ExecInsight Mag i57 Winter 2025

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ISSUE 57INTRODUCTION

Dear Readers,

It gives us great pleasure to present Issue 57 of Executive Insight magazine. This edition delves into some incredible organizations and their executives who are taking their businesses to the very next level.

Our lead coverage in this edition is based on the exceptional legacy left by the former Marathon Oil Supply Chain Executive team across the U.S. and Equatorial Guinean operations. With the company now being acquired by ConocoPhillips, their work and commitment to the operations over the years have been nothing short of exceptional. We are delighted to cover their career journeys in Issue 57.

Following the lead interview with the executives based at the former operations of Marathon Oil, we then spoke with Joel Shibley, VP of Global Supply Chain at H&P Inc., one of the world’s leading oil and gas drilling services providers. Joel has had a resounding career at the company, holding multiple senior positions in his 23+ years. His vision and leadership skills are inspiring to other professionals looking to work in management, directorship, and VP-based roles.

Keeping in touch with the oil and gas industry, we discuss procurement investments and AI developments with award-winning Raimundo Martinez, who holds a senior position in the global bp procurement team. They have been investing substantial amounts in technology, and the results have been widely recognized as industry-changing. For people who have a great interest in how AI can make positive changes in business, this interview is worth a read.

These opening interviews and business presentations are just the beginning of what we believe is one of our most exciting editions to date. We have been very fortunate to work with a host of other industry leaders.

We look forward to bringing Issue 58 to your attention in the new year.

As always, we thank our audience for their interest in reading our esteemed publication.

Enjoy the journey through Executive Insight Issue 57 via our newly launched website, www.executive-insight.co.uk

Thank you as always for your time and attention.

Happy Reading!

Sincerely,

Jon Bradley Head of Editorial Content

6-13

INSIGHT INTO THE OIL AND GAS INDUSTRY

Insight into the Oil and Gas Industry 2025 -

The 2025 Oil and Gas Industry: Trends, Challenges, and Opportunities

The oil and gas industry has long been one of the most critical sectors of the global economy, powering transportation, manufacturing, and numerous other industries. However, the landscape of this industry is undergoing significant changes, driven by a mix of evolving technologies, geopolitical factors, environmental concerns, and shifting market dynamics. As we approach 2025, the oil and gas sector is at a pivotal point, facing both opportunities and challenges. This article will explore the key trends, challenges, and opportunities for the oil and gas industry in 2025, focusing on technological advancements, sustainability efforts, market volatility, and the geopolitical landscape.

The oil and gas sector is at

a pivotal point.

Technological Innovation in the Oil and Gas Industry

One of the most significant drivers of change in the oil and gas sector is technology. Technological innovations continue to reshape how companies explore, extract, and refine energy resources. By 2025, we can expect several key advancements to further transform the industry.

Digitalisation and Automation

The digitalisation of the oil and gas industry has already made significant strides, but by 2025, the sector will see even greater reliance on digital technologies. The integration of Internet of Things (IoT) devices, artificial intelligence (AI), machine learning, and big data analytics will enable companies to optimise operations, reduce costs, and enhance safety. Real-time monitoring of equipment and infrastructure will allow for predictive maintenance, which can reduce downtime and improve the efficiency of operations.

Automation will also play an increasingly important role. Robotics, autonomous drilling systems, and automated pipelines are expected to become more prevalent, particularly in challenging and hazardous environments such as offshore drilling rigs and deep-water exploration. These technologies will not only improve operational efficiency but also reduce the environmental risks associated with human error and operational failures.

Technologies will not only improve operational efficiency but also reduce the environmental risks associated with human error and operational failures.

Insight into the Oil and Gas Industry 2025 -

Artificial Intelligence and Data Analytics

In 2025, AI and data analytics will be essential in optimising exploration and production (E&P) activities. Machine learning algorithms will be used to analyse vast amounts of geological data, helping companies identify new reserves more efficiently. AI can also assist in reservoir management by predicting production rates, optimising drilling techniques, and even enhancing energy output predictions.

Moreover, AI-powered systems will assist in supply chain optimisation, from procurement and logistics to inventory management. By 2025, the ability to predict and manage supply chain disruptions will be a crucial competitive advantage in a volatile market.

Carbon Capture, Utilisation, and Storage (CCUS)

With the world increasingly focusing on reducing carbon emissions, the oil and gas industry will need to adopt technologies that help mitigate its environmental impact. By 2025, carbon capture, utilisation, and storage (CCUS) technologies will become more advanced and cost-effective. These technologies allow for the capture of carbon dioxide emissions from industrial processes, which can then be stored underground or utilised in various industries.

Although CCUS has been a promising technology for some years, challenges remain in terms of scalability and cost. By 2025, improvements in both the efficiency of the capture process and the commercial viability of CO2 storage solutions will be critical for the industry to meet its environmental targets.

Sustainability and the Energy Transition

The global shift towards sustainability and the energy transition will significantly impact the oil and gas sector by 2025. With increasing concerns about climate change and rising pressure from governments, investors, and consumers, the industry must adapt to ensure its long-term viability.

Renewable Energy Integration

While the oil and gas industry is primarily focused on fossil fuels, the increasing importance of renewable energy sources cannot be ignored. By 2025, many oil and gas companies are expected to significantly expand their renewable energy portfolios. The integration of renewables, such as wind, solar, and bioenergy, into existing operations will help companies reduce their carbon footprint and diversify their energy offerings.

Oil and gas companies will increasingly invest in low-carbon technologies and become more involved in the development of clean energy solutions. These companies will likely transition towards becoming “energy companies” rather than traditional oil and gas producers, focusing on a broader range of energy solutions, including hydrogen and nuclear energy.

Decarbonisation and Net-Zero Targets

In response to global climate goals and national regulations, many oil and gas companies have committed to achieving net-zero emissions by 2050. By 2025, a significant proportion of the industry will be working towards achieving intermediate milestones in their decarbonisation strategies. These milestones will likely include reducing methane emissions, improving energy efficiency, and investing in low-carbon technologies.

To achieve these goals, companies will need to implement more sustainable practices across the supply chain. This includes adopting cleaner technologies in refining, reducing flaring and venting of gas, and improving energy efficiency in extraction processes. Additionally, companies will likely

face increasing pressure from stakeholders to adopt more transparent and accountable sustainability practices.

Market Volatility and Geopolitical Risks

The oil and gas industry is inherently volatile, and this will remain a significant challenge in 2025. Fluctuating oil prices, driven by factors such as supply and demand imbalances, geopolitical instability, and technological changes, will continue to impact companies’ profitability and strategic decision-making.

Oil Price Volatility

Oil prices are notoriously difficult to predict, and in 2025, the industry will still face significant price volatility. Factors such as OPEC+ production decisions, shale oil output, and changes in demand from emerging economies will influence prices. Additionally, the increasing push for decarbonisation and the growing adoption of electric vehicles (EVs) will reduce long-term demand for oil, which could further contribute to market fluctuations.

The industry will need to adapt to this volatility by improving financial flexibility and diversifying portfolios. Companies that can manage these fluctuations effectively through cost-cutting measures, hedging strategies, and efficient capital allocation will be better positioned for long-term success.

Geopolitical Risks

Geopolitical risks will continue to be a significant concern for the oil and gas industry in 2025. Conflicts in oil-producing regions, trade restric-

tions, and government policy changes can disrupt supply chains and create uncertainty in the market. For example, tensions in the Middle East or Russia’s role in global energy markets will continue to have significant implications for the global supply of oil and gas.

In addition to regional conflicts, the global energy transition will lead to new geopolitical dynamics. The increasing push for renewable energy and energy independence may shift global power structures, with some nations seeking to reduce their reliance on fossil fuel exports while others invest heavily in new energy technologies.

Oil and gas companies will need to develop robust risk management strategies to navigate geopolitical uncertainties. This includes diversifying operations, maintaining flexible supply chains, and closely monitoring developments in key regions.

Regulatory Pressures

As governments around the world tighten environmental regulations and enforce stricter emissions standards, the oil and gas industry will need to comply with new laws. These regulations, which can vary from country to country, will require significant investment in new technologies and processes. Non-compliance could lead to penalties, reputational damage, and even the revocation of operating licenses in certain jurisdictions.

The industry will also face increasing pressure from governments and investors to demonstrate long-term sustainability strategies. Failure to address environmental concerns could lead to

reduced access to capital and increased scrutiny from shareholders.

Talent Shortages

The oil and gas sector is also grappling with talent shortages. As the industry becomes more technology-driven, there will be a need for skilled workers with expertise in areas such as data science, AI, and renewable energy technologies. The oil and gas sector must attract and retain a new generation of talent, including professionals with expertise in environmental science and energy transition strategies.

Conclusion

The oil and gas industry in 2025 will be characterised by a combination of technological advancements, shifting market dynamics, and increasing pressure to adapt to the global energy transition. While the industry faces significant challenges, particularly in relation to market volatility, regulatory pressures, and the need to decarbonise, it also has considerable opportunities. Technological innovation, such as digitalisation, automation, and AI, will enable the sector to improve operational efficiency, reduce costs, and enhance sustainability.

By embracing renewable energy, pursuing decarbonisation goals, and investing in new technologies, oil and gas companies can position themselves for success in a rapidly changing energy landscape. However, to thrive in the years ahead, companies must remain agile, resilient, and forward-thinking, navigating both the opportunities and risks that come with the evolving global energy market.

A Legacy of EmpowermenT

and Excellence

Executive Insight spoke with Tracie Slone, Vice President of Global Supply Chain and Enterprise Process Optimization at former Marathon Oil Company about how her team enhanced Marathon Oil’s performance through strategic supply chain management and a dedication to continuous improvement, and also left a lasting impact on the broader energy sector.

Strong supply chain management

Marathon Oil’s success in the industry was largely attributed to operational excellence and strong leadership, supported by a strategic and efficient supply chain organization. We had the pleasure of speaking to Tracie Slone, Vice President of Global Supply Chain and Enterprise Process Optimization at former Marathon Oil Company, who provided an insight into her team’s role in support of the company’s operations and vision.

In her role, Tracie led a supply-chain and process optimization team of over 100 professionals supporting contracting, materials procurement, inventory management, SAP systems, company process and data optimization, and shore-based management efforts in the U.S. and around the world.

With her experience in global supply-chain management and procurement, she successfully partnered with her team to implement sophisticated process and system automation improvements, organization and role optimisation, the launch of AI for reporting and analytics, and improved commercial strategies leading to increased efficiency in supply-chain operations.

Tracie obtained her Bachelor of Science in

Business Administration (BSBA) specializing in Procurement and Operations Management. She reflects on her career journey: “When I started college, Supply Chain Management as a degree was a fairly new concept. I was one of those early individuals enrolling in the course, and this decision, in a way, defined my career path for the next nearly 25 years, most of which were spent at Marathon Oil.”

Focus on communication

Tracie further says that in terms of leadership, Marathon Oil was always a company with a strong focus on communication and feedback from its stakeholders, defined aspirations, the vendor base, peers and company executives. She points

out that although the company had been working towards a very consistent vision for the last ten years, there was always space for the business to evolve in line with the feedback.

“In 2015 the supply chain defined a roadmap of where we wanted to be in the next ten years, which we largely accomplished, reflecting and utilizing the latest developments in technology, such as artificial intelligence, to deliver value. We had a structured approach based on constantly soliciting feedback from the broader audience. The reason we did that was clear –the more we could gain in feedback, the more we could translate trends, and ultimately, that allowed us to identify the biggest opportunities to drive value.”

Diverse and talented

Tracie attributes much of her team’s success to having the right people in the right jobs, explaining that Marathon Oil’s culture was supportive of a diverse and inclusive workforce. “Still, finding the right people with the breadth of experience we required could be a bit of a challenge,” Tracie admits, noting that to address this challenge, Marathon Oil had invested in talent development to build much of its talent in-house. “Continuous coaching and mentoring was one way of helping to develop members of our team.

We fostered an inclusive culture where employees were positioned to grow, thrive and strengthen our business. When I was in college, there

OPTIMIZED INVENTORY MANAGEMENT PROGRAMS

Running a successful operation requires thousands of moving parts, from initial workflows to material inventories, contractors, documentation and reporting. Keeping up with these requirements is tough, and every operation is unique.

DNOW specializes in delivering comprehensive supply chain solutions, partnering directly with you to reduce working capital requirements, lower cost per transaction and improve operational performance.

Here is just a sample of what we offer:

• Site surveys and identification of specific challenges

• Baseline performance measurement and KPI tracking

• Workflow optimization and warehouse reorganization

• Inventory management, procurement and planning

• Asset management and preventative maintenance

• B2B ecommerce with digital PO and invoice integration

• Supplier consolidation and product standardization programs

DNOW is a trusted partner to leading names in the oil, gas, and chemical industries, including former Marathon Oil Company. Executive Insight recently spoke to key personnel from DNOW to explore what sets them apart and the foundation of their long-standing relationship with former Marathon Oil.

Josh Covatch, Director of Operations at DNOW, provides an overview of DNOW’s operations and its pivotal role in supply chain management across industries. With over 17 years of experience, Covatch brings operational expertise that has strengthened DNOW’s client partnerships. “Our goal at DNOW is simple,” Covatch explains, “and that is to be a trusted partner our clients rely on as they grow and improve their competitive position in the marketplace.” DNOW’s supply chain solutions—ranging from sourcing and procurement to warehousing and inventory management—are tailored to drive improved profitability and efficiencies, especially in its relationship with former Marathon Oil.

DNOW’s significant partnership with former Marathon Oil exemplifies the company’s dedication to operational alliances. Covatch’s coordination of a team of 40 employees across eight nationwide operating assets and warehouses highlights DNOW’s agility in scaling to meet client needs,

reaching operational capacity within 90 days. However, Covatch emphasises that maintaining such a partnership relies on contributions from the entire DNOW leadership team, who collaborate to achieve consistent client success.

Brian Claverie, a Senior Director of Sales who oversaw the Marathon Oil account, led DNOW’s executive relationship with Marathon, managing strategy and ensuring seamless integration of DNOW’s supply chain solutions. “My role with Marathon focused on embedding DNOW into their operations to support continuity,” Claverie shares. As one of the primary points of contact, Claverie tailored DNOW’s services to fit Marathon’s operational requirements, which included resources, inventory, logistics, sourcing, and a safe environment. This integration allowed Marathon Oil to streamline operations, reduce costs, and focus on its core areas, with DNOW functioning as an essential internal team.

Claverie’s hands-on leadership emphasised the efficiency Marathon gained by entrusting DNOW with its operational support. “We didn’t just manage warehouses; we aligned with Marathon’s goals,” Claverie notes. His collaboration with Marathon, including key internal figures like John Coyle, ensured that DNOW continuously met evolving requirements. This

strong relationship gave Marathon flexibility and enhanced visibility in its supply chain, further reinforcing the value DNOW provides.

Josh Miller, Vice President of Operations, focuses on DNOW’s overarching supply chain solutions and cost-saving strategies. With a commitment to efficiency, Miller oversees supply chain initiatives that help reduce clients’ costs, with strategic alignment through operations and supply chain groups. “At DNOW, our mission is to provide clients value at every stage,” Miller explains, pointing to DNOW’s strong value solutions that deliver improved working capital, reduction of non-productive time, and a streamlined procurement strategy. Miller enables DNOW to pass savings to clients, giving them flexibility to reinvest resources more effectively. This is one of the many qualities that makes DNOW such a reliable partner.

Miller’s close work with clients like former Marathon Oil supports DNOW’s comprehensive service offering, aligning every process with cost-efficiency and client value. “Aligned strategies are vital to the value we deliver,” Miller notes. By optimising these partnerships, he ensures DNOW offers a high level of client support and continually refines its processes to meet changing client needs while upholding high standards.

Sustainability and People-Centred Values are central to DNOW’s philosophy and are championed by the leadership team. Recognizing the importance of environmental responsibility, DNOW has embedded sustainable practices across its operations. Covatch emphasises that sustainability is “a commitment to doing what’s right for our clients, communities, and the planet.” DNOW’s sustainable initiatives include waste reduction, inventory optimization, and resource management, all of which reduce costs while minimising environmental impact. Reducing redundant inventory is a key example, aligned closely with Marathon Oil’s sustainability goals by reducing waste. Advanced forecasting allows DNOW to anticipate client needs and minimise excess stockpiling, reinforcing DNOW’s role as a responsible supply chain partner.

A people-first culture is a defining trait of DNOW, promoted by Covatch, Miller, and Claverie. The company prioritises local hiring and retains existing staff during transitions, fostering stability and community trust. “Our people are the backbone of our company,” Covatch says. “Investing in their growth means we’re prepared for tomorrow’s challenges.” This people-centred approach strengthens DNOW’s operational success, with a workforce that feels valued and supported. Retaining Marathon Oil’s warehouse staff during DNOW’s transition highlights its

dedication to job preservation and community engagement.

Collaboration and customization are core elements of DNOW’s approach, especially with clients like former Marathon Oil. Covatch, Claverie, and Miller worked in close partnership with Marathon, continuously aligning DNOW’s services to meet Marathon’s unique needs. “When we worked together, we weren’t just providing a service,” Covatch explains. “We were solving problems, creating value, and building something that lasts.” This collaboration allowed DNOW to address real-time challenges, adapting processes to deliver client-specific solutions. For example, to reduce working capital investment, DNOW and Marathon collaborated on reviewing and adjusting inventory investment, resulting in a customized demand driven program. This collaboration yielded improvements in working capital efficiencies for both parties.

Future Growth and Vision remain at the forefront for DNOW’s leadership as they look to expand into adjacent industrial industries and regions. While oil and gas remain foundational, DNOW’s growing success in sectors like mining, water management, and chemicals reflects the company’s versatility and ability to adapt its solutions across many industries. Co -

vatch, Miller, and Claverie envision similar partnerships across the U.S. and internationally. At the same time, they are committed to maintaining DNOW’s alignment with its core values as it grows. Any new technological advancements or service offerings will be implemented thoughtfully, preserving the personal touch and high standards that define DNOW’s reputation. “Our vision is to grow in a way that stays true to our roots,” Covatch shares. “We want to be the partner clients rely on, not just for products and logistics, but a partner that can help deliver improved financial results for our customers.”

Under the unified leadership of Covatch, Miller, and Claverie, DNOW has set a high bar for excellence in supply chain management. By combining technical expertise with a people-centred approach, they have strengthened DNOW’s positive impact on clients and communities. Through a commitment to sustainability, employee development, and collaborative partnerships, DNOW is uniquely positioned to provide customized and collaborative solutions that deliver improved financial results in a sustainable way, fostering lasting positive change. As DNOW looks to the future, the shared vision of its leaders will guide the company’s growth, setting new standards for the supply chain industry.

Continuous coaching and mentoring is one way of helping to develop members of our team

were not very many women on my programme but today the industry offers a diverse set of jobs and opportunities for a very diverse talent pool.”

“We targeted diverse skills, but we also look at individuals very early in their careers and started to assess their potential. By investing early in careers, we were successful in partnering with most of our team to assist in optimizing skill sets and having a talent pipeline of highly skilled team members. Our team was a key contributor to our success as an organization. I had seen this organization evolve over the last 26 years, and I am proud of the development of the organization and the deliverables this team accomplished.

The right leadership

She further affirmed that reflecting, valuing and leveraging diversity, equity and inclusion is essential to attracting, developing and retaining people who bring the best ideas and the most innovative solutions.

“When you looked at our leadership team, most of the team members had been with the company for a good portion of their careers and had grown and developed into their positions. Developing talent internally was one of our success stories.”

Leadership development was available to leaders throughout the year and its content was intentionally focused on learning objectives. These programmes ranged from new supervisor training to executive-level business simulations.

Building Strong Partnerships

Integrity and ethics were not only the fundamental principles of Marathon Oil’s operation but also values that were required from the company’s suppliers, Slone affirms. “We were committed to working with suppliers who uphold the law and applicable regulations, including those related to employment, the environment and safety. We maintained the same expectations for all of our suppliers regardless of where they performed their work.”

“Before a supplier was approved to work with Marathon Oil, we conducted a thorough assessment of its health, environment and safety (HES) performance and capabilities. Our vetting process included determining technical capabilities, complexity and risk of the associated service and a supplier’s HES record.”

“The partnerships that we looked for tended to match our priorities and our gaps. For example, for our software and our technology, we fostered long-

term partnerships because when you’re designing or implementing, you want a sustainable ROI. We had been very intentional in selecting companies who aligned with our values and priorities.

“On the other hand, when it came to the more commoditized things that we bought, and where there are lots of companies that provided it, once you met the technical capability threshold, it was about cost and commercial safety.”

A Legacy of Sustainable Business Practices

At the end of the day, Slone agrees that her team helped to cement Marathon Oil’s legacy as a top-performing company with a multi-year track record of peer-leading operational execution, strong financial results and a compelling return of capital for its shareholders – all while holding true to its core values of safety and environmental excellence.

Footnote: Marathon Oil Company was acquired by ConocoPhillips on November 22, 2024

We have been very intentional in selecting companies who align with our values and priorities.

Patterson-UTI: Unleash Your Operational Potential

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A Collaborative Approach to Shared Success

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Comprehensive Solutions for Every Challenge

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inEfficiency Motion

John Coyle, Director of U.S. Production Operations and Corporate Supply Chain at former Marathon Oil, is a cross-functional supply chain and business leader with a strong performance track record and experience across the whole function. Throughout his career, he has focused on unlocking value in the supply chain through collaboration and ensuring the integration of business processes across internal and external stakeholders.

John Coyle’s career spans military service, leadership in supply chain management, and strategic transformation within the oil and gas industry. His journey began in the military, where he served in the 1st Battalion Parachute Regiment in the UK, completing four deployments across Northern Ireland, Sierra Leone, Afghanistan, and Iraq.

I try to encourage team ownership and foster a continuous improvement mindset that focuses on innovation.

Later, he transitioned to civilian life and assumed material and logistics management roles, initially with Woodgroup and Shell, where he contributed to onshore and offshore operations in the North Sea.

Empowerment and accountability

In 2011, he joined Marathon Oil as the UK procurement and shore-based manager, overseeing material and equipment acquisition, inventory, logistics, and shipping. As his career progressed and his responsibilities increased, he moved to the United States in 2015 to lead supply chain management for the Eagle Ford asset.

“My role required handling decentralized operations, which later evolved toward a centralized model after Marathon’s acquisition of assets in the Permian Basin,” he explains, adding that his leadership style helped the team to increase efficiency and adaptability. “I believe in empowerment and accountability. I try to encourage team ownership and foster a continuous improvement mindset that focuses on innovation.”

One notable initiative Coyle championed was the creation of a Commercial Community of Practice (COP) in 2023, designed to foster cross-functional engagement and knowledge sharing among different supply chain functions. “Providing more opportunities for cross-learning across the different functional groups is important - supply chain doesn’t differ whether you are sourcing drilling conditions or production material equipment services,” he points out.

He further explains that the COP provided Marathon employees with leadership opportunities and has helped standardize best practices across the company, enhancing collaboration and efficiency.

Proud achievements

When asked about his most notable achievements throughout the years at former Marathon Oil, he says: “Of course, there are the standard achievements and multiple initiatives aimed at streamlining operations and reducing costs. Some stand out - a major achievement was outsourcing material management and warehouse services to DNOW, a leading global distributor to the oil and gas and industrial market.”

“This allowed Marathon to maintain a leaner inventory without compromising on timely access to critical materials, and, importantly, facilitated a smooth staff reduction process, with many Marathon employees transitioning to DNOW roles.”

He further mentions a major project in transportation, where inefficiencies and fraud were

addressed by implementing a Transportation Management System (TMS), allowing Marathon to monitor logistics more effectively and ensure compliance. “As a result, Marathon was able to strengthen its relationships with vendors and achieve operational cost savings.”

“Implementation of the outsource model, leveraging technology to manage trucks, the integration of an inflationary model and helping with planning and capital allocation decisions, were all important initiatives with major impacts to the business - not only on how we make decisions, but on our bottom line.”

Environmental and social considerations

Needless to say, the ESG (Environmental, Social, and Governance) principles and their integration into Marathon’s supply chain were also looked at very carefully under Coyle’s management.

In terms of helping employees to grow, I feel mentoring is very important.

“The ESG principles affected every part of the supply chain and we launched several initiatives to support our operations teams,” he says, highlighting the investment the company made in electrifying its gas compressors to significantly reduce its carbon footprint.

Another focus was on water savings and recycling. “Our operations used a lot of water and we looked at how to reduce consumption and increase recycling rates. To this end, my team collaborated closely with operations and vendors to extend our water recycling efforts, setting ambitious targets for reducing freshwater consumption in hydraulic fracturing operations.”

“By partnering with external water transfer companies and negotiating shared resource agreements, we managed to enhance our recycling capabilities, a formidable achievement,” he affirms, adding that sustainability initiatives also included optimizing truck routes to reduce fuel consumption, another significant environmental initiative his team helped to promote.

Leveraging artificial intelligence

Looking to the future, Coyle admits that artificial intelligence (AI) applications within sup -

ply chain management will play a significant role to increase efficiency. “AI will certainly help to enhance tracking, data validation, and vendor compliance.”

“Also, automating data processing will reduce human errors and allow companies to reduce manual oversight while maintaining accurate records. This will make the supply chain team more agile and capable of handling large-scale operations more easily.”

In terms of commercial strategy, Coyle has redefined the approach to vendor relationships by implementing a holistic commercial role model. This structure allowed supply chain professionals to engage across the full lifecycle of vendor relationships, from contract drafting to performance management.

Coyle points out that by having a single point of contact throughout the process, vendors build stronger relationships with companies, and internal teams gain deeper insights into both market conditions and vendor performance. “This structure resulted in higher operational efficiency and stronger vendor partnerships, which has clearly benefited the company.”

People - the key asset

Against his wide-ranging experience and proven track record in the supply chain management, there is one aspect that Coyle is particularly proud of - the impact he has made on his people, helping them to discover their full potential and to grow. Through his empowerment-focused management style, Coyle has cultivated a collaborative team culture that emphasizes continuous improvement and accountability.

His own career, which spans material control, procurement, contracts, and supply chain management, serves as a model of versatility that he aims to promote in his team. “ A comprehensive skill set positions anyone well for future opportunities, be it in oil and gas or any other industry,” he says.

“In terms of helping employees to grow, I feel mentoring is very important. Not only does it create the right culture of employee support and cooperation but also helps to foster a high level of retention and also prepares the next generation of leaders. Seeing my people develop and grow their professional careers under my leadership has been the most rewarding achievement of all.”

Operations evolving

Former Marathon Oil’s supply chain operation evolved significantly under the guidance of its leaders, aligning with market demands and sustainability initiatives. Caitlin Jones, Direct Expense US Ops Supply Chain Manager, was integral to this evolution. With nearly two decades at Marathon Oil, she brought a unique perspective to supply chain management rooted in deep industry knowledge and a commitment to responsible practices. Her leadership bolstered the company’s operational efficiency while prioritising local partnerships and sustainable growth.

Caitlin Jones began her journey with Marathon Oil as an intern in the supply chain organisation in 2007, before joining full-time in 2010. Since then, she held multiple roles across various field offices, from North Dakota to Texas, gaining invaluable on-the-ground experience in operations and an understanding of the business’s core needs. “Understanding operations in detail was essential for creating impactful supply chain strategies,” she notes. She led a diverse team, focusing on daily supply chain activities essential to maintaining and optimising production. “Our goal was to not only support production efficiently but to align with broader company values of sustainability and cost-effectiveness.”

As part of the leadership team, Jones credited much of her success to her team. She led a group of six skilled professionals and emphasised open communication, trust, and collaboration. “I strongly believe in empowering my team by creating a safe space where they can share ideas and learn from each other,” she explains. This approach encourages creativity and problem-solving, pushing her team to explore innovative solutions that align with the organisation’s objectives. “The diversity of experience within my team was invaluable. Each member brought fresh perspectives, which was a cornerstone of our success.” By trusting her team’s abilities and allowing them autonomy in decision-making, Jones fostered a work environment where everyone felt valued and invested in the company’s mission.

In her tenure, Jones established several practices that transformed supply chain functions at Marathon Oil. One such practice was the shift towards long-term partnerships with suppliers, which she saw as essential for operational resilience and community engagement. By building relationships with strategic suppliers, Marathon Oil was able to drive down costs, ensure quality, and reduce supply chain disruptions. This approach not only benefited the bottom line but also helped strengthen the company’s relationship with local communities, especially in North Dakota.

Sustainability was central to Jones’s vision for supply chain management. Her team actively integrated sustainability practices into their operations, seeing tangible results that aligned with the company’s commitment to environmental responsibility. “Sustainability wasn’t just a target for us; it was a responsibility to the communities we worked within,” Jones explains. Collaborating with Marathon Oil’s engineering groups, Jones’s team focused on reducing freshwater use in fracking operations by reusing and recycling produced water, while also investing in technologies like methane capture systems for compressors. These initiatives reflected Marathon Oil’s broader commitment to minimising environmental impact while supporting safe, responsible operations. By taking trucks off the road through advanced water pipeline systems, Jones’s team supported enhanced road safety and reduced emissions.

A unique and essential aspect of Jones’s

work involved partnerships with Indigenous-owned businesses in North Dakota. “Our partnerships with Indigenous-owned businesses were mutually beneficial; they provided invaluable local insights and helped us strengthen our supply chain,” says Jones. Marathon Oil collaborated closely with the Tribal Employment Rights Office (TERO) to ensure its business operations supported Indigenous employment and local enterprises. “Many of these partnerships grew from simple vendor relationships into trusted collaborations,” she explains. Working with local businesses helped Marathon Oil meet its supply needs and supported the local economy meaningfully.

Jones’s approach to supply chain management also involved leveraging market intelligence and forecasting to create a more proactive operation. In a post-COVID world, with market fluctuations affecting the industry, Jones led initiatives to integrate real-time data from trusted partners into Marathon Oil’s sourcing strategies. These partnerships gave Marathon Oil vital insights into pricing trends, raw materials, and service availability, helping the company navigate market complexities. “We relied on accurate, timely data to stay ahead of potential disruptions,” she notes. By incorporating this market intelligence, Jones’s team could make informed sourcing decisions and mitigate risks, ensuring the company’s supply chain remained robust amid shifting economic landscapes.

Under Jones’s leadership, Marathon Oil’s supply chain became more streamlined, efficient, and strategically focused. She believes that fostering a holistic approach, where team members are responsible for the entire commercial process—from scoping to contract management—enhanced operational outcomes. This comprehensive ownership fostered accountability and built a deep understanding of the supply chain’s impact on Marathon Oil’s goals. “Our team’s approach allowed us to anticipate needs and respond more effectively,” she explains. By integrating responsibilities like cost modelling and contract administration, Jones’s team reduced spend leakage and optimized supply chain operations, making a noticeable impact supporting Marathon Oil’s long-term objectives.

Reflecting on her career, Jones identifies several standout achievements that defined

her journey at Marathon Oil. She contributed to the development of Marathon Oil’s Eagle Ford asset, helping to build central facilities that facilitated the region’s production capacity. “Being part of the Eagle Ford expansion was an exhilarating experience,” she recalls. Another defining moment was her participation in developing the self-source frac sand business model. This practice was implemented at Marathon Oil by colleague Sam Reynolds’s team and has become an industry norm. Jones’s journey at Marathon Oil underscores her commitment to responsible, forward-looking supply chain management. Through her focus on sustainability, local partnerships, and innovative practices, she helped to build a supply chain operation that supported Marathon Oil’s business goals while reflecting the company’s values. As she looks to the future, Jones remains dedicated to fostering resilient, adaptable teams capable of meeting challenges with the same commitment to excellence that has defined her career.

Being part of the Eagle Ford expansion was an exhilarating experience.

Leading innovation Through

Former Marathon Oil Company’s commitment to operational excellence was reflected in its robust supply chain management, which was integral to supporting the company’s energy operations across multiple locations. As the company adapted to the evolving demands of the energy industry, the expertise of its supply chain leadership was essential in optimising processes, building sustainable partnerships, and driving community engagement. Among the leaders steering this mission was Sam Reynolds, whose role as Completions Supply Chain Manager was a cornerstone of the company’s domestic operations in the United States. Reynolds and his team’s contributions underscored the importance of a flexible and forward-looking approach to supply chain management in an industry that requires continuous adaptation and innovation.

Sam Reynolds, Completions Supply Chain Manager, has crafted a career marked by hands-on experience and a deep understanding of field operations. His journey at Marathon Oil began as an intern in Wyoming, working his way up through various field roles across South Texas, the Gulf of Mexico, and Houston. This experience has given him insight into the operational complexities of oil and gas production from the ground up. With nearly 15 years in the industry, Reynolds was responsible for overseeing a team that managed crucial supply chain functions and coordination between former Marathon Oil’s business units and suppliers across regions. With a focus on completions, he and his team ensured that essential supplies like sand and fuel arrived promptly to well sites across Texas, North Dakota, Oklahoma, and New Mexico, supporting the company’s ongoing production needs. Reynolds’ leadership style was rooted in a belief that understanding field realities is key to building effective processes. “It’s not just theoretical,” he explains, “it’s about making sure what we plan actually works on the ground, no matter how remote or challenging the location.”

Reynolds introduced innovative practices to Marathon Oil’s supply chain, especially in completions, notably through “de-bundling.” Marathon Oil bypassed intermediaries by directly negotiating with raw material suppliers like sand mines and fuel providers, yielding significant cost savings. This strategy saved the company an estimated $500 million since 2017. The completions supply chain team continually refined this model, trying to keep the supply chain cost-effective without sacrificing quality or reliability. The approach also strengthened relationships with vendors, fostering transparency and trust.

“Our strategy wasn’t just about getting materials on time,” he says, “it was about building a resilient supply chain that could withstand market and operational shifts.”

This strategy has saved the company an estimated $500

million since 2017.

Reynolds’ team was small but carefully selected, with each member bringing a unique set of skills that complemented the department’s needs. A mix of experience levels and industry backgrounds gave the team a dynamic problem-solving approach, and Reynolds intentionally fostered a supportive environment. Rather than demanding outputs, he prioritised removing obstacles for his team, asking what they needed from him to achieve their objectives. He created a structure that balanced autonomy with accountability by empowering his staff and allowing them to manage their areas of expertise. This approach, he explains, ensured that the team could respond quickly to challenges while continuously refining processes to support Marathon Oil’s broader operational goals.

Sustainability is another central theme in Reynolds’ work. Reynolds helped advance several initiatives to reduce environmental impact, including trialling dual-fuel technology to reduce diesel consumption on Marathon Oil’s fracking sites. This innovation replaced a portion of diesel fuel with cleaner alternatives like compressed or liquefied natural gas, cutting emissions and enhancing overall efficiency. In colder regions like North Dakota, Marathon Oil also utilised propane for water heating in operations, ensuring continuity in freezing conditions without excessive diesel consumption. Through these efforts, Reynolds aligned with Marathon Oil’s commitment to environmental stewardship while addressing the unique challenges of oil and gas production. “Sustainability was not just a goal for us,” he notes, “it was about integrating practices that genuinely reduced our footprint and made us a better neighbour in every community in which we operated.”

Vendor performance and collaboration were crucial to Reynolds’ supply chain strategy. His team regularly evaluated suppliers, from significant logistics firms to local contractors, ensuring they met both Marathon Oil’s standards and regional regulatory requirements. One notable success story was Marathon Oil’s partnership with a transportation

company that initially relied on heavy involvement from Reynolds’ team. Through geofencing and real-time GPS tracking, Marathon Oil shifted to a self-dispatching model for the company’s drivers, improving operational efficiency and reducing downtime by nearly 98%. Another success was working with suppliers on reservation lands, providing business opportunities for Indigenous-owned companies. Reynolds saw this as part of Marathon Oil’s broader mission to invest in local communities and empower suppliers through longterm partnerships. “We were not just bringing in vendors,” he explains, “we were investing in them, giving them the resources and training needed to grow with us.”

Throughout his career, Reynolds has achieved significant milestones reflecting personal dedication and strategic foresight. His work on de-bundling and vendor optimisation has saved Marathon Oil millions and set new benchmarks within the industry. Looking to the future, Reynolds aspires to expand his leadership role, with a long-term goal of attaining an executive-level position where he can drive both strategic and operational initiatives. He envisions contributing to a C-suite role, whether in the supply chain or a broader operations role, further enhancing the efficiency and sustainability of the industry. “I enjoy the strategy side as much as the hands-on work,” he shares, “and I hope to bring those skills together in a way that adds value at the highest level.”

Reynolds’ commitment extends beyond cost savings and logistical improvements; it is rooted in a desire to leave a lasting positive impact. Reflecting on the influence of mentors like Tracie Slone, Reynolds emphasises the importance of fostering a collaborative and supportive environment within his team. As he prepares for the next phase of his career, he remains focused on building a resilient, adaptable, and responsible supply chain model. For Reynolds, each success is a step towards a legacy built on integrity, innovation, and a commitment to sustainable growth in the energy sector.

Supply Chain Management

at Its Best

Cyndi Frasier, one of Tracie Slone’s team’s supply chain managers at former Marathon Oil, helped to advance supply chain practices. “As a leader, I emphasized a collaborative, open environment where teams felt comfortable contributing ideas to help us move forward,” she said in an interview with Executive Insight.

Frasier celebrated her 23rd year at Marathon Oil, a progressive journey through various roles to her post as Process Systems and Controls Manager. “Throughout my entire career, I have worked with systems and processes to help company departments operate smoothly and efficiently,” she says.

I’ve been working on developing a roadmap and doing systems evaluation and business cases support the systems roadmap

developing systems cases to roadmap

Her professional journey began at regional and field locations, providing her with a comprehensive view of Marathon Oil’s operations. After spending five years in Fairfield, she transitioned to roles focused on systems and processes, where she found her niche. This diverse background equipped Frasier with insights into the nature of supply chain management.

“As Process Systems and Controls Manager, I evaluated systems that fit our business needs. I worked on developing a roadmap and doing systems evaluation and business cases to support the systems roadmap. This entailed interviewing business partners - operations, drilling and completions - to understand what their needs were and how they related to supply chain processes and systems,” she explained.

“My role was also charged with compliance, ensuring that Marathon Oil and its supply chain were conducting business that was compliant with company policies and standards. In addition, my team supported the supply chain and business partners in general. In a nutshell, we were a service team within a service organization,” she summarizes her team’s responsibility.

The right role

A significant aspect of Cyndi’s career is her approach to leadership. While she initially did not envision herself as an executive leader, her natural ability to inspire and guide others soon became apparent.

In this context, she attributes much of her growth to the influence and encouragement of colleagues, particularly Tracie Slone, who pivotally pushed her to take on supervisory positions. “I started working with Tracie in 2004 when I moved

to our Houston office. First, we were on the same team as individual contributors. Then she became a leader, and I have worked under her leadership for 15 years.”

Slone’s encouragement propelled Frasier to embrace leadership formally in 2017, and she joined the management team three years later. “Was I always dreaming of becoming a leader? If you asked me before 2017, the answer would be ‘no.’ However, you could be a leader of people without a title,” she reflects. “And for a very long time, I was a leader of people without that title. I always felt that I impacted the organization, even before being a supervisor or a manager. “

“I had been in the organization for so long, and I understood our processes and systems so well that people often sought my expertise, help, or assistance and listened to my guidance. And I could influence people long before Tracie pushed me to become a supervisor.”

No idea is dumb or stupid.

Engaging leadership style

Frasier emphasized a collaborative, open environment where her team feels comfortable contributing ideas regardless of their perceived simplicity. Her belief that “no idea is dumb or stupid” underscores her commitment to fostering a culture of innovation. This practice has empowered her team to propose and implement changes that collectively lead to significant impacts.

This approach also promoted transparency and mutual learning, reinforcing Frasier’s belief that even the most experienced professionals can benefit from diverse perspectives.

Frasier’s team, composed of ten members, including a direct supervisor and their reports, operated under a “one team” mentality. They prioritized mutual support and shared goals, focusing on smaller, continuous improvements that contributed to more considerable successes. Weekly meetings facilitated hands-on collaboration, allowing the team to identify gaps and solutions.

“It’s really about empowering the team members to drive the change they feel will make the biggest impact. I’ve learned throughout my career that even the most experienced people always have something to learn by watching somebody else, so learning from each other is important.”

Technological Advancements

Frasier explains that approximately ten years ago, Marathon Oil began shifting from traditional, “old-school” methods to embrace more modern, streamlined processes. “We’ve worked on several projects to integrate technology into our day-today business, whether it be to benefit the supply chain or our business partners.”

An important project in 2014 saw the company modify its purchase-to-pay system by creating inhouse applications designed to improve user experience and efficiency. Recognizing the limitations of standard platforms like SAP, the team developed intuitive tools for invoice and purchase order approvals. These innovations were instrumental in reducing bottlenecks and enhancing productivity.

“We also entered into collaboration with external partners to introduce a ground-breaking contracting tool that simplifies the process by minimizing touchpoints and ensuring systematic rate compliance during invoice submissions. The shared access feature allowed suppliers and Marathon Oil to operate from the same platform, promoting transparency and accuracy in billing,” explains Frasier.

When asked about other hot topics such as sustainability and social responsibility, Frasier says that although her team’s direct involvement in environmental, social, and governance (ESG) initiatives was limited, they provided support to other departments and teams from a reporting and systems standpoint. “As I said right at the beginning, we were a service group within a service team. This often meant supporting the rest of the organization in doing what they must do,” she says.

A glimpse into the future

Looking ahead, Frasier opined that artificial intelligence will significantly change supply chain management. While widespread adoption of AI is still in its early stages, she expects it to play an increasing role in data analytics and compliance checks, saving valuable time and resources.

Reflecting on the imminent changes that companies now face, she remains open to exploring new opportunities within and beyond the oil and gas industry. Her expertise in systems and supply chain processes is versatile and applicable across various sectors, and her achievements in successfully implementing complex projects speak for themselves.

“I was typically selected for cross-functional projects because I think holistically. I think about downstream impacts and upstream impacts. So, whenever a project involves a supply chain, I was usually one of the names on the list of the people selected to participate in that project. That really does say how much the company valued me as a contributor.”

GoinG

Surface Beyond the

Tight inventory control and robust material management are necessary for any successful business. Jessica Rowlands, supply chain manager for construction and material management, masterfully handled this task at former Marathon Oil Company.

Jessica Rowlands has had a rich and varied career in supply chain management, particularly in her nearly 20-year tenure at Marathon Oil, a company she joined initially as an intern. Over the years, she has grown through various roles across former Marathon Oil Company’s supply chain operations, gaining experience in domestic and international supply chains, offshore and onshore projects, contract negotiation, and leadership roles.

“My colleagues often described my leadership style as collaborative and focused on integrity, something I take to heart. I was committed to building a culture where excellence and mutual respect drive results, and I took pride in seeing my team develop, consistently surpassing expectations to meet our strategic goals.”

In her most recent position, Rowlands managed two primary domains within Marathon Oil: materials management and construction. She explains that her team oversaw capital spending areas of production in the construction line. “The team was focused on developing and executing commercial strategies to maximize value, enhance productivity, and ensure we had resources available at a competitive rate in these areas.”

Her other team oversaw material management across the group’s North American operations, ensuring strict inventory controls. “This team ensured that we had proper stocking levels to meet operational needs, our KPIs were met, and we complied with laws and rules. The team also managed our warehouse provider and disposition of materials at their end of life.”

She continues: “In addition to that, my team was responsible for buying and expediting. This included warehouse replenishment and overseeing a timely delivery of materials that needed to be bought for anyone in our North American operations.”

She is passionate about her work. What I appreciated about my role in material control was

that it’s entirely different from my previous focus on contract negotiation and commercial strategy; it’s all about ensuring accuracy and availability. In the commercial space, I enjoyed engaging with vendors, developing strategic approaches, and seeing how negotiation impacts the bottom line. And yes, there’s something satisfying about making spending decisions that drive real value for the business.”

Cooperative vendor management

In the construction space, a significant portion of Rowlands’ team strategy was centered around vendor relationships. Moving beyond traditional cost-cutting, she emphasized building strong partnerships with vendors. “Cost alone isn’t the sole determinant of value; labour quality and productivity can often outweigh savings from reduced hourly rates,” she points out.

Instead of squeezing vendors on price, Rowlands developed a strategy to enhance vendor productivity and foster long-term relationships. The team drove value by strengthening these partnerships while ensuring reliability and alignment with Marathon Oil’s strategic goals.

“We offered flexible, transparent commitments that helped vendors prepare staffing and resources, even as project schedules fluctuated. This proactive approach turned Marathon Oil’s vendors into strategic partners, often providing operational insights and suggesting ways to optimize labour deployment.”

To ensure consistency and reduce potential billing discrepancies, the team standardized contract terms for labour vendors, covering key areas like overtime, break times, and compliance requirements.

“Contracts often remain in place for extended periods without frequent adjustments, so standardization was a significant undertaking for us, but it’s delivered substantial benefits. We also implemented post-contract performance evaluations, a critical tool to ensure agreements align with actual usage patterns. This approach supported continuous improvement in vendor relationships and enhanced the effectiveness of our contracts.”

Inventory control and data visibility

Rowlands drove substantial improvements in inventory control and data transparency in materials management. She implemented systems that provided real-time data on inventory levels and trends. These insights gave senior management a comprehensive view of inventory value, ownership, and makeup.

“We integrated key practices to enhance our visibility into our inventory. Our goal was to identify accountability, reduce excess stock, and improve our overall materials management.”

“The increased visibility also allowed the team to identify obsolete items and unnecessary stock, leading to cost savings and better resource allocation, ultimately resulting in a leaner and more agile inventory.”

The adoption of reporting systems and similar tools furthered this transformation. These tools provided a detailed view of inventory across Marathon Oil’s operations, helping Rowlands’ team make data-backed decisions about which materials to keep in stock and which to remove.

The benefits of technology

Looking at current market developments, Rowlands sees an increasing impact of AI on businesses, affirming that AI is set to enhance supply chain efficiency significantly. “ Exploring predictive analytics to manage inventory levels more effectively was the focus.”

Another potential use of AI she explored complied, particularly around labour tracking. For example, by leveraging GPS data, Rowlands proposed validating hours worked against travel time and location data, which could significantly

improve accuracy and accountability.

Sustainability, another big topic, was reflected in Rowlands’ daily work only to a limited extent, although her teams made an impact. Other teams led the specifics of the ESG initiatives, and Rowlands’ role in ensuring material availability was crucial to enabling Marathon Oil to meet its sustainability commitments. For example, vapor recovery units were procured and delivered to align with Marathon Oil’s sustainability targets. Her supply chain operations contributed to the company’s broader environmental objectives by coordinating with vendors and internal teams.

Supportive leader

Speaking specifically about recent achievements, she points out that her team recently overhauled procedures and metrics related to inventory management.

“Our initial goal was to rebuild the entire inventory process from the ground up with a strong focus on procedures, control, and alignment with the business partners. We ensured that new policies were aligned with operational needs and were understood and accepted by those implementing them. After we established that foundation, the focus shifted to optimization.”

In this context, Rowlands highlighted the importance of teamwork. She believes in fostering a culture of innovation, trust and openness; to this end, she empowered her team to make independent decisions, giving them ownership over their areas of expertise. By providing space for growth and encouraging autonomy, her management style has enabled her team to build their skills, enhancing problem-solving capabilities and a commitment to continuous improvement.

Looking back at her time at Marathon Oil, she says, “In all those years, I’ve seen supply chain evolve a lot in line with Marathon Oil’s development from a fully integrated business into a more agile, independent company. I’ve been proud of how we’ve adapted our supply chain throughout those years.”

She concludes, “I have always been passionate about driving efficiencies and continuously improving processes to focus on strategy. Because that’s where we want to be. We don’t want to do things to check the box or follow a process. We want to be doing things that add value. To do that, you need optimized processes. And that’s what we strived to achieve.”

Supply Chain

Data driven management

As the next era of supply chain digitisation emerges, the role of IT and vendor management professionals with expertise is increasing. One such expert is William Bentley, Supply Chain Manager in Drilling Category Management at former Marathon Oil, who explained how data-driven supply chain management is shaping the future of the oil and gas sector.

William Bentley has a broad and diverse background across several industries. With a degree in supply chain management and educational focus on IT, he initially joined ConocoPhillips, where he gained experience in corporate contracts and eventually in category management for drilling and completion services.

He later joined Marathon Oil as a category manager for hydraulic fracturing, only to transition after a year to Apple, where he managed supply chains for iPhone and iPad chargers.

“Although the work for Apple was exciting, I eventually returned to the oil and gas industry, first joining companies like Eni and ultimately returning to Marathon Oil,” he says,

He explains that he progressed through various roles at Marathon Oil. “Seven years ago, I came in as the category manager of drilling services. After Marathon Oil acquired the Permian asset, I became category manager of drilling rigs, escalating my progression, which ultimately culminated in a leadership position within the drilling category management team.”

Although the work for Apple was exciting, I eventually returned to the oil and gas industry,

“My team’s responsibilities included overseeing the supply of critical drilling components like rigs, tangibles, and services, as well as handling international supply logistics, preparing the company for the next year’s drilling program.”

His team comprised five category managers who oversaw areas such as drilling rigs and drilling services, oil country tubular goods (OTCG), and market intelligence. Inspired by his previous mentor at Marathon Oil, he emphasizes empowerment, mentorship, and collaboration as a manager.

“My focus was on ensuring that my team had the tools and guidance when needed and the autonomy to succeed while aligning with the company objectives. I fostered a proactive environment, making sure that my team was adaptable to changes in market conditions and project requirements.”

Right place, right time

Studies in supply chain dynamics emphasize the importance of data-driven decision-making and real-time responsiveness in resource-intensive industries. Considering this trend, Bentley has developed and adapted several strategic practices to optimize supply chain operations.

He worked with his team on predictive indicators for the drilling lifecycle, helping forecast demand for critical resources like pipes and drilling rigs, resulting in significant cost savings for Marathon Oil. Using indicators and predictive analytics, his team adjusted strategies based on market conditions, securing materials before

price hikes or supply disruptions occurred.

“The method that we introduced triangulated supplier insights, economic data, and macroeconomic trends, providing a foundation for responsive, forward-looking SCM practices within the team,’ he says. “It helped us develop our strategy based on the best available information. This can lead to great commercial outcomes and an effective use of time and a correct allocation of resources.”

The predictive supply chain strategies involved a structured process starting with securing longlead-time items like pipe, which served as indicators for the overall demand in drilling. Following this, rig demand was forecast, and drilling services were finally provided. This allowed us to align supply chain operations with broader industry trends, working closely with suppliers and market indicators to make informed, optimized procurement decisions. Bentley says that his team had effectively saved millions by timing market engagements for rigs and pipes.

Advancing sustainability and strategic supplier relationships

Speaking about other initiatives that he and his team introduced, he mentions the creation of a supplier strategy and market analysis guide to maintain best practices and serve as a tool for newer category managers and commercial specialists.

Sustainability is another topic that has been addressed. In this context, Bentley highlights Marathon Oil’s efforts to implement dual-fuel drilling rigs that reduced diesel usage through

natural gas alternatives—though the supply chain team did not lead this initiative, they helped bring it to fruition. Additionally, his team monitored emerging solutions like carbon-free steel production, which could lower the environmental footprint of steel, a critical resource in drilling operations.

While only partially implemented, these initiatives reflected an awareness of sustainability within supply chain practices. “We engaged with suppliers to assess their sustainability initiatives so that we were all aligned towards a common goal.”

“Lowering the carbon footprint of the steel production process, although challenging, is certainly something that was on our radar. Steel procurement posed unique challenges for the oil and gas industry due to its reliance on broader economic trends and geopolitical factors, such as tariffs and regional conflicts.”

“In OCTG, relationships with the mills and distributors were critical. The focus was on having a common benefit between us to ensure a balance - they want stable demand, and we want stable supply. The aim is to foster stable supplier relationships to ensure consistent access to steel—a priority over simply securing the lowest price.”

The new shape of supply chain management

Concerning current trends, Bentley points out that artificial intelligence is reshaping industries, with a profound potential to influence global economic and social dynamics. “I believe

the impact of AI will be similar to the dot-com boom. AI’s impact on supply chains will be transformative, potentially even more significant than the Internet’s evolution.”

“Within supply chain management, I can see AI’s application in predictive analytics as a valuable tool, especially in demand forecasting and supplier relationship management, to enhance decision-making in complex supply networks. However, data quality is a critical bottleneckpoor data can hinder AI’s effectiveness.”

With a passion for technology and data science, Bentley is now pursuing a master’s degree in data science. During his certification studies at MIT and Cornell, he gained insights into AI’s strategic potential and practical application in decision-making. “I’ve been especially interested in the intersection of AI and supply chain management, as supply chains generate substantial data that, if properly utilized, can lead to enhanced decision-making and efficiency.”

“We were looking at how supply chain management could help us best compete with our peers and the broader market. The ability to make longer-term decisions based on predictability tools was set to bring a significant competitive edge.”

Bentley can be rightfully proud of the results of his work and dedication. However, he insists that much of the achievement was about having a great team. “I’m fortunate to have had an excellent team of category managers. Without their excellence, we would not have the achievements that we had,” he affirms in concluding.

Improvements Driving Cross-Functional

Russell McKinnon was not directly related to supply chain management, but his team provided fundamental support across departments with a view to drive collaborative cross functional projects and operational excellence through the reduction of manhours associated with process/systems through the elimination of work, rework or inefficient processes.

With a background in mechanical engineering, Russell McKinnon boasts a varied career in the oil and gas industry. In addition to being a member of the Society of Petroleum Engineers (SPE), he also holds a Project Management Professional (PMP) designation from the Project Management Institute (PMI) over the last 10+ years. He spent a decade working for oilfield service companies in field operations, engineering, and manufacturing roles, and following an MBA from Rotterdam University, he transitioned to roles in supply chain management for industry leading E&P companies including former Marathon Oil.

He joined Marathon as the Category Manager for Drilling Rigs and progressed to the Supply Chain Manager of North America. Soon after Marathon created a group called Enterprise Process Solutions (EPS), he transitioned out of Supply Chain activities and became the leader of this corporate team.

“We were a small group of project managers and Subject Matter Experts (SME’s) who focused on identifying and solving issues within business processes and then providing resources to achieve cross-functional process improvements. We were not directly a part of the supply chain team as our improvement initiatives touched on various areas, from HR to operations,” he explains.

We are a small group of project managers and Subject Matter Experts (SME’s) who focus on identifying solving issues

Auditable and traceable

McKinnon further explained that his team followed a simple framework that involved defining the problem, securing leadership support, analysing the current state, and creating a roadmap to achieve a future vision. Once the solution was designed and implemented, the EPS group assisted in ensuring a smooth transition, offering ongoing support to sustain the improvements.

When asked for examples, he mentions a significant initiative regarding corporate reporting of greenhouse gas (GHG) emissions, particularly for Scope 1 and Scope 2 emissions. “The US Securities and Exchange Commission (SEC) had proposed a rule about two years ago, which was recently finalized in March of this year, to incorporate this information into the Corporate annual reporting process. This required a significant change on the level of internal controls and scrutiny around the source data.” In addition to this particular rule, there were a number of other environmental rules at the federal and state levels that were considered within this project.

“We tackled this challenge by identifying critical environmental equipment, any associate data points required, collaborating with environmental and operations teams, and developing a streamlined process to regularly collect, QA/QC, consolidate data and approve related data.”

“This project started about two years ago and we had completed processes around the top 80% which are the materially impactful sources. However, it was not just about the data or the process changes. It was also about the culture change within the organization about how we view the importance of environmental data, which had its own challenges in a big organization. But fortunately, we had always worked closely with all stakeholders as well as maintained key project champions at the Operations and Executives levels.

Transformative initiative

As regulatory requirements continued to increase on E&P operators, so did demands on data accuracy and reporting. In addition to process changes, we had also launched a major initiative to conduct a comprehensive field inventory of environmental critical equipment to ensure accurate equipment data within our SAP system. This massive undertaking included taking a physical

inventorying over 100,000 pieces of equipment at over 5000 site locations, each piece of equipment with multiple data points, to ensure regulatory compliance and operational accuracy.

Working with field operations, IT and the Environmental team, we created digital forms for field to collect, dashboards to consolidate and help QA/QC, and new processes to support the data remaining accurate and audit-ready. These new process(s) were embedded across all operations, with ongoing training and support from EPS, to ensure consistency and continuity.

“I want to emphasize the importance of embedding a culture of data integrity and sustainable practices within the organization. To achieve this, working with field personnel to standardize data collection and ongoing maintenance was key. The whole project was been a massive undertaking and its impact was significant. We touched easily over 200 people within the organisation, significantly changing the way they worked with environmental data.”

Digital Software Solutions

McKinnon provided an example of another very impactful project his team was able to deliver which involved introducing an innovative tool for asset scheduling and management. “Previously, various departments relied on their own internal spreadsheets, or spreadsheets shared by other teams, and this led to a time consuming process with potential for errors of having old information,” he reflects.

“When my team was asked to help one of our assets restart their scheduling process after a period of inactivity, I knew we needed something more efficient after completing an assessment of the current processes. We also looked at new technology on the market and looked at what our E&P peers were doing in this space. Then we came across a software that merged all the experience sheets together to a consolidated view. It also automated the push and pull, the impacts when something changes.”

“In other words, the software centralized and automated the entire scheduling process, eliminating inefficiencies caused by manual updates and version control issues across multiple spreadsheets. The software allowed various groups to access live data, facilitating better decision-making.”

There’s s always more work to do, there are always new opportunities to make big improvements.

The rollout of the software also fostered industry collaboration. Under McKinnon’s guidance, the company didn’t simply adopt the software as an off-the-shelf product. He consulted with industry peers, creating a user group to share best practices and maximize the tool’s potential. This allowed Marathon Oil to learn from others’ experiences and optimize deployment.

The project team also collaborated with the vendor throughout the process. By providing insights into operations and sharing suggestions for product improvements, the vendor was able to adapt and improve their product to fit the company’s needs. The team also passed on leadership of the peer user group to the vendor who continues to lead the industry collaboration today.

“The software became a strategic and critical tool for the entire organization. It became more than just a software – it became a platform for collaboration and building and maintaining consistent data sources that was extremely helpful to the team. From a Supply chain management perspective, it provided transparency into operations needs and a platform to have access to key operational data. This project that provided so much value across the organization over time was probably my proudest achievement”.

New opportunities

In addition to environmental data and operations scheduling improvements, McKinnon oversaw several smaller projects as well supporting processes in Operations, Accounting, HR, Supply Chain, IT, Planning, HES. The EPS team was also leveraged to lead a number of workshops to support cross functional understanding, alignment and process improvements.

Throughout all his projects, McKinnon highlighted the importance of cultural change management. He worked closely with all teams to encourage a mindset shift toward transparency, data sharing, and collaboration.

The initiatives led by McKinnon transformed how departments operated, particularly in terms of data accessibility and regulatory compliance. The EPS team’s work in automating data flows reduced redundant tasks, allowing employees to focus on analysis and strategic activities rather than data collection.

“My career is probably more about collaboration, looking at software or other IT solutions as an enabler. My group was a kind of an internal consulting group that makes sure that process improvements are implemented properly and sustainable. There’s was always more work to do, there were always new opportunities to make big improvements.”

Benefiting From a Renewed Focus

John Blackwell, Director of Supply Chain at former Marathon Oil Company, led the supply chain strategy and played a key role in managing offshore and onshore operations in Equatorial Guinea (EG) while prioritising sustainable practices and fostering local partnerships important to the country’s energy infrastructure and economic stability. In a recent interview with Executive Insight, Blackwell discussed former Marathon Oil’s role in EG and his career journey.

John Blackwell oversaw Marathon Oil’s extensive presence in EG, where the company partnered with entities like EG LNG and Ampco to manage upstream production, ensuring significant contributions to the nation’s economy.

A Proven One-Stop-Shop Logistics Provider

AKON-DONLUIS is a proven and reputable one-stop logistics shop in Equatorial Guinea, proudly 100% locally owned. Our dedicated team of over 45 professionals brings together more than 200 years of cumulative experience in logistics. We offer comprehensive services, including day-to-day import/export activities for the petroleum industry, short-term drilling campaigns, heavy lifts, and expert customs clearance. Our team is committed to providing expert, professional, and reliable service tailored to the needs of your company, organization, or personal requirements.

We place a high priority on safety and compliance with both international and local regulations. Akon-Donluis has been dedicated to maintaining Trace certification for over a decade, ensuring our processes are reputable and compliant. Count on us for smooth and efficient logistics solutions in Equatorial Guinea.

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Luba Freeport Jetty/Quayside

Luba, Equatorial Guinea Bioko Island

225+ Years of Experience in Logistics

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16+ Full array of logistics services to Oil & Gas companies in Equatorial Guinea

Akon-Donluis provides the following Services:

Logistics for Oil and Gas companies and their sub-contractors, as well as other industries

Logistics for Drilling Campaigns

Freight Forwarding for inbound and Outbound shipments (import / export + air / sea)

Customs Clearance

Transportation (heavy lifts, general cargo, etc.)

Vessel Agency including Husbandry services

Meet and Greet (airport and sea ports)

Warehousing (including packing)

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KM5, Carretera del Aeropuerto Camino a Malabo II Malabo, Equatorial Guinea Bioko Island

+240 (222) 089-046

+1 (954) 805-6450

info@akon-donluis.com

Candy Vista Mar Paseo Maritimo

Bata, Equatorial Guinea

Mainland

Akon-Donluis Logistics Management S.L. in Equatorial Guinea: An Overview of a

Founded just over two decades ago by Luis Ondo, Akon-Donluis proudly supports the local development of skilled staff that meets the expectations of national content requirements and regulations by the Ministry of Hydrocarbons. Starting with just a few staff, over the past two decades, the company has grown into one of the leading local providers of multiple logistic services, proudly employing over 40 staff and providing further employment opportunities for contractors and indirect personnel. Luis Ondo is a renowned businessman across the country; his continued success is due to how he reinvests in the business and his passion for investing in people.

In recent years, the logistics sector in Equatorial Guinea has witnessed significant growth and development, driven by both domestic demand and international trade. Among the key companies in this sector is Akon-Donluis Logistics, which has established itself as a prominent player in providing essential logistical services across the country. This company’s success highlights the increasing importance of logistics in Equatorial Guinea, a small but strategically positioned nation in Central Africa, which has been working to diversify its economy beyond oil and gas.

Key Industry Player

Equatorial Guinea’s economy has long been dominated by oil and gas production and exports, making the country heavily reliant on the energy sector. However, with fluctuating global oil prices and the government’s desire to reduce economic dependency on oil, there has been a concerted effort to develop other industries, including logistics, which play a crucial role in trade, distribution, and infrastructure.

With what we believe is an organisational success story and the focus we have on operational excellence; our company has built a formidable relationship with former Marathon Oil in Equatorial Guinea (MEGPL) since 2018. When the relationship was initiated, we were tasked with handling the customs clearance for their air freight shipments and given our proven track record and exceptional compliance with both local and international law regulators, thus avoiding any fines with Customs Authorities, Marathon Oil soon noticed our world-class services and asked us to take care of their sea freight cargo as well.

We would like to say that we sincerely appreciate the trust instilled in us by MEGPL to handle important areas of their supply chain operations. It has given our staff even more motivation to further improve their own working standards, therefore

increasing the long-term goals in what has been an incredible business partnership.

The logistics sector is essential for the smooth flow of goods and services across the country, which has a unique geography comprising two distinct regions: the mainland (Río Muni) and the islands (Bioko Island and Annobón). The logistical challenges of moving goods between these regions, as well as the international import/export flows, necessitate highly specialized logistical services that are both efficient and reliable. Akon-Donluis Logistics has emerged as one of the top companies filling this niche.

One of the core offerings of Akon-Donluis Logistics is transportation, which encompasses road, sea, and air freight services. The company has a fleet of trucks and partnerships with air and sea transport providers to move goods across the country and internationally. The ability to handle both local transportation and long-distance shipments is crucial in Equatorial Guinea, where infrastructure can sometimes present logistical challenges, especially on the mainland and between the islands.

Navigating customs regulations in Equatorial Guinea can be complicated, and

Akon-Donluis Logistics offers essential support services for businesses looking to import or export goods. This includes customs clearance, documentation handling, and compliance with both local and international trade regulations.

Equatorial Guinea’s oil and gas sector, along with other large-scale industrial projects, often requires specialized logistical support for heavy and oversized cargo. Akon-Donluis has developed expertise in handling such project cargo, ensuring the safe and timely delivery of equipment and materials critical to these industries.

At a critical juncture in Equatorial Guinea’s efforts to modernize its economy, the country’s strategic location along the Atlantic coast and its access to key shipping lanes make it a valuable hub for trade within Central Africa. As Equatorial Guinea moves toward greater diversification, logistics companies like Akon-Donluis are becoming integral in facilitating the movement of goods across borders and ensuring the country can tap into broader regional and global supply chains.

However, this challenge also presents an opportunity. Companies that can overcome the logistical barriers in Equatorial Guinea, such as Akon-Donluis, can capture a significant market share and offer solutions that other companies are not

equipped to handle. Furthermore, as the government continues to invest in infrastructure improvements through its national development plans, logistics providers can benefit from better access to new routes, transport modes, and ports.

With a staff complement that shares over 225 years of experience in the logistics sector and is run by the successful entrepreneur, Luis Francisco Ondo, the outlook for Akon-Donluis Logistics is promising, as the company continues to expand its service offerings and grow its customer base. As Equatorial Guinea diversifies its economy, the demand for logistics services is expected to increase, driven by growth in non-oil sectors such as agriculture, manufacturing, and tourism. The company’s ongoing investment in technology and infrastructure will be key to maintaining its competitive edge and responding to the changing needs of the market.

Furthermore, regional integration and increased trade between Equatorial Guinea and neighboring countries like Cameroon, Gabon, and Congo could provide new opportunities for cross-border logistics services. As the country becomes more integrated into the Central African trade network, logistics providers like Akon-Donluis could play an increasingly important role in facilitating regional trade.

The recent developments

between governments in Equatorial Guinea and Nigeria to build and develop the Gulf of Guinea Gas Pipeline project will enhance economic opportunities for businesses based in the country that operate heavily in the O&G industry. It’s a clear sign that international governments and businesses see the country as a key investment opportunity, and with the business being 100% locally owned and employing mostly local people, this gives a serial entrepreneur like Luis Ondo an opportunity to set up new ventures and further enhance local employment even more.

Akon-Donluis Logistics represents a success story in Equatorial Guinea’s emerging logistics sector. With its wide range of services, commitment to infrastructure, and focus on meeting the needs of local and international clients, the company is positioned to be a key driver of the country’s economic diversification. Despite the challenges, the future looks bright as the company continues to build on its strengths and capitalize on the growing demand for efficient logistics services in Equatorial Guinea. As the country works toward becoming a regional hub for trade and commerce, logistics companies like Akon-Donluis will undoubtedly play an important role in shaping the future of the nation’s economy.

Teamwork, goal setting, and accountability are principles I carried forward into the corporate world.

Blackwell’s journey into supply chain leadership was anything but typical. Starting with an accounting degree, he transitioned into college sports coaching, where he developed core leadership and team-building skills. “My background in sports really shaped my approach,” Blackwell shares. “Teamwork, goal setting, and accountability are principles I carried forward into the corporate world.” Blackwell’s shift to the oil and gas industry brought a steep learning curve, but his adaptability and openness to challenges were instrumental to his success at Marathon Oil. Blackwell relocated to EG and led the local supply chain team for the company, consistently adapting the department to reflect its values and priorities.

One key addition to his team was Rosabella-A. Ndong Chele, former Marathon Oil’s first external national hire in a leadership role. Her expertise brought fresh perspectives to the team and underscored Blackwell’s dedication to building a representative, sustainable workforce. “Hiring local talent like Rosabella was about more than filling a role—it was about developing a workforce that reflected the community we were part of,” he says. This hiring marked a significant milestone in Marathon Oil’s efforts to strengthen its connections within the local community, which Blackwell believes was vital to long-term success in the region.

Local supply chain development was central to Blackwell’s leadership. Drawing on his experience in North Dakota, he aimed to build a resilient, locally anchored supply chain in EG. “We invested in vendors,” he says, providing training to help local suppliers meet standards and fostering a network that benefitted both Marathon Oil and the community.

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• CONSTRUCTION • GEOTECHNICAL DRILLING

• OFFSHORE & ONSHORE SERVICES

• EQUIPMENT & PLANT SUPPLY

• MECHANICAL SERVICES

• MATERIAL TESTING

• REFURBISHMENT

Elite Construcciones S.L. is a highly dependable and capable construction and engineering firm, operating safely to International Standards, specializing in the Gas and Petrochemical Industry.

I want to make my family proud and leave this place better than I found it

Successful partnerships with local suppliers like Certex Africa and BNA highlight Marathon Oil’s extraordinary progress in community engagement. BNA secured key construction projects in Punta Europa, while Certex certifies rigging and lifting equipment. “These partnerships enhanced local economic outcomes and strengthened community ties,” says Blackwell. Although many services were locally sourced, some materials came from nearby countries like Nigeria and Cameroon to ensure availability. Regional partnerships improved efficiency and reduced delivery times, though Blackwell notes there was room to optimise further. “Lead times had improved post-COVID,” he adds.

Technology was central to streamlining Marathon Oil’s supply chain strategy. Early automation in procurement boosted efficiency, while SAP remained the main enterprise tool. Blackwell envisioned AI and data analytics further refining processes. “AI could optimise operations,” he reflects, yet emphasises that technology’s success relies on its users. “Automation was essential, but people drove success,” he says, advocating for tech to enhance—not replace—human expertise. By balanc-

ing tech adoption with staff development, Blackwell prepared Marathon Oil for complex demands.

Environmental, Social, and Governance (ESG) principles were integral to Marathon Oil’s operations, and Blackwell is deeply committed to sustainability in Equatorial Guinea. “Sustainability wasn’t just a buzzword for us,” he says. “It’s about accountability to the communities we serve and protecting the environment for future generations.” Key initiatives included the “Books for Bioko” programme, supporting local education, and a malaria prevention partnership with the EG government. Marathon Oil also drilled wells to improve local access to clean water. For Blackwell, these efforts were vital to Marathon Oil’s mission in EG. “It was about giving back in ways that truly improve lives,” he adds.

Marathon also maintained high environmental standards among its suppliers, ensuring they adhered to a strong commitment to sustainability. Suppliers were audited regularly, and Marathon Oil was quick to pause business with those who fall short. “We set the bar high,” Blackwell explains, “because we were all in this together. Our goal was to minimise impact and prioritize sustainable practices across the board.”

Blackwell had spearheaded efforts in recent years to make Marathon Oil’s procurement process more accessible and equitable, creating opportunities for local suppliers. Through dedicated workshops, his team educated vendors on how to participate in tendering, guiding them through the proposal process step-by-step. “Fair competition benefits everyone, from the companies to the suppliers and ultimately the community,” he says. By fostering fair competition, Marathon Oil strengthened its supply chain and boosted the local economy, while Blackwell’s commitment to transparency and support created pathways for new businesses to thrive.

Reflecting on his career, Blackwell’s commitment to leaving a positive legacy is evident. “I wanted to make my family proud and leave this place better than I found it,” he shares. His vision for Marathon Oil in EG—built on local engagement, technological advancement, and sustainability—demonstrated his dedication to responsible leadership in the oil and gas industry. As he prepares for the next phase, Blackwell remains optimistic about the lasting impact of his work and the foundations he has helped build.

Operational Through Growing Excellence

Recently,Executive Insight interviewed Rosabella-A. Ndong Chele, Supply Chain Manager at former Marathon Oil Company subsidiary Marathon Oil Equatorial Guinea Production Ltd. (MEGPL), known for its commitment to operational excellence and local economic development. Chele joined MEGPL in June 2024 after a distinguished 20-year career with ExxonMobil. In this conversation, Rosabella shared insights into her journey.

Rosabella’s transition to former Marathon Oil subsidiary MEGPL followed Exxon Mobil’s departure from Equatorial Guinea after the expiration of its licences. Faced with taking a break or joining MEGPL, she chose the latter, drawn by the opportunity to make a meaningful impact in an organisation that aligns with her values. Her integration into MEGPL was bolstered by her extensive experience and dedication to fostering local partnerships and operational efficiency. For Rosabella, her role at MEGPL represented a unique chance to contribute to her home country in a lasting way.

A cornerstone of Rosabella’s strategy is her commitment to local sourcing, which she considers vital for MEGPL’s success and bolstering Equatorial Guinea’s economy.

Rosabella’s focus was on refining MEGPL’s supply chain operations to enhance agility and resilience. While acknowledging the strong framework already in place, she saw ample opportunity for innovation through advanced inventory management, streamlined procurement, and optimised logistics. Her vision was to create a supply chain that responded swiftly to evolving industry demands while maintaining cost-effectiveness, thereby bolstering MEGPL’s operational capabilities and adaptability in a changing market landscape.

A cornerstone of Rosabella’s strategy was her commitment to local sourcing, which she considered vital for MEGPL’s success and bolstering Equatorial Guinea’s economy. By prioritising local vendors who met MEGPL’s high standards, she aimed to establish a symbiotic relationship that fuelled economic growth, job creation, and long-term sustainability. This approach strengthened MEGPL’s operational flexibility and contributed to building a robust local business ecosystem. Rosabella believes a supply chain rooted in local engagement can yield mutual benefits for MEGPL and the broader community.

Bernardo Nnang Avomo

Bernardo Nnang Avomo founded BNA SERVICIOS (BNA S.L.) in 2013 as a fully Equatoguinean-owned company specialising in engineering, construction, and supply services. Operating across both the mainland and island regions of Equatorial Guinea, BNA provides essential support to industries including oil and gas, civil construction, and IT. “Our vision is to firmly establish BNA as a leading local provider,” says Mr. Nnang, with plans to eventually expand into nearby countries like Cameroon and Gabon.

A pivotal partnership for BNA has been with Marathon Oil, with whom they have collaborated since 2019. Mr. Nnang recalls that the journey began with persistent efforts to demonstrate BNA’s capabilities, and their determination paid off. “We kept proving our commitment to quality until Marathon trusted us with projects,” he explains. This partnership has been instrumental in BNA’s growth, providing opportunities that helped build its expertise and reputation within the industry. Today, BNA is a key Marathon Oil partner, supporting their operations with engineering, construction, and supply services in Equatorial Guinea’s oil sector.

Mr. Nnang attributes BNA’s success to a client-centric approach, which he believes is the foundation of its strong reputation. “We put the client’s interests first, bringing our full resources, knowledge, and dedication to each project,” he says. This philosophy, along with BNA’s local insights and quality-driven approach, has made them a trusted partner for clients. As BNA continues to expand its impact, Mr. Nnang remains committed to upholding the high standards that have made BNA a respected name in Equatorial Guinea’s dynamic market.

CIVIL ENGINEERING, PROCUREMENT & CONSTRUCTION

Construction Services across multiple industry sectors.

Key supply chain partner to MEGPL and supporting their producing assets.

Serving producing assets across Equatorial Guinea.

Providing over 45 skilled personnel for your business contractual requirements.

Focused on safety and professional completion of all projects.

Reflecting on her two-decade-long career, Rosabella’s path is marked by significant achievements that have shaped her leadership philosophy. During her tenure at ExxonMobil, she led initiatives to streamline procurement processes, reduce costs, and enhance supply chain resilience. These experiences underscored the importance of adaptability, teamwork, and innovation, lessons she later applied at MEGPL. Each milestone in her career has reinforced her belief in continuous improvement and collaboration, qualities essential to effective leadership.

Navigating a traditionally male-dominated industry, Rosabella has faced challenges on her path to leadership. Her journey has been one of resilience and determination, and she attributes her success to staying true to her values and demonstrating unwavering commitment. She actively promotes this authenticity and strength philosophy among her female colleagues. Rosabella’s leadership style is grounded in empathy

and inclusivity, fostering an environment where women are empowered to pursue leadership roles. Through mentoring and advocacy, she encourages her female peers to challenge industry norms, believing that resilience and confidence are keys to success in any field.

Highlighting the importance of women leadership, a notable key partner who assisted the EG operations is Elite Construcciones and AWA Oilfield Services. Led by the founder, Ms. Marisol Ovono Nchama, her dedication to standing out amongst the rest and her fearless approach in capital investment built the foundations of an integral service provider for the O&G sector across the country and of course, a long-standing relationship with the former MEGPL operations. These foundations and business aptitude have allowed the development of hundreds of skilled Equatorial Guineans and Marisol looks forward to supporting the operational assets in the future.

PARTNER THAT CARES

Transportation and Logistic Consulting Equatorial Guinea S.A.

“TLC SA”

What we do:

TLC Equatorial Guinea offers logistics solutions to the main players in the Energies, Resources and Infrastructures sectors. Our commitment is to serve our clients better, offering expert advice, and ensuring timely deliveries. We provide global door-todoor delivery through a vast network of international freight forwarders, negotiating the best rates for sea and air freight. We support marine logistics, including vessel agency services, bunkering, and chartering, alongside personalized crew assistance for travel and accommodation. TLC Equatorial Guinea is agent with a permanent presence in Luba free port ltd and long-term partnership with K5.

TLC Equatorial Guinea 3 full-operational offices

• Headquarters in Malabo (EGICO building)

• Office in Luba and Office in Bata

Contact

• Mr. José-Luis Garcia Tarifa

• Country Manager

• Email: management.eg@tlc-com.ch

• Tel: +240 222 591 340

With her extensive experience in Equatorial Guinea’s business landscape, Rosabella brought a unique perspective to MEGPL’s local supply chain development commitment. For her, local sourcing was not merely a business strategy but a pathway to sustainable growth and national advancement. Rosabella aimed to strengthen MEGPL’s supply chain and drive economic progress, create jobs, and empower local communities by fostering partnerships with Equatorial Guinean suppliers.

As a Supply Chain Manager, Rosabella encountered numerous challenges, from fluctuating supply demands to complex regulatory environments. She addresses these issues with a problem-solving mindset, viewing them as opportunities for innovation. Rosabella fostered a collaborative work culture, encouraging her team to share ideas and work together towards creative solutions. This team-oriented approach enhanced efficiency, built morale, and instilled a shared sense of purpose among her colleagues, further strengthening MEGPL’s operational resilience.

Beyond her professional responsibilities, Rosabella, as a native of Equatorial Guinea, feels a strong personal commitment to supporting her community. She believes in Corporate Social Responsibility (CSR) initiatives that directly benefit residents, particularly in areas like education, healthcare, and infrastructure. To Rosabella, CSR was not an optional add-on but an integral part of MEGPL’s mission. She viewed CSR as an essential extension of her supply chain responsibilities, allowing MEGPL to address community needs while enhancing the quality of life for Equatorial Guinean citizens. Her commitment to CSR reflected her belief that MEGPL’s success should translate into meaningful social contributions.

Under Rosabella’s stewardship, MEGPL’s supply chain was not only well-prepared to meet the demands of the oil and gas industry but was also poised to serve as a driver of positive change in Equatorial Guinea. Her dedication to operational efficiency, local development, and community support positioned MEGPL as a leader in business performance and social impact. Rosabella-Asue Ndong Chele’s journey inspires aspiring leaders, demonstrating how purpose-driven leadership can bring about lasting, positive change.

Aworld

in Drilling Services and Supply Chain Practices leader

Helmerich & Payne (H&P) is a distinguished name in drilling and energy solutions, celebrated for its operational efficiency, advanced technology, and commitment to client success. With a history spanning over a century, H&P has been at the forefront of innovation in the oil and gas sector, adapting to meet global market demands and setting new industry standards. Recently, Executive Insight sat down with Joel Shibley, VP of Global Supply Chain at H&P, to discuss his impressive career, insights into H&P’s supply chain advancements, and his vision for the company’s future. Shibley’s reflections highlight the strengths of H&P and the core values that have driven its growth and innovation in a highly competitive industry.

Shibley has dedicated over 23 years to the company, a rare milestone that speaks to H&P’s strong culture and supportive work environment. He attributes his long career to the company’s commitment to its employees and the valuable connections he has developed over the years. “It’s the people that make H&P unique,” he explains. “Starting out, I was given the chance to work on drilling rigs, then moved into more of a contracts related role which included billing & accounts receivable, I then held a number of field operations and manufacturing leadership positions and transitioned into my role in supply chain in 2019. ” Every position brought new challenges and a chance to work with talented individuals.” His experience spans both fieldwork and strategic management, shaping his approach to leadership and enabling him to build efficiencies across H&P’s global supply chain operations.

www.helmerichpayne.com

Founded in 1920, H&P has grown from a U.S.-based driller to a global leader in drilling and automation technologies. With operations now spanning Latin America, Australia, and the Middle East, the company has solidified its position as a provider of drilling solutions. Known for its pioneering FlexRig® technology, H&P revolutionized the industry with AC drive technology that significantly improved efficiency and safety in shale resource development. “Our commitment to technological advancement has opened doors worldwide,” Shibley notes, explaining how the FlexRig® fleet transformed H&P’s reputation in the U.S. and international markets. Shibley’s role in managing supply chain extends beyond typical logistics and sourcing; he oversees a complex network of partnerships and resources that supports H&P’s operations on a global scale, ensuring equipment and materials are readily available to meet the needs of their clients across multiple regions.

What truly sets H&P apart, Shibley explains, is a strong customer-centric approach that prioritizes meeting the long-term needs of customers. “We’re not just delivering products; we’re committed to helping our customers achieve their outcomes,” he says. Shibley and his team strive to provide value-driven solutions that anticipate and respond to challenges, focusing on delivering sustainable, efficient, and innovative services that go beyond the immediate need. In the oil and gas industry, where competition is intense, H&P’s proactive and collaborative customer engagement is central to its success. Shibley attributes H&P’s ability to stand out in the market to this forward-thinking, customer-focused philosophy, noting, “Our ongoing relationships and collective expertise make a difference that customers notice. That trust is critical.”

Our commitment to technological advancement has opened doors worldwide

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Integrity Transportation LLC

Linda Morton, President/Owner of Integrity Transportation, LLC and team have built their company into a trusted logistics provider for some of the biggest names in the oil and gas sector, significantly Helmerich & Payne (H&P). Recently, Executive Insight spoke with Linda to discuss the foundation of her business and the values driving Integrity’s long-standing partnership with H&P.

With a background as a senior leader in two of the United States’ largest flatbed companies, Linda founded Integrity to combine large corporation knowledge with the personalized service and benefits of a small business. “Our mission is straightforward,” she explains. “We’re here to deliver quality service with honesty and dedication to help our clients succeed.” Integrity’s services include hot shot, flatbed, and specialized transportation, always driven by a commitment to courteous professionalism and safety.

Nicole Baker, Vice President of Administration, Anthony Morton, Vice President of Operations, and Michael Morton, Vice President of Equipment & Maintenance, gravitated toward Integrity Transportation early in their careers. Now with fifteen to twenty years of industry experience each, they are poised to continue the business with a strong foundation established with a remarkable team of highly qualified drivers, owner operators, shop, and office personnel in their critical roles.

The relationship with H&P began in 2008, when Integrity was selected to transport rig components as H&P opened their West Tulsa manufacturing facility.

Joel Shibley, H&P’s Vice President of Global Supply Chain, has played a significant role in nurturing this relationship. “Joel’s involvement has been crucial,” Linda shares. “His commitment to performance and safety aligns perfectly with our values, allowing us to consistently deliver on H&P’s needs.”

True to its name, Integrity Transportation operates with a strong sense of ethics and a dedication to the core values that distinguish it in the industry. Safety is paramount, and each load is transported with strict attention to secure, on-time delivery. We believe in the importance of customer-focused service in all aspects of their work, values which have enabled the company to build lasting client relationships.

We are committed to supporting its team, grateful for its employees, contractors, customers, and vendors. Working with veterans is also a privilege at Integrity. Veterans have skills that align with our company mission.

As we celebrate our 21st anniversary, the company is focused on excellent service while remaining true to its values. Integrity Transportation is committed to supporting its community, strengthening partnerships, and upholding a workplace culture of respect. Through collaborative relationships and dedication, Integrity is positioned for continued growth, ensuring clients receive genuine support.

We congratulate Helmerich & Payne, Inc. for their enduring success.

Left to right: Anthony Morton, Nicole Baker and Michael Morton

Howard & Linda Morton

H&P’s supply chain is structured around a balanced mix of strategic sourcing, strong partnerships, and leveraging technology extensively. While traditionally U.S.-focused, H&P are always on the look-out for more opportunities for growth and so the supply chain remains adaptable accordingly. Shibley emphasizes the importance of selecting suppliers based on long-term value rather than cost alone. “It’s not just about finding the lowest price; it’s about building relationships with suppliers who understand and align with our operational goals,” he says. This careful selection process ensures that H&P’s supply chain remains resilient and reliable, with sourcing that spans North America, Asia, and Europe to meet H&P’s operational needs wherever they arise.

Caterpillar Oil and Gas

Caterpillar Oil and Gas delivers outcome-focused solutions to meet today’s needs while preparing for the future. Lower diesel usage and reduced fuel costs are top priorities for drillers like Helmerich & Payne, Inc. (H&P), as they look to optimize their operations. A key strategic customer, H&P is working to future-proof their rig power, utilizing the Cat DGB Gen 2 Kit, an engine upgrade designed to save fuel, reduce costs and lower emissions, maximizing the value of existing assets. When paired with the Cat Smart Engine Management System (EMS), operations can typically benefit from reduced engine runtime and improved diesel displacement—all while maintaining top performance and productivity.

For Shibley, technology is an essential driver of efficiency within H&P’s supply chain. ERP systems play a crucial role in streamlining inventory management, logistics, and performance tracking, allowing the team to make real-time adjustments. “Our ERP tools have helped us optimize inventory levels, cut costs, and improve overall efficiency,” he shares, adding that leveraging this technology has enhanced the company’s ability to coordinate with international freight partners and maintain control over inventory. This data-driven approach allows H&P to achieve both cost savings and efficient operations, enhancing the overall client experience and enabling the company to stay competitive.

Sustainability is another pillar of H&P’s supply chain strategy, a priority that Shibley has actively championed. Recent collaborations with suppliers, including a project with Caterpillar Inc., are exploring dual-fuel systems aimed at reducing fuel consumption and emissions at H&P’s operational sites. “We’re always looking for ways to operate more sustainably,” he explains. This initiative is part of a broader commitment to sustainable practices, which includes waste reduction, responsible sourcing, and optimized inventory management. The benefits of these efforts extend beyond envi-

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ronmental impact; they also contribute to H&P’s overall efficiency and align with the sustainability efforts of many of H&P’s clients. Shibley’s team ensures that each supplier relationship compliments H&P’s overall sustainability efforts.

Reflecting on his career, Shibley highlights several milestones that have had a lasting impact on both his professional development and H&P’s success. One of his most significant achievements was leading the launch of the FlexRig Machinery Center, an innovation that advanced H&P’s operational capacity and solidified its reputation for responding to highly cyclical market conditions. More recently, he co-led the relocation of H&P’s corporate office in downtown Tulsa, an experience he recalls as both challenging and rewarding. “These projects are great opportunities to build something that positively impacts the company and to work with different teams across H&P,” he notes. Beyond these large-scale projects, Shibley is proud of his years mentoring new team members, an experience he describes as deeply fulfilling. “Being able to contribute to someone else’s career journey is meaningful,” he says, adding that long-term relationships and mentorship are essential to H&P’s strength.

www.totalservicesupplyinc.com Providing parts, equipment and supplies to the energy sector both domestically & internationally.

Efficiency Redefined

Achieve superior solids control performance and efficiency in a smaller footprint and with less maintenance with Derrick’s Hyperpool® GT Shale Shaker. Screen finer, earlier achieving drier cuttings and reducing solids bypass with our Pyramid Plus™ screen technology.

Hyperpool® GT Shale Shaker

Derrick Corporation

With almost 75 years of expertise, Derrick Corporation has not only pioneered advancements in shale shakers and solids control but also fostered collaborative relationships, notably with Helmerich & Payne (H&P), that underscore its commitment to innovation and client-centred solutions. Speaking to Executive Insight, Denny Banks, Senior VP of the Drilling Division, delves into Derrick’s growth, its dedication to problem-solving, and a vision for the future of sustainable, high-efficiency drilling technologies.

Since joining in 2006, Banks’ focus has been on ensuring Derrick’s teams are equipped with the tools to continually innovate on the company’s product and technology offerings in the oilfield. Over his 17 years of experience, he has worked closely with industry leaders, demonstrating a dedication to continuous improvement. “Our customer’s trust, like that of H&P, has been central to our mission,” Banks notes. “It drives us to innovate, providing solutions that seamlessly integrate with customer operations.” Joel Shibley, H&P’s VP of Global Supply Chain, strengthened their professional partnership through an openness to collaboration. Shibley’s focus on clear communication has enabled both teams to understand each other’s needs and consistently fulfil them over the years, further solidifying Derrick’s reputation as a reliable, high-performance solutions provider.

Founded in 1951 in Buffalo, NY, Derrick Corporation has maintained its technical excellence and a family-oriented culture as it has grown its global footprint. Products like the Hyperpool and Hyperpool GT embody its focus on efficiency, safety, and environmental responsibility. These innovations are designed to retrofit existing rigs, saving costs and reducing downtime. “We deliver solutions that respect clients’ operational needs, boosting performance without extensive structural changes,” Banks explains. This customer-centric approach has helped Derrick grow sustainably, maintaining agility while prioritising both client satisfaction and operational efficiency.

Derrick’s success is also bolstered by The Derrick Experience & Technology Center (DEX) in Houston, where clients receive hands-on training in solids control technology. The DEX enables clients to experience Derrick equipment in real-world conditions, ensuring they leave with a clear understanding of optimal drilling practices. “The DEX allows us to build informed relationships with clients, where they genuinely understand the value of what we offer,” Banks states. Derrick’s commitment to integrity and education, rather than hard selling, is further demonstrated through global training programs that equip clients with expertise in solids control.

Banks describes Derrick’s culture as “one of constant collaboration.” The company’s smaller scale compared to larger competitors allows it to respond rapidly to customer needs, fostering a responsive and solution-driven environment. Its family-owned structure empowers employees to make impactful contributions, ensuring that every individual brings value. “Our team is united by the drive to innovate and support our clients,” he says. “It’s this unique focus on integrity and pioneering technology that sets Derrick apart.”

As for the Hyperpool GT, Banks sees it as a testament to Derrick’s culture of constant innovation. The GT model unlocks higher levels of performance while requiring fewer resources and space, making it more efficient in terms of energy and environmental impact. With a steadfast dedication to sustainability and safety, Derrick Corporation remains committed to advancing the industry and building on its legacy of trust and innovation towards manufacturing a greener future.

RPS Manufacturing Solutions

We started our relationship with H&P, in 2011, based on RPS’s “PINKY PROMISE” which we make to all our customers to ensure that their staff will return home safely when wearing our apparel. When making such promises, it’s a demonstration that we agree to honor business agreements and exceed expectations. Who knew the relationship between H&P and RPS Manufacturing Solutions would mean so much more?

In the ever-changing landscape of business, choosing the best vendor partners entails more than mere decision-making; it revolves around establishing commitments and standing by them. As a factory-direct leader in industrial safety, one of RPS’ most significant commitments is to fulfill our customers’ requirements of:

Offering factory-direct competitive pricing, so you can maximize company resources.

Dedicated industry-defying 3-11 day shipping strategy, to ensure your workforce goes to field fully outfitted, and Extending the ultimate in exclusive PPE protection and comfort to end-users.

These commitments to H&P and other clients extend beyond a verbal agreement or paper contract; rather, it’s a relationship founded on 14 years of trust. If H&P trusts us to take care of their rig fleet with FR work apparel, impact gloves, and now steel-toe boots, why don’t you?

Business is full of circumstances. Every day, we are faced with challenges that can either lead to excuses or, from RPS’s perspective, we turn these circumstances into behavior opportunities. At RPS, we take your PPE and supply-chain problems off your plate and deliver on our solemn commitment of our promise to get the workers home, the same they come to work.

We imagine that every transaction with our customer is a pact, a pledge to provide value, satisfaction, and reliability. This contract doesn’t exist solely on paper; it’s woven into the fabric of our CrudeFR, CrudeHands, and CrudeGear brands, our reputation, and the overall RPS customer experience.

As an honorable retired H&P executive once said, “You can’t fake caring.” Here at RPS, our customers are genuinely and deeply cared for. Rely on the same vendor partner that H&P trusts to show up for you every day! RPS Actively Cares!

Shibley’s leadership style, developed over decades with H&P, is marked by informality and a people-centered approach. He values interpersonal interactions and believes in fostering an environment where employees feel empowered to grow. His leadership philosophy is grounded in patience and long-term thinking, an outlook that was instilled in him early on by H&P’s emphasis on long-term development. “It’s about investing in people for the long haul,” he reflects, adding that his own growth at H&P has shaped his commitment to the team’s success. By focusing on individual strengths and supporting development, Shibley aims to build a resilient, skilled team aligned with H&P’s values and capable of meeting the demands of a complex, fast-paced industry.

Looking ahead, Shibley is enthusiastic about the direction in which H&P is headed. His team will continue to support H&P’s FlexRig® fleet of drilling rigs. Shibley views H&P’s international growth as a valuable opportunity to further strengthen H&P’s supply chain, incorporating new capabilities to ensure that sustainability and client success remain at the forefront of H&P’s mission. “We’re committed to responsible growth that aligns with our core values,” he states. “H&P’s vision is to be the partner clients trust, not only for the solutions we provide today but for the ones we’ll deliver in the future.”

Shibley’s extensive career and dedicated leadership offer a clear picture of the values and strategies that drive H&P’s success. By focusing on client-centric innovation, sustainable practices, and a commitment to people, Shibley has helped shape H&P’s supply chain into a model of efficiency and adaptability in the oil and gas sector. His insights illustrate how H&P combines a legacy of industry expertise with forward-thinking approaches, setting high standards for global supply chain management and reinforcing its position as a trusted leader in energy solutions.

H&P’s journey reflects an alignment with modern industry needs and a commitment to

sustainable growth without sacrificing the company’s deeply held values. From their pioneering FlexRig® technology to a finely tuned supply chain that adapts to industry demands, H&P has proven its capability to innovate responsibly while focusing on quality client relationships. As H&P expands internationally, Shibley’s leadership will remain integral to maintaining the high standards, integrity, and values that define H&P’s identity in the oil and gas sector. Through these ongoing client-focused strategies, H&P underscores its commitment to adapting for the future while staying true to its founding principles.

Looking to the future, Shibley envisions a future supply chain for H&P that evolves to meet operational needs and long-term customer goals, emphasizing efficiency and sustainability. His team is exploring opportunities that benefit both H&P and its partners, anticipating a market that values environmental responsibility alongside economic viability. With over two decades at H&P, Shibley’s rise illustrates the company’s commitment to mentorship and employee development. His insights into the organization and dedication to sustainable practices position him as a key leader in H&P’s journey into the future while upholding the company’s purpose to improve lives through efficient and responsible energy.

H&P’s vision is to be the partner clients trust, not only for the solutions we provide today but for the ones we’ll deliver in the future.

Energy Procurement through AI-Driven

Revolutionising Vision

In the dynamic and ever-evolving landscape of global energy, few companies stand as tall as bp. As one of the world’s largest energy companies, bp has consistently been at the forefront of innovation, adapting to changing market demands and technological advancements. At the heart of bp’s procurement innovation is Raimundo Martinez, a visionary leader whose diverse background and global perspective are reshaping how the company approaches technology, sustainability, and human-centric business practices.

Martinez’s journey to his current role at bp is as colourful as it is impressive, spanning continents and industries. Born in Venezuela, he began his career as a civil engineer working on refineries and petrochemical plants. This early exposure to the energy sector laid the foundation for his future endeavours, providing him with first-hand knowledge of the industry’s complexities and challenges. However, Martinez’s curiosity and ambition soon led him beyond the confines of his initial role.

Seeking to broaden his horizons, Martinez’s path took him across the Atlantic to Italy, where he delved into the study of alternative energy. This experience opened his eyes to the potential of sustainable energy solutions and their role in shaping the future of the industry. His quest for knowledge didn’t stop there; he went on to research at a nuclear agency, further expanding his understanding of diverse energy sources and technologies.

Recognising the need to complement his technical expertise with business acumen, Martinez made a pivotal decision to transition to the private sector. This move brought him to Los Angeles, where he pursued training in international business at UCLA. The multicultural environment of Los Angeles and the comprehensive curriculum at UCLA provided Martinez with a global per-

spective on business operations, a perspective that would prove invaluable in his future roles.

Driven by a desire to further enhance his business acumen, Martinez pursued an MBA at the prestigious Wharton School of Business. This educational experience equipped him with advanced management skills and strategic thinking capabilities, preparing him for leadership roles in global corporations.

Post-MBA, Martinez’s path took an unexpected turn. He found himself in Cape Town, South Africa, volunteering for NGOs. This experience provided him with valuable insights into the social impact of business decisions and the importance of corporate responsibility. It also reinforced his belief in the power of business to drive positive change in communities.

It’s that energy and alignment of objectives and vision that makes our small team so powerful

Project Seagull ETAP

Castellon Refinery

Martinez’s journey then led him to Seattle, where he joined a management consultancy. However, the allure of Alaska, with its unique energy landscape and challenges, brought him back to the Last Frontier. This time, he joined bp, marking the beginning of a transformative chapter in his career.

Initially hired for a performance management role at bp, Martinez quickly demonstrated his versatility and innovative thinking. He found himself taking on broader responsibilities, including the implementation of SAP and leading procurement for regional projects. His ability to adapt quickly and drive results in these diverse areas caught the attention of bp’s leadership.

Martinez’s role at bp has been transformative, both for himself and the company. He spearheaded the implementation of various business improvement initiatives, including Six Sigma projects and the Great Game of Business. These initiatives not only improved operational efficiency but also fostered a culture of continuous improvement within the organisation.

His success in Alaska did not go unnoticed. The potential of Martinez’s innovative procurement strategies was recognised by bp, who tasked him with expanding these approaches to the entire upstream business. This promotion brought him to Houston, where he took on the challenge of implementing his procurement strategies on a global scale.

Now based in Denver, Martinez leads a small but mighty Agile team of five people. Despite the team’s size, Martinez believes that with the right approach and partnerships, a small group can achieve remarkable results. “During our technical brainstorming sessions, we often find ourselves finishing each other’s sentences,” Martinez notes with enthusiasm. “It’s that energy and alignment of objectives and vision that makes our small team so powerful.” This belief is reflected in his leadership philosophy, which is deeply rooted in cultural empathy, open communication, and strategic collaborations.

1. Sustainable Aviation Fuel (SAF) Refuelling

3. bp pulse and The EV Network Announce the Launch of the EV Charging Hub at NEC Birmingham

2. bp pulse in China - 5C Guangzhou Chigang site

This cultural sensitivity has proven invaluable in navigating the complexities of a global corporation

1. ARGOS offshore platform in the Gulf of Mexico

2. LiDAR buoy maintenance

3. Seismic Surveying

4. Cassia Compression Project Offshore Trinidad

On collaboration, Martinez emphasizes the importance of alignment, particularly highlighting his synergy with Mr. Saiprasad Kyathuri, his technical lead from Infosys, a crucial technical alliance partner. This seamless integration of internal expertise and external partnerships exemplifies Martinez’s approach to building high-performing teams, demonstrating how the right mix of talent and collaboration can drive innovation and success in complex, global operations.

Martinez’s global experiences have profoundly shaped his approach to leadership and innovation. He emphasises the importance of understanding cultural nuances, noting that in some cultures, people may agree verbally but mean something entirely different. This cultural sensitivity has proven invaluable in navigating the complexities of a global corporation like bp, where teams often span multiple countries and cultures.

Project Seagull ETAP

Cassia Compression Project Offshore Trinidad

Sustainability is another key focus area for Martinez and bp

In the realm of technology, particularly artificial intelligence (AI), Martinez takes a measured and thoughtful approach. While acknowledging the transformative potential of AI in procurement and other business processes, he cautions against rushing into implementation without proper groundwork.

Martinez recounts attending industry conferences where many companies claimed to have AI-enabled platforms. However, upon deeper questioning, he found that many of these claims were superficial or exaggerated. This experience reinforced his belief in the importance of a solid foundation before implementing advanced technologies.

Accordingly, his team has been meticulously preparing bp’s procurement data for AI integration. They have invested significant time and resources in encouraging users to properly manage their data. As an example of how efficient their data platforms are now, they have managed to drastically reduce the time needed to analyse new contracts when making crucial procurement decisions. The platform integrates various procurement processes and data from multiple systems. This integration has dramatically simplified processes for users who previously had to log into multiple systems to complete their tasks.

Martinez also speaks highly of Microsoft Power suite which has enabled building the complete product platform in-house, and is now in the process of enabling Microsoft Co-pilot and other AI technologies to revolutionize the way large contracts portfolios can be analyzed almost instantly, something which he hopes will speed up bp’s contract negotiations even more in the coming days. He strongly maintains that the main benefit of AI remains enabling people to do more rather than just replacing people entirely, as some fear.

Sustainability is another key focus area for Martinez and bp. Recognising the growing importance of environmental, social, and governance (ESG) factors in business operations, Martinez has ensured that sustainability considerations are integrated into the procurement platform. The platform provides a digital home supporting the Procurement Sustainability strategy implementation, helping bp staff understand the ESG implications of their global contracts. It provides status updates on contract-related issues like labour rights and modern slavery, bringing sustainability considerations directly to the users who can act on them.

Looking ahead, Martinez is excited about the potential of AI in procurement. However, he emphasises the importance of targeted, value-driven implementation. One of their current focuses is integrating market intelligence data. The goal is to combine this external data with internal procurement information, using AI to deliver insights to the right people at the right time. This approach has the potential to revolutionise how bp makes procurement decisions, providing a more comprehensive and real-time view of market conditions and supplier performance.

Construction Underway At Peacock Solar Farm - Texas

Lightsource bp launches Bighorn Solar project in Colorado –powering the world’s first steel mill to run almost entirely on solar

Fowler Ridge Wind Farm Repower Project

Net Zero Teesside (NZT) Power and bp’s H2Teesside Hyrdogen Project

Fowler Ridge Wind Farm Repower Project

Teesside community

As AI continues to reshape the business landscape, leaders like Martinez who can navigate both the technological and human aspects of this change will be invaluable in guiding their organisations into the future

However, true to his cautious and thoughtful approach, Martinez is careful to introduce AI capabilities gradually. This approach aims to build user comfort and understanding, avoiding overwhelming them with complex technologies. By introducing AI capabilities in a phased manner, Martinez ensures that users can adapt to the new tools and processes, maximising the chances of successful adoption and long-term value creation.

Education is a crucial component of Martinez’s AI strategy. He recognises that the effectiveness of AI tools depends heavily on how users interact with them. Consequently, his team is developing a journey that increases complexity gradually, focusing on user adoption rather than technological sophistication. This approach ensures that the human element remains central to bp’s procurement processes, with AI serving as a tool to enhance human decision-making rather than replace it.

Throughout his career and in his current role at bp, Martinez has consistently demonstrated a unique ability to bridge the gap between technical expertise and business strategy. His MBA background allows him to approach procurement with a strategic mindset, considering business issues, bp’s direction, and how procurement fits into the overall strategy. This blend of technical

knowledge and business acumen has been crucial in communicating effectively with both technical and business teams. Martinez notes the different communication styles required for IT and business teams, highlighting his ability to translate technical concepts into business value.

As bp continues to navigate the challenges of a rapidly changing energy landscape, Martinez’s holistic approach to procurement and technology promises to play a crucial role in the company’s future success. His ability to balance technological innovation with human-centred design and cultural sensitivity positions bp well for the future of procurement in the energy sector.

In conclusion, Raimundo Martinez’s journey from a civil engineer in Venezuela to a procurement and AI innovator at bp is a testament to the power of diverse experiences and a global perspective. His approach to leadership, which combines technical expertise with cultural empathy and strategic thinking, offers valuable lessons for leaders across industries grappling with digital transformation. As AI continues to reshape the business landscape, leaders like Martinez who can navigate both the technological and human aspects of this change will be invaluable in guiding their organisations into the future.

exceptional produce

Operating out of Mexico but serving markets across North America, ASL Produce has established itself as a paragon of quality and innovation in the competitive fresh produce industry. Under the leadership of its seasoned CEO, Francisco Jose Sanchez Labrada, who follows in the footsteps of his family in leading the company, ASL has risen to prominence, renowned for its unwavering commitment to excellence and customer service.

Francisco’s journey with ASL began in the fields, progressing through various roles before assuming leadership. This comprehensive experience has endowed him with an intricate understanding of every facet of the business. He attributes ASL’s market distinction to superior product quality and exceptional customer service. In Francisco’s words, “What mostly distinguishes us from the rest is our quality. Quality of the vegetables that we sell, and also our customer service. We are fast, always.” In an industry where time is of the essence due to product perishability, this commitment to responsiveness is crucial.

The leadership philosophy at ASL is rooted in employee empowerment and fostering professional growth. Francisco believes in working for his employees rather than vice versa, encouraging them to develop problem-solving skills and take ownership of their work. This approach has cultivated a culture of trust and innovation within the company, contributing significantly to its ongoing success.

Since assuming the role of CEO, Francisco has implemented substantial changes that have driven the company’s growth, particularly in product diversification. ASL has expanded from offering a single package presentation to providing over 50 different types of packaging and presentation in terms of quantity and quality, catering to a broader customer base and managing a significantly larger volume. This diversification strategy has not only increased sales but also mitigated risks associated with relying on a single product or market.

The company’s commitment to innovation is evident in its recent investment in an automated facility, set to revolutionize their packaging capabilities, particularly for value-added products.

This year has been pivotal for us.

Francisco’s clear communication of goals and vision has garnered his team’s support and enthusiasm for these innovative projects.

ASL’s forward-thinking approach extends beyond business operations to social responsibility. The company recently launched the “Hope Green Beans” program, which donates a percentage of sales from their Green Valley brand green beans to support children facing life-threatening illnesses. On April 25, ASL Produce made a significant donation to the Dr. Sonrisas Foundation, an organization dedicated to supporting children with serious health challenges.

Francisco, deeply moved by his visit to Imagina Park, one of the foundation’s initiatives, stated, “This year has been pivotal for us. We stumbled upon the work of Dr. Sonrisas serendipitously, and I was deeply moved when visiting Imagina Park. Seeing how the foundation boosts the morale and health of so many children and families convinced me that we’re on the right track. I hope this is just the beginning of a project that will benefit many families.”

The Dr. Sonrisas Foundation, a nonprofit with a 22-year history and presence in Mexico and Central and South America, has transformed the lives of children through the efforts of over 20,000 volunteers. Andrés Martínez, president of the Dr. Sonrisas Foundation, expressed gratitude for the collaboration with ASL Produce, saying, “Over the years, we’ve seen how we can change not only the lives of children but also those of their families. Fulfilling their dreams uplifts our spirits and drives us forward.”

Looking to the future, Francisco is optimistic about ASL’s growth prospects, aiming for a 1015% annual growth rate. The company’s expansion strategy involves moving into new markets, particularly in the central and eastern United States. This strategic expansion not only opens new revenue streams but also helps to diversify the company’s market presence.

Sustainability is another key focus for ASL, particularly as they expand their presence in the U.S. market. The company is planning to invest in solar panels for their packaging houses, demonstrating their commitment to environmental sustainability. This move towards renewable energy not only reduces the company’s environmental footprint but also positions ASL as a leader in sustainable agriculture practices.

Operating in the agricultural industry presents unique challenges, particularly due to the unpredictable nature of weather and climate. To manage this uncertainty, ASL relies heavily on data-driven projections, even incentivizing accurate forecasting among its staff. This approach demonstrates ASL’s commitment to using modern tools and techniques to overcome traditional agricultural challenges.

Francisco emphasizes the importance of personal well-being and team cohesion in facing daily challenges. He encourages a positive corporate culture through team-building activities and by promoting work-life balance, fostering loyalty and productivity among employees.

Despite the pressures of leading a company of ASL’s size, Francisco remains motivated by the responsibility he feels towards his employees. He acknowledges the challenges of leadership but maintains a philosophical outlook, viewing pressure as a driving force rather than an obstacle.

As ASL Produce continues to grow and evolve under Francisco Jose Sanchez Labrada’s leadership, it remains true to its roots, balancing tradition with innovation, and profit with social responsibility. The company’s willingness to embrace new technologies, focus on employee development, and commitment to sustainability provide a blueprint for success in the modern agricultural landscape. With its blend of traditional values and innovative practices, ASL is well-positioned to continue its growth trajectory and remain a leader in the produce industry for years to come.

Restoring the Future: Ben Looper’s Visionary Leadership at Southeast Restoration

Ben Looper, CEO of Southeast Restoration, has left a profound mark on the property restoration industry through his visionary leadership. Under his guidance, the company has pioneered innovative approaches, blending advanced technology, sustainability, and a people-centered focus to drive growth and set new standards of excellence. With over three decades of experience in the field, Ben’s leadership has been instrumental in positioning Southeast Restoration as a leading force in the industry, continuously navigating challenges and seizing opportunities in a rapidly changing market.

Ben’s journey to the helm of Southeast Restoration is a testament to his adaptability, long-term vision, and faithbased leadership. Rooted in Christian values, Ben has built a company culture where integrity, service, and employee well-being are at the heart of the business. Inspired by Colossians 3:23, which states, “Do your work as unto the Lord,” Southeast Restoration operates with a commitment to ethical values that guide every aspect of the company, from customer service to employee development.

It’s about how we serve people in their time of need.

Under Ben’s leadership, Southeast Restoration has experienced phenomenal growth, achieving an average annual increase of 24% for 25 consecutive years. This sustained growth is a direct result of Ben’s strategic vision and his commitment to keeping the company relevant and innovative in an ever-evolving industry. Southeast Restoration’s growth, which Ben describes as a “hockey stick” trajectory, is driven by constant reinvention— whether through new technology, evolving business processes, or shifts in customer service strategies.

One of the defining aspects of Ben’s leadership is his balanced approach to technology. In an era where automation and advanced tools are becoming central to many industries, Ben emphasizes that technology should enhance, rather than replace, human inter-

action. He remains cautious about relying solely on technology, believing that true success in restoration is found in combining cutting-edge tools with personal service. This philosophy was evident in a recent high-profile project where Southeast Restoration restored a water-damaged church. Initially projected to take 18 months, Ben’s leadership helped his team complete the $5 million project in just 10 months. The success of this project was due to a blend of efficient technology and the personal touch that defines Southeast Restoration’s approach to customer care.

For Ben, technology is a tool to make processes more efficient and lives easier, but it should never overshadow the importance of human connection, especially in the restoration business, where customers are often facing stressful and difficult situations. “It’s not about the

gadgets or the tools,” Ben says, “It’s about how we serve people in their time of need.” This perspective has allowed Southeast Restoration to thrive, maintaining a strong reputation for excellence even as the company has expanded.

Sustainability is another cornerstone of Ben’s leadership at Southeast Restoration. He recognizes that today’s businesses must be committed to environmental and social responsibility, and he has integrated these principles into the company’s daily operations. From reducing waste on job sites to incorporating energy-efficient practices in restoration work, Ben has ensured that sustainability is a core focus. For him, it is not just a business requirement but a moral obligation. Southeast Restoration’s commitment to sustainability is also a differentiator, positioning the company as a leader in responsible restoration practices.

Andrew Chitvanni, the owner of Chitner Floors, has built a business grounded in quality craftsmanship, integrity, and strong partnerships. Since its founding in 2007, Chitner Floors has become a trusted name in the Atlanta region for residential flooring solutions, completing over 1,000 projects with Southeast Restoration. Recently, Executive Insight spoke with Andrew to learn about the foundation of his success, his long-standing relationship with Southeast Restoration, and his vision for the future of Chitner Floors.

Chitner Floors’ partnership with Southeast Restoration began in 2011, when Andrew first collaborated on a residential flooring project. Over the years, the relationship deepened as the two companies aligned on values such as quality, precision, and doing things the right way. “Southeast Restoration’s commitment to excellence ensures we can deliver the best outcomes for every project,” Andrew shares. This alignment has allowed Andrew to train his crews to consistently perform at the highest standards, a key factor in Chitner Floors’ success.

Chitner Floors has specialised in a range of residential flooring options, including hardwood, resilient vinyl, and carpet installation. Andrew’s journey began with ceramic tile and hardwood refinishing, but as his business evolved, he transitioned away from tile to focus on broader flooring solutions. Today, Andrew oversees five crews, several of which have been with him since the company’s inception. “The longevity of my team speaks to our shared dedication to quality,” Andrew notes. “We approach every project with care, ensuring we’re building something that lasts.”

Andrew credits Southeast Restoration for helping him navigate the challenges of restoration work, particularly the complexities of dealing with hidden issues or pre-existing flaws. “Southeast’s relationship with insurance companies and their ability to support doing things properly—not with shortcuts—means we can solve problems the right way,” he explains. This shared no-shortcuts approach has strengthened the partnership and allowed both companies to earn the trust of their clients.

Chitner Floors is deeply rooted in its community, serving the Atlanta area and surrounding regions within a two-hour radius. “We see our clients in the grocery store, and that’s why it’s so important to do things the right way,” Andrew mentioned. This personal connection to his work drives him to maintain a business that prioritises integrity and quality over rapid growth. While Southeast Restoration has scaled impressively, Andrew is proud of his small-business approach, focusing on excellence and strong relationships.

Looking to the future, Andrew aspires to pass the reins of Chitner Floors to his son, who recently joined the business. “My goal is to step back from the daily grind while staying involved in the work I love,” Andrew shares. “Eventually, I’d like to work part-time, continuing to see the projects and meet the people, but with my son leading the company.”

As Chitner Floors enters its next chapter, Andrew remains committed to his core values: quality work, honest relationships, and supporting the community he calls home. Through partnerships like the one with Southeast Restoration, he ensures that Chitner Floors will continue delivering exceptional service for years to come.

Chitner Floors

However, Ben’s focus on sustainability extends beyond environmental concerns. He believes that corporate responsibility also includes investing in people. Ben understands that Southeast Restoration’s success is tied to the development and well-being of its employees, and he has made it a priority to foster a culture of learning and leadership development. Through programs such as the Emerging Leaders Program and the General Manager Development Program, Ben ensures that employees have opportunities for growth and advancement within the company. His focus on personal and professional development guarantees that Southeast Restoration is well-equipped for future growth, with a team of leaders ready to take the company to new heights.

Ben’s leadership philosophy is also deeply rooted in collaboration and open communication. He recognizes that effective leadership is not about dictating from the top down but about

creating an environment where ideas flow freely, and everyone’s voice is valued. This emphasis on teamwork has fostered a culture of innovation and problem-solving within Southeast Restoration, allowing the company to deliver outstanding results on even the most challenging projects. By encouraging collaboration and empowering his employees, Ben has built a resilient and adaptable organization that is well-positioned to navigate the complexities of the restoration industry.

Looking ahead, Ben is excited about the potential of new technologies and innovations to further enhance Southeast Restoration’s capabilities. However, he remains clear that any advancements must be implemented thoughtfully and in alignment with the company’s values. His vision for the future includes adopting cutting-edge technology to streamline processes and improve customer service while maintaining the personal touch that has been the hallmark of Southeast Restoration’s success.

Ben’s long-term vision for Southeast Restoration also includes succession planning. His son, who recently graduated with a degree in construction management, has joined the business, signalling the potential for future leadership within the family. This continuity reflects Ben’s commitment to ensuring that the company’s values and principles are preserved for future generations. By fostering a family-like atmosphere and investing in the next generation, Ben is ensuring that Southeast Restoration remains a strong, values-driven organization for years to come.

In conclusion, Ben Looper’s leadership at Southeast Restoration is a masterclass in balancing innovation with integrity. His ability to combine technical expertise with a people-centric approach has propelled the company to the forefront of the restoration industry. Through his focus on sustainability, personal development, and customer service, Ben has created a company that is not only prepared for future growth but also dedicated to making a positive impact on the lives of its employees, customers, and the communities it serves. As Southeast Restoration continues to adapt and thrive in an ever-changing industry, Ben’s vision and leadership will undoubtedly remain its guiding force, ensuring that the company continues to set new standards of excellence in the restoration field.

Forging Future the

Nickel Industries has achieved yet another successful year with record production and sales, while collecting important accolades for its ESG efforts. “We are now embarking on the next stage of our development in Indonesia in robust shape and with promising prospects,” said Managing Director Justin Werner.

Australian company Nickel Industries Limited has a long history in Indonesia, with controlling interests in the world-class nickel Hengjaya Mine, as well as four rotary kiln electric furnace (RKEF) projects (the Hengjaya Nickel (HNI), Ranger Nickel (RNI), Angel Nickel (ANI) and Oracle Nickel (ONI) which produce nickel matte or the electric vehicle (EV) supply chain and nickel pig iron (NPI) for the stainless-steel industry.

www.nickelindustries.com

A key part of Nickel Industries growth and innovative advantage has been the company’s partnership with Tsingshan, the world’s largest stainless steel and nickel producer, which commenced in 2017 and has been growing ever since.

We reported on the company last year and came back to speak with Managing Director Justin Werner as the company is embarking on its next strategic collaboration and transformative step, following a positive final investment decision to invest in Excelsior Nickel Cobalt (ENC), a next-generation high pressure acid leach (HPAL) project capable of producing mixed hydroxide precipitate (MHP), nickel sulphate and nickel cathode.

ENC is set to produce approximately 72,000 tonnes of nickel metal per annum, diversifying the company’s production and reducing the company’s carbon emissions profile – reflecting its strong commitment to sustainable operations.

Going strong

The company has just published its Q3 results, showing significant progress. Justin Werner says: “We are very pleased to report our strongest quarter for 2024 delivering over US$ 100 million in EBITDA from our operations. A key contributor to this strong result was the record ore production and sales of almost 3 million tonnes for the quarter from our Hengjaya Mine which delivered US$ 37.3 million in EBITDA.

A major achievement of this year has also been the acquisition of the world class Sampala nickel project from Nickel Industries local Indonesian partner with whom the company has a long standing 15-year relationship. The Sampala Project consist of three highly prospective, advanced, contiguous nickel-cobalt projects covering a total of 6,654 hectares that were acquired on very favourable commercial terms.

“These assets are located in close proximity to our existing refining operations within the Indonesia Morowali Industrial Park (IMIP), which is a significant advantage. Sampala already has 2.3 million tonnes of contained nickel metal within just 20% of the identified prospective area. Once drilled out, this will make us one of the largest nickel resource owners in the world,” says Werner.

PRODUCTION EXPLORATION &

WE HAVE A SOLID BASE OF EXPERTISE COVERING ALL ASPECTS OF THE EXPLORATION AND DEVELOPMENT OF INDONESIA’S OIL, GAS, COAL, MINERAL, AND GEOTHERMAL INDUSTRIES.

PT GEOSERVICES is a 100% privately owned local company that has a solid base of expertise covering all aspects of the exploration and development of Indonesia’s oil, gas, coal, mineral, and geothermal industries.

Employing more than 1500 people, some of which are expert in specialized fields from several foreign countries.

To facilitate technology transfer PT Geoservices enters into Joint Venture or Technical Assistance agreements with foreign-based companies that are recognized as leaders in their respective fields. The combination of experienced personnel, modern instrumentation, extensive staff training, and strict quality control procedures has gained PT Geoservices worldwide acceptance. Dedication to maintaining these high standards in Indonesia ensures that the company’s services will enjoy international recognition for many years to come.

Excellent Services With High Professional Integrity

The Mineral Division laboratories located in Jakarta and Kendari provide exploration and production analysis to Companies involved in the Nickel Industry with one of its key clients being Nickel Mines group of Companies.

The mineral division also services the mining industry by provision of metallurgical testwork, geotechnical testwork, advanced mineralogy, bullion superintending and provision of onsite laboratory management.

The Coal Division has coal laboratories in numerous locations around Indonesia specializing in sampling, stockpile and pre-shipment inspections, coal superintending, coal preparation studies and coal analysis.

PT. Geoservices NiBara Division also has setup laboratories in Kendari and Halmahera with a specific goal to provide superintending and analytical services for nickel shipments and associated products such as coal, limestone and quicklime that are required for nickel smelter operation.

The Exploration Division offers services in geology, geophysics, mapping surveys, downhole measurements and borehole drilling catering for Mineral, Coal, Petroleum and Geothermal Exploration requirements.

The Environmental Division provides services for microbiology, organic chemicals and analytical chemistry for environmental wastewater and potable water samples.

The Geological & Laboratory Services Division business streams covers Biostratigraphic Analysis, Geochemistry Analysis, Rock Description and Sedimentology, core and PVT analysis, Oil and Fuel analysis.

The Inspection Services Division provides cargo superintending services for petroleum and gas, metals and minerals, agricultural products, consumer products, palm oil, collateral management, and stock monitoring.

Other PT Geoservices Divisions provide Software, Equipment and Service provision for Oil and Gas. Engineering, Procurement & Construction (EPC) including fabrication and construction management. Calibration services for weighing and mass, pressure, temperature and force.

Geoservices: Pioneering Indonesia’s Resource Industry with Integrity

An Interview with President Director, Mr. Peter Pramana

Since 1971, Geoservices has established itself as a trusted name in Indonesia’s resource sector, offering critical support across mineral, oil, gas, and environmental services. With its guiding philosophy, “Excellent Services with High Professional Integrity,” the company has built a reputation for quality and innovation. Recently, Mr. Peter Pramana, President Director of Geoservices, shared insights into the company’s expansion into the nickel industry, its extensive laboratory capabilities, and its inspection and superintending services, which are vital for ensuring quality in mineral exploration.

Expanding Support for Indonesia’s Nickel Industry

“Nickel is essential for the future of energy and technology, particularly with the rise of electric vehicles and renewable energy solutions,” Mr. Pramana stated. “As global demand for nickel increases, we’ve expanded our capabilities to better support the industry in Indonesia.” This growth includes a dedicated nickel center in Sofifi, North Maluku, which is part of the company’s comprehensive network serving clients nationwide.

“Our Sofifi center focuses on inspection and testing tailored specifically for nickel, complementing our full-service capabilities available in other key locations,” he noted. This strategic positioning enhances Geoservices’ ability to streamline operations for clients, supporting Indonesia’s role in the global nickel market. “By integrating these resources, we

provide a full suite of services that enable our clients to meet rigorous global standards and maximize their operational efficiency,” he added.

Comprehensive Laboratory Capabilities for Mineral and Metal Analysis

In addition to the Sofifi center, Geoservices boasts an array of laboratory services that play a vital role in mineral and metal exploration and quality assurance. “Our mineral laboratories are equipped to handle indepth sample preparation and analysis, which are essential for assessing the quality and composition of various minerals,” Mr. Pramana explained.

Geoservices’ laboratories cover mineralogical and metallurgical analyses, delivering precise results for clients aiming to maximize resource recovery. “Our approach integrates mineralogy and metallurgy, which helps companies improve efficiency and refine extraction processes,” he said. This combination of capabilities allows Geoservices to support comprehensive resource assessments that meet the demands of modern mining practices.

To ensure stability and safety in project planning, Geoservices provides robust geotechnical testing as well. “The stability of rock and soil is fundamental for operational safety, and our geotechnical laboratory allows us to address these needs with precision,” Mr. Pramana said. These laboratory services offer a level of support critical to Indonesia’s rapidly expanding nickel sector, where data accuracy and operational safety are paramount.

A Leader in Inspection and Superintending Services for Nickel and Mineral Commodities

Geoservices has positioned itself as a leader in inspection and superintending services, particularly within the nickel and mineral sectors. “Our inspection services are among the most respected in the industry, covering everything from nickel and minerals to coal and agricultural products,” Mr. Pramana stated. The company’s extensive experience in this area ensures that clients receive the highest quality assurance throughout their operations.

“Our inspection services for nickel include rigorous draft surveys, weighing supervision, bag checks, and sampling,” he explained. “We also perform thorough cleanliness checks of storage areas and ensure that all procedures meet international standards.” This attention to detail is crucial in maintaining the integrity of nickel products, which are often subject to strict quality regulations in global markets.

In addition, Geoservices provides comprehensive supervision of loading and discharge processes, ensuring that every aspect of nickel handling is monitored and documented. “Our goal is to provide complete oversight and transparency for our clients, which ultimately helps them avoid costly mistakes and maintain high standards,” Mr. Pramana noted. This level of service not only enhances operational efficiency but also builds trust between Geoservices and its clients.

Geoservices’ capabilities extend beyond nickel, as it provides

inspection and superintending services across a wide range of minerals and metals. “We handle everything from ores and concentrates to precious metals and industrial minerals, ensuring that we can meet the diverse needs of our clients,” he said. This versatility reinforces Geoservices’ reputation as a reliable partner in the resource sector.

Strengthening the Oil and Gas Sector with Advanced Laboratory Services

While Geoservices focuses on the nickel industry, it also maintains a strong presence in the oil and gas sector. “We provide extensive laboratory services for oil and gas that lead the industry in upstream analysis,” Mr. Pramana explained. “Our geology lab specializes in various analytical techniques that are essential for exploration and production activities.”

These services include detailed geochemical testing and production chemistry analysis, allowing clients to make informed decisions in their operations. “Our labs provide comprehensive evaluations of fuel quality and other essential parameters that contribute to efficient resource management in the oil and gas sector,” he added.

Mr. Pramana emphasized that the expertise developed in the oil and gas sector is beneficial for the nickel industry as well. “The rigorous standards and practices we uphold in oil and gas also apply to our work in nickel, ensuring that we deliver quality and reliability across all sectors we serve,” he stated.

Commitment to Environmental Responsibility

As Geoservices grows its role in the mining sector, it remains committed to environmental

responsibility. “We prioritize environmental integrity in everything we do,” Mr. Pramana emphasized. “Our goal is not only to support Indonesia’s resource industries but also to preserve the environment for future generations.”

Geoservices provides environmental testing for industrial waste, water quality, hydrocarbons, and heavy metals, ensuring compliance with regulatory standards. “We conduct testing for drinking water, surface and groundwater, and industrial effluents, allowing clients to monitor their impact and protect local communities,” he explained. In the nickel sector, this includes hydrocarbon and heavy metal testing for optimal environmental management. Additionally, Geoservices conducts microbiology testing near industrial sites to maintain water quality and protect public health. In the geothermal sector, the company offers testing of geothermal water, gases, and corrosion potential, contributing to Indonesia’s sustainable energy development goals. “Our work in geothermal energy aligns with national priorities and highlights our role in supporting cleaner energy initiatives,” he noted.

An Expansive Network of Facilities Across Indonesia

With 60 facilities spread throughout Indonesia, Geoservices provides clients with convenient access to comprehensive services, strengthening its support across the country’s resource-rich regions. “Our extensive facility network, including the nickel center in Sofifi, means we’re well-positioned to serve clients wherever they operate,” Mr. Pramana explained. This infrastructure allows Geoservices to respond quickly to

client needs, providing localized support with the highest standards of quality and integrity.

A Legacy of Integrity and Innovation

Reflecting on Geoservices’ legacy, Mr. Pramana emphasized the company’s commitment to integrity and continuous improvement. “For over 50 years, we’ve focused on expanding our capabilities to meet client needs while upholding our core values,” he explained. “Our philosophy of ‘Excellent Services with High Professional Integrity’ has guided us, and it’s this commitment that drives lasting partnerships with our clients.”

Looking to the future, Geoservices is investing in new facilities, expanding service offerings, and advancing methods to remain at the forefront of the industry. “Our goal is to stay adaptable and offer dependable support as the market evolves, ultimately contributing to Indonesia’s economic growth and resource sustainability,” he concluded.

A Closing Thought

With a history of innovation, commitment to quality, and a broad service network, Geoservices has become an essential partner for Indonesia’s resource sectors. Its recent expansion into the nickel industry, extensive laboratory capabilities, and dedication to environmental sustainability position it as a key player in supporting the country’s growing resource economy. Geoservices’ cross-industry expertise, including robust support for the oil and gas sector, combined with its values-driven approach, underscores its role as an invaluable ally to Indonesia’s mining industries, paving the way for a resilient and sustainable future.

The Sampala Project is approved for mining, subject to updated feasibility and environmental studies which have already been developed and submitted for approval. “Given the low mine development capital expenditure of less than US$50 million, strong margins and quick payback, we are targeting to deliver first ore from the Sampala Project at the end of 2025 which will make our rotary kiln-electric furnace (RKEF) operations at the IMIP self-sufficient. “

Progress has also been made with regard to diversification into Class 1 nickel and intermediary nickel through the company’s ENC HPAL acquisition. “We have just erected the first of 3 autoclaves on site, marking a significant milestone in the ENC project development,” says Werner, adding that the ENC project is set to be commissioned in the second half of next year.

“What is also very exciting about the ENC project is that our major partner Tsingshan is committed to build a green living precinct with apartments for 4000 to 5000 workers. This will be a green city powered by renewable energy, and provided with the latest technology. As such, the project will be a global show piece not only for sustainable, low-cost nickel production but also for employee living standards.”

Social and environmental efforts

These plans are fully in line with the company’s environmental and social efforts. In 2023, Nickel Industries has again achieved significant successes on the ESG front. “We are pleased to report continued improved ratings from global third-party ESG reporting groups such as S&P Global, with our scores rising from 7 in 2021 to 37 in 2024, above the global Mining and Metals worldwide average of 29,” says Werner.

The company has invested considerably in raising the standard of living of the local population. In September Nickel Industries welcomed the first batch of 10 university students who’ve been selected from underprivileged areas to attend a university in Sulawesi. The ten scholarship recipients, selected for their academic excellence and potential, will pursue degrees in various fields, including Engineering, Accounting and Law.

So overall, our prospects on a global scale seem pretty good.

The Company’s Hengjaya Mine’s HOPE programme (Hengjaya Supports Local People’s Health) was recognised at the Nusantara CSR Awards 2024. The programme aims to improve the health of local communities by supporting nutritional facilities and health infrastructure.

Justin Werner himself received the Sustainable Business Transformation Leader award for his commitment and leadership in driving the company’s sustainability agenda. He points out that after several years of hard work, the company has received approval to develop a conservation bio-diversity area within the Hengjaya Mine mining concession. “The area will help to protect and foster endemic flora and fauna as well as provide a protected area for research and education.”

Moreover, the company has also won the “Best Climate Reporting & Transparency Award” at the 2024 ESG GRIT Awards. This prestigious accolade recognises the company’s outstanding commitment to transparency in environmental reporting and its comprehensive approach to climate action.

Promising prospects

Nickel Industries is well-funded to progress towards its goal of being one of the five largest global nickel producers. “We are Australia’s largest foreign investor in Indonesia. So far, we have invested about US$ 3 billion in developing the nickel value chain,” says Werner.

Speaking about general developments on the global markets, he reflects that while the nickel price has not moved much, what is being seen for the first time are sales of nickel pig iron into Europe. Growth is also visible in the Asian stainless steel market, with Jindal Stainless Limited, one of India’s largest stainless steel producers, having just announced plans to build a new stainless steel plant, and with stainless steel growth in China remaining robust at 5% CAGR.

“There are big opportunities emerging in India and China in the stainless steel market; these bode well for Indonesia. In the developed world EV sales have been sluggish but a low nickel price may actually bring down the cost of batteries, which should help to increase penetration, meaning more nickel units will be required. So overall, our prospects on a global scale seem pretty good,” concluded Werner.

Laxeyand Iceland

Shaping the Future of Sustainable Aquaculture

Laxey, an Icelandic salmon farming company, is pioneering sustainable, land-based aquaculture on the Westman Islands to produce 32,000 tonnes of Atlantic salmon annually. In a recent interview with Executive Insight, Executive Chairman Lárus Ásgeirsson outlined Laxey’s innovative zero-waste approach, developed in partnership with German technology provider Baader.

Lárus Ásgeirsson, Executive Chairman of the board highlighted the importance of the project in establishing Iceland as a leader in sustainable aquaculture. Ásgeirsson noted that Laxey’s project not only addresses the increasing global demand for responsibly farmed fish but also contributes to Iceland’s national economy by creating jobs, supporting local industries, and setting new standards in ethical farming. “Our goal is to establish a new industry in Vestmannaeyjar that places sustainability and quality at its core,” said Ásgeirsson. “By leveraging Iceland’s renewable energy and natural resources, we are demonstrating that large-scale fish farming can be both productive and environmentally responsible.”

Laxey’s innovative facility integrates a recirculating aquaculture system (RAS) to support fish growth from hatchery to harvest. The hatchery uses RAS to recycle water, ensuring efficient usage and minimal waste, while the grow-out facility employs a flow-through system that captures and reuses around 65 percent of seawater. This sustainable water management approach maximises water conservation while supporting optimal growth conditions for the salmon. Before releasing the water back to the ocean, it is thoroughly purified, aligning with Laxey’s commitment to preserving Iceland’s pristine environment. “The emphasis on animal welfare and waste reduction was key in our decision to partner with Baader,” stated Laxey’s Project Manager for Processing and Procurement, Kristmann Kristmannsson. He praised Baader’s equipment for its ability to meet strict quality standards, both locally and internationally.

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**A-CONSULT AGRO A/S** is a premier Danish consultancy firm committed to enhancing agricultural practices and fostering sustainable development within the sector. Founded with the mission of connecting agricultural innovation with practical implementation, A-CONSULT AGRO A/S offers expert guidance to farmers, agribusinesses, and governmental organizations, assisting them in navigating the complexities of modern agriculture.

Currently, the firm is leading a significant project for Laxey focused on land-based aquaculture, where they are pioneering the first phase with their robust concrete tank structures. This extensive project consists of seven phases, with the initial phase—establishing the hatchery—set to conclude this summer. The subsequent phase, which involves constructing the first eight tanks, is anticipated to be completed by January 2025. The remaining five phases will each take one year, resulting in a total of 48 tanks expected to be finished by 2030.

Central to A-CONSULT AGRO A/S’s mission is the belief that sustainable agriculture is crucial for food security, environmental conservation, and economic viability. The firm comprises a multidisciplinary team of agronomists, environmental scientists, and industry experts who work together to provide customized solutions for their clients. This collaborative approach ensures that their services are not only scientifically robust but also practical and tailored to the unique needs of the agricultural community.

The consultancy specializes in areas such as crop management, soil health, pest and disease control, and resource optimization. Through thorough assessments, A-CONSULT AGRO A/S identifies challenges and opportunities within clients’ operations, enabling them to adopt effective strategies that boost productivity while minimizing environmental impact. Their emphasis on integrated pest management and sustainable farming techniques helps clients reduce chemical use and promote biodiversity on their farms.

A key feature of A-CONSULT AGRO A/S is its dedication to education and knowledge transfer. The firm regularly hosts workshops, seminars, and training programs designed to empower farmers with the latest research and practical skills. By fostering a culture of continuous learning, A-CONSULT AGRO A/S helps clients adapt to emerging challenges such as climate change, market fluctuations, and evolving regulations.

Moreover, A-CONSULT AGRO A/S strongly advocates for the integration of technology in agriculture. By utilizing precision farming techniques and data-driven decision-making, the consultancy aids clients in optimizing their operations. This includes employing tools like remote sensing, soil moisture sensors, and farm management software to enhance efficiency and productivity. Such technological adoption not only boosts yields but also supports resource conservation, leading to more sustainable practices.

In addition to its consultancy services, A-CONSULT AGRO A/S engages actively in various research and development initiatives. Collaborating with universities, research institutions, and industry partners, the firm contributes to the advancement of agricultural knowledge and innovation. These collaborations often focus on addressing pressing issues, such as soil degradation, water management, and the impacts of climate change on crop production.

Sustainability is a fundamental principle at A-CONSULT AGRO A/S; it is woven into the company’s core values. The firm actively promotes practices that prioritize environmental stewardship and social responsibility. By guiding clients in implementing eco-friendly practices, A-CONSULT AGRO A/S contributes to the broader objective of sustainable development within the agricultural sector.

As the global agricultural landscape evolves, A-CONSULT AGRO A/S remains at the forefront, adapting its services to meet new demands and challenges. The firm’s proactive stance and commitment to innovation ensure that it delivers relevant and impactful solutions to its clients.

This project embodies the type of sustainable development that is becoming increasingly vital to our economy.

The company’s choice of Iceland as its operational base stems from the country’s abundant renewable energy sources and unique environmental conditions. A recent power purchase agreement with the National Power Company of Iceland enables Laxey to power its operations with geothermal and hydroelectric energy, significantly reducing its carbon footprint. With these energy resources, Laxey is well-positioned to minimise environmental impact while producing high-quality salmon. According to Laxey’s executives, the company is capitalising on Iceland’s clean, renewable energy sources to drive its growth strategy in a way that aligns with the country’s sustainability goals.

To finance its ambitious project, Laxey recently secured funding from Arion Bank, a key supporter of Iceland’s fish farming sector. Rúnar Magni Jónsson, Arion Bank’s Managing Director of Corporate Banking, described the partnership as a milestone in advancing the Icelandic aquaculture industry. “This project embodies the type of sustainable development that is becoming increasingly vital to our economy,” said Jónsson. He added that fish farming, which has grown significantly since the 1950s, is now a core part of Iceland’s econom-

ic fabric, and initiatives like Laxey’s provide valuable opportunities for long-term economic and environmental benefits. With the bank’s financial support, Laxey can further its construction and operational efforts, set to unfold through 2030.

Laxey’s project aligns with the Icelandic government’s broader objectives for the fish farming sector, which has been a critical component of the national economy in recent decades. Iceland’s aquaculture industry has expanded rapidly, with production reaching 50,000 tonnes by 2023, predominantly composed of salmon, which accounts for nearly 90 percent of farmed fish. Government projections indicate that salmon farming will continue to be the leading aquaculture sector in Iceland, driven by both domestic demand and international export opportunities. By focusing on land-based salmon farming, Laxey is positioning itself at the forefront of this growth, paving the way for a more sustainable and controlled method of seafood production.

Sustainability and resource efficiency are central to Laxey’s operational philosophy. In keeping with its zero-waste policy, the company recycles by-products as fertilisers, benefiting Iceland’s

We are excited to work with Baader, whose technology aligns perfectly with our values and operational needs.

agriculture. By reusing fish waste to enrich local soils, Laxey strengthens its commitment to circular economy principles. This approach has attracted attention within the global aquaculture community, particularly as traditional sea-based salmon farming faces increasing scrutiny due to environmental challenges such as parasites, ocean pollution, and fish health risks. Laxey’s land-based system addresses these concerns by isolating its operations from open waters and maintaining stringent controls on water quality and fish welfare.

The partnership with Baader further supports Laxey’s sustainability goals. Known for its advanced technological solutions for seafood processing, Baader was selected for its commitment to animal wellbeing and efficient resource use. Laxey’s Kristmannsson described the partnership as instrumental in setting a new benchmark for quality and responsible production within Iceland’s aquaculture industry. “We are excited

to work with Baader, whose technology aligns perfectly with our values and operational needs,” said Kristmannsson. Baader’s equipment will not only help Laxey meet international standards but also streamline processes to maximise fish utilisation and minimise waste.

With operations in the Westman Islands expected to be fully operational by 2030, Laxey plans a phased expansion, with new production modules of 5000 thousand tons coming online annually. Each module will increase capacity, ensuring that the company meets the growing demand for sustainably farmed salmon. In addition to the domestic market, Laxey aims to supply major export markets in Europe and North America, contributing to Iceland’s reputation as a premier provider of high-quality, responsibly farmed seafood.

Looking ahead, Laxey’s vision extends beyond mere production; at its core, Laxey’s operations aim to work in harmony with nature and empowered by the local community, with anchor investors who are integral members of this community, making it essential that everything is done right. By prioritising environmental stewardship and ethical practices, Laxey is setting a high standard for future growth within Iceland’s aquaculture sector. The company’s innovative methods demonstrate that it is possible to balance economic growth with environmental care, highlighting the potential for sustainable seafood production on a large scale

Laxey’s approach, combining advanced technology, renewable energy, and ethical farming, contributes to the evolving landscape of Iceland’s aquaculture sector. With support from Baader and Arion Bank, the company is well-equipped to fulfil its long-term vision, creating a high-quality, sustainable food source while contributing positively to Iceland’s economy and global seafood markets. As one of the first movers in Iceland’s land-based salmon farming sector, Laxey is paving the way for a new era in aquaculture, where sustainability and productivity go hand in hand.

Gold Play

Calibre Mining Corp. has emerged as a prominent player in the gold mining industry, with its strategic operations and growthoriented initiatives positioning it as a significant force in the sector. Headquartered in Vancouver, Canada, Calibre Mining has steadily expanded its portfolio of assets and operations, focusing primarily on Central America, where it has developed a robust presence. This article provides an in-depth look at Calibre Mining, its history, operations, financial performance, and prospects.

Founded in 1969 as TLC Ventures Corp and then rebranded as Calibre Mining Corp in 2007, Calibre Mining started as a small exploration company focused on gold and other precious metals. Over the years, the company has evolved through a series of strategic acquisitions, partnerships, and exploration successes. The most transformative moment in its history came in 2019 when Calibre acquired two operating gold mines in Nicaragua from B2Gold Corp. This acquisition marked the company’s transition from an exploration-focused entity to a mid-tier gold producer.

www.calibremining.com

Since then, Calibre Mining has focused on optimizing these assets, increasing production, and expanding its resource base. The company’s vision is to be a leading gold producer with a commitment to responsible mining practices, including environmental stewardship, community engagement, and safety.

Calibre Mining’s primary assets are located in Nicaragua, a country with a rich mining history. The company’s flagship assets include the El Limon, Pavon and La Libertad gold mines, both of which have been central to Calibre’s growth strategy.

El Limon Mine: Located in western Nicaragua, the El Limon mine has been in operation since the 1940s and has produced over 3 million ounces of gold to date. Calibre has focused on optimizing operations at El Limon, improving efficiencies, and extending the mine’s life through ongoing exploration. The mine benefits from established infrastructure, including a processing plant with a capacity of 500,000 tonnes per year.

La Libertad Mine: Also located in Nicaragua, the La Libertad mine is another cornerstone of Calibre’s operations. The mine has been a consistent gold producer and, like El Limon, has significant exploration potential. Calibre has implemented several initiatives to increase production and extend the mine’s life, including underground development and the expansion of the processing plant.

Pavon Gold Mine: The Pavon project represents a newly emerging gold district in Nicaragua in a region that has remained largely underexplored by modern methods. Historical exploration focused on delineating resources within the near-surface portions of the Pavon Norte, Central and South deposits indicated resources totalling 231,000 ounces of gold averaging 5.16 g/t have been delineated within the upper 100 meters.

Calibre Mining has focused on optimizing these assets, increasing production, and expanding its resource base.

Explotec: 20 Years of Innovation and Leadership in the Central American Market

Explotec, with more than 20 years of experience in the Central American market, is a pioneer and leader in the explosives and related services sector. Since its founding in Costa Rica in 2003, Explotec has evolved significantly, expanding its operations to Nicaragua, El Salvador, Honduras and Panama. This expansion has been possible thanks to our constant commitment to quality and excellence, adapting to changing market demands and taking advantage of new opportunities.

Our company began as an explosives manufacturer and has diversified its services to include drilling, blasting, logistics, transportation, sales of alternative rock breaking machinery and products. This diversification has allowed us to offer complete and safe solutions for mining, construction and demolition. At Explotec, we understand the importance of innovation and continuous improvement, which is why we are always looking for new technologies and methods to optimize our services.

In 2024, Explotec was consolidated as a robust business group, operating in five Central American countries with more than 600 dedicated collaborators. Our goal is to provide high quality products and services, always with the help of experts aware of the needs of the market and our clients. Safety is a priority in all our operations, ensuring the safe handling of hazardous materials and compliance with international standards.

Explotec prides itself on its ability to deliver high-quality, efficient solutions in logistics, drilling and blasting. Our mission is to continue leading the Central American market with innovation, growth and business development, always maintaining our commitment to excellence and safety.

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In addition to these two primary assets, Calibre Mining has a portfolio of exploration properties in Nicaragua and other parts of Central America. The company is actively exploring these properties, with the goal of discovering new deposits and expanding its resource base.

Calibre Mining is committed to responsible mining practices, emphasizing sustainability and community engagement as key pillars of its operations. The company has implemented a comprehensive environmental management system to minimize the impact of its activities on the environment. This includes water management, waste management, and biodiversity conservation initiatives.

In terms of community engagement, Calibre works closely with local communities to ensure that its operations provide tangible benefits. This includes creating jobs, supporting local businesses, and investing in infrastructure. The company also places a strong emphasis on safety, with robust health and safety protocols in place to protect its workers.

Calibre Mining’s financial performance has been strong, reflecting the successful integration of its Nicaraguan assets and ongoing efforts to optimize operations. The company has consistently increased its gold production, which has translated into rising revenues and cash flows.

With production guidance of 275-300,000 ounces in 2024, this will be Calibre’s fifth consec-

utive year in terms of increase in both production and profitability. The company produced over 250,000 ounces of gold, a substantial increase from previous years. This growth was driven by higher output at both the El Limon, Pavon and La Libertad mines, as well as contributions from new exploration discoveries.

Calibre Mining’s growth strategy is centred on expanding its production base, extending the life of its existing mines, and discovering new resources through exploration. The company has outlined an ambitious plan to increase gold production to exceed over 300,000 ounces per year by 2025, driven by continued optimization at its Nicaraguan mines and the development of new projects across Canada.

Exploration is a key component of Calibre’s growth strategy. The company has identified numerous exploration targets within its existing land package, which it believes have the potential to significantly increase its resource base. In particular, the Eastern Borosi project in Nicaragua is a high-priority exploration target that could become a future production centre.

In addition to organic growth, Calibre is also open to strategic acquisitions that align with its vision. The company has a strong balance sheet and access to capital, which positions it well to take advantage of acquisition opportunities as they arise.

Like all mining companies, Calibre faces several challenges and risks. These include fluctuations in gold prices, operational risks, and geopolitical risks associated with operating in Nicaragua. The company mitigates these risks through a combination of hedging strategies, operational excellence, and strong relationships with local stakeholders.

Environmental and social risks are also important considerations for Calibre. The company operates in areas with sensitive ecosystems and local communities, making it essential to maintain high standards of environmental and social responsibility. Calibre’s commitment to sustainability and community engagement helps mitigate these risks, but they remain a factor in the company’s overall risk profile.

Calibre Mining has established itself as a growing mid-tier gold producer with a strong operational base in Nicaragua. The company’s successful transition from an exploration-focused entity to a gold producer has been driven by strategic acquisitions, operational optimization, and a commitment to sustainability. With a clear growth strategy in place, including ambitious production targets and a robust exploration pipeline, Calibre is well-positioned for continued success in the coming years.

As the company continues to expand its operations and explore new opportunities, it will be important for investors and stakeholders to monitor key developments, including production growth, exploration successes, and the company’s ability to navigate the challenges and risks inherent in the mining industry. Overall, Calibre Mining represents a compelling growth story in the gold mining sector, with significant upside potential for the future

Transforming Supply

Chain Management in the Rail Industry: The Journey of Mr. Alves at Wabtec

Wabtec’s João Alves stands at the forefront of innovation in today’s rapidly evolving landscape of global transportation and rail technology. He has been spearheading Wabtec’s supply chain revolution and is a visionary leader whose diverse background and global perspective are reshaping the company’s approach to technology, sustainability, and human-centric business practices in supply chain management.

Alves’s journey to his current role at Wabtec is as impressive as it is diverse. Born in Brazil, he began his career as a process engineer in the steel industry, quickly rising through the ranks. By age 28, Alves had become a plant manager at a major steel company, showcasing his leadership capabilities and strategic acumen. His potential was further recognized when he was selected for a career acceleration program, exposing him to various business functions including finance, HR, and health and safety.

At Wabtec, Alves’s impact has been profound

Seeking new challenges, Alves transitioned to the transportation sector, joining GE Transportation (now part of Wabtec). This move marked a transformative chapter in his career, allowing him to apply his manufacturing expertise to a new industry while expanding his skills in supply chain management.

At Wabtec, Alves’s impact has been profound. Initially focusing on Brazilian operations, he quickly demonstrated his ability to drive improvements in supply chain performance. His success led to an invitation to relocate to the United States to oversee supply chain integration following the merger of GE Transportation and Wabtec. Now based in the U.S., Alves leads supply chain operations across multiple Wabtec facilities, overseeing operations with combined sales exceeding $200 million annually – a significant leap from his previous $80 million operation in Brazil.

Alves’s global experiences have shaped his leadership approach, emphasizing the importance of both manufacturing and supply chain expertise. This dual perspective allows for more effective decision-making and process improvement, crucial in navigating Wabtec’s complex global supply chain operations.

In the realm of technology and artificial intelligence (AI), Alves takes a pragmatic yet forward-thinking approach. He recognizes AI’s transformative potential in supply chain management while emphasizing the importance of human judgment. Alves recounts early experiments with augmented reality in warehouse operations, demonstrating Wabtec’s commitment to exploring cutting-edge technologies to enhance efficiency.

One of Alves’s key initiatives has been implementing lean manufacturing principles across Wabtec’s supply chain operations. Drawing from his steel industry experience, he has spearheaded efforts to streamline processes, reduce waste, and improve overall efficiency. This lean approach has not only enhanced op -

erational performance but also contributed to significant cost savings.

Alves’s leadership style is characterized by strong emphasis on team collaboration and open communication. He believes in the power of diverse perspectives and encourages his team to challenge conventional thinking. “In our technical brainstorming sessions, we often find ourselves finishing each other’s sentences,” Alves notes, highlighting the synergy within his team. This collaborative approach has been instrumental in driving innovation and problem-solving across Wabtec’s supply chain operations.

Sustainability is another key focus area for Alves and Wabtec. Recognizing the growing importance of environmental, social, and governance (ESG) factors, Alves has been instrumental in driving sustainability initiatives within Wabtec’s supply chain. He highlights efforts to source more sustainable materials, such as exploring “green steel” from suppliers with lower carbon emissions. Additionally, Alves advocates for implementing circular economy principles, focusing on reducing waste and maximizing resource efficiency.

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Alves’s commitment to sustainability extends beyond environmental concerns. He has been a vocal proponent of ethical sourcing practices, ensuring that Wabtec’s suppliers adhere to strict labour and human rights standards. This holistic approach to sustainability has not only improved Wabtec’s ESG profile but has also positioned the company as a leader in responsible supply chain management within the rail industry.

Looking ahead, Alves is excited about the potential of AI and data analytics in supply chain management. He envisions a future where AI assists in scenario planning, helping supply chain

leaders make more informed decisions by analysing vast amounts of data. However, true to his measured approach, Alves emphasizes the importance of balancing technological advancement with human expertise.

“The key is not to replace human decision-making, but to enhance it,” Alves explains. “AI can process enormous amounts of data and identify patterns that humans might miss, but it’s the human element – our experience, intuition, and ability to consider complex contextual factors – that will always be crucial in supply chain management.”

To this end, Alves has been instrumental in developing training programs that prepare Wabtec’s supply chain professionals for the digital future. These programs focus not only on technical skills but also on developing critical thinking and adaptive capabilities necessary to work effectively alongside AI systems.

Throughout his career and in his current role at Wabtec, Alves has consistently demonstrated a unique ability to bridge the gap between operational expertise and strategic thinking. His diverse background allows him to approach supply chain management holistically, considering business issues, Wabtec’s direction, and how supply chain fits into the overall strategy.

As Wabtec navigates the challenges of a rapidly changing transportation landscape, Alves’s comprehensive approach to supply chain management and technology promises to play a crucial role in the company’s future success. His ability to balance technological innovation with human-cantered design and cultural sensitivity positions Wabtec well for the future of supply chain management in the rail industry.

In conclusion, Mr. Alves’s journey from a process engineer in Brazil to a supply chain innovator at Wabtec is a testament to the power of diverse experiences and a global perspective. His approach to leadership, which combines technical expertise with strategic thinking and cultural empathy, offers valuable lessons for leaders across industries grappling with digital transformation. As AI and sustainability continue to reshape the business landscape, leaders like Alves who can navigate both the technological and human aspects of this change will be invaluable in guiding their organizations into the future. Through his visionary leadership, Wabtec is not just adapting to the changing transportation landscape but is actively shaping it, setting new standards for innovation, sustainability, and human-centric business practices in the process.

HOLISTIC SAFARI EXPERIENCE

Singita is a South African luxury ecotourism and conservation brand which operates private game lodges in a number of countries. Meaning ‘Place of Miracles’ in Shangaan, the language of several South African ethnicities, the company was founded to provide an exceptional experience – with limited guest and vehicle numbers, consistent game viewing and warm-hearted hospitality.

Singita is a conservation and ecotourism brand driven by a purpose – to preserve the precious African wilderness it safeguards. Its 16 lodges and camps, spread across South Africa, Zimbabwe, Tanzania and Rwanda, encapsulate the very best of luxury travel, and celebrate the unique natural and cultural heritage of their locations, while underpinned by a common goal of creating meaningful, personal and sustainable experiences.

The first lodge only had six guest rooms, but the plan was to create something very different from what was then available in the marketplace

The lodges are individually designed to reflect the regional character while providing the utmost comfort. They are refurbished every 7 years and fully redesigned every 10 to 12 years. “We inspect each lodge every year to make sure they are in excellent condition,” says Guy McGregor, General Manager Singita Group – Development, Projects, Procurement and Logistics. “What distinguishes us from others is the very personalised attention our guests receive.”

The beginnings

Singita’s founder and chairman Luke Bailes opened the first lodge in 1993 on a piece of

land purchased by his grandfather in a remote corner of the Lowveld in South Africa, with a view to offering an upmarket safari experience that would support nature conservation, so that Africa’s pristine wilderness areas can flourish for years to come.

“The first lodge only had six guest rooms, but the plan was to create something very different from what was then available in the marketplace. In those days, a typical safari was quite rustic, but Luke’s vision was to incorporate more luxurious elements such as a private plunge pool, bigger, air-conditioned rooms, and outdoor verandas,” recalls Guy McGregor.

Longship Trading’s core mission is mitigating trade barrier risks for high-end investors in East Africa. Since 2012, Longship Trading has partnered with Singita’s operations team, allowing Singita to focus on its specialities - luxury travel and eco-tourism.

Singita, a leader in sustainable travel, significantly benefits from the strategic alliance with Longship Trading. Longship’s proficiency in global logistics enhances Singita’s standing in luxury eco-tourism, wildlife protection, sustainability and carbon emission reduction. Working closely with Singita’s team, this collaboration consistently meets logistical challenges with innovative solutions, making a substantial impact on wildlife conservation.

Beyond transportation, Longship Trading ensures meticulous planning and execution of every shipment, ensuring punctual delivery, even in the most demanding circumstances. Established in 2001 and owned by Victoria and Lara, Longship Trading specializes in managing trading barriers and risk mitigation, ensuring seamless operations for Singita and other exclusive clients across remote locations in East Africa. Their comprehensive logistical network delivers cargo as diverse as helicopters, anti-poaching dogs, drones, aircraft, boats, private art collections, and all construction and hotel goods facilitating uninterrupted operations for luxury tourism.

In the realm of luxury eco-tourism, where precision is paramount, Longship Trading’s steadfast support and expertise allow extraordinary companies like Singita to achieve their dreams of delivering exclusive travel experiences in remote locations.

REACHING EAST AFRICA & the world

Navigating unique customs systems, remote destinations, poor infrastructure, language barriers, complex regulatory controls, weather conditions and piracy. Longship’s expertise in the region ensures the client’s cargo delivered on time & within budget.

Budget Planning & Cost Management

Warehousing & Specialised Packaging

Customs & PVOC programmes

From the first lodge the company went from strength to strength, as Luke managed to attract high net worth individuals that wanted just what he was offering – a more luxurious but still fully authentic safari. The focus on preserving nature has remained strong until today and regardless of location, each Singita lodge is inspired by a reverence and respect for nature.

Guy explains that he joined the company in 2004 when Singita was about to open a lodge in Kruger National Park called Lebombo as a private concession, a unique property developed in line

with strict environmental requirements.

The design of Lebombo Lodge was inspired by the many eagles’ nests built into the cliff face of the river bank, resulting in organic, light-filled structures, floating between river and sky. Besides the private suite spaces, the lodge offers a wine studio, library and rooftop terrace, an interactive kitchen, a vibrant bar and help-yourself deli, and an additional 25-metre lap pool. Interestingly, in 2023 the Lebombo Lodge was listed as N 15 in The World’s 50 Best Hotels.

Professional procurement

As more lodges were added, Guy moved from being a lodge manager into a wider-reaching role, starting an in-house support department for the group. “My task was to make sure that the properties stay looking as good as the day they were opened. I would go and help the lodges, and design housekeeping manuals and standard playbooks, eventually setting up the in-house support team within the business.”

He reflects that business growth has been helped by the founder’s visionary approach to creating something special. “Each lodge has its own look and feel. We wanted to prevent any erosion of that original design concept, which is so strong in each lodge. And with that comes a whole set of other challenges.”

“This led, almost naturally, to the creation of an in-house procurement function,” he explains. “One day, to the amazement of my colleagues, we had 36 lower-deck dining chairs arrive at the Cape Town corporate office. That really highlighted the need to have a distribution centre, formalise the procurement process and generate efficiencies with that.”

100-year purpose

Today, Singita employs hundreds of people across Africa and operates 16 lodges, camps, and exclusive-use villas in six locations spanning four countries – each a peaceful sanctuary that celebrates the beauty of the African bush.

“Although the properties are all different and each is unique, they all have the same essence,” says Guy. “Everyone in the business is aligned with our 100-year purpose – to conserve and protect large tracts of land for future generations. And that really underpins everything we do at Singita.”

This philosophy is based on three core pillars: Biodiversity, Sustainability and Community. By combining luxury travel with long-term investment and involvement in conservation, community empowerment and sustainability projects, Singita ensures mutual benefit for both nature and people.

“We subscribe to One Planet living principles and as an ecotourism and conservation brand, and to put this commitment into operation, we seek suppliers and partners who subscribe to our core principles and code of conduct.”

He says that over 65% of goods are locally

My team has worked and partnered with suppliers over the years to develop bespoke items that are woven into the Singita guest experience.

procured. The company has regional offices in each country focusing on local sustainable procurement that stimulates local economies. “Our suppliers are expected to share our values. They must comply with prescribed delivery plans; they must submit invoices timeously, and they must guarantee that all information on the ordering system, including pricing, is kept up to date.”

Leaving a proud legacy

Guy was instrumental in setting up the supply chain management system. The Singita support hub based in Johannesburg conceptualises, curates, manages and delivers brand-aligned lodge products, experiences, materials and projects that support a seamless guest experience, unique to Singita.

“This is essential for the brand to live effectively on a daily basis as well as to inspire everyone who comes into contact with it, leaving lasting and cherished memories. My team has worked and partnered with suppliers over the years to develop bespoke items that are woven into the Singita guest experience.”

The online system, an in-house web-based  job card portal, which Guy custom-developed, has been instrumental in the success and efficiency of the department, fully integrated into other workflow systems. It holds the various parties fully accountable and contains a wealth of knowledge and IP.

“One of the achievements I can be proud of during my tenure at Singita is the way we harnessed technology to support regional and global procurement across the whole group, and to do so in a very lean and efficient way. Everything is on one platform, so it’s fully integrated and very transparent, which is critical with various different shareholders and each lodge running as its own entity.”

The system that he devised will be a valued legacy when he moves to a new exciting chapter of his career very shortly, as the MD of an architectural turnkey design firm. “I’m incredibly grateful to have been such an integral part of the Singita family and to have grown with the brand. To me, the Singita family will remain treasured and very special,” he affirms in concluding.

I’m incredibly grateful to have been such an integral part of the Singita family and to have grown with the brand. To me, the Singita family will remain treasured and very special

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