37 July 2025 Success Stories
EIC Survive & Thrive 2025
EIC Survive & Thrive IX
135 1
Success Stories July 2025
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.
Peterson
Key findings
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
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.