Energy Focus May 2022

THE BUSINESS MAGAZINE FOR ENERGY LEADERS

www.energy-focus.net

May 2022

25 Years of Safe, Reliable, Quality Offshore Service Exclusive interview with Jamie John - VP Oil & Gas ALSO IN THIS ISSUE:

Windlogix / Wellynx / Rotterdam Rijn Pijpleiding / Oando

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EDITOR’S LETTER EDITOR Joe Forshaw  joe@energy-focus.net PROJECT MANAGER Tommy Atkinson  tommy@energy-focus.net PROJECT MANAGER Rob Fenton  rob@energy-focus.net PROJECT MANAGER Christina Allcock  christina@energy-focus.net PROJECT MANAGER Chris Bolderstone  chris@energy-focus.net PROJECT MANAGER Chris Wright  chrisw@energy-focus.net PROJECT MANAGER Ekwa Bikaka  ekwa@energy-focus.net FINANCE MANAGER Paige Atkins  paige@energy-focus.net LEAD DESIGNER Aaron Protheroe  aaron@energy-focus.net CONTRIBUTOR Manelesi Dumasi CONTRIBUTOR Karl Pietersen CONTRIBUTOR David Napier CONTRIBUTOR Timothy Reeder CONTRIBUTOR Colin Chinery CONTRIBUTOR Benjamin Southwold CONTRIBUTOR William Denstone

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It has never been clearer that the energy transition is not just underway, it is thriving. There is a concrete shift away from traditional fossil fuel energy generation towards renewable, recyclable, reusable energy. It’s not perfect, it will take time, and hydrocarbons are certainly part of the mix (for now at least), but the transition is happening. And people are embracing it. Even those staunchly behind oil, gas, and coal are now seeing the financial gains that can be realised through modern renewable strategies that include wind, solar, tidal, and more.

Perhaps those deep in the industry know that the transition has been happening for some time. But real change has not been realised by end users. That is about to change.

In the coming decades, Europe will be powered by offshore wind, and the US is now coming onstream too. Canada’s oil and gas production is cleaner than ever, and floating offshore projects look set to add to the success.

At the recent North Sea Wind Summit in Esbjerg, a target for 150 GW of offshore wind in Denmark, Germany, the Netherlands, and Belgium was agreed, leading Ørsted CEO Mads Nipper to call the North Sea the power plant of Europe for the next 25 years.

This month, we learn more about the Moray East and Triton Knoll Offshore Wind Farms, as well as the formation of service provision group Windlogix as the UK embraces its windy coastline. We also hear from Spartan Delta Corp and BMO Capital Markets in Canada about optimising oil and gas production. A special celebration is happening at NHV, the B2B European helicopter operator of choice, as it achieves 25 years of continued success.

Get in touch and tell us your story of energy transition, we’re online through LinkedIn.

Chris Bolderstone – General Manager E. chris@cmb-multimedia.co.uk Fuel Studios, Kiln House, Pottergate, Norwich NR2 1DX +44 (0) 1603 855 161 www.cmb-media.co.uk CMB Media Group does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/ or in advertisements included in this magazine do not necessarily represent those of the publisher.

Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher. © CMB Media Group Ltd 2022

Joe Forshaw EDITOR

GET IN TOUCH  +44 (0) 1603 855 161  joe@energy-focus.net www.energy-focus.net

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NHV GROUP 25 Years of Safe, Reliable, Quality Offshore Service ROTTERDAM RIJN PIJPLEIDING Energy Transition Continues Underfoot Thanks to RRP KELLAS MIDSTREAM North Sea Game Changer SUBSEA PRESSURE CONTROLS Strong New Base for Aberdeen Engineering Aces GETEK ENERGY Reliability & Quality for Toughest Environments WINDLOGIX Windlogix Launches as Global Renewables Services Group TRITON KNOLL Major Milestones for RWE’s Offshore Powerhouse MORAY EAST OFFSHORE WIND FARM Full Steam Ahead for Scotland’s Wind Powerhouse BMO CAPITAL MARKETS Part of the Solution to Decarbonising the Economy

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CONTENTS

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SPARTAN DELTA CORP Strategy Success for Canada’s Rising Spartan NORWEGIAN PETROLEUM DIRECTORATE Embedding New Industries with Valuable Existing Production MOTOR OIL HELLAS Refining and Reshaping a Sustainable Future PETROMIN Lubricants Leader Targets Complete Automotive Services Ecosystem OANDO Proud Heritage Supports All-Conquering Aspirations MFT ENERGY Global Visions for Unique Trading Model WELLYNX Well Specialists with a Wealth of Expertise AGILYX Technology, Expertise, and Purpose Fuels Plastic Change www.energy-focus.net / 5

INDUSTRY FOCUS: AVIATION

NHV GROUP

25 Years of Safe, Reliable, Quality Offshore Service PRODUCTION: Rob Fenton

Leading B2B helicopter service provider, NHV, is celebrating a major milestone as it soars high to sit among a small group that can boast 25 years of highly successful operations. This is a company on track to become an industry leader as it continues to delight with first class service.

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FOCUS ON: NHV GROUP

Standing on the large, open helipad at Norwich International Airport in the east of England, there is a light breeze and gentle spit of rain. “There,” the NHV Base Manager points far in the distance. “It’s coming in now, we should go inside as it will get noisy,” he says.

Alongside the main runway, next to the large NHV hanger, a seven-tonne yellow chopper, with 12 people on board, slowly approaches the tarmac, touching down softly – minimal fuss, maximum safety on its return from the North Sea. The passengers, in full-body yellow protective gear, and crew – in orange suits - disembark, bags are unloaded, and there is a 30-minute window for refuelling and inspection before the Leonardo AW139 takes off once again, heading to North Sea oil and gas platforms, moving at 140mph, high above the land and sea.

The operation is smooth, efficient, and fast. The people involved are highly professional and stick to strict processes – there is a well-drilled manner about the team, but an air of confidence. Each knows their

role and they do it smiling. Norwich is a great location; just 20 miles from the coast, minimal traffic, with full infrastructure in place - easy and clear for choppers getting out to the vast expanse beyond the beaches.

NHV is a B2B helicopter operator with a range of services for different industries. Established in 1997, the company is celebrating a quarter century of operation.

Growing from a small concern in Ostend, Belgium, NHV is today home to more than 500 people, more than 50 helicopters, and operates across two continents.

As a key operator in the offshore energy industry, NHV has built strong relationships with operators and contractors. The brand is trusted to deliver and, after 25 years of safe and successful flying, the future holds much promise despite unique challenges.

As the next flight out to Rowan Gorilla V - one of the world’s largest jack-up rigs, on contract in the North Sea – departs from Norwich, the sun shines from behind the silver clouds and Jamie John, VP: Oil & Gas talks about the future of flight for this exciting, reliable partner.

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OUR TEAM IS EAGER TO DELIVER FLEXIBLE AND CUSTOMERFRIENDLY BUT ABOVE ALL SAFE OPERATIONS CONTRACT WINS

Jamie John - VP Oil & Gas

FIERCE COMPETITION

His vision, and that of the company, is to become an operator of choice, leading the way in the oil and gas market, and commanding leading market share across all the areas and geographies in which it flies.

“In simple terms that means we want to expand and sustain our European operations, where we see growth opportunities. The UK, Denmark, and the Netherlands are key to this in the oil and gas market along with our renewables sector. Further to that, focus on our West Africa operations and on our third-party services such as maintenance (MRO) and government and military contracts. Organic growth is key and is our area of continued focus,” says John.

“We already have a presence in Ivory Coast, and looking to expand in areas such as Nigeria, Ghana, and Senegal. All areas that are well known to us as we had operations there previously.

“Market conditions will depend on which other geographical areas we focus on. Competition is fierce in the helicopter market so finding the correct market is key. Our focus for the short term is on sustainability and growth in our key areas such as Europe and West Africa.”

Over the years, the company has displayed a healthy ambition for growth through acquisition - being acquired by Ardian in 2013, acquiring the Blueway Group in 2014, and developing watertight partnerships with Airbus and Leonardo - and this has allowed it to become a prevalent player in the industry. But growth with existing clients is key in the organic strategy.

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At the end of 2019, when the infamous BREXIT day approached, NHV like most other European companies had to untangle some of its processes to ensure legal compliance in both the EU and the UK. Naturally, the company was prepared and navigated the situation seamlessly for clients.

“We had to change our operations in the UK from operating under a Belgian Air operators’ certificate to operating under a UK AOC,” remembers John. “This included changing all our operating manuals to gain approval by the UK CAA. We continue to see further issues with recruitment into the UK from the EU. The whole process of managing BREXIT was a three-year project, and although we still have some issues, we have successfully managed to continue operations with minimum impact.”

COVID-19 was the challenge that followed and, as international travel dried up, helicopter companies had to address safety protocols and develop new standards to ensure commercial travel in the energy industries could continue. The business of clients was largely unaffected, with most falling under the ‘essential business’ designation and therefore being exempt from various regulations. NHV’s approach was quick and thorough, but the result was still a brief period of slowdown while industries came to terms with a new normal.

“The impact of COVID-19 was huge on NHV,” admits John. “Our activity levels dropped over night and the uncertainty of how everything would play out was concerning. We did however manage to continue business despite things, such as supply chain disruption, staff shortages/sickness, and travel routes thrown into chaos. We also managed to provide a medical escort service dubbed the ‘Covid Copter’. The helicopters are still in use today and is used for flying home patients who have COVID from offshore oil and gas rigs.”

In 2019, pre-pandemic, flights were regular, and rigs were the usual hives of activity. Crew transfer was busy. NHV was awarded a contract by Petrofac to move crew offshore to the FPF1 floating production facility. The company would use H175 choppers out of its Aberdeen base and was confident that its vast experience with the model would perfectly suit the needs of Petrofac in the North Sea. “We are delighted that Petrofac has decided to partner Continues on page 10

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INDUSTRY FOCUS: AVIATION

Continued from page 8

with NHV for its North Sea Operations. By adding the FPF1 to our portfolio, we further enhance our reputation in delivering safe and efficient helicopter services. The FPF1 passengers will benefit from our state-of-the-art handling facility, whilst experiencing the comfort and safety features of the H175,” said John, Base Manager at the time.

In April 2020, in the early stages of the pandemic, NHV opened its base in Midden-Zeeland in the Netherlands to support the construction and maintenance of the Borssele 1+2 Offshore Wind Farm. This amazing project will see wind power fuel the homes of one million Dutch homes. Just 23km from the coast, NHV was again confident and utilised the H145 Airbus model.

The following month saw the company pen a deal with Spirit Energy to provide crew transfer for operations in the Irish Sea. Flying out of a new base in Blackpool, a Leonardo AW169 supported production in the area.

Accountable Manager at the time, Mike Gislam - now the company’s COO - said: “We are honoured to be chosen aviation partner for Spirit’s East Irish Sea Operations.

NHV continues to invest in fleet and training to take on unique projects just like this one. Our team is eager to deliver flexible and customer-friendly but above all safe operations. We look forward to further develop the cooperation with our client, airport, and local authorities.”

Ithaca Energy, a North Sea specialist, extended a contract with NHV in June 2020, realising the need for continued support from reliable partners during a difficult period. The company operates the FPF1 installation in the Scottish North Sea and NHV provides seven-day-a-week support from Aberdeen.

“We are extremely pleased with this important agreement, further strengthening our solid partnership with Ithaca Energy. This extension is a direct result of NHV’s continued commitment to safety and top-class service for our client and their passengers. We thank Ithaca Energy

FROM HUMBLE BEGINNINGS, STARTING WITH ONE BASE IN OSTEND, WE HAVE SINCE MADE PHENOMENAL DEVELOPMENT TO ACHIEVE OUR LEADING POSITION IN THE HELICOPTER MARKET 10 / www.energy-focus.net

FOCUS ON: NHV GROUP

for their continued trust in NHV and we look forward to supporting them in the years ahead,” said John.

While many closed down and struggled as a result of the pandemic, NHV continued to churn out success in 2020. By July, the company was ready to announce a new contract with Shell UK and NAM in the southern North Sea. Two dedicated AW139 choppers – one from Norwich and one from Den Helder - move crew seamlessly.

“We are excited to secure this long-term contract, to work with Shell NAM helping them meet their transportation needs and are all eager to start flying on their behalf. The agreement strengthens our longstanding relationship with Shell where we have previously supported projects in Europe and Africa,” said Mike Gislam.

The continuous deployment of the company’s assets in Europe backs up an enviable track record.

Later in the year, in December, NHV displayed diversification, partnering with the German Air Force on a maintenance contract for three H145 helicopters.

As part of the arrangement, NHV also teamed with Milestone Aviation to provide three Airbus aircraft.

“We are honoured to become the first non-German company providing this kind of service to the German Armed Forces. The entire team is eager to show NHV’s capability in delivering high-quality maintenance

WE LOOK FORWARD TO THE NEXT 25 SUCCESSFUL YEARS OF SAFE FLIGHT OPERATIONS programmes for external clients while we continue optimising our own maintenance processes,” said thenCOO Thomas Hütsch (now Chief Executive Officer).

2021 – FLYING HIGH

NHV entered 2021 with similar gusto, continuing to build on the successes realised through 2020. In the first quarter, the company had already netted three more exciting contracts and extensions, and growth was inevitable.

At the start of February, NHV signed with Neptune Energy – a leading North Sea producer – to transfer crew to the Seagull Field development from Aberdeen. Using a H175, Neptune contractors will head out to site which will produce for a decade, starting at around 50,000 boe/d.

“We are delighted that Neptune Energy has decided to partner with NHV,” said John. “This new contract again allows us to showcase our safe, reliable, and efficient H175 services. We look forward to building a genuine and

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INDUSTRY FOCUS: AVIATION

reliable partnership with Neptune Energy,” he added.

At the end of March, PSE Kinsale Energy awarded NHV a contract to support its operations in the Celtic Sea. The Stena Spey drilling rig works 50km off the coast of Cork, and NHV’s AW139 performed to perfection.

“We continue to navigate through challenging times,” states John. “With recent record increases in costs and delays in supply chain due to a variety of reasons, it does present us with challenges. We are constantly looking at ways to become more efficient and increase our sales.

The market is constantly changing, but NHV is well placed and agile to be able meet market requirements.”

25 YEARS AND COUNTING

Clearly, NHV has the credentials to meet even the most challenging client requirements, and it has the spread to support across many vital energy spaces.

Today, the company’s base portfolio spans Ostend (HQ), Midden-Zeeland, Rotterdam, Den Helder, Esbjerg, Norwich, Blackpool, Aberdeen, Le Touquet, Lanveoc, La Rochelle, Laupheim, Hyeres, Abidjan, Lagos and Accra. Services include passenger movement, maintenance, training, search and rescue, and more.

To celebrate the company’s achievements to date, events will take place that allow for recounting of historic

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successes while planning for the future. “We are running a yearlong communications campaign to celebrate this organisational milestone,” says John. “We are also celebrating with an event on July 1. These events are held locally at all our bases across the world, and the Executive Committee will live stream a presentation.”

A recent reshuffle in management structure has been introduced with the company looking to continue its impressive contract-winning streak.

The second half of 2021 saw Thomas Hütsch, Mike Gislam, and Laurent Verhelst take executive positions, and Jamie John moving to head up oil and gas.

“The new structure is performing well, all new members of the senior management team are internal moves, so they already knew the business very well,” explains John. “We are already starting to see the positive impact and changes being implemented. This is reflected in business performance, and we expect this positive impact to continue into 2023 and beyond.”

In Norwich, where the site is reliant on oil and gas operations, there is a mood of optimism.

“We are growing in renewable energy, and supporting oil and gas clients with superior service,” says the Base Manager.

“We are already very active in the renewables sector

FOCUS ON: NHV GROUP

and have been serving windfarms with helicopter flights in the UK since 2017. We do see this area as part of our growth strategy and continue to expand our services across the UK and Europe,” adds John.

In addition to renewables in the UK, it is the strategy of Bram de Backer, Vice President of Wind power and MRO, to continue to explore opportunities to diversify the company from oil and gas into the windfarm, training, and maintenance and repair sectors.

A quarter century in, this is a thriving company already planning for the long-term.

“We are very proud to celebrate this organisational milestone,” said Thomas Hütsch. “From humble beginnings, starting with one base in Ostend, we have since made phenomenal development to achieve our leading position in the helicopter market.

“Despite the oil and gas crisis, the pandemic, and major regulatory changes caused by the UK leaving the EU, our employees are the ones that have helped to shape NHV Group to be the successful company that we are today. We look forward to the next 25 successful years of safe flight operations.”

Inside the NHV hangar at Norwich, as one of the AW139 choppers sits in the hanger, rotary engine exposed, carefully overseen by master technicians,

there is a surgical atmosphere – safety and quality are emphasised everywhere. With the UK energy mix changing, and a transition from oil and gas towards renewables well underway, the company feels it can participate and thrive. Able to land on service vessels or substations, or even winch techs straight onto nacelles, NHV has proven expertise and will be the perfect partner as the offshore market shifts. Globally, investment in oil and gas is falling, production levels are dropping, but 75% of the UK’s total energy is still generated through oil and gas operations. Boris Johnson set out a plan to power every UK home with offshore wind generated electricity by 2030 – requiring major investment with a turbine going up almost every day for the next 10 years.

France has committed to 50 wind farms over the next 25 years, Belgium is amongst the world’s top offshore wind energy producers, the Netherlands hopes to reach 4.5 GW by the end of 2023, and Germany is targeting 80% renewables within its mix by 2030. For these lofty ambitions to be realised, skilled engineers must travel offshore and work to bring projects online – this means a trusted, proven helicopter partner will be required.

Who better than NHV – 25 years of reaching new heights. “Long term we want to become the European helicopter operator of choice,” concludes John.

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ROTTERDAM RIJN PIJPLEIDING

Energy Transition Continues

Underfoot Thanks to RRP PRODUCTION: Tommy Atkinson

“The broader public doesn’t always know that the energy transition is happening under the ground, but that is very much a part of it,” says Dick Hosman, Managing Director of Rotterdam Rijn Pijpleiding The pipeline fuelling industry across the Netherlands and Germany is adapting to become a vital player in the future of energy product delivery. www.energy-focus.net / 15

INDUSTRY FOCUS: INFRASTRUCTURE

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Europe’s energy market is changing, spurred by the longstanding desire for cleaner, more efficient generation and now restrictions on oil and gas from Russia. The whole concept is challenging and pricing for consumers is one of the key considerations. But it is manageable and, according to the industry leaders, now is a time for excitement and innovation as the positive transition continues. Some of the world’s largest energy majors have now fully invested in alternative energy supplies – wind, solar, hydro, wave, biomass, and more – but the industry is a highly connected and collaborative one, where you cannot simply turn off one supply and turn on another.

As generators and governments turn to renewable ideas as part of the transition, those that deliver

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energy, must adapt too. Two concepts in particular are being touted as valuable future provisions – hydrogen and carbon capture utilisation and storage (CCUS). Potentially suitable to connect into and flow through existing pipeline infrastructure, mass amounts of money are already committed to hydrogen and CCUS R&D. Thankfully, the transportation systems used for decades to move oil and gas, are also prepping for a new direction.

The Rotterdam-Rijn Pijpleiding is a great example. Currently, this marvel of infrastructure delivers around 25 million tonnes totally (16 million tonnes crude oil and 9 million tonnes of products) from Rotterdam in the west of the Netherlands, across the entire country, to Venlo in the east, before transferring into Germany to the German refineries in Gelsenkirchen and

Cologne or the product pipeline of RMR. The entire system is underground; nothing unsightly, no smell, zero noise, and no physical feeling whatsoever.

Since 1958, Rotterdam-Rijn-Pijpleiding Maatschappij (RRP) – with shareholders Shell and bp – has moved energy products through its 457 km pipeline with flawless safety and environmental records. Impressive pumps build pressure in Rotterdam and the flow of material begins as experts load fuels and other products from tanks at Botlek, Europoort and Maasvlakte.

“For more than 64 years we have been doing this safely, reliably, and we believe we are the best at what we do in this market,” RRP Managing Director, Dick Hosman, tells Energy Focus.

“Our ambition is to accelerate the energy transition and to run and maintain the future infrastructure

ROTTERDAM RIJN PIJPLEIDING

Dick Hosman - Managing Director

// OUR AMBITION IS TO ACCELERATE THE ENERGY TRANSITION, AND TO RUN AND MAINTAIN THE FUTURE INFRASTRUCTURE CONNECTING CLEAN HYDROGEN AND CCUS FACILITIES WITH INDUSTRY IN THE NETHERLANDS AND GERMANY// connecting clean hydrogen and CCUS facilities with industry in the Netherlands and Germany.”

But now is the time to look beyond the horizon. As the EU sets climate targets that involve the eventual removal of traditional fossil fuels from the energy mix, RRP must adapt, not totally reinvent, but reimagine its position in the market, becoming an enabler of clean, future proof products that drive economic growth in Europe.

Hosman is excited about the new Delta Corridor project which will link

clean hydrogen and CCUS projects into the region’s energy network.

Marjan van Loon, Director of Shell Nederland, says: “Connecting the clean hydrogen and CCUS facilities, we are currently realising with our energy and chemical parks in Pernis, Moerdijk and Rhineland, will be a major contributor to reaching our goals to lower our emissions. Building scale and providing the capacity to other industry partners makes perfect sense. Large scale international pipeline transport of energy is also a proven concept with

our existing RRP pipeline system. The greenhouse gas reduction challenge for industry can only be tackled together with support from partners in the industry, governments, and society.”

Karen de Lathouder, Head of Country bp Netherlands adds: “The connection between Rotterdam and the industrial heartland of Germany in north rhine westphalia is important.

Today it transports fossil products across the border, tomorrow a broader Continues on page 20

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A COMBINED APPROACH TO PIPELINE LEAK DETECTION We know that pipeline leak detection is crucial for the energy industry by helping to mitigate the risks of leaks and ruptures. But what do you consider when you select a leak detection system (LDS)?

There are several key considerations that are non-negotiable. Here we discuss what they are and why Rotterdam Rijn Pijpleiding (RRP) opted for a combined approach for one of its pipelines.

The considerations of an LDS Pipeline operators need an LDS that they can rely on to detect leaks quickly. However, it’s not as simple as that, there are other aspects that need to be factored into the final decision.

The key considerations of an LDS are: • • • • • •

High sensitivity - Detecting even small leaks Response time - The leak is detected in a short amount of time Location accuracy - Leak location is pinpointed accurately False alarm rate - Minimal false leak alarms Compliance - Does the LDS comply with regulations?

Installation requirements - What instrumentation is needed? by pipeline operators as it can be added to very large pipelines and networks quickly and efficiently, since it can be easily integrated with the pipeline control system for process data acquisition.

On the other hand, Atmos Wave Flow combines elements from both the volume balance and negative pressure wave (NPW) methods using dedicated hardware for enhanced sensitivity and location accuracy. This multi-method approach helps to reduce uncertainty and improves the performance of the LDS by providing an accurate location in a significantly shorter time.

Use case: A combined approach to leak detection for RRP Atmos International (Atmos) solutions like Atmos Pipe and Atmos Wave Flow meet all the above considerations, which is why RRP opted for both solutions as part of their overall leak detection strategy. RRP transport crude oil from Rotterdam to refineries in western Germany. They have the capacity to transport around 25 million tons of crude oil and 10 million tons of refined products per year.

Atmos Pipe has been at the forefront of leak detection since its release in 1995, as the first statistic volume balance system. It’s a reliable and field proven technology that uses the powerful Sequential Probability Ratio Test (SPRT) with pressure and flow analysis for enhanced reliability. It’s favored

For RRP, the LDS project spans three different pipelines that run underground. It’s vital to them that no crude oil or refined products leak out into the groundwater or soil. An emphasis is placed on monitoring the pipelines 24/7 using pipeline instrumentation distributed along their network and Atmos’ leak detection systems.

A combined approach to pipeline leak detection, with Atmos Pipe and Atmos Wave Flow is in operation for RRP’s longest pipeline of 177 kilometers, also with the widest diameter of 36 inches. Combining these two LDS helps to improve the sensitivity and location accuracy of the overall solution. With Atmos Wave Flow alarming on very low product loss rates, it can detect leak sizes under the combined flowmeter repeatability and provide an accurate location estimate. Going forwards, this combined approach will continue to provide round the clock accurate and reliable leak detection to RRP for many years to come.

Explore Atmos’ range of leak detection solutions: www.atmosi.com/en/solutions/leak-detection/

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World leading pipeline leak detection systems Protecting Rotterdam Rijn Pijpleiding (RRP) with a reliable, sensitive and fast-response leak detection system

Discover our range of leak detection systems atmosi.com

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INDUSTRY FOCUS: INFRASTRUCTURE

Continued from page 17 range of products including bioproducts and hydrogen but also CO2 will be conveyed to meet the 2030 and beyond climate targets. bp drives taking this connection to the next level, together with our stakeholders.”

DELTA CORRIDOR In June 2021, RRP and the Port of Rotterdam Authority launched a feasibility study to understand more about the potential of new pipelines to move new product streams, including hydrogen, between the Netherlands east and west, and further into Germany. This joint study built on previously completed research from the Port Authority, Chemelot (a large industrial complex in Limburg) and the Dutch state, which confirmed demand for a new pipeline and for new products.

The proposed route was decided; beginning in Rotterdam and flowing via Moerdijk, Tilburg and Venlo to Chemelot and North Rhine-Westphalia.

Additional opportunities around power cables, more pipelines, and extra routes into industrial clusters at the Netherlands-Belgium border are also being examined. As the Delta Corridor would run parallel to the existing RRP pipelines, the company holds unique involvement in project planning.

An overarching vision of crude oil (and eventually hydrogen) being sent east from Rotterdam, with captured CO2 coming back to be stored in the North Sea, and ammonia and other biofuel products sent to industrial zones in Limburg – seems to be a closer reality than ever before, as the energy transition gathers pace. Clearly, pipeline operators act as the arteries in this heartbeat of European industries.

In April 2022, a cross industry coalition of well knows multinationals and organisations based in Germany and The Netherlands announced their support for a detailed feasibility study being conducted by a consortium together with RRP. This coalition consist of industry heavyweights including

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the Port of Rotterdam, Shell, bp, RWE, ThyssenKrupp, LyondellBasell, HeidelbergCement, Attero, and Chemelot. The Dutch government is engaging local municipalities to understand challenges. Expectations are that pipeline operations could begin as soon as 2026.

As a standout player in the industry, RRP and Hosman have no doubts about ability to operate with maximum efficiency.

“We are the right party to work on this. We are knowledgeable, experienced, we know what we are doing, and we are able to join into teams,” he says.

“Currently we are operating two pipelines across the Netherlands and Germany. The new energy transition pipelines are envisaged along RRP’s existing pipeline corridor. Given our

specific knowledge in the pipeline industry in general, and the knowledge and experience along this specific corridor, RRP can accelerate the implementation of this important project. RRP has established right of way, knows all the landowners, understands local issues, and has good collaboration with local government and authorities (e.g. permitting). This project is definitely extremely important to accelerate the whole process.”

Edwin van Espen, Manager Delta Corridor for the Port of Rotterdam Authority, highlighted the significance of the project in the energy transition: “We can see growing pressure for a timely implementation of the agreed climate goals. The Delta Corridor will prove particularly important to Dutch and German industrial clusters when it comes to implementing their

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programmes. As such, this project can make a concrete contribution to the development of a sustainable economy, prosperity, and employment.

In addition, it will have a positive effect on the liveability of the areas along the railway tracks, as an underground pipeline corridor will diminish the use of the railway system for the transport of these goods.”

Underground pipelines reduce traffic by road and rail in a big way.

In 24 hours, RRP can shift 107,000 tonnes under high pressure which is the same as 4.000 truck journeys, 80 trains loads, or 45 inland vessels. This value in saved emissions should not be overlooked, especially when added to the fact that underground pipelines have no traffic queues and are safe and predictable, even when loaded with hazardous substances such as CO2, O2, N2, chlorine, vinyl chloride, and ethylene oxide. Even the heavy pumps in Rotterdam are powered

with CO2-neutral nuclear energy.

“RRP does not consume or transport heavy fossil carbon fuels, so this is no issue,” confirms Hosman, when asked if the proposed pipeline could be harshly scrutinised from an environmental perspective. “The transition to a free hydrocarbon economy is of course another big step in the future, also because the general public is not fully aware that many end-products do contain hydrocarbons.

As long as hydrocarbons are not being converted (burned) into CO2, it will not directly impact climate change.”

Loek Radix, Chemelot Executive Director, says: “For Chemelot the feedstock and energy transition necessitate that we have easy access to circular feedstock and energy. We are very well positioned to become carbon neutral by 2050, but there will be a major logistical challenge.

The Delta Corridor is therefore a crucial precondition. A shift away

from traditional modalities (rail, road, water) is also essential to gain a broad societal support for the transition”.

PERFECT TIMING The war in Ukraine has piled pressure onto energy suppliers around Europe, accelerating the need to move away from Russian gas supplies. As sanctions continue to ramp up on Russian exports, countries traditionally reliant on Russian gas are fast-tracking plans to diversify their energy mix.

Germany, Italy, the Czech Republic, Romania, and more have started with strategies to source gas from alternative international partners including Qatar, the USA, and north African nations.

Spain has previously been pushed as a perfect landing point for international gas supplies, but its poor connectivity into mainland Europe is a hurdle.

Rotterdam is perfectly situated and has effective infrastructure in place.

Allard Castelein, CEO of the

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INDUSTRY FOCUS: INFRASTRUCTURE

// APART FROM DELTA CORRIDOR, RRP IS ACTIVELY TAKING PART IN THE ENERGY TRANSITION BY LOOKING INTO HOW TO UTILISE OUR CURRENT PIPELINE SYSTEM FOR BIOFUELS //

PROTECTION DETECTION AND MONITORING SOLUTIONS FOR THE GROWING CYBER THREAT WWW.BLUECODED.NL

MANAGED IT & SECURITY SERVICES

22 / www.energy-focus.net

Port of Rotterdam Authority, says: “The Delta Corridor is the key for inland industry clusters to bring their processes in line with the Paris climate goals and the European Fit for 55 programme. The timely supply of especially hydrogen in combination with CO2-storage opportunities, truly helps the industry to drastically reduce their emissions. Connecting industry clusters via Rotterdam is the most efficient route. The corridor is also beneficial for the economy and the future earning capacity of Northwest Europe. I am delighted to see that more partners are joining this strategic important public-private partnership.”

Hosman agrees: “We are interested in securing a future by using all the knowledge and experience that we have and looking at what we are doing today - ensuring that continues – while expanding our company by adding to the energy transition.

“The drive for independency to Russian energy is an enabler to invest in alternative energy supply and therefore infrastructure. This is perfectly timed with the needs around energy transition.”

“Apart from Delta Corridor, RRP is actively taking part in the energy transition by looking into how to utilise our current pipeline system for biofuels. RRP is already looking how to transport synthetic molecules such as Sustainable Aviation Fuel (SAF), ETBE and other biofuels safely through our pipelines and therefore

ROTTERDAM RIJN PIJPLEIDING

helping the energy transition. In fact, we are already transporting diesel with fossil free components (HVO (Hydrotreated Vegetable Oil)) through our system since 2020,” he adds.

Building new pipelines to accelerate the energy transition is an option but requires careful planning.

Currently, the underground network of pipelines around Europe is large and complicated. Telecoms, utilities, defence and more, all have thousands of kilometres of pipe buried beneath the earth, working away silently and safely. So new construction would require digging deeper, stacking pipelines, using new materials, and working above ground to get projects approved. According to Hosman, everyone understands the need to grow infrastructure, but no one wants it close to them. Often, underground pipelines require protection above ground and can need 35m clear zone either side of the pipe route. This means no construction, industrial development, excavation, or even trees (roots can damage pipelines), and this can be expensive and unattractive to

Hepp-Schwamborn Tradition. Innovation. Strom.

Trad

Our scope of supply and service • • • •

Energy technology Electrical installation Automation technology Service and maintenance

www.hepp-schwamborn.de RRP partner for over 60 years

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INDUSTRY FOCUS: INFRASTRUCTURE

Together we improve the living environment of tomorrow Oosterhof Holman has an impressive track record of pipeline maintenance

Find out more about our services::

24 / www.energy-focus.net

administer – helicopters and satellites are called in to provide an overview.

This drives the argument for existing pipelines and infrastructure experts to be utilised.

“Our strategy is focused around three pillars,” says Hosman. “Firstly, ‘Run and Maintain’, which encapsulates our push for operational excellence, focusing on our core activity and value creation for our shareholders by continuing to supply our customers with oil and oil products in a reliable, safe, sustainable, and efficient manner.

Secondly, ‘Developing Sustainability’ by improving infrastructure (largely along our existing pipeline network), will accelerate the implementation of the energy transition and/or transport security.” This will be done alongside shareholders and stakeholders and will contribute to accelerating the transition to a CO2-neutral energy supply.

“Finally, ‘Earn Our Future’,” furthers Hosman. “This ties to operational excellence. Through our existing knowledge and experience and through the synergy with our existing pipelines, we are a very attractive partner for the future operation and

ROTTERDAM RIJN PIJPLEIDING

// OUR STAFF, CONTRACTORS, OTHER COMPANIES AND PEOPLE WHO WORK FOR OR WITH US MUST BE ABLE TO RETURN HOME SAFELY EVERY DAY. WE DO IT SAFELY OR WE DO NOT DO IT // management of new infrastructure,” adding that the company would look to operate other pipelines on behalf of clients, thanks to its unrivalled capability and experience, to achieve growth.

ALL STARTS WITH PEOPLE Of course, the experience and knowledge that separates RRP as an historically successful business comes from people. Highly skilled and diverse, the RRP workforce has always been the most important asset behind expansion.

“Our employees, our people, make RRP,” admits Hosman. “We are convinced

that with motivated, well-trained, properly coached, honest, satisfied, and cooperative employees, we can deliver the excellent performance that we aim to achieve. We take good care of ourselves, the people, and the environment around us.

Naturally, safety sits at the head of the company’s priority list and has been a success for decades with no harm, injuries, or leaks: Goal Zero. This is achieved through innovative use of technology, focused approach to daily activities, highly skilled employees, and strict adherence to government guidance and global standards.

“Our staff, contractors, other companies and people who work for or with us must be able to return home safely every day,” states Hosman. “We do it safely or we do not do it. Goal Zero is an ambitious target; an objective that is appropriate for a responsible company such as RRP. This requires high standards in terms of plant integrity, process, and work safety. Everyone who works at RRP has a responsibility to make an effort to achieve safety, health, well-being, environment and customer satisfaction objectives - it all starts with people.”

If RRP and partners can successfully deliver the Delta Corridor project, and provide insight and research into further opportunities around the energy transition and its need for underground progress, then the business will further strengthen its position in the market as a recognised industry leader for both excellence and safety.

“We are a safe and innovative pipeline company that excels because it is a leader in its sector. By using our experience, knowledge, skills and passion, we can play an important role for our shareholders and society in accelerating a controlled energy transition for a sustainable future,” reiterates Hosman.

“I am re-positioning RRP for a sustainable future,” he concludes, setting RRP as the European partner of choice for pipeline planning, development, management, maintenance, and security.

WWW.RRPWEB.NL

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KELLAS MIDSTREAM

North Sea

Game Changer PRODUCTION: Colin Chinery

If the UK is to meet industry emission reduction targets, hydrogen is the way to go, says Andy Hessell, MD of Kellas Midstream, the infrastructure business preparing for a managed energy transition to renewables. “And for Teesside and Humber, we have the right asset in the right place. It’s a great opportunity.”

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INDUSTRY FOCUS: INFRASTRUCTURE

Andy Hessell - Managing Director

//

Teesside and Humber account for nearly half of carbon emissions from the UK’s industrial clusters.

And with industrial decarbonisation a centrepiece in the Government’s target of net zero emissions by 2050, these North East England powerhouses make the number one Hot Spot for low-carbon hydrogen production.

“There are many ways of reducing emissions, and we are eager to play our part in meeting this target, but when it comes to industrial use, hydrogen is the way to go,” says Andy Hessell, MD of North Sea energy innovators, Kellas Midstream.

IDEAL LOCATION ““And Teesside and the Humber make our terminal the ideal location to produce low-carbon hydrogen.

We have the right asset in the right place. It’s a great opportunity.”

The Kellas Teesside operation receives pipelined gas from North Sea offshore production, distributing it to the industrial clusters in

28 / www.energy-focus.net

the North East and beyond.

The delivery stats are impressive. Its Central Area Transmission System (CATS) terminal and pipeline operating since in 1993 and part of construction projects at the time second in size only to the Channel Tunnel - is now transporting over

a quarter of the UK’s natural gas production for natural gas shippers.

Since its 2014 formation, the Aberdeenheadquartered company’s growing portfolio has seen the acquisition of the Esmond Transportation System - transporting gas from the Southern North Sea to Norfolk’s Bacton gas terminal - and the Humber Gathering System, a new platform and pipeline that will transport gas to the Easington terminal in East Yorkshire.

Now – under the new ownership of BlackRock and GIC, two of the world’s largest investors - it is targeting investment in H2NorthEast.

GROUND BREAKER A ground-breaking strategic initiative to build a 1GW facility producing lowcarbon, blue hydrogen, H2NorthEast will utilise North Sea natural gas already processed at the existing CATS Terminal.

Over 95% of the CO2 produced will be captured and transported offshore for storage using infrastructure developed by the Northern Endurance Partnership.

“Located at our CATS terminal, the project will deliver low-carbon hydrogen to industries on Teesside and, when complete, the hydrogen volumes produced will be equivalent to

// WHEN COMPLETE, THE HYDROGEN VOLUMES PRODUCED WILL BE EQUIVALENT TO HEATING OVER ONE MILLION HOUSEHOLDS //

KELLAS MIDSTREAM

// WE BELIEVE H2NORTHEAST CAN PLAY A LEADING ROLE IN DELIVERING LOW CARBON HYDROGEN TO INDUSTRIES ON TEESSIDE AT A LOWER COST THROUGH SYNERGIES WITH OUR CATS FACILITY, AND

BY USING EXISTING DISTRIBUTION AND STORAGE INFRASTRUCTURE //

heating over one million households.”

Already named one of the UK’s first carbon capture, usage, and storage developments as part of the Tees/Humber region East Coast Cluster, H2NorthEast is one of several hydrogen projects submitted to the Government’s Business, Energy and Industrial Strategy phase 2 Cluster Sequencing selection Process.

“We cleared the first hurdle, and are waiting to find out whether we will be selected.”

ACE IN THE PACK Converting to low-carbon hydrogen is the only realistic way to decarbonise those industries, and in doing so help the UK achieve its target of net zero emissions by 2050, says Hessell, former BP’s vice president commercial operations, North Sea

and Angola, and with a 30-year oil and gas background specialising in commercial, planning, financial, strategy and business development.

“We believe H2NorthEast can play a leading role in delivering low-carbon hydrogen to industries on Teesside at a lower cost through synergies with our CATS facility, and by using existing distribution and storage infrastructure.

“Thanks to our unique location in proximity to industrial customers and existing expertise, we are in a prime position to facilitate the decarbonisation of industry on Teesside, at the same time creating 1,600 jobs and adding between £300 to £400m to the local economy.”

ENERGY SECURITY AGENDA TOPPER With Putin’s invasion of the Ukraine putting energy politics and security back at the top of the UK’s and EU’s

Esmond Transportation System - Bacton Terminal near Norfolk

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INDUSTRY FOCUS: INFRASTRUCTURE

agenda, gas supply and security “are fundamental to what we are all about and what we are doing,” says the Kellas Midstream MD. “Last year the UK consumed about 78 billion cubic metres of gas, but we only produced about 29 billion m3, and more than half was imported. So there really is a need for domestic sources of gas.”

In a bid to end reliance on Russia – in what some will see as a belated turnabout - the UK Government has announced a reopening of oil and gas projects in the North Sea, with Energy Secretary Kwasi Kwarteng insisting it will not bend to the pressure of street disrupters and others who “naively want us to extinguish production” of oil and gas in the North Sea. “Doing so,” he said in an open letter to the industry, “would put

// WE ARE LEADERS IN MIDSTREAM INFRASTRUCTURE. WE HAVE THE ASSETS, THE PEOPLE AND SKILLS, AND A STRONG CUSTOMER CENTRIC APPROACH // energy security and British jobs at risk and simply increases imports, whilst not reducing demand.”

The letter is a strong show of support for continued and indeed accelerated oil and gas production in the UK North Sea. BRITISH OFFSHORE SUCCESS “We need to collectively show the British people how the success of our offshore oil and gas sector has a direct and enduring benefit to the British economy and people’s jobs and livelihoods. The North Sea has

CHANGING ENERGY International technical service provider ODE has over 15 years of experience providing asset management support to North Sea operators.

ODE is pleased to be working with HGSL, a Kellas Midstream company, as Installation and Pipeline Operator of the Tolmount Platform and HGS Pipeline.

+44 (0)20 8481 1190 www.ode-ltd.co.uk

30 / www.energy-focus.net

provided the UK with a stable domestic supply of oil and gas for the last 50 years and it has a bright future.

“This great national asset,” said Kwarteng, “has had the dual purpose of securing supply, and insulating the UK from developing a dependency on Russian hydrocarbons.”

Hessell backs this declaration, adding a further point. “If we decimate our domestic oil and gas industry, we will not have the supply chain and skills necessary to drive the energy transition.”

Confronting the ‘Just Stop Oil’ militants, he rolls out hard data: the UK

KELLAS MIDSTREAM

Central Area Transmission System - at Teeside

derives 70% of its energy from oil and gas, 85% of homes use gas for heating and much of the cooking, while 40% of electricity is generated from gas.

“Oil and gas is here, and it’s simply not going to go away overnight. Everyone sees the need for the transition to clean energy, but even the most enthusiastic and optimistic can surely see there’s a lot of planning, designing, constructing, and investing in new infrastructure.

And it just cannot happen overnight.”

disruptions of supply underpinned by the horrendous events in Ukraine.”

While hydrogen is recognised as the fuel to use to decarbonise on this scale in industry, says Hessell, “it has never really been done before. So there are a lot of opportunities, with the UK very much at the forefront in leading this transition to a hydrogen economy.”

As he awaits news of the H2NorthEast selection result, Andy Hessell underscores reasons for Kellas Midstream’s success.

MANAGED TRANSITION A MUST “The oil and gas industry is completely committed to net zero by 2050, or 2045 in Scotland. But it’s got to be a managed transition.

“If not, you can see what’s happening at the moment - price hikes for example, and massive

THE KELLAS WINNING HAND “Firstly, we have a very successful operation at CATS, and can build on that 25-year history. We’ve already reduced our carbon emissions by 25% – CATS now has the second lowest emissions of any terminal in the UK - and have projects in place to reduce by a further

25% over the next couple of years. And we have strong financial backing from two huge infrastructure investors.

“When it comes to industrial users, we have signed MOUs with several potential customers on Teesside, with some of whom we share several unique synergies. We also have a direct Grid connection, which makes us ideally placed for the whole of the UK. “We are leaders in midstream infrastructure. We have the assets, the people and skills, and a strong customer centric approach. And now, with our new powerhouse of backers, we gain further strength and expertise “It’s a big bang for your buck. And put together, almost a win-win win.”

WWW.KELLASMIDSTREAM.COM

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SUBSEA PRESSURE CONTROLS

Strong New Base for Aberdeen Engineering Aces PRODUCTION: Tommy Atkinson

Growing from its new Aberdeen base, Subsea Pressure Controls is innovating its product range and utilising the vast experience of its employees to provide true service excellence to clients. Director Keith Skinner tells Energy Focus more about this thriving business. www.energy-focus.net / 33

INDUSTRY FOCUS: ENGINEERING

Keith Skinner - Director

//

Riding a 20-year wave of success after formation in Singapore in 2002, Subsea Pressure Controls has opened the taps in Aberdeen as its global growth story continues.

Established as a provider to operators and contractors in the offshore oil and gas market, the company has a strong and proven brand in Southeast Asia, working alongside some of the world’s majors on significant projects.

Subsea Pressure Controls specialises in the repair, refurbishment, manufacture, and sale of drilling and well control equipment, as well as related industry activities.

Today, the goal for this technical and innovative business is to grow its presence with existing clients while supporting an energy transition.

Able to work across oil and gas, decommissioning, renewables, and maritime, Subsea Pressure Controls boasts experience like few others.

In January 2022, the business moved into its new in Aberdeen, where the river Dee spills into the North Sea, alongside some of the industry powerhouses that have made Aberdeen home.

34 / www.energy-focus.net

Director, Ketih Skinner tells Energy Focus that even with roots in Singapore, this is a very Scottish business that empowers people to operate efficiently.

“We are three years old in the UK market” he says, “but we have been in business for around 20 years in Singapore where the owner – an Aberdeen local - created the company operating across Singapore and Australia. That is a unique story, to come back to Aberdeen and create a new arm of the business. Usually, companies start here and move abroad.”

Industry analysis suggests that while there has been a dip in production in Southeast Asia, realised over the past two years, expected to continue for the next decade, there has been an increase in decommissioning activity. This has forced organisations to be creative and efficient, reimaging

areas of operation with cost pressure and productivity in mind.

Subsea Pressure Controls has delivered this mentality, encouraging inventive thinking.

“We are taking cultures and techniques that have been used overseas in the Southeast Asian market, bringing them back to Aberdeen, and rejuvenating what Aberdeen requires. It has been stagnant here for some time until everyone started talking about getting rid of oil rigs and putting up wind towers,” says Keith.

Neil Fentie, Managing Director comments: “It’s all about people – people are the most important part of this energy transition. We are bringing a different culture and way of working to the table and getting straight to business. We streamline and get things done efficiently which works very well right now where things need to be done quickly – we have been used to very slow processes here in the energy sector.”

Progress has been quick, growing from a minimal operation to 15 people servicing multiple contracts in just three years. The new facility could house up to 40 employees, leaving plenty of room for expansion.

Building on the brand developed in Singapore, the company is targeting the growth of a sustainable and respected local business.

“We are putting a lot of new things into place in our new facility, and we are also going through a phase which will ensure we have all our accreditations in the UK – that is very important for us. The goal is to build a foundation that is really strong, but also adaptable and long-lasting,” he says.

// IT’S ALL ABOUT PEOPLE – PEOPLE ARE THE MOST IMPORTANT PART OF THIS ENERGY TRANSITION. WE ARE BRINGING A DIFFERENT CULTURE AND WAY OF WORKING TO THE TABLE AND GETTING STRAIGHT TO BUSINESS. //

SUBSEA PRESSURE CONTROLS

Boxing Clever Since 1979

A story that began over 40 years ago with Alistair Paterson, originally to provide timber crating for the oil and gas sector, is now a thriving family business in Aberdeen, Scotland UK. Trojan Crates Limited provides packaging solutions, joinery and crating services for industries throughout the UK. What makes Trojan Crates Limited different is not just the three generations of family, with extensive packaging expertise, but also it’s two one-stop-shop production facilities based in the heart of Europe’s Oil Capital, the ideal location for engineering and manufacturing.

The company has grown from strength to strength, from building crates and supplying joinery services to the production of packaging products ranging from Aluminium, Flight and Transit Cases, CNC Foam Inserts, Shadow Boards, Peli Cases and bespoke packaging and storage products.

Our extensive list of valued clients are involved in the oil, gas and energy sectors, shipping, logistics, construction, civil, aviation, automation and renewables. We also offer a ‘walk-in’ service for those wishing to discuss bespoke packaging or joinery projects that are little bit ‘different’.

We are pleased to include Subsea Pressure Controls as one of those valued clients, who recently relocated nearby to our manufacturing plant, based

in Torry, close to Aberdeen City Harbour.

We work with blue chip clients and one off requests, with no job being too large of small and due to our long established supply chain in both the logistics and crating environment, our cost benefits to our local customers, on transit packaging, gives Trojan Crates a strategic advantage over our competitors in the Aberdeenshire area.

The next phase for Trojan Crates is to offer a more supportiive role for the renewables and energy sector, nationwide. Our goal is to become a more environmentally friendly packaging company, with the creation of our new brand and website, in 2022, to reflect this ambition. With emphasis on working with more sustainable materials aimed at sourcing, reducing and recycling our products and materials, more efficiently to lower our carbon footprint.

For more information about our products and services please contact our sales team on +44(0)1224 893311 or visit us www.trojancrates.co.uk

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INDUSTRY FOCUS: ENGINEERING

When the company moved into its new Torry home at 142 Sinclair Road, Orchard Towers, it installed all recycled and upcycled furniture and fittings, trying to drive a circular economy ethos within the building and across the facility which has office capacity of 620 m2, 700 m2 covered warehouses, and 3000 m2 secure yard storage and parking.

UNLIKE ANY OTHER Currently, Subsea Pressure Controls is innovating its product range and developing brand new solutions that will impact work on the ground (or seabed). The 200-te wellhead retrieval clamp, for which the company is well-known in the Southeast Asia, has been marketed from the Aberdeen office - manufactured in the UK to ISO 9001:2015 certification - allowing for effective decommissioning campaigns.

Already, this product has been used continuously on wells in the Gulf of Thailand and is proven on wellhead sizes ranging from 16-3/4”, and 18-3/4”.

Recent improvements see the wellhead retrieval clamp able to accommodate

Vetco H4 and Cameron wellhead profiles, and boasting diverless operation. The company describes this product as “unlike any other”.

“We encountered a challenge off the coast of Thailand in the decommissioning phase where the wells are constructed of various casings which go from around 30 inch down to around seven at various stages in the well. There are cement and mechanical plugs so that no product can reach the surface while the well head is pulled.

The challenge comes in the annulus which still contains some hydrocarbon products within. We have developed a tool that can hot tap from the 30 inch all the way to the seven inch, with the ability to seal each annulus as you go.

We are hot tapping, sealing the annulus, and that means the well is completely secured internally and externally, and we can cut the casing and retrieved.”

The company also recently collaborated on the development of a specialised Multi String Hot Tapping tool combined with a lock down tool to help keep the seal assembly in place while performing hot tapping operations.

Combined with the Subsea Pressure Controls Wellhead Protection Frame, Containment Cap, and ROV Interface Panels, this is a business that has a deep understanding of the industry but has the ability to diversify so that clients can improve working practices.

A new mobile workshop has been developed to provide services to vessels or facilities anywhere in the UK, performing pressure testing up to 15,000psi. These mobile workshops are completely self-contained and do not require any connection, while also being able to live stream operations, removing the need for onsite attendance.

Inhouse technicians can provide bolt torquing to industry standards, hydraulic hose manufacturing, wire rope inspection, re-lubrication services, completing equipment recertification or preservation requirements - all tailored to customer’s needs. Benefits include positive impact on safety, time, and budget; and reduced downtime and carbon footprint.

“The diversity of the company in general is a great offering that we can give to the sector,” states Keith.

“Our ability and variety to move the expertise and competency of our teams from oil and gas - which is up there with anyone else in the sector – and see further afield, into the transition, through decommissioning phases, and returning the seabed to a natural state is where we play a big role.”

TRANSITION? As the landscape across many offshore regions changes - and rigs are replaced with wind towers, floating solar, wave generation, and hydrogen piping – Subsea Pressure Controls has a product range to take part in the important energy transition.

From sale and rental of pressure control equipment through to the support of competent personnel, Subsea Pressure Controls can also provide specialist manufacturing services, working hand-in-hand with clients. As true engineering

36 / www.energy-focus.net

SUBSEA PRESSURE CONTROLS

// WE ARE PUTTING A LOT OF NEW THINGS INTO PLACE IN OUR NEW FACILITY, AND WE ARE ALSO GOING THROUGH A PHASE WHICH WILL ENSURE WE HAVE ALL OUR ACCREDITATIONS IN THE UK – THAT IS VERY IMPORTANT FOR US // experts on the seabed, an agile approach to business is at the heart of this exciting company.

“In the long-term, the infrastructure that is needed within the hydrogen market is going to need subsea expertise in manifolds – not only offshore but also onshore – and that is something we are geared up for with mobile solution units. These are two big units that can go anywhere in the UK and be self-sufficient,” explains Keith.

Another part of the company’s growth strategy will see a renewed focus on quality manufacturing – something which the company believes is vital to the transition.

“We have engineering and design teams within the organisation that are developing a brand new, very attractive clamp for decommissioning wellheads. It’s not a one-sizefits-all but it is close to that.

“Our engineering team has knowledge in additive manufacturing and we feel that the energy sector is lacking with that compared to aerospace, nuclear, or other areas. At present we feel oil and gas, and wind and tidal are slightly behind with this and it needs to be improved.”

VERY INNOVATIVE Today, operations continue in Southeast Asia while business in Aberdeen ramps up.

“Mainly, we are working in Thailand, but we are working with oil operators all over the world. We have a portfolio that includes some of the largest operators and contractors - we are open to the world market,” confirms Neil, adding that the company has had recent successes with Chevron, Texo, Schlumberger Cameron.

The challenge going forward is pricing, as the market becomes more unpredictable. Positioning a rental or purchase price in a volatile market (including rising material costs) remains a difficult thing to do. But, SPC enjoys a fantastic supply chain and works closely with all partners to create clear opportunities for clients, says Keith.

“Our supply chain is very important and if we don’t have that feeding us then we will not succeed.

We put more effort into ensuring that our relationships our built as strong below as they are above - our culture is that the companies who supply us are part of our success.”

He adds that upcycling and further integrating circular principles

into company culture will assist in lowering costs. “If we can upcycle and rejuvenate equipment – across everything including our people and our building – rather than always putting new things out there, that is a culture that we want to push.

If a connector comes off a well, we look at why it is not being used in a decommissioning project rather than creating something new. We don’t want to create another cost for an operator.”

With decommissioning activity expected to ramp up over the next decade, especially in the North Sea, and with the introduction of hydrogen to the commercial energy mix imminent, Subsea Pressure Controls is in a great position to grow its Aberdeen pipeline and become the industry’s preeminent subsea service partner.

“Our message is that we are very innovative, and our people are experts in what they do,” concludes Keith.

SUBSEA-PRESSURECONTROLS.COM

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GETEK ENERGY

Reliability & Quality for Toughest Environments PRODUCTION: Rob Fenton

GETEK Energy stands as a proud Norwegian company unlike any other, able to install and manage unique alternative power systems in the world’s most challenging conditions. This expert business calls on a long, celebrated history when telling the story of its journey to its position today as a recognised industry leader. www.energy-focus.net / 39

INDUSTRY FOCUS: SOLAR

Morten Gaustad - CEO

//

In the coldest, bleakest, harshest environments on earth, traditional power grids are not an option – not needed, not wanted, often not physically possible. In areas like Bouvet Island, Antarctica, Svalbard, and several regions across the Artic Circle, where snow and ice cover the desolate land, and human settlements are few and far between, alternative solutions to power generation are required.

In these places, research stations, scientific and military installations, refuelling sites, and adventure tourism are the only draw for people. But the need for electricity remains.

Thankfully, Norway’s GETEK Energy – a leading provider of intelligent, robust off grid solutions – has decades of experience in the roll out of efficient solar projects

that solve problems for clients.

Established in 2013 after a rebrand, the company is headed by CEO Morten Gaustad, an engineer with an entire career history working with solar installations.

The company provides highquality off grid units that run entirely on renewable sources. They are highly mobile and easy to deploy, and are assembled in Norway to the highest certification and standards.

Owners of office and commercial buildings are now approaching GETEK to install systems on rooftops and in open spaces, following from demands of tenants and clients.

Many companies are commercial electricians and have the ability to connect systems together but lack PV knowledge. GETEK Energy has the expertise to provide a turnkey solution.

// OFTEN COMPANIES ARE KEEN ON RENEWABLE ENERGY, AND THEY START UP CONNECTING SYSTEMS, BUT IN THE END THEY ARE NOT AWARE OF THE REGULATIONS AND CODES THAT MUST BE FOLLOWED // 40 / www.energy-focus.net

“We use many different components and it is always an issue to get things to talk to each other correctly,” smiles Gaustad.

“We are a certified electrical company,” he adds. “Often companies are keen on renewable energy, and they start up by connecting systems, but in the end they are not aware of the regulations and codes that must be followed. To be certified you have to go through the Directorate for Civil Protection (DSB) which is concerned with fire and security in Norway. Most companies that are approved are regular electricians and they do not have experience and knowledge about how PV systems and battery systems work. We habitually use local electricians for our installations, but we do have to train them to understand our systems.”

ENERGETIC HISTORY GETEK Energy began life installing solar panels and cells on remote cabins and lodges in the Norwegian countryside.

Gaustad had been involved in the installation of PV connections before realising the challenges faced by these rural communities around energy. By 1993, the company was ready to install

GETEK ENERGY

// THERE IS A LOT OF WIND AND SNOW IN THE MOUNTAINS, THEREFORE, THE CHEAPEST COMPONENTS WILL NOT DO – WE HAVE TO DELIVER HIGH-QUALITY // the first grid-connected photovoltaic system in Norway at the Olympic Village, Hamar. From there, business blossomed with projects flowing for a range of public and private customers.

The police, armed forces, government, and research organisations trust the company’s systems to keep the lights on in even the most challenging conditions.

“We are a small company and 99.5% of what we do is in Norway,” says Gaustad.

“We are specialists in making very reliable power systems - everyone says that, but we can prove it. These are specialist off grid solutions,” he states.

“We have research stations in places such as Bouvet Island – one of the most remote places on earth, and we work with the Norwegian Polar Institute.

In Antarctica, there is a Norwegian research station, and we work there.

We also work at Spitsbergen in the Arctic, and we provide polar bear

proof power-solutions proof to secure navigation systems for the airport.

We have two installations there that provide electricity that assists airplanes in locating the airport in the fog.”

He recalls the Vnukovo Airlines disaster of 1996 – the Operafjell accident - where a Russian plane lost situational awareness in poor weather conditions including thick fog, crashing into the ground on approach to Svalbard Airport killing all on board.

“That would have been avoided with this new system.”

Solar energy has clear advantages in remote locations including reduced air pollution compared with diesel generators, reduced water usage, often cheaper lifetime cost, and environmental impact credentials. Even in more populated areas, with rooftop installations or commercial sites, solar powers finances stack up favourably against fossil fuel derived energy. For

many GETEK clients, the most important thing is uninterrupted, reliable supply.

“We have installations for the Norwegian army, we power the surveillance of the border towards Russia. Our units support avalanche systems and rockslide systems, as well as lighthouses – we don’t provide the monitoring, but we provide the power. Many hiking lodges are off grid and many of them in Norway are powered by our systems.”

Each system is designed specifically around customer requirements and is carefully crafted for maximum impact.

“We assemble and test systems here at our workshop, but we don’t make batteries and PV modules,” furthers Gaustad. “We find the right components to fit a need for the customer and the climate. There is a lot of wind and snow in the mountains, therefore, the cheapest components will not do – we have to deliver highquality. Our systems are made up of a lot of components which are tied together, and we do the programming and testing at our workshop. When we perform installations on mountains, we often have to use a helicopter to get to site, and it is then important

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Fronius Tauro

The robust inverter for large-scale PV systems In power categories of 50 and 100 kW

- Lower costs & efficient servicing - Robust & durable - Intelligent control

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42 / www.energy-focus.net

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GETEK ENERGY

FRONIUS TAURO BRINGS GREATER COST EFFECTIVENESS TO LARGE-SCALE PV SYSTEMS The robust commercial inverter makes large-scale PV systems even more cost effective. Even under the harshest environmental conditions, it delivers full power and maximum yields with impressively low total system operating costs, smart control, and an open system architecture.

The Fronius Tauro is available in the 50 kW power category and has three MPP trackers coupled with a very wide input voltage range, making it particularly well suited to more challenging PV configurations. The Tauro ECO has one MPP tracker, is optimized for efficiency and cost, and is available in the 50, 99.99, and 100 kW power categories.

Maximum yields whatever the circumstances “A good commercial inverter must be robust with a long service life,” says Jasmin Gross, Product Marketing, Fronius International GmbH. The double-walled housing and active cooling ensure a long service life and robustness while simultaneously operating at full performance.

Minimal overall operating costs thanks to smart design The innovative system architecture makes the Fronius Tauro particularly flexible in terms of system design.

that the system is complete and working as we cannot move the production to the top of a mountain.

Have unfinished or incomplete parts would be unacceptable for our clients,” he says, adding that the weather often stops easy site access.

“We have to have a complete unit, install it and then getaway before the weather changes. We also monitor the systems remotely from the workshop, depending on the customer.”

BRIGHT FUTURE With a strong project portfolio to call on, including a brilliant 1.6 MWp hybrid solar diesel installation in Uganda on Bugala Island in the middle of Lake Victoria, GETEK is positioned strongly for future growth with clients from different industry sectors.

“We provide high quality, off grid installations that are reliable.

We have many years’ experience,

The inverter is smart, quick to install, and efficient to maintain. When servicing is required, all that’s needed is to replace the affected power module on site. This makes for stable operation and fast, cost-efficient servicing.

Like all Fronius products, the Tauro can be conveniently monitored, controlled, and maintained from a smartphone or PC. Maximum flexibility in terms of system design and installation The inverter can either be suspended on a mounting frame or placed flat on the floor. The commercial inverters have been optimized for use in a centralized or local system. This considerable design freedom gives the installer maximum flexibility and also has a positive effect on the cost. AC daisy chaining also results in additional cost optimization, reducing the need for additional components and cables.

and optimise systems made for harsh climates,” reiterates Gaustad.

He cites the company’s supply chain as a key ingredient in successes past, present and future. “We have a long list of suppliers and we import the key components ourselves.

We work closely with the Austrian company Fronius and we have been their Norwegian partner for almost 20 years. Although we are a Norwegian company, we have a global supply chain, and our products could be set up to work anywhere.”

Currently, the company is home to eight knowledgeable and highly skilled employees but will grow its numbers in the peak summer months. While there are no plans to be the biggest in Europe, GETEK certainly aims to be the best in its chosen markets and with its clients.

“GETEK provides complete system solutions to cover needs of customers, both off grid and connected to the

grid. Our main market is off grid installations. We have worked on some international projects for the UN, but Norway is our home market, and we see ourselves as leaders when it comes to offering off grid solutions in Norway,” confirms Gaustad.

Alongside its core solar offering, the company can assist with wind generation, fuel cells, traditional fossil fuel driven generators, inverters, battery packs, and the provision of R&D. Right now, for those seeking alternative power solutions for their company – whether in an urban centre or on a snow covered, wind blasted peak – GETEK has a solution and can make the future cleaner and brighter.

WWW.GETEK.NO

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WINDLOGIX

Windlogix Launches as

Global Renewables Services Group PRODUCTION: Chris Bolderstone

Industry leading companies Windhoist, Stowen, and Hexis have combined to form the Windlogix Group. This multidisciplinary platform will grow in the renewable space in the coming years, aiming to provide benefits for on- and offshore energy generators by offering a cradle-to-grave service portfolio. CEO Euan Lockhart talks to Energy Focus about the way forward for this exciting new brand. www.energy-focus.net / 45

INDUSTRY FOCUS: RENEWABLES

//

A new British platform is set to take the renewables industry by storm as it launches with a turnkey service portfolio, including global best-practice expertise, providing OEMs, operators, and the wider industry with an impressive offering that continues to grow.

Windlogix - made up of industry leaders Windhoist and Stowen, and newly formed Hexis – is aiming to deliver first class services across the international energy sector while upskilling the local workforce of the future.

Introduced in March, the integration of the three businesses will allow for initial organic growth through synergies, before further businesses will be added to the group to fuel a thriving industry operator.

CEO Euan Lockhart tells Energy Focus that preparation for the launch began two years ago with initial investment into Windhoist.

“The planning started back in August 2019 when the acquisition of Windhoist was made. We already had a holding company brand in

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the background when Star Capital made the investment in Windhoist,” he says. “We had some work to do professionalising Windhoist, and since August 2019 we’ve put about £27 million into the business with new people, assets, and digitalisation. Additionally, we’ve grown the group infrastructure in terms of financial, commercial, HSEQ, HR and IT, with a view to running a full services platform.”

With the brand out in the market, the goal is to retain the equity and identity in each company, allowing these successful individual businesses to continue assisting clients with top quality service.

“It is very important to us that when we are bringing owner-managed businesses into the group, we are investing in people that have already grown businesses to a certain level and

are looking for additional support and investment to take those businesses to the next stage,” says Lockhart.

The training division of Windhoist has been integrated into Hexis and the business is able to provide some of the most exclusive and comprehensive courses in the market, building an offshore workforce of the future.

“We foresee the need for a massive number of people to come into this industry over the next three to five years and intend to run Hexis as a training business that delivers the right quality of people that we need in our business and in the sector. As we add additional brands onto the Windlogix platform, we have the training capabilities to provide that facility to new businesses as well,” comments Lockhart.

From dedicated centres in Irvine and Lowestoft, training will

// WE FORESEE THE NEED FOR A MASSIVE NUMBER OF PEOPLE TO COME INTO THIS INDUSTRY OVER THE NEXT THREE TO FIVE YEARS //

WINDLOGIX

be made available to the entire industry including clients such as Siemens Gamesa, Nordex, and windfarm operators.

CRADLE TO GRAVE Windlogix provides a cradle-to-grave portfolio for energy generators operating on- and offshore. Together, the group of companies represent one of the largest and most experienced providers of turbine services available anywhere in the world.

With more than 500 people in the group, across 40 locations, Windlogix has the ability to work globally and can support international clients with surety.

“The initial focus will be around the UK, Europe, and Taiwan and we are active in those markets at the moment. In addition, we do have the ambition and facility to invest in businesses with a global reach.

“We have registered the businesses in the USA and we have an entity set up in Taiwan, so we want to work with the global wind sector.

We are seeing a lot of pulls by clients

Euan Lockhart - CEO

to go to Latin America and other regions. We have to decide which is the best area for us to invest resources and finances,” explains Lockhart.

Bringing Stowen and Hexis to the group was a significant step on the journey. Complementing Windhoist’s abilities of crane and installation services, Stowen brings pre-construction services for transition

pieces, commissioning, inspection, and maintenance. Growth in the offshore sector is a key focus for Windlogix, and future additions to the platform will represent this.

Discussions are ongoing in various stages, with Lockhart confirming potential acquisitions and opportunities are being reviewed on a weekly basis.

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INDUSTRY FOCUS: RENEWABLES

WINDS OF CHANGE Windlogix is aiming to create a vibrant culture that is centred around learning and providing unparalleled customer service.

“With Windlogix, it’s very much about ownership, teamwork, honesty, and growth – we’ve been very clear about our core values,” says Lockhart.

“This is a sector that is going to grow hugely over the next 10-15 years, so we need to have a very clear purpose which is growing through renewable technology, and reaching out to the next generation that we are a cool place to work. Our strap line is that ‘we do cool things in extreme places’ – we work from well inside the artic circle down to South Africa supporting a sustainable energy infrastructure.

“In terms of culture with the integration of Stowen, we were very clear that it would be a light touch,” he adds. “In addition to

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completing a commercial review of the business, we would provide a range of group services which has included incorporating everything into one financial platform. We are there to support them in what they do in terms of growth and sales and driving that business forward - we are not there to interfere, we want to keep the culture of the brands that we bring in while having a synergy across the group. With Stowen, that has worked well over the first six months. The management team there run the business and are invested.”

In the future, this successful culture roll out will include further integration of people through the different companies. People will be encouraged to make the most of opportunities that exist across the group.

“We want people in Windhoist to be able to go and work offshore; we want people from Stowen or Hexis

to be able to work in Windhoist and give people a longer-term career in the sector,” states Lockhart.

GROWING GROUP Windhoist and its offerings are widely regarded by industry players as some of the best available. The addition of Stowen and the creation of Hexis – different businesses altogether – make for a group with a multifaceted solution for the industry. Lockhart explains more about developments coming from these exciting young companies.

“The management team in Stowen are innovative. It was established in 2014 as an oil and gas inspection business. The founders, Matt Owen and Colin Stewart, came from that environment and they did exceptionally well in picking up clients.”

In 2017, the pair saw the opportunity to grow in renewable energy and they have built the

WINDLOGIX

capability to undertake stat inspections, maintenance on offshore cranes, coatings, remedials, and nondestructive testing and welding.

“We have invested in their future growth,” says Lockhart. “The opportunity they have around East Anglia, and right up the UK east coast is huge. They are looking to build four hubs up the east coast of the UK. They are in Great Yarmouth, they will look for something around the Grimsby/ Hull area, then Newcastle/Teesside, and then a location in Scotland,

// THE OPPORTUNITY THEY HAVE AROUND EAST ANGLIA, AND RIGHT UP THE UK EAST COAST IS HUGE //

between Dundee and Aberdeen. The first in Grimsby is almost there.”

Hexis will become a powerful force in the industry, helping Windlogix and others tap talent for a sector that sorely needs it. “There is a huge opportunity for training, not just down the east of the UK but globally,” confirms Lockhart.

Currently, the business is run from a state-of-the-art centre at Lowestoft college, which is purpose built for technical training.

“We get use of the training facilities and we have put cranes in there for people to train on. We have just got Hexis approved to do stat inspection Engineering Construction Industry Training Board (ECITB) courses – the first in the UK. We have completed the trial course and we now need to get the operators to back that and confirm that they want everyone who does a stat inspection on one of

their facilities to have a certification – we are right at the forefront of that.

“We brought Hexis on board with the realisation that we are doing GWO training across various scopes in Irvine but we can do that on both sides as well as swapping the ECITB offering – it works extremely well for us. It is now for us to take all this to the next level,” explains Lockhart.

THRIVING SECTOR The Windlogix brand launch comes at a great time for the wind industry in the UK and globally. Construction of the world’s largest offshore wind farms is nearing finalisation in the UK North Sea, and major new projects are being announced in waters around Europe and the USA. The power of wind and its attributes compared to fossil fuel power generation are welldocumented. Windhoist is a robust

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INDUSTRY FOCUS: RENEWABLES

and recognised business, and as more companies and more countries make climate commitments, the industry is deep in opportunity. With oil prices on an upward trajectory once again, interest in the renewables space has been further stoked, and Windlogix stands ready to serve.

“There is so much interest in the whole renewables sector and it’s not just because of oil price volatility. Most of the oil and gas majors are or are seeking to pivot into the renewables space, and when you get involvement from these types of companies, you get a lot of professionalism,” suggests Lockhart.

In 2021, the UK government announced plans to achieve net zero emission status by 2050. With on- and offshore activity scaling quickly, major innovation is coming through the renewable sector, but it is

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important that pioneering businesses are encouraged and protected.

“The sector was always going to grow but what has happened in the UK has pushed that on faster.

ScotWind remains five years down the track and a lot of provision and planning has to go into it before anything comes to fruition. Businesses like us are focussed on the next 12 months and we need help from the government to make sure that we get support for the sector and good traction with OEMs and operators to develop local talent. Windhoist and Stowen see a lot of competition in the wind sector, and overseas companies enter the UK market with foreign labour which is lower cost to deploy on UK projects. Whilst competition is healthy, the wind sector needs to generate returns that can create a sustainable highly-skilled workforce

for the future,” states Lockhart.

It remains vital that companies can see ROI when planning strategy around project roll out. Capital expenditure into plant for Windhoist can exceed €6 million per asset and must be certain about longevity when making these investments. “Right now,” says Lockhart “it is tough as there is a really stretched marketplace. For us, the future is all about being involved in the full 25-year lifecycle and if you can increase opportunity across a greater platform then you are in a really good position for the future.”

Clearly, Windlogix is building for a long-term future in the renewable space. An aggressive acquisition strategy, upskilling people, innovating on site, providing world-class service, and assisting in the managed transition of the energy mix to protect the environment. Lockhart

WINDLOGIX

is excited about the future and reiterates that further growth through acquisition will be deliberate, to add capability to the platform, while working with people who want to get into this burgeoning industry.

“We are different from other renewable platforms out there as we really want to provide complementary services. Anything we bring into the group has to have logic to it,” he says.

“We want more exposure to potential clients, building stronger relations, more service offerings, better value propositions for our customers at various levels. First and foremost, it’s about further strengthening the strong HSEQ ethos in the sector, and we have seen great improvements in this in Windhoist in the past year.

Safety has to be the primary goal that anyone thinks about. Operators, OEMs, and service companies are

now more focussed than ever on the safety issue as they know their value comes from their people.

“We are keen on the idea of apprenticeship schemes alongside OEMs. Today, it’s about getting people out to work as soon as possible – OEMs want turbines up as quick as possible and don’t want trainees on the jobs but if we don’t bring trainees into the sector, how will we fuel the workforce of the future? We would love to sponsor apprenticeships with OEMs and we could do that with Stowen.”

Having recently completed highly technical and extremely successful work on the Hornsea Two project through Windhoist, Windlogix adds another shining example of its capability to the portfolio. With ongoing projects across Scotland, Sweden, Norway, Finland, and more, the group is busy and will certainly be

one to watch as the sector booms.

Lockhart finishes by describing the importance of the launch of Windlogix as “a visible demonstration of our steadfast commitment to help accelerate the global transition to renewable energies.”

Currently, the position of Windlogix is clear: Leading the industry in terms of personnel development and high-quality, full-lifecycle solutions for wind farm operators.

The group can reduce client risk, increase up-time and efficiency, and simplify ownership and operation of wind farms on- and offshore.

Content sponsored by Windlogix

WWW.WINDLOGIX.COM

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TRITON KNOLL

Major Milestones for RWE’s Offshore Powerhouse PRODUCTION: Christina Allcock

With new offshore wind capacity additions in Europe set to hit a record high this year, at the vanguard of the UK’s efforts is the 857 MW Triton Knoll, one of the world’s largest offshore wind farms housing 90 turbines. RWE is celebrating on-site achievements and consolidating the UK’s leading role in Europe’s record-breaking capacity additions, as results show relentless strength.

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INDUSTRY FOCUS: RENEWABLE ENERGY

//

The UK now occupies the top spot in global offshore wind, with installed capacity greater than in any other country and used to power over 7.5 million homes per year. Wind energy is set to become the backbone of a clean, reliable and affordable energy system, and by 2030 it will provide around a third of the country’s electricity.

In one of the country’s biggest growth industries, already employing

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thousands of people in highlyskilled jobs and attracting billions in investment, standing head and shoulders above the rest with the potential to power almost a million homes alone is Triton Knoll, an 857MW round 2 offshore wind farm boasting 90 turbines and one of the largest such projects in the world.

With concerns over the impact of climate change growing ever more pressing, the need of nationally

significant, era-defining offshore wind projects like Triton Knoll is greater than ever in the bid to decarbonise the UK’s energy infrastructure. A high-profile potential source of home-grown renewable energy and representing an investment of upwards of £2 billion, the project is currently under construction within the Greater Wash strategic area, located off the east coast of England, approximately 20 miles off the coast of Lincolnshire and 28

TRITON KNOLL

// EUROPE IS EXPECTED TO CONTINUE RAMPING UP CAPACITY ADDITIONS THROUGH THE END OF THE DECADE // miles from the coast of north Norfolk.

Triton Knoll is being constructed and operated as a single project, owned by RWE and partners J-Power and Kansai Electric Power, with shares

of 59%, 25% and 16% respectively.

RWE is the third largest renewable generator in UK, an innovation and sustainability champion in the field of renewables with a diverse portfolio of onshore wind and offshore wind amounting to over 2.2GW. AT FULL TILT RWE announced in January arguably the most important milestone in the project’s long timeline to date, pronouncing all 90 Vestas 9.5 MW wind turbines commissioned on schedule even amid the litany of challenges posed by the global pandemic. A

vast array standing at 164 metres tall and covering an area of 145 square kilometres, the last turbine had been installed at the end of September, for which the blades, nacelles and tower sections were prepared for offshore installation at Able Seaton Port on Teesside, a specialist turbine construction base established and prepared for offshore wind project usage by Triton Knoll and Vestas.

“I am very proud of the Triton Knoll team’s achievement in completing the commissioning of the turbines on this nationally significant infrastructure project,” opined Julian Garnsey, Project

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INDUSTRY FOCUS: RENEWABLE ENERGY

Director for RWE and Triton Knoll, of this breakthrough which ensures export to UK National Grid. “The construction team has shown a huge amount of resilience in reaching this milestone.”

It was an achievement that followed the news of Triton Knoll’s successful generation of renewable electricity for the first time. It came after the delivery of vital onshore and offshore electrical infrastructure and the successful energisation of the project’s entire transmission system, which includes the offshore substation platforms, offshore export cable, onshore cables and onshore substation.

“It’s fantastic to see Triton Knoll generating clean renewable electricity for the first time,” Garnsey beamed, a sentiment shared by Flemming Ougaard, SVP, Head of Global Offshore and Construction at Vestas. “We are delighted that our V164-9.5 MW turbines are now generating first power at Triton Knoll. With pre-assembly taking place at Able Seaton Port as well, this project is truly delivering for the UK, and powering UK homes with clean, offshore wind energy.”

Meanwhile, Tom Glover, Chief

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// THIS PROJECT IS TRULY DELIVERING FOR THE UK, AND POWERING UK HOMES WITH CLEAN, OFFSHORE WIND ENERGY // Commercial Officer at RWE Renewables and RWE UK Country Chair, spoke of the huge significance the project holds in consolidating the UK’s world-leading renewable position. “Achieving first power at Triton Knoll reinforces our position as a leading player in offshore wind,” he asserted, “and demonstrates our commitment to helping deliver the

UK’s ambition to grow offshore wind capacity to 40 gigawatts by 2030.”

RESULTS SPUR INVESTMENT RWE is second in the world for offshore wind, with Triton Knoll, once fully operational, set to be the most powerful in its global fleet. The rest of Europe is following the UK’s lead at this transformational time, with new offshore wind capacity additions poised to hit a record high this year to top 4GW for the first time, more than doubling additions in 2021 according to research by Rystad Energy.

“Europe is the world’s most mature offshore wind region, but Chinese installations have dominated global additions in recent years,” added Rystad Energy offshore wind analyst Anubhav Venkatesh. “Chinese projects represented 85% of all global capacity additions in 2021, with Europe only contributing 10%. But that looks set to change this year, and the continent is expected to continue ramping up capacity additions through the end of the decade.”

Installations in 2022 are led by the UK with RWE a major contributor and influencer to the country’s pioneering approach, as Triton Knoll is joined by

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its wholly-owned 342-MW Kaskasi development, Germany’s first offshore wind farm to come online since 2020.

The German multinational energy giant has now underlined its commitment to long-term excellence in offshore wind operations and maintenance in Grimsby, with the creation of a centre of knowledge and expertise.

The larger hub builds on the recently established presence of Triton Knoll to add the significantly larger Sofia wind farm to the quayside it now shares with Orsted, as RWE drives the development of one of the largest offshore wind pipelines in the UK. Triton Knoll marks a strong legacy for the future of wind energy in the region, as the new ‘Grimsby Hub’ facility is set to support both existing and future RWE operated projects.

“Through RWE’s investment

in the Royal Dock site,” Glover explained, “we aim to create a centre of knowledge and expertise that guarantees our presence in the region for the long term, and which we will create more opportunities for local jobs, skills training and longer-term relationships with nearby suppliers.”

The Hub will enable RWE to strengthen its relationship with the region’s businesses and local communities, by committing to a longer-term presence in the area. As it bids to expand its global renewables portfolio to more than 13GW by the end of 2022 by investing a total €5 billion, RWE reported adjusted operating profit of €1110m in 2021.

With the commissioning phase of the Triton Knoll project integral to offsetting the impact of weaker wind conditions in 2021, overall

RWE reported adjusted EBITDA of €3.65 billion, up from €3.29 billion.

“After an eventful year, we expect an excellent result for fiscal 2021, mainly driven by a strong fourth quarter in our Hydro/Biomass/Gas segment,” concluded RWE CFO Michael Muller. “In 2021 we also continued to successfully forge ahead with our wind and solar portfolio, both in project development, construction and operations.

“We are well on track in delivering on our Growing Green Strategy.”

WWW.TRITONKNOLL.CO.UK

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MORAY EAST OFFSHORE WIND FARM

Full Steam Ahead for Scotland’s Wind Powerhouse PRODUCTION: Christina Allcock

One of very few large scale wind farms in Scotland, Moray East offshore wind farm has capacity to power one million homes throughout the UK and provide some 40% of Scotland’s electricity. The completion of turbine installation followed first power last year, now reaching full output of its low-cost, low-carbon energy, reliably produced entirely from the copious indigenous resources around it.

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INDUSTRY FOCUS: WIND

//

Scotland has a phenomenal offshore wind resource, and its inherent ambition, experience and commitment puts it in contention to become one of the global leaders in offshore wind. The benefits to this are of course multiple, delivering investment and creating jobs while keeping energy supplies secure and tackling climate change.

Offshore wind farms also have the advantage of accessing higher wind speeds, and mitigating the usual disturbance regularly cited as the main concern regarding wind turbines.

“By working in deeper water, we can build larger wind turbines in the open water farther from shore, where

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the wind is plentiful,” summarises Moray Offshore Renewable Power.

Often referred to as ‘the windbreak of Europe,’ with the world’s interest in, and need of, renewable energy higher than ever before, in Scotland boundaries are being swept aside in its technological and scientific development. In 2020 the country’s world-leading sector exported a record £745 million worth of electricity making Scotland a veritable global wind energy powerhouse harbouring deep water innovation in offshore wind floating concepts, cabling expertise and specialists in blade manufacturing.

“This means [Scottish] businesses are constantly innovating, breaking

down technological and scientific barriers, to ensure the large-scale adoption of wind as an affordable, even cheaper energy alternative to fossil-fuels,” says Scottish Development International. This pioneering strategy has resulted in 3.5GW of offshore wind already operational or under construction, with a further 6.4GW in the pipeline in the ambitious, attainable aim to see 50% of Scotland’s total energy demand supplied by renewable sources by 2030.

MAJOR INSTALLATION MILESTONE There is more offshore wind energy innovation underway in Scotland today than ever before, and if the

MORAY EAST OFFSHORE WIND FARM

country is to continue to excel in wind services, it will be with the 950MW Moray East wind farm, one of the largest in the world, firmly at the centre of operations. Alone it is on course to furnish 40% of Scotland’s entire electricity needs, with the potential to power in excess of a million UK homes.

“Millions of tonnes of CO2 can be saved over the lifetime of our offshore wind farm,” explains Moray Offshore Renewable Power.

“The Moray East wind farm will join one of very few, large scale wind farms in Scotland, and will save a large amount of CO2 from entering the atmosphere every year when compared to gas fired power plants.”

The cost reduction agenda for energy has never been more vital, nor relevant, and here too is the Moray East offshore wind farm poised to contribute. It will generate power at £57.50/MWhr – or 5.75p/kWhr – less than half the price of power generated by offshore wind farms under construction today having successfully entered the UK’s second ‘Contract for Difference’ (CfD) auction in 2017.

// WE ARE GENERATING POWER AT LESS THAN HALF THE COST OF EARLIER WIND FARMS IN SHALLOW WATER, CLOSE TO SHORE //

“Moray East represents a step-change in the delivery of renewable power in terms of cost and scale,” the company asserts.

“The project will provide an abundant supply of low-carbon electricity at a highly competitive price. Since Moray East uses the UK’s own indigenous renewable natural resource of wind, the power generated does not depend on the import fossil fuels such as coal or gas, of thus improving the UK’s security of supply as well as driving down costs for consumers.”

From first to last installation at the site took exactly eight months, with number 100 of its Vestas V164-9.5 MW turbines safely instated on 15 September 2021. “Vestas is proud to have completed delivery and installation of the 100 V164-9.5 MW turbines to the Moray East project,

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INDUSTRY FOCUS: WIND

which is a significant step in the right direction of the decarbonisation of Scotland’s energy mix,” enthused Vestas Project Director Allan Birk Wisby. “Amidst the challenges of Covid-19, the Vestas and Moray East teams have collaborated tremendously well, installing some of the most powerful turbines in the world safely and on schedule.”

Project Director Enrique Alvarez, meanwhile, spoke of the transformative impact sparked by the incredible 295km2, 22 kilometres from shore at its closest. “Just a decade ago, commercial-scale offshore wind generation in water depths of 50m and more was a vision. We have not only turned that into a reality, but are generating power at less than half the cost of earlier wind farms in shallow water, close to shore.”

FROM FIRST TO FULL POWER Even while construction was ongoing, the engineering methodology used enabled power to be exported to the National Gird before all turbines were established, for use by homes and industry across the UK. “First Generation is a long awaited and hard earned milestone for the project,” attested Moray East Project Director Marcel Sunier. “Our 950MW wind farm marks a key milestone in the global development of the offshore wind industry.

“Its unique engineering, cutting edge technology and location have

reduced the cost of renewable power by two thirds in comparison with most offshore wind farms built to date in the UK. Moray East offers the low-cost, lowcarbon power which will be essential to fuelling economic recovery from Covid and for a sustainable future for all of us and generations to come.”

The electrical power generated by the wind turbines is collected offshore via buried inter-array cables, to three offshore substations where the electricity is stepped up in voltage. It is then exported onshore via three export cables, and enters the substation of New Deer to further regulate

// OUR 950MW WIND FARM MARKS A KEY MILESTONE IN THE GLOBAL DEVELOPMENT OF THE OFFSHORE WIND INDUSTRY //

Fraserburgh Harbour Commissioners Proud to be the O&M base for Moray East Offshore Wind Farm.

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www.fraserburgh-harbour.co.uk 62 / www.energy-focus.net

MORAY EAST OFFSHORE WIND FARM

// WHILE CONSTRUCTION WAS UNDERWAY, WE SUPPLIED ENOUGH ELECTRICITY TO MEET THE ANNUAL NEEDS OF EVERY HOUSEHOLD IN EDINBURGH AND ABERDEEN // the voltage to transmission level.

Beginning generation with its just its first few turbines online, focus then flipped to the vital commissioning work to unlock the project’s full potential output of 950MW. As more turbines were installed, so could more be commissioned and output of green energy gradually increase, culminating in April in its full contracted output of 900MW to the UK National Transmission Grid being achieved.

In total, 1,415,000 MWh has been fed into the grid since first power, enough to meet the total annual electricity needs of all households in

Aberdeen and Edinburgh. “Offshore wind has a unique advantage; we don’t have to wait until work has finished to switch on,” closed Enrique Alvarez. “Output can start after the first few turbines have been commissioned and increase incrementally as work progresses.

“While construction was underway, between starting our first turbine and finishing the wind farm, we supplied enough electricity to meet the annual needs of every household in Edinburgh and Aberdeen – with enough left over for most of Moray as well. This, of course, is

our output from a fraction of a year with a fraction of our turbines.

“I am delighted to announce that Moray East has now achieved its full contracted output of 900 MW. The UK urgently needs new low-cost, low-carbon generation, and lots of it; offshore wind is the quickest, cheapest way to provide it.”

WWW.MORAYEAST.COM

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BMO CAPITAL MARKETS

Part of the Solution to

Decarbonising the Economy PRODUCTION: BMO Capital Markets

Founded in 1817, BMO Financial Group and its Capital Markets division is one of North America’s pre-eminent, full-service financial institutions. BMO Capital Markets offers corporate and investment banking, treasury management and research and advisory services to clients around the world, and has been working closely with the energy sector for more than a century. BMO’s Energy group has sector specialisations that include exploration and production, midstream and energy infrastructure, and oilfield services. www.energy-focus.net / 65

OIL FINDERS: GLOBAL, TRUSTED, RELIABLE, SECURE Oil Finders is the trusted third-party for energy businesses and investment banks when it comes to secure A&D activity around O&G pools, property, farm-outs, or corporate sales. This innovative business enables buyer and seller to transact with confidence.

20 years ago, when the world’s big resource companies looked to offload an asset, there was a lot of networking between industry peers and much word-of-mouth promotion. The digital age has changed the process immeasurably and now deals happen faster, with more knowledge, and from anywhere in the world.

Facilitating the process involves a complex sales strategy where experts from different fields meet to assess the pertinence of an opportunity. Assets are often marketed by investment banks, and owners want best pricing with buyers searching for quality information around production.

Enter Oil Finders - a bespoke, boutique consultant to the world’s biggest energy businesses for acquisition and divestiture activity, providing secure data rooms and relevant geoscientific info – headed by industry veteran and innovator, Todd Knight.

Headquartered in Calgary, Knight clips into client organisations - including BMO Capital Markets, ExxonMobil, Esso, Shell, and several of the world’s largest investment banks – bringing unrivalled expertise to a secure data room so that crucial decisions can be taken.

“It involves facilitating data rooms for people to review projects to make sure people are not purchasing dirt – they want to buy oil producing assets and not just throw darts at the wall. People want seismic data so that they can see what is going on below the surface and they can drill for something that is highly profitable,” says Knight.

A blend of technology, science, energy, finance, and sales, Oil Finders provides buyers and sellers with secure data that is accessible from anywhere at any time, using industry-standard software.

“I keep everyone’s data safe, for everyone and from everyone. People trust me with enormous projects that must not escape the computer that they are being reviewed on,” says Knight. “I have worked with Cheryl Sandercock at BMO Capital Markets for decades. All projects that involve technical aspects – if somebody is trying to sell an asset with seismic data, geology or scientific data – I can run multiple data rooms, and have done that for decades.

“When an asset for sale requires integration with technical softwares – geology, geophysics, and engineering – that is when I get involved. I display the data in a meaningful way. The last thing a reviewer wants to do when they enter a data room, under tremendous pressure to get in and review data in a short period of time, is search around for which buttons to press. They want to get in and use industry-standard software, and that is what I provide.”

Importantly, this process provides reviewers with certainty around assets upside, and this ensures confidence which can help achieve best pricing.

“I’m a geophysicist, I have drilled many oil and gas wells – I know what is important,” states Knight.

“I can swing the bid by around 10%. I give an extra feeling of comfort by displaying all necessary information and if anyone is holding back, I make people feel extra comfortable by giving access to absolutely everything.”

Efficiency, security, flexibility, simplicity, and the provision of a full turnkey service allows for the reduction of risk through an acquisition or divestiture process. For a quarter century, Oil Finders has been delivering a suite of services that help power the industry’s transactions.

“My customers rave about me because I make their lives so much simpler by providing the tools, on their desktop, helping them to make decisions,” declares Knight.

“Last year, I worked on one of the world’s largest discoveries and that has come back to me this month. I have been involved twice with the sale of Devon Energy in Canada. I am involved with sales for the world’s preeminent energy organisations and financial institutions – all of these companies come into my data rooms on a regular basis to view projects that are for sale from an entity like BMO Capital Markets.”

Acting as a gatekeeper and keyholder in front of some of the most valuable informational assets that an energy company could hold, Oil Finders leaves no stone unturned when it comes to GG&E information in a data room. Growing with the industry, the company is able to operate in markets all over the world and can adapt to suit the needs of operators in new market sectors as well as the traditional hydrocarbon industry.

Knight, a true innovator and problem-solver, highlights his impressive success rate and subsequent lasting relationships as a key driver behind Oil Finders sterling reputation.

“I have had oil company assets under my belt through investment banks globally for more than twenty years. My partnerships are long-standing and made with real people,” he concludes.

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Oil Finders Powering transactions for energy, oil and gas

Maximising transactions by detailing GG&E information in secure, flexible, straightforward data rooms that are accessible from anywhere in the world.

• Global Data Security • Synchronized Projects • Flexible Software Rental

• GG&E Expertise • Dynamic Process Oversight • Encrypted Data Rooms

Project data that travels, so you don’t have to

Contact us today to discover the true potential in your A&D transactions Todd.Knight@OilFinders.com - President, Geophysicist | +1-403-620-4623 www.energy-focus.net / 67

INDUSTRY FOCUS: FINANCE

//

“My team, the acquisitions and divestiture advisory group, forms part of BMO’s broader Investment and Corporate banking coverage of the energy sector,” says Cheryl Sandercock, Co-Head, Energy A&D Advisory and a Managing Director in BMO Capital Markets. “Our team members are predominantly technical specialists, including geologists and engineers, who understand the energy assets and technical aspects related to owning and operating these assets.”

The A&D group assists companies who are selling energy assets to

position them appropriately from a technical and operational perspective, as well as improving the confidence of potential acquirors, who will have technical questions and appreciate interacting with professionals who have that technical insight.

“Our core business is advising energy clients on their acquisitions or divestitures of assets or companies,” explains Sandercock. “We collaborate with BMO’s Mergers and Acquisitions team and our services include the evaluation of assets, the managing of a marketing process if a sale or liquidity

// OUR TEAM MEMBERS ARE PREDOMINANTLY TECHNICAL SPECIALISTS, INCLUDING GEOLOGISTS AND ENGINEERS, WHO UNDERSTAND THE ENERGY ASSETS AND TECHNICAL ASPECTS RELATED TO OWNING AND OPERATING THESE ASSETS //

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event is desired, perspectives on value given current market conditions, strategic options, competitive landscape for a company or asset, and advising on negotiation tactics. In an environment as volatile as today’s energy market, we act as that experienced advisor helping our clients get the results they want.”

TRANSITION UNDERWAY As the world looks for solutions to climate change, reducing carbon emissions has become a priority for businesses. BMO has declared it’s ambition to be its clients’ lead partner in the transition to a net zero world.

Carbon neutral for more than 10 years, in 2021 BMO committed to deploy $300 billion in capital to clients pursuing sustainable outcomes through green, social and sustainable lending, underwriting, advisory services, and investment by 2025. Later, as part of its overall 2050 net-zero commitment, it became the first bank in Canada to

BMO CAPITAL MARKETS

// EVERYBODY, WHETHER AN ENERGY PRODUCER OR AN ENERGY USER, IS GOING TO BE AFFECTED BY THE TRANSITION, AND BANKS HAVE AN IMPORTANT ROLE TO PLAY // set interim targets including a 33% cut in scope 1 and 2 emissions from oil and gas borrowers and a 24% reduction by 2030 in scope 3 emissions.

And recognising that change can only come about if everyone works together – business, government and people – BMO launched a dedicated Energy Transition Group and committed to being its clients’ lead partner in their pursuit of opportunities driven by the increasing momentum of the global economy’s shift in production and consumption of energy.

“All of our clients have energy transition and decarbonisation as important business focuses and BMO is able to play a key role in helping them to achieve their objectives in these areas,” says Aaron Engen, Vice Chair, Investment and Corporate Banking and Co-Head, Energy Transition. “We believe that in working with clients in an inclusive way, we can more effectively support the economy’s transition to net zero. In the energy industry, for example, by working with energy firms to support their transition, rather than pursuing blanket divestment, we will make the progress needed to achieve net zero outcomes faster. And as the global economy undergoes structural changes in how energy is produced and consumed, we will apply the same entrepreneurial spirit and innovation we’ve helped grow for over two centuries.”

Cheryl Sandercock Co-Head, Energy A&D Advisory and Managing Director

// WE BELIEVE THAT IN WORKING WITH CLIENTS IN AN INCLUSIVE WAY, WE CAN MORE EFFECTIVELY SUPPORT THE ECONOMY’S TRANSITION TO NET ZERO // According to Engen, conversations with clients often include the topics of energy transition, decarbonisation, and where business opportunities exist in those areas. BMO is uniquely positioned to help its clients. To do this, the bank leverages three different but critical areas of expertise: The Energy Transition Group with industry leading sustainable finance advice and solutions; BMO’s Corporate Sustainability team which ensures BMO continues to be a global sustainability leader aligned to strict performance standards; and the BMO Climate Institute, which brings academic rigour, science and thought leadership to clients, communities, and the bank.

“In Capital Markets, the Energy Transition Group and the Energy

franchise work very closely together,” Sandercock furthers. “We have staffed the ETG with experts, including from my team, who work across all industry groups in energy transition to assist clients. Everybody, whether an energy producer or an energy user, is going to be affected by the transition, and banks have an important role to play helping our clients manage the impact of the energy transition on their business. Helping our clients adapt and thrive through the coming transition requires a thoughtful, balanced and accelerated approach.”

WWW.CAPITALMARKETS.BMO.COM

www.energy-focus.net / 69

SPARTAN DELTA CORP

Strategy Success for Canada’s Rising Spartan PRODUCTION: Christina Allcock

Spartan Delta Corp. is building strong foundations in Canada’s Western Sedimentary Basin, acquiring a portfolio of companies that will be developed into value creating assets for shareholders. With a diverse leadership team, and a focus on social and community upliftment, this is a sustainable business set for a long-term future in Canada’s energy markets. www.energy-focus.net / 71

INDUSTRY FOCUS: OIL & GAS

//

With so much disruption, disturbance, disparity, and distraction in the global energy market, growth and success require experience, patience, and calm. With an increasingly connected world throwing up unpredictable events at a seemingly faster rate, the success of a business can be impacted overnight.

This is especially true in the energy market where oil pricing has been on a rollercoaster ride, dipping into negative numbers and then booming again in the space of weeks and months. There is an energy transition underway, but most with any connection to the sector understand that fossil fuels will not be completely replaced anytime soon.

According to the US Energy Information Administration, just 12% of the energy mix comes from renewable sources, and in Canada around 25% is sourced from renewables (mainly hydro) and nuclear. Oil is mainly used as a transportation fuel and the prime use for natural gas is for fuel, heating, and electricity generation.

In Canada, Spartan Delta Corp

72 / www.energy-focus.net

– a modern energy company with a range of producing assets – is riding the waves in this volatile global energy cycle. Run by a team of highly experienced executives, this is a company that has managed to get timing just right, avoiding most of the disorder to create a sustainable business that is now aiming for organic growth that will drive shareholder value.

Previously, Spartan was known as Return Energy Inc. before a reorganisation and investment agreement saw the management team rename to Spartan Delta Corp, following on from a successful operation where they led Spartan Energy Corp in oil plays in Saskatchewan, growing from 625 boe/d to 23,000 boe/d in just four years, before selling to Vermilion.

Prior to this, the team led Spartan Oil in Alberta, and Spartan Exploration also in Saskatchewan. Today, the company is headquartered in Calgary and the team continues to thrive.

CFO Gerri Greenall tells

Energy Focus more about this dynamic young brand.

“Spartan Delta came out of the recapitalisation of a 200 boe/d company in December 2019,” she begins, remembering the time just before the pandemic hit, as the team sought to take advantage of depressed commodity prices and lucrative opportunities in Canada’s commercial markets.

The company went from 200 boe/d to 75,000 boe/d after 10 acquisitions, through a time when many closed doors.

“We went from a team of nine original founders to 127 direct employees – we have been very busy of the past two years,” she smiles, “we are proud.”

This is a business that utilises its internal expertise to identify, acquire, and develop diversified assets with the goal of increasing yield through optimisation. Currently operating in the country’s Western Sedimentary Basin, Spartan holds assets in both Montney and Deep Basin, described as ‘the two hottest natural gas plays in Western Canada’.

“Doing any business during a pandemic was challenging given the lockdowns and uncertainties it caused.

We were able to leverage our existing technology platform (we have started our business on cloud software) to effectively work from home and grow our operations. We empowered our employees by trusting them to do their work as they needed to (from home, from the office, or elsewhere) and they did not disappoint,” says Greenall of the core team as well as more than 200 consultants and contractors.

“I’m grateful we were so busy,” she adds. “We worked insanely hard through that period, and we managed to provide new jobs while integrating cultures – it has been fun. It was an exceptional challenge, but we managed to navigate our way through it and we are pretty happy with where we are.”

SPARTAN DELTA CORP

FLAGSHIP ACQUISITIONS Greenall highlights two acquisitions in particular as significant in the company’s journey. In June 2020, Spartan confirmed the acquisition of Bellatrix Exploration.

“The first acquisition we did was 25,000 boe/d out of bankruptcy - we brought on 45 people through Teams and never met them face-to-face,” Greenall says of the unique situation in 2020 where gatherings were banned.

“Bellatrix had been public in Canada but had been in bankruptcy since October 2019. We purchased their assets to give us our first core operating area - the Deep Basin.”

As part of the sale, Spartan gained access to high-quality, multi-zone, oil and gas operated production alongside a large land base and strategic infrastructure footprint.

The company’s view was that there was significant development potential around underexploited and undercapitalised assets that could provide material upside.

In August 2021, Velvet Energy was acquired by Spartan for CAD$750 million, helping the company grow into the market leader (by acreage and production) across Montney.

The company sees great current and future potential here, contributing to the overarching vision of generating returns for shareholders. This acquisition also offers up impact towards a healthy ESG campaign.

“Velvet Energy was a private company that had been in Canada for

over a decade, and that gave us our second core area which is Montney.

We also acquired an award-winning water recycling programme within the acquisition which talks nicely about our ESG and Canada being one of the most responsible producers of hydrocarbons.

Those two assets have developed the core around which are now building our business,” details Greenall.

She adds that the company’s environmental focus, like Canada’s, is strong and strict. “Spartan is utilising many strategies to lower emissions.

From simple equipment replacement to larger carbon capture strategies.

We have 400 solar panels installed on our well sites for renewable electricity generation. We have converted 30 locations from fuel gas to solar powered pumps. In addition, all our new wells are equipped with low bleed devices or non-emitting equipment.”

CANADIAN PROGRESS Canada continues to be part of the leading pack in terms of innovation around carbon reduction – especially in energy generation. The country

is targeting net zero emissions by 2050 and the government recently committed a new financial package – reportedly around CAD$9 billion - to cut carbon emissions by 4045% on 2005 figures by 2030.

But the transition in the energy industry is only a part of the puzzle and the sector can contribute positively when managed effectively.

“We believe Canada is already well on this path and Spartan will to contribute towards this goal.

Canada’s emissions intensity has fallen 30% since 2000, ranking it lower than several energyproducing and consuming nations.

“We all care about the environment and our planet, but energy takes people out of poverty, and we still have millions of people suffering from a lack of energy. I believe the current energy crisis will highlight the need for an energy transition that includes hydrocarbons.

The energy industry is a leader at developing technologies that reduce its impact on the environment and will continue to look for solutions to

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INDUSTRY FOCUS: OIL & GAS

// OUR HYDROCARBONS ARE PRODUCED AGAINST SOME OF THE HIGHEST STANDARDS IN THE WORLD // reduce emissions and its environmental impact (like carbon capture and active reclamation projects),” says Greenall.

“Our hydrocarbons are produced against some of the highest standards in the world, we have diversity, we mandate women on the boards, we have indigenous partnerships – the last barrel of oil in the world should come from Canada because we are the most responsible country in the world when it comes to production, as long as you understand that you do need it. From an ESG perspective, Canada is so far ahead of other producing regions of the world,” she adds.

World Bank studies confirm that Canada does produce oil to some of the world’s highest standards, especially around worker’s rights and transparency. A 10% increase in demand for oil is expected by 2040 in emerging markets alone, and a good ESG scorecard is vital when

74 / www.energy-focus.net

attracting investors. In 2017, Canada was earmarked as a country with one of the largest reserves of natural resources but with an ESG scorecard among the top three globally according to the Environmental Performance Index (EPI), Social Progress Index (SPI), and the World Bank Governance Index (WGI).

Strong democracy and excellent social and environmental consciousness position Canada as a world leader.

COMMUNITY PARTNER Such a fast growth period has seen Spartan go from a small group of founders to a powerful business that impacts the lives of many. Greenall is clear that shareholders and stakeholders, including employees and host communities, all form part of the key strategy and all should benefit from value creation. To ensure this, the company has developed several programs to provide outreach

and education, develop talent, share in success, and reward staff.

“We have several programs in place with our indigenous partners, some of the highlights from the last few months include a very successful summer student program, plus scholarship funding for indigenous students going on to post-secondary school. Spartan also recently sponsored a Youth First Nation Hockey Tournament, the building of an Elder Sweat Lodge, and social profit pizza program (we sponsored the purchase of a pizza oven where a group of students will make and sell pizzas to Band Members) at a First Nation school,” highlights Greenall.

“Spartan also has very good parental leave (not just maternity) and currently have two men taking advantage of our parental leave program. Spartan has a summer student program where we source all our summer students from family and friends of employees and our indigenous partners. In 2022, Spartan will employ 14 students for the summer, several from our indigenous partners, and several young women. We are also a proud sponsor of the Warnica Family Graduate Scholarship for female MBA students at the University of Calgary.”

Greenall is a champion for female leadership and progression within organisations, especially in the energy sector. She has excelled in roles across multiple big-name operations, starting as a commodity trader at Enron before moving into equity research in the oil and gas sector, managing CAD$200 million of investments in early-stage energy companies. She also created a wealth management company, and was involved in venture capital investing.

The experience garnered across these roles makes for a well-versed CFO able to deal with people as well as balance sheets. She recites advice given to her as a young professional for women looking to build their careers: “Remain curious, continue to learn and put tools in the toolbox, the specific tool may

SPARTAN DELTA CORP

not be completely applicable at the time but having a well-built supplied toolbox is critical for future success.”

FUTURE VALUE CREATION Despite its relatively young status as a brand, Spartan Delta Corp. has a seasoned management team driving towards one single, clear goal: value creation for shareholders. The team has moved through the first two stages of its stagey quickly and successfully, and is entering the important development phase where assets will be optimised for peak production. “Organic growth is definitely the way to create best value right now,” confirms Greenall.

“We have been lucky and our first acquisition was at a point where crude hit -40. Two years later, we are 75,000 boe/d and crude is at 110. In this cycle, we believed we needed to be of material size to be relevant as a producer of energies so we got there quickly. Spartan would like to continue to create value for its shareholders, other capital providers, and the communities in which we operate. We are focused on creating a sustainable business that delivers value.”

While the company is not actively seeking fresh acquisitions right now, there will always be an appetite for relevant opportunities, and Greenall states that Spartan will always have ears to the ground as it looks to add further strength to its portfolio. “We are good at acquisition and that is tough in this price environment,” she says. “You buy assets based on future curves and they are moving so substantially that it is a challenge, and our ultimate goal is creation of value for our shareholders and stakeholders – our employees and the communities in which we operate. Looking at what is in front of us, the best way to create value is by developing what we have within our inventory right now.”

Having grown faster than most, achieving what would take competitors a decade in just three years and through a global pandemic,

As a leader in the Midstream and Environmental Solutions industry, we have the equipment, experience and safety record you can count on.

To learn more about SECURE please visit secure-energy.com

// WE ARE GOOD AT ACQUISITION AND THAT IS TOUGH IN THIS PRICE ENVIRONMENT// the work of Spartan Delta’s team has been remarkable. “Spartan is not a typical oil and gas story. It is a great success story, and we are tremendously lucky,” says Greenall.

She finishes by suggesting that the company will not look too far into the future, and focus on the immediate challenges alongside the holy grail of exceptional shareholder value creation, but all the time realising that developing hydrocarbon-based assets in a sustainable manner is still important, especially in challenging marketing conditions.

“The energy market is so disruptive and black swan events are more common so it is very hard to say what we will be or what we will look like in

five years. Again, it comes back to our goal of creating value for stakeholders and we will follow a path which helps us achieve that – we won’t be limited to one strategy. Given what is in the news right now, the future is so unknown and hard to predict. I believe that the narrative in the world is changing, our industry has been starved of capital - and I am an environmentalist - but the idea that we are going to get away from fossil fuels completely in the next five years is a real challenge. Energy takes people out of poverty and that is very important to understand.”

WWW.SPARTANDELTACORP.COM

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NORWEGIAN PETROLEUM DIRECTORATE

Embedding New Industries with Valuable Existing Production PRODUCTION: Christina Allcock

The Norwegian Petroleum Directorate is a vital governmental specialist directorate and administrative body, responsible for the regulation of the petroleum resources on the Norwegian continental shelf. Its remit is becoming ever-broader as new industries vie for space on the Norwegian continental shelf, as it applies its vast knowledge and experience to managing the impending energy transition.

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INDUSTRY FOCUS: GOVERNMENT

Ingrid Sølvberg - Director General

//

Since production started on the Norwegian continental shelf (NCS) in 1971, oil and gas have been produced from a total of 119 fields and at the end of 2021, just short of 100 fields were in production: 71 in the North Sea, 21 in the Norwegian Sea and two in the Barents Sea. Production from the North Sea has been dominated by large fields such as Ekofisk, Statfjord, Oseberg, Gullfaks and Troll, all of which have been key to the development of petroleum activities in Norway and the establishment of infrastructure, enabling tie-in of a number of other fields.

Overall production from these fields in 2021 was 231 million standard cubic metres of oil equivalents (Sm3 o.e.), a 2% increase on 2020’s values.

In recent years, activity levels on the

// THE PETROLEUM INDUSTRY WILL CONTINUE TO BE NORWAY’S LARGEST AND MOST IMPORTANT INDUSTRY FOR THE FORESEEABLE FUTURE // 78 / www.energy-focus.net

Norwegian shelf have been high, with licensees deciding to develop multiple new discoveries, alongside several ongoing field development projects close to completion or having recently come on stream.

Simultaneously, large investments have been made on producing fields to improve recovery and to position total production to remain relatively stable for years to come. “There will be a high activity level in the industry the coming years, and the petroleum industry will continue to be Norway’s largest and most important industry for the foreseeable future,” relays Norwegian Petroleum, a collaboration between the Ministry of Petroleum

and Energy and the Norwegian Petroleum Directorate (NPD).

“New projects on fields in operation, as well as infill drilling, will result in a relatively high level of activity. In addition to the activities on existing fields, there are several new fields under development and others that are expected to be decided for development.”

BROADENING REMIT The NPD was established in 1972, based in Stavanger with a second location in Harstad, and is responsible for managing and making available petroleum data from the NCS. This work of collecting and making data available has given the NCS a competitive advantage, the NPD asserts, compared with other areas of the world where oil and gas are found.

“Our primary objective,” Director General Ingrid Sølvberg outlines of the directorate’s main areas of responsibility, “is to contribute to the greatest possible values from the oil and gas activities to the Norwegian society, through efficient and prudent resource management.

We also have the significant duty to ensure that companies operate according to the national petroleum regulations, meaning that we have extensive contact with all those working on the Norwegian continental shelf.

“We have a responsibility on a

NORWEGIAN PETROLEUM DIRECTORATE

national scale for data from the NCS,” she adds. “This data, overview and analyses constitute a crucial factual basis on which activities are founded.”

This is just one of what Sølvberg identifies as three fundamental areas comprising the NPD’s overall remit.

“We have mapped the entire NCS,” she details, “and have identified huge potential when it comes to safe storage sites for CO₂, for example, an area which is rapidly gaining interest and traction as thoughts turn keenly to the energy transition. We then have a dual duty to not only promote the NCS as a safe storage site, but also to contribute to ensuring that Norway has the appropriate effective regulations in place to fulfil such an undertaking.”

The NPD initiated the effort to define potential storage locations for CO₂ on the Norwegian shelf more than a decade ago, resulting in an

// NORWAY HAS AN ABUNDANCE OF NATURAL RESOURCES THAT WE CAN FEED INTO THE ENERGY MIX //

‘atlas’ which revealed the possibility of storing more than 80 billion tonnes on the shelf. In April, she reveals, three companies were offered exploration licences to store CO₂ in two areas on the NCS, one in the North Sea and one in the Barents Sea, the second time that acreage is has been awarded.

“These awards show that CO₂ storage is relevant for traditional energy companies as well as new players in an offshore activity that requires different business models than oil and gas projects,” Sølvberg summarises of the significant interest surrounding these developments. “The access to large volumes of data from 50 years of petroleum activities is a crucial factor for succeeding in this new industry.”

An emerging shelf industry represents the third of the NPD’s trifecta of specialisms, Sølvberg continues.

“The NCS is currently not open for the extraction of seabed minerals, but much work is imminent and we as a governmental body have been out offshore taking samples of rock found in very deep waters. Currently we are analysing its mineral content and the potential for large-scale extraction in the future.” Gathering information and mapping the potential is vital in making a foundation for decision on whether

to open or not the NCS to commercial extraction of seabed minerals.

The analysis that the NPD has conducted so far reveal high contents of copper, zinc and cobalt, and in addition rare earth elements have been found in samples from manganese crusts. “On the NCS we have sulphides and manganese crusts, containing metals and minerals that are crucial for the technology that surrounds us today, such as batteries, wind turbines, PCs and mobile phones - they are important metals in the effort to further electrify society,” Sølvberg explains.

“They are in high demand in industry, and the content of some of these metals is high compared with deposits from other places around the world.”

CO-EXISTENCE AT SEA With CO2 injection acreage gathering interest and seabed mineral extraction well on the way to becoming an established industry on the Norwegian shelf, new players and enterprises are emerging all the time. The technology pilot Hywind Tampen, for example, is the world’s first project to supply power to petroleum installations from floating offshore wind, with the plan calling for the turbines to be

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INDUSTRY FOCUS: INFRASTRUCTURE

CLEANER OIL & GAS, SECURE SUPPLY Responsible oil and gas exploration and development for the energy transition.

www.wellesley.no | +47 51 20 44 22 80 / www.energy-focus.net

Reidar Berges Gate 9 4013 Stavanger Norway

NORWEGIAN PETROLEUM DIRECTORATE

CLEANER OIL AND GAS Wellesley Petroleum explores for and develops hydrocarbons on the Norwegian Continental shelf. Exploration success has given us a portfolio that will deliver approximately 60,000 barrels of oil equivalent per day by the end of the decade.

• Our oil will be produced via electrified production facilities, almost entirely sourced by renewable energy. These means the associated CO2 emissions will be among the lowest in the world.

• Our Gas will enable the energy transition by replacing dirtier coal in the European energy system as well as providing back up to intermittent wind power and a source for hydrogen power.

• Norway is a responsible, stable and democratic nation with some of the highest standards of governance in the world. Wellesley’s products are a secure and responsible energy source for Europe and beyond.

// WE ARE STEPPING UP OUR EFFORTS IN ACHIEVING MORE EFFICIENCY GAINS FROM DIGITALISATION AND NEW WAYS OF WORKING // installed in the North Sea this year.

Common across all of these new technologies is the requirement of space on the NCS, and successfully coordinating this is an area on which the NPD has placed real significance. “The co-existence of oil and gas with these new, alternative forms as well as other users of the sea and shelf is a crucial consideration for us, and we have a key role in facilitating it,” says Sølvberg.

The combination of high production, significant demand and high commodity prices has resulted in record highs for revenues from the Norwegian shelf, and the NPD expects stable, high production to continue over the next few years. Sølvberg explains. “In Norway, the majority of the value created by the petroleum industry has been paid back into the state - either to the government or to the people of the country,” she relays, adding that the developments and

expansions witnessed in recent times is certain to continue and amplify.

“The Norwegian government is, at present, looking carefully at expansion and diversification into the use of more renewable energy sources offshore,” Sølvberg delineates of what will shape the NPD’s future.

“While we will of course continue to produce oil and gas from the NCS for many decades to come, especially as international demand increases, it is all about finding new ways to produce energy as a scarce resource. Norway has an abundance of natural resources that we can feed into the energy mix.”

Like the rest of the world, NPD is firmly set on successfully managing the energy transition, with a huge amount of know-how to draw on in the expansion into new systems and value chains. “We can use the knowledge, experience and confidence that we have gained from our long history

in the petroleum industry with all of these emerging industries,” Sølvberg asserts, “both in terms of the regulatory side and specific technical expertise.”

“We are stepping up our efforts in achieving more efficiency gains from digitalisation and new ways of working. We have a huge national library containing reams of data and information on the shelf, both the infrastructure but also the seabed and subsurface geology side, as much as possible of which we have made available to the public. This allows the companies, engineers and geologists themselves can find and put together our information and, potentially, use it to discover even more oil and gas, and to explore the possibilities for value creation also from CO₂ storage and seabed minerals.

“We are now working hard to manage this data in any even better and more efficient way, so that it generates even more value for the future.”

WWW.NPD.NO

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MOTOR OIL HELLAS

Refining and Reshaping

a Sustainable Future PRODUCTION: Tommy Atkinson

Over more than half a century the Motor Oil Group (Motor Oil) has forged a long-held leading role in the refining and marketing of petroleum products with a refinery of incredible complexity at its core. From oil and gas Motor Oil now sets forth on a transformation to an integrated energy conglomerate with an industry-leading digitalisation strategy the crux of the journey.

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INDUSTRY FOCUS: FUEL

//

Headquartered in Athens with an almost 3,000-strong staff compliment, Motor Oil’s 82 companies span the broadest range of refining, distribution, and many further activities in the wider energy spectrum. Founded in 1970 and refinery operations commencing in Corinth two years later, Motor Oil has now swelled to a group with the might to produce €6 billion in turnover and one possessing more than 1,500 gas stations in Greece, Cyprus, and Southeast Europe.

A leader across the sectors of crude oil refining and marketing of petroleum products in Greece and the greater eastern Mediterranean region, the core of Motor Oil’s business is in the refining, supply, and trading of high-quality petroleum oil products.

The company owns and operates one of Greece’s four oil refineries, and it is among Europe’s top and most modern - its rating of 11.54 according to Nelson’s industry-revered index

makes it Greece’s most complex refiner.

Motor Oil’s ancillary plants and fuel distribution facilities combine to form the largest privately owned industrial complex in the country, and afford the capacity to process various types of crude oil and manufacture a wide range of oil products.

SUSTAINABILITY STRATEGY While Motor Oil’s state of the art, 186,000 barrels per day Corinth Refineries will continue to serve customers’ needs long into the future, supplying the entire range of refinery products, since 2018 the group has also been actively and increasingly engaged in the supply of electricity and natural gas to final customers, and since 2019 in the electricity production sector via investments in wind and solar energy.

As Greece joins the rest of the globe in exploring lower-carbon electricity generation, it is clear that investments in renewable energy supply - which are expected to be mainly both onshore

and offshore wind, solar, and storage facilities, as well as the increasing penetration of more efficient natural gas-fired generation - will be the key drivers for meeting crucial CO2 emission reduction targets. “We are an energy group that creates value with consistency and responsibility,” Motor Oil stresses, a commitment borne out in its response to the challenges of sustainable development, building a short, medium, and long- term strategy in the pursuit of a net zero future.

“The energy industry is going through a profound change, driven by carbon reduction targets and consumer preferences,” the company recognises.

“The group’s decarbonisation process is moving fast and accelerating as a strategic response to global and local changes in the energy sector and the economy but also due to the pressure from the institutions, investors, society and the market.

“Both the investments in renewable energy sources and the ambitious

// BOTH THE INVESTMENTS IN RENEWABLE ENERGY SOURCES AND THE AMBITIOUS STRATEGIC PLAN DEMONSTRATES THE GROUP’S DETERMINATION TO DRIVE THE ENERGY TRANSITION AND REMAIN A SUSTAINABLE FUTURE-PROOF ENERGY CARRIER //

84 / www.energy-focus.net

MOTOR OIL HELLAS

strategic plan demonstrates the Group’s determination to drive the energy transition and remain a sustainable future-proof energy carrier.”

Motor Oil’s strategy has been developed in accordance with the European Green Deal, the Paris agreement and the UN Sustainable Development Goals, with the evolution of its pioneering refinery one of the key pillars underpinning its strategic priorities. “In addition to investing in new and more advanced products, significant refinery projects have been implemented to improve energy efficiency and electricity autonomy,” the company explains.

“Motor Oil is one of the largest industrial units that installs batteries in its facilities to support energy needs, while projects related to digital transformation are implemented at the refinery and other activities of the company.” Nikos Giannakakis, CIO, highlights news of huge significance regarding the group’s renewables portfolio, in the form of the acquisition of a 30% stake in Ellaktor Group, for €182 million.

This is twinned with a framework agreement with Reggeborgh Invest B.V., Ellaktor’s largest shareholder, for 75% of Ellaktor’s RES business consisting of 493MW operating portfolio and 1.6GW pipeline, for the equivalent of €1 billion enterprise value.

DIGITALISATION TRANSFORMATION In part sparked by the onset of the Covid-19 pandemic, Motor Oil’s digital strategy and digitisation of manufacturing processes have been subject to a concerted acceleration. At the end of 2020 Giannakakis reported that, “in the last two months we’ve seen two years’ worth of acceleration,” as Motor Oil elected to press forth with its investments in technology and the continuation of its digital programme.

“Despite the challenging times, we continued investing as we had initially planned,” Giannakakis confirmed. “The pandemic in fact accelerated many of

the planned systems changes already in place within our transformation journey.

“At the peak of the crisis we developed a digital planning tool that allows our employees to perform their daily business,” he relayed, speaking of Motor Oil’s resilience and innovation in the face of challenges wrought by the situation; on the manufacturing side, meanwhile, Motor Oil pioneered the concept of a smart factory founded on five key tenets: engineering, production, asset management, workers and optimisation of processes, all are digital throughout.

“Everything to do with the smart factory is classified in those five pillars,” he explained. “With the help of our partner ecosystem working in each of these pillars allowed us to achieve increased production, reduced downtime, reduced production cost, and focus on product optimisation.

I think we are going to live in a new reality where our priorities and our digital transformation will be accelerated, but now we’ve added sustainability into the mix too.”

Since its founding in 1970, Motor Oil Group has been best known as an oil and gas manufacturer with the second largest refinery in Europe

affording distribution to large industrial and commercial customers. It has transformation deeply embedded within its DNA, and today the group’s profile encompasses much greater diversity to number investments in solar and wind, direct-to-consumer electricity and natural gas solutions and media and trading businesses.

Giannakakis joined Motor Oil Group at the beginning of 2020 as the company’s first CIO and member of the executive management team.

In no time at all he has been charged with implementing a strong digital culture, helping to transform the group’s current operations to focus on a better customer experience and promote digitisation in what was a traditional oil and gas business.

“Operating a large and complex refinery representing the majority of the Group’s revenue has obvious priority,” Giannakakis states. “Increasing equipment availability while reducing maintenance cost, minimising businesscritical equipment shutdowns and providing performance visibility of refinery equipment to facilitate business decisions are outcomes that have Continues on page 87

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ENOIA is a Multi-Disciplinary Engineering and Project Development Consultant with a proven track record of 35 years in major international industrial projects. Its activities comprise the full spectrum of Engineering Services, ranging from professional advice on a particular problem to comprehensive planning and engineering design for industrial projects.

Energy

Industrial ENOIA provides a wide array of services to its customers and end users throughout all stages of project implementation including, but not limited to: Project Management Consultancy (PMC)

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Some of our clients:

9001:2015

14001:2015

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www.enoia.com | greece@enoia.com | +30 210 612 3663 ENOIA S.A. 62 Kifissias Avenue, 15125 Maroussi, Athens, Greece

www.enoia.com

MOTOR OIL HELLAS

In 2022 Motor Oil Hellas celebrates its 50-year anniversary which coincides with ENOIA’s 35-years anniversary. ENOIA during all these 35 years is serving Energy and Industrial Sectors, including the Greek Refining Industry, while MOH is one of our key Clients over the years. In ENOIA we are proud of our continuous cooperation with MOH for whom we have delivered several projects, ranging from conceptual / feasibility studies to basic and detailed engineering design or even construction management and supervision.

ENOIA is a Multi-Disciplinary Engineering and Project Development Consultant with a proven track record of 35 years in major international industrial projects. Its activities comprise the full spectrum of engineering services, ranging from professional advice on a particular problem to comprehensive planning and engineering design for industrial projects.

ENOIA provides a wide array of services to its customers and end users throughout all stages of project implementation including, but not limited to: • Project Management • Consultancy • Conceptual Design, Feasibility Studies, Initial Project Planning • Basic Design • Front End Engineering Design (FEED) • Process Design • Detailed Engineering • Mechanical • Piping (including 3D modeling and Stress engineering) • Pipelines (including Surge Analysis and Stress engineering) • Electrical • Instrumentation & Control Systems • Civil & Structural

Continued from page 85 resulted from automated machine learning and augmented analytics.”

Giannakakis oversaw the creation of an end-to-end process to elevate customer insights, and support business resilience and customer satisfaction through periods both of stability and volatility.

“Analytics and insights are helping Motor Oil better understand store performance, shopper behaviour, and the impact of Covid-19 on the business through artificial intelligence (AI) and machine learning,” Giannakakis expands, of SAP SE’s strategic planning tools which are proving integral to grouplevel planning, budgeting, forecasting, and financial consolidation capabilities

• • • • • •

Permitting Services Project Control Services Document Control Services Procurement Services QHSE Services Construction Management & Supervision

Over the years, ENOIA has successfully managed high profile and large-scale projects for reputable international Owners and / or Contractors, such as MOTOR OIL HELLAS, DEPA, DESFA, ELDORADO/HELLAS GOLD, SAUDI ARAMCO, REPSOL, TOTAL, QATAR PETROLEUM, J&P, ARCHIRODON, HITACHI ZOSEN INOVA in a host of different industry sectors, including among others Oil & Gas, Refineries, Hydrocarbon Processing & Natural Gas industries, Tank Farms, Loading and Unloading Terminals, Floating LNG Assets, Energy from Waste, Mining.

With the initiative to provide services always in compliance with the higher standards, in order to satisfy the customers’ requirements, ENOIA has developed and put into place a Quality Management System (QMS) compliant with ISO 9001:2015, ISO 14001:2015 and ISO 45001:2018 requirements. The QMS provides the framework for the performance and control of activities with an impact on our products and, therefore, on Customer satisfaction.

as well as compliance with financial reporting standards. “We are following SAP’s model to become an intelligent enterprise,” Giannakakis adds, ‘’and the transformation to a leaner, faster, more efficient organisation is succeeding.”

The boundless innovation, creativity and resilience on show at Motor Oil as it forged ahead with advancing the businesses captured the attention of IDG’s CIO - the executivelevel IT media brand providing insight into business technology leadership - at the 2021 FutureEdge 50 Awards. “This year’s class of winners are creating a future edge for their organisations through technology,” the brand stated.

As Giannakakis concludes, the benefits of digitalising production

and operations and the introduction of intelligent monitoring and control systems speak for themselves. “A culture that is agile and can adapt and thrive in change is a culture of success,” he states, “and change comes through innovation. The overall outcome of these initiatives is enhanced production and the ability to balance shifting supply and demand with pricing and increased energy efficiency, which ultimately supports a resilient and profitable business environment.”

WWW.MOH.GR

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PETROMIN

Lubricants Leader Targets Complete

Automotive Services Ecosystem PRODUCTION: Tim Reeder

Operational in the Kingdom of Saudi Arabia for nearly 50 years, Petromin Corporation (Petromin) is a leading lubricants and automotive services company with an unmatched reputation for the highest quality products and solutions. Backed by an extensive network of service centres that deliver unparalleled coverage across the Kingdom, the plan is now to extend the Petromin legacy across the globe, says Vice President Tariq Javed. www.energy-focus.net / 89

INDUSTRY FOCUS: AUTOMOTIVE

//

Petromin’s origins date back to 1968, when the company first began to construct today’s peerless reputation for producing the highest quality lubricants in the region. Its specialisms span the four key areas of oil lubricants, fuel retailing and car dealerships and, most recently, car servicing, through its Petromin Express arm.

“Petromin began life predominantly as a lubricant manufacturing company,” explains Vice President Tariq Javed, “and as of today we have three plants: in Riyadh and Jeddah, which serve the Middle East and local Saudi markets, as well as a third unit in Dubai, which is primarily used for the export of our range of Petromin lubricant products to around 50 countries across the globe including Gulf Cooperation Council (GCC) countries, the Middle East, Africa and Asia.

“We hold in excess of 40% of the market share in terms purely of lubricants, but in 2008, following a change of ownership, the company took the strategic decision to broaden and diversify its business portfolio into

90 / www.energy-focus.net

the sphere of automotive services. This proved to be the start of a journey that has transformed the business into the foremost company that it is today.”

At the heart of this success is an unwavering commitment to maintaining the highest level of service quality and customer convenience. “Excellence and continuous improvement is Petromin’s motto,” adds Javed. “As we strive to exceed expectations we aim to undertake new professional challenges and ventures, with a sustainable accountability as a framework.”

EXPRESS EXPANSION Petromin’s unbending vision to become the first choice for the automotive services customer has resulted in a significant expansion of its operations, exemplified in the introduction of its own chain of quick lube service centre facilities under the Petromin Express brand. “The establishment of Petromin was in direct response to the huge demand for genuine parts and various automotive products in Saudi Arabia,” details Javed.

“Petromin Express now successfully bridges the gap as our after-service arm by offering products and services that are tailored to the specific needs of customers, underpinned by its ability to offer quality solutions in a timely fashion whilst placing enhanced focus on customer comfort. All Petromin Express outlets have experienced technicians trained to service vehicles with great care, and a range of service packages to suit customers’ specific needs.” The Petromin Express network has rapidly gone from strength to strength, standing today at nearly 700 outlets - equating to on average one new service centre opening per week.

“The aggressive expansion plan is in keeping with our philosophy of offering

// WE ARE METICULOUS AND DETERMINED IN CARING FOR THE BEST INTERESTS OF OUR CUSTOMERS //

PETROMIN

hassle-free vehicle servicing facility in the Kingdom,” Javed says. “Petromin Express is actually the largest segment of the Petromin organisation currently, both with regard its footprint and its renown in the sector. Alongside our service centres all across Saudi Arabia we are operational in the Middle East, and the UAE in particular, with stations in Egypt and many other locations which we are looking to occupy.”

A multi-brand, multi-service outlet, the business provides a comprehensive range of car care solutions, from routine check-ups to providing major oil brands and maintenance solutions bundled under a range of packages. “Petromin Express’s quality and range of services, together with our local expertise, make us unrivalled, and lend us the ability to offer the best vehicle serving facility in the Kingdom,” Javed details.

“We are meticulous and determined in caring for the best interests of our customers, which means that all of our service stations conform to the highest standards of comfort and hospitality.

“We have also subscribed to a major sustainability initiative regarding water preservation, in the introduction of a steam car wash service, which entails only 10% of the water compared to the consumption of the conventional service.” With Javed describing four million invoices arising at the business every year and on average 10,000 customers populating its outlets

each day, this is clearly of paramount concern and a response entirely in keeping with the responsibility at the heart of the corporation.

FOCUS ON FOOTPRINT “We have amassed an extensive and established footprint, and one which is alike any other similar player in the region,” Javed assesses, which he attributes in a big way to Petromin’s attention to detail on the degree to which clients feel satisfied and compelled to return. “We recently won two gold awards at the GCXA’22 Gulf Customer Experience Awards, as well as being crowned the overall winner, and we are honoured to be the first Saudi firm to achieve this feat in the same year.

“As the market leader in the automotive care industry, we take pride in having been recognised for constantly pushing boundaries to better engage with customers, redefining our parameters of innovation and identifying new ways to connect with today’s digitally empowered consumers, particularly amid the pandemic.”

Awards International recognises companies that demonstrate expertise

in embedding customer experience into their organisational culture and ethos, and celebrates the absolute top business initiatives implemented by companies around the world. “With so many companies in a race to compete on customer experience, it takes a lot to pull ahead of the pack,” commented Petromin CEO Kalyana Sivagnanam.

“Petromin understands the importance of a customer-centric approach and how critical it is to understand the modern consumer’s journey. Our vision is to build customer loyalty with meaningful experiences and turn our customers into advocates with a humanised brand.”

The multiple awards are testament to Petromin’s capabilities and passion for inspiring customers and providing them with an exceptional experience at every step of their journey, massively aided by the company’s fundamental approach, Javed expands. “At present, within Saudi Arabia all of our locations are company-owned, companyoperated - what we call COCO sites - and this really sets us apart in the country.

This has really worked for us locally Continues on page 93

// OUR VISION IS TO BUILD CUSTOMER LOYALTY WITH MEANINGFUL EXPERIENCES AND TURN OUR CUSTOMERS INTO ADVOCATES WITH A HUMANISED BRAND //

www.energy-focus.net / 91

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PETROMIN

LUBATEX GROUP: SUPPLYING AN OUTSTANDING HIGH-QUALITY ENERGY Your exclusive partner for premium batteries and lubricants, 100% European-made For more than 10 years, Lubatex Group has been the exclusive distributor of premium automotive batteries in Africa, the Middle East, and overseas territories, with recognised brands such as Varta, Energizer, Optima, Freebatt, Blue Storm, and more.

Exclusively made in the European Union (mainly Germany and Spain) our batteries are produced by the largest and most advanced manufacturers. These plants are producing batteries for the biggest car makers, ensuring top quality over production and time.

Whether destinated to the aftermarket or the OEM segment, every battery leaves the production line with the same high-quality standards and high-end materials.

With more than two million batteries sold every year, Lubatex Group has become a key player in the premium battery aftermarket sector and is working at expanding more and more in the GCC region.

In line with the ambition to reinforce its presence on the market, Lubatex Group is very proud to be trusted by

// WE REMAIN COMMITTED TO DELIVERING BESTIN-CLASS SERVICES WHILE ENSURING ACCESSIBILITY FOR ALL CUSTOMERS ACROSS KSA// Continued from page 91 as it has allowed us to standardise the customer experience and journey across the entirety of our sites.

“In contrast to other sectors, automotive services are rarely linked to moments of delight or luxury, and it is therefore crucial that we are taking every available opportunity to ameliorate that customer experience, which this operating model uniquely allows us to do.”

When it comes to broadening its

Petromin – the undisputable leader of car stations and automotive spare parts in the Kingdom of Saudi Arabia.

The two companies are indeed joining forces to launch Energizer batteries in the country. The leadership of Petromin in its market, alongside with the exclusivity of trading a worldwide famous brand like Energizer, is for sure very promising for the years to come.

In a rapidly changing environment, Lubatex Group continues to invest in infrastructure and resources to be able to face any challenge and to adapt to any request.

We are providing a high level of support and assistance on different matters such as export duties and formalities, logistics, sales strategy, technical training, finance, marketing, and brand development.

As a human sized company, we understand our customers changing needs and provide the most suitable solutions in the best lead times as flexibility and customisation are the key to success.

worldwide presence, Javed continues, a shift in method will be required in order to secure the desired growth and success. “While we have another round of local expansions due imminently, with the next year” Javed outlines, “we are focussing a large part of our efforts to targeting international expansion right now. When we look towards a global footprint, however, clearly we do not have an office setup in every single country, and therefore we are looking for partners and to pursue the franchise model in order to unlock these new territories.”

In line with its overarching vision to become the number one automotive solutions corporation, Petromin recently entered into a partnership agreement with Nissan to become an authorised distribution agent in the Kingdom, a partnership designed to reflect a new chapter in automotive sales and after-sales services. “What we are aiming to do, ultimately, with Petromin, is to create a complete ecosystem of automotive services and solutions,” Javed explains. “From the

beginning of the customer journey at the purchase of the vehicle up until its resale and repurchase, we will cover the whole 360-degree cycle.

“Entering into a dealership affords us our very own vehicle branch, from which we can sell directly, and then the likes of Petromin Express comes in to cater for the customer through every stage, and we are also developing a used car platform to ensure that every base is covered. We have an extensive network expansion plan that Petromin Nissan will be executing over the next few months, and will continue our mission to afford the customer an exceptional experience and place their satisfaction at the heart of everything.

“We remain committed to delivering best-in-class services while ensuring accessibility for all customers across KSA, and this is something that will never change.”

WWW.PETROMIN.COM

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Ebocha oil Field

OANDO

Proud Heritage Supports All-Conquering Aspirations PRODUCTION: William Denstone

Uniquely positioned to take advantage of Nigeria’s vast natural resources, Oando is among Africa’s largest integrated energy solutions providers and a leading indigenous player in exploration and production. Having propelled itself to the forefront of the country’s upstream sector in record time, Oando is now leading the way in cleaner, greener developments, with a dedicated subsidiary exploring a portfolio expansion strategy into renewable energy. www.energy-focus.net / 95

INDUSTRY FOCUS: INTEGRATED ENERGY

//

Driven by a vision to be the leading indigenous energy solutions provider on the African continent, Oando is making swift and sustained progress to position itself as a major player in both Nigeria and the continent as a whole.

Chief Compliance Officer Ayotola Jagun takes us through Oando’s rapid rise to becoming one of Nigeria’s top outfits, specifically in the country’s upstream oil and gas sector.

“An independent oil and gas company with world-class operations, and the foremost energy company in Nigeria, Oando began life as UniPetrol, a Governmentowned, downstream business,” she describes. “One of our more recent and immediate priorities was to move from being regarded as a predominantly downstream company to an upstream business, involved in exploration and production, which we have achieved in just 10 years.”

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MAJOR UPSTREAM PLAYER Now with a robust portfolio of oil and gas fields, the company has focused its strategy on increasing reserves, acquiring new assets, and enhancing production. “We are now at the cutting edge of Africa’s upstream sector,” Jagun confirms, “with significant investments in a robust portfolio of oil and gas fields, as well as participating interests in onshore and offshore producing assets.

“Our extensive upstream portfolio covers oil and gas assets predominantly situated on- and offshore in Nigeria, but also with interest and assets acquired recently in the Exclusive Economic Zone (EEZ) of São Tomé and Príncipe.

Through our extensive local operating capabilities, we have partnerships with both indigenous and international oil companies, and hold interests in 14 licenses for the exploration, development and production of oil and gas assets located across onshore, swamp and offshore.

// ANY ENERGY COMPANY HAS TO REALISE THAT WE ARE LIVING ON BORROWED TIME // “We have a very active trading division, too, and the crude oil that we produce and are then able to sell in turn allows us to bring in refined petroleum across a large part of Africa. We are active in Ghana, Nigeria, Namibia, Botswana and South Africa and are currently undertaking a lot of exploration work in these territories not in the sense of production, but in terms of markets.

“Our strategy is to continually grow our reserves through the development of our existing portfolio, and the acquisition of new assets through an ambitious expansion strategy.”

Demand-driven, reliable, efficient, and value-oriented, Oando Trading DMCC (OTD) deals in crude oil and petroleum products ranging from Naphtha, Gasoline, Fuel Oil, Gas Oil, Kerosene, and Bitumen.

To date, Oando Trading has exported over 57 million barrels of crude oil and in excess of three million metric tonnes of refined products. “Through this experienced, international commodities supply and trading company, we offer a wide range of value-added services, ensuring customer satisfaction at every level of the supply chain,” comments Jagun.

As one of Africa’s first companies to have a cross-border inward listing on the Johannesburg Stock Exchange, Oando has emerged as a leading exploration and production company in Nigeria and a major African player.

“We are the leading energy company in Nigeria, but we have also always had a growth plan that is pan-African,” Jagun explains, “and our goal continued growth as an upstream company.

“We are of course acutely aware of the global context, however, and as a result have pushed hard locally for sustainability.”

INDUSTRY FOCUS: INTEGRATED ENERGY

SUSTAINABILITY IN ALL SPHERES One way in which sustainability is exemplified at Oando is through an active commitment to contributing to the socio-economic development of the communities in which it operates, in part by ensuring that these operations are safe, environmentally friendly, and socially responsible. “One of the main things we focus on with our CSR is education,” Jagun divulges, “because we see it as integral in shifting people out of poverty. We have a foundation that is focused on primary school education and takes a holistic approach to bridging the gap that currently exists in the Nigerian education system, as unfortunately Nigeria has the highest number of out-of-school children at 10.5 million. Already, though, in a very

// WE ARE THE LEADING ENERGY COMPANY IN NIGERIA, BUT WE HAVE ALSO ALWAYS HAD A GROWTH PLAN THAT IS PAN-AFRICAN //

short period of time we have amongst other achievements been able to adopt 88 schools nationwide, enrolled over 60,000 out-of-school children to return to mainstream education in the communities where we operate, with a cumulative retention rate of 77%.”

At Oando, the belief that community relations is critical to the success of business operations and to the nation’s economic prosperity is lodged in our DNA, according to Jagun. “As a company, this is who we are; we are very much community and grassroots-focussed and are seen as strong leaders in this area within the industry.”

The duo of Oando Energy Resources and Oando Trading has recently been joined by a third, critical arm, geared explicitly towards sustainability in arguably its most impactful form. “Oando Clean Energy Limited is a proudly indigenous renewable energy company, utilising clean sources to develop energy solutions for the continent’s unique challenges starting in our home country Nigeria,” Jagun says. “We are always asking ourselves how we can solve the problems the nation is facing and at the same time be forward-looking, and there is currently no better way to achieve this than on the clean energy front.

Ayotola with Amina J. Mohammed - Deputy Secretary-General of the United Nations at UNGC event

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OANDO

Ayotola at UN Global Compact Network event

// WE HAVE ALWAYS BEEN INVOLVED IN INNOVATING AND FINDING EASIER, MORE EFFICIENT WAYS OF OPERATING // “Any energy company has to realise that we are living on borrowed time,” is her stark warning. “We realise that we have an enormous part to play as a large company ourselves in aggressively pursuing solutions to optimise consumption, improve yields and ensure the efficient use of energy.

“We have a whole business strategy built on clean energy and have been focussing on this for some time.

We now want to build Africa’s largest integrated green energy company, to power Africa in a sustainable manner.”

Each of these ground-breaking developments and changes create greater synergies between herself

and the company, Jagun assesses.

“As a company we have always been involved in innovating and finding easier, more efficient ways of operating, and invested in how Nigerians can through collaboration move the economy forward.

“I think this is part of what makes me personally such a great fit for Oando: I have an adventurous spirit and take risks, I refuse to take no for an answer, and I have consistently demonstrated great resilience, all of which has been embodied and lived by the company in everything it does.”

The world’s active pursuit of deliberate paths toward the creation

of a more sustainable future has accelerated the need for oil and gas companies to explore a portfolio diversification strategy towards renewable energy, Jagun closes.

“As the world transitions from fossil fuels into more renewable sources of energy, we know that energy providers in the fossil fuel space must rapidly evolve to adapt to a new market reality or face disruption. It is against this backdrop that Oando has made its first foray into renewable energy, as the journey begins for the redefinition of the future of our business and our role in the achievement of a carbon neutral world.”

WWW.OANDOPLC.COM

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MFT ENERGY

Global Visions for

Unique Trading Model PRODUCTION: Tommy Atkinson

A unique and independent trading hub, engineered for growth and specialising in power and gas, MFT Energy employs a unique partner model to equip nigh-on 100 professionals to trade 24/7 across 27 countries. In record time MFT Energy has become a leading player, recording astonishing growth and with an IPO imminent; now its staunchly entrepreneurial mindset and lofty ambitions drive the bid to build the most scalable global energy trading hub. www.energy-focus.net / 101

INDUSTRY FOCUS: ENERGY TRADING

Bo Palmgren - COO and Partner

//

MFT Energy trades power and gas on energy exchanges and facilitates efficient markets, and while its primary business has historically been focused on short term power trading in Europe, taking advantage of the many lucrative opportunities in highly volatile markets driven by renewables, the last 18 months have seen a gradual move outside of Europe, taking in the US and Asia and introducing offices in Istanbul, Athens, and Singapore.

MFT Energy has always vowed to embrace new ways of thinking and operating, and this is most clearly evidenced in the company’s wholesale shift away from the traditional command-and-control paradigm, instead allowing highly-driven professionals to choose their own best methods and govern their own business model and investments.

“This provides trading teams, and MFT Energy as a whole, with a compelling and enduring competitive edge,” says COO and Partner Bo Palmgren. “At MFT Energy, we are experts in trading power and natural gas on energy exchanges. We match the interests of market supply and demand and contribute actively

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to price determination and price security.” Partners also have recourse, whenever needed, to a dynamic hub of subject matter expertise in the likes of back-office administration, access to capital and markets, strategic and entrepreneurial leadership as well as IT, risk advisory, and legal services.

MODEL LIKE NO OTHER This is a totally distinctive design, and one wherein traders and market analysts are supported by a seasoned leadership team, innovative software developers and business intelligence specialists, Palmgren sets out. “This partnership model is what really differentiates us from some of our counterparts,” he declares, “utilising the latest technologies, building a strong scalable trading platform and offering the possibility for all our employees to become business owners. It is a fairly simple model, but even so, no-one else before us had dared to sell off the ownership in the same way that we do.

“We provide the infrastructure and the market access, and then empower traders to be the best within their markets. This approach has enabled us to lure some exceptionally talented people who are ordinarily very difficult

to attract, as this was the one thing that they were lacking: ownership.

Many experienced, ambitious and proven individuals were extremely enthused to come onboard, and this really provided the starting point of MFT Energy’s true sustained growth.

“We believe that the most successful way to create an extraordinary company,” Palmgren condenses, “is to equip talented people with the right tools and a sense of ownership.” The benefits of this one-ofa-kind model are mutual, he continues.

“It empowers entrepreneurial traders to become the best, in turn accelerating skillsets, business development, and an ever-stronger pool of talent.

“We have a fantastic business model based on creating partnerships with skilled traders who have a niche trading idea and a good business plan.”

Not only are the traders themselves owners according to this structure, Palmgren clarifies, but in fact it has empowered 50% of all employees at MFT Energy, with the remainder on track to achieve the same per the company’s grand ambition.

“The central facet underpinning our desire to do business like this,” Palmgren continues, “is the unbending belief on the part of us founders that it creates the right culture within an enterprise, and especially a trading company. It invokes such a sense of urgency, and the competitive spirit that we so desire, and it means that every one of us is prepared to run an extra mile when things get tough.

“All of these, we think, are vital aspects of a trading house, and in my opinion we have forged an ethos which is very strong and highly ambitious and which draws in a certain type of person. Although only five years old, we are developing and strengthening very quickly and our ambition now is to build the most scalable global energy trading hub, connecting talented people around the world and unlock their full potential within energy trading.”

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// WE ARE DEVELOPING AND STRENGTHENING VERY QUICKLY AND OUR AMBITION NOW IS TO BUILD THE MOST SCALABLE GLOBAL ENERGY TRADING HUB, CONNECTING TALENTED PEOPLE AROUND THE WORLD AND UNLOCK THEIR FULL POTENTIAL WITHIN ENERGY TRADING // DRIVERS FOR GROWTH An IPO is on the cards for MFT Energy, and imminently - within the next year - Palmgren tells us, an ambition which has been at the forefront for the company throughout its recent dealings. It was on welcoming incumbent CEO Torben Nordal Clausen in May 2020 that the intention was unveiled, when after three extremely satisfying start-up years for the nascent company it was explained that the ensuing three would be used to take the company and its employees on this journey, and so

further accelerate its growth.

“The current size of MFT Energy and my experience with growth is a perfect match,” Clausen expressed at the time. “We are in a situation with a sizeable organisation and the financial resources to target our vision – both regarding the business opportunities and in respect of creating the optimum foundation for the employee’s growth – as professionals and as people.

“Our partnership model ensures that every employee is offered an exciting growth journey and an opportunity to be a co-owner,” he

elaborated. “The feeling that we are on the same mission and can develop and celebrate together excites me.”

MFT Energy has continued its significantly investments into the business platform and subsequently developed the organisation, empowering and motivating everyone involved in the company. “It is a development that suits our business model very well,” Palmgren agrees, “as having a share price or public valuation enables us to always know Continues on page 105

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Reach out to our team to find out more 104 / www.energy-focus.net

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MFT ENERGY

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Continued from page 103 what the price of MFT Energy is.”

The business and partnership model which MFT Energy has crafted has paved the way for rapid, sustained growth, the ideal foundation for its lofty future ambitions. Its growth strategy for 2020- 2023 set out clearly defined targets, firstly building a firm base through investments in group services and business support functions and creating the fundamentals needed to execute and initiate an accelerated growth strategy.

“The positive impact from the many investments in 2020 will be leveraged even more in 2021 and 2022 to accelerate our growth,” the company commented. “We call this part of the strategy ‘Growing the Business,’ and our key focus areas will be further market penetration through an expansion of all our existing teams and our international presence.

“Strengthening our European

market positions within both Power and Gas as well as further international expansion is our top priority, while recruiting and retaining highlyskilled colleagues with the right experience is a key driver for our further development and growth.”

This careful plotting resulted in enormously strong growth in 2020 and a revenue increase of 297%, to €461m, while EBIT also swelled to €7.8m, representing a 253% rise.

The major changes which continue to take place in global energy markets have proved strong underlying growth drivers, Palmgren says, and present significant further opportunities for well-positioned energy traders like MFT Energy. “The global energy markets continue their transformation, driven by renewable energy and further decarbonisation initiatives,” he posits.

“The implementation of renewables lads to a better world, obviously, but it also brings uncertainty to the market. MFT Energy’s trading

teams have in-depth knowledge of the supply and demand dynamics in their respective markets and region to benefit greatly from the resultant price fluctuations and volatility.

“We are ready to utilise our trading and market knowledge in the great transformation towards more renewable energy, which is one of the biggest market drivers,” Palmgren wraps up. “We know that as more and more countries embrace renewables we will be able to tap into that, and as renewables go global, so will we.

Our investments in our platform have made us very well positioned for these increasing market challenges and opportunities, and above all, we aim to leave the world that little bit better than the one we entered.”

WWW.MFT-ENERGY.COM

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WELLYNX

Well Specialists with a

Wealth of Expertise PRODUCTION: Tommy Atkinson

Over the course of more than a decade of activity Wellynx has operated on over 150 wells, serving in excess of 25 clients across 13 countries. Operations Director and co-Founder Dario Casciaro takes us through the rapid, sustained rise of this company composed of some of the industry’s best names, and how technology and astute reinvestment are pushing progress. www.energy-focus.net / 107

INDUSTRY FOCUS: ENGINEERING

//

An independent well engineering and well management company, Wellynx has been operating globally since 2011 to establish all-encompassing capabilities to span the full spectrum of services in the traditional petroleum upstream, CO2 storage, hydrocarbon gas storage and geothermal sectors. A wide base of specific services today include drilling and completion engineering, well integrity management incorporating gas storage wells, production optimisation, and plug and abandonment.

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Wellynx’s aim is very simple at its root: to serve customers offering only the very best resources available and with full access to what is an ever-deepening pool of knowledge.

Crucially, adds Operations Director and co-Founder Dario Casciaro, “we retain an honest approach regarding what can be achieved and what we are capable of providing.”

By sticking closely to these founding principles and then harnessing the power of networking and sharing information, Wellynx has been able to significantly improve the quality of its service offering.

In a very short space of time the company has notched up well over a century of worldwide success stories in almost all corners of the globe,

// WE FOUNDED WELLYNX TO BECOME A POINT OF REFERENCE IN THE TECHNICAL CONSULTING BUSINESS IN THE E&P SCENARIO//

WELLYNX

undertaken by a team boasting deep experience and long careers across swathes of industries and territories.

HARD-FOUGHT SUCCESS “We founded Wellynx to become a point of reference in the technical consulting business in the exploration and production (E&P) scenario,” Casciaro begins of the company’s esteemed background. “We are all engineers and all started out in the service industry, and many of us come from a well

completion background, which is an area where we have particular strength.

“In 2011, we came together from our own various, disparate directions and took the leap to form this company without, it is fair to say, knowing exactly what we were doing initially,” Casciaro insists, with typical humility. “As a result, we stuck to what we knew how to do best at first - consulting - and after quite a few years of toil and hard work the business took off and began to expand into the Wellynx we have today.”

// THE ESTABLISHMENT OF OUR UK BUSINESS MARKS AN IMPORTANT MILESTONE IN OUR GLOBAL GROWTH STRATEGY //

While tough, these were formative years, Casciaro goes on to qualify.

“This period massively improved our approach to the client,” he details, “and prompted us to zero in on small- to medium-sized outfits, as opposed to those in the very tight, competitive corporate leagues. We set about developing a very wide expertise, which has been central to our growing in competitiveness in terms of winning key tenders, which were vital to giving us continuity and momentum and which allowed us to move forward with real positivity.”

Today, Casciaro tells us, Wellynx’s work is concentrated primarily in the Mediterranean area, but also branching

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INDUSTRY FOCUS: ENGINEERING

into Mexico and Argentina, as well as continental Europe. “We have also recently established a base in the UK,” Casciaro reveals. “Not explicitly for that market, as such, but more to intercept a number of further international opportunities. It forms a key part of our ongoing internationalisation effort, aimed at increasing our footprint and reaching outside of continental Europe.

“The establishment of this UK business, moreover, extends our capability to provide cuttingedge well engineering services, and marks an important milestone in our global growth strategy.”

STRONG SKILLS EQUAL FAST GROWTH Casciaro explains that the extremely high turnover of staff within the service industry was a major factor in

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Wellynx’s founders’ decision to set up shop themselves, and is a trend the company is very deliberately at pains to avoid. “We were seeing even the very best employees passed over in favour of much younger engineers, with a lot less experience, who were, essentially, cheaper to hire,” he relates.

“It was something that all of us noted, and which definitely helped pushed us in the Wellynx direction.

“We very deliberately tried to use this experience to our advantage, though,” Casciaro continues. “What we saw was an opportunity to buck this trend, and it gave us the chance to bring on board the most experienced talent available; we simply wanted to work with the best people possible, and the nature of the industry allowed us to do so. A number of our excolleagues were out of work at the

time, for instance, despite being some of the best in their respective fields. We were able to take these people whose capabilities and strengths we already knew extremely well, convince them to join us and allow us to put them to the best possible use for Wellynx.

“It was so illogical to see these talents sitting idle and not being utilised, and they too appreciate the change.”

Casciaro explains the stark differences between the professional situations, and how working for a service company can so often mean the creation of endless paperwork and an enormous amount of bureaucracy continually ongoing in the background.

“This prevents an engineer from being able to fully concentrate to what the client requires,” he furthers, “whilst now, with us, they have so much more time

WELLYNX

// WE ARE BECOMING SIZEABLE ENOUGH THAT WE CAN IMPLEMENT A NUMBER OF KEY NEW DEVELOPMENTS, AND ARE ALSO NOW EXPERIMENTING WITH MIXED REALITY // to focus on the technical aspects of their work, the elements which really inspire and drive them, and apply their true talents in much more directed way.”

Wellynx’s progress and expansion, through those admittedly tough formative years, has been key to attracting this talent, Casciaro analyses.

“The growth that we experienced made us a lot more credible to prospective employees,” he explains, “and a number of desirable people felt more confident to leave a job with a multinational to join a small company such as ours.” An appearance well inside the top-400 in the Financial Times’ prestigious ‘FT1000’, its third annual list of Europe’s fastestgrowing companies, speaks volumes of the developments that Wellynx ’s operations director so modestly relates.

“Along the way,” he sums up, “we have been fortunate to have accrued a staff body comprising multi-disciplined, in-house technical specialists who have each honed their expertise in major E&P and service companies across both existing well interventions and new well delivery.”

TECHNOLOGY SUPPORTS GROWTH At the beginning, Casciaro tells us, he and his fellow founders were content with just having enough work to keep the business operating.

Today, of course, Wellynx far exceeds these modest aims, with a turnover in excess of €3 million, and putting it now in a position to make investments in leading-edge technology as the business scales up.

“We are becoming sizeable enough

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that we can implement a number of key new developments, such as a small ERP, but we are also now experimenting with assisted reality,” he adds, with understandable excitement.

Assisted reality technology is a serious consideration, and is frequently referred to as the future of drilling.

“It comprises a headset and camera which allows the consultant or engineer to conduct a Teams or Zoom meeting to enable people to remotely view operations as they progress,” Casciaro explains. “It is fully Ex-rated, and so can be brought onto drilling rigs, too. Another hugely important strand for us is business automation.

We want to streamline administration as much as possible, going paperless on all the processes that we can.

“To accomplish all this we ensure that all profit that we make is directly

reinvested back into improving and progressing as a company,” he states, as Wellynx continues to hone the very best of its capabilities and build on its sizeable developments to date.

“We strive to be competitive in all spheres, and offer value for money in everything that we do,” Casciaro summates of the company’s primary concerns as it moves into its next phase.

“We will provide the best consultancy that we know how, backed by our wealth of expertise in the industry, at the best price. This is what will continue to set Wellynx apart, and provide the platform for even more of the growth that we have witnessed in our first decade.”

WWW.WELLYNX.COM

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AGILYX Technology, Expertise, and Purpose

Fuels Plastic Change PRODUCTION: Timothy Reeder

Agilyx delivers technology-based solutions at their best, redirecting hard-to-recycle plastics from waste streams and converting them into valuable, low-carbon products. Targeting a truly sustainable, circular pathway, Agilyx has long been known for the innovation and technology to unlock the potential of so much otherwise unusable plastic; now it partners with Virgin in developing lower-carbon fuel facilities as net-zero ambitions intensify.

//

It would be impossible to argue that plastic waste is an immense global challenge, one of the biggest and most urgent of our time with only 10% of post-use plastic recycled today. The rest, by virtue of its chemical complexity, contamination, and an infrastructure built for a different economy, is destined to end its serviceable life in landfills, incinerators or even as a part of the surrounding environment.

“This must change,” Agilyx CEO Tim Stedman stresses, “and this is really the fundamental premise of what Agilyx sets out to achieve in dealing with the issue of plastic waste - taking it and re-using it in its highest possible value application. Agilyx’s focus is on how to capture that elusive 90% of plastic not currently recycled and, alongside our partners, transform it.

“We provide a unique, integrated solution to the burning issue of plastic waste.”

Agilyx’s formation came more than 10 years before the interlinked,

global UN Sustainable Development Goals were published. “We were founded to help solve the pressing issue of plastic waste,” Stedman details of a revolutionary introduction, “and have since launched commercial-scale plastic-to-plastic recycling technology and reimagined business models to accelerate global change.”

TECHNOLOGY-BASED SOLUTIONS “The reality is that plastics are incredibly valuable when used in the right way, for the right purpose and then dealt with correctly,” Stedman summarises. “These are precious molecules and should be thought of as such, and a finite resource; rather than throwing any away we should be capturing each one and re-using it in the most valuable way imaginable.”

Stedman describes plastic as, “an above-ground hydrocarbon,” in that it is drilled for, brought above the surface and turned into plastic, only for humanity to then use it and summarily discard it. “We believe the time has

come to expand advanced recycling,” he says, as a result, “and to give post-use plastic a new, circular life by converting this valuable material back into its original building blocks for reuse.

“By enabling plastic circularity on a global and commercial scale, we aim to play a vital role in accelerating the shift to a low-carbon economy.” This idea of creating sustainable, circular pathways for waste is one of Agilyx’s founding principles, using innovation and knowhow to allow post-use plastic to be used and recycled again and again. “A step change is needed to shift from a linear to circular economy,” Stedman advocates.

“As plastic produced from waste plastic is estimated to have roughly half the carbon footprint of plastic made with fossil-fuel sources, advanced recycling also supports the low-carbon energy transition needed to tackle climate change and global warming.”

Agilyx is constantly redefining what is possible, redirecting evergreater amounts of hard-to-recycle plastics from waste streams and

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INDUSTRY FOCUS: RECYCLING

converting them into valuable, low-carbon products. At its core, explains Stedman, is a much-vaunted, pioneering, employment of technology and innovation, which has entailed investments of upward of $150 million to date. “Our mission is to use innovative technology for good and help solve the problem of plastic waste,” he explains. “We provide the technology to take some of the most difficult waste and still see it turned into useable products.

“This can in a lot of instances mean reverting straight back to plastic, where we can use our technology, and our partners’ expertise, to go from very distressed waste back to food- and pharmaceutical-grade products. With thoughts of transition at the forefront, though,” Stedman goes on, “it can also be about identifying waste, especially that which is so distressed as to not really have a home or use anywhere else, and using it as a low-carbon fuel.”

LOW-CARBON FUEL PARTNERSHIP In a monumental bid to address not only plastic pollution but the global transition to net-zero as whole, Agilyx has announced that it is to collaborate with Virgin Group in a strategic partnership to research and develop

114 / www.energy-focus.net

lower-carbon fuel facilities. The aim is to reuse plastic waste to produce synthetic crude oil that will then be refined into a lower carbon fuel, to broaden options in the market from the limited range available today.

This is not Agilyx’s first foray into energy, Stedman clarifies, rather it is re-entering an industry where it spent some of its formative years. “We have a track record of producing synthetic crude oil, but we realised after some years that this same technology could be used in a much more precise way to fully utilise its capabilities. Rather than the ‘sledgehammer approach’ to take it back

to a crude oil, we saw that could in fact separate out types of plastic and take them directly back to their raw material.”

With this technology built and enabling different offerings for each type of plastic, delivering the true circularity that Agilyx is constantly striving to attain, Stedman explains that of late it has attracted much attention from other players, seeking to use the technology to support their transition to low-carbon. Now, in another significant development for the transition to future fuels, the Virgin Group calls upon Agilyx’s conversion technology to help achieve its ambitions of decarbonising

AGILYX

// AGILYX’S FOCUS IS ON HOW TO CAPTURE THAT ELUSIVE 90% OF PLASTIC NOT CURRENTLY RECYCLED AND TRANSFORM IT // aviation by relying on ever-increasing shares of low-carbon fuels by 2050.

“What both of us recognise is the craziness of the amount of wasted hydrocarbon in the world,” Stedman says of the genesis of this partnership, “and Virgin is equally passionate about correcting that as the drive towards net-zero. Initially, there is the beneficial opportunity to take this wasted plastic and capture it as a low-carbon fuel; what excites both us and Virgin, meanwhile, is that as the broader industry develops

and capability increases our technology can be utilised to supplement other sources of sustainable fuel, not only from an aviation perspective but also in marine applications through Virgin’s massive cruise subsidiaries.

“This platform is unique as it will be used for lower carbon fuels, but also has the future opportunity to be integral in the production of circular plastics.”

The first waste-to-fuel location is planned to be in the US as Virgin works with Agilyx on the development of

the production facilities based on its unique conversion technology, with the intention of rolling-out similar plants in other countries including the UK. Cyclyx, an innovative feedstock company that is majority owned by Agilyx, will source the plastic waste used for the fuel in the first facility.

“The scale of the challenge is enormous,” Stedman admits, “and our ambition is not just to serve subsidiary businesses, but the broader market so the opportunity is huge. We are taking a critical first step by embarking upon this project, capturing a resource that would otherwise be wasted and positioning ourselves for this crucial transition.”

Delivering a more sustainable world Worley delivers consulting, engineering, procurement and construction services for the energy, chemicals and resources sectors around the world.

Together with our customers, we tackle climate change. We navigate the energy transition and the circular economy. And we keep pace with digital transformation.

Find out more on worley.com

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