabilities in the US aligns with the company's longstanding approach of investing in infrastructure and workforce in local markets, enabling STATS to be more responsive to client needs while strengthening scalability.

For more information: www.statsgroup.com

Member news

Image courtesy of Thorne & Derrick

While emerging technologies often dominate the energy transition narrative, the reality on the ground looks very different. The bulk of progress towards net zero and improved energy security is not being delivered by future-facing concepts, but by established infrastructure; electrification, grid development and mature renewable technologies. Across the UK and international markets, investment continues to flow into wind, solar and battery energy storage systems (BESS), alongside the essential upgrades required to transmission and distribution networks. These are the systems doing the heavy lifting, connecting generation, stabilising supply and ensuring power can be delivered safely, reliably and cleanly While hydrogen remains part of the wider transition conversation, progress across projects and clusters such as HyNet has been slower and more complex than early optimism suggested, reinforcing the importance of focusing on infrastructure that is already moving ahead. Get in touch Share your news and views...

For companies operating in hazardous and energy-intensive environments, the challenge is often less about identifying new technologies and more about deploying infrastructure at scale, safely, compliantly and efficiently. As members of NOF and EIC, one of the world's largest energy trade associations, Thorne & Derrick International is closely aligned with this reality. Its scope of equipment supply spans low to high voltage electrification and hazardous areas underpinned by framework agreements and preferred vendor status with many international renewable energy providers. Central to this is Thorne & Derrick's role in developing and supplying high voltage cable accessories and systems, which are critical to energising renewable generation and strengthening grid infrastructure. From offshore wind connections to onshore distribution networks, such cable accessories from 3M, Nexans, Pfisterer and Lovink form a key part of the physical backbone required to deliver decarbonised power. Alongside this, Thorne & Derrick supports complex project environments through the supply of hazardous area certified equipment, explosion-proof lighting, power and control systems, trace heating and cable management solutions, combined with technical expertise and specification support.

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

The broader trend is clear. Hydrogen remains part of that wider conversation, but current momentum is being driven more visibly by electrification, grid investment and established renewable infrastructure. While innovation remains important, the immediate priority for the energy sector is the delivery of robust, scalable infrastructure. In this context, the energy transition is less about what might power the future and more about what is enabling it today. For businesses embedded in these supply chains, the focus is firmly on ensuring that critical systems are specified, installed, energised and operated safely, as the transition accelerates from ambition to delivery. Established in 1985, Thorne & Derrick is a specialist distributor of LV HV cable accessories, tooling and hazardous area electrical equipment (IECEx & ATEX) – since 1985 Thorne & Derrick has provided customerservice excellence to UK and international projects. The company's value-added services include system design, specification, training and surveys to support the competitive supply from stock of an extensive range of products.

Thorne & Derrick energy transition reality check: infrastructure, not innovation hype is driving net zero

For more information: www.thorneandderrick.com

The WIKA F

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New ClampSonic™4 ultrasonic flow meter from WIKA WIKA has expanded its portfolio with a new flow meter for challenging process media. The FLC-CS4 from the ClampSonic™ instrument series features a contactless clamp-on design. When mounted on the outside of a pipe, the instrument can measure flow non-invasively in both directions. The transducers use the properties of sound waves to safely and efficiently monitor corrosive, abrasive and highly viscous liquids. Ultrasonic technology ensures high accuracy over a wide range. Additional measurement parameters that can be recorded include temperature, density, concentration and calorific value. This makes the flow meter a comprehensive solution for various applications, including retrofits and sampling inspections. The FLC-CS4 can be easily configured via an intuitive user interface – thanks to integrated Wi-Fi from a remote location as well as directly in the field. With the WIKA WebApp, operators can keep track of their measured data at any time. The flow meter is available in two versions: a wireless version and a field version. Both versions include an electronic unit and two transducers. The field version also comes with a power supply and communication box, enabling integration into PLC (programmable logic controller) ecosystems.

For more information: www.wika.co.uk

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) Discover why energy security is now Europe's main concern and why certainty remains critical for long-term investment in the latest edition of Survive & Thrive X: https://lnkd.in/dvTv2rT

EIC (Energy Industries Council) Join the EIC at EIC CONNECT Germany 2026 on 1 December at the British Embassy in Berlin for a full day of high-level networking: https://lnkd.in/dDqFmSsh

EIC (Energy Industries Council) Explore expert discussions covering key energy markets, project developments and the trends shaping the global energy sector on EICTV: https://lnkd.in/d9gmUWD2

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EIC (Energy Industries Council)

September

Events calendar 2026 EVENTS

DATE

LOCATION

EIC APAC Pre-Networking Cocktail 2026

1 September

Kuala Lumpur

North & Central America EICDataStream/EICAssetMap Overview

1 September

Houston, US

EEC Gala Dinner 2026

2 September

P&J Live, Aberdeen, UK

EEC Energy Exports Conference 2026 Energy Security Edition

2-3 September

P&J Live, Aberdeen, UK

EIC CONNECT OIL & GAS ASIA 2026

2-3 September

Kuala Lumpur

Oil & Gas Asia (OGA) 2026 I UK & EIC Pavilion

2-4 September

Kuala Lumpur

EEC Golf Day 2026

4 September

Bucksburn, UK

Doing Business in the USA

8 September

EIC Houston Office

EICDataStream/EICAssetMap training

9 September

Online

EIC Breakfast in Houston with Oceaneering and Baker Hughes

10 September

EIC Houston Office

EIC Breakfast in Rio: Gas & Power with Eneva and Weatherford

10 September

Rio de Janeiro, Brazil

North & Central America EICDataStream/EICAssetMap Overview

16 September

Houston, US

Virtual Speedy Networking – South American Edition

16 September

Webinar

Rio Oil & Gas (ROG.e) I UK & EIC Pavilion

21-24 September

Rio de Janeiro, Brazil

EIC CONNECT UAE Evening Reception 2026

21 September

The Club, Abu Dhabi

EIC CONNECT UAE 2026

22 September

Abu Dhabi, UAE

WindEnergy Hamburg I UK & EIC Pavilion

22-25 September

Hamburg, Germany

Offshore Wind Opportunities in APAC

23 September

Webinar

Rio Samba & Gas – Reception during ROG.e 2026

23 September

Rio de Janeiro, Brazil

EICDataStream/EICAssetMap training

23 September

Online

CIS Market & Project Update

29 September

Webinar

North & Central America EICDataStream/EICAssetMap Overview

29 September

Houston, US

EIC Lunch: Women of Energy with Marta Abrão

29 September

Rio de Janeiro, Brazil

Discover EIC – London

30 September

EIC London Office

AI in the Energy Supply Chain Workshop

30 September

EIC Houston Office

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

October

Forthcoming events

Great Shift Change Webinar with TRS and WSP

1 October

EIC Houston Office

The Humber Energy Transition: Unlocking Supply Chain Opportunities

6 October

Village Hotel, Hull, UK

EICDataStream/EICAssetMap training

7 October

Online

EIC World Energy Supply Chain Awards 2026

8 October

Milan, Italy

GCC Energy Market and Project Update

13 October

Webinar

Trade Delegation to Mozambique

19-23 October

Mozambique

Africa Market and Project Update

20 October

Webinar

EIC Energy Procurement Summit

20 October

Rio de Janeiro, Brazil

EIC Infrastructure Breakfast at Hydrogen Technology World Expo

20 October

Hamburg, Germany

Hydrogen Technology World Expo I UK Pavilion

20-22 October

Hamburg, Germany

EICDataStream/EICAssetMap training

21 October

Online

EIC World Energy Supply Chain Awards 2026

22 October

Dubai, UAE

EIC World Energy Supply Chain Awards 2026

22 October

EIC Houston Office

EIC World Energy Supply Chain Awards 2026

29 October

London, UK

•

2-3 September 2026 Kuala Lumpur

CONNECT OIL & GAS ASIA EIC (Energy Industries Council)

EIC PLATINUM GLOBAL PARTNER

INTERNATIONAL TRADE UK & EIC PAVILIONS AND DELEGATIONS As we look further ahead in 2026 and into 2027, we look forward to a year filled with new business opportunities across all energy sectors globally. The International Trade team has an exciting lineup of world-class energy exhibitions and delegations to support your company’s export journeys in oil, gas and renewables. Now is the time to refine your strategy and showcase your innovations on the global stage with the EIC in 2026 and 2027. We’d love to hear from you.

If you are interested in exhibiting as part of the UK and EIC Camilla pavilions and joining Tew trade delegations, need more information, or are ready to secure your place, don't hesitate to reach out to our team. Send us an email at internationaltrade@the-eic.com to start the conversation. Camilla Tew, Director, International Trade camilla.tew@the-eic.com

2026 EVENTS

DATE

LOCATION

Oil & Gas Asia (OGA) I UK & EIC Pavilion

2-4 September

Kuala Lumpur, Malaysia

Rio Oil & Gas (ROG.e) I UK Pavilion

21-24 September

Rio de Janeiro, Brazil

WindEnergy Hamburg I UK & EIC Pavilion

22-25 September

Hamburg, Germany

Trade Delegation to Mozambique

19-23 October

Mozambique

Hydrogen Technology Expo Europe I EIC Pavilion

20-22 October

Hamburg, Germany

ADIPEC I UK & EIC Pavilion

2-5 November

Abu Dhabi, UAE

Trade Delegation to Namibia

30 Nov-4 Dec

Namibia

2027 EVENTS

DATE

LOCATION

World Future Energy Summit I UK & EIC Pavilion

12-14 January

Abu Dhabi, UAE

Beijing Energy Congress I UK Pavilion

13-15 January

Beijing, China

Trade Delegation to Nigeria

18-22 January

Lagos, Nigeria

Trade Delegation to Denmark and Norway

8-12 March

Stavanger and Esberg

Wind Expo Japan I UK Pavilion

24-26 March

Tokyo, Japan

Offshore Europe I UK & EIC Pavilion

7-9 September

Aberdeen, UK

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

UK news

Regional committees and the World Energy Supply Chain Awards June and July saw our three regional committees meet up again. In Scotland we were very kindly hosted by Oceaneering, in the north it was Sheffield Forgemasters and the southern meeting took place in our London office alongside our member update. Thank you so much to our hosts for making your facilities available and welcoming us on the day. This round of meetings saw a slight change to the agenda with the discussions being around how we can create success through collaboration. As a result of these meetings, several likely topics for future discussions include how to work effectively with EPC contractors; working with agents and distributors; the importance of relationship building with positive results being seen through collaboration; the ability to diversify into other markets to ensure future success and exploring growth markets. The meetings concluded with lots of networking which was great to see, with conversations that had started around the table being taken outside of that and future meetings between the committee members being arranged. Want to join your local committee? Please contact: helen.doona@the-eic.com

Join us on Thursday 29 October for an unforgettable blackKim Ste tie evening as we phen recognise the outstanding companies and individuals driving innovation, collaboration and success across the sector. Whether you're celebrating as a finalist, presenting an award, supporting colleagues, or hoping to take home a coveted WESCA trophy, this promises to be an evening of celebration, networking and entertainment.

With a sparkling drinks reception, exceptional dining and a room filled with industry leaders, the WESCAs are the perfect opportunity to connect with peers while celebrating the achievements that continue to shape the future of the energy industry. Table bookings are now open and can be made via the EIC website. A limited number of sponsorship opportunities are still available, offering an excellent platform to showcase your brand to senior decisionmakers from across the energy sector.

The countdown is on to the UK's World Energy Supply Chain Awards (WESCA) – the industry's premier celebration of excellence across the UK energy supply chain.

To find out more about sponsorship opportunities, please contact: eventsuk@the-eic.com Kim Stephen, Regional Director, UK kim.stephen@the-eic.com

Photos from the 2025 awards

Get in touch For more information contact...

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

EIC (Energy Industries Council)

Middle East news Regional update I’ll be kicking off the month back in Aberdeen for the Energy Exports Conference (EEC), taking place from 2-3 September, where I'll Ryan M be moderating several cPhers on sessions focused on helping companies expand internationally and connect with key stakeholders from across the global energy value chain. If you're attending the conference or simply happen to be in Aberdeen over those two days please do get in touch where it would be great to catch up. EICConnect UAE 2026 is now just a few weeks away, taking place on 22 September and we have an excellent programme lined up reflecting the latest developments, opportunities and priorities shaping the UAE energy sector. This year, we are particularly pleased to welcome, for the first time, a student consortium, supporting our commitment to bridging the gap between today's industry leaders and the next generation of energy professionals. The full agenda and booking information can be found on our website. We look forward to welcoming you to what promises to be another great event. Following the release of this year's milestone 10th Survive & Thrive report, we are delighted to announce the finalists for the 2026 World Energy Supply Chain Awards (WESCAs), taking place on 22 October, once again 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. 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. ADIPEC 2026 is now just a few months away and is already shaping up to be another landmark event for the global energy industry. This year's theme, Energy Security is Global Security, reflects the growing importance of building resilient energy systems. The EIC is once again proud to play a leading role at ADIPEC, hosting the UK pavilion, our highly anticipated ADIPEC networking breakfast and, for the first time, the ADIPEC golf day. Both events are expected to sell out, so we encourage you to book early. As the world's largest and most influential energy event, ADIPEC continues to provide unrivalled opportunities to build relationships, showcase capabilities and connect with the decision-makers shaping the future of the global energy sector. Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com Get in touch Share your news and views...

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

Regional news

Fluor strengthens Saudi presence with longterm Aramco PMC agreement Fluor has secured a long-term programme management consultancy (PMC) agreement with Aramco, positioning the company to support the delivery of the Saudi energy giant's global capital projects portfolio. The framework agreement covers future opportunities across pre-FEED, FEED, engineering, project management, procurement oversight, construction management and programme execution for upstream, downstream, petrochemical and infrastructure developments. The agreement reinforces Fluor's strategic relationship with Aramco and positions the company to compete for a significant pipeline of future capital investment projects.

Kent secures Saudi position with new Aramco framework agreements Kent has secured long-term engineering, procurement and construction (EPC) and project management consultancy (PMC) agreements with Aramco, strengthening its position in Saudi Arabia's energy sector. The agreements place Kent on Aramco's approved bid panels for future brownfield EPC and PMC opportunities, supporting the expansion, upgrade and optimisation of existing oil and gas facilities. The milestone reflects Kent's long-standing presence in the Kingdom and positions the company to compete for a pipeline of future projects as Saudi Arabia continues to invest in its energy infrastructure and longterm production capacity.

Forthcoming events Please go to page 30 to see upcoming eve8ts around the world

Asia Pacific news Regional update As we conclude the first half of 2026, I am proud of the significant strides EIC Asia Pacific has made in strengthening our presence Syed S across the region. We have aggaf continued to build meaningful relationships with governments, national oil companies, developers and industry stakeholders while reinforcing EIC's position as a trusted partner to the energy supply chain. Whether through collaborating with major regional conferences and exhibitions, organising networking events and market briefings for our members, facilitating business connections, or contributing to industry discussions as speakers and thought leaders, we are steadily expanding our footprint.

EIC CONNECT OGA will bring together global industry leaders, policymakers and technology innovators to discuss the opportunities and challenges facing the energy sector, providing delegates with a high-level platform for thought leadership, collaboration and meaningful business engagement beyond the exhibition floor. This year’s programme features high-level keynote addresses, EIC spotlight conversations with industry leaders, strategic panel discussions and networking sessions covering topics such as energy security, the future of oil and gas, LNG, nuclear, power and utilities, sustainable data centres, digitalisation, decarbonisation, carbon capture and cross-border collaboration across ASEAN and the Asia Pacific region. 9 November 2026 • Jakarta

CONNECT Indonesia

Looking ahead, the second half of the year promises to be even more exciting. With a strong pipeline of flagship initiatives, including the second edition of EIC CONNECT OGA during the annual Oil and Gas Asia and EIC CONNECT Indonesia in Jakarta.

EIC CONNECT Indonesia 9 November 2026 Jakarta, Indonesia

EIC CONNECT Oil & Gas Asia 2-3 September 2026 Kuala Lumpur The Energy Industries Council is proud to continue its longstanding collaboration with Informa Markets, the organiser of OGA, in delivering the UK pavilion. We are also entrusted with organising EIC CONNECT OGA, the official conference programme held alongside OGA 2026 with the theme Energy: Reality, Transition, Destination. Oil & Gas Asia (OGA) has firmly established itself as one of the region's premier energy events and a key fixture on the global oil, gas and energy calendar. Over the years, OGA has continued to grow in scale, relevance and international stature, attracting leading industry players, policymakers and technology providers from around the world.

EIC CONNECT Indonesia will be held at the beautiful Bali Ballroom at Kempinski Hotel Jakarta with the theme Indonesia's Energy Future: Unlocking Opportunities and Strengthening Global Energy Collaboration. The conference will foster meaningful dialogue on energy security, investment, decarbonisation, digitalisation and regional partnerships. As one of Southeast Asia's largest energy markets, Indonesia presents significant opportunities across conventional and emerging energy sectors, making collaboration between local and international stakeholders essential to building a resilient, sustainable and competitive energy future. So, start planning your journey, and I look forward to welcoming you to these exciting programmes across the Asia Pacific region. Syed Saggaf Regional Director, Asia Pacific syed.saggaf@the-eic.com EIC (Energy Industries Council)

North and Central America news Regional update The EIC is pleased to announce an exciting programme of upcoming events, featuring newly confirmed webinars, in-person networking opportunities and industryleading discussions Amand a Duho n designed to help members stay ahead of developments across the energy sector. One of the latest additions to the calendar is the Doing Business in the USA webinar on 8 September. This session will explore best practices for establishing and operating businesses in the US, covering labour issues, tax implications and insurance strategies. With EICDataStream currently tracking US$3.4tn in CAPEX across oil and gas, power, transmission and distribution and renewables in the US, the webinar will provide valuable insight into one of the world's most active energy markets. Join us for this upcoming insightful Great Shift Change webinar on 1 October, delivered alongside speakers representing TRS Workforce Solutions and WSP. The discussion will examine how generational shifts are reshaping the workforce and influencing talent development, project delivery and long-term competitiveness across the energy industry. We kick off Fall with the EIC Breakfast in Houston – Opportunities with Oceaneering and Baker Hughes on 10 September, where delegates will gain insights into regional projects and connect with key industry stakeholders. On 30 September, attendees can also take part in the workshop: AI in the Energy Supply Chain, an interactive in-person session exploring how artificial intelligence is transforming procurement, supplier collaboration and supply chain efficiency across the energy industry. We are delighted to announce the region's WESCAs (World Energy Supply Chain Awards) will be hosted on 22 October, bringing together industry leaders to celebrate innovation, resilience and success across North and Central America's energy supply chain. To take advantage of the available company profile raising opportunities, please click here. We look forward to welcoming you to our upcoming events and wishing everyone a fabulous Fall season. Amanda Duhon, VP & Regional Director, North & Central America amanda.duhon@the-eic.com Get in touch Share your news and views...

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

Regional news

US launches US$17.5bn loan programme to strengthen nuclear supply chain The US Department of Energy (DOE) has announced a US$17.5bn conditional loan programme to accelerate large-scale nuclear deployment by supporting procurement of long-lead components, including reactor vessels and steam generators. The initiative will finance up to five projects, each comprising two 1.1GW Westinghouse AP1000 reactors, aiming to have 10 new reactors under construction by 2030. To qualify, each project must include a joint US$1bn commitment from Westinghouse and its utility or energy company partner before accessing DOE funding, with key supply chain equipment procured at fixed prices.

British Columbia opens door to future oil pipeline after federal pact The province has concluded an agreement with Canada's government that maintains the federal ban on oil tankers along the country's northwest coast but stated that it will not legally challenge a future crude oil pipeline from neighbouring Alberta, provided the existing ban remains intact. The change in British Columbia's stance could ease long-standing tensions regarding environmental risks and open the door to new export routes. The political shift comes as Alberta advances a proposed 1m b/d pipeline to expand access to Asian markets. The West Coast Oil Pipeline Project has been formally submitted to the federal government's Major Projects Office (MPO), with technical support from Trans Mountain Corporation and Pembina Pipeline Corporation. The project is estimated to cost US$24.9bn-US$30.9bn, with start-up targeted for 2032–2034.

Forthcoming events Please go to page 30 to see upcoming events around the world

South America news Regional update Brazil's gas and power sectors continue to create significant opportunities across the energy value chain. On 10 September, the Breakfast in Rio with Eneva and Weatherford will feature Clariss e Roch a strategic discussions on the evolving gas and energy landscape in Brazil, offering participants the opportunity to exchange insights, strengthen connections and explore upcoming projects, market trends and business opportunities across the sector. EIC's Rio Samba and Gas is back for its 2026 edition. ROG.e will take place from 21-24 September in Rio de Janeiro, Brazil and, as Latin America's leading energy event, will bring together the industry's most influential companies and decision-makers to exchange knowledge, discuss the energy transition and promote innovation and business growth. Join us on 23 September for our Rio Samba & Gas, an exclusive evening designed to help you make the most of your time at ROG.e. Hosted at the renowned Bar do Zeca Pagodinho – Vogue Square, this reception offers the ideal setting to build valuable business relationships, reconnect with clients and partners and engage with senior professionals from across the energy value chain in a relaxed and vibrant atmosphere.

Regional news

In June, EIC organised its first workshop as part of the Women of Energy initiative, an event dedicated to developing one of the most important skills for any leader: communication. 24 women attended an outstanding session led by Laila Wajntraub, pictured above left, CEO of Clube da Fala, who shared valuable insights on high-impact communication, presence and influence. Attendees had the opportunity to explore some of the benefits that the company's public speaking programme can bring to professionals across the industry. Here's to the next chapter on this journey of professional development and female leadership in the energy sector. EIC Energy Procurement Summit returns on 20 October. The 2026 programme will unite procurement leaders, buyers and experts to discuss a range of important topics, including strategic sourcing, sustainable procurement and governance frameworks. Clarisse Rocha, Director – Americas clarisse.rocha@the-eic.com

Historic biomethane deal anchors regional decarbonisation in Brazil

Upcoming national auction to distribute clean energy subsidies

Minas Gerais state gas distributor Gasmig has concluded its largest-ever public biomethane tender, selecting GeoMit to develop a renewable gas cluster in the agri-industrial region of Triângulo Mineiro. The 10-year contract is expected to mobilise around R$1bn (US$180m) in private investment to build 400km of new distribution pipelines. Commercial deliveries will initially be made through a 'virtual' pipeline system using trucks before the physical network is completed. The agreement also underpins the development of GeoMit's biomethane plant, which will supply 50,000cm/d under Gasmig's biomethane supply contract. Gasmig aims to increase contracted biomethane volumes to 250,000cm/d by 2028, setting a benchmark for compliance with Brazil's newly enacted Fuel of the Future legislation.

Brazil is structuring its initial Low-Carbon Hydrogen Development Programme tender, scheduled for January 2027, following a public consultation throughout November and December 2026. The World Bank is also assisting the Ministry of Finance in designing this competitive mechanism. The bidding process will minimise the cost gap against fossil fuels, offering enhanced financial benefits for projects achieving lower greenhouse gas emissions. Overall, the legal framework authorises R$18.3bn in tax credits from 2028 until 2032. Allocations commence at R$1.7bn in 2028, steadily expanding to R$5bn by 2032.

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EIC Insight Report 2026

www.the-eic.com

Survive & Thrive X

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

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

The WESCA winners 2025

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

16 1 32 40

Success Success Stories SuccessStories Stories Success Stories

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

July 2026 July 2026 2026 JulyJuly 2026

Story type

AAL Shipping (AAL) Seizing the ﬁrst-mover advantage in project heavy lift transport for battery energy storage

Global Head of Marketing & Communications at AAL

AAL has established itself as a leading multipurpose vessel carrier for battery energy storage systems (BESS), completing 30 sailings and transporting more than 3,000 units worldwide in 2025 alone. By working closely with Chinese port authorities and terminal partners to develop the regulatory and operational frameworks required for this emerging cargo class, the Singapore-based carrier has secured a strong position in one of the fastest-growing segments in heavy lift shipping. The challenge - Established in 1995, AAL operates one of the multipurpose sector’s largest and youngest fleets. The company connects global cargo flows across energy, renewables, and industrial markets through chartering solutions, liner services, and dedicated trade routes. One of the latest challenges created by the energy transition has been the rapid growth of battery energy storage systems. As BESS units increased in size and weight, many could no longer be transported in standard containers. The International Maritime Organization’s reclassification of BESS as Class 9 dangerous goods added further complexity, introducing stricter requirements for packaging, fire protection, cargo handling, crew training, and port infrastructure. The solution - The opportunity was identified by Jack Zhou, AAL’s General Manager and Chief Representative in China, who recognised in late 2023 that the regulatory shift created demand for a specialist heavy lift carrier. AAL’s first step was a trial voyage to determine whether it could meet the stricter operational and safety requirements. Following its successful completion, the customer immediately requested regular shipments. AAL then worked with port authorities, the Maritime Safety Administration, and terminal stakeholders to develop the infrastructure and operational framework required to support BESS transport at scale. Central to this was Taicang International Container Terminal, which AAL helped establish as a major breakbulk gateway for BESS cargoes carried on multipurpose vessels. The terminal intro-

Benefits ▸ Early investment in BESS transport capability positioned AAL as a first mover in a rapidly expanding clean energy market. ▸ Collaboration with Chinese authorities and terminals helped establish new operational standards for large-scale BESS shipping.

John Pittalis

How is AAL Shipping (AAL) thriving?

#collaboration (main category) #diversification #export #energy transition #service & solutions

duced formal handling procedures, upgraded cargo capabilities, and implemented specialist training, storage, and movement protocols. On the vessel side, AAL invested significantly in safety systems and operational readiness. Enhanced fire protection systems, flammable gas detection, temperature and humidity monitoring, portable thermal cameras, and high-capacity submersible pumps were introduced across vessels operating BESS routes. Mandatory crew drills are conducted before every shipment, while strict stowage, lashing, and transit procedures ensure compliance with IMO Dangerous Goods regulations. Contingency planning for fire scenarios, cargo spillage, and BESS-specific emergencies is integrated into every voyage. The result has been a series of industry-leading developments. AAL became one of the first multipurpose vessel operators to establish regular BESS sailings from Taicang and played a key role in helping shape the operational standards governing this emerging trade. Its Super B-Class vessels provide the crane capacity and cargo flexibility required to handle units beyond the capabilities of conventional container shipping. A landmark shipment in early 2026 demonstrated the scale of the operation: 192 BESS units transported from Taicang to Newcastle, Australia, as part of a wider series totalling 720 units supporting one of Australia’s largest grid-connected battery projects. In less than two years, AAL expanded from a single trial voyage to 30 sailings and more than 3,000 BESS units transported globally. New IMDG regulations introduced in January 2026 are expected to create further opportunities. The rules require on-deck stowage for BESS cargoes, reducing volumes per voyage while potentially increasing associated freight revenues. Third-generation BESS units, forecast to reach approximately 57 tonnes from 2027, are also expected to further reinforce the role of specialist heavy lift operators in this market.

Key findings For young people ▸ Stay adaptable and look for opportuni-

ties in emerging industries before markets become crowded.

For industry ▸ Early collaboration with regulators and

infrastructure partners can create major competitive advantages in new markets.

For government ▸ Clear and consistent regulatory frame-

works are essential to scaling emerging energy transition supply chains safely.

AAL Shipping (AAL) at a glance: Key products and services: project heavy lift and breakbulk carrier. Main industries served: ▸ Oil and gas ▸ Conventional power ▸ Nuclear power ▸ Offshore renewable energy ▸ Onshore renewable energy ▸ Hydrogen ▸ Carbon capture ▸ Energy storage ▸ Others (energy) ▸ Others (non-energy) Headquarters: Singapore Year established: 1995 Number of employees: 130 Revenue: £332m Revenue from exports: 100%

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

EIC EICSurvive Survive&&Thrive Thrive2026 2026

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

ABL ABL

17 17 33 July2026 2026 Success Stories Success StoriesJuly Success Stories 41 Success Stories

Story Storytype type

Building Buildingresilience resiliencethrough throughaafocus focuson onpeople, people,diversiﬁ diversiﬁcati cation on and andentry entryinto intonew newmarkets markets

Chief cer ChiefGrowth GrowthOﬃ Oﬃ cer atatABL ABL

Despite c c2025 Despitea astati stati 2025ininrevenue revenueterms, terms,ABL, ABL, the theenergy energyand andmarine marineconsultancy consultancyarm armofof ABL ABLGroup, Group,has hasmaintained maintainedmargins marginsofofbebetween tween18 18and and20% 20%through throughone oneofofthe themost most turbulent turbulentperiods periodsininrecent recentmemory memoryfor forboth both oiloiland shore andgas gasand andoff off shorewind. wind.With Witha a2030 2030 growth growthstrategy strategylaunched launchedinin2025 2025and andeight eight new cecelocati ons newoffi offi locati onsopened openedininthe thepast past18 18 months, months,the thebusiness businessisisentering enteringthe thenext next phase ononofof phaseofofitsitsdevelopment developmentfrom froma apositi positi commercial commercialstrength strengthand andgeographic geographicbreadth. breadth. The Thechallenge challenge- ABL - ABLprovides providesspecialist specialistmamarine rinewarranty warrantysurveys, surveys,marine marineconsultancy, consultancy, casualty casualtyresponse, response,asset assetintegrity integritymanagemanagement shore mentand andrelated relatedservices servicestotothe theoff off shore energy me energyand andmariti mariti mesectors. sectors.The Thedivision division operates operatesacross acrossmore morethan than40 40countries, countries, drawing drawingonona aheritage heritagethat thatspans spansBraemar’s Braemar’s origins originsinin1856, 1856,LOC’s LOC’smarine marinewarranty warrantysursurvey veywork workfrom from1979 1979and andthe thefounding foundingofof ABL me ABLitself itselfinin2012. 2012.ItsIts649 649full-ti full-ti mestaff staff serve serveindependent independentoiloilcompanies, companies,NOCs, NOCs, EPCs, EPCs,drilling drillingcompanies, companies,vessel vesseloperators operators and andinsurers insurersacross acrossananindustry industrywhere wheretrust trust and erermore andtrack trackrecord recordmatt matt morethan thanalmost almost any anyother otherfactor. factor. The Theexternal externalcontext contextofofthe thepast pasttwo twototo three cult threeyears yearshas hasbeen beendiffi diffi culttotonavigate. navigate. Oil vely Oiland andgas gascapex capexspend spendhas hasbeen beenrelati relati vely flat, flat,FIDs FIDsononlarger largerprojects projectshave havebeen beendedeferred ferredand andthe therigrigmarket markethas hastracked trackedthese these dynamics shore dynamics closely. closely. Off Off shore wind, wind, which which represented cant representeda asignifi signifi cantgrowth growthopportuopportunity, nity,has hasfaced facedheadwinds headwindsininEurope, Europe,policy policy reversals onondereversalsininNorth NorthAmerica Americaand andaucti aucti delays cc laysininSouth SouthAmerica, America,even evenasasAsia AsiaPacifi Pacifi conti nued conti nuedtotobuild buildmomentum. momentum.Layered Layeredover over allallofofthis cal ictict thisisisa ageopoliti geopoliti calbackdrop backdrop(confl (confl ininUkraine, Ukraine,the theMiddle MiddleEast Eastand andelsewhere) elsewhere) that lity thatcreates createsvolati volati lityfor forclients clientsand andcomplicomplicates ons ected catesoperati operati onsininaffaff ectedregions. regions.InInthe the face ononhas faceofofthis, this,ABL’s ABL’sambiti ambiti hasremained remained consistent consistent– –totobebefirst firstororsecond secondininevery every market marketit itenters, enters,and andtotoremain remaina astrategic strategic partner onal partnerrather ratherthan thana atransacti transacti onalsupplier. supplier. The onon- -The Thesoluti soluti The2030 2030strategy, strategy,launched launched inin2025, 2025,gave gavea aformal formalstructure structuretotowhat whathad had ininmany manyrespects respectsalready alreadybeen beenABL’s ABL’soperatoperating ingphilosophy. philosophy.ItsItsthree threepillars pillarsare aresustaining sustaining market-leading ons market-leadingpositi positi onsinincore coreservices, services, diversifying erings diversifyinginto intoadjacent adjacentoff off eringsand andexexpanding pandinggeographically geographicallytotobebewherever wherevercliclients entsneed needthe thebusiness businesstotobe. be.

Benefi Benefitsts ▸ ▸ Expanded Expandedinto intonew newinternati internati onal onalmarkets markets while whilemaintaining maintainingstrong strongEBIT EBITmargins margins through throughmarket marketvolati volati lity. lity.

Reuben ReubenSegal Segal

How HowisisABL ABLthriving? thriving?

#resilience on #resilience(main (maincategory) category)#collaborati #collaborati on #diversifi cati on ons #diversifi cati on#service #service&&soluti soluti ons

On ons Onthe thefirst firstpillar, pillar,ABL’s ABL’sfoundati foundati onsininrigrig moving, moving,marine marinewarranty warrantysurvey surveyand andmamarine esesremain rinecasualti casualti remainitsitsmost mostcommercially commercially signifi cant signifi cantanchors. anchors.The Thebusiness businesshas hasused used them orms themasasplatf platf ormsfrom fromwhich whichtotoreach reachinto into adjacent adjacentservices, services,asset assetintegrity integritymanagemanagement mentbeing beingthe theclearest clearestexample. example.Here, Here,ABL ABL has hasmoved movedfrom fromhandling handlinga aniche nicheelement element ofofthis ering thisdiscipline disciplinetotooff off eringa abroader, broader,more more comprehensive comprehensiveservice servicetotoclients clientswhose whoserisk risk profi les profi lesare areevolving evolvingasasinfrastructure infrastructureages ages and andnew newgeographies geographiesemerge. emerge.Marine Marineoperoperatiati ons onshas hasfollowed followeda asimilar similartrajectory, trajectory,with with ABL ABLpursuing pursuingmore moreturnkey turnkeyengagements engagements that ononrather thatgive giveclients clientsa acomplete completesoluti soluti rather than thana aspecialist specialistinput. input. The TheHydromod HydromodCentre CentreofofExcellence, Excellence,which which specialises alalplanning specialisesininmarine marinespati spati planningand and numerical shore numericalmodelling modellingfor foroff off shorewind windconconstructi on, structi on,represents representsanother anotherbuild-out build-outofof a abouti que fied, bouti quespecialism specialismidenti identi fied,resourced resourced and oned andpositi positi onedahead aheadofofthe thedemand demandcurve. curve. Geographically, Geographically,ininthe thepast past18 18months monthsalone, alone, ABL ces ABLhas hasopened openedoffi offi cesininRomania, Romania,Senegal, Senegal, Namibia, Namibia,New NewZealand Zealandand andPoland, Poland,each eachdrivdrivenenbybya aspecifi c cpipeline rmed specifi pipelineofofconfi confi rmedororananticipated ticipatedopportunity. opportunity.Romania, Romania,entered entered181824 24months monthsago, ago,has hasalready alreadybecome becomea agrowth growth hub, hub,with withwork workthere thereopening openingdoors doorsfor forother other parts partsofofthe thewider widergroup. group.Brazil, Brazil,where whereheadheadcount counthas hasgrown grown30% 30%inin2026, 2026,has hasbecome become one vevemarkets oneofofthe themost mostcommercially commerciallyacti acti markets ininthe olio. theportf portf olio.Vietnam, Vietnam,once oncea abreakeven breakeven operati on, operati on,now nowruns runsatata a20% 20%margin marginalongalongside sideMalaysia Malaysiaatat20% 20%and andBrazil Brazilatat30%. 30%. Underpinning Underpinningallallofofthis thisisisa afocus focusononpeopeople. ple.ABL ABLruns runsananEngineering EngineeringDevelopment Development Programme Programme that that brings brings graduates graduates inin onon multi -year multi -yeartracks, tracks,and andseveral severalofofitsitscurrent current country countrymanagers managers and and regional regional directors directors came camethrough throughthis thisroute. route.AAshadow shadowboard, board, running cipants runninga adozen dozenparti parti cipantsatata atime, time,gives gives emerging emergingleaders leadersexposure exposuretotosenior seniordecidecision-making sion-makingand andkeeps keepsthe theculture cultureofofambiambition ous on. tioninfecti infecti ousacross acrossthe theorganisati organisati on.The The mix mixofoflong-tenure long-tenureexperts expertsalongside alongsideyoungyoungerertalent talentisisviewed viewedasasone oneofofthe thebusiness’s business’s structural structuraladvantages. advantages. Tight Tightcost costdiscipline disciplinehas hasbeen beenthe thecountercounterbalance balancetotothis thisexpansion. expansion.ABL’s ABL’sleadership leadership has hasnot notallowed allowedgrowth growthtotooutpace outpacecontrol, control, and andthe theconsistency consistencyofofmargins marginsthrough througha adifdifficult ects ficultcycle cyclerefl refl ectsthat. that.InIna amarket marketwhere where

▸ ▸ Diversifi Diversifi ededinto intoadjacent adjacentconsultancy consultancy and andasset assetintegrity integrityservices servicestotobuild builda a more moreresilient resilientbusiness. business.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Long-term Long-termgrowth growthcomes comesfrom fromcombincombin-

ing sesewith ingtechnical technicalexperti experti withadaptability adaptability and andglobal globalexperience. experience.

For Forindustry industry ▸ ▸ Diversifi cati on Diversifi cati onand andstrong stronglocal localteams teams

help helpbusinesses businessesremain remainresilient resilientduring during market lity. marketvolati volati lity.

For Forgovernment government ▸ ▸ Energy Energysecurity securityrequires requiresbalanced balancedsupport support

for forboth bothtraditi traditi onal onalenergy energyand andrenewables. renewables.

ABL ABLatataaglance: glance: Key Keyproducts productsand andservices: services:marine marineand and engineering engineeringconsultancy, consultancy,surveying, surveying,loss loss preventi on, preventi on,asset assetintegrity integritymanagement, management,and and loss lossmanagement. management. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––67% 67% ▸ ▸ Off shore Off shorerenewable renewableenergy energy––11% 11% ▸ ▸ Others me Others(non-energy): (non-energy):mariti mariti me––22% 22% Headquarters: Headquarters:London, London,UK UK Year Yearestablished: established:2012 2012 Number Numberofofemployees: employees:2,000 2,000 Revenue: Revenue:£263.7m £263.7m

turbulence turbulencehas hasbeen beenthe thenorm normrather ratherthan than the ononfor theexcepti excepti forthe thepast pastseveral severalyears, years,the the ability cing abilitytotonavigate navigateit itwithout withoutsacrifi sacrifi cingeither either people tability peopleororprofi profi tabilityisisthe theclearest clearestmeasure measure ofofthe theresilience resiliencethe thebusiness businesshas hasbuilt. built.

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Add Value Consultancy (AVC) Championing the energy sector’s AI-enabled evolution Hossam Aboegla CEO at Add Value Consultancy

How is Add Value Consultancy thriving? Add Value Consultancy (AVC) is transforming from a specialist technical advisory consultancy into an AI-enabled asset excellence and industrial intelligence company. By combining deep engineering, risk and energy-sector expertise with advanced AI, the company is helping energy and industrial clients turn complex technical data into live insight, better decisions and measurable business value. The challenge - For energy sector companies seeking specialist technical advisory and AI-enabled solutions, AVC is becoming a go-to partner. Today, the firm provides a variety of services spanning asset integrity management, risk management, HSE and process safety, energy management, sustainability and digital transformation. Leveraging this base of expertise, the firm has long delivered complex technical and consultancy assignments for major operators and industrial clients. However, it has also seen shifting customer demands, with greater emphasis being placed on practical, sustainable, data-driven solutions. Today, operators are challenged with managing ageing assets, costs, energy transition demands, ESG expectations, safety and integrity obligations, data overload and a shortage of specialist expertise. As a result, many are investing in digital transformation and artificial intelligence. However, many AI solutions lack real engineering depth and sector context. AVC has recognised this shift, understanding its clients’ needs for solutions capable of helping them make faster decisions, manage risk continuously, improve asset performance and convert technical knowledge into measurable business value. AVC therefore saw a need to do something different: to transform its technical consultancy knowhow into AI-enabled solutions for energy and industrial clients. The aim was not to follow the AI trend, but to create a defensible, differentiated business model that combines domain expertise, engineering judgement, data and advanced AI models. The solution - Rather than building generic AI tools, AVC has since been focused on developing practical, industry-specific AI applications that address real problems faced by asset-intensive clients. Crucially, this strategy has four key components.

First, AVC is codifying its technical knowledge into structured methodologies, frameworks and digital workflows. This includes asset integrity, risk-based inspection, ageing asset management, HSE governance, process safety, energy management, maintenance optimisation and technical assurance. Second, the company is using its project experience and sector data to identify repeatable pain points where AI can create measurable value. These include predictive maintenance, inspection optimisation, technical risk prioritisation, asset performance improvement, HSE compliance support, energy efficiency and decision support for operators. Third, it is now developing AI-enabled offerings that can sit alongside existing consultancy services. This allows the company to serve clients in a more scalable way. Its consultancy services help to diagnose potential problems, and its AI-enabled tools then form the foundations of the solution. Finally, and overarchingly, the company is actively positioning itself for a future where energy and industrial clients will need dedicated AI infrastructure, structured data environments and advanced models trained on sector-specific technical knowledge. Indeed, it is the latter that underpins the longer-term ambition of building a specialist AI-powered data centre and knowledge platform for energy and industrial sectors. AVC has implemented this strategy progressively over the last two years, culminating in the development of two core applications. The first is AVC’s Agentic Risk Based Inspection intelligence (RBI), now in development, which acts as an intelligent decision-support layer for asset integrity teams. It structures inspection data, degradation mechanisms, risk rankings, inspection histories, operating conditions, anomalies and recommendations into a more dynamic system. The objective is to support better inspection prioritisation, improve visibility of high-risk equipment, reduce unnecessary inspection effort and help operators move from periodic RBI studies towards continuous integrity management. The second is Agentic Process Safety Management intelligence (PSM), now in development. It helps organisations create a more connected and intelligent process safety management environment, supporting users in understanding requirements, tracking assurance gaps, connecting process safety studies to operational barriers, identifying recurring weaknesses and improving visibility of major accident hazard controls. Indeed, the company is now moving from concept to practical commercialisation, with its strategy already yielding results. AVC’s

July 2026 July 2026 2026 JulyJuly 2026

Story type #digital & AI (main category) #transformation

Benefits ▸ Launched industry-specific AI applications that turn complex data into live insights for energy and industrial clients. ▸ Drove revenue growth and opened investment conversations by strengthening its market position as an AI-enabled business.

Key findings For young people ▸ Build technical competence and learn in-

dustry fundamentals, using AI as an amplifier of your capability rather than a substitute.

For industry ▸ Pairing deep domain expertise with AI cre-

ates a defensible source of differentiation that generic AI tools cannot replicate.

For government ▸ Support specialist SMEs combining indus-

trial expertise with AI to secure the future competitiveness of asset-intensive sectors.

Add Value Consultancy at a glance: Key products and services: technical advisory and AI-enabled solutions for assetintensive operations. Main industries served: ▸ Oil and gas – 40% ▸ Energy storage – 5% ▸ Others (non-energy): petrochemicals, fertilisers and mining – 55% Headquarters: Aberdeen, UK Year established: 2020 Number of employes: 25 Revenue: £5m

market position has strengthened and its competitive differentiation has improved. The strategy has opened new conversations with clients, partners and investors, with AI now firmly embedded in AVC’s growth narrative alongside its established technical services. Revenue has grown 25% over the last two years, the active pipeline has expanded to £30m, and AVC now serves 10 clients across the energy and industrial sectors. With proprietary AI applications now in development with 2 operators, the trajectory is expected to continue as AVC establishes itself as an industry leader in AI enablement.

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Story Storytype type

AIG AIGHoldings Holdings

#transformati #transformati on on(main (maincategory) category)

From Fromconventi conventional onaloﬀ oﬀshore shorecontractor contractortotoengineering-integrated engineering-integrated asset assetlife-extension life-extensionpartner partner

▸ ▸ Grew Grewrevenue revenueyear-on-year year-on-yeartotoRM18m RM18m inin2024 2024bybytransiti transiti oning oningtotoa astrategic strategic engineering engineeringpartner. partner.

Benefi Benefitsts

Thesoluti soluti onon- -Indeed, Indeed,this thisexactly exactlywhat whatAIG AIG Mohd MohdFadli FadliMohd MohdNoor Noor The

Holdings Holdingshas hasdone doneininthe thepast pasthalf halfdecade, decade,

CEO CEOatatAIG AIGHoldings Holdings working workingtotomove movethe thefirm firmupupthe thevalue valuechain chain How HowisisAIG AIGHoldings Holdingsthriving? thriving? Malaysian MalaysianEPMCM EPMCMcontractor contractorAIG AIGHoldings’ Holdings’ success successstory storyisisrooted rootedinintransformati transformati onon during duringuncertainty. uncertainty.Aft Aft ererthe thepandemic pandemicperiperiododand andmarket marketdownturn downturnexposed exposedthe thelimits limits ofoftraditi traditi onal onalexecuti executi on-based on-basedcontracti contracti ng, ng, the thefirm firmreinvented reinventeditself, itself,strengthening strengtheningitsits engineering engineering capabiliti capabiliti es, es, embracing embracing digital digital twin twintechnology technologyand andexpanding expandinginto intonew newoff off -shore shoremarkets. markets.InIndoing doingso, so,AIG AIGshift shift ededfrom from a amanpower manpowerprovider providertotoa astrategic strategicasset assetin-integrity tegritypartner, partner,fuelling fuellingrapid rapidgrowth growthand andpopositi siti oning oningitself itselffor forlong-tem long-temrelevance relevanceininthe the industry industryundergoing undergoingprofound profoundchange. change. The Thechallenge challenge- -AIG AIGHoldings Holdingshas hasfaced facedthe the brunt bruntofofoff off shore shoreenergy energyindustry industrychallengchallengesesininthe thepast pastfive fiveyears. years.The Theturning turningpoint point for forthe thecompany companycame cameduring duringthe the2020-21 2020-21 industry industrydownturn, downturn,when whenthe thepandemic, pandemic,oiloil price pricevolati volati lity lityand andsupply supplychain chaindisrupti disrupti ons ons exposed exposed the the vulnerabiliti vulnerabiliti eses ofof traditi traditi onal onal contractor contractormodels modelsthat thatrely relyheavily heavilyononexeexecuti cuti on-based on-basedwork. work.AtAtthe thesame sametime, time,AIG AIG Holdings Holdingsrecognised recognisedthat thatoperators operatorswere wereexextending tendingthe theoperati operati onal onallife lifeofoffloati floati ngngproproducti ducti ononstorage storageand andoﬄ oﬄ oading oadingvessel vessel(FP(FPSOs) SOs)beyond beyondtheir theiroriginal originaldesign designlife, life,creati creati ngng new newchallenges challengesrelated relatedtotostructural structuralfati fati gue, gue, class classcompliance complianceand andintegrity integritymanagement. management. AsAsananEPMCM EPMCMcontractor contractorheavily heavilyinvolved involved ininoff off shore shoremaintenance maintenanceand andrepair repairand andlife life extension extension(RLE) (RLE)campaigns, campaigns,it itwas wasdirectly directly impacted impactedbybythese thesepressures. pressures.Margins Marginswere were tightening, tightening, competi competi tion tion was was intensifying, intensifying, and andclients clientswere werelooking lookingfor forsmarter, smarter,dadata-backed ta-backedengineering engineeringsoluti soluti ons. ons. The Thefirm firmfaced facedrising risingmaterial materialcosts, costs,logisti logisti cscs constraints constraintsand andincreased increasedcompliance compliancerequirerequirements. ments.Project Projectapprovals approvalsbecame becameslower, slower,and and cost-sensiti cost-sensiti veveclients clientsdemanded demandedpredicti predicti veve insight insightand andhigher highertechnical technicaljusti justi ficati ficati ononfor for every everyrepair, repair,rather ratherthan thanreacti reacti vevework. work.The The off off shore shoreenvironment environmentalso alsogrew grewmore morecomcomplex. plex.Ageing AgeingFPSO FPSOand andFSO FSOassets assetsrequired required deeper deeperstructural structuralassessments, assessments,beyond beyondsursurface-level face-levelsteel steelrenewal, renewal,while whileclass classscruti scruti nyny and anddocumentati documentati ononstandards standardstightened. tightened. Executi Executi ononalone alonewas wasnonolonger longersuffi suffi cient, cient,and and engineering engineeringdepth depthbecame becamecriti criti cal. cal.The Theindusindustry trywas wasevolving, evolving,and andAIG AIGHoldings Holdingsneeded neededtoto move movewith withit.it.Competi Competi ngngpurely purelyononmanpowmanpowererand andprice pricebecame becameunsustainable. unsustainable.The Thecomcompany panyrecognised recognisedthat thatif ifit itdid didnot notdiff diff erenti erenti ate, ate, it itwould wouldbebevulnerable vulnerabletotocommoditi commoditi sati sati on. on.

and andredefi redefi neneitsitsrole roleininthe theoff off shore shoreenergy energy ecosystem. ecosystem.Recognising Recognisingthat thatthe theindustry industrywas was shift shift ing ingtoward towarddata-driven data-drivenasset assetintegrity integrityand and life lifeextension, extension,parti parti cularly cularlyfor forageing ageingFPSO FPSOand and FSO FSOfleets, fleets,the thefirm firmpivoted pivotedtowards towardsa astrategy strategy underpinned underpinnedbybythree threekey keypillars. pillars. The Thefirst firstpillar pillarofofimproving improvingitsitsengineerengineering-led ing-ledexecuti executi ononbecame becameAIG AIGHoldings’ Holdings’priprimary maryfocus focusduring during2021 2021and and2022. 2022.Criti Criti cally, cally, the thecompany companystrengthened strengtheneditsitsengineering engineering capability capabilitytotocomplement complementoff off shore shoreexecuexecution. tion.AsAsa aresult, result,instead insteadofofsimply simplyexecuti executi ngng repair repairscopes, scopes,the thefirm firmisisnow nowable abletotoconcontribute tributetotorepair repairmethodology, methodology,structural structuralasassessment sessmentand andlong-term long-termintegrity integrityplanning. planning. From From2023, 2023,the thefirm firmthen thenfocused focusedononthe the second secondpillar: pillar:digital digitaltwin twinintegrati integrati on. on.It Itesestablished tablished collaborati collaborati veve relati relati onships onships with with digital digitaltwin twintechnology technologypartners partnersand andbegan began integrati integrati ngnghigh-fi high-fi delity delitystructural structuralmodelling modelling into intoasset assetlife-extension life-extensiondiscussions. discussions.CruCrucially, cially,this thishelps helpsoperators operatorsbett bett ererunderstand understand structural structuralbehaviour, behaviour,opti opti mise miserepair repairscopes, scopes, and andmake makemore moreinformed informedclass classdecisions. decisions. These Theseeffeff orts ortsconti conti nued nuedinin2024, 2024,where wherethe the firm firmmade madedigital digitaltwin twinintegrati integrati ononbecame becamepart part ofofitsitsengagement engagementstrategy strategywith withclients, clients,parti parti c-cularly ularlyfor forrepair repairand andlife lifeextension extension(RLE) (RLE)camcampaigns paignsand andcomplex complexstructural structuralassessment. assessment. AtAtthe thesame sametime, time,it italso alsoturned turnedattatt enti enti ons onstoto itsitsthird thirdstrategic strategicpillar pillarofofstrategic strategicgeographic geographic expansion, expansion,establishing establishinga agreater greaterfoothold footholdinin emerging emergingenergy energymarkets marketsbeyond beyondMalaysia, Malaysia, such suchasasGuyana, Guyana,sosothat thatAIG AIGcould couldpositi positi onon itself itselfearly earlyininrapidly rapidlygrowing growingoff off shore shorebasins. basins. AAmulti multi -year -yearlong longprocess, process,the theoverall overallstrategy strategy has hasbeen beentransformati transformati onal. onal.Indeed, Indeed,the thefirm firm has hastransiti transiti ons onsfrom frombeing beingexecuti executi on-driven on-driven toto engineering-integrated, engineering-integrated, combining combining off off -shore shorerepair repaircapability capabilitywith withdigital digitalstructural structural modelling, modelling,life-extension life-extensionstrategy strategyand andprepredicti dicti vevemaintenance maintenanceapproaches. approaches.ItsItsfocus focusonon digital digitaltwin twinintegrati integrati ononhas hasmarked markeda ashift shiftinin how howit itengages engageswith withclients, clients,which whichhas haspaid paid dividends. dividends. Indeed, Indeed, revenue revenue has has increased increased every everyyear yearsince since2020, 2020,from fromRM3.5m RM3.5mtoto RM18m RM18minin2024 2024– –remarkable remarkablefigures figuresunder under the thecircumstances, circumstances,with withAIG AIGhaving havinggrown grown signifi signifi cantly cantlyduring duringthe thepandemic pandemicperiod. period. However, However,the thefirm’s firm’ssuccess successisisnot notdefi defi ned ned only onlybybyrevenue revenuegrowth, growth,but butalso alsobybyincreasing increasing relevance. relevance.Indeed, Indeed,it ithas hasevolved evolvedfrom froma aconcontractor tractortotostrategic strategicasset assetpartner, partner,strengthenstrengthening ingitsitsmarket marketpositi positi ononand andgaining gainingincreased increased involvement involvementinto intoRLE RLEcampaigns, campaigns,asaswell wellasas technical technicaland andengineering engineeringdiscussions. discussions.

▸ ▸ Expanded Expandedinto intoGuyana Guyanaand andsecured secured higher-value higher-valueprojects projectsbybyintegrati integrati ngngdigital digital twins twinsinto intoasset assetlife-extension life-extensionstrategies. strategies.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Build Buildfundamental fundamentalskills skillsand andresilience; resilience;

successful successfulcareers careersare arebuilt builtbybytackling tackling diffi diffi cult cultchallenges. challenges.

For Forindustry industry ▸ ▸ Stop Stopcompeti competi ngngsolely solelyon oncost; cost;invest investinin

technology technologyand andsolve solvecomplex complexproblems. problems.

For Forgovernment government ▸ ▸ Support Supportlocal localcompanies companiesexpanding expandinginin-

ternati ternati onally onally byby facilitati facilitati ngng access access toto networks, networks,financing financingand andtrade tradeiniti initi atiati ves. ves.

AIG AIGHoldings Holdingsatataaglance: glance: Key Keyproducts productsand andservices: services:off off shore shoreasset asset life lifeextension, extension,piping pipingand andstructural structuralrenewal, renewal, skid skidfabricati fabricati on, on,maintenance maintenancecampaigns campaignsand and digital digitaltwin twinintegrati integrati on. on. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––85% 85% ▸ ▸ Conventi Conventi onal onalpower power––3% 3% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––2% 2% ▸ ▸ Onshore Onshorerenewable renewableenergy energy––2% 2% ▸ ▸ Hydrogen Hydrogen––2% 2% ▸ ▸ Carbon Carboncapture capture––2% 2% ▸ ▸ Energy Energystorage storage––1% 1% ▸ ▸ Data Datacentres centres––1% 1% ▸ ▸ Others Others(non-energy) (non-energy)––2% 2% Headquarters: Headquarters:Cyberjaya, Cyberjaya,Malaysia Malaysia Year Yearestablished: established:2000 2000 Number Numberofofemployees: employees:185 185 Revenue: Revenue:£3.8m £3.8m––£5.7m £5.7m Revenue Revenuefrom fromexports: exports:20% 20%

Now Nowtackling tacklingmore morecomplex, complex,higher highervalue value projects projectsinina arange rangeofofmarkets marketsinternati internati ononally, ally,the thefirm firmisiswell wellplaced placedtotoconti conti nue nuetoto expand expandand andthrive thrivefurther furthermoving movingforward. forward. Indeed, Indeed,industry industrypressure pressurehas hasproven proventoto bebea ablessing blessinginindisguise disguisefor forthe thecompany, company, serving servingasasthe thecatalyst catalystfor foritsitstransformatransformation tioninto intoananengineering-integrated engineering-integratedasset asset life-extension life-extensionpartner. partner.

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Story type #innovation (main category) #diversification #service & solutions

Benefits

AIS

▸ Generated approximately £25m in sales

Established as a true oﬀshore wind innovator with NjordGuard Andy Smith Head of Sales at AIS

How is AIS thriving? AIS has transformed its position in offshore wind through the savvy and strategic development of NjordGuard – a purpose-built cable protection system (CPS) that specifically addresses the costly failures associated with legacy designs in the industry. Through early investment, significant engineering R&D, and strong customer engagement, the company is now delivering its reliable, lower-risk solution on a broad basis, serving several major offshore wind operators. The challenge - Over the past three years, AIS has operated through major change across both the offshore energy sector and its own business. Like many engineering businesses with roots in oil and gas, the company recognised the need to accelerate diversification into renewables. Offshore wind offered significant opportunity, but success required more than adapting existing oil and gas products. The technical, operational and commercial demands of offshore wind differ substantially, particularly around dynamic loading, thermal performance, installation efficiency and environmental impact. Here, subsea power cables represented both a challenge and an opportunity, being one of the most critical and vulnerable elements of offshore wind infrastructure. Repairs are costly, slow and highly disruptive, often leading to prolonged downtime and reduced power generation. As a result, developers have become less tolerant of legacy solutions that carry technical risk or require later intervention. Market analysis and collaboration with operators highlighted a clear gap. Most cable protection systems were adapted from oil and gas designs and were not optimised for offshore wind’s long design life, dynamic seabed conditions or thermal requirements. Many relied on rock dumping or sacrificial anodes, adding cost, complexity and environmental disturbance. High-profile failures reinforced the consequences of inadequate protection and revealed the need for a fundamentally different approach. The solution - In response, AIS recognised that incremental improvement was not enough. Through its subsidiary CRP Subsea, the company invested in developing NjordGuard, a purpose-designed cable protection system engineered specifically for offshore

wind. This required deeper upfront engineering, site-specific modelling and closer collaboration with developers to challenge accepted norms. The result was a solution that addressed the technical weaknesses of legacy systems while aligning with the sector’s demand for reliability, lower lifetime cost and reduced environmental impact. In tandem with its investments in NjordGuard, AIS focused on establishing itself in the market by increasing value and driving down overall cost of ownership. Drawing on 30 years of CPS design and manufacturing in oil and gas, this strategy enabled AIS to gain traction as the market sought alternatives. When failures occurred, operators recalled AIS’ earlier warnings and turned to NjordGuard as a credible, ready solution. AIS also repositioned operationally. It invested in in-house modelling to perform full global and local analyses previously done by customers. It designed and manufactured its own connector system, removing reliance on external suppliers, and invested £1.5m in a dedicated NjordGuard production cell to increase efficiency and speed. Abrasion resistance was a major concern with existing CPS solutions, often requiring costly seabed rock stabilisation to reduce cable movement – interventions can cost up to seven figures per system. Here, NjordGuard’s improved abrasion resistance reduced, and in many cases eliminated, the need for these measures, saving operators substantial cost and removing a major risk. By redesigning the interconnections (between adjacent polyurethane sections) to remove rotational alignment and improve speed of installation, NjordGuard also reduced handling complexity offshore. This shortened installation time by up to 40 minutes per CPS section, equating to savings of up to €7,200 per section at typical vessel day rates. With projects requiring up to 1,000 sections of CPS, the savings were significant. By making these changes, AIS is looking to transform industry standards across the board, not just on a one-off project. Thermal bottlenecking, where protection systems trap heat around power cables, was another critical challenge. Under high load, this can create hot spots that reduce turbine output. Here, NjordGuard’s redesigned geometry balances thermal and mechanical performance, keeping cables up to 10C cooler, enabling higher current loads and supporting long-term reliability. Ultimately, NjordGuard has transformed AIS’ position in offshore wind, establishing the company as a trusted supplier. As confidence in existing CPS solutions fell, AIS was

from the NjordGuard system in last FY alone, driving overall company revenue growth from £47.2m in 2021 to £151m in 2025.

▸ Reduced offshore installation time by up to 40 minutes per section and improved thermal efficiency by 10C, saving operators thousands of pounds while removing costly seabed stabilisation requirements.

Key findings For young people ▸ Embrace curiosity, take ownership of your career and proactively seek out mentorship and new challenges to develop your skills.

For industry ▸ People are your most important asset, and apprenticeships offer a hugely valuable way to develop your next generation of talent.

For government ▸ Support smaller companies in developing technology. Don’t just push it all on supply chain, but work with the supply chain.

AIS at a glance: Main industries served: ▸ Oil and gas - 68%

▸ Offshore renewable energy - 17% ▸ Others (non-energy): battery protection, leisure, marine – 15%

Headquarters: Gloucester, UK Year established: 2007 Number of employees: 786 Revenue: £151m Revenue from exports: 72%

ready with a tested, reliable alternative. The business has grown accordingly, with seven full-time engineers now supporting NjordGuard, alongside a dedicated four-person product team and 21 factory staff. NjordGuard generated approximately £25m in sales within the last year alone, while overall company revenues have risen year on year since 2021, growing from £47.2m to £151m in 2025. To add to this, one of the larger CPS projects awarded to AIS in 2023, had a value of approximately £10m. Indeed, NjordGuard is the outcome of AIS’ strategic decision to respond proactively to market change, turning external pressure and internal transition into a differentiated, successful solution for a fast-growing sector.

40 1 July July2026 2026 Success Stories Success Stories

EIC Survive & Thrive X EIC Survive & Thrive 2026

EIC Survive Thrive&2026 EIC & Survive Thrive X

July 2026 Success Stories July 2026 45 Success Stories

Story type #innovation (main category) #technology

Beneﬁts

Alpha Subsea Transforming subsea inspection through remote innovation

► Enhanced safety by reducing on-board personnel for high-risk inspections from ﬁve to one. ► Increased productivity to 500 daily measurements, enabling real-time alerts and same-day reporting.

Gabriel Rosa

Key ﬁndings

CEO and Head of Development at Alpha Subsea

For young people

How is Alpha Subsea thriving? Alpha Subsea has rapidly established itself as a credible and innovative player in the offshore subsea market, leveraging proprietary ROV technology to deliver safer, more efficient inspection solutions. The combination of inhouse engineering expertise with a differentiated remote inspection model has enabled the firm to dramatically improve offshore operational safety for its clients, while also increasing data quality and productivity. Having secured multiple contracts with Petrobras, the firm is a shining example of a startup driving innovation in the Brazilian energy industry. The challenge - Now celebrating its 10th anniversary year, Brazil-based Alpha Subsea has grown quickly in the space of a decade. Today, the firm employs 175 staff globally, 145 of which are based in Brazil, providing subsea robotics and engineering solutions including electric remote operated vehicle (ROV) systems, driverless inspection solutions, and subsea integrity services for offshore assets. Crucially, the firm owns its own proprietary ROV technologies, including electric models designed for operations up to 500 metres that can complete a range of tasks, from underwater cleaning and thickness measurement to cathodic-protection reading, visual inspection and customised interface tooling. Establishing such an innovative company is never easy. Indeed, Alpha Subsea was born with the challenge of building knowledge, technical structure and credibility in a sector with significant barriers to entry, high technical requirements and rigorous compliance, audit and qualification processes. During its early years, the company invested in research and development, bringing together a team of experienced professionals, many of whom had already spent 15 to 20 years working offshore. And in 2024, the major turning point came: a Petrobras tender for ballast tank inspections on FPSOs, the aim of which was to reduce human exposure in high-risk operations. Alpha Subsea took part in the tender with a proposal that had a clear differentiator: ROVs with technology capable of carrying out part of the operation remotely, via satellite. The off-

shore team would be responsible for launching the robot, while data capture, inspection, processing and analysis would be monitored by an onshore team. With this model, the company would be able to reduce personnel on board without compromising inspection quality. Even with this proposal, Alpha Subsea initially placed fifth in the tender. As the process advanced, however, other proposals did not meet all the technical and commercial requirements, and the company moved forward in the bid. The team still had to prove their technical capability and demonstrate that they could deliver the service at the proposed price. They also faced resistance as a company from Minas Gerais operating in the offshore sector, a market traditionally occupied by larger and more established players. Building the equipment was another significant challenge. Development required self-funded investment, technical adaptation and a chain of specialised suppliers. The company structured stages for sealing, high-complexity welding, electrical and electronic R&D, assembly, testing and the supply of components such as floats and stainless-steel parts. The adaptation deadline was also tight – four months for the smaller ROV, and six months for the larger one. The solution - Despite the initial questions, the solution proved successful. An operation that previously required five people offshore began to be carried out with only one person on board. In addition, instead of around 50 thickness measurements per day, Alpha Subsea’s ROVs began performing approximately 500 daily measurements. The inspection, which had previously depended more heavily on the physical presence of offshore teams, began to be monitored in real-time by a pilot and an inspector. The data is transmitted, classified and analysed during the operation itself. Even before the inspection begins, the plan has already been processed, with the expected thickness for each location and the points previously integrated into the technical drawing. When something outside the expected standard is identified, the team can alert their cli-

► Challenges will always exist, but they are there to be overcome. Do not be discouraged by setbacks. Stay persistent. For industry ► Map as many repetitive activities as possible and leverage AI to optimise processes. For government ► Advocate for increased support and greater focus on social initiatives and vulnerable communities, with the aim of giving back to society.

Alpha Subsea at a glance: Key products and services: subsea robotics and engineering. Main industries served: ► Oil and gas – 100% Headquarters: Pouso Alegre, Brazil Year established: 2016 Number of employees: 175 Revenue from exports: 30%

ents in real-time and show the damage while the ROV is still inside the tank, with reports delivered the same day or the following day. In addition to ballast tank inspections, the company also secured contracts related to vessel hull inspections on the external areas of FPSOs. Today, it holds contracts with Petrobras spanning different operational fronts — across ballast-tank and hull-inspection scopes — with dedicated ROV systems and the capacity to serve multiple platforms. For Alpha Subsea, the contract with Petrobras represents more than commercial growth. It has brought stability, technical validation and the opportunity to demonstrate that a Brazilian company could compete in a highly demanding market.

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

July 2026 July 2026 2026 JulyJuly 2026

Story type #transformation (main category) #culture #environmental sustainability & social impact #innovation #optimisation

Ampelmann The founder who returned to revitalise his company Jan van der Tempel CEO at Ampelmann

How is Ampelmann thriving? Ampelmann, the Dutch offshore access specialist founded in 2007, has completed a decade-long transformation under the leadership of its returning founder and CEO, Jan van der Tempel. Having come back in 2017 to a company that had grown rapidly but was loss-making and operationally misaligned, Van der Tempel executed a disciplined restructuring – decentralising operations, redesigning products around modularity and electrification, and codifying the business under a strategy called Shifting Winds. Revenues reached €107m in 2025 with an EBITDA margin of 32%, a record year for the company. The challenge - Ampelmann designs, manufactures and operates a fleet of motion-compensated gangway systems for offshore crew transfer, cargo operations and decommissioning across oil and gas and offshore wind markets. Founded from a PhD research project, the company grew rapidly in its early years as both sectors embraced its technology. By 2013 it had attracted private equity backing; by 2015, with the oil price crash hitting revenues and a scaling organisation stretching its management model, Van der Tempel had departed as CEO. When he was asked to return in 2017, what he found was a company that had become, in his words, a large-small company rather than a small-large one. Global offices had been established in Singapore, Brunei, Houston, Aberdeen and Hamburg, driven by client activity. But critical functions such as crewing, the Operational Control Centre, engineering and warehousing had remained centralised in Delft. The company had scaled its footprint without scaling its operating model to match. The solution - Van der Tempel spent his first year back observing before acting. In 2018 he began making changes with management buy-in; by 2019 the strategy had been named, written down and communicated to all staff. Shifting Winds was built around three principles: owning the market, building modular and shifting from a rental-only to a sell-and-service model. The biggest operational change was decentralisation. The Operational Control Centre, which monitored gangways around the

clock and had become a bottleneck of latenight calls across time zones, was distributed into three regional hubs – Delft, Brunei and Houston. Crewing, previously managed entirely from the Netherlands, was localised into Brunei and Providence in the US, placing people who understood local languages, cultures and regulations closer to the vessels they were supporting. Warehousing followed: a central facility near Rotterdam was supplemented with regional stores in each geography, with Brunei, the company’s largest client pool, prioritised first. Engineering required a different kind of change. Ampelmann had 100 qualified engineers who excelled at building bespoke, holistic systems for individual clients. Van der Tempel challenged them to shift towards a modular approach with standard parameters, standardised spares and reusable components that could be maintained in regional warehouses rather than requiring custom parts flown in from the Netherlands. It was, he acknowledged, a significant mindset shift for people whose professional identity was tied to bespoke design. But it made the business more scalable and the product more reliable in the field. Alongside the operational restructure, Ampelmann undertook a product transition. Its gangway fleet had run on hydraulic, diesel-powered systems with high emissions. The company redesigned around fully electric actuation – systems that not only eliminated diesel emissions but could generate electricity in reverse operation during descent. Since the shift, 25 new systems have been built entirely electric, reducing emissions by 80% compared to the legacy fleet. Conversion of older diesel units is also under way. The environmental credentials have proved meaningful commercially, particularly in offshore wind where sustainability requirements are increasingly embedded in procurement decisions. Culturally this has been impactful too, with a generation of engineers motivated by working on cleaner technology being drawn to the company. The Covid-19 period, which might have derailed the transformation, instead validated it. Because operations had been localised and regional teams empowered, the business was able to continue working through border closures and travel restrictions that would have paralysed a centrally dependent model. The uptime target of 98.5%, a key performance metric for clients who depend on gangway availability to keep offshore operations running, was maintained throughout.

Benefits ▸ Achieved a record financial year in 2025, reaching €107m in revenues and a 32% EBITDA margin through structural efficiency. ▸ Reduced fleet emissions by 80% using fully electric systems while maintaining a 98.5% operational uptime despite global disruptions.

Key findings For young people ▸ Focus on finishing your studies, master-

ing your trade and seizing opportunities with an open mind.

For industry ▸ Transformation demands persistent pa-

tience and communication; if your frontline staff cannot repeat the strategy, it will not succeed.

For government ▸ Drastically reduce EU bureaucracy, max-

imise existing free trade agreements and allocate more funding to scale up offshore hydrogen development.

Ampelmann at a glance: Key products and services: modular gangways and full-service operational support for the Walk to Work industry. Main industries served: ▸ Oil and gas – 55% ▸ Offshore renewable energy – 45% Headquarters: Delft, The Netherlands Year established: 2007 Number of employees: 450 Revenue: £91m Revenue from exports: 90%

By 2025, the company had reached its first record revenue year since the transformation began, with EBITDA margins that reflect the structural efficiency that eight years of disciplined change have built into the business. Van der Tempel’s advice to the next generation of leaders, shaped by his own experience, is ‘persistent patience’. Building a €100m company took decades, and there are no shortcuts in the scaling of something that works.

11July July2026 2026 July Success SuccessStories Stories 2026

EIC EICSurvive Survive&&Thrive Thrive2026 2026

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

Building bridges Apave Apave towards the future.

How Howaa150-year 150-yearsafety safetyspecialist specialistreinvented reinventeditself itselfasasaaUAE UAErisk risk intelligence intelligencehub hub Shivakumar ShivakumarKulkani Kulkani

standing standingtotooperate operateasasa aTechnical TechnicalAuthority Authority rather ratherthan thana aservice servicecontractor. contractor.Only Onlyone one other on. otherTIC TICfirm firmholds holdsthis thisaccreditati accreditati on.

Regional RegionalManager Manager(ME&I), (ME&I), Thesecond secondstep stepwas wasrebuilding rebuildinghow howthe thedi-diRisk RiskConsulti Consulti ngngatatApave Apave The How HowisisApave Apavethriving? thriving? Founded ngng across Founded inin 1867 1867 and and operati operati across 17,500 17,500people peopleand andnearly nearly€1.9bn €1.9bnininrevenues revenues globally, globally,Apave Apavehas hasspent spent150 150years yearsbuilding building itsitsreputati ononininindustrial reputati industrialrisk riskmanagement. management. ItsItsMiddle MiddleEast Eastand andIndia Indiadivision, division,with with1,100 1,100 engineers ons engineersacross across13 13locati locati onsand andmore morethan than 1,500 1,500clients clientsininsixsixcountries, countries,has hastaken takenthat that heritage heritageand andused usedit ittotobuild buildsomething somethingthe the region regionhad hadnot notpreviously previouslyseen: seen:a afully fullyinteintegrated gratedrisk riskintelligence intelligencehub hubininthe theUAE, UAE,acaccredited creditedbybythe theAbu AbuDhabi DhabiDepartment Departmentofof Energy sese(HoE) Energyasasa aHouse HouseofofExperti Experti (HoE)and and capable capableofofdelivering deliveringevery everysafety safetystudy studydisdiscipline ciplineunder underone oneroof. roof.Group Grouprevenues revenuesgrew grew 36% 36%inin2025, 2025,from from€1.4bn €1.4bntoto€1.9bn, €1.9bn,with witha a further further20% 20%targeted targetedinin2026. 2026. The Thechallenge challenge- -Apave’s Apave’sMiddle MiddleEast Eastoperaoperation on, tionprovides providesthird-party third-partyinspecti inspecti on,non-denon-destructi vevetesti ng, ng, structi testi ng,material materialtesti testi ng,technical technical training, ficati ononand training,certi certi ficati andrisk riskconsultancy consultancy totoenergy energyand andinfrastructure infrastructureclients clientsacross across the ngngfor theGulf, Gulf,with withoiloiland andgas gasaccounti accounti forapapproximately vity. erproximately60% 60%ofofacti acti vity.ItsItscore corediff diff erenti ator enti atorininthe theregion regionisisananintegrated integratedsafety safety studies studiescapability capabilitycovering coveringeverything everythingfrom from HAZOP HAZOPand andPHSER PHSERthrough throughtoto3D 3Dfire fireand and gas gasmapping mappingand andRAM RAManalysis analysis– –disciplines disciplines that tors thatmost mostcompeti competi torsdeliver deliverasasseparate, separate, fragmented fragmentedcommissions. commissions. ByBythe theearly early2020s, 2020s,that thatfragmented fragmentedmodel model was wasbecoming becominga aproblem problemfor forclients. clients.Projects Projects ininthe theMiddle MiddleEast Eastwere weregrowing growingininscale scaleand and complexity, complexity,FEED FEEDtimelines timelineswere weretightening, tightening, and andthe thecost costofofmisalignment misalignmentbetween betweensafesafetytydisciplines disciplineswas wasrising. rising.Operators Operatorsand andEPCs EPCs wanted wanteda asingle singletechnical technicalauthority, authority,accountaccountable ablefrom fromthe thestart startofofFEED, FEED,running runningshared shared data ons dataand andconsistent consistentassumpti assumpti onsacross acrossevevery sesetoto eryworkstream. workstream.Apave Apavehad hadthe theexperti experti dodothis. this.What Whatit itneeded neededwas wasthe theformal formalstandstanding ingtotosay saysoso– –and andtotoprove proveit itonona aproject projectofof suffi cient suffi cientscale scaleand andvisibility visibilitythat thatthe themodel model would wouldbebetaken takenseriously seriouslyacross acrossthe theregion. region. The onon- -The Thesoluti soluti Thefirst firststep stepwas wasaccredaccreditati on. itati on.Apave Apavespent spent12 12months monthsworking working through throughsubmissions submissionsand andaudits auditswith withthe the Abu AbuDhabi DhabiDepartment DepartmentofofEnergy Energytotoearn earn House sese(HoE) HouseofofExperti Experti (HoE)status– status–the theformal formal recogniti ononthat recogniti thatgave gaveit itADNOC-approved ADNOC-approved

vision visionworked. worked.Eight Eightspecialists specialistswere werehired hired across acrossHAZOP, HAZOP,fire fireand andgas gasmodelling, modelling,integintegrity rityengineering engineeringand andreliability. reliability.New Newproject project controls, controls,mandatory mandatorypeer peerreviews reviewsand andshared shared digital digitaltwins twinsfor forfire fireand andgas gasdata datawere wereemembedded ow vevebebeddedininevery everyworkfl workfl ow– –the theobjecti objecti being ingtotorun runstudies studiesasasa asingle singleintegrated integratedproprocess s.s. cessrather ratherthan thana aseries seriesofofvendor vendorhandoff handoff The Thethird thirdstep stepwas wasproving provingit.it.InIn2025, 2025,Apave Apave was wasengaged engagedononthe theADNOC ADNOCSALT SALTFEED FEED project: eld, project:a agreenfi greenfi eld,integrated integratedfacility facilityfor for chlor-alkali, chlor-alkali,EDC, EDC,VCM VCMand andPVC PVCproducproduction tionininthe theTa’ziz Ta’zizIndustrial IndustrialChemical ChemicalZone, Zone, Abu nct AbuDhabi. Dhabi.Thirteen Thirteendisti disti nctsafety safetystudies studies ran ranacross acrosstwo twoparallel parallelsub-projects, sub-projects,each each supported supportedbybya aseparate separateTier Tier1 1FEED FEEDconcontractor tractor(TechnipEnergies (TechnipEnergiesand andthyssenkrupp thyssenkrupp Uhde) Uhde)covering coveringworkshop workshopdisciplines disciplinessuch such asasHAZOP, HAZOP,PHSER, PHSER,Human HumanFactors FactorsEngiEngineering neeringand andInherently InherentlySafer SaferDesign DesignReview, Review, alongside alongsidedesktop desktopstudies studiescovering covering3D 3Dfire fire and andgas gasmapping, mapping,RAM RAManalysis, analysis,vent ventdisperdispersion sionand andnoise noiseabatement. abatement. Apave ow, Apaveran ranallall1313asasone oneworkfl workfl ow,the theprocess process was ededfawascharacterised characterisedbybyshared shareddata, data,unifi unifi facilitati ononand cilitati anda asingle singletechnical technicalauthority authorityacaccountable countabletotoboth bothEPCs EPCsand andADNOC. ADNOC.When When workshops workshops clashed clashed oror dispersion dispersion models models needed neededreworking reworkingunder underFEED FEEDdeadline deadlineprespressure, sure,the thesame sameteam teamabsorbed absorbedand andresolved resolved the theissue. issue.The TheResult: Result:AllAll1313studies studiesachieved achieved 100% 100%Code Code1 1acceptance acceptanceononthe thefirst firstsubmissubmission enencomsionwith withzero zerorework, rework,earning earningwritt writt commendati ons mendati onsfrom fromboth bothEPC EPCpartners. partners. The TheUAE UAEhub hubisisnow nowthe theblueprint. blueprint.AAparallel parallel technical technicaldelivery deliveryteam teamisisbeing beingbuilt builtininIndia India for forasset assetintegrity integrityand andcorrosion corrosionengineering, engineering, and andthe thenext nexthub hubininSaudi SaudiArabia Arabiaisisinindevelopdevelopment, ononprocess ment,requiring requiringitsitsown ownaccreditati accreditati process with withSaudi SaudiAramco. Aramco.Each Eachhub, hub,once onceestabestablished, lished,carries carriesthe thecredibility credibilityofofthe thelast last– –the the SALT ons SALTrecord recordisisalready alreadyopening openingconversati conversati ons with withoperators operatorsininQatar, Qatar,Oman Omanand andKuwait. Kuwait. AI-assisted AI-assistedfire fireand andgas gasmodelling modellingisisininpilot, pilot, with ononinin withearly earlyresults resultsshowing showinga a40% 40%reducti reducti modelling modellingtime timeatatequivalent equivalentaccuracy. accuracy. Ulti mately, ononisisnot Ulti mately,the theambiti ambiti nottotobebethe the biggest biggestTIC TICfirm firmininthe theMiddle MiddleEast, East,but buttoto bebethe theone oneoperators operatorscall callwhen whenthe theFEED FEED schedule ngngit it scheduleisistight tightand andthe thecost costofofgetti getti wrong wrongisistoo toohigh hightotoaccept. accept.The Thelast lastyear year ororsosohas hascertainly certainlyplaced placedApave Apaveinina astrong strong positi onontotobebethat positi thatgo-to go-topartner. partner.

23 41 July2026 2026 Success Stories July Success Stories 47 Success Stories

Story Storytype type #service ons #service&&soluti soluti ons(main (maincategory) category)

Benefi Benefitsts ▸ ▸ Achieved Achieveda a36% 36%increase increaseininglobal global group grouprevenues revenuestoto€1.9bn €1.9bninin2025 2025 aft erersecuring aft securinghighly highlyexclusive exclusiveHouse Houseofof Experti seseaccreditati on. Experti accreditati on. ▸ ▸ Delivered Delivered13 13integrated integratedsafety safetystudies studies for forthe theADNOC ADNOCSALT SALTproject projecton onfirst first submission submissionwith withzero zerorework reworkand and writt enenpartner ons. writt partnercommendati commendati ons.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Do Donot notwait waitfor forthe theperfect perfectrole rolebut butseek seek

depth depthofofexperience, experience,combining combiningcuriosity curiosity and andgrit grittotomake makeananimpact impactinina atranstransforming formingenergy energysector. sector.

For Forindustry industry ▸ ▸ Stop Stoptreati treati ngngsafety safetystudies studiesasasa acost costcencen-

tre treand andembrace embracethem themasasdecision decisionaccelaccelerators eratorsthat thatprotect protectmargins marginsand andeliminate eliminate rework reworkthrough throughunifi unifi ededrisk riskintelligence. intelligence.

For Forgovernment government ▸ ▸ Make onal Maketechnical technicalsovereignty sovereigntya anati nati onal

mandate sese mandateand andrequire requireHouse HouseofofExperti Experti firms firmsfor forallallmajor majorenergy energyprojects projectstotoenensure ons. suresafer saferplants plantsand andfaster fasteroperati operati ons.

Apave Apaveatataaglance: glance: Key Keyproducts productsand andservices: services:third-party third-party inspecti on, ng, ficati on, inspecti on,NDT, NDT,testi testi ng,certi certi ficati on, training trainingand andrisk riskconsultancy. consultancy. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––60% 60% ▸ ▸ Conventi onal Conventi onalpower power––40% 40% Headquarters: Headquarters:Courbevoie, Courbevoie,France France Year Yearestablished: established:1867 1867 Number Numberofofemployees: employees:17,500 17,500 Revenue: Revenue:£1.64bn £1.64bn

42 1 48

Stories Success Success Stories Success Stories

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

July 2026 2026 JulyJuly 2026

type Story type #service and solutions solutions(main (maincategory) category) #collaboration #collaborati on #culture #energy transition transition #people & & competency competency

Benefits

Arup

▸ Increased revenue by nearly nearly 65% 65%ininaa

late‑stage reviewer to early‑stage From late-stage early-stage guide guide in the Philippines’ renewable energy energyboom boom Lynn Dimayuga Associate Director, Associate Business leader leader at Arup Business

year, growing from fromPHP44.9m PHP44.9minin2023 2023toto PHP74.3m in 2024 2024through throughearly-stage early-stage project engagement. engagement.

▸ Streamlined technical coordination coordination for for international internati onal EPC contractors, successfully successfully bridging cultural and compliance compliancegaps gapson on major renewable developments. developments.

Key findings For young people

How is Arup thriving? The Philippines’ renewable energy sector is growing with international international developers growing fast, fast, with developers and engineering,procurement procurement conand engineering, andand construcstructi on (EPC) contractors tion (EPC) contractors being being drawn drawn into a into a complex local landscape. complex local landscape. HousingHousing nearly nearly 300 professionals and of 35in-country years of 300 professionals and 35 years in-country presence, Arup hasoncapitalised presence, Arup has capitalised this moon this moment by repositi itself as ment by repositioning itself asoning an early-stage an early-stage guide for those internati onguide for those international players, combinal combining deep local ingplayers, deep local knowledge with theknowledge resources with the resources a global £2.16bn firm. of a global £2.16bn of firm. The result has been The result has been a 65% increase a 65% revenue increase in arevenue single year. in a single year. The challenge - The Philippines is one of The challenge The Philippines is oneenof Southeast Asia’s- most active renewable Southeast Asia’s most active renewable energy markets, but developing infrastructure ergy markets, but developing infrastructure there demands demands more more than than engineering engineering exexthere pertise. The country’s country’s exposure exposure to to typhoons, typhoons, perti se. The significant cant seismic signifi seismic activity activity and and complex complexgeogetechnical conditions sets it apart from the the enotechnical conditions sets it apart from vironments that most international engineerenvironments that most international engiing firmsfiknow well. When EPC contractors neering rms know well. When EPC confrom Japan, and Korea began entering tractors fromChina Japan, China and Korea began the market in growing they typicalentering the market numbers, in growing numbers, ly brought design standards and assumptions they typically brought design standards and shaped by their home by countries – onescounthat assumpti ons shaped their home customarily with Philippine tries – ones confl that icts customarily conflictscodes with and site realities. Philippine codes and site realities. As owner’s engineer on major projects, Arup Philippines found itself at the sharp end of these discussions. Design Designreview reviewprocesses processthese discussions. es became protracted, language differencbecame protracted, language differences obes obscured technical intent, andwas rework scured technical intent, and rework comwas when local compliance issues mon common when local compliance issues emerged emerged in the engineering cycle. The late in thelate engineering cycle. The underlying underlying problem was structural: Owner’s problem was structural: Owner’s Engineers Engineers being too engaged late to were beingwere engaged late too to prevent prevent misalignment fromroot, taking and misalignment from taking androot, reactive reacti ve checking was proving costly and inchecking was proving costly and ineffi cient effi for allinvolved. parties involved. for cient all parties The on -- The The soluti solution The response response to to the the chalchallenge has centred centred around around aa deliberate deliberate rerelenge has positi oning from late-stage reviewer to earpositioning from late-stage reviewer to early-stage enabler. ly-stage enabler. Arup began pushing for engagement beArup EPC began pushing for before contractors hadengagement advanced their fore EPC contractors advanced their engineering, rather thanhad after. The practi cal engineering,was rather than after. Thedocument practical mechanism a basis-of-design mechanism basis-of-design prepared atwas the aproject outset: adocument technical prepared at the outset:codes, a technical reference setti ng project out Philippine envireference setting out and Philippine codes, environmental conditions local requirements ronmental conditions and local requirements that EPC teams were expected to work with-

in from start.were On the tendering side, the that EPCthe teams expected to work withfi alsothe took a more actitendering ve role inside, shaping inrm from start. On the the bid right assumpti ons firmpackages, also tookbuilding a more the active role in shaping into the documentati before onal bid packages, buildingon the right internati assumptions contractors even submittbefore ed proposals. into the documentation international contractors Crucially, theeven firmsubmitted turned to proposals. its own network to bridge cultural and language collabCrucially, the firm turned to itsgaps. own It network orated with Arup and offices in Japan, China and to bridge cultural language gaps. It collabKorea, thatinoft en have existi ng orated company with Aruphubs offices Japan, China and relati onships with thethat internati onal existing players Korea, company hubs often have entering the Philippines. The team wasplayers thererelationships with the international fore ablethe to Philippines. align engineering philosophies entering The team was thereacross borders, streamline technical coordifore able to align engineering philosophies nati on and reduce the friction that language across borders, streamline technical coordidifferences had previously caused. Where nation and reduce the did friction language design disagreements arise,that experienced differencesonhad previously caused. constructi teams were brought in toWhere idendesign disagreements arise, experienced ti fy practi cal solutionsdidthat remained fully construction teams were brought in to idencompliant yet constructible, turning potenti al tify practical solutions that remained fully disputes into process improvements. compliant yet constructible, turning potential The breadth of Arup’s in-house capabilidisputes into process improvements. ty has reinforced this. Because the Manila The breadth of Arup’s in-house capability team works across planning, permitti ng, enhas reinforced this. Because Manilatends team gineering and constructi on, the its advice works across engineerto reflect howplanning, a project permitting, gets built rather than ing and construction, how it looks on paper.its advice tends to reflect how a project gets built rather than how The approach has been tested on some of it looks on paper. the country’s most significant recent renewThe approach has been tested on some of the able energy developments. country’s most significant recent renewable On thedevelopments. 90MW Cayanga-Bugallon Solar energy Power Project in Pangasinan, developed by a 196-hectareSolar site, On Aboiti the zPower 90MW across Cayanga-Bugallon Arup a raft of services. These inPowerdelivered Project in Pangasinan, developed by cluded concept design, yield assessment, AboitizPower across a 196-hectare site, Arup procurement andThese constructi on delivered a raftsupport of services. included monitoring, the latt er spanning energy-yield concept design, yield assessment, procuremodelling and and EPCconstruction tender documentati on ment support monitoring, through to spanning commissioning. the latter energy-yield modelling andZambales, EPC tender documentation throughSan to In meanwhile, the 283MW commissioning. Marcelino Solar project earmarked for expansion to 700MW, severe damage In Zambales, Arupexperienced was engaged to supervise to site access infrastructure after successive restoration works for a solar project following typhoons. Here, Arup wastoappointed to access supersevere typhoon damage critical site vise restoration works, a project which served infrastructure. project highlighted imas an importantThe illustrati on of why local the knowlportance of pairing local insight with edge supplemented by internati onal internaexperitionalmatt experience ence ers. to navigate complex challenges and enhance resilience. The firm has also worked closely with maThedevelopment firm has alsofiworked closely withamong major jor nance insti tutions, development finance institutions, among them the Asian Development Bank, the them the AsianUK-PACT Development Bank, the World World Bank, and the Asian InfraBank, UK-PACT and the AsianThose Infrastructure structure Investment Bank. relation-

▸ Never stop learning and remain curious. Do not be afraid to share your thoughts and ideas, as no concept is ever too small to create new new possibilities. possibilities.

For industry Practice active ▸ Practi ce the art of acti ve listening. Pay close attention att ention to the people around you, as even inspiration the smallest nuggets of inspirati on can help shape the the future. future.

For government development to un▸ Expedite infrastructure infrastructure development Accelerating lock clean energy capacity. Accelerati ng these investments will strongly boost investor confidence and andattract attractinternational internationaldevelopers. developers.

Arup at a glance: Key products and services: integrated engineering, advisory, advisory,operational operational and financial solutions. solutions. Main industries served:

▸ Offshore Offshore renewable energy -- 40% 40% ▸ Onshore renewable energy -- 40% 40% ▸ Energy storage - 20% 20%

Headquarters: London, UK UK Year established: 1946 Number of employees: 298 Revenue: £2.16bn ships have opened the door to earlier-stage work – policy advice, market readiness assessments and technical guidance that shapes the ground before commercial deInvestment Bank. Those relationships have velopers arrive. opened the door to earlier-stage work – policy advice,also market assessments and Finances lookreadiness promising. Revenue grew technical guidancein that shapes the ground from PHP44.9m 2023 to PHP74.3m in before acommercial 2024, near-65%developers jump, andarrive. repeat work and referrals from banks, funders and deFinances have also look promising. Revenue velopers followed. Offshore windgrew and fromery PHP44.9m in 2023 PHP74.3m in batt energy storage aretothe next target 2024, for a near-65% jump, andare repeat work areas growth, and both gathering and referrals from banks, funders and depace in the Philippines. velopers have followed. Offshore wind and battery energy storage are the next target areas for growth, and both are gathering pace in the Philippines.

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

EIC EICSurvive Survive&&Thrive Thrive2026 2026

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

25 25 43 July2026 2026 Success Success Stories StoriesJuly Success Stories 49 Success Stories

Story Storytype type #diversifi cati on #diversifi cati on(main (maincategory) category)#culture #culture #export #export#scale #scaleupup

ASCO ASCO

Benefi Benefitsts

Driven Driventotodeliver deliverfor forcomplex complexprojects projects Mike MikePetti Pettigrew grew CEO CEOatatASCO ASCO

How HowisisASCO ASCOthriving? thriving? ASCO ASCOhas hasundergone undergonea amajor majortransformatransformation onally, tionininrecent recentyears, years,growing growinginternati internati onally, broadening ering, broadeningitsitsoff off ering,and andbuilding buildinga astronstronger ngngmodel. geroperati operati model.While Whileenergy energyremains remains atatthe theheart heartofofthe thebusiness, business,ASCO’S ASCO’Sexexperti seseinincomplex, perti complex,high-risk high-riskenvironments environments isisbeing beingapplied appliedsuccessfully successfullyacross acrossrenewrenewables, ables,pulp pulpand andpaper, paper,industrial industrialmanufacturmanufacturing, cal ing,defence defenceand andcriti criti calinfrastructure. infrastructure. Through Throughsupply supplybase basemanagement, management,matematerials, cs,cs, rials,warehousing, warehousing,environmental environmentallogisti logisti fuels, ing ons fuels,liftlift ingassurance, assurance,workforce workforcesoluti soluti ons and andtraining, training,ASCO ASCOsupports supportsclients clientswhere where supply supplychains chainsmust mustperform performwith withprecision, precision, resilience resilienceand andreliability. reliability. ASCO ASCOstands standsapart apartdue duetotothe theinfrastructure infrastructure behind cscshubs, onal behindits: its:global globallogisti logisti hubs,operati operati onal control esesand controlcentres, centres,fleet, fleet,faciliti faciliti andenabling enabling technology technologythat thatgive giveclients clientsgreater greatervisibility, visibility, control nuity. controland andconti conti nuity.But Butthe thereal realvalue valuelies liesinin how howit itcombines combinesstrategic strategicthinking thinkingwith withhandshandsonondelivery calcaloperati ons deliverytotokeep keepcriti criti operati onsmoving. moving. The Thechallenge challenge- -ASCO’s ASCO’schallenge challengelay layinin markets markets evolving evolving inin increasingly increasingly complex complex and alalways. andconsequenti consequenti ways.Across Acrossthe thesectors sectors ASCO ing cal ASCOserves, serves,shift shift ingdemand, demand,geopoliti geopoliti cal uncertainty esesaround uncertaintyand andsharper sharperprioriti prioriti aroundenenergy onal ergysecurity, security,nati nati onalsecurity securityand andeconomic economic resilience ngnglandresiliencewere werereshaping reshapingthe theoperati operati landscape. scape.These Thesepressures pressureswere werenot notuniform; uniform; regions erent regionsmoved movedatatdiff diff erentspeeds, speeds,facing facingdisdistinct cal, tinctrisks risksand andpoliti politi cal,regulatory regulatoryand andecoeconomic es. nomicrealiti realiti es.With Withnearly nearly60 60years’ years’expeexperience riencehelping helpingclients clientsde-risk de-riskcapital capitalprojects, projects, ASCO ASCOalready alreadyhad hadthe thecapability. capability.The Thequesquestion tionwas washow howtotoapply applyit itmore morebroadly, broadly,and and how ononthe howtotopositi positi thebusiness businesstotodeliver deliverit itwith with greater greaterclarity clarityand andimpact. impact. The onon- The ononbegan Thesoluti soluti - Thesoluti soluti beganwith withrecogrecognising nisingthat thatcustomers customersneeded neededmore morethan thanindiindividual vidualservices. services.They Theyneeded neededa apartner partnertotolook look beyond onal fyfyunbeyondoperati operati onalsymptoms, symptoms,identi identi underlying derlyingconstraints constraintsand andimprove improveoverall overallperperformance. formance.ASCO’s ASCO’sunique uniqueability abilitytotocombine combine high-level high-levelstrategy strategywith withboots bootsononthe theground ground delivery calcalacti on. deliveryturns turnsthat thatinsight insightinto intopracti practi acti on. Following grew’s FollowingMike MikePetti Petti grew’sappointment appointmentasas CEO CEOinin2023, 2023,ASCO ASCOput putgrowth growthatatthe thecentre centre and ngnga afocused andbegan beganimplementi implementi focusedthree-part three-part strategy: strategy:strengthening strengtheningthe thecore, core,expanding expanding internati onally eses internati onallyand andextending extendingitsitscapabiliti capabiliti into intoadjacent adjacentsectors. sectors.InInthe theUK, UK,that thatmeant meant

growing growingmarket marketshare shareand anddeepening deepeningexistexisting onships. onally, ingcustomer customerrelati relati onships.Internati Internati onally,it it meant ngngmarkets meanttargeti targeti marketsincluding includingthe theMiddle Middle East, East,Namibia, Namibia,Guyana, Guyana,Suriname Surinameand andWest West Africa, Africa,where whereASCO ASCOcould couldsupport supportboth bothexexisti ngngand isti andnew newcustomers. customers.The Thebusiness businessalso also applied seseininlogisti cs,cs,materials applieditsitsexperti experti logisti materials management onal onon managementand andoperati operati onaltransformati transformati more shore morewidely widelyacross acrossoff off shorewind, wind,industrial industrial manufacturing, manufacturing,metals, metals,defence, defence,and andinfrainfrastructure, structure,asaswell wellasashighly highlyspecialised specialisedareas areas including includingnuclear nuclearnew newbuild, build,small smallmodular modular reactor reactorprojects. projects. Having Havingalready alreadyprovided providedlong-term long-termsupport support and ons ededcustomer andsoluti soluti onsfor fora adiversifi diversifi customerbase base including includingthe theworld’s world’seighth eighthlargest largestaluminaluminium iumproducer, producer,global globalfashion fashionretailers retailersand and the nued theaquaculture aquacultureindustry, industry,ASCO ASCOconti conti nued totoscale cals. scaleinto intoother otherverti verti cals.AtAtTeesworks, Teesworks, ASCO ASCOsupports supportsthe theredevelopment redevelopmentofofthe the former formerRedcar Redcarsteelworks steelworkssite, site,providing providinglologisti cscsand gisti andmaterials materialsmanagement managementservices services for formajor majorinfrastructure infrastructureprojects, projects,including including off shore off shorewind windmanufacturing manufacturingand andcarbon carbon capture captureand andstorage. storage.Since Since2024, 2024,ASCO ASCOhas has deployed deployeda ateam teamofof90 90personnel personnelononsite, site, with ons withitsitsmanagement managementofofquayside quaysideoperati operati ons and andthe themovement movementofofstructures structuresplaying playinga a criti cal criti calrole roleininthe thesuccessful successfulproject projectdelivery. delivery. ASCO ASCOalso alsoneeded neededtotopresent presentitself itselfinina away way that thatmatched matcheditsitsscale scaleand andbreadth. breadth.InInDecemDecember ber2025, 2025,the thebusiness businesslaunched launcheda anew newvisuvisualalidenti tytyand identi andbrought broughtitsitsacquired acquiredbrands brands - -NSL, ons NSL,Seletar, Seletar,NORM NORMSoluti Soluti onsand andOBM OBM - -more moreclearly clearlyunder underthe theASCO ASCOname, name,creatcreating ededpropositi on. inga asimpler simplerand andmore moreunifi unifi propositi on. Delivering Deliveringgrowth growthalso alsomeant meantstrengthening strengthening the thebusiness businessfrom fromwithin. within.For Forananorganisaorganisation ngngacross ons tionoperati operati acrossmore morethan than70 70locati locati ons globally, globally,this thisrequires requiresstructural, structural,commercial commercial and andcultural culturalalignment alignmenttotodeliver deliveratatscale. scale.AA strong strongfocus focuswas wasplaced placedononimproving improvingvisivisibility onontotoensure bilityand andconnecti connecti ensurestrategy strategyand and performance performanceare areclearly clearlyunderstood. understood. Communicati onon helped ngng consisCommunicati helped creati creati consistency, tency,share shareprogress progressand andconnect connectregional regional teams. teams.It Itreinforced reinforcedthat thatevery everyemployee employee plays playsa ameaningful meaningfulrole roleininthe thebusiness’s business’s success, onal success,from fromoperati operati onaldelivery deliverythrough through totocommercial commercialperformance. performance. ASCO nued ASCOconti conti nuedtotoreinforce reinforcethe theprinciples principles that thatunderpin underpinthe thebusiness, business,with witha astrong strong emphasis emphasisononitsitscore coreobsessions: obsessions:safety safetyexexcellence, cellence,service serviceexcellence excellenceand andsustainabilsustainability. ity.They Theyare areembedded embeddedininhow howthe thebusiness business thinks, thinks,acts actsand andmeasures measuresitself itselfacross acrossthe the world. onon strategy world. With With the the transformati transformati strategy taking takinghold holdbyby2024, 2024,ASCO ASCOsecured securedover over £450m -year £450mininmulti multi -yearcontracts, contracts,demonstratdemonstrating dence ingstrong strongcustomer customerconfi confi denceininASCO’s ASCO’s capabiliti es. capabiliti es.Over Overthe thelast lastfive fiveyears, years,EBITDA EBITDA

▸ ▸ Secured Securedover over£450m £450minin2024 2024longlongterm termcontracts contractsand anddelivered delivereda a63% 63% EBITDA EBITDAincrease, increase,driven drivenbybyinternati internati onal onal expansion expansionand anddiversifi diversifi cati cati on. on. ▸ ▸ Expanded Expandedbeyond beyondoiloiland andgas gas heritage, viti eses heritage,growing growingnon-oil non-oilacti acti viti toto15% ons 15%ofofUK UKoperati operati onsand and30% 30%ofof Norwegian Norwegianbusiness. business.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Energy Energy remains remains a a dynamic dynamic sector sector toto

build builda acareer careerininoff off ering eringhighly highlytransfertransferable ableskills skillsthat thatopen openopportuniti opportuniti esesacross across wide-ranging wide-rangingindustries. industries.

For Forindustry industry ▸ ▸ Create Createreal realvalue valuefor forclients, clients,stay stayclose close

tototheir theirchanging changingneeds, needs,and andhave havethe the confi dence seseinin confi dencetotoapply applyproven provenexperti experti new newmarkets. markets.

For Forgovernment government ▸ ▸ Adopt Adoptevidence-led evidence-ledenergy energypolicy policyand and

take takea along-term long-termview viewtotosupport supportthe the grid gridstability, stability,energy energysecurity securityand andsussustainable tainableeconomic economicgrowth. growth.

ASCO ASCOatataaglance: glance: Key Keyproducts productsand andservices: services:full-service full-service logisti cs,cs,materials ons logisti materialsand andoperati operati ons management. management. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––85% 85% ▸ ▸ Off shore Off shorerenewable renewableenergy energy––10% 10% ▸ ▸ Others Others(non-energy): (non-energy):mining, mining,industrial industrial manufacturing manufacturing––5% 5% Headquarters: Headquarters:Aberdeen, Aberdeen,UK UK Year Yearestablished: established:1967 1967 Number Numberofofemployees: employees:1,500 1,500 Revenue: Revenue:£481.11m £481.11m(2024) (2024) Revenue Revenuefrom fromexports: exports:26% 26%

has onhasincreased increasedbyby63%, 63%,driven drivenbybyinternati internati onalalexpansion, cati ononand expansion,diversifi diversifi cati andimproved improved operati onal operati onalperformance. performance. Diversifi cati ononisisnow Diversifi cati nowbecoming becominga ameanmeaningful ingfuldriver driverofofscale scaleand andgrowth growthfor forASCO. ASCO. Work Workoutside outsideofofoiloiland andgas gasnow nowaccounts accounts for ons foraround around15% 15%ofofUK UKoperati operati onsand and30% 30% ininNorway, nued Norway,with withconti conti nuedgrowth growthexpectexpected. ed.Energy Energywill willremain remaincentral centraltotothe thebusibusiness, ness,but butASCO’s ASCO’sgrowing growingpresence presenceacross across multi ple multi plesectors sectorsstrengthens strengthensresilience resilienceand and broadens es. broadensfuture futureopportuniti opportuniti es.

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July 2026 2026 JulyJuly 2026

Story type #optimisation (main category) #collaboration #digital & AI #transformation

Benefits

Asset55 A small software team solving one of energy’s most persistent problems Daniel Cahalarn Director at Asset55

How is Asset55 thriving? Asset55 is a software engineering company that pairs industry-experienced engineers with software developers to tackle data and execution challenges on major energy capital projects. By shifting its focus upstream and engaging clients at the design phase rather than the completions stage, the company has grown its capital projects division by 300% in five years, from supporting two concurrent projects in 2020 to eight in 2025. Today, clients include ExxonMobil, Shell, Equinor and Modec. The challenge - Asset55 develops execution-specific software designed to improve safety, efficiency and productivity across the full asset lifecycle. Organised across two divisions (Capital Projects and Operations), four products cover the project journey: Validate automates data validation; Execute provides visualisation, analytics and completions enablement; Calculate handles bolt load and flange management; and Operate supports workflow collaboration for shutdowns and turnarounds. The challenge Validate and Execute was built to address is one the energy industry has struggled with for decades. On major capital projects, the last 25% of physical progress routinely consumes more than 50% of the overall schedule. Fabrication yards, where around 80% of major energy assets are built, tend to be strong in construction but weak in data. Sub-contractors operate independently on spreadsheets, with no shared environment for collaboration. The result is fragmented data that makes the completions phase chaotic and unpredictable. Even though a relatively small SME, Asset55 set itself the objective of developing software to significantly improve delivery performance on the world’s biggest projects. The solution - Historically positioned as a completions enabler, the company recognised that the real opportunity, and the real value, lay in engaging at the design phase and before the chaos of late-stage execution takes hold. Asset55 therefore made the strategic decision to move further up-

stream. Getting involved early means cleaner data from the outset, fewer design revisions, more accurate material take-offs and a structured environment where all stakeholders can collaborate throughout. The commercial logic of earlier engagement was equally compelling. A software process that runs across three years or more provides greater revenue predictability than one brought in at the later stages of a project. It also entrenches solid client relationships and creates natural opportunities to expand the product footprint. To open doors with new clients, Asset55 developed a proactive, low-barrier approach. This has involved offering free pilots and proof-of-concept deployments, typically lasting two to three months, that demonstrate measurable value within weeks. The pitch is grounded in data, presenting clients with analysis of what fabrication yards with similar profiles typically do well or poorly and showing how the company’s software can mitigate those specific risks. This positions Asset55 as an industry expert with software, rather than simply a software vendor seeking a sale. Internally, the company has pursued relentless automation and efficiency improvement, which has enabled its small core capital projects team to support multiple concurrent major projects. When time permits, the team invests in product development and capability building rather than standing still, giving the model flexibility and scale. The impact has been tangible. Across 12 of the 14 major capital projects where Asset55 has supported the completions phase, the last 25% of progress was completed in 25% or less of the overall schedule, directly inverting the industry norm. In six of seven cases where the company was brought in reactively after 50% construction completion, it delivered measurable schedule improvements. In four of five projects where it was engaged from the design phase, the project was delivered on or ahead of the original baseline. The ExxonMobil Uaru FPSO, one of the largest FPSOs ever constructed, illustrates what early engagement can achieve. Over three years, Asset55’s Validate solution drove early alignment of P&IDs and 3D models, resulting in fewer design revisions, more accurate material take-offs and zero technical queries during sub-system walkdowns in the fabrication yards. Execute then pro-

▸ Drove 300% growth in its capital projects division over five years by engaging clients at the design phase rather than late-stage execution. ▸ Inverted industry norms on major capital projects, completing the final 25% of physical progress in 25% or less of the overall schedule.

Key findings For young people ▸ Step out of your comfort zone quickly, ask

relentless questions and find a mentor.

For industry ▸ Avoid rushing early decisions on capital

projects; success demands robust data foundations before funding.

For government ▸ Review how mineral, oil and gas licenses are

managed to better serve national needs.

Asset55 at a glance: Main industries served: ▸ Oil and gas – 80% ▸ Offshore renewable energy – 10% ▸ Carbon capture – 5% ▸ Others (energy) – 5% Headquarters: Sunderland, UK Year established: 2012 Number of employees: 33

vided a shared collaboration environment throughout construction – this created clear status visibility and work front availability. All topside modules were completed six weeks ahead of baseline schedule, with the project on track to be delivered early overall. With between 70 and 75% revenue growth targeted for the coming year, a pipeline of new framework agreements secured, and machine learning capability in development to generate insights across its four products, Asset55 is building on a foundation that has been carefully and deliberately constructed, one early engagement at a time.

July 2026

EIC Survive & Thrive X

Success Stories

Asset55 Completions Enablement™ EIC Survive & Thrive X Success Stories saves Major Operator Enablement™ over 1.5 million Asset55 Completions manhours $150 million saves Major and Operator over 1.5in million capital costs. manhours and $150 million in

July 2026

capital costs.

Validate Validate Execute Execute Enabling predictable delivery of complex FPSO Enabling delivery of complex FPSO projectspredictable through Digital Project Assurance and projects through Digital Project Assurance and Completions Enablement™ Completions Enablement™ 1

Data Foundation and Validation 1 Data Foundation and Validation 2 Optimal Planning & Systemisation 2 Optimal Planning & Systemisation 3 Controlled Execution | Delivery Phase 3 Controlled Execution | Delivery Phase

Design → Fabrication → Integration → Commissioning → Start-up Design → Fabrication → Integration → Commissioning → Start-up

Proven FPSO Experience Proven FPSO Experience

Asset55 has supported multiple major FPSO and offshore projects, including those Asset55 has supported multiple major FPSO and offshore projects, including those of ExxonMobil, Equinor, Shell, and MODEC. of ExxonMobil, Equinor, Shell, and MODEC. Real Results: Real Results:

Topside modules completed 10 Topside 10 weeksmodules ahead ofcompleted baseline schedule. weeks ahead of baseline schedule. Over 1.5 million manhours saved, and Over 1.5 million manhours saved, and approximately $150 million in capital approximately $150 million in capital cost savings realised. cost savings realised.

Schedule Schedule Assurance Assurance

Accelerated Accelerated Completions Completions

www.assetfiftyfive.com www.assetfiftyfive.com

Reduced Reduced Rework Rework

(+44)191 191535 5358350 8350 (+44)

Integration phase finished 3 months Integration phase finished 3 months ahead of schedule. ahead of schedule. Zero data-driven technical queries at Zero data-driven technical queries at mechanical completion walkdown. mechanical completion walkdown.

Enhanced Enhanced Visibility Visibility

Improved Improved Collaboration Collaboration

enquiries@assetfiftyfive.com enquiries@assetfiftyfive.com

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Story type

Asia Waterjet Equipment From pandemic challenges to diversiﬁed revenue increases Sam Norris

Asia Waterjet Equipment (AWE) is solving some of the hardest industrial cleaning problems in the Middle East. For more than 20 years, it has engineered customised systems and deployed robotic technology supporting clients operating in hazardous environments. With a commitment to practical expertise, strong relationships, and proximity to clients, the firm has grown steadily and is set to hit the AED100m revenue milestone for the first time in 2026. The challenge - As a specialist in the design, assembly and supply of industrial high-pressure hydrojetting pump systems for industrial cleaning and maintenance applications, AWE – by its own admission – has been permanently exposed to the cycles of shutdowns and turnarounds. Recently the company also began to see how the traditional pump supply model could be commoditised. Having been built as a local packager and distributor of the best international products for industrial cleaning, it recognised it was always just one cheaper competitor away from losing business and understood the need to differentiate as a system provider and focus on a few areas of diversification. In 2020, when the pandemic quickly presented challenges as demand dropped sharply and amplified the usual summer dip AWE was forced to reduce costs. Testament to their teamwork, all staff agreed to take a temporary salary reduction to ensure no single person lost their job – reductions that were all paid back in full when business picked up again. The solution - Determined to innovate in the face of varied exposures and challenges, AWE prioritised three core focus areas to ensure it would not only survive but thrive for the long term. The first centred on the firm’s physical presence in Saudi Arabia. Despite being its largest market, it had been served from Dubai. In 2020, the firm began assembling its pump systems locally – a move that changed its competitive position.

Benefits ▸ Establishing a local presence in Saudi Arabia strengthened market position, driving over 50% of total revenue and accelerating growth in its key market. ▸ Shifting to engineered solutions and service-led models reduced commoditisation risk, created recurring revenue, and supported growth towards AED100m in 2026.

Managing Director at Asia Water Jet

How is Asia Waterjet Equipment thriving?

#diversification (main category) #service & solutions #transformation

Very quickly, AWE went from a capable foreign supplier to a genuine local partner. As a result, Saudi Arabia now represents over 50% of total revenue, more than double what it was in 2018. It proved that proximity matters. In an industry where breakdowns happen, an in-country team is worth more than any specification sheet or cheap offer.

Key findings For young people ▸ Start in hands-on roles to understand

how things work in practice. Learn from strong leaders, focus on real value, and build skills that compound early.

For industry

AWE’s second ambition was to become an engineered solution provider. Having been primarily a pump and accessory supplier, the firm used its engineering depth to move up the value chain, designing and delivering complete systems rather than components.

▸ Diversify early across markets, products

This didn’t take long. In 2021, the company delivered its first fully automated NORM scale decontamination system, marking a stepchange for the region. The technology allowed clients to process higher volumes with fewer personnel, in a safer way than manual methods. Since then, the firm has delivered three units across Oman, Kuwait and Saudi, with projects ongoing in the UAE and Asia Pacific.

SMEs and introduce incentives for technology deployment, not only development, to support growth, innovation and a stronger non-oil economy.

Thirdly, the company also sought to hone its rental and robotic service offering. Instead of selling technology into a conservative, safety-critical market, the firm opted to prove it through a service-led rental model. Specifically, it introduced hydro demolition robots for removing concrete while leaving the rebars intact, magnetic crawlers for blasting crude oil tanks and ship hulls, and Zone-0 rated robots that can operate inside crude oil tanks without sending personnel into hazardous environments. This created recurring revenue, built a genuine track record, and opened conversations it would have otherwise not had. As a result, rental and specialist services now represent over 20% of the firm’s total revenue, up from less than 5% a few years ago. On all three fronts, the firm has had significant successes, driving up revenue significantly. In 2026, it also anticipates group revenue will exceed AED100m for the first time.

and services before you are forced to. Invest in technology and build strong, aligned teams to stay competitive and resilient.

For government ▸ Provide project-backed financing for

Asia Waterjet Equipment at a glance: Key products and services: high-pressure hydrojetting systems; dewatering pumps; robotic cleaning, surface preparation and waste handling; and pump rental and specialist services. Main industries served: ▸ Oil and gas – 75% ▸ Conventional power – 5% ▸ Others (non-energy): marine and construction – 20% Headquarters: Dubai, UAE Year established: 2006 Number of employees: 60 Revenue: £21.5m Revenue from exports: 40%

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Story Storytype type #culture #culture(main (maincategory) category)#people #people&& competency competency

Atlanti Atlanticc

Benefi Benefitsts

Prioriti Prioritising singpeople peopleand andpurpose purposeasaswell wellasasproﬁ proﬁt t

▸ ▸ Improved Improvedemployee employeeretenti retenti ononand and sati sati sfacti sfacti ononthrough througha afour-day four-dayworkweek workweek and andremote remoteworking workingmodel model ▸ ▸ Diversifi Diversifi ededrevenue revenuestreams streamsthrough through soft soft ware waredevelopment developmentand andtechnologytechnologydriven drivensoluti soluti ons ons

Daniel DanielPires Pires CEO CEOatatAtlanti Atlanti cc

Key Keyfifindings ndings For Foryoung youngpeople people

How HowisisAtlanti Atlanti c cthriving? thriving? Atlanti Atlanti c’sc’sstory storyisisproof proofthat thatininbusiness, business,it itisis possible possibletotododothings thingsdiff diff erently erentlyfor forthe thebenbenefiefi t tofofemployee employeewellbeing. wellbeing.The Thecompany company has hastransformed transformedform forma aproject-dependent project-dependent consultancy consultancyinto intoa astable, stable,growing growingbusiness business bybycombining combiningtechnology technologyinnovati innovati ononwith witha a people-fi people-fi rstrstculture. culture.ByBydiversifying diversifyinginto intosoft soft -ware waredevelopment developmentand andrethinking rethinkinghow howwork work should shouldoperate, operate,the thefirm firmhas hasbuilt builtboth bothprepredictable dictablerevenue revenuestreams, streams,ananexcepti excepti onally onally engaged engagedteam, team,and anda amodel modelthat thatproves provesperperformance formanceand andwellbeing wellbeingcan cangogohand handininhand. hand. The Thechallenge challenge- -Established Establishedinin2008, 2008,AtlanAtlanticticisisa aconsultancy consultancyfirm firmthat thatoperates operatesacross across tax, tax,advisory advisoryand andsoft soft ware waredevelopment, development, supporti supporti ngngbusinesses businessesand andexpatriate expatriateproprofessionals fessionalswith withtax, tax,regulatory regulatoryand andinternainternational tionalmobility mobilitymatt matt ers. ers. The Thefirm firmisisnonostranger strangertotohard hardtimes. times.HavHaving ingbeen beenfounded foundedatatthe theoutset outsetofofa aglobglobalalfinancial financialcrises, crises,the thecompany companyhas haslong long demonstrated demonstratedresilience resilienceininhard hardtimes timesand and has hasconti conti nues nuestotoadapt adaptand andreinvent reinventitself itselfasas the themarket markethas hasshift shift ededand andevolved. evolved. InInitsitsearly earlyyears, years,for forexample, example,Atlanti Atlanti c cstrugstruggled gledtotomaintain maintainregular regularrevenue, revenue,asasmuch much ofofitsitswork workwas wasproject-based. project-based.InInadditi additi on, on, during duringthe the2015 2015and and2016 2016crisis, crisis,the thecomcompany, pany,which whichworks worksmainly mainlywith withclients clientsinin the theO&G O&Gsector, sector,also alsofaced facedchallenging challengingmomoments mentsand andhad hadtotodrasti drasti cally callyreduce reduceitsitsteam. team. The Thesoluti soluti onon- -These Theseperiods periodsofofhardship hardship laid laidthe thegroundwork groundworkfor forthe thefirm’s firm’sfocus focusonon conti conti nual nualdiversifi diversifi cati cati on. on. InIn2018, 2018,Atlanti Atlanti c cbegan beganstrengthening strengtheningitsits soft soft ware waredevelopment, development,expanding expandingbeyond beyond traditi traditi onal onaltax taxservices. services.From From2019 2019onwards, onwards, it itbegan beganreaping reapingthe thebenefi benefi tstsofofthese theseinvestinvestments, ments,namely namelythrough throughthe thedevelopment developmentofof a atool tooltotocontrol controlthe thetax taxresidence residenceofofforeign foreign nati nati onals. onals.Having Havingdemonstrated demonstratedthe thesuccess success ofofitsitsnew newsoluti soluti ononwith withSBM, SBM,other otherfirms firms began begantotoadopt adoptit itinintandem, tandem,providing providingnew new foundati foundati ons onsfor forstable stablegrowth. growth. AAnew newproject projectwas wasthen thensecured securedwith withSBM SBMinin 2020, 2020,requiring requiringananexpansion expansionofofthe theexisti existi ngng team teamthat thathad hadpreviously previouslyconsisted consistedofofjust justone one

employee employeeand andtwo twointerns. interns.Navigati Navigati ngngthis this growth growthprocess processamidst amidstthe thepandemic pandemicwas wasnono easy easytask. task.Previously, Previously,there therehad hadbeen beena aneed need totobebephysically physicallyclose closetotothe thecompany’s company’sservserver.er.However, However,through throughoperati operati onal onalmigrati migrati onon totothe thecloud, cloud,remote remoteworking workingbecame becamemore more viable, viable,allowing allowingAtlanti Atlanti c ctotomaintain maintainitsitsacti acti v-vitiiti eseseven eveninina acontext contextofofgreat greatuncertainty. uncertainty. AsAsisolati isolati ononmeasures measuresbegan begantotoease easeinin 2021, 2021,Atlanti Atlanti c cfurther furthersought soughttotoexpand expanditsits team teamand andrestructure restructurefurther, further,establishing establishing clearer clearerdepartments, departments,internal internalpolicies policiesand and HR. HR.Here, Here,Atlanti Atlanti c cspent spentconsiderable considerabletime time exploring exploringwhat whatkind kindofofcompany companyit itwanted wantedtoto be. be.The Theanswer answercame camefrom fromthe thepartners’ partners’own own vision: vision:totooff off ereremployees employeesthe thesame samequality quality ofoflife lifethey theywanted wantedfor forthemselves. themselves. It Itwas wasfrom fromthis thisrefl refl ecti ecti ononthat thatthe theidea ideaofofa a four-day four-dayweek weekemerged, emerged,with withthe thedesire desiretoto show showthat thatit itwas waspossible possibletotododothings thingsdiff diff ererently entlywhile whilemaintaining maintainingstrong strongfinancial financialresults. results. Between Between2021 2021and and2022, 2022,Atlanti Atlanti c cimpleimplemented mentedthe thefour-day four-dayweek weekpolicy policyand andconconsolidated solidateditsitshome homeworking workingmodel. model.Today, Today, the theteam teammeets meetsininperson personevery everytwo twoweeks weeks and andworks worksremotely remotelyononthe theremaining remainingdays. days. This Thisculture culturehas hassince sincebecome becomea asignifi signifi cant cant diff diff erenti erenti ator, ator,enabling enablingthe thecompany companytotoattatt ract ract and andretain retainindustry-leading industry-leadingtalent. talent. The Thefirm firmnow now has hasa ateam teamofof1010people, people,many manyofofwhom whomhave have come comefrom froma abackground backgroundofof working workingfor forthe the‘Big ‘Big Four’ Four’ , in , inhighly highlydemanding demandingcorporate corporatecultures. cultures. Atlanti Atlanti c coff off ers ersa adiff diff erent erentpath, path,providing providinga a working workingenvironment environmentcentred centredaround aroundtrust, trust, quality qualityofoflife, life,balance balanceand andwell-being. well-being.Holding Holding these thesevalues valuesatatthe thecore coreofofthe thecompany companyhas has led ledtotoemployee employeesati sati sfacti sfacti ononsurvey surveyresults, results, with with100% 100%ofofitsitsstaff staffhaving havingstated statedthey theywere were completely completelyhappy. happy.Even Evenwith withsome somepoints pointsfor for improvement, improvement,everyone everyonesaid saidthey theywould wouldnot not leave leave– –not noteven evenfor fortwice twicethe thesalary. salary. ToTodate, date,there therehave havebeen beennonocases casesofofburnout burnout ororleave leaveofofabsence, absence,and andthe thefirm’s firm’sinternal internalsatsatisfacti isfacti ononalso alsobenefi benefi tstsitsitsservicing servicingofofclients. clients. Having Havinga astable stableteam teamwith withstrong strongretenti retenti ononhas has enabled enabledeasier easieronboarding onboardingofofmore moreclients, clients,anan improved improvedretenti retenti ononofofmajor majorprojects, projects,and andsigsignifi nifi cant cantinvestments investmentsininemployee employeedevelopment. development.

▸ ▸ Stay Staycurious, curious,flexible flexibleand andopen opentotolearning learning

from fromdiff diff erent erentexperiences experiencesand andperspecti perspecti ves. ves.

For Forindustry industry ▸ ▸ Strong Strongcompany companyculture cultureand andemployee employee

wellbeing wellbeingcan candrive driveretenti retenti on, on,producproductivity tivityand andlong-term long-termgrowth. growth.

For Forgovernment government ▸ ▸ Tax Taxand andpoliti politi calcalreform reformcould couldhelp helpbusinessbusiness-

esesoperate operatemore moreeffi effi ciently cientlyand andsustainably. sustainably.

Atlanti Atlanticcatataaglance: glance: Key Keyproducts productsand andservices: services:tax taxadvisory, advisory, global globalmobility mobilitysupport, support,soft soft ware ware development developmentand andHR HRsoluti soluti ons. ons. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––93% 93% ▸ ▸ Others Others(non-energy): (non-energy):Pulp Pulpand andpaper paper– –7% 7% Headquarters: Headquarters:Rio RiodedeJaneiro, Janeiro,Brazil Brazil Year Yearestablished: established:2008 2008 Number Numberofofemployees: employees:11 11

Further, Further,ininthe thefield fieldofoftechnological technologicaltool tool development, development,the thecompany companyhas hasmanaged managedtoto opti opti mise miseprocesses processestotothe thepoint pointwhere whereit itcan can look lookatatother otherareas, areas,such suchasastax, tax,and andconsider consider new newtypes typesofofsoft soft ware. ware.ItsItsown ownexperience experience with withthe thefour-day four-dayweek weekalso alsoprovides providesthe the opportunity opportunitytotorefl refl ect ectononHR HRsoluti soluti ons onsbased based ononthe thecompany’s company’slived livedexperience. experience. It Itisisthrough throughthese thesecombined combinedeff eff orts ortsthat that Atlanti Atlanti c c has has conti conti nually nually strengthened strengthened itsits positi positi on, on, combining combining technical technical experti experti se, se, soft soft ware waredevelopment developmentand anda aculture culturecentred centred ononquality qualityofoflife. life.Between Between2019 2019and and2025, 2025, the thecompany companyachieved achieveda arevenue revenueofof58.18%, 58.18%, moved movedtowards towardsa amore moreconcentrated concentratedclient client portf portf olio olioand andincreased increaseditsitsteam teamfrom fromone onetoto 10 10employees. employees. Indeed, Indeed,itsitsAtlanti Atlanti c’sc’sstory storyisisproof proofthat thatsignifsignificant icantsuccess successcan cancome comefrom frombalancing balancingthe the wellbeing wellbeingofofpeople peopleand andpurpose purposewith withprofi profi t. t.

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Story type

ATPI Travel

#culture (main category) #technology

A culture that puts people at the heart of performance Lynn Coutts Managing Director Middle East at ATPI Travel

How is ATPI Travel thriving? Global travel management company and workforce mobility solutions specialist ATPI Travel has successfully navigated a period of disruption. From global travel shutdowns to sector consolidation, the firm has combined its global scale and deep sector expertise with accelerated technology adoption and a greater emphasis on culture. ATPI has delivered exceptional growth while strengthening employee engagement and client trust. The challenge - The global travel industry has faced unprecedented disruptions, forcing organisations to adapt rapidly. For companies supporting sectors like energy, marine and offshore operations, the challenge was even greater, as clients still required critical workforce movements despite constantly shifting global restrictions. As the market recovered, new pressures emerged. Aviation and hospitality capacity constraints drove up costs, while energy clients faced operational complexity driven by mergers and the energy transitions. Simultaneously, consolidation within the travel management sector reduced the number of global providers, intensified competition and raised client expectations. For ATPI, this period coincided with a pivotal transformation. The company recognised culture as a foundation and the complexities clients faced required one source of truth, solutions to pain points and gaps felt managing people movement, cost, safety and security as well as operational cost acquisition. In the Middle East, rapid growth across energy, infrastructure and major projects, particularly in the UAE and Saudi Arabia, drove demand for specialist travel and workforce logistics. ATPI needed to scale quickly without compromising service quality or culture. The solution - ATPI’s response was deliberate and values led. This included the adoption of Avenir, Direct Travel’s global travel platform, to improve visibility and control for clients operating in high complexity environments. Redesigning the user/traveller personalisation of booking travel, providing solutions to fragmented content and enabling the visibility of this in one environment moving from a legacy old system and completely redesigning a new solution to overcome gaps and challenges while providing one source of truth through consistency

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while managing cost, and safety, visibility and control. Proprietary technology to mage crew travel, approval, workflows and enhanced data as well as online booking tools and safety/security visibility, alerts, tracking and management enabling clients to work more efficiently while reducing operating cost and actual cost of travel. Technology was only seen as part of the solution. At ATPI Middle East, leadership ensured performance never come at the expense of people, treating culture as a strategic asset. By shifting from hierarchy-driven to collaborative leadership, the culture has become more inclusive and people-focused. Diversity and inclusion became lived realities, empowering teams to take ownership. Rather than relying solely on formal programmes, ATPI created pathways for diverse leadership by identifying employees who demonstrated a desire to grow, granting them broader business exposure. Wellbeing was also positioned as a business imperative. ATPI introduced flexible working, a 4.5 day working week and structured health programmes. During regional instability, leadership implemented real time culture and wellbeing monitoring, daily check ins and access to professional support, incentives for employees going above and beyond, and a path where internally the company trains, develops and promotes the workforce. One defining moment came when a team member’s daughter had been diagnosed with a life threatening illness. ATPI arranged immediate travel home, mobilised global support and provided financial assistance, while colleagues privately offered portions of their own salaries to help, without expectation or recognition. It’s an incredible culture – one that has delivered clear, measurable outcomes. ATPI Middle East has achieved 97% employee retention, with 92% of employees reporting they can be their authentic selves at work. The regional leadership team is fully female, internal mobility is strong, and referral based hiring reinforces trust. The culture flows through to the client for exceptional service and sector expertise reflected in 98% client retention rate and is a catalyst to the year-on-year growth. Client feedback consistently highlights ATPI’s responsiveness, professionalism and peopledriven approach. The successful integration with Direct Travel was delivered without client disruption, demonstrating operational resilience at scale. Revenue growth has accelerated, reflecting both market expansion and ATPI’s ability to scale reliably in complex environments. This includes 57% revenue growth in 2021, 99% growth in 2022, 107% growth in 2023, and 39% growth in 2024.

Benefits ▸ Revenues in the Middle East grew by 57% in 2021, 99% in 2022, 107% in 2023, 39% in 2024 and 10% in 2025. ▸ ATPI Travel achieved 97% employee retention and successfully integrated with Direct Travel without client disruption.

Key findings For young people ▸ Stop overthinking and take action to

build practical skills, focusing on strong relationships, curiosity, and resilience rather than just job titles.

For industry ▸ Embrace disruption as an opportunity

to reinvent your operating model, using a people-first culture to drive resilient, scalable growth.

For government ▸ Support the UAE’s growth by investing

in local talent, regional partnerships and smart, locally driven travel solutions.

ATPI Travel at a glance: Key products and services: workforce mobility solutions. Main industries served: ▸ Oil and gas – 60% ▸ Others (non-energy): finance, consulting, sports, IT, retail – 40% Headquarters: Dubai, United Arab Emirates Year established: 1999 Number of employees: 3,900 (Group) 181 (Dubai) Revenue: £6.27bn

Elsewhere, partnerships have been established with organisations such as the Sparkle Foundation and Kindness Circle, alongside sustainable travel initiatives and Net Zero commitments, ensuring that ATPI’s commercial success will continue to deliver value beyond the balance sheet. ATPI has proven it can grow rapidly without losing its identity. In a region where speed often leads to burnout and turnover, ATPI has scaled while strengthening culture, using it as the engine behind performance, innovation and long-term success.

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Story Storytype type #digital #digital&&AIAI(main (maincategory) category)#innovati #innovati on on #opti #opti misati misati on on

Beamex Beamex Winning Winningover overaacost-driven cost-drivensector sectorwith withcloud cloudcalibrati calibration onand andaa trusted trustedadvisor advisorapproach approachtotobusiness business Mark MarkNicholls Nicholls Business BusinessDevelopment Development Manager ManageratatBeamex Beamex

How HowisisBeamex Beamexthriving? thriving? Founded FoundedininFinland Finlandinin1975, 1975,Beamex Beamexisisa aleadleadererinincalibrati calibrati onontechnology, technology,providing providingfield field and andworkshop workshopcalibrati calibrati ononequipment, equipment,calibracalibration tionmanagement managementsoft soft ware wareand andrelated relatedserservices vicestotomore morethan than15,000 15,000customers customersacross across 140 140 countries. countries. ItsIts LOGiCAL LOGiCAL cloud-based cloud-based calibrati calibrati ononplatf platf orm, orm,adapted adaptedininresponse responsetoto a aspecifi specifi c cclient clientchallenge challengeininthe theenergy energyfrom from waste wastesector, sector,has hasbecome becomethe thecompany’s company’sfirst first multi multi site sitecloud cloudcontract. contract.SoSofar, far,it ithas hasdelivered delivered a asignifi signifi cant cantrevenue revenueuplift upliftininthat thatsector sectorand and opened openeddoors doorstotofurther furthermulti multi site siteopportuniopportunities tiesacross acrosspower powergenerati generati ononand andbeyond. beyond. The Thechallenge challenge- -Beamex’s Beamex’scalibrati calibrati ononsolusolutions tionsunderpin underpinaccurate accuratemeasurement, measurement,regregulatory ulatorycompliance complianceand andoperati operati onal onalsafety safety across acrosssome someofofthe themost mostdemanding demandingindusindustrial trialenvironments environmentsininthe theworld, world,including includingoiloil and andgas, gas,nuclear, nuclear,power powergenerati generati on, on,pharmapharmaceuti ceuti cals, cals,chemicals chemicalsand andenergy energyfrom fromwaste. waste. InInthe theUK UKenergy energyfrom fromwaste wastesector sectorspecifi specifi -cally, cally,the thecompany companyhad hadbuilt builta along-standing long-standing presence presencesupporti supporti ngngoperators operatorsrunning running24/7 24/7 incinerati incinerati ononfaciliti faciliti esesthat thatconvert converthousehold household waste wasteinto intosteam steamand andelectricity. electricity. Energy Energyfrom fromwaste wasteisisa atightly tightlyregulated, regulated, cost-driven cost-drivenindustry. industry.Operators Operatorsare areaudited audited bybythe theEnvironment EnvironmentAgency, Agency,and andpermit permitexexcursions cursionscarry carrysignifi signifi cant cantfinancial financialpenalti penalti es. es. Despite Despitethis, this,faciliti faciliti esestypically typicallyran ranlean leanonon staffi staffi ng, ng,with withengineers engineerscovering coveringcalibrati calibrati onon alongside alongsidemechanical mechanicaland andelectrical electricalresponresponsibiliti sibiliti es. es.Investment Investmentininnew newtechnology technologywas was viewed viewedwith withcauti cauti on. on.Legacy Legacycalibrati calibrati ononsyssystems temswere weredeeply deeplyembedded, embedded,and andthe theprosprospect pectofofmigrati migrati ngngtotosomething somethingnew, new,parti parti cucularly larlysomething somethingcloud-based, cloud-based,raised raisedconcerns concerns about aboutcost, cost,cybersecurity cybersecurityand andthe theimpact impactonon existi existi ngngworkfl workfl ows. ows.Changing Changingminds mindsininthis this environment environmentrequired requiredpati pati ence encepersistence. persistence. The The soluti soluti onon - Beamex - Beamexhad hadbeen been working working with with one oneofofthe theUK’s UK’sleading leadingenergy energyfrom fromwaste waste operators, operators,for formany manyyears yearsbefore beforethe theconverconversati sati ononturned turnedtotosoft soft ware. ware. When Whena akey key contact contact atatthe theclient clientmoved movedinto intoa anati nati onal onalrole rolecovercovering ingallall12 12ofofitsitsgeographically geographicallydispersed dispersedUK UK sites, sites,it itcreated createdananopportunity opportunitytotothink thinkabout about calibrati calibrati ononmanagement managementdiff diff erently. erently.The Theexexisti isti ngngapproach approachwas wasfragmented fragmentedand andsite sitebyby

site, site,with withdiff diff erent erentpracti practi ces cesand andnonocentral central visibility visibilityacross acrossthe theestate. estate.AAserver-based server-based centralised centralisedsoluti soluti ononhad hadbeen beendiscussed discussedprevipreviously ouslybut butrejected rejectedononcost costgrounds. grounds. The Theanswer answerwas wasLOGiCAL, LOGiCAL,a acloud-based cloud-basedcalicalibrati brati onon management management platf platf orm orm that that Beamex Beamex had had been beendeveloping developingsince sincearound around2019 2019toto2020. 2020. Accessed Accessedthrough througha aweb webbrowser browserrather ratherthan than requiring requiringlocal localserver serverinfrastructure, infrastructure,LOGiCAL LOGiCAL provides providescentralised centraliseddata datamanagement, management,live livein-instrument strumentperformance performancetrending trendingand andfull fullaudit audit trails trailsatata aprice pricepoint pointthat thatmakes makesit itviable viablefor fora a cost-conscious cost-consciousoperator. operator.It Itwas wasisiscompati compati ble ble with withthe thehandheld handheldMC6 MC6calibrators calibratorsalready alreadyinin use useacross acrossthe theclient’s client’ssites, sites,reducing reducingthe thehardhardware waredisrupti disrupti ononofofmoving movingtotothe thenew newplatf platf orm. orm. Deploying Deployingit itacross across12 12sites siteswas wasnot notstraightstraightforward. forward.Each Eachsite sitehad haditsitsown ownculture cultureand anditsits own ownengineers, engineers,and anda atechnology technologythat thatintrointroduced ducedmulti multi factor factorauthenti authenti cati cati ononand anda anew new data dataenvironment environmentrequired requiredcareful carefulhandling. handling. Beamex Beamexworked workedthrough throughthe therollout rolloutone onesite site atata atime, time,spending spendingtime timewith withengineers engineerstotoadaddress dressconcerns concernsdirectly, directly,parti parti cularly cularlyaround around what whatdigiti digiti sati sati ononmight mightmean meanfor fortheir theirroles. roles. The Themessage messagewas wasconsistent: consistent:the theplatf platf orm orm made madetheir theirjobs jobsmore moreeffi effi cient cientand andtheir theircomcompliance pliancepositi positi ononstronger, stronger,not notmore moreprecarprecarious. ious.Cybersecurity Cybersecurityalignment alignmentwith withthe thecliclient’s ent’sITITteams teamswas wasa asignifi signifi cant cantworkstream workstream ininitsitsown ownright, right,with withmulti multi factor factorauthenti authenti cacation tionulti ulti mately matelydeveloped developedasasa abespoke bespokefeafeature turebybyBeamex’s Beamex’sR&D R&Dteam teamininresponse responsetoto the theclient’s client’srequirements. requirements. The Theorder orderwas wasplaced placedinin2023. 2023.The Thefirst firstsites sites went wentlive livethat thatyear, year,and andthe thefinal finalsite sitewas was onboarded onboardedinin2026. 2026.The Thebenefi benefi tstsare areclear. clear. Centralised Centralisedoversight oversightallows allowsthe theclient’s client’sconcontrol troland andinstrumentati instrumentati ononengineers engineerstotomake make informed informeddecisions decisionsacross acrossallall12 12sites sitesfrom froma a single singleplatf platf orm. orm.Performance Performancetrending trendingover over time timehas hasenabled enabledthe thebusiness businesstotoextend extenditsits annual annualinstrument instrumentcalibrati calibrati ononand andmaintemaintenance nanceoutages outagesfrom from12 12months monthstoto18 18months, months, and andnow nowtototwo twoyears, years,generati generati ngngsignifi signifi cant cant savings savingsininboth bothdirect directcosts costsand andplanning planning time. time.Compliance Complianceconfi confi dence dencehas hasimproved, improved, and andthe thedata datagenerated generatedisisbeing beingexplored exploredfor for further furtheruse usecases. cases. For ForBeamex, Beamex,the theproject projectestablished establishedLOGLOGiCAL iCALasasa aproven provenmulti multi site sitecloud cloudplatf platf orm orm and andgenerated generateda asignifi signifi cant cantrevenue revenueuplift uplift ininthe theenergy energyfrom fromwaste wastesector. sector.It Ithas hassince since become becomethe thetemplate templatefor forsimilar similarapproaches approaches with withpower powerstati stati ononclients, clients,and andinbound inboundenenquiries quiriesfrom fromITITand andengineering engineeringcontacts contactsatat other otheroperators operatorshave havegrown. grown.

Benefi Benefitsts ►► Delivered Delivereda asignifi signifi cant cantrevenue revenueuplift upliftinin the theenergy energyfrom fromwaste wastesector. sector. Enabledextension extensionofofcalibrati calibrati on oncycles cycles ►► Enabled from from12 12months monthstotoupuptoto24 24months, months, reducing reducingoperati operati onal onalcosts. costs.

Key Keyfifindings ndings For Foryoung youngpeople people Staycurious, curious,keep keeplearning learningand andbebeadaptadapt►► Stay able ableinina aconstantly constantlyevolving evolvingindustry. industry. For Forindustry industry Treatcalibrati calibrati on onasasa astrategic strategicfuncti functi on on ►► Treat and anduse usedata, data,technology technologyand andprocesses processes totodrive driveoperati operati onal onalexcellence. excellence. For Forgovernment government Investinininfrastructure infrastructureand andsupport supportenen►► Invest ergy-from-waste ergy-from-wastesoluti soluti ons onstotoimprove improve waste waste management management and and accelerate accelerate energy energygenerati generati on. on.

Beamex Beamexatataaglance: glance: Key Keyproducts productsand andservices: services:calibrati calibrati onon equipment, equipment,calibrati calibrati ononmanagement managementsoft soft ware, ware, and andcalibrati calibrati ononservices. services. Main Mainindustries industriesserved: served: Oiland andgas gas ►► Oil Nuclearpower power ►► Nuclear ►► Others Others(energy) (energy) ►► Others Others(non-energy) (non-energy) Headquarters: Headquarters:Pietarsaari, Pietarsaari,Finland Finland Year Yearestablished: established:1975 1975 Number Numberofofemployees: employees:+300 +300

Looking Lookingahead, ahead,the thecompany companysees seesdata datacencentres tresasasa agrowing growingadjacent adjacentopportunity, opportunity,with with temperature temperaturecalibrati calibrati ononrequirements requirementsalignaligning ingclosely closelywith withitsitsexisti existi ngngcapability. capability.GlobGlobally, ally,Beamex Beamexconti conti nues nuestotoexpand expanditsitsreach reach through through+80 +80partners partnersininover over90 90countries, countries, supported supportedbybyoffi offi ces cesacross across12 12locati locati ons, ons, from fromFinland FinlandtotoIndia. India.

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Bureau Veritas (APAC) Rethinking what a TIC company can oﬀer as Southeast Asia’s energy mix shifts Jérôme Lepine Vice President Industry Asia-Paciﬁc at Bureau Veritas

How is Bureau Veritas thriving? With over 84,000 employees across 140 countries and group revenues of €6.47bn in 2025, Bureau Veritas is one of the world’s leading testing, inspection and certification (TIC) companies. Its Southeast Asia division has capitalised on the region’s accelerating energy transition by shifting from a service-line model to an integrated, solutions-led approach – winning complex, multi-country frameworks and growing its share of wallet with strategic clients across the region. The challenge - Bureau Veritas is a world leader in testing, inspection and certification and provides independent assurance services that help clients manage quality, health and safety, sustainability and regulatory compliance across their operations. Its Southeast Asia division serves operators and developers across oil and gas, renewables, infrastructure and data centres, combining global technical expertise with strong local presence and knowledge across the region. For much of its history in Southeast Asia, Bureau Veritas delivered TIC services project by project, sector by sector. By 2020–21, it was clear this model was no longer sufficient. Energy price volatility, pandemic disruption and mounting pressure to decarbonise were reshaping client priorities across the region. Operators and developers were no longer asking for discrete inspection or certification services. Instead, they wanted integrated partners capable of supporting full transition journeys – combining technical assurance with ESG advisory, digital tools and multi-year frameworks. At the same time, a rapid build-out of renewables, grid infrastructure and data centres was creating demand for capabilities Bureau Veritas had not yet fully organised itself to deliver. Internal silos, a predominantly oil and gas-oriented mindset and the uneven pace of energy transition across different Southeast Asian markets all added to the complexity of what needed to change.

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The solution - Drawing on its global LEAP | 28 growth strategy, launched in 2024, the Southeast Asia division reorganised its commercial teams around sectors and key accounts rather than service lines—enabling it to pursue larger, more complex engagements across disciplines and geographies. Central to this was the expansion of its Transition Services offer: ESG advisory, decarbonisation roadmaps and assurance services aligned with shifting client priorities. Alongside this, the division expanded its Green Objects solutions—covering renewables, low-carbon fuels and greener assets—to respond to the surge in clean energy activity. The shift required significant change management. Reorienting teams from a service-line mentality to solutions-led, sector-focused selling was not straightforward, and different Southeast Asian markets required tailored approaches. Attracting and upskilling talent in ESG, new energies and data-driven services added complexity. Bureau Veritas addressed this by investing in digital tools and innovation centres, leveraging its global transition capabilities and adapting them for local markets. The results are visible in the projects now secured. A recent owner’s engineering contract for a floating solar plant in Malaysia with EDRA Energy illustrates this shift. Bureau Veritas represented the client across the supply chain—overseeing EPCC delivery and ensuring compliance with specifications, standards and timelines. This reflects the integrated, high-responsibility work the previous model could not support. More broadly, the division has seen revenue and margin growth from transition-related services, higher bid success rates where sustainability and innovation are key, and a growing share of wallet with strategic clients across multiple countries. Data centres have also become a major contributor, with services provided to operators including Microsoft, AWS and Vantage Data Centers. Crucially, Bureau Veritas’s existing footprint in oil and gas and infrastructure enabled it to cross-sell new energy and ESG solutions, rather than build credibility from scratch. Group revenues reached €6.47bn in 2025, up 6.5%, with Southeast Asia contributing €1.1bn. Clean energy remains the division’s top priority for growth, with significant opportunity across the region.

Story type #service & solutions (main category)

Benefits ▸ Shift to an integrated, solutions-led model has increased revenue, margins and win rates in complex, multi-country projects. ▸ Expanded transition and digital capabilities have strengthened client relationships, driving higher share of wallet and growth across clean energy and data centre sectors.

Key findings For young people ▸ Older generations have taken much

from the planet, so younger people must engage in energy issues or face the consequences without influence.

For industry ▸ Trust is key to successful business rela-

tionships, and TIC companies help build that trust with partners.

For government ▸ Standards and regulations are essential

for safety but must remain practical and focused on real issues, especially health and safety.

Bureau Veritas at a glance: Key products and services: testing, inspection, certification, audit and compliance services. Main industries served: ▸ Oil and gas – 30% ▸ Onshore renewable energy – 20% ▸ Conventional power – 10% ▸ Nuclear power – 10% ▸ Offshore renewable energy – 5% ▸ Energy storage – 4% ▸ Hydrogen – 2% ▸ Carbon capture – 1% ▸ Others (energy)– 3% ▸ Others (non-energy): mining, chemicals and manufacturing – 15% Headquarters: Paris, France Year established: 1828 Number of employees: 16,000 (APAC) Revenue: £952m (APAC)

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

EIC Survive & Thrive X EIC Survive & Thrive X

Bureau BureauVeritas Veritas(UK (UK&&Ireland) Ireland) AApartner partnerfor forcomplex complexregulati regulations, ons,operati operations onsand andsustainability sustainabilityambiti ambitions ons Dawn DawnRobertson Robertson Global GlobalOil Oil&&Gas GasCAPEX CAPEX&& Decommissioning DecommissioningDirector Director atatBureau BureauVeritas Veritas How HowisisBureau BureauVeritas Veritasthriving? thriving? For Fornearly nearly200 200years, years,Bureau BureauVeritas Veritashas has been beenthe thetrusted trustedpartner partnerfor forcomplex complexreguregulati lati ons, ons,operati operati ons, ons,and andsustainability sustainabilityambiambitions. tions.Today, Today,the thecompany companyisisfundamentally fundamentally reimagining reimagininghow howinspecti inspecti on, on,monitoring, monitoring,and and asset assetmanagement managementcreate createvalue valuebybycombincombining ingdeep deeptechnical technicalexperti experti sesewith withadvanced advanced technology technologytotodeliver deliverimmediate immediateresults resultsand and long-term long-termstrategic strategicintelligence. intelligence. Bureau Bureau Veritas Veritasoperate operateinincomplex complexand andhigh-risk high-risk environments environmentswhere wheresafety, safety,compliance, compliance,and and performance performanceare arenot notopti opti onal onalbut butfundamental. fundamental. AtAtthe theheart heartofofthis thistransformati transformati ononisisa a clear clearbelief: belief:technology technologyshould shouldnot notreplace replace experti experti sese but but enhance enhance it.it. Bureau Bureau VeriVeritas tas passionately passionately believes believes inin empowering empowering Tech-Augmented Tech-AugmentedInspecti Inspecti ononwith withthe thevast vast knowledge, knowledge, experti experti se, se, and and essenti essenti alal best best practi practi ces cesthat thatexist existglobally globallyacross acrosstheir theirenenergy ergysector sectorprofessionals. professionals.This Thisensures ensuresthat that human humanexperti experti seseremains remainscentral centraltotoevery every decision, decision,strengthening strengtheningthe theinterpretati interpretati ononofof data-driven data-driveninsights insightswhile whileproviding providingcriti criti cal cal oversight oversighttotoverify, verify,challenge, challenge,and andvalidate validate digital digitaloutputs, outputs,safeguarding safeguardingaccuracy, accuracy,relireliability, ability,and andregulatory regulatorycompliance. compliance. Listening Listeningtotoclients clientsand andmeeti meeti ngngmarket marketdedemands mandshas hasbeen beenpivotal pivotalininshaping shapingBureau BureauVerVeritas’s itas’sstrategy. strategy.Clients Clientsdemanded demandedreal-ti real-ti me mevisvisibility ibilityinto intoasset assethealth, health,predicti predicti veveintelligence intelligence totoprevent preventfailures, failures,integrated integrateddata dataecosystems ecosystems that thateliminate eliminatesilos, silos,and andscalable scalablesoluti soluti ons onsthat that maintain maintainrigorous rigorousstandards standardsacross acrossgeographgeographically icallydispersed dispersedoperati operati ons. ons.These Thesemarket marketsigsignals nalsprompted prompteda afundamental fundamentalpivot pivotfrom frombebespoke, spoke,field-centric field-centricservices servicestotostandardised, standardised, technology-enabled technology-enabledsoluti soluti ons. ons. The Thechallenge challenge- -The Theenergy energysector sectorfaces facesa a criti criti cal calinfl infl ecti ecti ononpoint. point.AAsignifi signifi cant cantproporproportion tionofofexperienced experiencedOil Oil&&Gas Gasprofessionals professionals are areapproaching approachingreti reti rement rement- -the theindustry’s industry’s “Great “GreatCrew CrewChange” Change”– –threatening threateningtotoerode erode decades decadesofofaccumulated accumulatedknowledge knowledgeand andopoperati erati onal onalconti conti nuity. nuity.Simultaneously, Simultaneously,clients clients increasingly increasinglyexpect expectreal-ti real-ti me measset assetvisibility, visibility, predicti predicti vevefailure failurepreventi preventi on, on,and andseamlessly seamlessly integrated integrateddata dataplatf platf orms ormsthat thatoperate operateconconsistently sistentlyacross acrossdispersed dispersedglobal globaloperati operati ons, ons, allallwhile whilemaintaining maintaininguncompromising uncompromisingsafety safety and andcompliance compliancestandards. standards. This Thisconvergence convergenceofofworkforce workforcetransiti transiti ononand and rising risingclient clientexpectati expectati ons onsdemands demandsmore morethan than incremental incrementalimprovement. improvement.Organisati Organisati ons onsmust must capture captureand andembed embedexpert expertknowledge knowledgeinto into

scalable scalabledigital digitalsystems systemswhile whileensuring ensuringthat that technological technologicaladvancement advancementnever neverdiminishes diminishes human humanoversight oversightororengineering engineeringjudgement. judgement. The Thestakes stakesare areparti parti cularly cularlyhigh highininenergy energyin-infrastructure, frastructure,where whereregulatory regulatorycompliance complianceand and asset assetintegrity integrityare arenon-negoti non-negoti able. able. The Thesoluti soluti onon- -Bureau BureauVeritas’s Veritas’sTech-AugTech-Augmented mentedInspecti Inspecti ononapproach approachdelivers deliversboth both immediate immediatevalue valueand andlong-term long-termstrategic strategicbenbenefiefi ts.ts.Automated Automatedworkfl workfl ows owsand andIoT-enabled IoT-enabled inspecti inspecti onontools toolsreplace replacemanual manualdocumendocumentati tati ononcycles, cycles,while whiledigital digitaltwins twinsand andcloud cloud platf platf orms ormsenable enableconti conti nuous nuousmonitoring. monitoring.The The results resultsare aretangible: tangible:accelerated accelerateddata datacapture capture and andstreamlined streamlinedreport reportgenerati generati ononhave haveenenabled abled25% 25%faster fasterproject projectdelivery deliveryand andsmarter smarter decision-making, decision-making,while whileremote remoteinspecti inspecti ons ons have havereduced reducedsite sitevisits visitsbybyupuptoto40%, 40%,minminimising imisingpersonnel personnelexposure exposureininhazardous hazardousarareas. eas.Advanced Advancedanalyti analyti cscshave havedelivered delivered99% 99% accuracy accuracyinincompliance compliancereporti reporti ng, ng,including including API API653 653applicati applicati ons, ons,ensuring ensuringconfi confi dence denceinin asset assetfitness-for-service fitness-for-servicedeterminati determinati ons. ons.InIn comparison, comparison,real-ti real-ti me memulti multi -inspector -inspectorcollabcollaborati orati ononand andautomated automatedpunch punchlists listshave haverereduced duceddefect defectresoluti resoluti onontimes timesbyby30%. 30%. These Theseadvancements advancementsare arenot notsolely solelytechnoltechnology-driven, ogy-driven,but butare areunderpinned underpinnedbybythe theinteintegrati grati ononofofexperienced experiencedinspectors, inspectors,engineers engineers and andspecialists specialistswhose whoseexperti experti seseisisaugmentaugmentededthrough throughdigital digitalcapabiliti capabiliti es. es.This Thisensures ensures that thatspeed speedand andeffi effi ciency ciencynever nevercome comeatatthe the expense expenseofofengineering engineeringjudgement judgementororreguregulatory latorycompliance. compliance. Beyond Beyondinspecti inspecti on, on,Bureau BureauVeritas Veritasdelivers deliversa a permanent, permanent,intelligent intelligentdigital digitalasset assetthat thatcomcompounds poundsvalue valuethroughout throughoutitsitslifecycle. lifecycle.3D 3D point pointcloud cloudbaselines baselinescreate createa apermanent permanentdigdigital italreference referencefor forfuture futureinspecti inspecti ons onsand andpreprecise cisetrend trendanalysis, analysis,while whileintegrated integratedadvanced advanced NDT NDTprovides providesa aspati spati alalframework frameworkfor forlayerlayering inginspecti inspecti onondata datatotocreate createa aholisti holisti c cview view ofofasset assetintegrity. integrity.Engineering Engineeringanalysis-ready analysis-ready data datacan canbebeseamlessly seamlesslyexported exportedtotostructural structural modelling modellingsoft soft ware, ware,accelerati accelerati ngngengineering engineering decisions, decisions,while whileaccurate accurateas-built as-builtdocumentadocumentation tionprovides providesa apermanent permanentrecord recordofoffacility facility confi confi gurati gurati ononfor forfuture futuremodifi modifi cati cati ons onsorordedecommissioning. commissioning.API-driven API-drivenintegrati integrati onondelivdelivers ersa asingle singlesource sourceofoftruth truthacross acrossenterprise enterprise tools, tools,eliminati eliminati ngngdata datafragmentati fragmentati on. on. The The digitalisati digitalisati onon ofof processes processes enables enables clients clients toto visualise, visualise, assess assess and and opti opti mise mise criti criti cal cal infrastructure infrastructure with with precision precision and and confi confi dence. dence. Predicti Predicti veve maintenance maintenance and and advanced advancedanalyti analyti cscstranslate translateinto intosmarter, smarter, data-driven data-drivendecisions, decisions,increased increasedsafety, safety,imimproved provedoperability operabilityand andreduced reduceddownti downti me me and andcosts. costs.ByBycombining combiningadvanced advancedanalyti analyti cscs with withdeep deepdomain domainexperti experti se, se,Bureau BureauVeritas Veritas ensures ensuresthat thatinsights insightsare arenot notonly onlydata-drivdata-drivenenbut butcontext-rich context-richand andacti acti onable. onable.ByByplacplacing ingpeople peopleatatthe thecentre centreofofitsitstechnological technological

51 July July 2026 2026 July 2026 2026 Success Stories Stories July 57 Success

Story Storytype type #transformati #transformati on on(main (maincategory) category)#digital #digital &&AIAI#innovati #innovati on on#people #people&&competency competency #opti #opti misati misati on on

Benefi Benefitsts ▸ ▸ LEAP LEAP28 28accelerated acceleratedBureau BureauVeritas’ Veritas’ shift shiftfrom fromtraditi traditi onal onalinspecti inspecti ononservices services tototechnology-enabled technology-enabledenvironmental environmental compliance complianceand andsustainability sustainabilitysoluti soluti ons. ons. ▸ ▸ New Newmethane methanemeasurement, measurement, monitoring monitoringand andverifi verifi cati cati on oncapabiliti capabiliti eses strengthened strengthenedthe thecompany’s company’spositi positi on oninin supporti supporti ngngclients’ clients’decarbonisati decarbonisati on onand and regulatory regulatorycompliance compliancegoals. goals.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Build Build adaptable adaptable technical technical and and digital digital

skills skillsthat thatcan canevolve evolvealongside alongsidethe theenerenergygytransiti transiti on. on.

For Forindustry industry ▸ ▸ Standardised, Standardised, technology-enabled technology-enabled serser-

vices vicescan canimprove improvescalability scalabilitywhile whilemainmaintaining tainingtechnical technicalquality qualityand andregulatory regulatory compliance. compliance.

For Forgovernment government ▸ ▸ Clear Clearand andconsistent consistentenvironmental environmentalregreg-

ulati ulati ons onsare areessenti essenti alaltotosupport supportinvestinvestment mentininemissions emissionsreducti reducti on onand andenergy energy transiti transiti on ontechnologies. technologies.

Bureau BureauVeritas Veritasatataaglance: glance: Key Keyproducts productsand andservices: services:testi testi ng, ng, inspecti inspecti on, on,certi certi ficati ficati on, on,audit auditand and compliance complianceservices. services. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––60% 60% ▸ ▸ Nuclear Nuclearpower power––15% 15% ▸ ▸ Onshore Onshorerenewable renewableenergy energy––10% 10% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––5% 5% ▸ ▸ Energy Energystorage storage––3% 3% ▸ ▸ Hydrogen Hydrogen––2% 2% ▸ ▸ Carbon Carboncapture capture––2% 2% ▸ ▸ Others Others(energy) (energy)––3% 3% Headquarters: Headquarters:Paris, Paris,France France Year Yearestablished: established:1828 1828 Number Numberofofemployees: employees:82,000 82,000 Revenue: Revenue:£5.5bn £5.5bn

transformati transformati on, on,the thecompany companyensures ensuresthat that innovati innovati ononstrengthens, strengthens,rather ratherthan thanreplacreplaces, es,the thehuman humanexperti experti sesethat thatunderpins underpinssafe, safe, reliable reliableand andcompliant compliantoperati operati ons. ons.This Thisapapproach proachpositi positi ons onsBureau BureauVeritas Veritasasasa atrusted trusted partner partnerfor forthe thefuture futureofofasset assetintegrity. integrity.

52 1 July 2026 Success Stories Success Stories 58 Success Stories

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

EIC Survive & Thrive 2026

July 2026 Success Stories 2026 JulyJuly 2026

Story type

Cargostore Worldwide Building resilience by diversifying beyond oil and gas Andrew Hart CEO at Cargostore Worldwide How is Cargostore Worldwide thriving? Having strategically diversified beyond its traditional oil and gas base, Cargostore Worldwide has strengthened its position as a global leader in specialist offshore logistics equipment. Leveraging its expertise in DNV-certified offshore containers, the company has expanded into offshore wind, broader renewables, infrastructure and industrial sectors, growing its international footprint. Alongside this, Cargostore has extended its innovation into offshore welfare with the LiftaLoo™, the world’s first certified single-point lift, drop-tested offshore toilet and welfare unit for platforms and turbines, addressing safety, productivity and inclusion challenges in the field. The combination of disciplined diversification and customer-led product development has helped increase revenues from around £8.8m in 2020 to approximately £14.5m in 2024. The challenge - Cargostore Worldwide is a leading supplier of DNV 2.7-1 certified offshore containers and ISO shipping containers, providing specialist transport, storage, and logistics equipment globally. While traditional oil and gas markets remain important, customer requirements have evolved. For Cargostore, the risk was clear: over-reliance on any single sector would limit long-term growth and expose the business to market volatility. Ensuring sustainable expansion meant deliberately broadening its focus into a wider range of industries, particularly offshore wind and other energy transition markets. As Cargostore expanded into the offshore wind sector, operational and ethical challenge appeared. By 2021, the industry faced a severe lack of adequate sanitary and welfare facilities for technicians. Out of approximately 8,700 wind turbines across the UK and Europe, only around 500 possessed adequate toilet facilities. Improvised sanitation solutions, such as retrofitted portaloos, were unhygienic, while returning crews to support vessels for breaks proved highly inefficient, time-consuming, and costly. Working offshore without basic sanitary facilities negatively impacted hydration, health, and standard dignity. The industry required a reliable, scalable, and certified solution. The solution - Cargostore adopted a phased approach, identifying sectors where its logistical expertise could solve complex operational problems. The challenges faced in renewable energy mirrored those in offshore oil and gas,

providing a solid foundation for expansion. The company embarked on a product development journey. In September 2024, at Wind Energy Hamburg, the team met inventor John Aldiss, who had conceptualised a purpose-built offshore toilet. Recognising the product’s potential, Cargostore formed a partnership to bring the concept to market, reviewing the first prototype in Germany by December 2024. Realising that high-volume manufacturing required specialised capabilities, Cargostore partnered with Tharsus, a technology and manufacturing firm. This tripartite collaboration combined Aldiss’s conceptual design, Cargostore’s market knowledge and asset-leasing expertise, and Tharsus’s manufacturing efficiency. The LiftaLoo™ is a certified, hygienic offshore welfare unit engineered for harsh marine environments. It features a world-first LOLER-certified single-point lift system, allowing for safe crane use over railings. The unit incorporates removable waste tanks, enabling the toilet to remain in situ while tanks are swapped. Additional specifications include battery-powered hands-free hot water, an anti-legionnaires water filtration system, magnetic toilet lids, solar lighting, and a C-marked smart battery solution suitable for airfreight. After board-level CAPEX, the team refined the units through further R&D in late 2025. By Easter 2026, the next generation of units entered the market. To deploy the units, Cargostore utilised a “one crew, one loo” leasing model, meaning the welfare unit moves from turbine to turbine alongside the principal maintenance crew. As awareness of the welfare and productivity benefits has grown, some operators are now exploring a ‘one turbine, one loo’ approach, further raising standards and creating additional demand for units across their fleets. Cargostore has achieved revenue growth alongside the successful rollout of its new product lines. The LiftaLoo™ has seen rapid adoption across the UK, Europe and the Americas. Driven by strong initial orders, the product line is currently projecting a revenue trend of nearly £1m in its first year, with an expectation of 230 units on rent by the end of 2026. Beyond offshore wind, the LiftaLoo™ has generated demand in the decommissioning sector, where fixed facilities are frequently taken offline early in the process. It has also gained traction in the UK onshore construction market, where improving site welfare facilities is viewed as a step to attract a more diverse workforce, including increasing female representation. The smart capabilities of the newer units even allow for direct feedback from technicians, enabling ongoing product refinement. By pairing British manufacturing with targeted innovation, Cargostore has cemented its exist-

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

Benefits ► Achieved steady revenue growth from £8.8m in 2020 to £14.5m in 2024 through diversification and product innovation. ► Expanded global operations, enabling the deployment of certified logistical and welfare assets worldwide.

Key ﬁndings For young people ► Embrace the industry’s career and equality opportunities with an enquiring mind and strong work ethic. For industry ► Improve collective communication regarding the energy sector’s impactful role and what it needs from society. For government ► Establish cross-party policies ensuring the sector remains investable for 30 years, rather than just two.

Cargostore Worldwide at a glance: Key products and services: offshore containers and ISO shipping containers for global projects. Main industries served: ► Oil and gas– 45% ► Offshore renewable energy – 25% ► Onshore renewable energy – 5% ► Conventional power – 5% ► Nuclear power – 2% ► Hydrogen – 2% ► Data centres – 2% ► Carbon capture – 1% ► Energy storage – 1% ► Others (energy) – 2% ► Others (non-energy): defence, mining, infrastructure, construction and remote-site operations – 10% Headquarters: London, UK Year established: 1993 Number of employees: 24 Revenue: £14.5m

ing client relationships, entered entirely new markets, and established a pipeline for future developments. With strong repeat business and continuous investment in new capabilities, the ﬁrm’s ambition to scale sustainably remains ﬁrmly on track.

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

EIC Survive & Thrive X EIC Survive & Thrive X

53 July 2026 July 2026 2026 July 2026 Success Stories Stories July 59 Success

Story Storytype type

CECO CECO

#scale ons #scaleupup(main (maincategory) category)#service #service&&soluti soluti ons

How Howaanew newCEO, CEO,strategic strategicacquisiti acquisitions onsand andaacultural culturalreset reset broke brokeaa20-year 20-yeargrowth growthplateau plateau Michael MichaelPatt Patterson erson President, President,Industrial IndustrialAir Air Soluti ons Soluti onsatatCECO CECO innovati on, ononand innovati on,experimentati experimentati andcalculated calculated risk-taking risk-takingbybyempowering empoweringteams teamstotopursue pursue Five ononlaunched Fiveyears yearsinto intoa atransformati transformati launchedbyby growth, growth, back back well-reasoned well-reasoned investments investments incoming incomingCEO CEOTodd ToddGleason, Gleason,CECO CECOEnviEnvi- and anditerate iteratequickly quicklywhen whenapproaches approachesneed need ronmental ronmentalhas hasbroken brokenthrough throughtwo twodecades decades adjusti ng. adjusti ng.Long-tenured Long-tenuredemployees employeesaccusaccusofofnear-fl atatperformance near-fl performancetotobecome becomea ahighhigh- tomed tomed toto autonomous autonomousways ways ofofworking working growth ons growthintegrated integratedsoluti soluti onsleader. leader.EBITDA EBITDA have veve havebeen beenbrought broughtinto intoa amore morecollaborati collaborati has hasgrown grownfrom fromUS$25m US$25mtotonearly nearlyUS$90m, US$90m, model, onal model,and andasascross-functi cross-functi onalworking workinghas has typical typicaldeal dealsizes sizeshave haveexpanded expandedfrom fromapap- delivered deliveredtangible tangibleresults, results,the theshift shifthas hasbebeproximately proximatelyUS$2m US$2mtotoUS$15m US$15mand andabove, above, come on, comeself-reinforcing. self-reinforcing.Collaborati Collaborati on,asasone one and andthe thecompany companysecured secureditsitslargest-ever largest-ever leader ous. leaderhas hasput putit,it,has hasbecome becomeinfecti infecti ous. purchase purchaseorder orderofofUS$135m US$135masasrevenues revenues Structurally, CECO has consolidated from Structurally, CECO has consolidated from rose rose37% 37%inin2025. 2025. 13 13independent independentbrands brandsinto intofour fourclearly clearlydedeThe Thechallenge challenge- Founded - Foundedinin1966 1966and andheadhead- fined orms finedplatf platf ormsunder undera aStrategic StrategicBusiness Business quartered quarteredininAddison, Addison,Texas, Texas,CECO CECOEnviEnvi- Group Groupmodel. model.This Thishas hascreated createdthe thescale, scale, ronmental ronmental provides provides engineering engineering services services coordinati ononand coordinati andshared sharedresources resourcesneeded needed across acrossthe thecomplete completelifecycle lifecycleofofindustrial industrial totopursue pursuelarger largerand andmore morecomplex complexopportuopportuairairpolluti ononcontrol alal niti polluti controlsystems systems– –from frominiti initi es. onon niti es.Alongside Alongsidethis, this,a atargeted targetedacquisiti acquisiti process processanalysis analysisand andsystem systemdesign designthrough through programme programmehas hasadded addedaround around20 20new newtechtechfabricati on, on, fabricati on,installati installati on,commissioning commissioningand and nologies olio nologiestotothe theportf portf olioover overfive fiveyears, years,with with long-term long-termmaintenance. maintenance.With Witharound around1,540 1,540 three ons threeacquisiti acquisiti onscompleted completedwithin withina afivefiveemployees employees worldwide worldwide and and revenues revenues ofof month monthperiod periodininlate late2024 2024alone. alone.New Newteams teams US$774.4m, US$774.4m,the thecompany companyoperates operatesacross across have haveentered enteredwithout withoutlegacy legacyconstraints constraints– – oiloiland on, andgas, gas,power powergenerati generati on,data datacentres centres they vely theyproacti proacti velyengage engageother otherbusiness businessunits units and anda abroad broadrange rangeofofindustrial industrialend endmarkets. markets. and andare arehelping helpingtotoembed embedthe thecultural culturalpivot pivot on. acrossthe theorganisati organisati on. For Formuch muchofofitsitshistory, history,however, however,the thebusiness business across fell cantly al.al.Revefellsignifi signifi cantlyshort shortofofitsitspotenti potenti Reve- The Thecommercial commercialimpact impactofofmoving movingfrom fromprodprodnue nuegrowth growthremained remainedlargely largelyflat flatfor for15 15toto20 20 uct onondeuctsales salestotointegrated, integrated,plant-wide plant-widesoluti soluti deyears, years,a aperiod periodduring duringwhich whichthe thecompany companyopop- livery ceable. liveryhas hasbeen beennoti noti ceable.Where Wherea aUS$2m US$2m erated ononofoflargely eratedasasa acollecti collecti largelyindependent independent project cant, projectwas wasonce onceconsidered consideredsignifi signifi cant,the the brands ononand brandswith withminimal minimalcollaborati collaborati andlimitlimit- pipeline pipelinenow nowregularly regularlyfeatures featuresopportuniopportuniededcross-selling. ve, cross-selling.AAconservati conservati ve,risk-averse risk-averse ties tiesatatUS$15m US$15mand andabove. above.The Thepower powerofof culture culturehad hadtaken takenhold holdwhich whichwas wasgeared geared cross-business ononisisillustrated cross-businesscollaborati collaborati illustratedbybya a towards towardsmaintaining maintainingstability stabilityrather ratherthan thanpurpur- single alalUS$1.5m singleengagement engagementininwhich whichananiniti initi US$1.5m suing suinggrowth, growth,and andinvestment investmentininthe thebusiness business industrial industrialairairopportunity opportunityexpanded expandedtotoUS$9m US$9m remained olio remainedmodest. modest.The Theportf portf oliocontained contained through ononofofcapabiliti esesfrom throughintegrati integrati capabiliti fromacross across genuine genuinetechnological technologicaldepth, depth,but butwith withunits units the theCECO CECOgroup group– –a anearly nearlysixfold sixfoldincrease increase working ononand cal workingininisolati isolati andcriti criti calcapability capability from onship. froma asingle singleclient clientrelati relati onship. gaps ngngfully ons, gapspreventi preventi fullyintegrated integratedsoluti soluti ons, The ononmarThedata datacentre centreand andpower powergenerati generati marthat thatdepth depthwent wentsomewhat somewhatunrealised. unrealised. kets ketshave haveprovided providedfurther furtherproof proofofofCECO’s CECO’s The onon- Todd Thesoluti soluti - ToddGleason’s Gleason’sappointment appointmentasas transformed on. transformedscale scaleand andambiti ambiti on.Working Working CEO CEOininearly early2021 2021marked markedthe theturning turningpoint. point. alongside alongsidemajor majorindustry industryplayers playersincluding including His alal GE Hismandate mandatewas wasclear: clear:unlock unlockthe thepotenti potenti GEand andSiemens, Siemens,the thecompany companysecured secureda a ofofa aportf olio portf olioofofbest-in-class best-in-classbrands brandsthat thathad had US$135m US$135mpurchase purchaseorder orderinin2025, 2025,exceedexceedlong longoperated operatedininsilos, silos,and andbuild buildCECO CECOinto into ing ingwhat whatthat thatbusiness businessunit unithad hadhistorically historically the ons theintegrated, integrated,end-to-end end-to-endsoluti soluti onsprovider provider generated rereyear. generatedininananenti enti year. the themarket marketwas wasincreasingly increasinglydemanding. demanding. Financially, Financially,the theresults resultshave havebeen beenpromising. promising. The ononthat Thecultural culturaltransformati transformati thatensured ensured EBITDA EBITDAhas hasgrown grownfrom fromUS$25m US$25mtotonearnearhas cant hasbeen beenasassignifi signifi cantasasany anystructural structural lylyUS$90m, US$90m,revenues revenueshave haverisen risenmore morethan than change on. changemade madeininthe theorganisati organisati on.Where Where 20% vely 20%cumulati cumulati velyover overfour fouryears yearsand and37% 37% the theprevious previousculture culturehad hadbeen beencharacterised characterised inin2025 2025alone, alone,and andstock stockhas hasvirtually virtuallydoudoubybycauti ononand cauti andindependent independentdecision-makdecision-mak- bled bledover overthe thesame sameperiod. period.AAfurther further25% 25% ing, ing,the thebusiness businesshas hasadopted adopteda amindset mindsetofof revenue revenueincrease increaseisistargeted targetedinin2026. 2026. How HowisisCECO CECOthriving? thriving?

Benefi Benefitsts ▸ ▸ Expanded Expandedfrom fromsiloed siloedproduct productbusinesses businesses into ons orm intoananintegrated integratedsoluti soluti onsplatf platf orm delivering deliveringlarger, larger,higher-value higher-valueprojects. projects. ▸ ▸ Combined ons Combinedacquisiti acquisiti onsand andcultural cultural transformati on transformati ontotoaccelerate accelerategrowth, growth, cross-selling cross-sellingand andenvironmental environmentalimpact. impact.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Stay on Stayadaptable, adaptable,embrace embraceinnovati innovati onand and

build buildcareers careersaround aroundpurpose, purpose,collaboracollaboration nuous tionand andconti conti nuouslearning. learning.

For Forindustry industry ▸ ▸ Long-term Long-termgrowth growthdepends dependson oncombincombin-

ing on ingstrategic strategicinvestment, investment,collaborati collaborati on and ons andintegrated integratedsoluti soluti onsdelivery. delivery.

For Forgovernment government ▸ ▸ Clear Clearand andconsistent consistentenvironmental environmentalpolipoli-

cycyisisessenti alaltotosupport essenti supportinvestment, investment,ininnovati ononand novati andlong-term long-termindustrial industrialgrowth. growth.

CECO CECOatataaglance: glance: Key Keyproducts productsand andservices: services:industrial industrialairair quality ons. qualityand andemissions emissionscontrol controlsoluti soluti ons. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––29% 29% ▸ ▸ Conventi onal Conventi onalpower power––26% 26% ▸ ▸ Others Others(non-energy) (non-energy)––45% 45% Headquarters: Headquarters:Addison, Addison,US US Year Yearestablished: established:1966 1966 Number Numberofofemployees: employees:1,540 1,540 Revenue: Revenue:£575m £575m

Beyond Beyondthe thefinancial financialmetrics, metrics,CECO’s CECO’senenvironmental ononhas vironmentalcontributi contributi hasscaled scaledinintantandem. ononcontrol dem.More Morethan than32,000 32,000airairpolluti polluti control systems systemshave havebeen beeninstalled installedglobally, globally,with with the thecapacity capacitytotoeliminate eliminateover over4.4bn 4.4bnpounds pounds ofofpollutants pollutantsannually, annually,the theequivalent equivalentofofreremoving movingmore morethan than50m 50mpassenger passengervehicles vehicles from fromthe theroad. road. Future Futureyears yearsshould shouldsee seethis thismomentum momentum gather ll.ll.CECO’s ononisisclear: gatherfurther furtherstisti CECO’sambiti ambiti clear: totokeep keeppushing pushingthe theboundaries boundariesofofwhat whatin-integrated ons tegratedairairquality qualitysoluti soluti onscan candeliver, deliver,atat scale, scale,across acrossglobal globalmarkets. markets.

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Cekap

CMP Products

Story type

Built on quality since 1957 and still ﬁnding new ways to prove it

Benefits

#resilience (mainons category) #digital & AI #service & soluti (main category)

Cekap Technical Services Sdn Bhd

be swayed by a cheaper alternative, because Fahad Karim A story of resilience in aKhan challenging market they know what is being sacrificed.

Areas Sales Manager at CMP Products

Soﬁyan Yahya Chairman at Cekap

How is CMP Products thriving?

CMP Products is a specialist manufacturer of cable glands,thriving? cable cleats and accessories How is Cekap and enjoyed a record year in 2024. Supplying Established in 1994, Cekap high-specifi cati on soluti onsTechnical to clientsServices across hasand evolved a resilient and oil gas, into power generati on,forward-lookrenewables, ing organisati shaped byhydrogen three decades of nuclear, data on centres and from its continuous headquarters, adaptation. Its the success is deficonned Newcastle business bynued a proacti ve embrace of digital solutions and ti to perform strongly in 2025 against enabling the company stay ahead of inaAI,more demanding set oftotargets. Currently, dustry shifts ng while strengthening its technical it is navigati a live set of geopoliti cal lofoundati ons. Today,in Cekap stands asEast a story of gisti cs challenges the Middle while resilience in to a challenging market, built onmore agiliconti nuing grow its footprint across ty, innovati on and an unwavering commitment than 180 countries. to meeting changing client needs. The challenge - Founded in 1957 and part Thethechallenge - Cekap Technical Services of British Engines Group, CMP Products has become renowned a leading proserves Tier 1 EPCs, OEMsasand operators in viding ofofthe integrated technical and indusdigital some world’s most demanding solutienvironments. ons across the petrochemical, trial Itsenergy, solutions are specified power, utilitiesfailure and ismarine over for use where not anindustries option, such as theshore past platf three decades. off orms, hydrogen facilities, nuclear plants hyperscale centres. Its brand With anand expansive valuedata propositi on, the firm’s recogniti on, built over nearly seven decades, is core capabilities span project management one of its mostasset commercially assets. consultancy, integritysignifi andcant reliability, E&I and telecommunicati metocean and That recogniti on is underons, pressure from two weather intelligence, digital data soluti ons, directi ons. The Middle East,and central to CMP’s technicalstrategy, workforce soluti for projects and growth has no ons regulatory mechaoperati training, certifion, caticreati on and nism forons, price harmonisati ng compeintense tency development, and who mechanical competi tion from rivals achievemaintelower nancepoints and industrial including certirathfied cost through supply, technical shortcuts explosion proof/industrial lighting.At the same er than operati onal efficiency. ti me,combining geopolitical instability isexperti causing By engineering se,serious digital logisti cs disrupti on, with shipments held at intelligence and on-the-ground executi on,upCeports and supply chain delays aff ecti ng kap helps asset owners reduce interfacereverisk, nue realisati on and despite a strong improve safety reliability, andorder makebook. better decisions across full asset lifecycle—parti cThe soluti on -the CMP’s response to price ularly in complex and itaging environments. pressure is to make almost an irrelevance for clients. The strategy has two area pillars, With that said, a growing focus forboth the built around getti ng to around clients bringing earlier and company today centres its deeper than the competi ti on. deep engineering and asset lifecycle exper-

tise together withcati practi cal digital solutions The first is specifi on-stage engagement. built on realworks operati onal data. By aligning Here, CMP directly with consultants technical understanding andwhere data driven visand designers at the point products ibility, the writt firm en is helping assetspecifi owners make are being into project cati ons, more informed decisions.expertise necessary providing the technical to into designs It’s embed broughtitsa soluti shift ons in strategy, with before Cekap competi tors have even been considered. Technical Services focused on maintaining When a product specified by name at the long-term viabilityisthrough meeti ng evolving design procurement convermarket stage, needs.the Thelater company recognised the sati ontoispivot markedly diffAI erent. Engineers need toward and digital solutiwho ons understand why cable glands and as a differenti atedCMP’s offering, while retaining cleats designed as stable they are willbusiness. not easily projectare services as its base

The second pillar is training and certification. CMP’s CPD-certified presentations alHowever, that strategic pivot hasn’t been low consultants to earn up to two hours of without its challenges. While globala politi cal professional development credits, service and economic uncertainty impacti ng fithe competi tors largely do notisoff er. Certi ed company’s to market overseas, it issupalso installati onability training accompanies every facing a degree reluctance from ply contract as of standard, resulti ngprospects in fewer in adoptiand ng AI due to core barriers. failures a body ofseveral documented evidence that supports CMP’s case when cheaper alMany customers hesitated to disclose opternatives are being evaluated. erational problems or share data, creating a long gestati on period for digital transformaThat evidence has been put to effective tion. When Additionally, AI-driven soluti often use. low-price competi tionons emerges, requireconducts relationship-building, trustanalysis and deep CMP a technical gap of contextual understanding elements that the rival product and runs –targeted awaretake ticampaigns me to establish. ness with consultants and contractors. Those findings go into contractors’ The solution - Despite several challenge, lessons-learned logs, making the cost of a the change in strategy has come naturally failed installation visible in a way that a purfor Cekap Technical Services, with the comchase price comparison never can. pany having long placed significant emphasis on conti improvement and innovati on.at The Air nual Products Green Hydrogen plant NEOM in Saudi Arabia, the largest green Having started out as a project management hydrogen facility of its kind in the region, company, tackling challenges head on remains illustrates what this can deliver. CMP’s specfirmly embedded within the firm’s DNA, putification-stage work with the consultants on ting it in a strong position to adapt to marthe project resulted in its products being ket developments and new opportunities as embedded in the design from the outset – needed. As a result, the company has a strong this created a landmark reference site in one track record of proactively reinventing its serof the fastest-growing clean energy markets vices and offerings as demand has shifted. in the world. Already, the company has developed two core Data centres represent an equally important AI initiatives under its new strategy – a sengrowth story. Hyperscale facilities operatsorless predictive maintenance solution for ing at Tier 4 standards have non-negotiable equipment, and an AI inventory and optimisquality requirements – the switching loads ation tool. Despite some market hesitancy in in these environments are considerable, and relation to AI adoption, both solutions have althe consequences of component failure are ready generated early interest among industry severe. CMP’s solutions are engineered speplayers, validating the strategic direction. cifically for these conditions, and its growing presence the sector refl ects both the Implementi ngin this renewed strategy required quality its products and decision-making. the credibility it speed, of agility and timely has builtleadership with EPCs emphasised who specify that for the most Cekap’s modern demanding environments. Data centres now business environments demand continuous account for 15%rather of revenues, a share responsiveness than slow, traditithat onconti nues to grow as development activity al processes. Fortunately, the company’s in the Middle East accelerates.culture that’s 30-year-old management built on adaptability, rapid problem-solving Internally, the British Engines Group has develand hiring for multitasking capability supoped BELLA, a proprietary AI platform now inports fast service shifts and efficient rollout tegrated across CMP’s operations to improve of new offerings. Staff are encouraged and efficiency and support technical workflows. empowered to grow into new responsibilities, enabling the the organisati on to transiti Looking ahead, immediate focus on is quickly as market needs evolve. managing the logisti cs volati lity created by geopolitical disruption, with CMP and its Despite market instability and shifting cusregional distributors building up local stock tomer expectations, Cekap has maintained profiles to ensure product availability regardannual revenues of approximately RM100m less of shipping delays. The strategy is the for multiple years. Indeed, its resilience is same one that has sustained the business rooted in its multidisciplinary capabilities, alfor nearly 70 years: be present early, technilowing the firm to adjust its delivery model cally credible, and show how choosing CMP in response to changing demand. offers the greatest value.

▸ Maintained stable revenues of Strengthened clientannual trust and around £17m despite market uncertainty, specificati on rates through certi fied demonstrati strong resilience and a training and ng consultant engagement. diversifi ed service model. ▸ Increased market share in hydrogen and ▸ Development of AI-driven soluti ons data centre projects through reliability– including predicti focused soluti ons. ve maintenance and inventory optimisation tools – is generati ng early industry interest and Key findings opening new digital service opportunities. For young people

Key findings ▸ Focus on long-term, sustainable career

growth and use your time purposefully. For young people For industry ▸ In an AI-driven world of open informa▸ ti Technical quality and reliability deliver on, pursue opportuniti es widely and greateryour long-term value than low-cost follow interests. alternatives. For industry For government ▸ Globalise ambitions and embrace collab▸ orati Greater stability and improved on topricing overcome capability gaps and logistics resilience accelerate growth. would support industrial growth and supply chain continuity. For government ▸ Create an environment that encourages CMP Products at a glance: partnerships and international collaboration help localand companies globally. Keytoproducts services:expand cable glands,

cable cleats, installation training and Cekap at a glance: technical consultancy.

Main industries Key products andserved: services: engineering ▸ Oil and – 40%digital and services, assetgas integrity, Data centres – 15% AI▸soluti ons, technical workforce and ▸ Off shore renewable energy – 10% maintenance. ▸ Onshore renewable energy – 10% Main industries–served: ▸ Hydrogen 8% ▸ Oil and gas – 60% ▸ Conventi onal power – 5% ▸ onal power ▸ Conventi Nuclear power – 5% – 20% ▸ Marine ports and terminals – 10% ▸ Energy storage – 5% ▸ Onshore renewable ▸ Carbon capture – 2%energy – 5% ▸ ▸ Others Others (non-energy): (energy) – 3% water and sewage – 5% Headquarters: Newcastle, UK Headquarters: Kuala Lumpur, Malaysia Year established: 1957 Year established: 1994 Number of employees: 150 Number of£88m employees: 500 Revenue: Revenue:from £23.9m Revenue exports: 10% Revenue from exports: 10%

By combining deep engineering expertise, practical digital solutions and a proven ability to navigate uncertainty, Cekap has positioned itself for sustained relevance and growth. Despite challenges, the company’s latest strategic pivot is enabling it not just to respond to change, but to stay ahead of it.

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Story Storytype type #collaboration #collaboration(main (maincategory) category)#innovation #innovation #technology #technology

Cokebusters Cokebusters

Beneﬁ Beneﬁtsts

Reaping Reapingthe therewards rewardsofofaahighly highlylucrative lucrativeacademic academicpartnership partnership Nick NickBettley Bettley

Gordon GordonDobbie Dobbie

Director DirectorofofTechnology Technologyatat Cokebusters Cokebusters

Professor Professor Ultrasonic Ultrasonic Engineeing Engineeing atat University University ofof Strathclyde Strathclyde

How HowisisCokebusters Cokebustersthriving? thriving? Through ThroughitsitsKnowledge KnowledgeTransfer TransferPartnerships Partnerships (KTPs) (KTPs)with withthe theUniversity UniversityofofStrathclyde, Strathclyde,InnoInnovate UK and the Welsh Government, inspection vate UK and the Welsh Government, inspection services servicesspecialist specialistCokebusters Cokebustershas hasbolstered bolstered itsitstechnical technicalexpertise expertiseand andstrengthened strengthenedtheir their intellectual intellectualproperty propertyportfolio. portfolio.These Thesedevelopdevelopments mentshave haveimproved improvedinspection inspectiontool toolresoluresolution tionand andaccuracy, accuracy,with withitsits2026 2026prototype prototypealso also delivering deliveringtotal totalpipe pipewall wallcoverage. coverage.The Thefirm firmisis strongly stronglypositioned positionedtotodiversify diversifythe theapplication application ofoftheir theirinspection inspectionsolutions solutionsfor foryears yearstotocome. come. The Thechallenge challenge- -AsAsearly earlypioneers pioneersininmemechanical chanicalpipeline pipelinecleaning cleaningand andinspection, inspection, Cokebusters Cokebustershas hasspent spentmore morethan thantwo twodedecades cadesdeveloping developingand anddelivering deliveringintelligent intelligent pigging piggingsolutions solutionstotoassure assureasset assetintegrity integrityofof pressurised pressurisedsystems systemsacross acrossthe theenergy energyand and utilities utilitiesindustries. industries.With Withtheir theirpatented patentedsinsingle glemodule modulesmart smartpigs pigsand andone oneofofthe thelargest largest inspection inspectiontest testloops loopsininthe theUK, UK,the thecompany company has haslong longbeen beenregarded regardedasasa acraft craftleader. leader.ByBy the theearly early2020s, 2020s,Cokebusters Cokebustersdetermined determineda a further furthertechnology technologystep stepchange changewas wasneeded. needed. With Withthe theintroduction introductionofofAIAIand andadvances advancesinin sensors sensorsand andelectronics, electronics,the themarket marketfor forinnoinnovative vativeintelligent intelligenttechnologies technologieswas wasbecoming becoming increasingly increasinglycompetitive. competitive.Operator Operatorexpectaexpectations tionsswifter swifteranalysis, analysis,more moredetailed detailedinsights insights and andlower lowercosts costswere wereononthe therise. rise.Cokebusters Cokebusters existing existingsmart smartpig pigtechnologies technologiescould couldrapidly rapidly inspect inspecta ahigh highproportion proportionofofthe thepipe pipewall wallsursurface; face;but butthere therewas wasroom roomfor forimprovement. improvement. ToToretain retaintheir theirleading leadingedge, edge,the thefirm firmneeded needed totoaccelerate accelerateitsitsresearch researchand anddevelopment, development, asasrecognised recognisedbybydevelopment developmentengineer engineerNick Nick Bettley during the pandemic. The company also Bettley during the pandemic. The company also determined determinedit itneeded neededaccess accesstotothe thelatest latestul-ultrasonic trasonicengineering engineeringtechniques techniquesand andexpertise. expertise. The Thesolution solution- -The Theturning turningpoint pointcame cameinin 2021 2021after afterManaging ManagingDirector DirectorJames JamesPhipps Phipps joined joinedthe thebusiness, business,bringing bringingexperience experienceinin academic academiccollaboration. collaboration.Through Throughhis hislinks links with withthe theResearch ResearchCentre Centrefor forNon NonDestrucDestructive tiveEvaluation Evaluation(RCNDE), (RCNDE),a aconsortium consortiumofof 30 30toto40 40supply supplychain chaincompanies, companies,heheopened opened dialogue dialoguewith withthe theUniversity UniversityofofStrathclyde, Strathclyde,a a renowned renownedcentre centrefor forultrasonic ultrasonicresearch. research. Initial Initialexploratory exploratorydiscussions discussionsininMarch March2022 2022 quickly quicklyrevealed revealeda arobust robustpartnership partnershippotential. potential. ByByDecember December2022, 2022,Cokebusters Cokebustershad hadformally formally

applied appliedfor fora aKnowledge KnowledgeTransfer TransferPartnership Partnership (KTP) (KTP) with with Strathclyde, Strathclyde, supported supported byby the the RCNDE, RCNDE, UK UKResearch Research&&Innovation Innovation(UKRI) (UKRI)and andthe theWelsh Welsh Government. Government.With Withaccess accesstotofunding fundingand andcutting cutting edge edgeacademic academicand andindustrial industrialexpertise, expertise,ininconconjunction junctionwith withsuperior superiorresearch researchfacilities facilitiesthe thepartpartnership nership would would help help Cokebusters Cokebusters inin developing developing the the next next generation generation ofof smart smart pigs. pigs. The TheKTP, KTP,which whichbegan beganininearly early2023, 2023,established established a astructured structureddevelopment developmentprogramme programmeenabling enabling the theextended extendedteams teamstotochallenge challengeexisting existingasassumptions sumptionsand andrevisit revisitearly earlydesign designconcepts. concepts. Several Severalengineering engineeringmodels modelswere wereexplored exploredand and progressively progressivelydiscounted, discounted,based basedononthe theconconstraint straint that that the the single single body body tool tool must must bebe retained. retained. Strathclyde Strathclyde University’s University’s extended extended technical technical team team and and simulation simulation environment environment proved proved invaluable. invaluable. Through Throughthese theseefforts, efforts,a anew newacoustic acoustictransductransducererdesign designwas wasprototyped, prototyped,tested testedand andvalidated. validated. Electronics were also extensively iterated, whilst Electronics were also extensively iterated, whilst device devicesoftware softwarewas wasstrengthened strengthenedtotohandle handle upuptoto60,000 60,000wall wallthickness thicknessmeasurements measurements per persecond. second.The Thepartnership partnershipdelivered deliveredagainst against stringent stringenttechnical technicaland andcommercial commercialmilestones. milestones. Cokebusters internal technology group, now led Cokebusters internal technology group, now led bybyBettley, Bettley,expanded expandedtotoaccommodate accommodateadditionadditionalalpersonnel, personnel,supported supportedbybya anew newdevelopment development offi cecespace. offi space.Furthermore, Furthermore,a apatent patentwas wasfiled filedinin January 2024 and published inin July 2025. January 2024 and published July 2025. ByBythe theend endofofthe thefirst firstprogramme, programme,ininJune June 2025, 2025,the theKTP KTPwas wasawarded awardeda aGrade GradeAA(Out(Outstanding) standing)bybyUKRI, UKRI,validating validatingboth boththe thetechtechnical nicalprogress progressmade madeand andthe thestrength strengthofofthe the collaboration. collaboration.Encouraged Encouragedbybythe thesuccess, success, Cokebusters Cokebustershad hadalready alreadylaunched launcheda asecond second KTP KTPwith withProfessor ProfessorDobbie DobbieatatStrathclyde, Strathclyde,fofocused cusedonondata datascience scienceand andsoftware. software. Now, Now,nearing nearingthe theend endofofthe thesecond secondKTP KTPnewnewlylydeveloped developedmachine machinelearning learningalgorithms algorithmsare are proving transformative inin terms ofof the interpreproving transformative terms the interpretation speed ofof inspection ‘A‘-scan’ assessments. tation speed inspection A-scan’ assessments. The Thetechnology technologyisisreleasing releasingprecious precioustime timeand and reducing reducinghuman humanerror. error.The Thenew newcode codehas hasal-already readybeen beenincorporated incorporatedinto intothe theinspection inspection platform enhancing the probability ofof detection platform enhancing the probability detection ofofdefects. defects.The Theimpact impactofofboth boththese theseKTP KTPprojprojects has been profound. Cokebusters now has aa ects has been profound. Cokebusters now has 2026 2026prototype prototypeonontrack tracktotodeliver deliver100% 100%tube tube wall wallcoverage coverageusing usinga asingle singlebody bodytool, tool,where where competitors competitorsoften oftenrequire requiretwo twoororthree. three.AsAswell well asas optimum coverage the ability toto detect much optimum coverage the ability detect much smaller smallerdefects defectshas hasalso alsoemerged. emerged.

►► Delivered Delivereda a2026 2026single-body single-bodyprototype prototype achieving achieving100% 100%tube-wall tube-wallcoverage coverageand and improved improveddefect defectidentiﬁ identiﬁ cation. cation. Expandeditsitsinternal internaltechnology technologygroup group ►► Expanded with withR&D R&Dspecialists specialistsand andstrengthened strengtheneditsits intellectual intellectualproperty propertyportfolio portfoliothrough througha a successful successfuluniversity universitypartnership. partnership.

Key Keyﬁﬁndings ndings For Foryoung youngpeople people Consistencyisiskey, key,asasisisshowing showingup. up.Don’t Don’t ►► Consistency try trytotogrow growtoo tooquickly, quickly,understand understandthe thebabasics sicsand andbuild builda astrong strongfoundation foundationbefore before you youlook looktotoprogress. progress. For Forindustry industry Investinintraining traininggreat greatpeople peopleand andleverlever►► Invest age ageuniversity universitypartnerships partnershipstotoboost boostproproductivity ductivityand andglobal globalcompetitiveness. competitiveness. For Forgovernment government Maintainthe theinvestment investmentininscience scienceand and ►► Maintain technology. technology.Keep Keepfocus focusononthe theSME SMEcomcommunity munitywhere whereresults resultscan canoften oftenbebebrought brought totomarket marketmore moreswiftly. swiftly.

Cokebusters Cokebustersatataaglance: glance: Key Keyproducts productsand andservices: services:mechanical mechanical tube cation, tubecleaning, cleaning,cleanliness cleanlinessveriﬁ veriﬁ cation, patented patentedintelligent intelligentpigging piggingand andasset asset integrity integrityinspection. inspection. Main Mainindustries industriesserved: served: Oiland andgas gas– –98% 98% ►► Oil ►► Onshore Onshorerenewable renewableenergy energy– –2% 2% Headquarters: Headquarters:Chester, Chester,UK UK Year Yearestablished: established:2005 2005 Number Numberofofemployees: employees:100 100 Revenue: Revenue:£15m £15m Revenue Revenuefrom fromexports: exports:95% 95%

With Withmore morerobust robusttechnology, technology,a astronger strongerin-inspection spectionservice serviceand andthe thecompany’s company’sintellectuintellectualalproperty propertyportfolio portfoliosubstantially substantiallyexpanded, expanded, Cokebusters Cokebustersisiswell wellpositioned positionedtotocontinue continue leading leadingthe themarket marketit ithelped helpedestablish establishback backinin 2000. 2000.The Thenew newMark Mark7 7technology technologyisisalready already queued nery queuedfor fordelivery deliverytotoour ourwaiting waitingreﬁ reﬁ nerycuscustomers tomersininthe theUSA USA(Q4 (Q42026) 2026)where wheredeeper deeper insights insightsononcritical criticalassets assetsare arerequired. required.

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

Colson Valves

Benefits

New factory, new regions, and three new R&D programmes James Hinchliﬀe Sales Director at Colson Valves

How is Colson Valves thriving? Through continued investment in R&D, operational optimisation, and strong collaboration with clients and end users, Colson Valves is driving targeted global expansion in key markets. The business has strengthened its partner network, expanded its team, unified operations, and continued to invest in staff development. Following the successful transition into its new, fully operational facility, the company is now better equipped than ever to support growth and enhance its product portfolio. As a result, revenue has nearly doubled over the past six years, profitability is positive, and Colson Valves is well-positioned for the next phase of expansion. The challenge - Established in 1991, Colson has built a reputation as a leader in valve technology, designing and manufacturing double block and bleed and instrument valves from its UK facilities. 23 years later, it was acquired by Indus Holdings AG, now within their Advanced Flow Technologies division, marking a period of transition Between June 2024 and March 2026, the business successfully delivered a full factory relocation while navigating fluctuating oil and gas markets. During this time, it has laid the foundations to broaden its market focus, with targeted development into hydrogen, sustainable aviation fuels (SAF), nuclear, carbon capture, and defence/marine sectors. This required maintaining strong communication. Alongside its presence in regions such as Italy, Colson Valves also expanded into new markets, including Newfoundland, Canada and Azerbaijan. Within oil and gas, the company also faced evolving compliance requirements and changing customer expectations, including demand for smaller, faster batch orders. The solution - Early on, Colson Valves recognised that agility would be essential. With operators becoming more demanding around cost control, health and safety and specifications, the company prioritised flexibility, fast turnaround, and continuous value delivery.

Open communication became central to this approach, both internally and with clients and end users. Regular dialogue helped build a stronger understanding of customer needs across the business, highlighting where changes were required and where competitive advantages could be realised. This, in turn, supported a more strategic sales approach. The strategy built naturally on development work undertaken pre-merger during the pandemic, when the business first began moving into more project-based work. This was further accelerated following the acquisition, driving increased investment in R&D. Today, Colson is progressing three major programmes: subsea valves, hydrogen, and a low-emissions range. Investment continues across training, development, and capital equipment, supported by the successful transition into a new, fully operational facility and an ongoing rebrand, all strategic developments designed to support future growth. Operational optimisation has also played a major role. The company has strengthened its partner network, establishing a distributor in Singapore and refining its Italian distribution structure. Targeted hires across key markets have reinforced this progress, including a dedicated US sales manager appointed in July 2025, alongside the company’s established Middle East presence. This focused approach has delivered tangible results. In Brunei, for example, Colson X-Cel Valves had a long-standing distributor but lacked formal approval with a major end-user operator. Following proactive engagement during a customer visit to the factory, approval was secured, converting previously anecdotal sales into hundreds of thousands of pounds in revenue. Securing approvals has also proven fundamental. Product qualification testing, subjecting valves to extreme conditions over several weeks, combined with robust procedures and supporting documentation, has strengthened customer confidence and enabled further growth. Internally, the culture has evolved significantly. Open communication and regular meetings are now embedded, while the move to a single facility has further unified operations. The business has also continued to strengthen its talent base, with new hires, a dedicated business development team, ongoing investment in training, employees enrolled in the BVAA Future Leaders programme, and two apprentices progressing within the company.

▸ R&D investment, operational optimisation and strategic hires strengthened global positioning, enabling expansion and a stronger partner network. ▸ Improved client engagement and a strategic sales approach increased approvals and revenue opportunities, supporting scalable growth with revenue nearly doubling in six years.

Key findings For young people ▸ Be enthusiastic, keep learning and work

hard—companies will support and invest in you.

For industry ▸ Prioritise

collaboration with SMEs through long-term contracts and better payment terms to support the economy.

For government ▸ Support a pragmatic energy transition by

recognising the North Sea’s role, incentivising investment and strengthening UK skills and supply chains.

Colson X-Cel at a glance: Key products and services: design and manufacture of double block & bleed and instrument valves. Main industries served: ▸ Oil and gas – 80% ▸ Others (non-energy): marine and defence – 20% Headquarters: Rotherham, UK Year established: 1991 Number of employees: 44 Revenue: £6m Revenue from exports: 49%

The focus has been on building from core strengths in oil and gas, while positioning the business to enter adjacent markets aligned with its solution-led approach. Where the business was previously weighted 60% towards the UK and Europe and 40% export, it is now actively targeting broader international growth. Today, that strategy is delivering clear momentum. Revenue has nearly doubled over the past six years, profitability is positive, and Colson Valves is well-positioned to capitalise on its investments, strengthened capabilities, and expansion plans for the future.

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Story Storytype type #innovation #innovation(main (maincategory) category)#optimisation #optimisation

Beneﬁ Beneﬁtsts

Connectwell Connectwell How Howsolving solvingaaVentilation VentilationSystem Systemproblem problemininaaControl ControlPanel Panel opened openedaanew newdoor doortowards towardsglobal globaloil oiland andgas gasmarket market Gurpreet GurpreetSingh Singh VP VPMETA METARegion Region atatConnectwell Connectwell How HowisisConnectwell Connectwellthriving? thriving? Three Threeyears yearsafter afterlaunching launchingitsitsFan FanMonitorMonitoring ingand andControl ControlDevice, Device,Connectwell ConnectwellIndusIndustries trieshas hasgrown grownthat thatproduct’s product’srevenues revenuesfrom from ananinitial initialUS$250,000 US$250,000totomore morethan thanUS$1m, US$1m, achieved achieveda a20% 20%year-on-year year-on-yearsales salesgrowth growth rate ratesince sincethe theproduct’s product’sintroduction, introduction,and andused used itsitssuccess successtotoopen openthe thebroader broaderConnectwell Connectwell product product range range toto major major automation automation contractors contractors across acrossthe theMiddle MiddleEast Eastand andAfrica. Africa.The TheMahaMaharashtra-based rashtra-basedelectrical electricalcomponent componentmanufacmanufacturer, turer,which whichproduces producesmore morethan than2.5m 2.5mcompocomponents nentsdaily dailyfor forclients clientsacross across8080countries, countries,has has found foundininthe theoiloiland andgas gassector sectora new a newmarket. market. The Thechallenge challenge- Connectwell - ConnectwellIndustries Industriesmanumanufactures factureselectrical electricalconnection connectionand andautomation automation solutions solutionsacross acrossterminal terminalblocks, blocks,power powersupsupplies, plies,interface interfacesolutions solutionsand andcable cablemanagemanagement. ment.ItsItsproducts productsserve servethe theoiloiland andgas, gas,power, power, process processautomation, automation,transportation transportationand anddata data centre centresectors, sectors,with with30% 30%ofofrevenues revenuescoming coming from fromexport exportmarkets. markets.The TheMETA METAregion region(Mid(Middle dleEast, East,Türkiye Türkiyeand andAfrica) Africa)accounts accountsfor for40% 40% ofofthat thatexport exportrevenue, revenue,with withthe theAmericas Americasand and Asia AsiaPacifi Pacifi c making c makingupupthe theremainder. remainder. Breaking Breakinginto intothe theoiloiland andgas gasprocess processindustry industry had hadbeen beenthe thecentral centralcommercial commercialchallenge challengefor for years. years.Major Majorautomation automationcontractors, contractors,which whichact act asassystem systemintegrators integratorsfor forthe thelarge largenational nationaloiloil companies companiesand andoperators operatorsthat thatdominate dominatethe thesecsector, tor,had hadlong-standing long-standingrelationships relationshipswith withwell-eswell-established tablishedEuropean Europeanand andAmerican Americancomponent component manufacturers. manufacturers. For For Connectwell Connectwell with with equivalent equivalent ororsuperior superiortechnical technicalcapability, capability,gaining gaininga afootfoothold hold required required more more than than competitive competitive pricing. pricing. The Thesolution solution- Three - Threetotofour fouryears yearsago, ago,a akey key oiloiland andgas gasend enduser userininthe theMiddle MiddleEast Eastraised raised a arecurring recurringproblem problemwith withitsitsautomation automationconcontractors. tractors.Each Eachcomponent componentinside insideananAutomaAutomation tionPanel Panellocated locatedatatremote remotesites, sites,emitted emitteditsits own ownheat heatand andthe thetemperature temperatureinside insidethe thepanel panel raised raisedtotoa anon-desired non-desiredlevel leveland andexternal externalat-atmospheric mospherictemperature temperatureeven evenraised raisedit itbybysome some degrees. degrees.AsAsa atraditional traditionalmethod methodlouvres louvreswere were used usedtotodissipate dissipatethe theheat heatand andimprove improveventilaventilation, tion,but butit itwas wasnot notthe thebest bestsolution. solution.The Thecoolcooling ingfans fansininremote remotecontrol controlpanels panelswere werefailing failing atathigh highrates, rates,and andeach eachfailure failurewas wastaking takingmore more than than seven seven days days toto diagnose diagnose and and fix. fix. AtAt offshore offshore

and andremote remoteonshore onshoreinstallations, installations,that thatdowndowntime time was was costing costing millions millions ofof dollars dollars per per incident. incident. This This was was a huge a huge concern, concern, asas this this generated generated heat heat was washampering hamperingthe theworking workingeffi effi ciency ciencyofofthe the panel. panel.What Whatwas wasmore moreconcerning concerningwas wastotoproprotect tectthe thecritical criticalcomponents componentsfrom fromgetting gettingoveroverheated heatedasasthese thesecomponents componentswere wereextremely extremely valuable. valuable. Monitoring Monitoring and and dissipating dissipating this this genergenerated atedheat heatwas wasnow nowananimportant importantmatter mattertotobebe taken takencare careof.of.Connectwell Connectwellhad hadbeen beenininregular regular contact contactwith withmajor majorautomation automationcontractors contractors and andunderstood understoodthe theproblem problemwell. well.The Thecompacompanynycommitted committedtotosolving solvingit itand, and,following followingsixsixtoto eight eightmonths monthsofofintensive intensiveresearch, research,developdevelopment mentand andcustomer customertesting, testing,launched launchedthe theFan Fan Monitoring Monitoringand andControl ControlDevice Deviceinin2023. 2023. Connectwell Connectwelladdressed addressedthe theabove abovechallenges challenges with with a unique a unique solution solution called called the the Fan Fan Monitoring Monitoring and andControl ControlDevice Device“CFMCD”. “CFMCD”.This Thismicropromicroprocessor-based cessor-baseddevice devicenot notonly onlymonitors monitorsthe thetemtemperature perature levels levels inside inside the the panel panel but but also also controls controls the theworking workingofofthe thefans fansinstalled. installed.AAcompletely completely factory-built factory-builtand andpre-calibrated pre-calibratedproduct producthelped helped the thecustomer customertotokeep keepthe thepanel paneltemperature temperature atatdesired desiredlevels levelsand andthis thisininturn turnimproved improvedthe the working working effi effi ciency ciency ofof the the automation automation panel. panel. Customer Customertesting testingconfi confi rmed rmeda a70% 70%cost costreducreduction tion compared compared toto existing existing solutions, solutions, with with a saving a saving ofofatatleast leastUS$600 US$600per perpanel panelononimplementation. implementation. Across Acrossthe thethousands thousandsofofcontrol controlpanels panelsonona asinsingle gle facility, facility, that that figure figure scales scales rapidly. rapidly. The The automaautomation tioncontractors contractorsfound foundananadditional additionalbenefi benefi t: t:the the device deviceconsolidated consolidatedseveral severalpreviously previouslyseparate separate components componentsinto intoone, one,simplifying simplifyingprocurement procurement and andinstallation. installation.The Theproduct productpassed passedtechnical technical approval approval after after detailed detailed review review with with the the client, client, and and the the first first major major deployment deployment confi confi rmed rmed the the results. results. The Thecommercial commercialsuccess successsoon soonfollowed. followed.AllAll major majorautomation automationcontractors contractorsininthe theregion region took tookinterest interestfollowing followingthe thefirst firstdeployment, deployment, and andconfi confi dence denceininConnectwell’s Connectwell’sinnovation innovation capability capabilitytranslated translateddirectly directlyinto intoappetite appetite for forthe thewider widerproduct productrange. range.Far Farmore morethan than a aproduct productsale, sale,it itprompted prompteda arelationship relationship reset resetboth bothwith withcontractors contractorswho whohad hadprevipreviously ouslydefaulted defaultedtotoestablished establishedEuropean Europeanand and American Americansuppliers suppliersnow nowactively activelyengaging engaging Connectwell Connectwellacross acrossa abroader broaderset setofofrequirerequirements. ments.AAsecond secondsignifi signifi cant cantcontract contractfollowed followed atatthe theDangote DangotePetroleum PetroleumRefi Refi nery neryininNigeNigeria, ria,extending extendingthe theproduct’s product’sreach reachinto intoAfrica. Africa. Connectwell Connectwellnow nowholds holds15-plus 15-plusinternationinternationalalcertifi certifi cations cationsincluding includingUL, UL,CSA, CSA,VDE VDEand and ATEX, ATEX,which whichenables enablesit ittotomeet meetthe thecompliance compliance requirements requirementsofofmarkets marketsthat thathad hadpreviously previously been beeninaccessible. inaccessible.Meanwhile, Meanwhile,the thedata datacentre centre

►► Grew GrewFan FanMonitoring Monitoringand andControl Control Device Devicerevenues revenuesfrom fromUS$250,000 US$250,000toto over overUS$1m, US$1m,achieving achievinga a20% 20%year-onyear-onyear yearsales salesgrowth growthrate. rate. Expandeditsitsproduct productrange rangetotomajor major ►► Expanded automation automationcontractors contractorsand anddiversiﬁ diversiﬁ eded into intothe thedata datacentre centremarket, market,which whichnow now accounts accountsfor for20% 20%ofofrevenues. revenues.

Key Keyfifindings ndings For Foryoung youngpeople people Upskillwith withAIAItools toolstotoharness harnessyour yourfafa►► Upskill miliarity miliaritywith withdata dataand andensure ensureyou youchanchannel nelinformation informationeffectively. effectively. For Forindustry industry Bridgethe thegap gapbetween betweenleadership leadershipand and ►► Bridge the theincoming incominggeneration generationtotoadapt adapttoto fast-changing fast-changingcultures. cultures. For Forgovernment government Createtransparent transparentsupplier supplierpre-qualipre-quali►► Create fication ficationprocesses processesfor foremerging emergingsectors sectors like likedata datacentres, centres,matching matchingthe thestandards standards ofofestablished establishedindustries. industries.

Connectwell Connectwellatataaglance: glance: Key Keyproducts productsand andservices: services:manufacturer manufacturerofof electrical electricalconnection connectionand andautomation automationsolutions. solutions. Main Mainindustries industriesserved: served: Oiland andgas gas– –40% 40% ►► Oil ►► Conventional Conventionalpower power– –40% 40% ►► Data Datacentres centres– –20% 20% Headquarters: Headquarters:Dombivli, Dombivli,India India Year Yearestablished: established:1978 1978 Number Numberofofemployees: employees:+1300 +1300 Revenue Revenuefrom fromexports: exports:30% 30%

market markethas hasemerged emergedasasa anew newgrowth growthopportuopportunity nityand andalready alreadyaccounts accountsfor for20% 20%ofofrevenues, revenues, with withthe thesame sametechnical technicalcredibility credibilitythat thatopened opened oiloiland andgas gasdoors doorsnow nowbeing beingapplied appliedtotoa asector sector with withsimilarly similarlydemanding demandingspecifi specifi cations. cations.RevRevenue enueininthe theMETA METAregion regiongrew grew1515toto17% 17%inin 2025, 2025,a arefl refl ection ectionofofa aconsistent consistentupward upwardtratrajectory jectorythat thatbegan beganwith witha single a singleproduct. product.

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Crescent Engineering FZE Committed to creating energy solutions for a sustainable world

#diversification (main category) #enviromental sustainability & social impact

Benefits ▸ Revenue growth from AED10m (2021) to AED75m (2024). ▸ Expansion into a new industrial segment (paper mills).

Hardik Mody Sales Manager at Crescent Engineering FZE How is Crescent Engineering FZE thriving? Crescent Engineering FZE continues to stand out in the process package industry through its flexible, innovative, and partnership-led approach. By moving beyond one-size-fits-all solutions and truly understanding client needs, the firm has recently delivered a highly effective bespoke solution in the paper mill industry, leveraging its expertise in treating complex industrial water challenges to secure repeat business and upon up new growth opportunities. The challenge - Founded in 2015, Dubaibased Crescent Engineering FZE has established itself as an acclaimed process engineering, system integrator and package supplier for water treatment and oil and gas separation in the past decade. Today, the firm provides a range of end-to-end solutions spanning segments such as industrial water treatment, gas dehydration, gas filtration and separation, fuel gas conditioning and carbon capture systems. At its core, the firm is committed to creating energy solutions for a sustainable world, working closely with clients to push boundaries and provide innovative solutions to complex challenges. Of late, that has included supporting an industrial firm in Abu Dhabi facing significant hurdles. For Crescent, it was a challenging project in a novel sector. The client was a reputed white paper manufacturer in Abu Dhabi that was planning to scale up its paper production capacity. With the planned expansion, the client also needed an efficient solution for treating the increased volume of eﬄuent water generated from the process. The customer had already hit several stumbling blocks. Prior to approaching Crescent, it had been in discussions with several traditional suppliers who primarily offered standard catalogue solutions designed only to match the required eﬄuent flow rate. However, the proposals lacked the necessary customisation to address the specific process requirements of the plant, or to optimise the treated water quality to meet the environmental specifications for land-based liquid discharges to the marine environment in Abu Dhabi.

With the client looking for a custom solution, Crescent set out exploring how it could apply its process engineering expertise in a new industrial segment while maintaining the same engineering and project execution standards that it has become renowned for. The solution - Leading with its “partnering for solutions” mantra, Crescent explained its focus on carefully understanding unique challenges and working closely with clients to develop the most effective and sustainable solutions. Through this emphasis, and detailed break-even calculations and a clear assessment of the environmental impact, the client was convinced to move forward. With the client onboarded, Crescent understood that it had to move beyond a standard product approach and develop a tailor-made engineering solution aligned with both the client’s operational needs and the stringent environmental discharge requirements. As part of its assessment, the firm conducted detailed water sampling and carried out a thorough review of the applicable local discharge regulations. It also drew on its previous experience in handling significantly larger volumes of hydrocarbon-contaminated water with high levels of suspended solids in the oil and gas sector. This enabled it to apply similar engineering principles to address this challenge. In turn, the company developed and simulated a treatment process flow scheme that integrated conventional membrane systems with biological separation, supported by carefully optimised chemical dosing. It was an approach that enabled it to achieve efficient treatment performance while minimising brine discharge and ensuring compliance. It was a highly effective, custom solution – one that has helped the company in going from strength to strength in recent years. Indeed, the project has opened the door to a new segment of clientele in the paper mill industry, which is a predominantly high water-consuming sector facing increasing challenges in meeting the latest stringent local environmental standards. It’s flexible, innovative approach has driven a notable increase in revenue through both new client acquisitions and repeat business, rising from AED10m in 2021 to AED 75m in 2024. Meanwhile, several of its clients also won notable awards at COP 28, in part thanks to the innovative solutions that Crescent has helped to deliver.

Key findings For young people ▸ Take

initiative, stay adaptable and actively build relationships.

For industry ▸ Move beyond standard products and

invest in customised, value-driven engineering solutions.

For government ▸ Support innovation and sustainable tech-

nologies through funding, infrastructure and clearer regulatory frameworks.

Crescent Engineering at a glance: Key products and services: design and supply of modular packages for water treatment, gas separation and carbon capture, with engineering support. Main industries served: ▸ Oil and gas – 65% ▸ Carbon capture – 10% ▸ Others (energy) – 15% ▸ Others (non-energy): industrial water treatment – 10% Headquarters: Dubai, UAE Year established: 2015 Number of employees: +50 Revenue: £20m Revenue from exports: 80%

Client surveys and feedback have shown positive results, as have the firm’s employee engagement efforts and retention rates – strong foundations from which the firm can continue to excel moving forward.

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Crowcon CrowconDetecti Detection onInstruments Instruments AAstory storyofofmarket marketconsolidati consolidation onthrough throughinnovati innovation on Jamie JamieDyer Dyer Technical TechnicalDirector Directoratat Crowcon CrowconDetecti Detecti ononInstruments Instruments

How HowisisCrowcon Crowconthriving? thriving? Crowcon Crowcon Detecti Detecti onon Instruments’ Instruments’ success success stems stemsfrom froma aconsolidated consolidatedmarket marketpositi positi on, on, research-driven research-driveninnovati innovati ononand andrevitalised revitalised product productlines. lines.Faced Facedwith witha astagnati stagnati ngngporportable table segment segment and and growing growing competi competi tive tive pressures, pressures,the thecompany companychose chosetotoinvest investinin redevelopment redevelopmentrather ratherthan thanretreat. retreat.Through Through deep deepcustomer customerinsight, insight,extensive extensiveproduct product re-engineering re-engineeringand anda arenewed renewedfocus focusononserserviceability, viceability,usability, usability,and andconnecti connecti vity, vity,CrowCrowcon conrebuilt rebuiltitsitsportable portableoff off ering, ering,strengthenstrengthening ingmarket marketshare shareand andmomentum. momentum. The Thechallenge challenge- -Since Since1970, 1970,Crowcon Crowconhas has manufactured manufacturedfixed fixedsystems systemsfor forsite-wide site-wide protecti protecti ononand andportable portablewearable wearabledevices devices that thatprotect protectworkers. workers.Historically Historicallybalanced balanced across acrossfixed, fixed,portable portableand andaftaft ermarket ermarketprodproducts, ucts,Crowcon Crowconnoti noti ced ceditsitsportable portablesegment segment declining decliningwhile whilefixed fixeddetecti detecti onongrew. grew. This This raised raiseda aquesti questi ononabout aboutwhether whetherthe thebusibusiness nessshould shouldmove moveaway awayfrom fromportable portableprodproducts uctsororreimagine reimagineit’s it’soff off ering eringtotoprotect protectitsits long-standing long-standingpositi positi on. on. The Themarket marketenvironment environmentmade madethis thischalchallenge lengemore moreacute. acute.New Newdisruptors disruptorswere were entering enteringthe thespace spacewith withwearable wearabledevices, devices, off off ering eringmore morecomplete completeworker workersafety safetysolusolutions. tions.AtAtthe thetop topend endofofthe themarket, market,these these systems systemswere wereraising raisingexpectati expectati ons onsbeyond beyond the thecapabiliti capabiliti esesofofCrowcon’s Crowcon’sexisti existi ngngdevicdevices. es.Meanwhile, Meanwhile,atatthe thecompliance-focused compliance-focused end, end,new newentrants entrantswere weredriving drivingincreased increased competi competi tion tionand anderoding erodingCrowcon’s Crowcon’straditraditional tionalvalue valueled ledpositi positi on. on.The Thecompany companywas was squeezed squeezedbetween betweenmore moreadvanced advancedpremium premium off off erings eringsand anda agrowing growingnumber numberofoflower lower cost costalternati alternati ves. ves.Furthermore, Furthermore,COVID-19 COVID-19 component componentshortages shortagesforced forcedcostly costlyproduct product redesigns redesignsand andrecerti recerti ficati ficati ons, ons,highlighti highlighti ngng structural structuralweaknesses weaknessesininolder olderarchitectures architectures and andthe theneed needfor forlong-term long-termresilience. resilience. The Thesoluti soluti onon- -Crowcon Crowcondecided decidedtotoinvest investinin innovati innovati ononatatitsitsportable portableproduct productline. line.Early Early internal internaldiscussions discussionscentred centredononthe theneed needfor for substanti substanti alalchange changerather ratherthan thanincremental incremental adjustments. adjustments.The Thecompany companyiniti initi ated atedextenextensive sivemarket marketresearch researchtotounderstand understandhow how customers customerswere wereusing usingdevices devicesand andwhere whereimimprovements provementswould woulddeliver delivermeaningful meaningfulvalue. value.

The Themost mostsignifi signifi cant cantinsight insighttotoemerge emergewas was the thechallenge challengeofofasset assetmanagement. management.Large Large organisati organisati ons onswere wereoperati operati ngngthousands thousandsofof devices devicesacross acrossmulti multi ple plesites, sites,each eachrequiring requiring calibrati calibrati ononevery everysixsixmonths. months.For Forworkers, workers, the thedetector detectorsimply simplyneeded neededtotofuncti functi ononrereliably liablytotocarry carryout outtheir theirjobs jobssafely. safely.For Forthe the organisati organisati ons ons managing managing them, them, however, however, overseeing overseeinglarge largefleets fleetswas waslabour labour intenintensive siveand andineffi ineffi cient. cient.The Theresearch researchhighlighted highlighted that thatCrowcon Crowconhad hadlong longfocused focusedononhardware hardware alone, alone,while whilethe themarket marketnow nowrequired requiredinteintegrated gratedhardware hardwareand andsoft soft ware warecapabiliti capabiliti es. es. AAkey keydevelopment developmentwas wasa amodular modulardesign designthat that allowed allowedthe thesensor sensormodule moduletotobebeseparated separated easily easilyfrom fromthe thedevice. device.This Thismade madecalibrati calibrati onon and andsensor sensorreplacement replacementfar farsimpler, simpler,elimieliminated natedthe theneed needfor forextensive extensivebuff buff ererstock stock and andensured ensuredworkers workerswere werenot notleft leftwithout without equipment. equipment.AsAsone onecustomer customerput putit,it,“It’s “It’sthe the fact factwe’d we’dhave haveyour yourtrays traysononour ourshelves shelvesand and ininour ourtrucks…it’s trucks…it’sananinstant instantswap swapinstead insteadofof waiti waiti ngngfour fourweeks”. weeks”.It Italso alsoenabled enabledthe thebusibusiness nesstotomatch matchthe themost mostappropriate appropriatesensor sensor technology technologytotoeach eachapplicati applicati on, on,increasing increasing upti upti me meand andimproving improvinglogisti logisti cscsfor forcustomers customers managing managinglarge largeoperati operati onal onalfleets. fleets. Connecti Connecti vity vitybecame becameanother anothercore corefocus. focus. Bluetooth Bluetooth integrati integrati onon allowed allowed devices devices toto communicate communicatewith withasset assetmanagement managementsyssystems, tems,providing providingclearer clearerinformati informati ononabout aboutdedevice vicestatus, status,allocati allocati ononand andperformance. performance.NFC NFC technology technologywas wasadded addedacross acrossthe theportf portf olio oliototo enhance enhancespeed speedand andease easeofofuse usewith withthe themomobile bileapp. app.Alongside Alongsidethe thedevices, devices,the thecompany company redesigned redesigneditsitsall-in-one all-in-onedocking dockingstati stati on, on,conconcentrati centrati ngngononcustomer customerpain painpoints pointssuch suchasas bump bumpand andcalibrati calibrati ononturnaround turnaroundtimes, times,and and data datatransfer. transfer.The Thegoal goalwas wastotodeliver deliverthe thefastfastest estand andmost mostintuiti intuiti veveexperience experienceavailable. available. Crowcon Crowconoverhauled overhauleditsitsinternal internalprocesses. processes. Customer Customerconsultati consultati ons onswere were outsourced outsourced totoensure ensureimparti imparti ality alityand andrapid rapidprototyping prototyping enabled enabledthe theteam teamtotorefi refi nenespecifi specifi cati cati ons ons conti conti nually nuallybased basedononfeedback. feedback.AAstrengthstrengthened enedproduct productmanagement managementteam teamdeveloped developed formal formalbusiness businesscases, cases,while whilenew newroles roleswere were created createdacross acrosscerti certi ficati ficati on, on,research researchand and development developmentand andmechanical mechanicaldesign. design.CrowCrowcon conalso alsoinvested investedininitsitssoft soft ware wareteam teamininInIndia diatotosupport supportthe theconnecti connecti vity vityfeatures. features. Crowcon Crowconhas hasnow nowlaunched launchedand andisisshipping shippingitsits new newIQIQportable portablerange, range,featuring featuringextended extendedbatbattery terylife, life,modular modularsensors, sensors,and andseamless seamlessconconnecti necti vity vitytotoenhance enhancesafety. safety.The Therange rangeisisdedelivering liveringstrong strongcommercial commercialperformance, performance,with with a a25% 25%return returnononinvestment investmentachieved achievedwithin within

#innovati #innovati on on(main (maincategory) category)#collaborati #collaborati on on #digital #digital&&AIAI#service #service&&soluti soluti ons ons

Benefi Benefitsts ▸ ▸ Delivered Deliveredstrong strongcommercial commercial performance, performance,achieving achievinga a25% 25%return returnonon investment investmentwithin withinthe thefirst firstthree threemonths, months, with witha afurther further25% 25%ininthe thecurrent currentpipeline pipeline and andoverall overallROI ROItracking trackingahead aheadofoftarget. target. ▸ ▸ Drove Drovegrowth growththrough throughthe thelaunch launchofof extended-life extended-lifeportable portabledevices devicesand and modular, modular,field-proven field-provenwearables, wearables, increasing increasingrevenues revenues(including (includinga a5% 5% uplift upliftininportable portablesales), sales),winning winningnew new customers, customers,and andregaining regainingmarket marketshare share ininkey keysectors sectorssuch suchasasuti uti litiliti es. es. ▸ ▸ Recognised Recognisedfor fordesign designexcellence excellencewith witha a Red RedDot DotDesign DesignAward. Award.

Crowcon Crowconatataaglance: glance: Key Keyproducts productsand andservices: services:manufacturer manufacturerofof gas gasdetectors detectorsand andairairquality qualitymonitors. monitors. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––23% 23% ▸ ▸ Energy Energystorage storage––13% 13% ▸ ▸ Hydrogen Hydrogen––1% 1% ▸ ▸ Others Others(non-energy): (non-energy):water waterand and wastewater, wastewater,marine, marine,petrochemical, petrochemical, chemical, chemical,food foodand anddrink, drink,mining, mining,steel steel and andpharma pharma––63% 63% Headquarters: Headquarters:Abingdon, Abingdon,UK UK Year Yearestablished: established:1970 1970 Number Numberofofemployees: employees:260 260 Revenue Revenuefrom fromexports: exports:62% 62%

the thefirst firstthree threemonths monthsand anda afurther further25% 25%reprepresented resentedininthe thecurrent currentpipeline pipeline(as(asofofApril April26). 26). Sales Salesofofthe thenew newarea areamonitor, monitor,Detecti Detecti veIQ, veIQ, are areupup59% 59%compared comparedtotothe thesame sameperiod periodfor for the thelegacy legacyproduct, product,contributi contributi ngngtotoa a5% 5%upupliftliftininportable portablerevenues revenueslast lastfiscal fiscalyear yearand and reversing reversinga aprevious previousdecline. decline.The Thelaunch launchhas has also alsohelped helpedsecure securenew newcustomers, customers,deepdeepened enedengagement engagementand andregain regainmarket marketshare share ininkey keysectors sectorssuch suchasasutiuti litiliti es. es. InInrecogniti recogniti ononofofitsitsdesign designexcellence, excellence,the the DuoIQ DuoIQrange rangehas hasalso alsobeen beenawarded awardeda aRed Red Dot DotDesign DesignAward. Award.With Withananexpanded expandedand and future-ready future-readyrange rangeofofportable portablesoluti soluti ons, ons, including includingitsitsIQIQrange, range,Gas-Pro Gas-Proline lineand anditsits further furtherenhanced enhancedsingle-gas single-gasand andmulti multi -gas -gas detectors, detectors,the thefirm firmhas hasrestored restoredmomentum momentum inina acriti criti cal calpart partofofitsitsbusiness, business,and andcreated createda a strong strongfoundati foundati ononfor forfuture futuregrowth. growth.

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Crowcon Detection Instruments CTA Group The rebrand bringing unity, clarity and ambiti on to A story of market consolidati on through innovati ona fast-growing global group Jamie Dyer Technical Director at Carlo Kielland

Crowcon Detection Instruments

Project Sales Director at CTA Group

How is Crowcon thriving? How is CTA Group thriving? Crowcon Detection Instruments’ success With afrom bold anew group identi ty launched in stems consolidated market position, January 2026, Italian steelon materials distriburesearch-driven innovati and revitalised tor CTA Group is consolidati four acquired product lines. Faced with a ng stagnati ng porbusinesses into aand single, coherent internatable segment growing competi tive tional force.the Inventory haschose been to ratiinvest onalised pressures, company in by 30%, a UAErather facility merger hasThrough tripled redevelopment than retreat. available warehouse space at no additi onal deep customer insight, extensive product cost, and cross-selling across the group’s full re-engineering and a renewed focus on serproduct portf olio is gaining momentum – all viceability, usability, and connecti vity, Crowunderpinned a cultural integrati on procon rebuilt its by portable offering, strengthengramme that is measurably shifting how the ing market share and momentum. group’s people work together. The challenge - Since 1970, Crowcon has The challenge fixed Founded in Turin in 1959, manufactured systems for site-wide Commerciale Acciaio S.p.A.devices (CTA protecti on andTubi portable wearable Group) has built over six decades of experthat protect workers. Historically balanced tise distributi ng pipes,and fittiaft ngs and flanges across fixed, portable ermarket prodin stainless, alloy, carbon and exoti c steel ucts, Crowcon noticed its portable segment grades to while the energy Between declining fixed sector. detection grew. 2015 This and 2023, theoncompany completed four raised a questi about whether the busistrategic acquisiti – from Sideco, TAD, ALCO ness should moveons away portable prodand Raccortubi – transforming from a single ucts or reimagine it’s offering to protect its Italian stockistpositi into on. a multi-company group long-standing operating across 11 countries. The market environment made this chalYet growth complexity. Eachwere aclenge more brought acute. New disruptors quired business retained its owndevices, brand, entering the space with wearable identi ty more and commercial culture, creati ng off ering complete worker safety solufragmentati ontop thatend risked confusing ti ons. At the of the market,clients these and fuelling tion. cussystems wereinternal raising competi expectati ons As beyond tomer expectati ons for clarity andngconsisthe capabiliti es of Crowcon’s existi devictency intensified,atit the became clear that CTA’s es. Meanwhile, compliance-focused external no longer ected increased the scale end, newimage entrants were refl driving and ambiti on and of what the group had become. competi tion eroding Crowcon’s traditi onalsoluti valueonled positianswer on. TheCTA company The - The identiwas fied squeezed between more advanced boiled down to a major rethinkingpremium of how off erings and a growing number of lower the group presents itself to clients, partners cost alternati ves. Furthermore, COVID-19 and its own people. component shortages forced costly product redesigns and in recerti ficati ons, Planning began 2023, with the highlighti new unifing ed structural in older architectures identity offiweaknesses cially launched on in January 2026 and theGroup’s need for long-term resilience. at CTA annual Conventi on in Turin. The occasion was deliberately symbolic: gathering The soluti on Crowcon decided all group companies under one rooftotoinvest unveilina innovati on at its portable product line. Early shared logo, a shared vision and a shared sense internal discussions centred on the needThe for of purpose. The tagline – New Energy. substanti than incremental Steel Way.al–change capturesrather the dual ambiti on at the adjustments. The company initiated extenheart of the programme: honouring CTA’s steel sive market research to understand how heritage while signalling its readiness to serve customers were using devices and where imthe evolving energy landscape. provements would deliver meaningful value.

The most significant insight to emerge was the challenge of asset management. Large The philosophy guiding the ng process is ‘Many organisati ons were operati thousands of stories, across one story’ acknowledgement devices multi–pleansites, each requiring that each gencalibrati on acquired every sixbusiness months. brought For workers, uinedetector expertise and needed history to that deserved the simply functi on rerecogniti rather than jobs erasure. liably to on carry out their safely.The Fornew the identity was to include elevate organisati onsdesigned managing them,and however, those individual not labour replace intenthem. overseeing large stories, fleets was This and proved calThe to internal sive inefficriti cient. researchacceptance, highlighted with Crowcon staff across the focused group seeing themthat had long on hardware selves while reflected in the now new required brand rather alone, the market intethan absorbed byand it. software capabilities. grated hardware Crucially, the cultural ran design in parallel A key development was awork modular that with thethe visual rebrand. Antoexternal coach allowed sensor module be separated was appointed to facilitate inter-company easily from the device. This made calibration relatisensor onships,replacement surface invisible barrierselimiand and far simpler, build the empathy buff needed for nated the trust need and for extensive er stock genuine collaborati on.were Through structured and ensured workers not left without meetings and engagement, equipment. As cross-company one customer put it, “It’s the teams that had previously sifact we’d have your trays on operated our shelvesinand losour began to find an common – a shift in trucks…it’s instant ground swap instead of captured in weeks”. CTA’s internal rallying the concept, waiti ng four It also enabled busi‘Beyond The Peak’: climbing together and ness to match the most appropriate sensor guiding eachtoother the other side. technology eachdown applicati on, increasing upti me and improving logisticson for is customers Operati onally, the integrati already managing operati onal fleets. delivering large tangible results. Inventory has been centralised and rati onalisedcore fromfocus. three Connecti vity became another stockholding points on to one, producing a 30% Bluetooth integrati allowed devices to reduction in inventory value and eliminati ng communicate with asset management sys€5m of duplicated stock. In the tems, providing clearer informati on UAE, abouttwo deseparate es on have merged NFC into vice status,faciliti allocati andbeen performance. a single site, tripling available footprint technology was addedthe across the portf olio to from 8,000 to 20,000 at no additi enhance speed and easesqm of use with the onal mocost.app. Alongside this, between bile Alongside thecross-selling devices, the company group companies is beginning tostati unlock new redesigned its all-in-one docking on, concommercial – clients previously centrati ng onvalue customer painwho points such as engaged one CTA business are nowand acbump andonly calibrati on turnaround times, cessing the group’s broader ofthe materidata transfer. The goal was torange deliver fastals and est and grades. most intuitive experience available. The structural integrati of the processes. four busiCrowcon overhauled itsoninternal nesses into consultati a single operati ng entioutsourced ty remains Customer ons were ongoing, completi on rapid targeted by the to ensurewith imparti ality and prototyping end of 2026. Revenue gross profi t synenabled the team to and refine specifi cati ons ergiesnually are not yet on fullyfeedback. flowing –A those are conti based strengthprojected to materialise fromteam 2027developed – but the ened product management foundati ons are ficases, rmly inwhile place.new What CTA has formal business roles were achieved across is arguably harder part, which is created certithe ficati on, research and building the shared culture, shared ty development and mechanical design.identi Crowand also shared operati infrastructure from con invested inonal its soft ware team in Inwhich commercial grow. dia to support the performance connectivity can features. Looking ahead, thelaunched group isand targeti ng expanCrowcon has now is shipping its sion IQ across North America, theextended Middle East, new portable range, featuring batAfricalife, and Asia, backed a portf olio spantery modular sensors,byand seamless conning vity oil and conventi onalThe power, nuclear, necti to gas, enhance safety. range is dehydrogen and carbon capture. With revenues livering strong commercial performance, with €220m, 315 a presence aof25% return on employees investment and achieved within

#culture category) #opti misation on #innovati(main on (main category) #collaborati #transformati on #digital & AI #service & solutions

Benefits ▸ rationalisati on and warehouse ▸ Inventory Delivered strong commercial consolidati onachieving reduced duplicated stock performance, a 25% return on by 30% andwithin expanded UAE storage investment the first three months, capacity from 25% 8,000 with a further in to the20,000 currentsqm pipeline without additi onal cost. and overall ROI tracking ahead of target. ▸ unified groupthrough identitythe launched ▸ A Drove growth launch in of 2026 is accelerati ng cross-selling extended-life portable devices andacross the portfolio, enablingwearables, clients to access modular, field-proven the full range of materials and grades increasing revenues (including a 5% across internati onal network. uplift inCTA’s portable sales), winning new customers, and regaining market share Key findings in key sectors such as utilities. ▸ Recognised for design excellence with a For young people Red Dot Design Award.

▸ Treat mistakes and problems as assets: mistakes drive improvement, and problems Crowcon at a glance: create opportuniti es.

For Key industry products and services: manufacturer of gasFocus detectors and air quality monitors. ▸ on developing talented people. The potential of motivated teams is unlimited.

Main industries served: For ▸ government Oil and gas – 23% ▸ Energy 13% ▸ Lead with storage authenti– city and conviction—real ▸belief Hydrogen – 1% in policies and actions is essential to ▸inspire Others (non-energy): water and trust and progress. wastewater, marine, petrochemical, drink, mining, steel CTAchemical, Groupfood at aand glance: and pharma – 63% Key products and services: Stock and Headquarters: Abingdon, UK distributi on of stainless, alloy and carbon Year established: 1970 steel materials, manufacturing of bw fittings Number of management. employees: 260 and project Revenue from exports: 62% Main industries served: ▸ Oil and gas – 65% ▸ Conventional power – 25% ▸ Nuclear power – 3% the first months and a– further ▸ three Carbon capture 3% 25% represented the current (as of April 26). ▸ in Hydrogen – pipeline 2% ▸ the Others – 2%DetectiveIQ, Sales of new (energy) area monitor, are up 59% compared to the same period for Headquarters: Grugliasco, Italia the legacy product, contributi ng to a 5% upestablished: 1959 lift inYear portable revenues last fiscal year and reversing a previous decline. The Number of employees: 315launch has also Revenue: helped secure new customers, deep£178.5m enedRevenue engagement regain80% market share fromand exports: in key sectors such as utilities. In recognition of its design excellence, the DuoIQ range has also been awarded a Red Dot Design Award. With an expanded across 11 countries, CTA Group is positiand onfuture-ready range as ofone portable soluti ons, ing itself to compete coherent internaincluding range, line andago, its tional forceits– IQ a goal that,Gas-Pro just a few years further enhanced single-gas and multi-gas was seemingly beyond its reach. detectors, the firm has restored momentum in a critical part of its business, and created a strong foundation for future growth.

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Story Storytype type #export #export(main (maincategory) category)#opti #opti misati misati on on #service #service&&soluti soluti ons ons

Cutti Cutting ng&&Wear WearResistant ResistantDevelopments Developments How Howaamodest modestpost-pandemic post-pandemicrecovery recoveryplan planbecame becameaa global globalgrowth growthengine engine Matt Matthew hewCooper Cooper

Ben BenWhitehouse Whitehouse

Managing ManagingDirector Directoratat Cutti ngng&&Wear Cutti Wear

Business BusinessDevelopment Development Executi Executi veveatatCutti Cutti ngng& &Wear Wear

How HowisisCutti Cutti ngng&&Wear Wearthriving? thriving? Cutti Cutti ngng&&Wear’s Wear’smove movetotoopen opena aUAE UAEdisdistributi tributi ononcentre centreasaspart partofofitsitspost-pandemic post-pandemic recovery recoverystrategy strategyhas hasslashed slashedregional regionallead lead times timesfrom fromsixsixweeks weekstotonext-day next-daydelivery, delivery, unlocking unlockinga asurge surgeininMiddle MiddleEast Eastsales. sales.The The expansion expansionhas hassince sinceopened openeddoors doorstotomajor major global globaloperators, operators,accelerated acceleratedgrowth growthacross across new newmarkets marketsfrom fromNorth NorthAfrica AfricatotoChina, China, and andsparked sparkeda amanufacturing manufacturingshift shiftthat’s that’s made madethe thebusiness businessmore moreeff eff ecti ecti ve, ve,effi effi cient, cient, and andfutureproofed futureproofedfor forfurther furtherglobal globalgrowth. growth. The Thechallenge challenge- -Cutti Cutti ngng&&Wear Wearisisananindusindustry-leading try-leadingproducer producerofofhardfacing hardfacingconsumconsumables ablesand anddownhole downholedrilling drillingtools, tools,delivering delivering itsitsproducts productsand andservices servicestotoa awide widebase baseofof customers customersininthe theoiloiland andgas gasdrilling drillingsector sector around aroundthe theworld. world. Having Havingbeen beenfounded foundedinin1968, 1968,the thefirm firmhas has built builtitsitsreputati reputati ononasasa aglobally globallyrecognised, recognised,in-innovati novati on-driven on-drivenmanufacturer manufacturerofofhigh-perforhigh-performance mancesoluti soluti ons, ons,providing providingend-to-end end-to-enddesign design and andproducti producti ononsoluti soluti ons onsbacked backedbybypatented patented technologies, technologies,excepti excepti onal onalproduct productquality. quality. With Withthat thatsaid, said,even evenestablished establishedfirms firmslike likeCutCutting ting&&Wear Wearencountered encounteredseveral severalchallenges challenges during duringthe thepandemic. pandemic.With WithCovid Coviddrive drivea amarmarket ketslowdown, slowdown,and andthe thefirm firmbeing beinghithitdoubly doubly hard harddue duetotothe thedownturn downturnininoiloiland andgas, gas,the the firm firmsought soughttotoexplore exploreways waysininwhich whichit itcould could bounce bounceback backininthe thepost-pandemic post-pandemicperiod. period. Resultantly, Resultantly,from from2021 2021onwards, onwards,the thefirm firmdedeveloped velopeda arenewed renewedfive-year five-yearrecovery recoverystratestrategygycentred centredaround aroundpromoti promoti ngnggrowth, growth,conti conti n-nual ualdevelopment developmentand andincreasing increasingmarket marketshare. share. The Thesoluti soluti onon- -Here, Here,ambiti ambiti ons onswere werefofocused cusedinininternati internati onal onalmarkets, markets,with with60-80% 60-80% ofofCutti Cutti ngng&&Wear’s Wear’sbusiness businessalready alreadydriven driven bybyexports. exports.Specifi Specifi cally, cally,the thefirm firmhad hadidenti identi -fied fiedthe theMiddle MiddleEast Eastand andNorway Norwayasasregions regions where wherebusiness businesshad hadseemed seemedtotoconti conti nue nueasas normal normaland andopportuniti opportuniti esesremained remainedabunabundant danteven evenduring duringmarket marketdownturns. downturns.AsAsa a result, result,they theywere weremade madepriority prioritytarget targetareas areas for forthe thefirm’s firm’srecovery recoverystrategy. strategy. For ForCutti Cutti ngng&&Wear, Wear,the themarket marketopportunity opportunity ininthe theUAE UAEfor forhardfacing hardfacingproducts productswas wasparparticularly ticularlyintriguing, intriguing,and andananobvious obviousplace placeinin which whichthe thefirm firmcould couldbegin begintototry trytotoincrease increase itsitsmarket marketshare. share.Indeed, Indeed,the thefirm firmbegan begantoto build buildawareness awarenesswith withprospects prospectsininthe theregion, region, attatt ending endingADIPEC ADIPECtotoengage engagepotenti potenti alalclients. clients.

During Duringthese thesediscussions, discussions,the thefirm firmascerascertained tainedwhy whypotenti potenti alalclients clientswould wouldbeberelucreluctant tanttotowork workwith withCutti Cutti ngng&&Wear, Wear,underunderstanding standingthat thatlead leadtimings timingsand andthe theavailability availability ofofproducts productslocally locallywas wasa acore corepriority. priority.While While the thefirm’s firm’sreputati reputati ononfor forquality qualitywas waswell wellrecrecognised, ognised,the thefirm’s firm’slong longregional regionallead leadtimes times compared comparedtotocompeti competi tors torswere wereproving provinga abarbarrier riertotoobtaining obtainingbusiness businessininthe theMiddle MiddleEast. East. These Thesefindings findingswere werepitched pitchedtotothe theboard board inin2023, 2023,with withCutti Cutti ngng&&Wear Wearhaving havingbuilt built upupabout aboutthe themarket marketopportuniti opportuniti es, es,and andthe the changes changesit itwould wouldneed needtotomake maketotobecome becomea a Middle MiddleEast Eastmarket marketcontender contenderthat thatpotenti potenti alal customers customerswould wouldgenuinely genuinelyconsider. consider. There Therewere werea arange rangeofofconsiderati considerati ons, ons,from from cost, cost,pricing pricingand andstock stocktotologisti logisti cs,cs,storage storage and andmore. more.The Thefirm firmalso alsorecognised recognisedthat thatit it needed neededtotofind finda asuitable suitablepartner partnerit itcould could trust trusttotoaid aidsupport supportitsitsdistributi distributi on. on.Here, Here,the the company companyencountered encounteredGeodis GeodisatatOff Off shore shore Europe Europe2023, 2023,identi identi fying fyingthem themasasa afirm firmthat that could couldmeet meetitsitsneeds. needs. Through Throughmarket marketplanning, planning,the thefirm firmsaw sawthat that itsitsmarket marketentry entrywould wouldbeberelati relati vely velylow lowrisk. risk. Criti Criti cally, cally,it itwould wouldbebeable abletotoredistribute redistributeand and sell sellitsitsstock stockininother othermarkets marketsglobally globallyshould should uptake uptakebebelower lowerthan thananti anti cipated cipatedininthe theMidMiddle dleEast. East.Equally, Equally,the theexpansion expansioncould couldbebe serviced servicedbybyexisti existi ngngstaff staffmembers membersthat thathad had established establishedkey keyconnecti connecti ons onsininkey keyregions. regions. ByByJuly July2024, 2024,Cutti Cutti ngng&&Wear’s Wear’snew newMiddle Middle East Eastdistributi distributi ononcentre centrebecame becamefully fullyoperaoperational tionalininthe theUAE. UAE.The Theimpact impactwas wasimmediate immediate and andtransformati transformati ve. ve.Lead Leadtimes timesfor forcustomers customers ininthe theregion regionfell felldramati dramati cally, cally,dropping droppingfrom from more morethan thansixsixweeks weekstotonext-day next-dayavailability. availability. InInturn, turn,regional regionalsales salesvolumes volumeshave haveincreased increased signifi signifi cantly, cantly,giving givingthe thefirm firmconfi confi dence dencetotobebegin ginexploring exploringexpansion expansionininother otherkey keyregions. regions. New Newopportuniti opportuniti eseshave havesince sincebeen beenrealised realisedinin North NorthAfrica, Africa,India Indiaand andChina, China,where whereCutti Cutti ngng&& Wear Wearisisnow nowworking workingwith witha agrowing growingnumber number ofofclients clientsacross acrossboth bothitsitscore corehardfacing hardfacinglines lines and andadditi additi onal onalservice serviceoff off erings. erings.Kuwait, Kuwait,a amarmarket ketwhere wherethe thebusiness businesspreviously previouslyheld heldonly onlya a modest modestpresence, presence,has hasnow nowbecome becomea athriving thriving region regionwith withdozens dozensofofacti acti vevecustomers. customers.EnEncouraged couragedbybythis thismomentum, momentum,the thefirm firmisisalso also now nowpreparing preparingexploratory exploratoryvisits visitstotoMalaysia, Malaysia, Australia Australiaand andother otherhigh-potenti high-potenti alalregions. regions. Internally, Internally,the theMiddle MiddleEast Eastexpansion expansionhas has also alsoled ledtotoseveral severalsignifi signifi cant cantoperati operati onal onaland and

Benefi Benefitsts ▸ ▸ UAE on UAEdistributi distributi oncentre centrereduced reducedMiddle Middle East Eastlead leadtimes timesfrom fromover oversix sixweeks weekstoto next-day cantly ngng next-daydelivery, delivery,signifi signifi cantlyboosti boosti regional regionalsales. sales. ▸ ▸ Expansion onal Expansionunlocked unlockednew newinternati internati onal opportuniti es, ngnggrowth opportuniti es,accelerati accelerati growth across acrossmarkets marketsincluding includingNorth NorthAfrica, Africa, India Indiaand andChina. China.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ The ers Theenergy energysector sectoroff off ersdiverse diverseopporoppor-

tuniti eseswhere tuniti whereany anyskill skillset setcan cancontribute contribute totoevolving on. evolvingtechnologies technologiesand andinnovati innovati on.

For Forindustry industry ▸ ▸ Promote Promotethe thevalue valueofof“Made “MadeininGreat GreatBritBrit-

ain,” cularly ononfor ain,”parti parti cularlyitsitsreputati reputati forquality. quality.

For Forgovernment government ▸ ▸ Support c coiloiland Supportdomesti domesti andgas gasproducproduc-

tion tionininthe theUK, UK,following followingthe theexample example set setbybyNorway. Norway.

Cutti Cutting ng&&Wear Wearatataaglance: glance: Key Keyproducts productsand andservices: services:hardfacing hardfacing consumables, consumables,downhole downholedrilling drillingtools, tools, hardfacing hardfacingsystems systemsand andtraining. training. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––100% 100% Headquarters: Headquarters:Sheffi Sheffi eld, eld,UK UK Year Yearestablished: established:1968 1968 Number Numberofofemployees: employees:70 70 Revenue: Revenue:£12m £12m Revenue Revenuefrom fromexports: exports:80% 80%

cultural culturalimprovements. improvements.The Theneed needtotosupport support internati internati onal onal growth growth prompted prompted a a re-exre-examinati aminati ononofoflong-standing long-standingmanufacturing manufacturing practi practi ces, ces,some someofofwhich whichhad hadremained remainedununchanged changedfor forhalf halfa acentury. century.AsAsthe thebusiness business adapted adaptedtotonew newglobal globalexpectati expectati ons onsaround around speed, speed,flexibility flexibilityand andconsistency, consistency,teams teamsemembraced bracednew newprocesses processesthat thatimproved improvedresilresilience, ience,strengthened strengthenedsupply supplychain chainagility agilityand and enhanced enhancedoverall overalleffi effi ciency. ciency. Ulti Ulti mately, mately,the themove moveinto intothe theMiddle MiddleEast East has hasaccelerated acceleratedCutti Cutti ngng&&Wear’s Wear’sambiti ambiti onon totobeberecognised recognisedasasa atruly trulyglobal globalbusiness. business. What Whatbegan beganasasa apandemic-era pandemic-erarecovery recoveryiniinitiati tiati vevehas hasbecome becomea adefi defi ning ningstrategic strategicpivot pivot – –opening openingnew newmarkets, markets,broadening broadeningcuscustomer tomerrelati relati onships onshipsand andembedding embeddinga aforforward-looking ward-lookingmindset mindsetacross acrossthe thecompany. company. Looking Lookingahead, ahead,the thefirm firmnow nowstands standsbett bett erer positi positi oned onedthan thanever evertotopursue pursuesustainable, sustainable, internati internati onal onalgrowth. growth.

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Story type #people & competency (main category) #culture #export

Benefits

DAPIN A methodical push into the Middle East begins to open doors Alessandro Carmo dos Santos Commercial Director at DAPIN How is DAPIN thriving? Founded in Venezuela in 1991 and headquartered in Madrid, DAPIN is an engineering execution partner that deploys senior technical bandwidth and absorbs workshare packages under a structured delivery model. The proposition spans sectors — LNG, oil and gas, petrochemicals, energy transition, defence and infrastructure — with execution certainty as the constant. After a disciplined build-up in the Middle East, the model is scaling. Revenues grew 50% in 2025 to €12.7m, with the Middle East generating an estimated €6.5m through EPC workshare packages, and direct operator engagements advancing in 2026. The challenge - Market access is necessary but not sufficient. Energy clients — particularly at operator level — reward incumbency and retain partners who deliver predictability under scrutiny. The challenge was not capability. It was proving execution certainty at pace: fast mobilisation, clean interface ownership, documentation discipline — without adding coordination debt to EPC delivery teams under schedule pressure. The solution - DAPIN’s response was patient and deliberate. From 2019, the company built the foundations systematically: regional partnerships, vendor qualification, and a growing delivery footprint as an EPC-embedded execution partner on major operator programmes — the deliberate route into a market that rewards proven incumbency. ADNOC vendor qualification was completed in early 2022. From that point, DAPIN deepened its presence within ADNOC-programme EPC structures — generating approximately €4.5m in 2023 and €6m in 2024 — establishing delivery credentials on operator-grade programmes while progressively positioning for direct engagement. What differentiates DAPIN is not the availability of engineers, but how they are deployed. The company runs a structured delivery operating system — the DAPIN OS — built around fast mobilisation (typically 2–4 weeks; 4–6 for scarce senior roles),

named interface ownership, upstream QA gates and audit-ready documentation. The result: added capacity that improves predictability rather than creating churn. The appointment of Alessandro Carmo as Commercial Director in June 2025 marked a strategic inflection point. Under his leadership, DAPIN reoriented its commercial approach toward securing a framework agreement with ADNOC — a harder target than vendor approval, but one that unlocks sustained direct engagement at operator level. That process is active. Alongside the Middle East, DAPIN has maintained strong European momentum. Indirect revenues grew from €1.5m in 2024 to €4m in 2025 — a near-tripling reflecting a multi-region model operating simultaneously, not sequentially. Underpinning everything is a distinctive talent model. DAPIN sources senior engineers from Venezuela, Colombia and across Latin America and relocates them with their families. Relocation is managed end-to-end as a controlled execution workstream: compliance, housing continuity, structured onboarding, family integration and a personalised life transition programme — so engineers perform at full capacity from week one. The output: a workforce with 92–96% retention and delivery continuity across project cycles. “The industry has a headcount bias,” says Alessandro. “EPCs scale bodies and call it bandwidth. But the real constraint is always senior decision bandwidth — the people who own interfaces, close gaps and hold the delivery line under pressure. When you engineer that into the operating model, execution becomes predictable. That is the only thing clients are actually buying: the recipe, not the ingredients.” That logic holds across sectors. LNG, petrochemicals, energy transition, offshore, defence — the execution physics are the same: senior bandwidth, interface governance, mobilisation speed. DAPIN’s model is sector-portable because it is built on those constants, not on project type. Looking ahead, DAPIN is targeting 25% revenue growth in 2026. With a proven delivery operating system, a growing cross-sector track record and a commercially focused senior leadership team, the company is positioned to move from trusted EPC-embedded partner to strategic counterpart on major operator programmes across the Middle East and Europe.

▸ A deliberate EPC-embedded entry strategy generated €6.5m in regional workshare revenue in 2025, with direct operator engagement advancing in 2026. ▸ A proprietary talent model — senior Latin American engineers relocated and stabilised through a full life transition programme — delivers 92–96% retention and sustained delivery continuity across project cycles.

Key findings For young people ▸ Master the execution layer, not just the technical one. Interface ownership, documentation discipline and delivery cadence are what separate engineers who advance from those who plateau. Show up with governance instincts, not just skills.

For industry ▸ Treat mobilisation as an execution work-

stream — not a resourcing transaction. Interface ownership, QA gates and delivery cadence convert headcount into predictability. Bandwidth without governance increases coordination debt. The real bottleneck is almost never junior capacity — it is senior decision bandwidth.

For government ▸ Talent mobility is an execution asset.

Policies that enable fast, compliant cross-border deployment of senior engineers for critical energy and infrastructure programmes strengthen national delivery capacity — not just the firms that benefit directly.

Dapin at a glance: Key products and services: senior engineering deployment, workshare package delivery, project execution support — oil and gas, LNG, petrochemicals, energy transition, defence, infrastructure. Main industries served: ▸ Oil and gas – 70% ▸ Offshore renewable energy – 5% ▸ Others (energy) – 5% ▸ Others (non-energy) – 20% Headquarters: Madrid, Spain Year established: 1991 Number of employees: 100 Revenue: £10.9m Revenue from exports: 15%

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Story Storytype type #people #people&&competency competency(main (maincategory) category)

Daya DayaSinga Singa

Benefi Benefitsts

Choosing Choosinglong-term long-termcredibility credibilityover overshort-term short-termwins wins Jonathan JonathanChia Chia Executi Executi veveDirector Director atatDaya DayaSinga Singa

How HowisisDaya DayaSinga Singathriving? thriving? An Anestablished establishedprovider providerofofsafety safetyservices services and andsoluti soluti ons onsininthe theoiloiland andgas gasindustry, industry, Daya DayaSinga Singahas hasdeliberately deliberatelyavoided avoideddiluti diluti ngng itsitscore corepurpose purposedespite despiterising risingcompeti competi tion tion and andcost costpressures. pressures.InInsafety safetyand andlife lifesaving, saving, reliability reliabilityoutweighs outweighsprice price– –soluti soluti ons onsused usedinin the thefield fieldmust mustperform performwhen whenit itmatt matt ers ersmost. most. ByBystaying stayingtrue truetotothese theseprinciples principleswhile whileexexpanding pandinginto intoengineered engineeredsoluti soluti ons, ons,analyti analyti cscs and andcontrol controlcapabiliti capabiliti es, es,and andtraining trainingrooted rooted ininreal realoperati operati onal onalneeds, needs,the thefirm firmhas haspopositi siti oned oneditself itselftotokeep keepdelivering deliveringmeaningful meaningful value valuetotothe theenergy energysector sectorfor foryears yearstotocome. come. The Thechallenge challenge- -The The2020s 2020shave havebeen beena adifdifficult ficultdecade decadefor forDaya DayaSinga. Singa.2024 2024was wasthe the only onlyyear yearininwhich whichthe thefirm firmsaw sawthe thesafety safetyserservice viceindustry industryregain regainmomentum momentumpost-COVID, post-COVID, and andmuch muchofofthat thatacti acti vity vitycame camefrom froma abackbacklog logofofdeferred deferredwork workfrom from2020 2020onwards. onwards. For ForananSME SMElike likeDaya DayaSinga, Singa,acti acti vity vityatatthe the operator operator and and maintenance maintenance level level directly directly translates translatesinto intoopportuniti opportuniti es, es,and andit’s it’sduring during these theseperiods periodsthat thatenquiries enquiriesturn turninto intoserious serious conversati conversati ons onsand, and,ulti ulti mately, mately,firm firmorders. orders. The Thecompany companyisisheavily heavilyreliant reliantononclients clientswho who see seethem themasaslong-term long-termpartners partnersand andvalue valuethat that relati relati onship onshipbeyond beyonda apurely purelytransacti transacti onal onalapapproach. proach.However, However,2025 2025and andinto into2026 2026refl refl ectectededa anoti noti ceable ceableslowdown, slowdown,alongside alongsideshift shift s sinin clients’ clients’strategies strategiesand andpurchasing purchasingbehaviours. behaviours. Soft Soft ereroiloiland andgas gasprices pricesled ledoperators operatorstotobebecome comefarfarmore moreselecti selecti veveininawarding awardingwork, work,with with a astronger strongerpush pushtoward towardcost costopti opti misati misati on. on.InIn some somecases, cases,this thisbecame becamequite quiteaggressive, aggressive,placplacing ingsignifi signifi cant cantpressure pressureononthe theOGSE OGSEsupply supply chain, chain,and andforcing forcingDaya DayaSinga Singatotorethink rethinkhow how they theyplan, plan,operate, operate,and andpositi positi ononthemselves. themselves. The Thefirm firmwas wasconscious consciousthat thatit ithad hadseen seenjust just one oneyear yearofofstrong strongacti acti vity vitysince sinceCOVID, COVID,and and had hadonly onlyjust justrecovered recoveredfrom fromthe the2015 2015oiloilprice price crash crashbefore beforethe thepandemic. pandemic.It Itsaw sawitsitsvulneravulnerability bilitylong longterm termand, and,asasa aresult, result,took tookthe thedecidecision siontotolook lookbeyond beyondoiloiland andgas gasand andMalaysia Malaysia into intoadjacent adjacentenergy energysectors sectorsand andgeographies. geographies. The Thesoluti soluti onon- -The Thekey keyfor forDaya DayaSinga Singawas was being beinghonest honestwith withthemselves themselvesearly earlyon, on,with with a awillingness willingnesstotoadapt adaptwithout withoutlosing losingsight sightofof itsitscore corevalues. values.

Indeed, Indeed,safety safetysoluti soluti ons onsisisnot nota aspace spaceinin which whichthe thefirm firmfeels feelscomfortable comfortablecompetcompeting ingpurely purelyononprice. price.Therefore, Therefore,the thequesti questi onon wasn’t wasn’twhether whethertotochange changetheir theirvalues, values,but but how howtotogrow growwithout withoutcompromising compromisingthem. them. Here, Here,the thefocus focuswas wasononcareful carefuldiversifi diversifi cacation. tion.The Thefirm firmstarted startedsmall, small,setti setti ngngupupa anew new Engineered EngineeredSoluti Soluti ons onsDivision Divisionthat thatwas waslean, lean, practi practi cal, cal,and andfocused focusedononsolving solvingreal realprobproblems lemsrather ratherthan thanchasing chasingbig, big,high-risk high-riskideas. ideas. From Fromthere, there,the thebusiness businessalso alsoadded addeda anew new Analyti Analyti cscs&&Control ControlDivision Divisionand andlater latera a Training TrainingDivision. Division.These Theseweren’t weren’ttrendy trendyarareas easofofexpansion expansionbut butwere werenecessary necessarysteps steps tototake taketotobroaden broadenand andenhance enhanceitsitsoff off ering, ering, build buildresilience, resilience,and andoff off erermore morevalue valuetotoboth both new newand andexisti existi ngngclients. clients. One Oneexample exampleofofthis thisdiversifi diversifi cati cati ononwas wasanan engineered engineeredisolati isolati ononsoluti soluti ononfrom fromHolland, Holland, co-developed co-developedwith withananinternati internati onal onaloiloilmamajor, jor,that thatwe wehad hadpartnered partneredwith withinin2019. 2019. Designed Designedtotosafely safelyisolate isolatepassing passingvalves valves while whilereducing reducingdownti downti me, me,emissions emissionsand andopoperati erati onal onalrisk, risk,the thesoluti soluti ononfaced facedsignifi signifi cant cant setbacks setbacksfollowing followingthe theCOVID-19 COVID-19pandempandemic,ic,resulti resulti ngngininalmost almost7 7years yearswithout withoutrevrevenue enuefor forthe theengineered engineeredsoluti soluti ons onsdivision. division. Despite Despitethis, this,Daya DayaSinga Singaconti conti nued nuedinvestinvesting ingininthe thecapability, capability,securing securingPETRONAS PETRONAS Technical TechnicalReadiness ReadinessLevel Level7 7certi certi ficati ficati ononvia via the theiG@P iG@Psystem systeminin2022 2022before beforeeventually eventually delivering deliveringitsitsfirst firstsuccessful successfulcampaign campaignfor fora a downstream downstreamplant plantininMalaysia Malaysiaininearly early2026. 2026. Alongside Alongsidethese thesediversifi diversifi cati cati ons, ons,another anothermamajorjorpriority priorityfor forDaya DayaSinga Singawas wasinvestment investment ininitsitspeople. people.The Thepast pasttwo twoyears yearshave haveseen seen a afocus focusononupskilling, upskilling,both bothfrom froma atechnical technical perspecti perspecti veveasaswell wellsoft softskills, skills,including includingleadleadership. ership.AsAsananSME, SME,Daya DayaSinga Singaoperates operateswith with a arelati relati vely velyflat flatstructure, structure,and andsosoempowering empowering itsitsemployees employeestotobebecreati creati veveand andtake takeownerownership shiphas hasbecome becomecentral centraltotothe thefirm’s firm’ssuccess. success. Financial Financialdiscipline disciplinehas hasaccompanied accompaniedthese these strategic strategicprioriti prioriti es.es.Open Openconversati conversati ons onswith with peers peersand andlearning learningfrom fromindustry industrygroups groupslike like MOGSC MOGSCand andEIC EIChave havepaid paiddividends dividendsininthis this area, area,with withDaya DayaSinga Singalistening listeningclosely closelytotoitsitscliclients entstotounderstand understandwhere whereit itcould couldrealisti realisti cally cally and andresponsibly responsiblyexpand expandwithout withoutoverextendoverextending. ing.Indeed, Indeed,cash cashflow, flow,timing, timing,and andsustainabilisustainabilitytyhave havebeen beenjust justasasimportant importantasasgrowth. growth. AsAsthe theindustry industryhas hasslowed slowedagain againinin2025 2025 and and 2026, 2026, this this combined combined approach approach has has proven provena asmart smartone. one.ByBystaying stayinggrounded grounded and andtaking takingdeliberate, deliberate,logical, logical,and andinformed informed decisions, decisions,the thefirm firmhas hasbuilt builtitsitscapabiliti capabiliti eses

▸ ▸ Diversifi Diversifi ededbeyond beyondtraditi traditi onal onalsafety safety services servicesinto intoengineered engineeredsoluti soluti ons, ons, analyti analyti cscsand andcontrol, control,and andtraining. training. ▸ ▸ Investi Investi ngngininpeople, people,practi practi cal calcapabiliti capabiliti eses and andmeasured measuredexpansion expansionsupports supports sustainable sustainablegrowth. growth.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Focus Focuson onbuilding buildingpracti practi cal calskills, skills,staying staying

adaptable adaptableand anddeveloping developingstrong stronglonglongterm termprofessional professionalrelati relati onships. onships.

For Forindustry industry ▸ ▸ Sustainable Sustainable partnerships partnerships and and balanced balanced

commercial commercialdecisions decisionshelp helpprotect protectcapabilcapabilityityand andresilience resilienceacross acrossthe thesupply supplychain. chain.

For Forgovernment government ▸ ▸ Stronger Stronger SME SME parti parti cipati cipati on on pathways pathways

can canhelp helpmaintain maintaina ahealthier healthierand andmore more sustainable sustainableindustrial industrialecosystem. ecosystem.

Daya DayaSinga Singaatataaglance: glance: Key Keyproducts productsand andservices: services:safety safetyservices, services, engineered engineeredsoluti soluti ons, ons,analyti analyti cscsand andcontrol, control, and andtraining. training. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––90% 90% ▸ ▸ Others Others(energy) (energy)––5% 5% ▸ ▸ Others Others(non-energy): (non-energy):general generalindustry industry and andmanufacturing manufacturing––5% 5% Headquarters: Headquarters:Sarawak, Sarawak,Malaysia Malaysia Year Yearestablished: established:1986 1986 Number Numberofofemployees: employees:42 42 Revenue: Revenue:£2.5m £2.5m Revenue Revenuefrom fromexports: exports:3% 3%

step stepbybystep stepthrough throughsavvy savvyinvestments investmentsand and diversifi diversifi cati cati on, on,choosing choosinglong-term long-termcredibilicredibilitytyover overshort-term short-termwins. wins. Indeed, Indeed,backing backingitsitspeople peopleand andadapti adapti ngng thoughtf thoughtf ully ullywhile whilestaying stayingtrue truetotoitsitsmission mission and andvalues valueshave havebeen beencriti criti cal calininchanging changingthe the firm’s firm’sfortunes fortunesaftaft ererseveral severaldiffi diffi cult cultyears. years.

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

Beneﬁts

DDG How a landmark project transformed a multi-disciplinary ﬁrm from the inside out Brandon Ballard Civil Engineering Lead and Associate at DDG Group

How is DDG thriving? Having restructured from a siloed, discipline-focused organisation into a fully integrated delivery model, DDG has doubled in size since 2022, grown revenues from US$30m in 2024 to US$45m in 2025, and maintained employee retention above 90% throughout a period of rapid expansion. A single, landmark client engagement was the catalyst, and the full-service partnership it became has positioned DDG for continued growth. The challenge - DDG is a multi-disciplinary design firm offering civil engineering, architecture, surveying, landscape architecture, coastal engineering, water resources, environmental and regulatory, transportation engineering, funding advisory, structural engineering and programme management across nine offices. Its 228-strong team serves diverse clientele that spans some of the largest infrastructure projects in the US Gulf Coast region. For much of its history, however, the business operated with teams focused primarily within their own disciplines. Each service line functioned with a degree of independence, and while individual capabilities were strong, the siloed model limited DDG’s ability to pursue and deliver the kind of large-scale, fully integrated projects that increasingly defined the market. The question of how to scale effectively, without sacrificing quality, coordination or culture, had not yet been fully answered. The solution - DDG’s relationship with Air Products began in 2021, when the firm was engaged to provide localised regulatory and environmental permitting support for the Louisiana Clean Energy Complex, an 800acre development spanning a wide range of technical disciplines. The initial engagement was an hourly contract delivered by a small team with a defined scope. But as DDG consistently demonstrated technical depth, local knowledge and a real commitment to client outcomes, the relationship expanded. What started as targeted support evolved into a comprehensive partnership covering virtually every service DDG offers.

The turning point came in 2022-23 as the project moved into detailed design and the scale of delivery accelerated. Nine concurrent design packages, extensive drainage studies, complex regulatory and environmental permitting, levee district approvals and hundreds of parallel workstreams had to be managed simultaneously. The initial team dedicated to this project was no longer sufficient for the increased project scope. DDG realigned their efforts to expanding their talent pool and improved their work-sharing operations between offices to meet the needs of this client and the project scope. DDG committed to the “One DDG” mindset, which encompasses a mindset of their people to not only focus on their particular office or service line’s growth but the growth of the company as a whole. Motivated by their core values, DDG’s team members increased collaboration and thought of a growth with a different perspective. Even with so much change, employee retention remained above 90%. This was a remarkable achievement as the company doubled in size and the pace of change was accelerated. The internal culture that DDG’s leadership has long championed, which is characterised by treating clients’ problems as their own and showing up with a whatever-it-takes mindset, proved to be the connective tissue that held the organisation together as it scaled. The commercial results have followed on from this. Revenues have grown from US$30m in 2024 to US$45m in 2025, with US$60m projected for 2026. The Air Products partnership has demonstrated to the wider market what DDG is capable of delivering. Meanwhile, the firm has entered the data centre sector with strong momentum, participating in multiple large-scale and mega-site developments as demand for supporting infrastructure accelerates across the Gulf Coast. Looking ahead, DDG’s integrated model and deep coastal engineering expertise (the company has the largest soft sediment marsh creation project in the world) position it well for the complex, environmentally sensitive projects that will define the next phase of Gulf Coast energy and infrastructure development.

► Grew revenues from US$30m in 2024 to US$45m in 2025. ► Maintained employee retention above 90% while doubling the size of the business and re-entering the data centre sector.

Key ﬁndings For young people ► Stay curious and don’t be afraid to ask questions or make mistakes, this is essential for learning and career growth. For industry ► Invest in your team and lead by example, remaining intentional about your culture and the relationships that drive success. For government ► Implement regulatory improvements, infrastructure readiness and streamlined processes to attract major projects and long-term capital investment.

DDG at a glance: Key products and services: multi-disciplinary design ﬁrm. Main industries served: ► Oil and gas – 10% ► Carbon capture – 12% ► Hydrogen – 10% ► Data centres – 7% ► Nuclear power – 1% ► Others (non-energy): infrastructure, retail, coastal restoration – 60% Headquarters: Houston, US Year established: 1997 Number of employees: 228 Revenue: £44.68m

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DEEP DEEPManufacturing Manufacturing Redeﬁ Redeﬁning ninglarge-scale large-scaleproducti production onwith withadditi additive vemanufacturing manufacturing Peter PeterRichards Richards CEO CEOatatDEEP DEEPManufacturing Manufacturing

How HowisisDEEP DEEPManufacturing Manufacturingthriving? thriving? Since Sincelaunching launchinginin2024, 2024,DEEP DEEPManufacManufacturing turinghas hasestablished establisheditself itselfasasa aleader leaderinin Wire WireArc ArcAdditi Additi veveManufacturing, Manufacturing,operati operati ngng 20 20systems systemsatatitsitsAvonmouth Avonmouthfacility, facility,which which isisone oneofofthe theworld’s world’slargest largestconcentrati concentrati ons ons ofofthis thistechnology. technology.Since Sincethen, then,the thecompany company achieved achievedDNV DNVApproval ApprovalofofManufacture Manufacturefor for pressure pressurevessels vesselsfor forhuman humanoccupancy occupancy– –a a global globalfirst. first.With With100% 100%revenue revenuegrowth growthinin 2025 2025and andUS USexpansion expansionaccelerated acceleratedbybya a year, year,DEEP DEEPManufacturing Manufacturingisisrevoluti revoluti onising onising supply supplychains chainsacross acrossenergy, energy,mariti mariti me, me,aeroaerospace spaceand anddefence defencesectors. sectors. The Thechallenge challenge- -Launching Launchinga amanufacturing manufacturing business businessinin2024 2024presented presentedDEEP DEEPManuManufacturing facturingwith withthe thechallenge challengeofofestablishing establishing credibility credibilityand andmarket marketconfi confi dence dencethrough through what whatwas wasa aradically radicallydiff diff erent erentapproach approachtoto producing producingproducts. products.AsAspart partofofthe theDEEP DEEP Group, Group,which whichalso alsoproduces producessubsea subseahabitats habitats and andruns runsthe theDEEP DEEPInsti Insti tute tutefor forsubsea subseatesttesting ingand andtraining, training,the themanufacturing manufacturingdivision division needed neededtotoprove provethat thatWire WireArc ArcAdditi Additi veveManManufacturing ufacturingcould couldmeet meetthe theexacti exacti ngngstandards standards demanded demandedbybysafety-criti safety-criti cal calindustries. industries. Traditi Traditi onal onal casti casti ngng and and forging forging methods, methods, although althoughproven, proven,created createdsignifi signifi cant cantsupply supply chain chainbott bott lenecks, lenecks,parti parti cularly cularlyininenergy energyand and defence defencesectors sectorsfacing facingunprecedented unprecedenteddedemand manddriven drivenbybygeopoliti geopoliti cal calevents eventsand andthe the energy energytransiti transiti on. on.The Thecompany companyneeded neededtoto convince convincecustomers customersaccustomed accustomedtotoconvenconventional tionalmanufacturing manufacturingmethods methodstototrust trusta anew new modus modusoperandi, operandi,allallwhile whilescaling scalingoperati operati ons ons atatbreakneck breakneckspeed speedtotomeet meetgrowing growingmarket market demand demandacross acrossthe theworld. world. The Thesoluti soluti onon- -DEEP DEEPManufacturing’s Manufacturing’stranstransformati formati ononfrom fromconcept concepttotomarket marketleader leader centred centredononthree threestrategic strategicpillars: pillars:uncomuncompromising promisingcerti certi ficati ficati ononstandards, standards,signifi signifi cant cant capital capitalinvestment investmentininscale, scale,and andbuilding buildingexexcepti cepti onal onaltechnical technicalexperti experti se. se. The Thecerti certi ficati ficati ononjourney journeybegan beganwith withthe the company’s company’sinternal internalrequirement requirementtotomanufacmanufacture turerecovery recoverymodules modulesfor forsubsea subseaoperati operati ons ons – –pressure pressurevessels vesselsfor forhuman humanoccupati occupati on. on. Partnering Partneringwith withDNV, DNV,DEEP DEEPManufacturing Manufacturing achieved achievedcomprehensive comprehensivethree-ti three-ti ered eredcercertifiticati ficati ononcovering coveringmaterials, materials,faciliti faciliti esesand and products. products.ByBysummer summer2025, 2025,the thecompany company secured securedDNV DNVApproval ApprovalofofManufacture Manufacturefor for pressure pressurevessels vesselsfor forhuman humanoccupancy, occupancy,bebecoming comingthe theonly onlymanufacturer manufacturerininthe theworld worldtoto hold holdsuch suchcerti certi ficati ficati on. on.This Thisachievement achievementhas has

since sinceprovided providedthe thefoundati foundati ononfor forcommercommercialisati cialisati ononacross acrossthe theoiloiland andgas, gas,mariti mariti me meand and defence defencesectors. sectors. Investment Investmentininscale scalehas hasdisti disti nguished nguishedDEEP DEEP Manufacturing Manufacturingfrom fromcompeti competi tors. tors.AtAtthe thestart start ofof2024, 2024,the thecompany companyinstalled installed2020Wire WireArc Arc Additi Additi veveManufacturing Manufacturingsystems systemsatatitsitsAdAdvanced vancedManufacturing ManufacturingCentre, Centre,creati creati ngngthe the largest largestconcentrati concentrati ononofofthis thistechnology technologyinin Europe. Europe.The Thefacility facilityoperates operates24/7, 24/7,with withindiindividual vidualroboti roboti c carms armsproducing producingcomponents componentsupup toto2.8m 2.8minindiameter diameterand and3.2m 3.2mininheight. height.The The revoluti revoluti onary onaryHexbot Hexbotsystem, system,utiuti lising lisingmulti multi ple ple coordinated coordinatedarms, arms,extends extendsproducti producti ononcapaccapacityitytoto6.2m 6.2minindiameter, diameter,addressing addressingthe themost most demanding demandinglarge-scale large-scalerequirements. requirements. The Thecompany’s company’sprivately privatelyheld heldstructure structurehas has enabled enabledrapid rapiddecision-making decision-makingand andsubstanti substanti alal capital capitaldeployment. deployment.The TheDEEP DEEPGroup Groupcommitcommitted tedUS$100m US$100mtotoUS USexpansion expansionand andtens tensofofmilmillions lionsofofpounds poundstotoitsitsUK UKoperati operati ons, ons,providing providing the thefinancial financialfoundati foundati ononfor foraggressive aggressivegrowth. growth. Building Buildingthe theright rightteam teamalso alsoproved provedcriti criti cal. cal. DEEP DEEPManufacturing’s Manufacturing’stechnical technicaldevelopdevelopment mentteam, team,with withananaverage averageage ageunder under30, 30, brought broughtfresh freshperspecti perspecti ves vestotoapplying applyingcencentury-old tury-oldwelding weldingprocesses. processes.The Thecompany company grew grewfrom froma asingle singleemployee employeeinin2023 2023toto50 50 byby2025 2025and andisistargeti targeti ngng100 100globally globallybybyend end ofof2026. 2026.Strong Strongreliance relianceononuniversity universityin-interns ternstransiti transiti oning oninginto intofull-ti full-ti me meroles, roles,comcombined binedwith witha anew newapprenti apprenti ceceprogramme programmeand and ISO ISO9001 9001certi certi ficati ficati on, on,will willensure ensureconsisconsistency tencyofofquality qualityasasthe theorganisati organisati ononscales. scales. The Themanufacturing manufacturingadvantages advantageshave havedelivdelivered eredtangible tangibleresults. results.Component Componentlead leadtimes times reduced reducedbybyapproximately approximatelytwo-thirds two-thirds– –exexemplifi emplifi ededbybya atwo-metre two-metrehull hullcomponent component manufactured manufacturedinin14 14days daysversus versusfour fourtotofive five months months through through conventi conventi onal onal processes. processes. Indeed, Indeed, hybrid hybrid manufacturing manufacturing capabiliti capabiliti eses allow allowDEEP DEEPManufacturing Manufacturingtotoadd addcomplex complex geometries geometriestototraditi traditi onally onallycast castparts, parts,delivdelivering eringboth bothspeed speedand andenhanced enhancedrobustness. robustness. Entry Entrytotothe theUS, US,originally originallyplanned plannedfor for2027, 2027, was wasaccelerated acceleratedbybya ayear yeardue duetotounpreceunprecedented denteddefence defencesector sectordemand demandand andfavourfavourable abletariff tariffconsiderati considerati ons. ons.ByBymid-2025, mid-2025,the the Houston Houstonfacility facilitywas wasgreenlit greenlitfor for2026 2026operaoperations, tions,with withrecruitment recruitmentbeginning beginningininDecemDecember ber2025. 2025. The The market market response response has has been been strong. strong. Throughout Throughout2025, 2025,the thecompany companysecured secured multi multi -million -million dollar dollar contracts, contracts, laying laying the the groundwork groundwork for for exponenti exponenti alal growth growth into into 2026. 2026. Concurrently, Concurrently, signifi signifi cant cant contracts contracts for forpressure pressurevessel vesselcomponents componentshave havetransitransitioned tionedinto intofull fullproducti producti on, on,while whileananInnovate Innovate UK UKconsorti consorti um umproject projectconti conti nues nuestotodrive drivein-innovati novati ononininmarine marinepropeller propellerredesign. redesign.

#innovati #innovati on on(main (maincategory) category)#opti #opti misati misati on on #scale #scaleupup

Benefi Benefitsts ▸ ▸ Multi Multi million millioncontracts contracts––pressure pressurevessels vessels market marketcomponents componentsmanufacturing manufacturing market, market,now nowininproducti producti on. on. Redesignand andproducti producti ononofofmarine marine ▸ ▸ Redesign propellors. propellors. ▸ ▸ Internal Internaluse usecase case––multi multi purpose purposemodule module produced, produced,unprecedented unprecedentedspeed, speed,14 14days days vsvs4-5 4-5months. months.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Be Beimpati impati ent enttotolearn learnand andgrow growbut butalso alsobebe

pati pati ent entabout aboutrecogniti recogniti ononand andthe theoutcome. outcome. Do Doexcellent excellentwork workconsistently, consistently,and andthat that builds buildsthe thevalue, value,it’sit’simportant importanttotomanage managethis. this.

For Forindustry industry ▸ ▸ Technology Technologyand andinnovati innovati on onare arekey, key,but but

people peoplemake makethe thediff diff erence. erence.It’s It’show howyou you manage manageand anddevelop developthe thetechnologies technologiesasas totohow howyou youdrive driveyour yourbusiness businessforward. forward.

For Forgovernment government ▸ ▸ There Thereneeds needstotobebeconsistency consistencyofofenergy energy

policy, policy,totoallow allowcompanies companiestotobuild builda aplan plan and andgrow. grow.Democracies Democraciesneed needtotogive giveconconsistency sistencyfor forcriti criti cal calinfrastructure. infrastructure.

DEEP DEEPManufacturing Manufacturingatataaglance: glance: Key Keyproducts productsand andservices: services:wire wirearc arc additi additi vevemanufacturing manufacturing(WAAM) (WAAM)and anddesign design opti opti misati misati ononfor forlarge-scale large-scalemetal metalcomponents. components. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––48% 48% ▸ ▸ Nuclear Nuclearpower power––6% 6% ▸ ▸ Off Off shore shorerenewable renewableenergy energy––6% 6% ▸ ▸ Others Others(non-energy); (non-energy);mariti mariti me meand and aerospace, aerospace,defence defence––40% 40% Headquarters: Headquarters:Bristol, Bristol,UK UK Year Yearestablished: established:2024 2024 Number Numberofofemployees: employees:50 50

Inbound Inboundenquiries enquiriesare aregrowing growingconsistently, consistently, emanati emanati ngngfrom fromthe thelikes likesofofthe theUK, UK,US, US,JaJapan, pan,Middle MiddleEast Eastand andAsia-Pacifi Asia-Pacifi c.c. Looking Lookingahead, ahead,developing developinga astrong strongfootprint footprintinin the theUS USmarket, market,the theMiddle MiddleEast Eastrepresents representsthe the next nexthigh highpriority prioritymarket, market,followed followedbybyAsia-PaAsia-Pacifi cifi c cregions regionsincluding includingJapan, Japan,Malaysia Malaysiaand and South SouthKorea Koreafor forshipbuilding shipbuildingopportuniti opportuniti es.es.EnEngagement gagementwith withoff off shore shorewind windturbine turbinedesigners designers ononmonopile monopilemanufacturing manufacturingisisalso alsoa apriority priorityasas the thefirm firmexplores exploresongoing ongoingdiversifi diversifi cati cati ononopporopportuniti tuniti esesacross acrossvarious variousenergy energysubsectors. subsectors.

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Story type #diversiﬁcation (main category) #export #innovation #service & solutions

Deepsea Technologies Turning market headwinds into a platform for global growth Robert McWilliams Managing Director at Deepsea Technologies

How is Deepsea Technologies thriving? Deepsea Technologies’ UK division, headquartered in Bromborough, with a recently established presence in Aberdeen and an engineering office in Woking, specialises in subsea pipeline connectors and Taper-Lok flanges for diver and ROV installation across oil and gas, hydrogen, carbon capture and decommissioning applications. After navigating a period of UK market uncertainty following changes to offshore licensing policy, the division has responded by broadening its service offer, investing in research and development for a new global product and building a profitable second base. Now, it is primed for international growth across the Americas, Europe, Asia and beyond. The challenge - Deepsea Technologies’ UK operation designs and manufactures solutions where standard off-the-shelf products from Tier 1 OEMs are either unsuitable, too slow or too expensive. Its core products, including ROV-installed subsea pipeline connectors and Taper-Lok compact flanges, are used in some of the world’s most demanding offshore environments, with around 70% of UK revenues generated from export markets such as Norway, Brazil, Canada, Angola and Australia. The business joined the wider Deepsea Technologies group in 2022, bringing with it the integration challenges that typically accompany any change of ownership. At the same time, shifts in UK energy policy, specifically the halting of new offshore licensing rounds, began to affect the steady flow of repeat orders from UK and North Atlantic operators that the division had relied upon. Revenue fell by 15 to 20% in 2025 as a result. The solution - Deepsea Technologies’ response centred on three moves: deepening what it could offer existing clients, establishing a new operational base in Aberdeen, and investing in a new product capability designed to unlock international markets beyond the UK. The first shift was from hardware supplier to full-service partner. Where the division had previously focused on delivering connectors and installation support, it began offering cli-

ents a more comprehensive service – taking subsea distribution components and control equipment, refurbishing them, building them into tested packages and delivering them ready for deployment on the quayside. Working with an existing major operator client, it demonstrated it could take equipment through the full cycle of evaluation, refurbishment, flushing, testing and quayside readiness. That model is now being extended to other clients and assets. It also brought the division into decommissioning and asset life extension work, areas growing in importance as North Sea infrastructure ages and operators look to manage costs without replacing assets wholesale. The Aberdeen base, established in 2024, was a deliberate response to both the market shift and the strategic direction of the wider group. Beyond giving the division a presence in the heart of the UK subsea market, it has enabled broader service capability, including controls and distribution equipment refurbishment, and provided a platform for attracting new technical talent. The base reached breakeven in its first year and moved into profitability in its second. Alongside the service expansion, the division has invested significantly in research and development for a Vertical Type Connector. This is a diverless pipeline connection system designed for vertical installation, a method that is standard in the Gulf of Mexico and widely preferred in international markets. The system uses the same core engineering building blocks as the division’s established connector range but addresses the specific alignment and misalignment demands of vertical subsea installation. Full-scale prototype testing, including deliberate misalignment scenarios, was completed in 2025. The system is now being demonstrated in the US and is the subject of active tenders across several major international oil and gas markets. Crucially, Deepsea Technologies’ existing expertise has translated well into emerging sectors. Its leak-free Taper-Lok flanges have found traction in hydrogen compression skid applications, and the connectors’ inherent suitability for chemically demanding environments makes them a natural fit for carbon capture infrastructure. These diversification efforts are early-stage and commercially contingent on market pace, but they give the division a foothold in segments that are likely to grow significantly over the medium-term. Looking ahead, the combination of a proven full-service offer, a qualified new global product and a team that has grown in both head-

Beneﬁts ► Countered a 15-20% revenue drop by transitioning to a full-service model and establishing a proﬁtable Aberdeen base. ► Prepared for global expansion through R&D, including developing a Vertical Type Connector and adapting technology for hydrogen and carbon capture. ► Group products and capabilities introduced to UK market.

Key findings For young people ► Prioritise diverse experiences over immediate salary increases; financial rewards will follow as your expertise grows. For industry ► Avoid defaulting to standardised solutions to large EPIC contracts, as this limits innovation and potentially overlook effective bespoke alternatives. For government ► Take a holistic view of the energy mix. Ensure transition policies accelerate infrastructure without stifling SMEs or losing vital industry expertise.

Deepsea Technologies at a glance: Key products and services: subsea production packages, including oil and gas pipeline equipment and controls distribution. Main industries served: ► Oil and gas – 90% ► Hydrogen – 5% ► Offshore renewable energy – 1% ► Carbon capture – 1% ► Others (non-energy) : decommissioning – 3% Headquarters: Liverpool, UK Year established: 1980 Number of employees: 500 (Group) 50 (UK) Revenue from exports: 70%

count and capability, gives Deepsea Technologies’ UK division a stronger base from which to pursue growth.

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

EIC EICSurvive Survive&&Thrive Thrive2026 2026

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

49 49 67 July2026 2026 Success Success Stories StoriesJuly Success Stories 73 Success Stories

Story Storytype type #service #service&&soluti soluti ons ons(main (maincategory) category) #diversifi #diversifi cati cati on on

deugro deugro Multi Multiplying plyingcapaciti capacitiesestotomaster masterthe therapid rapidenergy energytransiti transition on Kasper KasperHeiselberg Heiselberg Head HeadofofGlobal GlobalWind Wind Renewable RenewableEnergy Energyatatdeugro deugro How Howisisdeugro deugrothriving? thriving? Through Throughstrong stronginvestments investmentsand andthe thestratestrategic gicadaptati adaptati ononofofitsitsGlobal GlobalWind WindRenewable Renewable Energy Energy(GWRE) (GWRE)division, division,deugro deugrohas hasmulti multi -plied plieditsitscapaciti capaciti esesmany manytimes timesover. over.Within Within just justthree threeyears yearsit itsignifi signifi cantly cantlyexpanded expandeditsits expert expertteams, teams,substanti substanti ally allyincreased increasedthe the number numberofofmajor majorglobal globalkey keyaccounts—sucaccounts—successfully cessfullymeeti meeti ngngthe theincreasingly increasinglydiverse diverse requirements requirementsofofclients clientsacross acrossboth bothonshore onshore and andoff off shore shorerenewable renewableenergy energysectors. sectors. Today, Today,a asubstanti substanti alalshare shareofofdeugro’s deugro’sbusibusiness nessisisderived derivedfrom fromoff off shore shoreand andonshore onshore renewable renewableenergy energyprojects, projects,including includinglonglongterm termcontracts contractswith withrenowned renownedglobal globalGWRE GWRE players. players.With Withover overa acentury centuryofofexperience experience ininsuccessfully successfullymanaging managingtraditi traditi onal onalenergy energy projects, projects,the thefamily-owned family-ownedcompany companyhas has firmly firmlyestablished establisheditself itselfininthe therenewable renewableenenergy ergyindustry industryasasa atrusted trustedend-to-end end-to-endlogislogistics ticsservice serviceprovider. provider. The Thechallenge challenge- -For Forover overa acentury, century,deugro deugro has hasoperated operatedasasa aspecialised specialisedproject projectforforwarder, warder,managing managingcomplex complexturnkey turnkeyprojects projects and anddiffi diffi cult-to-transport cult-to-transportcargo cargomovements movements for forthe theenergy energysector sectorthat thatmost mostother otherforforwarders wardersconsider considertoo toodemanding. demanding. Despite Despite this this strong strong foundati foundati on, on, deugro’s deugro’s GWRE GWREteam teamrecognised recognisedthat, that,unti unti l l2023, 2023, revenues revenuesininthe therenewable renewableenergy energysector sectorstisti ll ll off off ered eredsubstanti substanti alalgrowth growthpotenti potenti al—fural—further theramplifi amplifi ededbybyRussia’s Russia’sattatt ack ackononUkraine Ukraine and andthe theresulti resulti ngngaccelerati accelerati ononofofthe theglobal global shift shifttoward towardrenewable renewableenergy. energy. ToTofully fullyunlock unlockthis thispotenti potenti alaland andtotoposiposition tiondeugro deugrowithin withinthe therenewable renewableenergy energy sector—with sector—withallallitsitsdiverse diversesubverti subverti cal—as cal—as one oneofofthe theleading leadingproviders providersofofend-to-end end-to-end logisti logisti cscssoluti soluti ons onsand anda atrusted trustedpartner partnerfor for the thesuccessful successfuldelivery deliveryofofcomplex complexturnkey turnkey projects projectsand andshipments, shipments,the theexisti existi ngngstrategy strategy needed neededtotobebefurther furtherrefi refi ned nedand andadapted. adapted. Meeti Meeti ngnggrowing growingand andincreasingly increasinglydiverse diverse client clientdemands demandsacross acrossthe thevarious varioussectors sectors and andindividual individualcargo—from cargo—fromwind windblades bladesand and tower towersecti secti ons onstotosubsea subseastructures, structures,cables, cables, and and substati substati ons—required ons—required substanti substanti alal in-investments vestmentsininexpanding expandingspecialised specialisedteams teams bybyhiring hiringfurther furtherexperts expertsfor foreach eachsector sectorand and cargo cargotype, type,developing developingfurther furthertailored tailoredserservices, vices,and andimplementi implementi ngnga amore morestructured structured commercial commercialapproach. approach. The Thesoluti soluti onon- -InInNovember November2022, 2022,deugro deugro hired hiredKasper KasperHeiselberg HeiselbergasasHead HeadofofGlobGlobalalWind Windand andRenewable RenewableEnergy. Energy.Heiselberg Heiselberg

brought broughtsharp sharpfocus: focus:a asmall smallnumber numberofoftarget target clients, clients,a aclear clearproduct productstrategy strategyand anda astrucstructure turebuilt builtaround aroundthe thespecifi specifi c cneeds needsofofGWRE GWRE clients clientsand andtheir theirindividual individualsupply supplychains. chains. The Thefirst first18 18months monthswere werespent spententi enti rely relyonon building buildingfoundati foundati ons. ons.Dedicated Dedicatedverti verti cal calleads leads were wereappointed appointedfor forsubsea subseacables, cables,off off shore shore wind windstructures structuresand andonshore onshorewind windand andcacables. bles.Commercial Commercialleads leadsand andsupply supplychain chainspespecialists cialistswere werebrought broughtin.in.Crucially, Crucially,Heiselberg Heiselberg drew drewonontwo twodecades decadesofofindustry industryrelati relati ononships shipstotoidenti identi fyfywhere wherethe thereal realpain painpoints pointslay lay and andwhich whichopportuniti opportuniti eseswere werewithin withinreach. reach. Rather Ratherthan thanspreading spreadingeff eff ort ortthinly thinlyacross acrossthe the market, market,the theteam teamconcentrated concentratedonona ahandful handful ofofwind windOEMs OEMsand andmajor majorsupply supplychain chaincomcompanies panieswhere wheredeugro deugrocould couldmake makeananimmediimmediate ateand anddemonstrable demonstrablediff diff erence. erence.Early Earlywins wins with withthose thoseclients clientsgenerated generatedboth bothrevenue revenue and andcredibility, credibility,creati creati ngngthe theplatf platf orm ormfor forlonlonger-term ger-termproduct productdevelopment. development. What Whatset setdeugro deugroapart apartwas wasitsitswillingness willingnesstoto invest investiningenuinely genuinelybespoke bespokesoluti soluti ons onsrather rather than thanadapti adapti ngngstandard standardlogisti logisti cscsoff off erings. erings. The Theevoluti evoluti ononofofoff off shore shorewind windturbines turbinestoto 15MW 15MWunits unitspresented presenteda acase caseininpoint. point.TurTurbines binesofofthat thatscale scalerequire requireupuptoto10 10separate separate project projectcargo cargomovements movementsper perunit, unit,demanddemanding inga alevel levelofofcoordinati coordinati ononand andspecialisati specialisati onon far farbeyond beyondconventi conventi onal onalfreight freightforwarding. forwarding. Here, Here,deugro deugrodesigned designedintegrated integratedsoluti soluti ons ons totomanage managethis thiscomplexity complexityend-to-end, end-to-end,taktaking ingfull fullcontrol controlofofcomponent componentcoordinati coordinati onon across acrossevery everystage stageofofthe thelogisti logisti cscschain. chain. Moreover, Moreover, deugro deugro developed developed specialised specialised cable cablecarousel carouselsoluti soluti ons onstotoaddress addresssupply supply chain chainconstraints constraintsand andtook tookononoperati operati onal onal management managementofoftwo twoGerman Germanports portstotosupsupport portthe thecountry’s country’srapid rapidonshore onshorewind windexexpansion. pansion.Each Eachiniti initi atiati veverefl refl ected ectedthe thesame same underlying underlyingphilosophy: philosophy:understand understandthe thecliclient’s ent’sproblem problemdeeply, deeply,then thenbuild buildsomething something that thatgenuinely genuinelysolves solvesit.it. That Thatapproach approachwas wasvalidated validatedininearly early2026, 2026, when when deugro deugrowas was awarded awarded a a long-term long-term contract contractbybya aleading leadingglobal globalGWRE GWREplayplayer,er,selecti selecti ngngthe thespecialist specialistforwarder forwarderover over larger largergeneral generalcargo cargologisti logisti cscsproviders providersand and carriers. carriers.The Thedecision decisionrefl refl ected ectedwhat whatdeugro deugro had hadspent spentthree threeyears yearsdemonstrati demonstrati ngng– –that that industry industryspecifi specifi c cproducts, products,agility agilityand anda acliclient-fi ent-fi rstrstmindset mindsetcan canoutweigh outweighscale. scale. Being Beingfamily-owned family-ownedproved proveda ameaningful meaningful enabler, enabler,allowing allowinglonger longerreturn-on-investreturn-on-investment mentcycles cyclesand andfaster fasterdecision-making, decision-making,givgiving ingthe theGWRE GWREdivision divisionthe therunway runwayit itneeded needed totobuild buildproperly, properly,without withoutthe thepressure pressureofof short-term short-termfinancial financialtargets targetsundermining undermininga a long-term long-termstrategy. strategy. For Forthis thisyear yearand andbeyond, beyond,deugro deugrowill willconti conti n-nueuetotostrengthen strengthenitsitspresence presenceand andstanding standing ininthe theEuropean Europeanrenewable renewableenergy energymarket market

Benefi Benefitsts ▸ ▸ Successfully Successfullygrew grewrenewable renewableenergy energy revenues, revenues,capabiliti capabiliti esesand andclient clientbase base ininjust justthree threeyears yearstotobecome becomea atrusted trusted partner partnertotothe therenewable renewableenergy energy industry. industry. ▸ ▸ Secured Secureda alandmark landmarkfour-year four-yearcontract contract with witha aleading leadingglobal globalplayer playerininthe theGWRE GWRE sector sectorand anddelivered deliveredbespoke bespokelogisti logisti cal cal soluti soluti ons, ons,including includingoperati operati onally onally managing managingtwo twoGerman Germanports. ports.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Embrace Embracea anew newmindset mindset——don’t don’tbebeafraid afraid tototake takerisks risksand andwork workhard. hard.Jump Jumpstraight straight into intothe thewater waterand andlearn learnhow howtotoswim. swim.

For Forindustry industry ▸ ▸ Think Thinklong-term long-termononsupplier supplierchoices. choices.SafeSafeguard guardEurope’s Europe’ssupply supplychain chainfrom fromexternal external dominance, dominance,build builda astrong, strong,local localnetwork network you youcan cantrust. trust.

For Forgovernment government ▸ ▸ Encourage Encouragecloser closerEuropean Europeanrelati relati onships, onships, joining joiningforces forcestotore-industrialise re-industrialiseand andsafesafeguard guardagainst againstintense intenseglobal globalcompeti competi tion. tion.

deugro deugroatataaglance: glance: Key Keyproducts productsand andservices: services:project projectfreight freight forwarding. forwarding. Main Mainindustries industriesserved: served: ▸ ▸ Conventi Conventi onal onalpower power ▸ ▸ Off Off shore shorerenewable renewableenergy energy ▸ ▸ Onshore Onshorerenewable renewableenergy energy ▸ ▸ Oil Oiland andgas gas ▸ ▸ Nuclear Nuclearpower power Headquarters: Headquarters:Pfäffi Pfäffi kon, kon,Switzerland Switzerland Year Yearestablished: established:1924 1924 Number Numberofofemployees: employees:+1,660 +1,660

and andwill willfurther furtherinvest investsignifi signifi cantly cantlyininexexpanding pandingthe theexperti experti seseand andcapacity capacityofofitsits GWRE GWREteams. teams.AtAtthe thesame sametime, time,deugro deugrowill will remain remainclosely closelyaligned alignedwith withthe thedynamic dynamicrerenewable newableenergy energymarket markettotodevelop developand anddedeliver liveradditi additi onal onaltailored tailoredsoluti soluti ons, ons,including including batt batt ery erystorage storageand andgreen greenhydrogen. hydrogen. Whether Whethermeasured measuredbybythe thevolume volumeofofsucsuccessfully cessfullydelivered deliveredprojects; projects;their theirsignifi signifi cant cant and andsteadily steadilyincreasing increasingshare shareofofthe thecompacompany’s ny’srevenue; revenue;ororbybythe therapidly rapidlyexpansion expansionofof itsitsexpert expertteams—deugro’s teams—deugro’sRenewables RenewablesDiviDivision sionisisnonolonger longera ayoung youngexperiment. experiment.It Ithas has become becomea asolid solidand andfirmly firmlyestablished establishedpillar pillar ofofthe thebusiness. business.

50 1 68 74

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

July 2026 July 2026 2026 JulyJuly 2026

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

Diverse Resourcing LLC

Benefits

From startup to sustainable growth engine

▸ Generated an additional US$1m in annual revenue by transitioning to a more structured and sustainable business model.

Jamie Marland

▸ Launched a new Maritime division to diversify revenue streams, projecting approximately US$3m in its first year.

CEO at Diverse Resourcing

Key findings For young people

How is Diverse Resourcing LLC thriving? UAE-headquartered specialist workforce solutions provider Diverse Resourcing has evolved from a startup launched during the pandemic into an award-winning structured, multi-vertical workforce solutions business. Over the past year, the company has delivered over US$1m in additional revenue, completed a full shareholder buyout, and launched a new maritime division projected to generate approximately US$3m in its first year. With the target having been sustainable growth, the company is well-positioned for long-term success across its core energy and maritime markets. The challenge - In the past 12 months, Diverse Resourcing has focused on tackling one core challenge: building on its foundations as a high-growth startup in order to become a more structured and strategically positioned business operating across energy and maritime markets. It’s been a phase that’s represented a significant shift from its focus on rapid growth and towards a more controlled and strategic form of scaling that prioritises long-term sustainability. The firm has sought to move beyond its previously opportunistic growth model. While early growth was driven by speed and opportunity, the firm recognised that its longterm viability and success will depend on greater control, structure and diversification. Resultantly, focus has shifted towards revenue quality over volume, stronger financial control and cash flow management, and building deeper, long-term client relationships. Actioning these changes has naturally resulted in a period of both changes that has brought some turbulence to Diverse Resourcing. It has faced several key challenges, including maintaining growth momentum while restructuring ownership, managing cash flow during expansion and continuing to deliver in a highly competitive, talent-constrained market.

The solution - In striving for greater sustainability, Diverse Resourcing’s strategic pivot has centred around several core distinct axes. The completing of the shareholder buyout has been key, for example, with holistic ownership and control of the firm enabling it to action decisions at speed. Leading on from this, the company launched its new maritime division in the UK on 1 January 2026, diversification that aims to reduce its reliance on a single core market and unlock new revenue streams aligned with its existing expertise. For Diverse Resourcing, it’s seen as a long-term, logical play, building on the business’s competencies in a high-growth vertical. Here, an industry leader with 15 years’ experience and strong client relationships has been identified to spearhead the firm’s maritime ambitions, with Diverse Resourcing having already hired two additional experts to further bolster capabilities within its new division. It’s been a significant change in strategy. However, through the completion of the shareholder buyout, launch of the new division and reallocation of focus toward key clients and sectors, the firm is already looking at a more futureproofed strategy. The results to date speak volumes. In the space of just 12 months, the firm has realised an additional US$1m in annual revenue through the existing business. Further, it is now anticipating significant further growth moving forward through its new maritime division, with approximately US$3m in revenue projected for its first year. Already, the company is on track to achieve these targets. Between other promising results spanning everything from increased client retention, a growing proportion of repeat business, new terms of engagement signed with new clients, and stronger overall market positioning as a strategic partner, Diverse Resourcing’s aim to establish more secure and sustainable foundations has been nothing short of a success story.

▸ Be proactive, stay curious and take own-

ership early to build real skills rather than just accumulating experience on paper.

For industry ▸ Shift from chasing revenue to building

a structured, repeatable model by making difficult decisions early and focusing on execution.

For government ▸ Support scaling businesses by improving access to funding and streamlining cross-border compliance to reduce friction.

Diverse Resourcing at a glance: Key products and services: workforce solutions for energy and maritime sectors. Main industries served: ▸ Oil and gas – 90% ▸ Offshore renewable energy – 10% Headquarters: Sharjah, UAE Year established: 2020 Number of employees: 8 Revenue: £2.8m Revenue from exports: 80%

The business is now more resilient, better structured and positioned for long-term growth. However, the firm isn’t finished here. Moving forward, it’s now planning to scale the business further while not only maintaining but expanding upon its skillsets that have served the firm so effectively to date. By its own admission, the firm is seeking to grow at the right pace, at the right time. In sticking to that mantra, Diverse Resourcing will clearly remain a case of watch this space for the coming years.

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

EIC EICSurvive Survive&&Thrive Thrive2026 2026

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DLC DLC

51 51 69 July2026 2026 Success Success Stories StoriesJuly Success Stories 75 Success Stories

Story Storytype type

How HowaaBrazilian Brazilianfamily familybusiness businessrebuilt rebuiltitself itselftotopost postrecord recordgrowth growth Claudio ClaudioRamalho Ramalho Business BusinessDevelopment Development Manager ManageratatDLC DLC

How HowisisDLC DLCthriving? thriving? Set Setupupinin1996 1996bybybrothers brothersLuiz Luizand andDario Dario Caporali, Caporali,DLC DLCbegan beganasasa abus busand andlorry lorrymainmaintenance tenancebusiness businessininSão SãoPaulo Paulobefore beforefinding finding itsitsway wayinto intoBrazil’s Brazil’soiloiland andgas gassector sectorininthe the early early2000s. 2000s.Aft Aft erernear-collapse near-collapseduring duringthe the 2014-17 2014-17oiloilcrisis, crisis,the thecompany companyadopted adopteda a diversifi diversifi cati cati ononstrategy strategythat thathas hastransformed transformed it itinto intoa amulti multi -sector -sectorengine engineservices, services,equipequipment ment distributi distributi onon and and fuel fuel management management business. business.Revenues Revenueshave havegrown grownconsistently consistently for forfive fiveconsecuti consecuti veveyears, years,with withgrowth growthofof 35% 35%inin2024 2024and and50% 50%inin2025, 2025,making makinglast last year yeara arecord recordfor forthe thecompany. company. The Thechallenge challenge- -ByBythe thetime timethe theoiloilprice price collapsed collapsedinin2014, 2014,DLC DLChad hadbuilt builta astrong strong positi positi ononininthe theoiloiland andgas gassector, sector,but butthat that concentrati concentrati ononhad hadbecome becomea avulnerability. vulnerability. Between Between80% 80%and and95% 95%ofofitsitsrevenues revenueswere were tied tiedtotoa asingle singlesector sectorand, and,totoa asignifi signifi cant cant degree, degree,a asingle singlemanufacturer. manufacturer.AsAscontracts contracts were werecancelled cancelledand andoperati operati ons onshalted haltedacross across Brazil’s Brazil’soiloilindustry, industry,the thecompany companywas wasforced forced totocut cutitsitsworkforce workforcefrom fromapproximately approximately100 100 employees employeestotoroughly roughly50. 50.Dario DarioCaporali Caporalihad had died diedinin2010, 2010,leaving leavingLuiz Luiztotonavigate navigatethe the crisis crisisalone. alone.The Thedecision decisionhehemade madeduring during those thosediffi diffi cult cultyears yearswould woulddefi defi nenethe thenext next chapter chapterofofthe thebusiness: business:retain retainthe thetechnical technical team teamatatalmost almostany anycost, cost,because becauseexperti experti sese was wasthe thecompany’s company’sonly onlydurable durableadvantage. advantage. The Thesoluti soluti onon- -The Therecovery recoverybegan beganwith witha a recogniti recogniti ononthat thatDLC DLCcould couldnot notgrow growsussustainably tainablybybydeepening deepeningitsitsdependence dependenceononoiloil and andgas. gas.The Thecompany’s company’score corebusiness businesswas was maintenance, maintenance,spare spareparts partsand andtechnical technicalsupsupport portfor forhigh highand andmedium-speed medium-speedengines, engines, turbochargers turbochargersand anddiesel dieselgenerators generators– –cacapabiliti pabiliti eseswith withclear clearapplicati applicati ons onsbeyond beyondthe the sector sectorthat thathad hadoriginally originallyshaped shapedthem. them. From From2015 2015onwards, onwards,DLC DLCpursued pursueda astrucstructured tureddiversifi diversifi cati cati ononacross acrossmariti mariti me, me,minmining, ing,thermoelectric thermoelectricpower, power,agroforestry agroforestryand and leisure leisure marine, marine, expanding expanding itsits authorised authorised distributor distributorrelati relati onships onshipswith withinternati internati onal onal manufacturers manufacturerstotomatch. match.Partnerships Partnershipswith with companies companiesincluding includingNapier, Napier,IHI IHINiigata, Niigata,PerPerkins, kins,Fueltrax, Fueltrax,Parker, Parker,Atlas AtlasCopco Copcoand andBosch Bosch extended extendedboth boththe theproduct productportf portf olio olioand andthe the range rangeofofmarkets marketsDLC DLCcould couldcredibly crediblyserve. serve. Caterpillar Caterpillar certi certi ficati ficati on, on, achieved achieved through through years yearsofofrigorous rigoroustechnical technicalwork workand andconcon-

firmed firmedthrough throughthe thecerti certi ficati ficati ononofofDLC DLCasasanan AMD AMD(Authorized (AuthorizedMarine MarineDealer) Dealer)bybySotreq Sotreq &&CAT CATinin2007, 2007,became becamea atrue truecommercial commercial passport passportthroughout throughoutthis thisprocess. process.Because Because Caterpillar’s Caterpillar’sapproval approvalprocess processisisextremely extremely demanding, demanding,holding holdingthis thiscerti certi ficati ficati onondemondemonstrated strateda alevel levelofofquality qualitythat thatopened openeddoors doors with withother otherinternati internati onal onalmanufacturers. manufacturers. Bosch, Bosch,for forexample, example,appointed appointedDLC DLCinin2022 2022asas itsitsfirst firstBrazilian Braziliandistributor distributorfor forinjecti injecti ononsystems systems focused focusedononthe theOil Oil&&Gas Gasmarket, market,and andwithin within only onlytwo twoyears yearsofofthe thepartnership, partnership,DLC DLCbecame became one oneofofBosch’s Bosch’sleading leadingdistributors distributorsworldwide worldwide for forthis thissegment. segment.Atlas AtlasCopco Copcofollowed followedthe the same samepath pathinin2024, 2024,adding addingnitrogen nitrogengenerati generati on, on, compressed compressedair, air,diesel dieselgenerators, generators,and andbatt batt ery ery energy energystorage storagesystems systemstotoDLC’s DLC’sportf portf olio. olio. AAsignifi signifi cant cantpart partofofthis thisstrategic strategicpivot pivotwas was the themove movefrom frompure puremaintenance maintenanceservices services towards towardsdata-driven data-drivenoperati operati onal onaleffi effi ciency. ciency. The Thepartnership partnershipwith withFueltrax, Fueltrax,the theUS-based US-based fuel fuelmonitoring monitoringspecialist, specialist,was wasparti parti cularly cularly important. important.Here, Here,DLC DLCbecame becamethe thecerti certi fied fied Brazilian Braziliandistributor distributorfor forFueltrax’s Fueltrax’sremote remote fuel fuel monitoring monitoring system, system, which which transmits transmits consumpti consumpti onondata dataevery every15 15seconds secondsdirectly directly totoclients clientsorortotocontrol controlcentres centresininHouston. Houston. It Ithas hasdelivered deliveredupuptotoa a30% 30%reducti reducti ononinin fuel fuelconsumpti consumpti ononand andisisesti esti mated matedtotohave have avoided avoidedapproximately approximately550m 550mkgkgofofcarbon carbon emissions emissionsacross acrossitsitsdeployments. deployments. Internati Internati onally, onally,DLC DLCidenti identi fied fieda agap gapininhow how oiloilcompanies companiesprocured procuredequipment. equipment.Import Import incenti incenti ves vesmeant meantclients clientsoft oft enensourced sourcedparts parts directly directlyfrom fromabroad abroadeven evenwhen whenDLC DLChad had done donethe thetechnical technicalspecifi specifi cati cati ononwork. work.The The response responsewas wastotoestablish establishDLC DLCInternati Internati onal onal operati operati ons onsininMiami, Miami,Uruguay Uruguayand andPanama, Panama, and andmore morerecently recentlya ajoint jointventure ventureininGuyana, Guyana, operati operati ngngasasReal RealMarine Marineininline linewith withlocal local content contentrequirements. requirements. Internally, Internally,the thetransformati transformati ononhas hasrequired requiredin-investment vestmentininleadership leadershipand andculture. culture.Luiz LuizCapoCaporali’s rali’sview viewisisthat thatbusiness businessisisbuilt builtononpeople people rather ratherthan thantransacti transacti ons. ons.Average Averagestaff stafftenure tenure isisaround around1515years, years,and anda aformal formalmentoring mentoring and andleadership leadershipdevelopment developmentprogramme programmehas has been beenput putininplace placetotosustain sustainthat thatinsti insti tuti tuti onal onal knowledge knowledgeasasthe thecompany companygrows. grows. AllAllofofthis thiswork workisispaying payingoff off . Oil . Oiland andgas gasnow now represents represents65% 65%ofofrevenues, revenues,down downfrom froma a peak peakofof95%, 95%,with withthe thebalance balancespread spreadacross across mariti mariti me, me,mining, mining,power powerand andother othersectors. sectors. The Thecompany companyemploys employsapproximately approximately300 300 people peopleand andisisgrowing. growing.Aft Aft erera adecade decadeofofrerebuilding, building,DLC DLCenters enters2026 2026with witha atarget targetofofatat least least25% 25%further furtherrevenue revenuegrowth, growth,a adeepdeepening eninginternati internati onal onalfootprint footprintand anda aportf portf olio olio that thatwould wouldhave havebeen beenunrecognisable unrecognisabletotothe the business businessthat thatalmost almostdid didnot notsurvive survive2016. 2016.

#diversifi #diversifi cati cati onon(main (maincategory) category)#innovati #innovati onon

Benefi Benefitsts ▸ ▸ Revenues Revenuesgrew grewbyby35% 35%inin2024 2024and and 50% 50%inin2025, 2025,enabling enablingthe thecompany companytoto expand expanditsitsworkforce workforcetotoapproximately approximately 300 300employees. employees. ▸ ▸ Diversifi Diversifi cati cati on onreduced reducedoiloiland andgas gas reliance reliancetoto65%, 65%,while whilenew newtechnology technology cut cutfuel fuelconsumpti consumpti on onbyby30% 30%and and avoided avoided550m 550mkgkgofofcarbon carbonemissions. emissions.

Key Keyfifindings ndings For Foryoung youngpeople people ▸ ▸ Invest Investinineducati educati ononand andpersonal personaldevelopdevelop-

ment, ment,seeking seekingstrong strongmentors mentorsand andmainmaintaining tainingthe thehumility humilitytotolearn learnfrom fromothers. others.

For Forindustry industry ▸ ▸ Embed Embedpeople peopledevelopment developmentinto intoyour yourculcul-

ture turetotoempower empoweremployees employeesand andestablish establish clear cleargovernance governanceand andsuccession successionstructures. structures.

For Forgovernment government ▸ ▸ Accelerate Acceleratetax taxreform reformand andreduce reducebureaucrabureaucra-

cycytotoimprove improveBrazil’s Brazil’sbusiness businessenvironment environment and andboost boostinternati internati onal onalcompeti competi tiveness. tiveness.

DLC DLCatataaglance: glance: Key Keyproducts productsand andservices: services:engines, engines, turbochargers, turbochargers,airaircompressors, compressors,energy energy generators, generators,lighti lighti ngngsystems, systems,nitrogen nitrogen generati generati on, on,batt batt ery erystorage storagesystems, systems,filtrati filtrati onon systems systemsand andfuel fuelmonitoring monitoringsystems. systems. Main Mainindustries industriesserved: served: ▸ ▸ Oil Oiland andgas gas––65% 65% ▸ ▸ Conventi Conventi onal onalpower power––15% 15% ▸ ▸ Others Others(energy) (energy)––10% 10% ▸ ▸ Others Others(non-energy) (non-energy)––10% 10% Headquarters: Headquarters:Rio Riodas dasOstras, Ostras,Brazil Brazil Year Yearestablished: established:1996 1996 Number Numberofofemployees: employees:335 335 Revenue: Revenue:£32.86m £32.86m Revenue Revenuefrom fromexports: exports:15% 15%

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