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EIC Insight Report 2025 Volume IX

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01 Executive SUMMARY

01

Introduction to the 2025 edition of the EIC Survive & Thrive Insight Report

Overview

of EIC’s Mission

The EIC (Energy Industries Council)’s mission is to be the voice of the energy supply chain, globally.

EIC is a not-for-profit trade association, helping its members to win more business, in more markets, with faster growth rates, by making smarter business development and investment decisions. All of this comes from leveraging EIC’s unique suite of holistic data, experts, networks, events, global teams and advocacy.

The Survive & Thrive report is a critical element of EIC’s advocacy work, providing timely and impactful evidence about successful strategies and market challenges demonstrated by EIC’s members, who are all representative of the world’s incredible energy supply chain.

Scale and Significance of the Research

Since 2016, EIC has interviewed more than 500 companies under the aegis of this Survive & Thrive research, and the 2025 edition marks the ninth year of this important work.

The report serves as a comprehensive, energy-agnostic, and global assessment of preferred growth strategies being used

by EIC members in challenging, uncertain, disrupted, and increasingly protective domestic and international markets.

02 Participating Companies

Increased Engagement

This year’s edition features 140 stories, with 138 companies participating in the report’s data collection process, up from 134 in 2024.

Diversity of Participation

Participating companies are located in key energy hubs of the world, reflecting a diverse set of perspectives that reveal global trends in the energy sector. This diversity enriches the insights gathered in the report (see Figure 1).

03 Growth Trends

Record Growth in 2024

Surprisingly perhaps, in these times of geopolitical uncertainty, 78% of the participating companies reported 2024 as a record year for revenue growth.

Companies that did grow reported an incredible average growth rate of 24% in 2024. This impressive statistic reflects the resilience and adaptability of businesses despite global uncertainties.

Comparisons with Previous Years

The average growth rate in last year’s edition of Survive & Thrive was also 24% for 2023, raising questions about how companies can be booming, with two years of record growth, and yet feel so unsettled facing market and policy headwinds.

Expectations for Next Year

Companies were asked to forecast their growth rates looking ahead to next year – and again, surprisingly, even more talked of growth, with 86% of companies expecting yet again an average 24% company growth (see Figure 3)

EIC takes a more cautious view, that this optimistic forecast of growth may reflect the 2025/26 budgets that companies have set, or been forced to accept by

FIGURE 1 – PERCENTAGE SPLIT OF 2025 STORIES BY REGION

their owners, due to their strong growth track record in the previous two years. Privately, many interviewees shared that they now worry they will not be able to hit these lofty budget targets due to increased market headwinds.

This raises a concern that many companies will miss their difficult 2025/26 targets, leading to cost and job cuts later in the year.

04 Regional Growth Insights

Regional Variations in Growth Rates

Growth rates varied considerably across different geographical areas, underscoring the influence of regional policies and market dynamics.

The Middle East saw 90% of companies experiencing record growth in 2024, the highest percentage of any region (see Figure 2)

Middle East’s Dominance

The Middle East region reported the highest average company growth rate at 68%, significantly outpacing other regions, that only averaged between 6% to 20% (see Figure 11)

Stuart Broadley Chief Executive Officer at EIC

FIGURE 2 – PERCENTAGE OF COMPANIES WITH RECORD GROWTH IN 2024, BY REGION

FIGURE 3 – PERCENTAGE OF COMPANIES FORECASTING FURTHER GROWTH IN 2025, BY REGION

05 Factors Driving Rapid Middle East Growth

Embracing Diverse Energy Technologies

Middle Eastern countries successfully integrated all energy technologies without polarising the energy debate. This nuance allowed for multiple revenue streams, aiding their economic stability and growth.

Investment Strategies

Significant investment in both traditional hydrocarbon and newer renewable sectors is proven to be critical in maintaining economic balance, also highlighting how supply chain revenues and profits from oil and gas are reinvested into greener technologies.

This is further underlined by the analysis of the sector split of company involvement, over a four-year spread. This is not a percentage split of revenues, but simply an analysis of whether companies are focused on a sector or not.

The Middle East region reported the highest average company growth rate at 68%.”

06 Voices from the Supply Chain

Member Sentiment on Current Markets

While growth statistics appear positive, many companies express caution due to global events and fluctuating policies. Member experiences reveal a mix of optimism and concern regarding market stability, impacting future strategies.

Concerns Over Global Policies

As much as energy transition can be seen to be growing, in terms of the quantity of companies that are focusing on it as a new sector, still more than 90% of companies focus on oil and gas, unchanged over the four years.

Traditional renewables (wind, solar, hydropower) and power & nuclear (incl. grid) show only minimal growth in focus over the period (see Figure 4)

These results highlight the critical importance of government policy consistency and how it directly affects decision-making processes within member companies and the supply chain at large, emphasizing the need for longterm, stable regulatory environments.

07 Energy Transition Challenges

Decline in Energy Transition Strategy Success

As the focus on cleaner energy grows, you would expect companies to report a higher percentage of revenues in that space too. The opposite is evident from this research.

There is a noted reduction in companies reporting success from energy transition projects (see chart below), with energy transition revenues (i.e. hydrogen, carbon capture, floating offshore wind and nuclear SMRs) dropping from 9% to 6%.

This decline raises concerns about the effectiveness and feasibility of current net zero investment, policy, and regulatory strategies (see Figure 9)

Continued Reliance on Fossil Fuels

The persistent demand for hydrocarbons globally is underlined by stubbornly high revenues in the supply chain derived from oil and gas (i.e. upstream, midstream, LNG,

FIGURE 4 – SECTOR

downstream, decommissioning) resulting in the largest share of supply chain revenues remaining in oil and gas – now at 57%, down from 60% two years before.

While the transition to renewable sources is essential, the energy landscape remains heavily reliant on traditional hydrocarbon fuels, indicating a slower-than-expected transition (see Figure 5)

The Rise of Power and the Grid

As selected regions progressed faster into renewables power in 2024, with consequential intermittency impacts on their electrical grids, so we see those regions investing the most in new power and grid infrastructure, namely Europe, UK and the Middle East (see Figure 5)

Interestingly, as this research was done in the first half of 2025, data centres were still not driving grid investments to a great degree in the Americas, but we expect this to change in the 2026 edition of Survive & Thrive.

08 Service and Solutions Approach Continues to Dominate

Rising Demand for Custom Solutions

Over a third of companies are adopting service and solutions strategies to offer tailored, one-stop-shop solutions for end users. This shift aims to foster innovation and responsiveness to client needs.

Bespoke and bundled solutions are designed to enable closer ties between smaller supply chain companies and their operator and engineering, procurement and construction (EPC) customers, breaking down barriers, cutting out low cost competition, increasing the scope for innovation and tailoring, and building closer relationships.

Impact on Competitive Dynamics

The increasing demand for customised solutions highlights firms’ need to maintain presence and relevance within a competitive landscape dominated by larger end-user operators and tier 1 EPC firms.

09 Digital Transformation Falters

Digital & AI Disconnect

A striking portion of companies reported having artificial intelligence (AI) strategies in place, with over 60% engaged with AI technologies. Despite this, only 9% indicated that digital strategies were central to achieving growth, suggesting a disconnect between potential and implementation.

FIGURE 5 – SPLIT OF COMPANY REVENUES FOR SECTOR IN 2024 BY REGION

Hesitance Towards AI Adoption

The cautious approach towards AI indicates that while companies see the benefits, the uncertainty surrounding its long-term viability poses significant hesitance on fully committing to digital transformation.

10 Export Market Dynamics

Challenges in Developing New Markets

For the ninth consecutive year, the least used, or the hardest, growth strategy employed by the world’s energy supply chain was to develop new export and international trade markets.

Only 7% of companies viewed developing new export markets as a viable growth strategy, revealing deep-rooted challenges. Companies are reluctant to venture into new markets without robust support and understanding.

Established Markets Taking Precedence

Most companies prefer to continue engaging with existing export markets, where they have established facilities,

legal frameworks in place, trusted trading and business partnerships, and better understood market dynamics, rather than risking failures in more uncertain territories.

Looking back over the last three years, exports to established markets have stabilised at approx. 50% of revenues for EIC members, averaged globally.

With the supply chain experiencing two years of record revenue growth, but flat 50% exports, this implies that approx. equal growth rates were seen both domestically and internationally by EIC members.

If exports had driven the growth, then we would have expected the percentage of export revenues to have significantly grown in 2023 and 2024, but this was not the case (see Figure 6)

Europe and UK lead as Exporters

The UK and Continental Europe showed the highest export success.

This is perhaps for two reasons: first, the higher number of energy projects being built in APAC, Middle East and the Americas, keeping local supply chains busy. Second, the longer heritage of export infrastructure success and investment by Europeans in key energy hubs, due to them having smaller domestic oil & gas reserves.

11 Cultural and Policy Barriers to New Exports

Cultural Challenges in New Markets

Diverse business cultures across various potential export markets acted as significant barriers to international trade investment. Companies often lacked the necessary understanding or cultural fluency to successfully penetrate these markets.

Impacts of Policy Gaps

The absence of supportive government policies and export financial support, both locally and internationally, also hampered companies’ ability to explore new export opportunities effectively. Consistent policy advocacy for export support is essential.

12 Policy is Driving Diversification

Different regions have different energy policies, with different approaches to the role of oil and gas in the transition.

Oil states clearly cannot afford to step away from oil and gas, so they nurture it and use it as a platform to build on, while still also aggressively investing in its economic decarbonisation.

States with less reliance on oil and gas are moving more quickly away from it, in policy terms. But this is not necessarily driving growth, profitability, or prosperity. However, it does arguably drive faster transition to lower emission technologies as a percentage of the overall primary energy mix.

Consequently, the UK and Europe are looking more to clean energy for their future investment, whereas the Americas, APAC and the Middle East have a more balanced approach to future investment across both clean energy and oil and gas (see Figure 7)

FIGURE 6 – AVERAGE EXPORT SHARE AS PERCENTAGE OF REVENUES GLOBALLY

13 The Role of Government Support

The Need for Effective Diplomatic Engagement

For companies to access new export markets, robust governmental support is crucial. Countries with proactive measures to assist businesses in entering foreign markets often see greater success.

Lessons from Successful Regions

Members cited successful governmentled initiatives in markets such as Australia and the Middle East that effectively facilitated UK supply chain companies’ entries into new territories, highlighting the need for similar efforts elsewhere.

14 Economic Realities for a Just Transition

Balancing Traditional and Emerging Sectors

The transition to renewable energy cannot happen in isolation. Companies emphasised the necessity of sustainable revenue

streams from oil and gas to fund emerging technologies and transition efforts.

Employment Implications

Transition efforts must be economically feasible, ensuring that job security and stability in various sectors remain a priority for energy companies and their workforce.

PS - The Money Man

The Sarawak delegation to EIC’s flagship event Energy Exports Conference (EEC) in June 2025 brought with them their “money man” for energy. One person with overall responsibility for all energy sectors, in terms of measuring and driving progress in delivering economic prosperity and net zero competitiveness.

Shouldn’t every transition economy have such a money man, with accountability and transparency of reporting?

15 Market Movements and

Industry Adaptability

Supply Chain Mobility

The adaptable nature of energy supply chain companies emerged as a key theme,

with many companies capable of, and now actively, relocating their operations and skilled personnel to wherever the work is, based upon favourable market conditions.

This underpins that a supply chain is movable, and not loyal to its home base, if the work is not there.

Consistency and Stability Win

The regions with long-term, stable, consistent policies and lucrative pipelines for profitable work are now magnetically attractive to the supply chain.

Regions with energy policies that exclude important energy sectors like oil and gas or renewables are scaring away investors and the supply chain, regarding those countries and their policies as too risky and low margin to stay in.

Get Your Sunglasses Out, We’re Moving to the Middle East

The most favourable market to move to is, of course, the Middle East. Markets like the UAE and Saudi Arabia promise fully supported and consistent oil and gas policies, lower business costs, lower personal taxes, a higher standard of living, a luxury lifestyle, and booming project activity across all energy sectors.

Investors and company owners simply will not wait for a policy or pledge for jam tomorrow. They need the work now.

Resilience Amidst Change

Years of challenges, such as the COVID-19 pandemic, the supply chain crunch, and regional wars, have bred resilience among companies. Their commitment to lower fixed costs and adaptability will play crucial roles in navigating future uncertainties.

Growing Costs of Doing Business and the Rise of the East

With business costs growing at rates above inflation around the world, but customers refusing to swallow price increases, companies are having to act ruthlessly to stay competitive, to win work, to generate margins, and to retain their core capabilities.

Higher costs are combined with the increasing dominance of more aggressive Asian competitors, aka the Rise of the East, arriving on the doorsteps of markets everywhere, even in those markets that are attempting to be protective in nature.

16 The Demand for Sustainable Practices

Pressure for Green Solutions

As environmental concerns escalate, albeit with some countries having flip flopping policies in this regard, there remains pressure for companies to adopt greener practices, driven not only by government mandates but also by consumer behaviours and market demands.

17 The Importance of Innovation

Emphasis on Technological Advancements

Innovation remained a key growth strategy, paramount in a competitive market. Companies embracing

Resist the temptation to follow polices that are not backed up by profitable pipelines of work.”

cutting-edge technologies continued to feel they were better positioned to adapt and succeed, funding continuous investment in research and development (R&D).

Collaboration for Innovative Solutions

Strategic partnerships among supply chain companies were often sought to foster the exchange of innovative ideas and practices, emphasising the collaborative nature of the energy sector in driving change.

18 Looking Forward: Thoughts on Future Growth Strategies

Proactive Planning and Strategy Adjustment

Companies anticipating future growth must adopt highly agile and movable approaches to future investment and resource allocation, accounting for the rapidly changing market conditions and technological advancements.

Sustaining Growth Amidst Challenges

While optimism about 2025 remains high, vigilance is necessary. Companies must remain adaptable and responsive, incorporating flexibility into their long-term

strategies to maintain market position.

Embrace All

Resist the temptation to follow polices that are not backed up by profitable pipelines of work.

Diversify and spread your risk to remain involved in heritage profitable sectors, including oil and gas, but also position for future nascent technologies.

Invest in new export and international trade markets now, while your order books are booming and your bank accounts are bulging.

19 Conclusions from the Findings

Key Takeaways

The strong performance across energy supply chains signals resilience, but challenges such as policy inconsistency and market volatility continue to impact strategic decisions. A focus on sustainable, diverse energy practices is essential for future growth.

Recommendations for Member Companies

To thrive, companies are encouraged to invest in multi-faceted strategies that

blend traditional energy sources with innovative renewables, ensuring they remain competitive and relevant.

Recommendations for Policy Makers

To protect your supply chains, embrace all technologies to drive prosperity and synchronised transitions, and respect the heritage, expertise, and capabilities that exist today.

Accept the evidence that the gap in time between now, our jobs in oil and gas, and the future state of equivalent skilled and well-paid jobs in clean energy is at least ten years apart. Any form of overly rapid and unstructured transition, one that ignores this jobs gap, will destroy value and communities.

These lessons can be learnt by looking to the examples being set in the Middle East.

20

Final Thoughts and Acknowledgments

Celebrating Member Contributions

The EIC team expresses gratitude for the member companies that openly shared their strategies and experiences, highlighting their importance in creating a comprehensive understanding of the industry landscape.

Encouraging Future Participation

This ninth edition of the Survive & Thrive research serves not only as a resource for understanding current dynamics but also invites further engagement and participation from companies in the upcoming awards and collaborative initiatives.

If you are reading this and now want to participate in the tenth edition of EIC Survive & Thrive in 2026, please contact stuart.broadley@the-eic.com Applications for EIC members to apply will open in January 2026

02 Comparison TABLE

* not including People & Competency

Made to measure SOLUTIONS 03

Stay close to your top customers

More than a third of companies interviewed this year followed the well-trodden path of getting as close to customers as possible to develop tailored solutions. These solutions often have a broad scope and offer onestop-shop services, allowing companies to influence customers’ buying decisions and minimise the chances of work being outsourced to other suppliers.

One-stop-shop

The benefit of a one-stop-shop approach is that it ensures 100% of the work goes to the preferred supplier. This means that customers specify products or technologies supplied by smaller suppliers down the supply chain, ensuring these products are pre-specified in work scopes managed by engineering, procurement and construction (EPC) companies.

Work directly with operators

Although small companies in the supply chain still have to work with EPCs, crafting the work scope directly with operators helps to minimise EPC costs, divide the work, and drive costs down by using well-proven, lower-cost products and services. This strategy has proven successful as it delivers greater differentiation, less competition, higher margins, and more influence over the wider scope of work that operators may package together as tender documents. These documents are tailored to suit the unique capabilities of specific suppliers.

Rise of the East

This bespoke approach and high-level relationship management are critical for higher-cost supply chain companies to compete with low-cost Asian supply chains, which often prioritise market share over relationships and solutions.

Consistent trends 2023-2024

In 2025, 84% of member companies interviewed worked directly with operators, unchanged from 2024. EPCs are nearly there: 83% of suppliers also work directly with them.

Solutions drive innovation

Another interesting factor linked to Service & Solutions is its emphasis on service innovation, contract innovation, and outstanding customer service, rather than process, design, technology, or digital innovation.

Service relationships are long term

Service & Solutions focus on long-term relationships, combining operation and maintenance with new equipment sales. By getting close to customers and understanding their real pain points, suppliers can find solutions that not only meet the terms of the tender document but also address the customers’ ultimate problems.

Nurture trust and openness

Operators are often cautious about discussing their real objectives and pain points due to confidentiality concerns or embarrassment. However, trusted suppliers can uncover these issues and build near-perfect solutions that maximise profit, scale, scope, and revenue. This leads to long-term relationships, often with single-sourced binding contracts.

“Survive & Thrive IX” contains countless stories showcasing this type of contracting service and customer excellence.

FIGURE 8 – THE CUSTOMERS OF THE SUPPLY CHAIN

04

The race to Net Zero: ANY WINNERS YET?

Energy transition successes fading rapidly as reality hits

Companies that proudly talk about their energy transition success stories have seen a significant drop in their achievements, from 33% last year to 22% this year. Many are giving up on their net zero dreams, admitting to shareholders and staff that they are not winning the level of order intake they had hoped for. Despite their efforts, achieving net zero ambitions seems unattainable due to insufficient work being awarded in markets like offshore wind, hydrogen, and carbon capture (see Figure 9).

Be careful when following net zero policies

Dogmatic policymakers who insist that oil and gas is bad and renewables is good, and that the transition must be

forced quickly, are seen as simplistic and dangerous. This approach threatens jobs, skills, and future capabilities within the supply chain. Although many companies report working in the energy transition space, most lack success stories. Their order books are empty of ideal projects, and many have won green tech projects through hard competition with low prices, leading to low profits and limited innovation.

Experience leads to caution

Supply chain companies have scars from overpromising and underdelivering in the renewable space and are now more cautious. They view policymakers’ net zero rhetoric as mere talk. Companies will only act on the transition when their order intake fills up, not just because it’s the right thing to do. The supply chain has shareholders to pay, staff to support,

and mortgages to cover. They want to run successful businesses, delight customers, and challenge their staff, but the current situation is not delivering enough of that.

Oil and gas buys time

The problem is not solely due to political changes like Trump 2.0. While the “drill, baby, drill” approach has shaken investors and hurt companies in the US due to tariff uncertainty and reduced renewable projects, the net zero commitments set in stone over the last three years are now impacting bottom lines and empty order books. The supply chain is grateful for oil and gas, which continues to deliver high margins, innovation, and large-scale work, buying time while the transition is supposed to happen.

FIGURE 9 – AVERAGE PERCENTAGE OF COMPANY REVENUES, SPLIT BY SECTOR

Will businesses continue to FLOURISH? 05

The Supply Chain is Booming, Scaling Up, and Worrying Less About Defensive Resilience

There is a clear inverse relationship and negative correlation between scale and resilience. When companies are doing well, as they are today, they grow quickly.

Record scale up growth

Many companies have scaled up, growing revenues, profitably, by a factor of 2 to 3 times over the last four years. During such times, companies benefit from the

resilience strategies of past years and do not need to take defensive actions now.

Record revenue growth

Simply put, when companies are thriving, they focus on growth rather than resilience. They aim to expand as fast as possible while the good times last. It has been a strong year, with 78% of companies reporting a record year in 2024. This figure is expected to rise to 86% in 2025.

So why does everyone feel so uneasy?

Aside from all this growth success

recently, today’s geopolitical and trading uncertainties are a significant drag on investment confidence, and this is starting to drive slower demand growth, with early signs of job cuts and cost controls, with a just-in-case approach by business leaders.

2025

budgets at risk

Optimistic 2025 budgets have been set, based on booming 2023 and 2024 revenues and profits, but many leaders now privately believe they will miss their ambitious 2025 budget targets.

The prize of frontier markets remains UNCLAIMED 06

Export Continues to Exasperate

Almost unbelievably, for the ninth consecutive year, the least used growth strategy has been the development of new export and international markets.

Exports and international trade booming in and to established markets

To be clear, companies are exporting as much as they can to their established

markets like the UAE, Saudi Arabia, Brazil, and Texas (see Figure 10).

Frontier markets still seen as too hard to tackle

However, as more frontier markets open up in regions like Africa, Australia, Canada, Eastern Europe, and even China, companies are failing to seize these opportunities.

Leaders continue to view the development of new export and international trade markets as the hardest strategy, especially when growth is coming easily from the oil and gas industry and established markets where they already have infrastructure, people, capabilities, and in-country value.

10 – AVERAGE EXPORT SHARE AS PERCENTAGE OF REVENUES BY REGION

FIGURE

Middle East: HERE I COME! 07

“Survive & Thrive IX” has benefited from a global portfolio of companies submitting their success stories, and the differences between regions are very revealing (see Figure 11).

Middle East is the big winner

The Middle East is booming and is perhaps one of the only markets that ticks all the boxes. It has rich and influential customers with consistent pipelines of work across all energy sectors. The region’s long-term government structures enable policies to be followed through without flip-flops. This high level of work, generally with high margins (despite cost pressures), means that the supply chain regards the Middle East as the preferred place to trade right now. Other markets like the UK, Western Europe, and the US face many policy problems. Companies are not only trading in the Middle East but also moving their people and facilities there. Dubai, for instance, cannot build flats fast enough to accommodate this influx.

United Kingdom grapples with transition

In contrast, the UK is struggling with very anti-oil and gas policies, coupled with progreen politics. There is at least a 10-year gap between the decline of oil and gas jobs and the rise of green jobs to absorb the skilled workforce. Thousands of people in the UK workforce are worried about the impact of the Labour government’s dogmatic view on the energy mix on their businesses, jobs, and livelihoods. The supply chain has shown resilience after periods of uncertainty following the oil and gas crisis of 2014,

Brexit, COVID-19, and the Russian invasion of Ukraine. The UK market, however, provides little incentive for talented people and valuable supply chain companies to remain in the UK, due to flip-flopping policies, short-term political approaches, high living costs and trade barriers from Brexit.

United States grapples with tariffs

The US faces a unique problem. Despite having a pro-trade President, the strategy around tariffs is causing domestic prices to drop, hurting the US gas industry, particularly shale. Companies are struggling to find exciting domestic oil and gas markets. Anti-green policies in the US also hinder movement into other energy sectors, with nuclear energy still being discussed but not yet implemented. Data centres provide some upside, but all eyes continue to look to the Middle East for stable policies and full pipelines of work.

Latin America grapples with globalisation

Latin America is doing well within its own bubble but is not attracting the movement of people like the Middle East. Companies in Brazil, for example, are not exporting around the world as European companies do. In markets like Latin America, companies avoid discussing government policies, understanding that loyalty to big national companies is crucial for long-term success.

Rise of China

China is in an economic conflict with the US but remains confident in its approach. China works globally with low-cost, high-quality, and innovative designs. The days of low quality and low cost in China are gone. Now, China offers low cost with good or even the best quality. China is a world leader in electric vehicles, raw materials, solar panels, shipbuilding, large oil and gas fabrication, FPSO construction, and offshore wind turbine manufacturing. Neighbouring countries strive to remain neutral to work with both China and the US.

12 Lessons for C-level success: INSIGHTS FROM 140 C-LEVEL LEADERS

*in order of priority

Focus on your talent first:

• attract, develop, retain

• people are your key differentiator

• trust your people

• listen to them at all levels

• empower

• make sure you hire people who are smarter than you

• build top teams

• enable constant 360 feedback

Blend a compelling vision with a positive culture

• to be forward-looking

• to inspire change

• to deliver strategy

Don’t let up on ESG

• no matter the conflicting messages in the world, you must still prioritise ESG

• prioritise new energy technologies

• for commercial opportunity

• for risk mitigation

• for social impact in your local communities

Be disruptive

• embrace out-of-box thinking

• seek innovation

• challenge status quo

• step back to find new ideas and perspective

Being collaboration to life

• partner widely, with openness, with impact

• seek help from experts

• look for cooperation driven by shared goals

• listen, learn, share

Embrace change

• nurture resilience

• be calm in the face of disruption

• be super agile

• turn adversity to opportunity

Master communication

• over-communicate, it’s never enough

• lead with confidence

• talk openly

• message with impact

• be known for your integrity

• ensure you have a growth mindset, even in times of adversity

From vision to strategy roadmap

• prioritise actions over plans

• stick to the strategy

• work hard

• know your SWOT

• to get where you want to go, you may need to be patient

Nurture your supply chain

• engage with them constantly

• encourage them to innovate

• listen to them

• don’t just seek lowest price 10

Insist on having market intelligence

• develop your radar for market & environmental sensing

• do the research to get the right data

• deeply understand problems first, before overcommitting

• seek megatrends

Don’t short-cut continuous improvement

• don’t forget the value of many incremental changes, to deliver big outcomes

• learn to love efficiency gains again

• never sacrifice quality and safety

Bring balance to your decision-making

• short-term results vs long term legacy

• risk vs ambition

Other recommendations:

• Always look for new opportunities, and adopt latest technologies

• Build trust, honour your commitments, be humble

• Focus less on politics and policy, instead make your own decisions and progress

• Explore new markets to unlock new prizes, diversify risk, think global, incl. China

• There is a role for all energy technologies, a key driver for successful transition

• Celebrate wins, learn from failures, without blame

• Tailor your solutions, align with your clients’ needs, always upsell

• Manage expectations, remember the commercial reality, hit your targets

• To transform, focus on progress over perfection

• be curious about everything

• ensure you love to learn

• seek mentors

• remember you are there to challenge

• ask, ask, ask

• challenge, but always respectfully

• think outside the box

• embrace all

• take advantage of the world

•

• Build networks

• Volunteer for everything, get involved

• Have fun

• Be enthusiast

• Be patient

• Stay up to date with the latest tech, and be expert in your company’s products

• Be accountable for your actions and responsibilities

• Learn about all parts of the business, not just your own role and department

• Spend time with clients, go on-site

• Embrace teamwork, contribute to a collaborative culture

• Be yourself

•

• invest in

•

Government ASKS 09

Government Asks: UK

01

Overview of the UK Energy Sector’s Concerns

The energy landscape in the UK is at a critical juncture, as evidenced by insights gathered from a sample of 65 respondents working within the energy supply chain. This survey serves as a significant indicator of the industry’s pressing needs and the expectations placed on government entities tasked with shaping energy policy.

The consensus is unified: stakeholders are not merely requesting consideration; they are demanding coherence and consistency in government strategy. Respondents express a collective frustration with the current state of affairs, highlighting the need for a clear path forward.

Key Stat:

77% of respondents emphasised the necessity for better policy and governance.

02

The Call for Coherent Government Strategy

At the heart of this discourse lies a fundamental request for a well-defined, long-term government strategy that addresses the complexities and challenges of the energy sector. Stakeholders have voiced their concerns about the chaotic nature of current policies and the frequent changes that exacerbate uncertainty within the industry. The sentiment echoes strongly among respondents, as they articulate a vision for a government that engages in “joined-up thinking” to create a holistic energy strategy.

Key Quote:

“Get a grip – stop tweaking and messing around and start developing a proper strategy and be fast about it.”

03 Frustrations with Short-Termism

A notable source of concern for respondents is the government’s inclination towards short-term policies that prioritise immediate electoral gains over sustainable long-term solutions. Nearly 28% of respondents explicitly emphasised the necessity for a shift away from short-termism in favour of forward-thinking governance.

Key Quote:

“Think beyond an electoral time-period.”

By advocating for a focus on long-term planning, these stakeholders are urging officials to consider the wider implications of energy policies that extend beyond the current political landscape.

04 Project Approval Delays

Delays in project approvals have emerged as a critical concern, as they stifle innovation and complicate the timely execution of energy projects. Approximately 8% of respondents cited these delays as a significant barrier to progress, leading to frustrations that ripple throughout the supply chain.

Key Quote:

“There is supply chain fatigue working on projects that aren’t reaching FID.”

05 The Need for an Integrated Energy Strategy

As conversations around energy policy continue, a consistent theme has emerged:

the necessity for a comprehensive, integrated energy strategy. Stakeholders are not just focused on specific segments like renewables or fossil fuels but are advocating for a unified plan that encompasses the entire energy landscape, including oil, gas, renewables, grid infrastructure, and workforce development.

Key Quote:

“There needs to be a UK energy strategy. Where is the joined-up energy plan incorporating grid?”

06 The Demand for Respect and Recognition

Beneath the layers of policy critique lies a deep sentiment that is hard to quantify but equally significant: many respondents feel a profound lack of respect and recognition from the government. This sentiment surfaced repeatedly in interviews, raising concerns about the marginalisation of energy professionals, particularly those engaged in the oil and gas sectors.

Key Quote:

“Why must we ‘beg’ for legitimacy?”

This poignant question reflects the frustration felt by industry professionals, many of whom are actively contributing to the energy transition.

07 Support for Oil and Gas

About 28% of the respondents specifically called for continued support for the oil and gas sector, emphasising that their plea is not one of resisting decarbonisation but rather ensuring that the transition to a low-carbon future is managed thoughtfully and sustainably.

Key Quote:

“Don’t turn oil and gas off overnight. That’s not transition; it’s energy security suicide.”

This perspective sheds light on the need for a balanced approach that ensures energy security is not compromised during the transition phase, which

aligns with broader objectives of decarbonisation.

08 Workforce and Skills Concerns

Concerns regarding the workforce and talent retention are paramount, as approximately 25% of respondents expressed that the instability stemming from inconsistent energy policies has led to recruitment challenges.

Key Quote:

“Don’t stifle the industry, as we will lose talented people.”

The potential migration of skilled workers could have long-lasting implications for the industry’s competitiveness and innovation.

09 Risks of Capability Erosion

The implications of policy indecision and instability extend beyond immediate operational concerns; they may lead to a gradual erosion of talent and skills. Respondents pointed out that unfavourable local content expectations abroad are enticing companies to seek more welcoming environments, as evidenced by the increasing interest in markets that offer greater stability and support.

Key Quote:

“Capability will leak slowly, and when you look up, it will be gone.”

10

Financial Support and Investment Confidence

Finally, financial and market support emerged as a critical theme in discussions, with 42% of respondents raising concerns over the UK’s fiscal environment. Many pointed to the need for improved conditions that enhance investment confidence.

Key Quote:

“Stop the Windfall Tax, save the jobs and the suppliers in the UK energy supply chain.”

This reflects a broader understanding that without a conducive investment climate, the energy sector may struggle to attract the necessary capital to flourish.

11 UK Conclusion

The collective feedback from stakeholders in the UK energy supply chain indicates a clear commitment to action. However, this commitment is contingent upon the establishment of a stable, coherent policy environment that empowers the industry to innovate and successfully transition towards sustainable energy solutions.

The urgency of these discussions underscores the importance of addressing stakeholder needs, creating a collaborative framework, and forming a comprehensive long-term strategy that resonates with the realities and aspirations of the energy sector.

Government Asks: MIDDLE EAST

01 Overview of Growth in the Middle East

The Middle East is currently experiencing a complex interplay of factors that reflect both optimism and challenges within its economic landscape. Many interviewees expressed a broadly positive view of the region’s momentum, driven by strong demand, substantial public investment, and increasing global interest. However, the path forward is fraught with obstacles that could inhibit sustained, export-led growth if not addressed adequately.

Key Stat:

- Over 27% of participants cited local content schemes as critical issues affecting the region.

02 Local Content Schemes and Their Impact

Local content initiatives are at the forefront of discussions among stakeholders, encompassing a multitude of concerns that range from financial implications to workforce development.

Key Quote:

“With an in-country value evaluation system in place, it would be beneficial to establish frameworks and action plans that prioritise awarding major projects to local manufacturing businesses.”

03 The Complexity of Cross-Border Localisation

One pervasive challenge is the fragmentation of localisation programs across the Gulf Cooperation Council (GCC) states. The differing regulations can complicate trade and export processes.

Key Quote:

“If we could move away from the individual countries having their own in-country value programmes to a GCC-wide programme, this would help enormously.”

Such a unified approach could significantly ease the operational burdens on businesses, allowing for more seamless trade within the region and enabling companies to focus on growth rather than bureaucratic navigation.

04 Challenges in Talent Localisation

While talent localisation is supported in principle, the reality is that compliance with local content rules presents practical challenges for businesses operating across various jurisdictions. Many interviewees indicated that more guidance is needed to facilitate talent acquisition and retention.

Key Quote:

“More guidance and engagement [is needed] to support the private sector in sourcing and retaining local talent and skills.”

05 Technology and Innovation as Priorities

Technological advancement is a critical focal point for the future of the region, with nearly 32% of interviewees highlighting technology and innovation as key priorities. Initiatives in clean energy, artificial intelligence (AI), and digital logistics systems offer potential

pathways for growth.

Key Quote:

“Encouraging technology adoption in logistics – like GPS tracking, automation, and AI – would increase efficiency, transparency, and global competitiveness.”

Such advancements are crucial not just for enhancing operational efficiency but also for positioning the Middle East as a competitive player in the global market.

06 Support for Emerging Technologies

Furthermore, there is a call for targeted support to scale emerging technologies. Interviewees articulated a desire for clearer regulatory frameworks and targeted incentives to facilitate industrial adoption of innovations like graphene and hydrogen solutions.

Key Quote:

“We need clearer regulatory pathways, targeted incentives for industrial adoption, and stronger support for scaling breakthrough technologies.”

07 Infrastructure Needs for Trade and Freight

Infrastructure improvements are another critical area identified by 18% of interviewees. Enhancements in trade and freight movement are vital to keep pace with the region’s growth trajectory.

Key Quote:

“Better roads, dedicated freight corridors, smart logistics parks, and specialised ODCfriendly routes are the need of the hour.”

08 The Positive Sentiment in Business

Despite the challenges, the overall sentiment across the region remains positive. Participants described the Middle East as a high-performance zone for business, characterised by its potential to become a global leader in various industries—provided that governments can offer stable and

consistent support in finance, skill development, and tech adoption.

Key Insight:

While there is optimism, the rapid growth and development raise concerns among some interviewees regarding rising operating costs and inflationary pressures affecting real estate, services, and talent acquisition.

09 Policy and Governance: A Call for Streamlining

Policy and governance issues are paramount, consistently cited by 68% of participants as areas needing improvement. Contrary to resistance, the prevailing sentiment is one of urgency for streamlined processes that ease the regulatory burdens on businesses.

Key Quote:

“There is more to do to make the life of an SME easier… simplifying and digitising regulatory processes would reduce bureaucratic hurdles.”

10 Financial and Market Support Imperatives

Finally, the need for financial and market support cannot be overstated, with 46% of interviewees focusing on access to funding, targeted support for SMEs, and incentives that promote value creation within national borders.

These responses reinforce the conclusion that while the Middle East is in a robust position, there is an urgent need for coordinated strategies that address fragmentation and create pathways for long-term growth.

11

Middle East Conclusion:

The Middle East stands at a crossroads where careful navigation of its complex landscape—and addressing the interconnected challenges of policy, local content, and support for innovation—will determine its trajectory toward becoming a global economic powerhouse.

The Middle East’s unique blend of challenges

and opportunities requires a nuanced approach to foster sustainable growth. By addressing local content complexities, focusing on infrastructure improvements, advancing technology, and simplifying regulatory environments, the region can unlock significant economic potential.

Government Asks: EUROPE

01 Overview of Industrial Momentum in Europe

Europe currently faces a critical juncture, as expressed by interviewees who worry about the continent’s industrial momentum faltering. While there exists a strong political commitment to sustainability and innovation, there is a growing anxiety that Europe risks becoming uncompetitive, especially when compared to the nimbleness and advancements seen in Asia and the United States.

Key Stat:

- 65% of participants raised concerns regarding policy and governance as major impediments to Europe’s industrial strategy.

The shift in sentiment from concern to alarm signals that urgent action is needed to restore Europe’s competitive positioning within the global market.

02 The

Need for a Long-Term Industrial Strategy

Central to the concerns articulated by interviewees is the absence of a cohesive long-term industrial strategy. Participants voiced that Europe lacks a clear vision that extends beyond immediate challenges, which contributes to uncertainty and a reactive (rather than proactive) policy framework.

Key Quote:

“Address the lack of a 20-year vision. There is a lack of direction.”

Many are clamouring for a structured roadmap that can guide Europe through the complexities of a rapidly changing industrial landscape.

03

The Fear of De-Industrialisation

A significant topic of concern among interviewees is the rising fear of deindustrialisation in Europe. Manufacturing and engineering prowess are perceived to be eroding, with specific mention of Germany as a key example of this troubling trend.

Key Quote:

“Fear that [Germany] is losing the edge… once the world’s exporting champion, now at risk of becoming the lame duck of Europe.”

04

The Call for Deeper Collaboration

To navigate these tumultuous waters, many participants advocate for deeper collaboration between governments and industries. A collective approach is seen as critical for Europe to maximize opportunities, particularly as the geopolitical landscape evolves.

Key Quote:

“We must collaborate to maximise opportunities—managed it with oil and gas, now must do it again for net zero.”

With changing dynamics, including less stable relationships with traditional allies like the United States and the rising influence of China, collaboration has become not just beneficial but necessary for securing a sustainable industrial future in Europe.

05

Emphasis on Technology and Innovation

Technology and innovation were cited in 29% of the responses, reflecting a strong desire for a focus on net zero solutions and advancement through extensive application of AI. However, the challenge lies not in the willingness to innovate but in the effective execution of those ideas.

Key Quote:

“Motivate innovation, not just ICV (incountry value) and low cost.”

Participants recognise that incentives should be structured to reward companies that are driving technological advancements. This suggests a shift in how the industrial ecosystem is perceived and rewarded.

06 Role of Educational Institutions in Innovation

Interviewees expressed that universities must play a pivotal role in stimulating innovation by aligning their research and training with real-world industry needs. Calls have been made for better funding and support to enhance the connection between academia and industry.

Key Quote:

“Help universities to stimulate innovation— they are in trouble now.”

This perspective points to a critical gap that exists between academic outputs and industry requirements, signalling a need for collaboration that can harness the potential of both sectors.

07 Financial and Market Support is Essential

More than 29% of interviewees highlighted the importance of enhanced financial and market support to revitalise Europe’s industrial landscape. There’s a consensus that public investment is necessary to position Europe as an attractive hub for business.

Key Quote:

“Really invest where needed, in infrastructure and cheaper energy, to make Germany an attractive place to invest, work and grow.”

08 Workforce and Skills Development

A robust workforce remains crucial to Europe’s recovery, with 41% of respondents underscoring the need for skills development, education, and practical training to adapt to changing industrial needs. There are growing concerns about attracting young talent to traditional industries.

Key Quote:

“Less schooling, more training on the job, more open mind, more competences.”

This sentiment reflects a generational shift, indicating that young individuals are seeking meaningful careers that align with modern industry demands, necessitating effective training programmes and educational reforms.

09 The Bureaucratic Challenge

Despite the urgency for reform, only 6% of interviewees explicitly called for reducing bureaucracy. This statistic indicates that while the issue is acknowledged, it may not be prioritised sufficiently.

Key Quote:

“How to reduce the bureaucracy, [to become] more agile, more forward-looking?”

There is a growing recognition that bureaucratic red tape hinders progress, and clearer pathways can facilitate a more agile response to industry needs.

10 A Call for a Strategic Vision

Ultimately, Europe’s energy and industrial future hinges on its ability to restore a long-term vision, align policy with contemporary industrial needs, and make urgent advances in collaboration and investment. The overarching fear among stakeholders isn’t solely about failing; rather, it’s about stagnation amid a rapidly shifting global landscape.

11 Europe Conclusion:

With a cohesive strategy, commitment to innovation, and a focus on collaboration, Europe can not only reclaim its industrial momentum but also position itself as a leader on the global stage. The time for action is now, as the stakes have never been higher for Europe’s industrial future.

However, there are critical issues facing Europe amidst its quest for industrial competitiveness, promoting a clear vision for the future through collaboration, innovation, and strategic investment.

11 Strategies AT A GLANCE

Collaboration

Working with partners to bring your strategy to life.

Culture

Where business success is largely due to the beliefs and behaviours that determine how employees and management interact internally and with stakeholders.

Digital & AI

The application of digital, data & AI systems, analytics and technology to innovate and optimise.

Diversification

Expanding existing capabilities into other sectors, such as from oil and gas to offshore wind.

Energy Transition

The next wave of technologies, beyond mature renewables, that will deliver the 2050 net zero carbon goals of the UK.

Environmental Sustainability & Social Impact

Taking responsibility, as part of your business strategy, to conserve natural resources and protect global ecosystems and communities.

Export

The development of new business growth by focusing on exporting and internationalisation in new countries/ regions.

Innovation

Enhanced products, services and strategies to meet specific client needs and build differentiation.

Optimisation

The focus on improving internal decision making, costs, processes, agility, structures and enhancing competitiveness.

People & Competency

The development, recruitment, training, retention and competency of skilled people, regarded as the key enabler of company growth, and also the biggest challenge to address.

Resilience

The capacity to adapt and recover quickly from challenging market pressures and events.

Scale Up

The increase of a company’s revenues and/or size, in a marked, rapid and continuous way, above normal growth rates.

Service & Solutions

The focus on adding value to customers in their OPEX and O&M value chain, and the specific broadening of scope of work to provide a one-stop-shop or customer centric approach.

Technology

Refers to the specific development and proven use of new or enhanced engineered technology to solve client’s problems.

Transformation

Company-wide step change actions, taken as part of a strategic approach to reposition.

12 Success STORIES

AAL Shipping is a multiple award-winning premium breakbulk, project heavy lift, steel and dry bulk commodity carrier which has since 1995 delivered competitive solutions for the world’s most dynamic industry sectors. It is one of the multipurpose shipping sector’s top five carriers by total fleet DWT and has built a reputation for dependability and going the extra mile for its customers.

ABL Group is a leading global independent consultancy delivering energy, marine, engineering and digital solutions to drive safety and sustainability in energy and oceans.

AEG Power Solutions, an independent international company, is a global leader in power supply and conversion for industrial and renewable applications with distinctive expertise in AC and DC technologies. Its portfolio comprises a wide range of reliable and tailored AC and DC UPS, battery chargers, rectifier systems and switch-mode power supplies to protect critical power for oil and gas operations, power generation, industrial processes, transportation, nuclear and other critical infrastructure.

Airpac Rentals is the energy industry division of rental specialist Vp Group, specialising in compressed air and steam generation. It provides an expansive range of air compressors, steam generators, steam heat exchangers, nitrogen production units and more. Each of Airpac Rentals’ service offerings can be tailored to suit virtually any application.

Airswift is a global workforce solutions provider serving the engineering and technology industries. It supports STEM professionals seeking jobs with exceptional firms. With over 9,000 contractors and 1,000 employees across 60 offices worldwide, its talent pool and geographic reach are unmatched in the industry.

AIS is a global leader in material science technology for protection of critical infrastructure.

Allelys has grown to be one of the largest and most successful transport, heavy lift and installation companies in the UK. As experts in transport, multimodal logistics and project management its experienced team of professionals understand the needs and expectations of customers, and have the knowledge and expertise to overcome the daily challenges involved in delivering on time, and on budget.

Al Suwaiket & Al Busaiyes Lawyers and Legal Consultants is incorporated in Kingdom of Saudi Arabia as a professional firm since 2006. Al Suwaiket & Al Busaiyes aims to provide clients with highly professional legal services by qualified and experienced lawyers, collaborating to implement clients’ business strategies.

Amarinth is a carbon net zero organisation delivering world-leading expertise in the design, application and manufacture of centrifugal pumps and associated equipment for critical applications in the most arduous and hostile environments.

Apave is an international group with over 150 years of experience in technical, human, environmental and digital risk management. Apave has an international presence in nearly 60 countries, providing inspection, certification, technical training, testing and measurement, and consulting services to private companies and public authorities.

Applica is people-centric, diligent, agile and innovative. The company’s head office, based in Manchester, serves both the UK market and acts as its global recruitment hub. Applica also has businesses registered in both Houston and Stavanger to support the energy markets of North America and Scandinavia and has solutions in place to support Europe and Asia.

Dedicated to sustainable development, Arup is a collective of designers, consultants and experts working globally. Founded to be humane and excellent, Arup collaborates with clients and partners, using imagination, technology and rigour to shape a better world.

ASCO is a leading logistics and materials management company for the global energy industry. ASCO’s safe, lean, efficient and sustainable end-to-end solutions include logistics, transport and freight, supply base management, warehousing and storage, materials management, fuel and bulk provision, marine services, training, lifting and assurance, personnel and environmental services.

asset55 is a software engineering technology company bringing together highly experienced industry engineers with leading software developers to drive real and positive change within the energy sector. Aligned across two divisions, Operations and Projects, asset55 enables change through a portfolio of execution-specific software, improving safety and productivity to clients.

Present in 26 countries, AsstrA provides global customers with logistics and transport solutions tailored to their unique business requirements and cargo characteristics.

ATPI is the world’s leading specialist travel management company operating in over 170 countries around the world. ATPI is a critical partner to the energy sector, managing the movements of people to rigs, assets, business meetings globally by air, land and sea.

Avantis Group, based in the UK, is a global leader in energy and transportation. The company focuses on sustainable technologies and lifecycle management to drive environmental improvements. Its mission is to lead in low-carbon innovations and strategic decarbonisation. Its services, ranging from engineering design to global aftercare, aim to enhance sustainability and efficiency.

AVEVA is a global leader in industrial software, sparking ingenuity to drive responsible use of the world’s resources. The company’s secure industrial cloud platform and applications enable businesses to harness the power of their information and improve collaboration with customers, suppliers and partners.

Since its founding in 1975, Beamex has been a trusted partner for calibration excellence, helping its customers to continuously improve efficiency, ensure compliance, and increase safety in their operations. The company is a global leader in the provision of a seamless and digital calibration experience for improving quality and efficiency, with over 15,000 companies across more than 90 countries using its solutions.

Belzona is a global leader in manufacturing repair composites and protective coatings for industrial machinery and equipment. Since 1952, it has empowered a wide range of industries – including steel, oil and gas, mining, and marine – to protect their assets against abrasion, erosion, corrosion, and chemical attack.

Braver Engenharia is a Brazilian engineering company specialised in the design, structural analysis, and application of advanced composite materials, especially fiber-reinforced polymers (FRP), for structural and industrial solutions. Braver’s services include structural design, finite element analysis (FEA), prototype testing, and tailored engineering solutions for offshore, civil, and industrial projects.

The BUHLMANN Group is a globally operating premium distributor specialising in steel pipes and tubes, pipe-fittings, valves and accessories. With a warehouse capacity of around 65,000 tonnes the BUHLMANN GROUP is one of the largest stockholding traders in Europe.

Bureau Veritas is a world leader in testing, inspection and certification. Its mission is at the heart of key challenges: quality, health and safety, environmental protection and social responsibility. Through its wide range of expertise, impartiality and independence, the company foster confidence between companies, public authorities and clients.

CEVA Almajdouie Logistics is a joint venture between two industry giants – CEVA Logistics, a global leader in third-party logistics and supply chain solutions, and Almajdouie Logistics, a premier Middle Eastern logistics provider.

Cladtek is a leading provider of corrosion resistant alloy (CRA) solutions, specialising in mechanically lined pipe (MLP) and weld overlay cladding. Cladtek serves a wide range of applications, including onshore, offshore, subsea, subsurface, geothermal, carbon capture, and hydrogen storage. With manufacturing facilities strategically located in Indonesia, Brazil, and Saudi Arabia, Cladtek ensures cost-effective, high-quality, localised solutions and timely delivery worldwide.

Building on over 165-year history, Clariant is a global and independent manufacturer of energy-efficient catalyst technologies shaping a sustainable future for the chemical industry. Clariant creates greater chemistry – between people and planet – by helping to decarbonise customers’ production processes and scaling up the transition toward zero-emission chemicals and fuels.

Cokebusters is an international technology and specialist service provider. The company designs, builds and maintains specialised equipment for the mechanical cleaning, intelligent pigging and integrity management of small diameter, high-pressure process piping and pipeline inventory. Cokebusters’ equipment and personnel services are available across client sites worldwide.

The Engineering Construction Industry Training Board (ECITB) is the statutory skills organisation for the engineering construction industry (ECI) in Great Britain. A non-departmental public body sponsored by the Department for Education, the ECITB works with employers and governments to attract, develop and qualify the engineering construction workforce in a wide range of craft, technical and professional disciplines.

Emerging EPC Sdn Bhd is a Malaysian-based system integrator specialising in customised engineering solutions for the oil and gas, power generation, petrochemical and future energy industries. The company designs and delivers air and gas compression systems, filtration and separation units, power and nitrogen generation packages, and advanced nonmetallic piping systems.

EquipSea is a Brazilian manufacturer of welded, machined, and coated parts as well as turnkey tested sets that include seals, and hydraulic and electrical components. EquipSea has expertise in the energy and oil and gas sectors but is not limited to them. Its customers are major global players such as OneSubsea (Both SLB Legacy and Aker Solutions Legacy), Subsea7 and others.

Founded in 2008, ERSG has grown into an awardwinning, global leader in staffing solutions, specialising in energy, power, and built markets. ERSG connects top-tier talent with businesses worldwide, offering permanent hires, contract and freelance placements, and tailored workforce solutions.

As a multi-brands and multi-technologies player, COMECA is a major actor in the industry, energy, infrastructures, commercial buildings and transport sectors. It works harmoniously with the major players of the electrical industry, such as original equipment manufacturers, engineering companies, installers and distributors.

Based in Dubai, Crescent Engineering was established in 2015 to provide process engineering solutions in the oil and gas field. Crescent Engineering is a global EPC supplier of oil and gas processing plants and packages, with highly skilled teams in engineering and construction. The firm delivers high-quality solutions and processes around the world to meet the needs of clients. Crescent Engineering is also the exclusive partner of Gastech Engineering for all products and deliverables outside of the US.

Destec was formed in 1969, by the present owners of the company, and it has remained a private limited company ever since. In over 50 years of trading, the company has developed both products and services to industry, particularly where design and supply is concerned, with ‘High Pressure Containment’ and ‘OnSite Machining’ being the specialist lines.

Diverse Resourcing LLC is a specialist workforce solutions and staffing provider in the energy, engineering, and infrastructure sectors. As a UAE division, the company supports global talent placement, project resourcing, and operational compliance for multinational clients across high-growth markets.

Dräger Safety UK is an international leader in medical and safety technology. Since 1889, Dräger products have protected, preserved and saved lives.

Euro Mechanical is a locally owned, Abu Dhabi-based business with a proud track record of supporting the growth of the nation for almost 50 years. During this time, Euro Mechanical has shaped a business philosophy in which partnerships, service quality, consistency and customer satisfaction are paramount.

Established in 1986, Fibron BX has become widely recognised as a leading supplier of bespoke umbilicals, cables and terminations to some of the most complex and challenging projects across the globe. Fibron has broad experience across many different sectors and a particular strength in the development of prototypes.

Fifth Ring is a B2B marketing agency with deep and wide energy expertise. For over 30 years, it has helped major operators and service companies navigate the complexities of the market with precision. With offices in Europe, Asia and America, Fifth Ring delivers scalable, consistent results worldwide.

Fluor Corporation is a global engineering, procurement, and construction company. It works with leaders in the energy, infrastructure, life sciences, advanced technologies, mining, and metals industries, as well as government agencies, to build a better world.

Forship is a Brazilian company specialising in providing innovative engineering and IT solutions for complex industrial plants. With over 26 years of experience, Forship is a leader in commissioning, operation & maintenance (O&M), inspection, modification & repair (IMR), and technical consulting. Its portfolio spans a wide range of sectors, including oil and gas, petrochemical, marine, energy, mining, and more.

FOX Brasil is a leading expert in project logistics, specialising in the transportation of oversized, heavylift, and complex cargo for industries such as energy, oil and gas, construction, mining, and infrastructure. With a dedicated team of specialists and a global network of partners, FOX Brasil ensures customised logistics solutions tailored to the unique needs of each project.

Fulkrum is a leading inspection, expediting, auditing and technical staffing service provider. As a trusted partner, Fulkrum enhances the quality and safety of clients’ projects, safeguarding their operations and budgets whilst improving environmental performance.

Gascat is a 100% Brazilian company with over 30 years of market experience, standing out in the development of equipment and systems for the control and handling of all gaseous fluids, including green gas. With technological independence and assured quality, it serves gas distribution and transportation companies throughout Brazil and in over 40 countries.

Genesis is a market-leading advisory company focused on providing high-value technical and engineering services for the energy industry. By cultivating extraordinary talent across more than 15 global locations, it employs new and dynamic thinking using digital tools, embracing change and constantly seeking new opportunities to make a real and lasting impact.

GHD is a leading professional services company operating in the global markets of water, energy and resources, environment, property and buildings, and transportation. GHD delivers advisory, digital, engineering, architecture, environmental and construction solutions to public and private sector clients. Established in 1928 and privately owned by its people, GHD’s network of 12,000+ specialists are connected across 200 offices located in five continents.

Glacier Energy delivers innovative solutions for the design, manufacture, inspection and repair of critical infrastructure and process equipment for energy and industrial markets.

GoNetZero™ empowers clients worldwide to achieve their net-zero goals. As a global decarbonisation solution provider, it offers comprehensive end-toend solutions through its digital platform and verified environmental attributes (EAs).

Greene Tweed is a leading global manufacturer of high-performance thermoplastics, composites, seals, and engineered components. For over 160 years, it has served clients in oil and gas, aerospace, defense, semiconductor, chemical processing, life sciences and other industries where failure is not an option.

Halton Group is the global technology leader in indoor air solutions for demanding spaces. The company develops and provides solutions for commercial and public premises, healthcare institutions and laboratories, professional kitchens with kitchen ventilation and restaurants as well as energy production environments and marine vessels

HARTING Technology Group is skilled in the fields of electrical, electronic and optical connection, transmission and networking, as well as in manufacturing mechatronics and software creation. The Group uses these skills to develop customised solutions and products such as connectors for energy and data transmission applications, for example, mechanical engineering, rail technology, wind energy plants, factory automation and telecommunications.

Hausthene is a 100% Brazilian company with over 40 years of experience. Hausthene provides the national and international markets, including the oil and gas sector, with high-quality parts.

HCS specialise in the design, manufacture, assembly, test and servicing and rental of equipment for the subsea industry worldwide. Our systems include hydraulic production systems, installation and workover (IWOCS) systems, Subsea Assemblies, and the complete range of topsides equipment for deployment and handling of umbilical systems.

Hempel A/S is a global supplier of coatings and paints, specialising in protective and decorative solutions for various industries. The company operates across multiple divisions, each catering to specific market needs.

The HIMA Group is a global independent provider of safety-related automation solutions for the process and rail industries that protect people, assets, and the environment from harm. Founded in 1908, the family-owned company is headquartered in Brühl, near Mannheim, (Germany). The HIMA Group employs approx. 1100 employees in 22 group companies worldwide.

IMI plc is a FTSE100 global specialist engineering company that designs, manufactures and services highly engineered products to control the precise movement of fluids. Its innovative motion and flow control technologies, built around valves and actuators, enable vital sectors to become safer, more sustainable and more productive. IMI combines world-class applications engineering expertise with a continued focus on customer satisfaction, marketled innovation, and complexity reduction to solve its customer’s most acute engineering problems. IMI employs approximately 10,000 people, has manufacturing facilities in 18 countries, and operates a global service network. The Company is listed on the London Stock Exchange.

iNet is a premier provider of advanced, managed connectivity solutions purpose-built for industrial, remote, and offshore environments. Its core mission is to deliver resilient, intelligent, and high-performance networks where conventional infrastructure falls short.

Ipiranga Produtos de Petróleo S.A., a subsidiary of Grupo Ultra, stands as one of Brazil’s leading private fuel distribution companies. Headquartered in Rio de Janeiro, Ipiranga operates a vast network of approximately 6,000 service stations nationwide, complemented by over 1,500 AmPm convenience stores and 1,100 Jet Oil automotive service units.

James Walker is a dynamic global manufacturing organisation supplying a vast range of high-performance fluid sealing products and associated knowledge-based services to virtually every industry sector.

KBC is a technology-based consulting firm for the global hydrocarbon and chemical industries that focuses on achieving operational excellence while Bringing Decarbonization to Life®.

Kent designs, builds and maintains the assets that power the world for today and make it future-ready for tomorrow. With 100 years of know-how, it works across the asset lifecycle from consulting to design, build, commissioning and start-up through to maintenance and decommissioning.

Kerry Project Logistics is the Industrial Project division of Kerry Logistics Network (KLN) listed in the Hong Kong stock exchange providing worldwide, streamlined, high-quality project logistics solutions. Its mission is to combine expertise, specific local knowledge, and a qualified, reliable network to become a strategic partner for its customers.

KLINGER is the world’s leading sealing solutions and services provider. Its new innovative approach of integrating engineering, design and manufacture with on-site inspection, installation, repair and testing enables KLINGER to provide a “Total Integrity Solution”.

KOIL Energy is a leading energy services company offering subsea equipment and support services to the world’s energy and offshore industries. The company provides innovative solutions to complex customer challenges presented between energy sources and the production facility.

Levidian is a British climate tech business on a mission to decarbonise the world’s most carbon-intensive industries. Powered by its patented LOOP technology, it provides a comprehensive decarbonisation service that converts carbon liabilities into a competitive advantage, solving the dilemma between decarbonisation and business performance. Originally spun out of Cambridge University in 2012 under the name Cambridge Nanosystems, the company spent nearly eight years focusing on both graphene and technology R&D, as well as patent development, before being acquired, commercialised, and renamed Levidian in late 2020

Lloyd’s Register is a global engineering, maritime and surveillance services group specialising in asset lifecycle assurance and consulting to the energy industry. It is uniquely positioned to help deliver safe, efficient and sustainable operations throughout the asset lifecycle.With a heritage going back 260 years and more than 50 years in the energy industry, LR is a leading provider of third-party assurance services and is trusted to deliver safe, efficient and sustainable operations across the entire supply chain.

Loquen specialises in the rental and sale of cargo handling equipment, mooring and fenders, serving various industry segments, such as oil and gas, thermoelectric plants, power plants and renewable energy.

LRQA brings together decades of sector-specific expertise, data-driven insight and on-the-ground presence to help clients navigate a new era of risks and opportunities.

LV Logistics, founded in 1921, is an international logistics provider. It offers a full range of logistical services to clients through its worldwide network of own offices and dedicated agents.

Mammoet provides solutions to lifting, transporting, installation and decommissioning projects, from large and heavy to small and delicate structures. With a unique global network and an unparalleled fleet of equipment, its mission is to help clients improve construction efficiency and optimise the uptime of plants and installations.

McDermott is a leading provider of engineering and construction solutions for the energy industry. Operating in over 54 countries, McDermott’s 30,000 employees, specialised marine vessels, and global fabrication facilities drive local and global success.

Metalcoating Revestimentos Ltda is a Brazilian company specialising in high-performance anti-corrosion coatings for metallic structures. Founded in 2001 and headquartered in Rio das Ostras, RJ, it also operates facilities in Cotia, SP, and Nossa Senhora do Socorro, SE. The company serves key sectors such as oil and gas, energy, sanitation, and agribusiness.

MGH is a trusted and agile engineering service powerhouse, applying first-hand experience to deliver the right support for the energy sector at every phase of a projects lifecycle.

Monaco Engineering Solutions (MES) serves clients through all phases of engineering, from conceptual phase to decommissioning. Founded in 2006, MES has offices in Leatherhead (UK), Dubai (UAE) and maintains resources and office bases in key strategic locations including North Africa and Kazakhstan.

Mott MacDonald is an employee-owned engineering, development and management consultancy, with more than 20,000 people in over 50 countries. They plan, design, deliver and maintain the energy, transport, water, buildings and wider infrastructure that is integral to people’s daily lives. Its core strength is using expertise to overcome complex challenges, for the benefit of clients and the communities they serve.

MSA Safety is a global leader in the development, manufacture and supply of innovative safety products and solutions that help protect people and facility infrastructures throughout the world. MSA’s safety technologies are used globally in a broad range of markets, including fire service, energy, utility, construction and industrial manufacturing applications, as well as heating, ventilation, air conditioning and refrigeration.

nexos (formerly known as Global E&C) is a new breed of engineering, procurement and construction (EPC) provider that is turning next-gen energy into operational reality, through innovative solutions, partnerships and problem solving.

Norco Group Limited specialises in the sales, service, and maintenance of batteries, chargers, and uninterruptible power supply (UPS) systems. The company also provides operations and maintenance services for hydrogen fuelling stations, battery load testing, battery maintenance contracts, battery installations, and supplies battery handling equipment.

Nylacast’s purpose is to solve complex engineering problems for a safer, greener and more sustainable world by partnering with influencers of change in a diverse range of industries. Nylacast has been applying this ethos, which has been embedded in the company’s culture, for over five decades.

Oceaneering provides engineered services and products primarily to the offshore energy industry. Today, it also uses applied technology expertise to serve the defence, entertainment, material handling, aerospace, science, and renewable energy industries.

OceanPact is a Brazilian company that develops and implements safe, efficient, and innovative solutions in the areas of environment, subsea operations, and logistics and engineering support.

Orion Inspection and Consultancy Services is a company dedicated to developing solutions for the remote inspection of challenging structures. Its key differentiator lies in the expertise to customise and develop tailored solutions to meet the unique demands of each client. To this end, the company partners with innovative firms in their respective sectors, and it’s incubated inside of Coppe/UFRJ accelerator (one of the main Universities in south America).

OSSO is a fully integrated service and maintenance company providing specialist fluid separation, water treatment and heat transfer solutions to a global market.

Penspen designs, maintains, and optimises energy infrastructure to improve access to secure and sustainable energy for communities worldwide. The company supports the world’s evolving energy needs by delivering consulting, project, and engineering solutions across the entire energy project lifecycle.

Penta Global is an established international EPC contractor with two decades of rich experience. It strives to deliver innovative and sustainable solutions to the ever-evolving energy sector across the Middle East, Southeast Asia and beyond.

Peterson is a world-leading, innovative and highly trusted international energy logistics and supply chain solutions company, driven by a passion to lead the way in transforming how industry plans, manages and executes the movement of critical resources globally.

Pioneer Safety Group provides leading safety solutions to businesses operating in hazardous or harsh environments all over the world. Headquartered in the UK, members of the group provide support and consultancy for hazardous area operations, explosion protection equipment and components, fire risk management and much more.

Ponticelli is a leading engineering, construction, and maintenance services provider. Its expertise encompasses pre-FEED engineering to project completion, prioritising sustainability and ensuring a long-term future for employees, clients and partners.

Poole Process Equipment is a leader in the design, manufacture and repair of air cooled and tubular heat exchangers and of pressure vessels. It provides a great professional and personal service to clients within oil and gas, power generation and process industries globally.

Prism Logistics, a 25-year-old logistics asset rich company specializing in over - dimensional and general cargo shipments, have established the organisation as India’s biggest project logistics company. Leading the logistics sector in multimodal transportation, load outs, third country logistics, port handling, ocean freight forwarding, long haul transportation, in plant shifting and warehousing.

Proserv is a global controls technology leader delivering solutions for critical infrastructure across the energy sector. Proserv’s mission is to harness its expertise and experience to innovate technologies that will improve the reliability, optimise the performance and ultimately extend the operational life of key assets.

Raba Kistner is an international engineering consulting firm with global offices and laboratories. It is a trusted advisor in the business because of its highly experienced staff and commitment to safety and doing things right the first time. The company serves clients in over 38 countries.

Reflex Marine’s crew transfer equipment is designed and developed to the highest safety standard. The design derived from an extensive, risk-based review of crane transfer operations. Prototypes are submitted to rigorous testing and verification programme performed on personnel crane transfer equipment.

RelyOn Malaysia delivers end-to-end solutions within applications, simulation technology, managed services, consultancy, and learning for safety critical industries.

RMI is a bespoke solutions partner with proven excellence in managing risk through medical, HSE, intelligence, security and risk management staffing and support solutions in complex environments.

Rotork is a market-leading global provider of missioncritical flow control and instrumentation solutions for oil and gas, water and wastewater, power, chemical, process and industrial applications. It helps customers around the world to improve efficiency, reduce emissions, minimise environmental impact and assure safety.

Roxtec is a global leader in modular-based cable and pipe sealing solutions. The company provides highperformance sealing systems designed to protect people, equipment, and infrastructure from risks such as fire, water, gas, dust, rodents, and explosion hazards. Roxtec Middle East FZE was established in 2000 and proudly celebrates its 25th anniversary in 2025.

RSK Ireland is a subsidiary of RSK Group, a global leader in the delivery of sustainable solutions. Delivering a broad range of environmental, engineering and technical services, it works in sectors crucially linked to future global sustainability such as water, energy, food and drink, infrastructure, urban development, mining and waste.

As a leading global network, RSM shares skills, insight, and resources, along with a client-centric approach grounded in a deep understanding of business. This is how it empowers its clients and people to move forward with confidence. This is The Power of Being Understood.

Based in Aberdeenshire, Scotland, Safelift Offshore design and manufacture safety-orientated lifting and manual handling equipment for the global energy sector. For over 30 years, the company has gained and developed a wealth of knowledge and skills spanning multiple sectors and exporting to varied geographical locations as well as the home UK marketplace.

Schneider Electric is a global industrial technology leader bringing world-leading expertise in electrification, automation and digitisation to smart industries, resilient infrastructure, future-proof datacentres, intelligent buildings, and intuitive homes. The company is an ecosystem of 150,000 colleagues and more than a million partners operating in over 100 countries to ensure proximity to customers and stakeholders.

SEPAKAT

Select Offshore provides an innovative, versatile and personalised recruitment solution for the everincreasing gap in the energy market. Positioned as professional problem solvers, Select Offshore has consistently delivered high quality staffing solutions for clients with projects across the globe.

Sensia represents the unification of sensing, intelligence and action. It brings together the best of the best: the pioneering process automation, real-time control and IoT technologies of Rockwell Automation, combined with the unmatched measurement and instrument, software and analytics capabilities of SLB.

Sepakat Energy is a Bruneian based and owned services specialising in energy services. The company focuses on asset integrity and specialised maintenance, including robotics, UAV applications, cathodic protection, pipeline inspection and maintenance as well as materials and spares preservation.

Located in 90 countries, Siemens Energy operates across the whole energy landscape. Fromconventional to renewable power, from grid technology and storage to electrifying complex industrial processes. Its mission is to support companies and countries with what they need to reducegreenhouse gas emissions and make energy reliable, affordable and more sustainable.

For over 50 years, Sonardyne has been at the forefront of underwater technology, shaping the future of what’s possible beneath the waves. The company empowers its clients to master any underwater challenge— whether navigating, positioning, commanding or gathering cutting-edge data—all while ensuring safety and environmental responsibility.

Specialist Valve Services (SVS) is a global company specialising in subsea and topside valves, actuators, and ancillary equipment. Operating in various energy and alternate sectors, it delivers high-integrity valve solutions through top-quality engineering, testing, and partnerships, meeting the highest industry standards for its global clients.

Spencer Ogden is a global leader in workforce solutions and recruitment across the sectors of Sustainability, Natural Resources, and Infrastructure. Driven by the purpose of creating careers to power a sustainable future, the company is committed to leading the energy transition by connecting top talent across the entire value chain—from finance to design and operations.

For nearly 150 years, SPP Pumps has been a leading manufacturer of centrifugal pumps and associated systems, a global principal in the design, supply and servicing of pumps, renowned fire pump packages and high-quality equipment for a wide range of applications and industry sectors.

Energy Services Sdn Bhd

STATS Group is a market leader in the supply of pressurised pipeline isolation, hot tapping and plugging services to the global energy industry. STATS provides high-quality, fit-for-purpose solutions to ensure that the pipework and pipeline infrastructure of its clients meet the technical, safety and environmental standards required.

Sterling TT is a UK bespoke heat exchanger designer and manufacturer. Established in 1904, it delivers heat exchange solutions across industry sectors such as renewables, power generation, power distribution, oil and gas, defence, marine, recycling and industrial.

Sulzer, headquartered in Winterthur, Switzerland since 1834, operates over 160 locations across three business divisions globally. Sulzer is a global leader in critical applications for core infrastructure and processes for large essential industries around the world.

Toll Global Forwarding solves any logistics, transport or supply chain challenge – big or small. We have been supporting our customers for more than 130 years. Today, we support more than 20,000 customers worldwide with 500 sites in 29 markets, and a forwarding network spanning 150 countries.

Trans Asia, founded in 2006 in the United Arab Emirates, is a leading pipeline, process, and industrial services company. It specializes in the pre-commissioning and commissioning of pipelines, process plants, and platforms. With offices strategically located in key regions, it undertakes operations throughout Asia, Africa, Europe, and Central America.

Managing projects for many of the world’s leading EPC contractors and oil majors in all corners of the globe, Transcar Projects possesses a unique capability wherein we are large enough to deliver and small enough to care.

TRE Energies is a specialised service provider to the oil and gas and energy sectors, offering advanced solutions in lifting operations, inspections, and energy support services.

Established in 1984, TRS works around the world finding and connecting the best talent with businesses and organisations that: design, build, operate, maintain or support the production of goods and services for a variety of industry sectors. Its services and capability address every phase of business activity from planning and design, through engineering, construction, procurement, production, operations & maintenance to decommissioning. TRS Workforce Solutions, the division responsible for developing and delivering the ONEMSP project model, was taken to market in January 2022.

Turner & Townsend is a global professional services company with over 22,000 people in more than 60 countries. It manages and operates the Performance Forum. Working with clients across real estate, infrastructure, energy and natural resources, Turner & Townsend specialises in major programmes, project, cost and commercial management, net zero and digital solutions, in markets around the world.

TÜV Austria brings safety, quality, innovation, environmental protection and entrepreneurial interests to a common denominator. From industrial enterprises, commercial and handicraft enterprises to the health and communal sectors to scientific and research institutions.

TÜV Rheinland is one of the world’s leading providers of testing and inspection services, with annual revenues of over 2.7 billion euros and approximately 26,000 employees in more than 50 countries. Its highly qualified experts test technical systems and products, enable innovation and assist companies in their transition toward greater sustainability.

TÜV SÜD’s aim is to inspire trust in technology, enabling progress by managing technology-related risks. The company works progressively towards being the trusted partner of choice for safety, security and sustainability solutions, adding tangible value to clients globally. Today, TÜV SÜD is represented by almost 28,000 employees located across over 1,000 locations.

Since 1959, TÜV SÜD Energietechnik GmbH is an independent and neutral service provider for assessment, inspection and advisory services. A onetop service provider, TÜV SÜD ET supports clients across the energy industry.

TWMA is a global leader in providing sustainable waste management solutions to the international oil and gas drilling industry. Specialising in the safe and efficient handling, storage, and processing of drill cuttings, TWMA delivers a portfolio of innovative technologies, enabling operators to turn waste into value.

Tyde Digital is dedicated to driving measurable business results through innovative transformation solutions. With an unwavering focus on delivering value that drives growth, enhances efficiency, and enables their clients to excel in an ever-evolving market.

The Unger Steel Group, established in 1952, is an Austrian group of companies in the construction industry with 1,600 employees in over 20 countries. The group’s core business is structural steel design, fabrication and installation services from three facilities located in Austria, Germany and the UAE. These facilities give the Group a total annual fabrication capacity of 100,000 tonnes for energy, industrial and commercial projects.

World leader in the design and construction of offshore water treatment plant for low sulphate and low salinity injection water systems, produced water treatment systems and seawater desalination technologies. While providing a full range of AquaService solutions to maximise plant availability, efficiency and reducing operating costs.

Walter Tosto is recognised worldwide as top-quality manufacturer of critical, long lead equipment. With an unparalleled commitment to the delivery of cuttingedge technology and services to the leading worldwide licensors, EPCs and end-users, Walter Tosto benefits from over 60 years of experience.

Water Utilities is an award-winning, national water retailer. The company helps businesses drive down water use and lower utility bills. Formed from Anglian Water Business and NWG Business, Water Utilities’ background means it’s got the specialist expertise to help clients get the most out of the open water market in England.

Waves Group is a leading, independent marine consultants to the shipping and offshore energy industries. It provides a range of services to the marine and offshore energy industries, assisting clients with specialist risk mitigation, engineering, marine casualty management and investigation expertise.

Wood is a global leader in consulting and engineering, delivering critical solutions across energy and materials markets. Wood provides consulting, projects and operations solutions in 60 countries, employing around 35,000 people.

Wozair specialises in the design and manufacture of high integrity heating, ventilating and air conditioning (HVAC) equipment for offshore oil and gas, nuclear, marine, petrochemical, pharmaceutical, process and energy sectors. It has a global reach, over 25 years of established expertise and a reputation for innovation.

AAL Shipping

Fleet investment delivers sustainable growth in project cargo market

John Pittalis Head of Marketing & Communications

How is AAL Shipping thriving?

By investing in a new generation of customdesigned vessels, AAL Shipping (AAL) has strengthened its position in the premium project heavy-lift segment. The Singaporebased carrier’s fleet renewal programme, initiated in 2018, will deliver eight new Super B-Class vessels by 2026. These ships feature the proprietary AAL ECO-DECK, which increases clear weather deck space to 5,000m², enabling larger cargo volumes while reducing emissions. With the first five vessels achieving almost 100% utilisation since being delivered in 2024, AAL has positioned itself as the carrier of choice for complex heavy-lift operations in the offshore wind and oil and gas markets. Generating US$325m in annual revenue, the company’s investments continue to drive its commitment to sustainable shipping solutions.

The challenge – As a specialised project heavy lift carrier serving the energy, renewables and infrastructure sectors, AAL needed to balance fleet lifecycle management with growing demand for larger cargo capacity and improved environmental performance.

With clients increasingly favouring newer vessels for their efficiency and lower emissions, AAL recognised the need for fleet renewal without cannibalising existing operations. This was particularly challenging in the offshore wind sector, where component sizes continue to increase while environmental requirements become more stringent.

The multi-purpose vessel market has traditionally been dominated by smaller tonnage ships, but AAL had built its reputation on larger vessels exceeding 30,000 tonnes deadweight. To maintain its competitive advantage, the company needed to demonstrate its commitment to this premium segment.

The solution – Following extensive market research between 2018 and 2020, AAL launched a comprehensive fleet expansion programme focused on developing thirdgeneration multi-purpose vessels specifically designed to serve the project cargo sector. This began with an order for four vessels and was later expanded to eight as the company sought

to maintain leadership in the premium heavylift segment.

The resulting Super B-Class vessels incorporate numerous innovations developed through close collaboration with energy clients, naval architects, shipbuilders, and classification societies. A standout feature is the in-house developed AAL ECO-DECK system, which uses tween deck pontoons to extend deck surface area to more than 5,000m² – an 85% increase compared to similar deadweight vessels. This enables significantly more cargo per sailing to reduce both costs and environmental impact.

Other design innovations include the elimination of centre line bulkheads to maximise open areas, three heavy-lift cranes with a capacity of 800 tonnes, and an accommodation block positioned forward to improve visibility and enable transport of taller or stacked cargoes. The vessels can also sail with open hatches, reducing air draft by over 16 metres – a crucial capability for transporting increasingly large port cranes and other oversized cargo.

The effectiveness of these innovations was demonstrated in November 2024 when the AAL Limassol transported three large barges, weighing 5,100 tonnes, along with offshore wind components in a single voyage. The majority of the offshore wind components were expertly stowed in the hold while the vessel’s ECO-DECK system enabled stacking of the barges and accommodation of a wind turbine tower.

Environmental performance has been central to AAL’s design philosophy. The Super B-Class vessels, for example, incorporate advanced hull coatings to reduce resistance and improve fuel efficiency. It also features methanol-ready engines, ABB’s OCTOPUS Marine Advisory System for optimised routing, and integration with AAL’s Performance Optimisation Control Room, using AI technology to model voyages and maximise efficiency.

The fuel and emissions savings are substantial, as illustrated when comparing the AAL Antwerp’s transport of eight offshore wind towers with the equivalent operation using previous generation vessels. Using older A-Class vessels would have required two sailings, consuming 3,587 tonnes of fuel, producing 11,171 tonnes of CO2. By contrast, the AAL Antwerp completed the transport in just one sailing, using 816 tonnes of fuel, producing 2,543 tonnes of CO2 emissions – more than four times less.

Story type

#innovation (main category)

#collaboration, #environmental sustainability & social impact

Benefits

▸ First four vessels delivered in 2024, with two more scheduled for 2025.

▸ Successfully overcame around market fluctuations, geopolitical issues and material cost inflation.

Key findings

For young people

▸ Your career path has multiple paths ahead, don’t limit your thinking.

For industry

▸ Prioritise ESG in the supply chain.

For government

▸ Collaborate early and broadly with energy market stakeholders. Actively listen and act.

AAL Shipping at a glance:

Key products and services: project heavy lift and breakbulk carrier.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Nuclear power

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Hydrogen

▸ Carbon capture

▸ Energy storage

▸ Others (energy)

▸ Others (non-energy)

Headquarters: Singapore Year established: 1995

Number of employees: 130

Revenue: £250m

Revenue from exports: 100%

The implementation process has been methodical, with the first four vessels delivered in 2024, two more entering the water 2025 and the final two in 2026. Despite market fluctuations, geopolitical uncertainty, and material cost inflation, AAL has maintained its commitment to the programme through disciplined decision-making enabled by its private ownership structure.

This investment has already shown impressive results. The first four Super B-Class vessels are achieving nearly 100% utilisation and creating record-breaking voyages with unprecedented cargo volumes. By combining enhanced cargo capacity with improved environmental performance, AAL has positioned itself for sustainable growth in both traditional and emerging energy markets.

ABL Group

Diversifying and collaborating to building a global energy consultancy

Reuben Segal CEO

How is ABL Group thriving?

ABL Group has undergone a significant transformation since its formation in 2020, evolving from a predominantly oil and gas consultancy to a diversified global energy leader. With revenues reaching US$310m in 2024 and over 1,800 employees across 44 countries, the company has successfully balanced rapid growth through strategic acquisitions with organic expansion. Led by CEO Reuben Segal since 2022, ABL Group has acquired four companies in the past year alone, and has seen its revenues expand tenfold since 2018. Currently deriving 74% of revenues from oil and gas, 17% from renewables and 9% from maritime, the firm’s collaborative culture enables seamless resource allocation across segments and geographies.

The challenge - ABL Group faced a critical test in 2015 when, operating as Aqualis Offshore and almost entirely dependent on oil and gas (98%), it struggled during the market downturn and experienced losses. This painful lesson highlighted the risks of over-concentration in a single volatile energy sector. The company recognised that traditional energy markets were increasingly unpredictable, with rapid shifts between oil and gas booms and renewable energy growth creating operational challenges for focused consultancies.

The challenge extended beyond diversification needs. As ABL Group pursued aggressive growth following its formation in 2020 through the merger of Aqualis Offshore with Braemar Technical Services and LOC Group, it needed to maintain cultural coherence across multiple brands, countries and technical specialisations. Successfully integrating acquisitions while preserving the entrepreneurial spirit and collaborative culture that drove performance required careful management. Additionally, the group needed to position itself for the energy transition without abandoning profitable traditional sectors – this required a delicate balance between investing in renewables and maintaining expertise in established oil and gas markets.

The solution - ABL Group’s strategy is centred on proactive diversification through both organic growth and strategic mergers and acquisitions, underpinned by a culture of collaboration across its segments. Learning

from the 2015 downturn, it began expanding beyond oil and gas, starting with the acquisition of Offshore Wind Consultants (OWC) as its first foray into renewables.

The company now operates through four specialised brands serving the complete energy value chain: ABL (energy and marine consultants), AGR (energy, software and resourcing consultants), OWC (renewable energy consultants), and Longitude (design and engineering consultants). This structure enables inter-segment collaboration that combines technical expertise across brands, creating unique service offerings such as to name a few, shipyard construction supervision (blending Longitude and ABL expertise), climate change risk assessment and adaptation (combining marine, engineering and AI disciplines from ABL, OWC and Hidromod, acquired by ABL Group in 2024) and integrated end-to-end service provision for rig projects (ABL, AGR and Longitude together offer a through-life service).

ABL Group’s acquisition strategy focuses on finding companies that share its growth mindset and collaborative values. Recent acquisitions include AGR, which doubled its EBIT margin in 2022, and regional expansions such as with Proper Marine – a Brazil-based naval architecture and marine engineering company - now part of Longitude and strengthening the Group’s design capabilities in the Americas. Each acquisition undergoes rigorous evaluation for cultural compatibility, with management teams playing crucial roles in ensuring success.

Geographical diversification has been equally important. Since 2022, the company has expanded in key regions such as Norway, Australia, Brazil and Egypt. Meanwhile, new offices in Portugal, Namibia and New Zealand are accelerating this growth even further. This geographic spread, combined with segment diversification, provides resilience against regional and sector-specific downturns.

Alongside this, innovation in company culture includes the establishment of a shadow board which comprises employees aged under 30. This initiative, which has been running for three years, supports next-generation leadership development and brings fresh insights to the business. Likewise, the Group’s Transformation team is predominantly made up of under 30s, reflecting ABL Group’s commitment to blending new perspectives and digital transformation with the Group’s legacy offerings.

Story type

#collaboration (main category)

#culture, #diversification, #scale up

Benefits

▸ Revenues growing from US$151m to US$310m in three years.

▸ Staff expanded and new offices established in several countries.

Key findings

For young people

▸ Seek to enjoy what you do and who you do it with.

For industry

▸ Bring stability to the oil and gas energy supply chain.

For government

▸ Don’t shut off oil and gas overnight –we need a managed transition.

ABL Group at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Oil and gas – 74%

▸ Renewable energy – 17%

▸ Others (non-energy): maritime – 9%

Headquarters: London, UK

Year established: 2012

Number of employees: 1,883

Revenue: £237m

The company also has a proven track record in establishing strategic external partnerships. These include OWC positioning itself as a leader in technical advisory services for Chinese turbine manufacturers entering European markets, and a strategic alliance with Bridge Wind Management to create comprehensive technical and commercial due diligence capabilities for offshore wind investment.

The results to date demonstrate the strategy’s effectiveness. ABL Group now operates in over 300 locations across 44 countries, with revenues growing from US$151m to US$310m since Segal became CEO in 2022. The company maintains a target of doubling revenues every couple of years while achieving strong EBITA growth.

This multifaceted approach of combining strategic acquisitions, geographic expansion, segment diversification, cultural integration and youth empowerment, has positioned ABL Group as a resilient global consultancy. Today, it is capable of navigating energy market volatility while capitalising on opportunities across the energy transition spectrum.

AEG Power Solutions

Becoming a key player in the hydrogen economy through a successful 2009 roadmap

Peter Wallmeier CEO

How is AEG Power Solutions thriving?

Driven by a technology roadmap that was first initiated in 2009, AEG Power Solutions has become an expert in flexible electrolysis and hydrogen power solutions, fine tuning its capabilities in accordance with key project learnings. Leveraging a highly adaptive modular concept, the company is supporting clients with new, unique, difficult and different projects, and has become a key player in the hydrogen economy.

The challenge - Founded in 1883, AEG Power Solutions is a company with an incredible legacy.

An international leader in power supply and conversion solutions with offices and competence centres across Germany, Spain, Singapore, China, and Saudi Arabia, the firm delivers AC and DC technology solutions for a variety of industrial and renewable applications.

In recent times, battery energy storage and rectifiers for green hydrogen production have become a key focus for AEG. Indeed, a deep commitment to innovation has seen the company actively participating in advanced research programs and pioneering developments in DC distribution, multi-level converters, high-voltage applications, and bidirectional power conversion.

That focus is underpinned by a long-term technology roadmap in the rectifier field. First launched in 2009, the goal of this is to provide high efficient, compact, easily configurable, grid friendly products.

Observing adjacent markets to AEG’s core power business led to this shift in strategy, with the company recognising that wind energy projects were exploring hydrogen production solutions. Having gauged this interest through consultation meetings, exhibitions and RFQ processes with lead customers, the firm sought to align with market needs.

That hasn’t been plain sailing, however. The electrolyser market has shifted rapidly, diverse projects demanding exceptionally adaptability in solutions. Each client continues to present unique specifications,

requiring AEG to strike the right balance between standard industrialised products and customisation capabilities.

At the same time, component shortages have presented challenges to deliver timely project execution, while the validation of new power solutions is both expensive and time-intensive, often conflicting with operational planning.

The solution - Remaining unwavering in its view of hydrogen’s increasing role in meeting climate targets, the company has continuously evolved its approach, working closely with customers align their changing demands.

To meet the diverse requirements of electrolyser applications, AEG Power Solutions developed a modular solution that has enabled it to flexibly adapt to customer needs while providing shorter response times to requests.

These solutions have been implemented in several major projects. Having first worked on demonstrator installations for wind-togas in 2009, the company has since expanded into green hydrogen applications and the emerging green steel industry.

Key to AEG’s success has been an emphasis on efficiency optimisation and power density thermal management. Not only has the firm achieved 98-99% efficiency, optimising its solutions for maximum performance, but its advanced thermal management (including proprietary heat exchangers and heatsinks) work to ensure that components are able to operate at their limits, without compromising reliability.

In addition, the firm has continually minimised grid disturbances, as demonstrated through its alignment with IEC 61000-3/2 and 3/4 standards for harmonic reduction. Its products – including P8plus, SCFELX, DC3, and DC4 –have specifically been designed to integrate seamlessly with electrical grids, making them ideal for weaker grid environments.

Owing to its first-mover advantage and unwavering commitment to these core principles, AEG Power Solutions is today able to offer a broad spectrum of power conversion solutions – from basic thyristor rectifiers to high-end bidirectional IGBT rectifiers.

Thanks to these extensive capabilities, the firm can participate in a range of major tenders,

Story type

#energy transition (main category) #innovation

Benefits

▸ Order intake for energy transition products doubled in 2024.

▸ AEG Power Solutions pioneering hydrogen power solutions market.

Key findings

For young people

▸ Make your experience, do not be afraid of failures. Join the constant training.

For industry

▸ Identify trends and do a thorough opportunity planning. Don’t be afraid to think out of the box and disrupt.

For government

▸ Help companies understand regional challengers, market and technology leaders, and what is needed to achieve future targets.

AEG Power Solutions at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Oil and gas – 20%

▸ Conventional power – 15%

▸ Hydrogen – 12%

▸ Nuclear power – 10%

▸ Offshore renewable energy – 10%

▸ Others (non-energy): transportation, telecoms, general industry – 33%

Headquarters: Zwanenburg, Netherlands

Year established: 1883

Number of employees: 750

Revenue: £167m

Revenue from exports: 80%

demonstrating technological openness while also positioning the company as a key player in the hydrogen economy.

This strategy has yielded significant results. Since its first hydrogen projects in 2009, AEG Power Solutions has grown six to seven times, with order intake for energy transition products doubling in 2024 compared to 2023.

With an installed base of 350MW, ongoing projects pushing towards 500MW, and a 20-30% market share in the sector, the firm’s deep technical expertise, continuous innovation, and customer-centric approach have solidified its position as a pioneer in the hydrogen power solutions market.

Airpac Rentals

Proactively positioning for growth through expansion and investment

Martin Thompson Sales and Marketing Director

How is Airpac Rentals thriving?

Celebrating its 50th anniversary in 2025, Airpac Rentals is firmly established as a strong, independent brand within the Vp plc Group, having proactively future-proofed in the face of fluctuating market conditions. Through a combined commitment to cultural improvements, talent retention, equipment modernisation, and expansion in both existing and new markets, the company is well placed to succeed for years to come.

The challenge – Airpac Rentals is renowned as a supplier of specialised equipment solutions within the energy industry. From air compressors and steam generators to heat exchangers and nitrogen production units, the firm supports its clients with stateof-the-art machinery and highly qualified personnel.

In recent times, the key priority for Airpac Rentals has been growth, both organically in new geographies and through acquisitions. While that has so far been sustained despite a flat market, the company anticipates increased growth on the horizon from 2026 onwards. Downturns in well-testing in oil and gas have been driven by a greater shift to green energy, particularly in the UK, yet there has been an upturn in geothermal drilling in Asia.

To maintain resilience and independence, Airpac Rentals has pursued a multi-pronged strategy: retaining key talent, modernising its fleet, and developing a robust digital roadmap in line with Vp Group strategy.

The solution – This vision sharpened between 2021 and 2022 when the wider Vp Group identified challenges in attracting and retaining young talent. Airpac’s graduate apprenticeship programme, delivered in partnership with Robert Gordon University (RGU), offers a four-year path to a degreelevel qualification. One participant has already received a commendation in the Vp Group Apprentice of the Year awards for work in finance.

In 2023, an apprentice workshop technician

joined on a four-year Mechanical Level 3 Apprenticeship, covering diagnostics, mechanical, pneumatic, and electrical systems under a mentor’s guidance. A second apprentice has since been hired, and successful trainees are guaranteed roles. Brodie Wilson, the first, said: “I am enjoying my experience as an apprentice at Airpac Rentals. I like the opportunity of working alongside a mentor and being able to earn whilst I learn and to attend college weekly. Plus, I’m receiving good support from colleagues and developing key skills to help me in my future career.”

In 2024, the firm also welcomed a school leaver, now studying with the Association of Accounting Technicians (AAT) while proving a valuable team member.

At the same time, Airpac Rentals has also been focused on making the firm more attractive and interesting for existing employees, with significant emphasis being placed on employee development. Vp Group provides a variety of internal training programs that can be tailored to each employee, with all staff required to complete a minimum of three hours of training per month, including the Senior Leadership Team.

These efforts complement, rather than compromise, the company’s culture. Airpac fosters a family-like environment without division between workshop and office teams. Staff regularly gather for breakfast and are encouraged to provide open feedback to leadership.

Building on this foundation, Airpac continues to explore organic and acquisition-led growth. In Singapore, the firm recently moved to a purpose-built facility supporting Asia operations and has opened service centres within customer facilities in Indonesia. It is also expanding in Dubai and has set its sights on North America, having secured its first major Canadian contract in recent years.

Underpinning all of this, Airpac Rentals continues to receive strong backing from its parent company, with significant CAPEX being provided to help expand and modernise the firm’s equipment fleet.

Recent investments have included acquiring 10 new high-pressure compressors for its Asia fleet, with new Nitrogen production units having also arrived from California in April 2025. These upgrades continue to be

Story type

#people & competency (main category)

#culture

Benefits

▸ Ambition to expand activities in further locations, such as Middle East and North America.

▸ Revenue growth, contract win and staff retention.

Key findings

For young people

▸ Bring drive and ambition to your work –come with solutions, not problems. Your ideas are welcome

For industry

▸ Empower your people to do the best they can. Give them opportunity and trust their ability to deliver.

For government

▸ Provide more support to the oil and gas industry.

Airpac Rentals at a glance:

Key products and services: compressed air and steam generation solutions.

Main industries served:

▸ Oil and gas – 85%

▸ Offshore renewable energy – 5%

▸ Others (non-energy: fish farms, distilleries) – 10%

Headquarters: Kintore, Aberdeen, UK

Year established: 1975

Number of employees: 78

made frequently, with the firm working to ensure that its core fleet of equipment is less than 10 years old.

Ultimately, this is a combined strategy that is delivering as intended.

Indeed, Airpac Rental’s staff turnover rate is now extremely low, with the firm also having recruited more service and repair staff alongside three new business development employees in the last six months, as it strives to explore new opportunities. This workforce growth, combined with increases in revenues and improvements to its equipment fleet, undoubtedly places the company in a position to capitalise on market upturns while sustaining its growth in the short term.

Airswift

Developing a network of global delivery centres to build resilience

How is Airswift thriving?

CEO

By strategically developing global delivery centres and focusing on mergers and acquisitions (M&A) integration, Airswift has created a resilient business model for the energy sector. The Houston-headquartered company, generating US$1.54bn in annual revenue, has established delivery centres in Brazil, Malaysia and the UK that function as talent hubs staffed with specialists who build relationships with potential candidates.

This ‘glocal’ approach – combining global expertise with local knowledge – has enabled seamless recruitment even in challenging regions. With over 9,000 contractors and 1,000 employees spanning 60 offices worldwide, Airswift has positioned itself as the go-to workforce solutions provider across the energy spectrum. This strategy has yielded impressive results, with delivery centre revenue growing at 41.6% annually over five years and client satisfaction increasing to 88% in 2024.

The challenge – Airswift encountered significant challenges due to macroeconomic factors affecting the energy sector. Issues, such as investor sentiment souring on traditional hydrocarbons, and a ‘lower for longer’ price environment, created pressure to diversify beyond the company’s conventional upstream oil and gas focus. At the same time, it needed to maintain support for existing clients.

Additional complications arose from the company’s investment cycle with private equity backing, which was affected by the Russia-Ukraine conflict, skyrocketing credit markets and soft IPO conditions. This made securing new investment for growth initiatives more difficult while increasing the urgency of developing new talent acquisition and retention strategies.

Airswift also needed to address the growing global shortage of STEM talent – a challenge that would only intensify as energy transition projects accelerated. Indeed, finding qualified professionals with transferable skills who could move between traditional and emerging

energy sectors became increasingly critical to meeting client needs.

The solution – Airswift’s response centred on building global delivery centres – talent hubs that could proactively identify, engage and develop pools of qualified candidates.

The initiative began in 2018 after extensive strategic planning by the operating board, with the first small centre established that year. From there, the concept evolved from recognising the need to be more agile in talent recruitment and development while building stronger connections in key markets.

The delivery centres function as centres of excellence and are strategically located in Brazil, Malaysia and the UK. They focus on building the right talent pools and strong relationships, starting with university partnerships and extending through professional networks. Staffed with specialists adept at identifying and acquiring top talent, these centres support clients globally regardless of their location. Such an approach has proven effective because it has enabled Airswift to address the challenges of talent shortages and positioned the company to thrive in rapidly changing markets.

To support this strategy financially, Airswift undertook innovative financial engineering, listing its debt on the Norwegian bond market. This move, made during a period of unfavourable investor sentiment toward traditional energy, created the foundation for further acquisitions and growth.

Indeed, M&As have played a critical role in Airswift’s transformation. The integration process has also been seamless. Through a structured approach involving 10 different workstreams managed by a dedicated project management office, Airswift has achieved 100% of its synergy targets while maintaining a high staff satisfaction of 92% in relation to the integration activities. This success has allowed the company to quickly realise value from its acquisitions and bring diverse organisations together under a unified culture.

However, there have been challenges along the way, particularly with change management, as roles evolved and work processes were redistributed. Here, the company needed to secure internal buy-in and alignment while navigating the natural resistance that comes with cultural change. These obstacles were

Story type

#resilience (main category)

Benefits

▸ Through a new strategy, Airswift has achieved 100% of its synergy targets while maintaining a high staff satisfaction of 92% in relation to the integration activities.

▸ The successful approach is reflected in client satisfaction scores rising from 81% in 2022 to 88% in 2024.

Key findings

For young people

▸ Step up to opportunities, engage in all learning and development programmes, ask questions and invest in yourself.

For industry

▸ As leaders, we need to continue to differentiate ourselves as we lead by example: how we overcome various challenges as we work throughout our organisation and beyond that.

For government

▸ The world of staffing is a strong industry led by smart individuals who, if working together with the government, can really make an impact on solving greater workforce challenges, e.g. energy transition.

Airswift at a glance:

Key products and services: recruitment and service provider.

Headquarters: Houston, US Year established: 1979

Number of employees: 1,000 Revenue: £1.54bn

overcome through consistent leadership and a focus on the company’s core value proposition: Transforming lives through the world of work.

Airswift’s strategy has positioned it to address the impending labour shortages in the energy sector. By developing expertise in transferable skills and talent transition, the company can now offer a holistic solution for energy companies regardless of their sector, be it traditional, renewable or transitional. The delivery centres serve as the foundation for this capability, enabling Airswift to be the global go-to resource for talent engagement and retention across the energy spectrum.

The success of this approach is reflected in steadily improving client satisfaction scores, which have risen from 81% in 2022 to 88% in 2024. More importantly, the company has built a resilient model that can adapt to changing market conditions while continuing to deliver exceptional service to customers worldwide.

Janette Marx

AIS (UAE)

Mastering a challenging refinery project in the US

Nitin Abdul Gafoor General Manager

How is AIS (UAE) thriving?

AIS has solidified its position in the UAE as a trusted partner in high-stakes industrial projects. The UAE-based division of Advanced Insulation Systems, generating £137m in group revenue, recently delivered a critical passive fire protection (PFP) project for one of America’s oldest refineries despite significant design and stakeholder management challenges. When faced with outdated design information and incomplete specifications, the company deployed reverse engineering capabilities and invested in advanced software to ensure project success.

This proactive approach not only secured timely delivery but also increased profit margins by 8%. With a global client base including major operators and OEMs, AIS UAE has leveraged its technical expertise and problem-solving mindset to achieve consistent growth, with revenue rising from AED 10.6m in 2021 to AED 20.9m in 2024.

The challenge – AIS faced a multifaceted set of challenges when undertaking a significant passive fire protection project for one of the oldest refineries in the United States, a facility producing 20% of California’s gasoline and operating under the nation’s strictest environmental regulations.

The initial scope appeared straightforward: supply PFP for the west tower structure, J-tubes, support structures, and fire curtains. However, upon project award, AIS discovered that the design information was severely outdated, and for new builds, contractors had yet to provide required specifications – a situation that would typically prompt other suppliers to place liability on the EPC contractor.

This complexity was magnified by the need to coordinate with five different external stakeholders, including the end-user, contractor, design consultant, structural consultant and installation team, none of whom AIS had previously worked with. The diverse stakeholder landscape created communication challenges, exacerbated by

significant time zone differences between the UAE and US.

Further complicating matters, AIS had no direct site access, which forced the company to work entirely from limited information and photographs. The team also needed to ensure PFP integrity alongside existing insulation while developing a comprehensive identification system for numerous PFP applications to maintain traceability. When the project was 80% complete, a potential change in end-user stakeholders threatened substantial delays and budget reductions

The solution – AIS implemented a strategy that transformed these challenges into an opportunity to demonstrate exceptional service and technical capability.

The cornerstone of its approach was proactive stakeholder management, which involved establishing dedicated communication channels with each external party and conducting weekly meetings to align findings and action plans. This often led to working late into the evening to accommodate time zone differences.

Rather than waiting for complete design information, AIS took the initiative to reverse-engineer the requirements. The team invested in high-performance software such as NX to consolidate available details and build a comprehensive understanding of the scope. This included processing complex point cloud data, which required acquiring new equipment and training staff in specialised skills that could be leveraged for future projects.

Although not in the original scope, AIS stepped up to support consultants and structural engineers with technical insights, which significantly reduced revision cycles. The company developed detailed fixing methods to ensure PFP integrity and created an identification and traceability matrix that streamlined quality inspections and installation processes.

When faced with the project being placed on hold near completion and installation responsibilities transferred to a third-party contractor, AIS demonstrated its adaptability. Here, the team provided comprehensive technology transfer support, equipping the client and contractor with detailed insights into the scope’s complexities and offering ongoing guidance throughout installation.

Story type

#collaboration (main category)

#service & solutions

Benefits

▸ Revenue growth from AED 10.6m in 2021 to AED 20.9m in 2024.

▸ Profit margins increased by 8%.

Key findings

For young people

▸ Listen to understand and embrace continuous learning.

For industry

▸ Drive meaningful change that brings real improvements rather than just fulfilling paperwork requirements.

For government

▸ Establish frameworks and action plans that prioritise in-country manufacturers.

AIS (UAE) at a glance:

Key products and services: design and manufacture advanced solutions that safeguard people and critical assets.

Main industries served:

▸ Oil and gas – 70%

▸ Conventional power – 20%

▸ Others (non-energy) – 10%

Headquarters: Gloucester, UK Year established: 2009

Number of employees: 40 Revenue: £4.3m Revenue from exports: 65%

AIS’ solution was built upon several key advantages. The team’s combined 15 years of experience in project management and design, proficiency with multiple design software platforms including Navisworks, NX, Solid Edge, SolidWorks, Scene 3D and AutoDesk, and an extensive PFP product range allowed them to address any fire protection scenario.

The results were impressive despite the challenges. AIS delivered the design and manufactured products on time, facilitated a seamless technology transfer to the installation contractor, successfully implemented multiple product types while maintaining PFP integrity, and increased profit margins by 8%. This success has reinforced AIS UAE’s position as an industry leader capable of tackling complex projects that others might avoid, and contributed to consistent revenue growth from AED 10.6m in 2021 to AED 20.9m in 2024.

By prioritising collaboration, investing in technical capabilities and maintaining an unwavering commitment to project success, AIS UAE transformed a challenging assignment into a showcase of its ability to deliver under difficult circumstances.

AIS (UK)

Investing in people to sustain rapid growth

Story type

#people & competency (main category) #culture , #scale up

Benefits

▸ Safety performance has improved while staff turnover reduced

▸ Investments in growth and diversification.

Key findings

For young people

Andrew Bennion

How is AIS thriving?

Following the strategic acquisition of CRP Subsea in late 2022, AIS has experienced enormous growth, doubling revenue from £68m in 2022 to £137m in 2024 while expanding its workforce from 373 to 728 employees. This expansion has been successfully managed through targeted investments in safety culture, workforce development and employer branding, which has resulted in significant improvements in safety performance, talent retention and operational efficiency.

The challenge – AIS’ acquisition of CRP Subsea created an immediate challenge – 64% of the company’s expanded workforce had less than 12 months of experience with the organisation, meaning the company’s strong safety culture and operational practices were at risk of being diluted. Indeed, this was reflected in safety statistics in the immediate post-acquisition period, with total recordable injuries reaching 8.8 per million hours worked in 2022.

The rapid growth created additional strain as the company wrestled with talent retention in a highly competitive labour market. With facilities located in areas featuring several established manufacturers, AIS faced challenges in attracting and retaining skilled employees, particularly during a period of high inflation and market competition. The company also needed to integrate different corporate cultures and operational practices while maintaining its rigorous safety and quality standards.

For a business built on technical expertise and specialist products, ensuring consistent competency across an expanded global operation became critical to maintaining product quality and operational efficiency. Without addressing these workforce challenges, AIS risked compromised safety standards, increased staff turnover and potential impacts on its ability to deliver high-quality products to demanding clients in the energy sector.

The solution – AIS recognised that its continued growth depended on addressing these people-centric challenges. In response, it implemented a comprehensive strategy focused on safety culture, talent development, employee retention and employer branding.

The cornerstone of this approach was the

Veronika Baker CEO Chief Corporate Services Officer

Think Safe initiative, launched in 2023 to align safety standards across all its sites worldwide, from Brazil and France to Dubai and the UK.

A £100,000 investment, the programme involved interactive sessions with inspirational speakers designed to embed a proactive safety culture and empower employees to take ownership of workplace safety.

At the same time, AIS pressed ahead with skills development through a substantial investment in training, particularly for site technicians who are critical to product quality and safety. The company dedicated 1,124 days – equivalent to more than three years – to training site technicians alone, at a cost of around £337,000. This comprehensive training programme included in-house product application courses, first aid certification, site management training, offshore safety induction and working at height courses.

Meanwhile, to improve talent retention in a competitive market, AIS introduced salary benchmarking for all UK employees in 2023. This analysis resulted in salary adjustments costing more than £850,000 – representing 4.48% of the total UK wage bill. The company also enhanced its career development offerings, sponsoring 14 MBAs and supporting numerous professional qualifications such as CIMA certifications and chartered engineering accreditations.

The company also reorganised its sales structure to enable cross-selling of all product lines. This involved lunch-and-learn sessions, internal sales conferences and cross-team learning to ensure sales staff could effectively represent the expanded product portfolio, and has been particularly successful in the Middle East, where this combined sales approach has driven significant growth.

In terms of attracting new talent, AIS has invested heavily in its employer brand. Here, initiatives have included sponsoring the Gloucester-Hartpury women’s rugby team, delivering STEM outreach in local schools, participating in careers fairs and supporting youth sports. These activities have served to increase local awareness of AIS as an employer while demonstrating its commitment to community engagement.

It has been an extremely busy period, with impressive results. Safety performance has improved dramatically, with total recordable

▸ Embrace curiosity, be proactive, and take advantage of the opportunities available to learn and grow.

For industry

▸ The business is only as good as your people. You need to invest in your people. Need to retain and train.

For government

▸ Support for the supply chain. There needs to be a UK energy strategy-where is the joinedup energy plan incorporating grid etc.

AIS (UK) at a glance:

Key products and services: design and manufacture advanced solutions that safeguard people and critical assets.

Main industries served:

▸ Oil and gas – 73%

▸ Offshore renewable energy – 15%

▸ Others (non-energy): marine, ports, harbours and industrial – 12%

Headquarters: Gloucester, UK

Year established: 2007

Number of employees: 728

Revenue: £137m Revenue from exports: 81%

injuries decreasing from 8.8 per million hours worked in 2022 to 3.4 in 2024. One UK site went from a record high injury rate in 2023 to zero recordable injuries in 2024. Staff turnover has reduced by one-third since early 2023, while internal promotion and career progression opportunities have increased significantly.

AIS’ leadership development programme, which engages around 20 colleagues annually, has fostered innovation and achieved cost savings while building stronger relationships across departments. Employees have benefited from these expanded career opportunities, with notable examples including a receptionist becoming a management accountant and a lab technician advancing to principal engineer.

These initiatives have driven AIS’ exponential growth, enabling the company to double its revenue from £68m in 2022 to £137m in 2024. Looking ahead, AIS will continue to invest in growth, with a focus on diversifying into new areas such as fire protection for lithium batteries. The company anticipates a further 10% growth in 2025, building on its successful integration of acquisitions and continued commitment to developing a skilled, engaged workforce across its global network.

Allelys

From family business to leading UK heavy lift specialist

Richard Beardmore Chief Commercial Officer

How is Allelys thriving?

By implementing a bold growth strategy focused on equipment investment, geographical expansion and workforce development, Allelys has transformed from a regional player into the UK’s largest heavy lift and specialised transport company.

This growth has been supported by strategic acquisitions, including the purchase of a competitor’s heavy haulage fleet. The company has also expanded from one to three UK locations since 2021, opening offices in Stoke-on-Trent and Felixstowe to better serve clients nationwide.

Today, the company transports critical infrastructure for projects across the UK and is recognised as the largest heavy lift and specialised transport company in the country, fifth in Europe and 27th globally.

The challenge – As a family-owned business operating in a capital-intensive industry, Allelys faced significant challenges in scaling up to meet evolving market demands. The heavy haulage sector requires substantial investment in specialised equipment, with global competitors often having access to greater resources than UK-based companies.

The industry had previously experienced difficult times thanks to challenging commercial rates which made investments risky and without certainty on returns. What’s more, the energy sector was undergoing a wholesale shift towards more sustainable infrastructure – for companies like Allelys, there was a growing necessity to adapt their capabilities to support more complex projects.

This was made even more challenging by the UK’s aging road network, which presents issues for transporting the heavier components required for clean energy infrastructure. Obtaining special order permits became increasingly convoluted, while regulatory changes at ports created additional obstacles for project logistics.

Despite these barriers, Allelys recognised

the need to substantially scale up its operations to meet growing demand and compete with global players. To do so successfully, it needed to expand its fleet and technical capabilities, all while maintaining the agility of a family-owned business.

The solution – Equipment investment, geographical expansion and service development have been at the heart of the Allelys strategy.

In 2024, the company acquired a range of girder frame trailers, modular axles and heavy ballast trucks – all critical equipment to support energy transition projects in the UK. As a result of this acquisition, alongside additional equipment purchases, the firm’s total trailer capacity shot up by 40.75% to 19,475 tonnes (from 13,835 tonnes in 2021). This growth included a 60% increase in modular trailers/dollies, which has been key in allowing Allelys to handle more projects simultaneously.

A key differentiator for Allelys is its ability to make quick decisions based on its familyowned structure. This agility has enabled the company to seize market opportunities when competitors were hesitant, particularly in supporting energy transition projects where larger, more cumbersome organisations struggled to adapt rapidly. The purchase of its major crane, the AK912 (one of the largest mobile cranes in the UK with a 1,200-tonne capacity), in early 2023 exemplified this responsive approach to market demand.

To better serve clients nationwide, Allelys expanded from a single location to three strategic offices, adding bases in Stoke-onTrent in 2021 and Felixstowe in 2025. The Felixstowe office strategically positioned the company near critical port infrastructure, which has facilitated more efficient management of complex imports for energy projects. The company has also increased its workforce by 60% since January 2021 while enhancing its front-end feasibility capabilities to help clients navigate the complex logistics of moving oversized components.

This integrated approach is already paying dividends both in terms of performance and recognition. In 2024, Allelys was named the largest specialised transport company in the UK. Meanwhile, the number of special order permits received increased by 104%

Story type

#scale up (main category) #transformation

Benefits

▸ Strengthened market leadership in heavy lift and abnormal load transport

▸ Since 2021, Allelys opened two new offices, increased workforce by 60% and 104% rise in special order permits.

Key findings

For young people

▸ Put your hand up, take opportunities, build your experience and explore different avenues and teams.

For industry

▸ Share what is important to your business, be open and let the supply chain support those challenges.

For government

▸ More investment in British businesses.

Allelys at a glance:

Key products and services: heavy lift, specialist transport and installation.

Headquarters: Studley, UK

Year established: 1959

Number of employees: 150

between 2021 and 2024, reflecting growing demand for movement of abnormal loads, particularly in the energy sector.

Indeed, the company has successfully delivered numerous landmark projects supporting critical infrastructure development.

In Northern Ireland, Allelys transported the heaviest loads ever to travel on the country’s road network as part of the Kilroot power project, setting new records while delivering essential energy infrastructure. The firm also moved the biggest abnormal loads ever transported within Suffolk for the Eye power station, a task which involved navigating complex route constraints. In addition, Allelys became the first company to execute a double girder frame convoy in the UK.

By combining strategic investment, geographical expansion and workforce development, Allelys has strengthened its position as the UK’s leading heavy lift and specialised transport company while maintaining the flexibility that distinguishes it in the market. With continued growth forecast for 2025, the still-family business is well-positioned to play a crucial role in supporting the nation’s infrastructure development and energy transition.

AlSuwaiket & AlBusaiyes Lawyers and Legal Consultants (SB Lawyers)

Navigating legal complexities in Saudi Arabia’s transforming economy

Bader Al Busaiyes Founder & Managing Partner

How is AlSuwaiket & AlBusaiyes Lawyers and Legal Consultants thriving?

By positioning itself as a cultural bridge between international companies and Saudi Arabia’s evolving regulatory landscape, SB Lawyers has established a reputation for exceptional legal services within the Kingdom’s rapidly expanding economy. Departing from traditional legal practice approaches since its founding in 2006, the firm has developed specialised expertise in areas aligned with Vision 2030, including corporate restructuring, mergers and acquisitions, and regulatory compliance. This client-centric strategy has attracted multinational clients across diverse sectors, with particular success in oil and gas, energy, construction, and retail. In blending local knowledge with international standards, SB Lawyers has created a distinctive service proposition that resonates with foreign companies entering the Saudi market.

The challenge - Operating within Saudi Arabia’s rapidly evolving legal landscape presents distinctive challenges for law firms. The Kingdom’s economic transformation under Vision 2030 has triggered continuous regulatory changes, which requires legal practitioners to constantly update their knowledge and adapt their services. This dynamic environment, combined with increasing competition from both local and international firms, requires a strong focus on differentiation and specialisation.

For SB Lawyers, these market pressures were compounded by rising client expectations. International companies entering the Saudi market – the vast majority of which have limited understanding of local regulations –require not only technical legal expertise, but also culturally sensitive guidance that bridges Western business practices with Saudi legal frameworks. Additionally, these clients demand quick responses, greater transparency and more personalised service.

Against this backdrop, SB Lawyers recognised that traditional approaches to legal practice would not suffice. The firm needed to develop innovative strategies that would

enable it to capitalise on the unprecedented opportunities created by Saudi Arabia’s economic transformation.

The solution - Rather than adopting traditional approaches to legal practice, SB Lawyers has embraced modern methodologies since its founding in 2006, positioning itself as a forwardthinking legal partner for international businesses. Central to this strategy has been the development of specialised expertise in areas aligned with Vision 2030 priorities. The firm has cultivated deep knowledge in corporate restructuring, mergers and acquisitions, and companies’ law and regulations – this has enabled it to guide international clients through the complexities of establishing operations in the Kingdom. Indeed, such specialisation has proven particularly valuable as Saudi Arabia’s economic diversification has accelerated and created new opportunities for the company across multiple sectors.

The firm has also prioritised understanding the distinct needs of its international clientele. Recognising that many foreign companies enter Saudi Arabia with limited knowledge of local regulations, SB Lawyers has refined its service model to provide not just legal advice but comprehensive cultural guidance. This helps clients navigate both the technical and cultural aspects of doing business in the Kingdom, thereby reducing their risks and facilitating smoother market entry.

Technology adoption has been another key component of SB Lawyers’ strategy. Here, the company has implemented AI-powered legal research tools and advanced file management systems to enhance efficiency and service delivery. These investments have enabled SB Lawyers to respond more quickly to client inquiries and manage complex legal matters with greater precision, addressing the increasing expectations for rapid, high-quality service.

Building strategic networks has further strengthened SB Lawyers’ market position. For instance, the firm actively collaborates with chambers of commerce and other nongovernmental organisations that promote bilateral agreements. This helps to increase exposure to international clients while contributing to Saudi Arabia’s economic development goals, and has proven invaluable for business development, particularly in the energy sector and adjacent industries.

ALSUWAIKET & ALBUSAIYES Lawyers & Legal Consultants LLC.

#service & solutions (main category)

Benefits

▸ Increase in business of 10% expected in 2025.

▸ Strengthened market position and retention rate.

Key findings

For young people

▸ Be proactive, be yourself and own your development.

For industry

▸ Adapt to transformation, your ability to anticipate and respond to it is paramount.

For government

▸ Provide more localised banks and funds for SMEs.

Al Suwaiket & Al Busaiyes Lawyers and Legal Consultants at a glance:

Key products and services: legal consultancy services.

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 10%

▸ Others (energy) – 15%

▸ Others (non-energy): retail, construction, maritime, healthcare, petrochemicals – 50%

Headquarters: Al Khobar, KSA

Year established: 2006

Number of employees: 10

Revenue: £3.7m

The implementation of these strategies has not been without challenges, however. SB Lawyers has had to navigate the Kingdom’s evolving regulatory landscape while addressing talent acquisition hurdles and managing cultural and organisational changes. Despite this, the firm’s commitment to innovation and client service has enabled it to overcome these obstacles and establish a distinctive position in the market.

Indeed, SB Lawyers has seen increased client retention rates and strengthened its market position, particularly among multinational companies entering Saudi Arabia. The firm has also enhanced its operational efficiency and attracted top legal talent, which has laid the foundation for sustained growth. With a projected 10% increase in business for 2025, SB Lawyers is well-positioned to capitalise on the ongoing opportunities presented by Saudi Arabia’s economic transformation.

Amarinth

Pivoting its pumps towards the energy transition

market

Alex Brigginshaw

Commercial Director

How is Amarinth thriving?

By combining sustained R&D investment with a strategic focus on the energy transition, Amarinth has positioned itself as a leading specialist in centrifugal pumps for critical applications across multiple energy sectors.

Now the UK’s last privately-owned APIcertified pump manufacturer, the company has maintained consistent growth of around 10% annually over the past five years, with expectations of 30-40% growth in 2025.

The challenge – After establishing itself over two decades as a niche manufacturer of high-quality centrifugal pumps primarily for the oil and gas sector, Amarinth faced the industry-wide challenge of navigating the energy transition. With 75% of its revenue coming from oil and gas, the company needed to respond to the increasing global pressure to reduce carbon emissions following multiple COP agreements.

Adding to this challenge, end-user expectations have been evolving rapidly. Customers are demanding higher quality, more stringent documentation and improved environmental credentials from their suppliers. The previously accepted ways of working were no longer sufficient as clients faced growing pressure to report on carbon management and sustainability.

As a specialist manufacturer, Amarinth needed to find a path that would allow it to diversify beyond its traditional oil and gas base while maintaining its reputation for quality and short lead times in bespoke pumping solutions. This would require identifying which sectors could benefit from the company’s specialised expertise and making the appropriate adjustments to its manufacturing processes and service offerings.

The solution – Amarinth embarked on a strategic evolution centred on embracing the energy transition while building on its established expertise. Rather than abandoning its oil and gas heritage, the company leveraged its strong reputation to expand into adjacent energy sectors, particularly focusing on areas where its high standards and specialised knowledge would be valued.

A cornerstone of this approach has been the company’s unwavering commitment to R&D, maintained even during challenging market conditions. This investment has focused not only on product development but also on process improvements, enabling Amarinth to meet increasingly stringent customer requirements for environmental performance and documentation.

Five to six years ago, the company began a focused assessment of where its specialised skills could add value in other industries within the energy sector. This led to expansion into several key areas, including nuclear power, where Amarinth has supported Sizewell B for over a decade and is now positioned to participate in the Sizewell C consortium. The company has also developed capabilities for offshore and onshore renewable energy, which now represent 5% of its business compared to zero five years ago.

Recognising the growth in liquefied natural gas (LNG) and floating LNG facilities, Amarinth invested in developing specialised cryogenic pumps. This investment has recently been boosted by a successful grant award from Innovate UK, to support a £500k 18-month investment project starting in May 2025, which will enable the company to develop its latest range of multistage cryogenic pumps for LNG and carbon capture applications.

To support these diversification efforts, Amarinth created a dedicated position for renewables sales development and invested in extensive process documentation through working maps and a document management system.

The company has also taken significant steps to improve its own environmental performance. After obtaining ISO 14001 certification 10 years ago (ahead of many competitors), Amarinth pursued carbon reduction through ISO 14064 certification in 2022. Here, the company has invested in equipment to become carbon neutral, including battery power backup and access to biomass capability for additional power when needed.

As a privately-owned business led by brothers Oliver and Alex Brigginshaw, Amarinth has been able to take a long-term view of these investments without pressure from external shareholders. This has allowed the company to maintain its focus on controlled growth while evolving its

Story type

#transformation (main category)

#diversification, #energy transition

Benefits

▸ Increase in revenues derived from renewable energy.

▸ Expected accelerated growth for 2025.

Key findings

For young people

▸ Always reflect on what you learn as you go along. Constantly ask if you are unsure on anything.

For industry

▸ Have a roadmap for everything you do, don’t just jump for the primary objective, work hard on the “rowing” aspect to get where you want to get there.

For government

▸ Make decisions on what the hydrogen landscape looks like here in the UK and make decisions which reflect on that view for the next 20+ years.

Amarinth at a glance:

Key products and services: design, application and manufacture of centrifugal pumps and associated equipment.

Headquarters: Woodbridge, UK

offering to meet changing market demands.

The results have been impressive. In addition to consistent revenue growth, the company has nearly doubled its workforce over the past five years while maintaining exceptional staff retention – over 65% of employees have been with the company for more than a decade. Meanwhile, the business mix has transformed, with nuclear and renewables now representing significant portions of revenue.

Looking ahead, Amarinth expects accelerated growth of 30-40% in 2025 as its investments in new capabilities begin to pay off. The company continues to focus on the energy sector, with plans to grow within its existing geographical markets rather than seeking entirely new territories.

Apave

Growing out from French roots to thrive on the international

market

Shiju Kumar Operations Director, Middle East & India

How is Apave thriving?

Apave has transformed from a predominantly French technical services company to a global risk management provider, in particular thanks to the robust five-year strategic plan based around, among other things, geographical expansion. With a history dating back to 1867, the company has implemented an ambitious growth strategy that has doubled its international revenue share to 40% and expanded its presence to nearly 60 countries. Through approximately 25 major acquisitions between 2020-2025, Apave has grown from 11,000 to 17,500 employees worldwide while increasing group revenue from €950m to €1.4bn.

The challenge - Despite its 150-year heritage in technical risk management, Apave faced significant growth limitations within its historically French-focused business model. By 2020, international markets generated less than 20% of revenue, leaving the company overly dependent on its mature domestic market where growth opportunities were becoming increasingly limited.

This concentration of business presented a strategic risk, especially in an industry where global presence increasingly determines competitiveness. Additionally, many potential clients were seeking comprehensive risk management partners who could provide consistent service quality across multiple countries and technical disciplines.

To secure long-term success, Apave needed to rapidly expand its global footprint while maintaining the technical excellence and trust that had defined its brand. This required not only identifying strategic acquisition targets across multiple countries, but also successfully integrating diverse work cultures and operational standards under one cohesive global organisation.

The solution - In 2020, Apave launched a five-year strategic plan centred on aggressive international expansion through carefully targeted acquisitions. Rather than pursuing random growth opportunities, the company established a dedicated merger and acquisition team to identify businesses that offered strategic alignment with Apave’s core capabilities and geographic ambitions.

This approach was built on three fundamental pillars. ‘Proximity and Agility’ ensures Apave remained close to clients while creating a leaner, more responsive organisational structure. Here, the company has standardised key processes across regions and invested in systems that allowed for consistent service delivery, all while maintaining the flexibility to adapt to local market demands.

‘Strategic Sector Focus’ is the second pillar. This has involved directing resources towards high-potential industries, for example in the Middle East and India where energy and infrastructure sectors presented significant growth opportunities. While maintaining strength in traditional markets, Apave began expanding into emerging fields such as hydrogen solutions, zero-carbon initiatives and renewable energy services.

The third pillar, ‘Empowered People Culture’, is about emphasising trust and ownership among team members. This cultural foundation was reinforced through a comprehensive Corporate Social Responsibility strategy built around five components, including employee health and safety, sustainable transition training, gender equality, employee development, and supporting customers in their own sustainability journeys.

To address the complex challenge of integrating diverse organisations, Apave established a specialised integration division with dedicated managers assigned to each acquired entity. These teams worked to ensure smooth transitions while preserving the unique strengths and local expertise of each acquisition – an approach that proved critical to maintaining client relationships during periods of organisational change.

Many acquisitions have been made since 2020, a recent one being Aktio, a French carbon accounting specialist. Certified as a B-Corp™ since 2022, Aktio combines consulting excellence with technological innovation through its SaaS software for accounting and managing greenhouse gas emissions. With around 40 experts in climate consulting and web development, Aktio had already supported 500 organisations in their decarbonisation challenges, with its software being utilised by dozens of partner consulting firms.

Apave’s expansion into North America demonstrates the global scale of its ambitions. In the second half of 2024, the company reached an agreement to acquire IRISNDT, a specialist in non-destructive testing and inspection with significant presence in the US, Canada, Australia and the UK. Founded in 1953, IRISNDT provides a range of services including non-destructive

Story type

#scale up (main category)

Benefits

▸ Revenue growth of €450m in four years.

▸ Operation now reaching 60 countries.

Key findings

For young people

▸ Continuously develop your skills.

For industry

▸ Cultivate a culture of curiosity and diversity.

For government

▸ Integrate in-country value with international expertise.

Apave at a glance:

Key products and services: risk management services.

Main industries served:

▸ Energy – 20%

▸ Industries – 32%

▸ Infrastructures & construction – 10%

Headquarters: Courbevoie, France

Year established: 1867

Number of employees: 17,500

Revenue: £1.4bn

Revenue from exports: 43%

testing, asset integrity engineering, software applications, wind services, and specialised mechanical services across sectors including energy, chemicals and agriculture.

With these two and several other acquisitions successfully made, growth has followed. Between 2020 and 2024, Apave’s revenue increased from €950m to €1.4bn, with international business doubling its contribution to 40% of total revenue. The company successfully completed approximately 25 major acquisitions during this period, expanding from 11,000 to 17,500 employees worldwide and establishing operations in nearly 60 countries across North America, Europe, the Middle East, Asia and Australia.

This geographic diversification has been complemented by sector expansion, with Apave strengthening its position in both traditional and emerging markets. In the Middle East region alone, the company now generates €52m in annual revenue with a workforce of 1,100 employees.

Looking ahead, Apave continues to target expansion in North America, Europe, the Middle East and Southeast Asia, with particular emphasis on renewable energies. The company is also exploring early-stage applications of artificial intelligence to enhance its inspection tools and operational efficiency.

Applica Resourcing

Specialist recruitment for a sustainable energy future

Louisa Batten Group Commercial Director

How is Applica Resourcing thriving?

Applica Resourcing has transformed its talent acquisition strategy through training investment, leadership development and measured market expansion. By replicating its successful UK model in the US, appointing key leadership, and enhancing internal processes, the firm has doubled its US business and increased global EBITDA by 135% in 2024. Critically, the firm is successfully filling roles where others have failed, helping several energy firms along their sustainable transition journeys.

The challenge – As a specialist in resourcing and manpower solutions for global energy transition projects, Applica Resourcing plays a vital role in accelerating the shift toward a more sustainable energy future. However, like many others in this evolving landscape, the company has encountered several hurdles in making key changes.

Where fossil fuels have been the dominant energy source globally for over 150 years, major projects, clients and specialist industry recruiters alike have until recently been focused on building knowledge and expertise in this domain. Resultantly, the skills and understanding to support the drive to clean energy are yet to catch up.

Equally, the transition to clean energy cannot happen overnight. As the world develops new sustainable energy sources, the need for fossil fuels to enable that transition still exists, along with the need to limit their carbon impact.

This has created an unprecedented challenge. While the surge in demand for specialist skills in relation to renewable energy transition projects continues to grow, there is also fierce competition for talent across the energy industry more broadly, making recruitment increasingly difficult.

At the same time, many skilled oil and gas workers are hesitant to make the transition to renewables due to concerns over pay, job security, and the transferability of their expertise. And while universities and training

programs are expanding their focus on renewables, real-world experience on major projects cannot be fast-tracked.

All this combined, Applica Resourcing has found itself faced with a shortage of technical expertise, with demand for specialised skills outpacing supply.

The solution – After speaking with various clients and hiring managers who had struggled for months to fill critical roles, it became clear that a new approach was needed.

Applica Resourcing itself faced another challenge: gaining traction in the US market. Despite bringing on experienced technical recruiters from the national energy sector, success in the region has remained elusive.

In contrast, the UK told a different story. The company had built strong relationships with several large organisations and was achieving significantly better results, in large part thanks to the leadership team’s deep industry expertise and hands-on approach. Having held senior roles at some of the world’s largest energy manpower firms, these leaders not only provided strategic oversight but also were conducting in-person training, coaching, and direct client engagement.

This accessibility to senior leadership proved invaluable in driving business growth in the UK. Recognising this as a competitive advantage, the company saw an opportunity to replicate this model in other regions.

Applica Resourcing resultantly set about investing in the development of its teams, equipping them with a deeper understanding of the energy transition sector. The idea was to help them to grasp project nuances more effectively and build stronger, more strategic relationships with clients. Additionally, the company aimed to expand its approach to talent acquisition, identifying and developing transferable skills from adjacent industries.

This shift in strategy led to several key changes from Q3 2023 onwards. Indeed, the firm’s recruitment director relocated to Applica Resourcing’s office in Houston to re-build the team. Then, in January 2024, it also engaged a consultant to carry out a people audit – an objective review to assess competencies, processes and training, as well as eliciting employee feedback.

Story type

#people & competency (main category)

#culture, #service & solutions

Benefits

▸ Applica’s US business doubled in size.

▸ Global EBITDA increased 135% in 2024.

Key findings

For young people

▸ Work hard and learn from your peers.

For industry

▸ Recognise we still need oil and gas expertise and skills to fill the gaps in energy transition.

For government

▸ Actually invest in net zero initiatives to move projects forward and reach goals.

Applica Resourcing at a glance:

Key products and services: resources and manpower solutions.

Main industries served:

▸ Oil and gas – 50%

▸

Headquarters: Manchester, UK

Year established: 2018

Number of employees: 29

A specialist executive coach was also brought in to work with the leadership and management teams, and the company invited its clients and senior contractors to come and run workshops for the recruitment teams. Further, Applica Resourcing then also appointed an internal talent acquisition manager who worked with the consultant and Head of HR to improve its hiring strategy.

Crucially, the company invested in a ‘Train the Trainer’ program, bringing in a training expert to equip leadership and management teams with the skills needed to develop and deliver high-impact training programs.

The results of these efforts have been significant. Not only has the firm’s US business doubled in size, but its Global EBITDA increased 135% year over year in 2024, largely driven by business from seven new clients that have been retained thanks to Applica Resourcing filling positions where other agencies had failed.

These figures paint an incredible success story. Indeed, the company is excelling while supporting key industry players as they continue to build momentum in driving forward the global energy transition.

Arup

Spearheading a sustainable future with geothermal and CCS

How is Arup thriving?

Having taken the decision to shift its focus to 100% low-carbon energy, not taking on any new energy commissions involving the extraction, refinement, or transportation of hydrocarbon-based fuels, instead focusing on CCS, geothermal, and renewable technology solutions, Arup’s sustainable pivot is already paying off. Now spearheading a variety of world-first solutions and key projects, the firm’s CCS revenues have doubled in two years, with income from geothermal projects also growing at 20% annually. With a growing portfolio, new talent, and plans to establish a dedicated UK energy business, Arup is firmly positioning itself as a leader in a sustainable energy future.

Story type

#energy transition (main category)

#collaboration, #culture, #innovation, #environmental sustainability & social impact

Benefits

▸ Revenues from CCS solutions doubled in two years, with geothermal portfolio growing steadily at 10-20% per year.

▸ Dedicated business to lead CCS and geothermal operations being planned.

Key findings

For young people

Trystan Cowen

The challenge – Established in 1946, global engineering and sustainable development consultancy Arup has continued to move with the times. Fast approaching its 80th anniversary, a core priority for the company today is considering the impact of its work on the planet.

Since 2022, the company has opted to move entirely away from oil and gas, except for decarbonisation and decommissioning projects, adopting a 100% low carbon energy focus going forward.

Naturally, this low-carbon energy strategy has presented many challenges, with the firm having had to make significant operational adaptations.

That pivot included carbon capture and storage (CCS), with Arup currently building its knowledge, capabilities and talent base while also expanding its market footprint at speed. Further, the firm has also been building up its geothermal energy expertise with the goal of solving challenges relating to heat decarbonisation – be it for homes, industries, or otherwise. These technologies complement Arup’s existing expertise in wind, solar, hydrogen, and other low-carbon solutions.

Boosting capabilities in CCS and geothermal has been a conscious choice, yet a difficult one for the firm to make from a commercial perspective, transitioning away from the oil and gas market at a time when the industry is booming.

The solution – Indeed, since 2023, Arup has

Rob Hines

Melanie Thrush Senior Consultant CCUS Geologist UK IMEA Geothermal Skills Champion

made significant strides, with its dedicated geothermal and CCS teams collaboratively exploring how these two key technologies can complement each other.

During market research, the firm identified an opportunity to help clients that are constrained with significant heat requirements, leveraging its new energy skills to provide clients with alternative, worldfirst solutions. In the UK, for example, one of Arup’s clients is aiming to decarbonise the heating system of its CCS operations.

At one of the client’s sites, Arup identified geothermal reservoirs with strong potential. Following thermal modelling, it proposed 1.5 to 3-kilometre-deep well doublets capable of generating between 3MW and 10MW of thermal energy. While the exact output depends on local hydrogeological conditions, the potential is substantial.

In 2024, Arup was also appointed to deliver the engineering concept design and definition package for key components of the Morecambe Net Zero (MNZ) LCO� Shipping Value Chain programme in Barrow. Arup carried out comprehensive screening, design, and engineering studies to ensure technical feasibility and safety, integrated modular design principles to enable future storage expansion, and further extended its work to explore clean geothermal energy as a means of meeting the site’s high electricity demand.

This project is significant for several reasons. MNZ is set to become one of the world’s first marine-based carbon capture and underground storage hubs. It has the potential to be the UK’s largest CO2 storage complex, with a total capacity of up to one gigatonne over its lifetime. Further, beyond its environmental impact, MNZ represents an opportunity to preserve regional employment, creating new jobs, and drawing international investment to stimulate the local economy.

Despite the challenges that Arup has encountered

▸ Focus on careers within sustainable energy, such as CCS and geothermal technologies, that have the potential for significant growth.

For industry

▸ Explore ways – two or more key technologies can complement each other.

For government

▸ Always factor comprehensive screening, design, and engineering studies to ensure technical feasibility and safety ahead of any project.

Arup at a glance:

Key products and services: design, engineering, architectural, planning, advisory and sustainability services.

Main industries served:

▸ Renewables (all) – 50%

▸ Others (non-energy) - 50%

Headquarters: London, UK

Year established: 1946

Number of employees: 18,000

Revenue: £2.2bn

in transitioning to these technologies, they are attractive for several reasons.

Geothermal energy, for example, can provide long-term energy cost certainty. It provides long term energy cost certainty and is not affected by network constraints, or intermittency, making it a reliable, standalone solution. Additionally, it holds potential for broader community benefits, such as district heating. The firm has also seen strong interest from young professionals and graduates eager to build careers in the sustainable energy sector.

Arup is already seeing strong returns from its transition. In just two years, revenues from its CCS solutions have doubled, while its geothermal portfolio is growing steadily at 10-20% per year, with the company now involved in 15 projects at any one time.

Moving forward, the firm plans to establish a dedicated UK business to lead its CCS and geothermal operations, aiming to accelerate growth and investment in this new, sustainable direction. Having already laid the groundwork for success, it can look forward to continually prospering as it builds its capabilities, capacity, project success stories, and client base moving forward.

ASCO

Futureproofing with a successful Australian expansion

Lee Vettese

Business Development Manager - Environmental and Decommissioning

How is ASCO thriving?

With a clear focus on growth and diversification, ASCO is expanding its global footprint to unlock new opportunities and strengthen its international presence. Leveraging EICDataStream, local contacts, country visits and its existing presence to identify high potential regions, the firm successfully secured its first major contract for a new decommissioning service offering in Australia. Building on this initial opportunity, ASCO is now targeting regional revenues of AUD$6 million as it strives for continued success.

The challenge - Founded in 1967, ASCO is a leading logistics and materials management company serving the energy industry, delivering safe, lean, efficient and sustainable end-toend solutions across logistics, transport and freight, warehousing and storage, materials management, environmental services and more.

Even the most established businesses must constantly evolve to seize new opportunities as global energy markets shift and transform. For ASCO, expanding its well-established range of services into new regions offered a logical path to growth, complementing its strong presence in the UK and other key markets.

However, establishing additional operations in alternative regions is a major undertaking, with potential hurdles including regulatory complexities, resourcing challenges, and competition from local incumbents.

The solution - ASCO identified Australia as a key market for further growth - not as a new territory, but as a region where it could significantly expand its well-established footprint. With a presence in Australia for over a decade and existing bases in Perth, Darwin and Dongara alongside mobile camps, the business was ideally positioned to strengthen local relationships and leverage its deep regional knowledge.

In 2022, ASCO used EICDataStream to assess the market potential for launching a new service offering - one that was already well established in the UK. This was followed

by a fact-finding mission in June 2023, during which it became clear that opportunities were more significant than first anticipated. Encouraged by the market conditions and positive client feedback, the team began formulating an expansion strategy.

The next step was defining the most logical and sustainable route to growth. This included reviewing inbound enquiries from across the country, exploring potential joint ventures, and assessing possible acquisition opportunities.

ASCO also undertook a detailed review of the regulatory environment - carefully navigating the complexities of state-specific laws and differing legislative approaches.

Staffing decisions were another key factor. The company had to consider whether to deploy UK-based personnel on a temporary basis or invest in building a longer-term local presence. Balancing experience with flexibility, ASCO developed a blended approach to ensure it had the right people on the ground at the right time.

Thanks to these concerted efforts, ASCO secured its first new service contract during its second visit to Australia in August 2023. This marked a pivotal milestone, demonstrating the company’s capabilities and strengthening ASCO’s reputation as a trusted provider in the region.

Initially, the project was supported by experienced UK staff as needed. However, the operation has since evolved to include two local staff on the ground - one ASCO employee and one contractor - providing operational flexibility and ensuring the business is wellpositioned for sustained delivery.

The results speak for themselves. Having sent the right people at the right time, ASCO capitalised on a significant opportunity after its initial client had been dissatisfied with other service providers. ASCO’s ambitions don’t stop there.

The successful delivery of this project generated AUD$800,000 and opened the door for further growth. The next phase will see the firm secure a subsequent AUD$2 million contract, with Australian revenues now accounting for approximately 22% of total business revenue. Looking ahead, ASCO aims to increase local income to between AUD$4–6 million per year - an ambitious yet achievable target based on the strong foundations already in place.

Story type

#export (main category)

#scale up

Benefits

▸ ASCO secured its first service contract in Australia, establishing a strong local presence and reputation.

▸ Revenue growth in the location and expectation to increase local income to between AUD$4-6 million a year.

Key findings

For young people

▸ The oil and gas industry is not going anywhere in the short-term: build expertise in this sector.

For industry

▸ Don’t hinder growth with risk aversionembrace a balanced approach, weighing risk against ambition, and have greater faith in ideas from those on the ground.

For government

▸ Why is the government knocking back oil and gas? Why are they cutting off an industry that is so important? Don’t hinder the industry as we will lose talented people.

ASCO at a glance:

Key products and services: logistics and materials management.

Main industries served:

▸ Oil and gas – 95%

▸ Offshore renewable energy – 5%

Headquarters: Aberdeen, UK

Year established: 1967

Number of employees: 1,500

Revenue: £525m

Revenue from exports: 26%

ASCO’s strategic expansion in Australiaanchored by long-standing local experience and strengthened by global capabilities - is a clear demonstration of the company’s resilience and agility. By combining deep market understanding with a flexible delivery model, ASCO has not only opened up new revenue streams but also enhanced its international reputation.

In a rapidly changing energy landscape, ASCO is proving that its expertise, adaptability, and client-first approach can drive success - shaping the future of energy logistics and materials management on a global scale.

asset55

Partnering to transform operational performance and emissions reduction

Conor O’Leary Regional Director

How is asset55 thriving?

asset55’s Survive & Thrive story is one of collaboration, partnership and innovation.

By joining forces with Score, the UK-based software engineering company has aligned with client needs, pivoting from a productfocused business to a hybrid software-andservice model for its multidiscipline software, Operate. By combining its digital tools with Score’s expert field services, it is helping to define new standards for safety, productivity, regulatory compliance and emissions management in complex energy operations.

The challenge - asset55 is a company that brings together experienced industry engineers and advanced software developers to deliver innovative solutions for the energy sector. It’s core mission? To improve safety and productivity through execution-specific software.

One of its flagship products, Operate, was designed to improve operational control and visualisation within complex energy operations, helping companies plan and execute maintenance, modifications and shutdowns more effectively. Specifically, Operate was the brainchild of the experienced leaders of asset55, who brought firsthand knowledge and experience from previous roles in the industry. Operate was then brought to life by empowered software developers, all in-house.

When Operate launched, the intent was to provide customers with a standalone software solution that they could use to mitigate operational challenges. However, quickly, asset55 recognised that its clients didn’t just want technology – they wanted software and service support, together in one neat package.

Customers were asking for a turnkey solution comprising powerful digital tools backed by experienced people on-site. It left asset55 with a problem – it had the technology but lacked the on-site service provision and people to support and execute work for customers effectively.

The solution - Enter Score, a global engineering technology services company with deep operational experience, specialising in valve and emissions management and field services. Recognising the potential synergies between

the two companies, Regional Director Conor O’Leary initiated discussions, with the goal of combining asset55’s digital tools with Score’s in-field expertise to better meet customer needs and add value.

The partnership was formalised, with the two firms working together to develop an Emissions Elimination solution, blending software and service to help energy operators identify, control and eliminate emissions directly at the source. asset55 provides the analytics, dashboards, and predictive algorithms, while Score provides the field teams and specialist tools.

Identifying the top four major challenges faced by prospective customers, the two companies-built designed solutions to address real-world challenges and key inefficiencies across energy assets – leaks, joint failures, valve mismanagement, and more.

Together, asset55 and Score now deliver a fully integrated solution that helps clients meet their sustainability targets while improving operational performance. Their combined offering ensures regulatory compliance, eliminates greenhouse gas emissions at the source, and provides intuitive, real-time dashboards to track asset health and repair progress throughout the asset lifecycle.

Using advanced predictive analytics, the Operate platform draws on failure mode data to pinpoint likely emission sources at the component level. This allows customers to proactively prevent emissions in a cost-effective way, shifting from reactive maintenance to predictive, value-driven operations.

In one high-profile case, Score and asset55 together surveyed over 1,000 valves at a Middle Eastern gas plant. In identifying five critical leaks that were responsible for 95% of losses, temporary fixes were implemented to cut emissions by 70%, with permanent repairs planned within the Operate platform. Ultimately, US$1.4 million in savings were achieved from this single use-case.

For asset55, success stories like these have unlocked rapid growth, opening doors to support LNG plants, gas storage facilities and downstream operations globally. Indeed, Operate had 20 customers in the beginning. A year later, that had expanded to 175 customers.

Use cases have also evolved to include valve, flange, and wellhead management. Each remains a blend of software capability and Score’s field

Story type

#collaboration (main category)

#environmental sustainability,

#service & solutions

Benefits

▸ Proven asset integrity solutions.

▸ Increased production efficiency.

▸ Clients reducing carbon footprint by an average of 70%, allowing control and visibility of asset emission sources.

▸ Operate division going from 20 to 175 customers in 12 months.

Key findings

For young people

▸ Be yourself and open-minded.

For industry

▸ Don’t get siloed – partnership and collaboration are key to understand challenges.

For government

▸ Actually listen to the public and the industry..

asset55 at a glance:

Key products and services: software engineering.

Main industries served:

▸ Oil and gas – 80%

▸ Offshore renewable energy – 10%

▸ Carbon capture – 5%

▸ Others (energy) – 5%

Headquarters: Sunderland, UK

Year established: 2012

Number of employees: 33

delivery, delivering tangible savings, streamlined maintenance, and faster compliance for clients. Indeed, where emissions reporting traditionally has required months of work by dozens of engineers, it can now be achieved in days, with Operate providing live dashboards, predictive alerts and fully auditable reporting.

Overall, it’s a story of adaptability. Faced with a market need it couldn’t meet alone, asset55 didn’t retreat. It partnered, aligning with Score to create a new benchmark for software-enabled services in the energy sector. According to Score’s Global Emissions Lead, Trevor Flemming, the partnership with asset55 improves “process safety, reliability, and environmental compliance. Scores’ expertise in mechanical service delivery coupled with asset55’s software technology will help empower our industry towards a sustainable future”.

Having shown that the whole is often greater than the sum of its parts, it now stands as a small business punching well above its weight.

AsstrA (Industrial Project Logistics)

Breaking into the project logistics space with landmark petrochemical contract

Deanne Williamson

Story

type

#collaboration (main category)

#optimisation, #scale up, #service & solutions

Benefits

▸ Many contract wins, establishing the firm as a credible player in large-scale industrial logistic sector.

▸ IPL secured revenue growth and ambition to expand to the US, Turkey, UAE and the UK.

Key findings

Ian Milne

Project Manager Head of QHSE

How is AsstrA (Industrial Project Logistics) thriving?

By leveraging its technical expertise and collaborative approach, AsstrA Industrial Project Logistics (IPL) has successfully broken into the competitive large-scale project logistics market. The company’s landmark achievement in delivering oversized modules for the INEOS Project ONE in Antwerp has transformed its market presence.

The challenge - Despite AsstrA’s 30year history of providing global logistics and transport solutions, the company faced significant hurdles breaking into the continuous project logistics market for large industrial developments As a relatively new player in this specialised sector, AsstrA needed to focus on increasing brand awareness and building trust with key EPCs, OEMs, and operators.

Large industrial logistics projects require deep expertise in multimodal transport of oversized equipment, precise route planning, rigorous safety protocols, and seamless stakeholder coordination. Therefore, companies that entered the tender process had to meet stringent requirements and demonstrate their dependability.

AsstrA found itself competing against wellestablished competitors. The company needed to demonstrate that it could deliver the same level of expertise and reliability as it previous did on individual heavy lift and out of gauge transports, while bringing fresh thinking and a collaborative approach that would set it apart.

The solution - In 2023, AsstrA identified an opportunity to establish its credentials through the INEOS Project ONE – one of Europe’s largest petrochemical developments.

During the bidding process, AsstrA took a bold approach of complete transparency, showcasing not only its technical capabilities but also its collaborative working style. This strategy impressed both INEOS and the EPC contractor Wood, leading to AsstrA winning the contract in October 2023 to transport nearly 100 oversized outside battery limits (OSBL) modules from the Philippines to Belgium, with a

total volume exceeding 230,000 cubic meters.

The scope involved seven full charter vessels of modular cargoes, with the majority of modules measuring up to 39 x 12 x 11 meters, and near 180 Tons. Just 10 days after signing the contract, the Red Sea crisis created a new and unexpected logistical challenge, requiring new routes and transit times to be identified, resulting in these cargos being transported around the cape of Good Hope. AsstrA’s transparent communication and problemsolving approach during this disruption further strengthened client confidence.

A key technical challenge emerged when the client specified that traditional securing methods such as chains or wires could not be used, as they would damage or deform the modules. AsstrA responded by developing a custom system of clips and stoppers, conducting extensive engineering analysis to assess tension effects on the modules under various sea conditions. This innovative approach required comprehensive assessment of how vessel speeds and ocean swells would affect cargo security.

The company also implemented a rigorous stakeholder coordination process, holding allstakeholder meetings before each operation to ensure everyone understood their roles and responsibilities. These sessions included representatives from INEOS, Wood, AG&P Philippines (fabrication yard), port authorities, equipment suppliers, NDT testing teams, welders and marine warranty surveyors.

When operational challenges arose, such as limited berth availability at the Philippines port where AsstrA had to compete with RO-RO operations, the company worked diligently to secure prioritised loading dates. For each heavy lift operation, comprehensive toolbox talks were conducted to ensure all personnel understood safety protocols and positioning requirements.

The results have been impressive. AsstrA has successfully delivered five of the seven planned shipments, with the sixth currently en route and the final vessel loaded planned Q2 2025. All deliveries have been achieved with zero delays, zero cargo-related incidents or injuries and zero damage requiring rework.

For young people

▸ Push yourself forward to being involved in as many aspects of the business as you can, ask questions.

For industry

▸ Be open to all companies and their solutions, not just the established players you always work with. Innovation can come from all quarters.

For government

▸ The UK must actively showcase its strengths to the world, emphasising its diverse energy sector, while retaining talent, revitalising manufacturing, and supporting universities to drive innovation and global competitiveness

AsstrA at a glance:

Key products and services: logistics and transportation.

Main industries served:

▸ Oil and gas – 4%

▸ Onshore renewable energy – 0.2%

▸ Offshore renewable energy – 0.1%

▸ Nuclear power - 0.1%

▸ Energy storage - 0.1%

▸ Others (energy): EPC – 28.5%

▸ Others (non-energy): chemicals, transport manufacturing, metal industry, equipment, woodworking – 67%

Headquarters: Zurich, Switzerland

Year established: 1995

Number of employees: 1,185

Revenue: £372m

This performance earned AsstrA an additional general freight forwarding contract from INEOS. More importantly, the project has established the firm as a credible player in large-scale industrial logistics.

Looking ahead, AsstrA is targeting further growth in key markets including the US, UK, Turkey and UAE, with planned expansion into sectors such as offshore wind, fertiliser production and pharmaceuticals.

ATPI

How is ATPI thriving?

Lynn Couts Managing Director, Middle East

Dubai-based ATPI Middle East has transformed from a small break-even operation into a profitable regional powerhouse under all-female senior management leadership. Since 2020, the specialist energy travel company has achieved remarkable growth: 39% in 2024, 107% in 2023 and 99% in 2022, whilst expanding from under 30 to over 110 employees in Dubai alone. The company has established a new joint venture in Saudi Arabia with offices in Dammam, Jeddah and Riyadh, transforming it from loss-making to profitable within 12 months with a 431% uplift in operating EBITDA, whilst maintaining an exceptional 98.5% staff retention rate.

The challenge - ATPI Middle East faced major challenges in gaining credibility within the traditionally male-dominated energy sector. Operating from a small Dubai office with limited regional reach and concentrated business in one segment, the company battled perceptions of female leadership in Middle Eastern business. Diverse and fragmented needs across oil and gas, renewables, and emerging energy sectors required specialised solutions beyond standard travel servicessuch as complex crew rotations, regulatory compliance, safety, sustainability, and realtime risk management. Demonstrating these capabilities to prospective clients was critical to building trust, attracting business, and reinforcing brand value.

The solution - Under Managing Director Lynn Coutts’ leadership since 2020, ATPI launched a transformation strategy that turned challenges into competitive advantages. Embracing its all-female senior team as a strategic asset, the company aligned with regional diversification goals and showcased progressive leadership. It also introduced flexible working and engaged with industry associations to anticipate future transformation needs and identify where it could add value.

The strategy centred on six key pillars addressing employee wellbeing: job security, financial security, mental and physical health, support and emotional wellbeing, and work-life balance. Key initiatives have included monthly

wellbeing seminars known as Wellness Wednesdays, on-site personal training, annual health checks and flexible working arrangements. This approach has helped the company to maintain a 98.5% staff retention rate and 91% satisfaction scores in both global and external UAE workplace assessments.

ATPI strategically expanded beyond its core energy and marine clients into sports, corporate, and events travel, while reinforcing its leadership in energy sector travel management. It developed proprietary technology featuring automated approvals, real-time analytics, advanced crew booking, sustainability reporting, and integrated safety with traveller tracking. These solutions enabled clients to consolidate travel with ATPI, reduce risk, ensure compliance, manage costs, and meet evolving needs.

Geographic expansion is a key pillar of ATPI’s growth strategy, marked by a 49% joint venture in Saudi Arabia with offices in three major cities and a team of 75. This move required navigating cultural and regulatory complexities while ensuring consistent service across the GCC. It enabled clients to consolidate travel with ATPI, reduce risk, ensure compliance, manage costs, and meet future needs.

The company implemented embedded service models, placing travel teams directly within client organisations to ensure seamless alignment with operational needs. Technology integration was key to differentiation, with ATPI introducing AIpowered booking tools, predictive analytics for risk management, and API integrations for financial reconciliation. For data, workflow management tools were deployed to improve visibility and streamline crew management processes for the energy sector.

Patrick Shearer, Vice President of Supply Chain at Kent PLC, confirms the value of this approach: “ATPI has been an invaluable partner for Kent PLC, providing tailored travel and logistics solutions that align perfectly with our unique needs. We chose ATPI because of their ability to diversify and adapt to meet the demands of our industry, ensuring seamless operations in even the most challenging environments.”

Story

type

#culture (main category)

#people & competency

Benefits

▸ Exceptional 98.5% staff retention rate.

▸ Net Zero status, ISO accreditations, SOC 2 compliance and IKTVA & ICV certification achieved.

Key findings

For young people

▸ Focus on continuous learning, embracing tech and collaborating with others developing a broader understanding while engaging with industry associations for better insights and guidance.

ATPI at a glance:

Key products and services: travel management.

Main industries served:

▸ Oil and gas – 80%

▸ Others (non-energy) – 20%

Headquarters: Manchester, UK

Year established: 1999

Number of employees: 3,000

Revenue: £1.43bn

ATPI achieved significant certifications validating its operational excellence, including Net Zero status, ISO accreditations, SOC 2 compliance and IKTVA & ICV certification in Saudi Arabia and Dubai. The company has also maintained long-standing corporate social responsibility commitments including support for the Sparkle Foundation in Malawi.

Jamie Finnie, Head of Travel at NES Fircroft, emphasises the transformational impact the company has had: “ATPI has been pivotal for NES Fircroft, working closely with our travel team to enhance efficiency and drive growth in the region. Their implant solutions within our offices have provided dedicated, on-the-ground support, ensuring seamless travel management that aligns with our operational needs.”

Looking ahead, ATPI continues to expand its regional footprint with expansion and growth in Oman and Qatar, further leveraging AI-driven automation whilst supporting clients navigating the evolving energy sector landscape. The company’s success demonstrates how embracing diversity, investing in employee wellbeing, and focusing on specialised sector expertise can transform market challenges into sustainable competitive advantages.

Avantis Engine Services

Streamlining 13 suppliers into one trusted engine expert

Russell Milne Operations Manager

How is Avantis Engine Services thriving?

Working to find the best possible solution for a major national oil company (NOC), Avantis Engine Services has built a novel offering in which competitors work as collaborators, bringing together a host of expertise to drive improved results. Looking after more than 250 engines from 40 difference manufacturers, Avantis Engine Services is now a single point of contact for diesel engineering expertise. As a result, the company has seen over 100% revenue growth year on year, and is now exploring diversifying its services with best practice insights and upselling opportunities.

The challenge – Part of the Avantis Group, Avantis Engine Services is a specialist division providing key engine repairs and maintenance services, spare parts and value-add support to a variety of industrial companies. From boiler, heat exchanger, economiser and power plant maintenance to electrical, control, instrumentation and automation services, it is a technical entity that is crucial to the growth ambitions of the wider group.

Largely operating in the Middle East, the company’s core client is one of the region’s leading NOCs. However, the subsidiary has faced several challenges in terms of adapting its capacity in line with demands.

Adequately anticipating demand and scaling as needed has been a major hurdle. Not only has it faced challenges relating to planning and scheduling, but equally in ensuring that it has adequate resources during high service periods, while also scaling down during quieter times.

Critically, Avantis Engine Services has also faced challenges relating to obsolescence due to the age of diesel engine drivers. In fact, ageing equipment led its key client experiencing two catastrophic fire water pump engine failures in the space of just one week, with the threat of operations being shut down as a result.

The solution – Recognising that these challenges are ones that both its client and the

wider industry has faced for decades, Avantis Engine Services set out to find a better approach by providing the continuity of parts and service needed to better maintain critical equipment.

Here, the firm’s diverse, experienced team have been key to this success story, formulating a unique approach in which the company has actively opted to collaborator with competitors to deliver the best possible solutions for its client.

Critically, Avantis Engine Services used its technical expertise to support the NOC and its competitor with knowledge and guidance on the root cause analysis of the failure in their maintained equipment. Working with the engine manufacturer, it also established that the local supply of manufacturing seals and fuel pump parts were no longer available, leading it to engage with another engine workshop as a partner to support engine repairs. These efforts, alongside working with another specialist for engine testing, have seen a significant improvement in outcomes for Avantis Engine Services’ key client.

By showcasing its ability to harness the knowledge and expertise from various industry specialists, the firm’s decision to ensure competitors are working as collaborators has enabled it to bring an engine back to operational health that had been determined to be entirely broken. Further, the firm has helped to secured additional orders for safety critical spares to ensure more responsive and proactive maintenance activities for its client moving forward.

Indeed, there have been challenges in this approach. Different companies working together has presented cultural difference which needed to be bridged. However, having recognised that its client wanted to reduce the complexities it faced in consulting a variety of different vendors and streamline its supply chain, Avantis Engine Services’ one-stop shop solution has been a resounding success.

While the NOC previously had 13 contracts previously, Avantis Engine Services is now a single point of contact as its dedicated diesel

Story type

#collaboration (main category)

#service & solutions

Benefits

▸ Collaborative approach to its competitors as a successful strategy.

▸ Revenue growth of more than 100% in one year.

Key findings

For young people

▸ Network is key and leverage your existing client base.

For industry

▸ When expanding the business to another country, be prepared for cultural differences and respect ways of working that are different from the Western region.

For government

▸ We are on a great protectory for growth – look at acquisitions or investments to demonstrate the commitments.

Avantis Engine Services at a glance: Key products and services: sustainable technologies and lifecycle management.

Main industries served:

▸ Oil and gas – 40%

▸ Renewables – 10%

▸ Others (non-energy): marine transportation – 50%

Headquarters: Bridgend, UK

Year established: 2018

Number of employees: 90

Revenue: £41m

Revenue from exports: 80%

engine expert. The firm will then reach out to its competitors as and when needed, providing a win-win-win situation for Avantis, the NOC and its competitor partners.

In the face of issues, the firm is now able to hit the ground running in finding and implementing resolutions, with its collaborative approach better serving client needs.

Critically, the company’s success is best evidenced by its revenue growth that has increased by more than 100% year on year to US$2.6 million. With Avantis Engine Services now also upselling and diversifying its offering, providing its expertise on industry best practices and the importance of spare parts inventories, it’s incredibly well placed to continue to excel moving forward.

AVEVA

Revolutionising industrial design through digital connectivity

Cormac Ryan

Industry Principal - EPC

How is AVEVA thriving?

By pioneering cloud-based design solutions, AVEVA enables clients to significantly reduce project timelines and costs. Its CONNECT platform integrates tools like AVEVA E3D Design (now part of AVEVA Unified Engineering) and AVEVA Point Cloud Manager, creating digital ecosystems for seamless data access. AP Consultoria e Projetos in Brazil saw field survey teams cut by up to 50% - 90%, survey time by 55%, rework by 29%, and delivery time by 49%.

The challenge - Engineering design companies typically face an array of challenges when executing complex industrial projects. Before implementing 1D, 2D and 3D integrated engineering and design, digital solutions, companies such as AP Consultoria e Projetos in Brazil struggled with extended project durations (averaging 746 days) due to inefficient processes and limited collaboration capabilities.

The fragmentation of project information across numerous documents stored in disparate locations created significant bottlenecks, as team members wasted valuable time searching for critical data. In addition, the coordination of multiple disciplines working simultaneously on the same project proved difficult without a centralised platform, leading to communication gaps and inconsistencies.

Field surveys presented particular challenges as they required large teams to conduct timeconsuming on-site assessments that exposed personnel to potential safety hazards. These inefficiencies ultimately resulted in costly rework, delayed deliveries and reduced competitiveness in a market demanding faster and more accurate project execution.

The solution - AVEVA’s solution to these persistent engineering challenges centres on its innovative cloud based CONNECT platform together with AVEVA Unified Engineering solution, which fundamentally transforms how industrial projects are designed, executed and delivered. A comprehensive digital ecosystem, it brings together powerful tools that enable efficiency and accuracy throughout the project lifecycle.

At the core of this AVEVA Unified Engineering, 3D integrated engineering and design solution is AVEVA E3D Design integrated

with AVEVA’s point cloud technology. This powerful combination allows engineering firms to create highly accurate 3D models of existing facilities and new designs. Rather than relying on traditional, time-consuming manual measurements, the system can incorporate laser scan data to generate precise digital representations of physical spaces. For companies like AP Consultoria e Projetos, this capability has revolutionised their approach to industrial design.

The integration of these technologies addresses several critical pain points in engineering project delivery. By incorporating laser scans of existing plants and facilities with the customer’s engineering data, teams can visualise the complete project environment with exceptional accuracy. This helps to reduces errors and eliminates costly rework that typically results from design clashes or spatial misconceptions.

The technology also dramatically reduces the need for extensive field surveys. Traditional approaches required large teams conducting on-site measurements and assessments, exposing personnel to potential safety risks and driving up project costs. With AVEVA’s solution, these requirements are drastically cut back.

As Thomaz Americano de Costa, Chief Operating Officer at AP Consultoria e Projetos, explains: “We have more accuracy in our projects. We have fewer people taking risks on site. Basically, we can reduce the field survey team by about 50-90%. We had 29% less rework on our projects. Now with CONNECT, we can just work in the cloud.”

This testimonial highlights the multi-faceted benefits of AVEVA’s solution – improved accuracy, enhanced safety, reduced resource requirements, minimised rework and simplified cloud-based collaboration. The centralisation of project information in the CONNECT platform solves the persistent challenge of scattered 1D, 2D and 3D documentation and disjointed workflows that can harm traditional engineering projects. This ensures that all team members, regardless of discipline or location, can access the same up-to-date information for seamless collaboration and consistent decision-making. The cumulative impact of these improvements is dramatic.

Beyond the technical capabilities, the AVEVA Unified Engineering integrated engineering and design platform includes AVEVA Engineering for 1D and 2D together with AVEVA E3D Design for 3D offers significant

Story

type

#innovation (main category)

Benefits

▸ AVEVA’s CONNECT platform has brought many benefits to its customers, including improved accuracy, enhanced safety, minimised rework and more.

▸ Besides that, the AVEVA Unified Engineering solutionals standardises workflows and processes, ensuring consistency across projects and disciplines.

Key findings

For young people

▸ In line with our values of aspiration, trust, impact and curiosity, we would advise young professionals to be proactive, embrace continuous learning, and contribute to the company’s growth and sustainability initiatives, while also prioritising their well-being.

For industry

▸ Understand the digital transformation potential that data-centric, integrated tools have in revolutionising workflows and derisking capital investment across the project delivery lifecycle.

For government

▸ The future of our planet is critical. We want to do our part by sparking industrial ingenuity and connecting industries with trusted information and insights, to drive responsible use of the world’s resources.

AVEVA at a glance:

Key products and services: industrial software.

Main industries served:

▸ Oil and gas – 30%

▸ Conventional power – 15%

▸ Others (non-energy): chemicals, infrastructure, process industries, manufacturing, marine, transportation – 55%

Headquarters: Cambridge, UK

Year established: 1967

Number of employees: 6,500

organisational benefits. The platform promotes standardisation of workflows and processes, ensuring consistency across projects and disciplines. It also facilitates knowledge transfer and training, helping engineering firms build and maintain expertise across their teams.

As industrial projects grow increasingly complex and competitive pressures intensify, AVEVA’s Unified Engineering approach to digital transformation provides engineering firms with the tools they need to meet these challenges. By connecting people, data and processes in a cohesive digital environment, the solution enables companies to deliver projects faster, more accurately and with greater confidence.

Beamex

Delivering calibration excellence across more than 140 countries

How is Beamex thriving?

John Healy Director of Sales

Beamex has successfully positioned itself as a global leader in calibration excellence by focusing on key infrastructure sectors during challenging economic periods. Founded in 1975, the company has built a comprehensive ecosystem of calibration solutions that help customers improve efficiency, ensure compliance and increase safety across operations. With a strategic focus on regulated industries including oil and gas, nuclear and gas networks, Beamex has leveraged its cutting-edge technology – particularly the groundbreaking Beamex MC6-Ex Intrinsically Safe Advanced Field Calibrator and Communicator and Beamex CMX Calibration Management Software – to transform how critical infrastructure operators manage calibration data. Its partnership with National Grid in particular has demonstrated strong results, saving the operator over 4,000 hours annually.

The challenge - Following Brexit and the COVID-19 pandemic, Beamex faced a challenging business environment that required it to adapt. While not demanding radical transformation, the company needed to refine its approach to address changing market conditions where customers were under pressure to do more with less.

For critical infrastructure operators such as the UK’s National Grid, these pressures highlighted existing inefficiencies in calibration processes. The gas network operator was struggling with siloed data across disparate systems, making it difficult to monitor and accurately assess asset performance. Without standardised processes for recording and storing calibration data, technicians at individual compressor stations were improvising their own solutions and relying on time-consuming, paper-based methods.

This situation created both a challenge and an opportunity for Beamex. The company needed to demonstrate how its calibration ecosystem could address these pain points while positioning itself as an essential partner for operators facing regulatory compliance requirements.

The solution - Beamex focused on enhancing its core offering and targeting key infrastructure sectors where its technology could deliver significant value – specifically, the company con-

centrated on industries where it had established strength while identifying new growth opportunities in gas networks.

A pivotal moment came in 2017 with the introduction of the Beamex MC6-Ex, an intrinsically safe calibrator. This breakthrough allowed Beamex to work in hazardous environments, opening doors to new customers. The hardware innovation was complemented by the company’s CMX Calibration Management Software, creating a comprehensive solution where field devices integrated with centralised calibration management.

Recognising the potential impact in the gas network sector, Beamex organised dedicated user group meetings to bring together the UK’s five major gas networks, the forums involving engineers, IT professionals and management teams to share knowledge and solve problems.

This engagement strategy combined top-down and bottom-up approaches. At the operational level, Beamex teams discussed equipment needs with technicians working at compressor stations. At the same time, senior management conversations focused on enterprise-wide benefits of standardised software solutions.

A key breakthrough came when National Grid, which operates over 20 gas compressor stations across Britain’s transmission system, adopted Beamex’s integrated solution. The implementation included both the MC6-Ex calibrator for field use and the CMX software to centralise calibration data, and delivered exceptional results. By automating calibration processes, National Grid reduced the number of steps required per device, saving 15 minutes per calibration. This efficiency improvement translates to over 4,000 hours saved annually – delivering financial savings running into millions of pounds.

Implementation wasn’t without challenges. Software integration presented complexities which required alignment with existing management systems. Meanwhile, the COVID-19 pandemic delayed the project by nearly a year, and staff changes created additional hurdles. Beamex also needed to win hearts and minds at individual compressor stations, with some sites embracing the new technology quickly.

Story type

#optimisation (main category)

#collaboration, #innovation

Benefits

▸ Significant growth of Beamex gas network business in five years.

▸ Strong relationships established with customers.

Key findings

For young people

▸ Be curious and open to change.

For industry

▸ Emphasise the importance of data integrity for smarter decisions.

For government

▸ Continue investing in hydrogen and carbon capture projects.

Beamex at a glance:

Key products and services: calibration equipment, systems and services.

Main industries served:

▸ Oil and gas

▸ Nuclear power

▸ Others (energy)

▸ Others (non-energy)

Headquarters: Pietarsaari, Finland

Year established: 1975

Number of employees: 300

Despite these obstacles, the success of the National Grid implementation became a reference case that opened doors to other gas network operators – indeed, Beamex has seen a significant growth in its gas network business over the past five years, validating its strategic focus on this sector.

The company’s approach emphasises partnership and collaboration rather than transactional sales. By positioning its team as trusted advisors who understand customer needs, Beamex has built strong relationships that lead to long-term business success.

Now, the company continues to adapt its strategy to emerging market needs. Chiefly, it is expanding its presence in hydrogen and carbon capture projects, leveraging its expertise in highly regulated environments to support new energy infrastructure.

With 50 years of experience in manufacturing and developing cutting-edge calibration equipment, Beamex has established itself as a global leader serving over 15,000 customers in more than 140 countries.

Belzona (UK)

Solving key climate challenges with SF6-FIX

Philip Robinson Applications & Training Director

How is Belzona thriving?

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

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

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

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

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

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

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

identifying that a live solution would be critical.

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

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

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

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

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

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

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

Story type

#technology (main category) #diversification, #innovation

Benefits

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

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

Key findings

For young people

▸ You should feel free to question everything.

For industry

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

For government

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

Belzona (UK) at a glance:

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

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 10%

▸ Onshore renewable energy – 10%

▸ Nuclear power – 5%

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

Headquarters: Harrogate, UK

Year established: 1952

Number of employees: 121

Revenue: £27.5m

double benefit for consumers.”

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

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

Belzona (US)

From

product supplier to solution partner in Latin America

How is Belzona thriving?

Barry Nisill CEO

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

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

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

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

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

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

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

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

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

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

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

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

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

Story type

#transformation (main category)

#culture

Benefits

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

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

Key findings

For young people

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

For industry

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

For government

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

Belzona (US) at a glance:

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

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 10%

▸ Onshore renewable energy – 10%

▸ Nuclear power – 5%

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

Headquarters: Harrogate, UK

Year established: 1952

Number of employees: 41

Revenue: £16m

Revenue from exports: 46%

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

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

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

Braver Engenharia

Pioneering fiberglass solutions for Brazil’s infrastructure

Filipe Rocha Gomes de Sá CEO

How is Braver Engenharia thriving?

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

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

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

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

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

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

Despite the temptation to revert to traditional

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

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

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

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

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

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

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

Story type

#resilience (main category)

#culture

Benefits

▸ Several challenging projects successfully delivered to major clients.

▸ Brazil’s composite materials industry advanced.

Key findings

For young people

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

For industry

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

For government

▸ Create more functional incentives for disruptive initiatives.

Braver Engenharia at a glance:

Key products and services: engineering services.

Main industries served:

▸ Oil and gas – 50%

▸ Onshore renewable energy – 5%

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

Headquarters: Rio de Janeiro, Brazil

Year established: 2019

Number of employees: 11

Revenue: £68,000

Revenue from exports: 80%

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

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

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

BUHLMANN Group

Strategic diversification and acquisition drive global growth

Jan Paul Godhoff

Director International Projects Division and Nuclear

How is BUHLMANN Group thriving?

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

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

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

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

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

acquisition targets.

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

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

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

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

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

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

Story type

#diversification (main category)

#people & competency, #resilience, #scale up

Benefits

▸ Expansion to new markets and territories.

▸ Record revenue year in 2024.

Key findings

For young people

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

For industry

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

For government

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

BUHLMANN Group at a glance:

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

Main industries served:

▸ Conventional power – 20%

▸ Nuclear power – 15%

▸ Oil and gas – 10%

▸ Hydrogen – 5%

▸ Energy storage – 5%

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

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

Headquarters: Bremen, Germany

Year established: 1945

Number of employees: 1,900

Revenue: £535m

Revenue from exports: 70%

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

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

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

Bureau Veritas

LEAP 28 strategy

primes company for energy transition

Andrea di Lillo

Project Portfolio Global Director

How is Bureau Veritas thriving?

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

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

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

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

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

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

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

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

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

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

Story type

#transformation (main category)

#environmental sustainability & social impact, #innovation

Benefits

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

▸ Compliance with regulations and corporate net zero strategies.

Key findings

For young people

▸ Play your part to minimise global warming. For industry

▸ Remove silos and adopt a holistic, allenergy industry approach

For government

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

Bureau Veritas at a glance:

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

Main industries served:

▸ Oil and gas – 60%

▸ Nuclear power – 15%

▸ Onshore renewable energy – 10%

▸ Offshore renewable energy – 5%

▸ Energy storage – 3%

▸ Hydrogen – 2%

▸ Carbon capture – 2%

▸ Others (energy) – 3%

Headquarters: Paris, France

Year established: 1828

Number of employees: 84,000

Revenue: £5.3bn

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

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

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

Bureau Veritas (UK & Ireland)

An

independent audit service for the energy industry

Gemma Reid Audit Services Manager

How is Bureau Veritas (UK & Ireland) thriving?

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

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

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

The solution - Bureau Veritas began focusing

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

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

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

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

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

The client base is set to expand significantly,

Story type

#service & solutions (main category) #collaboration

Benefits

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

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

Key findings

For young people

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

For industry

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

For government

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

Bureau Veritas

(UK & I) at a glance:

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

Main industries served:

▸ Oil and gas – 60%

▸ Nuclear power – 15%

▸ Onshore renewable energy – 10%

▸ Offshore renewable energy – 5%

▸ Energy storage – 3%

▸ Hydrogen – 2%

▸ Carbon capture – 2%

▸ Others (energy) – 3%

Headquarters: Paris, Frances Year established: 1828

Number of employees: 84,000

Revenue: £5.3bn

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

Bureau Veritas (US)

From service provider to platform partner

Rajiv Sabharwal VP Business Development, Energy

How is Bureau Veritas (US) thriving?

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

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

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

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

Geographic expansion, meanwhile, has

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

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

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

Market responsiveness has also become a core competency, with Bureau Veritas North America demonstrating the ability to quickly identify and address emerging market needs. When opportunities arise, the company has shown willingness to make rapid investment decisions to capture market position. This agility has proven essential in a volatile energy sector where client needs can change rapidly. Indeed, the nature of client relationships has evolved from transactional service delivery to partnership-based collaboration. Bureau Veritas now works with customers to understand their unique challenges and develop bespoke solutions that address specific operational requirements. This consultative model has proven particularly valuable for complex projects such as LNG

Story type

#innovation (main category)

#service & solutions

Benefits

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

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

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

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

Key findings

For industry

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

Bureau Veritas (US) at a glance:

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

Main industries served:

▸ Quality

▸ Health & safety

▸ Environmental protection

▸ Social responsibility

Headquarters: Paris, France Year established: 1828

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

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

Competitive differentiation has been achieved through the comprehensive lifecycle approach that few competitors can match. Most testing, inspection and certification companies focus on specific segments such as engineering or classification, whereas Bureau Veritas provides integrated support across all phases.

The figures point to the successful execution of this strategy. Beyond the consistent profit growth, Bureau Veritas North America has achieved recognition as a preferred partner by major energy companies who increasingly view the company as essential to their operational success.

CEVA Almajdouie Logistics

Delivering Saudi Arabia’s energy storage transformation

Eyad Arafah

Heavy Lift and Project Logistics Director, Saudi Arabia

How is CEVA Almajdouie Logistics thriving?

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

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

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

disruptions when moving such large cargo through populated areas.

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

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

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

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

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

Story type

#service & solutions (main category)

Benefits

▸ Safe, on-time delivery of project.

▸ Ceva Almajdouie well positioned in Saudi market.

Key findings

For young people

▸ Embrace the industry’s future.

For government

▸ Continue to invest in renewables and AI.

CEVA Almajdouie Logistics at a glance:

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

Main industries served:

▸ Conventional power – 35%

▸ Onshore renewable energy – 25%

▸ Oil and gas – 20%

▸ Energy storage – 10%

▸ Others (non-energy) – 10%

Headquarters: Dammam, Saudi Arabia

Year established: 1965

Number of employees: 2,000

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

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

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

Cladtek

Localisation strategy fuels global growth for corrosion solutions specialist

How is Cladtek thriving?

Lee Wilson CEO

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

Story type

#innovation (main category)

Benefits

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

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

Key findings

For young people

▸ Get out of your comfort zone and take risks.

Cladtek at a glance:

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

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

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

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

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

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

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

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

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

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

Main industries served:

▸ Oil and gas – 100%

Headquarters: Singapore

Year established: 2003

Number of employees: 2,100

Revenue from exports: 25%

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

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

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

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

Clariant

Digital platform transforms catalyst services with over 170 global plants onboarded

Story type

#innovation (main category)

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

Benefits

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

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

Key findings

For young people

▸ Be open to new opportunities.

Lorena Oviol Felicitas Cokoja

Head of Applied Catalyst Technology (ACT)

How is Clariant thriving?

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

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

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

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

Senior Manager of Digital Transformation, ACT

expertise with catalyst technical knowledge.

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

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

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

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

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

For industry

▸ Concentrate more on cross-industry collaboration.

For government

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

Clariant at a glance:

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

Headquarters: Muttenz, Switzerland

Year established: 1995

Number of employees: 10,465

Revenue: £3.7bn

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

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

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

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

Cokebusters

Localisation strategy fuels global growth for corrosion solutions specialist

James Phipps Managing Director

How is Cokebusters thriving?

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

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

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

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

Indeed, conventional inspection pigs are multi-functional, multi-bodied tools up to circa 2m in length. As a result, they require large bespoke launchers and receivers to operate effectively. Modifying pipelines and installing such equipment is inherently invasive and cost prohibitive especially on such a high frequency of shorter length lines. In the absence of a viable inspection solution operators, such as ADNOC, are faced with a variety of challenges in order to gather sufficient knowledge in order to interrogate and quantify the levels of integrity risk associated with their pipeline inventory and react accordingly. Specifically, undetected and unmitigated corrosion can lead to a loss a containment leading to environmental release, personnel harm and business interruption. In the event of failure, replacement costs alone for a typical short length land-based flowline could readily reach US$1,000,000.

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

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

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

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

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

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

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

ADNOC has already identified multiple additional pipelines suitable for the

Story type

#technology (main category) #collaboration

Benefits

▸ Service line diversification through patented smart pigging technology.

▸ Further technology enhancements.

▸ A third operational hub in the Gulf region established.

Key findings

For young people

▸ Be confident, trustful and be willing to volunteer.

For industry

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

For government

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

Cokebusters at a glance:

Key products and services: inspection technology and services.

Main industries served:

▸ Oil and gas – 90%

▸ Onshore renewable energy – 5%

▸ Others (non-energy): chemical – 5%

Headquarters: Chester, UK

Year established: 2005

Number of employees: 110

Revenue:

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

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

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

Comeca

Reaping the rewards of a successful localisation strategy

John Lynch General Manager

How is Comeca thriving?

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

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

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

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

By 2018, however, regional ambitions had expanded.

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

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

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

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

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

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

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

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

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

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

Story type

#service & solutions (main category)

#resilience

Benefits

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

▸ Positive feedback by the Contractor Performance Evaluation Report.

Key

findings

For young people

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

For industry

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

For government

▸ Simplify the running of business locally.

Comeca at a glance:

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

Main industries served:

▸ Oil and gas – 30%

▸ Nuclear power – 30%

▸ Offshore renewable energy – 10%

▸ Hydrogen – 7% ▸ Energy storage – 2%

▸ Others (energy): EV chargers – 20%

Headquarters: Paris, France Year established: 2014

Number of employees: 1,250

Revenue: £168m

Revenue from exports: 20%

problem that the customer had been facing for several years.

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

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

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

Crescent Engineering

A success story underpinned by strategic flexibility

Julian Hill General Manager

How is Crescent Engineering thriving?

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

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

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

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

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

quickly to meet dynamic, differentiated and evolving client needs.

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

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

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

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

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

Story type

#collaboration (main category) #diversification

Benefits

▸ Multiple awards received for Carbon Clean at COP 28.

▸ Staff base is three times larger than preproject.

Key findings

For young people

▸ Be flexible, solution oriented and build strong relationships.

For industry

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

For government

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

Crescent Engineering at a glance:

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

Main industries served:

▸ Oil and gas – 75%

▸ Carbon capture – 15%

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

Headquarters: Dubai, UAE

Year established: 2015

Number of employees: 40

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

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

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

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

Destec

Making ground in China through targeted investment and expansion

Ben Vincent Global Sales & Marketing Manager

How is Destec thriving?

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

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

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

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

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

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

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

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

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

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

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

Story type #export (main category) #optimisation

Benefits

▸ Chinese contracts nearly reaching £14m. ▸ Company revenue targeted to grow 5% in 2025.

Key

findings

For young people

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

For industry

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

For government

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

Destec at a glance:

Key products and services: original equipment manufacturer.

Main industries served:

▸ Oil and gas – 75% ▸ Conventional power – 24%

▸ Others (non-energy): defence – 1%

Headquarters: Lincoln, UK

Year established: 1969

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

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

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

Diverse Resourcing

Partnership approach drives 400% growth in challenging recruitment market

Jamie

Marland

CEO

How is Diverse Resourcing thriving?

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

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

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

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

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

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

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

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

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

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

Story type

#resilience (main category)

#service & solutions

Benefits

▸ Contractor retention rates of 98%.

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

Key findings

For young people

▸ Be a sponge and show initiative.

Diverse Resourcing at a glance:

Key products and services: workforce solutions.

Main industries served:

Oil and gas – 90%

Offshore renewable energy – 10%

Headquarters: Dubai, UAE

Year established: 2020

Number of employees: 5

Revenue: £2.1m

Revenue from exports: 80%

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

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

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

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

Draeger Safety UK

Story type

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

Benefits

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

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

Key findings

Douglas Scott Neil Shepherd Contract Manager (Safety) Marketing Manager

How is Draeger Safety UK thriving?

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

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

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

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

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

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

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

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

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

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

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

For young people

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

For industry

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

For government

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

Draeger Safety UK at a glance:

Key products and services: provider medical and safety technology.

Headquarters: Lubeck, Germany

Year established: 1889

Number of employees: 16,600

Revenue: £2.8bn

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

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

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

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

Revolutionising shutdown operations with autonomous safety shops

ECITB

Transforming digital learning opportunities for the engineering construction sector

Andrew Hockey

CEO

How is ECITB thriving?

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

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

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

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

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

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

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

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

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

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

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

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

Story type

#people & competency (main category)

#digital & AI, #innovation, #service & solutions

Benefits

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

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

Key

findings

For young people

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

For industry

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

For government

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

ECITB at a glance:

Key products and services: qualifications and training.

Main industries served:

▸ Nuclear power – 39.2%

▸ Oil and gas – 35.2%

▸ Offshore renewable energy – 6.2%

Conventional power – 1.9%

Carbon capture – 1.2%

▸ Hydrogen – 1.1%

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

Headquarters: London, UK

Year established: 1964

Number of employees: 100

Revenue: £40m

Revenue from exports: 2%

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

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

Emerging EPC

Empowering talent through innovation and sustainability

Dr. John Loh Director of Operations and Sustainability

How is Emerging EPC thriving?

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

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

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

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

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

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

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

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

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

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

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

Story type

Benefits

#environmental sustainability & social impact (main category)

▸ Revenue growth of 30% due to new strategy.

▸ Multiple clients now operating with EARS platform.

Emerging EPC at a glance:

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

Main industries served:

▸ Oil and gas – 90%

▸ Others (non-energy) – 10%

Headquarters: Puchong, Malaysia

Year established: 2016

Number of employees: 72

Revenue: £14m

Revenue from exports: 30%

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

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

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

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

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

EquipSea

Diversifying into sugar and ethanol to remove single-client risk

Story type

#diversification (main category) #energy transition

Benefits

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

▸ New markets outside Brazil being targeted.

Key findings

For young people

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

Alexandre Pereira

Claudio Evangelista Commercial Manager CCO

How is EquipSea thriving?

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

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

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

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

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

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

gave EquipSea the subsidies to thrive in a new market.

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

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

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

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

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

For industry

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

For government

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

EquipSea at a glance:

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

Main industries served:

▸ Oil and gas – 95%

▸ Others (energy): ethanol – 5%

Headquarters: Piracicaba, Brazil

Year established: 2017

Number of employees: 219

Revenue: £13.5m

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

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

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

ERSG

Global expansion drives renewable energy recruitment leadership

How is ERSG thriving?

Jim Ryan CEO

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

The challenge - During 2021-2022, ERSG faced significant challenges in what was its most difficult period. Rapid growth exposed internal weaknesses in back-office operations and technology systems, and the company had to invest heavily (20% of turnover versus the typical 10-15%) in software, credit control and business processes to catch up with operational demands. Meanwhile, market volatility, particularly influenced by political factors such as US policy changes under different administrations, created uncertainty in project pipelines. The renewable energy sector experienced severe talent shortages due to rapid industry growth, evolving technology and shifting regulatory demands, making recruitment highly competitive. Brexit complications added visa challenges for European talent, while increasingly complex global compliance requirements and changing freelancer legislation across jurisdictions added further operational difficulties. Access to funding for international expansion also proved challenging, with banks showing reluctance to support growth into new regions where both the company and developers were relatively unknown.

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

The company invested heavily in back-office

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

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

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

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

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

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

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

Story type

#resilience (main category)

#collaboration, #export, #innovation

Benefits

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

▸ Recruitment processes enhanced by technology adoption.

Key findings

For young people

▸ Be present and commit to your job.

For industry

▸ Large organisations need to commit against greenwashing.

For government

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

ERSG at a glance:

Key products and services: workforce solutions.

Main industries served:

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Nuclear power

▸ Conventional power

▸ Energy storage

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

▸ Others (non-energy): marine

Headquarters: Bromley, UK

Year established: 2008

Number of employees: 192

Revenue: £178m

Revenue from exports: 57%

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

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

Euro Mechanical

Stepping up, stepping out: supporting the growth of the nation

Jon Rawding CEO

How is Euro Mechanical thriving?

While maintaining a strong commitment to and deep-rooted client relationships within the oil and gas sector, Euro Mechanical is strategically growing its portfolio in alignment with the UAE’s economic diversification vision. This includes an impressive 22% diversification in activity within its Industrial Solutions division, reflecting the expansion of product and service offerings. Simultaneously, Euro Mechanical’s new Sustainable Energy Solutions business unit and key partnerships are enabling the company to deliver critical decarbonisation technologies, further demonstrating evolving capabilities.

The challenge - As a 100% locally owned Abu Dhabi business with nearly 50 years of heritage, Euro Mechanical faced the key challenge of balancing continued support for its traditional client base while positioning itself for long-term resilience in a changing market. Although not experiencing operational difficulties, its leadership team, appointed in 2018, recognised the imperative to align with the UAE’s economic diversification agenda. This necessitated expanding beyond core oil and gas activities while maintaining the high-performance culture that had fuelled its success, ultimately leading to the development of Vision 2030 – a roadmap for diversification and sustainable growth.

The solution - Launched in Q4 2023, a key component of Vision 2030 is to derive onethird of company activity from new business by the end of the decade.

The strategy is leveraging the company’s unique selling propositions – trusted brand, international leadership and operational excellence – to guide expansion while deepening existing client relationships. After conducting thorough market analysis, Euro Mechanical identified that innovation, technology and collaboration are critical to the UAE’s economic diversification and meeting the nation’s ambitious Net Zero 2050 goals.

The analysis revealed key challenges, including a lack of trusted partnerships between local firms and international technology

companies, a need for local expertise in technology deployment, and recognition that international players must understand client needs and local manufacturing capabilities to succeed in the UAE market. This insight proved invaluable in shaping the company’s approach to bridging these gaps.

Euro Mechanical focused on two strategic initiatives – diversifying its Industrial Solutions division and establishing a new Sustainable Energy Solutions business unit, including the partner based Sustainable Technology Cluster to provide critical decarbonisation technologies. The idea was that company could maintain momentum in established markets while systematically building presence in emerging sectors which align with national priorities.

Industrial Solutions followed a phased approach. Phase one identified opportunities in adjacent markets using existing partner technologies. Working closely with strategic technology partners Beamex and Baker Hughes Waygate Technologies, Euro Mechanical adapted calibration and inspection technologies for the aviation sector.

The company also invested in comprehensive training, with three team members receiving specialised instruction at partner facilities in India, Belgium and Finland to support technology implementation. This approach has yielded 15 contract awards from globally renowned aviation companies.

Phase two has been all about welcoming new partners and technologies to provide greater value to both existing and new clients, while expanding into additional market segments. This builds upon the credibility established in phase one while allowing for more ambitious technology deployment at scale.

The second initiative established the Sustainable Technology Cluster, offering clients streamlined access to complementary sustainability technologies while providing Euro Mechanical’s international technology partners with privileged market access and valuable insights into local requirements. This innovative platform removes friction from the technology adoption process for clients, at the same time creating a supportive ecosystem for technology providers.

A key success has been partnering with the Net Zero Technology Centre for client decarbonisation consultancy services.

Story type

#diversification (main category)

#culture

Benefits

▸ Non-oil and gas activity increasing 12% in Industrial Solutions.

▸ Fifteen contract awards from prestigious clients due to comprehensive training approach.

Key findings

For young people

▸ Adopt a growth mindset and be willing to learn.

For industry

▸ Embrace change and cultivate adaptability.

For government

▸ Listen when companies tell you how they can contribute to countries’ net zero journey.

Euro Mechanical at a glance:

Key products and services: construction and management, process solutions, mechanical integrity services, habitats, technology portfolio.

Main industries served:

▸ Oil and gas

Headquarters: Abu Dhabi, UAE

Year established: 1976

Number of employees: 2,000

Additionally, Euro Mechanical partnered with Precision Impulse on innovative 4D seismic pulse technology for geological CO2 storage, facilitating a successful field trial for a major national oil company in Q4 2024.

Throughout this transformation, Euro Mechanical has maintained its core values of reliability, proficiency, collaboration and integrity through quarterly programmes highlighting employee stories. In Q3 2024, one featured story showcased how teams provided an integrated solution to an oilfield service client beyond their initial ‘habitats’ request, delivering greater value through construction expertise and manpower services.

So far, the numbers are backing up Euro Mechanical’s decision to diversify, with Industrial Solutions increasing non-oil and gas activity from 10% to 22% and projected to reach 30% by the end of 2025.

By aligning with the national vision and leveraging its established reputation, Euro Mechanical supports both traditional energy clients and those pursuing energy transition –ultimately, it is majorly contributing to the UAE’s long-term growth and diversification objectives.

Fibron BX

Philip Ashley CEO

How is Fibron BX thriving?

Fibron BX has experienced remarkable growth since 2019. Through strategic investments in key growth areas such as renewables, specialised cables, and remotely operated vehicle (ROV) technology, the company has repositioned itself as a leader in the sector. By focusing on customer intimacy, refining its product offerings, and optimising operational efficiencies, Fibron has not only expanded its customer base but also strengthened its position in the market, with substantial revenue growth and increased global recognition.

The challenge - Established in 1986, Fibron is fast approaching is 40th anniversary with much to shout about. However, a few years ago, that wasn’t the case.

In 2018, Fibron faced a period of stagnation, following a divestment from its lowergrowth core segments. Despite remaining profitable, the company struggled to maintain a growth mindset and lacked a clear direction for expansion. This challenge was compounded by a shift in leadership when Fibron was acquired by a Londonbased private equity firm.

The firm recognised the potential in Fibron’s people, technology, and market presence but saw the need for a comprehensive review and restructuring to enable the company to grow. With a focus on key growth areas, the company sought to diversify and strengthen its offerings, notably in the growing field of renewable energy.

The challenge was clear: how could Fibron reignite its growth in a competitive and rapidly evolving market?

The solution - In 2019, a bold strategy was launched to reposition Fibron for growth. A complete organisational overhaul was undertaken, with product line teams introduced to focus on specific areas of the business, including the burgeoning ROV market. The arrival of new CEO Phil Ashley marked a shift toward a more outwardly focused approach, with an emphasis on customer relationships and project

management. Fibron leveraged its longstanding expertise in ROV technology, which had been in development since 2012, and began working closely with a select group of key customers, including oceanographic research firms.

Fibron’s focus on “customer intimacy” helped build closer relationships with OEMs, particularly in the UK, allowing the company to better understand their needs and provide tailored solutions. The company also invested in improving its operational efficiencies, including revamping its supply chain, particularly in the area of fiber optics, which was essential to remain competitive on price without compromising on quality. These efforts were critical during the COVID-19 pandemic, when staff numbers were reduced, but quickly rebounded post-pandemic with increased hiring to support growth.

Despite the challenges posed by the pandemic, the geopolitical situation, and fluctuating raw material costs, Fibron’s strategic investments paid off. In 2023, the company saw significant growth, doubling its revenue in just five years – from £20.6 million in 2019 to £36.9 million in 2023.

Its product range expanded dramatically, with the company moving from selling ROV 10-15 cables per year to 45-50 cables annually. The company’s shift from being a mid-tier player in the market to ranking among the top two competitors globally is a direct result of this strategic overhaul.

Additionally, in March 2023, Fibron’s acquisition of Rochester Cables by its new owners, Hexatronic, further fueled its growth trajectory. Hexatronic’s investment in Fibron and its growth-driven approach helped the company continue to scale, both in terms of product innovation and market share. The company’s R&D efforts were bolstered by the acquisition of R&D tax credits, which were reinvested into developing new tether products for ROVs.

Fibron’s commitment to high-quality standards and its customer-first approach have been key factors in its continued success. Its on-time delivery rate exceeds 95%, and customer feedback highlights the company’s strong project management service, which sets it apart from competitors who treat these projects as mere commodities.

Story type

#optimisation (main category) #scale up

Benefits

▸ On-time delivery rate exceeds of over 95%.

▸ Revenue increase of over 70% over the past five years.

Key findings

For young people

▸ Make the most of any opportunity.

For industry

▸ Bring all parts of the supply chain, including SMEs, to open discussions.

For government

▸ Back domestic UK production.

Fibron BX at a glance:

Key products and services: cables and umbilicals design and manufacturing.

Main industries served:

▸ Oil and gas – 33%

▸ Offshore renewable energy – 6.3%

▸ Others (non-energy) – 60.7%

Headquarters: Hoddesdon, UK

Year established: 1986

Number of employees: 138

Revenue: £36m

Revenue from exports: 70%

The company’s global presence has expanded, with notable involvement in highprofile projects, such as providing cables for the Titanic expedition in September 2024, where Fibron’s cables were used for ROVs to gather unprecedented photographic records of the wreck.

Fibron’s ability to grow revenue while reducing costs, even amid challenging economic conditions, has been a testament to its effective strategy and its talented team. The company’s revenue has increased by more than 70% over the past five years, and its ROV business has seen a fourfold growth.

Today, Fibron is competing with large-scale cable manufacturers on a global scale. The company’s achievements, driven by innovation, strategic focus, and a dedicated team, have solidified its position as a leader in the cable and umbilical market, with a reputation for delivering quality products and services to clients worldwide. The future looks bright as Fibron continues to capitalise on its strengths and seize new opportunities for growth.

Fifth Ring

Transforming marketing from cost centre to data-driven growth engine

How is Fifth Ring thriving?

Ian Ord CEO

By developing and implementing its innovative Predictive Revenue methodology, Fifth Ring has successfully repositioned itself from a traditional marketing agency to a strategic revenue partner for clients in the energy sector and beyond. The approach aligns sales, marketing and leadership around a single, measurable view of the pipeline which enables companies to track, forecast and optimise revenue generation. It has already proven popular, with nearly £550,000 added to Fifth Ring’s tender pipeline specifically for Predictive Revenue projects in the past year alone. Meanwhile, the shift in focus has also transformed client conversations from campaign outputs to pipeline, performance and revenue outcomes, thereby creating longer-term engagements and deeper strategic partnerships.

The challenge - As an international B2B marketing agency with deep roots in the energy sector, Fifth Ring has spent over 30 years supporting companies across the full energy value chain. The energy sector has always been cyclical, but recent policy shifts, global health crises and geopolitical disruptions have made these cycles harder to predict, thereby increasing uncertainty for companies trying to forecast demand or plan investment.

When uncertainty rises, marketing budgets are often first to be cut, partly because they are viewed as expendable during challenging times because they are not tied closely enough to revenue. The equation was clear – despite its strong reputation and sector experience, Fifth Ring needed to provide greater marketing attribution data and revenue predictability for clients.

Indeed, the company couldn’t just ride out these cycles. It needed to do something differently that would give both them and their clients more control over revenue, clarity over pipeline and consistency in commercial performance.

The solution - Fifth Ring’s response was to develop Predictive Revenue. A methodology designed to link marketing directly to commercial outcomes, it was initially created

after COVID-19 and subsequent energy market downturns as an internal tool and later productised for clients.

Interestingly, Fifth Ring observed that clients weren’t cutting marketing budgets because they didn’t see value, but because they lacked commercial evidence to justify continued spend. This insight prompted the agency to evolve its approach, not just delivering marketing outcomes but underpinning them with a system that proves how those efforts drive measurable commercial results.

A key inspiration came from a market disconnect. Energy companies were investing heavily in digital transformation but were not applying that same thinking to marketing and business development, taking cutting-edge products to market using outdated marketing infrastructure. Predictive Revenue addresses this gap by aligning marketing, sales and leadership around a single, data-driven strategy.

Fifth Ring began developing the concept in 2022, with full implementation and external launch in early 2024. The company built internal processes, aligned teams and tested the model across markets before taking it public. However, it still faced challenges in overcoming the entrenched disconnect between sales and marketing in client organisations.

A case study illustrates the impact Predictive Revenue has had. A client approached Fifth Ring with a broken CRM setup in HubSpot – its sales and marketing process wasn’t reflected in the system, reporting was minimal, and pipeline visibility was non-existent. Deals were disconnected from contacts and companies, making it impossible to track performance or understand growth drivers.

Fifth Ring stripped everything back and rebuilt the environment from scratch, aligning HubSpot with how the client actually sells. Using the Predictive Revenue model, the Fifth Ring team provided a clear view of input versus outcome, which has enabled smarter decisions around sales and marketing activity and resource allocation. With a connected CRM, SEO and paid campaigns

Story type

#optimisation (main category)

#service & solutions

Benefits

▸ Tender pipeline growth of £550,000 for Predictive Revenue projects in a year.

▸ Increase of 25% expected in 2025.

Key findings

For young people

▸ Immerse without fear and learn without limit.

For industry

▸ Speak to people’s real challenges and don’t just sell a vision.

For government

▸ Put the right frameworks, investment and confidence in place to unlock the real potential that sits within your industries.

Fifth Ring at a glance:

Key products and services: marketing services.

Main industries served:

▸ Energy – 25%

▸ Others (non-energy): industrial, technology, chemicals, publishing, maritime – 75%

Headquarters: Aberdeen, UK

Year established: 1991

Number of employees: 50

Revenue: £5.5m

Revenue from exports: 65%

underway, and a long-term account-based marketing strategy in motion, the client is now positioned for growth and finally able to understand, scale and own their space.

So far, the decision to create Predictive Revenue has paid off. Over the past year alone, Fifth Ring has added nearly £550,000 to their tender pipeline specifically for Predictive Revenue projects. From a profitability perspective, 2024 was a record year with its highest ever EBITDA, and the company is now projecting 23% growth in 2025.

Today, project delivery has expanded from campaign metrics to include pipeline, performance and revenue outcomes. Underpinned by Fifth Ring’s positioning promise, ‘Own the Space’, the Predictive Revenue approach guides clients to define and thrive in their market niche with brand clarity, demand generation and data insight to drive consistent outcomes.

Fluor

AI and digital strategy drive project execution excellence

Stuart McLean Director Execution Systems & Digital Enablement

How is Fluor thriving?

As a leading global engineering, procurement, construction (EPC) provider, Fluor is further strengthening its competitive position through a comprehensive digital transformation and artificial intelligence (AI) strategy. Building on early machine learning successes dating back to 2015, the company has implemented structured frameworks for AI adoption and digital innovation, targeting a 10-20% improvement in project execution efficiency along with improved effort hours, increased quality and schedule certainty. This continuous improvement approach is enhancing Fluor’s project predictability and quality while meeting growing client expectations for digital capabilities in an increasingly technology-driven EPC market.

The challenge - For a global EPC company, maintaining technological leadership is crucial to retaining competitive advantage across its three business segments: Energy, Urban and Mission Solutions. Fluor recognised this imperative ten years ago as emerging AI technologies began transforming business processes across industries.

The company faced several interconnected challenges. It needed to establish clear guidelines for evaluating and implementing AI technologies in a rapidly evolving landscape. Fluor also required a structured approach to digital transformation that would complement existing business strategies while driving behavioural change in engineering practices that had remained relatively consistent for decades.

With clients increasingly expecting evidence of digital capabilities, coupled with Fluor’s demand to drive execution excellence through digitalisation, Fluor recognised that developing and expanding upon a comprehensive approach to data, AI and digital transformation was the cornerstone to future success.

The solution - Among Fluor’s early machine learning and deep statistical AI success was the development and implementation of its EPC Project Health Diagnostics (EPHD®) solution. This system began delivering benefit and insights starting with engineering in 2015 and growing each year since then into new areas to support program management across the entire EPC value chain.

EPHD® focused on early detection of impacts

on project vital signs. It enables monitoring and reporting on project health with root cause identification, and predictable intermediate and final outcomes, all driven by a deep historical Industry database of structured data around actual project results.

This Fluor AI ecosystem of proprietary processes, tools, and capabilities in the EPHD® System leverages neural networks trained on 20 years of historical project data to deliver early project management and actionable insights. These insights help to identify specific areas of potential obstacles for investigation and early intervention, driving project certainty and success.

Fluor is now building on this big data AI foundation with new automated analytics solutions rolled out to engineering leaders and office staff, including C-suite reports measuring performance.

In recent years, Fluor has expanded its digitalisation approach by launching a comprehensive AI strategy to stimulate business interest in new technologies, while providing structured processes for evaluation and implementation.

The establishment of a Centre of Excellence (CoE), bringing together representatives from core functions including legal, information technology, and project execution, facilitated a governance approach based on risk and emerging regulation. The CoE set clear parameters for acceptable AI applications and identified areas presenting unacceptable ethical, moral, or business risks. Final investment decisions are managed through an AI investment committee based on recommendations from the CoE.

To encourage adoption throughout the company, Fluor established an AI ambassador and champions programme, creating localised groups of enthusiasts to drive grassroots implementation and momentum.

Building on this, Fluor conducted a comprehensive stocktake of its digital capabilities and launched a digital strategy framework. With initial focus on Engineering, the strategy identifies current state, inefficiencies and opportunities. The resulting digitalisation strategy, published in 2024, established a five-year framework that complements IT and business planning by providing deeper insights into digital challenges and the company’s desired future state.

Focussing on key elements of process, people, tools and data commoditisation this creates a structured approach to annual technology initiatives. Each new development builds upon previous work, establishing a cohesive pipeline

Story type

#digital & AI (main category)

Benefits

▸ Digital strategy to optimise and improve processes.

▸ Driving efficiencies in execution and clients’ interest in Fluor’s AI solutions.

Key findings

For young people

▸ Fluor is building a better world. The company delivers solutions that change the way the planet is fuelled, cities run, people move, doctors heal and governments keep people safe.

For industry

▸ Technology can change the world, but fundamentally it’s people that will solve the challenges we face.

For government

▸ Smart investments in existing and emerging technology sectors in the UK.

Fluor at a glance:

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

Main industries served:

▸ Energy – 38%

▸ Others (non-energy): Urban and Mission Solutions – 62%

Headquarters: Irving, US

Year established: 1912

Number of employees: 27,000

Revenue: £12.6bn

of improvements supporting broader strategic objectives. The strategy also emphasises the importance of data standardisation as a foundation for effective future AI implementation, not only for predictive and descriptive analytics, but also for deterministic AI applications that rely on repeatable, trustworthy and rules-driven processes.

Implementation of the engineering strategy began with ‘sprint’ initiatives running from early 2024 into 2025. After launching in engineering, the digital transformation approach is being extended to construction and supply chain functions, unlocking further opportunities for efficiencies.

Fluor anticipates at least a 15% improvement in efficiencies from adopting a truly datadriven approach, with potential for 20–25% efficiency gains in overall engineering execution. Beyond internal benefits, clients are increasingly interested in how Fluor leverages AI to optimise project work, with digital capabilities becoming both an expectation and a differentiator at bidding and execution stages.

Forship

A pioneer of innovative commissioning engineering and O&M solutions

Fabio José da Rocha Fares President and CEO

How is Forship thriving?

Brazilian firm Forship has established itself as a leader in commissioning and operation and maintenance (O&M), pioneering innovative solutions like its Handover Management System and paperless commissioning. By diversifying across industries and shifting from CAPEX to OPEX, the company has successfully navigated economic and regulatory challenges. Ongoing investment in technology, efficiency, and client solutions has cemented the firm’s position as a leading player in its markets.

The challenge – Since its foundation, Forship has been specialising in innovative engineering and IT solutions for complex industrial plants. With over 26 years of experience, the firm is renowned as a leader in commissioning, O&M, inspection, modification, and repair (IMR), technical consulting, as well as for developing HMSWeb, an innovative software platform for managing quality, completions, and commissioning in industrial projects having successfully completed over 460 projects across more than 200 industrial plants.

In the late 1990s, Brazil was enjoying democratic and economic stability. After a weak 1980s, Brazil’s shipbuilding industry was recovering, and deep-water oil and gas expansion had just begun, with only two FPSOs in operation.

It was in this context that Forship identified a gap in the commissioning process.

Commissioning FPSOs involves up to 120,000 activities and 30,000-40,000 parts, making managing activities the biggest challenge. However, prior to Forship, the market had been characterised by a large amount of paperwork, making it difficult to track completed or pending tasks.

Recognising inefficiencies, Forship set out to pioneer commissioning engineering for FPSOs in Brazil.

The solution – From

out to focus on three key pillars: in-house engineering, management, and execution.

Quickly, it earned a reputation as an innovator, developing its proprietary Handover Management System (HMSWeb), a pioneering software platform created by a company specialised in commissioning engineering.

As Brazil’s oil & gas industry grew, Forship leveraged local content laws to achieve a leading position in the market, expanding successfully into multiple sectors such as power generation, mining, pulp & paper and others. From here, the firm also began to further diversify, offering consulting services to foreign companies that needed to adapt to Brazilian legislation.

At one point, a client reached out to Forship regarding a project involving the construction of two rigs to operate outside Brazil, for Petrobras and Mitsui in South Korea, with the intention of acting globally. The client inquired about what would be necessary for these rigs to operate in Brazil, emphasising the importance of understanding Brazilian legislation.

Forship conducted a detailed analysis of Brazil’s regulatory requirements, producing a report with hundreds of compliance criteria. Thus, it opened a new business front, offering consulting engineering services focused on compliance with Brazilian rules.

At the same time, Forship’s innovation involved the development of HMSMobile, the mobile application of its cloud-based management system, which brought the concept of ‘paperless commissioning’ to life, — an innovation consolidated around 2015.

Further, during the thermoelectric plants period in Brazil, another important demand arose for Forship: operation during the transition. At that time, there were no thermoelectric operators in Brazil, except for coal-fired plants in the south. Forship was invited to supervise the initial operations of these plants, ensuring they were ready to start safely and efficiently.

Since 2020, 80% of Forship’s revenue has come from O&M. The company quickly adapted to market changes, especially after the 2008 financial crisis and a period of political and economic instability in Brazil. During this

Story type #transformation (main category)

Benefits

▸ 80% of Forship’s revenue coming from O&M.

▸ Successful adaptation to changing industry needs.

Key findings

For young people

▸ Keep developing, have a long-term vision, take care of your health, and seek to balance the Cartesian world of engineering work with some form of art.

For industry

▸ Be humble, clear and transparent.

For government

▸ Strengthen the industry, agriculture, art, culture, and sports by eliminating poverty, violence, inequalities and promoting education and health.

Forship at a glance:

Key products and services: engineering and IT solutions.

Main industries served:

▸ Oil and gas – 85%

▸ Conventional power – 4%

▸ Others (non-energy): mining, pulp & paper, agroindustry, petrochemicals – 11%

Headquarters: Rio de Janeiro, Brazil

Year established: 1998

Number of employees: 900

Revenue: £34m

Revenue from exports: 25%

period, the company faced serious financial difficulties, including a “default” equivalent to one year’s revenue, but managed to overcome this crisis by shifting its focus from CAPEX projects to OPEX.

Today, Forship leads the O&M sector without asset ownership, operating 26 fixed platforms, Utilities of a NGPU, 1 LNG regasification terminal, Cranes and cargo handling equipment on 11 FPSOs, and managing largescale projects. The company has also become a reference in operational safety and efficiency, and customer satisfaction.

The firm has excelled by adapting to market changes, continually focused on improving its clients’ operational efficiency. The natural diversification of its services, with expansion into operations and maintenance, has been crucial for the company’s success, with the company continuing to invest in new projects, taking valuable lessons from each endeavour.

Indeed, these strategic decisions and a focus on technology and efficiency have made Forship a respected leader in O&M, known for high performance and client satisfaction.

FOX Brasil

From regional player to internationally recognised logistics specialist

Story type

#diversification (main category)

#culture

Benefits

▸ Per-client revenue by 10-30%.

▸ Best financial performance in a decade in 2024.

Key findings

For young people

Simon Sousa

Murilo Caldana Managing Director Project Director

How is FOX Brasil thriving?

By implementing a strategy focused on diversification, relationship building and geographical expansion, FOX Brasil has successfully transformed into an international provider of complex project cargo transportation services. The company has expanded its portfolio besides of air & sea freight to include road transportation, customs clearance, courier express, hand carry and heavy lift & engineering solutions, while opening new strategic branches across Brazil. This approach has enabled FOX to achieve its best financial results in a decade during 2024, with forecasted growth continuing into 2025 despite global economic uncertainties.

The challenge - The post-pandemic environment presented FOX Brasil with multiple challenges threatening its growth trajectory. International freight rates increased dramatically, while global logistics networks experienced unprecedented disruption with critical shortages of shipping space and equipment. At the same time, the Brazilian Real depreciated significantly against major currencies, increasing costs for international operations.

Political changes in Brazil and around the world created additional uncertainty, while freight forwarders also faced growing competition for qualified personnel. As a Brazilian company operating in a market dominated by international competitors, FOX needed to overcome perceptions about reliability and capability.

Brazil’s challenging logistics environment itself presented obstacles, with complex bureaucracy, inconsistent infrastructure and unique customs requirements creating barriers for international clients. Explaining these complexities to customers unfamiliar with local conditions required significant effort, especially when communication was primarily remote during and after the pandemic.

Amid all this, the company needed to find a way to differentiate itself while adding value to existing clients and expanding its geographical reach beyond its São Paulo headquarters. The challenge was to transform these obstacles into opportunities that would position FOX Brasil as a trusted partner for navigating Brazil’s complex logistics environment.

The solution - The company embarked on a multi-faceted strategy built around service expansion, relationship development and

geographical growth.

Recognising that face-to-face interaction was crucial for building trust, FOX made a significant commitment to international networking, conducting 17 business trips in 2024 alone to personally present their capabilities to potential clients and partners.

This relationship-building focus was complemented by strategic service diversification. The business underwent a rigorous process to obtain courier express licensing, despite facing significant challenges around renting unused office space in Guarulhos, providing a substantial financial guarantee and investing in specialised tracking systems required by Brazilian tax authorities. While still in its investment phase, this initiative positions FOX Brasil to capitalise on the growing e-commerce sector.

The company also expanded its customs clearance capabilities, particularly in Santos, which is Latin America’s largest port. After establishing an office there three years ago, FOX Brasil now handles approximately 80 customs processes monthly, allowing direct client contact throughout the logistics process rather than relying on outsourced partners.

To address the need for local presence in Brazil’s regionally diverse market, FOX opened new branches in Guarulhos, Santos, Curitiba and Itajaí, while establishing commercial representation in four additional locations. This expansion recognised that Brazilian business culture varies significantly by region, with clients in areas such as Curitiba and Santos preferring to work with local representatives.

FOX Brasil also established a dedicated team for special projects, covering jobs such as comprehensive feasibility studies and engineering solutions for complex transportation challenges. It has proven a savvy move. By charging for detailed studies of bridge structural analysis for 420-tonne turbines or route planning for oversized equipment, the company generates revenue while establishing expertise and building client trust before transportation begins.

Many of those clients are now coming from abroad. This is because FOX has strategically diversified its international portfolio and developed direct relationships with

▸ Have interest, curiosity and focus.

For industry

▸ Don’t focus solely on investing to grow externally: increase your business with existing clients.

For government

▸ Improve port, terminals, railway and road infrastructure.

FOX Brasil at a glance:

Key products and services: freight forwarding and project logistics.

Main industries served:

▸ Onshore renewable energy – 50%

▸ Oil and gas – 25%

▸ Conventional power – 15%

▸ Hydrogen – 10%

Headquarters: São Paulo, Brazil

Year established: 2002

Number of employees: 60

Revenue from exports: 70%

international shippers. By attending industry events multiple times and actively participating in discussions, the company has positioned itself as a reliable partner for international enterprises needing logistics support in Brazil. So far, it has conducted cross-trade operations for clients in countries such as Czechia, Ecuador and Panama without intermediaries.

Growth has also been achieved among existing client bases. Here, FOX Brasil has identified opportunities to upsell services such as road transportation, increasing per-client revenue by 10-30% through deeper relationships and delivering a consistent service.

Throughout this transformation, FOX has emphasised its role not merely as a transporter but as an integral part of clients’ projects, and thus a contributor to new clean energy plants and regional development.

The results have been impressive. FOX Brasil achieved its best financial performance in a decade during 2024. Even with ongoing geopolitical uncertainties, its strategy of focusing on high-quality projects has provided resilience against market fluctuations. With a reputation now enhanced, international clients are now routinely approaching FOX Brasil as they seek to navigate the country’s logistics landscape.

Fulkrum

Scaling with purpose: Putting people at the heart of rapid growth

Brock Falkenhagen Vice President

How is Fulkrum thriving?

Having implemented a comprehensive peoplefirst strategy during a period of exceptional growth, Fulkrum has successfully scaled its global operations while maintaining its cultural foundations. The UK-based technical inspection and staffing company has achieved remarkable commercial success, growing revenues by nearly 50% year-on-year in 2023 and over 30% in 2024 – all whilst maintaining exceptionally low staff attrition rates and record-high employee engagement scores across its 15 global offices.

The challenge - As Fulkrum continued along its rapid expansion journey, growing at nearly 50% year-on-year in 2023, it faced a critical challenge that threatens many scaling businesses: maintaining its culture and service quality while moving into new territories, sectors and service lines. Despite tremendous success in growing client accounts through its high-performing global team, leadership recognised that sustaining this trajectory would be challenging without addressing the inherent risks of rapid growth. Instead of prioritising growth at all costs, Fulkrum made the decision to focus on its greatest asset – its people.

The solution - Fulkrum adopted the principles from Scaling Up by renowned business growth expert Verne Harnish, focusing specifically on the ‘People’ pillar of the framework. In 2024, following the appointment of a Head of HR, the company implemented a comprehensive people-centric strategy designed to create an environment where employees would choose to stay and thrive.

The strategy encompassed several key initiatives. Fulkrum invested heavily in systems and processes, implementing BambooHR to streamline employee management across different countries and employment legislations, a move which has reduced administration and improved the employee experience. The company has also revolutionised its recruitment and onboarding processes by building internal HR capabilities, investing in LinkedIn Recruiter, and creating a streamlined approach that enabled it to complete over 60 hires in 2024 with only one external agency placement. A comprehensive onboarding programme was established, featuring a buddy system, intensive first-week orientation, and 90-day training

programmes to ensure rapid cultural alignment and knowledge sharing.

Internal communication has been transformed through multiple channels, including annual senior leadership workshops, quarterly global business updates, monthly regional meetings and an internal employee community platform. The company has also introduced communication champions to accelerate initiatives such as charity events (providing two paid volunteer days annually), global wellness challenges, and cultural celebrations that foster mutual respect and curiosity about diverse backgrounds.

Meanwhile, several employee engagement initiatives have proven effective. These include the introduction of a travelling company mascot, locally managed social budgets, Employee of the Month programmes, peer-to-peer feedback systems, and flexible working policies. Fulkrum also implemented biannual employee Net Promoter Score (eNPS) surveys with comprehensive action planning – this has ensured feedback directly shapes company evolution and reinforces feelings of belonging and empowerment.

In terms of performance management, the company has redesigned its systems to assess both KPIs and behavioural aspects aligned with company values, incorporating 360-degree feedback to support transparency and a learning culture. Incentive structures such as performance bonuses and business development rewards have also been implemented to ensure employees feel connected to company success. Indeed, long-term service is celebrated meaningfully, with 10-year anniversary trips funded for employees and their families.

Training and development activities have been transformed through internal working groups that shaped technical training, recorded system training materials, and created verificationbased training matrices. The company also initiated internal mentoring programmes, leadership training sessions and team coaching programmes alongside investments in individual apprenticeships, professional qualifications and MBAs for high-potential employees.

This people-first approach has delivered promising results to date. For example, Fulkrum has maintained regretted attrition below 7% whilst achieving over 30% revenue growth, welcomed more than 60 new hires and maintained a +90% retention rate, and achieved eNPS participation rates of 90% with scores between +30 to +50, which is significantly above industry benchmarks. The company also completed 14 internal

Story type

#people & competency (main category)

#culture

Benefits

▸ Fulkrum’s approach towards its employees has delivered results including 60 new hires and +90% retention rate.

▸ Client satisfaction scores have reflected this internal success, with average ratings of more than 9/10 across all key metrics.

Key findings

For young people

▸ Have patience and perseverance. Good things come from hard work, but it takes time.

For industry

▸ Invest in your people, don’t always focus on the numbers. Good times in industry come and go, but happy employee, happy client.

For government

▸ Less regulation in the US will bring more investment coming in manufacturing –how can we keep this country great for decades and centuries to come.

Fulkrum at a glance:

Key products and services: technical inspection and staffing services.

Main industries served:

▸ Oil and gas – 65%

▸ Offshore renewable energy – 10%

▸ Hydrogen – 10%

▸ Conventional power – 5%

▸ Carbon capture – 5%

▸ Nuclear power – 3%

▸ Onshore renewable energy – 1%

▸ Energy storage – 1%

Headquarters: Corby, UK

Year established: 2011

Number of employees: 150

Revenue: £54.6m

Revenue from exports: 70%

promotions in 2024, with over 20% of the team having more than six years of service.

Client satisfaction scores have reflected this internal success, with average ratings of more than 9/10 across all key metrics including response times, value delivery and overall experience. Feedback from customers consistently praises individual team members by name, with comments highlighting exceptional coordination and professional service delivery. Overall, this strategy has proved that investing in employee wellbeing directly translates to superior client relationships and commercial performance. Ultimately, it has enabled Fulkrum to scale with purpose whilst preserving the engaged, high-performing culture that underpins its success.

Gascat

Driving

growth

through strategic vertical integration

Gustavo Nieto CEO

How is Gascat thriving?

By internalising critical production processes, Brazilian gas equipment specialist Gascat has more than doubled its revenue from R$37.6m in 2019 to R$98.4m in 2024. In process, the company has overcome supply chain bottlenecks by establishing its own ISO 17025 calibration laboratory and implementing an automated CNC machining centre. Operating from Indaiatuba, São Paulo, Gascat now exports 15% of its production to over 40 countries, with a strategic warehouse in Taiwan serving the Asian market. These investments have strengthened its competitive position against global manufacturers, positioning the company for sustained growth in both traditional natural gas markets and emerging opportunities in biogas, biomethane and hydrogen.

The challenge - Despite its strong position in Brazil’s natural gas infrastructure sector, Gascat faced several critical operational challenges that threatened to limit its growth potential.

Specifically, two significant bottlenecks were undermining the company’s efficiency and ability to meet customer demands.

First, it was hampered by lengthy calibration processes for its gas measurement equipment. These meters, which perform fiscal measurement of gas for tariff calculation, require calibration according to ISO 17025 standards. With only three or four qualified laboratories in Brazil, Gascat had to send its meters to the Institute for Technological Research (IPT) at the University of São Paulo, resulting in delays of up to six weeks.

Second, Gascat relied heavily on thirdparty suppliers for machined components, which introduced additional complications with deadlines and quality control. The outsourcing process was administratively cumbersome – it required one to two days just to issue invoices, plus additional time to manage purchase orders and monitor service quality.

Gascat also faced intense international competition, particularly from American and European manufacturers which produce

equipment in China and India where labour costs are significantly lower. This cost advantage allowed these companies to offer more competitive pricing in international markets, resulting in lost opportunities, such as a project in Singapore where Gascat was undercut.

The solution - Gascat’s leadership implemented a comprehensive vertical integration strategy focused on bringing critical processes in-house to improve efficiency, quality and competitiveness.

The first major initiative was the development of an internal calibration laboratory. This project, which took around three years to implement, eliminated the six-week delay previously experienced when sending meters to external facilities. Initially designed to meet internal demand, the laboratory proved so successful that Gascat expanded its services to external clients to open up an additional revenue stream.

Building on this, Gascat next tackled its dependency on third-party machining. In 2023, the company established an automated CNC machining centre at its Indaiatuba facility. This move eliminated the quality variations and administrative burden associated with outsourcing, while significantly reducing production lead times. Starting with four machining machines, the company continues to expand this sector as part of its ongoing growth strategy.

The implementation process was methodical and pragmatic. Initially, Gascat leased equipment to test the concept, but later invested in higher-quality machines that reduced maintenance costs. The internalisation strategy was complemented by small but impactful modifications to production processes, all supported by a team of highly qualified engineers.

A critical factor in Gascat’s success has been its ability to maintain all manufacturing operations in Brazil despite cost pressures to offshore production. This commitment to local manufacturing has enabled tighter quality control and faster response to customer requirements, particularly for customised solutions. It has also fostered

Story type #innovation (main category)

Benefits

▸ Revenue increase of 162% in five years.

▸ Warehouse in Taiwan established to serve the Asian market.

Key findings

For young people

▸ Don’t get too caught up with titles and MBAs and don’t be afraid to get your hands “dirty”.

For industry

▸ Specialise in people management.

For government

▸ Reduce the tax burden on industries.

Gascat at a glance:

Key products and services: gaseous fluids equipment and systems.

Main industries served:

▸ Oil and gas – 80%

▸ Hydrogen, Energy storage – 20%

Headquarters: Indaiatuba, Brazil

Year established: 1995

Number of employees: 116

Revenue: £13m

Revenue from exports: 15%

a deeper technical knowledge base within the company’s engineering team, who work directly with production staff to continuously improve designs and manufacturing processes.

To expand its international reach, Gascat established a warehouse in Taiwan to serve the growing Asian market. This strategic positioning enabled the company to respond more quickly to regional demand while maintaining inventory closer to key customers. The export strategy also provided greater financial security, as international sales typically operate on an Ex-Works basis with payment received when the customer collects the product.

A combination of vertical integration, strategic international positioning and continuous innovation has delivered impressive results. Gascat’s revenue has grown consistently from R$37.6m in 2019 to R$98.4m in 2024 – a 162% increase in five years. Looking to the future, the company is well-positioned to leverage its strengthened operational capabilities as it pursues opportunities in emerging sectors such as biogas, biomethane and hydrogen.

Genesis

Evolving advisory for a changing market

Helen Coleman Managing Director

How is Genesis thriving?

In the wake of global disruption and shifting energy priorities, Genesis has emerged stronger and more agile by embracing transformation from within. A strategic internal restructure into specialised practices, combined with a shift to a global operational model, has positioned the company as a vital partner for energy players pursuing diversification and navigating uncertain markets. Its Advisory Solutions division – rooted in engineering expertise and rapid turnaround, data-driven studies – has empowered clients to make faster, smarter decisions across traditional and low-carbon portfolios. The results? A significant boost in revenue, a growing global workforce and a reputation for delivering clarity in uncertain times.

The challenge - Since the Covid-19 pandemic disrupted global markets, Genesis like many in the energy sector has faced a rapidly shifting landscape. Clients are no longer seeking conventional consultancy; they needed tailored, responsive support to navigate immediate uncertainty while also adapting to long-term pressures from netzero commitments, geopolitical shifts and the accelerating energy transition.

Recognising this, Genesis undertook a major internal reorganisation in 2022, dividing its operations into three core practices: ‘Advisory Solutions’ focused on rapid assessments and strategic guidance; ‘Development Solutions’ dedicated to Genesis’ core activities of feasibility concepts and FEEDs; ‘Asset Impact Solutions’ targeting operating efficiency, decarbonisation and impact reduction.

At the same time, the company transitioned from a regional to a global operational model, enabling cross-border collaboration and a sharper focus on upstream, downstream and sustainable energy markets.

The solution - The scale and pace of Genesis’ transformation were bold, but its agility, size and adaptive culture enabled it to thrive. As energy companies faced mounting pressure to diversify portfolios, restructure operations and rethink their strategies, Genesis stepped

forward as a trusted partner, offering clarity and direction during a period of unprecedented change.

Central to this evolution is the Advisory Solutions division, launched just three years ago and now a cornerstone of Genesis’ value proposition. Designed to bridge market gaps and respond to rapidly shifting client needs, the division combines deep engineering expertise with a consultancy mindset, delivering high-quality, actionable insights at speed. Through rapid turnaround studies, typically completed within four to 12 weeks, Genesis supports clients in evaluating strategic adjustments and refining investment strategies. This model has proven especially valuable for clients making early-stage investment decisions on new developments or existing asset optimisation projects in areas such as decarbonisation, debottlenecking and energy transition planning where timely, data-informed decisions are critical.

What sets Genesis apart is its ability to deploy integrated teams that work side by side with clients. The teams not only deliver immediate value but also help build internal capability, ensuring clients are equipped to execute their strategies long after Genesis’ engagement concludes. This collaborative approach is supported by a robust execution framework that begins with a deep understanding of client drivers and objectives. Genesis validates scopes of work, identifies opportunities for optimisation, and often proposes alternative approaches within the original tender, delivering faster, more cost-effective outcomes while strengthening long-term relationships.

Tailored support spans a wide range of strategic needs, including due diligence, independent technical reviews and restructuring support. Whether clients are entering new markets, reassessing legacy assets or navigating regulatory and ESG pressures, Genesis provides the clarity and confidence needed to move forward.

True to its name, the Advisory Solutions division has positioned Genesis as a trusted advisor to clients valued not just for its technical insight, but for its willingness to engage in honest, candid conversations especially around the complexities of the netzero transition. While this transparency has led to some clients facing harsh truths, it has equally led to many enduring partnerships and real impact.

Story type

#service & solutions (main category) #collaboration, #optimisation, #technology

Benefits

▸ Genesis has doubled revenues and expanded workforce by 20 percent in three years while maintaining sustainable profitability.

▸ Genesis continues to position itself as a trusted advisor to clients.

Key findings

For young people

▸ It’s okay to be uncomfortable with uncertainty – be curious and resilient.

For industry

▸ Be honest and pragmatic. Work together in more integrated ways and collaborate more.

For government

▸ Energy security – governments to be clear and committed.

Genesis at a glance:

Key products and services: advisory and technical consulting services.

Main industries served:

▸ Oil and gas – 55%

▸ Carbon capture – 20%

▸ Conventional power – 5%

▸ Offshore renewable energy – 5%

▸ Onshore renewable energy – 5%

▸ Hydrogen – 5%

▸ Others (non-energy): 5%

Headquarters: London, UK

Year established: 1988

Number of employees: 600

Revenue from exports: 60%

A standout example of Genesis’s success is its collaboration with the East Coast Cluster (CCUS and Hydrogen developments). Genesis has supported the partnership from the early feasibility stages through to execution. These projects highlight the firm’s capability to deliver high-profile, technically complex initiatives that play a pivotal role in advancing the UK’s decarbonisation goals.

In just three years, the results speak for themselves: Genesis has doubled its order intake and revenues while maintaining sustainable profitability; expanded its global workforce by 20 percent; and built a scalable foundation for continued growth, delivering lasting value for clients across the energy spectrum.

GHD

Shaping Scotland’s industrial future, sustainably

How is GHD thriving?

Steve Scott

Market Lead, Built Environment & Communities

One of the world’s leading professional service firms, GHD has helped to set a new standard for just transition planning in the UK.

In partnership with the Scottish Government, GHD developed the Grangemouth Industrial Cluster Transition Plan through a uniquely community-focused approach. By prioritising stakeholder engagement and data-driven analysis, it has been able to develop a strategic vision that considers not just energy transformation but also economic growth and social equity. The study helped bring together the perspectives and aspirations across government, businesses and local communities, laying the foundation for Grangemouth’s long-term industrial success and a net zero future.

The challenge – GHD is well versed in helping clients tackle a variety of complex problems. Today, those challenges regularly centre around balancing decarbonisation with economic and social equity.

In Scotland, past industrial transitions, such as the closure of steelworks, have led to economic hardship for many people. Recognising this, and with the desire to avoid similar impacts in the future, the government sought GHD’s support to ensure that local communities were able to actively participate in and benefit from the energy transition.

With its experience in mining sector transitions in Australia, and energy transition globally, GHD made working with the Scottish Government to navigate this challenge a priority by exploring how a just and inclusive energy transition could be achieved, ensuring that communities are empowered as opposed to being left behind.

The solution – This collaboration ultimately led to the co-creation of the Grangemouth Industrial Cluster Transition Plan – a strategic vision and framework for shifting from highemission industrial activities to a sustainable, net-zero future.

Here, GHD adopted a data-driven, collaborative approach from the outset,

balancing insights from businesses, government and local communities. Understanding each of these perspectives was going to be critical to developing a transition plan that was both practical and inclusive.

Instead of solely relying on existing reports and traditional economic analysis, GHD also introduced new data perspectives, analysing the economic dynamics of Grangemouth and its correlation with the wider Scottish economy. The study also involved industrial cluster mapping, assessing the relationships between nine major companies and the Grangemouth port, and identifying key dependencies and economic outputs.

Due to the project’s complexity, a variety of different hurdles were encountered.

With stakeholders often focused on their own objectives and outcomes, it was difficult to align differing interests. Therefore, GHD opted to embed its own team locally, engaging directly with the community to build trust and gather insights.

This required the company to break new ground internally, with extensive collaboration across multiple departments. Its industrial cluster analysts were tasked with working cluster companies to understand infrastructure and economic dependencies, while its D-Lab specialists were tasked with considering the human and social impacts. An integrated team then worked on aligning these different perspectives to ensure that the final solution was holistic in its recommendations.

Just weeks before GHD was set to report its findings, it was announced that a major refinery in the area was planned for closure – a spanner in the works, but one that reinforced the real need for long-term industrial transition strategies and proactive planning. Fortunately, the just transition vision was robust enough to navigate this announcement and for the plan and vision to move forward.

This was the first just transition plan for an industrial cluster in the UK, underpinned by a comprehensive 160-page baseline evidence report alongside a concise vision framework. As part of this, a clear commitment from stakeholders that Grangemouth would remain an industrial hub into the future was secured, which is being taken forward by the Grangemouth Industrial Futures Board (GIFB) – a multi-stakeholder group tasked with overseeing the region’s transition.

Story type

#energy transition (main category) #collaboration, #culture, #innovation

Benefits

▸ Publication of the first just transition plan for an industrial cluster in the UK.

▸ The report brought new perspectives and received recognition from stakeholders.

Key findings

For young people

▸ Opportunities can present themselves unexpectedly, be open minded and embrace them.

For industry

▸ We are on the cusp of a new generation and a new way of thinking. I’d encourage everyone to embrace that change and be part of the just transition.

For government

▸ Give us the stability and the leadership to allow for growth to happen. Commit and stick with decisions.

GHD at a glance:

Key products and services: engineering, architecture, environmental and construction services.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Nuclear power

▸ Onshore renewable energy

▸ Offshore renewable energy

▸ Hydrogen

▸ Carbon capture

▸ Energy Storage

Headquarters: Sydney, Australia

Year established: 1928

Number of employees: 12,000

Revenue: £1,4bn

The value of fresh perspectives in this report was clear. The team were not constrained by perceived understanding about the area and how it functioned. GHD’s position as an independent party enabled new insights to be uncovered, and long-held assumptions challenged in a logical manner, and fresh thinking to be brought into the process.

Owing to these efforts, the Scottish Government’s consultation paper (published November 2024) was fundamentally underpinned by GHD’s findings, highlighting the merits of its approach. In taking a practical, community-focused approach, GHD has not only helped shape the future of Grangemouth. Critically, it has set an example for how just transition planning can be achieved in key communities across the UK moving forward.

Glacier Energy

Bringing cutting-edge hydrogen storage and transport solutions to the UK

Tracie Watson

Business Development Director

How is Glacier Energy thriving?

Glacier Energy is set to transform the UK hydrogen energy market with its proprietary composite vessel and MEGC trailer solution for hydrogen storage and transportation. With government backing, industry partnerships and expanded facilities, Glacier Energy aims to bring an advanced solution to market in 2026.

The challenge – Glacier Energy has become a disruptive player in the energy and industrials markets. With over 120 years of heritage, its design and manufacturing division develops high-quality, innovative solutions for the energy, renewable, and industrial sectors.

Specialising in heat exchangers, pressure vessels, structural fabrication and hydrogen proprietary products, the business is continually evolving its offering to meet customer requirements. Critically, its commitment to decarbonisation means that many of its tailored solutions are designed to accelerate the energy transition while maintaining the highest standards of quality and performance.

However, that hasn’t always been the case.

Throughout its 120-year heritage, the business has largely focused on serving the oil and gas market. When the UK government introduced its Ten Point Plan for a Green Industrial Revolution in November 2020 followed by the UK Hydrogen Strategy, the business saw an opportunity to diversify and fill a gap in UK manufacturing for emerging energy markets.

The solution – This transformation occurred during the pandemic in 2020/21, with Glacier Energy having taken time to put together a renewed strategy.

The initial goal was centred around repositioning into renewable energy markets. As an organisation with signifi cant experience in building heat exchangers, pressure vessels and structural fabrication, Glacier Energy naturally had products that were relevant to these markets.

The business recognised that cost within the markets could be prohibitive, therefore manufacturing standard products rather than bespoke solutions would be key. Furthermore, the business encountered concerns around supply chain securities that would be necessary to maximise opportunities and build a reliable business within these markets.

In addressing these challenges, the team designed their own standard product range focusing on storing and moving hydrogen. At the core of this range is Glacier Energy’s proprietary MEGC trailer containing composite vessels for hydrogen storage and transportation.

Known as Hy-Vision ® the solution is a multimillion pound R&D investment that will be brought to market in 2026. This is supported by Francis Brown in 2024, which has added a large-scale Teesside facility. Glacier Energy is working with strategic partners to develop composite wrap capabilities to build highstrength lightweight vessels.

Glacier Energy’s expertise has also evolved by employing dedicated hydrogen engineers and anticipates making additional appointments to support the project.

Funding has been key, having successfully secured support from the Scottish government’s green hydrogen fund alongside other key investors.

Story type

#diversification (main category) #collaboration, #innovation

Benefits

▸ Hy-Vision to reach the market in the coming years.

▸ Six letters of support from key industry players for Glacier Energy’s hydrogen solution received so far.

Key findings

For young people

▸ Enjoy the journey, its fast-paced. You’ll get lots of experience and exposure – embrace it!

For industry

▸ Work with the supply chain to properly transition. Be open in your plans and engage with the industry early.

For government

▸ Delays don’t help growth: make decisions quicker and stand by them.

Glacier Energy at a glance:

Key products and services: design and manufacture of heat exchangers, pressure vessels, structural fabrication and hydrogen proprietary products, inspection services, repair and maintenance.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Nuclear power

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Hydrogen

▸ Carbon Capture

▸ Energy Storage

▸ Others (energy)

▸ Others (non-energy)

Headquarters: Aberdeen, UK

Year established: 2011

Number of employees: 300

Revenue: £50m

Revenue from exports: 25%

With Hy-Vision® anticipated to reach the market in Q2 2026, the demand is undoubtedly there – Glacier Energy has received six letters of support from major industry players.

With strong partnerships, state-of-the-art facilities, and a growing hydrogen-focused workforce, Glacier Energy is well-positioned to deliver industry-changing solutions to the UK hydrogen market that could be a gamechanger for local industry.

Greene Tweed

Greg Gedney Business Development Manager, Industrial Operations

How is Greene Tweed thriving?

Greene Tweed is redefining industry standards with its innovative PEEK-based composite labyrinth seals for compressors, achieving 72% year-on-year growth and the highest revenue in six years for this product line. Established in 1863 and now employing 1,900 people globally, the company has evolved from primarily serving aftermarket needs to becoming a strategic partner for original equipment specifications, with its thermoplastic solutions now being adopted by nearly all major global compressor manufacturers. This transformation is driving sustainable growth, as evidenced by a major Japanese compressor OEM ordering 20 thermoplastic labyrinth seals for a hydrogen liquefaction pilot process – this is positioning Greene Tweed firmly in the emerging energy transition market.

The challenge - Greene Tweed, a leading global manufacturer of high-performance thermoplastics, composites, seals and engineered components, has been serving industries where failure is not an option for over 160 years. With facilities across the United States, Europe and Asia, the company has built its reputation on delivering solutions for the most demanding applications.

In the compressor industry, traditional metallic labyrinth seals presented significant challenges. Aluminium seals suffered from rapid corrosion when exposed to certain gases, reducing their lifespan from the expected 5-10 years to just 1-2 years, while stainless steel alternatives caused damage to rotors, leading to longer and more expensive repairs.

The primary challenge was not simply developing an alternative solution but convincing a deeply traditional industry to embrace change. Operating in risk-averse sectors like hydrocarbon and chemical processing, Greene Tweed faced significant resistance when introducing thermoplastic composite materials as an alternative to metals. Changing the status quo required extensive data, material characteristic information, and performance validation to build trust and confidence among conservative OEMs and end-users.

The solution - In the 1990s, Greene Tweed identified thermoplastic composite materials as potential game-changers for compressor

seals. The company developed PEEK-based labyrinth seals designed to flex under contact, preventing damage to rotors or seal teeth while maintaining clearance dimensions during normal operations. This allowed Greene Tweed to significantly reduce clearances, improving efficiency and reducing gas leakage.

Implementation began at the company’s innovation centre in Houston, Texas, where technical experts engineered seals tailored to precise customer requirements. Once the design and initial production phases were complete, manufacturing transitioned to the UK to enhance scalability while maintaining close customer connections. This duallocation approach balanced quality, efficiency and customer focus.

The journey to market acceptance was methodical and deliberate. Greene Tweed presented its expertise at the International Rotating Equipment Conference in 2012 and 2016, converting these insights into compelling case studies. By actively engaging with industry-based committees and organisations such as the American Petroleum Institute, which sets equipment standards, the company built credibility across the entire industry – from manufacturers to end users.

A partnership with Everllence, formerly MAN Energy Solutions, exemplifies the impact of Greene Tweed’s innovation. Everllence wanted to minimise leakage in its integrally geared compressors and worked with Greene Tweed to implement Arlon® 4020 labyrinth seals. The results were striking – efficiency improved by approximately 1-1.5%, validated through rigorous testing in Berlin and field trials with end-users in the air separation industry. For a typical new booster air compressor with four impellers and 3-MW average power per stage, these efficiency gains translate to lifecycle cost savings of around US$300,000.

The advantages of the PEEK-based seals extend beyond efficiency. Unlike traditional metal seals, Arlon® 4020 offers superior corrosion resistance, thermal expansion flexibility and dimensional stability. The seals withstand extreme conditions such as exposure to hydrogen sulfide (H2S), mercury or highvelocity media to ensure long-term reliability. Meanwhile, their interchangeable design ensures compatibility with older machines, providing versatility across applications.

What began as a solution primarily valued for corrosion resistance has evolved as customers recognise the substantial efficiency benefits. Adoption has spread from the air separation

Story type

#resilience (main category)

#optimisation

Benefits

▸ Credibility built across the industry.

▸ New solution enabling lifecycle cost savings of around US$300,000.

Key findings

For young people

▸ Fully embrace industry culture and push it beyond with fresh ideas.

For industry

▸ Go beyond transactional benefits when establishing partnerships.

For government

▸ Prioritise long-term environmental sustainability as a key development initiative.

Greene Tweed a glance:

Key products and services: leading global manufacturer of high-performance thermoplastics, composites, seals, and engineered components.

Main industries served:

▸ Oil and gas – 19%

▸ Conventional power – 8%

▸ Carbon capture – 1%

▸ Hydrogen – 1%

▸ Nuclear power – 1%

▸ Others (non-energy): life sciences, aerospace, industrial, semiconductors – 73%

Headquarters: Lansdale, US

Year established: 1863

Number of employees: 1,900

Revenue from exports: 50%

industry to sectors including hydrocarbon processing, chemical processing and power generation. Most significantly, Greene Tweed has transitioned from focusing on aftermarket upgrades for customers facing compressor failures to having its materials specified upfront for new equipment by major customers.

This shift from one-off projects to repeatable, scalable business opportunities has placed the company on a strong growth trajectory. Success at one site spreads to others, creating a best-practice approach that drives sustainable expansion. The latest frontier is the energy transition market, particularly hydrogen applications, where Greene Tweed’s thermoplastic labyrinth seals are proving invaluable for their durability, efficiency and reliability in demanding environments.

Through persistent innovation, customer education and proven performance, Greene is transforming an industry’s approach to critical components by setting new standards for efficiency, reliability and sustainability in compressor operation.

Transforming compressor performance with PEEK-based labyrinth seals

Arlon® 4020 Labyrinth Seals Deliver Verified Long-Term Efficiency Gains

Discover how Arlon® 4020 helped optimize compressor performance and delivered six-figure energy savings over 9 years.

Challenge

Everllence, formerly MAN Energy Solutions, a German manufacturer of large engines and turbomachinery, identified an opportunity to enhance the efficiency of its integrally geared compressors by optimizing internal leakage. Reducing leakage within compressor stages presented a clear path to achieving significant energy and cost savings for their customers.

Solution

Arlon® 4020 labyrinth seals, engineered from high-performance PEEK, custom-designed flexing tooth profile that maintains tighter clearances even under pressure and temperature variations, without compromising reliability. The result: a dramatic reduction in leakage, improved energy efficiency, and outstanding durability in aggressive environments.

Field-Validated Results

Efficiency gain: ~ 1–1.5%

Estimated lifecycle savings: ~ $300,000 per compressor (3MW, $0.025/kWh)

Post-operation inspection (9 years):

> No measurable wear

> Original dimensions maintained

> No corrosion or deformation

GoNetZero™

Scaling net zero: How GoNetZero™ bridges carbon complexity with credible, integrated solutions

Soon Sze Meng CEO

How is GoNetZero™ thriving?

Launched in 2022 at COP27, GoNetZero™ has rapidly emerged as a trusted decarbonisation partner for businesses navigating the transition to net zero. With a clear purpose – to empower businesses to drive decarbonisation – and a vision to be the trusted partner in the global transition, GoNetZero™ is helping organisations turn intent into impact.

Tripling revenues in 2024, the Singapore-based company now serves 80-plus clients across 14 countries. Its integrated platform combines emissions measurement, environmental attribute management, and renewable asset optimisation platform in a single, seamless experience – addressing the fragmentation that has long plagued corporate climate action. Since inception, GoNetZero™ has expanded its team from 15 to over 60 employees, scaling with discipline and clarity of mission.

The challenge - When GoNetZero™ launched in November 2022 during COP27, the decarbonisation landscape was characterised by fragmentation and complexity. Whilst climate awareness was rising globally, businesses faced significant barriers to meaningful action. The market was saturated with point solutions, i.e. separate tools for measuring emissions, procuring certificates and tracking renewable performance. This created inefficiencies and confusion for organisations under mounting pressure to deliver on net-zero commitments. Companies struggled with limited access to renewable energy, market fragmentation and regulatory complexity, often creating an ‘ambition-action gap’ where good intentions failed to translate into measurable progress. Many organisations lacked the integrated tools, reliable data and trusted partners necessary to navigate their decarbonisation journey effectively, leaving them uncertain about where to start and how to scale their efforts.

The solution - GoNetZero™ has addressed this market complexity by developing an integrated digital platform that simplifies decarbonisation across three major areas: Measure, Manage, and Perform. Rather than forcing clients to navigate multiple vendors and platforms, the company created a unified solution that addresses

different stages of the net-zero journey.

Measure enables organisations to assess their carbon footprint across complex operations, using AI-powered document intelligence to automatically extract emissions data from various unstructured formats like utility bills and invoices. This automation reduces manual effort by 30% whilst increasing accuracy in emissions reporting, thus giving clients a faster, more reliable foundation for action.

Through Manage, GoNetZero™ provides seamless access to verified environmental attributes (EAs), including Energy Attribute Certificates and carbon credits sourced through parent company Sembcorp Industries. The platform handles all sourcing, tracking and retirement processes to ensure transparency and credibility whilst addressing emissions that companies cannot yet reduce through internal measures.

Perform optimises renewable asset management using AI-assisted benchmarking to compare performance across sites, identify inefficiencies and recommend interventions. For clients such as Hasilwan, this has delivered tangible results – manual processing time has been reduced by 30% while operations and maintenance response times have also been enhanced.

GoNetZero™’s strategic approach extends beyond technology. The company leverages partnerships with trusted players such as Xpansiv, Bureau Veritas and Singtel to accelerate growth and strengthen credibility. Backed by Sembcorp Industries’ deep energy expertise and institutional credibility, it has been able to move with both speed and strategic intent.

Also central to GoNetZero™’s success has been its ability to turn data into actionable insights. The platform does not simply collect information – it transforms it into personalised decarbonisation pathways and continuously optimises performance. This approach recognises that every organisation’s journey is unique, and therefore demands tailored solutions rather than one-size-fitsall approaches. By building interoperability across multiple standards, registries and assurance frameworks, GoNetZero™ has eliminated the friction that typically slows decarbonisation efforts with a seamless user experience that enables rapid scaling.

The platform’s evolution reflects the firm’s commitment to staying ahead of market needs. As sustainability professionals face increasing

Story type

#transformation (main category)

#digital & AI, #service & solutions

Benefits

▸ GoNetZero™ is growing quickly with 30 new platforms clients onboarded in 2024.

▸ The company has helped compensate five million tonnes of residual emissions and drove adoption of 1.6 million MWh of renewable energy.

Key findings

For young people

▸ Be curious and courageous. Climate work is complex and cross-disciplinary – embrace the learning curve.

For industry

▸ Don’t wait for perfect data to take meaningful action on climate. The biggest barrier to progress isn’t technology, it’s hesitation.

GoNetZero™ at a glance:

Key products and services: Environmental attributes (EAs) such as Energy Attribute Certificates and carbon credits, and digital solutions that help clients measure emissions, manage EAs, and optimise their renewable assets across multiple sites on a single dashboard.

Main industries served:

▸ Others (non-energy): decarbonisation solution provider – 100%

Headquarters: Singapore

Year established: 2022

Number of employees: 62

Revenue: £30.5m

scrutiny from investors and stakeholders, GoNetZero™ continues investing in AI capabilities that enhance forecasting accuracy and enable proactive decision-making.

This rapid market penetration demonstrates the urgent need for integrated solutions in the fragmented sustainability space. GoNetZero™’s scalable model has enabled it to serve diverse clients across sectors and geographies whilst maintaining consistent quality and reliability – a crucial factor as businesses increasingly requires trusted partners for their climate commitments.

In 2024, GoNetZero™ helped compensate five million tonnes of residual emissions through verified carbon credits (a two-fold increase from 2023) and drove adoption of 1.6 million MWh of renewable energy through Energy Attribute Certificates. With 30 new platform clients onboarded last year, the company continues to scale its impact while maintaining its commitment to turning complexity into clarity for businesses committed to meaningful climate action.

Halton

Driving growth through a successful energy transition strategy

Shuresh Maran Global Sales Director

How is Halton thriving?

Halton MEI has executed an incredibly successful move into energy transition markets in the past half decade, with more than a third of its business now coming from new ventures. With an expanded headcount, new site in the US and upgrade in Finland, personnel development, enhanced technical capabilities and improved sustainability credentials, the firm has made incredible progress on several fronts.

The challenge - Founded in 1969, Halton Group is a family-owned global leader in indoor air solutions for demanding spaces. Under Halton sits Halton MEI (marine, energy & infrastructure), specialising in HVAC solutions for cruise and navy ships, offshore energy, and heavy industries including nuclear, midstream and downstream.

That mix of customers has evolved in recent times. Historically, Halton MEI’s business was rooted in the marine and oil and gas sectors –the former having previously accounted for roughly two thirds of revenue, with the latter making up the remainder. However, as the global energy priorities have shifted toward sustainability and decarbonisation, Halton MEI saw an opportunity to adapt, together with customers and partners.

The turning point came in 2019, with a clear move toward greener energy solutions. That shift accelerated in the last three years, with Scope 1 & 2 sustainability objectives climbing higher on global agendas and the drive toward carbon-neutral operations intensifying.

By balancing its long-standing expertise in traditional sectors with the need for HVAC innovations in emerging sectors including nuclear, offshore wind carbon capture, battery manufacture, green steel and hydrogen, Halton MEI saw that it could secure new energy transition clients while continually satisfying demand from its existing customers.

The solution - To capitalise, Halton MEI recognised it needed to get closer to customers, solving their sustainability challenges while working on its own transition.

It expanded regional manufacturing capabilities, refurbishing its Finnish facility to carbon-neutral status in 2019, and opening a new site in South Carolina in August 2024 — marking a major expansion in the US, where it previously only had a sales presence.

Halton MEI identified several green transition opportunities, with investments in energy transition and heavy industries proving instrumental. Its 2021 acquisition of UK firm Flamgard Calidair typifies this, with a new centre of excellence providing nuclear dampers to Hinkley Point C and potentially Sizewell C. Internally, the “Green Transition Growth” initiative enabled collaboration with customers on rapid engineering input and prototyping for energy transition projects.

The nuclear market – and Hinkley Point C in particular – has proven extremely lucrative for Halton MEI. Not only was the power plant a very technically challenging project that made for a good fit with the firm’s values, but the work it has delivered has provided significant benefits to the client. Critically, Halton MEI has helped with the reallocation of production schedules, provided local supplier contacts, and introduced a welding school to help drive local talent.

Working closely with Equans and EDF, the project has been a major success. However, Halton MEI’s move into renewables hasn’t been without challenges.

While oil and gas clients are confident of their needs, newer markets show greater uncertainty. Launching its welding school reflects the difficulty finding talent with the right skills.

Even so, Halton’s ethos – tackling first-time projects and solving client problems – has driven success, supported by ownership encouraging a long-term view beyond shortterm returns.

The heavy industry business has grown fourfold during the Hinkley Point C project, with Halton moving to a larger flagship site as headcount increased. The firm also hired a Chief Sustainability Officer, committed to

Story type

#energy transition (main category) #scale up, #transformation

Benefits

▸ Successful diversification strategy.

▸ Record year in turnover and profitability.

Key findings

For young people

▸ Look at nuclear and at new markets. The world is changing fast, even what you study now might not be going what you are doing in 5 years, so be agile.

For industry

▸ Have a global view, be in multiindustries and multi-regions.

For government

▸ Policies to help make the country to most inviting for the best talent and the most dynamic companies in the world.

Halton at a glance:

Key products and services: global technology leader in indoor air solutions for demanding spaces.

Main industries served:

▸ Nuclear power – 20%

▸ Oil and gas – 12.5%

▸ Offshore renewable energy – 12.5%

▸ Conventional power – 2%

▸ Carbon capture – 1%

▸ Energy storage – 1%

▸ Others (energy) – 1%

▸ Others (non-energy: cruise/navy) – 50%

Headquarters: Helsinki, Finland

Year established: 1969

Number of employees: 1900

Revenue: £260m

Revenue from exports: 90%

science-based SDTI targets, and published a sustainability report – exceptional for a privately-owned enterprise.

2024 also marked a record year for turnover and profitability, with its business having been diversified. Having previously been reliant on marine and oil and gas contracts, the firm now derives revenues from nuclear (20%) and offshore wind (12.5%) as well as oil and gas 12.5%) and marine (50%). Further it is also now working on projects in conventional power, carbon capture and energy storage.

With a global outlook and a local focus on client challenges, the firm continues to go from strength to strength.

HARTING Technology Group

Providing a key breakthrough in EV truck to trailer connectivity

Bjorn Fagerstrom Director Innovation (Sweden)

How is HARTING Technology Group thriving?

Over the last 80 years, The HARTING Technology Group has established itself as a leading global supplier of industrial connection technology. Headquartered in Stockholm, the firm has become renowned for its robust and reliable solutions used to transmit data and power across various industrial sectors, from electromobility and renewable energy production to automation and mechanical engineering.

The company is recognised for setting global standards in the field of industrial connectivity, with its latest Truck to Trailer Connector (TTC) innovation being a prime example. Engineered in response to a specific client challenge, it is now quickly becoming a breakthrough power and communications connection solution with massive potential for electric trucks and trailers.

The challenge - It is easy to see why HARTING remains at the forefront of industrial innovation. With more than 6,000 employees operating across 42 sales companies, 14 production facilities, and seven R&D sites globally, the firm generates approximately €1 billion in annual revenue, with its connectivity solutions having become essential for transmitting both data and power in numerous applications.

In recent times, much of the firm’s focus has centred around solutions that can support key industrial players with electrification and the transition to net-zero, with the goal of meeting growing demand for energyefficient industrial systems.

Here, a major challenge arose in June 2022 when a key client approached HARTING with a new requirement – it sought to move away from traditional diesel-powered systems, yet needed a new solution for electric truck-totrailer connections that could safely handle significantly more power to do so.

To that point, the firm had been using an existing off-the-shelf solution that had been suitable for low-power transmission.

Henrik Jensen Managing Director (Nordics)

However, this would not be adequate for higher power demands.

The client had several ideas for what it wanted. However, it was limited by the existing connector footprint, which could not accommodate the required increase in power.

The challenge required a completely new, custom-built technology. Indeed, the solution would need to meet stringent safety standards, while weight and ease of handling were additional considerations which had to be carefully balanced in the design.

The solution - HARTING leveraged its internal Innovation Hub to address the problem.

In June 2023, the team presented the first proposals for what would become HARTING’s new, innovative Truck to Trailer Connector (TTC) solution. At that time, no comparable product was available on the market.

The team worked closely with the client in order to understand their specific requirements, with HARTING’s existing patent for a safety functionality solution proving invaluable during the design process. Additionally, cable shielding was developed in collaboration with the client to meet performance standards.

Further design refinements continued throughout 2023 and into 2024 following these first proposals. However, by June 2024, a working prototype had been developed. After several months of testing, the final design was approved in November 2024, with TTC then being launched to market in April 2025.

This solution has already delivered significant commercial value for HARTING. While the company has secured between €60 million and €80 million in revenue from the launch client alone, it is now also gearing up to meet strong interest and demand from other key industrial prospects, with its new patented solution addressing a clear gap in the market.

Specifically, the company is now working to position its customer-driven, power and communications connection solution for

Story type

#technology (main category)

#energy transition

Benefits

▸ HARTING’s new solution has secured between €60 million and €80 million in revenue.

▸ The bespoke solution is expected of having TTC enter serial production in 2026.

Key findings

For young people

▸ Believe in change – most companies are reluctant to change – most still underestimate the degree of change needed over the next 5 years.

For industry

▸ If you don’t disrupt your own company, somebody will do it for you.

For government

▸ Be open and honest about global realities—act on the information available, take small steps forward, and stop waiting for perfect conditions, or risk falling behind in an uncertain world.

HARTING Technology Group at a glance:

Key products and services: plugging connectivity provider.

Main industries served:

▸ Energy storage – 12%

▸ Conventional power – 10%

▸ Offshore renewable energy – 8%

▸ Onshore renewable energy – 6%

▸ Hydrogen – 5%

▸ Carbon capture – 2%

▸ Others (non-energy) – 57%

Headquarters: Esberg, Germany

Year established: 1945

Number of employees: 6,400

Revenue: £850m

Revenue from exports: 75%

electric trucks and trailers as an industry standard product, with the goal of having TTC enter serial production in 2026.

It is with innovations like these that HARTING continues to thrive. Through its Innovation Hub and close collaboration with customers, HARTING has turned a complex electrification challenge into a breakthrough product, further solidifying its position as a leader in industrial connectivity.

Hausthene

Transformation into full-service provider drives offshore market success

Paulo Tezza CEO

How is Hausthene thriving?

Hausthene Poliuretanos, a 100% Brazilian company established in 1982, is morphing from a traditional manufacturer into a fullservice engineering powerhouse. The company achieved remarkable 29% growth in 2024, reaching R$20m in annual revenue. Meanwhile, a strategic investment in building an internal engineering department enabled it to achieve Brazil’s first API 17L certification for polymeric bend restrictors. Integration of 3D printing technology has revolutionised development time, reducing mould production from 40-50 days to just one week. With aggressive growth projections of 40% for 2025, Hausthene is leveraging its newfound capabilities to pursue expansion into international markets.

The challenge - Based in Mauá, São Paulo, Hausthene Polyurethanes faced a critical challenge as the offshore oil and gas market evolved beyond its traditional manufacturing capabilities. The company had always produced high-quality polyurethane parts for various industries, including oil and gas, but operated primarily as a manufacturer working from client-provided designs. This limited its ability to compete for higher-value projects and restricted their growth potential.

The main challenge was that clients in the oil and gas sector were no longer providing complete project specifications. Instead, they were demanding suppliers to provide complete engineering solutions from concept to delivery. International competitors already operated under this model, creating significant competitive pressure. The market required not just manufacturing capabilities, but also analytical calculations, internal engineering expertise and the ability to develop proprietary solutions.

Additionally, the company’s development timeline was a major impediment to competitiveness. Traditional mould production took 40-50 days, making rapid prototyping and client testing impossible. This lengthy process prevented Hausthene from meeting the agility demands of the oil and gas sector and other markets, where quick turnaround times are essential for securing contracts. The company also struggled with a fragmented client portfolio of approximately 400 accounts, which

Thais Tezza Partner and Director

made demand management and strategic planning difficult.

The solution - Hausthene made its move in 2024 by creating a five-year plan that anticipated growth in the oil sector and recognised the need for engineering capabilities. The company initiated a comprehensive HR restructuring programme, moving beyond traditional manufacturing roles to establish an engineeringfocused structure.

Rather than hiring established professionals from competitors, Hausthene chose to develop its own talent pipeline. This began with the recruitment of engineering interns and trainees, who were supplemented by external consultancy from market specialists and academics. Three engineering students are currently being trained internally, while the company collaborates with regional universities, partner engineering companies and experienced professors to strengthen its technical capabilities.

A crucial technological breakthrough came with the adoption of 3D printing, which dramatically optimised development processes. What previously took 40-50 days now takes around a week, allowing for rapid prototyping and direct client testing. This enhancement freed up the technical team to focus on multiple projects simultaneously, and, in some cases, has enabled them to deliver up to four moulds in the time it previously took to produce one.

Perhaps the most significant achievement was obtaining Brazil’s first API 17L certification for polymeric bend restrictors in 2023-2024. This certification required two years of intensive work, including hiring specialised personnel and developing sophisticated analytical capabilities. Ongoing investment in engineering processes has transformed how Hausthene approaches the market. It now provides complete design solutions rather than simply manufacturing from supplied drawings – this capability has attracted major clients such as NOV, Prysmian and STROHM, and particularly companies in the flexible segment who require comprehensive technical deliveries. The transformation has yielded impressive outcomes dates. Between the first quarter of 2024 and the same period in 2025, the

Story type

#transformation (main category)

#people & competency

Benefits

▸ Hausthene is now better positioned to compete globally.

▸ Revenue increase of 60% in the past year.

Key findings

For young people

▸ Learn along the journey to find the right opportunities.

For industry

▸ Plan for the future.

For government

▸ Support medium-side business. They have strong potential for job generation.

Hausthene at a glance:

Key products and services: polyurethane parts.

Main industries served:

▸ Oil and gas – 50%

▸ Others (non-energy): mining, steel, packaging, glass, fiber – 50%

Headquarters: Mauá, Brazil

Year established: 1982

Number of employees: 40

Revenue: £2.6m

Revenue from exports: 1%

company achieved 16% growth. Revenue increased from R$12.5m in 2023 to R$20m in 2024, representing a 60% increase year-onyear. Meanwhile, the company has successfully shifted from a fragmented portfolio of 400 accounts to focusing on approximately 70 clients in various industries, which has helped to improve both profitability and strategic focus.

Currently, Hausthene, which already exports to Latin American countries is pursuing aggressive international expansion by targeting export opportunities in North America, Europe and the Middle East. It recently completed a first pilot project for the US market and is currently working on budgets for the Netherlands. Alongside this, the company is developing AI-enabled solutions such as a polyurethane agent, and exploring distribution partnerships to complement its engineering capabilities. This transformation from a traditional manufacturer to an engineering-driven company has positioned Hausthene to better compete globally. Its success demonstrates how strategic investment in engineering capabilities, combined with technological innovation and talent development, can enable a Brazilian company to challenge established international competitors in the high-value offshore energy market.

HCS

From single-site specialist to global solutions provider

Gary Morrow Commercial Director

How is HCS thriving?

After diversifying from a single manufacturing facility into a multi-location solutions provider, HCS has successfully transformed its business model and strengthened its market position. The company has expanded from its Glenrothes headquarters to establish profitable operations in Aberdeen, Perth and Great Yarmouth, achieving 50% export revenues and achieving £26.4m of turnover in 2024. Services now account for over 50% of group revenues, a feat which underlines the success of its evolution from a manufacturer to a multifaceted business.

The challenge - Following the challenging 2014 oil and gas downturn, HCS recognised the limitations of operating as a single-site manufacturing business focused predominantly on one sector. The company faced the fundamental challenge of how to achieve sustainable growth whilst reducing market vulnerability. CEO Kenny Balfour, one of the original founders, identified the need to expand beyond traditional oil and gas manufacturing to build resilience for long-term success. Specifically, the business needed to develop new revenue streams, broaden its service capabilities, and establish a geographic presence that could better serve existing customers whilst attracting new markets and sectors.

The solution - HCS embarked on a diversification strategy that fundamentally reshaped the business across many aspects. The transformation began in 2018 with the establishment of HCS Aberdeen, which represented a major investment that introduced an entirely new set of service capabilities to the group.

Indeed, Aberdeen became the foundation for intervention and workover control system (IWOCS) rental equipment and services, complete with specialist technician and engineering support. Led by HCS Aberdeen Managing Director Mark Anderson, this expansion into full-scope supply services included decommissioning capabilities, maintenance and overhaul of subsea equipment such as Christmas trees, and system integration testing services. The Aberdeen operation essentially created a one-stop shop for North Sea operators, fundamentally different from the traditional HCS business streams.

The strategic expansion continued in 2021 with the establishment of HCS Perth in Australia. This move represented the company’s first major step towards internationalisation, establishing a base that could deliver the full range of HCS products and services to the Asia Pacific region. The Perth operation serves existing customers who had global operations while also positioning HCS to capture new opportunities in the region.

In 2024, HCS opened its Great Yarmouth office to provide enhanced regional support for southern North Sea customers. This location focuses primarily on the services side of the business and adds skilled resources to the overall UK service capability, demonstrating the company’s commitment to customer proximity and support.

Elsewhere, the diversification strategy has extended beyond geographic expansion to encompass new market sectors. HCS has invested in dedicated resources focused on energy transition opportunities, particularly hydrogen applications, where the company’s technical expertise transfers effectively. The business has also expanded into defence and pharmaceutical sectors, leveraging its engineering and service capabilities to serve new markets.

Meanwhile, an evolution of the HCS value proposition has complemented geographic and sector expansion. For instance, HCS Glenrothes has developed additional production-focused services, which has helped it move beyond traditional business streams to provide ongoing operational support for offshore operators. This approach, along with an increased focus on complex production control systems has proven valuable, generating over £2m in new orders within six months for export markets.

Crucially, HCS’s approach to diversification has been centred around collaboration and customer partnership. The company is now positioned as a solutions provider, working closely with customers to understand their specific requirements and adapting its capabilities accordingly. This approach has enabled the business to build strong relationships across all its new locations and service areas.

Key to the strategy’s success was HCS’s ability to maintain its core culture whilst scaling operations. The company’s flexibility and responsiveness remained central to operations across all locations, with new team members being integrated into its culture to ensure consistent service delivery regardless of location.

Story type

#diversification (main category) #collaboration, #people & competency, #service & solutions

Benefits

▸ Revenue increase from £14m in 2021 to £26.4m in 2024, as well as profitability in all office locations.

• Exports revenue now represents 50% of the business.

Key findings

For young people

▸ Focus on learning and developing your skills, think long term about where you want your career to go as early as you can.

For industry

▸ Work a lot more collaboratively to try and address the energy transition head on and to secure the energy future of the UK.

For government

▸ Realign the EPL tax model that allows and encourages investment, and back new domestic oil and gas licenses. We need both oil and gas and renewables as part of the energy transition.

HCS at a glance:

Key products and services: solutions provider.

Main industries served:

▸ Oil and gas – 95%

▸ Hydrogen – 2%

▸ Others (non-energy): defence – 3%

Headquarters: Glenrothes, UK

Year established: 1997

Number of employees: 127

Revenue: £26m

Revenue from exports: 50%

So far, the decision to diversify is paying dividends. HCS has grown its workforce significantly, with the Aberdeen operation expanding from an initial team of three people to approximately 50 employees and accounting for nearly half of group turnover. Export revenues now represent 50% of total business, with operations spanning multiple continents including staff working in Brazil, the US, Norway, Trinidad and Tobago, Equatorial Guinea, Nigeria and Turkey.

Revenue growth has been substantial, increasing from £14m in 2021 to £26.4m in 2024, with EBITDA rising from £1.1m to £5.1m over the same period. All office locations have achieved profitability, thereby validating the diversification strategy and building resilience for the long term.

Hempel Malaysia

Engineering innovative solutions for lasting impact

David Hunter Segment Development Manager

How is Hempel Malaysia thriving?

Hempel Malaysia, through the development and deployment of its proprietary Hempatherm IC system in collaboration with PETRONAS, has demonstrated its ongoing ability to enhance asset integrity, reduce maintenance costs, and support the sustainability goals of its clients in the oil and gas sector.

The challenge - Established in 2003, Hempel Malaysia is a key subsidiary of the over 100-yearold global coatings supplier Hempel A/S. Specialising in protective and decorative solutions for various industries, the ﬁrm has decades of experience in developing solutions for the oil and gas, marine and infrastructure industries.

One of its latest innovations stemmed from innovative thinking to address Corrosion Under Insulation (CUI), as well as the oftenoverlooked problem of loss of insulation thermal performance due to that same water ingress.

The cost of combating CUI is significant because it often requires a “remove, inspect, replace” strategy of the mechanical insulation, to confirm mechanical integrity. Managing the amount of insulated surface area can result in a considerable OPEX cost, as well as a very real volume of waste contributed to the local landfill.

Traditional mechanical insulation systems often suffer from water ingress, primarily through seams in adjoin sections of insulation. Corrosion only needs 4 elements to occur, and 3 of those elements are the metal the moment it is formed or cast. The only additional element is water. This water inﬁltration leads to CUI – a common problem that’s encountered in industrial maintenance. For one of Hempel Malaysia’s clients, PETRONAS, CUI was leading to increased maintenance costs and operational disruptions, with studies showing that the petrochemical industry allocates approximately 10% of its total maintenance and repair budget to address insulation-related corrosion in piping systems and pressure vessels.

The solution - To help PETRONAS and the wider industry in overcoming this challenge, Hempel recognised the opportunity to innovate and ﬁnd a solution that would combat CUI. And it did, leading to the development of its novel Hempatherm IC thermal insulation coating system.

Premjit Singh Business Development Manager, Energy (Oil & Gas)

This solution has been speciﬁcally designed to replace conventional mechanical insulation in the temperature range where CUI is most prevalent, providing both thermal insulation and CUI mitigation to extend the service life of industrial equipment. Critically, the Hempatherm IC system utilises aerogel technology within a special acrylic resin blend, curing to form a seamless, a hydrophobic layer that resists water ingress and retention. This feature is crucial in preventing CUI. The side beneﬁt is since the coating is bonded directly to the steel, and the hydrophobic nature resists absorbing and retaining water, the Hempatherm system maintains consistent thermal insulation performance over time.

The system’s design aligns with the operational needs of companies like PETRONA, with Hempel’s technical service team having worked closely with its client to support application trials, ensuring correct procedures and optimal performance. Training and on-site assistance reduced application challenges, improving constuctablity and reducing labor during implementation. Further, Hempel’s commitment to low-VOC, durable coatings made it an attractive partner for PETRONAS’s asset integrity strategy.

By offering a seamless, high ﬁlm build coating capable of withstanding temperatures up to 177°C, the Hempatherm IC system provides a robust solution for energy conservation and CUI prevention in the petrochemical industry. Indeed, the solution meets key industry NACE, ISO and ASTM standards for corrosion protection, with this alignment having made approvals for trial deployment smoother in alignment with PETRONAS’s safety and performance criteria.

Those trials began in November 2023, when the ﬁrst Hempatherm IC 170/175 system was applied to a PETRONAS heat exchanger. Initial trial took 1 week to install, and then Hempatherm system’s thermal and corrosion performance was monitored over a six-month period via periodic inspections. The trial showed that Hempatherm outperformed traditional insulation by including reducing steam consumption by 50% with no operating temperature drops or water ingress, while maintain a surface temperature below incidental contact burn criteria, eliminating personnel protection worries.

Story type

#technology (main category) #innovation

Beneﬁts

▸ Reducing energy consumption and landﬁll waste, besides helping customers proﬁtability, also assists them achieving their environmental goals of waste and carbon footprint reduction.

▸ Successful innovation strategy has led to almost double revenue growth between 2023 and 2020.

▸ The outstanding performance of the new Hempatherm IC system earned the company a new certiﬁcation from the PETRONAS Protective Coatings Technical Committee (PPCTC).

Key ﬁndings

For young people

▸ Identify real industry challenges and create solutions that provide tangible value.

For industry

▸ Encourage R&D investment and empower teams to think beyond conventional solutions. Foster an innovation-ﬁrst culture, where failure is part of the learning process.

For government

▸ Encourage the adoption of “total cost of ownership” policy which seeks to make the best ﬁnancial decisions for maintain assets.

Hempel Malaysia at a glance:

Key products and services: global supplier of coatings and paints.

Main industries served:

▸ Oil and gas – 25%

▸ Conventional power – 5%

▸ Others(non-energy:marine,infrastructure)–70%

Headquarters: Copenhagen, Denmark

Year established: 1915

Number of employees: 7,500

Revenue: £2.3bn

Owing to these results, Hempel Malaysia received approvals from the PETRONAS Protective Coatings Technical Committee (PPCTC) post-trial, leading to the ﬁrm’s very ﬁrst project, coating fuel gas pipes on PETRONAS’s Tiong Alpha platform.

For Hempel Malaysia, this is just one innovative success story among many. Indeed, the ﬁrm continually demonstrates its dedication to enhancing asset integrity, reducing maintenance costs, and supporting the sustainability goals of its clients in the oil and gas sector.

In recent times, the company’s revenue has continued to climb year on year from 2020 to 2023, almost doubling throughout this fouryear period. In other words, it is well placed to continue to excel and innovate moving forward.

HIMA Group

A trusted partner in delivering comprehensive safety and security solutions

Jörg de la Motte

How is HIMA Group thriving?

Story type

#service & solutions (main category) #collaboration, #digital & AI, #technology

Benefits

▸ The structural changes in HIMA Group have led to larger project scopes, new customer acquisitions and a growing demand for digital safety and security offerings.

▸ The changes have also led to cultural improvements inside the company.

Key findings

For young people

Bjørn-Tore Lenes CEO CEO Origo Solutions –A HIMA Company

Between 2021 and 2024, HIMA Group has accelerated its growth by evolving into a fullscale solutions provider, delivering end-toend safety and security solutions that meet the rising demands of digitalised industries. By leveraging an Engineering, Procurement, Construction, Installation, and Commissioning (EPCI-C) solutions provider model, HIMA has strengthened itself as a key enabler of operational resilience, compliance, and efficiency in complex industrial environments.

The challenge - Industrial sectors are undergoing a seismic shift. As digital transformation accelerates across both established and emerging markets, the worlds of Operational Technology (OT) and Information Technology (IT) are converging. For many organisations, this blend has become a strategic necessity to remain competitive, resilient and future-ready.

For HIMA, a global leader in safety-related automation solutions, the challenge was clear: help industries navigate this transformation while preserving the operational integrity and safety standards.

For many, the pressure has been mounting. Legacy infrastructures such as those in oil & gas are becoming increasingly incompatible with the speed and demands of digital innovation. At the same time, the rise of renewable energy and new industrial business models is changing the rules of the game.

HIMA’S Customers today are resultantly seeking end-to-end secure and safe solutions throughout the entire lifecycle that can provide real-time data, enable predictive analytics, and optimise cybersecurity — all without compromising reliability or regulatory compliance.

For HIMA, the key question was how it could evolve from a safety systems provider into a full-scale digital transformation partner.

Unlike pure-play IT firms, HIMA’s strength lies in its decades-long experience with industrial processes, functional safety, and system integrity. But in a rapidly evolving market, that wasn’t enough. The company needed to bridge the gap between its traditional OT expertise

and the digital capabilities customers were now demanding, without losing sight of its core mission: keeping people, assets, and the environment safe.

The solution - Faced with a rapidly shifting industrial landscape, HIMA has taken decisive steps.

Since 2019, the company has been scaling its strategic approach to meet rising demands for digitalisation, security, and operational agility. But it was in 2022 with the formal launch of its #safetygoesdigital initiative that digital transformation was cemented as a central pillar of the company’s long-term vision.

Recognising that clients were increasingly seeking not just products, but complete, integrated solutions from trusted experts, HIMA reimagined its offering into that of a full-scale solutions partner.

This transformation unfolded across three strategic dimensions.

First, HIMA deepened its role in project execution by evolving its Engineering, Procurement, Construction, Installation, and Commissioning (EPCI-C) model. By increasing ownership of the delivery lifecycle, the company ensured seamless integration, faster execution, and greater value creation for clients.

Second, the firm prioritised the development of advanced digital solutions that seamlessly integrate with its leading open and independent safety platform. These new capabilities enable clients to enhance operational continuity, improve industrial safety, and strengthen cybersecurity across their systems.

Thirdly, HIMA has invested heavily in developing internal IT competencies and forging key partnerships. This blend of traditional OT know-how with digital innovation has been a cornerstone of the company’s ability to deliver future-ready solutions.

Significant milestones on this journey came in 2023 and 2024, with the acquisitions of longterm regional partners Sella Controls in the UK and Origo Solutions in Scandinavia. These moves brought full-scale solutions provider capabilities in-house while also expanding HIMA’s capacity and geographical footprint, marking a major leap forward in its strategic transformation.

▸ Take opportunities to work across all parts of the business/value chain.

▸ Work in diverse international projects/teams.

For industry

▸ Always think about improvements. Success today does not mean success tomorrow.

For government

▸ To develop and make business, government and industry should partner to maximise opportunities in Norway.

HIMA Group at a glance:

Key products and services: global independent provider of safety related automation solutions.

Main industries served:

▸ Oil and gas – 48%

▸ Others (non-energy): rail, chemical – 52%

Headquarters: Brühl, Germany

Year established: 1908

Number of employees: 1,100

Revenue: £156m

Revenue from exports: 75%

Internally, the changes have been widespread. Cross-functional collaboration has intensified, digital skills have been cultivated across teams, and a culture of innovation is now the new normal for HIMA. Externally, meanwhile, the company is already seeing strong interest from clients – particularly in sectors such as energy where safety, efficiency and digital intelligence converge. Early wins include larger project scopes, new customer acquisitions, and growing demand for digital safety and security solutions. Indeed, clients now look to HIMA not just as a safety expert, but as a long-term partner in achieving operational resilience.

Overall, the firm’s evolution into a solutionsdriven, digitally empowered organisation has positioned it at the forefront of industrial transformation. Under the strategic vision #safetygoesdigital, the company is sustaining its safety-centric legacy with the promise of digital innovation, helping industries build safer, smarter and more connected operations for the future.

IMI

How IMI developed breakthrough engineering for a better world

Andrea Pusceddu

Business Development Director – Hydrogen, Process Automation

How is IMI thriving?

IMI is thriving by leveraging its deep engineering expertise from the oil and gas sector to drive innovation in the rapidly growing green hydrogen market. IMI has quickly positioned itself as a key player in the electrolyser industry through the development of its groundbreaking IMI VIVO electrolyser.

This strategic focus has fuelled remarkable growth, with hydrogen-related order intake surging from zero in 2021 to £53 million in 2024. By continuously pushing the boundaries of efficiency and reliability in hydrogen production, IMI is at the forefront of the energy transition, delivering cuttingedge solutions that enable a more sustainable future.

The challenge – As part of IMI’s Process Automation sector, IMI’s site in Sardinia has built a global reputation for designing and manufacturing highly engineered valves for the most demanding applications in oil and gas processing, under the IMI Remosa product brand. Specialising in fluidised catalytic cracking (FCC) valves, the 16,000m2 factory produces safety-critical components that must withstand extreme conditions, including temperatures exceeding 700°C and highly abrasive catalytic particles.

Despite its leadership in this niche market, IMI’s site in Sardinia faced a fundamental challenge: long-term dependence on oil and gas in a shifting energy landscape. Market volatility linked to oil price fluctuations created unpredictable revenue streams, while the gradual decline of hydrocarbon processing signalled an urgent need for diversification. At the same time, IMI plc had made a strong corporate commitment to environmental sustainability, encouraging all business units to explore opportunities in cleaner energy sectors.

For IMI, the challenge was clear—how to apply its decades of expertise in safety-critical, high-performance engineering to new, highgrowth industries. The company needed to identify sectors where its reputation for

Alexander Kianek

Marketing Manager Europe, Process Automation

precision, reliability, and custom-designed solutions would offer a strategic competitive advantage, ensuring long-term sustainability and growth beyond traditional oil and gas markets.

The solution – Building on the success of IMI’s Growth Hub initiative, launched in 2018 to drive customer-focused innovation, IMI took a bold step in 2021—applying its expertise in fluid control and safety-critical engineering to develop an in-house polymer electrolyte membrane (PEM) electrolyser. This marked the creation of a new product brand, IMI VIVO, dedicated to green hydrogen production.

A key strategic decision was to establish IMI VIVO as a distinct product brand, separate from IMI Remosa’s traditional oil and gas business. This ensured credibility in the hydrogen sector while leveraging the company’s core strengths: customised design, tailored engineering, and close client collaboration.

Rather than committing to large-scale investments upfront, IMI took a pragmatic approach, initially assigning four experienced engineers to develop the concept. The focus was on smaller, modular electrolyser units, avoiding the high-risk, gigawatt-scale projects that were struggling to secure final investment decisions.

This approach paid off sooner than expected. Before even completing the prototype, IMI secured its first order—a £1 million contract from the University of Sheffield’s Translational Energy Research Centre (TERC) in June 2022. IMI VIVO’s proposal outperformed established competitors, thanks to its engineering depth, precision, and expertise in regulated industries.

Momentum quickly followed. In July 2022, the University of Bath’s Institute for Advanced Automotive Propulsion Systems (IAAPS) placed a £1.1 million order, establishing Southwest England’s first green hydrogen production and storage facility, powered by the institute’s solar array. The IMI VIVO electrolyser now plays a key role in IAAPS’ research into zero-carbon

Story type

#diversification (main category)

#culture, #energy transition, #service & solutions

Benefits

▸ Hydrogen business’ bookings for 2025 delivery reaching £53m.

▸ Successful diversification strategy is underway to support the energy transition.

Key findings

For young people

▸ Be curious about your work and question everything.

For industry

▸ To succeed, you must understand your strengths and work on them.

For government

▸ Address the lack of a 20-year vision.

IMI site at a glance:

Key products and services: valve and actuation solutions.

Main industries served:

▸ Oil and gas – 90%

▸ Hydrogen – 10%

Headquarters: Birmingham, UK

Year established: IMI – 1862, Remosa – 1955 (acquired by IMI in 2012)

Number of employees: 260

Revenue: £100m

Revenue from exports: 90%

propulsion for aviation, marine, and heavyduty transport.

As demand grew, the Remosa site expanded its hydrogen development team, hiring four dedicated hydrogen engineers and two sales specialists. By mid-2023, the prototype was completed, and with a growing order book, the company committed to further investment. Its decision to focus on scalable, deployable units—rather than high-profile but stalled large-scale projects—proved a winning strategy.

The IMI VIVO electrolyser’s success lies in its flexibility and customer-centric approach. Delivered as a turnkey solution, integrating both electrolysis and storage in a single package, it has gained rapid market traction. By 2024, the business had achieved £53 million in bookings for 2025 —approaching parity with its legacy oil and gas business.

IMI’s success in green hydrogen highlights how traditional engineering excellence can drive sustainable innovation. By applying its expertise to new markets with a clear strategic vision, IMI has transformed itself into a key player in the global energy transition.

Infrastructure Networks Inc. (iNet)

Connecting remote industries with smarter, reliable networks

Hector J. Maytorena Senior Vice President, Customer Success

How is iNet thriving?

iNet has transformed from being a traditional bandwidth reseller into a full-service managed network partner. By quickly adopting emerging technologies such as Starlink and Juniper SDWAN to align with customer requirements, the company is now delivering smart, reliable connectivity solutions to remote and industrial environments – a move which is facilitating the company’s rapid growth, expansion into new markets, and stronger customer loyalty in a competitive landscape.

The challenge - Like many companies, iNet faced a major challenge with COVID in 2020. The firm quickly found itself confronted with the worst effects of a major economic downturn. With the vast majority of its revenue being dependent upon a highly variable U.S. onshore oil and gas sector, the firm experienced a significant contraction of its business that year as onshore drilling and completions activity plummeted.

It was a stark wakeup call. The firm needed to diversify to secure its future. Yet that would be no easy task.

Across industries, customers that had become frustrated with fragmented, site-specific connectivity models and stranded data were beginning to demand more agile, scalable, and intelligent networks as they sought benefits from digitised field operations. Concurrently, they sought advanced capabilities such as remote automation, live video, and secure SCADA transmission – especially in offshore environments.

In light of this, iNet recognised that traditional LTE and legacy satellite services alone were no longer sufficient to meet evolving expectations.

Meanwhile, industry competition was heating up. Disruptive market entrants had begun to introduce viable Low Earth Orbit (LEO) satellite solutions at scale. SD-WAN technology became field-deployable, and demand for bundled, managed connectivity surged.

Global supply chain disruptions were also delaying hardware deliveries and extending project timelines. iNet itself was grappling with operational challenges, as its legacy service model was proving to be both difficult to scale and heavily reliant upon manual support. In turn, managing disconnected systems across

offshore rigs, pipelines, and vessels was placing an unsustainable burden on the firm’s network operations teams, limiting the company’s ability to respond swiftly to customer needs.

For iNet, the path forward was clear. The firm would need to reinvent its business model to more closely align with customer needs, leveraging emerging technologies as a foundation for scalable growth.

The solution - As a direct result, in 2021, iNet decided to transform the firm from a bandwidth provider to a full-service, multiaccess managed network partner.

The goals were clear. The firm wanted to align more closely with customers’ demand for agile, intelligent, and field-ready network infrastructure, improve operational efficiency by reducing downtime, lowering costs, and boosting employee satisfaction at the edge; and embrace a growth mindset to move faster and seize emerging opportunities.

Central to this evolution was the early adoption of pooled Starlink data plans, the integration of Juniper’s Session Smart SD-WAN, and the development of fully managed turnkey solutions tailored for harsh, remote environments. A 90day pilot with a large operator in the oil and gas sector demonstrated the potential of this new offering, achieving 100% application uptime compared to mid-90s performance previously. Through proactive partnerships, the firm was able to gain access to Starlink before its formal reseller program was launched, unlocking significant first mover advantages.

In turn, the firm was able to capitalise on new opportunities in key markets spanning North America, Latin America, Europe, the Middle East and West Africa, and Asia Pacific among others. Not only was this move strengthening iNet’s service offerings to existing oil and gas clients, but this was also opening new markets in adjacent sectors and underserved regions.

At the heart of iNet’s new offerings are its LEOConnect providing highest availability, coupled with INPath for intelligent traffic management.

Crucially, this combines Starlink and other LEO satellites with Geosynchronous Earth Orbit (GEO) satellites, LTE, and terrestrial broadband into a unified, software-defined network. Juniper SD-WAN also enables intelligent traffic routing and application management, ensuring high uptime, optimal performance, low overhead for more effective throughput, and real-time network visibility.

Further, iNet’s revamped service model has also paid dividends. It has replaced rigid, sitespecific data plans with flexible shared data

Story type

#innovation (main category)

#service & solutions

Benefits

▸ Revenue has increased by 260% over four years.

▸ Partnerships have allowed iNet to deliver end-to-end solutions tailored to customers’ demands.

Key findings

For young people

▸ Our industry moves fast. The people who thrive are those who constantly seek to understand how things work and how they can work better.

For industry

▸ The winners are those who move early and refine fast. Don’t wait for full clarity; move with conviction based on principles, not perfection.

For government

▸ Help American innovation scale globally—faster.

iNET at a glance:

Key products and services: provider of advanced connectivity and OT/IT solutions.

Main industries served:

▸ Oil and gas - 80%

▸ Conventional power- 5%

▸ Onshore renewable energy - 5%

▸ Others (non-energy): remote industrial, state and local municipalities, retail - 10%

Headquarters: Houston, US

Year established: 2011

Number of employees: 20

Revenue from exports: 20%

pools, giving customers greater control over costs and bandwidth deployment.

These efforts, in combination with strategic partnerships with Starlink, Hughes OneWeb, AST OneWeb, Juniper Networks, and Axis Communications, have enabled iNet to deliver end-to-end and up-the-stack solutions tailored to the unique demands of offshore platforms, midstream pipelines, maritime vessels, and utilities, the results of which have been significant.

From 2021, revenue has grown around 40% per year as the company expands into international and offshore markets, extends into other critical infrastructure market segments, and enhances offerings at the advanced connectivity and with software solutions up the digital technology stack.

In every sense, this is a truly successful transformation story. In a crowded market, the company has been able to stand out through its focus on delivering integrated services that address performance, visibility and support.

Ipiranga

Driving bunker innovation to transform maritime fuelling in Brazil

Vinicius

Ceccarelli Business Director, B2B

How is Ipiranga thriving?

Established in 1937, Rio de Janeirobased Ipiranga Produtos de Petróleo has successfully reinvented its B2B strategy by diversifying operations and entering highpotential segments like maritime fueling, supported by cross-functional collaboration and smart use of tax incentives. Despite early challenges, it rapidly scaled its bunker operation, growing from a single client to over 20, expanding its logistics infrastructure, and delivering 96 million liters in 2024.

Now serving five of the six major operators in the sector, Ipiranga is positioned as a key logistics partner to key clients, offering service excellence, reliability and guaranteed fuel quality.

The challenge - Ipiranga’s story of survival and growth began in 2022 with the adoption of a new strategy focused on diversifying operations, exploring new B2B opportunities, and developing specialised hubs tailored to different market segments. Ipiranga has already established activities in sectors such as thermal power plants and maritime fuelling.. However, the new strategy brought market analysis into sharper focus, with the goal of identify potential areas for diversification.

There was initial intent to also operate in thermal plants, but complex regulatory environment and governance limitations prevented progress. However, the firm also turned to the maritime market, where it saw opportunities to gain volume, especially in diesel supply.

The maritime market is divided into two main segments – fuelling cargo vessels and supporting fuel consumption for exploration and production (E&P) operations In this space, the REDUC refinery in Rio de Janeiro plays a central role as the primary supplier. Indeed, the State of Rio handles 40-60% of

the country’s total volume, with Guanabara Bay alone accounting for around 40% of the national MGO demand.

The solution - As Ipiranga set its sights on the maritime sector, the leadership team quickly identified a knowledge gap, with skills scattered across various departments. Competency mapping was resultantly carried out, enabling greater integration between departments.

Ipiranga’s new strategy was carefully planned across all fronts, including logistics, supply, fiscal aspects, and the creation of dedicated operations to ensure efficient and competitive delivery. In September 2023, Ipiranga officially began operations in the bunker segment. The company hired a barge, loading terminal, and structured dedicated logistics from its Caxias base to the barge. Full governance services were included, such as surveyor (BV), emergency and urgency response, all according to the standard required for E&P operations.

The firm’s first bunker operation began with supplying OceanPact’s vessel Austral Abrolhos. The initial supply quota with Petrobras was two million litres per month,. However, this initial volume did not cover operational costs, with barge mobilisation alone taking nearly a week. To make the operational viable, the transport team presented a dedicated fleet solution and leveraged the support of a services partner.

From here, it then entered a Navy bid via Fundação SEEMAR to supply the Antarctic mission, with monthly deliveries– enough volume to cover operations for three months. Although the margin on this operation was lower than others, the high volume sustained over three months made it a significant contributor to overall profitability. The bid was won in October 2023, with deliveries starting in November. By the end of December 2023, the sustained volume over

Story type

#scale up (main category)

#diversification

Benefits

▸ Total deliveries in 2024 reaching 96 million litres.

▸ Five of the six major Brazilian oil and gas operators are served by Ipiranga.

Key findings

For young people

▸ Learn first before choosing a specific career path.

For industry

▸ Accept that managing expectations and pressure is part of the journey.

For government

▸ Adopt long-term policies.

Ipiranga at a glance:

Key products and services: fuel distribution.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Rio de Janeiro, Brazil

Year established: 1937

Number of employees: 3,000

Revenue: £15.2bn

two months led to a monthly average nearly four times higher than previously months. The operation ramped up rapidly, marked by a 50% increase in the inbound truck fleet. A second barge with a 2,200 m³ capacity joined the original 1,500 m³ unit, and storage capacity expanded significantly—from 1.4 million litres to seven million litres. Following the successful expansion of operations and the establishment of a strong client base, the bunker business became the company’s highest-margin segment in 2024. Building on this momentum, the focus for 2025 is to continue growing while differentiating through product development, offshore delivery, other geographic regions and service excellence in the B2B market. Among the six major operators in the sector, Ipiranga now serves five – customers it is keen to retain by applying its customer experience mindset to the bunker segment, positioning itself as a key logistics partner offering service reliability and guaranteed fuel quality.

As a company eyeing substantial progress on several key fronts, Ipiranga Produtos de Petróleo will certainly be one to watch in the coming years.

James Walker

Leadership development programme strengthens staff retention in competitive talent market

Joseph Smith

Global Account Manager

How is James Walker thriving?

By implementing an innovative mentoring initiative, James Walker has been able to better retain key staff. The fluid sealing specialist, which generates over £200m in annual revenue, reinvented its Business Unit Dedicated Development in Executive Skills (BUDDIES) programme in 2021 to focus on leadership development and relationship building. The revived programme pairs promising employees with senior mentors, including board members, to create a pathway for professional growth beyond financial incentives.

This approach has proven effective for a medium-sized company competing against larger organisations for engineering talent. With 1,800 employees globally, James Walker has addressed critical knowledge gaps as experienced staff retire. BUDDIES’ success has contributed to record performance in 2024, with four participants receiving promotions and numerous partnerships secured through skills developed through the programme.

The challenge – As a mid-sized manufacturing organisation specialising in high-performance fluid sealing products, James Walker faced significant challenges in retaining skilled personnel in a competitive job market. In particular, the company was vulnerable to larger organisations headhunting its talent with more substantial remuneration packages.

This challenge was compounded by demographic shifts. As many experienced professionals reached retirement age or sought opportunities elsewhere, the highly specialised technical knowledge built up over decades was at risk of filtering away faster than the firm could replenish it.

James Walker’s previous approach to talent development, which focused primarily on academic qualifications such as MBAs, had shown diminishing returns with decreasing participation rates. It therefore needed a more holistic strategy that would not only create stronger bonds between employee and employer but also develop leadership capabilities beneficial to both parties.

The solution – This led to the reinvention of the Business Unit Dedicated Development In Executive Skills (BUDDIES) programme. Starting in 2021, James Walker transformed it from a primarily academic qualification route into a comprehensive mentoring and development initiative designed to create deeper engagement with promising employees.

The implementation process began with senior management team members reviewing their departments to identify candidates with high potential. From an initial shortlist of approximately 100 employees, 16 were selected for the first cohort of the new programme, with subsequent cohorts limited to 12 participants. The selection process specifically targeted employees in the 30-45 age range – identified as the demographic most vulnerable to external recruitment –who were challenging the status quo and demonstrating leadership potential.

The two-year programme (occasionally extended to 2.5 years) incorporates several key elements designed to create a more rounded development experience. Senior leadership, including the CEO and Chairman, take an active role by leading formal sessions and providing one-onone mentoring. A broad range of external speakers, from Olympic athletes to former banking executives, are brought in to share diverse leadership perspectives. Participants also undertake individual strategic projects that will directly benefit the business, such as evaluating manufacturing relocation options to improve competitiveness.

Unlike the previous incarnation of BUDDIES, which focused on individual achievement, the new approach emphasises group learning and collaboration. Participants from different departments and geographical locations work together, fostering a stronger sense of teamwork and exposing them to broader aspects of the business. Meanwhile, roundtable discussions held under Chatham House rules, PESTLE analysis exercises and other business simulations provide practical learning experiences beyond theoretical knowledge.

While the programme still offers the option to pursue an MBA, this component has been moved to the end rather than being the central focus, which has helped to manage workload challenges more effectively. Around a third of programme time is dedicated to formal

Story type

#people & competency (main category)

Benefits

▸ Four participants from the first cohort of the BUDDIES programme have received promotions.

▸ Higher retention, performance, training and well-being rates due to BUDDIES.

Key findings

For young people

▸ Don’t expect to know in your 20s what career you will have. Be willing to change and try new things.

For industry

▸ Try and encourage the best of the best to stay and remain in our industry.

For government

▸ Remember medium to small businesses when developing policies.

James Walker at a glance:

Key products and services: fluid sealing products and services.

Main industries served:

▸ Oil and gas – 28%

▸ Offshore renewable energy – 3% ▸ Nuclear power – 2% ▸ Onshore renewable energy – 2% ▸ Conventional power – 1%

▸ Carbon capture – 0.5%

▸ Hydrogen – 0.5%

▸ Others (energy) – 20%

▸ Others (non-energy): biopharma, chemical, marine, metallurgical – 43%

Headquarters: Woking, UK

Year established: 1882

Number of employees: 1,800

Revenue: £208m

Revenue from exports: 80%

learning activities, with the remainder focused on practical application and mentoring.

The new BUDDIES initiative is already delivering, with four participants from the first cohort receiving promotions. Participants have reported becoming more well-rounded professionals with improved business acumen, strategic thinking capabilities and delegation skills. The programme has also directly contributed to business success, with participants leveraging their enhanced capabilities to secure significant partnerships with customers and lead global projects.

And beyond individual advancement, BUDDIES has created a culture of knowledge sharing and strategic thinking that permeates the wider organisation. By investing in this new approach to talent development, James Walker has strengthened its ability to retain key personnel despite lacking the financial firepower of larger competitors. As the company looks forward to continued growth in 2025, with revenue projected to grow by more than 10%, the BUDDIES initiative will continue to play a crucial role in developing the leaders needed to sustain and build on this momentum.

James Walker

Product innovation drives successful diversification into renewable energy

Mark Bradley Global Account Manager

How is James Walker thriving?

By developing innovative sealing solutions specifically for the wind energy sector, James Walker has successfully diversified beyond its traditional oil and gas market. The UK-based fluid sealing specialist recognised the strategic importance of renewable energy following net zero announcements and invested in developing the Walkersele X-Gen product. This first-to-market solution incorporates unique technology that delivers significant performance improvements as wind turbines get bigger and perform for longer in harsh environments.

Since its launch in 2022, the product has generated rapidly growing revenues, quadrupling its turnover from 2022 to 2024, helping the company establish strong positions in key wind markets including Spain, Germany, Denmark, China, Brazil and the US. Aided by support from government grants to enhance UK manufacturing capacity, it has transformed wind energy from a non-existent revenue stream to over 3% of company turnover, with projections to reach 20% of overall turnover by 2030.

The challenge – James Walker faced significant business challenges from overreliance on the oil and gas sector, which traditionally generated most of the revenue for its elastomer seal division. When this market experienced a downturn around 2015, the company’s sales of elastomeric products declined substantially and highlighted the vulnerability of its narrow market focus at that time.

The wind sector presented a promising diversification opportunity but required a different commercial approach. While both industries require high-quality sealing solutions, the wind sector is more commoditised and highly price competitive. This necessitated a fundamental mindset shift within the organisation.

Additionally, James Walker needed to address technical challenges presented by evolving wind turbine designs, which were growing larger and requiring new sealing

solutions. With limited prior experience in the renewable energy market, the company had to build relationships with entirely new customer bases while developing products tailored to their specific requirements.

The solution – The response centred on developing the Walkersele X-Gen, an innovative sealing product specifically designed for wind energy applications. Following several years of development and testing, it was brought to market in 2022, coinciding with increasing momentum in renewable energy following net zero target announcements.

To accelerate market entry, the company also decided to invest in a dedicated Global Account Manager position focused exclusively on the wind energy sector, the role being created to build relationships with leading turbine manufacturers and understand their technical challenges firsthand. This has included attending industry exhibitions, hosting technical conferences and engaging directly with both OEMs and service companies to validate the Walkersele X-Gen’s performance in real-world applications.

A critical breakthrough came through collaboration with the UK Department for Business and Trade, which assisted the company in securing a significant grant through the Offshore Wind Growth Partnership. This funding enabled investment in new manufacturing machinery at James Walker’s Cumbria facility, which has significantly enhanced production capacity and secured UK-based manufacturing capabilities.

Engineer-to-engineer collaboration and leveraging James Walker’s technical expertise to build credibility in a new sector have also been crucial. By encouraging direct engagement between its own engineers and customer technical teams, the company has established trust and developed relevant solutions which fulfil market needs.

Success has followed, with the Walkersele X-Gen generating huge growth during its first year, quadrupling by 2024. The product has secured positions in key global wind markets, including Spain’s onshore sector, Germany’s offshore market and emerging markets in Denmark, China, Brazil, India and the US.

The success extends beyond immediate

Story type

#diversification (main category)

#innovation, #technology

Benefits

▸ Developed a strong foothold in the growing offshore wind sector for the future of UK manufacturing.

▸ By taking a long-term strategy, operations and maintenance is expected to represent 60% of manufacturing demand for Walkersele X-Gen by 2030.

Key findings

For young people

▸ Inspire, encourage and motivate.

For industry

▸ Work together to achieve net zero targets and a more sustainable world.

For government

▸ Integrate solutions in trade partnerships to help ease export and logistics costs.

James Walker at a glance

Key products and services: fluid sealing products and services.

Main industries served:

▸ Oil and gas – 28%

▸ Offshore renewable energy – 3%

▸ Nuclear power

▸ Others (energy) – 20%

▸ Others (non-energy): biopharma, chemical, marine, metallurgical – 43%

Headquarters: Woking, UK

Year established: 1882

Number of employees: 1,800

Revenue: £208m

Revenue from exports: 80%

revenue gains, as it has enabled James Walker to evolve its corporate vision to embrace diversification more broadly. The company’s ‘Working for a safer and more sustainable world’ strategy now guides development across multiple sectors. This, of course, includes wind energy, which is projected to grow to 20% of overall company revenue by 2030 thanks to sustained investment in product development and manufacturing capacity.

The Walkersele X-Gen solution has also yielded significant benefits for customers, including improved health and safety performance and reduced operational costs. As more installations are made, James Walker anticipates the operations and maintenance market will become increasingly important, potentially representing 60% of manufacturing demand within the wind sector by 2030.

Owing to its successful diversification into renewable energy, James Walker has reduced its vulnerability to oil and gas market fluctuations and positioned itself for long-term growth in an expanding sector.

KBC (A Yokogawa Company)

Cutting carbon with confidence

Alvaro Bolibar Senior Staff Consultant

How is KBC thriving?

Following a record-breaking year in 2024, KBC (A Yokogawa Company) is forecasting growth in 2025 as demand increases for its decarbonisation roadmaps and digital solutions. The company’s prominence was highlighted when it received the prestigious Energy Transition Solution of the Year Award from the European Refining Technology Conference (ERTC) for its collaboration with Galp on a transformative refinery decarbonisation project. This success demonstrates how KBC’s data-driven approach can help deliver substantial emissions reductions while maintaining operational excellence and economic viability.

The challenge - KBC, established in 1979 and headquartered in Surrey, UK, is a technology-based consulting firm specialising in the global hydrocarbon and chemical industries. With 350 employees worldwide and a track record of more than 40 years in the sector, the company combines strategic consulting with proprietary simulation technology to optimise hydrocarbon operations while focusing on achieving operational excellence and decarbonisation goals.

Currently, the energy sector faces unprecedented challenges in balancing shortterm operational demands with long-term strategic decisions, particularly in regard to decarbonisation. For European refineries such as Portugal’s Galp Sines complex, the challenge was threefold – reducing Scope 1 and 2 CO2 emissions by at least 30% by 2030, ensuring economic viability of high capital investment projects, and navigating regulatory uncertainties.

Specifically, Galp struggled with uncertainty surrounding economic impacts of decarbonisation regulations, lack of clarity on European Union subsidies, and managing immediate operational demands while making long-term strategic decisions. Additionally, remaining competitive while implementing a decarbonisation agenda and addressing shortages of qualified personnel

created further complications. The transition required high capital investment, making it critical to thoroughly assess all potential projects before committing to a final roadmap.

The solution - Although Galp Sines Refinery had designed an initial decarbonisation roadmap in 2017, it approached KBC in 2022 to validate, refine and optimise its path toward achieving 30% emissions reduction by 2030. The 12-month collaboration began with an intensive two-week process to identify 100 potential energy efficiency and CO2 reduction opportunities.

KBC’s approach combined its four decades of operational expertise with advanced digital modelling capabilities. The company deployed its proprietary Integrated Process, Energy, Emissions and Economics Model (IP3EM) to create a digital twin of the refinery, which enabled comprehensive analysis of current operations and predictive assessment of proposed strategies. This advanced simulation tool allowed the team to evaluate various scenarios and prioritise efforts based on their impact on emissions, energy efficiency and economic performance.

The project then prioritised the identified opportunities, evaluating each for CAPEX requirements, expected saving and emissions reduction potential. They also assessed additional factors such as implementation probability, impact on the broader refinery operations, ease and speed of implementation, and risk levels associated with established versus innovative technologies.

Through this process, KBC helped Galp calculate a potential 26% reduction in energy consumption through the collaborative implementation of selected projects. The model allowed for evaluation of the refinery’s configuration and assessment of transformative technologies, including carbon capture, electrification, and the use of green and blue hydrogen.

The analysis also revealed that achieving the 30% emissions reduction target would

Story type

#energy transition (main category) #collaboration, #environmental sustainability & social impact, #innovation

Benefits

▸ Award of Energy Transition Solution of the Year from the ERTC.

▸ Successfully emissions reduction balanced with operational excellence and economic viability.

KBC at a glance:

Key products and services: consulting.

Main industries served:

▸ Oil and gas – 90%

▸ Carbon capture – 2%

▸ Hydrogen – 2%

▸ Others (energy) – 6%

Headquarters: Surrey, UK

Year established: 1979

Number of employees: 350

require capital expenditure exceeding €1bn, emphasising the importance of optimising the investment roadmap. Here, the digital twin proved invaluable by enabling scenario testing without disrupting actual operations, ensuring that decisions were based on robust data rather than assumptions.

Crucially, KBC’s impact extended beyond the initial roadmap development. Although the implementation of agreed projects was initially handed back to Galp, the client subsequently requested KBC’s continued support through the implementation phase, leading to a second contract in 2023 that remains ongoing.

The success of this collaboration earned industry recognition, with KBC receiving the prestigious Energy Transition Solution of the Year Award from the European Refining Technology Conference (ERTC). The award highlighted how KBC’s approach successfully balanced emissions reduction with operational excellence and economic viability and demonstrated a practical pathway for energy transition in the refining sector.

This case study exemplifies KBC’s broader strategy of ‘Bringing Decarbonization to Life®’. Through a combination of deep industry expertise and advanced digital technology, the company is primed for sustained growth as the energy sector navigates the complex decarbonisation challenges.

Kent

Revolutionising energy asset management with AI

Wassim Ghadban

Global SVP AI and Digital Energy

How is Kent thriving?

Kent is spearheading digital transformation in the energy industry, with its proprietary, award-winning Ennova AI technology helping clients across the sector to enhance efficiency, safety, and sustainability. By addressing key industry challenges –from data fragmentation to operational inefficiencies – the company has successfully scaled remote and autonomous operations, earning industry recognition and driving significant revenue growth.

The challenge – Kent is a true champion of Industry 5.0 in the energy sector. With its 13,000 employees delivering US$1.6 billion in revenue annually, the company is bringing top-tier digital engineering expertise to tackle the real-world challenges of its energy sector clients.

Tailoring innovative solutions to make operations smarter, safer and more efficient, it is an EPC specialist that’s helping to build and run tomorrow’s energy infrastructure with industrial AI solutions and digital services that improve efficiency, cut costs and make projects more sustainable.

Key to the company’s success has been listening to clients, ensuring that it addresses real-world industry challenges. For Kent, there is little point in having a suite of shiny, new, innovative solutions if they don’t actively solve existing challenges.

This process hasn’t been easy, presenting both internal and external challenges.

To support clients with their digitisation and transformation journeys, the company recognised its solutions had to ease operational headaches, developing a solution to help overcome the complexities of managing a variety of contractors, mini systems and data from many platforms, as well as facilitating real-time asset status and remote monitoring capabilities. For Kent, addressing this disconnection and fragmentation was a key priority, demonstrating positive ROI potential to clients.

Internally, the company has also had to overcome several hurdles. Indeed, the company itself has continued to advance and evolve, moving from digital project delivery models and integrating AI as a key part of its offering. That has required continual upskilling, with the firm tasked with its many different employees, ensuring they are all actively pulling in the same, cohesive direction.

The solution – The latest chapter in Kent’s journey began in 2022 when the company began to conduct market gap analysis in relation to AI-centric solutions. At this time, a new dedicated team was also established for AI development.

Specifically, Kent was trying to group client needs into a series of solutions that could solve common challenges. During this discovery and consideration process, the firm recognise that many clients lacked a single platform that would operate as a “system of systems”, integrating disparate data, contractor services and solutions into a single centre of visibility.

Here, Ennova AI was created, with the platform now redefining industrial asset management across the entire asset lifecycle.

During development, Kent ensured the platform would allow auto generation of reports to prioritise the client UX, while also creating different AI agents for different purposes – be it support, procurement, maintenance, asset planning or otherwise.

In 2023, the firm’s dedicated development team focused on production environment testing, working to scale the solution. Here, the first Intelligent Operation Centre was set up, adapted to the existing Kent control room in Abu Dhabi to prove the Ennova AI’s capabilities. By the end of the year, full remote operation capabilities were proven, with the company then further scaling up remote operations in Ennova AI in 2024, including full autonomous operation.

Most recently, Kent has been adapting the platform to meet ongoing client requests for improvements and bespoke needs in 2025. And now, Kent is taking another step, seeking to implement Ennova AI internally, with the company having formed a committee to see how Kent can make best use of the platform.

So far, the results of its innovative endeavours

Story type

#digital & AI (main category)

Benefits

▸ Revenue increased five times since 2017.

▸ Kent named the Best Use of AI in Operations at the Oil & Gas Middle East Awards 2025.

Key findings

For young people

▸ Discover how to bring value to your career by being in the best time of the industry.

For industry

▸ Adopt emerging technologies to augment, not replace, human capabilities.

For government

▸ Reward innovative companies to push and enhance new technologies.

Kent at a glance:

Key products and services: consulting, engineering, project delivery, commissioning and decommissioning.

Main industries served:

▸ Oil and gas – 55%

▸ Low carbon & renewable energy – 21%

▸ Others (non-energy): process and chemicals – 24%

Headquarters: Dubai, UAE

Year established: 1919

Number of employees: 13,000

Revenue: £1.6bn

are clear to see.

This year, Kent was named the Best Use of AI in Operations at the Oil & Gas Middle East Awards 2025, having already delivered several successful use cases. In one project, the firm is empowering its client to remotely operate two projects located 180 kilometres from its main office, revolutionising the way in which its assets are managed with advanced capabilities like digital twins.

Both client satisfaction and industry recognition have been resounding, with Ennova AI being actively leveraged to solve problems and unlock efficiency enhancements. With its proprietary solution, Kent is well placed to continue to excel moving forward, with much of its revenue growth today driven by futureproofed digital and AI solutions.

With the company having seen five times increase in revenues since it became a digitalfirst solutions provider back in 2017, the future remains bright for one of the energy industries most disruptive companies.

Kerry Project Logistics

From logistics provider to EPCM contractor

Fabio Belli KPL Group Executive Vice President & C.O.O.

How is Kerry Project Logistics thriving?

By implementing a bold strategy to expand from project cargo logistics into EPCM contracting, Kerry Project Logistics (KPL) has successfully elevated its position in the supply chain. The company established a new Project Management and Engineering division (KPM) in 2023, immediately winning a US$1.5bn EPCM contract for one of the Mediterranean’s most significant offshore infrastructure projects in two decades.

This strategic diversification has enabled KPL to overcome margin pressures in traditional logistics activities while creating new revenue streams. With plans to achieve a 50-50 split between EPCM and logistics revenue by 2026, the company is forecasting 30% growth in 2025 despite global economic uncertainties.

The challenge – The post-COVID environment presented KPL with multiple challenges that threatened its traditional business model. As the project logistics arm of Kerry Logistics Network (KLN), KPL faced significant margin pressure, finding itself squeezed between EPC contractors seeking cost reductions and shipping companies that had substantially increased their rates following pandemic-related disruptions.

Logistics costs for industrial projects, particularly in remote and complex locations, had risen from the traditional 5-10% of total project value to 15-20%. However, EPC contractors were slow to recognise these increases in their pricing models which created financial strains for logistics providers. At the same time, the unpredictable nature of project awards led to revenue instability and made long-term planning increasingly difficult.

KPL needed to find a way to stabilise revenue streams, increase margins and reposition itself higher in the value chain. The company recognised that continuing as a traditional logistics provider would mean accepting ever-diminishing returns, while the growing importance of logistics in complex projects presented an opportunity to offer more

comprehensive solutions.

The solution – Drawing on the past experience of its leadership team, KPL embarked on a business development strategy based on the enlargement of its footprint in strategic areas and on the integration of services in the supply chain by expanding into EPCM services. This approach was designed to capitalise on the growing importance of logistics in complex projects while capturing higher-margin engineering and management activities.

This began in 2023 with internal studies analysing declining logistics margins. KPL identified an opportunity to fill a market gap left by medium-sized EPCM players financially affected by the pandemic.

The company acquired two small engineering firms which brought 20 experienced engineers into the organisation. In May 2024, the first major success arrived with the award of a US$1.5bn contract to lead a consortium for an offshore oil and gas platform in Libya – the largest such investment in the Mediterranean region in two decades. This landmark achievement marked the first time a traditional logistics provider had won leadership of a major EPCM consortium.

To underpin the new direction the company was taking, it created Kerry Project Management (KPM), a dedicated division that expanded to 50 employees by early 2025. KPM now functions as a competence centre for project managers and engineers, allowing Kerry to bid on projects across diverse sectors such as oil and gas, nuclear, agri-food and waste management.

The integration of EPCM and logistics capabilities has provided KPL with several competitive advantages. The company can offer comprehensive solutions that address both engineering and logistics challenges from the outset, which is proving particularly valuable in remote and challenging locations.

For KPL, the strategy has transformed its business model and revenue prospects. In 2024, the company reported revenue of €203m, with approximately 10% coming from EPCM activities. By 2025, projected revenue will reach €300m with the EPCM contribution increasing to 33%, and the aim is for a 50-50 split and total turnover of €400m by 2026.

Story type

#people & competency (main category) #diversification, #scale up, #services & solutions

Benefits

▸ US$1.5bn contract win - the largest such investment in the Mediterranean region in decades.

▸ Revenue increase, with higher contribution from EPCM activities.

Key findings

For young people

▸ “Stay hungry and stay foolish” – young people will join the company to do something completely new which can allow them to move from engineering to logistics.

For industry

▸ Talk about their vision and involve as much as possible the new generation.

For government

▸ What are the solutions to embrace new trends and technology to rebuild Italy and Europe for the next 20 years?

Kerry Project Logistics at a glance: Key products and services: project management and logistics.

Main industries served:

▸ Oil and gas – 60%

▸ Conventional power – 5%

▸ Onshore renewable energy – 3%

▸ Nuclear power – 1%

▸ Offshore renewable energy – 1%

▸ Hydrogen – 1%

▸ Carbon capture – 1%

▸ Energy storage – 1%

▸ Others (energy) – 2%

▸ Others (non-energy): construction and steel mill – 25%

Headquarters: Hong Kong

Year established: 1991

Number of employees: 16,000

Revenue: £5.77bn

Revenue from exports: 80%

This strategic shift has elevated KPL’s market position from a commoditised service provider to a leader of major project consortiums. It also creates downstream opportunities, as subcontractors working on KPM’s projects often utilise KPL’s logistics services – this is serving to expand the company’s client base even further.

By transforming into an integrated EPCM contractor, KPL has successfully repositioned itself to achieve higher margins, greater revenue stability and enhanced client relationships.

KLINGER

Diversifying into services to drive growth

Ben Blinman

Story type

#service & solutions (main category) #technology, #transformation

Benefits

▸ Clients’ efficiency improvement.

▸ Diversification leading to overall increase in revenues.

Key findings

For young people

▸ Ask questions - you can’t go wrong. Embrace networking, get out, meet and talk to people.

How is KLINGER thriving?

With a heritage spanning over 130 years in sealing technologies, KLINGER has successfully transformed its UK business model by establishing a dedicated integrity services division. This strategic move, coupled with the development of its innovative IntegrityXpert™ software, has positioned the company uniquely as the only manufacturer of gaskets that also provides comprehensive asset integrity and flange management services.

The challenge – As an established market leader in sealing technologies, KLINGER began to face mounting pressure from low-cost global competitors in key energy territories, making it increasingly difficult to secure new international EPC projects.

Indeed, the company recognised that growing the business purely through conventional product sales would be challenging, given its already dominant market position. Moreover, there was a clear gap in the market. Despite being experts in joint integrity through decades of providing engineered products for complex projects globally, KLINGER had not fully capitalised on opportunities to provide associated services. Therefore, it needed to find ways to differentiate itself from standard product suppliers while adding more value for clients.

KLINGER had already been servicing the market with ad hoc requests, predominantly for flange management related enquiries including bolting and stress calculations for flanges. However, without a dedicated service division, these opportunities remained fragmented and underutilised. There was also an added incentive to fill this gap in the market, adding urgency to the need for transformation.

The solution – In 2018, KLINGER embarked on a significant transformation strategy with the establishment of KLINGER Integrity Services (KIS). This new division was designed to bring the company’s expertise into the field by providing services related to joint integrity – a natural extension of its manufacturing capabilities.

A key element of the strategy involved recruiting industry specialists to build the new services team. Beginning with contract labour support, the division has grown to nine permanent staff members, including technical

Scott Whelan

Project Pursuit Manager Integrity Assurance Manager

leaders, machine and technical authorities, operations managers and coordinators.

The company restructured its operations to support this new direction, realigning marketing and sales functions to better serve the KIS business unit. This involved a substantial internal change management effort and required careful positioning to shift market perception of KLINGER from purely a product manufacturer to a comprehensive service provider.

The approach focused initially on securing smaller jobs and growing organically through existing clients in the UK market before expanding into the Middle East. Strategic appointments in key locations ensured comprehensive coverage and brought valuable industry experience and client relationships. This methodical expansion has proven particularly successful in the construction and operator segments, as it has enabled KLINGER’s to expand beyond its traditional EPC client base.

A crucial differentiator emerged with the development of IntegrityXpert™, KLINGER’s proprietary flange management software. Built in-house using the company’s extensive expertise, the solution has modernised traditional spreadsheet-based approach and has been driven by firsthand experience of incorrect product servicing in the field, as well as the need for more efficient flange monitoring processes.

Many clients are benefitting from its development. For example, when Bilfinger needed to implement new joint integrity management systems on a major UK asset, KLINGER’s team mobilised within 48 hours to meet strict shutdown windows. The IntegrityXpert™ implementation significantly reduces operational downtime, and with a typical asset operating at circa £250,000 per day, improvements to the efficiency of a planned shutdown can help operators to minimise lost revenues.

The latest version of the software solution, launched earlier in 2025. Now a cloud-based platform, it houses enhanced calculation capabilities following an investment of £1.5m into its development. The software promises to deliver significant efficiency gains – for example, it is capable of reducing calculation times for offshore platform applications from several hours to less than 20 minutes.

For industry

▸ Know your people. Understand who they are and what they do and be transparent with your team.

For government

▸ Express frustration on importing oil and gas rather than using domestic productionneeds to change.

KLINGER at a glance:

Key products and services: sealing technologies, fluid control and management.

Main industries served:

Oil

Headquarters: Gumpoldskirchen, Austria

Year established: 1886

Number of employees: 200 (UK)

Revenue: £29.6 (UK)

Revenue from exports: 25% (UK)

The establishment of KIS has also led to increased internal collaboration and knowledge sharing across the wider organisation. As a result, the combination of product expertise, field services and innovative software solutions has created a more compelling and unique market position which competitors have found difficult to replicate. In particular, the new-look KLINGER has resonated with operators seeking to streamline their maintenance processes and improve asset integrity management –Bilfinger being just one example.

Looking ahead, KLINGER is continuing to expand its service offerings. The UK operation now provides integrity services to more than 25 major operators, with KIS revenues projected to reach £10m by 2030 – representing 25% of overall projected revenue. The success of this diversification strategy is reflected in the company’s overall growth, with revenues increasing from £21.8m in 2021 to £29.4m in 2023 and £29.6 in 2024. Momentum is certainly on KLINGER’s side.

KOIL Energy

Strategic transformation drives 50% annual growth and global

expansion

Erik Wiik CEO

How is KOIL Energy thriving?

Following years of flat growth and operating below critical mass, Houston-based KOIL Energy has undergone a dramatic transformation under CEO Erik Wiik’s leadership. The subsea solutions specialist delivered record-breaking results in 2024, achieving four consecutive quarters of 50% year-on-year growth, reaching US$23m in revenue and US$3.5m in EBITDA. Through strategic client relationship expansion and cultural transformation, KOIL has evolved from a project-driven service provider into an integrated products and services platform, and is now poised to scale internationally and compete across broader subsea markets.

The challenge - By early 2023, KOIL Energy had reached an inflection point. Despite providing exceptional service to existing clients, the company was trapped in a cycle of projectto-project survival without access to capital needed for sustainable growth. Operating with a high degree of customer concentration and heavily dependent on the US offshore market, KOIL was vulnerable to legislative policy changes and shifts in client strategies.

The company’s narrow geographic focus and limited customer base meant it often operated below critical mass – a position that threatened long-term sustainability. With limited shareholder returns and a small market capitalisation, KOIL lacked access to the capital necessary for strategic expansion. Whilst the company maintained excellent client relationships and strong technical expertise, it struggled to realise its full potential.

The solution - KOIL Energy’s transformation began in October 2023 with the arrival of Erik Wiik as an external consultant followed by his appointment as CEO in March 2024. Erik brought with him a fresh perspective to assess the company’s capabilities and identify growth opportunities, and launched an ambitious threeyear strategy designed to maximise existing potential whilst expanding market reach.

The first phase focused on expanding business with current clients through strategic relationship management. Rather than maintaining isolated relationships within client organisations, KOIL implemented a

“heatmap” approach, identifying untapped departments and new opportunities within existing large clients. This effort revealed that many customers were unaware of KOIL’s full capabilities, having confined the company into narrow service areas. By expanding relationships across client organisations, KOIL was able to convert fragmented accounts into strategic, enterprise-wide relationships and capture immediate revenue opportunities.

The cultural transformation was equally significant. KOIL transitioned from purely service-focused model to a fully integrated approach combining engineering, fabrication, assembly, and offshore deployment. By leveraging its deep application knowledge and field expertise, the company repositioned itself to provide complete solutions rather than individual components. This shift is aligned with its ”engineered for service” philosophy, which emphasises technical problem-solving and collaborative customer engagement.

Central to KOIL’s success has been fostering a culture of collaboration and inclusivity. Every employee, regardless of function, was encouraged to adopt a sales-oriented mindset and understand how their role contributes to customer outcomes. Engineers and technicians now work closely together in on-site ‘huddles’ with clients, driving innovation and quality through integrated problem-solving. This collaborative approach has extended beyond internal teams to include customers in troubleshooting and development efforts. KOIL’s Business DNA includes collaboration and speed. This is an incredibly effective way of working enabling exceptional responsiveness, quicker problem-solving, and reduced lead-times.

The company’s technology strategy centres on solution selling – starting with the client’s problem, identifying optimal solutions, then engineering, fabricating and delivering customised responses. This technical orientation, combined with proactive workforce planning and strategic hiring, has enabled KOIL to scale operations whilst maintaining delivery quality.

Looking ahead, KOIL is entering the second phase of its strategic plan, which involves international expansion, identifying strategic partners and establishing presence in new global subsea markets. In early 2025, KOIL opened a new 180,000-square-foot technology centre in Macaé, Brazil. In 2026, KOIL aims to expand its network of international facilities capable of delivering

Story type

#transformation (main category)

Benefits

▸ KOIL Energy had a growth year in 2024 and expects to scale up internationally in 2026.

▸ Operations scaled whilst maintaining delivery quality.

Key findings

For young people

▸ Find your passion and what you are good at – you can become an expert in this industry by working here – learn by doing.

For industry

▸ Develop a culture of inclusivity, oneteam, collaboration (the “Business DNA”) and your company will be unique and have its competitive edge.

KOIL Energy at a glance:

Key products and services: subsea equipment and support services to the world’s energy and offshore industries.

Main industries served:

▸ Oil and gas – 90%

▸ Offshore renewable energy – 5%

▸ Others (non-energy): infrastructure – 5%

Headquarters: Houston, US

Year established: 1997

Number of employees: 64

Revenue: £17.3m

Revenue from exports: 20%

integrated services to the oil and gas industry whilst further venturing into adjacent markets such as renewables and telecommunications infrastructure.

KOIL’s transformation demonstrates how strategic client relationship management, cultural evolution and collaborative innovation can unlock significant growth. The company’s ability to leverage existing strengths whilst adapting to market opportunities has positioned it well for long-term global relevance, proving that with the right strategy and mindset, even established companies can achieve notable transformation and growth in competitive markets.

Indeed, the immediate impact of these strategic changes has been profound. 2024 became a record year with consistent quarterly growth, which provides the ultimate validation for KOIL’s approach and has set the foundation for sustained international expansion. Through maintaining its technical excellence whilst expanding relationship breadth and market reach, KOIL has evolved from a one-off service provider into a dynamic, growth-oriented solutions company.

Levidian

Demonstrating that prosperity and decarbonisation can coexist

Colin Elcoate Managing Director – MENA

How is Levidian thriving?

Levidian is the definition of a start-up success story. Emerging from groundbreaking research at the University of Cambridge, the company has developed scalable technology that holds massive potential for decarbonising hard-to-abate industries. It is already working with some of the world’s largest companies and has teams in the UK, Europe, MENA and the US. Critically, Levidian is demonstrating that prosperity and decarbonisation can go hand in hand, inspiring businesses to innovate, challenge their existing processes and supply chains, and accelerate the transition to net zero.

The challenge – 64% of greenhouse gas emissions are caused by heavy emitters and hard-to-abate industries. Levidian is on a mission to help decarbonise these sectors using an innovative technology that transforms methane – a potent greenhouse gas – into hydrogen and graphene.

Known as LOOP, the start-up’s proprietary technology is a pre-combustion, modular carbon capture system. Specifically, it captures the carbon from methane gas before it’s burned, cracking it into two highly valuable outputs: hydrogen, a clean alternative fuel source, and graphene, a super-material additive that can be used to significantly enhance the intrinsic characteristics of products in major global industries as far ranging as steel, batteries and petrochemicals.Integrating this solution into existing industrial processes, the firm is helping businesses turn their carbon liabilities into competitive advantages, reducing emissions while unlocking new efficiencies and product enhancements.

As with any disruptive technology, Levidian has faced challenges regarding market adoption and scaling for commercial deployment. For example, the slow pace of industrial adoption for emerging materials has been a significant hurdle, but Levidian is overcoming this by focusing on applications where the benefits of graphene are proven

and targeting customers with immediate and material demand.

The solution – These challenges have ultimately helped the company to sharpen its commercial edge, positioning its solutions not just as sustainable innovations, but equally as commercially essential technologies for industries of the future.

Levidian recognised that it needed to take a more proactive approach in demonstrating the economic and operational benefits of its technology, building strategic partnerships with forward-thinking industrial players committed to decarbonisation. Demands for localisation in high-growth markets like the UAE have also required Levidian to invest in regional engagement, aligning with key stakeholders that can accelerate deployment. By embedding itself in markets, the firm recognised it would be better placed to scale its impact – and it has achieved just that.

Levidian’s drive and ambition to do something different has been validated by several major organisations, with the firm having closed a Series A funding round in 2022, securing £27m from US energy giant Baker Hughes and UAE sovereign investor Mubadala.

As well as attracting foreign investment into the UK’s green economy, the firm has used these funds to invest considerable resources into R&D, improving LOOP’s capacity and efficiency. As a result, the initial pilotsize LOOP10 has evolved into a secondgeneration LOOP technology capable of unlocking industrial-level production of graphene. The firm’s team has also grown considerably, attracting top talent in niche fields of plasma and graphene technology.

The outcomes of these improvements have been substantial.

Indeed, Levidian achieved revenue growth of more than 300% year on year, reaching £3.6m in 2024. Further, in the same period, Levidian achieved a 20x increase in production efficiency relating to gas processing and graphene production.

The firm also now serves over 50 clients across various industries that use natural gas at scale, produce methane as a byproduct of operations, and/or seek sustainable carbon solutions to improve

Story type #innovation (main category) #technology

Benefits

▸ Revenue growth of more than 300% over the year and a 20x increase in production efficiency in gas processing and graphene production.

▸ More than 50 clients globally and across different sectors.

Key findings

For young people

▸ Embrace innovation, challenge conventional thinking, and be ready to adapt. Ask questions, take ownership and collaborate across disciplines.

For industry

▸ Embrace innovation with urgency. The race to net-zero isn’t just about ambition, but execution.

▸ The importance of collaboration over competition, as no single company/ industry can decarbonise alone.

For government

▸ Prioritise the growth and global deployment of innovative low-carbon technologies.

▸ Encourage deeper collaboration with international partners, particularly the UAE.

Levidian at a glance:

Key products and services: decarbonisation, hydrogen and graphene.

Main industries served:

▸ Oil and gas – 25%

▸ Carbon capture – 25%

▸ Hydrogen – 10%

▸ Others (non-energy): waste management, aluminium, batteries, construction, more - 40%

Headquarters: Cambridge, UK

Year established: 2020

Number of employees: 77

Revenue: £3.6m

Revenue from exports: 50%

product performance. The use of graphene offers a multiplier effect, opening the door to more energy-efficient processes, higherperforming materials and, in turn, lower carbon footprints across supply chains.

With 10 pilots currently being undertaken in different regions, the potential of Levidian’s technology is being observed on a global scale, with the start-up now firmly eyeing significant expansion in the coming years.

Not only has the firm solidified its position as an innovative British export, accelerating industrial decarbonisation worldwide. Equally, it’s demonstrating that growth, prosperity and decarbonisation can coexist, breaking traditional barriers and accelerating efforts to meet global targets.

Lloyd’s Register

Navigating evolving markets with global expertise and local presence

How is Lloyd’s Register thriving?

Lloyd’s Register (LR) has transformed from a regionally focused class provider to a globally integrated, trusted adviser to the energy and maritime industries whilst successfully navigating a volatile energy market. In recent years, LR’s focus has shifted from productcentric operations to client-focused solutions delivery, achieving 15% revenue growth and nearly 20% margin improvement year-onyear in the process.

LR’s energy division operates across oil and gas (65%) and the renewable energy sectors (25%), with new advisory services contributing significantly to a strengthening market position.

The new global model means LR is more responsive to clients’ needs in a constantly changing energy market. The company is now more agile and can respond more quickly to market and clients’ needs, following their journeys across global projects and global expertise, whilst still maintaining a strong local presence in key markets.

The challenge - Energy market turbulence and shifting priorities at regional and national governments has led LR to review regional models and assess how to continue delivering high-quality service to clients. To successfully operate in the new fast-changing environment LR needed to reconsider how to interact with and support the industry. LR’s traditional regional operating model limited the company’s ability to follow client journeys across global projects. An inbound, productfocused way of working was insufficient for clients seeking comprehensive solutions.

As a result, LR recognised the need to evolve from a regional model to a strategically focused industry partner that could deliver a consistent, predictable service around the world, with a local market touch.

The solution - The change process began

with a mindset shift – from product-focus to client-centricity.

Alongside this, LR restructured its client engagement, moving from transactional relationships to consultative partnerships. Teams sat down with clients to discuss specific challenges and requirements, which led to key partnerships to complement LR’s core capabilities.

These partnerships became central to the new operating model. Rather than developing all capabilities internally, Lloyd’s Register identified specialist partners that could offer complementary services in specific geographies or technical areas. These included open commercial discussions and clear mutual benefits. LR’s brand credibility opened new client bases for partners, while partners offered enhanced capabilities and brought local expertise.

Advisory services have for many years been an important part of LR’s revenue growth. LR relaunched these services under the LR Advisory brand in March this year (2025). This team of more than 150 experts, drawn from across the business, supports clients throughout their journey from early-stage concept development through to infrastructure delivery and operation. Technical expertise is backed by commercial understanding, positioning LR as a trusted adviser through volatile market conditions. This work forms a vital role in futureproofing both LR and client businesses in these uncertain times.

The global model also supports technically curious staff who can now explore different products and markets and maintain consistent service delivery as specialists with global mandates.

Cultural change management has also been essential to success. LR has adopted training programmes including needs-based selling courses and internal coaching, for example. Leadership engagement was another crucial

Story type

#diversification (main category) #service & solutions

Benefits

▸ Easier for client to access total asset assurance offering from concept through EPCI, operations and decommissioning.

▸ Revenue increase of 15% year-on-year.

▸ Growth targets exceeded and diversification process completed successfully.

Lloyd’s Register at a glance:

Key products and services: third-party assurance, project risk management, compliance and classification.

Main industries served:

▸ Oil and gas – 65%

▸ Offshore renewable energy – 25%

▸ Nuclear power – 5%

▸ Carbon capture & hydrogen – 5%

Headquarters: London, UK

Year established: 1760

Number of employees: 5,000

Revenue: £517m

Revenue from exports: 75%

element, with CEO-level involvement bringing direct client assurance and empowered colleagues within the new structure.

Meanwhile, LR’s solution-agnostic philosophy supports a diversifying market, working with different energy mix priorities across regions and countries. Rather than depending on any single market or technology, LR supports clients regardless of their chosen energy solutions. The outcomes have been impressive. Revenue has increased by 15% year-on-year with margins improving by nearly 20% and exceeded recent growth targets.

Lloyd’s Register’s new structure combines global expertise with local presence to support evolving industry trends and requirements. LR Advisory continues to support the expansion across multiple sectors.

Ian Crehan

Global Head of Offshore Solutions

Sean Van Der Post

Global Offshore Business Manager

Loquen

Creating a complete solution for rental and sale of cargo handling equipment, mooring and fenders

Story type

#service & solutions (main category)

Benefits

▸ Increase in company revenue and in company profit.

▸ More customers and continuous expansion of service offerings.

Key findings

For young people

▸ To be successful, we need to have focus, resilience and hard work. Work cannot be a sacrifice but rather a motivation for professional and personal success.

Fernando Lescure

How is Loquen thriving?

Part of the FASD Group, Loquen has successfully transformed the lifting and rigging equipment market in Brazil by pioneering an innovative rentalbased business model. Starting with the manufacture of water bags and evolving into comprehensive equipment rental services, the company has grown from its inception in 2018 to 2024 by more than 20 times, establishing itself as the largest rental company of material handling accessories in Brazil in terms of value, number of assets and rentals.

The challenge – In 2018, Loquen identified a significant inefficiency in the lifting and hoisting equipment market. After manufacturing large quantities of water bags for load testing, the company noticed a substantial amount of idle inventory. Traditional approaches required companies to purchase, maintain, and store their own equipment, resulting in high costs and inefficient resource utilisation.

Additionally, many companies lacked the expertise to properly maintain and store specialised equipment such as water bags, which created potential safety risks. The market also faced a fragmented supply chain, with companies often needing to source multiple pieces of equipment from multiple suppliers, leading to coordination challenges and increased costs.

The situation was further complicated by increasing competition from international players entering the Brazilian market, resulting in increased pricing pressure and market consolidation. This evolving competitive landscape meant that simply manufacturing and selling equipment would not be sustainable in the long term – instead, a more innovative approach to market differentiation was required.

The solution – In late 2018, Loquen revolutionised its business model by shifting to a rental-based approach. This transformation addressed market pain

Johny Amaral CEO Business Development Manager

points while maximising the utility of the company’s assets – in short, the strategy focused on providing not just equipment rentals, but comprehensive solutions that encompass asset management, inspection, maintenance, manufacturing, certification, storage, cargo handling, and technical support for the leased equipment.

A key element of the new approach involved expanding the equipment portfolio beyond water bags to include pneumatic hoists, shackles, winches and other critical lifting equipment. To ensure reliable supply, Loquen developed its own supplier network leveraging its growing market position to secure equipment volumes comparable to industry giants.

The company has also set up a production facility in Macaé, achieving a production of up to 3,000 tons of water bags to date. This facility, combined with the rental model, allows Loquen to maintain strict quality control while offering customers flexibility in access to equipment. At the same time, the service-based approach has eliminated the need for customers to maintain specialised in-house teams, typically saving the equivalent of 20-25 full-time positions.

Loquen’s expertise has been built on its deep understanding of customer needs and industry requirements. This expertise has been developed through years of experience in the cargo handling sector, particularly through its work with major operators in Brazil’s offshore industry. Now, the company’s ability to provide rapid solutions and flexible arrangements has made it particularly attractive to operators who need reliable equipment at short notice.

A distinctive feature of Loquen’s approach is its hybrid business model. While primarily focused on equipment rental, the company maintains the ability to sell equipment when it best meets customer needs. This flexibility is supported by a detailed analysis of demand for each customer, ensuring that the most cost-effective solution is provided.

Investment in technical expertise has been

For industry

▸ Have a business owner mentality and a strong sense of responsibility, especially when it comes to employees.

For government

▸ Free the country from excessive taxes and implement a meritocracy.

Loquen at a glance:

Key products and services: rental and sale of cargo handling equipment, mooring and fenders;

Main industries served:

▸ Oil and gas – 100%

Headquarters: Macaé, Brazil

Year of foundation: 2018

Number of employees: 63

particularly crucial. Loquen has built a strong team capable of providing comprehensive maintenance and certification services to ensure that all leased equipment meets rigorous safety standards. This technical capability has become a key differentiator, especially in high-risk environments such as offshore platforms, where equipment reliability is paramount.

Loquen has delivered impressive results. Profit margins have been consistent since 2020, while the company now serves over 90 customers and continues to expand its rental offerings. This success is reflected in strong financial performance, with revenues growing and profit margins maintaining healthy levels.

Looking ahead, the company is eyeing significant international expansion, targeting strategic locations such as Rotterdam, Houston, Portugal and Dubai. It intends to establish bases in multiple regions, with plans to invest R$6 million in each new rental operation once regional sales reach R$10m. This expansion strategy, coupled with continued innovation in equipment solutions, positions Loquen for sustainable growth in the global lifting and hoisting equipment market.

LRQA

Transforming risk management through AI and mixed reality innovation

Leanne Halliday Global Head of Energy and Renewables

How is LRQA thriving?

LRQA is reimagining global risk management with its strategic AI deployment and use of mixed reality technologies. With over 5,000 employees across more than 150 countries serving 61,000 clients, the company achieved revenue of £423m in 2024 and is targeting record growth in 2025. The implementation of Halo mixed reality glasses is enabling remote inspections and real-time collaboration, demonstrating how LRQA is moving beyond traditional inspection and assurance to provide comprehensive risk intelligence. LRQA is also expanding its EiQ supply chain intelligence software with AI enhancements, which will transform how supply chain professionals interpret, analyse and report on data across their global supply chains. Internally, LRQA’s own digital transformation initiative, launched in January 2024, has established a dedicated data science team and integrated AI capabilities.

The challenge - LRQA, the global assurance partner with deep technical expertise in assessment, advisory, inspection, and cybersecurity services, recognised a fundamental shift in the risk management landscape around 2020. Clients were faced with new challenges around three global trends — ESG considerations, supply chain complexity, and evolving cyber security threats. Traditional assurance models were becoming insufficient to meet this new era of risk management.

The company observed that risks were no longer confined to traditional quality and inspection concerns. Clients faced an expanded spectrum of challenges including cyber threats, sourcing responsibly, achieving product integrity, navigating the energy transition, and assuring their assets and management systems – all while adopting AI and technology with confidence. These risks were interconnected rather than sitting in isolated silos, requiring a more holistic approach to risk management.

The solution - In response, LRQA launched a digital transformation initiative in January 2024 at its global management conference. The company established a dedicated team of 60 engineers, including a data science team and AI think tank, fully integrated into the business rather than operating as a separate entity.

A crucial breakthrough came with the implementation of Halo mixed reality technology. LRQA invested in Trimble HoloLens devices, which use mixed reality to perform immersive pre-construction walkthroughs with 3D model overlays on equipment being manufactured. This innovation allows inspectors to wear smart glasses that stream live data to offices, enabling real-time collaboration with technical experts worldwide. The technology enhances safety by keeping inspectors’ heads up and hands free while completing tasks, and makes LRQA’s experts accessible to clients regardless of location.

The first major deployment of Halo technology occurred in Q4 2024 with a large greenfield oil and gas project. The client faced challenges with reducing non-conformances on critical items in offshore yards and needed access to technical experts in remote locations. The Halo system successfully provided mixed reality capabilities to accelerate construction pace and mitigate risks earlier in the construction cycle, while enabling real-time collaboration between inspectors, clients, engineers and subject matter experts.

LRQA’s digital transformation also expanded to its supply chain intelligence software, EiQ, which covers key sectors and continuously scans media for risks and delivering datadriven insights to help clients achieve supply chain confidence. The software is undergoing its next phase of development, be being integrated an innovative Generative AIpowered supply chain intelligence agent, that will transform how supply chain professionals interpret, analyse and report on data.

Furthermore, in 2024, LRQA also has an ambitious mergers and acquisitions strategy and has recently acquired three additional companies to accelerate its capabilities: Eco Engineers (US-based, specialising in carbon management, hydrogen, CCS, and biofuels), Reset Carbon (Asia-based, focused on carbon regulations and LCA modelling), and Ergon (human rights consultancy specialising in gender equality assessments). These acquisitions brought enhanced technical expertise and expanded its global reach.

The company also restructured its organisation in early 2025, moving from service line divisions to more sector-focused teams. This change recognised that risks don’t operate in silos and enabled more comprehensive solutions for specific industries.

LRQA’s technological transformation has

Story type

#digital & AI (main category) #transformation

Benefits

▸ LRQA went beyond simply being a traditional assurance provider.

▸ Full potential of the Halo technology successfully demonstrated.

Key findings

For young people

▸ Be curious and ask questions – bring a fresh perspective.

For industry

▸ Make technology a leadership topic –it’s a client-facing value driver.

For government

▸ Set a global carbon price similar to the international trade price of oil.

LRQA at a glance:

Key products and services: assessment, inspection, advisory and cybersecurity services.

Main industries served:

▸ Oil and gas – 25%

▸ Offshore renewable energy – 5%

▸ Nuclear power – 5%

▸ Hydrogen – 2%

▸ Onshore renewable energy – 2%

▸ Conventional power – 0.5%

▸ Energy storage – 0.5%

▸ Others (non-energy) – 60%

Headquarters: Birmingham, UK

Year established: 2021

Number of employees: 5,000

Revenue: £423m

already delivered measurable benefits. The analytics capabilities are generating more consultancy opportunities, clients gain realtime access to technical experts, and there are significant cost and emissions reductions through reduced travel requirements. The combination of AI-driven insights and mixed reality capabilities positions LRQA to address modern supply chain complexities while maintaining its core assurance expertise.

By embracing technology while fundamentally changing its organisational structure and mindset, LRQA has successfully evolved from a traditional assurance provider to a comprehensive risk intelligence partner. Its approach demonstrates that digital transformation requires more than just adopting new tools – it demands organisational change and cultural shift to unlock technology’s full potential.

LV Logistics

A five-pronged strategy to deliver on growth targets

Martin Jones Global Sales & Tender Manager

How is LV Logistics thriving?

Through a strategically implemented focus on internal collaboration across its global network of 36 offices, Royal Dutch LV Logistics is transforming its operational approach to unlock new growth opportunities, particularly in project logistics. By developing five key strategic pillars, LV is enhancing both internal efficiency and client service delivery. The privately-owned, family-run business has set ambitious targets of minimum 5% growth across all sectors annually, with a particular focus on expanding its projects business beyond the current 10% of UK revenues. The early signs are positive, as the firm is already benefiting from improving supply chain visibility and operational processes, which is gearing it up for sustainable growth.

The challenge - As an independent, family-run logistics provider with a 100-year heritage and Royal Dutch warrant, LV Logistics had set ambitious three-year growth targets. However, spiralling freight rates in 2021-22 significantly impacted these plans and prevented the company from hitting its growth targets.

With a renewed determination to accelerate growth, and a specific aim for at least 5% annual increases across all sectors while also improving UK profitability, LV recognised the need for structural change. The company needed to diversify faster, reduce its reliance on UK oil and gas operations, and substantially grow its projects business.

Meanwhile, a historical lack of cross-border collaboration within the group created inefficiencies, and increasing client demands for sustainability reporting and enhanced supply chain visibility required new capabilities. With travel restrictions due to corporate CO2 reduction targets further complicating coordination efforts, LV needed a plan to overcome these obstacles.

The solution - Such a plan took the form of a three-year strategic change programme (20252027) built around five core pillars – expanding customer relationships, investing in employee development, contributing to sustainability, developing innovative digital services, and delivering optimal customer experiences.

Central to this transformation was a fundamental shift in how the company operates across borders. Recognising that its global network of 36 offices represented both an untapped resource and a competitive advantage, LV set about enhancing internal collaboration to streamline operations and create a more unified client experience.

Implementation of the three-year programme began with leadership changes in 2024. New co-directors were appointed for the UK business, while Martin Jones joined as Global Sales & Tender Manager, specifically tasked with expanding the projects side – a key growth area targeting significant expansion beyond its current share of less than 10% of UK revenues.

To support this pivot, LV enhanced supply chain visibility by investing in improved tracking capabilities, a move which has provided clients with unprecedented transparency. Sustainability became another cornerstone, with investments put into tracking CO2 emissions, which is a growing requirement in client tenders. Combined with enhanced compliance capabilities, these initiatives have helped LV compete more effectively in specialised markets such as offshore wind.

There are numerous real-world examples which underline the success of the change programme to date. For example, when managing a complex shipment from Rotterdam to Azerbaijan, teams in the Netherlands and Baku coordinated daily to overcome port congestion issues through shared planning and local expertise. In another case, when faced with a last-minute reroute of Class 1 supplies to the US, teams across three countries rapidly mobilised, each bringing regional expertise to ensure timely delivery.

LV’s global coordination extends to its 24/7 operations, with the UK Control Tower working closely with Asian colleagues to monitor overnight movements. For global drilling clients, account managers in the UK, Brazil and US coordinate seamlessly to offer a single point of contact regardless of operation location.

Knowledge sharing has become institutionalised through the company’s Learning Management System, with recent initiatives such as container optimisation sessions bringing together teams from multiple regions.

While still in its initial stage, the three-year programme has clear measurement frameworks

Story type

#collaboration (main category)

#optimisation

Benefits

▸ LV Logistics projects a 10% growth in 2025 while it strategically diversifies into new markets.

▸ Internal improvements have been made with the new standardisation of processes, allowing teams to collaborate in an easier and more efficient way.

Key findings

For young people

▸ Read – to stay engaged, to learn, and to question everything.

For industry

▸ Stay calm and focused, even in chaotic markets.

For government

▸ Reduce the costs of doing business in the UK.

LV Logistics at a glance:

Key products and services: projects logistics services provider.

Main industries served:

▸ Offshore renewable energy – 10%

▸ Oil and gas – 5%

▸ Conventional power – 1%

▸ Onshore renewable energy – 1%

▸ Others (non-energy): industrial machinery – 82%

Headquarters: Vlaardingen, Netherlands

Year established: 1921

Number of employees: 625 (UK)

Revenue: £93.5m (UK)

Revenue from exports: 35%

tracking progress against targets. The company is projecting 10% growth for 2025 while strategically diversifying into promising sectors such as nuclear, defence and carbon capture –this is creating a solid foundation for achieving LV’s ambitious long-term goals.

The standardisation of processes across the Group has been a significant enabler of this newly collaborative way of doing business. By creating common systems and workflows, LV has made it easier for teams to work together despite geographical separation. This standardisation, combined with the company’s family-run ethos and independent decision-making capability, allows LV to be both agile and consistent, meaning it can now respond quickly to market opportunities while maintaining service quality.

Mammoet UK

Enabling the world to build bigger than ever before while reducing carbon impacts

Story type

#innovation (main category)

#energy transition, #service & solutions

Benefits

▸ SK6000 re-defines construction supply chain for large energy and infrastructure projects.

▸ Removes construction design bottlenecks, allowing new economies of scale to be realized.

▸ The crane will help to guarantee the constructability of emerging sustainable energy forms.

Key findings

For young people

Alex Scott

Gavin Kerr Global Nuclear Segment Lead Director Global Services

How is Mammoet UK thriving?

Mammoet offers heavy lifting and transport services to energy and infrastructure customers in the UK, blending local knowledge with the expertise of a global organization to deliver more efficient supply chains.

Whether installing the New Wear Bridge in Sunderland, marshalling key components for Hornsea Offshore Wind Farm or helping to install power generating nuclear components at Hinkley Point C, Mammoet is helping communities and economies to thrive, across the country.

Moreover, it is innovating to solve the central challenges of the energy transition, bringing down the carbon impact of its own operations through the development of electric equipment, and elsewhere exploring alternatives such as HVO and hydrogen to lower emissions.

This extends to its very largest equipment. Mammoet’s SK6000 crane – delivered to the market late last year - is not only the strongest land-based crane in the world – but has been built with full electric operation in mind –from the grid, hydrogen or battery packs.

The challenge – As populations grow, so do our energy needs. Chasing larger yields at higher elevations, offshore wind components are growing taller and heavier by the year. New nuclear plants are utilizing larger components to build facilities from fewer pieces and hence bring them online quicker - providing a reliable base load. In the petrochemical sector, facilities must modernize and diversify their product ranges - often without expanding their footprints.

To serve these needs and more, a new crane was needed with an enhanced lifting capacity, capable of hoisting loads at a greater height and further outreach than ever before. In so doing, this machine would safeguard the future constructability of offshore wind facilities, while allowing customers across the energy and civil sectors to redesign supply chains and realise greater efficiencies than ever before possible.

The result was the SK6000.

The solution – Using 4,200t of ballast as its anchor, the SK6000 can lift up to 6,000 tonnes, while in its base configuration, a maximum radius of 160m is achieved. This gives it a minimum reach longer than two football fields, and the capacity to lift the weight of over thirty 747 aircrafts.

The crane is rated for a load moment of 520,000 tonne metres: a common measurement for strength in the industry. This is well over one and a half times greater than the rated load moment of its predecessor the SK350 – which has a maximum capacity of 5,000t and 350,000 tonne meters, and was previously the world’s strongest land-based crane. This load moment is also more than double its nearest competitor.

Aside from mere technical specifications, this crane marks a step away from traditional product-based thinking, with Mammoet seeing the necessity for scalable and versatile lifting systems due to the pace of growth in the market. With wind turbines, construction modules, and reactors growing in size at an increased rate, systems such as the SK range of cranes allow its customers to realise economies of scale comparatively quickly.

By designing the SK series in a modular fashion, it can grow incrementally alongside market demands and becomes more resilient against obsolescence than bespoke solutions.

Sustainability is also central to its design. Indeed, using existing components from the SK series helped to save around 4,000 tonnes of CO2 during construction. Further, being fully electric, it offsets 400 tonnes of carbon annually during its operational life. As proof of concept, all operating modes of the SK6000 have been tested using electricity, powered by containerised batteries with output equivalent to 20 electric cars.

The SK6000’s versatility, precision, and sheer lifting power enables Mammoet customers to transition to cleaner power sources and build more safely and efficiently in larger pieces – shrinking the logistics, integration and

▸ Be closely involved with some of society’s greatest challenges – and travel the world while doing so!

▸ Work on generation-defining projects in energy and infrastructure that people will be talking about for decades to come.

For industry

▸ What more can we do to enable the energy transition to move at pace to reach our goals from COP?

▸ Mobility of people, equipment and services is vital to tackle challenges on a global scale. This is becoming more difficult.

For government

▸ How can we encourage young people to consider working in the construction industry?

▸ Promote the skilled trades to young people. Why wouldn’t someone want to be a crane operator? It’s a job that offers the chance to travel the world, working on exciting projects - and earn a good living whilst doing so.

Mammoet UK at a glance:

Key products and services: heavy transport, heavy lifting, heavy construction and decommissioning.

Main industries served:

▸ Offshore renewable energy – 25%

▸ Nuclear power – 15%

▸ Oil and gas – 20%

▸ Carbon capture – 3%

▸ Conventional power – 2%

▸ Others (energy): transmission – 4%

▸ Others (non-energy): civil construction, infrastructure and shipbuilding – 35%

Headquarters: Schiedam, Netherlands

Year established: 1807

Number of employees: 5,000

Revenue: £1.4bn

mobilization phases of projects.

Backed by a highly experienced team, Mammoet continues to rise to the most complex heavy lifting and transport challenges – across the UK and abroad.

McDermott

IGNITE innovation programme drives operational efficiency and cost savings

Gareth Gregory Director, Commercial

How is McDermott thriving?

McDermott’s Offshore Middle East business successfully reinvigorated its workplace innovation culture through the relaunch of its IGNITE programme in 2024. The programme has since prompted active participation from employees and several ideas have progressed through the review stages and are now being implemented. The results are measurable and include improved operational efficiency, while advancing McDermott’s commitment to sustainability.

The challenge - The COVID-19 pandemic impacted McDermott’s established innovation processes and workplace collaboration during 2022 and 2023. Whilst health protocols were essential for employee safety, they inadvertently decreased organic interactions where innovation previously flourished. During this time, the SPARK innovation programme, which preciously captured workforce ideas, became dormant.

By early 2024, McDermott recognised the need to reestablish crucial communication channels between organisational tiers to tap into the workforce’s valuable knowledge to improve efficiency and competitiveness.

The solution - McDermott’s Middle East leadership relaunched the IGNITE innovation programme as a comprehensive, structured forum through which all employees can propose innovative ideas to improve operations across safety, quality, efficiency, productivity and environmental sustainability.

The IGNITE process begins with simple PowerPoint submissions to a central mailbox. Ideas undergo technical review by a diverse panel of subject matter experts (SMEs) representing all disciplines. The SMEs then offer insights to refine and enhance each idea into a final, polished concept. Proposals scoring above 60% then advance to a steering committee round comprised of senior management representatives with authority to approve implementation. This ensures maximum exposure and support for

Anu Wilson Senior Manager, Project Controls

viable concepts whilst maintaining rigorous evaluation standards.

Crucially, the programme spans the entire business line, breaking down traditional silos that might otherwise limit innovation. McDermott implemented extensive promotion across all locations, utilising digital signage, toolbox talks and multilingual communications to ensure accessibility for the diverse workforce.

To encourage participation, McDermott introduced scaled financial rewards for implemented ideas, alongside global internal recognition. The programme fosters improved communication and contact throughout the organisation – progress updates are regularly shared via the company’s intranet site and inspire similar initiatives across global operations.

A standout example demonstrates the programme’s impact, where an employee suggested to increase spool lengths from 65m to 90m for offshore installation projects. This seemingly simple modification delivered multiple benefits including reduced spool quantities and flanges, decreased diving time, shorter offshore installation durations and reduced fuel consumption. For McDermott, this translated into optimised costs, whilst the client benefited from reduced leak probability and lower annual maintenance costs.

The programme’s success stems from McDermott’s existing advantages – a large, knowledgeable workforce, previous experience with innovation programmes, strong senior management appetite for continuous improvement, and an established culture emphasising employee empowerment and engagement. Meanwhile, the company’s emphasis on two-way communication ensures employees receive support in developing and presenting their ideas effectively.

Within the last 12 months, employees across diverse departments including marine operations, engineering, project controls and

Story type

#people & competency (main category)

#culture

Benefits

▸ Cost savings and operational efficiency improvements for McDermott and its clients, and environmental benefits enabled by the programme.

Key findings

For young people

▸ Focus on the deployment of new technologies and concepts in new and conventional energy markets.

For industry

▸ Be prepared to delve into the outlook and aspirations for your respective business divisions.

For government

▸ Develop a solid, long-term energy transition plan.

McDermott at a glance:

Key products and services: engineering and construction solutions.

Main industries served:

▸ Oil and gas

▸ Offshore renewable energy

▸ Hydrogen

▸ Carbon capture

▸ Energy storage

Headquarters: Houston, US

Year established: 1923

Number of employees: 30,000

supply chain management have contributed innovative solutions. The programme has delivered cost savings, operational efficiency improvements and environmental benefits, for example through reduced operational time and fuel consumption.

Overall, McDermott’s IGNITE programme demonstrates how organisations can successfully restore and enhance innovation culture following disruption. By creating structured pathways for employee ideas whilst maintaining open communication and recognising contributions, companies can unlock significant operational improvements. IGNITE’s success reinforces that innovation thrives when organisations provide clear processes, senior management support and recognition for employee contributions.

Metalcoating

Beyond the surface, reinventing the way Metalcoating delivers protection solutions

Pablo

Costa Sales & Business Development Director

How is Metalcoating thriving?

Founded in 2000, and established in 2001 in Rio das Ostras, Brazil, Metalcoating Revestimentos Ltda has evolved from a traditional anticorrosion coatings specialist into a provider of fully integrated surface protection solutions. In 2021, the company achieved another milestone, awarding key offshore custom coating projects with anticorrosive solutions, and by 2025, expanded its capabilities to include thermal insulation services through targeted technology investments.

With a team of approximately 65 experienced professionals and growing expertise across oil and gas, conventional power, and other industrial sectors, Metalcoating is now eligible to work directly with Tier 1 players — including major EPCIs such as TechnipFMC, Saipem, Subsea 7 and others. The acquisition of a domestically manufactured three-stream pump further enhanced the company’s ability to deliver customised solutions for Brazil’s increasingly complex pre-salt demands, with a strategic focus on projects such as Búzios 10, Búzios 11, Atapu 2, Sépia 2 and beyond.

The challenge - As offshore projects in Brazil became more technically demanding, Metalcoating reached a turning point. While the company had successfully delivered anti-corrosion coating services for subsea structures in Mero 1 and 2 (via subcontracted partnerships under TechnipFMC), the specifications for new projects such as Mero 3, Mero 4, Búzios introduced a new level of complexity — requiring full combined solutions and, in special, thermal insulation capable of withstanding temperatures above 100°C, compared to the previous projects.

This shift revealed a market gap: insulation providers often offered costly stand-alone solutions, while only a few major players were prepared to deliver complete, integrated scopes. Petrobras’ SURF specifications provided a range of acceptable and specific solutions, further increasing pressure on local and qualified suppliers.

Despite having strong technical capabilities,

Metalcoating was at risk of exclusion from future projects due to a lack of formal insulation qualifications. As a result, strategic Tier 2 clients began demanding often full compliance packages — including technical dossiers, product data books, certified assets, and dedicated project teams — pushing Metalcoating to evolve from a single-service subcontractor into a qualified, multi-solution partner.

The solution - Metalcoating’s strategic transformation began with a clear vision: to survive and thrive in Brazil’s offshore market, it needed to become a full-scope service provider of custom coating solutions.

Taking bold action, the company eliminated intermediaries and began engaging directly with Tier 1 EPCs and key clients.

As mentioned, a major milestone in this journey was the investment in a domestically manufactured three-stream pump, ordered in 2023 and delivered in 2024. This equipment enables the precise application of advanced, catalyst-based insulation materials — essential for high-temperature resistance in demanding subsea environments.

In parallel, Metalcoating initiated a full restructure of its internal operations: developing compliance frameworks, producing detailed technical documentation, assembling dedicated multidisciplinary teams and equipping a state-ofthe-art laboratory. The company also enhanced its base infrastructure to support pre-assembly activities while maintaining the flexibility required for on-site execution.

A breakthrough then came - TechnipFMC selected Metalcoating to provide corrosion protection for the Búzios 6 GE Jumper Scope of Work — validating its technical excellence and laying the foundation for future engagements. This recognition not only strengthened Metalcoating’s position as a trusted partner in anticorrosion protection but also opened the door to offering integrated insulation solutions to other clients — and potentially, to TechnipFMC itself.

This transformation was not easy. It required

Story type

#service & solutions (main category) #collaboration

Benefits

▸ Metalcoating’s technical knowledge, competitiveness has secured a contract win with Technip.

▸ The company’s new approach has improved collaboration with clients.

Key findings

For young people

▸ Always stay vigilant and curious – be aware of where you are in the sector, have a dynamic life.

For industry

▸ “We have never arrived; we are always becoming.” We are always in constant change in life. Understanding the O&G market is a metamorphosis.

For government

▸ How is it possible that there is no master plan for energy growth in Brazil? It’s no use having three equatorial margins and not knowing what to do with them. Why haven’t we left a legacy?

Metalcoating at a glance:

Key products and services: anticorrosive and thermal insulation coatings.

Main industries served:

▸ Oil and gas – 60%

▸ Conventional power – 30%

▸ Nuclear power – 10%

Headquarters: Rio das Ostras, Brazil

Year established: 2001

Number of employees: 65

Revenue: £2.65m

significant organisational changes, including the development of new collaboration models, dedicated client spaces, and deeper integration of knowledge and processes. Today, Metalcoating is preparing to compete in major upcoming tenders — including Atapu, Búzios 9–11, SEAP 1 & 2, Sépia 2, among others — with delivery models specifically tailored to Brazil’s complex offshore contracting environment.

This strategic evolution is not just a win for Metalcoating—it’s a testament to the strength of Brazilian industrial capability. By integrating value-added services, embracing innovation, and aligning boldly with market demands, Metalcoating reinforces that national players can lead, not follow, in shaping the future of offshore excellence.

MGH Offshore

Diversification drives rapid growth from £600k to £6m in three years

Matthew Lynn Managing Director

How is MGH Offshore thriving?

Since launching full-time operations in 2021, MGH Offshore (MGH) has been on a journey of rapid growth, expanding from a singleperson consultancy to a 21-strong team supporting multiple contractors across global energy projects. The electrical and mechanical engineering specialist has delivered year-onyear doubling of revenues, reaching £6m in 2024 from £600k in 2021. Through strategic acquisitions, international expansion, and service diversification, MGH has transformed from a wind-focused contractor to a global energy services provider operating across renewables, battery storage, rail, and oil & gas sector.

The challenge - MGH faced significant vulnerabilities in its early growth phase, with 95% of revenue concentrated with a single client by mid-2022. As a rapidly growing SME, MGH encountered cashflow pressures which were exacerbated by large clients’ slow payment processes.

Additionally, the company struggled with international mobility constraints postBrexit. These visa and mobility challenges significantly impacted MGH’s capacity to expand internationally and compete effectively in European markets. The combination of client concentration risk, cashflow pressures and mobility restrictions threatened to constrain the company’s ambitious growth trajectory despite strong market demand for its specialised electrical and mechanical engineering services.

The solution - MGH embarked on an aggressive expansion strategy in 2022 and fundamentally transformed its business model and service capabilities. The company’s first major move involved acquiring an NFPAaccredited fire and gas company, making it one of only five firms in Europe capable of providing comprehensive fire and gas safety services within its core services.

This acquisition enabled MGH to offer complete substation operations services across offshore and onshore wind sectors, which significantly expanded its addressable market. The company then recruited specialist engineers to strengthen their offering – allowing it to provide turbine-to-grid engineering solutions, alongside comprehensive fire and gas services, something of a unique value proposition in the market.

In 2023, the company opened an office in Glasgow to support Scottish operations and registered in the US, establishing an office in Wilmington, Delaware. This international presence enabled MGH to engage with major US developers and demonstrate its commitment to global markets.

The acquisition strategy continued aggressively into 2024, with MGH purchasing KPL Engineering, an HVAC company primarily focused on serving the UK rail industry. The company also invested in physical infrastructure, acquiring 2,500 sqft of office space and 16,000 sqft of industrial workspace on a 2.5-acre site to provide operational flexibility and support further expansion.

MGH’s client diversification efforts proved highly successful, culminating in signing a global master services agreement with a major global energy developer. The company successfully delivered complex projects, including executing electrical and mechanical construction works on a 150MW battery energy storage system (BESS), mobilising over 60 personnel who completed the work scopes on time and within budget. The BESS project showcased MGH’s expertise in specialised HV and LV electrical installation, including 33KV cable systems and DC link connections between power conversion systems and battery units, strengthening the UK’s grid stability infrastructure.

In parallel, MGH has demonstrated its technical capability in offshore and onshore substation works, managing comprehensive hook up and black start campaigns, along with HV & LV installations, for wind farm connections while navigating challenging marine environments and strict regulatory requirements. Its turnkey approach included specialised rectification works to convert wind farm AC power to DC for efficient transmission, backed by a robust risk management strategy and advanced marine operations using crew transfer and Jack-up vessels.

Central to MGH’s success has been maintaining a flat organisational structure, enabling rapid decision-making without external investor constraints. The company operates on principles of quality, honesty and relationship-building, often prioritising long-term partnerships over shortterm profits. This approach also involves maintaining work-life balance for employees, fostering strong company culture through team-building activities, and building deep relationships within local communities.

MGH’s commitment to quality remains uncompromising – the company has walked

Story type

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

Benefits

▸ MGH Offshore targets expansion to Europe, UAE and Taiwan.

▸ The company is growing without debt, external investment or government grants.

Key findings

For young people

▸ Focus on being really great and having a specialism. Don’t just chase the money.

For industry

▸ Foster relations, build strong unified teams, focus and prioritise, communications at all.

For government

▸ Make the UK a manufacturing nation – energy independent. Remember our historical allies and work with them.

MGH Offshore at a glance:

Key products and services: electrical engineering.

Main industries served:

▸ Offshore renewable energy – 50%

▸ Energy storage – 15%

▸ Others (energy) – 20%

▸ Others (non-energy) – 15%

Headquarters: Washington, UK

Year established: 2017

Number of employees: 21

Revenue: £6m

Revenue from exports: 25%

away from lucrative contracts exceeding £1m when unable to guarantee quality standards within unrealistic timeframes being proposed clients. This dedication to excellence has built strong client relationships and repeat business across all sectors.

The company’s rapid response, exemplified by the ability to mobilise personnel between Christmas and New Year after receiving confirmation of contract award just four days earlier, sets it apart from competitors. This agility, combined with MGH’s solutionsfocused approach and willingness to work closely with clients to resolve challenges, has established the company as a trusted partner across the energy sector.

Currently, MGH is continuing its international expansion journey by targeting Europe, UAE and Taiwan, whilst growing its presence in hydrogen and battery storage sectors. Crucially, the company is achieving this growth without debt, external investment or government grants, a feat which demonstrates the strength of its business model and growth strategy.

Monaco Engineering Solutions

Dynamic risk assessment of competence attrition in the oil and gas industry

Riccardo Bandini Operation Manager, Italy

How is Monaco Engineering Solutions thriving?

Founded in 2006, Monaco Engineering Solutions (MES) is a specialised consultancy providing technical safety and asset integrity services to energy, petrochemical, and industrial sectors globally. Originally supporting EPC contractors, MES now also partners directly with operators— applying its expertise and adaptability to deliver effective, tailored solutions to complex challenges.

The challenge - The crux of MES’ challenge stems from its desire to support operators directly. Pivoting in this direction, one major client – a leading Middle Eastern energy company with global operations –presented a particularly complex challenge.

In a context in which oil and gas companies are experiencing an increase in people movement, either internal (promotion, job reassignment, secondment, leaves, etc.) or external (retirement, termination, resignation, etc.), the client acknowledged that this situation may diminish the competence of critical roles and therefore expose their assets to process safety and asset integrity risks.

The client faced the challenge, particularly as they aimed for higher production and efficiency. In line with common practice across the global oil and gas industry—where a standardised approach has yet to be established—, there was an opportunity to develop a systematic method to assess and forecast the impact of fluctuating competencies on performance over time

The client sought a new, credible and quantifiable methodology to assess competency risk that would also provide visibility into how these risks varied across assets and clarify which technical disciplines were most impacted by gaps in specific roles. This insight would enable the development of actionable mitigation strategies.

The solution - When the client engaged MES for support, the firm started out by conducting in-depth interviews with senior personnel at the client’s headquarters. This collaborative effort aimed to gain a clear understanding of how workforce competency was being managed and how it was linked to operational risk.

With this phase completed, MES set about developing up a new risk assessment methodology, using one of the client’s plants for its proof-of-concept.

Roberto Garbuglia Global Asset Integrity Director

The pilot began with a role criticality assessment aimed at identifying and ranking the most critical roles, ensuring that all Asset Integrity and Process Safety positions were appropriately considered. MES then analysed HR data and turnover trends, ranked the risk associated with job roles based on their criticality to plant safety and performance, linked each role to specific asset-level key performance indicators (KPIs), and forecasted trends in performance degradation due to loss of experience and knowledge. The methodology was then fine-tuned based on the trial, carried out at this initial plant.

The pilot proved crucial, enabling MES to refine and calibrate the model under operational conditions, where assumptions could be tested and analysis improved. Despite significant time pressures, the successful completion of the pilot established confidence with the client’s leadership and paved the way for a broader rollout.

Once validated, MES rapidly scaled the methodology across 80% of the client’s asset base. It was able to run assessments in parallel across different plants, drawing from the learnings of the initial pilot to accelerate progress.

The results provided powerful insights. Indeed, while no immediate threats to production were identified, the analysis showed clear signs of strain in some areas including a rising backlog of technical work, early indicators of loss of containment and growing performance variability.

The real concern lay in the mid- to long-term, particularly given the anticipated extensive asset growth combined with a significant number of planned retirements. Without targeted intervention, the gradual reduction of competency in key roles could increase the risk of major safety incidents and operational failures.

To support the client in addressing these challenges, MES delivered a comprehensive risk-based recovery and mitigation plan. This included practical, actionable steps such as transferring experienced personnel from lower-risk plants, rebalancing workloads and implementing structured approach to succession planning. Additionally, a competency assurance framework for Asset Integrity and Process Safety roles, supported

Story type

#service & solutions (main category) #collaboration, #people & competency

Benefits

▸ Second project phase commissioned by client.

▸ Tailored high-quality solution maximising value for client.

▸ MES showcased it can help clients navigate major structural changes.

Key findings

For young people

▸ Find your way and you will learn.

For industry

▸ Don’t be solely number-oriented. Understand the value in your people.

For government

▸ Invest in human resources through education and research.

Monaco Engineering Solutions at a glance:

Key products and services: consultancy services. Main industries served:

▸ Oil and gas – 95%

▸ Conventional power – 2%

▸ Offshore renewable energy – 1%

▸ Onshore renewable energy – 1%

▸ Hydrogen – 1%

Headquarters: Leatherhead, UK

Year established: 2006

Number of employees: 200

Revenue: £22.4m

Revenue from exports: 75%

by targeted training and certification program, was introduced for sustainably and continuously building competency. These recommendations were designed not just to manage risk, but to protect long-term business performance. As part of the implementation, the client adopted a formal procedure to regularly assess competency-related risks and established KPIs to continuously monitor and respond to potential attrition in critical roles.

The client’s executive leadership approved the findings and expressed strong confidence in MES’ approach and recommendations. As a result, they commissioned a second phase to cover the remaining of their global facilities. MES then completed the full assessment by January 2025 and presented the results to the company in April 2025.

By demonstrating a clear link between workforce dynamics and asset risk in a quantified, plant-specific, and actionable manner, the project showcased the firm’s ability to not only deliver technically sound solutions, but also to help clients navigate major structural changes in their workforce, operations and long-term business strategy.

Mott MacDonald

Strategic upskilling powers ambitious growth trajectory for Mott MacDonald’s energy team

Prem Mahi Technical Excellence Director – Energy

How is Mott MacDonald thriving?

Mott MacDonald has navigated unprecedented growth of nearly 30% in revenue over the past three years while also implementing a comprehensive upskilling strategy to maintain its reputation for technical excellence.

New team members have been supported to quickly develop the technical capabilities and cultural understanding needed to deliver complex projects. This approach has enabled the company to grow its presence across Europe in key markets including France, Spain, Italy, Bulgaria, and Serbia, while maintaining a strong reputation for handling technically challenging, high-value projects.

The challenge – Mott MacDonald is an employee-owned consultancy with over 20,000 people across more than 50 countries, offering expertise across the energy, transport, water, buildings, and wider infrastructure sectors. However, the organisation faced a significant challenge when rapid growth in the energy sector created unprecedented demand for its services, necessitating a substantial expansion of the workforce.

To demonstrate how the company responded, by the end of last year, 60% of the energy unit workforce consisted of employees who had joined within the previous three years—a figure projected to reach 80% by the end of 2026. While this is beneficial for meeting project demands, it also presents challenges for maintaining technical capabilities and preserving cultural identity.

This rapid influx of new talent required new team members to undergo not only technical training but also effective cultural integration. Existing experts were tasked with mentoring new colleagues in addition to managing their own demanding workloads. Furthermore, the organisation needed to balance resource utilisation across different energy sectors to ensure consistent service quality.

The solution – Mott MacDonald’s energy team launched a comprehensive five-year upskilling campaign in 2022, designed to address the need to recruit and retain

staff. Rather than adopting a one-size-fitsall approach, the organisation developed a flexible framework tailored to individual employees based on their existing skills, experience, and potential.

The programme draws on the 70:20:10 model of professional development, recognising that approximately 70% of learning occurs through on-the-job experience, 20% through mentoring and coaching, and 10% through formal training.

A key element of this initiative was the expansion beyond the UK into mainland Europe, with the establishment and growth of energy offices in France, Spain, Italy, Bulgaria, and Serbia. This strategic move leveraged regional strengths—such as Bulgaria’s expertise in advanced analysis, Spain’s early adoption of renewable energy, and the UK’s civil engineering heritage. These European offices are already delivering tangible benefits, including increased employee loyalty and competitive cost structures, with teams able to support UK projects remotely— in some cases, with up to 90% of the work delivered from locations such as Italy.

The upskilling programme is supported by robust structures, including a carefully designed induction process, technical coaching, comprehensive written resources, and knowledge-sharing initiatives. For experienced hires, the approach is customised to address specific skill gaps through targeted development. Additionally, the company has enhanced its support for team members pursuing chartered professional status, encouraging broader achievement of this industry recognition.

The success of the programme is reflected in several performance indicators, including employee engagement surveys measuring up to 60 factors such as technical competence, inclusion, and alignment with company values. Additional metrics include training completion rates, professional chartership achievements, client satisfaction, and repeat business rates.

The initiative has already delivered strong results. Graduate chemical engineer, Xheni Poshnjari, joined the company in its Genoa office to initially assist with employee training. Through the upskilling programme, Xheni gained good technical knowledge to deliver valuable engineering and safety work on client energy projects.

Employee retention remains high, particularly in

Story type

#people & competency (main category)

#scale up

Benefits

▸ Company’s energy team upskill programme has achieved impressive results on employee retention and training opportunities.

▸ Technical excellence with repeat business driving approximately 20% of the overall 30% energy unit growth.

For young people

▸ Keep an open mind, say ‘yes’ more often than ‘no’ and don’t be afraid to ask questions.

For industry

▸ To achieve our climate change targets, don’t look to government as politicians will come and go. Do what is within your power and capabilities to progress.

For government

▸ Change the planning laws – they are a barrier to onshore renewable energy.

Mott McDonald at a glance:

Key products and services: multi-sector engineering, development and management consultancy services.

Main industries served:

▸ Nuclear power – 35%

▸ Conventional power – 25%

▸ Onshore renewable energy – 15%

▸ Oil and gas – 10%

▸ Hydrogen, CCUS and energy storage –10%

▸ Offshore renewable energy – 5%

Headquarters: London, UK

Year established: 1989

Number of employees: 20,000

Revenue: £2.37bn

mainland Europe where Mott MacDonald has successfully established its energy presence. Training participation and the number of team members achieving chartered status have both increased significantly. Crucially, the organisation has maintained its reputation for technical excellence in the energy sector, with repeat business contributing substantially to the overall 30% growth.

With two years remaining in the five-year campaign and projected growth of 20–25% for 2025, the company is also exploring how artificial intelligence can supplement internal knowledge, with multiple working groups and trial initiatives currently underway.

By focusing on systematic upskilling and strategic geographical expansion, Mott MacDonald has effectively navigated the challenges of rapid growth in the energy sector while preserving its core strengths in technical excellence and complex project delivery.

MSA Safety

Customer-centric approach drives MSA Safety’s global expansion

Victor Kiem Vice President APAC

How is MSA Safety thriving?

With a laser focus on customer-centric solutions, MSA Safety has grown its revenue from US$1.34bn in 2020 to US$1.8bn in 2024. During this time, the global safety equipment manufacturer has maintained its competitive edge through strategic acquisitions, continuous product optimisation and close collaboration with clients across the energy sector. And by cultivating deep customer relationships and understanding specific safety needs, MSA has also successfully expanded into emerging markets while strengthening its position in traditional lines of business.

The challenge – As a century-old company operating in the highly competitive safety equipment industry, MSA Safety faces the ongoing challenge of maintaining relevance and driving innovation. Recent years have brought significant disruptions to global supply chains, leading to increased costs and potential production delays that could impact customer deliveries.

These challenges are intensified by the need to serve diverse industries with specific safety requirements, from traditional oil and gas to emerging sectors such as hydrogen, ammonia and LNG. With competitors including Dräger, Honeywell and Emerson, MSA must continuously demonstrate its value proposition to maintain market share.

Furthermore, the company needed to carefully balance pricing strategies to remain competitive while generating sufficient margins to fund ongoing R&D and pursue strategic acquisitions. This delicate balance is essential for sustaining the company’s growth trajectory.

The solution – MSA Safety’s approach to these challenges centres on maintaining an unwavering commitment to customercentricity. Rather than simply providing standardised safety equipment, the company collaborates closely with customers to understand their unique requirements and develops customised

solutions that address specific safety concerns.

A recent FPSO (floating production storage and offloading) project exemplifies this approach. When awarded the contract, MSA worked intimately with the customer to understand not just its technical specifications but the underlying safety objectives. This collaboration led to the adaptation and optimisation of existing designs to create a bespoke solution that helped to minimise long-term risk exposure at the client’s facility.

To enhance this customer-centric model, MSA has strategically positioned sales and service teams around the world, which has enabled them to stay close to customers and decision-makers regardless of location. This global presence has proven particularly valuable in the FPSO industry, where projects typically involve stakeholders from multiple countries. Despite geographical separation, MSA teams collaborate effectively to deliver cohesive solutions that meet diverse needs – from engineering, procurement, and construction (EPC) to end users.

The company has also pursued strategic acquisitions to expand its technological capabilities and market reach. In 2021, it completed a US$337m acquisition of Bacharach, a leader in detection technologies for the heating, ventilation, air conditioning and refrigeration (HVAC-R) markets. This acquisition has allowed MSA to address growing global regulations on greenhouse gas emissions and refrigerant usage, thereby positioning the company at the forefront of solutions that reduce environmental impact.

This expansion into the HVAC-R sector demonstrates MSA’s ability to identify growth opportunities aligned with its core mission of enhancing safety. With increasing international focus on monitoring and managing refrigerant usage to improve safety, environmental responsibility and operational efficiency, MSA’s extended product portfolio allows it to serve emerging needs while staying true to its foundational purpose.

The company’s manufacturing strategy complements its customer-centric approach. It has factories strategically located worldwide to ensure responsive

Story type

#service & solutions (main category)

#technology

Benefits

▸ Increased international presence.

▸ MSA well positioned as an environmentfriendly safety partner.

Key findings

For industry

▸ Collaborate more with manufacturers to better embrace new innovations.

MSA Safety at a glance:

Key products and services: safety products and solutions.

Main industries served:

▸ Oil and gas

▸ Power

▸ Renewables

▸ Others

Headquarters: Cranberry Township, US Year established: 1914

Number of employees: 5,000

Revenue: £1.4bn

production and delivery, a footprint which has helped MSA mitigate supply chain disruptions while maintaining the quality and reliability that customers expect.

Through these strategies, MSA has positioned itself as a safety partner rather than simply a supplier. Customers know they can rely on MSA to collaborate on solving safety challenges, backed by more than a century of industry expertise and a comprehensive product range that includes firefighter safety gear, fixed and portable detection systems, and industrial personal protective equipment.

This year, MSA expects to generate low single-digit organic sales growth, building on the foundational work completed in 2024. It remains focused on profitable growth opportunities across its diverse market segments, with particular attention to expanding its presence in clean energyrelated sectors while maintaining its strong position in traditional hydrocarbon industries.

By balancing innovation with reliability, global reach with local expertise, and standardisation with customisation, MSA Safety continues to fulfil its mission of helping to keep people safe at work – a commitment that has defined the company for more than a century and positions it for continued success.

nexos

Diversifying to become an energy transition partner of choice

Derek Thomson Chief Operating Officer

How is nexos thriving?

Nexos has boldly reinvented itself. In a time of market disruption and shifting energy priorities, the company didn’t just adapt - it evolved at pace. By building on and diversifying beyond its offshore EPC heritage, it developed a futureproof offering now central to energy decarbonisation. Today, it stands as a transition partner of choice.

The challenge - Formerly Global E&C, nexos is a future-focused EPC provider delivering progressive energy solutions through innovation, partnerships and a problem-solving mindset. With over 1,100 employees, it had long been recognised as the UK’s most digitally enabled EPC service provider. To remain competitive, it saw the need to evolve from an offshore contractor to a diversified player across both traditional and emerging markets.

External pressure also drove this shift. With volatile oil markets and rising decarbonisation demands, clients needed partners who could maintain legacy assets while enabling lowcarbon infrastructure.

Pivoting internally brought challenges. New sectors required new skills, prompting nexos to upskill talent and acquire OSL (consultancy), Aiken (modular), and Magma (fabrication). Integrating these firms—each with distinct cultures and systems - was no easy task.

Rebranding was also critical. Known for offshore work, nexos had to prove its capabilities in onshore EPC and early-stage consultancy. These goals were complicated by macroeconomic pressure, supply chain issues, and inflation.

The solution - All of this came to a head in 2023, when the company transitioned to new ownership under SCF Partners. Indeed, it marked a key turning point for nexos. The move brought strategic clarity, access to capital, and a new platform for growth.

Around the same time, nexos also became a founding member of D2Zero – a collective of six aligned businesses, within the SCF Partners portfolio, focused on enabling decarbonisation across the full energy mix.

This was a logical step to take. Indeed, the company recognised that the traditional EPC model—built for large, established offshore projects – wasn’t always fit for early-stage, low-carbon developments where agility, innovation, and integrated thinking are vital.

As it worked to fundamentally reshape itself, nexos focussed on building a new, improved brand on the foundations of its core strengths – decades of energy industry expertise in EPC and commissioning experience. It was a legacy that provided significant technical credibility which could be carried into adjacent sectors. In this sense, the firm expanded upon its identity, rather than discarding it.

The firm’s strategic acquisitions proved to be a key enabler. OSL brought front-end engineering and advisory capability, Aiken delivered modular project expertise, and Magma added commissioning and close out epxertise. Collectively, this combination provided nexos with the ability to offer endto-end project delivery all in-house – from feasibility and concept design to fabrication, construction, and commissioning.

The internal restructuring process took some thought – harmonising systems, governance frameworks, and leadership structures across legacy and acquired businesses. Further, the company had to develop new playbooks, promoted cross-functional teams, and encouraged collaboration across onshore and offshore services. It was a holistic cultural shift, underpinned by the firm’s new name. Indeed, nexos signals “next generation, new energy”.

At the same time, it also launched Nexflix – a digital internal communications and learning platform – and rolled out a new website and storytelling campaign aimed at unifying its workforce and ensuring clarity on its mission to clients, partners, and employees alike. Overall, this transformation has paid dividends. Indeed, nexos has added over 100 new employees during its transition under SCF Partners, growing particularly in its onshore division. Further, it has secured several key contracts, including the UK’s first synthetic fuel facility with Zero Petroleum and feasibility studies in key industrial clusters.

The company’s client base has diversified significantly as planned, while internal engagement has also improved through greater cross-functional collaboration – an

Story type

#transformation (main category) #digital & AI, #diversification, #energy transition, #resilience, #service & solutions

Benefits

▸ Business growth and expansion with over 100 new employees and major contract wins, including the UK’s first synthetic fuel facility with Zero Petroleum.

▸ New internal platform Nexflix has improved cross-function collaboration and workforce alignment.

Key findings

For young people

▸ The energy sector is changing rapidly, and with that comes enormous opportunity for those willing to adapt and learn.

For industry

▸ Don’t wait for perfect conditions to evolve your business—start with what you have, be clear on where you’re going, and back your people to deliver.

For government

▸ Support and simplify access to funding for mid-cap energy companies playing a direct role in industrial decarbonisation.

nexos at a glance:

Key products and services: engineering, procurement and construction (EPC) provider.

Main industries served:

▸ Oil and gas – 60%

▸ Onshore renewable energy – 10%

▸ Energy storage – 10%

▸ Hydrogen – 9%

▸ Carbon capture – 9%

▸ Nuclear power – 1%

▸ Offshore renewable – 1%

Headquarters: Aberdeen, UK

Year established: 2003

Number of employees: 1,100

Revenue: £101m

Revenue from exports: 5%

effort that has seen them recognised for HR excellence in the category for ‘Team of the Year’ for the 2025 Cherries Awards

With its integrated model, forward-thinking strategy, and backing from D2Zero, Nexos has turned disruption into opportunity. The company hasn’t just survived the delayed netzero transition and decline of traditional oil and gas—it has redefined its role in the energy future.

Norco Group

Customer-driven diversifi cation creates 15% growth in competitive market

Len

Robertson Director

How is Norco Group thriving?

Aberdeen-based Norco Group has successfully extended its 30-year expertise in battery solutions thanks to its decision to move into battery charger supply and rental. Building on its innovative battery rental model that disrupted the market this customer-focused approach delivered immediate dividends, with the materials handling division achieving 15% year-on-year growth, attracting over a dozen new customers, and enabling valuable cross-selling opportunities. By maintaining substantial local stock in Aberdeen, Norco has positioned itself as the UK’s largest independent provider in this specialist field.

The challenge - Norco Group faced mounting competitive and operational pressures that threatened its established business model. Geopolitical uncertainty and Brexit complications significantly impacted raw material costs and created supply chain disruptions, particularly critical for a company whose customers require immediate solutions when power systems fail. Previously reliant on reselling other manufacturers’ products with no local stock, Norco was increasingly vulnerable to delivery delays and price fluctuations.

Rising energy costs further squeezed production expenses and profit margins in an already crowded marketplace where differentiation was becoming increasingly difficult. Internally, the company experienced additional strain through the retirement and departure of long-serving staff, creating pressure to recruit and train new team members whilst maintaining service quality. These converging challenges made continuing with the status quo unsustainable and called for a strategic rethink to maintain competitiveness.

The solution - Norco’s leadership recognised that maintaining a competitive edge hinged on diversification that would leverage its market position and technical expertise. Rather than continuing as a reseller of UK distributors battery chargers, the company, working alongside its partners, made the decision to develop and stock its own Norcobranded product line in Aberdeen.

The move was timed perfectly with changing market conditions. A competitor had recently announced it would cease importing similar products, and Norco identified new suppliers not yet established in the UK market. The company conducted thorough data analysis of its historical sales to find the most indemand unit types, sizes and technologies before making its initial investment in a stock holding of 130 units in Q2 of 2024.

To drive the new offering, Norco expanded its sales team by adding two dedicated specialists – one in May 2024 and another in January 2025 – one specifically targeted with charger sales. The company developed fresh marketing collateral and committed to exhibiting at the Materials Handling Exhibition in Birmingham for the first time since 2007.

The customer response exceeded expectations, with demand quickly outpacing initial inventory. Within three months, Norco placed a second order, and to date, it has purchased an additional 287 units to maintain adequate stock levels for growing customer requirements. Revenue generation began almost immediately after the initial investment, further validating the strategy.

A key advantage of this diversification has been enhanced cross-selling opportunities. New customers attracted by charger availability have subsequently engaged Norco for other services, while existing clients have expanded their relationship to include the new product line. Even the company that previously imported these products has become a Norco customer.

The success of this initiative builds on Norco’s established tradition of challenging industry norms. Previously, the company pioneered battery rental solutions when competitors only offered outright purchase options. By closely listening to customer needs and identifying gaps in the market, Norco has consistently developed offerings that competitors later emulate.

That said, implementation of the new strategy has not been without challenges. Post-Brexit bureaucracy has complicated European importing. This has created additional costs and administrative hurdles, while warehouse capacity constraints have emerged as stock inventory has increased. Despite these obstacles, Norco’s management structure and corporate culture that encourages calculated risk-taking have

Story

type

#service & solutions (main category) #transformation

Benefits

▸ Norco Group has achieved a 15% yearon-year turnover growth in the materials handling division.

▸ The company aims to expand to UAE and grow activities in Europe.

Key findings

For young people

▸ Work hard—success doesn’t happen overnight. Stay focused, determined, and avoid distractions.

For industry

▸ Every employee matters. Some of the best ideas come from staff—listen to them.

For government

▸ UK government needs to support the wider UK, and ensure a focus on Scottish businesses.

Norco Group at a glance:

Key products and services: sales, service, and maintenance of batteries, chargers, and uninterruptible power supply (UPS) systems.

Main industries served:

▸ Oil and gas – 25%

▸ Hydrogen – 10%

▸ Onshore renewable energy – 5%

▸ Others (non-energy): retailers, telecoms, materials handling – 60%

Headquarters: Aberdeen, UK

Year established: 1994

Number of employees: 115

Revenue: £14m

Revenue from exports: 15%

enabled the team to adapt and thrive.

The strategy’s success is reflected in tangible outcomes, chiefly a 15% year-on-year turnover growth in the materials handling division, expanded team capacity with two new specialist staff, enhanced technical expertise through product training, and significantly increased brand awareness. Perhaps most importantly, more than a dozen new customer relationships have been established, creating foundations for further growth.

Looking ahead, Norco plans to expand distribution beyond its current UK and Ireland focus into broader European markets such as Spain, France and Germany. The company also aims to expand its UAE presence in parallel with its European growth activities.

Nylacast

From static polymer manufacturer to global energy solutions provider

Steve Jones Global Sales Manager, Oil & Gas

How is Nylacast thriving?

Nylacast has transformed its value proposition by evolving from a static polymer manufacturer into a proactive global energy solutions provider. Now expanding geographically with a dedicated energy division leadership, the Leicester-based cast nylon specialist has achieved 20% growth in oil and gas revenues year-on-year, doubled its staff size, and now supplies two-thirds of the global STAB connector market. Under new CEO Keith Dodd’s leadership, the company has built out its energy team and shifted from reactive sales to proactive market engagement across multiple energy sectors.

The challenge - When the current board appointed Keith Dodd as CEO, Nylacast faced the reality of being a capable but static business with unrealised growth potential. The company possessed strong technical capabilities in cast nylon manufacturing and polymer engineering but had not yet managed to successfully define the focused market approach needed to capitalise on emerging opportunities in the energy sector. The business needed to expand manufacturing globally to meet customer requirements, develop new testing methodologies to enter markets like ROV torque buckets, and develop further expertise to compete with established players. Most critically, Nylacast needed to transform from a component supplier into a solutions provider that could support clients throughout their project lifecycles.

The solution - Nylacast shifted to a model built around proactive engagement across targeted energy sectors, recognising that sustainable growth required both technical innovation and market leadership in key locations.

The first major step involved strategic staff acquisitions from key industry players to build sector expertise. Nylacast recruited experienced professionals who brought established relationships and deep understanding of customer needs. This accelerated market entry whilst building

credibility with potential clients.

Geographic expansion became central to the growth strategy. The establishment of a commercial presence in Aberdeen in April 2024 marked a significant milestone by providing local presence in a key oil and gas hub. Dean Sanders was appointed as Energy Director to head the newly formed energy division, which includes both sales and service functions and enables Nylacast to serve local markets more effectively.

The company has also expanded its energy capabilities through acquisitions, including the purchase of Supergrip and Pipeline Engineering. T.hese businesses brought polyurethane-based products and pipeline pigging solutions that complemented Nylacast’s core cast nylon offerings. Crucially, the integration created a comprehensive energy portfolio under one brand and positioned Nylacast as a full-service provider rather than a specialist component manufacturer.

Technical innovation has supported market expansion through the development of new testing methodologies and capabilities. Here, Nylacast invested to create in-house testing capability rigs to perform extensive testing across methodologies required for BS 13628-2 and API 17d standards. This investment enabled qualification for Class 4 torque buckets, establishing Nylacast as a leader in polymer torque bucket manufacture and testing for oil and gas applications.

Operational changes reinforced the strategic direction. Daily enquiry standing meetings has improved communication on key opportunities and challenges to ensure coordinated responses across the business. The marketing function has been strengthened with regular attendance at major energy events – these included Subsea EXPO and OTC, where impactful displays showcased final applications as opposed to just components.

The company also launched a quarterly newsletter for external audiences and expanded its renowned training academy. With 115 apprentices developed from students to engineers, partnerships with three leading UK universities and 44

Story type

#transformation (main category)

#people & competency, #scale up

Benefits

▸ Over 150 apprentices supported.

▸ Oil and gas revenue growth of 20% year-on-year.

Nylacast at a glance:

Key products and services: cast nylon and polymer engineered products.

Main industries served:

▸ Oil and gas

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Others (non-energy): construction, quarrying, mining

Headquarters: Leicester, UK

Year established: 1967

Number of employees: 550

students in the current apprenticeship cycle, Nylacast has built a robust talent pipeline that supports its sustained growth journey.

Such a journey has been and continues to be underpinned by a business philosophy which centres on ‘People, Polymers and Passion’ principles. The people focus emphasises education and empowerment, polymer expertise drives innovation in applications, and passion for change motivates continuous improvement. This approach has enabled the company to become more agile, with quicker response times and improved quote turnaround.

The transformation process has delivered substantive results across key indicators. Oil and gas revenues have grown 20% yearon-year, staff numbers have doubled, and the company now dominates the global STAB connector market with a two-thirds market share. Large projects won at the end of 2023 drove continued growth into 2024, whilst the expanded engineering team and addition of a project manager have improved focus and efficiency.

Meanwhile, customer relationships have deepened through integration into projects from initial stages rather than simply responding to specifications. This consultative approach has improved retention rates amongst existing clients and successfully re-engaged dormant accounts. Indeed, the combination of technical capabilities, market presence and proactive engagement has positioned Nylacast as a preferred partner for major tier 1 contractors seeking reliable polymer solutions.

Oceaneering

Vessel-free robotics dramatically cuts subsea operational costs and emissions

How

Story type

#innovation (main category)

#collaboration, #culture, #energy transition, #technology

Benefits

▸ Approximately 36,000 tonnes of CO2 emissions avoided by Liberty.

▸ Resident technology platform continuing to expand.

Key findings

For young people

Alexander Steele

Kenneth Solbjor Product and Services Lead Subsea Robotics

is Oceaneering thriving?

Since June 2019, Oceaneering’s groundbreaking Liberty™ Resident System has revolutionised subsea operations by enabling the first fully resident, battery-powered underwater robotics solution. This self-contained docking station with 550 kWh of battery power has accumulated over 21,100 operational hours, eliminating the need for more than 900 vessel days and significantly reducing costs and CO2 emissions. By enabling remote operations from shore-based facilities, the Liberty system has fundamentally transformed traditional offshore practices and is supporting a more efficient, sustainable and costeffective oil and gas sector.

The challenge - Oceaneering identified a critical industry need to reduce vessel dependency in subsea operations. Traditional offshore interventions required dedicated inspection, maintenance and repair (IMR) vessels remaining on-site throughout operations. This was resulting in significant costs, alongside substantial carbon emissions, varying up to 40 tonnes of CO2 daily depending on the IMR vessel. These vessel-based operations also created logistical complications, weather dependencies and safety concerns associated with offshore personnel deployment.

Despite clear potential benefits, resident subsea robotics faced considerable scepticism within the risk-averse oil and gas industry. Technical hurdles included developing reliable communications systems, creating sufficient battery capacity for extended operations, and ensuring the system could perform complex tasks without direct human intervention. Additionally, the technology needed to withstand harsh subsea environments while delivering functionality comparable to traditional vessel-based remotely operated vehicles (ROVs). A fresh approach to established operational practices was needed.

The solution - Oceaneering’s development journey began with a proof-of-concept in 2017, based around adapting conventional systems with standard automotive batteries to demonstrate operational viability. Following successful testing, Norwegian operator Equinor issued a tender for a purpose-built resident system, which Oceaneering secured in late 2017. Rather than pursuing extended development cycles, Oceaneering adopted an

agile approach, building a working prototype within just 15 months and implementing a continuous improvement process alongside operational deployment.

The resulting Liberty™ Resident System represents a feat of engineering – a fully selfcontained docking station for ROVs and AUVs with 550 kWh of battery power, believed to be the largest subsea battery system of its kind. Communication with shore-based Remote Operations Centres occurs via an integrated buoy equipped with LTE connectivity (with Starlink on the roadmap for integration), which enables 24/7 operations without vessel support. Critically, the system remains unaffected by surface weather conditions that typically hamper conventional offshore operations.

Deployed continuously since June 2019, Liberty has been operational year-round for Equinor and is maintained on a 24/7 hire basis. This unprecedented operational record has validated both the technology and business model, proving that resident systems can deliver reliable performance in real-world conditions. Indeed, the system has eliminated the need for more than 900 vessel days during its operational life to date. As a result, a significant reduction in environmental impact has been realised –around 33 tonnes per day of CO2 emissions have been avoided based on a typical IMR vessel Oceaneering has continuously enhanced the system through its established improvement process. Technical refinements include optimising buoy communications systems and implementing water hydraulics for automated mud mat extensions. The company has also expanded Liberty’s operational envelope, working collaboratively with Equinor and T.D. Williamson to pioneer subsea pipeline isolation operations using the resident system in 2022 –the first application of its kind globally.

This industry-first pipeline isolation project exemplifies the transformative potential of resident technology. Traditional methods require vessel support throughout the operation, but the Liberty-based approach allowed the entire procedure to be conducted remotely with teams collaborating from virtual control rooms in Australia, Norway and Houston, US. This 24/7 operational capability, combined with eliminating offshore personnel mobilisation, is delivering substantial benefits

▸ Understand your market and personal goals.

For industry

▸ We need more collaboration within the industry – we need to act collectively to change things.

For government

▸ The UK needs to adopt local content schemes similarly to other countries in the world.

Oceaneering at a glance:

Key products and services: engineered products and services.

Main industries served:

▸ Oil and gas – 45%

▸ Nuclear power – 5%

▸ Offshore renewable energy – 5%

▸ Others (non-energy) – 45%

Headquarters: Houston, US

Year established: 1964

Revenue: £1.6bn

Revenue from exports: 60%

in cost reduction, safety enhancement and environmental impact minimisation.

Liberty’s success stems from several strategic advantages. Oceaneering’s 60-plus years of subsea expertise provided both technical knowledge and operational credibility with major operators. Meanwhile, the company’s collaborative approach with Equinor created an environment where innovation could flourish, while the forward-thinking nature of Norwegian continental shelf operations offered an ideal testing ground. Internally, Oceaneering’s agile ‘Oceaneers’ culture encouraged cross-functional collaboration between regional development teams and global support resources, allowing it to overcome the considerable scepticism that initially faced this disruptive technology in a traditionally risk-averse industry. Looking ahead, Oceaneering will continue to build on its resident technology platform with new innovations. For example, the company’s newly developed Omnio™ electromechanical tool changer represents another critical breakthrough as it enables subsea tool changes without recovering equipment to the surface. This advancement, the result of a sixyear development programme scheduled for offshore testing in 2025, promises to further extend the capabilities of resident systems and cement Oceaneering’s position as the industry leader in autonomous subsea operations.

OceanPact

Building a technological platform for maritime emergency response

Story type

#digital & AI (main category)

#environmental sustainability & social impact

Benefits

▸ OceanPact’s new solution is being recognised by regulatory bodies.

▸ International expansion is underway, with an established office in Guyana and plans to enter the Namibian market.

Key findings

Erik Cunha

Arthur Kós Chief Commercial Officer Director of Innovation

How is OceanPact thriving?

Established in 2007 as Latin America’s largest maritime environmental emergency response company, OceanPact has successfully launched its proprietary OceanPact Digital platform. The Rio de Janeiro-based company achieved a record year in 2024 and was named Innovative Company of the Year by OSJ (Shipowners), evolving from emergency response specialist to integrated digital solutions provider. Its technological platform combines vessel traffic services, oil spill monitoring, metoceanographic monitoring, computational modeling, and real-time ROV operations up to 3,000 metres deep and was already serving seven major oil and gas operators within a year of entering the market.

The challenge - The requirement for continuous, real-time environmental monitoring, imposed by regulatory authorities following a major offshore oil spill in 2011, marked a turning point in how monitoring technology was applied in the industry. The solution needed to integrate cameras, radars, oil detection sensors, and metoceanographic monitoring tools. Although OceanPact was already a recognised leader in deploying Norwegian technology, it was constrained by its reliance on external solutions that could not be adapted or improved. This led the company to recognise the need to develop its own technological platform, capable of meeting regulatory demands while providing greater autonomy and operational efficiency.

When the client returned a year later, OceanPact encountered significant problems since it wasn’t the original developer and couldn’t fix emerging failures or provide necessary updates. The company recognised that to maintain its competitive edge and expand its market reach, it needed to develop its own integrated technological solution rather than remain dependent on external tools which is had no power to control or enhance.

The solution - OceanPact’s response began with the development of its own integrated digital platform. In 2022, the company launched OceanPact Digital, which combines its vessel traffic service (VTS) expertise with experience from Norwegian systems. This proprietary platform integrated AIS for vessel tracking, oil slick monitoring and

real-time operational visibility through ROV systems operating up to 3,000 metres deep.

The platform evolved into a comprehensive solution that constantly adapts to client needs. Beyond emergency response, it incorporates operational safety monitoring for OceanPact’s vessels to allow for real-time fleet activity visualisation. The system integrates sensitive area mapping, oceanographic monitoring, and computational modeling, and has expanded to support clients’ offshore management operations through various modules.

A crucial breakthrough came in 2018 when OceanPact secured FINEP funding to develop ocean surface current monitoring technology. Using high-frequency antennas covering up to 300 kilometres from the coast, this system provides real-time data essential for accurate oil spill trajectory predictions. Testing demonstrated remarkable results, reducing search areas by 60% in simulations.

The platform’s effectiveness was validated in 2024 when IBAMA conducted Brazil’s first remote inspection using OceanPact’s solution for a client’s exploration license drill. The environmental agency issued a recognition letter for the digital tool, marking a significant regulatory milestone.

Indeed, OceanPact’s solution differentiates itself through complete integration of monitoring, safety and response capabilities in real-time, and the fact it is enhanced further by onboard imaging and satellite solutions. While numerous monitoring and safety tools exist in the market, OceanPact’s comprehensive platform uniquely combines all these elements in a single interface that is accessible to users around the clock.

Within one year of launch, seven major oil and gas operators were using the system. The platform’s modular design allows customisation for different client needs while maintaining core functionality for emergency response and operational management.

The system’s capabilities extend beyond monitoring to active emergency management, transforming data into actionable response plans. When environmental incidents occur, the platform enables real-time coordination of response assets – this dramatically improving

For young people

▸ Keep giving importance to the oil and gas sector because it requires a lot of expertise, and skilled labour is being lost in this area.

For industry

▸ The moderator’s role goes beyond reading resumes - they should foster interaction and meaningful dialogue, as constant praise alone creates a cold, disengaged environment.

For government

▸ Serious and committed effort to restructure the country, starting from the educational system all the way to the economy.

OceanPact at a glance:

Key products and services: marine solutions.

Headquarters: Rio de Janeiro, Brazil

Year established: 2007

reaction times and operational effectiveness. Not surprisingly, the solution has earned recognition from regulatory bodies which now accept remote inspections conducted through the platform, a feat which is fundamentally changing how maritime emergency response is managed.

International expansion is underway with an established office in Guyana. Meanwhile, the company has also presented its innovations at international venues including Interspill in London, showcasing its role in environmental emergency response globally.

The transformation represents more than technological advancement. It demonstrates how OceanPact has been able to leverage its operational expertise to create a proprietary solution that addresses both emergency and operational needs. By developing its own platform, the company has eliminated dependency on external technology, gained complete control over updates and created a scalable solution for international markets.

This shift from service provider to technology innovator has positioned OceanPact to lead the digital transformation of maritime emergency response, transforming it from a regional leader into a global technology provider for maritime safety and environmental protection.

Orion Inspection and Consulting Services

Transforming pipeline inspection with innovative robotics technologies

Story type

#technology (main category)

#service & solutions

Benefits

▸ Overcame challenges and gained significant media attention, leading to increased demand for services.

▸ Revenues almost tripled between 2023 and 2024.

Key findings

For young people

Felipe Oliveira

Rebeca Mendonça CEO Marketing Assistant

How is Orion Inspection and Consulting Services thriving?

Founded in 2021, Orion Inspection and Consulting Services has come a long way, quickly scaling to secure high-profile projects across Brazil, the Middle East, and the Americas. Today, its adaptable robotics solutions are renowned for solving complex challenges in pipelines, confined spaces, and submerged areas, minimising risk while unlocking access where traditional methods fall short.

The challenge – Orion has diversified its offering from the outset, currently providing core solutions for pipelines, confined spaces, and submerged areas.

That value proposition is underpinned by a suite of innovative, adaptable robotics technologies that enable remote work in hard-to-access areas, reducing safety risks.

The oil and gas and renewables industry has quickly become a key beneficiary, with most of Orion’s activities focused on Brazil alongside projects in Saudi Arabia, Qatar, the US, Mexico and Columbia. Equally, the firm also serves the conventional power and nuclear power markets.

However, rapid growth brought internal challenges — nice ones, but challenges anyway. The company had to quickly evolve its internal processes, reporting systems, and talent recruitment, adapting on the fly to complex client demands.

The solution – One of Orion’s core solutions is an instrumented pigging sphere for pipelines lacking traditional means of access/inspection, but the main technological deliverables come from its robtics crawlers and ROV’s, all 100% modular and customisable.

Many clients have benefited from this. In one instance, a customer couldn’t use a pipeline due to a lack of access to a tank, with Orion using its robotics technologies to solve this issue. Equally, it also helped a pulp mill inspect a pipeline without halting production, avoiding three days of downtime.

The company’s adaptability towards its clients is undoubtedly central to its value proposition, using incredible creativity to navigate situations that otherwise have no solution.

In 2024, the firm provided services for Cenibra, a producer of bleached short-fibre eucalyptus pulp, located in the Brazilian municipality of Belo Oriente. The company had reported water seeping through the floor of its factory, with initial inspection revealing the factory’s water supply pipeline to be the source of the issue. In search of a solution, INGU’s (a Canadian company represented by Orion.

in Brazil in exclusivity) Pipers® was identified – a small sphere capable of not only inspecting for leaks and micro-leaks but also providing data regarding the integrity of the pipe wall.

There were several major hurdles to overcome for Cenibra. Indeed, the operation of this pipeline could not be paused, being essential to the factory’s production system. Further, stopping the equipment for more than two hours would force a gradual return to activity that would take 20+ hours. With it being a large-diameter, 60-inch pipeline that runs between two reservoirs, there would be no place to recover the Pipers® from the reservoir downstream of the target point, both due to the high flow velocity and the lack of access to this point.

The only option was to use a vehicle capable of taking the Pipers® to the end of the line and then returning. To achieve this, Orion used its A-200 vehicle, a crawler for pipelines of 200mm or larger that is 100% submersible (up to a 50-metre depth). With an umbilical of approximately 200m, it would be able to travel the entire length of the pipeline carrying the Piper’s along, allowing Orion to successfully combine two separate services into a best solution for the client.

Technical discussions started in October 2023, and it took just over 12 months of planning until the actual execution, including preparations with documentation and process adjustments, as well as operational and risk assessments. However, the results have been significant.

▸ In the start-up and small business environment, we all must “wear more than one hat” and adapt to various roles.

For industry

▸ Always remind your employees that giving 100% in a task is not more important than completing the task with the required specifications, safety and deadlines.

For government

▸ Incentives to explore markets where we could bring our solutions such as LATAM or Africa.

Orion Inspection and Consulting Services at a glance:

Key products and services: service provider in the remote inspection of pipelines and challenging structures.

Main industries served:

▸ Oil and gas – 43%

▸ Conventional power – 12%

▸ Nuclear power – 2%

▸ Onshore renewable energy – 2%

▸ Others (energy): mining, petrochemical – 19%

▸ Others (non-energy): sanitation – 22%

Headquarters: Rio de Janeiro, Brazil

Year established: 2021

Number of employees : 13

Revenue: £700,000

The team was able to perform the evaluation of the buried water pipeline, mapping all possible points of operational weakness, spectrograms and acoustic anomalies with distances referenced for future evaluations. Further, the firm was able to contribute to Cenibra’s fourth PMCI (Continuous Improvement and Innovation Program) by identifying anomalies with an accuracy of about two metres.

Orion in turn has received significant media attention off the back of this project, driving an increase in demand for its services. Indeed, more than 20 firms contacted the firm, with three new contracts having already been signed for robotics inspection services.

With its revenues having almost tripled between 2023 and 2024, the company now stands poised for even further growth thanks to its adaptability, innovation and flexibility.

OSSO

Bold diversification strategy drives rapid growth beyond oil and gas

James Scullion CEO

How is OSSO thriving?

Through a strategic diversification from almost complete dependence on oil and gas drilling, OSSO has more than doubled its revenue in just three years. The company has successfully leveraged its expertise in fluid purification, water management and heat transfer to expand into new sectors including geothermal, construction, decommissioning and food and beverage. This bold approach has transformed OSSO’s business profile from 99% oil and gas drilling in 2021 to a more balanced portfolio, with 40% of revenue now coming from outside its traditional market.

The challenge - As a specialist provider of integrated rental and maintenance services for fluid purification, water management, and heat transfer solutions, OSSO had built a strong reputation in the energy sector. However, by 2021, the Aberdeen-based company recognised its dangerous over-reliance on a single market segment, with 99% of its business concentrated in upstream oil and gas drilling.

This extreme lack of diversification left OSSO highly vulnerable to factors beyond its control – project delays, fiscal uncertainty, and market volatility all posed significant threats. The outbreak of war between Russia and Ukraine further complicated matters, disrupting supply chains and affecting border crossings for site-based services.

The COVID-19 pandemic served as a final wakeup call, highlighting the urgent need for a more resilient business model. With sales pipelines severely impacted, OSSO faced a critical choice: diversify or risk the future of the company.

The solution - In 2021, CEO James Scullion and his management team committed to a comprehensive diversification strategy aimed at reducing the company’s reliance on oil and gas drilling while maintaining its core business. They set an ambitious target to shift from 99% oil and gas drilling to a more balanced 60% oil and gas and 40% other sectors by 2024/25.

The strategy focused on leveraging OSSO’s existing rental fleet equipment and expertise to enter new markets. A key insight drove this approach: the company’s separation equipment for drilling operations could be redeployed

for applications in midstream, downstream and decommissioning projects. Similarly, OSSO’s expertise in high-temperature fluid management for drilling was directly applicable to the growing geothermal energy sector.

Perhaps the boldest move was the establishment of an entirely new business unit focused on water treatment for the construction industry. Based in Warwickshire, this division aims to help large-scale industrial and construction projects manage their environmental water challenges. This initiative required significant investment, with £200,000 allocated for R&D and prototyping, plus plans for £4.5m in new rental fleet investment by the end of 2025.

OSSO recruited seven dedicated staff for the new water treatment division and developed innovative remote monitoring capabilities that allowed equipment to be monitored remotely, reducing the need for continuous on-site presence. This technological advancement proved particularly valuable for securing contracts with major infrastructure projects, including HS2, where OSSO’s market-leading equipment is now deployed across various locations.

The company’s entry into geothermal proved highly successful, directly applying its hightemperature drilling expertise from oil and gas. Following existing clients who were diversifying and investing in targeted promotions, OSSO saw geothermal inquiries increase by 90% in 2024, with 20 new bids submitted.

A notable success came in late 2023 when OSSO secured a £500,000 contract with Eavor in Germany to provide technology that reduces downhole losses during geothermal well construction. The company has also made inroads into the construction industry, winning a £90,000 contract directly supporting the HS2 scheme in the UK to supply water treatment systems and advisory services.

The implementation of this diversification strategy has not been without challenges. OSSO faced CAPEX, capacity and resource constraints as multiple new opportunities developed simultaneously, stretching the small business to its limits. Increasing headcount with the right quality of personnel required significant effort, and cashflow issues arose when core oil and gas clients paid late.

Nevertheless, the strategy has delivered impressive results. OSSO’s revenue has grown from £4.1m in 2022 to £10.5m

Story type

#diversification (main category) #scale up

Benefits

▸ Successful diversification strategy resulting in contract wins, revenue and profit growth.

▸ Diversification to new sectors and expansion to new markets.

Key findings

For young people

▸ Ask questions, you won’t be judged.

For industry

▸ Be bold with your strategy, and don’t be afraid to try something new or to failtake risks to invest.

For government

▸ Energy policy in UK is not working – it’s not believable or clear: achieving net zero by 2030, abandoning oil and gas etc.

OSSO at a glance:

Key products and services: service and maintenance company providing specialist fluid separation, water treatment and heat transfer solutions.

Main industries served:

▸ Oil and gas – 70%

▸ Others (energy: geothermal) – 15%

▸ Others (non-energy): construction, food and beverage – 15%

Headquarters: Aberdeen, UK

Year established: 2003

Number of employees: 50

Revenue: £10.5m

Revenue from exports: 55%

in 2024, with projections of £11.5m for 2025. Profit margins have increased from 20% to 25%, with expectations of reaching 35% in 2025. The company’s sector profile has dramatically shifted, with geothermal growing from 0% to 10% of revenue and construction from 0% to 10%, with both sectors expected to increase further in 2025.

OSSO is continuing to target new opportunities in decommissioning and the food and beverage industry, particularly distilleries. Alongside this, it is seeking to expand its international reach, with focus on water treatment in Europe, geothermal in ME, and all markets in Asia. Thanks to the last few years of transformative action, OSSO has created a more resilient business positioned for sustainable growth in multiple sectors.

Penta Global

Story type

#culture (main category)

#people & competency

Benefits

▸ Penta Global has doubled the workforce and significantly increased revenue.

▸ Sustainability initiatives include reduction of fuel consumption by 120,000 litres annually.

Key findings

For young people

How is Penta Global thriving?

Penta Global has transformed its service offerings while maintaining exceptional employee retention with under 1% attrition. The Engineering, Procurement and Construction (EPC) provider achieved a significant revenue increase and launched two new service lines. Comprehensive HR initiatives and sustainability programmes have positioned the company as an employer of choice and a reliable partner in delivering complex energy projects across international markets.

The challenge - Having surmounted the challenges posed by the pandemic, Penta Global finds itself navigating a period of rapid expansion. As the company expanded its services, took on new projects and engaged with new clients, challenges emerged that quickly needed focus to maintain the level of growth that Penta Global was seeing.

Chief among these was a talent gap within the organisation. The company’s accelerated growth demanded skilled personnel from senior leadership and middle management to project execution teams, yet the right talent was in short supply.

As integration challenges arose between long-time employees and newcomers, culture quickly became a focal point of their efforts. There was an urgent need to fill key roles and foster an environment where both new and existing employees could thrive.

Penta Global also recognised that a workforce growing at such a fast pace could lead to burnout, so they committed to supporting their employees not just professionally, but personally, ensuring their well-being and continued success.

Meanwhile, existing processes and systems designed for a smaller operation needed revamping to support the company’s new scale and diversity of services. As Penta Global moved from what it described as a “small business attitude with a large business vision”, it needed to modernise operations without compromising delivery quality or diluting the company culture that had underpinned previous success.

The solution - Answering these challenges, Penta Global created the Thrive Together Strategy, a new framework focused on ensuring that as the business grew, its workforce would flourish alongside it. Launched in 2023 and intensified throughout 2024, it has targeted several key areas at the same time.

Sujay Nair Samer Sallam Executive Director Director of HR

First, the company strengthened its leadership team by bringing in highly experienced professionals from leading players in the energy sector. These leaders brought valuable industry insights and expertise in managing large-scale operations. Critically, Penta Global recruited Samer Sallam as Director of HR, an industry veteran with extensive experience in building robust HR, people and culture functions. Penta Global also made a strong commitment to diversity, equity, and inclusion (DEI). The company believe that building a diverse workforce and fostering an inclusive culture is not only a moral and social responsibility, but also a strategic advantage that drives innovation, enhances employee engagement, and delivers stronger business results. For example, since just February to June 2025, it has doubled its female workforce, with the number rising every month.

To address compensation, the company undertook a complete overhaul of its salary structure. This initiative was crucial for attracting new talent and retaining existing staff, but it also helped to position Penta as a preferred employer in a competitive market. Indeed, the restructured compensation package has been instrumental in the company achieving its remarkably low attrition rate of less than 1%.

Recognising the need for enhanced internal communication, Penta also launched an intranet platform to facilitate collaboration and information sharing across its expanding workforce. This digital hub serves multiple purposes – boosting engagement, reinforcing company culture and supporting change management initiatives. The company also established the Think Tank Awards, an employee suggestion scheme designed to recognise innovative ideas and foster a culture of continuous improvement.

The HR function was elevated to a strategic role through representation in the Operations Committee and dedicated HR partnerships with business leaders, which ensured alignment between HR initiatives and business objectives. Alongside this, Penta Global is implementing an upgraded ERP system to manage HR transactions, centralise data management and enable data-driven decision-making.

Meanwhile, employee wellbeing has become a cornerstone of the strategy through the HR Connect programme, which addresses both personal and professional needs. As described by Alanoud Abdulla Sultan, an HR Officer who joined in 2023: “There is a great culture

▸ Combine curiosity, proactivity and resilience. Ask questions, have a voice and work to a level you are proud of.

For industry

▸ Build a diverse, efficient organisation that values its people, fosters a strong culture of safety, quality, and sustainability, and drives innovation in ESG.

For government

▸ Improve the processes in terms of lead time to mobilise key personnel. Also, more guidance and engagement to support the private sector in sourcing and retaining local talent and skills.

Penta Global at a glance:

Key products and services: EPC provider.

Main industries served:

▸ Oil and gas – 95%

▸ Onshore renewable energy – 5%

Headquarters: Abu Dhabi, UAE

Year established: 2004

Number of employees: 4,500

at Penta Global. Everyone takes an interest in your progression and I have been given freedom and opportunity to learn new skills. They really do live their values every day.”

Sustainability initiatives have also been integrated into Penta’s transformation, including decarbonisation efforts that reduced fuel consumption by 120,000 litres annually through the transition from diesel to electric compressors. The company launched its Penta Against Plastics campaign, implementing a plastic-free office policy and promoting environmentally conscious practices throughout its operations. Penta Global has also reduced approximately 321 metric tons of CO2 emissions annually by replacing dieselpowered compressors with electric alternatives.

The outcomes stemming from this strategic focus on people and culture have been impressive. Beyond the workforce doubling and revenue increase, Penta Global has successfully developed a cohesive culture that supports its expanded operations. The company is now positioned for continued growth, with projections of another significant revenue increase in 2025 as it ventures into clean energy sectors and expands further into new markets such as Saudi Arabia.

At Penta Global we deliver innovative, sustainable solutions to the ever-evolving energy sector across the Middle East, Southeast Asia and beyond.

Founded in the UK and headquartered in the UAE, Penta Global has two decades of rich experience in construction and fabrication, catering to the rising demand for global energy conversions. Our diverse and highly skilled workforce delivers Engineering, Procurement, Construction, Mechanical, Civil and E&I capabilities across ﬁeld-based contracts with safety, quality and sustainability at the core.

Headquartered in the UAE with a global reach

4,500+ Global Workforce

Recognised by leading international organisations for our commitment to Safety including RoSPA Silver Award for Health and Safety Performance 2025 and British Safety Council International Safety Award 2025

For more information visit: www.penta-global.com or contact:

Enquiries: sales@penta-global.com

Supply Chain: procurement@penta-global.com

Penspen

Global knowledge, local delivery: Building energy infrastructure for a sustainable future

Peter O’Sullivan

CEO

How is Penspen thriving?

By centring its business model around purpose and improving access to secure and sustainable energy across global markets, Penspen has more than doubled its revenue in five years, growing from £50m to £126m. The company’s workforce has also expanded from 650 to 1,200 specialists, with regional leadership structures and a Centre for Engineering Excellence helping the company deliver technical expertise with local insight. This dual focus on traditional infrastructure optimisation and energy transition solutions has secured landmark projects such as the HyNet Liverpool Bay CO2 pipeline project, the Trans-Saharan Gas Pipeline revalidation and REN-Gasodutos’ hydrogen blending facility design, cementing its status as a trusted partner for clients navigating complex energy challenges.

The challenge - As a long-established engineering consultancy with over 70 years of expertise in designing, maintaining and optimising energy infrastructure, Penspen faced significant market volatility during the oil and gas price downturn and COVID pandemic period. In 2020, the industry experienced substantial CAPEX reductions, compressing margins and creating unprecedented operational challenges.

Rather than simply weathering this difficult period, Penspen’s leadership recognised an opportunity to fundamentally strengthen the organisation. The company needed to increase operational efficiency, enhance client engagement processes, and develop capabilities that would position it for future growth in both traditional and emerging energy sectors.

With clients increasingly focused on asset optimisation and cost reduction while simultaneously exploring energy transition pathways, Penspen sought to evolve its service portfolio and delivery model to remain relevant. This required reimagining how the company identified talent, engaged with clients and structured its operations across international markets.

The solution - Penspen’s transformation hinged on a four-pillar framework that established clear priorities while maintaining the flexibility

to adapt to regional market dynamics.

The first pillar focused on deepening client relationships through dedicated regional sales teams who could build intimate understanding of local market needs. This regional structure replaced the previous global service line model and enabled Penspen to tailor its offerings more precisely. Specifically, the company concentrated on expanding work with existing strategic clients while systematically adding new organisations to its portfolio. This clientcentric model proved particularly effective in supporting growth in key markets such as Saudi Arabia, where Penspen established new operations, and Ireland, where it significantly expanded its footprint.

The second pillar revolved around operational excellence, with rigorous attention to staff utilisation and overhead management to maintain competitive yet profitable pricing. Notably, this involved streamlining operations and closing unsustainable offices, meaning Penspen could redirect resources to high-potential markets.

People development constituted the third pillar. Here, the company entrenched five core values that guide recruitment, performance management and recognition programmes. It also launched graduate programmes in both the UK and Middle East to build local capabilities and create clear development pathways.

The fourth pillar refined Penspen’s technical differentiation in areas of exceptional expertise – particularly pipeline infrastructure, midstream operations, hydrogen integration and asset integrity management. A newly created Centre for Engineering Excellence brings together subject matter experts to ensure the highest technical standards across regions. Additionally, Penspen established a digital business unit in 2020 to develop solutions that help clients visualise and derive value from operational data.

This strategic framework has enabled Penspen to secure significant showcase projects. The company is currently delivering the detailed engineering phase for the development of the onshore CO2 pipelines and above ground installations for the ground-breaking HyNet Liverpool Bay CCS storage facility. This worldleading project will transform the northwest of England into a world-leading low carbon industrial cluster, transporting captured carbon emissions from local industrial

Story

type

#scale up (main category)

Benefits

▸ Penspen has secured important showcase projects, including the detailed engineering of the CO2 pipeline for HyNet’s Liverpool Bay CCS facility.

▸ Penspen’s work with REN-Gasodutos expects to achieve hydrogen blend of 100%.

Key findings

For young people

▸ Understand the importance of the energy sector and recognise the opportunities during the energy transition.

For industry

▸ Each one has its own perspective on the challenges from the energy transition: share your own perspective.

For government

▸ We need to support domestic production as sustainable as possible, as part of the energy transition.

Penspen at a glance:

Key products and services: global energy consultancy services. engineering, project management consultancy, asset integrity, asset management, digitalisation and industrial training.

Headquarters: London, UK

Year established: 1954

Number of employees: 1,200

Revenue: £126m

emitters in Stanlow to the storage facility at Point of Ayr, shaping the region’s low-carbon future for decades to come.

Another notable project involves Penspen’s work with REN-Gasodutos, Portugal’s gas transmission system operator, to assess hydrogen readiness of its transmission system and design hydrogen blending facilities. The company is conducting detailed technical assessments for hydrogen blends of up to 10% initially, and ultimately 100%, while developing engineering specifications for nine classes of blending stations.

Penspen’s transformation has been facilitated by several inherent advantages, including its position within the Sidara group since 1990, which provides financial resilience and a long-term perspective. Meanwhile, its seven-decade heritage creates client confidence, while its expanding portfolio of energy transition projects has proven helpful in attracting next-generation talent.

By maintaining its commitment to technical excellence while evolving its service offerings and delivery model, Penspen has positioned itself for sustained growth in both traditional energy markets and emerging transition opportunities.

Peterson

Data-driven innovation delivers value across energy transition

Sarah Moore CEO

How is Peterson thriving?

As a century-old international logistics provider with deep roots in the energy sector, Peterson Energy Logistics has successfully navigated volatile market conditions through strategic innovation in technology, commercial models, and sustainability. Under the leadership of CEO Sarah Moore, who took the helm in 2022, the company has strengthened its position by leveraging its pioneering Lighthouse digital suite of applications, implementing decarbonisation initiatives and supporting clients through efficiency-focussed models.

This approach has enabled Peterson to maintain strong partnerships with traditional oil and gas clients while expanding into renewables, as demonstrated by several major contract wins. By focusing on trust-based relationships and technological innovation, the company achieved record EBITDA in 2024 as it prepares for sustainable long-term growth.

The challenge – Peterson Energy Logistics faced significant market pressures as its traditional oil and gas business experienced fluctuating demand and increasing commoditisation of services. With approximately 80% of revenue coming from oil and gas, the company needed to maintain these core client relationships while preparing for the energy transition – a careful balance of short-term profitability and longer-term strategic investments.

As a business carrying substantial fixed costs in infrastructure (including fleets, cranes and long-term quayside leases), Peterson needed to maximise asset utilisation while adapting to changing market conditions. The industry trend toward treating logistics as a commoditised service further challenged the company’s ability to demonstrate value beyond the basics.

This environment made it difficult to justify investments in innovation and sustainability initiatives that would position the company for future growth but may not deliver immediate financial returns. Meanwhile, it needed to attract and retain talent in an industry that younger generations increasingly viewed with scepticism due to environmental concerns.

The solution – Peterson implemented

a three-pronged strategy focused on technology innovation, commercial model development, and sustainability leadership.

Central to the technology initiative is Lighthouse, a digital logistics ecosystem developed in-house since 2012. This platform, which became a standalone revenue stream in 2020, provides comprehensive visibility and analytics across operations to help clients optimise resource allocation and reduce waste. Peterson invests more than £1.5m annually in continuous development of this technology, which has gone on to open new markets and customer bases.

The company’s commercial innovation is exemplified by the Southern North Sea (SNS) Pool, a collaborative model that has operated for 25 years in the Netherlands and has recently expanded to include renewables clients. Instead of maintaining separate contracts with each operator, the SNS Pool enables operators to share resources through a single, transparent contract. This approach has delivered impressive results –it has supported twice as many operations with half the number of vessels compared to traditional models, all while reducing both costs and environmental impact.

In terms of taking the lessons from oil and gas into renewables, the Sofia Offshore Wind Farm project demonstrates how Peterson has successfully applied its innovation and expertise. This major contract with GE Vernova involves providing integrated logistics services for the offshore converter platform at Doggerbank, including marine, aviation, road transportation, warehousing and customs formalities. The project uses SNS Pool’s shared cargo runs, achieving savings of up to €50,000 per voyage while cutting CO2 emissions by more than 50%, demonstrating that oil and gas and renewables projects can co-exist in the supply chain. This provides an active bridge between these two sectors as the gap inevitably opens between production decline and commercially viable renewables being a market of scale

Peterson’s sustainability initiatives, meanwhile, include achieving carbon neutral status in 2022 and deploying innovative solutions such as a fuel enzyme trial that delivered 15% reduction in fuel consumption for marine vessels. This project, which began with a sixmonth Aberdeen trial in 2023, has expanded to multiple vessels after demonstrating savings of over 290m³ of marine gas oil per vessel annually – equivalent to £200,000 in cost savings and 800 tonnes of CO2 reduction. This project built on the success measured in its SNS fleet, in which Peterson experienced a 22% reduction

Story type

#energy transition (main category)

#digital & AI, #people & competency, #environmental sustainability & social impact

Benefits

▸ Record EBITDA achieved in 2024.

▸ Growth of 6% in employees aged 18-24 and 7% in female staff representation.

Key findings

For young people

▸ Say yes to things that will broaden your experiences and push boundaries.

For industry

▸ Together we can drive action which really fosters collaboration. The supply chain and operators can and should co-author commercial and technical innovation which make a lasting and impactful difference for our industry.

For government

▸ Develop pragmatic and rational policies and unify the many stakeholders invested in our energy future.

Peterson at a glance:

Key products and services: international logistics and supply chain solutions for the energy industry.

Main industries served:

▸ Oil and gas – 80%

▸ Nuclear power – 10%

▸ Offshore renewable energy – 10%

Headquarters: Rotterdam, Netherlands

Year established: 1920

Number of employees: 7,000

Revenue: £495m

in CO2 emissions and an 11% decrease in fuel with a 16% reduction in noxious gases, translating to significant operational benefits.

The company has leveraged its expertise to support major renewable energy developments, such as one of the UK’s largest onshore wind farms in the Shetland Islands. Here, Peterson’s 50 years of experience in handling complex materials has been crucial to successfully receiving and managing components for the 103-turbine, 400MW scheme.

As a result of these activities, Peterson’s market position and financial performance has strengthened. The company reported revenue of €280m in 2023, up from €276m in 2022, with record EBITDA achieved in 2024. Beyond financial metrics, success can also be measured through deeper client relationships, improved safety performance, and workforce demographics with 6% growth in employees aged 18-24 and 7% growth in female representation be recorded.

By balancing its traditional strengths in oil and gas logistics with forward-looking investments in technology and sustainability, Peterson has positioned itself as a trusted partner capable of supporting clients through the complex energy transition.

Pioneer Safety Group

Coming back from the brink to become profitable solutions

provider

Steve Noakes CEO

How is Pioneer Safety Group thriving?

Pioneer Safety Group (PSG) has successfully transformed from a loss-making operation to a thriving business. By pivoting from an OEM equipment modification company to a trusted end-user solution provider, the group has expanded its service offerings, completed strategic acquisitions and enhanced its market position.

This strategy has delivered impressive results, with revenues growing from £11.8m in 2021 to £26.8m in 2024, with EBITDA improving dramatically from £0.6m to £4.3m over the same period. Through its strong focus on customer relationships, staff development, and technical expertise, Pioneer Safety Group now offers comprehensive explosion prevention solutions across multiple industries while maintaining its core commitment to “Protecting people, their Investment and our Environment”.

The challenge – Following its divestment from a US corporate in late 2017, Pioneer Safety Group found itself in a precarious position. The business was experiencing significant financial distress, operating at an annual loss of £7m, and with eroded market positioning and damaged customer relationships.

From 2018 through 2020, the business underwent substantial restructuring to rebuild financial stability and reestablish its market presence. However, just as the company was beginning to stabilise, the global COVID-19 pandemic created unprecedented challenges.

These difficulties were compounded in 2021 when global supply chain disruptions severely impacted PSG’s core business of converting OEM products. The usual 12week lead times from OEMs extended to over 70 weeks, creating a critical revenue timing problem that put the business at significant risk once again. With strong orders but delayed fulfilment, the company faced the prospect of having to downsize substantially if it couldn’t find alternative revenue streams.

The solution – Recognising that end users were equally impacted by extended OEM lead times – with ageing equipment needing to remain operational – PSG developed a strategy focused on aftermarket services. This involved launching campaigns promoting audits, spare parts and on-site labour services to help clients maintain equipment safely.

The shift has allowed the company to leverage its strong brand reputation to offer broader services, including on-site consulting and services for infrastructure such as explosionproof lighting, enclosures and warning systems. In effect, the pivot has transformed a supply chain crisis into a business expansion opportunity by allowing PSG to become more embedded in their clients’ operations while diversifying revenue streams.

The strategy was formalised in 2021 with the formation of the Pioneer Safety Group, while the acquisition of Euro Access expanded the group’s defence offerings and established a sustainable aftermarket business. Despite the challenges, PSG achieved a revenue of £11.8m and an EBITDA of £0.6m – a remarkable result considering the risks.

In 2022, PSG relaunched its EXSolutions consulting brand with the tagline ‘supporting customers on their journey of compliance’. As relationships with product OEMs strengthened, the company made strategic acquisitions in 2023, purchasing Ex-tech Signalling and Ex-tech Solution to bring audible and visual warning products, enclosures and control components into the group.

The expansion continued in early 2024 with the acquisition of Petrel, which added explosion-proof lighting capabilities. Through these moves, PSG transformed from a single-service specialist to a comprehensive solutions provider with diverse revenue streams across complementary product lines that address customers’ full lifecycle safety needs.

Underpinning this turnaround in fortunes has been a renewed focus on company culture. Here, Steve Noakes, PSG’s MD has emphasised transparent communication through quarterly ‘Food for Thought’ sessions where staff discuss strengths and improvements, with Steve’s committed to acting on feedback. The company also prioritised wellbeing through its ‘Thrive at Work’ framework and invested in staff development through career planning and training.

Story type

#transformation (main category)

#culture, #diversification, #resilience, #service & solutions

Benefits

▸ Staff development has been successful strategy as now over 55% of staff have over five years of service and 20% exceeds 20 years.

▸ PSG has also increased revenues from £11.8m in 2021 to £26.8m in 2024.

Key findings

For young people

▸ Be the best “self” you can: treat every day as a learning day.

For industry

▸ Believe you can find opportunity from every potential risk.

For government

▸ Look deeper into our education system: is it developing real talent for long term success?

Pioneer Safety Group at a glance: Key products and services: specialised explosion prevention solutions.

Main industries served:

▸ Oil and gas – 22%

▸ Nuclear power – 5%

▸ Hydrogen – 2%

▸ Others (energy): waste to energy – 5%

▸ Others (non-energy): petrochemical, pharma, food and flavour, distillery, defence – 66%

Headquarters: Shoreham by Sea, UK Year established: 1969

Number of employees: 180

Revenue: £27m

Revenue from exports: 25%

This cultural transformation has paid dividends, with over 55% of staff having over five years of service and 20% exceeding 20 years. In addition, the company’s headcount expanded from 140 to 180 following the acquisitions.

Financially, the results have been equally promising. From operating at a £7m loss in 2017, PSG achieved breakeven by 2020 and then accelerated growth, with revenues increasing from £11.8m in 2021 to £26.8m in 2024. EBITDA, meanwhile, improved dramatically from £0.6m to £4.3m over the same period.

PSG’s product portfolio has diversified significantly, enabling it to reach into new sectors and technologies. Looking ahead, the firm is targeting international growth in Northern Europe, the Middle East, Northern Africa, South East Asia and Australasia, including clean energy sectors such as hydrogen, battery storage and solar.

PIONEER SAFETY GROUP

Protecting people, their investment and our environment

Your journey to compliance

Pioneer Safety Group provides industrial safety solutions that help businesses across the energy supply chain comply with tough health and safety challenges.

Our EXSolutions® team helps improve safety processes and comply with local regulations through area classification, ignition hazard assessments, audits, training, site support services and more, including Ex product development support for suppliers.

For electrical projects in hazardous areas, Ex-tech Solution® designs and manufactures explosion proof enclosures, control panels and components, including the population of the Ex enclosures.

Pyroban® is well known for the design and manufacture of explosion proof power systems, ATEX lift trucks, aftersales support and much more

The latest explosion proof lighting including high efficiency LEDs is designed and manufactured by Petrel®.

SIL2 explosion proof sounders, beacons, manual call points and buttons needed in Zoned hazardous areas are made by Ex-tech Signalling®

Pyropress Ex switches and transmitters provide safe process monitoring of pressure, temperature, and fluid level.

Each brand shares the same values and is driven by a clear purpose of protecting people, their investment and our environment.

Ponticelli

Championing

sustainable innovation to deliver value for clients and communities alike

Vincent Ladougne

Group BD Director

How is Ponticelli thriving?

Ponticelli is a company that’s truly seeking to balance people and the planet alongside profit. Diversifying its offering through renewable sectors, the firm has progressed with a series of strategic acquisitions and flagship projects, from photovoltaics to floating offshore wind, demonstrating its expertise in complex, large-scale operations. Through its focus on innovation, the company is playing a key role in shaping the future of industrial services while delivering lasting value for clients and communities alike.

The challenge – For more than a century, the firm’s teams have engineered, built and maintained its customers’ industrial facilities, drawing on recognised skills in mechanical and electrical engineering and specialised craftmanship in welding, handling and lifting.

The company’s employees have consistently improved the performance of its clients’ facilities. However, in recent times, Ponticelli’s vision and purpose has shifted slightly.

In a post-pandemic context marked by geopolitical, economic, social and environmental uncertainty, the company has sought to ensure that its projects make a positive contribution to the needs of societies, energy, health, water, food and safety.

Having predominantly operated in the upstream and downstream segments of the oil and gas industry since its founding in 1921, the company has gradually diversified – into decarbonised energy production in the 1970s, and then the wind industry in the 1980s. Today, the company is even more actively looking to evolve its offering to better serve renewable projects and new process industries, with an eye on hydrogen, CCUS, sustainable aviation fuel (SAF), and e-fuels.

Critically, the firm’s goal is for these new segments to represent close to 20% of the firm’s overall business in the 2030s, doubling its revenue derived from sustainable channels.

The solution – From 2017 onwards, Ponticelli has made great strides in this renewed strategic direction.

Indeed, the company made several acquisitions of key players in the photovoltaic (PV) industry, including Gensun and Enersteel, thereafter completing an EPC project in El Salvador for a large PV farm, followed by another in Argentina. In these projects, Ponticelli’s ability to deploy teams in remote and challenging environments was instrumental to their success. Since then, the company has gone on to design and construct utility-scale PV plants across multiple countries, delivering a combined capacity of over 1,200 MW.

Since then, the company has completed several flagship projects, covering the Disneyland Paris carpark (the size of 24 football pitches) with PV shades producing 17MW, and installing the first French floating solar plant on a lake in the Lot-etGaronne County.

Come the turn of the decade, Ponticelli’s attention has since shifted to the evolving floating offshore wind sector.

In 2021, together with a JV partner who specialise in structural steel, Ponticelli won a contract with EolMed to build the floating foundations for three turbines. Located in the Mediterranean Sea, EolMed (Quair, TotalEnergies, BW Ideol) is one of the three pilot wind farms in France, and is set to produce 110 million kWh of electricity per year – equivalent to the annual power consumption of 50,000 inhabitants.

For Ponticelli, the contract involves manufacturing, assembling and launching the foundations, and integrating the masts, wind turbines generators and blades.

In 2023, a major milestone was reached when Ponticelli began assembling the modular blocks (100 pieces per floater) in Port-la-Nouvelle on a newly build marine energies complex. This was no easy task, not least because of the size of the floats –square donuts measuring 45 metres on each side and 17 metres high, with an individual weight of 3,500 metric tonnes.

As of March 2025, 300 blocks (prefabricated modules between five and 50 tonnes each) have been delivered, with the floaters having been assembled, lifted and installed,

Story type

#diversification (main category)

#energy transition, #scale up

Benefits

▸ The Elomed Project has been delivered from Port La Nouvelle, a port which has been overhauled to allow for FOW projects, whilst utilising a fully European supply chain.

Key findings

For young people

▸ Get an interest in the energy industry and embrace diversity of the businesses.

For industry

▸ There is a new generation of clients who are more financially minded – if you’d want to survive as a mediumsized contractors, clients need to avoid pushing on so much financial risk.

For government

▸ More government support is required to ensure local companies thrive while participating in the large-scale projects for future industries.

Ponticelli at a glance:

Key products and services: engineering, construction, and maintenance services provider.

Headquarters: Paris, France

Year established: 1921

Number of employees: 6,000

Revenue: £1bn

Revenue from exports: 66%

together with the three large transition pieces, at the Port La Nouvelle site. Now, Ponticelli’s 250-strong workforce is now tackling the crucial internal and external welding and painting requirements of the floaters, each of which is 40,000 square metres in size.

This hasn’t been without challenges. Indeed, Ponticelli has faced logistical hurdles, technical difficulties, and other issues often associated with pilot projects. Nevertheless, the firm has persevered and adapted from its original plan to ensure milestones were met, while also limiting the risk of escalating costs and maintaining continuity within the European supply chain. Throughout, Ponticelli has continued to advocate for a risk-sharing approach—one it believes will be essential for the broader success of renewable projects moving forward. With its French pilot projects serving as the opportunity to create meaningful case studies, Ponticelli’s success stories and key lessons learned may serve as a key blueprint for success for years to come.

Poole Process Equipment

Revolutionising Heat Exchanger Performance in Extreme Environments

How is Poole Process Equipment Industrial thriving?

By leveraging its 60-year heritage in British engineering excellence to address critical cooling challenges in extreme environments, Poole Process Equipment has developed its innovative Temperature Control Mist (TCM) technology. Initially tested in UK power stations and now refined for Middle Eastern applications, this breakthrough solution enhances air-cooled heat exchanger (ACHE) performance in high temperatures. The company’s expansion into Dubai five years ago, along with recent workshop openings in Iraq and Saudi Arabia, has positioned it for significant growth within the oil and gas sector and beyond.

The challenge - Operating in the Middle East presents distinctive technical challenges, particularly regarding equipment cooling in extreme temperatures. Traditional air-cooled heat exchangers, widely used throughout the region, frequently underperform in hightemperature environments, especially during peak summer months. This limitation leads to equipment breakdowns, reduced efficiency and increased maintenance costs for operators.

For Poole Process Equipment, these challenges represented both a problem and an opportunity. The company recognised that conventional cooling approaches were no longer delivering the performance clients expected, particularly in the unforgiving Middle Eastern climate where equipment struggles to cope with extreme heat.

With major regional players such as ADNOC and ARAMCO facing these persistent cooling issues, there was clear market demand for more effective solutions that could maintain operational stability, extend equipment lifespan and reduce costly downtime – especially during critical equipment failures or breakdowns when temperature management becomes so important.

The solution - Poole Process Equipment has met this demand by developing its pioneering Temperature Control Mist (TCM) technology, a sophisticated cooling system that significantly enhances heat dissipation in Air-Cooled Heat Exchangers. The technology has been specifically refined for the extreme conditions prevalent across Middle Eastern operations.

The implementation of this innovative system began around two years ago. First, the company intensified its research and development efforts to address the unique challenges posed by the region’s punishing climate. Based on this, and rather than accepting the limitations of traditional cooling methods, Poole Process Equipment chose to invest in creating a forward-thinking solution that could transform performance in high-temperature environments.

TCM works by utilising a controlled, efficient misting application that dramatically reduces surface and skin temperatures on heat exchange equipment. This approach is particularly valuable during equipment failures or breakdowns, where rapid temperature management is essential for maintaining operational stability and preventing cascading system failures.

Poole Process Equipment’s ability to successfully develop and implement this technology has been supported by decades of industry expertise, which has provided the technical knowledge necessary to refine the TCM system for optimal performance. Meanwhile, a customer-centric development approach ensured the solution addressed real-world operational challenges faced by clients, and the company’s financial strength enabled sustained investment in research, testing and infrastructure to support the technology’s rollout.

However, the project did also present challenges. Market education emerged as a significant hurdle, requiring extensive demonstrations and pilot programmes to prove the system’s effectiveness in actual operating conditions. Cost sensitivity also posed an obstacle, with some clients focusing on initial investment costs rather than long-term performance benefits and total cost of ownership – a common barrier when introducing innovative technology to traditionally conservative industrial sectors.

Despite these challenges, the impact of TCM has been substantial. Clients report marked improvements in the efficiency of their aircooled heat exchangers, which has resulted in reduced operational downtime and extended equipment lifespan. The system’s ability to optimise heat exchange processes also contributes to energy conservation efforts,

Story type #innovation (main category)

Benefits

▸ Poole Process Equipment positioned to answer to expected increase in demand for shell & tube and air-cooled heat exchangers.

▸ Expansion to Africa and Asia underway.

Key findings

For young people

▸ Don’t ignore a future in the oil and gas industry.

For industry

▸ Stay ahead of industry needs by embracing change and rethinking solutions.

For government

▸ Help smaller companies grow and get recognition.

Poole Process Equipment at a glance:

Key products and services: shell & tube and air-cooled heat exchangers, skids, and pressure vessels manufacturing.

Main industries served:

▸ Oil and gas – 80%

▸ Conventional power – 10%

▸ Carbon capture – 5%

▸ Others (non-energy): steel, food – 5%

Headquarters: Poole, UK

Year established: 1965

Number of employees: 110

Revenue from exports: 12%

aligning with regional sustainability goals.

Currently, Poole Process Equipment is targeting expansion beyond its current markets, with particular focus on regions with hot climates requiring air coolers. This includes further penetration in Africa, especially Nigeria and Mozambique, as well as growth in Asian markets. The company is also diversifying beyond its traditional oil and gas base, having already secured repeat business from major industrial players such as Emirates Steel within a relatively short time of establishing its regional presence.

With global demand for heat exchanger manufacturing projected to increase by 27% in the next 3-4 years, Poole Process Equipment’s innovative approach to cooling technology positions it perfectly to capitalise on this growth while addressing critical operational challenges. By transforming a regional climate challenge into a catalyst for technological innovation, the company demonstrates how British engineering excellence can deliver practical solutions for some of the energy industry’s most demanding environments.

Peter Johnson CEO

Sumeet Vinayak, COO

Prism Logistics

Engineering impossible journeys through innovation and precision execution

Anshuman Banka Managing Director

How is Prism Logistics thriving?

Having evolved from a conventional logistics provider into an engineering-driven solutions partner, Prism Logistics has redefined project logistics through its technical innovation prowess and multimodal expertise. The Dubai-based company has completed over 1,000 projects across three decades – in doing so, it has built up comprehensive capabilities spanning marine transportation to complex infrastructure development. Today, with a 400-strong workforce across multiple continents, Prism has established itself as the partner for projects deemed impossible by conventional standards. The company’s recent transportation of 34 super overdimensional cargoes weighing over 13,000 tonnes demonstrates its ability to engineer solutions where others see obstacles.

The challenge - As infrastructure and energy projects became increasingly complex, Prism Logistics recognised that traditional logistics approaches were becoming obsolete. The company faced clients demanding solutions for unprecedented challenges – transporting massive equipment through remote locations with poor infrastructure, navigating environmental regulations whilst maintaining tight schedules, and coordinating across multiple jurisdictions.

Standard transportation methods couldn’t handle the scale and technical demands of modern mega-projects. Instead, clients needed partners who could engineer solutions rather than just move cargo, requiring capabilities bridging logistics expertise with civil engineering and regulatory navigation. The industry was shifting toward integrated solutions providers, and Prism needed to transform its business model or risk losing relevance in the most valuable project segments.

The solution - In response, the company repositioned itself from traditional cargo mover to engineering-driven project solutions provider. This evolution began around 2020-2021 and centred on developing comprehensive in-house engineering capabilities. Rather than relying on external consultants, Prism built internal teams capable of route surveys, civil engineering work and customised infrastructure development. This enabled the company to offer end-to-end solutions from initial project planning through to final installation.

Investment in specialised equipment has been central to the strategy. Prism has assembled

an advanced fleet including self-propelled modular transporters, hydraulic axle systems, heavy-lift cranes and custom-built trailers for over-dimensional cargo. The company also developed capabilities for constructing temporary infrastructure, including modular steel bridges and specialised jetties.

Regulatory expertise has also become a cornerstone of Prism’s value proposition. Here, the company has built relationships with government bodies across its operating regions, enabling faster clearances and smoother project execution.

A landmark demonstration of these capabilities was the transportation of 34 super overdimensional cargoes weighing over 13,000 tonnes to a remote refinery site in Barmer, in the Indian state of Rajasthan. This project required construction of more than 75 bypasses spanning 20-plus kilometres, a 2-pluskilometre bypass across flowing rivers, and coordination of over 60 railway shutdowns. The team constructed two modular steel bridges over active canals after obtaining permissions to temporarily halt water flow.

The marine component involved precise sideways roll-on/roll-off operations handling over 2,500 tonnes of cargo within single 45-minute tide windows. This required deploying eight high-powered tugs and three flattop barges, choreographed through proprietary load management software.

The project also demanded removal and reinstallation of more than 1,500 power lines and coordination with Indian Railways. The engineering solution included construction of temporary steel bridges using 600 tonnes of raw materials each, with underwater welding by marine divers to anchor components to riverbeds. The entire operation was completed within 364 days.

This project exemplifies Prism’s evolved philosophy – rather than accepting infrastructure limitations, the company engineers solutions to overcome them. The ability to construct temporary bypasses, bridges and handling facilities transforms impossible projects into achievable objectives.

Prism’s transformation has extended beyond technical capabilities to encompass project management culture that prioritises precision and sustainability. The company has developed comprehensive risk management frameworks that enable successful execution despite dynamic project conditions. Cross-functional teams now collaborate from project inception – this ensures seamless integration between engineering, logistics and regulatory compliance functions.

The change in direction has impacted how Prism approaches client relationships. Rather

Story type

#innovation (main category)

Benefits

▸ Cross-functional collaboration between teams and project management strategy to that enable successful execution despite dynamic conditions.

▸ Significant improvements in client retention and project success rates.

Key findings

For young people

▸ Logistics is all about finding smart solutions to complex challenges. Develop a solution-driven mindset.

For industry

▸ The business landscape is evolving faster than ever — from technology to customer expectations. Staying rigid can cost you opportunities. Be agile and be open to change.

For government

▸ Better roads, dedicated freight corridors, smart logistics parks, and specialised ODC-friendly routes are the need of the hour to support faster and safer cargo movement across states.

Prism

Logistics at a glance:

Key products and services: global service provider specialising in ODC, general cargo and project handling.

Main industries served:

▸ Oil and gas – 50%

▸ Conventional power – 15%

▸ Energy storage – 8%

▸ Onshore renewable energy – 8%

▸ Offshore renewable energy – 7%

▸ Carbon capture – 5%

▸ Nuclear power – 5%

▸ Hydrogen – 2%

Headquarters: Kolkata, India

Year established: 2003

Number of employees: 400

than responding to specifications, the company now participates in early-stage project planning by offering consultative expertise that shapes project feasibility and design. This partnership model has strengthened client loyalty and created opportunities for long-term contracts spanning multiple project phases.

As a result, Prism has achieved significant improvements in client retention and project success rates, positioning itself as the preferred partner for complex, high-value logistics projects. The company’s ability to deliver engineered solutions has opened access to projects that traditional logistics providers cannot handle, which has created competitive advantages and premium pricing opportunities. Most importantly, this transformation has established Prism as an indispensable partner for clients tackling seemingly insurmountable infrastructure challenges.

Proserv

From concept to breakthrough in offshore wind

How is Proserv thriving?

Paul Cook Vice President, Renewables

Through Proserv’s extensive approach to innovation and R&D, Proserv has successfully diversified into the offshore wind sector with its innovative ECG™ technology. The breakthrough cable monitoring system has secured major contracts for all 3 phases of Dogger Bank Wind Farm, as well as Hywind Scotland and Hywind Tampen, and positioned the company at the forefront of this critical technology area.

The challenge – In 2017, with revenues almost entirely derived from oil and gas activities, Proserv recognised the growing opportunities in offshore wind but faced the challenge of how to leverage its six decades of controls technology expertise into this new market. The company needed to identify where it could add genuine value while building credibility with an entirely new customer base.

Industry data has highlighted the scale of the challenge and opportunity, with ORE Catapult reporting that 75-80% of offshore wind insurance claims relate to subsea cable failures. Traditional monitoring methods such as distributed sensing or ROV inspections were proving inadequate, often missing crucial faults and failures on joints and terminations until too late.

To address these critical industry challenges whilst leveraging its controls expertise, Proserv needed a carefully planned strategy for entering the renewables market.

The solution – The leadership team had been fielding questions on the potential of deploying similar controls technologies and services into the renewables sector, and so the company embarked on a focused diversification strategy.

One of the first steps was the appointment of Paul Cook. This was an internal move to become wholly focused on renewables, and his first port of call was to dedicate his time

to thorough market research and network building to identify an optimal market entry point.

A pivotal moment came in 2018 when ORE Catapult and ScottishPower Renewables launched an industry challenge focused on new methodologies for high-voltage cable monitoring. Proserv’s proposed solution was shortlisted in the top three, leading to a presentation to senior technical leaders from ScottishPower Renewables and parent organisation Iberdrola.

Whilst the initial response was positive, the company was told to return when the technology was proven. Proserv then secured ScottishPower Renewables as an industrial sponsor and successfully applied for £1m in InnovateUK Smart Grant funding to expedite development and commercialisation.

The company strengthened its position through strategic partnerships, notably taking a stake in Synaptec in 2022. The two companies’ technologies proved highly complementary – Synaptec’s passive sensing technology converts electrical, thermal and mechanical parameters into light for transmission of data through fibre optic networks, whilst Proserv’s expertise lies in integrating sensor technologies into broader holistic solutions.

This collaboration paid dividends in 2021 when Proserv secured its first major contract for phases A and B of Dogger Bank Wind Farm, which is set to be the world’s largest offshore wind farm when complete.

The seven-figure contract covers the delivery of inter-array cable and termination monitoring systems. ECG offers operators comprehensive visibility of cable assets’ live condition through an integrated and scalable approach. By combining Synaptec’s passive sensing technology with machine learning and artificial intelligence capabilities, the system represents a stepchange in automated condition monitoring. The technology enables early detection of performance anomalies and deviations from the norm, long before they develop into problems.

A key differentiator is its non-intrusive passive monitoring capability. Multiple sensing technologies can be deployed

Story type

#technology (main category) #collaboration, #diversification, #energy transition, #innovation

Benefits

▸ Growth of renewables division team to 10.

▸ Construction of a strong project pipeline featuring its ECG technology.

Key findings

For young people

▸ Broaden your mindset beyond what you think you want to do.

For industry

▸ Challenge your norm, in terms of innovation, to keep evolving, and avoid stifling growth.

For government

▸ Don’t turn oil and gas off overnight. That’s not transition, it’s energy security suicide.

Proserv at a glance: Key products and services: controls systems.

throughout a wind farm to create a multiparameter sensing network, particularly and uniquely at the cable’s terminations, with measurements provided at a central location. Since the passive sensor arrays require no power or data networks, they provide more reliable, secure and synchronous live data from more locations – ideal for automated condition monitoring and improved asset management decisions.

Looking ahead, Proserv sees significant growth potential in the renewables sector, spearheaded by the rollout of ECG. Whilst renewables continues to be a growth area for Proserv, the project pipeline and increasing bid activity suggest growth ahead.

Indeed, renewables for Proserv has grown from a single dedicated resource in 2017 to broader teams of engineers, projects managers and offshore service personnel delivering ECG™ projects in 2024. During this time, Proserv has built a significant project pipeline worth tens of millions of pounds for its ECG technology across multiple renewable projects.

Raba Kistner

Building a

successful energy division from the ground up

H. Mickey Barrett Vice President & Principal Engineer

How is Raba Kistner thriving?

With a successful background as a proven engineering consulting, environmental and program management service provider, Raba Kistner has rapidly become a leading provider in the Gulf Coast energy sector, winning more major LNG project contracts than any competitor since launching its Energy Division in 2021. Strategic acquisitions, strong client relationships, and a focus on resource readiness have enabled the company to scale up quickly as it now delivers on complex, high-demand projects.

The challenge - In 2021, Raba Kistner set out with the goal of building expertise in the highly competitive energy sector – specifically, in large-scale LNG construction projects along the US Gulf Coast.

Despite possessing a capable and experienced staff ready to deliver on complex infrastructure projects, the company had no existing energysector client base, and the market was already dominated by established players. However, a strategic planning initiative was launched to develop a focused Energy Sector division with the aim of growing quickly, securing largescale projects, and building a sustainable, competitive position.

Here, the speed of Raba Kistner’s growth in the sector quickly surpassed expectations. Within months, the company had secured three major LNG project wins just as US federal restrictions on LNG export facilities began to lift. In turn, the firm came under pressure to scale up its operations, meet significant staffing and resource requirements, and serve multi-billion-dollar projects in remote and logistically challenging locations.

To adapt effectively, Raba Kistner made a strategic acquisition of Braun Intertec’s Gulf Region operations, expanding its reach and talent pool. Further, the firm also began collaborating with respected competitors –an unusual but necessary move that would enable it to uphold a high quality of service.

The solution - Raba Kistner’s success has since centred on a clear customer focus

and meticulous attention to detail, with the Energy Division having been built on several key strategic considerations.

First, the firm recognised that it needed to identify where investment was flowing in the energy sector, before then understanding how Raba Kistner’s existing expertise could align with project needs. From here, the firm then defined five key opportunities, setting SMART goals with the aim of winning at least one major LNG project every two quarters.

Quickly, the company excelled. With Raba Kistner already having had an excellent reputation in consulting engineering, construction materials testing, and inspection (C0MET) services, the firm leveraged existing relationships to secure key contracts on key projects.

This included working with Bechtel through Construction Sciences (a Raba Kistner Company) on Corpus Christi LNG, then winning the Port Arthur LNG project, while the acquisition of Braun Intertec’s Gulf Region opened doors with clients like Zachry and Golden Pass LNG.

Collaboration has proven to be essential. Indeed, the firm has also partnered with respected firms – often former competitors – to expand its capacity and better deliver on commitments. These partnerships, rooted in shared standards and performance expectations, have further enabled Raba Kistner to take on resource-intensive projects in remote places such as Cameron, Louisiana and Port Arthur,Texas.

Stakeholder engagement has also been a priority. Company leadership took the decision to relocate offices and residences to be closer to project sites, reinforcing the firm’s local presence while demonstrating clear commitment to clients. As a result, Raba Kistner’s headcount in the Gulf Region has grown to over 150 full-time employees, with the firm having opened six new regional offices.

Of course, several hurdles have been encountered in recent years. Indeed, the firm has had to rapidly scale its staffing base, locations, field and drilling equipment, and laboratory

Story type

#scale up (main category)

Benefits

▸ Raba Kistner has grown its presence in the Gulf Region, with new staff and opening six new regional offices.

▸ Predominance in LNG project wins in the region and revenue increase from US$121m in 2022 to US$165m in 2024.

Key findings

For young people

▸ If you look at the best leaders across the world – someone mentored them, taught them what they are doing and how to do it well.

For industry

▸ Think about the people you are representing – find the commonality of what the community wants and needs.

Raba Kistner at a glance:

Key products and services: engineering consulting services.

Main industries served:

▸ Oil and gas – 80%

▸ Hydrogen – 10%

▸ Carbon capture – 10%

Headquarters: Amsterdam, Netherlands

Year established: 1968

Number of employees: 850 (US) Revenue: £124m

equipment for both field and offices. Further, political headwinds also played their role. However, the successes have been significant.

Having achieved its initial goal of breaking even in August 2022 and turning a profit thereafter, the firm has acquired over 150 new staff, opened seven new offices, and dramatically expanded its asset base – from vehicles to lab and drilling equipment. Further, it has won multiple times more major LNG projects than any other competitor in the Gulf Region.

From a standing start in 2021, Raba Kistner has emerged as a go-to provider in the Gulf Coast LNG market. Indeed, the firm’s revenues have risen from US$121m in 2022 to US$165m in 2024, with healthy profit margin growth.

It’s been a rapid rise to the top. Yet the firm’s successful management of that growth and continued excellence in project delivery has ensured that it will now continue to excel in the energy sector for many years to come.

Reflex Marine

Continuing to innovate in tough market conditions

Sandra Antonovic COO

How is Reflex Marine thriving?

Reflex Marine has shown extremely resilience in trying circumstances. Despite political and economic uncertainty, the company has successfully developed a new lightweight container with strong early interest from major offshore players and is preparing for its commercial launch in 2025. At the same time, Reflex is investing in future-facing projects like the Javelin offshore wind anchor, all while maintaining strong internal cohesion and a 100% new hire retention rate.

The challenge - The rapidly shifting global landscape has presented Reflex with several challenges in recent years, with political, economic, and environmental uncertainties all having shaped its strategic direction.

Most recently, the company had been watching the US election incredibly closely, knowing that the outcome would significantly impact global energy markets. This, combined with broader global tensions such as the war in Ukraine and shifting tariff regimes, made planning and forecasting extremely difficult for a company whose exports account for 90% of its business.

Energy sector inconsistency added another layer of complexity. While Reflex had long tracked transitions toward net-zero goals, eyeing major aspirations in these marks, a lack consistent progress has instilled caution. Hopes of rapidly moving away from oil and gas have resultantly given way to a more pragmatic acceptance that traditional energy sources will remain necessary for longer than originally anticipated. However, the firm has continued to innovate in all relevant markets – both traditional energy sectors, and those in relation to energy transition.

The solution - Despite being faced with various bouts of uncertainty in the past decade, Reflex has continued to take strides forward.

In 2017, the company began developing a lightweight container specifically for the tanker market, aiming to reduce the weight of standard containers by over 50%, which

would lead to significant fuel savings and easier handling. An additional key feature was their ability to be easily retrieved from the sea, enhancing both safety and cost-efficiency.

A key turning point came in 2019, when Vattenfall approached Reflex after hearing about the concept. They requested a smaller, custom-sized version – about one-sixth the size of a standard container – for dredging operations in the Netherlands. Reflex delivered the prototype as a one-off project, but the innovation quickly gained wider interest. In 2021, offshore wind company DEME expressed a desire to test the containers for their operations in Taiwan. This external validation led Reflex to expand development into a full product range of three sizes.

The development journey involved extensive research into materials, fuel-saving potential, market size and pricing, with engineers prototyped using 3D printing and conducted rigorous testing. This wasn’t without it’s obstacles, however.

COVID-19 presented significant internal challenges. Reflex typically conducts its new product development in Spain, but this project was run from the UK. Travel restrictions and lockdowns disrupted collaboration between international teams. Furthermore, the shift to hybrid working, though popular with employees, made it difficult to carry out the hands-on, collaborative tasks needed for successful product development. Some of the initial materials selected also underperformed in real-world testing, forcing a delay in production while alternatives were sourced.

Leadership chose not to impose hard deadlines or announce a launch date, in part out of sensitivity to Reflex’s staff during the pandemic. And while this inevitably extended development timelines, this flexible approach provided space for greater innovation, the outcomes of which have been highly encouraging.

The containers have now completed testing, with excellent results in weight reduction, durability, and cargo protection. Further, pre-launch interest has been strong, with 20 companies registering to receive early pricing and quotes. The first commercial offerings will be available from March 2025. Alongside these efforts, Reflex has helped to co-finance the Javelin project – an innovative offshore wind anchor initiative.

Story type

#innovation (main category)

#environmental sustainability & social impact

Benefits

▸ Retention rate of 100% among new hires in the past year.

▸ Commercial launch of new product line in preparation.

Key findings

For young people

▸ Consider learning and asking questions your main job.

For industry

▸ Be transparent about what goes wrong in a calm, practical way.

For government

▸ Start developing a proper net zero strategy and be fast about it.

Reflex Marine at a glance:

Key products and services: crew transfer equipment for offshore industries.

Main industries served:

▸ Oil and gas – 78%

▸ Offshore renewable energy – 8%

▸ Others (non-energy): marine, defence - 14%

Headquarters: Truro, UK Year established: 1992

Number of employees: 25

Revenue: £7m

Revenue from exports: 92%

While the company has faced questions about investing profits into a future-facing, renewable innovation while core oil and gas business remains strong, Reflex sees this as a calculated and justified move. Indeed, Javelin may eventually become a standalone spin-off or attract external investors to help bring it to full commercial readiness.

Generally, the company has also experienced several other positives. In the past year, it has seen a 100% retention rate among new hires, all of whom successfully passed their probation periods.

Overall, as the company prepares for the commercial launch of its new product line, it is entering a new chapter with cautious optimism, stronger internal cohesion, and a tested innovation ready to meet future market demands.

RelyOn Malaysia

Transforming to continually spearhead the future of regional safety training

Syed Muzakir Aljoofre Managing Director

How is RelyOn Malaysia thriving?

RelyOn Malaysia has not only solidified its reputation for excellence in Southeast Asia. The company has equally emerged stronger by embracing change and innovation.

Through strategic restructuring, market expansion and a renewed focus on culture and employee engagement, the firm has overcome challenges and achieved significant financial growth. With a 23% market share in the Asian safety training industry and a commitment to cutting-edge learning solutions, RelyOn Asia continues to thrive as a leader in safety and competence services.

The challenge - Headquartered in Copenhagen, the RelyOn Group has a deep history in delivering compliance, safety and competence services going back over 50 years, helping its customers protect their people, assets and the environment around the world.

Under the RelyOn Group umbrella, RelyOn Malaysia was established at the turn of the millennium with the aim of providing safety training and consultancy services to the region’s industries and public sectors. However, despite strong foundations, the regional subsidiary has faced several difficulties in recent times.

A highly competitive market, reliance on a single sector, and internal struggles ranging from disengaged employees to structural inefficiencies all contributed to a period of stagnation. Further, the global “Great Resignation” exacerbated these difficulties, causing an exodus of talent from senior management down to the executive level, creating significant instability within the organisation.

These internal conflicts and a disengaged workforce directly impacted performance, productivity, and the company’s ability to meet revenue targets, signalling an urgent need for transformation.

The solution - Recognising the urgency of these challenges, RelyOn Malaysia took

decisive steps to reshape the organisation and secure its future.

The turning point came in 2022 when new management stepped in, bringing fresh leadership and a top-down approach that incorporated valuable feedback from personnel throughout the company. Here, internal discussions and comprehensive SWOT analysis helped identify key areas for improvement, setting the stage for a complete transformation.

The first step required RelyOn Malaysia to break free from its “business as usual” mindset, pushing the organisation beyond its comfort zone to embrace innovation and agility. A crucial part of this shift involved ensuring the right people were in place –leaders and team members who aligned with the company’s vision and could drive meaningful change. Internal restructuring then followed, streamlining key departments such as sales and customer relations, as well as training and operations, to create a more efficient and responsive organisation.

At the heart of this transformation was culture-building, instilling a disciplined, high-performance work ethic that emphasised engagement, transparency, and accountability. Employees were encouraged to take ownership of their roles, providing a greater sense of purpose as well as improving alignment with company goals.

Expanding into new markets was another critical move, helping RelyOn Malaysia to reduce dependency on a single sector by exploring opportunities in industries such as healthcare, manufacturing, and logistics. This diversification not only broadened the company’s client base, but also strengthened its position as a leading safety and competence service provider in the region.

Indeed, the firm remained committed to its value proposition – providing a comprehensive approach to safety training that combines international standards with localised industry needs, leveraging experienced instructors, state-of-the-art facilities, and cutting-edge digital learning solutions.

Accreditation from multiple global and national bodies – including GWO, STCW, OPITO, IMO, CAAM, IADC, IDCF, NIOSH, and DOSH –has further reinforced the firm’s credibility. Meanwhile, the introduction of digital learning

Story type

#people & competency (main category)

Benefits

▸ Revenue growth, higher employee engagement, accreditation from global and national bodies.

▸ 23% market share in the Asian safety training industry.

Key findings

For young people

▸ Results and outcome are often due to your effort, commitment and hard work: always strive for excellence.

For industry

▸ Challenges, obstacles and failures you experience only builds character, opportunity to learn, and to move forward. Acknowledge.

For government

▸ Support safety training by pushing all industries to prioritise it in their organisation.

RelyOn Malaysia at a glance:

Key products and services: safety and training, competence and compliance company.

Main industries served:

▸ Oil and gas – 70%

▸ Offshore renewable energy – 10%

▸ Others (non-energy): marine – 20%

Headquarters: Copenhagen, Denmark

Number of employees: 140 (Malaysia)

Revenue: £9.7m

solutions such as e-Learning, adaptive learning, training management services, competency management, and leadership training (CAVU) modernising its offerings, making training more accessible, effective, and scalable across diverse industries.

The results of these efforts were evident in 2023. Not only had the firm successfully improved its working culture and offering, but revenue also climbed more than 22% year over year.

Employees have become increasingly engaged, with an internal survey on culture and performance having highlighted key improvements. Critically, it revealed that the firm’s employees now feel more aligned with company goals and empowered in their roles.

Now holding a 23% market share in the Asian safety training industry, RelyOn Malaysia’s transformation serves as a testament to its ability to adapt, innovate, and thrive in a rapidly evolving business landscape.

RMI

A strategic expansion into offshore wind to propel growth

Dave Thompson Director of UK Sales

How is RMI thriving?

With over two decades of experience providing medical, HSE, intelligence, security and risk management services in challenging environments, RMI has successfully expanded from its traditional oil and gas focus to become a leading service provider in the growing offshore wind sector.

Through a strategic acquisition and targeted service development, the company has achieved more than 25% year-on-year revenue growth while maintaining its high standards of excellence in both sectors.

The challenge – As a major provider of medical, safety and risk management services to the mature oil and gas market in Europe, RMI was faced with a somewhat challenging outlook. Despite the market remaining relatively strong, it was forecast to decrease in size over the next decade. The cancellation of some oil and gas projects due to increased taxation and environmental concerns in the UK sector, along with the decommissioning of certain assets, had already begun to impact the company’s service requirements.

To ensure continued growth, RMI needed to expand beyond its traditional market while maintaining its established oil and gas business. The company identified the burgeoning renewable energy sector, particularly offshore wind, as a significant opportunity, but needed to adapt its service offerings and expertise to meet the specific requirements of this rapidly evolving industry.

The solution – RMI’s transformation began in June 2020 with the strategic acquisition of SSI Energy, a company already active in the offshore wind sector. This move immediately provided RMI with established expertise and industry knowledge, positioning the company to capitalise on the growing market. Duncan Higham, the Managing Director of SSI Energy, became CEO of RMI and with it brought forward

his vision of expanding into onshore and offshore wind.

Following the acquisition, RMI implemented a comprehensive strategy to target the renewable energy sector. The UK and US sales teams were tasked with identifying relevant projects using tools such as EIC Data Stream and attending industry events. The company also recruited specialised personnel, including a sales manager based in Norwich and a senior HSE professional with extensive experience in major projects like Dogger Bank, which is set to become the world’s largest offshore wind farm.

A crucial element of the strategy involved tailoring RMI’s medical services for different regions, be it in Scandinavia, the North Sea, East Coast US or Asia. Here, the company adapted its offering to meet the specific regulatory requirements and operational challenges of each market. This included developing innovative solutions for complex situations, such as establishing delegated (remote) Offshore Energies UK (OEUK) medical examinations for the US East Coast market, where no OEUK registered doctors were available locally.

RMI also invested in ensuring its personnel had the specific competencies and training required for the offshore wind industry, including Global Wind Organisation (GWO) certification, which encompasses five essential elements for working in this sector. Alongside this, the firm implemented rigorous recruitment and verification processes for all staff, with multiple interviews and extensive credential checks for every applicant.

A notable example of RMI’s new approach in action can be seen in its work with a US offshore wind client in late 2022. When approached by the client who needed to medically screen and clear contractors going offshore, but had no defined screening standards or local resources with expertise in the project region, RMI leveraged its European offshore wind experience to implement OEUK-standard medicals. Recognising that there were no OEUK registered doctors within hundreds of miles of the project site, RMI established an assessment centre locally in New Bedford, Massachusetts, and created a streamlined approach for accessing a team of OEUK doctors for remote consultations. This solution enabled the delivery of gold-

Story type

#people & competency (main category) #diversification, #service & solutions

Benefits

▸ Successful diversification strategy with expansion in the offshore wind sector.

▸ Expected revenue growth and expansion to new markets.

Key findings

For young people

▸ Listen, learn, work hard and enjoy the ride!

For industry

▸ Focus on dynamic risk environment and the need for quality and have accurate information.

For government

▸ Wholeheartedly support the energy transition in the UK.

RMI at a glance:

Key products and services: solutions partner in managing risk across various industries.

Main industries served:

▸ Oil and gas – 50%

▸ Offshore renewable energy – 30%

▸ Onshore

Headquarters: Seattle, US Year established: 2003

Number of employees: 200

standard medical exams while avoiding costly and time-consuming logistics for the offshore wind contractors.

Throughout this transformational period, RMI has also maintained its commitment to its oil and gas clients around the world, with recent clinic establishments in markets such as Guyana. Indeed, the company continues to invest in this sector and recognised its ongoing importance to the business, and it is this balanced approach which has allowed it to navigate the energy transition while maintaining strong relationships with clients who operate across multiple sectors.

RMI’s strategy has yielded impressive results. Offshore wind now represents 30% of the company’s business, alongside 50% in oil and gas, 10% in onshore renewable energy and 10% in mining. With projections of 25% growth in 2025 and plans to expand into new regions such as Latin America, the Middle East, Asia and Australasia, RMI is well-positioned to continue its successful trajectory in both traditional and emerging energy markets.

Rotork

Integrated ethernet innovation enhances market leadership

Darren Silverthorn Product Manager –Electric Actuators

How is Rotork thriving?

Rotork has enhanced its market position by developing an integrated ethernet solution for its IQ3 Pro range actuators. Launched in 2024, this technical innovation enables highbandwidth industrial communication across multiple protocols, supporting advanced asset management capabilities through remote data collection. By incorporating technology directly within the double-sealed enclosure of its actuators rather than relying on a gateway solution, Rotork has enhanced both product reliability and its competitive advantage.

Recently, Rotork has joined Rockwell Automation’s Technology Partner Program. The IQ3 Pro electric actuator with EtherNet/ IP™ connectivity will be featured in Rockwell Automation’s Technology Partner product reference catalogue and system design tools as part of the partnership. This integration will make it easier for engineers, system integrators, and end users to specify Rotork’s advanced actuation solutions in various industrial applications.

The challenge - Rotork strives to deliver robust, reliable communication solutions for ever more digitalised industrial environments. Its existing Ethernet Gateway technology, while fit for purpose, was primarily a bolt-on addition that carried several operational challenges. Namely, it required additional certification processes, extended implementation timelines and exposed critical components to potentially harsh environments.

At the same time, customers were requiring more sophisticated asset management capabilities and real-time diagnostic data access for predictive maintenance. Both internal service teams and end-users needed remote access to extensive diagnostic information that previously required physical presence at installation sites. The complex regulatory requirements across multiple global jurisdictions further complicated the development path, meaning any new solution needed to maintain the company’s extensive safety certifications while improving communication capabilities.

The solution - Recognising these challenges, Rotork began developing an integrated ethernet solution. Rather than continuing with external bolt-on technology, the company designed a solution that would be fully contained within the double-sealed enclosure of its actuators, with only wiring connections in the terminal compartment.

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

The engineering team focused on creating a truly versatile communication solution, developing an option card capable of ‘speaking three different protocol languages’ – Modbus TCP, EtherNet/IP and PROFINET. This capability provided Rotork with a significant competitive advantage, as most competing systems excel at one protocol but have limitations with others. The strategic importance of this feature became particularly evident in the American market where the EtherNet/IP protocol dominates. The project involved meticulous planning to overcome several technical challenges. The engineering team needed to anticipate future technology needs to ensure the integrated solution would remain viable for years to come. Incorporating ethernet functionality into the existing actuator designs required development by the engineering team with rigorous testing to maintain reliability standards. The team also had to address supply chain pressures through early supplier engagement.

Throughout the development process, Rotork remained steadfastly committed to innovation and reliability. These principles were not seen as contradictory but complementary – innovations needed to improve customer experience while maintaining product integrity and reliability. This philosophy guided every development decision, with extensive internal testing ensuring the final product would meet Rotork’s stringent quality standards.

The resultant Integrated Ethernet Actuator solution, launched in September 2024, provides high-bandwidth connections enabling advanced asset management through remote data collection. Connection is established through two RJ45 or M12 connectors with network control parameters configurable via the actuator’s display, Insight 2 software or the integrated webserver. The system supports line, ring and star topologies for extensive network design compatibility, with 10/100 Mbps speeds. Crucially, the new solution enables remote access to the IQ3 Pro’s internal data log via the webserver, allowing seamless data collection and uploading to Rotork’s intelligent Asset Management (iAM) cloud-based system. This capability provides customers with detailed insights into actuator and valve conditions. Combining customisable

Story type

#innovation (main category)

#service & solutions, #transformation

Benefits

▸ Rotork’s new solution aims to reduce costs, improve maintenance forecasting and minimise unplanned downtime.

▸ This new solution was able to strengthen the company’s competitiveness.

Key findings

For young people

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

For industry

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

Rotork at a glance:

Key products and services: provider of mission critical flow control and instrumentation solutions.

Main industries served:

▸ Oil and gas – 47%

▸ Others (non-energy) – water and power, chemical, process and industrial – 53%

Headquarters: Bath, UK

Year established: 1957

Number of employees: 3,500

Revenue: £754.4m

preventative maintenance with a predictive programme, like an intelligent asset management system, can reduce the chance of failure to near zero, reducing downtime, increasing profitability and improving a site’s overall safety.

The market response has so far exceeded expectations, with orders received on the first day of launch. The solution’s versatility across communication protocols has strengthened Rotork’s competitive position, particularly in regions where specific protocols dominate. The company has also been quick to extend compatibility across its product range – at launch, they covered the most common range options, with the remainder of the range following at the start of 2025.

Rotork’s solution has been installed at an Australian desalination plant, enhancing efficiency and reliability through PROFINET technology. The project team specified a native PROFINET architecture with no gateways, ensuring seamless connectivity across the plant’s automated systems. To validate system performance, Rotork supplied a pre-launch Integrated Ethernet demo unit, allowing systems integration engineers to assess its capabilities before full implementation.

Roxtec Middle East FZE

Diversifying to become a key player in the global energy future

Firas Kafafi Managing Director

How is Roxtec Middle East FZE thriving?

Roxtec has undergone a major transformation, shifting from a traditional product supplier into a trusted engineering partner in the global energy transition. But moving away from a declining oil and gas market and expanding into high-growth sectors like HVDC, offshore wind, and green hydrogen, the firm has achieved sustainable growth, doubled revenue, and positioned itself at the forefront of future energy infrastructure.

The challenge - In recent years, Roxtec has faced significant disruption from external market shifts. The firm’s core industries like oil & gas and telecommunications that once accounted for roughly 30% of the firm’s revenue experienced a marked decline, putting immediate pressure on the business.

It became clear that the firm’s existing revenue model was no longer sustainable. Indeed, strategic diversification was needed – quickly.

At this same time, the global energy landscape was rapidly evolving. For the firm, pivoting towards renewable energy, crossborder grid integration and decarbonisation projects was a logical avenue to go down. To survive, and indeed thrive, Roxtec knew it would need to make a decisive move into these emerging sectors, with a particular eye on the high-voltage direct current (HVDC), offshore wind, and green hydrogen markets.

Making that change would be no easy task. Internally, it would mean more than just a new product focus – fundamental mindset changes and shift from product-led sales to a consultative, solutions-driven model would be required, particularly in industries where safety, reliability, and regulatory compliance are non-negotiable.

Additionally, many infrastructure projects were becoming larger and more complex. Therefore, Roxtec would also need to scale its technical capabilities, equipping its teams to meet a variety of new and evolving challenges, from fire protection to hydrogen-tight sealing.

Albeit a strategic opportunity, it was a compulsory change and business imperative if

the firm was to step out of a declining market and move forward into a brighter future.

The solution - Roxtec seized the initiative, pivoting to build expertise and an attractive offering in high-growth areas of the evolving energy landscape.

Quickly, it became laser focused on emerging applications such as wind farms, cross-border electricity interconnections, HVDC converter stations powering offshore rigs, and green hydrogen electrolyser projects where its technical capabilities could play a critical role.

A turning point came in 2015, when Roxtec identified vulnerabilities in local substations – particularly around water ingress and fire protection. These smaller projects provided a launchpad to validate the company’s innovative approach, enabling it to build technical credibility and refine its sealing solutions. A dedicated power sales team was also established, allowing Roxtec to keep a finger on the pulse of customer needs and industry trends.

From here, the company began adapting its portfolio in line with specific requirements – harsher environments, larger cable diameters, higher voltages, and extreme conditions such as saltwater exposure and hydrogen containment. This evolution marked Roxtec’s shift from a product supplier to a trusted engineering partner.

By 2022, the firm’s efforts to support customers with end-to-end technical expertise paid off. The company began to expand into larger, more complex infrastructure projects, scaling solutions and adapting to new engineering challenges.

The company’s modular sealing technology played a pivotal role, providing a technical edge thanks to its adaptability that enabled the firm to tailor solutions to varying project demands. This, coupled with Roxtec’s strong local teams and global footprint, enabled it to credibly scale into new regions and sectors.

Indeed, the firm has now worked on many high-impact projects, including a major HVDC Interconnection between Egypt and Saudi Arabia where its sealing systems are providing long-term cable protection. It also worked on an ADNOC-TAQA Offshore HVDC initiative, ensuring the reliability of offshore cable systems delivering renewable power to oil and gas platforms.

In the green hydrogen space, Roxtec has supported Plug Power by supplying gas-

Story type

#diversification (main category)

#energy transition

Benefits

▸ 75% increase in annual revenue in 3 years.

▸ Power-related projects now account for almost 15% of Roxtec’s annual business.

Key findings

For young people

▸ Be curious and stay adaptable –innovation comes from listening to the market, challenging assumptions, and being willing to evolve.

For industry

▸ Focus on building organisations that are not only innovative but also resilient and aligned with the bigger mission: enabling a cleaner, more secure energy future.

For government

▸ Help accelerate the clean energy transition by removing barriers to innovation and creating an environment where companies can thrive while doing the right thing.

Roxtec Middle East FZE at a glance:

Key products and services: modular-based cable and pipe sealing solutions.

Main industries served:

▸ Oil and gas – 40%

▸ Conventional power – 20%

▸ Others (non-energy): marine – 40%

Headquarters: Karlskrona, Sweden

Year established: 1990

Number of employees: 1,027

Revenue: £260m

Revenue from exports: 50%

tight sealing solutions for electrolyser manufacturing, helping to prevent hydrogen leakage. Meanwhile, its work on offshore wind farms like BorWin6 and Hollandse Kust Zuid (HKZ) have demonstrated the ability of its sealing technologies to withstand extreme saltwater exposure, pressure and fire risks.

Overall, it’s growth has been consistent and prosperous. Annual revenues have increased from US$200 million in 2021 to US$350 million in 2024, with consistent year-overyear gains. Further, power-related projects now account for almost 15% of Roxtec’s annual business.

Overall, Roxtec has fundamentally and successfully reshaped itself as a firm at the heart of tomorrow’s energy infrastructure solutions.

RSK Ireland

Driving growth and greater project wins through groupwide collaboration

Michael Kerr

Regional Business Development Director (Ireland)

How is RSK Ireland thriving?

By embracing the collective strength of the RSK Group, RSK Ireland has transformed its ability to expand beyond its core services and provide a wider range of solutions for its customers. Now thriving across the island of Ireland (NI & ROI) and diversifying its services, underpinned by a strong RSK Group presence in the water sector, the company has doubled its revenue since 2021 while bidding activities have quadrupled.

In summary, by leveraging RSK Group’s position as a global leader in the delivery of environmental and engineering services, RSK Ireland has set a new standard for integrated, high-value project delivery.

The challenge – Established in 1989, RSK Group is a diverse organisation comprising over 200 businesses, with a strong focus on solving client problems and environmental challenges. Among these subsidiaries is RSK Ireland – a multi-disciplinary environmental consultancy, supporting energy transition, construction and infrastructure development projects across the public and private sectors.

RSK Group has a strong track record of delivering multi-disciplinary solutions, with companies across the group often working together to solve complex challenges. While this was true to some extent in Ireland, the business recognised significant opportunity to improve collaboration and from 2020 onwards has dramatically expanded its service offering through strategic acquisitions.

For RSK Ireland, this opportunity was clear – by leveraging the wider RSK network, it would have the opportunity to enhance its own service offerings, pitch for larger, multifaceted projects and drive long-term success.

The solution – RSK Ireland and the newly acquired Irish enterprises have focused on making best use of RSK’s internal network and retaining more work in-house, avoiding outsourcing where possible. In doing so, RSK Ireland quickly gained access to a wealth of in-house expertise that it was able to use to expand its reach beyond traditional single-

service projects and subsequently began bidding for multi-disciplinary projects.

While this expansion brought its own set of challenges, requiring a shift toward a more solutions-oriented approach that meant embracing longer project cycles and hiring more staff to manage demand, the opportunities its new approach presented quickly became evident.

A key example can be seen when RSK Ireland was approached by Irish Drilling, a fellow RSK Group company, to bid on a construction and environmental management plan for an international client launching its first project in Ireland.

Specifically, the project focused on a former energy generation site with historical contamination issues. Before new energy infrastructure could be built, the site required a thorough environmental assessment to determine the extent of legacy pollution. Shortly after the first commission, the client required a broader scope of technical services and solutions. This ultimately required the expertise of nine different RSK companies: RSK Ireland as project lead supported by RSK Geosciences, RSK Geophysics, Irish Drilling, RSK Asbestos, Structural Soils, Central Alliance, PB Drilling and Geocore all coordinated and offered under a single procurement package to the client.

Bringing so many RSK companies together on an Irish-based project was a new approach as many of these companies had typically worked independently or on 2-3 company collaborations in GB, and naturally, the project presented several challenges including the logistical challenge of seven GB based teams working on the project. The teams had to work shoulder to shoulder within a fixed site footprint, within a narrow delivery timescale, while upskilling teams to meet the regulatory compliance demands and project’s specification. Despite the restrictions, it ultimately proved to be a great success.

Through seamless collaboration, RSK entities successfully delivered the €500,000 project, with 95% of the work retained within the RSK Group, where high safety and quality standards can be more strongly controlled.

Since then, RSK Ireland’s collaborative approach has become a best practice example for RSK Group, with the Ireland entity having reaped the rewards. Increased project value,

Story type

#collaboration (main category)

#scale up, #service & solutions

Benefits

▸ Overall revenue increase and contracts rise in average value.

▸ Successful collaborative projects, most of the work retained within the RSK Group.

Key findings

For young people

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

For industry

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

For government

▸ Think beyond an electoral time-period.

RSK Ireland at a glance:

Key products and services: multi-disciplinary environmental consultancy, supporting energy, infrastructure, public and private sector.

Main industries served (Group):

▸ Energy – 25%

▸ Others (non-energy): built and natural environment, water, infrastructure – 75%

Headquarters: Helsby, UK

Year established: 1989

Number of employees: 45

Revenue: £4.1m

Revenue from exports: 30%

a doubling of company revenue and a higher degree of technical capacity and capability are just some of the resulting benefits. The firm has also seen a fourfold increase in bidding activity, with RSK Ireland now submitting 80+ tenders per year, compared to just 20 annual bids just four years ago.

Beyond financial growth, the company has also diversified significantly. A decade ago, a high proportion of RSK Group’s turnover came from contaminated land and ground services, with little-to-no presence in the water sector. Today, highly Group revenue comes the built and natural environment, water, energy and infrastructure sectors in broadly equal measures.

By proving that a collaborative mindset leads to business growth, RSK Ireland has exemplified the value in a multi-disciplinary approach and paved the way for more integrated, high-value projects across the organisation, with RSK Group now better positioned to secure larger contracts, enhance its market presence, and deliver comprehensive solutions to clients worldwide.

RSM

Building a renewables and cleantech advisory powerhouse

Sheena McGuinness Partner, Co-Head of Energy and Natural Resources, and Head of Renewables and Cleantech

How is RSM thriving?

RSM UK has successfully established itself as a leading provider in the renewables and cleantech sector by leveraging its crossfunctional expertise and developing a comprehensive project lifecycle model. Since launching the dedicated service line in 2018, RSM has become a recognised industry expert and generated revenues exceeding £5m in 2024 – an 8% year-on-year increase in order intake. The company’s success stems from its ability to integrate diverse tax, accounting and financial advisory capabilities into a cohesive offering that addresses the complex challenges facing renewables developers. In doing so, RSM has built strong client relationships across the sector, helping stakeholders navigate the evolving regulatory landscape while optimising financial outcomes.

The challenge - In 2018, RSM UK had no dedicated focus on renewables and cleantech despite housing capabilities that were highly relevant to the sector.

Traditional advisory firms had yet to stake their claim, meaning there was something of a first mover advantage to be had. Indeed, the renewables landscape was in a state of flux, with subsidies being removed across the UK and Europe, creating uncertainty for developers who were reluctant to take on merchant risk. This market disruption presented both a challenge and an opportunity for RSM to position itself as a trusted advisor.

Tax, as one of the government’s primary fiscal levers for shaping corporate behaviour, was becoming increasingly important for renewable energy projects. However, RSM lacked visibility in this space and needed to demonstrate its value to stakeholders concerned about tax implications and merchant risk – factors that could significantly impact project financing decisions.

Additionally, though RSM possessed substantial expertise across various service lines, these capabilities were often siloed and prevented the firm from offering the integrated solutions that renewable energy clients needed.

The solution - RSM’s transformation began

in 2018 when Sheena McGuinness, formerly head of tax for Shell Renewables, joined the firm with a vision to establish a comprehensive renewables and cleantech practice. Recognising that no advisory firm had yet established dominance in the sector, McGuinness identified an opportunity to position RSM as the go-to advisor for renewables projects.

The cornerstone of this strategy was the development of a project lifecycle analysis that mapped RSM’s diverse capabilities against the typical phases of renewable energy projects. This helped identify which RSM departments could support different aspects of renewable energy development – from initial feasibility through to ongoing financial reporting.

Implementation of the vision followed a carefully planned out trajectory. After conducting internal capabilities assessment in late 2018, RSM spent 2019 building its industry profile through conference attendance and network development. By 2020, the company had formulated a more formal campaign with dedicated marketing materials and began winning significant business. This allowed it to allocate more resources to the growing renewables and cleantech division.

The project lifecycle framework provided a tangible tool that helped both clients and internal teams understand how RSM’s services aligned with renewable project needs. Ultimately, this has made the complex world of renewables less daunting and more accessible, enabling the company’s professionals to identify precisely where they could add value.

A prime example is RSM’s work with Power Tree Chile, a UK Export Finance-funded £300m PV solar farm project. What began as tax advisory work expanded to include contract structuring to optimise profit repatriation, financial modelling, financial reporting support and personnel recruitment assistance. This comprehensive engagement, involving multiple RSM departments across international borders, generated over £200,000 in revenue while delivering substantial value to the client.

The firm also distinguished itself through a ‘grow your own’ talent development approach. Rather than hiring ready-now specialists, RSM focused on training and developing university graduates to build a team with the versatility to support diverse client needs across the renewables sector.

From a numbers perspective, the strategy is paying dividends. In just six years, RSM’s

Story type

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

Benefits

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

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

Key findings

For young people

▸ Be interested in what clients have to say.

For industry

▸ Win the hearts and minds of your staff. People need to understand why they are doing something.

For government

▸ Live up to your political manifesto –especially about North Sea licenses.

RSM at a glance:

Key products and services: tax accounting.

Main industries served:

▸ Oil and gas – 5%

▸ Onshore renewable energy – 2%

▸ Offshore renewable energy – 1% ▸ Energy storage – 1%

▸ Others (energy): biomass and EV – 1%

▸ Others (non-energy): accounting – 90%

Headquarters: London, UK

Year established: 1988 (RSM UK, RSM International established in 1964)

Number of employees: 65,000

Revenue: £9.5bn

Revenue from exports: 75%

renewables and cleantech practice has grown from virtually non-existent to generating over £5m in annual revenue, with inquiries up 8% year-on-year in 2024. Meanwhile, media coverage has increased by 180% compared to 2023, and the firm is increasingly recognised for its sector expertise.

Perhaps most tellingly, the practice has built strong client loyalty, with executives often bringing RSM into new organisations when they change roles – a powerful indicator of the trust and value the firm has established in the market.

Looking ahead, RSM is expanding its focus to include emerging areas such as AI for energy applications and grid solutions for data centres, while targeting growth in Scandinavian renewables markets. By continuing to integrate its diverse capabilities around client needs, the company has transformed a market challenge into a significant growth opportunity.

Safelift Offshore

Scaling up for strategic project growth

Steven Simpson Managing Director

How is Safelift Offshore thriving?

With over 30 years of experience in safety-oriented lifting and manual handling equipment, Safelift Offshore has successfully transformed its business model to tackle larger-scale projects while maintaining its core customer base. This dual approach, coupled with significant investment in new facilities, has driven revenue growth from £4.9m in 2023 to £5.5m in 2024, with exports now accounting for 42% of sales.

The challenge – As an established manufacturer of safety equipment for the global energy sector, Safelift faced the complex challenge of balancing day-to-day operations with increasing opportunities in large-scale projects. The company recognised that while these major projects offered significant growth potential, they typically involved extended timelines of 1824 months from RFQ to order placement, thereby creating new demands on resources and working capital.

Furthermore, the evolving nature of procurement in the energy sector meant dealing with globally dispersed teams rather than local buyers. This brought additional complexities in terms of commercial arrangements and storage requirements, with most RFQs now demanding 60 or more days of storage capability. For an SME with 35 employees, managing these changing dynamics while maintaining service levels for existing customers presented a significant challenge.

The solution – In 2024, Safelift embarked on a strategic transformation which involved developing a dual-pronged sales approach to drive business growth. The company restructured its operations, creating a dedicated projects department to handle larger-scale opportunities while maintaining its traditional sales function for day-to-day business.

A crucial element of the strategy involved investing over £800,000 in a new fabrication facility with overhead crane installation. This expansion addresses both storage

requirements for larger projects and creates improved working conditions for staff. The investment also allows the company to repurpose its existing fabrication unit, providing much-needed additional capacity for its growing operation.

Safelift’s approach to growth has been methodical and based on around a need for careful resource management. Rather than rapidly expanding headcount, it is focusing on strategic recruitment in key areas such as design engineering, project engineering and sales, with an emphasis on hiring multifaceted individuals who can adapt to the diverse requirements of an SME environment.

A significant advantage in implementing this strategy has been Safelift’s self-sufficiency in design, manufacture and testing capabilities. This in-house expertise allows for quick decision-making and adaptability across multiple sectors and global markets, and the company has leveraged these capabilities to enhance its service offering – for example, it has introduced a comprehensive safety catalogue and educational initiatives to facilitate direct ordering for clients.

Cross-selling opportunities have also emerged, with rental provisions and container solutions becoming two major growth areas. Recent projects showcase the Safelift’s expanding capabilities, including the design and manufacture of bespoke DNV-certified baskets for largescale wind farm substations. A notable example is the Seagreen Offshore Wind Farm project, where Safelift provided a complete mechanical handling package including access, height safety and handling equipment for the converter platform.

The company has also developed a unique approach to package solutions, where a variant % of delivered equipment comes from carefully selected alliance partner suppliers, integrated with Safelift’s equipment. This model demands sophisticated project management to align multiple supply timelines but enables the company to offer comprehensive solutions to major clients including TenneT, Harbour Energy, Equinor and McDermotts. The success of this approach is reflected in strong client retention rates and increasing word-ofmouth recommendations, particularly in the expanding renewables sector.

Safelift will continue to expand its global

Story type

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

Benefits

▸ Exports growing from 30% to 42% yearon-year.

▸ Strong client retention rates and increasing word-of-mouth recommendations.

Key findings

For young people

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

For industry

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

For government

▸ Involve key businesspeople in decisionmaking regarding energy policy.

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

Main industries served:

▸ Oil and gas – 60%

▸ Offshore renewable energy – 20%

▸ Nuclear power – 2%

▸ Others (energy) – 18%

Headquarters: Aberdeenshire, UK

Year established: 1994

Number of employees: 35

£5.5m

from exports: 42%

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

Select Offshore

Innovative ‘Total Crew’ approach drives rapid growth journey

Mike Tann CEO

How is Select Offshore thriving?

By transforming from a traditional recruitment agency into a solutions provider, Select Offshore has achieved remarkable growth in just five years, increasing revenue from US$10m in 2020 to US$52m in 2024, with a projected US$85m for 2025. Founded in 2013 by industry veterans Mike Tann and Ryan Burville, the company has leveraged its entrepreneurial spirit to develop Total Crew – a service that manages the entire mobilisation process including visa processing, compliance checks, travel and logistics. This approach has proven particularly valuable in the renewable energy sector, which now accounts for 70% of the company’s business. With 92% of revenue generated outside the UK and a new Dubai office opened in 2024, Select Offshore has positioned itself as a problem-solving partner for EPCs and service companies in the global energy market.

The challenge - Select Offshore faced significant challenges in a highly competitive recruitment landscape where multiple agencies often propose the same candidates, creating a race to secure talent without ensuring quality for clients. This fragmented approach to hiring created several pain points, particularly for vessel operators and complex projects.

Clients also frequently encountered problems with inconsistent day rates when using multiple agencies, causing tensions when personnel working side by side received different compensation. The industry-wide shortage of qualified personnel, particularly in specialised renewable energy roles, made it increasingly difficult to source adequate talent pools.

These challenges became particularly acute during COVID-19. With the limitations of the traditional recruitment model clear for all to see, Select Offshore wanted to do something different.

The solution - This led to the development of Total Crew, a comprehensive solution launched in June 2023 that transformed Select Offshore into a full-service crew management provider.

It was built with two major sources of input and inspiration – insights gained from client discussions about their pain points were taken on board, with ideas then evolving naturally from the company’s entrepreneurial culture.

The Total Crew service encompasses the entire process required to get personnel onto projects, including visa processing, compliance checks, travel arrangements, accommodation and logistics support for mobilisation. By standardising day rates and handling all aspects of crew management through a single provider, the solution eliminates the inconsistencies and disputes that can arise when multiple agencies are involved.

Total Crew was also partially born out of an innovative response to COVID-19 challenges in 2020. When a German ship owner faced impossible crew changes due to the absence of flights to Trinidad and Tobago, Select Offshore took the initiative to charter a Boeing 757 aircraft at a cost of £196,000. After confirming interest from multiple clients, the company coordinated with local shipping agents and the Ministry for National Security, arranged quarantine facilities, PCR testing and COVID-safe transport. The chartered flights proved so successful that the service was expanded to include larger aircraft and additional routes, operating for 18 months and ensuring continuity for offshore operations during the pandemic.

Building on this experience, the Total Crew concept was developed to address broader industry challenges beyond the pandemic. It particularly resonated with clients working on offshore wind projects, where coordinating specialist personnel across international borders has become increasingly complex, especially following Brexit. Here, Select Offshore leveraged its expertise to advise clients on navigating the process of bringing EU nationals to UK projects, helping them access the talent needed for renewable energy developments.

The implementation of this strategy has delivered impressive results, with the offshore business growing by 52% in 2024 alone. The company has reinvested in its capabilities by hiring additional senior managers to support further expansion and foresees another 60% growth in 2025. Indeed, the Total Crew service now accounts for approximately 25% of Select Offshore’s revenue, generating an estimated US$13m in 2024 with a projected increase to US$20m in 2025.

The success of the new Total Crew approach

Story type

#culture (main category)

#scale up, #service & solutions

Benefits

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

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

Key findings

For young people

▸ Specialise and really get to know the market they are focusing on.

For industry

▸ Develop a great culture in your business with constant feedback, at all levels including C-level.

For government

▸ More ‘pro-business’ and ‘pro-SME’ approach.

▸ Don’t go against oil and gas so aggressively as a more phased transition is needed.

Select Offshore at a glance:

Key products and services: recruitment.

Main industries served:

▸ Offshore renewable energy – 60%

▸ Oil and gas – 25%

▸ Onshore renewable energy – 10%

▸ Conventional power – 2.5%

▸ Nuclear power 2.5%

Headquarters: Essex, UK

Year established: 2013

Number of employees: 72

Revenue: £52m

Revenue from exports: 92%

has been epitomised by the extensive support that Select Offshore provided to Hinkley Point C nuclear power station. Beginning in September 2023, Select Offshore provided comprehensive personnel services across multiple work scopes, consisting of welders, lifting personnel and engineers. This engagement has seen Select Offshore transform its status from second supplier to the number one provider across entire marine engineering businesses, effectively tripling revenue within the marine division internally.

By transforming a traditional recruitment model into a solutions-based approach that addresses the full spectrum of client needs, Select Offshore has created a differentiated position in the market and established a platform for sustained growth across both traditional and emerging energy sectors.

Together, we are people with energy,

powering innovation

Solving Tomorrow’s Workforce Challenges, Today

At Select , we connect the right people to the world’s most demanding energy environments offshore and onshore. From marine and subsea to offshore wind, onshore wind, power generation, solar and the broader renewables sector, we deliver high-performance recruitment solutions where precision, speed, and trust matter most.

Tailored Solutions To Fit Your Requirements

Whether it’s a single specialist or a full project team needed, we move fast and deliver without compromise. Our services are tailored to meet the technical and operational demands of your project.

A Service You Can Count On

Thoroughly vetted workers with the documentation and expertise your project demands 24/7 support from our dedicated account management, compliance and payroll teams Strategic, consultative guidance covering every stage of the recruitment life cycle

Schneider Electric

Adding greater value for clients with an integrated operating model

Elias Panasuik Senior Director of Offer Enablement, Process Automation Portfolio

How is Schneider Electric thriving?

Schneider Electric integrated its previously siloed power and process divisions to address critical client challenges in project efficiency. Through its innovative EcoStruxure Power & Process initiative, launched following extensive customer workshops in 2019, the company has delivered strong results across more than 100 projects, reducing CAPEX by up to 20% on electrical and automation scopes, cutting emissions by 7-12%, and decreasing unplanned downtime by 15% while enabling 75% faster recovery. A flagship gas project in Egypt demonstrated the strategy’s impact, reducing project execution from 12 to seven months and timeto-gas by over 50%.

The challenge - Client feedback from a series of global workshops revealed frustration with inconsistent approaches across project lifecycles, leading to budget overruns caused by design flaws. Customers struggled with both CAPEX efficiency during project development and OPEX optimisation during operations, facing challenges in process efficiency, maintenance costs and energy usage.

This inspired Schneider Electric to rethink its model to meet evolving client demands. They embarked on a journey to better understand how to help foster internal and external collaboration to remove some of the traditional siloes between power and process This separation of system design and operation within its structure meant that critical data sets were no longer isolated.

The solution - Schneider Electric’s transformation began with the decision to integrate its power and process divisions into a unified offering, a process which required breaking down organisational barriers and creating multi-functional teams that could deliver comprehensive solutions to complex client challenges.

The catalyst was a series of global ‘lighthouse’ workshops in 2019 which brought together key clients to understand their most pressing needs and discuss universal challenges around project efficiency, operational costs and sustainability goals.

In response, Schneider formed an exploratory working group, drawing talent from different specialist divisions to develop integrated digital platforms to bridge operations and provide access to previously siloed data. This initiative evolved into a permanent team under the EcoStruxure Power & Process solution in 2020.

The new approach was tested at a large natural gas field in the Mediterranean. The customer challenged Schneider to review already-completed designs and identify efficiency improvements. Schneider responded by combining different scopes of work, ultimately achieving a 55% reduction in low-voltage and process control operating equipment and reducing the medium-voltage equipment footprint by 30%. Schneider also redesigned its supply chain to reduce schedules and improve construction speed through innovations such as transformer package redesigns.

While the typical benchmark for such projects is six years from shovel-in-dirt to production, this was brought online in just 2.5 years. Schneider’s scope of work, normally requiring 18-24 months, was completed in only nine months.

Building on foundations laid in 2014 with the acquisition of Invensys, which enhanced Schneider’s engineering expertise for complex projects, the company has expanded its integrated approach across its operations.

Schneider’s breadth of portfolio – spanning energy management, industrial automation and control, and software – provided a significant advantage, enabling fast deployment of in-house capabilities. The company also established an in-country team to maximise on-site expertise and minimise delays, and their deep talent pool across many disciplines further supported implementation.

Today, Schneider has applied this integrated approach across more than 100 projects. Beyond the direct financial benefits of reduced CAPEX and OPEX, clients have benefited from emissions reductions of 7-12% and significant improvements in downtime metrics.

For Schneider, the strategy has also yielded benefits, in that their expertise is integrated into clients’ decision-making processes much earlier, leading to stronger partnerships throughout the operational phase. This has

Story type

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

Benefits

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

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

Key findings

For young people

▸ Bring ideas, energy, creativity, perspective and challenge the status quo.

For industry

▸ Rethink your approach. Success in any transition economy requires visionary leadership, pragmatism and the ability to execute a collaborative strategy.

For government

▸ Speed up ‘onshoring development’ in US and Canada – more localised manufacturing, localised expertise and reduced barriers to trade in US and Canada.

Schneider Electric at a glance:

Key products and services: electric distribution, control and automation products and services.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Nuclear power

▸ Offshore renewable energy

▸ Onshore renewable energy

▸ Hydrogen

▸ Carbon capture

▸ Energy storage

▸ Others (non-energy)

Headquarters: Paris, France

Year established: 1871

Number of employees: 150,000

Revenue: £32.5m

contributed to sustained revenue growth, with group earnings increasing from €27.2bn in 2019 to €38bn in 2024.

Looking ahead, Schneider is prioritising growth in Africa, Southeast Asia and China, with a particular focus on expanding capabilities in hydrogen and carbon capture technologies. The company will also continue investing in AI, both for internal systems and to drive the transformation of softwaredefined automation systems.

Sensia

Reinventing flow metering through smart innovation

Tom Shannon North EMEA - Regional Sales Manager

How is Sensia thriving?

Established in 2019 as a joint venture between Rockwell Automation and SLB, Sensia has quickly established itself as the energy industry’s first digitally enabled, integrated automation solutions provider.

Launched with incredible momentum, Sensia bring together more than 1,100 experts combined with market leading solutions from its parent companies. As an automation specialist, Sensia’s technologies are designed to sense, think, control, and optimise every aspect of production, making operations smarter, safer, and more sustainable.

In today’s dynamic and increasingly complex oil and gas industry, every large operator has a unique set of needs and objectives. Sensia is consistently exploring how to push its innovations further, embedding more intelligence and core technologies into its solutions to transform industry processes and deliver greater value for customers.

In terms of Sensia measurement capabilities, over many decades, the Caldon brand has demonstrated continued innovation in the field of ultrasonic meters for high accuracy measurement within the oil and gas sector.

The challenge - Multipath gas ultrasonic meters can achieve the highest accuracy classes required by national and international standards. Uncertainty at the time of installation is controlled by type testing and calibration. However, understanding the performance of ultrasonic meters over an extended period in operation has been identified as the most important issue requiring resolution.

For liquid applications, there are opportunities to utilise in-situ proving, master meters, or deploy recalibration strategies based on the application and any restrictions. Unlike liquid, there are no in-situ proving methods for gas, although opportunities remain for master metering, prescriptive recalibration or the use of diagnostic information to infer measurement performance. Each approach has advantages and disadvantages where the latter can result in implications for CAPEX, OPEX or financial exposure.

As Operators seek to reduce system complexity

and operational cost, they continue to search for enhanced methods to validate the performance of their custody transfer systems whilst maintaining traceability, managing operational risk and financial exposure.

Due to more complex approaches over the last 15-20 years, some customers gravitated towards using Condition-Based Monitoring solutions. However, diagnostic information available from ultrasonic meters prior to the SVM development is qualitative, only indicating that there is a problem or a change in process conditions but not quantifying the impact of that problem or change on the accuracy of the flow meter.

The solution - The results of these efforts have culminated in the development of Sensia’s unique and patented Self-Verifying Meter (SVM).

The first step, a quantitative method of the primary path velocity measurements performed by a multipath ultrasonic meter, was patented in 2016. This was the most important step, but additional effects on measurement accuracy, such as flow velocity profile were also addressed. Further patents were granted in 2019, and 2022 with product development on going in parallel

The SVM represents a fundamental shift in how ultrasonic metering systems can be designed, operated and validated.

Sensia’s SVM has changed the game by delivering a quantitative evaluation of meter performance with a live uncertainty value from first principles updating every second. In addition to a continuous and instantaneous output of uncertainty in terms of volumetric flow rate or a relative percentage value, the SVM totalises uncertainty within the G3 electronics.

Pending the application, SVM technology delivers significant operational advantages through its ability to demonstrate to the operator that the measurement performance is within contractual expectations, therefore removing prescriptive manual intervention whether that is pipeline depressurisation for meter inspection, cleaning or recalibration.

The impact of the SVM has been nothing short of significant. In one case, in addition to significant savings in footprint, Sensia was able to reduce metering system weight on an FPSO from 150 tonnes to just 90 tonnes. Furthermore, system pressure drop was reduced by around 1 bar, which has a measurable effect on pumping energy requirements and offloading time. The capital expenditure savings are substantial,

Story type #technology (main category)

Benefits

▸ Delivers high confidence in measurement performance through a quantitative evaluation of measurement performance from first principles, either reducing or avoiding prescriptive recalibrations pending local regulatory framework.

▸ Improves HSE and logistics by reducing or avoiding manual intervention.

▸ Delivers an opportunity for system complexity reduction whilst from a CAPEX and OPEX perspective.

Key findings

For young people

▸ Don’t be afraid to make mistakes, it’s part of learning.

For industry

▸ Industry has changed a lot, and yet still the same – trying to move product from A to B, and measure it as accurately and safely as possible.

For government

▸ Continue with net zero, the decarbonisation path, as uncertainty stops everything.

Sensia at a glance:

Key products and services: automation solutions provider.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Hydrogen

▸ Carbon capture

▸ Nuclear power

Headquarters: Houston, US

Year established: 2019

Number of employees: 1,100

where in this instance it was estimated that the CAPEX saving was US$2.5m. The complexity reduction in the system design, also results in significant OpEx saving, such removal of the prover, complexity high integrity valving, and operational tasks such as prover recertification.

Naturally, the response has been incredibly positive. Since its commercial launch, Sensia have been working with multiple operators on a global basis for both liquid and gas applications which has developed into multimillion dollar solution projects, but more importantly resolving application challenges with significant CAPEX and OPEX savings.

Sepakat Energy

Innovative robotics provides the key to overcoming local market challenges

Dzairenny Muslim Managing Director

How is Sepakat Energy thriving?

Brunei-based Sepakat Energy has successfully navigated a challenging market by transforming its service approach with a focus on robotics, artificial intelligence and advanced technology to reduce operational costs and improve efficiency. Despite a 40% reduction in revenue from 2023 to 2024 due to market constraints, the company achieved multiple industry firsts, including the world’s first offshore riser robotics inspection, Brunei’s first asset integrity campaign using AI and machine learning, and its first international contract. This technologydriven pivot has enabled Sepakat to maintain profitability while building new capabilities for regional expansion beyond Brunei’s borders.

The challenge - Sepakat Energy faced existential threats in 2023-2024 as its primary client, implemented dramatic cost reduction initiatives driven by late-life asset challenges. With declining production volumes, rising operational costs and pressure to deliver consistent returns to its shareholders, Sepakat Energy’s main client implemented a programme to reduce spending across its supply chain – this had an immediate impact on Sepakat Energy through reduced work volumes, declining revenue, project deferrals and an adverse decision to not extend an existing contract.

The traditional service delivery model was becoming increasingly unsustainable, with clients seeking substantial cost reductions of 20-30% on operational expenditure. Adding further complexity, client limitations on platform shutdowns – essential for Sepakat Energy’s core services – threatened to eliminate critical work opportunities. These factors created a perfect storm that required radical transformation. Indeed, continuing with businessas-usual approaches would risk irrelevance in a drastically changing market environment where efficiency had become paramount.

The solution - Recognising these fundamental market shifts, Sepakat Energy implemented a transformation strategy focused on technology adoption and service delivery innovation. Rather than simply offering lower rates in a contracting market, the company repositioned itself as an efficiency partner, understanding that what clients truly needed was greater value.

The foundation for this transformation had

been laid earlier through strategic partnerships with technology providers: NB Surveys for laser scanning (2017), Sky Futures for Unmanned Aerial Services (2021), Rototech for offshore riser robotics (2022), Planys Technologies for turbid water ROV inspection (2023), and through its subsidiary NB Surveys Asia, a partnership with Abyss Solutions for AI/ML inspection solutions (2024). However, it took the market pressures of 2023-2024 to create the conditions necessary for accelerated technology adoption.

Leveraging these partnerships, Sepakat delivered several breakthrough projects. The company secured the world’s first offshore oilfield deployment of a topside-deployed riser inspection & maintenance robot with Rototech, successfully demonstrating robotic capabilities across three offshore risers. In partnership with Planys Technologies, Sepakat conducted Brunei’s first ROV inspection in murky waters, which is enabling clients to manage riverside jetty integrity without divers for the first time.

The company through its subsidiary, NB Surveys Asia, further pioneered Brunei’s first asset integrity campaign using artificial intelligence and machine learning – this was carried out on two offshore platforms to perform paint prioritisation and corrosion detection utilising laser scan data. When personnel landing was impossible on abandoned platforms, Sepakat Energy along with its partner, Sky Futures, deployed drone-based engineering surveys across 20 offshore structures to support decommissioning operations.

These innovations allowed clients to cut operational costs, improve efficiency, enhance safety by eliminating human exposure to hazardous environments, and deliver better-quality inspection data for integrity management decisions. By adapting its approach to focus on outcomes rather than traditional scope delivery, Sepakat has transformed its relationship with clients from service provider to solution partner.

There have been challenges along the way. Resistance to change manifested both internally and externally, with scepticism about new technologies’ reliability in critical applications. The company also encountered structural resistance in integrating innovative approaches into existing commercial frameworks, requiring collaborative work with clients to accommodate new solutions through scope changes, contract modifications, or new purchase orders. Meanwhile, inevitable technical execution hurdles were faced when deploying cutting-edge technology in live operational environments.

SEPAKAT

Energy Services Sdn Bhd

Story type

#collaboration (main category)

#innovation

Benefits

▸ The company was able to maintain its business performance in a difficult market environment.

▸ Sepakat Energy secured its first international service order and is formalising its regional expansion strategy.

Key findings

For young people

▸ Be willing to adapt — the market, the client, and the landscape will keep changing. If you stay rigid, you’ll be left behind.

For industry

▸ Accelerate the adoption of technology and industry 4.0. This technology gap needs to be addressed and closed for productivity and efficiency gains to be achieved.

For government

▸ More focus is needed on helping Bruneian businesses grow regionally — through trade support, financing, and connections to new markets.

Sepakat Energy at a glance:

Key products and services: service provider focused on asset integrity and specialised maintenance.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Kuala Belait, Brunei Year established: 2014

Number of employees: 92

Revenue from exports: 5%

However, the company overcame these issues, and the strategy’s success extended beyond technical achievements. For instance, the company through its subsidiary, Presserv SES secured its first international contract – a material preservation scope for a major upstream operator in Malaysia – marking a significant milestone in its regional growth ambitions. Meanwhile another subsidiary, NB Surveys Asia secured a scope to provide laser scanning services, allowing for its local Bruneian laser scanning surveyors to operate in the Gulf of Mexico for the first time.

Although 2024 saw revenue decline by 40% from 2023, the company was able to maintain its profitability. More importantly, Sepakat Energy established a foundation for sustainable growth by proving its ability to deliver value through technology in challenging market conditions. Currently, the focus is on actively pursuing international opportunities leveraging off the partnerships they have developed based on robotics and AI technology deployment, and formulating a clear strategy for expanding into neighbouring markets.

Siemens Energy (Digital Products & Solutions)

Revolutionising emissions monitoring with AI-powered predictive systems

Martin Piesker Head of Digital Products and Solutions

How is Siemens Energy (Digital Products & Solutions) thriving?

Siemens Energy, with 102,000 employees globally and record performance in 2024, is transforming how emissions monitoring is conducted through its innovative Cloud PEMS (Predictive Emissions Monitoring System). The Munich-based gas turbine manufacturer serves both conventional power and oil and gas markets, and has successfully launched its AI-driven solution that calculates rather than measures emissions. With over 12,000 gas turbines installed worldwide and 4,000 actively monitored since 1972, Siemens Energy has leveraged its unique OEM knowledge to deliver cost reductions of 5080% compared to traditional continuous emissions monitoring systems (CEMS).

The challenge - The company faced mounting pressure as practically all major customers and partners set decarbonisation targets for the next 25-30 years, with gas turbines being significant emitters. As a result, Siemens Energy needed to establish reliable baseline measurements for net zero targets while addressing cost challenges for both itself and its customers.

Traditional continuous emissions monitoring systems presented substantial obstacles around being cumbersome to maintain, expensive to operate and increasingly unreliable with age. Customers faced significant ongoing costs for equipment maintenance, calibration and specialist personnel visits. These limitations led Siemens Energy to identify the core problem – finding a reliable and cost-effective way to measure baseline carbon emissions without depending on physical monitoring systems that were both expensive and prone to reliability issues.

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

The breakthrough approach combines two methodologies – data-driven algorithms

and engineering model-driven calculations. This dual system runs algorithms in parallel, checking AI predictions against engineering model results to create highly accurate emissions baseline and tracking solutions. The company calls this innovation Cloud PEMS, a predictive emissions monitoring system developed entirely in-house.

Implementation required careful regulatory compliance work. After extensive development, Siemens identified pilot client Serica Energy in mid-2024 to collaborate on testing solutions on operating machines. By late 2023, the company focused its solution on meeting both EU and US regulatory requirements. The first half of 2024 involved harmonising algorithms across different turbine sizes and types.

Critical validation came through regulatory engagement with EU and US authorities, which endorsed Siemens’ combined emissions monitoring approach but requested an additional data validation module. Following successful pilot deployment in late 2024, commercial launch is scheduled for September 2025.

A significant implementation challenge involved deployment options. Initially conceived as a cloud service, many countries prohibit crossborder data transfer, and oil and gas companies often operate their own cloud systems. In response, Siemens developed flexible solutions such as on-premises servers (EDGE) and cloud-to-cloud capabilities, creating a mass customisation approach where algorithms remain consistent, but infrastructure adapts to each client’s requirements.

The Cloud PEMS system offers substantial advantages over traditional CEMS. These include no additional on-site equipment required, a 50-80% reduction in lifecycle costs, elimination of expensive calibration gases and skilled operator requirements, and capability to function with contaminated flue gases without costly SIL/ATEX compliance.

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

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

Story type

#digital & AI (main category)

#environmental sustainability & social impact

Benefits

▸ Siemens’ new solution reduces costs and also changes how operators manage their environmental impact.

▸ The solution includes near real-time data displays and requires minimal on-site activities.

Key findings

For young people

▸ Get the chance to do every job you can imagine – use the opportunity and try to discover as much as you can.

For industry

▸ Everybody says they are doing AI. Shift that thinking, to really using AI and to find value for your business.

For government

▸ In Germany, make Germany an attractive place to invest, work and grow.

Siemens Energy (Digital Products & Solutions) at a glance:

Key products and services: gas services, grid technology, transformation of industry and wind power

Main industries served:

▸ Renewables

▸ Power and heat generation

▸ Power transmission

▸ Oil and Gas

▸ Pulp and Paper

▸ Marine

▸ Data Centers

Headquarters: Munich, Germany

Year established: AG: 1847 (Siemens Energy: 2020)

Number of employees: 26,000 (Gas Services)

Revenue: £29bn (Siemens Energy)

field and equipment experience. So far, the company has successfully implemented more than eight projects worldwide for both dry low emission (DLE) and non-DLE combustors, with proven technologies available for various turbine models including A35, LM2500, SGT400, SGT-600, 700, 750 and 800.

The solution integrates seamlessly with Siemens’ existing digital platforms (Omnivise, MyHealth) and can be applied independent of the turbines’ control system. Near real-time emissions data displays on human-machine interfaces and requires minimal on-site activities.

This breakthrough is transforming how the industry monitors emissions and shows that sophisticated algorithms can deliver greater accuracy and reliability than traditional hardwarebased systems. By converting decades of operational knowledge into predictive intelligence, Siemens Energy has created a solution that not only reduces costs, but fundamentally changes how operators understand and manage their environmental impact.

Siemens Energy AB (Sweden)

Patience pays off thanks to record gas turbine sales

Anders Hellberg FEED Manager

How is Siemens Energy AB (Sweden) thriving?

Siemens Energy AB in Sweden is a subsidiary of Siemens Energy, one of the world’s leading energy technology companies with more than 101,000 employees in more than 90 countries. The Swedish entity has achieved exceptional success through its long-term commitment to gas turbine efficiency and hydrogen readiness. The SGT-800 gas turbine, built in Finspång, delivers marketleading 60% efficiency in its MW-range in combined cycle configuration. With first hydrogen-ready units sold to German municipal utilities and strong demand across Asia and North America, Finspång’s twodecade investment in sustainable technology has positioned it firmly as one of the leading contributors to the energy transition.

The challenge - For Siemens Energy’s Finspång facility, the major challenge hasn’t been responding to recent market disruption – rather it, has centred around maintaining a consistent focus on efficiency and fuel flexibility across decades while others chased different priorities. Unlike competitors who pivoted to decarbonisation only recently, Finspång began its journey over 20 years ago, developing technologies for both maximum efficiency and alternative fuels well before they became industry imperatives.

This long-term vision required substantial sustained investment in research and development, testing infrastructure and advanced manufacturing. Initially, many traditional customers in sectors such as oil and gas had little incentive to prioritise efficiency as fuel was essentially free to them, while hydrogen remained primarily a waste gas in refineries as opposed to a cornerstone of energy transition.

The facility also needed to balance its innovation agenda with daily production demands. At the same time, it needed to continuously improve its core products through incremental advances in materials, temperature tolerance and leakage reduction – a patient approach that contradicted the industry’s tendency to reinvent solutions.

The solution - Siemens Energy’s success at Finspång stems from a consistent strategic vision that has evolved through persistent, incremental improvements rather than dramatic pivots. This approach began gaining momentum approximately 20 years ago when the facility was acquired by Siemens AG at that time – this provided access to additional technologies and expertise that complemented Finspång’s engineering heritage, which dates back to 1913.

The strategy focused on two complementary pathways. First, relentless improvement in fuel efficiency – here, the company has achieved a remarkable 60% in combined cycle configuration for its 60MW SGT-800 turbine, a level that would typically require a 300MW unit. This efficiency translates into significant operational cost savings and emissions reductions for customers.

Second, the facility invested early in alternative fuel capabilities, particularly hydrogen readiness. This work began around 15 years ago and initially addressed hydrogen as a waste gas in industrial settings before evolving to focus on its environmental benefits. A crucial enabler was the adoption of additive manufacturing, which allowed for rapid prototyping and the creation of advanced components capable of functioning with hydrogen blends.

The testing infrastructure at Finspång has undergone continuous enhancement to support this development. A decade ago, the facility was rebuilt to accommodate hydrogen testing, with capabilities progressively increasing to handle 75% hydrogen blends. By 2030, Siemens Energy expects to achieve full 100% hydrogen compatibility, meaning most of its turbine frames will be able to operate seamlessly with either natural gas or hydrogen without modification.

This developmental approach has capitalised on some of Finspång’s distinct advantages. As a manufacturer of smaller turbines (25-60MW), the facility had greater flexibility to experiment and iterate compared to producers of larger units. Its focus on decentralised power generation aligned perfectly with emerging

Story type

#energy transition (main category)

#environmental sustainability & social impact, #scale up, #technology

Benefits

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

▸ Strong market position.

Key findings

For young people

▸ Commit to learn the technology.

For industry

▸ Stick to facts.

For government

▸ Invest in infrastructure in all ways.

Siemens Energy AB (Sweden) at a glance:

Key products and services: gas turbines manufacture.

Main industries served:

▸ Conventional power – 75%

▸ Oil and gas – 25%

Headquarters: Finspång, Sweden

Year established: 1913

Number of employees: 3,100

market needs for resilient, distributed energy systems. Additionally, being part of Siemens Energy provided access to broader technological resources while maintaining the site’s specialised expertise.

So far, the SGT-800 turbine has sold around 600 units worldwide. Current production has doubled from historical levels to 100 units annually, with the SGT800 representing 75% of output of the Finspång site. German cities have proven particularly receptive to Finspång’s hydrogen-ready turbines, with already some units sold that can run on blends of up to 75% hydrogen today and be ready for 100% hydrogen when supply infrastructure matures.

This early-mover advantage has created a strong market position that competitors now struggle to match. While other manufacturers are scrambling to adapt existing designs for increased efficiency and hydrogen compatibility, Finspång’s two-decade head start has resulted in technologies that deliver immediate carbon reductions through efficiency, all while offering a futureproofed pathway to zero-carbon operation when green hydrogen becomes widely available.

Siemens Energy (UK)

A first, innovative venture into floating offshore wind

George Mabey

Key Account Manager

How is Siemens Energy (UK) thriving?

Siemens Energy is a leader in oil and gas subsea connectors and is aiming to build on this in floating offshore wind by adapting its proven SpecTRON45 technology to a 66kV solution. Through significant investment, strategic requalification and expanded manufacturing capabilities, the company is leveraging decades of subsea expertise to support the growing renewable energy sector. This shift not only strengthens the company’s market position but also drives diversification, paving the way for future innovation in sustainable energy solutions.

The challenge – With bases in England, Scotland, and Norway, Siemens Energy has long been recognised as a leader in subsea sensors, wet-mate connectors, and highvoltage distribution equipment.

Its flagship wet-mate connector, SpecTRON45, had previously set the benchmark for high-voltage subsea applications, rated at 26/45(52) kV and designed with innovative features to enhance electrical field control and system flexibility. It was, at the time, the highestrated wet-mate connector in the world.

Come 2020, however, and the company realised its product could be adapted and transformed for use in energy industries outside of oil and gas. Critically, it began to look at floating offshore wind – a sector that had garnered increasing attention during the pandemic period.

Siemens Energy saw the potential to leverage its existing expertise in highvoltage subsea connections and set its sights on adapting its 45kV solution into a next-generation 66kV connector.

The challenge lay in designing and manufacturing a solution capable of operating at 66kV while meeting the extreme demands of floating offshore wind farms, where turbines are installed at depths of up to 4,000 metres. The company needed to develop electrical and fibre optic

wet-mate connectors that could function reliably in these conditions, ensuring seamless high-voltage power transmission and data transfer in the harsh subsea environment.

The solution – To tackle this, Siemens Energy embraced a ‘Knowledge, Understand, Do’ approach. By deepening its understanding of industry trends and customer requirements, the company could refine its engineering efforts to align with market needs. This was complemented by an agile development mindset within its engineering team – one that prioritised rapid iteration, learning from failures, and continuously refining designs to bring a robust 66kV solution to market.

Rather than starting from scratch, the company focused on conducting a full suite of electrical tests to validate its performance at the higher voltage, ensuring that the core technology remained reliable while pushing its capabilities further.

An increase of 21kV meant extensive testing and qualification, but the foundation was strong. SpecTRON45 had already demonstrated its robustness in the oil and gas industry since its initial development starting in 2010, offering a cost-effective, low-maintenance solution with a 25–30year lifespan. As the world’s highest-rated electrical wet-mate connector, it had also been the first system to be qualified under SEPS SP-1001, officially entering the market in 2019/2020 and being installed in a customer project by 2021.

Bringing this technology to floating offshore wind also required an evolution in manufacturing capabilities. Siemens Energy made significant investments in its production facilities to handle the scale and complexity of the new connectors, ensuring the infrastructure was in place to support future growth.

Testing for the 66kV solution began in the summer of 2023. Phase two of this has focused on further verification, ensuring full compliance with floating offshore wind standards ahead of a targeted market release in the second half of 2025.

Siemens Energy has made significant investments in developing this solution, expanding its manufacturing footprint to

Story type

#innovation (main category)

#diversification, #energy transition, #technology

Benefits

▸ First major venture into floating offshore wind for Siemens Energy subsea business

▸ 66kV connector planned to simplify installation, reduce costs and streamline long-term maintenance.

Key findings

For young people

▸ Embrace learning, network actively and speak up.

For industry

▸ Emphasise employee engagement –people drive businesses forward.

▸ Engage supply chain companies earlier in the procurement process.

For government

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

accommodate anticipated demand. Supply chain management has also become a key focus, particularly in sourcing exotic materials and enhancing internal capabilities to meet production needs. However, these efforts are poised to reap substantial rewards.

The development of the 66kV connector represents Siemens Energy’s strategic entry into a whole new market. While its wind business has long been an expert in fixed wind, this is the company’s first major venture into floating offshore wind.

Here, the firm has been able to leverage its exceptional reputation in the subsea connector space, driving significant interest in its new 66kV solution. And as a result, the product is set to transform the floating offshore wind sector when it comes to market, simplifying installation, reducing costs and streamlining long-term maintenance.

Success will be measured by rigorous testing, with final validation scheduled for June 2025 . If all goes as planned, Siemens Energy will be the first to market with a 66kV wet-mate connector, setting a new industry benchmark.

With its development having started in Ulverston and production options set to meet floating wind projects, this latest product is testament to Siemens Energy’s ability to adapt, innovate, and lead. By redeploying oil and gas expertise into subsea renewables, the company is not only shaping the future of floating offshore wind but also redefining its own path forward in the energy transition.

Sonardyne

Enacting a long-term vision and continuous improvement culture

Graham Brown Managing Director

How is Sonardyne thriving?

The underwater technology specialist has successfully scaled operations to meet global demand through strategic investment in people, processes and facilities. Under Managing Director Graham Brown’s leadership, the company has achieved net zero carbon status two years ahead of schedule, maintained staff turnover at a quarter of UK manufacturing industry averages and recorded an employee Net Promoter Score of 55.5. This performance stems from implementing a comprehensive five-year planning framework that balances profitable growth with creating an excellent workplace culture.

The challenge - When Graham Brown took the helm in 2020 just before the Covid-19 pandemic, Sonardyne faced the complex challenge of scaling efficiently to meet surging market demand across its underwater technology platforms. The company needed to attract and retain skilled talent in a competitive market, manage supply chain pressures and adapt to shifting geopolitical situations affecting international operations. Rapid growth brought internal pressures requiring better coordination across its global offices and manufacturing facilities. Sonardyne also recognised that sustainable expansion demanded more than just adding capacity – it required embedding a culture of continuous improvement that could maintain quality and innovation standards. Most critically, it needed to balance aggressive growth targets with its commitment to being both profitable and a great place to work.

The solution - Sonardyne’s approach has centred on creating a comprehensive five-year strategic framework that integrates business performance with cultural development. Rather than pursuing growth at any cost, the company has established three core objectives – profitable growth with shared rewards, diversification for sustainability and building an excellent workplace culture.

The people-focused strategy has become central to everything else. Sonardyne has implemented extensive training and development programmes, including an internal factory training school offering 12-week courses to rapidly upskill new employees. The company has invested in

self-leadership and team leadership training programmes, backed by Hogan assessments and coaching support for senior management. Key account management capabilities have also been strengthened across commercial teams to better serve growing client demands. Alongside this, working conditions have received significant investment across multiple dimensions. Sonardyne has upgraded buildings with improved lighting, furniture and IT equipment alongside enhanced employee benefits packages. Meanwhile, a social committee has been empowered to organise workplace events, healthcare support has been expanded and sustainability initiatives have been launched through a dedicated Green Team. These changes have been supported by regular internal communications including newsletters, company updates and toolbox talks to keep all staff engaged with company progress.

Process improvements have been implemented through the Hoshin Kanri methodology, establishing clear annual targets supported by measurable improvement activities. The company has adopted the EFQM (European Foundation for Quality Management) model, using both internal and external assessments to identify weaknesses and drive improvements across all operations. Monthly, quarterly and annual feedback cycles ensure consistent progress tracking against strategic objectives.

Another key priority has been expanding manufacturing capabilities through investment in new plant and machinery, including vertical storage solutions and advanced machining equipment. Digital transformation initiatives have occurred alongside, with upgrades to Salesforce CRM with Einstein AI support and the implementation of near real-time product forecasting systems helping to improve operational efficiency and customer service delivery.

Diversification efforts have reduced dependence on oil and gas markets by expanding into offshore renewables, defence and ocean science sectors. Here, the company has leveraged its core underwater technology platforms across these different applications, using common technological foundations to serve diverse market needs. International expansion has been supported through established offices in Houston, Brazil, Singapore and a new German operation, with local teams serving regional markets.

At the same time, sustainability has become a measurable commitment rather than just corporate rhetoric. Sonardyne achieved net zero carbon status in 2023, two years ahead of schedule, through solar installation, heat pump systems, additional insulation and green energy

Story type

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

Benefits

▸ Employee satisfaction, retention and engagement significantly exceed industry norms, validating Sonardyne’s cultural transformation approach.

▸ EBITDA increased greater than150% in one year.

Key findings

For young people

▸ Work hard, the harder you work the luckier you get.

For industry

▸ Speak from the heart, tell the story well and make sure you set it in context well.

For government

▸ Talk the country up not down. Build belief not despair.

Sonardyne at a glance:

Key products and services: underwater innovations for energy, defence and science.

Main industries served:

▸ Oil and gas – 65%

▸ Offshore renewable energy – 10%

▸ Others (non-energy): defence and ocean science – 25%

Headquarters: Hampshire, UK

Year established: 1971

Number of employees: 400

Revenue: £86m

Revenue from exports: 80%

procurement. The company now produces 3050% of its electricity on-site, which underlines its practical approach to embedding environmental responsibility alongside driving growth.

The cultural aspect of the transformation has been measured through specific metrics, including employee Net Promoter Scores, staff turnover rates and EFQM assessments. Results have validated the approach – staff turnover runs at approximately one-quarter of UK manufacturing industry averages, with some employees reaching 40-year tenure milestones. The company maintains a 4.7/5 rating on Glassdoor and employee Net Promoter Scores have risen from 51.5 in 2023 to 55.5 in 2024.

Financial performance has exceeded expectations throughout this period. EBITDA increased threefold in the last three years, with order intake exceeding £100 m and putting Sonardyne in strong position to capture further growth opportunities in underwater technology markets around the world.

Specialist Valve Services

Driving growth with a Total Valve Management strategy

Story type

#transformation (main category)

#collaboration, #service & solutions

Beneﬁts

▸ Continued growth and target to achieve revenue increase for 2025.

▸ Plans for international expansion and diversification to new sectors.

Key ﬁndings

Gerry Henry

Alina Forbes Managing Director Sales & Operations Director

How is Specialist Valve Services thriving?

By transforming its business model from a traditional valve merchant to a comprehensive Total Valve Management (TVM) provider, Specialist Valve Services Ltd (SVS) has successfully expanded its capabilities and market presence.

This strategic shift, backed by significant self-investment in a state-of-the-art service centre, advanced testing facilities and digital management tools, has enabled the company to offer clients enhanced value through optimisation of valve assets, gap analysis, storage and specialised repair and testing services. The approach has yielded strong numbers, with revenues increasing by 30% between 2022 and 2024 with realistic profit margins maintained throughout the transition.

The challenge – Founded in 1998 during a period when oil prices hovered around US$8-10 per barrel, SVS established itself as a specialist supplier of valves, actuators and ancillary equipment to the energy sector. For its first decade, the company operated primarily as a merchant, buying and selling equipment by project management services rather than providing extensive service support.

By 2015, changing market dynamics began to impact the business model. The oil price crash forced operators to seek cost efficiencies, with many looking to refurbish existing valves rather than purchase new equipment. SVS responded by offering minor modifications and repairs, however upon reviewing valve management contract offerings it was found that in order to fulfil these to their full capacity, the current workshop facility was limiting factor.

Client requirements were also evolving. While valve specifications often remained overengineered from the days of higher budgets, customers were increasingly focused on cost efficiency, optimisation of existing assets, and services that could deliver long-term value. This presented both a challenge and an opportunity for SVS to reposition itself in the market.

The solution – In November 2022, after careful analysis, SVS made the decisive move to scale up its operations with the opening of a new service centre. This purpose-built facility dramatically expanded the company’s capabilities, featuring a 14,500 square foot

workshop, 9,200 square foot dedicated warehouse, and a 4,500 square foot secure external yard. With planning permission to expand further.

The investment extended beyond physical space to include significant upgrades in equipment – five pressure test cells for pressure testing up to 30,000psi (compared to two previously), test tanks for submerged gas testing, and a dedicated pressure safety valve (PSV) test cell. The company also brought machining capabilities in-house with four new machines, including a horizontal borer, CNC lathe, CNC milling centre and radial arm drill, which has increased their self-sufficiency.

Critically, the facility design reflects SVS’s understanding of client needs. It has addressed storage challenges with increased racking capacity and heavy-duty overhead cranes (20-tonne and 10-tonne) to handle larger equipment and also houses a Kardex machine for efficient management of customer spares and quicker turnaround during maintenance.

Alongside the physical expansion, SVS has developed specialised software solutions with client experience in mind. A portal system now enables clients to gain instant access to their orders, repairs, modifications and key documents. In addition, the company has designed a dedicated PSV management tool with Power BI integration, enabling customers to track and plan maintenance for these safety-critical components.

Another crucial cog of the transformation has involved investment in people. So far, the workforce has expanded from a handful of staff to a team of 34, with new valve technicians, document controllers, coordinators and quality personnel, and some additional members to the management team. The company also ramped up its commitment to upskilling staff, activity which has included apprentices and technical support staff going through further education to degree level.

This comprehensive approach to Total Valve Management has shifted SVS from a transactional supplier to a strategic partner for clients. The company now offers gap analysis of valve inventories, recommends modifications to extend asset life, and provides complete management of valve maintenance schedules – delivering sustainability benefits by reducing

For young people

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

For industry

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

For government

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

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

Main industries served:

Headquarters: Aberdeen, UK Year established: 1998

of employees: 31

unnecessary scrapping of equipment.

The expanded capabilities have attracted attention from previous and new clients, leading to re-engagement and new opportunities. Overall, SVS has seen a significant increase in enquiries for TVM contracts and expanded its client relationships beyond procurement teams to include maintenance and operations departments.

With the new facility designed to allow for further expansion, SVS is now exploring international growth opportunities. The company is also investigating diversification into hydrogen, carbon capture, LNG and other renewable markets, where specialist valve knowledge is particularly valuable and key to future development

Throughout this transformation, SVS has maintained its core principles of strong manufacturer relationships, transparent customer partnerships and technical expertise in valves. By listening to customer needs and leveraging its specialist knowledge to drive efficiencies, the company has positioned itself for continued growth, with a target of 20% revenue increase for 2025.

Spencer Odgen

Transforming into a sustainability staffing leader

James Pipe

Global Client Services Director

How is Spencer Odgen thriving?

By repositioning itself from a traditional oil and gas recruiter to a go-to for sustainability talent, Spencer Ogden has significantly expanded its renewables business, growing this segment by 53% in 2023 to now represent over 70% of total operations. The company’s client-centric transformation, underpinned by robust ESG initiatives such as removing 12,240kg of ocean plastic through Seven Clean Seas and donating over £15,000 to Cool Earth, has strengthened relationships with organisations leading the energy transition. Revenues have also increased, growing from £104m in 2020 to £143m in 2024.

The challenge - Founded in 2010, Spencer Ogden established itself as a specialist energy sector recruitment firm with a significant focus on oil and gas. However, the post-COVID period brought rapid shifts in global markets and accelerated the energy transition in response to new policies and industry demands. These changes presented both challenges and opportunities.

In this changing market, Spencer Ogden underwent a strategic transformation in 2023, realigning its business model and leadership. They wanted to put client centricity at the heart of the organisation, moving away from transactional relationships to become a strategic partner for clients navigating complex workforce challenges, a pivot resulting in adjustments to company values, business objectives and commercial focus.

Additionally, sustainability has become increasingly important to both clients and employees, with research from McKinsey indicating 54% of young people consider ESG credentials when choosing employers.

As a result, Spencer Ogden sought to lead the way in energy recruitment and develop authentic environmental and social initiatives that would truly resonate.

The solution - The transformation began with setting a clear strategic objective to become the sustainability staffing leader, what the company refers to as ‘realigning profit with purpose’. This vision, established in 2023 under new CEO Henry De Lusignan, drove fundamental changes throughout the organisation.

Spencer Ogden restructured operations around three core sectors (sustainability,

Regan Callender

Global ESG Manager

natural resources and infrastructure) and created dedicated teams with specialised expertise. This realignment involved difficult decisions, including closing smaller offices and reducing headcount in others to strengthen the core business and focus resources where they could deliver maximum value.

Central to the new strategy was embedding client centricity throughout the business. Spencer Ogden made key hires to strengthen its global client services team and redesigned its previously flat structure to better support different client needs. The new model included a global key accounts team focusing on strategic partnerships, a managed service provider unit for high-volume projects, and retail sales teams providing broader support – all working together to deliver sophisticated workforce solutions.

Complementing these structural changes, Spencer Ogden created a dedicated ESG Manager role in 2022 to centralise and enhance its sustainability initiatives. This appointment led to several impactful programmes, including partnerships with Seven Clean Seas (removing 1kg of ocean plastic for every placement made) and Cool Earth (receiving donations linked to the internal peer recognition system). The company also began emissions measurement and target setting, adopting Science Based Targets Initiative frameworks and establishing a validated 2035 net zero roadmap.

Implementation has been supported by robust governance mechanisms, including an ESG committee with board membership and representatives from different departments and regions. This provided an effective feedback loop and ensured decisions could be made quickly. Communication was prioritised, with updates through internal channels and an external LinkedIn newsletter about the company’s ESG journey.

A particularly innovative initiative was the development of the industry’s first sector-specific training programme for all sales personnel, integrated into the career framework. This course outlines Spencer Ogden’s vision and purpose while incorporating environmental and social elements, helping ensure consistent understanding across all teams. By March 2025, 80% of sales staff had completed this training, which contributed over £167,000 in new business.

The results of this transformation have been

Story type

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

Benefits

▸ The company has achieved 53% growth in its renewable’s businesses.

▸ Further expansions to new markets such as onshore and offshore wind, nuclear and data centres.

Key findings

For young people

▸ Be really open to learning, be open minded, get involved and do your best.

For industry

▸ Share your successes and challenges in regard to energy transition.

For government

▸ We need to balance energy security with emerging technology, skills and infrastructure limits and environmental concern.

Spencer Ogden at a glance:

Key products and services: workforce solutions and recruitment.

Main industries served:

▸ Offshore renewable energy – 15%

▸ Onshore renewable energy – 15%

▸ Conventional power – 15%

▸ Oil and gas – 8%

▸ Energy storage – 8%

▸ Hydrogen – 2%

▸ Nuclear power – 2%

▸ Carbon capture – 1%

▸ Others (energy): grid, sustainable materials, energy intense industries – 34%

Headquarters: London, UK

Year established: 2010

Number of employees: 259

Revenue: £144m

eye opening. In addition to 53% growth in renewables business, the company has achieved a 35% reduction in office electricity emissions and increased employee volunteering by 107%.

Now, Spencer Ogden is focusing on further expansion in onshore and offshore wind, nuclear power and non-energy sectors such as data centres. While the company faces challenges including legislative complexity, political instability and skills gaps, its clear purpose and client-centric approach position it well to navigate these hurdles.

By pivoting from a traditional recruitment provider to a purpose-driven sustainability staffing leader, Spencer Ogden has created a distinctive position in the market – one that aligns with the evolving needs of the energy sector while delivering meaningful environmental and social impact alongside commercial success.

SPP Pumps

Excelling overseas as the UK Pump Manufacturer of the Year

Bob Tichband COO

How is SPP Pumps thriving?

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

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

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

Banks and export finance bodies are shifting their attention away from fossil fuels, with some of SPP’s supply chain partners and enduser clients having pulled out of the sector altogether. As a UK manufacturer, SPP also found itself facing a higher cost base than overseas rivals.

Internally, confidence wavered, and the company’s future in oil and gas looked uncertain. The domestic market was no longer enough – without a clear export-led growth strategy, the firm’s long, prosperous future could be put at risk.

The solution - Rather than retreat, SPP took a calculated decision in 2022: to lean into its niche of highly engineered gas and oil pump packages, just as many of its competitors were stepping away. Backed by decades of in-house expertise, SPP recommitted to the sector, remaining open to oil and gas opportunities with a greater focus on exports and new market opportunities.

That decision has proven to be transformative.

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

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

However, SPP continues to thrive, competing and winning on the global stage through technical excellence, reliability, and an unwavering focus in adapting to meet customer needs.

This has culminated in several successful projects, with a standout example being SPP’s work with Qatar Energy via Saipem on the Comp2 project – one of the largest fire protection undertakings in SPP’s history.

Beginning in 2021 with pre-FEED studies and progressing through FEED in 2022 to a full EPC award in late 2023, the project is a shining example of SPP’s ability to deliver world-class engineering over a multi-year timeline. With six main fire pump packages and service water pumps for offshore living quarters, the £12.5m contract is expected to expand into a long-term service deal worth £400,000 annually over two decades, bringing the total value of the project for SPP to £20m. With execution already underway, the system is scheduled for installation in summer 2025.

SPP has also excelled in its new regions, winning its biggest-ever order (£15m) for an FPSO in Angola with Total/Saipem. Here, the company is providing three huge fire pump systems, each with its own diesel genset.

In addition, the company has secured a £4.5m deal for Venture Global’s LNG facility in the US, beating local competition with a fully modular, self-contained fire pump solution.

Story type #export (main category)

Benefits

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

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

Key findings

For young people

▸ Enjoy and make a difference.

For industry

▸ People are everything – look after them.

For government

▸ Think carefully about policies around oil and gas. Give more, not less, support to UK and North Sea.

SPP Pumps at a glance:

Key products and services: design, manufacture and service of pumps and pumping solutions.

Main industries served:

▸ Oil and gas - 45%

▸ Conventional power – 5%

▸ Carbon capture – 5%

▸ Energy storage – 5%

▸ Hydrogen – 2.5%

▸ Others (non-energy): clean water, fire protection and services – 37.5%

Headquarters: Coleford, UK Year established: 1875

Number of employees: 410

Revenue: £115m

Revenue from exports: 75%

These strides forward have been achieved all while maintaining a strong commitment to UK manufacturing, with the firm having recently been recognised as UK Pump Manufacturer of the Year for the third consecutive year – testament to its emphasis on quality engineering.

By staying true to these core values while seeking new opportunities, the firm has not only weathered changing market conditions. Equally, it has emerged stronger and more relevant than ever on the global stage as it celebrates 150 years of success.

STATS Group (UAE)

Beyond Borders: STATS Group’s Localisation Strategy Pays Off in the Middle East

Mark Gault

Vice President, Middle East

How is STATS Group (UAE) thriving?

By implementing a comprehensive localisation strategy across the Middle East, STATS Group has achieved remarkable 400% revenue growth over five years in the region, expanding to over US$20m in annual revenue in 2024. The pipeline isolation specialist has established local entities in key markets, like the Middle East, with dedicated facilities, increased regional headcount from 51 to 159 staff, and successfully diversified from UAE-focused operations to build substantial presence in Saudi Arabia and Oman. As the first Saudi-dedicated hot tap and double-block and bleed isolation specialist, STATS now holds the region’s most extensive inventory of large-diameter pipeline isolation equipment.

The challenge - As a market leader in pressurised pipeline isolation services for the global energy industry, STATS Group recognised that its Abu Dhabi regional headquarters alone wouldn’t drive sufficient growth in the competitive Middle East market. Although the company had been operating successfully in the region since 2012, client feedback consistently indicated that while STATS’ technology and expertise were highly valued, local presence in key markets – particularly Saudi Arabia as the region’s largest market – was essential to becoming a preferred supplier.

The company faced multiple challenges in its expansion efforts, including project delays, restrictive operational constraints, slow payment cycles from clients and intense competition from established players with century-long market presence. Additionally, STATS needed substantial capital investment for regional assets, comprehensive client education about its patented technologies, recruitment and training of competent personnel across different countries, and meeting stringent nationalisation requirements such as Emiratisation, Omanisation and Saudisation. These challenges collectively strained cashflow and tested the business model’s resilience.

The solution - STATS Group’s transformation began with a clear message from clients across the Middle East – they appreciated the company’s best-in-class pipeline isolation technology but wanted it delivered locally. Unlike competitors who were consolidating operations to fewer bases with remote support, STATS recognised that in-country value (ICV) was a key driver for clients in the region, making a comprehensive localisation strategy essential.

Taking advantage of a timely change in Saudi law that allowed 100% foreign ownership, STATS established a Saudi entity with a US$3m+ investment in a new 2,500-squaremetre operating base in Dammam. This strategic move, along with gaining Approved Vendor status from Saudi Aramco, positioned the company for unprecedented growth in the region’s largest market. The facility includes offices, crane facilities, testing bays and equipment storage built to global STATS ISO standards, housing the company’s patented Tecno Plug® and BISEP® double block isolation tools in sizes up to 56”, alongside hot tapping machines up to 60”.

The localisation strategy extended beyond Saudi Arabia, with STATS establishing a comprehensive Middle East footprint including facilities in Abu Dhabi (5,500 square metres), Doha (7,000 square metres), and Muscat (400 square metres). This network has transformed the company’s regional presence and has shifted revenue distribution dramatically, with Saudi Arabia now representing 40% of regional revenue, Oman 30%, UAE 20%, and Kuwait 8% – a significant change from the UAE-dominated business of five years ago.

Critical to this success has been STATS’ commitment to nationalisation. The company has achieved impressive employment rates of local talent, including 10% Emiratisation in UAE, 50% Saudi nationalisation and 80% Omanisation. This diverse workforce has proven invaluable in navigating local bureaucracy, overcoming language barriers and understanding cultural

Story type

#scale up (main category)

Benefits

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

▸ Number of employees in the region has increased from 51 to 159. .

Key findings

For young people

▸ Have an inquisitive mind, communicate in a clear manner and understand how to add value to a business over the long term.

For industry

▸ Think long term and commit to the process, have a support system in place, commit to resources and support in region, and map out a clear plan that is achievable but still a stretch target.

STATS Group (UAE) at a glance:

Key products and services: specialist tools and technology services.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Aberdeen, UK

Year established: 2012 (UAE)

Number of employees: 159 (Middle East, excluding Qatar)

Revenue: £15m (Middle East, excluding Qatar)

Revenue from exports: 5%

nuances to drive business growth.

The company has also invested in locally manufactured equipment, thereby reducing reliance on shipments from other regions and improving operational efficiency. At the same time, it has implemented comprehensive technical training programmes for the local workforce to build competence and reduce dependence on resources from headquarters.

The financials back up the decision taken by STATS. Gross profit margins have grown from 16% in 2020 to 36% in 2024, while revenue had jumped by 400% over the same period. Meanwhile, the tripling of regional headcount from 51 to 159 employees in five years further demonstrates the scale of expansion.

STATS Group (UK)

Successful diversification through localisation, differentiation and innovation

Stephen Rawlinson CEO

How is STATS Group (UK) thriving?

STATS Group has transformed from a UKfocused firm into a global energy services leader, with 87% of its revenue now coming from international markets. Localising operations, building regional teams, and tailoring services to meet diverse market needs have proven crucial. And now, backed by strong growth and new ownership, it’s investing in global manufacturing and R&D as it strives to build on its elevated, more prosperous foundations.

The challenge – STATS Group is renowned for its specialist support in the supply of pressurised pipeline isolation, hot tapping and plugging services to the global energy industry. With operational bases in nine countries, the company’s vision is to leverage innovative technologies and a customer-centric approach to deliver bestin-class tools and technology services for a safer energy industry.

In its vision for excellence, the firm keeps a finger on the pulse of industry developments, ensuring that it is designing solutions for tomorrow’s challenges. As a result, it recognised more than a decade ago that it needed to embrace the energy transition and begin to capitalise on opportunities beyond the UK offshore oil and gas market where it first started out in 1998.

Not only did it realise that global growth was necessary to surviving in a declining UK market. Equally, to make the most of new, sustainable opportunities, the company saw that it needed to repurpose and localise the same service delivery model that had made it so successful in the UK, ensuring relevancy for new industries and regions.

The solution – The goal was clear: to gradually transition away from its traditional stance of being a UK-based company and towards a global outlook, investing in sustainable energy industries while taking a regional-focused approach.

Quickly, the company set about developing

and commercialising highly differentiated products and services with global demand, localising these offerings at a time when it had not traditionally been popular to interface locally with customers.

Through these efforts, STATS learned that while many global markets sought local contacts, the delivery of its products and services at the regional level varied significantly.

To address this, the company began to build local teams, moving experienced employees out of the UK business and into new regions as it developed a new HUB model. At the same time, a new, agile global headquarters support function was also created to support each regional entity.

This has been a significant work in progress. While the initial vision for change was outlined between 2010-11, it wasn’t until 2019 that the firm finally broke through globally.

STATS Group is no longer what it used to be. While the company’s UK heritage remains important to its identity, it has successfully established itself as a key player and recognised brand in local markets around the world – a move that proved invaluable when the global pandemic hit. Indeed, if it hadn’t taken this approach, then restrictions in the movement of people would have been exceptionally tough to navigate.

The results have in turn been significant. Indeed, STATS Group’s revenues doubled between 2020 and 2024, increasing from £43m to £86.7m, with 87% of its business now derived from outside of the UK. Further, as well as spreading its wings in Europe, the company has also found significant success by pivoting focus within its original UK entity from offshore to onshore markets.

After a decade of strong performance, the company is now embarking on a new threeyear plan that aims to leverage the financial support of its new owner, Mitsui, and execute a strategy focused on continued investment in people and technology across key regions

Story type

#transformation (main category)

#culture, #scale up

Benefits

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

▸ Presence worldwide being reinforced.

Key findings

For young people

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

For industry

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

For government

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

STATS Group (UK) at a glance:

Key products and services: specialist tools and technology services.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Kintore, UK

Year established: 1998

Number of employees: 485

Revenue: £86.7m

Revenue from exports: 87%

– the UK/Europe, the Middle East, the US, Canada, and APAC. The aim is to establish strong local manufacturing centres in the US and Middle East alongside its existing facilities in the UK and Canada, and double down on its research and development efforts to drive efficiency and develop new products and services to support the pipeline integrity industry.

Without question, STATS Group will be busy in the coming months as it embarks on this latest chapter. Yet thanks to its successful transformation, diversification, regional expansion and strong performance in recent times, it stands in good stead to make the most of many new opportunities moving forward.

Sterling Thermal Technology

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

Story type

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

Benefits

▸ The company has grown revenues by 54% in two years and now aims to have 50% of revenue from renewables by 2028.

▸ Cultural shifts have been experienced and now the company plans to expand its presence in North America and the Middle East.

Ahmed Alainiah

Olu Baptist Head of Sales & Business Development COO

How is Sterling Thermal Technology thriving?

Sterling Thermal Technology has navigated recent market volatility through a transformation focused on three pillars: people, performance and proficiency. This approach has increased revenue from £13m in 2022 to £20m in 2024 whilst maintaining a 90% conversion rate on targeted projects. By investing in workforce development and expanding supplier relationships, Sterling has retained 100% of key accounts while strategically diversifying into emerging energy sectors including hydrogen, carbon capture and renewables.

The challenge - Sterling Thermal Technology faced a perfect storm of challenges 18-24 months ago when global conflicts created unprecedented disruption to its international supply chain. As a UK-based SME heat exchanger manufacturer competing against larger corporations whilst sourcing materials globally, Sterling experienced dramatic price volatility and extended lead times. This created significant tension with customers, who questioned both delivery reliability and price stability.

The situation was further complicated by the company’s project gestation periods, during which Sterling remained contractually obligated to honour original price points despite rapidly escalating material costs. With customers delaying final investment decisions and pausing projects in the pipeline, the crisis quickly evolved from a short-term disruption into an existential threat, testing the company’s financial resilience and operational capabilities to their limits. After six months of turbulence, management recognised that fundamental changes were necessary for survival.

The solution - Sterling’s leadership team developed a strategy focused on controlling the controllable – looking inward to strengthen the organisation rather than being paralysed by external factors. This approach crystallised around three key pillars: people, performance and proficiency.

The people strategy began with a comprehensive skills audit which revealing significant gaps within the organisation. Sterling increased its training budget – typically the first casualty during downturns – and utilised periods of reduced workload to upskill its workforce. This investment combined internal mentoring with external courses, which enabled employees

to take on expanded responsibilities. Where training alone couldn’t bridge the divide, Sterling made three strategic hires in engineering, finance and project & procurement.

Sterling introduced robust data collection and measurement systems for key performance indicators. The company adopted a customercentric perspective to identify critical success factors. On-time delivery became a primary focus, addressed by expanding the supplier base by approximately 30% while eliminating the poorest-performing 10-15% of existing suppliers. The company also implemented rigorous standards for communication responsiveness and product quality, recognising that quality assurance required organisation-wide commitment.

To achieve proficiency, Sterling invested in structured communications including regular one-to-one meetings to embed practical applications of training. The company introduced a management cycle with daily, weekly and monthly reviews to break down operational silos. This methodology shifted the focus from activity to productivity and helped to identify inefficiencies across all departments.

There were, naturally, challenges encountered. The skills gap proved difficult to address in an industry already struggling to recruit qualified engineers. Sterling also faced the classic SME dilemma of securing capital investment during uncertainty. However, several advantages smoothed the transition – the company’s 120-year heritage provided credibility, while its expertise with exotic alloys offered natural differentiation.

The results so far have been transformative. Sterling successfully retained 100% of its key accounts, with some relationships spanning over 50 years. Meanwhile, it achieved approximately 90% conversion on targeted opportunities, helping revenue to grow from £13m in 2022 to £15m in 2023 and £20m in 2024.

Beyond financial metrics, the company has experienced a cultural shift towards accountability and ownership. With these internal foundations strengthened, Sterling accelerated its diversification into emerging energy sectors and is targeting 50% of revenue from renewables by 2028.

The transformation culminated in March

Key findings

For young people

▸ Be curious, adaptable, eager to learn, our industry is a great place to evolve in. The industry values problem solvers, who embrace innovation and teamwork.

For industry

▸ Invest in your people and foster a culture of innovation, empower your team with the right tools and resources to thrive.

For government

▸ Support UK manufacturers – by developing a long-term industrial strategy, that ensures a long-term growth.

Sterling Thermal Technology at a glance:

Key products and services: designer and manufacturer.

Main industries served:

▸ Oil and gas – 20%

▸ Conventional power – 10%

▸ Nuclear power – 10%

▸ Offshore renewable energy – 10%

▸ Onshore renewable energy – 10%

▸ Hydrogen – 10%

▸ Carbon capture – 10%

▸ Energy storage – 10%

▸ Others (energy) - 10%

Headquarters: Aylesbury, UK Year established: 1904

Number of employees: 110

Revenue: £20m

Revenue from exports: 75%

2024 when Sterling secured investment from the Pemberstone Group, which has positioned the company for further expansion. Looking ahead, Sterling is targeting at least 20% growth in 2025, with particular focus on expanding its presence in North America and the Middle East while developing offerings for carbon capture and hydrogen technologies.

Throughout this journey, Sterling has embodied the resilience that has enabled it to weather many a storm during its 120year history. By turning inward during external chaos and focusing on what it could control, the company has transformed from a traditional manufacturer into an agile business poised to thrive in the energy transition.

Sulzer (UAE)

Increasing

proximity to customers in the Middle East and India

Alex

Myers

Head of Services, India, Middle East, CIS

How is Sulzer (UAE) thriving?

By implementing a country-by-country strategy across the Middle East and India, Sulzer has transformed its regional Service business, growing from zero Service Centers to seven fully operational facilities within just five years. This expansion has tripled Sulzer’s local footprint, evolving from a single sales representative office to a comprehensive regional organisation with several hundred employees across seven countries. The company’s Saudi operations alone now employ over 200 people, with 38% being Saudi nationals – a demonstration of Sulzer’s commitment to local development.

The challenge - Despite being a global leader in fluid engineering and critical application solutions since 1834, Sulzer has faced significant obstacles to growing its Service business in the Middle East. The company had only a service sales office in the region with no local workshop facilities, focused local content plans or legal entities in key countries. This limited its ability to provide in-market services to customers who increasingly demand localised solutions, proximity and tailored partnerships.

With customers also requiring faster response times, local expertise and comprehensive service capabilities for their rotating equipment needs, Sulzer’s growth was constrained by its inability to service equipment within the region. This led to missed opportunities, limited market penetration and an inability to compete effectively with service providers who had established local facilities. The challenge was clear – Sulzer needed to transform its approach to the Middle East market to take advantage of the substantial growth potential in the region.

The solution - In 2018, recognising the untapped potential in the Middle East’s rotating equipment services market, Sulzer implemented a comprehensive regional transformation plan. A country-by-country approach, it focused on establishing fullservice hubs capable of supporting all rotating equipment needs across pumps, turbines, compressors, motors and generators.

The journey began in 2019 with Abu Dhabi, followed by rapid expansion into Saudi Arabia (2020), Qatar (2021), Iraq (2022), Kuwait (2023) and the Indian cities of Vadodara and Chennai (2024). For each market entry, Sulzer carefully evaluated whether to establish wholly owned facilities or form strategic joint ventures with partners who brought complementary capabilities, infrastructure and local content credentials.

Key to this expansion has been Sulzer’s distinctive position as both a pumps original equipment manufacturer (OEM) with deep engineering expertise and an independent service provider (ISP) with the agility to adapt to customer needs. This unique fusion of technical precision and service flexibility enabled the company to offer differentiated solutions beyond traditional repairs –including technical retrofits, upgrades and performance optimisations – and therefore set Sulzer apart from competitors.

And its focus extended beyond simply establishing physical locations. In Saudi Arabia, where Sulzer now employs over 200 people (with 38% being Saudi nationals), the company invested significantly in developing local talent and capabilities. Similar localisation efforts were replicated across all Service Centers, ensuring that Sulzer could provide genuinely local service while meeting increasingly stringent in-country value requirements.

This approach paid dividends quickly, with all new facilities becoming profitable within their first year of operation. The Qatar joint venture exemplifies the strategy’s success, where Sulzer works in close partnership with customers to take full ownership of plant turnarounds, servicing multiple equipment types under a single contract –this represents a comprehensive solution previously unavailable in the market.

Sulzer’s ability to rapidly implement this strategy, despite the challenges of the COVID-19 pandemic coinciding with the expansion, has stemmed from several key advantages. These include the fact it houses a comprehensive service portfolio, high-level technical expertise, an action-

Story type

#service & solutions (main category) #scale up

Benefits

▸ Service business revenue tripled.

▸ Seven Service Centers established.

Key findings

For young people

▸ Be responsible for your own development and seek out people who can mentor you on your journey.

For industry

▸ Take risks and be focused on long-term impact.

For government

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

Sulzer (UAE) at a glance:

Key products and services: services for industrial equipment such as pumps, compressors, steam and gas turbines, electromechanical equipment such as motors and generators.

Main industries served:

▸ Oil and gas

▸ Conventional power

▸ Others (non-energy): water and wastewater, power generation, mining, food processing, pulp and paper, transportation

Headquarters: Winterthur, Switzerland Year established: 1834

oriented company culture, and unwavering commitment to localisation. Thorough due diligence in partner selection also proved crucial, as Sulzer sought organisations that aligned with its business values and longterm ambitions.

The outcomes of these activities speak for themselves. A rapid growth of service business revenue, expansion from zero to seven Service Centers, growth from a single sales office to hundreds of employees across seven countries, and strengthened relationships with key industries including power generation, oil and gas and water – these are just some of the milestones achieved.

Indeed, this transformation has positioned Sulzer for a sustained growth path in 2025 and beyond and demonstrates how strategic local presence and customer proximity can drive up business performance.

Sulzer (UK)

Uniting disconnected teams and structures for global success

James Davies Head of Gas Turbine Services at Sulzer

How is Sulzer (UK) thriving?

Sulzer’s Gas Turbine Services business unit has successfully evolved from a collection of autonomous local businesses to an integrated global service provider by strategically eliminating various internal barriers and fully leveraging Sulzer’s worldwide capabilities. Since restructuring in 2024, GTS has united previously separate aeroderivative and heavy industrial gas turbine service units into a cohesive portfolio with centralised sales, engineering and supply chain functions. By overcoming geographical limitations and fostering cross-entity collaboration, the business is now positioned to deliver more comprehensive solutions while accessing Sulzer’s extensive global infrastructure of 140 service centres, with ambitions to double revenues within five years.

The challenge - Sulzer’s gas turbine services had historically been offered through separate entities under distinct legal structures. While they served similar markets with complementary offerings, this decentralised approach introduced operational inefficiencies and limited the ability to fully capitalise on synergies across the entire group. The independent setup constrained growth and, at times, led to missed opportunities. In some cases, teams operated with a localised focus and declined projects due to limited capacity, rather than collaborating across entities to meet customer needs. This fragmented approach occasionally created confusion for customers and contributed to slower-than-expected growth. There were significant opportunities to share knowledge, optimise supply chains, consolidate purchasing power, and leverage in-house engineering expertise.

The solution - Based on Sulzer’s strategic focus to better leverage the company’s global assets and capabilities, the transformation began in early 2023. Change was further intensified by the new leadership team, including James Davies and John Murray, who brought extensive business experience and shared a vision of creating a truly global service offering. By mid-2024, after integrating the formerly separate Alba business in Scotland into Sulzer’s systems, the team began planning

a comprehensive reorganisation – a fundamental shift from local entities to a single global service provider.

The reorganisation proceeded methodically – centralising sales and commercial teams in August 2024, supply chain in September, and hiring a new Head of Engineering in October. The Gas Turbine Services business unit (BU) was formally announced through companywide town halls, which presented the new structure, strategy and mission to employees.

Removing psychological barriers associated with physical locations was crucial. Business cards no longer displayed specific legal names and office addresses, signalling that team members belonged to a global organisation rather than a particular site. Staff were strategically placed in target regions globally to bring expertise closer to clients and develop stronger relationships with local Sulzer entities.

New departments were created, including dedicated projects and order execution teams, with employees encouraged to apply for positions in the restructured organisation. The company redesigned processes, focusing on areas where improvements were most urgently needed. This was supported by a dedicated strategic project manager and communications specialists who ensured clear messaging throughout the transition.

Technical systems also played a key role in unification. Legacy ERP systems have been fully integrated into the Sulzer standard system. They also standardised via Salesforce across all locations.

Despite challenges – including employee scepticism, the regulatory environment and recruitment delays – the transformation is already showing success. A significant early win came through a multimillion Swiss Franc contract with a South American operator, where the newly integrated approach enabled Sulzer to deliver a comprehensive service package under a single agreement.

The project combined gas turbine services from the Dutch team and generator work from Sulzer’s Argentinian service centre. The client benefited from local currency transactions, simplified negotiations and enhanced communication through local language and cultural alignment.

Looking ahead, Sulzer’s Gas turbine Services BU aims to increase inter-company collaboration

Story type

#transformation (main category)

#collaboration

Benefits

▸ Sulzer’s GT Services team was entrusted with a multimillion-franc project by a South American client.

Key findings

For young people

▸ It doesn’t matter what your role is or what industry you work in, try to learn more about other departments. Especially at Sulzer, with a broad portfolio of pumps, generators, motors and turbines, as well as supporting essential industries such as power generation, oil and gas, water, mining and chemicals, there is a lot to learn and a lot of opportunities to grow.

For industry

▸ The results of decisions and execution are much better when wider advice is sought. Great ideas come from great people, and they are willing to work hard to develop them further.

For government

▸ Remove trade barriers. Boosting trade is critical to supporting social initiatives, as investments, employment, and tax revenue are all driven by economic growth.

Sulzer (UK) at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Conventional power – 70%

▸ Oil and gas – 30%

Headquarters: Winterthur, Switzerland Year established: 2024 (for centralised gas turbines)

Number of employees: 200 Revenue from exports: 80%

significantly, targeting 50% of orders from internal Sulzer demand and doubling revenues within five years. Focus areas include the Middle East, CIS region, West Africa and Asia.

By breaking down internal barriers and embracing a global mindset, Sulzer Gas Turbine Services has transformed itself into an integrated powerhouse, leveraging the full strength of Sulzer’s worldwide capabilities –this is creating value for clients and positioning the company for sustainable growth.

Toll Group

Building on an already formidable 130-year legacy

Lailah Soon SVP Global Business Development

How is Toll Group thriving?

Toll Group (Toll) continues to thrive by staying true to its core culture, values, and vision, while evolving through strategic improvements and innovation. This approach has led to incremental refinements across its operations, offerings, and workforce. By staying committed to progress and leveraging its strengths, the company has been delivering distinctive value to its customers.

Toll defines its success through excellence, customer satisfaction, and continuous improvement. Its priorities lie in its exceptional products and services, grounded in a steadfast customer-first ethos. This dedication has facilitated organic growth, creating a foundation for sustained success and expansion over its remarkable 130-year legacy.

The challenge - Like many global enterprises, Toll has encountered significant challenges amid recent volatile market conditions. The pandemic in particular presented substantial obstacles, impacting logistics operations and expansion efforts. Yet, resilience is a hallmark of the company’s journey, enabling it to navigate these adversities while maintaining its focus on growth and innovation.

Through these turbulent times, Toll has remained steadfast in its commitment to building on its proven strengths while adapting to emerging needs. This balance has equipped the company to not only endure market uncertainties but also to position it for future expansion and innovation.

The solution - At Toll, problem-solving is a part of its DNA. The company has long focused on refining its strengths and

innovating with purpose to remain a trusted leader in the logistics industry. By prioritising iterative improvements over radical changes, Toll ensures its offerings remain relevant and desirable to customers and prospects alike. Toll’s brand spirit, ‘Curiosity in Motion’, captures the vibrancy of Toll’s people and their relentless pursuit of progress, delivering today while solving for tomorrow.

A key component of this strategy has been smart investment. In recent years, Toll has channelled resources into its people - as an example, retaining existing talent and recruiting experienced, project-focused staff across global operations. This strategic focus has empowered Toll’s specialist projects division to achieve remarkable growth, with a year-overyear expansion of approximately 25%.

Despite global adversity, Toll has positioned itself for a robust future. Looking at 2025 and beyond, the company plans to leverage cutting-edge technologies, including AI, while deepening collaborations with the EIC and other stakeholders to harness data insights for informed decision-making. These efforts align with Toll Group’s commitment to sustainability, digital transformation, and fostering innovation.

By connecting with innovators and embracing opportunities for growth, Toll Group remains steadfast in its pursuit of expanding its formidable legacy. Through a combination of strategic investments, technological adoption, and unwavering customer focus, the company is poised to sustain its position as a global leader in logistics while building on over a century of success.

Story type

#service & solutions (main category)

Toll Group at a glance:

Key products and services: logistics and freight services.

Main industries served:

▸ Oil and gas

▸ Offshore & onshore renewable energy

▸ Carbon capture

▸ Energy storage

▸ Others (non-energy): mining, OEMs, retail & consumer, government & defence, food & wine, technology, healthcare

Headquarters: Melbourne, Australia, and Singapore

Year established: 1888

Number of employees: 14,000

Revenue: £2.45bn

Transcar Projects

Big enough to deliver, small enough to care

Dean Rossiter Managing Director

How is Transcar Projects thriving?

Established in 1977, London-based project and logistics management consultancy Transcar Projects is fast approaching its 50th anniversary year with much to shout about. From regionally strategic bases in the UK, Belgium, Qatar and Australia, the company has redefined its market position through digital innovation, a bold rebrand, and a strategic shift toward mid-tier EPC and OEM clients. After navigating significant industry disruption, Transcar has returned to sustainable growth – tripling revenue since 2020 and positioning itself as a smart, agile alternative to multinational providers.

The challenge – Following the combined impact of the COVID-19 pandemic, a collapse in oil prices, and escalating volatility due to global conflicts, Transcar Projects was confronted with a dramatically altered market landscape.

Several large multinational competitors had capitalised on the disruption, expanding through opportunistic acquisitions and increasing their market dominance. As a result, the company encountered significant and unfamiliar barriers to re-entry.

Projects had grown substantially in size and complexity, demanding the involvement of firms with the financial capacity to provide extensive credit lines and performance bonds. With a reduced revenue base and a weakened balance sheet, Transcar Projects was struggling to meet these demands.

Projects that had once aligned with Transcar’s core capabilities, typically valued between US$5m to US$50m, were now valued at +US$50 million and being awarded exclusively to larger players. Further, clients were increasingly risk-averse, unwilling to entrust complex, high-value logistics contracts to smaller operators, despite their capabilities.

The financial impact was stark. Transcar Projects saw its revenue decline precipitously from previous highs by 75% in 2020.

The solution – In response, Transcar Projects undertook a comprehensive strategic transformation.

As large-scale projects began to re-emerge in late 2023 – often in new, consolidated formats

– the company recognised that its reduced revenue history and weakened balance sheet would no longer provide the commercial credibility required to progress beyond the Request for Information (RFI) stage. Simply put, Transcar was no longer qualifying to receive Request for Quotation (RFQ) opportunities, which necessitated a fundamental reassessment of its business model.

Having seriously evaluated all options including external partnerships and venture capital investment, the firm elected to pursue a two-stage transformation program aimed at both first ensuring its survival and then latterly maximising sustainable longterm growth, all without compromising its independence or core identity.

The initial phase focused on operational renewal and brand revitalisation. Significant investments were made in IT infrastructure, website redevelopment and social media presence, resulting in a refreshed brand identity that repositioned Transcar as a modern, agile alternative to larger multinational logistics providers.

Internally, management also conducted a thorough review of the company’s client base in order to better align service offerings with the evolving needs of second- and third-tier clients.

A key innovation was the integration of API technology for the first time. Transcar’s legacy tracking system, though internally developed, was outdated and not cloudbased. Under the guidance of Managing Director Dean Rossiter’s strong IT background, the company collaborated with its Australian sister company, APHEX, to build a new, cloud-based logistics operating platform called TRANSFREIGHT.

Launched in mid-2024, the TRANSFREIGHT system is fully mobile-compatible, intuitive to use, and highly integrative, offering advanced reporting capabilities and seamless API connectivity. This includes real-time data exchanges with clients, third-party systems, shipping lines, and even CO� emissions monitoring tools.

At the same time, the company also moved away from targeting large scale projects, instead leveraging its extensive EPC logistics expertise to serve medium-sized clients where its scale, flexibility, and personalised service have offered a competitive advantage.

With, a significant amount having been spent on the development of TRANSFREIGHT, and thousands more during the brand refresh, Transcar Projects is now reaping the rewards of its investments.

Story type

#digital & AI (main category) #collaboration, #optimisation, #resilience, #service & solutions

Benefits

▸ TRANSFREIGHT system has allowed Transcar Projects to achieve a competitive advantage, covering a significant portion of its operating costs.

▸ Revenues have increased from a 2020 low by over 300% in 2023 and 2024.

Key findings

For young people

▸ Remain creative and proactive so that we can continue to provide solutions that differentiate and add value.

For industry

▸ Sit with clients first, then adapt digital solution to deliver it, not the other way round.

For government

▸ Support SMEs, to grow into domestic and international markets.

Transcar Projects at a glance:

Key products and services: project and logistics management.

Main industries served:

▸ Oil and gas – 50%

▸ Conventional power – 10%

▸ Nuclear power – 5%

▸ Offshore renewable energy – 5%

▸ Onshore renewable energy – 5%

▸ Hydrogen – 5%

▸ Carbon capture – 5%

▸ Others (energy) – 10%

▸ Others (non-energy) – 5%

Headquarters: London, UK

Year established: 1977

Number of employees: 21

Revenue: £5m

Revenue from exports: 70%

The new operating model now generates sufficient revenue and margin to cover a significant portion of operating costs, with full coverage projected by the end of the current financial year. Further, revenues have rebounded from previous lows in 2020 up by 300% in both 2023 and 2024, with the firm’s value proposition of “big enough to deliver, small enough to care” resonating strongly with its client base.

A key contributor to this success has been staff continuity. As a family-run business, Transcar boasts an average employee tenure of 17 years, this helping to preserve valuable institutional knowledge and ensures consistent service delivery – an asset highly valued by clients.

Indeed, this is the true definition of a survive and thrive story, with Transcar Projects truly having innovated effectively to revive itself during an incredibly challenging moment in the firm’s 48-year history.

Trans Asia Pipeline Services

Technology development reduces dependence on

greenfield projects

Sachin Sanghai

CEO

How is Trans Asia Pipeline Services thriving?

By building out its own pipeline inspection technology, Trans Asia Pipeline Services has reduced its vulnerability to cyclical greenfield project markets. The UAE-based company, which turned over US$38m in 2024, established Transpipe Integrity Solutions in 2019 to develop advanced pipeline monitoring tools.

This has led to the successful development of caliper gauging and XYZ mapping technology. Approved by major operators, including Saudi Aramco, the company has inspected more than 1,600km of pipelines in Saudi Arabia alone since 2022. Now operating with over 450 employees, Trans Asia is working to commercialise corrosion mapping tools by the end of 2025, with AI capabilities to follow. This approach has begun shifting the company’s revenue mix, with maintenance services now accounting for 10-15% of income as it pursues a target of 50% by 2030.

The challenge – Trans Asia was in a vulnerable position due to its heavy dependence on greenfield oil and gas projects. As the leading provider of precommissioning and commissioning services in the UAE, Saudi Arabia and Qatar, the company’s revenue stream was highly cyclical – rising during periods of intense development but falling dramatically during industry downturns.

This issue became apparent during the 20152016 oil and gas industry downturn when few new projects were available to bid on. Looking ahead, the company recognised that energy transition trends could significantly reduce greenfield project opportunities within a few years, creating an existential threat to its business model.

Beyond these strategic concerns, Trans Asia faced immediate operational challenges. Post-COVID input costs increased substantially, while shipping delays disrupted project timelines. A shortage of experienced personnel for offshore worksites further complicated operations by causing delays

and eroding profit margins.

The solution – Trans Asia’s response to these challenges was to develop a strategy to transition from being primarily a commissioning-focused company to one specialising in operations and maintenance services. This, the company felt, would leverage its extensive experience while reducing vulnerability to greenfield project cycles.

The transformation began with a decision to develop proprietary technology rather than simply adding more manpower-intensive services. In 2019, Trans Asia established Transpipe Integrity Solutions, with an R&D centre in Baroda, India staffed with electronics, mechanical engineers and software developers.

By the end of 2021, Transpipe had successfully developed caliper gauging and XYZ mapping tools, the solutions being based on Trans Asia’s experience with over 20,000km of pipelines in the Middle East. They were rigorously tested in-house before being successfully piloted with operators such as GAIL and IOCL in India, marking the first instance of an Indian company developing both hardware and software for such technology from scratch.

To overcome initial market entry challenges, Trans Asia packaged its caliper gauging services together with its already established pre-commissioning services for EPC contractors, thereby providing clients with a one-stop solution at the same time as demonstrating its new technology.

The approach proved successful, with the company winning its first contract in Saudi Arabia in mid-2022. Since then, it has inspected more than 1,600km of pipelines in Saudi Arabia and secured additional contracts in Kuwait. Indeed, the caliper technology has now been approved by Saudi Aramco and Kuwait Oil Company for use in their projects.

Building on this success, high-resolution corrosion mapping tools are currently

Story type

#diversification (main category)

#service & solutions

Benefits

▸ Successful approach has led to project wins in Saudi Arabia and Kuwait.

▸ Revenue increase from US$19.24m in 2020 to US$38.92m in 2024.

Key findings

For young people

▸ The oil and gas industry has a huge scope of technology and personal development – a challenging industry that can help you grow.

For industry

▸ Focus on SMEs and their efficiencies – there is a gap in the market, assist SMEs to develop new technologies and improve processes.

For government

▸ Have a midterm view but plan for the current year, focus on utilising resources in best possible manner.

Trans Asia Pipeline Services at a glance:

Key products and services: pipeline, process and industrial services company.

Main industries served:

▸ Oil and gas – 98%

▸ Offshore renewable energy – 2%

Headquarters Al Hamriyah, UAE Year established: 2006

Revenue: £30.4m

Revenue from exports: 60%

undergoing testing, with commercialisation expected by the end of 2025 and further integration of machine learning and AI capabilities is slated for the following 18-24 months.

Trans Asia is also diversifying into plant and refinery shutdown services, which require large numbers of skilled personnel (sometimes over 150) for short durations of anywhere between one and three months per year. This expansion, though still in its early stages, represents another strategic move to reduce dependence on greenfield projects by developing capabilities that will be in demand regardless of new project cycles.

The results of this strategic pivot are already visible in the company’s financial performance. Trans Asia has increased its revenue from US$19.24m in 2020 to US$38.92m in 2024, with EBITDA margins improving from 7% to 16%. The proportion of revenue derived from maintenance services has also grown from virtually zero to 10-15% in just two years, with a target of achieving a 50-50 balance between greenfield and maintenance work by 2030.

TRE Energies

Rebranding from niche service provider to full-spectrum energy solutions partner

Tanweer Ahmad CEO

How is TRE Energies thriving?

TRE Energies has increased revenues by 125% over two years, with 2024 delivering 65% growth and establishing the foundation for targeting 100% growth in 2025. Under CEO Tanweer Ahmad’s leadership, the company successfully rebranded in November 2024 to reflect its evolution from traditional oil and gas services to integrated solutions spanning decarbonisation technologies, renewable energy support and international project delivery. This transformation has enabled TRE to serve clients across multiple continents whilst building expertise in emerging energy transition technologies.

The challenge - Through 2021 and 2022, TRE Energies recognised that its traditional service model faced significant limitations in a changing energy landscape. Clients increasingly demanded integrated solutions rather than standalone lifting and inspection services, seeking partners who could deliver full lifecycle support while reducing operational costs and downtime. The global push toward netzero targets created pressure for low-carbon solutions, while supply chain disruptions and cost inflation complicated project delivery timelines. Internally, the company needed to align its workforce and systems with evolving standards such as ADNOC’s LIMS compliance requirements. Most critically, TRE faced the choice between remaining a niche service provider serving a contracting traditional market or evolving into a diversified energy solutions partner capable of supporting clients through the energy transition.

The solution - TRE Energies has implemented a transformation strategy centred on three core pillars – diversification and innovation, operational excellence and global partnerships.

The diversification element of the strategy has seen the company expand service offerings far beyond traditional lifting and inspection capabilities. TRE has developed expertise in decarbonisation technologies including hydrogen-based retrofits, smart digital tag systems and renewable energy solutions, which has positioned the company to support clients pursuing net-zero goals and maintain excellence in traditional oil and gas operations. The company now serves

both offshore renewable energy projects and conventional hydrocarbon operations, creating a balanced portfolio that reduces dependence on any single sector.

Meanwhile, operational excellence initiatives have fundamentally improved TRE’s service delivery capabilities. Here, the company has restructured internal systems to meet ADNOC Offshore LIMS standards, enhanced inspection and certification capabilities, and standardised technical training programmes for inspectors. These improvements have not only ensured regulatory compliance but significantly reduced client downtime and enhanced service reliability.

Partnerships have become central to TRE’s global expansion strategy. Rather than attempting to build all capabilities internally, the company has forged distributor and reseller agreements with original equipment manufacturers outside the UAE. These partnerships were often initiated through client referrals, and have enabled faster access to specialised equipment and expertise as well as reduced costs for clients who previously faced lengthy procurement processes.

Global project delivery capabilities have been systematically developed across key international markets. TRE has successfully executed projects in the Netherlands, China, South Korea, Iraq, Ghana, Saudi Arabia and Taiwan, building local expertise and relationships in each region. This international expansion has required developing cultural understanding, regulatory knowledge and operational flexibility to serve diverse client needs across different market conditions.

Technology integration has also enhanced service delivery efficiency and quality. For example, TRE has begun implementing artificial intelligence solutions to review inspection and service reports for compliance with regulatory standards, reducing human error and accelerating report turnaround times. AI integration also supports certification and standards review processes, reducing manual oversight requirements and improving consistency.

Alongside this, training and development programmes have equipped TRE’s workforce with skills needed for energy transition technologies. The company has invested in continuous learning initiatives that prepare staff for evolving client requirements and emerging technologies.

Client feedback mechanisms have provided crucial validation of TRE’s strategic direction. The company measures success through client

Story type

#diversification (main category)

#service & solutions

Benefits

▸ TRE Energies has increased revenues by 125% over two years.

▸ Diversification strategy has enabled TRE to serve clients across multiple continents.

Key findings

For young people

▸ Get new skills and keep learning.

For industry

▸ Energy is future and one of the biggest markets. Don’t use it on the cost of future generations and the planet.

For government

▸ Shift to renewable and sustainable. Long-term solutions and adopting innovation is the key in this process.

TRE Energies at a glance:

Key products and services: specialised service provider to the oil and gas and energy sectors.

Main industries served:

▸ Oil and gas – 82%

▸ Offshore renewable energy – 12%

▸ Onshore renewable energy – 6%

Headquarters: Abu Dhabi, UAE

Year established: 2014

Number of employees: 55

Revenue: £10.1m

Revenue from exports: 15%

outcomes, specifically tracking cost savings, downtime reduction and operational efficiency improvements delivered through its solutions. This focus on measurable client value has strengthened relationships and generated referrals for new business opportunities.

The November 2024 rebranding to TRE Energies has formally recognised the company’s evolution from inspection-focused service provider to comprehensive energy solutions partner. This reflects not just its expanded capabilities but a fundamental shift in approach – from reactive service delivery to proactive partnership in clients’ operational successes and energy transition journeys.

Beyond the impressive revenue growth figures which have stemmed from this process, TRE has achieved recognition as a trusted partner capable of supporting clients through complex operational challenges and strategic transitions. The company’s ability to deliver integrated solutions has differentiated it from traditional service providers in both mature and emerging energy markets.

TRS Staffing Solutions

Revolutionising recruitment with a game-changing MSP model

Story type

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

Benefits

▸ Proof-of-concept saved client 24% of its annual costs.

▸ TRS reached US$350m in SUM by 2024, surpassing a 2026 target.

Key findings

For young people

▸ Make mistakes and don’t be afraid to have big ambitions.

Mike Innes

Paul Mudd Managing Director Business Development Director

How is TRS Staffing Solutions thriving?

TRS Staffing Solutions’ (TRS) story is one of agility and innovation. Recognising post-pandemic that major buyers globally required improved talent acquisition and management solutions, TRS quickly identified demand for a mid-market Managed Services Provider (MSP) model.

In developing its proprietary ‘ONEMSP’ tool that acts as an extension of their clients’ HR and supply chain functions, they are providing a concentrated, personalised and responsive service, complete with real-time visibility into workforce count and costs that can help clients manage their resources predictively, avoiding project overruns.

The challenge – TRS Staffing Solutions’ latest chapter began back in 2021.

Working norms had fundamentally changed following consecutive lockdowns – as flexible and remote operations became standard, job seekers began to broaden their horizons. In the process, they began bypassing traditional third-party recruitment channels, posing a significant challenge for specialist providers like TRS, with its focus in professional engineering and technical skills.

The COVID pandemic, combined with the GIG economy and AI, has significantly shifted the traditional recruitment model (candidates/ clients use of staffing agencies). Workers today choose to engage with employers in a variety of employment statuses, they demand flexible and hybrid working arrangements, and scarcity of available skillsets mean salary/ wage rates are competitively high.

Clients and projects using traditional recruitment agencies is constrained by these new norms. And many enterprise-level global or multi-location MSPs are not efficient when handling the complexities of meeting the new challenges around compliance, cost efficiency, skills availability and quality.

The solution – Albeit challenging, this shifting market presented an opportunity for TRS, along with clients to innovate and

adopt a new recruitment and resourcing model.

As industry players began to consolidate, the TRS leadership identified a gap in the enterprise-level workforce solutions market that solved both the contingent and permanent hiring challenges faced in the energy market and client projects.

Traditional MSP models had proven to be prohibitively expensive and time-consuming to implement, with no guarantees that any return on investment would be realised for several years. Recognising this, TRS set its sights on developing a new, flexible, cost-effective and efficient mid-market MSP solution, ONEMSP, created by the TRS Workforce Solutions team.

The solution is a project-focused, workforce solution capable of managing all of a client’s contingent resource needs. It is a highly tailored solution that seamlessly integrates into a project/facility and governed by the client’s HR and supply chain functions for superior results from complete visibility and control throughout a project lifecycle.

From its scaled back reporting capabilities that provide customers with key insights to a highly automated, award-winning, and easy-to-use vendor management system, TRS’s new, scalable solution offers a cohort of benefits to users. However, TRS needed to obtain a proof-of-concept to effectively market its new product.

Thankfully, this was achieved via a successful collaboration with SABIC, a global petrochemicals business in North America during 2021-2022, achieving a 24% saving on annual workforce spend.

Following this, the marketing strategy was further refined, with TRS recognising the distinct value that its solution could provide energy joint ventures and consortiums with the perfect bolt-on service model, zeroing in on over US$700bn in potential opportunities at risk of workforce overspend, the company began targeting projects in the FID phase.

Several challenges were of course encountered

For industry

▸ Treat staffing aspects of your projects with more importance.

For government

▸ Stop overregulating the recruitment sector.

TRS Staffing Solutions at a glance:

Key products and services: global staffing services.

Headquarters: London, UK

Year established: 1984

on this journey. Indeed, the scarcity of qualified talent with experience in engineering and energy-related MSPs demanded TRS to be exceptionally thorough with its own recruitment program. Further, the company also needed to ensure that its stakeholders understood the complexities of MSP models, demanding patience so that its new solution had the time, confidence and backing to grow.

Despite these various hurdles, however, TRS has been incredibly successful in taking this exciting model to market in a relatively short timeframe.

Having set an ambitious goal to achieve US$250m in agreed Spend Under Management (SUM) contracts by 2026, TRS’s project solution has hit the spot, delivering exceptional performance that surpassed their ambitious target significantly ahead of schedule, reaching an astounding US$378m in SUM by the end 2024.

And the interest continues to grow, looking ahead, the company has now set its sights even higher with a revised target of US$1bn in SUM for 2027. As it continues to push the boundaries and take stride towards this target, it will prioritise its key values of innovation, excellence, and client collaboration all the way.

Turner & Townsend

Performance Forum evolves to continue meeting project data needs

Tom Hawley

Conventional and Low Carbon Energy Sector Lead

How is Turner & Townsend thriving?

As a leading professional services organisation with over 22,000 employees, Turner & Townsend has strengthened its position through its long-standing leadership of the Performance Forum. For 30 years, the company has managed this Joint Industry Project (JIP) that enables 23 of the world’s leading offshore operators to benchmark performance and drive improvement across major energy projects.

Building on this success, Turner & Townsend launched the Onshore Performance Forum in 2024, specifically designed to address the challenges of first-of-a-kind clean energy developments including carbon capture, hydrogen and biofuels. This strategic initiative has enhanced the company’s reputation for independent, data-driven insights, contributing to growth of 40% projected for 2025 after a record year in 2024.

The challenge – The energy sector has long faced challenges in delivering complex, capital-intensive projects on time and within budget. In the mid-1990s, during a period of oil crisis and global recession, offshore operators needed to improve project performance to make developments investable and achieve acceptable returns. This challenge has evolved, with the energy transition creating new demands for reliable benchmarking data across emerging technologies.

Clean energy projectsface significant challenges due to a lack of historical performance data. This absence of reliable cost estimates and benchmarks hinders decision-making and investment, potentially slowing the realisation of net zero goals. Without access to trustworthy performance metrics, developers struggle to attract capital and demonstrate project viability.

The situation is further complicated by technological advances in how data is captured and presented. For Turner & Townsend, the challenge was how to leverage its three decades of experience

managing the Offshore Performance Forum to address these emerging needs, all while maintaining the trust of industry members who rely on its independence and discretion.

The solution – Turner & Townsend took the decision to expand its successful Performance Forum model with the launch of the Onshore Performance Forum in 2024. Essentially, this initiative applies the proven benchmarking methodology developed for offshore projects to onshore facilities, with a particular focus on energy transition technologies.

The original Offshore Performance Forum, established in 1995, provides members with anonymised access to comprehensive project data, thereby allowing them to compare performance against industry benchmarks. The forum has become embedded in most members’ governance policies as it provides trusted data to give confidence that new projects will perform well and has helped unlock project bankability.

For the new Onshore Performance Forum, Turner & Townsend has developed standardised ways to capture and analyse data from clean energy projects, with the objective of creating reliable benchmarking tools for the first time in this sector. By drawing on transferable data from conventional onshore processing facilities, the JIP aims to provide valuable insights for first-of-a-kind developments and attracted 10 members within its first year.

The success of both JIPs relies on Turner & Townsend’s reputation for independence and confidentiality. As JIP manager, the company serves as a trusted third party, ensuring that competitive information is properly anonymised while maintaining data quality. This position has been reinforced by the company’s status as an independent advisor with no conflicts of interest in the supply chain.

To address technological advances, Turner & Townsend has continuously evolved the Performance Forum’s digital capabilities from a non-digital initiative to a web-based interactive platform. Today, the company is exploring how artificial intelligence can enhance the forum’s capabilities.

Beyond data benchmarking, both forums facilitate industry events, workshops and knowledge-sharing initiatives, with Turner &

Story type

#collaboration (main category)

#energy transition, #optimisation

Benefits

▸ The Performance Forum has delivered significant benefits for its membersproviding access to over 1200 cost, schedule and project complexity metrics, powering informed decisions.

Key findings

For young people

▸ Take advantage of Early Careers networking opportunities such as those organised by the Performance Forum and Turner & Townsend.

For industry

▸ Providing better access to data, fostering industry wide collaboration and using data for performance insights

For government

▸ Strategy needs to balance ambition with deliverability. Our industry’s ability to deliver the work that will keep the lights on, will rely on us stepping outside the business-as-usual approach to how clients, suppliers and Government work together.

Turner & Townsend at a glance: Key products and services: consultancy business in the real estate, infrastructure, defence and natural resources sectors.

Main industries served:

▸ Energy – 25%

▸ Others (non-energy): real estate and infrastructure – 75%

Headquarters: Leeds, UK Year established: 1947

Number of employees: 22,000

Revenue: £1,225bn

Revenue from exports: 60%

Townsend also conducting bespoke studies for specific members seeking to address particular performance challenges.

The Performance Forum has delivered significant benefits for both members and Turner & Townsend. For members, it provides critical data to support investment decisions – projects that benchmark poorly can be identified early, allowing intervention before significant capital is committed. By managing the Performance Forums, Turner & Townsend supports members with value added services that leverage the company’s global experience, data, technology solutions and skills to create investible projects and mitigate delivery risks.

By applying lessons learned from 30 years of offshore benchmarking to the challenges of energy transition, the Performance Forum and Turner & Townsend are helping to unlock the investments needed to achieve global climate goals while reinforcing its position as a trusted advisor in the energy sector.

TÜV Austria Group

Targeting

growth in the Middle

East renewables market with new Dubai base

Müge Okumuş Head of Industrial Services and Renewable Energy Manager

How is TÜV Austria Group thriving?

TÜV Austria is expanding its presence in the GCC region, with a particular focus on renewable energy and hydrogen certification markets. In December 2024, the company established its Dubai office as part of a wider Middle East and Africa (MEA) regional growth strategy. This expansion builds on TÜV Austria’s 150-year heritage in industrial certification and testing to target the rapidly growing GW-sized renewable energy projects across the GCC. The company has already achieved approved supplier status with DP World, one of Dubai’s largest construction companies, and is aiming for 20% growth in 2025.

The challenge - Despite TÜV Austria’s strong European reputation and century-and-a-half heritage in industrial certification, inspection and testing services, the company faced significant challenges in establishing a foothold in the competitive Middle East market. Unlike some competitors who had already established their presence in the region, TÜV Austria entered the GCC market due to the latest developments in the region, especially new projects in Saudi Arabia and the UAE.

The firm identified significant opportunities in the region’s booming renewable energy sector, particularly in large-scale solar and emerging hydrogen projects, but faced stiff competition from established certification bodies. Only very few rivals were certified as a hydrogen certifying body in the GCC, highlighting both the opportunity and the challenge for TÜV Austria. Additionally, cultural differences between European and Middle Eastern business practices presented hurdles for the company’s expansion plans, which required careful adaptation of its approach and service offerings.

The solution - In 2023, inspired by Regional Manager Yankı Unal (VP of Middle East and Africa), TÜV Austria recognised the strategic importance of the GCC region in its global expansion plans.

The company established a formal business

presence in Dubai in December 2024 – this serves as the hub for regional operations across the GCC countries, including Saudi Arabia, Oman, UAE and Iraq. Rather than starting from scratch, TÜV Austria deployed experienced personnel from its existing operations, with Ms Müge Okumuş relocating from Istanbul to Dubai as Head of Industrial Services and Renewable Energy Manager to lead the new initiative.

This approach has allowed the company to leverage its European technical expertise while building local capabilities. It began by carefully mapping department structures and defining clear responsibilities for the new regional team. TÜV Austria then focused on identifying key market opportunities, particularly in the renewable energy sector where significant growth was anticipated. Alongside this activity, the firm invested time in building connections and networks with potential clients and partners across the region, knowing that relationships would be crucial to any success.

Ensuring compliance with TÜV Austria’s global standards while adapting to local requirements was another critical focus area. This involved coordinating across departments to align strategic goals and developing detailed staffing plans with an emphasis on hiring industry-ready professionals who are familiar with regional practices. The company also prioritised building relationships with key regional organisations, including the EIC, to enhance its market intelligence and visibility.

Work continued with comprehensive staff training programmes designed to bridge European and Middle Eastern industrial norms and standards. Meanwhile, TÜV Austria conducted detailed price benchmarking against competitors to ensure its service offerings were competitively positioned in the new market – crucially, this information helped to develop tailored service packages and obtain the necessary regional accreditations essential for operating in the GCC environment.

TÜV Austria’s entry to the Middle East has been focused on GW-sized renewable energy projects in the GCC, which offer more attractive economics than smaller projects elsewhere. The company aims to provide a comprehensive service offering, acting

Story type

#diversification (main category) #export

Benefits

▸ Significant turnover in renewable energy revenues generated in 2024.

▸ Growth of renewables business calculated at at least 20% in 2025.

TÜV Austria Group at a glance:

Key products and services: inspection and certification services.

Main industries served:

▸ Oil and gas – 30%

▸ Onshore renewable energy – 20%

▸ Conventional power – 10%

▸ Offshore renewable energy – 10%

▸ Carbon capture – 5%

▸ Energy storage – 5%

▸ Hydrogen – 5%

▸ Nuclear power – 5%

▸ Others (energy): certification, energy efficiency – 5%

▸ Others (non-energy) – 5%

Headquarters: Vienna, Austria

Year established: 1872

Number of employees: 3,000

Revenue: £420m

as an inspection company, consultant and certification body. In particular, it is targeting hydrogen certification, where it seeks to become one of the few accredited certifying bodies in the GCC.

While still in the early phases of implementation, TÜV Austria has already achieved notable successes, including the securing of approved supplier status with DP World, one of Dubai’s largest construction companies, and supporting a large-scale solar project in the UAE with end-to-end inspection and certification services. The company generated a significant turnover in renewable energy in 2024 and has set ambitious targets for 2025, with at least 20% growth forecasted.

This Middle East expansion represents part of a larger diversification strategy for TÜV Austria, which is steadily increasing its focus on clean energy services. Currently, renewable energy (including hydrogen and solar) contributes around 20-25% of TÜV Austria Group revenues in Austria, and around 10-15% in the UK market. These percentages are expected to grow steadily as the company establishes itself as a trusted certification partner in the renewable energy transition across the Middle East and beyond.

TÜV Rheinland

Countering COVID-19 with a solutions-based exporting strategy

Gaynor Woodford

Regional Field Coordinator, Energy & Environment, Western Europe

Stein Eggan

VP Industrial Services & Cybersecurity, Norway & Sweden

How is TÜV Rheinland thriving?

TÜV Rheinland has transformed its industrial services division into one of Europe’s leading risk and safety consultancies through strategic acquisitions across the UK, Nordic region and Southern Europe. Indeed, the company’s service portfolio has now transformed beyond traditional testing and inspection to include advisory services in sustainability, decarbonisation and business resilience.

As a result, revenues in TUV Rheinland’s Western Europe Industrial services & Cybersecurity business have grown strongly. Income increased by 84% from €84.5m in 2021 to €155.1m in 2024, while profit grew by over 50%. At the same time, it has doubled its workforce to almost 1,200 employees, including more than 600 risk and safety specialists, enabling it to better support global clients navigating complex challenges in energy security, sustainability and the evolving regulatory landscape.

The challenge – For more than 150 years, TÜV Rheinland has built its reputation as an independent testing and inspection services company. However, in recent times it has recognised that client needs have been evolving toward more holistic consultative support in sustainability, decarbonisation and business resilience.

While TÜV Rheinland had moved into consultancy with the acquisition of Risktec Solutions in 2014, significant gaps remained in its service portfolio and regional coverage, particularly in the Nordic region. Global clients needed a partner which could provide services in local languages with knowledge of local regulatory regimes while maintaining consistent quality standards internationally.

TÜV Rheinland therefore needed to transform into a comprehensive risk and safety partner. This would mean not simply responding to mandatory verification requirements, but proactively supporting clients through the

Gareth Book

Senior

VP Industrial Services & Cybersecurity, Western Europe

complexities of the energy transition and evolving high-hazard industries.

The solution – Driven by strong direction from the board and a corporate ambition to rank among the top 10 global players, TÜV Rheinland implemented a strategic acquisition plan focused on expanding both its service portfolio and geographic footprint.

The company identified key growth areas, particularly in project-based services and voluntary advisory work, which offered faster growth potential than its traditionally steady mandatory verification business. This strategy gained momentum in late 2022 with the acquisition of IVB Ltd, a UK-based provider of inspection and engineering verification services, and was quickly followed by the acquisition of ABB’s UK Consulting business, which brought around 160 professionals into the company.

The expansion continued with the acquisition of Icaro, a risk and safety consultancy in Italy with around 70 employees. Additionally, H-On Consulting was acquired to expand cybersecurity capabilities, while the purchase of Burotec in Spain further diversified the service portfolio.

A critical milestone came in October 2024 with the acquisition of Safetec, which established a strong presence in the Nordic region where TÜV Rheinland previously had limited operations. This was particularly significant given the close working relationship between Norway and the UK in the energy sector.

Given the level of acquisition activity, the integration process has been vital in the journey to date. It has followed a structured methodology, with dedicated teams focusing first on business continuity and client retention, followed by realising sales synergies and systems integration. While smaller acquisitions were fully merged, larger ones often continued to operate as separate legal entities aligned with TÜV Rheinland’s business practices.

A key element of the successful integration exercise has been cultural alignment. All acquired companies share the common purpose of making the world a safer place, while the TÜV Rheinland logo represents the interaction between technology, people and the environment, and

Story type

#scale up (main category)

#service & solutions

Benefits

▸ Between 2021 and 2024, the Industrial Services division in Western Europe nearly doubled its revenue and workforce, while profit increased by over 50%.

▸ At least 10% of total sales being targeted to come from intercompany business by 2028.

Key findings

For young people

▸ Strive for excellence and work with integrity.

For industry

▸ Embrace adaptability to pivot swiftly, empower your teams to drive change and maintain a steadfast commitment to sustainability — it’s not just ethical; it’s smart business.

For government

▸ Advocate for targeted investments in our high-growth potential areas.

▸ Endorse the acceleration of digital transformation initiatives.

TÜV Rheinland a glance:

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

Main industries served:

▸ Oil and gas – 39%

▸ Nuclear power – 16%

▸ Clean power – 7%

▸ Conventional power – 5%

▸ Others (energy): chemicals – 9%

▸ Others (non-energy): pharmaceuticals, transport, finance, defence, public sector – 24%

Headquarters: Cologne, Germany

Year established: 1872

Number of employees: 26,000

Revenue: £2.1bn

reflects shared values of fairness, transparency, teamwork and empowerment.

Between 2021 and 2024, TÜV Rheinland’s Industrial Services division in Western Europe nearly doubled its revenue from €84.5m to €155.1m, while profit increased by over 50% from €7m to €10.6m. The workforce also doubled during this period, growing from 594 to 1,194 employees.

These expanded capabilities are delivering tangible benefits to clients. For example, a major UK client with a large project in Norway can now be effectively serviced through the company’s permanent base there, thanks to the Safetec acquisition.

Looking ahead, TÜV Rheinland aims to generate at least 10% of total sales from intercompany business by the end of 2028. While hydrocarbons will remain the single largest sector in the coming years, the firm is increasingly focused on supporting clients through the energy transition, with growing opportunities in nuclear in relation to new build and small modular reactors.

TÜV

SÜD

A people-centred transformation inside the National Engineering Laboratory

Ewan Fisher Head of Organisational Change

How is TÜV SÜD thriving?

Through a comprehensive internal change programme named ‘Fix, Focus, Grow,’ TÜV SÜD National Engineering Laboratory (NEL) has transformed its workplace culture and operational efficiency. This cultural evolution has reduced voluntary staff turnover by over 50%, enhanced cross-functional collaboration, and created a management system that streamlines processes while improving service quality. Indeed, such has been the programme’s success, it is now being rolled out to other parts of the TÜV SÜD organisation.

The challenge – As the UK’s Designated Institute for Flow, and a world leader in testing, inspection and advisory services, TÜV SÜD NEL operates state-of-the-art facilities in East Kilbride, Scotland. Despite housing formidable technical expertise and holding a global reputation, by 2021-2022, the organisation faced several internal challenges impeding employees work experience, its performance and growth.

Following the COVID-19 pandemic, leadership identified various issues that needed to be addressed. The organisation was hampered by outdated systems and processes, alongside a tired working environment that didn’t reflect the worldclass nature of its technical capabilities. Such practices were not allowing employees to focus 100% on the customer to drive forward future flow measurement solutions.

These factors contributed to cultural issues, in some cases exacerbating siloed working practices, limiting collaboration. With many long-serving employees, TÜV SÜD NEL’s intergenerational workforce is one of its key strengths, providing a wealth of knowledge and experience to call on. Some of the working practices in place presented significant obstacles to change and collaboration, preventing the business from unlocking this potential.

With the corporate drive to operate as ‘One TÜV SÜD’ globally, and the wider energy industry’s ongoing transition, there was both internal and external impetus for transformation. The challenge was how to implement meaningful change that would not

only address inefficiencies but do so while enhancing workplace culture.

The solution – In response, TÜV SÜD NEL launched a comprehensive change programme in 2022.

First, the organisation created a dedicated internal role – Head of Organisational Change – filled by Ewan Fisher, who transitioned from a revenue-generating sales position to lead the ‘Fix, Focus, Grow’ strategy. This was an important appointment, not only to manage the project, but to demonstrate to colleagues the company’s willingness to invest in change.

The programme was structured around several short, medium and long-term projects shaped through workshops and ongoing dialogue with all staff. Crucially, this signalled a commitment to collective leadership and workforce engagement, by moving away from a top-down approach, to involve colleagues at all levels in decision-making.

One of the first significant actions was relocating to more suitable office space. Although the move presented a challenge of managing historical records and archive data, it helped to catalyse cultural change by creating an environment more conducive to modern and flexible working.

The team also invested in developing ‘Insights’, a new system to replace outdated software. Once again, much of the heavy lifting was carried out internally – rather than purchasing an off-the-shelf solution, TÜV SÜD NEL leveraged its own technical expertise to build a system specifically tailored to user needs.

Alongside this, quality management soon became a focus. Working with the central UK Quality function, the objective was to improve quality processes while instilling a customer service ethos throughout the organisation.

To address cultural issues, regular monthly staff briefings were held, continuing a practice that began during the pandemic. A new social committee was set up to plan events that brought together previously siloed groups, including other TÜV SÜD business units. In addition, it was important to recognise that cultural diversity meant standard holiday patterns were no longer suitable, so they were changed to be flexible for all staff members.

Implementation has not been without challenges. Managing change in an intergenerational workforce with a variety of

Story type

#culture (main category)

#people & competency

Benefits

▸ Staff turnover reduced by 50% and high for job satisfaction scores.

▸ Programme implemented in other parts of TÜV SÜD.

Key findings

For young people

▸ Speak to as many people as possible to learn and network.

For industry

▸ Listen to your teams and communicate constantly.

For government

▸ Rebuild relationship with the EU to reduce barriers.

TÜV SÜD at a glance:

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

Main industries served:

▸ Oil and gas – 16%

▸ Nuclear power – 8%

Offshore renewable energy – 3%

Hydrogen – 1%

Headquarters: Munich, Germany

Year established: 1860

Number of employees: 28,000 Revenue: £2.6bn Revenue from exports:

desk and facility-based roles required careful handling, to ensure that all colleagues felt included in the process. Building trust was essential, as was demonstrating commitment to action rather than just words.

The programme has delivered impressive results. Voluntary staff turnover has fallen from above 12% to under 5%, a recent employee voice survey scored ‘very good’ for both ‘job motivation’ and ‘feeling valued’, and the ‘Insights’ system has achieved a 76% satisfaction rate with users. Longterm employees have been vocal about the positive cultural change, and there is now a greater understanding of colleagues’ skills across the organisation.

The success of the Fix, Focus, Grow programme has led to the approach taken being implemented in other parts of the business. By investing in people, processes and systems, TÜV SÜD NEL has created a more collaborative, efficient and engaged workforce, thus positioning itself for continued growth in both traditional and emerging energy markets.

TÜV SÜD Energietechnik GmbH

Transforming nuclear expertise into international advisory success story

Lars-Thilo Voss CEO

How is TÜV SÜD Energietechnik GmbH thriving?

Following a carefully planned internal reorganisation, TÜV SÜD Energietechnik (ET) GmbH has successfully positioned itself for growth beyond its traditional German nuclear base. By restructuring its middle management tier and aligning internal systems with market needs rather than power plant operations, the company has unlocked significant international opportunities. This transformation is already delivering results, with a major multimillion euro contract to serve as Owner’s Engineer for Romania’s RoPower small modular reactor (SMR) project and 100% retention of key personnel through the change process. The reorganisation complements the company’s earlier advisory services pivot, enabling TÜV SÜD ET to better serve energy transition markets while maintaining its core nuclear expertise.

The challenge - For decades, TÜV SÜD ET had built a stable business around Germany’s nuclear sector, with internal structures mirroring the operational needs of nuclear power plants. However, with the country’s final nuclear plants shutting down in April 2023, this foundation was eliminated and forced the company to seek new revenue streams.

Though TÜV SÜD ET had already begun pivoting toward international markets and advisory services in 2019, by early 2024 it became clear that the company’s internal structure was becoming a burden rather than a support to this strategy. Middle management was still primarily focused on traditional German nuclear operations, limiting the company’s ability to capitalise on emerging opportunities.

With growth potential constrained by outdated organisational structures and roles, TÜV SÜD ET faced a critical choice. It could either shrink while maintaining profit margins and spiral downward, or implement bold structural changes to enable genuine international growth and diversification beyond its traditional base.

The solution - TÜV SÜD ET opted for a comprehensive reorganisation which has taken place throughout 2024. Beginning with executive decision-making, the process advanced through consultation with the broader management team via workshops in

the spring, followed by engagement with HR and the workers council after summer, and concluding with implementation by Christmas.

The restructuring centred on reshaping the company’s middle management tier. Rather than maintaining 14 departments aligned with nuclear power plant operations, the company created a more streamlined structure better suited to serving diverse international markets. This meant all middle management positions, were invited to reapply for ten reconfigured roles. Additionally, two new area managers were appointed, while six former managers transitioned to senior expert roles.

Crucially, this restructuring was carried out with exceptional care for personnel. Middle managers were directly involved in designing the new job roles and structure, contributing meaningfully to the change process. This inclusive approach, combined with clear communication about the growth imperatives driving the reorganisation, secured nearuniversal support from staff. The outcome was remarkable – despite significant role changes, TÜV SÜD ET maintained 100% retention of key personnel.

The success of this internal transformation is exemplified by the company’s selection as Owner’s Engineer for RoPower’s pioneering small modular reactor project in Romania. This multi-million euro framework contract, secured in early 2025, tasks TÜV SÜD ET with providing engineering support, design acceptance guidance, and compliance expertise for national and international nuclear standards for Romania’s first SMR, to be built at Doicesti by decade’s end.

As CEO Lars-Thilo Voss notes, this landmark contract could not have been won with the old structure and its associated limitations in focus and internal strategy. The company now has both the organisational framework and workforce mentality needed to deliver complex international advisory services.

The restructuring has already yielded tangible benefits beyond the RoPower contract. Staff utilisation rates have improved, and the workforce has grown by 45 people over the past two years. Perhaps most significantly, the change has enabled a fundamental cultural shift from transactional to advisory work, with team members embracing new challenges outside Germany.

The transformation required substantial

Story type

#optimisation (main category)

#culture

Benefits

▸ Significant revenue increase projected for 2025.

▸ Successful restructuring embraced by the workforce.

Key findings

For young people

▸ Give people meaning of why doing things – organisations sometimes forget this.

For industry

▸ Hold on, stay brave and stick to your stable principles.

For government

▸ Support a return to nuclear.

TÜV SÜD

Energietechnik GmbH at a glance:

Key products and services: advisory services.

Main industries served:

▸ Nuclear power – 90%

▸ Conventional power – 6%

▸ Offshore renewable energy – 2%

▸ Energy storage – 2%

Headquarters: Stuttgart, Germany

Year established: 1959

Number of employees: 242

Revenue: £27m

Revenue from exports: 10%

system changes, including SAP adjustments and extensive consultation with the workers council. What made this process successful was the clear rationale provided to all stakeholders – ‘grow or shrink/die’ became a galvanising concept that helped overcome resistance to change. This honest communication, coupled with respect for the company’s deep nuclear heritage, created a foundation of trust that made the challenging restructuring not just accepted but actively embraced by the workforce.

Looking ahead, TÜV SÜD ET is targeting further growth in 2025, with a significant revenue increase projected as the reorganised company capitalises on emerging opportunities in small modular reactors and other clean energy technologies. While the German nuclear phase-out eliminated a historically stable revenue source, the company’s restructuring has positioned it to thrive in new markets – from Central Eastern Europe to South Korea and beyond.

TWMA

Reinventing its drilling waste technology to futureproof the business

Andrew Morris

Group Strategy and Innovation Manager

How is TWMA thriving?

By bringing crucial engineering capabilities in-house and revitalising its research and development function, TWMA has successfully transformed its approach to innovation in drilling waste management. The company, which pioneered on-site thermal processing of drilling waste with its RotoMill® technology over 20 years ago, has developed the next-generation RX series featuring a smaller footprint, greater processing capacity, advanced AI control and zero-emission.

This move has not only enhanced the company’s technological edge, but also created a more collaborative internal culture through initiatives such as an innovation portal where employees contribute ideas beyond technical solutions. As a result, TWMA broke records in 2024. Revenue and headcount in the Middle East have doubled over the past two years, with further growth anticipated as the RX series continues its global rollout.

The challenge - Despite being the market leader in drilling waste management with its pioneering RotoMill® technology that launched in 2001, TWMA faced growing competitive pressures and the risk of complacency after two decades of success. The company acknowledged it hadn’t developed its flagship technology as aggressively as it could have, which left it potentially vulnerable to market disruption.

While TWMA had a capable design team, it lacked the robust R&D capabilities necessary to drive the next generation of drilling waste solutions. Its reliance on outsourcing key engineering disciplines, limited the ability to rapidly innovate and leverage the operational knowledge accumulated over years of experience in the field.

By early 2021, TWMA had identified these challenges as an emerging threat to its local and global market position. Chiefly, it needed to revitalise its development capabilities and create a more integrated approach to innovation.

The solution - The response began with a strategic decision in 2021 to significantly

enhance in-house engineering capabilities. By bringing together mechanical, electrical and automation expertise under one roof, TWMA effectively transformed what had been primarily a design office into a fullyfledged R&D function.

The newly assembled team’s first major project was the development of the RX series – in other words, RotoMill® 2.0. Rather than making incremental improvements, the team reimagined the technology from the ground up, incorporating both the knowledge of experienced employees and direct customer feedback requesting a smaller physical footprint and greater operational efficiency.

The RX series was first unveiled at Offshore Europe in September 2023 with the launch of the RX1 model. The new system offers remote control capabilities, advanced AI control with 110 different sensors for condition-based monitoring, and reduced maintenance times. The RX2 model, mobilising Q4 2025, builds on this foundation with a fully electric zero emission drive system.

TWMA has a distinct advantage in the development of the RX series because of its comprehensive understanding of the entire drilling waste management process. While the RotoMill® is an essential component, it’s part of a broader solution encompassing handling, storage, processing and recycling of drilling waste. Crucially, this holistic perspective allowed the firm’s engineering team to integrate improvements that optimised the entire waste management chain, rather than focusing on isolated components.

To validate the new designs, TWMA leveraged its Peterhead facility for testing the RX series with actual drilling waste, which allowed for direct comparison with existing units. This real-world testing has ensured theoretical improvements translate to practical benefits in field operations. Meanwhile, the company also collaborated with DNV to develop an emissions calculator that quantifies the environmental benefits of on-site processing (a reduction in greenhouse gas emissions of more than 50%.

In late 2023, TWMA began field deployment of the RX1 in the Middle East with a major UAE operator. This has validated the design approach and established a baseline for further development, with the modular design enabling faster development of subsequent models.

Story type

#innovation (main category) #culture, #transformation

Benefits

▸ New technology has improved field operations and the collaboration with major operator in the UAE.

▸ TWMA also reached its best financial performance in a year.

Key findings

For young people

▸ Don’t be scared to ask, everyone needs that step up. Be flexible and be dynamic to have a broad range of transferable skills.

For industry

▸ Everyone has awareness of waste management-even from a personal perspective. Let’s ensure we apply the same principles at home to our wellsite/professional life.

For government

▸ Why has the government taken their approach on oil and gas in the UK? This sector supports many jobs in the country, adds value to the UK economy and the expertise from this sector can support the green transition, why do you want to throw this away and risk falling behind other nations?

TWMA at a glance:

Key products and services: waste management.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Aberdeen, UK

Year established: 2000

Number of employees: 615

Revenue: £50m

Beyond technical innovations, TWMA has fostered a more collaborative culture through an internal innovation portal launched in 2025, a move which has generated ideas ranging from technical solutions to health and safety improvements and environmental initiatives.

Indeed, success can be identified on several fronts. In 2024, TWMA recorded its best financial performance. The company has also doubled both revenue and headcount in the Middle East over the past two years, with further growth anticipated as the RX series rolls out globally. By bringing crucial engineering capabilities in-house, TWMA has successfully revitalised its core technology and positioned itself for sustained growth in the drilling waste management sector.

Tyde Digital

Redefining business transformation beyond legacy consultancies

Martyn Cowie Managing Partner

How is Tyde Digital thriving?

Founded in 2021, Tyde Digital has established a reputation as a serious contender in the business transformation space in four short years, breaking away from legacy models that many firms have become disillusioned with. Crucially, the company has focused on reimagining what successful transformation looks like. Its philosophy is simple – business transformation is a specialty service that requires significant attention and accountability. Here, there are no shortcuts.

Rather than advising, the firm focuses on working side-by-side with clients to deliver greater value. And that approach is resonating. Indeed, the firm is earning serious credibility, securing larger contracts in key regions as an alternative to legacy consultancies.

The challenge - As was outlined in last year’s Survive & Thrive report, Tyde Digital’s main success in 2024 was the securing of its first major project for a government-backed developer in the Kingdom of Saudi Arabia (KSA), doing so in the face of stiff competition from globally renowned firms.

The client, Port of NEOM, tasked Tyde Digital with leading the successful implementation of two new Terminal Operating Systems (TOS) – one for its General Cargo Terminal, and another for its Container Terminal.

It was a defining moment for the startup. However, in the past year, it has been faced with the challenge of proving it could deliver at this level.

This was not an easy task. Indeed, the client had been open about the fact that it had been suffering with consultancy fatigue. For Tyde Digital, being capable wouldn’t be enough – it would also need to quickly and tangibly show that its approach was different, effective and results-focused. Failure to do so would risk not only jeopardising the project but likely close the door on future opportunities in the region.

The solution - Tyde Digital became wholly focused on getting this project right. It was

all in on the NEOM port, recognising the significance of the opportunity.

With a leadership team that had previously been sat on the other side of the table many times, the firm understood exactly what its client needed, and what would leave them underwhelmed. It recognised the stigma attached to consultancies, setting out from day one to differentiate itself from these less than favourable labels.

The firm’s fixed fee model helped with this, ensuring that its own success was aligned with that of its clients. However, it was the firm’s overall approach that really paid dividends.

Before anything else, the company laid out the scope of work in full, building a tangible set of deliverables that it would take accountability for. From here, it then led orientation and alignment sessions between the Port and the terminal operating system software providers. Tyde’s “driven by data” core value ensures comprehension first before action and that critical steps are not skipped just because everything seems urgent.

With goals aligned, and timelines, roles and deliverables clarified, Tyde Digital moved onto execution. First, it helped to translate and operationalise tariff lists static PDF format into dynamic process flows across all cargo types. This ensured every billing event was explicitly defined and created within the TOS, eliminating blind spots.

Through detailed AS-IS mapping, the company also documented current operational workflows, highlighting manual and digital data capture methods, inefficiencies and opportunities, current integration gaps and existing software limitations. This mapping was overlaid with revenue billing events from the tariff list, creating a blueprint to guide future technology decisions with an eye on value generation.

Findings from the operational mapping were then used to inform gap analysis between the TOS and actual business needs. If applicable, Tyde Digital advised on any required system customisations and process adjustments. Endto-end testing was then executed to validate the TOS, checking that its implementation would practically enhance port operations.

In parallel, the firm also delivered a full-scale management reporting solution for the Port,

Story type

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

Benefits

▸ Industry credibility improved and client praise earned.

▸ Significant staff development.

Key findings

For young people

▸ Focus on your personal development and the value you add to colleagues and the organisation.

For industry

▸ Don’t skip steps and – think practical and measurable change.

For government

▸ Don’t blow budgets, set tangible success criteria and drive accountability.

Tyde Digital at a glance:

Key products and services: digital solutions.

Main industries served:

▸ Oil and gas – 50%

▸ Others (non-energy): NEOM – 50%

Headquarters: Dubai, UAE

Year established: 2021

Number of employees: 10

Revenue: £1.6m

Revenue from exports: 65%

with emphasis on financial analysis and KPI trends, granular P&L details, operational performance measures and long-term forecasting. The result was the provision of real-time custom dashboards, with Microsoft Power BI being the most effective tool utilised.

In every sense, Tyde Digital went above and beyond, improving its credibility, earning client praise and expanding the project’s scope. Hans Van Calster, Port of NEOM CFO, said: “We didn’t want a conventional consultancy. What set Tyde apart was their focus on tangible value, not ticking boxes. They were agile, transparent, and took full ownership of their scope”. Lanre Popoola, Transformation Manager at NEOM, said: “Tyde embedded themselves fully into the work, paid attention to the details, and consistently demonstrated real commitment to delivering business value”.

With a hands-on, SME mindset, Tyde’s skilled staff is now growing, with the firm eyeing new business opportunities. Indeed, Tyde’s proven delivery model has opened the door to scaling similar solutions across comparable projects and geographies.

Unger Steel

Strategic partnership transforms steel fabricator’s fortunes

Tom Pashley Chief Commercial Officer

How is Unger Steel thriving?

From near-closure to record production levels, Unger Steel Fabrication FZE has experienced a remarkable turnaround by pivoting from smaller regional projects to become a major exporter of structural steel for US LNG mega-projects. Through strategic repositioning and a key partnership with Bechtel, the company has grown from fabricating just 147 tonnes in January 2023 with 233 production staff to breaking its all-time record with 4,900 tonnes in January 2025 and expanding to over 900 employees.

The challenge – Following the COVID-19 pandemic, Unger Steel faced a challenging outlook in the UAE. With virtually no orders placed during this period, the production facility was nearly idle, forcing the company to implement redundancies. The lack of live projects in the market drove prices down, and this made it increasingly difficult for Unger to compete while maintaining its quality commitments.

The firm found itself at a crossroads. It was struggling with small-scale projects in the GCC where pricing pressures made profitability extremely difficult to achieve. In January 2023, the situation had become critical, with just 233 production staff manufacturing 147 tonnes during that month – a fraction of the facility’s capacity. Unger Steel was confronting the very real possibility of closing its doors or selling the business.

What the company needed was a fundamental shift in strategy – one that would leverage its strengths in high-quality fabrication while finding markets where this quality would be valued appropriately.

The solution – Unger Steel’s transformation began in 2019 with a strategic decision to move away from smaller regional projects in architectural steel and pre-engineered buildings. Instead, the company refocused on larger EPC contracts, primarily in the energy sector. This shift was reinforced by the hiring of a new Chief Commercial Officer

in March 2019, who brought valuable contacts in the EPC market and could assist with pre-qualifications and tendering.

Their first working day was spent in Houston, introducing Unger Steel to potential EPC clients – the beginning of a lengthy but ultimately successful qualification process. The company invested in obtaining the necessary welding certifications for the US and Canada, thus positioning itself for global projects despite the challenges of breaking into established supply chains.

A breakthrough came in December 2022 when Bechtel awarded Unger a contract for seven midscale LNG trains in Texas. This initial project secured workflow and allowed the facility to begin ramping up operations again. On the strength of consistently highquality deliveries, the relationship with Bechtel flourished, leading to the creation of a strategic partnership in May 2024 with the formation of the new entity, Unger Steel Fabrication FZE.

Unger’s competitive advantage stemmed from several factors. Its base in the UAE offered benefits in terms of raw material pricing and availability, labour costs and free zone tax advantages. The company sources approximately 80% of its material locally from EmSteel, which helps it to support the regional economy while ensuring a reliable supply.

The implementation process was not without challenges. Unger had to prove that its premium pricing model for highquality products would ultimately save costs by reducing rework and site delays. The firm also faced significant workforce challenges after it lost many experienced workers during the downturn period. Extensive recruitment efforts and training programmes were therefore necessary to rebuild the workforce to meet schedule requirements.

The results have been transformative. From the initial LNG project award in December 2022, Unger now works on multiple export projects and is delivering record volumes, all while maintaining high quality standards. The first LNG project saw Unger deliver 37,500 tonnes of steelwork without a single non-conformance report from site. This remarkable quality achievement allowed Bechtel to complete Train 1 ahead of schedule, which in turn enabled its

Story type

#transformation (main category) #collaboration, #export

Benefits

▸ Unger Steel deliveries enabled the endclient to start up LNG Train 1 ahead of schedule.

▸ Rapid growth trajectory and ongoing diversifying process.

Key findings

For young people

▸ Work hard, learn and enjoy the experience.

For industry

▸ Showcase business advantages, back it up and encourage others to engage in key market sectors.

For government

▸ Leverage off mutual business and national interests to have exemption from the potential steel and aluminium tariffs into other markets, particularly the US.

Unger Steel at a glance:

Key products and services: onshore structural steel fabrication for the oil and gas and heavy industry sectors.

Main industries served:

▸ Oil and gas – 100%

Headquarters: Sharjah, UAE

Year established: 2006

Number of employees: 1,000

Revenue from exports: 100%

client to start producing LNG earlier than planned.

Unger’s ongoing success is reflected in its rapid growth trajectory, with monthly production volumes increasing by over 3,300%, from 147 tonnes to 4,900 tonnes, while the workforce has grown nearly fourfold.

Looking ahead, the company is diversifying beyond its current focus on LNG projects. For instance, it is targeting opportunities in metals and mining in Latin America and Australasia, data centres and semiconductor plants in Europe, and continuing its strong presence in North American energy projects. Despite challenges such as shipping impacts through the Gulf of Aden and potential tariff issues, Unger is projecting 25% further growth in 2025 – such a feat will cement its remarkable transformation from a business in turmoil to a thriving global fabricator.

VWS Westgarth

Becoming established as a credible partner for hydrogen projects

Story type

#collaboration (main category) #energy transition, #innovation

Benefits

▸ VWS Westgarth working to address its own carbon footprint.

▸ Proven capabilities to support process systems and process integration for offshore hydrogen.

Key findings

How is VWS Westgarth thriving?

VWS Westgarth, a subsidiary of Veolia Water Technologies , has successfully adapted its business model to embrace the energy transition. Long respected for its offshore water treatment systems in the oil and gas sector, the company is strategically expanding into offshore hydrogen production, culminating in a prestigious partnership with the Net Zero Technology Centre (NZTC) on the Hydrogen Offshore Production 2 (HOP2) project. By applying its decades of experience to this emerging sector, VWS Westgarth is not only future proofing its business but also contributing significantly to Scotland’s net zero ambitions.

The challenge - Specialising in design and build services for offshore process systems, Westgarth is established as a critical provider of water injection and produced water treatment solutions. Additionally the company’s comprehensive service offering includes remote data monitoring, technical support, operational support, water treatment and production chemicals, spare parts, engineering upgrades, environmental services, and bespoke training solutions.

However, as a company that predominantly serves oil and gas companies, Westgarth was challenged with navigating the global energy transition in a way that would capitalise on its existing strengths. Critically, the company recognised that it would need to identify opportunities where its core expertise in water and gas processing could remain relevant in a decarbonising world.

Here, the firm focused its attention on green hydrogen. Produced via the electrolysis of water, powered by renewable energy, it would be a natural extension of the firm’s water processing expertise. Further, with offshore wind farms projected to represent at least a quarter of all wind installations, the integration of offshore wind power with offshore green hydrogen production offered promising long-term potential.

However, capturing significant revenue opportunities as they materialise would require significant strategic coordination.

Carol Easton Iain Scott Marketing Coordinator Business Development Manager

The solution - Beginning in 2020, VWS Westgarth divided its strategy into two complementary approaches: decarbonising its existing business operations while also developing hydrogen capabilities as a longerterm growth avenue with larger project opportunities.

This strategic direction gained significant momentum in July 2023 when VWS Westgarth began engagement with the Net Zero Technology Centre (NZTC), a not-forprofit organisation working with industry, government and academia to accelerate the energy transition.

The duo’s relationship culminated in a service agreement contract, with VWS Westgarth being asked to participate in the Scottish Government-funded Hydrogen Offshore Production 2 (HOP2) project. Critically, this is an initiative that aims to demonstrate the viability of offshore green hydrogen production in the UK Continental Shelf at a substantial scale of 500MW.

As the project entered its Concept Definition phase, NZTC selected VWS Westgarth as the “Balance of Plant and Balance of Stack” developer to create a viable platform design for offshore deployment.

The collaboration’s focus optimised a design for space and weight efficiency, improving system performance, and maximising synergies between operational units. As lead process integrator, VWS Westgarth successfully engaged with other key Veolia business units to incorporate their technological expertise, spanning from thermal desalination to hydrogen gas purification. This approach demonstrated Veolia’s far-reaching capabilities and collaborative potential in delivering crucial green hydrogen infrastructure.

A key aspect of the project involves exploring the feasibility of repurposing mature oil and gas assets for hydrogen production at multimegawatt or gigawatt scale. Rather than simply deploying multiple 10MW electrolyser units, VWS Westgarth’s contribution focuses on comprehensive integration and design for a complete 500MW hydrogen plant – an

For young people

▸ Get involved in the energy industry generally.

For industry

▸ Grab opportunities to work around the lack of government support to fund energy transition.

For government

▸ Provide certainty and commit to energy transition.

VWS Westgarth at a glance:

Key products and services: power supply and conversion systems.

Main industries served:

▸ Oil and gas – 100%

Headquarters: East Kilbride, UK

Year established: 1985

Number of employees: 160

Revenue from exports: 90%

Emma Swiergon, Technology Manager at NZTC, said: “The HOP2 project represents a major commitment to clean hydrogen, with VWS Westgarth showing strong confidence in addressing the complex challenges of the offshore environment. Together we are pushing boundaries by combining innovative technologies with existing expertise in a new setting. It stands as a clear example of how to rethink energy solutions for a more sustainable future”.

Beyond this industry focus, VWS Westgarth has made significant progress in other areas. Indeed, the company has prioritised improving the environmental footprint of its existing business through initiatives that reduce, reuse and recycle waste streams and energy.

With a proven reputation and projects in this space now firmly commercially viable, VWS Westgarth is well on its way to becoming a name synonymous with decarbonisation and energy transition projects.

achievement that was realised in March 2025.

Walter Tosto

Diversification into nuclear provides platform for longterm growth

Massimiliano Tacconelli

VP Nuclear and Big Science Director

How is Walter Tosto thriving?

By strategically diversifying from oil and gas into nuclear manufacturing, Walter Tosto has successfully penetrated a growing sector. The Italian manufacturer has increased its nuclear business from 10% to over 40% of total revenues since 2009, now generating €50m annually. Through €70m of investment in equipment, facilities and training, the company has built a 250-person nuclear division producing critical components for major developers such as EDF and RollsRoyce, and also secured a €60m order for Sizewell C nuclear power plant heat exchangers. Recognised by the European Commission as a case study for introducing young people into nuclear markets, Walter Tosto’s Chief Nuclear Officer now serves as Vice Chair for the European SMR committee, which has positioned the company at the forefront of next-generation nuclear technology.

The challenge – Walter Tosto faced significant challenges from its dependence on the cyclical oil and gas sector. Following the 2008-2010 global financial crisis, orders dropped sharply and exposed the vulnerability of the company’s concentrated market focus.

The situation worsened in 2014 when another oil crisis hit, described as ‘catastrophic’ for the company during 2015-2016. Despite growth ambitions, Walter Tosto needed to find a more stable market segment that could utilise its core manufacturing capabilities.

The company’s location in a mountainous region of Italy presented unique challenges. Nestled far from industrial clusters, Walter Tosto had to develop all competencies inhouse rather than sourcing from nearby industrial networks. The remote location also created difficulties in attracting qualified personnel willing to relocate for specialised nuclear roles.

In addition, entering the nuclear sector required a fundamental shift in business perspective, one that meant viewing opportunities through a longer-term lens

than the 1-2 year investment horizons typical in oil and gas projects.

The solution – Walter Tosto’s involvement in nuclear began back in 2009, when CEO Luca Tosto identified the sector as the ideal diversification target. At the time, the company assigned one employee to explore the market and begin the qualification process for nuclear manufacturing.

Progress was temporarily halted by the 2011 Fukushima accident, but the strategic intent remained. The company secured its first nuclear contract in the fusion sector – a technically demanding project that provided a crucial entry point to build expertise. By 2014, the nuclear department had grown to approximately 40 people.

In 2016, Walter Tosto acquired Belleli Energy CPE, which led to an increase in production capacity at a time that was less than ideal for the oil and gas market. As a result, this expanded capacity was largely sustained by nuclear projects, which drove an increase in nuclear-related revenues from 10% to 30% of the total business.

To support growth even further, Walter Tosto implemented a comprehensive talent development strategy starting in 2010. The company formed partnerships with a technical university, a high school and technical schools to create an apprenticeship pipeline, while simultaneously developing specialized welding and non-destructive testing training programs in-house. This integrated approach has produced over 500 trained nuclear specialists over the past decade, with half now forming the core of the company’s nuclear capabilities.

What distinguishes Walter Tosto’s approach is its willingness to invest ahead of market demand. As the CEO explains: “You cannot have learning-by-doing on nuclear – you need to prepare everything in advance and invest in the people for when the market finally comes to you.” This philosophy guided the company through periods when nuclear demand was uncertain, ensuring it maintained capabilities despite market fluctuations.

Walter Tosto invested another €70m between 2020 and 2024, effectively reinvesting almost all profits into new equipment, workshops, offices and training programmes. By 2022, the nuclear division

Story type

#people & competency, #transformation (main categories)

#culture, #diversification

Benefits

▸ Nuclear revenues have increased from €25m in 2020 to €50m in 2023-2024.

▸ Walter Tosto now qualified as a key partner for major nuclear developers.

▸ Organisation ready to answer to new nuclear programme.

Key

findings

For young people

▸ Be ready to be part of the transformation, something disruptive comes up every five years.

For industry

▸ Focus on human capital.

For government

▸ Invest in the education of the younger generation by being more open to different competences and providing training on the job.

Walter Tosto at a glance:

Key products and services: critical items manufacturing.

Main industries served:

▸ Oil and gas, petrochemical – 61%

▸ Nuclear power, Big Science – 36%

▸ Others (non-energy): aerospace, pharma – 3%

Headquarters: Chieti, Italy

Year established: 1960

Number of employees: 650

Revenue: £120m Revenue from exports: 95%

had grown to 250 people, and it is now projected to reach 310 during 2025.

This patient, sustained strategy has worked. Nuclear revenues have increased from €25m in 2020 to €50m in 2023-2024, with projection of €60m for 2025.

More importantly, Walter Tosto has secured qualification as a key partner for major nuclear developers. A landmark achievement came in 2024 with a €60m contract from EDF for heat exchangers for the Sizewell C nuclear power plant. Crucially, the deal was secured directly with the plant operator without a main contractor’s involvement – a significant endorsement of Walter Tosto’s capabilities.

By investing ahead of market demand and focusing on long-term capabilities, Walter Tosto has turned market vulnerability into a business strength. The company now stands ready to capitalise on growing interest in nuclear power, backed by 10-15 years of experience from professionals aged between 30 and 40, while competitors are just beginning to understand the market.

Wave Utilities

Securing water resources

for the UK’s net zero transition

Nigel Corfield Industrial & Commercial Customer Director, Board Director

How is Wave Utilities thriving?

Wave Utilities has established itself as a thought leader in addressing water scarcity for the UK’s energy transition. As a joint venture between Anglian Water and Northumbrian Water, the company identified that decarbonisation projects would require unprecedented volumes of water by 2030. Through strategic evidence gathering and advocacy, Wave has influenced water companies, regulators and government bodies to address this challenge. Some outcomes are (i) Anglian Water progressing £78m for feasibility studies for desalination solutions (ii) municipal sewerage works recycling water for industrial use, (iii) funded industrial water efficiency studies (iv) considering ground water source, suitable only for industrial purposes. All this whilst Wave retains 96% of its commercial contracts.

The challenge - Formed in 2017, Wave Utilities discovered that the UK’s Net Zero commitments would create unprecedented water demands that existing infrastructure couldn’t support. Industrial decarbonisation plans would require an estimated 50,000m³ of additional water daily for the Northeast and Humber clusters alone, yet water companies have no statutory obligation to supply this water. With environmental regulations restricting new water abstraction, this threatens both Wave’s business and the UK’s decarbonisation ambitions.

The solution - Wave’s response began with evidence gathering by deploying account management teams to conduct structured discussions with customers about their existing water usage and decarbonisation plans. For major projects requiring significant water resources, Wave collected formal documentation to build a compelling case.

This evidence in collaboration with parent companies (Anglian Water and Northumbrian Water) was presented to government regulator Ofwat, also Defra, Environment Agency, and Department for Energy Security and Net Zero (DESNZ). The data proved crucial, helping both water companies develop plans to address the looming water resource challenges in two of the UK’s most significant industrial decarbonisation clusters.

Simon Crane Business Development Manager

Wave soon evolved into a thought leader, working with industry bodies such as the North East of England Process Industry Cluster (NEPIC) and CATCH, which covers the Humber, Yorkshire and Lincolnshire region. Wave representatives became regular keynote speakers at events as awareness grew about water’s critical role in achieving net zero targets. Through these forums, they urged customers to improve their water efficiency, knowing that future requests for additional supply would first require proof of responsible usage.

In 2021, Wave escalated these concerns to its Board, who grasped the significance of the challenge. The organisation then approached the water companies directly, alerting them to this emerging demand that had not been factored into their planning cycles. By 2023, Anglian Water was presenting at CATCH events, engaging directly with industrial customers; hearing their concerns firsthand.

A breakthrough came in July 2024 when Wave was invited to meet Mark Thurston, Anglian Water’s new CEO, and Ros Rivaz, the new Chairwoman. Wave’s team conveyed the urgency so effectively that the executives immediately recognised the significance of the issue.

These efforts culminated in late 2024 when Anglian Water secured £78m from Ofwat to conduct feasibility studies for desalination plants in Mablethorpe, Lincolnshire and Bacton, Norfolk. Additionally, Wave began exploring innovative solutions, including reusing water from municipal sewage treatment works in Grimsby and Immingham to support hydrogen and ammonia production facilities.

Wave commissioned academic research by Durham University examining water intensity factors across various net zero projects, further cementing its position as thought leaders. In April 2025, it published ‘Impact of Decarbonisation on Water Availability in England’. The report concluded that an industrial water supply/demand deficit of 850,000m³ per day may exist by 2050.

Throughout this process, Wave has faced numerous challenges. Water companies were unaware of the specific water volumes necessary to respond to net zero legislation,

Story type

#collaboration (main category)

#energy transition, #environmental sustainability & social impact, #people & competency, #transformation

Benefits

▸ Over 96% of commercial contracts retained during 2023-24.

▸ Many of the previous two- or threeyear contracts have now committed to five-year terms.

▸ Businesses and local councils have an advocate in Wave when asking for more industrial water.

Wave Utilities at a glance:

Key products and services: potable water and wastewater services.

Main industries served:

▸ Oil and gas – 5%

▸ Conventional power – 5%

▸ Others (non-energy) – 90%

Headquarters: Durham, UK

Year established: 2017

Number of employees: 320 Revenue: £550m

and had to educate customers about water scarcity, overcome the disconnection between energy and water authorities – with Defra and DESNZ seemingly unaware of the effect on each other. In doing so, Wave has positioned itself as an aggregator of customer voices, creating a platform where previously there had been none.

The outcomes have been significant. Wave has retained 96% of its commercial contracts during 2023-24, despite the risk of losing customers due to water access concerns. Many large users which were previously on two- or three-year contracts have now committed to five-year terms, effectively doubling the contract value based on Wave’s demonstrated advocacy.

Today, Wave continues to focus on implementing practical solutions, acknowledging that larger infrastructure projects like desalination plants may take ten years or longer to complete. Questions remain about long-term funding beyond the initial £78m feasibility allocation, but Wave has established itself as a critical voice in trying to ensure water resources do not become the bottleneck that prevents the UK from achieving its decarbonisation goals. Through foresight, evidence-based advocacy and strategic relationship building, Wave has transformed a potential existential threat into an opportunity to demonstrate its unique value to customers and the wider energy transition ecosystem.

Waves Group

Diversifying beyond marine warranty surveying into higher-value consulting

Jeremy Panes Engineering Director

How is Waves Group thriving?

Waves Group is successfully transitioning its energy business from a predominantly marine warranty surveying (MWS) business to offering higher-value consulting services earlier in project lifecycles. This shift has already begun to deliver results, with the company securing a significant contract with the West Orkney Windfarm and another pending award in 2025. The Londonheadquartered marine consultancy has increased their non-MWS energy work from 15% to 24% of revenues within a year. With three more projects actively being pursued and a newly appointed Business Development Director focusing on offshore wind developers, Waves Group is leveraging its extensive expertise to create a more profitable and sustainable business model while helping clients avoid costly mistakes in the critical pre-construction phase.

The challenge - Waves Group, a Londonheadquartered marine consultancy established in 2005, provides expertise across the marine, maritime and offshore sectors to help clients increase certainty in their projects, the company has around 58 employees and a strong reputation built up over the years. Within the energy sector, Waves Group has traditionally focused on marine warranty surveying (MWS), acting as the eyes and ears of insurers during construction phases of offshore energy projects.

In recent times, however, it has faced a significant challenge as the MWS market became increasingly commoditised and competitive. With just a few major players dominating the sector, clients have consistently pushed prices down, which has severely impacted Waves’ profitability. By 2024, the situation had reached a critical point where it could no longer provide quality services at the prevailing low rates while maintaining business viability.

The company therefore needed to command higher prices for its services and identify opportunities to diversify revenue streams using its extensive in-house expertise. The challenge was particularly acute in the offshore

wind sector, which represents approximately 45% of the company’s work and presented both the most pressing problems and the greatest potential for transformation.

The solution - In 2024, Waves Group formulated a strategic shift to diversify its service offering beyond marine warranty surveying. Rather than solely focusing on construction-phase projects, the company decided to leverage its extensive expertise to engage clients much earlier in the project lifecycle – during the pre-construction planning stage when critical decisions are being made.

This approach allowed Waves Group to offer high-value consulting services that help developers avoid costly mistakes before construction even begins. By identifying potential issues, developing logistics plans and establishing risk mitigation strategies in the planning phase, the company could help clients reduce logistics problems, insurance issues, and high project costs that might otherwise emerge during construction.

The West Orkney Windfarm project exemplifies the success of this strategy. Waves Group first engaged with this challenging offshore site in 2019, supporting the developer with a comprehensive logistics plan when they had limited understanding of how to build the wind farm. This early consulting work proved crucial to the client’s successful application. The relationship continued in 2022 when the client requested validation of their evolving project design, allowing Waves Group to update information, evaluate new methodologies, and stress-test the project’s logistics plans.

In 2025, the partnership entered a third phase, with Waves Group helping identify key risks and developing mitigation solutions. This ongoing work includes advising on construction plans, vessel selection, and transport strategies – from foundation transport options to overall logistics processes – while addressing insurance requirements. This comprehensive approach not only secured valuable contracts but also positioned the company to develop a

Story type

#service & solutions (main category) #diversification

Benefits

▸ Waves Group’s successfully leveraged new contract wins and revenue increase from its non-MWS work.

▸ New Business Development structure was created in 2025.

Waves Group at a glance:

Key products and services: marine consultancy.

Main industries served:

▸ Offshore renewable energy – 45%

▸ Others (non-energy): 55%

Headquarters: London, UK

Year established: 2005

Number of employees: 58

Revenue: £9.5m

Revenue from exports: 72%

new suite of services that provide lifecycle support for marine clients.

A key challenge in implementing this strategy was reaching the right decision-makers. While Waves Group was well-known to construction teams through its MWS work, it needed to build relationships with developer teams responsible for early project planning. To address this marketing gap, the company hired a dedicated Business Development Director in January 2025 to bring structure to the process and specifically target developers.

The strategy has leveraged Waves Group’s key advantages: its strong track record, in-house expertise and greater adaptability compared to larger competitors. Additionally, the company benefits from insights gained through its casualty response business, allowing it to incorporate lessons from past project failures into its preventative consulting work.

Despite initial challenges, including limited time resources while maintaining existing work, the strategy is already showing promising results. Beyond the West Orkney Windfarm project and another pending contract, Waves Group is actively pursuing three more projects and has increased its non-MWS energy work from 15% to 24% of revenues since 2024.

By showcasing the West Orkney Windfarm as an example of its expanded capabilities, Waves Group is developing a more holistic portfolio of services and positioning itself to support clients throughout the entire project lifecycle. This strategic diversification promises to create a more resilient and profitable business model while delivering greater value to clients in the offshore energy sector.

Wood

Making its mark in the Middle East energy transition market

Ellis Renforth President of Operations, Europe, Middle East & Africa

How is Wood thriving?

Wood has established a powerful position in the Middle East by strategically expanding its capabilities to support both traditional energy sectors and decarbonisation solutions. The company achieved record contract wins of US$920m in the Middle East during 2024, while growing its regional workforce by 500 employees (including a 25% headcount increase in the UAE). This growth has been driven by the launch of a specialist Energy Transition hub in Abu Dhabi, providing technical, strategic and economic solutions to help clients meet net-zero targets.

Building on its 90-year heritage, Wood continues to leverage its expertise in oil and gas while pivoting towards new opportunities in hydrogen, carbon capture and emissions reduction, thereby positioning itself as a critical partner for energy companies navigating the transition landscape.

The challenge – Wood faced the challenge of maintaining its strong heritage in oil and gas while simultaneously addressing growing client demands for decarbonisation solutions. Energy companies and governments throughout the region were committing billions to reducing carbon intensity and meeting ambitious net-zero targets, which created both an opportunity and imperative for Wood to evolve its service offerings.

Indeed, the company needed to position itself to support longstanding clients such as Saudi Aramco, ADNOC, Shell and TotalEnergies with both traditional engineering services and innovative solutions for reducing emissions. This required developing new capabilities to help clients navigate the complexities of the energy transition while continuing to deliver operational excellence in conventional sectors.

Additionally, Wood needed to ensure it had sufficient skilled professionals to support its growth ambitions in a competitive talent market, particularly in emerging fields such as hydrogen and carbon capture.

The solution – Wood’s strategy for growth in

the Middle East centred on three key pillars – establishing a dedicated Energy Transition hub, shifting towards an engineering, procurement, construction and management (EPCM) delivery model, and expanding its operations and maintenance capabilities.

In the first half of 2024, the company invested in creating a specialist Energy Transition centre in Abu Dhabi. It brings together advisory and technical expertise to deliver energy diversification and net-zero goals for clients throughout the region. Central to its setup has been how Wood built upon existing knowledge by drawing expertise from its established centres in Reading and Milan, which has enabled it share best practices.

The hub team comprises subject matter experts focused on bringing engineering capability and new technologies to accelerate decarbonisation. This concentration of expertise has allowed Wood to pursue opportunities that might otherwise have been missed, while opening doors to new clients beyond its traditional customer base.

The company has seen its investment pay dividends through significant project wins. In June 2024, Wood secured a US$46m, threeyear contract with TotalEnergies in Iraq for the Associated Gas Upstream Project. This initiative focuses on recovering gas currently flared in the Basra region for power generation, contributing to environmental sustainability through emissions reduction.

In December 2024, Wood won a US$17m contract from a petrochemical company to improve efficiency and reduce emissions at a process manufacturing plant. The project involves adding a new heat recovery unit to capture high-temperature flue gas, with Wood’s solution expected to reduce carbon dioxide emissions by approximately 110 kilotonnes per annum – equivalent to removing 22,000 cars from the road.

Wood has complemented these numerous project wins with investments in people development across the Middle East. Specifically, the company has expanded its

Story type

#service & solutions (main category)

#energy transition

Benefits

▸ US$70m increase in contract awards from 2023 to 2024.

▸ 9,000 m³/hr of flaring and 152m kilos of CO2 emissions eliminated annually for Middle East client.

Wood at a glance:

Key products and services: consulting and engineering services

Headquarters: Aberdeen, UK

Year established: 1982

Number of employees: 35,000

graduate and training programmes, including establishing an ECITB-accredited training centre in Iraq through a joint venture. Such a focus on building local capability has enabled Wood to reach important localisation milestones, which includes the hiring of 500 Iraqi nationals in Basra.

The company’s success is reflected in its financial performance, with Middle East contract awards increasing from US$850m in 2023 to US$920m in 2024. During this time, Wood has maintained a strong growth trajectory while ensuring consistently highquality services, balancing its expansion ambitions with the need for controlled delivery.

Looking to the future, Wood continues to invest in digital and AI-enabled solutions to help operators optimise maintenance and asset performance. One example involved designing a bespoke digital monitoring system for a Middle East energy client, eliminating 9,000 m³/hr of flaring and saving 152m kilos of CO2 equivalent emissions annually.

Wood expects continued growth in 2025 to be driven by both hydrocarbon-related and clean energy sectors, and also has its eyes on exploring new opportunities in Africa. The firm’s biggest challenge remains attracting sufficient high-calibre talent to support industry growth – an issue affecting the sector as a whole.

Through its strategic investments in capabilities, technology and people, Wood has positioned itself as a leading partner for energy companies across the Middle East, helping them navigate the complex balance between operational excellence today and sustainable transformation for tomorrow.

Wozair

From equipment supplier to global HVAC solutions provider

Chris Cherrington Joint Managing Director

How is Wozair thriving?

Wozair has transformed from a UK equipment manufacturer into a global turnkey HVAC solutions provider, securing multi-million-pound international projects that represent over half their annual turnover. By establishing strategic partnerships in key markets and enhancing their project execution capabilities, they’ve successfully delivered complex projects on-time in challenging environments across Qatar, China, and the Middle East. Their innovative approach to global expansion has opened doors to over £30 million in additional opportunities, positioning them to achieve their strategic goal of 10% annual growth while building long-term relationships with major international contractors.

The challenge - Wozair faced significant challenges in the post-COVID landscape. The pandemic had triggered an exodus of experienced talent from the industry, leading to a critical shortage of engineering expertise, particularly among contractors who began pushing risk down to manufacturers and suppliers in the supply chain.

As market conditions in the oil and gas sector began to improve, Wozair recognised that both its long-term stability and growth opportunities would be reliant on markets outside the UK. With 75-80% of the firm’s business already coming from exports, the company understood that international expansion was essential for future survival and growth.

These ambitions began to materialise from 2021 onwards when Wozair was made aware of several potential projects in Qatar. After securing and successfully executing a contract in 2023, the firm then secured a second in early 2024 for the North Field Production Sustainability (NFPS) Project. Critically, this was much larger in scope, involving first 12 platforms and in a second time 2 living quarters. And that presented a new challenge for the company.

The complex contract structure involved multiple stakeholders across continents, from UK manufacturers to Middle Eastern contractors, Chinese fabrication yards, and the Qatari end user. The schedule was exceptionally tight,

with the equipment ordered in February 2024 needing to arrive in China for fabrication by early 2025. Additionally, the fabrication yard operated differently than Wozair’s typical partners, requiring on-site support through commissioning rather than simply delivering equipment.

Logistical hurdles mounted when Wozair learned that its large air handling units would be “out of gauge”, with no suitable painting facilities on site. Ultimately, shipping these oversized components to the UK for painting would introduce substantial costs and delays that the schedule couldn’t accommodate.

The solution - To overcome these various hurdles, Wozair had to be innovative, responding with the implementation of a bold, multifaceted strategy.

Leveraging its existing international presence, with offices established in the UAE (since 2007) and Singapore (since 2003), the firm built a new project execution model. By strengthening its UK team, it was able to provide dedicated support to the Middle East operations, while also appointing a specialised air handling unit project manager for the large NFPS contract.

Crucially, the firm also established a strategic partnership with Sinhoo in China, creating an extension of its team in a new location. Here, a full-time staff member based in China was hired to ensure seamless coordination and local presence, bridging cultural and operational differences.

To address the painting facilities problem, Wozair also built a temporary paint shop at its factory. It then brought in a NACEqualified paint contractor to work on-site, eliminating the logistical risks and potential delays associated with shipping oversized components for painting. Wozair also improved its 3D modelling techniques to accelerate this critical phase. Further, it diversified its supply chain across China, UAE, and Singapore with the demanding schedule having made their usual supply chain partners impractical options.

Through these measures, Wozair successfully evolved into a comprehensive solutions provider, delivering complete HVAC packages and turnkey solutions with global support, the results of which have been significant.

Through its UAE office, the company secured its first major order from China – a £13 million project representing 50% of its annual

Story type

#export (main category)

#collaboration, #innovation, #transformation

Benefits

▸ Wozair has secured its first major order from China worth of £13m.

▸ The company expects to grow 10% per year.

Key findings

For young people

▸ Don’t be afraid to ask questions – listen and learn. Think outside the box.

For industry

▸ Don’t ignore the traditional markets, oil and gas plays an important part. Don’t put all your eggs in one basket.

For government

▸ Specify where in the UK to do infrastructure projects, where it is advantageous to be an UK supplier. Focus on local content.

Wozair at a glance:

Key products and services: HVAC solutions provider.

Main industries served:

▸ Oil and gas – 68.2%

▸ Offshore renewable energy – 12.4%

▸ Nuclear power – 8.1%

▸ Others (non-energy): marine, naval – 11.3%

Headquarters: Kent, UK

Year established: 1995

Number of employees: 157

Revenue: £32.6m

Revenue from exports: 75%

turnover. Further, this success opened doors to similar-sized opportunities in both China and the UAE, with the company having successfully delivered the complex NFPS project on time – a notable achievement given the project’s complexity and tight schedule constraints.

Wozair has since received additional orders and numerous inquiries from the same contractor through multiple global offices including Milan and Paris. The North Field Production Sustainability project alone has generated two additional opportunities valued at over £30 million.

Resultantly, the company is now wellpositioned to achieve its strategic three-year plan of 10% growth per year, transforming post-COVID challenges into a springboard for global expansion and setting new industry standards for HVAC solutions in demanding environments worldwide.