Inside Energy October 2021

EIC Inside Monthly news for EIC members October 2021

Sector analysis Renovate, renew, repower or remove

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Find out who the 2021 Power Play Awards winners are

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See the latest case studies from EIC members EthosEnergy to Johnson Controls

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Sector analysis Renovate, renew, repower or remove The North Sea is one of the most mature basins for oil and gas in the world. This also means that it has some of the oldest infrastructure installed. If you then compare this with energy produced from onshore wind energy in the UK, the UK is the sixth largest producer of energy globally from onshore wind, with the first onshore wind farm coming into production in 1987. This presents a multitude of opportunities for the supply chain in updating infrastructure.

Repowering is an industry term for wind farms, the equivalent of retrofitting or redevelopment.

The repowering process covers full activity, including dismantling and replacing earlier wind turbines within the wind farm or replacing selected turbines and associated facilities. Repowering can also involve interconnection infrastructure with the power grid. As developments in the industry improve, older and less efficient equipment can be replaced by updated and improved technology. Turbines that have been producing for 20-30 years can be upgraded to produce more energy while being more efficient than its previous model.

When we look at our onshore wind infrastructure, we have over 506 wind farms onshore in the UK. Of these, 27 wind farms (5%) are over 20 years old. Breaking these wind farms down into single turbines, this amounts to over 533 wind turbines made operational in the 1990’s. This can provide significant opportunities for the supply chain for companies working in later life assets. When we look on the other side of the North Sea, Norway’s first turbine was brought online in 2001, meaning they have no farms over 20 years old.

For offshore field infrastructure, platforms can’t be removed and replaced quite as easily as wind turbines, but upgrades to topsides and systems within the structure can be completed. As the switch to greener and cleaner energy is occurring, companies are looking to cut carbon emissions from platforms. Over recent years, there has been a growing trend of retrofitting platforms with emission-reducing or fuel-saving systems in a bid to help lower emissions while meeting sustainability targets as the energy transition gains pace. Maersk Drilling launched its first hybrid, low emission jack-up in May 2019 on the Norwegian Continental Shelf, while Seadrill announced that its West Saturn drillship will be installed with a hydrogen and methanol injection system (along with other upgrades) prior to commencing a long-term campaign offshore Brazil.

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An example of reducing emissions on the continental shelf comes from Equinor, as it plans to electrify its oil and gas operations by replacing fossil-fuel power supply with renewable energy, enabling a reduction in greenhouse gas emissions. The plan involves laying cables from the mainland to the areas where they can replace the gas turbines on platforms. In doing this, it plans to reduce Norway’s emissions on the NCS by 70% which would see Norway’s emissions alone reduced by 10%.

Within our data at the EIC, we have information on 870 platforms installed in the UK North Sea. Of these platforms, 570 structures (65%) are over 20 years old, and 250 structures (28%) are over 30 years old. In Norwegian waters, we have 562 platforms, of which 344 AssetMap installed structures (61%) are over 20 years old, and The EIC’s O&M database 147 structures (26%) are maps all major facili es over 30 years old. Offshore across all energy sectors Netherlands, there are 81 platforms installed, of which 41 structures (50%) are over 20 years old, of which 23 structures (28%) are over 30 years old. In Danish waters, there are 57 platforms, of which 40 structures (70%) are over 20 years old and 26 structures (45%) are over 30 years old.

In summary when we look at the four most active areas of the North Sea together, there are 1,570 platforms in total, of which 995 platforms (63%) are over 20 years old and 446 platforms (28%) are over 30 years old, creating a lot of potential for companies working in later life developments.

All this information above can be found in our operations and maintenance database, EICAssetMap, which holds information on 21,000 operational assets globally across all energy sectors in the UK, Europe and Caspian, Brazil, the Gulf of Mexico, Africa, Australasia, ASEAN and the Middle East. Companies can grow their business by identifying and engaging with key targets in the operator, developer and O&M contractor community. We provide production start dates, as well as included infrastructure to give users as much information as possible to get further insights and gain opportunities for work. All the key contacts at these facilities are also included so you can find out who to do business with and contact them.

For more information, please feel free to contact myself or any of our membership managers.

Thomas Bacon Senior OPEX Analyst thomas.bacon@the-eic.com

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Inside this issue...

With just over four weeks to go until the landmark COP26 conference opens in Glasgow, we are excited to be taking part by bringing you Mark R isley our first in-person events in the UK since the beginning of last year.

We believe that COP26 has huge potential for the future of the decarbonised energy sector, ensuring future investment in clean technologies, but there is also a lot at stake.

The ability to deliver this is dependent upon the right finance being in place.

Through a UK lens, leveraging public and private sector finance ahead of a tight comprehensive spending review and considering the global state of finances as we come out of COVID is going to be difficult, but imperative. The transition, delivering on a viable pipeline of opportunities and allowing organisations to seize opportunities, will take a combined approach.

Only by working together can industry, government, and wider society, ensure that the UK becomes the leader it wishes to be. By doing what it does best – supporting and developing research and innovation in new technologies, we can leverage first-mover status and then export that expertise. In the process encouraging a UK based capability to export and grow, showcasing the lessons learnt and how best to deliver on the climate agenda.

This will allow the UK to lead the way, to lead by example and to help meet its own climate ambitions.

During the opening week of COP26, we are excited to deliver four in-person events (confirmed so far) live from Glasgow, all taking place from Wood House: • Tuesday 2 November – Breakfast in Conversation with Mott MacDonald • Wednesday 3 November – Road to COP26: The Race to Net Zero • Thursday 4 November – The North Sea, an Area in Transition • Friday 5 November – EIC and Robert Gordon University Rising Stars Find out more about the events and book your place on the EIC website.

Inside this issue of Inside Energy, we welcome EIC Senior OPEX Analyst Tom Bacon, who looks at the mature North Sea basin and the opportunities available to renovate, renew, repower or remove existing facilities.

Also featured is ExxonMobil LNG, who highlight its recent Power Play Award winners, all announced at Gastech 2021 in Dubai in September.

Plus – hear from our regional directors on the latest updates in their regions, as well as insight from the latest EIC Survive and Thrive Insight Report.

Mark Risley, Head of Marketing and Communications mark.risley@the-eic.com

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Contents Sector analysis

2

Inside this issue...

3

EIC databases

4

Guest editorial

6

New EIC members

10

Member news

14

Social media round up 19 Forthcoming events

20

International trade

22

UK and Europe news 23 Middle East news

25

Asia Pacific news

26

North America news

28

South America news 29 Survive & Thrive V @TheEICEnergy

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EIC (Energy Industries Council)

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DataStream CANADA

Global opportunities MALAYSIA

Polaris Carbon Capture and Storage

Petronas Floating LNG 3 – PFLNG Tiga

Operator: Shell Canada Ltd Value: US$746m Shell Canada plans to build a new carbon capture and storage facility near Edmonton, Alberta. The project will be developed in phases, with the first phase aiming to capture and store up to 750,000 tons of carbon annually.

Commercial operations to start in 2025.

Operator: Petronas Value: US$2bn Petronas has issued a front-end engineering design (FEED) tender for the third FLNG plant. The bids were due in August 2021. The FEED study for the project is expected to kick off before the end of 2021.

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Shenandoah Oil Field Operator: Beacon Offshore Value: US$2.7bn Hyundai Heavy Industries has been awarded the contract to undertake the design, procurement, construction and delivery of a semisubmersible FPS and its installation for the project. The construction is expected to start during Q3 2022.

For more information on these and the 10,000 other current and future projects we are tracking please visit EICDataStream

GREECE

Onshore Wind Farm Vissima Operator: Vendavel Energy SA Value: US$35m Development of a 40MW onshore wind farm in Macedonia, northern Greece. Siemens Gamesa has signed a contract to supply eight SG 5.0-145 turbines. The contract also includes a 20 year turbine servicing agreement. Commissioning is scheduled for Q4 2022.

HONG KONG

Offshore Wind Farm Hong Kong Southeastern Waters Operator: CLP Group Value: US$500m CLP Power has appointed Ramboll as the technical engineer and advisor for the pre-development phase of its offshore wind farm. CLP Power has started the preliminary collection of environmental data for the project as part of the ongoing feasibility study.

UAE

Helios Green Ammonia Production Plant Operator: Helios Industry Value: US$1bn Helios Industry has appointed Thyssenkrupp Industrial Solutions to undertake technical studies for the ammonia plant. The facility will use solar to electrolyse water into hydrogen and oxygen molecules.

Peak capacity of the plant is estimated at 40,000 tonnes of green hydrogen.

SupplyMap The only database of UK supply chain companies across all energy sectors Need ayour demonstration of EICDataStream, EICAssetMap, EICSupplyMap? Get in touch Share news and views...

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AssetMap

EICAssetMap

EMEA Join us

Asset-tracking database with 14,000 operational assets for energy O&M opportunities in EMEA EICAssetMap maps all key energy assets in all energy sectors across the EMEA region in the latest membership offering from the Energy Industries Council (EIC).

EICAssetMap, the EIC’s asset-tracking database for all energy sectors, is now available as a new and powerful membership category for the entire EMEA region including 14,000 assets from over 100 countries.

Companies can grow their business by identifying and engaging with key targets in the operator, developer and O&M contractor communities in Africa, ASEAN, Australasia, Brazil, EMEA, Europe and CIS, GCC, Gulf of Mexico and UK with this fully interactive map-based database.

key energy markets around the world in all energy sectors to find new O&M business opportunities Search for operational assets in

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EIC guest editorial

ExxonMobil LNG announces 2021 Power Play Awards winners Four remarkable professionals recognised across four categories that celebrate advances in diversity and inclusion and accomplishments in the LNG value chain

The ExxonMobil LNG Power Play initiative began in 2016 as a way to shine a light on women in the LNG industry, bringing them together to collaborate, innovate and do business to further enhance our communities and our energy future. The success of the initiative travelled across the globe, and eventually evolved to include an awards programme to further promote inclusion and diversity and recognise remarkable professionals across the industry.

Through this experience, the Power Play movement has become more important than ever before, as it has helped carry professionals through challenging times. In fact, as new challenges emerge in our world, the LNG industry needs everyone around the table, working together toward common goals. In this light, continuing to champion diversity and inclusion in our industry isn’t simply the right thing to do – it’s what needs to be done.

By all accounts, the inaugural Power Play Awards programme in 2019 was a tremendous success, and by early 2020, the Power Play movement was flourishing and making impacts on a global scale.

This notion has driven the ExxonMobil and the Power Play network to persevere and stay committed to showcasing remarkable professionals, even through virtual networking events and awards ceremonies, despite not being able to meet face-to-face.

Take it from Rosemary Garcia, commercial manager at ExxonMobil, when she said: “Starting as a young engineer, I was expecting to encounter the standard gender gap that many people believe is typical.

Coming into this network...has shown me how far we’ve moved towards a reputation for inclusion and diversity that we can be proud of. [Power Play] is critical for enabling those powerful networking opportunities where we can discuss real business, and allowing those in the beginning of their careers, such as myself, to see brilliant examples of successful women with positive energy in the industry and grow to become them as well.”

However, 2020 suddenly became an unprecedented and challenging year, not just for the Power Play movement, but for the world. We all faced unexpected hardship, new working conditions and separation from friends, co-workers and colleagues, reminding us all that powerful communities are powered by people, purpose and very human connections.

Furthermore, with the objective to continue to highlight those in the industry, the Power Play Awards has redefined the importance of recognition, support and empowerment, especially for newcomers and smaller players, through the announcement of the 2021 winners.

Those highlighted by this year’s Power Play Awards are truly inspiring women; each with a unique story but all sharing the same resilience and determination. This year has tested us all in one way or another, and these women didn’t just push through it, they thrived.

The 2021 Power Play Awards programme is divided into four categories: The Rising Star Award, The Ambassador Award, The Pioneer Award and The Conqueror Award. This year’s winners exemplify the sought-after characteristics for their chosen award category.

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The winners by category are: • The Rising Star – presented to an outstanding female professional, age 35 or younger: o Dr Tolulope Ijitona, Instrumentation Engineer at Nigeria LNG Limited, Nigeria.

• The Ambassador – given to a professional who displays positive energy and collaborative leadership while inspiring those around them: o Candace Jimerson, Senior Director of Commercial LNG Operations at Golden Pass LNG, United States.

• The Pioneer – awarded to a professional who has delivered outstanding business results or innovation and technology leadership: o Sandra Antonovic,

Chief Operating Officer at Reflex Marine Ltd, United Kingdom.

• The Conqueror – recognises a female professional who has overcome challenges in

the workplace, particularly in light of the 2020 pandemic: o Hilary Ware,

Senior Vice President and Chief Human Resources Officer at Cheniere, United States.

The winners were recognised during an in-person and virtual ceremony during Gastech 2021 in Dubai, United Arab Emirates.

This year’s Power Play Awards received submissions from individuals representing more than 139 companies from across 36 countries. The winners were then selected through a two-part process.

EIC guest editorial

Nominations were assessed by an impartial panel of 12 international experts from across the LNG value chain. This included last year’s award winners: Jill Evanko, Chart Industries; Mervin Azeta, Schlumberger and Tolulope Longe, Nigeria LNG. The panel was also joined by: Dena E Wiggins, Natural Gas Supply Association; Elizabeth Vazquez, WeConnect; Frederic Barnaud, Pavilion; Martin Houston, Tellurian; Natalia Camba, National Petroleum Institute; Ohoud Al-Baker, Qatar Petroleum; Stuart Broadley, Energy Industries Council; Tebogo More, Avon Peaking Power Pty Ltd and Yao Li, SIA Energy.

Each one of them serve as important role models that will inform and contribute to the success of others and our industry for many years to come.

Learn more about the 2021 Power Play Awards and meet the winners at https://www.ExxonMobilLNG.com/ Power-Play/Power-Play-Awards

Congratulations to the 2021 Power Play Award winners and finalists, and thank you to the judges, community voters and supporters for helping recognise the advances of the LNG industry.

Disclaimer – Nothing in this material is intended to override the corporate separateness of local entities. Terms such as ‘we’, ‘our’, ‘ExxonMobil LNG Market Development, Inc’ or ‘ExxonMobil’ are used for convenience, and may include any one or more of Exxon Mobil Corporation or any affiliates they directly or indirectly steward. ExxonMobil, the ExxonMobil Logo, the Interlocking ‘X’ Device, and all other product names used herein are trademarks of ExxonMobil unless indicated otherwise.

It is ExxonMobil LNG’s honour to recognise the leadership and accomplishments of this year’s finalists and winners.

Any EIC members who wish to be profiled in this section please contact Mark Risley mark.risley@the-eic.com

Thanks to the collective efforts, leadership and brainpower that goes into each Power Play Awards, the LNG community is growing into their future together, stronger than ever.

© Copyright 2003-2021 Exxon Mobil Corporation. All Rights Reserved.

“It has been a fascinating experience [to be a 2021 judge] as I have been extremely inspired by the strengths, faith, resilience and vision of many candidates, and learned so much from them,” Yao Li, Founder and CEO, SIA Energy said. “Thank you [Power Play] for giving me this wonderful opportunity.”

In addition to the panel-based judging process, members of the LNG community had the opportunity to vote for one finalist per category during a period of online community voting, resulting in over 17,800 total votes. Community votes accounted for a portion of the finalists’ overall scores. The individuals with the highest combined scores were selected as the winners.

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SPEEDY NETWORKING EIC MEMBERS Are you missing your fellow EIC members?

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compliance with theits latest requirements of BS EN / IEC 60079-14,17 international The EIC is delighted to offer members the matches and relevantextensions standards and regulations. exclusive chance to network with each other on screen. We willInspection also be inviting special| Repair | Consultancy | CompEx Training | Design | Installation guests to join from the operator and contractor community so don’t miss these Photobooth Easily share fantastic opportunities! socials

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As these will take place every Friday, check the calendar for the next available session.

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Sarah Gilley - Head of Sales & Strategy +44 (0) 7595 082 162 - sarah.gilley@the-eic.com

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What lies ahead EIC APAC Energy Spotlight on technology for the Asia Pacific

Conversations 2021

energy sector www.glacierenergy.com and preparing for a clean energy future

Glacier Energy Services

APAC ENERGY CONVERSATIONS GLACIER ENERGY LAUNCHES HEAT EXCHANGER DIGITAL MONITORING SOLUTION

26-27 OCTOBER 2021

Glacier Energy, a leading international provider of specialist products, services and engineering solutions for energy infrastructure, has developed a new predictive maintenance tool for monitoring heat exchanger performance.

Led by Glacier Energy’s UK heat transfer team, HTX Digital uses existing data, combined with predictive analytics, to trend and predict the future performance and degradation of heat exchangers leading to smarter decision-making, and more effective maintenance scheduling.

This allows operators, who are under continued pressure to optimise the performance of their critical assets, to maximise productivity and reduce maintenance downtime.

Andy Scott, Director of Glacier Energy’s Heat Transfer division, said: “We are delighted to launch HTX Digital which reinforces the strength of our thermal mechanical capabilities and our market-leading status in the heat transfer field.

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Supporting partners

“HTX Digital has been designed by our in-house experts with a deep understanding of the complexities of heat transfer equipment and built by data scientists to solve common failures and maintenance challenges.

“Using specially designed analytics and algorithms, our subject matter experts can interpret heat exchanger data into meaningful insights that can be acted on in real time, or predicted, to maintain and improve operational stability. Glacier Energy is a proactive participant in the energy transition, and through the launch of HTX Digital, we are supporting the sustainability of our industry by helping our customers to achieve cleaner and more efficient energy production.”

Lost production in the UKCS due to heat transfer equipment failures is estimated to be around £600m per annum. HTX Digital has the potential to reduce maintenance costs and unplanned downtime by up Now in its fourth year, the EIC’s bi-annual flagship to 30%. Furthermore, it can measure and monitor the networking conference is one of our major events carbon footprint of heat exchangers to help reduce CO2 in the region with an expected 300 delegates from intensity and emissions from operations.

EIC APAC Energy Conversations 2021

around the world, governments, Glacier Energy’s heatincluding transfer team is moving tooperators, a larger major and other players. design contractors and manufacturing facilityindustry to support the company’s future growth and meet the demand for its services across

The speaker line-up includes over 25 influential the offshore, onshore and alternative energy sectors. stakeholders and thought leaders from across the Asia Pacific region thatofhave beenand invited to speak on Any EIC members who wish to be profiled in this section please contact Mark Risley, Head Marketing Communications: mark.risley@the-eic.com various topics related to the key theme of the event.

Get in touch To be profiled in this section please contact Email mark.risley@the-eic.com

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New EIC members NEW ASEAN MEMBER

Acenergy Engineering Sdn Bhd 79-2, Jalan PJU 1A/41B Ara Damansara 47301 Petaling Jaya Selangor Malaysia The Nominated Representative is Mr Muhamad Yazeed bin Roslan, CEO Telephone +03 794 0897 Email yazeedroslan@acenergy.com.my Acenergy Engineering Sdn Bhd is a multidisciplinary engineering service provider focusing on mechanical fabrication, installation and repair services (pipe work, pressure vessel, mechanical equipment) and specialised underwater inspection and maintenance.

NEW GLOBAL EUROPEAN MEMBER

Borusan Mannesmann Meclis-i Mebusan Cd No 37 34427 Beyoğlu/İstanbul Turkey The Nominated Representative is Mr Erkan İnanç, Commercial Director Telephone +90 212 393 58 00 Email erkani@borusan.com

NEW RENEWABLES MEMBER

British Engineering Services Ltd Unit 718, Eddington Way Birchwood Warrington WA3 6BA The Nominated Representative is Mr Craig Morris, Head of PCSM Sales Telephone +44 (0)345 712 5842 Email craig.morris@briteng.co.uk

Web www.borusanmannesmann.com/en

Web www. britishengineeringservices.co.uk

The first industrial enterprise of one of Turkey’s foremost business conglomerates, the Borusan Group, Borusan Mannesmann marked its 60th anniversary in 2018. Having operated with a global vision since its inception, the company merged its operations with Europe’s leading steel and technology firm Salzgitter Mannesmann GmbH in 1998.

British Engineering Services Group’s mission is to help make sure customers leave nothing to chance. For over 160 years, its highly skilled engineer surveyors and engineering consultants have inspected, tested and reported on industrial machinery in order to keep people from harm’s way and that will never change.

Today, Borusan Mannesmann continues its operations as a global brand with more than 1,900 employees offering more than 4,000 product varieties. Its seven facilities across three continents and high sales volume have placed it on the map as a leading manufacturer in Europe and the world in the steel pipe industry.

Having been ranked among Turkey’s top 100 industrial enterprises for 50 years, Borusan Mannesmann goes beyond merely manufacturing pipes with its thousands of products, reliable service, quality and the trails it has blazed in Turkey and the world.

The company believes that there should never be a compromise with safety. It provides the most thorough testing, inspection, certification and condition based maintenance services for its customers, helping keep people safe and their machinery operational and legally compliant.

Simple.

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EIC 2021

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RECOG C A PA B S T R AT AND RE ACRO ENERGY

T H U R S D AY 2 D

New EIC members

NEW GLOBAL MEMBER

NEW BRAZIL MEMBER

NEW BRAZIL MEMBER

Charlton Morris

CHESS Engenharia

34 Boar Lane Leeds LS1 5DA UK

Avenida Embaixador Abelardo Bueno, 3.180, GR 309 Barra da Tijuca 22.775-040 Rio de Janeiro, Brazil

CRAS Agroindustria Ltda

The Nominated Representative is Ms Omari Gordon, Recruitment Manager – Industrial Telephone +44 (0)113 345 2266 Email omari.gordon@charltonmorris.com Web www.charltonmorris.com Charlton Morris is a global manpower provider, with a division dedicated to the industrial sector. It has teams of specialists supporting the energy industry, who operate in both the permanent and contract recruitment markets providing bespoke solutions for clients.

Charlton Morris’ motto is ‘searching together to find the future’. That’s because the fastest way to find solutions is to work together. That’s why the company’s specialist consultants work with clients and candidates to provide a bespoke recruitment service that mirrors their individual objectives.

GNISING BILITIES TEGIES SILIENCE OSS THE Y SECTOR

DECEMBER 2021 Sign up for the EICOnline newsletter

The Nominated Representative is Ms Vanessa Ribeiro, Head of Business Development Telephone +55 (21) 2220 6237 Email vanessa.ribeiro@chess.eng.br Web https://chessengenharia.com.br/ CHESS was founded in 2018 to provide oil and gas market engineering solutions. The founders of CHESS have more than 15 years of experience in the market.

CHESS is an integrator that offers customised solutions to the market according to the customer’s needs. It combines practices in commercial representation, services and design. With its partner companies, CHESS imports technology to meet the challenges of the oil and gas market.

CHESS has experience in machining, boilermaking, synthesising and injection. It builds prototypes, products, metal parts and various materials. In addition, it provides maintenance and recovery services for equipment such as valves, actuators, pumps, compressors and application equipment in the oil and gas area in general. It also does installation and industrial assembly (commissioning and decommissioning).

Estrada Uniaoe Industria Ed Tangara No 9153 Sala 213 Itaipava Petropolis 25.730-736, Brazil The Nominated Representative is Ms Nathália Gallucci, COMEX Analyst Telephone +55 (24) 2249 5630 Email nathalia.gallucci@ crasbrasil.com.br Web www.crasbrasil.com.br With a diverse portfolio of products through partnerships with renowned companies in the market, CRAS Energy sells cable glands, adapters, reducers and accessories for installation in industrial environments and classified areas of the CMP Products brand. CMP Products is internationally known for its high standard of quality.

In addition to CMP Products, CRAS Energy also distributes Abtech products, selling junction boxes suitable for the rigours of onshore and offshore operations.

CRAS Energy combines its experience in the logistics area with the quality of EIC members Abtech and CMP Products.

CRAS Energy is a business unit of the CRAS Brazil group.

CHESS represents EuropCorr, ScanWell and XSENS in Brazil.

CHESS’ goal is to solve market challenges while being a reference company for integrity and measurement solutions.

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New EIC members

NEW PRIMARY APAC MEMBER

NEW PRIMARY MEMBER

NEW ASEAN MEMBER

K2 Oilfield Services Pte Ltd

K Home International Ltd

RB Spectra Sdn Bhd

28D Penjuru Close Unit 01-04 Singapore 609132

Ingram House Allensway Thornaby Stockton-on-Tees Cleveland TS17 9HA

Unit A-11-3, Megan Ave 1, No 189 Jalan Tun Razak 50400 Kuala Lumpur Malaysia

The Nominated Representative is Mr Derek Burr, Director

The Nominated Representative is Mr Andrew Home, CEO

Telephone +65 6259 3627

Telephone +44 (0)1642 765 421

Email derek.burr@k2oilfield.com

Email andrew.home@khomeint.com

Email mozaki.ibrahim@rbsgroup.my

Web www.k2energygroup.com

Web www.khomeint.com

Web www.rbsgroup.my

K2 Energy Group is an inspection, repair and maintenance provider to the energy industry. Its expertise and creative solutions assist customers in effectively managing their assets through the ongoing energy transition. K2’s service lines cover oil and gas as well as renewables. It prides itself in providing a world class service to the highest industry standards.

K Home International Limited is an internationally experienced multidiscipline engineering design and project/construction management consultant with an established track record of providing engineering solutions across a wide spectrum of industrial sectors.

RB Spectra (RBS) was established in 1998, focusing on providing services to the oil and gas industry. RBS’ main businesses are providing vibration monitoring systems for machinery (exclusive channel partner with Bently Nevada), electrical and instrumentation, temporary living quarters (A60 DNV certified cabin), providing intrinsically safe isolators (partner with GMI International), Nexus control system and ReuterStokes flame detector (partner with Baker Hughes).

K2 Energy Group recognises that the energy transition is vital for the planet and is therefore at the heart of its strategic thinking. Its vision is to support customers and the wider community to achieve a carbon neutral future for the next generation.

Industries served include chemical, petrochemical, energy and nuclear, metals and minerals and oil and gas. Founded by Ken Home OBE, the company is still family owned and is now in its fifth decade of delivering successful projects and enjoying a high proportion of repeat business from satisfied clients.

The Nominated Representative is Mr Mohd Zaki Ibrahim, Sales and Service Manager Telephone +03 2161 0425

RB Spectra operates mainly in Kerteh Terengganu. In 2011, RBS established its corporate office in Kuala Lumpur as well as a new branch office in Miri, Sarawak.

RBS has also established a new branch office in Johor to focus on RAPID Pengerang.

RB Spectra was formally known as Ram-Bytes Sdn Bhd.

5 October 2021

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QATAR

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New EIC members

NEW BRAZIL MEMBER

NEW UK EICAM MEMBER

NEW PRIMARY APAC MEMBER

Serviços Subsea Especializado do Brasil Ltda

ThinJack Ltd

United Systems and Projects (India) Pvt Ltd

Rua Adonias Lucas Martins, 52 Granja dos Cavaleiros Macaé 27933-382 Brazil

Unit 6, Westhill Business Centre Arnhall Business Park Westhill Aberdeenshire AB32 6UF

2nd floor, EMR Complex Kompally, Hyderabad Telengana 500100 India

The Nominated Representative is Ms Fiona Chambers, Business Development Team Lead

The Nominated Representative is Mr Vijay Kumar D, VP Marketing

Telephone +44 (0)1224 470 290

Telephone +91 4027 165516

Email fionachambers@thinjack.info

Email vijay@unitedsystems.in

Web www.groupsse.com

Web www.thinjack.co.uk

Web www.unitedsystems.in

Present in the petroleum industry since 2009, SSE is a competent and serious service company, focused on the maintenance of well control equipment, drilling equipment, instrumentation and the hose integrity markets.

Formed in 2005, ThinJack Ltd supplies niche oil and gas well services and products worldwide.

Its separation service delivers extreme force, primarily needed for XMT, bonnet and tree cap flange removals and separation.

United Systems is driven by stratagems of experienced connoisseurs in the field of industrial project execution from concept to commissioning.

SSE provides sustainable solutions to its customers with the focus on increasing safety, efficiency and reliability of their operations.

ThinJack’s methods require less than a 2mm gap for separation – far less than conventional means.

ThinJack Ltd also designs and manufactures within the UK.

The Nominated Representative is Mr Barrie Lloyd-Jones, Director Telephone +55 (22) 2765 7450 Email barrie@groupsse.com

SSE prioritises quality as the path to achieve this and it dedicates its efforts to offer a competent and conscientious team to achieve the expected results. As a consequence of its strategy, ethics and the satisfaction of its customers, SSE is at the forefront of the Latin American market for the future.

HoleGuard is a temporary wellbore fitting providing dropped object protection to your wellbore, hangers and the flange sealing face. The technology used in the company’s products and services is engineered and designed by its experienced team of ThinJack technicians.

It is an established engineering, procurement and construction (EPC) company in the fields of power, oil and other process industries. The company specialises in various turnkey packages and has earned a reputation as industry experts through its unrelenting commitment and exemplary project executions.

APAC ENERGY CONVERSATIONS

26-27 OCTOBER 2021

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Member news Addleshaw Goddard becomes founding member in greener litigation practices Addleshaw Goddard has committed to taking steps to reduce the environmental impact of its dispute resolution practice by becoming a founding signatory of the Greener Litigation Pledge (GLP).

The Greener Litigation Pledge invites legal professionals in England and Wales to take active steps to reduce the environmental impact of their dispute resolution services, including through limiting the production of printed documents and engaging with courts to support changes to rules, procedures and practices.

The GLP is a key part of Addleshaw Goddard’s wider sustainability drive and initiatives, which also includes membership of The Chancery Lane Project, a collaborative effort of lawyers from around the world to develop new contracts and model laws to help fight climate change.

The Pledge calls for members to recognise the importance of restricting global warming to 1.5°C, as identified by the 2015 Paris Agreement, and commit to taking active steps to reducing their carbon footprint in the context of ‘promoting the highest standards of justice and client service’.

So far eight solicitors’ firms, barristers’ chambers and other dispute resolution professionals have actively signed up to the commitments listed within the pledge, including Mishcon De Reya, Freshfields Bruckhaus Deringer, HFW and Simmons & Simmons.

Airswift and Competentia merge to create technical workforce solutions provider

Airswift, the global workforce solutions provider, and Competentia, the global recruiting and workforce management specialist, have merged to form one of the world’s foremost workforce solutions providers serving the energy, process, infrastructure, mining and technology industries.

The combined entity, which retains the Airswift name, will offer clients a global service and an unrivalled candidate database, giving them access to the top technical talent in the Americas, Asia Pacific, Europe and Africa.

We see this as an opportunity to create the world’s most forward-thinking workforce solutions provider.

Jayden Wallis, Chief Marketing Officer and SVP of ASPAC

Airswift chief executive, Janette Marx, will be CEO of the merged entity and Competentia Group CEO, Jayden Wallis, will play a key role on the executive team as chief marketing officer and SVP of ASPAC. Kyle McClure will become CFO of the combined company.

As a result of the merger, midmarket and blue-chip companies will gain access to a broader range of truly integrated services. Talent acquisition, professional search, international contractor management, global employment outsourcing and consultancy are just a few of the workforce solutions on offer.

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For more information: www.addleshawgoddard.com

For more information:

www.airswift.com www.competentia.com

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Amarinth wins order for 14 vertical pumps from ISCCO for ADNOC Ruwais refinery Amarinth, a world-leading, net-zero designer and manufacturer of low lifecycle cost centrifugal pumps and associated equipment for offshore and onshore oil and gas industries; nuclear and renewable energy generation; desalination, process and industrial markets, has secured an order with its agent NAMA for 14 API 610 VS4 vertical pumps from ISCCO for the ADNOC Ruwais Refinery East, United Arab Emirates.

The Ruwais refinery in the United Arab Emirates is owned

by ADNOC and has undergone significant expansion since being commissioned in 1981. The most recent project will add a further 600,000 barrels/day capacity to the existing 837,000 barrels/day. Ruwais is expected to be the world’s biggest refining and petrochemicals complex on completion of the proposed expansion in 2025.

The 14 API 610 11th edition VS4 vertical pumps with Plan 53B seal support systems and top-up trolleys will be installed at the Ruwais East Refinery for closed drain duties, condensate and oil transfer.

The pumps were required on an aggressive deadline of 36 weeks, however Amarinth and NAMA went one step further and working closely with ISCCO and ADNOC agreed a split schedule so that seven of the pumps will be delivered ahead of schedule. Amarinth will also provide onsite support during installation of the pumps from its engineering commissioning team.

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For more information: www.amarinth.com

© Amarinth

Member news

Crondall Energy announces GHG emissions reductions for new Pilot field plan

Orcadian Energy, the licence holder of the Pilot oil field on the UKCS, has been working with offshore engineering specialist Crondall Energy to investigate ways to reduce the greenhouse gas emissions (GHG) expected as part of Pilot’s future development.

Amarinth API 610 VS4 vertical pump undergoing final test before delivery to ISCCO for installation at the ADNOC Ruwais Refinery East, UAE

Ashtead Technology enters into global partnership with Hydromea International subsea equipment solutions specialist Ashtead Technology has entered into a global rental partnership with Switzerland-based Hydromea, the innovative subsea wireless access provider.

Under the deal, Ashtead Technology will actively promote and use Hydromea’s LUMA™ high-speed through-water wireless optical modems as an integral part of its AMS+ and DMS (Autonomous & Deflection Monitoring Systems) for the global subsea construction market.

Hydromea will benefit from Ashtead Technology’s extensive sales and distribution network including facilities in Aberdeen, Abu Dhabi, Halifax, Houston and Singapore.

Hydromea is pioneering scalable wireless subsea access with its high-speed underwater communication devices under the LUMA™ brand.

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The LUMA™ products are the smallest, lightest, lowest power consuming optical modems that provide high-speed and highbandwidth wireless communication at depths of up to 6,000 metres with remarkably low latency.

Founded in 2014, Hydromea focuses on the development of affordable, autonomous, and miniaturised devices that can be used at any ocean depth for unprecedented data access.

Established in 1985, Ashtead Technology has grown organically and through strategic acquisition to become a leading provider of equipment rental solutions, advanced underwater technologies, and support services to the global energy sector.

The company employs more than 200 people and services its customers from nine facilities located in key offshore energy hubs including Aberdeen, Abu Dhabi, Broussard, Halifax, Houma, Houston, Inverurie, London and Singapore.

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For more information: www.ashtead-technology.com

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The Oil and Gas Authority has indicated that new UK oil and gas developments will need to demonstrate significant reductions in GHG emissions when compared to current overall basin level emissions and has targeted a 50% reduction across the basin by 2030 and a 90% reduction by 2040.

Orcadian wanted to explore what further reductions would be required in order to meet the longer-term objectives of the OGA. Orcadian engaged Crondall to first benchmark GHG emissions using Crondall’s in-house GHG assessment tool, and then to investigate ways to further reduce the Scope 1 carbon dioxide (direct emissions) and Scope 2 carbon dioxide (from imported electrical power) emissions from the Pilot development concept, by making changes to the proposed processing and utility systems.

By implementing a number of interrelated initiatives around process heat management and power generation, Crondall was able to identify the opportunity to reduce GHG emissions by close to 50% when compared to the original field development concept – by utilising existing, field proven technology. Furthermore, Crondall was able to identify a roadmap of future technology and electrification opportunities that could deliver the reductions in GHG required by 2040.

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For more information: www.crondall-energy.com

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Member news

EnerMech appoints Steve Swanson to lead growth in Africa

Steve Swanson has been appointed as head of cranes and lifting for EnerMech in Africa to support the business’ continued growth following a significant number of project wins in the last six months.

Mr Swanson brings more than 40 years’ experience in crane maintenance and operations and has held several senior roles including executive director – Africa and regional operations director within the sector. With an expansive local network, he has worked closely with government bodies and has a strong track record of executing multi-million pound contracts with a key focus on service delivery and high HSEQ standards.

As we accelerate our growth across Africa, the business is perfectly placed to leverage Steve’s knowledge and experience to drive our cranes and lifting services in the country.

Ross McHardy, Regional Director of Europe and Africa, EnerMech

Mr Swanson will play a key role in the business’ new training and competency solution service in Luanda. EnerMech has been active in Africa for more than 10 years, delivering complex installation, operation, maintenance, engineering and inspection services across onshore and offshore assets. The company’s experienced personnel in the region also deliver vital offshore deck services including crane maintenance, crane operations and supply vessel operations.

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For more information: www.enermech.com

Leap29 awarded AUG license in Germany

After years of growth in Germany, Leap29 has been awarded an official German AUG license.

Leap29 has been operating in Germany since 2005 and has developed strong relationships with key clients in the region, which it hopes to support further through its newly registered AUG license.

An AUG license, also known as Arbeitnehmerüberlassungsgesetz, which translates to Temporary Employment Act, is an employment license which ensures contractors in Germany are fully compliant according to German employment law and tax system.

Leap29 was awarded the license through its office in the Netherlands, Leap29 Nederland BV, and is one of the very few businesses to obtain an AUG license outside of Germany.

This means, unlike many recruitment and PEO businesses, it can offer extremely competitive employment support in Germany.

Germany has a strong, dynamic economy, perfectly located in the centre of Europe. It is known for its highly skilled workers across the automotive, engineering and service industries, which are all dominant industries within the economy.

However, despite the wealth of opportunity, complicated employment laws can often be a put off for foreign businesses.

This is where Leap29’s German employment support comes in.

Through Leap29’s PEO services it can support your expansion into Germany without you needing to establish a legal entity. The company supports you through the management of your German contractors and employees, including employment contracts, taxes, benefits, insurance, visas and payroll.

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For more information: www.leap29.com

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Quanta signs partnership agreement with OPRA Turbines

Quanta, headquartered in Newcastle, UK and with an office in Aberdeen, will become an official reseller for OPRA Turbines in the North Sea region for the offshore oil and gas segment. With extensive experience in the energy industry as an EPC contractor, Quanta is a strong partner for OPRA to work in the offshore segment and offers total solutions to its clients.

Quanta believes this advanced turbine technology will be an invaluable asset and a major player in reducing emissions and a contributor to achieving net zero. As a strong supporter of the energy transition roadmap, Quanta is keen to drive this partnership and provide clean gas energy solutions to the market.

Nick Oates, CEO, Quanta EPC

With this partnership, OPRA Turbines further strengthens its support for North Sea operators in the achievement of their sustainable production and netzero emission ambitions. Reduction of NOx, methane or CO2, and reducing flaring or venting are fields of action today.

Quanta turnkey engineering capabilities and extensive knowledge will benefit their joint customers with expert support from project development through to aftermarket services. Quanta is looking forward to a successful working partnership.

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For more information: www.quanta-epc.co.uk

Photo courtesy of UPM-Kymmene

Member news

An example of a biorefinery similar to the one UPM-Kymmene is building in Leuna, Germany

Siemens Energy to electrify first-of-itskind biorefinery in Germany The Finnish company UPMKymmene has selected Siemens Energy to supply electrification, automation and digitalisation (EAD) packages for a next-generation biorefinery currently under construction in Leuna, Germany.

The biorefinery will be the first industrial-scale facility of its type ever built. It will apply novel process innovations to sustainably convert 100% wood into bio-based monoethylene glycol (MEG), monopropylene glycol (MPG) as well as renewable functional fillers (RFF). Both MEG, MPG as well as functional fillers have traditionally been produced using fossil-based raw materials.

UPM will provide alternatives to considerably reduce the CO2 footprint of end-products such as PET bottles, packaging materials, textiles or rubber products used in various automotive applications.

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Siemens Energy’s scope of supply for the project includes: • Electrification: mill-wide mediumand low-voltage power distribution system and drive system (motor control centre, variable speed drives, motors).

• Automation: Distributed control system (DCS) for multiple process areas and remote I/O cubicles (total of 9,000 process objects), including safety and ATEX functions for explosive atmospheres.

• Digitalisation: Complete digital twin for the entire plant, covering the mill’s whole life cycle – from integrated engineering to operation.

The Leuna Biorefinery will be a big step for UPM to expand its business into wood-based biomolecular products and solutions.

Siemens Energy will provide the entire electrification, automation and digitalisation (EAD) solution as well as deliver a complete digital twin.

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For more information: www.siemens.co.uk

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Pipeline specialist STATS Group bolsters Qatar base Qatar, with the world’s third largest reserves of natural gas, is a strategically important market for pipeline specialist STATS Group.

STATS provides pressurised pipeline isolation, hot tapping and plugging services to the global oil, gas and petrochemical industries, and has had a presence in Qatar since 2011, with an operational base strategically located in Doha.

In response to increased activity levels, STATS has strengthened its Qatari operation, recently recruiting additional project engineers and technicians as the company continues to create significant in-country value.

The company has established a strong reputation for its market leading technology in Qatar with significant awards for the supply of pipeline isolation and intervention equipment to major Qatari operators as part of their emergency pipeline repair systems (EPRS).

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Member news

The equipment is in a state of readiness for pre-planned and emergency situations and offers a safe double block isolation solution to carry out effective repairs to both subsea and onshore pipelines, with the additional significant benefit of supporting clients progress towards their sustainability goals by reducing the need to depressurise or flare large volumes of inventory.

Ongoing investment over the last decade in establishing international bases has been key to STATS’ global success. Indeed, the most recent annual accounts to 31 December 2020 show that 88% of the company’s £42.5m revenue was generated outside the UK home market.

The group operates from its headquarters in the UK and has operations in Edmonton, Canada; Houston, USA; Abu Dhabi, Oman and Qatar in the Middle East; and Kuala Lumpur in Malaysia.

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For more information: www.statsgroup.com

TÜV Rheinland: study on climatic rating of PV modules

A comprehensive new study by the International Energy Agency (IEA) Photovoltaic Power Systems Technology Collaboration Programme (PVPS) provides information on the energy yield of photovoltaic (PV) modules and systems in different climatic zones worldwide. Field and laboratory data from TÜV Rheinland provided a key foundation for the study.

The globally active testing service provider tested different PV module technologies in its own laboratories for the publication, and measured and compared module yields over several years at five locations on four continents. In addition, various research institutes from around the world collaborated on the study by the IEA PVPS Task 13 Working Group and supplied data. Experts from TÜV Rheinland co-ordinated the international team.

Accurately calculating the energy yield of a PV system in kilowatt hours is now the essential key to project implementation.

Ulrike Jahn, Senior Expert Solar Energy, TÜV Rheinland

With the study, titled ‘Climatic Rating of Photovoltaic Modules,’ the research group provides an in-depth contribution to assess more accurately the potential energy yield of PV modules in different climatic zones. The authors of the study provide numerous insights, particularly on the key figure of the climatic-specific energy rating (CSER). The CSER goes back to a series of standards of the International Electrotechnical Commission (IEC).

For more information on the IEA study ‘Climatic Rating of Photovoltaic Modules’ visit tuv.li/1ecs

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For more information: www.tuv.com © STATS Group

STATS Group working on a remote tecno plug in Qatar

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New EIC members Social media Member round news up

Wood awarded early design for floating offshore wind project in Ireland

Wood, the global consulting and engineering company, has been awarded a pre-FEED (front-end engineering design) contract by Simply Blue Energy for a proposed floating offshore wind farm located off the west coast of Ireland.

The Western Star Floating Offshore Wind project aims to harness the wind power of the Atlantic Ocean to produce clean, sustainable energy for Ireland and beyond.

As an emerging technology, floating wind farms could supercharge the world’s renewable energy capacity and will be an important part of the global energy transition.

Andy Hemingway, President of Energy, Innovation & Optimisation, Wood

Wood’s team of cross-functional experts will assess the suitability of multiple floating platform designs against the site-specific criteria. By taking a lifecycle approach to costs incorporating capital expenditure, construction costs and operational costs, the team will develop a solution that enables the lowest levelised cost of energy (LCOE) to be identified.

Simply Blue Energy, part of the Simply Blue Group, is a leading Irish earlystage developer of transformative and sustainable marine projects.

The company’s Western Star floating offshore wind farm is being developed in parallel with the company’s Saoirse wave energy conversion array, both employing innovative and cuttingedge technologies to produce zerocarbon electricity.

Social media round up We want to use every opportunity to connect with our members, so please follow us on Twitter (@TheEICEnergy) and connect with 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.

The EIC @TheEICEnergy

We have recruited 100 new members this year. The EIC continues to grow and expand in every part of the energy sector. Learn more here: https://bit.ly/2Ws87wn

Join us...

The EIC @TheEICEnergy

Due to high demand, we are extending the EIC/RGU Rising Star MBA Award nominations deadline by 2 weeks!

Learn more here: https://bit.ly/3B9EtLn

EIC (Energy Industries Council) Abu Dhabi has lifted quarantine procedures for vaccinated travellers. Now is the time to book your space and be part of the UK pavilion at: #ADIPEC 2021.

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For more information: www.woodplc.com

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October 2021

Forthcoming events and 1 October LIVE e-vents

EIC Members – Speedy Networking Webinar

5 October EIC Connect

EIC Connect Qatar Webinar

6 October Management Course

EICDataStream/AssetMap training Online

7 October Business Presentation

South America EICDataStream Online

8 October LIVE e-vents

EIC Members – Speedy Networking Webinar

11 October EIC Connect

EIC Connect Energy USA 2.0 Online

13 October LIVE e-vents

Women in Energy Webinar

14 October Business Presentation

North America EICDataStream Online

15 October LIVE e-vents

EIC Members – Speedy Networking Webinar

20 October Business Presentation

COP26: Megatrends Shaping Energy GoToWebinar

Get in touch Share your news and views...

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

LIVE e-vents 20 October Management Course

EICDataStream/AssetMap training Online

21 October Business Presentation

Keeping Pace with Digitalisation Webinar

21 October Business Presentation

South America EICDataStream Online

22 October LIVE e-vents

EIC Members – Speedy Networking Webinar

26 October EIC Connect

APAC Energy Conversations 2021 Webinar

28 October EIC Connect

Brazil-UK Energy Collaboration Forum Webinar

28 October Business Presentation

US Offshore Wind Webinar

28 October Business Presentation

The Future of Production Efficiency GoToWebinar

28 October Business Presentation

North America EICDataStream Online

31 October Corporate Entertainment

EIC Middle East – ADIPEC Energiser The Club, Abu Dhabi

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

Forthcoming events

5 October 2021

CONNECT November – December 2021

QATAR

3 November Management Course

17 November Management Course

EICDataStream/AssetMap training

EICDataStream/AssetMap training

4 November Business Presentation

23 November Overseas Exhibition

Online

Online

Regional Market Update: GoM

WindEurope Electric City 2021

4 November Business Presentation

25 November Business Presentation

Webinar

Meet the Buyer with SBM in Brazil Online

5 November Business Presentation

Meet the Buyer with SBM in Brazil Online

15 November Overseas Exhibition

ADIPEC 2021

Abu Dhabi National Exhibition Centre

Copenhagen, Denmark

COP26: Outcomes from COP26 GoToWebinar

30 November Overseas Exhibition

World Nuclear Exhibition 2021 Paris Nord Villepinte

1 December Management Course

EICDataStream/AssetMap training Online

APAC ENERGY CONVERSATIONS

26-27 OCTOBER 2021

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International trade

Join us on the UK pavilion, here is where we are going

The EIC’s International Trade team manages the UK pavilion at all the key energy trade shows around the globe, ensuring UK companies are highly visible and exposed to the key decisionmakers in the relevant markets and sectors.

Camilla Tew

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

As business and travel slowly opens up we are delighted to be supporting more shows than ever in 2021 and 2022. If you are interested in joining us or need more support from us please do book a meeting with one of the team.

Pamela Nicholson Senior Project & Event Manager pamela.nicholson@the-eic.com

Natalia Bawolska

Project & Event Manager natalia.bawolska@the-eic.com

Alice Hill

Project & Event Co-ordinator alice.hill@the-eic.com

2021 EXHIBITIONS ADIPEC

Booking Now

15 – 18 November

Abu Dhabi

World Nuclear Exhibition

Booking Closed

30 – 2 December

Paris

2022 EXHIBITIONS Offshore Europe

Booking Now

1 – 4 February

Aberdeen

EGYPS

Register Interest

14 – 16 February

Cairo

Wind Energy Asia

Register Interest

9 – 11 March

Taiwan

Wind Expo Japan

Register Interest

16 – 18 March

Tokyo

Oman Petroleum & Energy Show (OPES)

Register Interest

21 – 23 March

Muscat

Offshore Technology Conference (OTC)

Register Interest

2 – 5 May

Houston

Energy Exports Conference (EEC)

Register Interest

14 – 16 June

Aberdeen

ONS

Register Interest

29 – 1 September

Stavanger

Rio Oil and Gas

Register Interest

26 – 29 September

Rio de Janeiro

Wind Energy Hamburg

Register Interest

27 – 30 September

Hamburg

ADIPEC

Register Interest

November

Abu Dhabi

OSEA

Register Interest

tbc

Singapore

Are we missing somewhere? If there is an exhibition you are interested in that is not shown here, please get in touch, we are always keen to hear from you on where we should be!

Get in touch For more information contact...

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

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UK and Europe news UK events update With the leaves now falling and summer well and truly behind us, the UK and Europe events team hosted not one but two of our successful ‘an audience with’ LIVE e-vents. The first being An Audience with Sellafield: Fellside Engagement Day on 1 September 2021. This interactive webinar focused on the proposed service delivery options for the operations, maintenance and management (OM&M) for the Fellside combined heat and power plant (CHPP). This fantastic opportunity was outlined by John Berry, Senior Supply Chain Manager and Alan Prince, Head of Operations at Sellafield who introduced the scope of work and tested market interest through a series of interactive polls. We’d like to thank our global digital supporters UnitBirwelco, DOT Group International, BS&B, Sensornet, Doqaru and McMenon. For further information please feel free to contact an EIC staff member who will be happy to make an introduction, or alternatively advise how you and your company can become a global digital supporter for future events.

On 2 September we unlocked further opportunities as Harland & Wolff took to the stage to give an update on its recent acquisitions, Harland & Wolff Methil and Harland & Wolff Arnish. EIC Senior Energy Analyst Diveena Danabalan chaired the session, while Mark Lawther, Group Director for Defence and Government and Allan Ralston, Group Director for Renewables and Energy presented on the future projects and the types of products and services needed from the UK supply chain.

With the excitement building around this year’s COP26 summit, EIC and DNV have partnered to bring you a Road to COP26 series of live webinars. Together on 14 September we hosted the Road to COP26: Is the Future Hydrogen? Our expert panel included Jorg Aarnes, Global Lead – Hydrogen and CCUS at DNV, Josh Carmichael, Vice President of Hydrogen at Wood and Matthew Williamson, Vice President of Blue Hydrogen at bp. What started out as an exploration into the future and potential challenges of hydrogen, ended with a lively debate on the overarching global perspective on trends and developments in the supply and demand for hydrogen.

Get inup touch ForEICOnline more information contact...

Sign for the newsletter

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

Join Parker on 6-7 October 2021 as it hosts a two-day Jo Cam global conference pbell and exhibition on O&G to Energy for industry professionals.

If you need to drill deeper, boost productivity, reduce risk and manage assets more effectively, this online event includes virtual product demonstrations, technical presentations and networking opportunities. To register visit www.the-eic.com/EventDetail?dateid=3176

Our LIVE e-vents schedule in October ramps up around COP26, starting with Road to COP26: Megatrends Shaping the World of Energy on 20 October 2021. The increasing social and political pressure to reduce emissions has made decarbonisation a main objective for all, however looking at decarbonisation alone will not be enough to meet our 2050 targets – digitalisation and decentralisation must also be added into the mix. During this webinar our panel of experts will discuss these three key trends, and why the integration of an increasingly complex and varied range of generating assets together with the deployment of IT and digital solutions is key to our future low-carbon global economy.

Jo Campbell Regional Director, UK & Europe jo.campbell@the-eic.com

Upcoming events O&G to Energy: Flexibility in a Changing World 6-7 October 2021 Road to COP26: Megatrends Wednesday 20 October 2021

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Middle East news Regional update

As usual the final quarter of the year is one of the busiest in the region, where this appears to be amplified this year with Gastech, SPE ATCE, Africa Oil Week and Ryan M cPhers on ADIPEC all taking place in the coming months alongside the Dubai Expo which will formally be opened this month. The return to live events is welcomed by us all at EIC and we look forward to seeing faces old and new in the weeks ahead.

Based on our recent ADIPEC – What to Expect webinar, where 82% of attendees are planning to attend the event taking place from 15-18 November 2021, we are all very excited and gearing up for a great show. The organisers, dmg events, have put on a fantastic programme and once again the UK pavilion will take pride of place in Hall 8. For those attending please stop by and see what we have to offer our exhibitors.

The Business Opportunities for the Barakah Nuclear Energy Plant with ENEC was our largest attended webinar to date with over 200 attendees on hand to hear from a range of speakers on the opportunities available to UK supply chain companies and how to register as a supplier. It is this type of event that makes our role here at the EIC so rewarding, where hopefully we will hear in the months ahead of some of our members who have secured work as a result.

On a further positive note, our inaugural Qatar Connect event will also take place this month, where at the time of writing we are delighted with the level of content we have on offer to those attending. The event aims to bring together leading national operators, EPC contractors, developers and OEMs to learn about opportunities across the entire energy sector in Qatar. This virtual conference will provide updates on the current market and deliver supply chain briefings on current opportunities. We will also cover areas for those new to the market or looking to export for the first time, allowing you to navigate through the various actions required for you to undertake business in Qatar.

This event is free to attend for EIC member companies. Visit our website to register: www.the-eic.com/Events/EICConnect/Qatar/Attend

Regional news

Dubai to raise share of renewables to 13% before end of year Clean energy will account for about 13% of Dubai’s power before the end of the year. The UAE Emirate attracted Dh40bn (US$10.8bn) in investment from the private sector as part of its new energy production partnership model, with a goal of 75% before 2050.

Saudi Aramco secondquarter net profit nearly quadruples The world’s largest oil-exporting company Saudi Aramco nearly quadrupled second-quarter net profit, boosted by higher crude prices amid a broader recovery in global demand. Net profit rose to US$25.45bn, from US$6.56bn in the same period a year ago, due to “higher crude oil prices, improved refining, and chemicals margins and the consolidation of SABIC’s results,” the company said in a statement to the Tadawul exchange. The company is on track to raise crude production capacity to 13m barrels per day. Aramco expects 2021 capital expenditure to reach US$35bn. CAPEX for the three-month period ending 30 June rose by 20% to US$7.5bn.

Forthcoming events

Please go to page 20 to see upcoming events in your region

With a continued range of webinars throughout the coming months anyone interested in sponsoring one of our webinars as part of our Global Digital Supporter initiative can contact: baqhtawar.shaikh@the-eic.com

5 October 2021

CONNECT

Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com Sign up for the EICOnline newsletter

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EIC (Energy Industries Council)

26

Asia Pacific news Regional update

The COVID-19 situation in Asia Pacific is still grim.

In particular, countries in South East Asia are facing one of the world’s Azman highest death tolls driven Nasir by the Delta variant and the slow rate of vaccine distribution.

Hospitals remain overwhelmed by record surges across Asia, from Vietnam to Malaysia and Myanmar, as fears mount of greater suffering and loss of life with COVID-19 spreading from cities to rural and regional areas.

Most cities seem to cope better with the higher rate of vaccinations but the situation is pretty bad or uncertain in rural areas due to the lower rate of vaccinations and inadequate health facilities. In the two weeks up to 18 August 2021, South East Asia has recorded 38,522 deaths, nearly twice as many as North America.

Malaysia has fully vaccinated 34% of its population, Indonesia and Philippines, close to 11% and Vietnam less than 2%. Vietnam, Thailand, Indonesia and most South East Asia countries are all battling record infections or death tolls. Seven of the top 10 countries where COVID-19 deaths have doubled the fastest are in Asia Pacific, with Vietnam, Fiji and Myanmar all in the top five.

The EIC APAC office in Kuala Lumpur took part in the prestigious conference organised by BIMP-EAGA in August via our Lead Analyst Dr Madana Leela and myself. Dr Madana gave a presentation on energy projects in the region while I was one of the session moderators. BIMP-EAGA is an intergovernmental body covering four countries within South East Asia, namely Malaysia, Brunei, Indonesia and the Philippines.

In October, EIC APAC will organise the inaugural EIC Energy Conversations with the theme of What’s Ahead for APAC Energy? A total of 30 speakers and 400 delegates are expected at this virtual conference which will be held from 26-27 October 2021. Among the speaking companies that have confirmed their participation include IEA, GE Asia, NERA, Jacobs Asia, Siemens Energy, Wärtsilä, ACME India, Xodus UK, Sapura Taiwan, JWD Japan, Aqualis Braemer, Delta Offshore Energy, Super Energy, Sembcorp Marine and others. The conference is jointly organised by EIC APAC and its partners IEA and SDI Asia. There will be six panel sessions mainly discussing the latest trends and thinking with regards to the energy transition, how it affects the energy supply chain and the lessons learnt from several oil and gas companies who have recently switched to renewables.

Azman Nasir, Head of Asia Pacific azman.nasir@the-eic.com Get in touch Share your news and views...

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Regional news

CB&I Storage Solutions wins EPC contract for LNG import terminal McDermott International’s CB&I Storage Solutions business has been awarded a contract by Atlantic Gulf and Pacific Company of Manila (AG&P) for the engineering, procurement and construction (EPC) of a second liquefied natural gas (LNG) storage tank and double-wall LNG bullet for AG&P’s Philippines LNG import and regasification terminal called Philippines LNG (PLNG) in Batangas Bay, Philippines. Mechanical completion is slated for the first quarter of 2022 for the LNG bullet and second quarter of 2024 for the second tank with purging and commissioning activities to follow.

Aker Offshore Wind to buy stake in floating wind project in Japan Aker Offshore Wind and Mainstream Renewable Power have been selected as the preferred bidders to acquire an initial 50% stake in Progression Energy’s 800MW floating offshore wind project in Japan. Aker Offshore Wind will contribute its offshore and floating expertise, Mainstream its experience in offshore wind development and Progression Energy its floating offshore wind development experience.

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

APAC ENERGY CONVERSATIONS

26-27 OCTOBER 2021

INVESTIGATING INDONESIA'S $55bn PROJECT GROWTH OPPORTUNITIES On a global perspective Indonesia is important.

It's the 4th most-populous country On On a a global global perspective perspective Indonesia Indonesia is is important. important. It's It's the the 4th 4th most-populous most-populous country country and according to Price Waterhouse Coopers will be the 4th largest economy in the and and according according to to Price Price Waterhouse Waterhouse Coopers Coopers will will be be the the 4th 4th largest largest economy economy in in the the world by 2050. world world by by 2050.

2050.

Expectation is that, irrespective of the ultimate Expectation Expectation is is that, that, irrespective irrespective of of the the ultimate ultimate energy scenario adopted: energy energy scenario scenario adopted: adopted: GDP in Indonesia will be up by 5.6% per year GDP GDP in in Indonesia Indonesia will will be be up up by by 5.6% 5.6% per per year year The population will grow by 0.7% per year.

The The population population will will grow grow by by 0.7% 0.7% per per year. year.

Significant increased demand for energy.

Significant Significant increased increased demand demand for for energy. energy.

Creating valuable growth opportunities right Creating Creating valuable valuable growth growth opportunities opportunities right right across the energy spectrum. across across the the energy energy spectrum. spectrum.

HOW CAN WE HELP? HOW HOW CAN CAN WE WE HELP? HELP? Strategic Growth Services are currently tracking Strategic Strategic Growth Growth Services Services are are currently currently tracking tracking approximately 40 active energy projects in approximately approximately 40 40 active active energy energy projects projects in in

ACTIVE INDONESIAN ENERGY PROJECTS ACTIVE ACTIVE INDONESIAN INDONESIAN ENERGY ENERGY PROJECTS PROJECTS Renewables Renewables Renewables 15% 15% 15%

Power Power Power 3% 3% 3% Midstream Midstream Midstream 13% 13% 13%

SGS has a world class team of experienced SGS SGS has has a a world world class class team team of of experienced experienced strategy and business development experts with strategy strategy and and business business development development experts experts with with

2024 2024 2024 2.6% 2.6% 2.6% 2023 2023 2023 10.3% 10.3% 10.3%

hands on local expertise. hands hands on on local local expertise. expertise.

In depth insights and understanding from our In In depth depth insights insights and and understanding understanding from from our our

acquisition success. acquisition acquisition success. success.

We are actively supporting UK companies We We are are actively actively supporting supporting UK UK companies companies looking to expand into Indonesia. looking looking to to expand expand into into Indonesia.

Indonesia.

INVESTIGATE YOUR INDONESIAN INVESTIGATE INVESTIGATE YOUR YOUR INDONESIAN INDONESIAN OPPORTUNITIES TODAY! OPPORTUNITIES OPPORTUNITIES TODAY! TODAY!

2027 2027 2025 2027 2025 2025 2.6% 2.6% 10.3% 2.6% 10.3% 10.3%

START UP START START UP UP YEAR YEAR YEAR

2021 2021 2021 38.5% 38.5% 38.5%

2022 2022 2022 35.9% 35.9% 35.9%

local team and network of operators and local local team team and and network network of of operators operators and and contractors based in Indonesia. contractors contractors based based in in Indonesia.

Indonesia.

We apply a structured approach to strategic We We apply apply a a structured structured approach approach to to strategic strategic selling to maximise the chances of project selling selling to to maximise maximise the the chances chances of of project project

Upstream Upstream Upstream 49% 49% 49%

Downstream Downstream Downstream 20% 20% 20%

Indonesia, across the entire energy spectrum.

Indonesia, Indonesia, across across the the entire entire energy energy spectrum. spectrum.

Projects being tracked have an anticipated Projects Projects being being tracked tracked have have an an anticipated anticipated project value of $55bn expected to start-up project project value value of of $55bn $55bn expected expected to to start-up start-up over the next 5 years. over over the the next next 55 years. years.

BY SECTOR BY

BY SECTOR SECTOR

Upstream Upstream Upstream 16.9% 16.9% 16.9% Renewables Renewables Renewables 2.7% 2.7% 2.7%

Midstream Midstream Midstream 20.5% 20.5% 20.5%

EXPANDING YOUR HORIZONS EXPANDING EXPANDING YOUR YOUR HORIZONS HORIZONS

TOTAL TOTAL TOTAL PROJECT PROJECT PROJECT SPEND SPEND SPEND $55BN $55BN $55BN

Downstream Downstream Downstream 59.5% 59.5% 59.5%

28

North and Central America news Regional update

As of August, the EIC Houston office continues to work remotely. Although the office has seen a change in its work environment, tenants of our LaunchPad service continue to have full access Amand a Duho n to our office facilities.

As part of our global office network, the Houston LaunchPad assists EIC members to establish a presence with low risk and low cost in a key region of the energy industry. Through EICLaunchPad, tenants have hot-desks, meeting and conference facilities in our global network of offices all at their disposal. For more information please contact: adriana.romo@the-eic.com

Regional news

Shell committed to GoM

Speaking on the sidelines of the Offshore Technology Conference, Shell’s senior VP for deep water exploration commented that the company plans to drill up to 28 exploration wells in the Gulf of Mexico over the next three years. The region, which contains the Vito and Whale field developments, will remain a ‘core heartland’ for the company. Shell has also emphasised the lower carbon footprint of deep-water GoM assets, enabled by the high-pressure reservoir conditions present in the region.

Looking beyond the US, Shell plans to invest US$1.5bn annually in exploration work across its global assets.

With the previous being said, hybrid events, awards and conferences have continued to take mainstage throughout multiple companies, organisations and not-for-profits. On 28 July, in partnership with the British American Business Council (BABC TX), the EIC had the pleasure of hosting Kirsty McCormack, SVP Market Insights, bp and our own Stuart Broadley, CEO, for a conversation on the EIC’s now published Survive and Thrive Volume V report. In its fifth year, Survive and Thrive identifies strategies and best practices taken by 61 EIC member companies. To read Survive and Thrive Volume V, please visit: https://issuu. com/the-eic/docs/eic_survive_and_thrive_2021

Wilmington East auction scheduled for 2022

The Bureau of Ocean Energy Management (BOEM) is expected to conduct an offshore wind lease sale for the 1.6GW Wilmington East area in 2022. Located off the coast of North and South Carolina, the area was identified by BOEM in 2015 and was the target of an environmental assessment (EA), which found no significant impacts caused by offshore wind developments. A competitive auction is tentatively scheduled to take place by 15 May 2022, with leases to be executed by the end of the following June.

North Carolina recently set a procurement target of 2.8GW by 2030 and 8GW by 2040.

Beyond hybrid webinars, I have had the pleasure of participating in two industry awards programmes. I was honoured to be a finalist for the Ambassador Award for ExxonMobil Power Play Awards which was developed by women leaders at ExxonMobil to help bring women together in LNG to network while simultaneously highlighting excelling women in the industry.

Finally, although due to COVID we were unable to host the UK pavilion at Offshore Technology Conference 2021, Monique Aceves, Business Development Manager attended as a delegate. The event was significantly smaller this year, with 500 exhibiting companies in comparison to over 2,300 before the pandemic. It was a hybrid in-person event with a virtual component and hosted a technical series of discussions around topics such as hydrogen, offshore wind, diversity and inclusion, and executive dialogues with speakers joining virtually to provide valuable insight. OTC provided a platform for meaningful networking among industry peers with focused sessions during the conference and external networking receptions. We look forward to next year with high hopes of full attendance.

Amanda Duhon 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

Forthcoming events

Please go to page 20 to see upcoming events in your region

Forthcoming event GoM Regional Market Update: OPEX Opportunities Thursday 4 November 2021 Join Amanda Duhon, Regional Director, North & Central America, and Senior OPEX Analyst Thomas Bacon for an online webinar on EICAssetMap, best practice and a GoM operational update.

To register, please visit: www.the-eic.com/EventDetail?dateid=3228

29 29

South America news Regional update

Thinking of a way to assist EIC members who offer services in South America and EIC members who wish to do business in the region, we developed EIC Members Meet and Greet.

Clariss e Roch a This roadmap to key services allows companies to find the right fit for their needs, all inside the EIC community.

If your company also provides services in South America and you would like to be listed in this flyer, kindly send a 50 word description of your company and a high resolution company logo to: gabriella.fernandes@the-eic.com Should you wish to offer an exclusive member advantage, please send this along with the rest of your information.

Forthcoming event

Brazil-UK Energy Collaboration Forum

Thursday 28 October 2021

SBM Offshore will be our next speaker in October.

Delivering eight FPSOs around the country in the last

15 years, SBM will shed light on the background

and scope of its latest major projects, focused on

Brazil and the surrounding area. The delegates

joining us will also hear about prospects for the

supply chain and potential opportunities for suppliers.

There are slots for UK suppliers to present and

co-host. Secure your place by registering: www.the-eic.com/EventDetail?dateid=3213 Clarisse Rocha, Head of Americas clarisse.rocha@the-eic.com

EIC MEMBERS MEET AND GREET LOGISTICS TRANSPORTATION AND STORAGE

REPRESENTATION AGENTS, DISTRIBUTORS AND PARTNERS

REPRESENTATION AGENTS, DISTRIBUTORS AND PARTNERS

EIC members with a focus in South America can find support from members that provide services in the region Regional news

Petrobras working on 20222026 investment forecast

The Brazilian national oil company is currently working on its upcoming five-year investment forecast, which details investment earmarked for the 2022-2026 period. To be released in November-December, the latest forecast is expected to reinforce the company’s focus on pre-salt field development projects, which feature floating production, storage and offloading (FPSO) vessels. Petrobras’ previous investment plan called for a US$55bn spend between 2021-2025.

Duro Felguera to set up yard

Spanish EPC contractor Duro Felguera will install a 50,000 sq m topside construction yard at the Açu port complex in Brazil’s Rio de Janeiro state. It is the company’s first such facility in Brazil and is aimed at the burgeoning FPSO market, as well as the refining and petrochemicals segments. Industry sources speculate that the yard will have a particular focus on FPSO power generation and gas treatment modules. The Açu complex hosts key oil and gas and power generation facilities.

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

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@TheEICEnergy

EIC (Energy Industries Council)

30

Survive and Thrive V

The truth behind DIVERSIFIC Diversification is the number one growth strategy deployed by EIC Survive and Thrive companies in the 2021 report, and has been consistently talked about by thought leaders as necessary for businesses to survive in a decarbonising world.

SECTOR SPLIT O

70% 60% 58.1%

LONDON

50% 48.1%

40%

HOUSTON

30% 20% 10%

27.5%

25.3%

12.3% 8.4%

12.1%

8.2%

0%

RIO DE JANEIRO

2018 (24 companies) MAINLY OIL & GAS

2019 (24 companies) MAINLY RENEWABLES

MAINLY OIL & GAS

MAINLY RENEWABLES

We know that 3,000 of the 3,500 UK energy supply chain businesses (>£1m revenues) have oil & gas capability, reflected in high % of companies relying on oil & gas, >50% for the last 3 years, although dropping in 2020 due to more renewable projects, and lower oil & gas activity due to COVID.

Renewable reliance ebbs and flows, likely due to the timing of large offshore wind projects which do not provide a consistent pipeline of work in the UK, lumpy instead, and changing policies around onshore renewable subsidies, but clearly growth in 2020 has eaten into oil & gas.

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MAINLY CONVENTION

MAINLY CON POWER AND

This covers civil and thermal pow surprisingly low value of Hinkley underlines both nuclear work is p UK businesses, a power projects a lows due to succ policies fed by re

DIVERSIFICATION Success stories

CATION in the energy sector But what is the reality when it comes to organisations’ core business? We analysed what sectors Survive and Thrive companies had 50% or more of their business in, and the results might surprise you.

OVER THE YEARS

61.1%

N

55%

DUBAI

26%

28.8% KUALA LUMPUR

13% 5.1%

5% 2%

5%

2020 (38 companies)

NAL POWER AND NUCLEAR

2021 (45 companies) MAINLY ENERGY TRANSITION

NVENTIONAL D NUCLEAR

MAINLY ENERGY TRANSITION

nuclear wer and is given the huge y Point C, which that too much provided by nonand that thermal are at record cessful net zero enewables.

As presented at Davos earlier in 2021, EIC data clearly shows that new transition technologies including hydrogen, CCUS and energy storage are the hyper-topic of the day, but this has not yet converted to pace and scale of value in the supply chain, but 2% is a start.

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MAINLY NON-ENERGY

MAINLY NON-ENERGY Surely the smartest companies are those with the most diverse markets, such as infrastructure, chemicals and pharmaceutical, spreading risk and opening up more lucrative opportunities, but this is staying steady at 25-28%, not growing, which is surprising given the shock of 2020.

@TheEICEnergy

EIC (Energy Industries Council)

31

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Survive and Thrive V Success stories

EthosEnergy Emerging from a crisis with a OneEthos culture

How is EthosEnergy thriving?

Having just embarked on a root and branch cultural transformation, EthosEnergy was hit hard by the COVID-19 pandemic. However, by seeking out opportunity in a crisis situation, the company propelled its OneEthos agenda to new heights, the acceleration of the programme helping it to achieve extraordinary results across the board.

The challenge Growing a business to hundreds of millions in turnover inside seven years is no mean feat. Starting out in 2014, EthosEnergy has swelled into a truly global organisation made up of 4,000 employees spread across 94 locations.

It has become a worldwide go-to provider of rotating equipment services and solutions for players in the power, oil and gas and industrial markets, specialising in asset management and long-term maintenance alongside the

provision of parts and repair services.

However, while EthosEnergy had grown somewhat exponentially, it had also morphed into a machine that was becoming increasingly difficult to manage. By the time new CEO Ana Amicarella joined in December 2019, the business was held together by an unwieldly and complex structure made up of 40 profit and loss lines, 12 business units and overheads that were unsustainable. To compound the problem, opportunities to secure more work with clients were being missed due to a lack of cohesion among different areas of expertise within the company.

A few short months later, the world was shaken by the coronavirus pandemic. EthosEnergy entered into survival mode.

The solution Despite the immediate crisis created by the pandemic, EthosEnergy was already well on its way to reversing its

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fortunes before it arrived. The silver lining (if it can be called that) was that COVID-19 served as a catalyst to accelerate the OneEthos project: the firm’s bid to simplify the business, transform its culture and build closer ties with clients.

Amicarella had already collaborated with upper management to detail the company’s position and plans for reform. A wholesale listening exercise (with staff and customers) kicked off at the start of March 2020, a process that involved interviews and data gathering, and resulted in the idea to restructure and simplify. Board approval of the three-year plan soon followed, before the strategy was unveiled throughout all layers of the company.

On July 1, 2020, two months ahead of schedule, the new structure officially went live. The most senior personnel across EthosEnergy started new roles as the business quickly adapted to new ways of working – indeed, relaying the message that this transformation stretched far beyond

Success Success stories stories

revised organisational charts was a key priority.

So, what fruits have such a huge transformation exercise bared so far?

The crux of the simplified OneEthos business plan is a laser-like focus on what the firm does best. Loss making activities were cut out as much as possible as part of a back to basics reset which also involved the implementation of straightforward processes and principles.

Financially, EthosEnergy is in a far healthier position. By the end of 2020, profits had risen by 40% and cash reserves were boosted significantly.

This is in part driven by impressive rates of repeat business – among the firm’s existing clients, 80% typically offer repeat work and carry high praise for the way in which services are delivered.

Such principles encompass several cultural keywords, namely engagement, relentlessness, nimbleness, and inclusivity.

Furthermore, an uncompromising approach to quality and consistency was instilled through rigorous training on standards and client relationship building.

Another key outcome has been in the realm of capex. Today, EthosEnergy views capex through the lens of ESG and energy transition, the ultimate objective being to become the partner of choice for energy industry players who need support in sustainability-led areas. Helping clients with end-of-life equipment issues and carbon footprint reduction has become a key value proposition.

Indeed, such relations are becoming more contractual as opposed to transactional, with new clients being handled in this manner. For example, last year saw a new customer in Israel pen a contract for $72 million of work.

On the cultural front, staff are routinely feeding back on how EthosEnergy feels like an entirely different company to be a part of. Survey results are 30% more positive than ever recorded!

While EthosEnergy will be the first to admit that more needs to be done, it can now realistically work towards its state long-term ambition – cooperating with all partners to make energy

Story type

Key findings

#transformation (main category)

For industry

#culture, #innovation, #optimisation, #resilience, #serviceandsolutions

• Think big – believe in the mission and do not let anybody tell you you cannot do something • Explore all ideas

Benefits • Profits increased by 40% in 2020 • US$72m contract with Israeli client • Improved employee survey results

sustainable, affordable and available for everyone, everywhere.

About EthosEnergy EthosEnergy is a global leading independent service provider of rotating equipment services and solutions to the power, oil & gas, and industrial markets.

The company has depth and experience in asset management and long-term maintenance agreements, whilst offering transactional, factory-based parts and repair services across all industry sectors. Globally, its services include power plant engineering, procurement and construction; plant start-up; facility operations and maintenance; design, manufacture and application of engineered components, upgrades and re-rates; repair, overhaul and optimisation of gas and steam turbines, generators, pumps, compressors and other high-speed rotating equipment. In 2019, KTR-EthosEnergy was awarded a Certificate of Recognition by North Caspian Operating Company (NCOC) for valuable HSSE contributions, high quality work and timely delivery.

EthosEnergy at a glance:

Government support?

The company has not received any type of government support.

Key products and services: Independent service provider of rotating equipment, providing services and solutions to power, oil & gas and industrial markets Main industries served: • Conventional power – 50% • Oil and gas – 25% • Industrial – 25% Headquarters: Aberdeen, UK Year established: 2014 Number of employees: 4,000 Revenue from exports: 85%

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EIC (Energy Industries Council)

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Survive and Thrive V Success stories

Fulkrum Adopting a culture grounded in trust How is Fulkrum thriving?

Energy transfer, carbon reduction and general politics have led to significant project postponements across the energy sector leaving many companies with no clear directive of where to focus resources. Fulkrum has channeled its focus onto key internal processes and structures, underpinned by a seismic cultural shift centered around devolved divisional autonomy and trust. Has it worked? 2020, thanks to COVID-19 disruptions, provided a critical stress test…

The challenge With energy projects waiting for political leaders to provide a clear narrative to shape the new and unfolding landscape of greener energy, Fulkrum Technical Resources, provider of inspection and expediting services to the energy industry since 2011, realised that a critical crossroads has been reached.

While the company has grown a strong global presence and established itself in key oil and gas markets around the world, recent market pressures have brought the issue of operational focus to the boardroom.

Fluctuating oil prices and political uncertainty have impacted projects ranging from the Keystone Pipeline in Canada and the United States to LNG terminals waiting for final investment decisions from private equity firms – decisions made almost impossible by the need to demonstrate 100% prefund capacity uptake.

Fulkrum therefore needed to adopt a clear focus on financial management, collecting payments and gathering key market intelligence to better safeguard itself against these market pressures, the company deciding that a root and

branch cultural shakeup would also be a timely move. Investing in people and their team was a tier one priority.

The solution For joint owners Andrew Bethel and Owen Gibbons, it was clear that Fulkrum had to optimise their operational efficiencies and develop more robust strategies.

Accuracy and efficiency in financial operations would be key to successfully managing cash flow, however without a strong team, even the more tried and tested strategies can fail. Meanwhile, key market information would inform strategic decisions, and help shape direction; something which the EIC assisted with by providing data on new projects.

A key strategy, called TAMAR (Talent Acquisition Management And Retention), was developed by Bethel and implemented with the key objective of transforming Fulkrum into a more flexible, agile organisation able to respond to fast changing business environments such as those already described. Bethel and his leadership knew how to build teams

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to successfully execute strategies – the new challenge was to build teams which could adapt and allow autonomy, support and accountability.

This need prompted a distinct pivot in recruiting criteria, focusing less on CV credentials and giving greater emphasis on character and personality types.

The process has been deepened to examine far beyond details on covering letters and CVs, delving into how candidates work in both close and global teams, exploring their values and drivers, ultimately assessing whether they will be a suitable cultural fit. At the company’s base in Houston, Texas, Bethel’s first recruit was somebody who sold him an AT&T cell phone – he knew little about oil and gas, but his can-do attitude shone and won him a place on the team and now he stands as one of the company’s key team members.

Leaders across the company have been given far greater autonomy since 2018 as part of project TAMAR. They have the freedom to run their division as if it were their own business, carrying ultimate responsibility for profit and loss.

Bethel and the senior leadership knew

Success Success stories stories

they had to let go in order to unlock the potential of its people and move faster, and although they admit to some initial anxiety, he was prepared to let minor mistakes happen and allow their new leaders to learn and develop with freedom and support.

The shift has created a culture of collaboration and galvanised performance, with clients such as Total routinely praising the quality and personality of the people handling their relationship. Revenues have risen also, up from £10 million in 2018 to £16 million in 2019 and £25 million in 2020, and tracking towards £35 million for 2021.

Furthermore, NPS (Net Promotor Score) results are in the top quartile across every sector with an average score of 79, with attrition rates at zero despite all the uncertainty caused by COVID-19.

on the ground and use of digital tools to support remote inspection where needed.

June 2020 also saw the integration of Oceaneering’s third-party inspection division, a move which has resulted in increased work with the likes of Shell and Chrysaor in Aberdeen. Gibbons recalls some initial concern about integrating Oceaneering’s people into the Fulkrum team, especially given the lack of opportunity to meet them face to face because of pandemic restrictions. However, the transition has been a huge success, with client feedback very positive.

Fulkrum Technical Resources

(FTR) is a technical consultancy specialising in the provision of quality assurance (QA), quality control (QC) and inspection services to the upstream and downstream oil and gas industry, as well as renewables.

The company offers three distinct services: permanent recruitment, contractor recruitment and executive search services. Fulkrum has provided QA/QC personnel and inspection services to clients covering all types of work locations, including but not limited to vendor sites, fabrication yards, shipyards, plate mills, pipe mills, coating plants, client offices, offshore construction vessels and onshore construction sites and refineries.

Fulkrum is headquartered in Corby, with additional UK offices in Corby and Aberdeen. The company has an international footprint, with offices in Brazil, Malaysia, Saudi Arabia, UAE, Guyana, India and the USA.

Story type

Key findings

Fulkrum at a glance:

#culture (main category)

For industry

#optimisation, #scaleup

• Do not be scared to try new possibilities • Leverage as much resource from experts as you can

Key products and services: inspection and expediting services, as well as QA/QC personnel to the energy industry

Indeed, last year represented a crucial stress test for Fulkrum and its reshaped culture. The newly flexible business model allowed for adapted working conditions and fast adoption of new processes – collaboration across borders strengthened and work continued relatively unhindered thanks to Fulkrum’s network of local people

Benefits • 150% revenue growth in two years

The next priority for Bethel, Gibbons and the Fulkrum leadership team is to explore a more diverse revenue base, moving away from heavy reliance on hydrocarbon projects. With the cultural foundation set, the future looks bright for the business in a post-pandemic world as Fulkrum works with its current and inbound clients in the energy transition process.

About Fulkrum

For government • Do not cut off support to O&G export too quickly

Government support?

The company has benefitted from the apprenticeship levy and R&D tax credits.

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Main industries served: • Oil and gas – 80% • Renewables – 20% Headquarters: Corby, UK Year established: 2011 Number of employees: 400 Revenue: £25.5m Revenue from exports: 75%

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Survive and Thrive V Success stories

GAC UK Turning the tide with Project Poseidon How is GAC UK thriving?

In taking the difficult decision to holistically review its operating model, GAC UK has transitioned to one with market-leading expertise on the ground in key locations – a move that led the company out of five years of declining profitability, despite the onset of COVID-19, with greater productivity, talent retention and cost-effectiveness.

The challenge Many energy companies are currently encountering one of the most difficult periods in their history. With much of the sector heavily reliant upon a volatile oil and gas market, downturns caused by a supply glut and lacklustre demand in 2016 followed by a second price crash in 2020 off the back of the COVID-19 pandemic, and commiditisation due to technological advancements pushed many companies to the brink.

For many, the focus has been on surviving as opposed to thriving during this period.

Circling back to 2018, shipping, logistics and marine services specialist GAC UK was one company that found itself in a relatively precarious situation.

This market unpredictability and fluctuations in both price and product had led the company to consistently see depressed margins that had set it on a downward trajectory.

Further pressures were added due to a lack of standardisation and sporadic peaks and troughs in different local regions. From 2016 onwards, GAC UK had consistently found itself either over or under resourced locally, resulting in a constant battle in trying to balance capacity.

Action was needed, leading to a renewed focus on the importance of effective internal governance.

The solution While on the face of it GAC UK’s establishment in various markets would have made it the envy of many of its competitors, it could perhaps have been argued that the GAC Group was too global to be able to effectively serve local clients.

Customers were increasingly demanding local presence and expertise and GAC companies all over the world strengthened their strategies to meet those needs.

GAC UK quickly developed a series of new strengths and differentiators in its local markets, but new challenges were equally presented. Greater focus had to be placed on governance, IT, crosstraining and new career paths for staff to successfully run localised operations

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while maintaining standards and quality in all its markets.

To this end, Project Poseidon was deployed – the spearhead for GAC UK’s transition.

Mandated to holistically review the company’s entire internal structure and led by a committee of five individuals in HR, commercial, QHSSE and operations, it was launched in October 2018 and deemed complete at the end of 2020.

In this two-year period, the project enabled a more consolidated shift from central to local, and became a melting pot of ideas related to productivity, decision-making, people engagement, skills management, customer service and more.

The UK became Project Poseidon’s test case. Six managers were trained and entrusted to lead 100 UK employees across the country’s six

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key regions to deliver all work within these areas first before assisting other regions during quieter periods.

In essence, this new strategy served to smooth the spikes and troughs in demand and activity by turning fixed local costs into variable ones.

The result? Business outcomes led to an improved ability to attract and retain key talent. Arguably the key takeaway, however, was GAC UK’s emergence from a market with diminishing returns to again become profitable in 2020 where others had struggled and continue to struggle.

pandemic somewhat played to GAC’s advantage.

Often the greatest obstacle to internal change is culture and employee mindsets. Yet, in the face of restricted travel and global lockdowns, operational change was not only more accepted but normalised, making adoption of the transition to GAC UK’s new locally focused model much more seamless. In addition to classic upward career path opportunities, staff also enjoy sideways career paths helping them to build new competencies and to aid staff retention.

the ongoing disruption caused by COVID-19.

About GAC UK

It is also worth noting that the new global normal brought about by the

Indeed, the company’s ambition has tilted 90 degrees on its axis, now moving upwards instead of sideways, paving the way for many more successes to come despite

GAC UK is part of the privately-owned global GAC Group, which specialises in the delivery of high-quality shipping, logistics and marine services to customers worldwide. GAC UK employs over 200 experts across more than 23 staffed offices covering the UK, Northern Ireland and Gibraltar. The company offers a range of integrated shipping, logistics and marine services to the energy and shipping industries and serves specialised sectors such as marine leisure, sports and events, automotive and aviation by providing complex and time-critical logistics solutions.

Story type

Key findings

GAC UK at a glance:

#culture (main category)

For industry

#optimisation, #resilience, #transformation

• It’s all about people - invest in your team and obtain results

Key products and services: shipping, marine and terminal services

Benefits

For government

• Profits amid the COVID-19 pandemic • Productivity has increased by 15% • Improved customer service from 95% to 99% • Improved staff retention from 90% to more than 95%

• The industry needs a roadmap to net zero, laying out commitments and stages • Focus is needed on making the UK supply chain more competitive in export markets

What is particularly interesting is that revenue in fact fell 5% in 2020.

Profitability was achieved not because of greater activity, but because of the numerous improvements in relation to cost-effectiveness and productivity efficiencies and the ability to do more with less, thanks to the changes brought about by Project Poseidon.

As a result, the stage is set for GAC UK to further thrive in 2021. Company optimism can be taken from multiple sources, be it a more sustainable business model, increased profitability and more engaged staff.

Government support?

Main industries served: • Oil and gas – 50% • Renewables – 20% • Events industry – 10% • Others – 20% Headquarters: Grangemouth, UK (GAC UK), Dubai, UAE (GAC Group) Year established: 1989 (GAC UK), 1956 (GAC Group) Number of employees: 250 Revenue from exports: 50%

GAC UK benefits from the Apprenticeship Levy. The company is also part of the Customs Grant Scheme.

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Survive and Thrive V Success stories

Hendrik Veder Group UK Showing sustainability to be a sound investment

How is Hendrik Veder Group thriving?

Hendrik Veder, in response to numerous and varied challenges over the past year or so, has realigned its business model to focus on providing cost-efficient sustainable solutions, a marked departure from its previous modus operandi as a product orientated company. By repurposing its already formidable base of expertise and high-quality product offering, the firm is looking ahead to a brighter future.

The challenge When Bertwin Zonneveld joined Hendrik Veder Group as its UK Managing Director, the company had reached an important crossroads.

With more than two centuries of

history behind it and a reputation for producing the highest quality steel wire and fibre rope products, the path forwards looked as though it would simply involve playing to these strengths and falling back on its formidable standing in the industry.

However, a combination of challenges merged in 2020 to create a cocktail that threatened the longevity of even this most established of firms.

The global COVID-19 pandemic brought vast swathes of industrial activity to a standstill and continues to impact economic activity, a backdrop which has caused oil prices to fall. Add in the ongoing global transition to alternative forms of energy, and the status quo (i.e., the product-focus which had kept it going since 1800) was no longer a sound pillar for Hendrik Veder Group to rely upon.

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The solution In the second half of 2019, before the pandemic took hold, the company replaced the whole of its board and began plotting a new course – a journey towards becoming a sustainably-driven service-based organisation. Today, Hendrik Veder Group supplies fantastic steel wire and fibre rope products, technologies, expertise, services and innovations to clients in both the UK and abroad.

Zonneveld and his management team realised the company could no longer rely on its standing as a manufacturer of high-quality products. In order to stand out from the crowd, a focus on delivering services with a costefficiency and sustainable edge was needed. In the UK especially, a growing demand for wind power prompted a channelling of energy towards fibre

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ropes, Hendrik Veder realising its longstanding experience could be put to good use.

The firm’s group workforce grew by 25% in the space of six months to boost sales power and quality levels alongside heavy investment in new IT software, all geared towards a vital message – that sustainability and cost efficiency are inseparable outcomes.

Hendrik Veder therefore positioned itself as a dual-benefit enabler of carbon footprint reduction and financial sustainability. A key part of this offering has been a major focus on re-using the products it delivers. Thanks to its sophisticated asset management tools, it is able to take inventory and maintain/refurbish lifting and or rigging equipment for use at all times, with no materials lost or wasted. Further still, the company is stimulating the hiring out of materials from both its own stock and that of its clients, the rental option being pushed hard to both reduce the need for new equipment and generate extra income.

By conducting a thorough inventory assessment of a customer, it discovered 25% more material than their books showed – such material could and has been refurbished and rented out. And while convincing its client base that sustainability and cost efficiency go hand in hand has been a challenge, Hendrik Veder Group has proven doubters wrong by taking on several large customers. By the end of 2021 it anticipates having at least five such clients on its books having started out with just one in 2019.

This approach has already paid palpable dividends for both Hendrik Veder Group and its clients.

One of them is a well-known vessel and heavy lift contactor based in northwest Europe. Secured in 2019, the project tender started out with the client being purely focussed on reducing costs. However, by demonstrating the value to be extracted from additional asset management services such as refurbishing, re-use, faster access to stock, finding unknown stock, and obtaining rental income from surplus stock, the client quickly discovered the sustainability-cost relationship. This change in mindset not only enabled it to reach its own carbon footprint goals while also saving money, and has also helped secure additional projects

Story type

Key findings

#serviceandsolutions (main category) #innovation

For industry

Benefits • Cost savings to client • Expanded portfolio of clients

because of its now demonstrable commitment to sustainability.

The momentum is gathering for Hendrik Veder Group, and 2021 will no doubt see it continue to hammer home its core message of sustainable and financial symbiosis.

About Hendrik Veder Group Hendrik Veder Group was established in 1800 and is present in the Netherlands, Norway and the United Kingdom. The company specialises in steel wire and fibre rope solutions, projects, products and services. In addition to the wholesale of steel wire and fibre rope, Hendrik Veder’s product offering includes single laid wire rope slings, cable-laid slings and grommets as well as other lifting and rigging materials. Services provided include proof load and break load tests, spooling, reeving and unreeving of cranes and winches, as well as reconditioning and overhaul.

Hendrik Veder Group at a glance:

• Human capital is key to success

Government support?

Hendrik Veder Group has not received government support.

Key products and services: steel wire and fibre rope solutions, projects, products and services Main industries served: • Oil and gas – 50% • Renewables – 15% • Marine and industry – 35% Headquarters: Rotterdam, Netherlands Year established: 1800 Number of employees: 180 Revenue: £50m Revenue from exports: 5%

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Survive and Thrive V Success stories

HFI Driving the energy transition in the Middle East with Carbon Capture and Storage (CCS) How is HFI thriving?

Hugh Fraser has been on a rollercoaster journey with HFI. Having sold up in 2013 after 10 years, he re-acquired the business in 2017 amid the fallout of the mid-decade oil crisis in 2014-2016. Determined to re-inject a clear focus and direction into the business, the decision was taken to diversify its client base and to extend it service offering to relevant areas of the energy transition, leveraging its already formidable standing in the GCC.

The challenge Not many entrepreneurs can say they have built up a business from scratch, sold it, and reacquired just a few years’ later.

For Hugh Fraser, who splits his time between Dubai and Aberdeen, this is exactly what happened in regard to his legal and consulting services company HFI. Initially set up in 2003, it deals exclusively in the Middle Eastern energy market and soon established itself as a go-to niche implementor of business expansion projects in the region.

In 2013, Fraser sold the firm to a major US law firm, committing to a fouryear handover in order to support the transition of the business to its new owners – what Fraser did not anticipate was the oil price crash that would follow within a year.

The crisis had a profound impact on HFI and its business serving clients in the GCC oil and gas sector, with clients shifting from growth to survival strategies. The challenge was laid bare.

HFI would need to diversify and offer more to both its traditional customers and those driving energy transition efforts.

The solution Fraser completed the buyback in August 2017 and set about steadying the ship.

Part of the refocussing came in the choice of clients to support. Prior to the oil price plunge, HFI had routinely provided services to SMEs operating in the Middle Eastern oil and gas market, helping them to place a foot on the ladder of a very difficult industry for new players to break into.

Furthermore, pricing was set at prefixed levels to ensure fewer client conflicts and tensions, along with greater certainty on forward sales. HFI also utilised specialist applications software to a much higher degree, allowing a whole tier of personnel costs to be removed.

In response, Fraser and HFI carried out a major strategic review in Q2 which uncovered two key priorities.

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First, to re-intensify advanced oil and gas technology driven work with private equity clients and, second, to penetrate into the energy transition channels.

The first priority led to the creation of HFI Petroleum Technology, built to target advanced energy technology ventures of clients with Saudi Arabia and Abu Dhabi within the relative safe haven of ARAMCO and ADNOC operations.

Regarding the move into energy transition, Fraser had seen firsthand from Aberdeen the traction gained by offshore wind in western Europe. However, the conditions in the Middle East are far better suited to solar power, a subsector that did not correlate to the HFI clients and connections base.

The focus, therefore, was to be placed on carbon capture and storage under

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the banner of HFI Net Zero Legal Solutions, a move which was also part-inspired by the work of the Global CCS Institute (GCCSI) and International Energy Agency.

At the end of 2020, the Global Carbon Capture and Storage Institute, the works leading think tank on CCS, reached out to Fraser through ex-Shell Carbon Projects specialist Angus Gillespie, who found HFI through Scottish Development International’s GlobalScot network.

The collaboration represented HFI’s breakthrough into the carbon capture and storage space, and began with planning how the Institute could penetrate the Middle Eastern market.

GCCSI is comprised of 80 member organisations and is member-owned – all specialist businesses with eyes on the region.

The potential for HFI and its newfound client-based to thrive here is enormous, with billions of dollars set aside to drive towards these lofty ambitions.

Story type #energytransition (main category) #diversification, #serviceandsolutions

Benefits • Successful breakthrough into energy transition with HFI Net Zero

Key findings For industry • Maximise homework on marketability, positioning and pricing of the product/service • Set and stick to a rigid, gross profit, EBITDA and net profit model

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Qatar Petroleum’s $30 billion North Field Expansion Project has a carbon capture and sequestration system at the heart of its wider CCS scheme in Ras Laffan which, once operational, will have the largest capacity in the LNG sector at a projected five million tonnes of CO2 capture per year.

ADNOC’s Al Reyadah Project in Abu Dhabi is equally capturing up to 800,000 tonnes of carbon dioxide from the flue gas of an Emirates Steel production facility, injecting the CO2 for enhanced oil recovery in nearby oil fields.

Further, the United Arab Emirates is targeting carbon capture hydrogen with the aim of becoming one of the most prolific producers in the world, while Saudi Arabia and Germany also recently signed a hydrogen MoU. If HFI can tap into these plans through its Qatar Ventures initiative (QATVI), Abu Dhabi Ventures Initiative (ADVI), or Saudi Arabia Ventures Initiative (SAVI) – each aimed at supporting local communities in accelerating CSS

• Be realistic on timelines, sales and costs projections. Manage cashflow aggressively • Invest in good people and don’t be afraid to let go of personnel who cannot add value • Be independently minded, resilient and brave – “it’s your business not a democracy” • Balance up entrepreneurial risktaking with managing the downside For government • Support bridgehead cluster ventures and similar business models for SMEs.

deployment – its foothold in the Middle East CCS market will surely become permanent.

About HFI HFI Consulting International is a group of specialist professional services businesses led by Hugh Fraser, a Scottish corporate/energy lawyer and member of the Scottish Development International GlobalScot international trade ambassador network. The company provides specialist consulting and legal services for international business ventures with advanced technologies in the oil & gas, power, renewable power and water sectors in developing high growth markets. Its businesses comprise: HFI Bridgehead Solutions, HFI Net Zero Legal Solutions and HFI Petroleum Technology Legal Solutions, HFI’s Net Zero Legal Solutions.

HFI is based in Aberdeen and Dubai.

HFI at a glance: Key products and services: Legal and consulting services Main industries served: • Oil and gas – 80% • Carbon capture and storage – 20% Headquarters: Aberdeen, UK Year established: 2017 Number of employees: 4 (in addition to six consultants) Revenue: £750,000 Revenue from exports: 100%

Government support?

The company has not received any type of government support.

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Survive and Thrive V Success stories

HKA Leveraging existing expertise to create new opportunities

How is HKA thriving?

Following a management buyout in 2017, consulting, expert and advisory services provider HKA needed a new edge. Its knowledge base was formidable and growing into new areas, but increasing competition sparked concern that market share could dip if new differentials were not offered to customers. Through the launch of CRUX Insights and continued diversification of its work, that cutting edge has been found.

The challenge No matter how well established a company might be, standing still for too long can carry fatal consequences.

HKA has been provisioning leading consulting, expert and advisory services for the engineering and construction industry since the early 1970s; for decades the company has been anticipating, investigating and resolving project disputes, allowing the best possible outcomes for clients in the public and private sectors.

However, while it had grown a formidable reputation, new challengers had also entered the market and threatened the company’s market share if it did not respond with something different for customers to extract value from.

The company’s management realised this when they completed a buyout of the firm in 2017.

They acknowledged the need to command a broader geographic reach, strengthen the depth of technical capability and target new clients. This prompted an expansion into the solutions arena through forensic technical services – its depth in expert witness and forensic knowhow was to combine with cost, accounting and time appraisal expertise.

But there was another concern.

How could HKA retain its arsenal of knowledge as valuable and marketable IP? This, in the leadership’s eyes, was the critical question that needed answering.

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The solution Enter CRUX. An integrated ongoing research programme reviewing projects around the world in a range of market sectors, it is designed to capture and use data to showcase the masses of in-house tacit knowledge held by HKA experts, data that could be translated into explicit knowledge for sharing with clients.

As a result of its ongoing research, HKA produces an annual CRUX Insight Report. This well regarded research has grown to a point where reviews of more than 1,100 projects across 88 countries have been carried out by HKA. The Report serves as a critical benchmarking tool for clients and ranks the causes of claims and disputes around the world – indeed, the third annual instalment provides a regional analysis with actionable advice to preempt these recurring problems, with insight from expert consultants in the Americas, Asia Pacific, Europe, and the Middle East & Africa.

The CRUX Insights shed light on the

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eye-watering amounts of capital and time being lost to disputes (593 years and $48.6 billion across the 1,185 projects studied), as well as root cause trends which, during the course of the COVID-19 pandemic, have become increasingly spurious. The pandemic has highlighted the dangers facing those contractors without the means to enact corrective actions.

HKA has worked tirelessly on making the data more accessible through a public access dashboard on the company’s website, subdivided into regions, sectors and other important filters. While a basic taster of information is provided free of charge, the CRUX Insights have turned into an important revenue stream, with many choosing to pay for the full amount of knowledge on offer.

Meanwhile, CRUX has greatly added to what HKA can offer in terms of benchmarking with clients, a fact which has led to significant revenue increases. The mass of knowledge across different sectors and territories has also aided companies looking to transition into new markets as part of energy transition strategies.

Combined, these factors have facilitated a shift towards HKA performing more pre-emptive as opposed to reactive work – in other words, anticipating disputes and dealing with them before they arise.

And as the company continues to raise its profile in 2021, both virtually and face to face, as the world begins to open up and out of the pandemic, it will be better placed than ever to support clients through what are sure to be testing times ahead.

and construction industry. From construction and manufacturing to processes and technology, the company anticipates, investigates and resolves project disputes, allowing the best possible outcomes for clients in the public and private sectors.

HKA has over 1000 professionals operating from 47 offices in 17 countries across the world. It has over 40 years’ experience in dispute resolution and was formed as an independent company in 2017.

HKA is one of the world’s leading providers of consulting, expert and advisory services for the engineering

HKA was named Construction Expert Witness Firm of the Year at the Who’s Who Legal Awards in 2020 and 2018 and topped the list of WWL Construction Expert Witness Analysis for the last five years. The company has consistently ranked highly in the GAR Top 100 and is the world’s largest Corporate Provider to The Academy of Experts.

Story type

Key findings

Government support?

#serviceandsolutions (main category)

For industry

#digital, #diversification, #innovation

• Identify need in a growing and dynamic market and be ready to be flexible and adaptable to address those changing needs • Innovation is required to stay ahead of the game

The company has not received any type of government support.

Furthermore, it has provided a layer of protected IP and lowered the risk of losing key people and data via a business sale and generated broader press coverage and awareness of the HKA brand.

Benefits • Significant increase in new revenues

About HKA

For government • There is room for better coordination between UK and EU authorities when it comes to the status of UK staff providing services to clients in continental Europe.

• A clear policy direction in the context of energy transition is necessary for companies to make firm investment commitments

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HKA at a glance: Key products and services: consulting and advisory services Main industries served: • Renewables – 15% • Oil and gas – 12% • Conventional power – 4% • Nuclear – 2% • Others – 67% Headquarters: Warrington, UK Year established: 2017 Number of employees: 950 Revenue: US$200m Revenue from exports: 80%

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Survive and Thrive V Success stories

Hunt Thermal Securing a scalable future in multiple markets

How is Hunt Thermal thriving?

Building on a strong history and reputation for delivering high quality oil and gas engineering solutions, Hunt Thermal has successfully secured its own future through a sound diversification strategy spanning the chemical, power generation, nuclear and defence industries. Key contracts and a £1.5 million investment in stateof-the-art manufacturing equipment underpin what is an upbeat story.

The challenge Planning, in all aspects of life, can be difficult. With economic, social, political, health and technological factors constantly changing globally, governments, businesses and individuals alike are consistently having to adapt in response to external influences.

Never has this been more obvious. The coronavirus pandemic fundamentally changed our lives with travel restrictions, social distancing and lockdowns. Yet flexibility is frequently required in the face of other adversities – albeit usually less dramatically.

products. Yet, as a result of the 2014 oil price crash – and the lacklustre recovery that followed – the firm was faced with a harsh reality of declining revenues.

The oil and gas industry a case in point. The market’s success is almost entirely reliant on the global price of oil, the significant decline of which has forced many sector stalwarts to alter their offering in order to survive, let alone thrive, in recent years.

Diversification was, therefore, identified as a necessity in 2016. Under the ownership of industry counterpart of TP Group, this strategy was directed towards the nuclear defence market.

This neatly describes the situation that faced Hunt Thermal in 2016.

A company specialising in the design and manufacture of shell and tube heat exchangers, air coolers, pressure vessels and vacuum condensers, it had developed a sound reputation as a provider of high quality, reliable industry

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The solution

It was an all-encompassing transition for Hunt Thermal, requiring key mindset and cultural changes at all levels to succeed. The lifelong reputation that had served the firm so well in the oil and gas industry could not be transferred so easily to its new market, but the company was successful in accumulating numerous tailwinds that supported its expansion plans.

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Investments into a new £1.5 million advanced manufacturing centre enabled it to deliver best-in-class machining and measurement capabilities that ensured higher tolerances could be met and more complex requirements adhered to. Of this £1.5 million, £200,000 was helpfully covered by a UK government grant.

External recruiters were also consulted to bring in people with expertise in complex sectors spanning automotive, defence and aerospace. This served to widen the team’s knowledge base, with its newly onboarded employees bringing with them optimised process knowhow that instilled renewed confidence.

Additionally, the firm already had welding and fabrication capabilities in-house – highly transferable skills in a nuclear and defence context – and it also benefitted from numerous referrals from parent company TP Group.

Valued at £1.6 million, the firm completed the initial works with 97% on time in full (OTIF) delivery in 2020, and resultantly was awarded a new £6.4 million contract that spans the period 2020-2024.

Indeed, this two-part deal has been, and continues to be, significant. Not only has it provided substantial value to the company over a prolonged period, but it also earmarks the success of key diversification efforts, being a major contract with a new client in a new sector.

It also begs an important question.

What of the future? How does Hunt Thermal intend to build on its successful diversification strategy to date?

expand from two to four, while the coronavirus pandemic continues to provide hardships and challenges in many varieties.

However, Hunt Thermal’s outlook today is significantly more optimistic than it was less than half a decade ago - it is now ready to embark on yet another exciting journey that will serve to secure its future in multiple markets.

About Hunt Thermal

This will not be entirely plain sailing. It will require another period of significant transition as the firm’s target markets

Hunt Thermal Technologies is an ASME U-stamp accredited designer and manufacturer of shell and tube heat exchangers, air coolers, pressure vessels, vacuum condensers. Based in the UK and working for a global client base, the company’s service portfolio includes engineering consultancy and design, manufacturing services and on-site installation and upgrade activities.

Hunt Thermal’s capabilities serve a range of sectors including defence, oil and gas and petrochemicals.

Story type

Key findings

Hunt Thermal at a glance:

#diversification (main category)

For industry

#collaboration, #culture

• Be confident in your abilities • Never be too scared to ask for help

Key products and services: Thermal, mechanical design, engineering, and manufacture of heat exchangers, air coolers, condensers and boilers

Through these advantages, Hunt Thermal was able to secure a first major contract win in the nuclear and defence domain in a matter of months, supporting a major multinational customer in a significant engineering project for the UK’s Ministry of Defence.

Benefits • Contract awards totalling £8m

As of October 2020, the company was acquired by private equity group RCapital – a company that plans to provide the means to expand the scope of Hunt Thermal’s diversification plans beyond oil, gas, defence and nuclear into the chemical and power generation industries.

For government • UK SMEs need support from both government and large corporations.

UK content should be encouraged.

Government support?

The company has received government grants and R&D tax credits.

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Main industries served: • Oil and gas – 50% • Nuclear/Defence – 30% • Chemicals – 30% Headquarters: Dukinfield, UK Year established: 1938 Number of employees: 48 Revenue: £5.8m Revenue from exports: 20%

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Survive and Thrive V Success stories

Indra Standing strong in difficult times

How is Indra thriving?

By staying true to its can-do culture, Italian piping & instrumentation valve and interlocking manifold manufacturer Indra has continued to support customers despite the challenges brought about by the coronavirus pandemic. In fact, by keeping the lights switched on throughout 2020, the company has managed to grow its business and make critical investments to secure its long-term future.

The challenge When COVID-19 struck Europe, all eyes were on northern Italy. Distressing scenes showing overwhelmed hospital wards sent shockwaves through its European neighbours and indeed the world – the ensuing lockdown policy adoption being echoed widely barring a few notable exceptions.

Economic activity ground to a halt, people stopped moving, and workplaces went mobile save for those who could not operate from home or were deemed essential. For Indra, a

company at the forefront in the design and manufacture of instrumentation and piping valves, as well as interlocking manifolds since 1987, the challenges laid in front of it were clear.

With 60% of its business dependent on customers in the oil & gas industry, 2020’s economic shutdown and resultant oil price drop was cause for concern. How could the company continue to operate at full capacity amid COVID-19 uncertainty and explore further opportunities abroad?

The solution The short-term aim was simply not to give in. Important team meetings were moved online as part of moves to ensure operations continued as safely as possible, and the message very much was one of resilience and a determination to serve customers and make new investments as planned.

Last year was, by Indra’s own admission, a tremendous test of company culture. The company has always pushed itself by designing and

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developing customised solutions to meet specific client requirements, and this drive to exceed expectation has served it tremendously well during the pandemic uncertainties. It is an attitude stems from the top – a one team approach has seen management offer encouragement and support, as well as hard graft with leadership working every day to push Indra’s growth plans forward.

Indeed, contrary to the general economic narrative, the company was able to make significant investments in 2020. For example, new machinery was acquired which has enabled it to manufacture everything in house, removing uncertainty caused by COVID-19 related closures in the supply chain.

The new machine is a DGM MORI machining centre, a 5-axis milling machine that can work rough pieces on several faces at the same time, thus optimising production times and costs, and reducing waste material.

Meanwhile, more investment was

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poured into marketing advertising – a push to broaden Indra’s profile outside of Italy and secure more export business.

This, along with its agent-based approach in international markets, has paid dividends. In Egypt, for example, Indra with the support of the local agent has achieved important goals such as qualification with the state oil company ENPPI. This means that the company will be able to directly receive requests for offers from the Egyptian market. In Spain, with the support of the local agent, in addition to obtaining the qualification at the EPC Técnicas Reunidas, it supplied the same company with nr. 14 SIL 4 interlocking manifolds for the HIPPS system for the BU HASA Integrated Field Development project.

This was possible thanks to all the hard work to strengthen its brand and the resulting new contract acquisitions.

Among the new projects, the most significant were those for the Brazilian market, for the supply of DBB and SB valves for EPC Modec’s FPSO Almirante Barroso MV32 project located in Buzios, an offshore oil and gas field off the coast of Brazil; and MARLIM I FPSO Anita Garibaldi MV 33, an oil field located 150 kilometres off the coast of the State of Rio de Janeiro & BACHALAU-Equinor, all projects for the national oil company Petrobras. Especially for Bachalau project it is noted that the application involved DBB valve rated at very highpressure API 10.000 & 15.000.

still, Indra has pressed ahead in 2020 and built a strong foundation from which to base its long-term future.

About Indra

By adopting a simple message – that we will be there for customers during difficult times – and making bold investments while others were standing

Set up in 1987, Indra is at the forefront in the design and manufacture of instrumentation and piping valves as well as interlocking manifolds; strictly produced in accordance with the most stringent safety and efficiency quality standards. The company’s products are widely used in a variety of energy segments, including chemical, petrochemical, oil & gas, offshore and power generation. Indra’s experience in understanding applications requirements, combined with a high flexibility, allows the company to develop customized solutions designed for customers’ specific needs. Indra’s headquarters are located in Magenta, within Milan’s metropolitan area, from where the company supplies products to customers around the world.

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For government

Indra at a glance:

#optimisation (main category) #resilience (main category) #scaleup (main category) #export

• The supply chain expects effective decisions and guidelines that allow companies to carry out their business while protecting the environment.

Key products and services: manufacturer of ball and needle valves in different configuration (DBB, SBB, SB & custom design); SIL4 interlocking manifolds for HIPPS System; Special items

Customers both at home and abroad have been able to rely on Indra during the most challenging of times – a fact which enabled the firm to grow its revenue by 20% in 2020 despite the difficulties and limitations imposed by the COVID-19 pandemic.

Benefits • 20% turnover increase compared to 2019.

Key findings For industry • Believe in what you are doing and do it with conviction.

• Failures should be seen as an opportunity to understand and correct mistakes.

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Indra is also working hard to diversify its revenue streams by growing in other markets such as LNG and hydrogen. In Mozambique, for instance, it secured a contract to supply valves to a major LNG project.

Government support?

No financial and/or consultancy support was received by Indra from the Italian government and / or from Italian government organizations for penetration into the global oil & gas, energy, LNG, etc. market. All activities and investments are planned on the basis of own resources and carried out at different times.

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Main industries served: • Oil & Gas (Upstream) – 60% • LNG – 20% • Petrochemicals – 15% • Power generation – 14% • Hydrogen – 1% Headquarters: Magenta, Italy Year established: 1987 Number of employees: 62 Revenue: €14.4m Revenue from exports: 33%

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Survive and Thrive V Success stories

JoBird A drive towards diversification opportunities How is JoBird thriving?

Award-winning life safety storage solutions specialist JoBird has made unwavering progress in its strive for diversification, increasingly turning attention towards renewable power segments. After securing a circa £900,000 contract from Orsted and championing the use of recycled materials, the company is determining its own future – a future defined by sustainability and scalability.

The challenge The seemingly inevitable peaks and troughs within the global oil and gas market remain a key challenge for all industry players, and Fire and Lifesaving equipment manufacturer Jo Bird is no exception to this rule.

The company’s revenues have fluctuated as much as 50% in recent years as a result of unavoidable market expansions and contractions, while a growing trend towards subsea projects in the North Sea with little topside work has created additional pressures owing to a fall in demand for its primary products.

Indeed, market unpredictability has caused many headaches, and JoBird has often found itself in the difficult position of relying heavily on a market which peaks and troughs regularly.

During boom periods when production capacity dedicated to oil and gas projects has been high, the firm’s entry into diversified markets has been slowed. Most of the manufacturing process requires specialised skilled labour, which means rapid expansion of production isn’t possible. This has meant lead-times increase in busier times, as stock building in quieter times isn’t practical, due to the bespoke

nature of much of the business. This is something now being address with new production processes aimed at reducing manufacturing time and incorporating sustainable materials.

The solution After holding a 5-year strategy review, It was decided to increase marketing focus on the renewable sector.

JoBird took the decision to proactively focus on diversification into offshore wind, having first entered this segment in 2011 with the supply of offshore wind evacuation cabinets to Harland & Wolf’s Gwynt Y Mor wind farm, and large offshore wind projects such as Hornsea Phase 1, Borselle and Kriegers Flak. The goal was to offset reliance on the Oil and Gas sector by both expanding its global standing through exportation activities and diversifying its target markets as far as possible.

A team of 25 employees took up the mantle on this front. Sales and manufacturing staff adjusted activities accordingly while the company also began exhibiting more actively at offshore wind events – a strategy that led to Orsted approaching a JoBird distributor regarding a new package idea.

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Being an offshore wind farm specialist, Orsted’s request was specific to the storage and protection of new safety equipment on top of the nacelle including descent devices and coldwater immersion suits. Its goal was to ensure safe descent into cold North Sea and escape harm, independent of damage to the nacelle and tower in event of fire.

Initially through a small contract series with values between £3,000 and £40,000, JoBird was able to deliver storage units successfully, effectively, efficiently and in line with Orsted’s expectations.

The result? The company has now been awarded a £900,000 contract for 2021 to install safety cabinets across Orsted’s entire UK and Dutch wind farm portfolio comprising 846 wind turbines.

Success Success stories stories

Through these cabinets, Orsted will be able to prioritise health and safety by ensuring fully independent, safe descent and cold-water immersion.

JoBird’s evacuation cabinets are IP56 compliant and are designing to withstand wind speeds of up to 45-metres-per-second. Equally, they require little to no maintenance over 30 years, whereas other cabinets in other materials may require regular maintenance such as re-painting or issues with corrosion.

Albeit a key milestone in the company’s diversification efforts, this sizeable contract hasn’t been without its challenges.

Additionally, JoBird’s focus on sustainability has been significant.

For instance, the firm’s composite cabinet structure includes the use of recycled PET foam material originating from plastic bottles, aligning with the offshore wind farm specialist’s own environmentally conscious efforts. Jo Bird have also recently signed a Net Carbon Pledge to focus on reducing carbon emissions and eventually achieving net zero carbon. This has been organised through Future Net Zero (certificate ref FNZ1001021).

As a result of these endeavours, offshore wind has become a much larger part of the overall business, the company targeting 14% of total income from such activities this year – up from the 5% seen in 2019. And a continual transformation is likewise underway at JoBird, the firm having undergone a valuable learning experience regarding the need for detailed specification review and prototype R&D of late.

much greater ability to achieve longterm stability.

About Jo Bird

Looking towards 2022, the ambition is to have a quarter of business stemming from offshore wind – a figure that is both attainable and offers a

JoBird is an internationally recognised leader in the design and manufacture of life saving and fire safety equipment storage cabinets. Since its establishment as a manufacturing business in 1986, the company has developed its products to meet the demands of a range of industries and environments. JoBird’s Firebird composite and Toughstore cabinets are used by major energy and marine clients globally. Headquartered in Bason Bridge, Somerset, JoBird has a network of international distributors present in the five continents.

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Key findings

JoBird at a glance:

#diversification (main category)

For industry

#export, #innovation, #sustainability

• Keep up to date with business opportunities in emerging markets

Key products and services: manufacturers and designers of composite storage solutions for life saving and fire-fighting equipment

The level of detailed specifications required for such a project, for example, were unprecedented for JoBird, and significant work had to be carried out to address several bespoke specification requests.

By successfully working at pace to ensure all technical questions were thoroughly researched and addressed, JoBird ensured that Orsted had full confidence in it’s ability to complete the contract.

Benefits • Revenues from offshore wind to increase from 5% to 25% between 2019–22 • Two-year £900,000 contract award

For government • New exporters need support when it comes to tariff and customs advice • SMEs require more generous grants to join trade delegations

Government support?

Jo Bird has benefitted from the apprenticeship levy, R&D tax credits and government grants. The company has also joined trade delegations.

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Main industries served: • Oil and gas – 75% • Commercial marine – 10% • Offshore wind – 9% • Coastal water safety – 6% Headquarters: Bason Bridge, UK Year established: 1986 Number of employees: 25 Revenue: £2m Revenue from exports: 55%

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Survive and Thrive V Success stories

Johnson Controls Succeeding through transformation and diversification How is Johnson Controls thriving?

Caught at a crossroads, Johnson Controls was faced with a critical decision – whether or not to continue to play in the oil and gas sector.

Thanks to the efforts of Chris King and his teams’ willing embrace of transformational change, the company has successfully grown its existing business and forward pipeline in oil and gas markets in the UK and beyond, as well as diversifying to secure its first contracts in renewables within 12 months, a breakthrough that has provided the foundations for future growth, insuring against cyclical downturns within oil and gas.

The challenge To say recent years have been difficult for oil and gas industry players would be an understatement.

It has become an intensely competitive landscape, not least because of the infamous oil-glut induced priced crash between 2014 and 2016, and more recently as a result of the economic hardships brought about by the coronavirus pandemic.

Between 2010 and 2014, oil prices would routinely be found hovering well above the $100 per barrel mark. In the past six years, however, this figure has not surpassed $80, and typically it has been much lower.

Couple such a prolonged trough with tighter margins, fewer opportunities and underinvestment, and it is easy to see why firms in this sphere are struggling to make headway. Indeed, a focus on industry survival has perhaps never been more fitting.

Albeit a large enterprise benefitting

from a diversified portfolio, Johnson Controls is one such entity attempting to fight this uphill battle in this sector, by leveraging its broad capabilities and strong track record across multiple product and service lines in buildings, including digital. The company hasn’t attempted to mask the truth – rather, it openly recognised roughly 12 months ago that it could no longer continue in the same way if it wanted to succeed.

The solution Chris King was tasked with a driving transformation in Johnson Controls O&G business as, whilst individual oil and gas businesses were succeeding in the market previously, there was not a focus on driving these as a single focused vertical. Having previously been a part of the firm’s Fire and Security division, he was appointed General Manager of UK & Ireland for Johnson Controls Oil, Gas and Marine in February 2020.

It was a timely appointment. Not only faced with stagnation and an

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imperative need for change, but it was also immediately prior to the exacerbation of the pandemic – various factors which all tied into plans for immense reformation.

Johnson Controls have reinvented the entire structure of the business unit. Previously comprised of product focused, traditional offices that operated as autonomous businesses, the team facilitated a shift to a more centralised approach built on experienced project and service leads to give a better view of customer requirements, business opportunities, efficiencies, and costs.

It was an overarching process of optimisation geared towards combining CAPEX and OPEX functions that would provide full lifecycle support to customers. Digital likewise rose to the fore of company conversations, Johnson Controls considering how it could leverage key technologies to improve asset performance with capabilities such as predictive maintenance, remote operations and

Success Success stories stories

critical asset monitoring – all aligned to the wider sector aspirations for energy transition, efficiency and decarbonisation. Johnson Controls focus on Healthy Buildings, People and Places aligns absolutely with the energy transition and the oil and gas sectors decarbonisation strategies.

By spring 2020, a full-scale transition was underway.

Organisational health was transformed, both from a client and employee perspective, thanks to modernisation initiatives and improved overall governance. What was a somewhat stagnant environment changed to a forward-moving one, where experimental failures were encouraged and learning experiences became abundant. 90% of its transformation initiatives succeeded, and legacy expertise within the company began to be applied in new ways – namely, with a keen eye towards renewables.

compressed air foam systems (CAFSs) in the space of just 12 months.

A dedicated sales team was also introduced, mandated simply to explore new, enticing opportunities within the renewables arena. Previously there was little appetite for pursuing fire protection solutions in wind. Yet, having consulted the market and other suppliers, there is now a rising number of requests for such solutions and Johnson Controls have a fast-growing pipeline of opportunities.

over and above more traditional fire and gas detection/protection and HVAC projects.

About Johnson Controls

Here there had previously been a glaring gap in Johnson Controls’ product portfolio – one that was bridged with the introduction of

It is worth mentioning that not only were these expansive changes made during a period within which many of Johnson Controls’ competitors were cutting their headcounts, but equally its ambitions allowed it to begin delivering in new markets, with new products, and new contracts.

The company’s previous successes had occurred across the enterprise independently based on existing (local) client relationships. The new initiatives implemented by Johnson Controls is now more centrally owned and delivered against a defined go-to market strategy. This has led to increased project wallet-share, including the CAFS system offering,

Set up in 1885, Johnson Controls provides life safety and asset integrity solutions. The company offers a wide range of services including energy and efficiency solutions, design, security maintenance and more. Services are applied in a variety of sectors, including energy, industrial manufacturing and data centres. Johnson Controls’ headquarters are located in Cork, Ireland, and the company has seven additional offices in North America, Asia and Europe. Johnson Controls has been awarded multiple awards, including the 2020 E&E Leader Project Award, the “Most Intelligent Building” IBcon Digie Award and two FCA US Qualitas Awards.

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Key findings

#transformation (main category)

For industry

Johnson Controls at a glance

#diversification

• Change can be intimidating and scary, but ultimately that’s where opportunities are • Create an environment that does not fear failure, but rather turn failings into informing future success

Benefits • Significant contract awards • Fast time to market: new product developed and sold in less than 12 months

Government support?

The company has benefitted from the apprenticeship levy as well as R&D tax credits.

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Key products and services: life safety and asset integrity services Main industries served: • Oil and gas – 5% • Nuclear – 2% • Renewables – 2% • Energy from waste – 1% • Others – 90% Headquarters: Cork, Ireland Year established: 1887 Number of employees: 100,000 Revenue: US$22bn Revenue from exports: 25% (UK business)

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