Inside Energy September 2021 by Energy Industries Council

EIC Inside Monthly news for EIC members September 2021

UK hydrogen strategy ABB guest editorial

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International trade

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Excitation systems simulated and validated by digital twins can help companies comply with strict grid codes

Why the UK needs to go ALL-IN for BOTH blue and green hydrogen NOW

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Sector analysis

What does the future hold for oil and gas? Answer hazy, ask again later

Diveen

a Dana

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The answers, as always, are unclear and often contradictory. As of July 2021, all signs point to oil and gas continuing to be utilised past 2050, despite ever-increasing climate change pledges by nations, as the feasibility of those goals is called into question. Governments and regulators are struggling to balance the public’s appetite for a faster switch to renewables with the difficulties of phasing out hydrocarbons in a manner that doesn’t leave them vulnerable to importing from potentially higher carbon economies with lower regulatory and environmental standards. Recently we’ve seen the extraordinary case of both the UK government and the Oil & Gas Authority being dragged through the courts by environmental groups and campaigners in an attempt to stop the development of the MAJOR CONTRACTING ACTIVITY (2016 – 2021) Cambo field, one of the few greenfield developments left in the UK North Sea, which initially looked set to take FID by the end of this year.

The work-related drought for the oil and gas sector, which formed the main talking point of 2020 has officially broken, with a healthy pipeline of work appearing in earnest. The evidence can be seen from both the number and type of contracts, plus the number and amount of investment related to upstream projects (see figure). When compared to 2020, we are seeing a surge in late stage contracts being awarded; around 76% year-on-year so far and growing. The top five countries we are seeing major contracts being awarded in are: United Kingdom, Brazil, Norway, Qatar and Malaysia, with the potential for Saudi Arabia and the UAE to edge into the top five if their extensive tendering and bidding exercises are realised at the back end of the year.

FIDs for the upstream sector this year are already even 450 with FIDs from 2020, with the 400 potential for at least 40 more 350 before the end of the year. We 300 have also seen a rise in both the number of billion-dollar 250 projects (mega-projects) 200 being sanctioned and the 150 total investment from FIDs 100 this year compared to last 50 year. In 2020 we saw at least 0 five upstream mega-projects 2016 2017 2018 sanctioned; for a grand total Early Stage of around US$25bn. Feasibility, Conceptual, Pre-FEED, FEED This year we have already seen at least seven; totalling over US$23bn so far, and with the potential for at least another 20 before the end of the year. This is a clear indicator that projects which stalled in 2020 are making a come-back. With the rise in the oil price, the balance sheet for the operators and contractors is starting to move back into the black. The thermostat for the industry, the oilfield services contractors – Baker Hughes, Schlumberger and Halliburton – have all said that not only are they predicting growth in demand for oil, gas and LNG into 2022, but also that they are expecting an increase in orders in the second half of the year. While the short term for the upstream sector looks assured, at least up until 2023, questions still remain such as: how long will the window for oil and gas last? How will the sector continue attracting new talent given its climateunfriendly reputation? How quickly should traditional oil and gas operators and contractors transition into cleaner energy sectors such as renewables?

The operators themselves are also under fire – both in physical court and in the court of public opinion; with Shell currently attempting to appeal the ruling made in the Netherlands in May 2019 2020 2021 2021 that it must slash its Late Stage PMC emissions by 45% by 2030 EPCM, EPC, Subsea/SURF Project Management compared to 2019 levels. While this may look like a win for the energy transition, in reality Shell may be forced to offload oil and gas assets to meet these targets; which will inevitably end up in the hands of other players, most likely either national oil companies or private equitybacked small to medium-sized players; neither of whom are as beholden to legal challenges or shareholders as compared to the majors. However, it is hard not to agree that Shell may have a point in appealing the ruling. Penalising one company, while setting a precedent, will not stop climate change. Not while other nations, while just starting their net zero journeys, continue to build and rely on coal-fired power stations, deforest large swathes of rainforest and swamp which are natural carbon sinks, and continue to flare natural gas unabated. Diveena Danabalan Senior Energy Analyst & Strategic Relationship Manager – Oil & Gas diveena.danabalan@the-eic.com

Designed and published by the Energy Industries Council 89 Albert Embankment, London SE1 7TP Tel +44 (0)20 7091 8600 Fax +44 (0)20 7091 8601 Email info@the-eic.com Web www.the-eic.com @TheEICEnergy EIC (Energy Industries Council)

Inside this issue... As we approach the end of the summer holiday season, I hope you have all had the chance to relax, unwind and prepare Mark R isley for the months ahead after a productive and jam-packed 2021 so far. This month we will be gearing up to some key events in September, October and November, starting with EIC Connect Energy USA 2.0 on 28 September. You may recall that we ran a fully virtual EIC Connect in the US earlier this year, and we are excited to bring you part two of the event which will be the first fully physical conference and exhibition that we have hosted since the start of last year. Organised with every safety precaution considered, it will be an interesting case study to gauge the appetite and feasibility for physical events to return in a secure environment, and may form the basis for a gradual return to in-person events in other parts of the world, where it is safe to do so. Shortly after EIC Connect Energy US, we switch gears to bring you EIC Connect Qatar 2021, the first of its kind in the country. We will be trialling a new format for this event, with the majority of the virtual conference programme pre-recorded and available to view at your leisure on the opening of the event on Tuesday 5 October. While there will be some live panel discussions, we hope that the flexibility of being able to view the majority of the sessions at a time of your choosing will prove to be a popular method. Some might say – what about the interaction with the audience – and you would be right to consider that. Make sure to follow the EIC’s LinkedIn and Twitter channels as we will offer the opportunity to our followers to pose questions to our speakers ahead of each recording, with the questions answered during the presentation and able to view once the event is live. Later in October, APAC Energy Conversations 2021 will take place. Although following a similar structure to our well-known EIC Connect events, APAC Energy Conversations will cover a wide range of countries in the Asia Pacific region, and will focus more on thought leadership panel discussions – an increasingly popular session style following feedback from the Energy Exports Conference 2021. Finally, on 15 November, we cannot contain our excitement to be returning to Abu Dhabi for ADIPEC 2021, the first large-scale energy exhibition that we have the pleasure of hosting the UK pavilion for. Stay tuned for more information about the things we have planned for this highly anticipated return to the desert. In this issue of Inside Energy, EIC CEO Stuart Broadley responds to the new UK hydrogen strategy, outlining why the UK needs to go ALL-IN for both blue and green hydrogen now – there really isn’t a moment to waste. We also speak to ABB Energy Industries’ Segment Manager Excitation, Bernhard Loher, who highlights how excitation systems simulated and validated by digital twins can help utilities and power generation companies comply with increasingly strict grid codes. Finally, the EIC’s own Diveena Danabalan, Senior Energy Analyst & Strategic Relationship Manager, poses the question in the latest sector analysis – what does the future hold for oil and gas?

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Contents Sector analysis

Inside this issue...

UK hydrogen strategy

EIC databases

Guest editorial

New EIC members

Member news

Social media round up 17 Forthcoming events

International trade

UK and Europe news 21 Middle East news

Asia Pacific news

North America news

South America news 25 Survive & Thrive V

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EIC response to new U by Stuart R Broadley FEI CEO, Energy Industries Council

Why the UK needs to go ALL-IN for B EIC welcomes the publication of the UK government’s Hydrogen Strategy. Hydrogen will be a key factor in enabling the decarbonisation of harder to address sectors like transport and heat and there is a dot-combubble-style excitement around the long-term technology and wealth opportunities that hydrogen may bring, as well as, of course, the environmental benefits.

but it also provides another stream of work for the hungry supply chain and energy community. The valuable work in this area will hopefully rally engagement and investment in the hydrogen dream, both for future domestic and international demand.

The UK’s Hydrogen Strategy plans to apply lessons learnt from offshore wind, employing the successful CfD model once again to stimulate a vital new green economy, but we urge that the UK supply chain is also brought along at the same pace and scale as CfD. UK content must also be maximised for these critical, early net-zero domestic projects, enabling the seeding, rooting and growth of a competitive and future-ready UK-based hydrogen supply chain.

But there are challenges. The government in removing (nearly all) oil and gas funding and support for UK exporters, which has put pressure on an already struggling energy supply chain to be globally competitive and profitable. Business leaders all agree that we need to achieve 2050 net zero goals, here and globally, but they also say that they need more time to transition their current oil and gas order books, skills and facilities to non-emitting markets, asking for 5-10 years, not 5-10 months. This rapid removal of oil and gas support has hurt them, and if left unchecked this will continue to for years to come.

The UK has approached the roll out of hydrogen development projects across the UK in a steady and planned way, with various phases of money, levelling up and technology placement being supported to try to position the UK as a leader and first mover in this exciting new sector. The UK sees hydrogen as important to address its own emission challenges in time to meet its 2050 net zero legislation,

The concern around the shortto-medium term health of the UK energy supply chain is compounded by a 5+ year historical trend of export-shyness across all UK regions and all energy sectors. Business leaders find the development of new export markets as the hardest growth strategy, and have done each year since at least 2017, as confirmed by EIC Survive & Thrive research.

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The UK government itself confirms that less than 10% of UK businesses are exporters (all sectors). At this rate, how is the UK to reach its own target of exports accounting for 35% of GDP, being currently at 30%? The EIC believes that intervention is needed – firstly, to help businesses to stay rooted and healthy in the UK, and secondly, to address their export-shyness barriers to internationalisation. The EIC believes that hydrogen provides unique and timely answers to these challenges. Firstly, blue hydrogen provides two opportunities – if the current UK blue projects, partnered with CCUS, as conceived by the government, are ALL given the green light now, all fully funded, all with UK content requirements, then this will provide the fastest and most significant opportunity to offer pace and scale of work for the supply chain ‘to get stuck into’. This will offset, partially at least, the export-shyness and export-funding restrictions that beset UK businesses, buying time to shape longer-term export growth policies, and will arm businesses with valuable revenues and new skills that will set them up well for the future. Of course, blue is good for the oil industry too, keeping oil investments flowing in the UK,

UK hydrogen strategy

BOTH blue and green hydrogen NOW supporting thousands of businesses and domestic energy security, and placating those that argue that we should not ‘cut our nose off to spite our face’, by ending oil production prematurely in the UK, to then immediately import the same amount of oil, arguably at higher costs and emissions. The CCUS technology that comes as the friend of blue is the real prize here though. CCUS is a globally exciting technology, not so much to enable blue production, but to deal with harder to decarbonise transport and industry emissions, providing a rare chance for the UK to build globally competitive capability that will lead to the sort of export-led GDP growth the government needs. Blue itself though does not provide a significant export opportunity. It is to be treated as a short-term and domestic fuel only. Why? Because as soon as the world demand for blue grows, then NOCs around the world will switch on their own supply of blue, at vastly greater scale and MUCH lower cost. The UK will not be a competitive exporter of blue, but it can be a competitive exporter of CO2 storage, the other great opportunity that is opened-up by CCUS. So, blue with CCUS is a vital investment stream that the government should go ALL-IN for NOW.

It helps with just transition and energy transition for the supply chain, it is a lifeline for the UK oil industry, it creates worldbeating export technologies in CCUS and CO2 storage, and secures energy security. But what of green hydrogen? Green provides two different opportunities – of all the recent hydrogen project announcements in the world, the vast majority are for green, not blue, more than 90% in quantity and value terms. Why is this? Because investor and consumer demand for hydrogen is linked to their desire to have non-oil produced hydrogen, green fuels, as soon as possible. This can be seen as contradicting with consumer resistance to over-pay for green power and fuels, but even still, the trend is clear. As soon as green hydrogen can be produced at pace and scale, and competitively, then it will overtake blue as the fuel of choice. The UK has great infrastructure and natural resources for both blue and green hydrogen – how lucky are we? We have technology providers in the UK for electrolysers and, so far, there are no other regions of the world, and no other major industrial groups of entrepreneurs (Elon Musk has not yet focused on green hydrogen, although he loves CCUS), that can scale up in green, as they can so easily in blue.

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So, we have the chance, if we go ALL-IN NOW, to take the leading position with green technology development. This will enable us to develop a competitive UK-centred supply chain for UK projects, needing UK content oversight, to then become the Denmark Offshore Wind of green hydrogen technology. This would be the next great export and GDP growth opportunity for the UK. Green scale up would be slower than for blue hydrogen, as the infrastructure, competitiveness and technology starting points are much lower, so let’s think about blue and green in partnership – the UK can scale in blue and CCUS first, and then transition (again) to green hydrogen 5-10 years later. But this means green investment has to be ALL-IN and NOW too. In summary therefore, in the publication of the UK Hydrogen Strategy, the UK has positioned itself to be globally significant in both blue and green hydrogen and EIC members will appreciate this, but this positioning is not enough. The investment should go ALLIN, not in the future but NOW, and with enough scale and stickiness. Only then do we get a head-start on the rest of the world. This feels like a key moment for policy makers, and the COP26 stage is the perfect place to stake our claim on the net-zero-bubble.

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DataStream GHANA

INDONESIA

Etan Oil Discovery Eni has announced a significant oil discovery at its Eban prospect. The Eban-1X exploration well was drilled to a TD of 4,179 metres in water depths of 545 metres. The Eban1X well is the second well drilled in CTP Block 4, following the Akoma discovery. Estimated potential of the Eban-Akoma complex is between 500 and 700MMboe in place.

Global opportunities PORTUGAL

Sakakemang CCS Project

Sines Petrochemical Complex Expansion

Repsol plans to execute the final investment decision (FID) in 2022 as the company expects full gas production in 2027. Repsol also plans to develop carbon capture and storage (CCS) in Sakakemang where the block is known to have 26% of CO2 content.

Repsol will invest €657m in the construction of two new units at its Sines Petrochemical Complex in Portugal. The units are a 300,000 linear polyethylene plant and a 300,000 tpa polypropylene plant to expand the manufacturing site’s production of 100% recyclable polymeric materials.

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

AUSTRALIA

Western Green Energy Hub CWP Global and Intercontinental Energy have announced plans for the development of a green hydrogen hub powered by solar and wind on the southern coast of Western Australia. The hub will produce 50GW of electricity from solar and wind which will be used to produce 3.5 mtpa of green hydrogen or 20 mtpa of green ammonia.

Offshore Wind Farm (Hochsee Windpark) He dreiht Vestas has been pre-selected to supply 60 x V236-15.0MW offshore turbines for the wind farm. Turbines will begin installation in Q2 2025, with full commissioning anticipated for Q4 2025. The deal will mark the world’s first commercial deployment of the new V23615.0MW offshore turbine.

SPAIN

Cadiz Solar PV Plants Development of four solar plants with a total capacity of 234MW. Sólida Energías Renovables has been awarded the EPC contract to build the four PV plants. The contract also includes the electrical evacuation infrastructure, which consists of 4 medium voltage lines, a 30/132 kV booster substation and a 132 kV line.

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EIC guest editorial

by Bernhard Loher Segment Manager Excitation, ABB Energy Industries Excitation systems simulated and validated by digital twins can help utilities and power generation companies comply with increasingly strict grid codes

As distributed and intermittent energy sources such as wind and solar continue to grow their share in the energy mix alongside new technologies such as electric cars (EVs), storage systems and zero net energy buildings, transmission system operators (TSOs) are reinforcing their grid codes; the rules to which all players that connect power-generating assets to the grid must comply. The reasons for this are relatively simple and well-understood: renewable energy sources such as wind and solar PV are gradually replacing the traditional centralised model of power generation. Whereby constant and reliable power from large fossil fuel and nuclear power plants is matched to demand profiles that are well established and understood, thus avoiding frequency fluctuations. Renewables add to the complexity of grid stability and impact security of supply. Without the back up of grid-level energy storage, they are inherently intermittent because the sun doesn’t always shine, and the wind doesn’t always blow. The need to use the maximum amount of renewable power when available means there are strong fluctuations in the generated power in the grid at any one time. In addition, electricity demand profiles are changing. As more and more EVs, for example, connect to the grid, the demand for power increases at the same time as becoming more distributed and unstable.

Avoiding RoCoF and FRT events This changing grid profile increases the likelihood of events such as fast rate of change of frequency (RoCoF) and fault-ride through (FRT). RoCoF refers to a loss of a major part of power generation, due to forced unit outages, for example. Traditionally, the resulting system frequency drop is delayed by inertia from large power stations and industrial facilities, allowing time for additional power reserves to reestablish system equilibrium following RoCoF events, and negating the need for load shedding. Renewables provide no additional inertia, however. Solar is connected to the grid without rotating mass, while the frequency converter connecting a wind turbine to the grid prevents the kinetic energy of the turbine’s rotating mass from providing inertia during periods of frequency change.

Tests must also increasingly be conducted during the commissioning and operation of major power plant components and control systems. To summarise, there are two basic elements to the grid code compliance process. In the first step, the certification body will verify that the digital twin is accurately simulating the actual equipment. Second, the TSO will check if the digital twin is then complying with the grid code requirements. Digital twins allow power generation companies to accurately replicate and simulate plant processes and network behaviour offline. This means that they can optimise their operations, and predict potential spikes and outages, on a digital model while still ensuring security of supply to the actual power grid.

Digital twins and excitation systems

This modelling also extends to the digital twin itself. By simulating the performance of the solution, power operators can demonstrate to TSOs, using transparent data, that they are able to accurately simulate scenarios and failure modes, and that equipment can effectively counteract events that cause network instability. These simulation reports are then used to validate grid code compliance.

The reasons for changing grid behaviour may be simple, but the resulting challenges faced by power generators are more complex. Operators must now provide detailed, high-fidelity power system simulation reports based on ‘digital twins’, control systems simulation models that are validated through site measurements and certifications.

For example, ABB Excitation systems damp voltage and power oscillations and control the grid voltage to ensure the supply of electricity to consumers remains constant. In addition, the simulation of the Excitation system adds an extra level of security by demonstrating it is damping these oscillations effectively.

TSOs are also strengthening their requirements related to the ability for power generating units to ride through transmission system faults and other disturbances. Fault-ride through (FRT) is key to system security, and to avoiding voltage and frequency collapses, and potential system shut down.

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EIC guest editorial

ABB’s UNITROL series is the first excitation product to be fully compliant with the new European grid code as validated by the TüV NORD certification body according to German standards, the toughest grid codes in terms of both physical tests and demanding simulation models with very high accuracy. Case studies: Italy and Singapore With more renewables being connected to the grid, the scale of the interconnected power network is increasing, making inter-area oscillation modes (in the range between 0.1-0.8Hz) more frequent. In Italy the TSO is developing a new Wide Area Damping Control (WADC) and earlier this year issued a new, complex grid code to increase grid stability and reliability. To confirm compliance with the new code, extensive simulation and testing as well as equipment upgrade is required to ensure and prove compliance. ABB is supporting the power plants with digital twin system simulations and system upgrades in order to adapt and optimise the Excitation systems and its power system stabiliser to these new regulations. Together with its customers ABB is currently working on proving compliance using simulations based on digital twins and, by verifying the results with measurements on site.

Similarly, in the city-state of Singapore, pictured above, where the small electricity grid is vulnerable to frequency swings caused by one or more generators disconnecting, three power plants recently used ABB digital twins to demonstrate effective FRT capability, RoCoF events to ensure security of supply and comply with local grid codes. The journey to automation The benefits of grid code compliance are obvious. Being able to prove that you have an accurate digital simulation of plant operations and that the generator is running in an optimal state greatly reduces the time and cost of commissioning. Prior to digital twins, an onsite commissioner engineer used to take a week or more to tune an Excitation system, now this process takes no more than two hours. In Tasmania, power stations are connected with each other and the Australian mainland via a DC link, so if that link trips they can immediately control the island generators to avoid voltage spikes and frequency issues. I predict that this proactive approach to power generation will become more commonplace, as will more remote connectivity, and predictive rather than reactive maintenance.

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To realise the true benefits of a digital twin, it is important not to be seen as a one-off investment, but rather as a critical part of the plant infrastructure, one that evolves with the facility. For example, the digital twin can be autotuned during system operation. In the relatively recent past, engineers retuned the system every three to five years; in the digitalised future this will be a near continual process. By harnessing the full potential of the digital twin in this way power generators can optimise plant operations, manage the complexities of changing grid behaviour, adapting to new grid codes and protect their licence to operate by ensuring they comply with TSO grid codes.

Any EIC members who wish to be profiled in this section please contact Mark Risley, Head of Marketing and Communications mark.risley@the-eic.com

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New EIC members NEW UK MEMBER

1st Line Defence Ltd Unit 3 Maple Park Essex Road Hoddesdon Hertfordshire EN11 0EX The Nominated Representative is Ms Casey Allwright, Business Management Supervisor Telephone +44 (0)1992 245 020 Email casey.allwright@ 1stlinedefence.co.uk Web www.1stlinedefence.co.uk 1st Line Defence is one of the leading unexploded ordnance (UXO) risk mitigation companies, providing solutions to the risk posed across the UK and around the world from unexploded bombs and munitions – related to current and former military land use and aerial bombing. The company employs a team of 50+ UXO specialists, supported by 30+ researchers, historians, analysts and support staff – in fact it has the largest UXO research department in the UK. With headquarters in the UK and US, 1st Line Defence has the capacity and capabilities to safely remove UXO risk across the UK and internationally.

NEW PRIMARY AMERICAS MEMBER

Aquent LLC 501 Boylston 3rd Floor Boston MA 02116 United States The Nominated Representative is Ms Lori Schaub, VP Energy Telephone +1 617 535 5000 Email lschaub@aquent.com Web https://aquent.com/ Aquent is a global workforce solutions company that helps organisations find, grow and support their most valuable resource – people. More than 30 years ago it invented the creative and marketing staffing speciality and continues to be one of the largest in the world. By challenging conventional wisdom, Aquent continuously innovates across talent, services and technology within the creative space and beyond. It is committed to developing breakthrough solutions, challenging how things are traditionally done, and transforming work for the better.

28 September 2021

CONNECT Energy USA 2.0 Get in touch Share your news and views...

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NEW ASEAN MEMBER

Arienz Solutions Sdn Bhd No 47, Jalan Tiara Sentral 2 Nilai Utama Enterprise Park 71800, Nilai Negeri Sembilan Malaysia The Nominated Representative is Ms Aina Syaheera binti Zullkarnain, Chief Marketing Officer Telephone 067 998 281 Email ainasyaheera@arienz.my Established in early 2018, Arienz Solutions Sdn Bhd (ASSB) is a specialist company offering professional services of the highest quality in the petroleum, chemical, gas and power generation industries. Originally a manufacturer of choke valves and control valves, now it delivers valve and instrument maintenance related services including inspection, troubleshooting, re-conditioning, calibration, repair and testing for mechanical and actuated valves, special application valves and actuators. Arienz Solutions also offers insulation services. Its teams of dedicated staff keep abreast with the latest technological developments, ensuring that it is capable of competing against the local and multinational players in terms of performance and quality. Arienz Solutions has the ability to test an extremely wide range of valves and ancillary products to current national and international standards as well as customers’ specific requirements. Arienz Solutions provides a level of competence essential to meet the increasing technological demands of customers.

New EIC members

NEW PRIMARY AMERICAS MEMBER

NEW UK RENEWABLES MEMBER

Caley Ocean Systems Ltd

OceanPact Serviços Marítimos SA

McCallum House Watermark Business Park 375 Govan Road Glasgow G51 2SE

Rua da Glória, 122-11º andar Salas 801, 802, 901, 902 Glória, Rio de Janeiro 20241-180 Brazil

The Nominated Representative is Mr Ray McGlynn, Business Development Manager, Renewables

The Nominated Representative is Mr Erik Cunha, Chief Commercial Officer

Telephone +44 (0)141 212 3444

Telephone +55 21 3032 6700

Email raym@caley.co.uk

Email erik.cunha@oceanpact.com

Web https://caley.co.uk/

Web https://oceanpact.com/

Caley Ocean Systems has a strong international reputation of delivering unique offshore handling systems to international markets. Its capabilities span engineering design, assembly, testing, installation and onsite support, allowing it to be in full control of complex projects and meet your expectations.

OceanPact is a Brazilian company that develops and implements safe, efficient and innovative solutions in three segments: environmental, subsea and logistics and engineering. Founded in 2007, OceanPact is a reference in maritime knowledge, operates a fleet of 33 specialised vessels and offers services for the study, protection, monitoring and sustainable use of the sea, the coast and marine resources for customers from different sectors of the economy, such as energy and oil and gas.

Caley Oceans Systems can provide a turnkey package for delivering complex engineering projects. It completes all aspects of engineering design, along with assembly, commissioning and complete factory acceptance testing.

The experience and capability in emergency response and crisis management sets OceanPact apart in supporting its customers with safety and efficiency in maritime activities.

Products include: A frames; winch systems; CTD handling systems; davits; SRV handling systems; cable carousels, spoolers and tensioners; cable storage reels; hose and pipe handling systems; innovative pile fixation and PileProp tools for offshore wind farm foundation installation along with lifting tools to aid OWF installation.

5 October 2021

NEW GLOBAL APAC MEMBER

RelyOn Nutec 606 and 607 Jalan Melaka Raya 10 Taman Melaka Raya 75000 Melaka Malaysia The Nominated Representative is Mr Andreas Dennak, Head of Strategy and Executive Support Email ad@relyonnutec.com Web https://relyonnutec.com/ RelyOn Nutec delivers safety, compliance and competence services and solutions around the world. Through 32 facilities, RelyOn Nutec helps clients protect their people, assets and the environment. RelyOn Nutec has a history going back over 50 years and leads, through the intelligent application of the latest technology, the energy sector as well as other safety critical industries. RelyOn Nutec is a leader in the safety and technical training field and has a broad range of innovative digital services, including digital learning, simulation technology and a market-leading suite of SaaS applications. RelyOn Nutec is the preferred end-to-end partner to develop and maintain a safe workplace. The market-leading digital services offer clients a modular approach to managing safety across their business processes while minimising risk and revolutionising the way they track workforce safety, compliance and competence.

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Member news ABB collaborates with Equinor on digital integration to improve operations at offshore assets

ABB has begun a pilot project with Equinor in Norway, at the Gina Krog platform in the North Sea. The project enables a digital transformation of monitoring of critical electrical systems on the platform, accelerating Equinor’s condition monitoring capabilities with a focus on improving safety, reducing operational costs and increasing production efficiency. Adopting a collaborative maintenance model enables Equinor to start the journey from today’s planned maintenance programme towards prescriptive maintenance. Data will be transferred from the platform’s power management system and electrical condition monitoring system to Equinor’s OMNIA Microsoft Azure cloud platform, using an onsite ABB EdgeInsight™ data pump.

From here live data will be securely streamed to ABB’s own Microsoft Azure cloud where a dedicated team will utilise the data to continuously improve condition monitoring technology and tools to be used by ABB’s Reliability Service team. By streaming data directly to ABB, Equinor is securely transporting high-level information from assets that will deliver transparency on performance, better predictability, and process optimisation. As the pilot progresses, ABB will take over day-to-day condition monitoring operations for the critical electrical equipment, to be managed offsite by ABB’s Reliability Service team. This will be done in close cooperation with Gina Krog personnel and Equinor’s Integrated Operations Center (IOC). ABB engineers will work inside Equinor’s Enterprise Resource Planning (ERP) system, helping with generation of notifications.

For more information: www.abb.com

Ashtead Technology invests over £1m in new EdgeTech sonar technology Global subsea equipment solutions specialist Ashtead Technology has invested over £1m in a range of EdgeTech sonar imaging and underwater technology systems to enhance its extensive equipment fleet. The systems, which will be available for rent throughout the company’s international technology and service hubs, include the 4205-Tri-Frequency Side Scan Sonar System, the 4200-Side Scan Sonar System, the 2205-ROV Side Scan and Sub Bottom System, and the 2050-DSS Side Scan and Sub Bottom System.

The EdgeTech 2050-DSS is the latest product to combine EdgeTech’s highly successful line of side scan sonars and sub-bottom profilers into one fully integrated system. The 2050-DSS comes complete with a combined towfish, digital telemetry that runs over a single coaxial cable, a 19inch rack mount topside interface, and EdgeTech’s DISCOVER acquisition software. The 2050-DSS can be integrated with several auxiliary sensors such as magnetometers and USBL responders. Additionally, an interface is fitted to the electronics so that the electronics and sensors can be mounted onto an ROV. The 2050-DSS is ideal for applications such as cable and pipeline surveys, marine construction surveys and pre and post dredging surveys.

For more information: www.ashtead-technology.com

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Member news

Ashtead Technology has invested over £1 million in a range of EdgeTech marine sonar imaging and underwater technology systems

With recent publicity surrounding offshore wind cable failures, Aberdeen-based Balmoral Comtec says its integrated cable protection stability system offers up to 75% reduction in subsea cable movement helping prevent irreversible damage. The stability solution, which complements Balmoral FibreFlex™, the company’s patented cable protection system, offers enhanced tensile and creep performance by using weighted modules to improve cable curvature response while maintaining system geometry over life. The proprietary system has been proved to offer up to a 75% movement reduction in subsea environments with a corresponding trebling of cable life subject to seabed topology and metocean data.

Crondall Energy awarded technical consultant role on Liza Unity FPSO

Crondall Energy Consultants Ltd (Crondall) is supporting MUFG Bank Ltd as lenders’ technical consultant for the Liza Unity FPSO project financing. The EPCI project is being undertaken by SBM for ExxonMobil’s Liza field in Guyana. MUFG is acting as technical bank on behalf of a group of lenders for the financing facility. Crondall Energy’s scope of services includes the initial technical due diligence on the project as well as an ongoing monitoring role through the EPCI project development phase.

The scope covers all aspects of the facility including project management, process engineering, marine engineering and a review of the project contracting framework. The Liza Unity uses a standardised MPF hull developed by SBM and fabricated in China with topsides modules and integration being carried out in Singapore. Overall project management is by SBM. Crondall Energy is a leading independent consultancy providing strategic, commercial and technical services for offshore energy projects that use floating production and subsea technologies.

For more information: www.crondall-energy.com

Balmoral: offshore wind cable stability system prevents damage

Balmoral is globally recognised for its experience in extreme subsea environments and the company has adapted its polyurethane design engineering and manufacturing capabilities to develop high performing cost-efficient solutions for the offshore wind sector.

For more information: www.balmoraloffshore.com

The Liza Unity FPSO

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EIC (Energy Industries Council)

Member news

DNV verifies new battery management system technology

DNV, the independent energy expert and assurance provider, has acted as technical consultant through the testing and verification of Brill Power’s new battery management system (BMS) technology. This testing confirms that Brill Power’s novel BMS concept brings advantages for a number of key battery characteristics like higher utilised pack capacity, that potentially result in lower lifetime cost. DNV tested the new battery management system technology in its battery laboratory in the Netherlands, using innovative testing methods which verified safety functionalities and balancing capabilities. Control hardware-in-the-loop (CHIL) testing was used to validate the safety functionalities of the battery management system by simulating battery data within and outside of safe operational limits. The response of the system to these simulated data was monitored and compared with their intended behaviour. DNV then conducted power hardwarein-the-loop (PHIL) testing on real battery cells to validate the functional safety and comparison of Brill Powers’ battery management system capabilities against other publicly available energy storage systems. Testing the safety functionalities of a battery management system is a crucial component of independently evaluating any new battery energy storage system before it becomes available on the market. However, they are rarely verified using CHIL or PHIL testing methods, so this additional verification provides increased assurance of the safety and performance of this system which can be used on multiple battery storage technologies. DNV was able to confirm that Brill Power’s BMS provides improvements in energy storage capacity, lifetime, safety, system integration, reliability, charge rate and lifetime cost.

DNV: unique testing on real battery cells demonstrates the importance of qualifying the safety and performance of new technology

DNV’s Energy Transition Outlook 2020 report highlights that solar PV and wind will continue to grow rapidly, dominating the electricity mix by 2050, when they each have a 31% share. As the volume of variable renewables generation grows, energy storage will become important for managing supply and demand, potentially delaying or avoiding grid upgrade requirements.

For more information: www.dnv.com

EthosEnergy and Politecnico di Torino partner to develop hydrogen technology

EthosEnergy and Politecnico di Torino have signed a partnership agreement for the research and development of technology to allow for the conversion of 40MW size gas turbines to accept a hydrogen blend of more than 40%, therefore reducing CO2 (greenhouse gas) emissions. The venture, focused on contributing to the energy transition and ultimately support in meeting key sustainability strategies and targets, is the next phase in a long relationship between the two organisations.

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Collaborations have always targeted the life-time extension of existing assets to optimise their operating capability, minimise their environmental impact and maximise economic benefit. The joint project between EthosEnergy and Politecnico di Torino will focus on three phases: • Phase 1 – development and validation of a predictive computational fluid dynamics (CFD) model for NG-H2 blend combustion • Phase 2 – simulation of the combustion process for NG-H2 blends • Phase 3 – detection of design roadblocks and modification proposals for multi-frame burner designs

For more information: www.ethosenergygroup.com

FTR reinforces multi-industry focus with new appointment

Fulkrum Technical Resources (FTR), expert providers of third-party quality assurance and inspection services to the global energy industry, has appointed Ross Jolly as Business Development Manager for the UK and Africa.

Member news

Ross, who has over two decades’ experience in the oil and gas sector, will be responsible for managing and growing the business in the Europe and African oil and gas markets. The role comes as James Dunsford, previously in the role since 2019, becomes Business Development Manager – Renewables, shifting focus from traditional energy sources to green energy, with a particular focus on the offshore wind industry. FTR has a proven track record in both the oil and gas and renewables industries, and these appointments reinforce FTR’s commitment to supporting the energy transition in Europe and globally. Fulkrum Technical Resources (FTR) is a leading provider of QA/QC and inspection services throughout the upstream, midstream and downstream oil and gas and renewable energy industries globally.   Established in 2011, FTR has offices in the UK, USA, UAE, KSA, Brazil and Malaysia and has worked with many of the world’s oil majors and EPC contractors.

For more information: www.fulkrum.com

MTE wins 20th consecutive RoSPA Gold Award

MTE has been successfully awarded its 20th consecutive Gold Award granted by the Royal Society for the Prevention of Accidents (RoSPA). This prestigious annual scheme recognises those demonstrating the highest levels of health and safety standards in the workplace. Organisations receiving a RoSPA Award are generally considered as being world leaders in health and safety practice. The criteria monitor’s a company’s health and safety management systems including practices such as leadership and workforce involvement. The award was presented by Darlington MP Peter Gibson at the firm’s headquarters.

MTE has worked hard to ensure that its staff, clients and contractors are provided with the correct equipment and relevant training to remain safe each working day. The company has continued to win the RoSPA Gold accreditation since joining the scheme in 2000 and will continue to invest and prioritise the safety of the MTE team.

For more information: www.mechtool.co.uk

Ocean Infinity acquires Abyssal

Ocean Infinity, the marine robotics company, has acquired software engineering specialists, Abyssal. Abyssal develops and implements proprietary software solutions for the offshore industry geared towards improving the safety and efficiency of subsea operations. As part of Ocean Infinity, the team will play a key role in shaping the enlarged group’s software development capability as it continues to grow and provide ever expanding robotics and data acquisition services to its marine customer base. Abyssal’s technology ranges from a managed cloud data platform, synthetic environments, advanced 3D visualisation and operation management system tools. With artificial intelligence enabled digital twinning, Abyssal enables some of the world’s largest offshore operators to safely deliver complex projects. Integrating Abyssal’s software expertise with Ocean Infinity’s robotic fleet will further underpin the company’s safe and secure data acquisition operations through the development of operational simulation, fleet management and cloud data tools. Abyssal’s 38 highly experienced employees will transition to the Ocean Infinity Group, and will operate from Porto, Portugal, under the Ocean Infinity brand.

For more information: https://oceaninfinity.com/

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Proserv buys Dron & Dickson’s Abu Dhabi business Leading controls technology company Proserv Controls has announced the acquisition of the trade and assets of Dron & Dickson Electromechanical Contracting (DDEC) LLC, the Middle Eastern business of Dron & Dickson, the UK based experts in the supply, assembly and maintenance of hazardous area and industrial electrical equipment.

The deal reinforces and expands the breadth of offering and capability that Proserv delivers in the Middle East and North Africa, where it has multiple sites including in Abu Dhabi, Dubai, Doha and Dammam.

This deal is the perfect fit for the business, with many obvious synergies, including shared values around service excellence and a strong regional reputation for engineering skills and expertise. Davis Larssen, Chief Executive Officer, Proserv Controls

DDEC provides a range of electrical engineering services and Ex certified equipment (suitable for use in potentially explosive atmospheres). These products include in-house assembled ATEX/IECEx approved junction boxes, LED light fixtures and cable glands, for multiple sectors including the energy industry. Following the transaction, the entire DDEC business and inventory will be fully integrated and absorbed into Proserv’s Middle East based service operation and will relocate to the company’s state-of-the-art new facility in Abu Dhabi, which was opened in 2020.

For more information: www.proserv.com

@TheEICEnergy

EIC (Energy Industries Council)

Member news

Safelift Offshore launches Big Bag Spreader Frame design

Aberdeenshire-based EIC member Safelift Offshore has recently introduced a Big Bag Spreader Frame which represents an optimised handling solution for all bulk material handling operations and has been specially engineered for use in demanding marine/offshore energy industry applications.

Incorporating design features that ensure full load stability and control plus easy to use oversized spring loaded safety hooks for quick attachment of the bulk bag, the Big Bag Spreader Frame offers safe performance including a SWL capacity of 2000kgs but with a small size and self-weight and a competitive price point.

Sonardyne unveils ‘operate-anywhere’ portable shallowwater tracking system

Energy, defence and science technology company Sonardyne has launched a new, entirely portable configuration of its shallow water Ultra-Short BaseLine (USBL) system Micro-Ranger 2. Everything needed to start tracking divers, remotely operated vehicles, autonomous underwater vehicles or any other subsea targets is contained in a single, IP67-rated ruggedised case small enough to operate anywhere, from anything. The one-box USBL solution is able to track up to 10 targets out to 995 metres. Inside the case is a MicroRanger Transceiver (MRT) with 10 metres of cable, a GNSS antenna with 5 metres of cable, and two Nano transponders and command hub. A built-in battery provides more than 10 hours of continuous use, enough for a full day of activity out on the water. To get started, users simply have to connect their laptop running the Ranger 2 software to the case via WiFi, put the MRT in the water, connect the antenna, and fit a Nano to each target. Sonardyne says even firsttime operators can expect to be up and running in around 30 minutes.

Nano transponders are the perfect size and weight for divers, small towfish and micro ROVs. The two that come in the case are Sonardyne’s recently introduced second generation model, offering extended battery life and depth rating. A connectorequipped Nano is also available allowing it to operate continuously via an external power source. The needs of AUV developers who need to both track and communicate with targets have been addressed with the Micro-Ranger 2 integrator system kit. It comes complete with Sonardyne’s add-on Marine Robotics software pack and AvTrak 6 Nanos, which support two-way messaging, vehicle control and tracking in one small instrument. Micro-Ranger 2 is ideal for supporting shallow water operations in offshore wind, including seabed instrument positioning and release with its command functionality and/or positioning objects relative to each other. Because it’s built with the same Wideband-2 signal architecture and 6G hardware as Sonardyne’s Ranger 2 family, it’s also fully compatible with the company’s Release Transponder 6 range (RT 6). It also suits quick mobilisation for underwater inspections using small ROVs.

For more information: www.sonardyne.com

A high quality proprietary 3-coat marine/offshore corrosion resistant paint specification and finish is utilised and each unit is individually load tested, NDT inspected and fully certified. Photo by Tom Acton/Sonardyne

Part of Safelift’s comprehensive materials handling range of equipment, other capacities or dimensions can be accommodated on request.

For more information: www.safelift.co.uk

Sonardyne’s updated Micro-Ranger 2 USBL system contains everything you need to track divers, ROVS and AUVs in a rugged case small enough to operate anywhere, from anything

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New EIC members Social media Member round news up

Wärtsilä strengthens its commitment to decarbonisation

The technology group Wärtsilä has invested a further €1m (£863.9m) in Soletair Power Oy, a Finnish CO2 direct air capture technology company. This follows Wärtsilä’s original €500,000 (£431.9m) investment in Soletair Power in 2019. Soletair Power has developed a breakthrough solution for capturing the carbon dioxide (CO2) from air in buildings that can be used when creating synthetic renewable fuel. This latest investment enables Soletair Power to further its global sales efforts and to scale up the manufacturing of its CO2 capture solution for building ventilation. The investment enhances Wärtsilä’s position at the forefront of decarbonisation technology, and the capture and utilisation development of CO2. In addition to producing synthetic renewable fuels, the carbon captured from air can be used for various purposes and industry applications, such as in the food industry. Wärtsilä is a technology leader in the development of systems and solutions that promote decarbonisation in the energy and marine markets. Wärtsilä, together with Soletair Power and Q Power, a Finnish company specialising in synthetic fuel technologies, developed the first demonstration unit producing synthetic methane from captured CO2 in 2020.

Social media round up We want to use every opportunity to connect with our members, so please follow us on Twitter (@TheEICEnergy) and connect with us on LinkedIn – EIC (Energy Industries Council) Below you’ll find a selection of some of the exciting EIC activities and useful industry information we’ve shared through our social media channels.

UKESC

The EIC @TheEICEnergy

We are co-chairing the #UKESC Taskforce to amplify the voice of the energy supply chain to enhance exports. Find out more: https://the-eic.com/About/UKESC

The EIC @TheEICEnergy

EIC members had to come up with different ways to be successful in 2020. Read their stories #EICSurviveandThrive and how they managed to do it: http://bit.ly/3hDBRhJ

Survive & EIC Insight Report 2021 VOLUME V

www.the-eic.com

EIC (Energy Industries Council) Bookings open for EIC Connect Qatar on 5 October 2021. We have a range of sponsorship opportunities, please contact: baqhtawar.shaikh@the-eic.com

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Wärtsilä is a global leader in smart technologies and complete lifecycle solutions for the marine and energy markets. In 2020, Wärtsilä’s net sales totalled €4.6bn with approximately 18,000 employees. The company has operations in over 200 locations in over 70 countries around the world.

For more information: www.wartsila.com

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EIC (Energy Industries Council)

September 2021

Forthcoming events and 1 September EIC Connect

Brazil-UK Energy Collaboration Forum Online

1 September LIVE e-vents

An Audience with Sellafield Ltd Webinar

2 September LIVE e-vents

An Audience with Harland & Wolff Webinar

2 September Business Presentation

North America EICDataStream Online

3 September LIVE e-vents

EIC Members – Speedy Networking Webinar

7 September Corporate Entertainment

Breakfast with EIC at The Club The Club, Abu Dhabi

7 September LIVE e-vents

Women in Energy Webinar

8 September Management Course

EICDataStream/AssetMap training Online

9 September Business Presentation

South America EICDataStream Online

10 September LIVE e-vents

EIC Members – Speedy Networking Webinar

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LIVE e-vents The EIC’s new webinars

14 September Business Presentation

COP26: Is the Future Hydrogen? GoToWebinar

14 September LIVE e-vents

Business Opportunities with Kent Webinar

16 September Business Presentation

North America EICDataStream Online

17 September LIVE e-vents

EIC Members – Speedy Networking Webinar

22 September Corporate Entertainment

Middle East Networking with EIC Radisson Blu, Dubai Media City

22 September Management Course

EICDataStream/AssetMap training Online

23 September Business Presentation

South America EICDataStream Online

24 September LIVE e-vents

EIC Asia Pacific – Speedy Networking Webinar

28 September EIC Connect

EIC Connect Energy USA 2.0 Norris Conference Centers, Houston

30 September EIC Connect

Brazil-UK Energy Collaboration Forum Online

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

Forthcoming events

28 September 2021

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Energy USA 2.0 30 September Business Presentation

14 October Business Presentation

Heat Resistant Gas Sensors

North America EICDataStream

Webinar

Online

30 September Business Presentation

20 October Management Course

North America EICDataStream

EICDataStream/AssetMap training

Online

5 October EIC Connect

21 October Business Presentation

EIC Connect Qatar

South America EICDataStream

Webinar

Online

6 October Management Course

26 October EIC Connect

EICDataStream/AssetMap training Online

7 October Business Presentation

South America EICDataStream Online

APAC Energy Conversations 2021 Webinar

28 October Business Presentation

North America EICDataStream Online

5 October 2021

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EIC (Energy Industries Council)

International trade We will see you there... getting back to the show floor

Now well into the second half of 2021, the team is as always at this time of year gearing up for ADIPEC on 15-18 November. It seems that ADIPEC will be one of the first events in the energy calendar year to go ahead in person. The UK pavilion will be back in full force, with nearly full capacity. Many shows have already gone ahead in UAE and have looked like a standard exhibition, lots of visitors and traffic, just with the new addition of a face mask. If quarantine issues are still in place by the time ADIPEC is upon us the EIC is working with a local staffing company to support our exhibitors who cannot make it onsite with an onsite sales rep.

The onsite rep will not just be a ‘host’ but will partake in a full Camilla days training online Tew with the exhibitor prior to the event to learn about their products and services, represent them onsite and gain leads and follow ups, and work with the exhibitor afterwards to make introductions. The look of the UK pavilion at ADIPEC will feel the same with a few subtle COVID-19 safety measures in place to include: perspex screens, sanitiser points, traffic control in the lounge, social distancing floor stickers, enhanced stand cleaning and UK pavilion e-brochure. Images provided by the UK pavilion ADIPEC stand contractor GES

We have still space a few s ADIP left at E find o C 2021 u from t more o the te ne of am!

Get in touch We are very excited to get back to an in-person event, and hope to see you at ADIPEC or at another show soon. For more information contact...Email internationaltrade@the-eic.com • Phone +44 (0)20 7091 8600

21 21

UK and Europe news UK events update

During August we were delighted to invite EIC members and non-members to join us for our Engagement Day. This event was put together to help new, existing and non-members to discover, understand and keep up to date with the various membership products and services. In the morning’s webinar we received a market update from Diveena Danabalan, Senior Energy Analyst & Strategic Relationship Manager – Oil & Gas at EIC, while also hearing from our membership team demonstrating EIC’s analytical databases and tools that can help your company save time, money, explore different sectors and win business. The UK and Europe team will be running an engagement day per quarter and is free to all EIC members and non-members. Keep your eye out for our next interactive session but also why not contact our membership team through Harriet Fray, who can showcase all EIC’s products and services: harriet.fray@the-eic.com On 25 August we hosted a webinar on Floating Offshore Wind (FOW), hearing from moderator Gunnar Herzig, Managing Director at World Forum Offshore Wind and speakers PierreAntoine Tetard, VP Business Development at BlueFloat Energy, Sonja Chirico Indredbø, Head of Floating Offshore Wind at Equinor and Andronikos Kafas, New Opportunities Manager UK for Ocean Wind. As the industry is continuing its trend towards commercialisation, with larger scale projects now at various stages in the UK, Ireland, Norway, the Mediterranean and Asia Pacific markets such as Japan and South Korea. This webinar saw over 200 attendees join to discuss the rapid expansion of floating offshore wind and how the supply chain can scale up and deliver. In September the UK and Europe team is bringing a variety of webinars focusing on different sectors, opportunities and industry themes. Join us on 1 September to access a key opportunity first hand with Sellafield. Sellafield Ltd will provide an overview on how to do business with them and the types of suppliers they are looking for to maintain the Fellside site.

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Sellafield Ltd is planning a tender competition for Jo Cam the operations, pbell maintenance and management for The Fellside Combined Heat and Power Plant (CHPP). EIC has partnered with Sellafield Ltd to offer a high-level webinar for suppliers where the proposed service delivery options will be explained and market interest will be tested. Our LIVE e-vents schedule in September will also hear from senior company representatives from Harland & Wolff, giving an update on their recent acquisitions which join their two already established sites in Belfast and Appledore. Harland & Wolff Methil and Harland & Wolff Arnish will work across a range of sectors, with a particular focus on renewables. The webinar will focus on future projects and look at the types of products and services needed from the UK supply chain. Ahead of COP26 the UK and Europe team has partnered with DNV on a series of events. Join us on Tuesday 14 September as we host the Road to COP26: Is the Future Hydrogen? To some, hydrogen may remain an energy source of the future. However, proven large-scale and lowemission hydrogen production is already here. With hydrogen transportation becoming a reality, fuel cells are constantly developing and improving, with carbon capture technology at a pivotal point. There’s recognition that hydrogen has the potential to be a major component of a global, low-carbon, energy system as deployment and investments in hydrogen have accelerated rapidly in response to government commitments to meet the targets of the Paris Agreement.

Upcoming events Wednesday 1 September An Audience with Sellafield Ltd Thursday 2 September An Audience with Harland & Wolff Tuesday 14 September Road to COP26: Is the Future Hydrogen?

@TheEICEnergy

EIC (Energy Industries Council)

Middle East news Regional update

This is traditionally the time in the region where everyone gets back to work after the summer. However, with travel slightly curtailed in recent months it has felt Ryan M cPhers on more like business as usual with our regular series of webinars continuing to be well attended. Physical events will now start to feature more with this month welcoming the SPE Annual Technical Conference and Exhibition alongside Gastech (moving from Singapore) to the World Trade Centre in Dubai. With Africa Oil Week also temporarily relocating from Cape Town later in the year we can already anticipate the hive of activity that will take place over the next few months. The EIC team here will continue to provide a series of virtual events including Business Opportunities with Kentech (fresh from their acquisition of the SNC-Lavalin oil and gas portfolio), and our first Women in Energy event, the latter of which we are extremely proud to deliver with a backdrop of some fantastic speakers from across our membership. We are also aiming to repeat our recent networking event, hosting this in both Abu Dhabi and Dubai, building on the success of our previous event held in June. In the interim our events team will be conducting a fortnightly online Speedy Networking session. This is a great opportunity to talk to potential clients in a relaxed atmosphere from the comfort of your own home or office. Momentum continues to build for our inaugural Qatar Connect event to be launched on 5 October 2021. This will consist of a series of presentations that you can view at your leisure, helping you to learn more about the current business climate and how to win business in Qatar. Further details are available on the EIC website. Our recently launched membership referral scheme is a great opportunity for your organisation to obtain complimentary exposure at our many webinars via our Global Digital Supporter initiative. Further information can be found by contacting anand.kumar@the-eic.com or dina.abieva@the-eic.com Finally, for those of you who joined us for our recent ADIPEC What To Expect webinar, will know that we are running the UK pavilion again at the event taking place from 15-18 November 2021, stand space is currently 80% full, so do not delay if you would like to join us for what it sure to be a tremendous event. Ryan McPherson Regional Director, Middle East, Africa, Russia & CIS ryan.mcpherson@the-eic.com Get in touch Share your news and views...

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Regional news

Iraq approves plan by TotalEnergies to develop Ratawi gas field

Iraq’s cabinet has approved a bid by TotalEnergies to develop the country’s Ratawi natural gas field. The company plans to capture and process around 600m cubic feet per day of gas. Iraq, OPEC’s second-largest producer, is looking to maximise the production of gas to meet domestic demand for power. The country has been plagued by power cuts due to poor utility infrastructure and is now prioritising investment in gas and advancing projects to reduce flaring. A 2018 study by Siemens found that Iraq could save about US$5.2bn over the next four years by reducing gas flared from its fields, in addition to other power generation efficiency efforts.

Africa Oil Week moves to Dubai from Cape Town

Africa Oil Week (AOW), which was cancelled last year due to the pandemic, has been moved from Cape Town to Dubai for 2021. This year’s event, which is scheduled for 8-11 November, will take place under the theme of Succeeding in a Changed Market. Now entering its 27th year, AOW aims to stimulate upstream deals and transactions, drive investments in African projects, and enable new partnerships and networking opportunities. It brings together governments, national and international oil companies, investors, independent stakeholders and service providers.

Forthcoming events

Please go to page 18 to see upcoming events in your region

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23 23

Asia Pacific news Regional update

The COVID-19 status in Malaysia, Indonesia, Thailand, India and Vietnam hasn’t changed significantly and in fact has shown an increase Azman in the number of infections Nasir per million population mainly due to the Delta variant. A majority of countries are still closing their borders and installing some form of lockdown. Even though there were talks of creating travel bubbles among Asia Pacific countries, this has not been implemented due to the rise and fall of COVID cases. None of the APAC countries have reached the level of vaccination needed to achieve herd immunity and hence restrictions are still in place. The fast spread of the Delta variant has led to a drive to expedite the vaccination programmes. From the health reports issued by governments it is anticipated that the situation will remain the same until the vaccination programme in countries reaches the desired level, most probably towards the end of the year. In July, the EIC APAC office in Kuala Lumpur organised a virtual networking session among EIC ASEAN members. This is the first time such an event has been organised based on requests by members due to the fact that most members are subject to lockdown restrictions and hence unable to meet or network with industry colleagues. The event was a successful one where we managed to have more than 140 one-to-one pairings of members. A total of 30 member companies took part in the session. Prior to the networking several short presentations were given by the EIC market intelligence, events management and the membership teams to provide latest updates to the members. In the same month, EIC APAC took part in a webinar organised by the Malaysian Oil & Gas Council Services (MOGSC) where our lead analyst, Dr Madana Leela, gave a presentation on the energy transition status in the region. The webinar was moderated by our regional director of EIC APAC with speakers from Petronas, Shell, Bureau Veritas, Tenaga Nasional Berhad and a Malaysian solar company, Gading Kenchana. The webinar entitled ’From Black to Green’, had interesting discussions among energy players in Malaysia with regards to making the transition to renewables. The increase of new members in the region continues to be positive. We feel this is mainly due to the travel restrictions faced by many businesses and due to the higher visibility of the EIC’s profile globally. We are confident of achieving our target this year of recruiting up to 80 new member companies from the Asia Pacific region. Azman Nasir, Head of Asia Pacific azman.nasir@the-eic.com Sign up for the EICOnline newsletter

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Regional news

Major decommissioning job in Australia up for grabs

The Australian government has released a Request for Expressions of Interest (REOI) for the first phases of decommissioning of the Northern Endeavour floating production, storage and offloading vessel (FPSO), which has been stranded off the Australian coast since the 2019 collapse of operator Northern Oil & Gas Australia. Information for Phase 2 and Phase 3 contracts will be announced at a later date. The move is the next step in the process to disconnect and decommission the Northern Endeavour FPSO from the Laminaria-Corallina oilfields in the Timor Sea. The workscope will also include towing the floater to a yet to be advised destination.

JFE to invest in Japan’s first factory solely dedicated to offshore wind foundations

Japan’s JFE Engineering, part of JFE Holdings Inc, will invest US$363mn to build the country’s first production plant for monopile foundations for offshore wind projects. The project consists of two parts, a monopile factory in Kasaoka City, Okayama Prefecture, at JFE Steel West Japan Works, as well as a transition piece assembly facility in Tsu City, Mie Prefecture. The construction of the offshore wind foundation factory is scheduled to begin in May 2022 and both the monopile factory and TP assembly facility are expected to commence production in April 2024.

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

APAC ENERGY CONVERSATIONS

26-27 OCTOBER 2021 @TheEICEnergy

EIC (Energy Industries Council)

North and Central America news Regional update

Although major cities around the US are returning to normal day-to-day activity, with the recent arrival of the Delta and Lambda variants, many cities are considering reinstating mask mandates. It is unclear Amand a Duho n if Houston will join others although the county did raise its COVID threat level to orange in late July. This threat level is due to a 70% increase in COVID (Delta) cases in just one week. This significant increase is due to an ongoing lack of vaccinations. With this being said, we have introduced a hybrid model for EIC Connect Energy USA 2.0. Now in its fourth year, EIC Connect Energy is dedicated to providing our locally based SME membership the opportunity to learn more about the region’s upcoming energy projects by meeting operators, asset owners and contractors presenting their plans and leadership. Our attendees will have the opportunity to engage in one-to-one sessions, hear from key players at the energy market update and closing panels, and attend the high-level keynote luncheon. For more information, access the event webpage: www.the-eic.com/Events/EICConnect/EnergyUSA For sponsorship opportunities available, please contact Luanna Souza at: luanna.souza@the-eic.com We are delighted to announce that we signed a Memorandum of Understanding (MoU) with Mexico Business Publishing in May 2021. To further enhance trade and business relationships in Mexico and abroad, our organisations will promote each other’s offering and local market, and EIC members will have access to Mexico Business Publishing’s events and briefings at member rates. For more information, contact Monique Aceves at: monique.aceves@the-eic.com Following the MoU, on 15 July 2021, I had the pleasure of moderating the panel: New Urgency for Automation and Remote Operation after COVID-19, for the Mexican Oil & Gas Summit (MOGS), a previously in-person summit turned virtual for 2021. Panellists included representatives from TechnipFMC, Belden, Emerson, Yokogawa and W-Industries. The panel of experts were clear that COVID has pushed automation and remote moderating from a nice-to-have discussion to a must-have. Services and technologies around automation and remote monitoring are key, to address health and safety, and feed into both health, safety, security and environment (HSSE) and environmental, social and governance (ESG) across the value chain.

Regional news

US to boost development of long-duration energy storage systems

The US Department of Energy (DoE) has unveiled a plan to promote the development of grid-scale technologies able to store electricity for more than 10 hours. The DoE has set a goal to reduce costs of such technologies by 90% over the next 10 years by mobilising internal and external R&D resources. This is the second of the DoE’s ‘Earthshot’ targets: it follows a goal announced in June to reduce the cost of green hydrogen production in the country by 80%.

Mexico seeks electricity sector changes through constitutional reform

The Mexican government is keen on securing sweeping changes to the country’s electricity sector by changing the constitution. Earlier this year, President López Obrador modified Mexico’s electricity industry law (LIE), allowing state-owned power generation facilities to be prioritised over private ones when it comes to electricity dispatch, effectively discouraging private investment in the conventional power and renewables sector. As these changes met obstacles in federal courts (and are presently suspended following a temporary injunction), the AMLO administration is now pushing for constitutional reform.

Forthcoming events

Please go to page 18 to see upcoming events in your region

Amanda Duhon Regional Director, North & Central America amanda.duhon@the-eic.com

28 September 2021

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South America news Regional update

Our OPEX database, EICAssetMap, allows you to track all major assets and facilities in key global markets, including of course Brazil. We currently map over 1,700 assets in Brazil, Clariss e Roch a in all energy sectors. EICAssetMap is ideal for O&M suppliers looking for and identifying diversification opportunities in new markets. We recently made some important additions to the Brazilian assets, including: • 35 active biodiesel plants • 442 hydroelectric plants

At the time of writing, we are planning to host the fifth edition of the Brazil-UK Energy Collaboration Forum series on 1 September. We are very happy to continue our partnership with the British Chamber of Commerce in Brazil and this time around we also have as partners ABESPetro – the Brazilian Association of Oil Service Companies. The webinar aims to be a forum of collaboration in the energy sector between the UK and Brazil, developing partnerships, gathering operators, contractors and other relevant UK companies to highlight their activities in Brazil, as well as projects and other business opportunities. The key presentation will be made by Trident Energy, a leading independent operator involved in the redevelopment of mature oil and gas assets. From the supplier side, we will also have as co-host Flexlife promoting their FlexScan service, which utilises ultrasonic non destructive testing subsea to scan unbonded flexible pipes. If you need any assistance or advice in the region or for more information about upcoming events, please contact: rio@the-eic.com

The Itaipu hydropower plant

Regional news

Eletrobras privatisation to go ahead

Brazilian President Jair Bolsonaro has sanctioned a bill that allows the sale of the government’s 61% interest in Eletrobras, the state-run holding company active in the power generation and transmission segments. It is understood that a new state-run company will be created to concentrate current Eletrobras subsidiaries which cannot be sold, including Eletronuclear (the nuclear power plant operator) and Itaipu Binacional (the operator of the binational Itaipu hydropower plant). Presidential sanction will allow the Brazilian National Development Bank to conduct feasibility and financial modelling studies for the sale. The administration hopes the transaction could raise up to US$5bn.

BRAZIL – UK

Clarisse Rocha Head of Americas clarisse.rocha@the-eic.com

Ecopetrol and Siemens discussing partnership

The Colombian national oil company and Siemens are understood to be discussing a partnership for the joint development of green hydrogen projects in the country. According to Siemens, Colombia has ideal conditions for the export of green hydrogen to Europe. The move by the two companies coincides with the new energy transition law sanctioned by the Duque administration in July, which recognises blue and green hydrogen as unconventional energy sources and establishes tax benefits for associated developments.

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

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EIC (Energy Industries Council)

Survive and Thrive V

KEY TECHN

SOLAR

WIND

NUCLEAR

HYDROGEN

94% define it as the journey away from fossil fuels to sustainable, renewable and clean fuel solutions.

45% highlight it as necessary to reduce the industry’s carbon emissions and lower global temperature growth.

28% believe carbon capture, storage and utilisation is the key to achieving net zero in the energy sector.

How EIC memb

Energy Tr

includin technologies what pro

71% see large-scale investments in

renewables as crucial to diversify away from full reliance on fossil fuels.

Here at the EIC we define Energy Transition as: all of us, as individuals, companies and countries, h of global temperature growth limited to 1.5 degrees by 2050, putting the burden on each of us to a Get in touch Share your news and views...

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KEY TECHNOLOGIES Success stories

NOLOGIES

CCUS

ENERGY STORAGE

ELECTRIFICATION

WATER

GEOTHERMAL

30% understand the need to focus on sustainability in the industry, leading our world to a greener environment.

26% focus on rapid advancements in

w do bers define

innovative technologies and research to develop and scale new energy sectors.

Transition

ng which s and solving oblems?

16% look inward, recognising the need for fundamental change in the energy industry and reflecting on their role in the transition.

4% studied their company’s impact of their products and services on the end user’s carbon footprint.

have to start from where we are, unique to each of us – but we all share the same end destination act, both independently and collaboratively, to execute our own transition roadmaps to get there. Sign up for the EICOnline newsletter

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Survive and Thrive V Success stories

Bolloré Logistics Helping the industry access hard to reach places

How is Bolloré Logistics thriving? Bolloré Logistics knows the world of logistics inside out. By assisting energy industry players with critical freight forwarding, logistics, warehousing, customs brokerage and international transport services, the company is itself thriving by helping its clients to thrive – enabling them to access markets and destinations that they may otherwise have been unable to reach.

The Challenge With a cohort of 35,000 employees spread across 109 countries and 600 offices, Bolloré Transport & Logistics has the coverage and in depth expertise to provide crucial supply chain solutions to companies operating in the energy sector. Indeed, the oil and gas market has been an important sector to the company for many years, with experts positioned in strategic

locations around the world to explore and develop business opportunities in both upstream and downstream segments.

years of project execution in remote areas, a process which has involved meticulous planning, reviewing and learning over time.

However, the volume of energy-related enquiries is increasing, particularly in relation to remote places in the likes of the Middle East and Africa. The company has been a logistics specialist for complex and large projects, able to facilitate access to remote places for the energy sector relying on its strengths allowing it to build on its already formidable pool of knowledge.

To support the energy sector specifically, the company created a dedicated business unit vertical. It trained and recruited employees with specialist industry experience to enable a greater understanding of client requirements, early detection of project challenges and anticipation and preparation for worst case scenarios.

The Solution Bolloré Logistics has several decades of experience behind it. The company is specialised in taking on projects that other logistics firms may be reluctant to explore. Tackling complex logistical challenges is part of the firm’s DNA, built up over

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Furthermore, newly acquired knowledge has been shared across teams. Frequent internal communication and learning exercises have enabled best practices to be exchanged, which in turn has enabled superior services to be provided to clients. Indeed, the company is recognised globally as a leading expert in complex transportation of products and cargo

Success Success stories stories

to remote locations and is one of few operators able to do this reliably and extensively. Performance in the UAE specifically is testament to this observation. Here, Bolloré Logistics has achieved a KPI performance of greater than 96%, covering critical areas such as meeting budgetary targets and HSE criteria. This means projects have been executed diligently and successfully, a recent example being the completion of a complex contract to move cargo from various worldwide fabrication locations to Chad via Cameroon. In total, 10,000 tonnes of freight of varying shapes and sizes were moved, with Bolloré Logistics responsible for the entire project which concluded at the end of 2019.

end destination in Chad, and fees associated with customs clearance and other duties, something which the client approached Bolloré Logistics specifically to resolve due to its track record of operating on the continent. Despite the various nuances, which also saw a last-minute route change caused by road maintenance works in Chad, the company completed the project to the full satisfaction of the customer. It is a benchmark project for energy players seeking to move cargo to hard-to-reach markets, and as the world continues to recover from the devastating impact of COVID-19, Bolloré Logistics remains determined to meet and exceed customer expectations.

There were several challenges that were overcome, including coordinating numerous client facilities, suppliers, ports and other transport hubs, as well as various regulatory and administration complexities in the two African nations. Technical hurdles comprised navigating a limited transportation network to reach the

Its ongoing mission covers three critical components: Operating as close as possible to its budgets; acting with timeliness, even in the face of challenges and uncertainties; and ensuring all KPIs defined with clients are achieved. By fulfilling these, Bolloré Logistics will continue to thrive and open up critical markets for players across the energy industry spectrum.

Story type

Key findings

#serviceandsolutions (main category)

For industry

#collaboration, #optimisation

• Know your market and your customers • Do not assume you know and understand everything • Prepare for the worst by being proactive

Benefits • Major contract award for logistics services in Africa

The company has not received any type of government support

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Bolloré Transport & Logistics is a major international transport and logistics operator. Our 35,000 employees spread across 109 countries on five continents express their expertise through four businesses. Bolloré Ports, Bolloré Railways, Bolloré Energy and Bolloré Logistics are today working in synergy to deliver their international customers a turnkey service offer. We support major international groups and thousands of SMEs around the world. We move from one continent to another with the same agility, credibility and expertise. We offer local and international customers a unique integrated logistics network and turnkey services offer that makes it possible to import and export goods even in the most remote areas.

Bolloré Logistics at a glance:

Government support?

About Bolloré Transport & Logistics

Key products and services: • Multimodal Transport • Customs & Regulatory Compliance • Contract Logistics • Supply Chain • Industrial Projects Main industries served: • Energy – 20% • Others – 80% Headquarters: Paris, France Year established: 1822 Number of employees: 35,000 Revenue: €7.7bn

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Survive and Thrive V Success stories

Bureau Veritas Marine & Offshore

Adapting to a crisis using digital transformation How is Bureau Veritas Marine & Offshore thriving? Amid the hardships experienced by the global offshore oil and gas industry, Bureau Veritas Marine & Offshore has reformed its internal digital tools in order to better position itself in the market. Known as the Offshore Transformation Project, its plan is in full swing and already paying dividends in the form of a newly-secured contract.

The challenge It is fair to say that the oil and gas sector has experienced something of a bumpy ride over the past five years. Although a relatively small period in the context of the industry’s history, it has been arguably one of the most volatile chapters in recent memory – from the price plunge of 2014-2016 to the hugely damaging impact brought about by the coronavirus pandemic, players up and down the value chain have had their resilience sorely tested. Bureau Veritas Marine & Offshore is no stranger to market fluctuations. Established all the way back in 1828, the company has prevailed throughout the ages and is today a global leader in testing, inspection and certification across a number industries, with energy being just one of them (responsible for about 20% of overall revenue). With 75,000 employees and more than 1,400 offices worldwide in the Bureau Veritas Group, it is a huge operation, and was therefore hit especially hard by the COVID-19-enduced downturn in oil and gas activity in 2020.

The challenging situation forced company leaders, including Matthieu De Tugny, President of Bureau Veritas Marine & Offshore, to rethink their strategy towards the offshore energy market – as well as the oil and gas crisis, the increasing momentum being gained in the areas of energy transition and green industrial strategies were also cause to alter course. Bureau Veritas Marine & Offshore suffered from immediate reductions in offshore activity. Despite its classifications business remaining admirably resilient, offshore revenue dropped by 25-30% through the course of 2020. Clients that were offering work also expected the same level of service and delivery, regardless of the disruptions brought about by the pandemic. In February 2020, Bureau Veritas Marine & Offshore opened its first remote survey centre, a move which couldn’t have come at a better time – however, the onset of COVID-19 exacerbated the demand for services such as this. By May, it was clear to company bosses that wholesale change needed to be enacted.

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The solution Several months of planning in the making, the Offshore Transformation Project reached deployment stage at the start of 2021. It looked at several key areas, including what services were currently being provided and whether they were delivering acceptable returns, as well as how such services were deployed – was delivery consistent? How can digital systems be upgraded to support consistent delivery? Would a global operating model work better than a local operating model? These were all crucial questions being asked. The project also examined organisational structure and the need for market intelligence to determine exactly what the offshore market might require – intelligence which will identify growth opportunities for the years ahead. Several teams and facilitators were created to carry out key tasks and answer the aforementioned questions and issues. First, it became clear that integrating

Success Success stories stories

offerings could lead to efficiencies and greater opportunities to land projects. Furthermore, new avenues such as energy transition were explored, while components of existing services were examined to see if greater value could be extracted. For example, in the area of decommissioning, Bureau Veritas Marine & Offshore saw gaps in analysis around operational expenditure and risk-based methodologies. Meanwhile, it was noticed that clients were demanding an equipment certification scheme that was globally standardised. So, how have these findings been put into action? Although implementation in in its early stages, there are three major conclusions that can be drawn. Operationally, the company is now working towards a single global operating model, breaking down the localised siloes that were seen to be holding it back. This means customer support is available 24/7, with Bureau Veritas Marine & Offshore internally more resource-efficient and agile. As a result of this, global hubs are now able to utilise expertise that they may not have been aware of previously. Offices have a full map of all company

competencies, with technical authorities playing a global role in order to standardise processes and qualifications – this directly answers calls made by clients regarding certifications. This is all being underpinned by a new, standardised global digital platform with a raft of beneficial features. Key among them are a unified dashboard and single tools for contract verification and contract performance, enabling crucial analysis comparing different locations. Workflows are more visible, meaning resources are not likely to be bottlenecked. Early signs are the strategy is already paying off. Not only has Bureau Veritas launched a new e-learning platform for the industry BVS eAcademy (eacademy.bvsolutions-m-o.com), but the firm has also secured a €1 million verification contract that it would otherwise not have been able to win. The rest of 2021, it appears, is very much a case of watch this space.

About Bureau Veritas Group Created in 1828, Bureau Veritas is

Story type

For government

#optimisation (main category) #digital, #serviceandsolutions, #transformation

• Clarity is needed around what the energy transition plan is and how the service sector can contribute to its success

Benefits • €1m in verification contracts

Key findings

Government support? Bureau Veritas’ UK unit has benefitted from the apprenticeship levy as well as R&D tax credits

For industry • A strategy is a journey, not a destination • Constantly look for the next solution

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a global leader in testing, inspection and certification, delivering high quality services to help clients meet the growing challenges of quality, safety, environmental protection and social responsibility. The company is active in a range of markets, including infrastructure, oil and gas, marine, power, chemicals, commodities and automotive, among others. The Bureau Veritas Group has around 75,000 employees located in more than 1,400 offices and laboratories around the globe. Our Marine and Offshore division is one of the world’s leading ship classification societies and offshore safety and verification bodies, with 2 650 experts worldwide and 11,400+ BV Classed Ships. We globally count 180 survey centers, 19 Local Plan approval, 6 Operations Centers and 8 remote survey centers.

Bureau Veritas at a glance: Key products and services: testing, inspection and certification services Main industries served: • Oil and gas – 12% • Offshore wind – 6% • Solar power – 1% • Others – 81% Headquarters: Paris, France Year established: 1828 Number of employees: 75,000 Revenue: €5bn Revenue from exports: 90%

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Survive and Thrive V Success stories

Cargostore Worldwide Prospering through a proactive pandemic response How is Cargostore thriving? Thanks to a proactive strategy underpinned by product investment, global expansion and an unwavering commitment to diversification, Cargostore has successfully navigated a series of economic hardships and logistical challenges created by the COVID-19 pandemic, consolidating its position as a leader in the supply of containers. For Cargostore, it has been a 12-month period defined by innovation, agility and resilience.

The challenge As might have been expected, one of the most significant talking points in this year’s Survive & Thrive Report has been the wider impact of COVID-19 on energy industries across the globe. For Cargostore, a leading global player supporting the energy sector in the sale and leasing of containers for both intermodal and offshore use, this same trend holds true. Thanks to diversification efforts that began seven years ago, Cargostore to some extent had a platform from which it could build resilience in the face of the economic hardships of 2020. Having focussed attentions on the offshore wind sector, the firm had already established presence in several European countries, including an 80% market share in providing containers to offshore wind projects in Germany. That said, much of the company’s revenue was still derived through the provision of containers and associated services in the offshore oil and gas industry – a sector which came to experience an 18-year low in prices come May 2020. The resulting situation for Cargostore

was one of extreme turbulence. Many of its containers were positioned on offshore oil platforms where operations had come to a grinding halt. In order to weather the storm, the company not only needed to relocate its assets, but reconsider its entire strategy moving forward.

The solution In response, a two-pronged plan was immediately instated to safeguard the company’s future. First, it opted to take the calculated risk of investing in new products to consolidate its position in offshore wind. In order to ensure that the relocation of units from oil and gas projects wouldn’t hamper the expansion of the firm’s renewables portfolio, Cargostore upgraded its fleet, purchasing 50 heavy duty half height offshore containers – units ideally suited to offshore wind. The company also took the opportunity to bolster its supply of reefer units, its position as the world’s largest supplier of DNV reefer containers being

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the ideal footing from which it could capitalise on the growing demand emerging for such containers as a result of the logistical strains placed on them from the pandemic. Existing offshore units were also redeployed to support its intermodal division and the UK’s fight against covid. Regarding the latter, its containers were provided to UK covid testing sites – a move that enabled both societal wellbeing and the integrity of Cargostore’s balance sheet. The second prong to the firm’s pandemic response strategy involved expansion plans targeted towards Taiwan, Mexico and Mozambique, markets which would serve to accelerate its diversification efforts. By June 2020, Cargostore was able to announce a new partnership with Rhenus Offshore Logistics and local agent Maxlines New Energy & Project Logistics in Taiwan, in turn opening a depot in the port of Taichung. Resultantly, it established itself as the first locally based supplier of DNV containers in the region.

Success Success stories stories

A further announcement came in December following reform in the Mexican energy sector that opened up oil and gas production and distribution activities to foreign investment. Here, the company partnered with Harren & Partner and established a depot in Ciudad del Carmen along the country’s eastern coast. More recently, Cargostore has established a presence in East Africa, supplying a range of container types to both onshore and offshore projects in Mozambique, including the country’s flagship LNG development, since January 2021. Albeit a bold strategy to pursue such extensive investments during a period economic downturn, the company’s asset upgrade and expansion efforts are already beginning to pay dividends.

easy transition. The company has faced numerous challenges along the way, the blockage of the Suez Canal in February 2021 having been the latest in this saga, exacerbating logistical issues. Yet despite unintended and unavoidable setbacks, the firm has emerged stronger than ever. Having built an already firm position in renewables, with an unrivalled DNV Reefer fleet globally, and increasingly diversified revenue portfolio both in terms of product and geography, it has not only survived the pandemic but is set to thrive in the future.

About Cargostore Cargostore Worldwide is one of the world’s leading suppliers of ISO shipping containers and DNV 2.7-1 certified CCU’s for on and offshore projects. With offices in London, Abu Dhabi, Holland and depots across the globe they provide a seamless and fast service with the flexibility to meet any client requirement.

supply companies. All equipment is designed, built and certified to the DNV 2.7-1 standard. Cargostore has invested in a wide range of regular and specialist products which are available via their location network in the US Gulf, the North Sea, the Arabian Gulf, Middle East, East Africa and Taiwan. Its ISO division supplies ISO certified storage and shipping containers for hire or sale including bespoke container conversions and specialised equipment. We support clients in mining, stability and aid, Government, international relief agencies, catering, and logistics.

Indeed, it has been by no means an

Cargostore’s Offshore Division provides a complete range of CCU’s to service the oil, gas and offshore renewables industries, project movers and offshore

Cargostore has offices globally with staff that collectively speak over 12 languages; enabling them to provide the very best in customer service for our clients worldwide. With constant availability, faster delivery, and local representatives, we make buying, renting and modifying ISO and DNV containers a quick and simple process.

Story type

Key findings

Cargostore at a glance:

#collaboration (main category)

For industry

#export, #resilience

• When dealing with customers, phone calls are preferable to emails.

Key products and services: Supply DNV 2.7-1 cargo carrying units to the offshore energy sector

Significantly, Cargostore has diversified its revenue streams, bringing new products to new sectors in three new regions in just 12 months, mitigating profit losses caused by major project postponements in the oil and gas sector.

Benefits • Much quicker process to expand into a new country • US$2m in expected revenues

For government • Fix issues caused by Brexit. Companies are being tempted to move out of the UK due to VAT issues.

Government support? The company has joined DIT trade missions.

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Main industries served: • Offshore oil and gas – 40% • Onshore oil and gas – 2% • Renewables – 35% • Non-energy – 23% Headquarters: Wimbledon, UK Year established: 1993 Number of employees: 15 Revenue: £12m Revenue from exports: 98%

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Crondall Energy Spearheading the UK’s CCUS proficiency

How is Crondall Energy thriving? Faced with an unpredictable oil and gas market experiencing record price dips and exacerbated turbulence through the pandemic, Crondall Energy identified the need to diversify. Through an unwavering commitment to energy transition, the company is now helping to spearhead the UK’s development of carbon capture, utilisation and storage through a two-year technical advisory contract with BEIS, extendable to four-years.

The challenge The previous half decade has been an extremely difficult period for the oil and gas industry. Owing to a growing supply glut, per-barrel prices fell from $106 in mid-2014 to a low of $26 in 2016, this 70% drop representing one of the largest oil market declines in recent memory. Prices rebounded somewhat in the

years that followed, reaching a perbarrel high of $74 in August 2018. However, the COVID-19 pandemic led to another collapse in 2020 that saw oil slip into negative pricing for the first time in its history. Such dramatic market volatility has forced industry players like Crondall Energy to respond rapidly and adapt to changes in order to survive. For Crondall Energy, the volatility of 2016 saw its subsea revenues fall from £2 million to £1.4 million, and its growth has remained relatively flat ever since as the oil and gas market’s modest recovery has provided little in the way of compensation or reason for optimism. There has been a mindset shift at Crondall Energy, however. The company has since recognised that its traditioinal oil and gas market is both unattractive to future generations of engineers, and has become the ‘sick man’ of the global economy – one that is ultimately destined to wither over time.

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The solution Crondall Energy resultantly took the decision to focus on energy transition in 2020, identifying carbon capture utilisation and storage (CCUS) as the most natural path to take in realising this ambition. It was a transition motivated by suitability and longevity. Not only did CCUS provide an easy way to effectively leverage the existing skills of Crondall Energy’s engineers, but it equally offered exciting, long-term career prospects to better attract and retain talent and a means of securing a more stable and sustainable financial future for the company. The organisation’s structure meant it was also well placed to pursue such a transformation – as a smaller entity, it benefited from its innate flexibility, for example. That said, it should be noted that CCUS was previously unfamiliar territory for the company, and without previous case studies or industry

Success Success stories stories

legacy data to refer to, starting from scratch was unavoidable.

engineering design (FEED) and towards implementation.

Through an unwavering commitment to achieving its planned energy transition, Crondall Energy set about overcoming this hurdle by embracing collaboration with other experienced industry partners. Here, the company joined a consortium alongside WSP and Geoenergy Durham that is providing engineering and technical advice to the UK Government’s Department for Business, Energy and Industrial Strategy (BEIS) in relation to progressing the development of CCUS in the UK.

For Crondall Energy, this contract is a fundamental part of the energy transition strategy. Not only does it present the opportunity to become a leader in the field of CCUS and take huge strides towards its overall energy transition goals, but it also comes with significant financial support over the initial two-year period, with the potential for ongoing work until 2024.

Consortium leader WSP has been tasked with exploring the onshore scope of CCUS, Crondall Energy is exploring the near shore and offshore pipeline and subsea scope, and Geoenergy Durham the subsurface and storage scope. Together, they are helping BEIS to build engineering readiness and understand feasibility of proposed CCUS clusters across the UK, moving potential projects from concept through front end

Impressively, Crondall Energy has achieved consistent revenues in the past three years – a great outcome given the pressures of both COVID-19 and the oil market’s precarious position in general. As a result, the company has so far been successful in navigating a period of major internal and external change, while remaining profitable and protecting the vast majority of its workers’ jobs. All factors considered, the company has reason for great optimism in 2021 and beyond. Implementing its energy

Story type

Key findings

#energytransition (main category)

For industry

#collaboration, #diversification

• Get involved with organisations that actually believe and work towards energy transition

Benefits • Contract award supporting approximately 10% of company turnover.

transition strategy is well underway, underpinned by the flagship BEIS contract that has placed the firm at the forefront of the UK’s CCUS ambitions, and with stable revenues helping to support its new ambitions, Crondall Energy is well on the way to achieving a stable and sustainable future.

About Crondall Energy Crondall Energy is a leading independent provider of commercial, strategic and technical consulting services for energy projects using floating production and subsea technologies. The company works with a range of project stakeholders, including upstream energy companies, investors and law firms. Founded in Crondall, Hampshire, in 2001, the company today is present in London, Southampton, Aberdeen and Newcastle, in addition to an international presence in Houston, Singapore and Stavanger.

Crondall Energy at a glance:

For government • The government has a role to play when it comes to creating value in energy transition segments such as carbon capture and storage (CCS), hydrogen and offshore wind.

Government support?

Key products and services: independent engineering & consultancy services Main industries served: • Oil and gas – 80% • Carbon capture – 20% Headquarters: Aberdeen, UK Year established: 2011 Number of employees: 32 Revenue: £7m Revenue from exports: 60%

Crondall Energy has benefitted from R&D tax credits. The company has also received support from Scottish Enterprise.

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Deep Down Championing cultural change

How is Deep Down thriving? Deep Down has transformed itself through a cultural overhaul, its previously top-down environment replaced by the embrace of ideation and innovation among all stakeholders. During a period of extreme hardship brought about by the pandemic, instilling such change with successful buy-in from all employees has been significant.

The challenge It is often said that being outside your comfort zone is beneficial, and for good reason. While change of any kind can either be positive, negative, or indeed a combination of both, it is also often a catalyst for learning. This premise forms much of the basis from which the story of US-based

subsea solutions specialist Deep Down can be told when reflecting on the past 12 months. Like many firms serving the offshore oil and gas industry, Deep Down was hit hard by the COVID-19 pandemic. Owing to a steep trough in industry demand, projects around the globe grinding to a halt, travel restrictions and exacerbated logistical issues, the company was faced with revenues that dropped from $19 million in 2019 to $13 million in 2020. It was a sobering experience. With contracts having to be renegotiated, the company was in a position where it had to reflect and restrategise. The question was, could it emerge from such a precarious situation reenergised, and pave a new path towards sustainable growth and a prosperous future?

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The solution For Deep Down, the solution already partly existed prior to this latest challenge. Enter Charles Njuguna, the company’s President, CEO and Director. Upon being appointed to his current role in September 2019, he immediately set about optimising all facets of the firm, evaluating its core product and service offering, switching up its personnel and shutting down certain segments of the organisation that were deemed unnecessary. It was a stark change in leadership approach. Njuguna’s predecessor was the company’s founder – an individual with immense experience and specialising in inventing and engineering products. The new CEO, meanwhile, was a Kenyanborn immigrant with a hospitality

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background, bringing to the table new skillsets, ideas and ideals. Njuguna advocated a cultural overhaul, inviting employees to step forward with their ideas and criticisms in an attempt to build trust and encourage a more open and proactive environment. Come March 2020, and COVID-19 offered a silver lining in some respects – it provided both the evidence and opportunity for this continued internal dissection, albeit on accelerated and deeper terms.

Ideas and opportunities such as a shift towards energy transition that had once only briefly been discussed were embraced. Here, Deep Down is now looking to diversify away from reliance on its flagship hydraulics solutions, owing to discussions around its elimination which could result from electrification. Non-oil and gas opportunities have also become a key focus, an outcome of a wider rethink of the company’s core competencies. Staff retention has improved significantly with zero unplanned exits in 12 months, despite earlier salary cuts, jobs cuts and furlough arrangements that have been required in order to keep the company afloat. If anything, the company has been able to attract very strong candidates from other companies during the downturn. A confidential management assessment has also taken place for all senior management, the feedback from which has been overwhelmingly positive, demonstrating success in the change process throughout all layers of the company.

successfully galvanised its workforce, instilled a culture of idea embracement from within and with ambitions to diversify, 2021 will be an exciting year for the company. Indeed, it is very much a case of watch this space.

About Deep Down

While Deep Down’s adaptation may be less tangible than that of others in this survive and thrive report, it is by no means less significant. Having

Deep Down, Inc. is a leading US-based oilfield services company providing subsea solutions for the world’s energy and offshore industries. The company’s primary focus is on complex deepwater and ultra-deepwater oil and gas production system products and support services between the platform and the wellhead. The company provides a wide range of subsea engineering, manufacturing, installation, commissioning and maintenance solutions. Their products include loosetube steel flying leads, riser and subsea isolation valve systems, infield umbilicals, a broad range of umbilical accessories, and installation buoyancy. They also offer umbilical retermination, subsea equipment rental and storage, and systems integration testing services.

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Key findings

Deep Down at a glance:

#culture (main category)

For industry

#reslience

• Be authentic • Do not be afraid to make decisions

Key products and services: Design, engineer, manufacture, install subsea energy production equipment.

Deep Down required immediate yet brutal honesty to better address its shortcomings and adapt, survive and thrive as best as possible in the face of extreme hardship. As a result, the CEO instilled a policy of vigorous internal debate, ensuring any strategic change would have binding commitment from all stakeholders. It was not an easy transition to execute. Everyone had agreed change was needed, yet the majority were accustomed to adhering to direction from above. The outcomes of flipping this status quo on its head, however, were optimal.

Benefits • Improved retention of staff • Positive feedback on new leadership

For government • US government should dedicate resources to help companies make progress in countries with local content requirements

Government support?

Main industries served: • Oil and gas – 100% Headquarters: Houston, USA Year established: 1997 Number of employees: 47 Revenue: US$13m Revenue from exports: 25%

The company has benefitted from R&D tax credits.

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Survive and Thrive V Success stories

Deugro Inspiring logistics innovation for offshore wind How is Deugro thriving? Recognising the benefits of diversification in securing a more sustainable future, Deugro has gone above and beyond for Siemens Gamesa, developing and deploying an innovative offshore wind logistics solution that has not only cut process costs by 18 percent but critically ensured that the handling of sizeable and highly valuable components is safer, more reliable and more efficient.

The challenge Deugro Group, like many others, was challenged by the volatile nature of the oil and gas industry, yet just five years ago, 70 percent of its business was derived from activities associated with the sector.

The solution Low carbon, sustainable sectors were quickly targeted, yet operationalising these goals was easier said than done.

With its portfolio leaning too heavily on this segment, the 2014-2016 crisis sparked a decision to better balance its wider offering in order to secure the company’s long term future.

Enter Siemens Gamesa – a company that Deugro Group already had proven track record with, it now presented a vital opportunity for it to solidify its foundations in these diversified sectors.

Indeed, this was by no means an easy task. With a history spanning almost a century, Deugro Group had developed a sound yet somewhat entrenched reputation as a one-stop shop for complex logistics services in the oil and gas market, capable of delivering vast quantities of cargo for sector players every year.

The two companies’ relationship spans 15 years, Deugro having previously assisted Siemens Gamesa on cost reduction and efficiency where it had been experiencing challenges in relation to tariff-related pressures.

The need for change was clear – the company was both struggling to manage the unpredictable peaks and troughs of the oil and gas sector yet had huge potential to overcome such challenges by being situated on the doorstep of the UK’s booming offshore wind sector. The question was, could it successfully innovate to consolidate its position as a leading offshore supply chain solutions provider in other key regional energy segments?

This was a vital foothold. Not only did Deugro have a strong understanding of Siemens’ footprint in Hull, but it also had productive working relations with the company’s supply chain team in Esberg, Denmark. Leveraging this cohesion, Deugro proposed plans to assist Siemens in reducing its offshore wind logistics costs. As a leading wind turbine manufacturer, Siemens Gamesa’s supply chain was highly complex, requiring the movement of huge numbers of significantly large components such

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as nacelles, towers, and blades – all heavy, all fragile and all highly valuable. To date, its component handling had been suboptimal. The organisation had built its logistics systems around a risky, time consuming and expensive lift process using a jack-up vessel in Esberg. Not only did this entail the use of overly complicated and inefficient equipment such as cranes, but its lifts could often not be completed under high-wind conditions, resulting in unpredictable delays on its scheduling. Through collaboration with Deugro, however, Siemens Gamesa’s approach to component handling has been drastically transformed. The two companies worked in an almost indivisible manner, developing a new transit system between Hull and Esberg centred around specifically designed vessels built with the purpose of minimising risk through the elimination of lifts altogether. In the newly optimised process, trailers are rolled directly onto these bespoke vessels which themselves have been built to maximise overall storage potential for Siemens’ stowage capability towers, nacelles and blades. It was by no means an easy undertaking. The trailer-based solution

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was a radical and innovative logistics concept that required two vessels to be designed and built from scratch. Further, as wind turbines and their associated components have continued to increase in size, Siemens Gamesa has committed to modifying Deugro’s ships, editing both their length and width in order to accommodate larger components.

Indeed, these are fantastic foundations from which the firm can further diversify away from oil and gas. And Deugro isn’t planning on stopping at offshore wind, the company now also marketing its logistics solutions within segments such as cabling, subsea infrastructure and carbon capture, utilisation and storage (CCUS).

The impact of these efforts cannot be understated. Siemens’ Gamesa has benefited from an 18% reduction in offshore wind supply chain costs as a result of Deugro’s bespoke and innovative solution, while unpredictability has been significantly reduced where cargo no longer needs to leave the ground.

Oil and gas activities now account for just 50% of company revenue, and while the Siemens Gamesa contract is the company’s largest in the renewables space, it is a milestone that simply outlines the edge of new horizons for the firm moving forward.

The deugro group is comprised of four independent companies that offer farreaching competence, experience and know-how in their fields of business: deugro - Project freight forwarding; dship - Global Ocean transportation; dteq - Transport engineering solutions; dhaulage - Specialized transportation

assets. Their specialities include Freight services, Logistics solutions, Ocean freight, Vessel chartering, Project cargo, Port captain services, Surveying and supervision, Project consulting e Special equipment. The deugro group redefines the one-stop-shop concept for complex logistics services and unifies the dedication, synergies and competences of all group companies. It stands for entrepreneurial, dynamic, best-in-class service and have a solid reputation for our client-centric and best minds approach. All group companies operate according to the highest QHSES and compliance standards. The deugro group originates from deugro, the first company founded in 1924 in Frankfurt am Main, Germany. Today, the deugro group continues to be a family-owned enterprise with a strong financial foundation.

Story type

Key findings

Government support?

#collaboration (main category) #innovation (main category)

For industry

The company has benefitted from trade missions and export financing.

For Deugro on the other hand, the successes have been equally significant. As a result of its efforts, the company secured a five-year extension beyond the initial agreement, consolidating its position as Siemens Gamesa’s long term contract partner for the movement of large components between Esberg and Hull for the foreseeable future.

#diversification, #optimisation, #serviceandsolutions

Benefits • Single biggest contract awarded to Deugro in years • 18% reduction in supply chain costs to the customer

About Deugro

• In logistics, everything is possible. Solutions of the next 5-10 years have not been designed yet. • The UK has shown it can lead in the low-carbon segment, but the country needs drive, commitment and innovation For government • UK Export Financing (UKEF) is too focused on UK manufacturing. Value should also be allocated to logistic services. • A tangible path is needed for energy transition, not vague 20-year commitments.

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Deugro at a glance: Key products and services: deugro delivers value-added services and products relating to supply chain and logistics for the energy industry Main industries served: • Oil and gas – 50% • Renewables – 30% • Conventional power – 10% • Others – 10% Headquarters: Pfäffikon, Switzerland Year established: 1924 Number of employees: 1,400 Revenue: US$1bn Revenue from exports: 90%

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Survive and Thrive V Success stories

DNV Shifting from services to solutions How is DNV thriving? Having been in operation for well over 150 years, DNV has always approached the market in a progressive manner: following on from a strong track record in the maritime industry and with the advent of oil production in the North Sea, DNV entered the oil & gas industry bolstered by extensive experience and a strong understanding of hazardous and unique offshore conditions. After the oil crisis sparked in 2014 and with the growing momentum being gathered by energy transition activities, the company was ahead of the game and was already positioned as the road to achieve the goals of the Paris agreement became prevalent for all energy companies. Cue the creation of a ‘lifetime solutions’ approach to business – a move which is still ongoing but already delivering some promising yields.

The challenge Even the most established of servants to the energy industry have had to adapt, in recent years, as a result of fluctuating market forces. The oil crisis of 2014 coupled with the seemingly unstoppable march of energy transition has brought into question the longterm viability of firms which once almost exclusively catered to the oil and gas industry. Whilst adapting to the shift, and recognising the opportunities to support oil & gas companies in their decarbonisation challenges. DNV also realised it had to better understand the client journey in order to shift away from a clearly defined service provider into a multi-service solutions company capable of solving complex problems.

The solution Recent years have seen DNV shift to

what it refers to as a lifetime solutions approach to business. It is very much a gradual process that is still ongoing, an important milestone being the formation of a new Energy Systems division to reflect the changing market where the oil and gas business area was combined with the growing onshore / offshore wind, solar, hydrogen, CCS, power, and energy storage businesses. The inspiration for the lifetime solutions approach came from listening to existing clients, a process which has revealed the importance of understanding a wider scope of their challenges to present a more relevant, tailored, enticing offering. Institutionalising the shift in working mindset involved a multi-departmental approach coupled with a recognition of the customer challenge and an ‘all out’ desire to pull the best resources and focus on an efficient result, whilst maintaining a high level of safety and quality.

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It was a cultural change that needed to happen for the move to be successful, and benefits were soon realised. The newfound synergy across services removes duplication and enables greater levels of productivity. For example, witnessing traditionally required input from departments such as marine warranty, verification and inspection departments – today, this work can be carried out by one DNV employee, in close collaboration with content experts. The establishment and development of the Energy Systems division, using this project based cross service way of working has opened up many new opportunities. An example is the work with a Londonbased Energy from Waste company, who are licensors of technology which converts waste plastics back into household grade plastics. The cooperation with DNV GL started in 2018, when DNV worked with them to help secure funding from financial

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institutions. Since then, the scope has broadened to include operational work, such as assessments of the company’s technology at its facilities. Another project kickstarted in 2018 and remains ongoing today with a North Sea operator Here: DNV assisted the company in the early stages through provision of traditional oil and gas FEED services, including safety studies, verification and marine warranty services for the platform, pipeline and terminal. In completing this early-stage work, the firm built up trust and soon realised it could add lifetime project value. Their customer also saw the potential for DNV to add greater input beyond quality and safety services, and DNV in turn began to ask questions, guide and support the client as the nature of the relationship evolved – this proved invaluable in navigating the challenges presented by COVID-19 throughout 2020. The approach has

paid dividends, with DNV now also supporting with specific challenges. A third key customer project is not only providing a range of off-the-shelf services. With ongoing discussions and improvement initiatives in operation, DNV is also engaged in solving specific challenges as part of the customers bid to build environmental, social governance (ESG) compliance. DNV, with these and several other case studies under its belt, is now wellpositioned to attack energy transition challenges head on with a lifetime solutions mindset. The approach is truly collaborative

About DNV An organisation present in more than 100 countries with experience dating back to the 19th century, DNV has grown to become one of the world’s leading quality assurance and risk management players. The company provides classification,

Story type

Key findings

#serviceandsolutions (main category)

For industry

#energytransition, #culture, #decarbonisation

• Market awareness and ability to rapidly adapt to change • Understanding customer challenges and whole project lifecycle is paramount • Organisational culture - identifying how to rework and accustom service offerings to provide a solution orientated service. • Consistently push your comfort zone • Ensure you have a solid foundation

Benefits • Meeting customer challenges head on • Envisioning the bigger project objectives • Efficiency gains • Able to assist customers in energy transition and decarbonisation projects

For government

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A company that invests 5% of its revenue in R&D, DNV is engaged in several joint industry projects (JIPs) in collaboration with customers with a view to develop solutions, standards and practices that help solve industry challenges. JIPs related to the role of natural gas in the energy transition process include the development of a risk evaluation tool for FSRU-to-power projects and the introduction of a quality assurance protocol for the use and transport of CO2, among others.

Government support?

• Government should continue to be supportive of the oil and gas decarbonisation strategies

technical assurance, software and independent expert advisory services primarily to the maritime, oil and gas, power and renewables industries. Focus areas also include digitalisation, ocean space, cities and ports, and life sciences.

In the UK, DNV has received R&D tax credits.

DNV at a glance: Key products and services: large technology advisor to customers in maritime, O&G and energy businesses Main industries served: • Oil and gas – 22% • Renewables – 18% • Maritime – 36% • Certification – 17% • Others – 7% Headquarters: Oslo, Norway Year established: 1864 Number of employees: 12,000 (700 in the UK) Revenue: 20.9bn NOK (£150m in the UK) Revenue from exports: 25%

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Survive and Thrive V Success stories

EnerMech From service provider to problem solver

How is EnerMech thriving? By sticking to its strengths and increasing the value it offers to core clients, EnerMech has ridden out the worst of the pandemic storm and is beginning to look upwards once again. Indeed, a subtle shift to position and extend its offering beyond services to become a solutions provider and solver of problems is starting to reap rewards.

The challenge EnerMech’s remit and purpose is relatively simple – to make sure many of world’s most sophisticated production platforms, manufacturing centres and energy facilities operate at their best. In years gone by it had done so by providing critical services across 10 core lines and covering the entire lifecycle of locations, including asset optimisation, upgrades and decommissioning. The oil and gas market is a key segment of business for the company, and recent years have been turbulent, the impact of the price crash of 201416 having been compounded by the coronavirus pandemic. EnerMech’s value proposition is centred around its

highly skilled and experienced people, whose travel and access to sites has been severely hampered by public health restrictions. Such pressures have sucked confidence out of the industry and created an atmosphere of caution. Investment decisions have stalled and reversed, with EnerMech client investment down by as much as 3060% versus expected values. The firm was thus faced with an extremely challenging backdrop within which to operate, one which required tough decisions to be taken at all levels, testing the mettle of the people to stand by the company, show loyalty and work harder.

The solution Last year represented something of a step change for EnerMech. Although a solutions and problem-solving focus had always been a part of the company’s DNA, the need to formalise this and build a relationship-based approach to business was quickly realised. By offering greater value and insight to

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clients during difficult times, EnerMech saw a way of navigating through the turbulence, and several steps were taken to institutionalise this shift in modus operandi. First and foremost, quality of performance was not to be sacrificed in the name of efficiencies and surviving the pandemic period. Client needs came first, an ethos which EnerMech trusted to keep its reputation intact. As a result, business development personnel were reduced to retain a full suite of technical expertise and maintain high standards. The company’s core clients became a key focus, EnerMech exploring how it could carry out more work for them, including smaller scope projects, in order to add value to their relationships. Alongside the shift in strategy, the firm’s senior leadership knew that staff communication and engagement was paramount to its successful delivery. Regular meetings and engagement helped to reinforce key cultural values such as viewing opportunities out of adversity – a determination to make the best out of challenging situations.

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Indeed, a common denominator throughout this period has been trust both within the organisation and between EnerMech and clients. The results, so far, have been extremely promising. The company has gained larger shares of work with core customers such as Balfour Beatty, building on the work already completed in the renewables sphere to cover a wider infrastructure scope. Such has been the standard of EnerMech’s delivery on the renewables work, the firm achieved a perfect 100% FPAL score. This shift in mindset has also resulted in EnerMech bidding on work for HS2, the UK’s flagship rail scheme. Here, it is tendering in partnership with Alstom and Eneco, something it would not have entertained prior to 2020. In South Wales, the firm is working on a five-year project involving mechanical handling, lifting and operational services across a site for Dow. The scope of the relationship has extended to include assessment of spares, plant and equipment, oversight of stock, equipment maintenance, and planning of future activities.

power and technological smartness. For instance, several digital tools are being utilised to aid predictive maintenance and monitoring activities. SIMPRO, for example, is an EnerMechdeveloped solution which captures real time performance data and presents it via a visual dashboard, allowing Dow to assess the status of various equipment. Projects such as these with Dow have helped EnerMech to recover revenues back to pre-pandemic levels. Indeed, the company is involved in 20 new non-oil and gas bids which represents a fourfold growth when compared with just a year ago, while 90% of staff have been retained through this extremely testing period. Looking ahead, with oil prices starting to recover and hints of investor confidence returning, EnerMech is better placed than ever to assist new and existing clients with urgent upgrade and replacement work, and essential maintenance of critical infrastructure and assets.

lifecycle, from pre-commissioning to decommissioning. The company’s broad range of services include mechanical, electrical and instrumentation solutions, which can be provided individually or as part of a fully integrated package. EnerMech’s capabilities are varied, and the company is able to offer the appropriate tools and services, including an extensive range of cranes and lifting, hydraulics, valves, electrical and instrumentation, pipeline and umbilical, industrial, process, training, inspection, integrity and equipment rental services. Active in the whole spectrum of the energy market, the company offers services to operators, plant and asset owners, EPC contractors, subsea contractors as well as drilling contractors.

This has involved a blend of people

EnerMech is a global services company specialising in critical asset support across an asset’s entire

Headquartered in Aberdeen, EnerMech employs 3500 staff and is present in over 40 locations around the world, including Europe, the Americas, Africa, the Caspian, Middle East and AsiaPacific.

Story type

Key findings

EnerMech at a glance:

For industry

Key products and services: integrated services provider

#serviceandsolutions (main category) #culture, #resilience

Benefits • £5m contract award with Dow

About EnerMech

• Necessity is the mother of invention – market conditions will make you adapt fast to a new business reality

Government support? The company has benefitted from the Apprenticeship Levy and R&D tax credits. Enermech has also joined DIT trade missions in the past.

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Main industries served: • Oil and gas – 80% • Conventional Power – 10% • Renewables – 8% • Nuclear – 2% Headquarters: Aberdeen, UK Year established: 2011 Number of employees: 2,250 Revenue: £350m Revenue from exports: 77%

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Survive and Thrive V Success stories

Equilibrium Engineering Consultancy (EEC)

A veteran’s legacy

How is Equilibrium Engineering Consultancy (EEC) thriving? Drawing on more than three decades of experience in the oil and gas sector, Mr Mohammed Sahoo AlSuwaidi has broken precedent within the industry by gaining almost instantaneous traction with his 2018-established start-up, the firm now approved by ADNOC and able to tender for its contracts.

The challenge A leisurely retirement isn’t for everyone. Mr Mohammed Sahoo AlSuwaidi, better known as Mr Sahoo, has been in the oil and gas industry for more than 32 years – from a local operator and project manager to the CEO of an ADNOC Gas Directorate with a $55 billion budget and 6,000 employees, he has seen and experienced it all. Add in a later appointment as acting CEO of Nawah Energy Company (Nawah), the operator of the first peaceful nuclear energy plant in the UAE, as well as the government’s business start-up ambassador, and you could well argue his contribution to the sector was worthy of a well-earned retirement. Far from it. Mr Sahoo is still determined to make a difference, especially in the private sector. He grew up in a family of workaholics with seven US-educated engineer brothers and a late father who worked until the final day of his life. Rather than retire and take things easy, he was determined to use his energy on a new business venture. In 2018, Equilibrium Engineering Consultancy (EEC), provider of technical and strategic solutions for various major and minor projects across the engineering spectrum, was born.

However, starting up a business in the UAE energy space is far from easy. Approval to bid to tender for ADNOC contracts is essential, and proven experience is key to achieving this. Add in the challenge of attracting the experienced personnel needed to a start-up with no proven track record, as well as a risk averse pool of potential clients, and the challenge in front of Mr Sahoo was clear to see.

The solution Despite the hurdles before him, Mr Sahoo threw himself headfirst into the creation of EEC. He drew on his personal profile and

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esteemed reputation in the energy sectors, a CV which contains tenures at 20-plus Abu Dhabi organisations in senior positions and huge accumulations of experience within governance, project management and engineering. Mr Sahoo was able to attract suitably qualified employees, reassuring them (and clients) that he was here for the long-term with succession slated for 10-15 years down the line. Mr Sahoo, EEC’s Chairman & CEO, also drew on his own finances to build EEC into a position where it could deliver Engineering contracts. As well as using his own track record, EEC needed to carry its own lucrative offering with a culture of care for

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employees and competitive incentive scheme. COVID-19 has crystallised these challenges, with strict safety protocols followed, especially those demanded by ADNOC in order to operate on its sites, vaccination playing a critical part. Today, EEC stands tall as a company with its own reputation. To date, it has secured contracts with five key clients alongside a steady flow of smaller assignments to keep revenue ticking over, while only one member of staff has moved on since the company was founded. As projects are delivered on time, safely, and to high standards, EEC can stand on its own two feet with a demonstrable track record and client testimonies to prove it. In early 2020, the firm achieved ADNOC qualification status following the successfully execution of a project in Tanzania which involved a team of 60 people. This helped EEC grow its staffing from 50 to 180 in the space of eight months – a remarkable achievement given the pandemic backdrop it was up against. This was made especially challenging given the requirement to hire locals and

expats already residing in the UAE due to travel restrictions, with major investment also made in building a formidably experienced management team made up of industry veterans, each with 30-plus years of experience. Once more, Mr Sahoo’s own experience was critical in making these hugely important recruitment decisions. With the upsizing complete and foundations now in place, EEC is steering its focus towards one key ADNOC contract. If successful, it will deliver half of the firm’s 2021 budget and catalyse the hire of another 25 staff in order to deliver the work successfully. The fact the company was invited by ADNOC to tender is in itself testament to how far Mr Sahoo and his latest venture have come in a very short space of time.

About Equilibrium Engineering Consultancy (EEC) Based in the UAE, Equilibrium Engineering Consultancy (EEC) provides technical and strategic solutions to its customers for various major and minor

Story type

Key findings

#startupsuccess (main category)

For industry

#growth

• A strong reputation will attract more business opportunities • Understand your client’s needs

Benefits • Staff number increased from 50 to 180 in eight months

For government • Support local content

Government support? Equilibrium Engineering Consultancy is part of ADNOC’s In-Country Value (ICV) programme.

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projects across a wide engineering spectrum, including: Hydrocarbon Exploration & Production, Reservoir Engineering, Oil & Gas Processing, Refining, Power Generation & Distribution, Hydrocarbon Transportation (Rail and Pipeline), City Gas Distribution, and Refining. The company provides a comprehensive range of services including: Corporate Governance; Strategic Advisory Services; and Feasibility, Conceptual, Pre-FEED, and FEED studies across all engineering disciplines. EEC has the capability to provide consultancy services and to support clients during all project stages from concept to commissioning, as well as during the subsequent handover stages with a “Right First Time StartUp” approach. The company also has the expertise to carry out specific duties related to HSE Impact Analysis, Risk Analysis, Energy Conservation, Optimisation and Asset Integrity.

Equilibrium Engineering Consultancy (EEC) at a glance: Key products and services: engineering consultancy services for the energy industry Main industries served: • Oil and gas – 90% • Nuclear – 5% • Conventional power – 5% Headquarters: Abu Dhabi, UAE Year established: 2018 Number of employees: 180 Revenue: £2.5m Revenue from exports: 50%

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Survive and Thrive V Success stories

Essem Breaking down siloes to drive growth How is Essem Group thriving? Thanks to a comprehensive consolidation exercise in response to the oil crisis of 2014–16, Essem Group has successfully pooled its resources and knowledge to create an organisation that is now greater than the sum of its parts. Today, it stands as a multi-specialist group of companies able to tender for larger, more complex projects in Malaysia and abroad.

The challenge The middle of the 2010s was a dark period for the global oil industry. After the crisis of 2014-2016, activity up and down the value chain shrank as companies retreated into survival mode in order to weather the storm. In Malaysia, Essem Group had been proudly providing maintenance and support services to the country’s oil and gas industry for the best part of 30 years, speciliasing in actuated valve and wellheads, field instrumentation, mechanical, pipeline, marine automation work, and preventative and corrective maintenance for surface and sub-surface equipment. Amid the 2014-2016 crisis, market rates dropped and clients started to consolidate scope of work for contracts, a perfect storm which dented Essem’s profit margins, shrank its contract pipeline and created cashflow problems. A new approach was needed in order to maximise the knowledge and expertise spread across the group. Essem’s board of directors, made up of three family members and two non-family members, each had different experiences and stories to tell – in order to turn the corner, the group needed to synergise into a more centralised operation.

The solution Indeed, before the 2014-2016 crisis struck, Essem Group was an investment of individual Petronaslicensed supply companies – while they were all part of the same group, they were siloed and very much operated separately. 2016 marked the beginning of the consolidation process. All Essem companies were first consolidated under Essem Group Sdn. Bhd, and subsequently physically relocated to operate under the same office roof, while working processes were reformed to take advantage of the new physical closeness between entities. For example, general managers began to hold weekly meetings and compare notes across their various divisions and specialisms – this led to greater awareness of opportunities to be exploited through cross-collaboration.

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The consolidation exercise also precipitated a cultural shift, a process which smoothed out once significant contract wins were announced to prove the new formula was working. The other key internal change centred around governance. Essem leadership were determined to impart standards akin to those demanded by publiclylisted entities – processes became crystalised, and a new, more consistent way of doing business was instilled into the now-evolved corporate culture. Externally, moves into export markets with higher margins such as Thailand, Vietnam and Myanmar helped to cushion the margin losses in Malaysia, while acquisitions of exciting startup firms set up by experienced industry professionals also fed into the Essem growth journey. This included investments into new expertise in the likes of UAV (drone) inspection,

Success Success stories stories

pipelines, power generation, downhole solutions and manufacturing of API 6D Ball, DBB, Gate and Check Valves. Tying all this together was a fresh communications strategy designed to build on the company’s already trusted reputation built up over several decades which was instrumental and has helped drive high impact visibility – customers and markets are aware of the joined-up capabilities housed across the nine Essem subsidiaries, which have all benefited from this cobranding exercise.

Indeed, this acknowledgement has enabled Essem to attract larger contracts. In January 2020, for example, the company started work on a RM16 million valve repair and maintenance project for Petronas Carigali in Sarawak. The situation was perfectly made for this newly consolidated business model – whereby the sterling achievement of its main subsidiary (Matco Malaysia) managing the actuated valve services in Borneo since 2017 and the long standing contract of surface wellhead maintenance by Essem Corporation between 2012 and 2018 lent credibility on the group’s strength in facilities and resources in Borneo

providing cross-industry solutions for advanced analytics and AI. As core oil and gas and maritime markets begin to pick up their pieces, it is well-placed to support operations both at home and abroad.

About Essem

And given the nature of the company’s work, Essem has been able to weather the worst of the COVID-19 pandemic. Its latest investment also includes a local specialist company

Incorporated in 1984 and based in Kuala Lumpur, the Essem Group has a balanced portfolio of highly specialised products as well as internationally recognised service offerings for the oil and gas and maritime industries. Companies under the Essem Group are Petronas-licensed entities, and registered trading and service vendors for all major operators and EPC contractors in Malaysia. They have provided various solutions to the local and international oil and gas and maritime projects and assets since the group’s creation in 1984.

Story type

Key findings

Essem at a glance:

#optimisation (main category) #scaleup

For industry

Key products and services: supply and maintenance of mechanical and instrumentation products

The results, so far, have been impressive. In the crises years of 2014-2016 the group struggled to reach RM80 million in revenue, a trend which was spectacularly reversed in 2017 when the organisation broke the RM100 million mark for the first time. Although 2020 saw revenues drop from 2019’s record-breaking levels (falling from RM129 million to RM110 million), the group is a considerably larger financial power than it was when operating in siloes.

Benefits • RM100m (£18m) 4-5 year contract (actuator parts and maintenance) • RM25m (£4.7m) 4-year contract award (subsea wellhead maintenance) • RM16m (£3m) 3-year contract award (Valve Maintenance) • RM15m (£2.8m) 3-year contract award (wellhead maintenance) • RM13m (£2.4m) 1+1 year contract award (pipeline inline inspection) • RM10m (£1.8m) 4-year contract (sand monitoring services) • RM5M (£0.94m) 3 year contract (genset rental)

Essem ticked all the boxes, and clients started to view the group as an entity capable of delivering across multiple specialisms.

• Never underestimate the importance of a good finance leadership team • Build credibility with banks by starting with small loans • Branding and visibility are key • Build a retaining culture • A company is never too small to start corporate governance

Government support? The Essem Group has received grants from the Malaysian Investment Development Authority (MIDA) as well as Market Development Grants from MATRADE.

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Main industries served: • Oil and gas – 70% • Commercial maritime – 20% • Others – 10% Headquarters: Kuala Lumpur, Malaysia Year established: 1984 Number of employees: 355 Revenue: RM110m (£19.5m) Revenue from exports: 5%

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EIC (Energy Industries Council)

47 75

UKESC

Amplifying your voice, shaping policy, taking action Introducing the UK Energy Supply Chain Taskforce, Government and Industry working together to maximise opportunities and mitigate challenges

Amplified voice Industry and government coming together to form the UKESC Taskforce with the dedicated focus on amplifying the voice of the UK energy supply chain.

Shaping policy Forming more direct links between businesses of all types, sizes and strategies across the supply chain with policy makers to inform policy formulation.

Enabling energy transition Putting British supply chain businesses at the heart of energy transition in the UK, in line with the government’s 2050 net zero targets.

Increasing exports and internationalisation Putting the UK’s world class competitive products and services on the international map, delivering step change growth in exports and internationalisation.

All UK regions Working in support of government initiatives such as Building Back Better and Levelling Up to strengthen the supply chain across the whole of the UK.

All energy sectors Key representatives from all major energy sectors working together, recognising that there is a role for all sectors in the transition, behaving in an energy agnostic way.

Seeding, rooting, and growing UK content and capability Nurturing critical UK capabilities, technologies and manufacturing capacity crucial to successful energy transition, competitiveness, scale-up, and maximising UK content.

Sharing and collaborating, not duplicating Sharing best practices and collaborating on tangible actions, being careful not to duplicate but to complement existing regional and sector initiatives.

Surveys and sub-groups, reaching deep into the supply chain Administering surveys and working sub-groups to ensure that the needs, challenges, and opportunities of the entire supply chain are collected, understood and incorporated.

Delivering outcomes Working hard to implement real actions with timely and measurable outcomes, always with focus exclusively on benefitting the UK energy supply chain. To find out more about the UKESC Taskforce and to learn how you can get involved, contact us at stuart.broadley@the-eic.com or visit the EIC website at www.the-eic.com/about/UKESC.

Secretariat:

Co-chairs: Graham Stuart MP Minister for Exports Anne-Marie Trevelyan MP Energy Minister

Taskforce Members:

SPEEDY SPEEDY SPEEDY NETWORKING NETWORKING NETWORKING EIC MEMBERS EIC EIC MEMBERS MEMBERS Are you missing your fellow EIC members? Are you missing your fellow EIC members? Are missing members? Chance meet your themfellow every EIC Friday Are you you to missing your fellow EIC members? Chance to meet them every Friday Chance to meet them every Friday 10 am – to 11meet am BST Chance them every Friday 10 am – 11 am BST 10 am – 11 am BST From July 10 am30 – 11 am2021 BST From 30 July 2021 From 30 July 2021 From 30 July 2021

The perfect opportunity The perfect opportunity to meetperfect up to 20 EIC opportunity members each week The to meet up to 20 EIC members each week to to meet meet up up to to 20 20 EIC EIC members members each each week week

Say goodbye to trying to make appointments Say goodbye to trying to make appointments Say goodbye to trying make appointments on own or physical events to Sayyour goodbye to waiting trying to tofor make appointments on your own or waiting for physical events to on your own or waiting for physical return! on your own or waiting for physical events events to to return! return! return! The EIC is delighted to offer its members the The EIC is delighted to offer its members the The delighted to members the exclusive to network with each other The EIC EIC is ischance delighted to offer offer its its members the exclusive chance to network with each other exclusive chance to network with each other on screen.chance We will also be with inviting exclusive to network eachspecial other on screen. We will also be inviting special on screen. We will also be inviting special guests to We joinwill from operator and on screen. also the be inviting special guests to join from the operator and guests to join from the operator and contractor miss these guests to community join from so thedon’t operator and contractor community so don’t miss these contractor community so don’t miss these fantastic opportunities! contractor community so don’t miss these fantastic opportunities! fantastic opportunities! fantastic opportunities!

What to expect What to expect to make your experience even better What to expect to make your experience even better to to make make your your experience experience even even better better

3 minutes 3 minutes 3matches minutes 3 minutes matches matches matches

2 x 2 minutes 2 x 2 minutes 2 x 2 minutes 2extensions x 2 minutes extensions extensions extensions

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Dip in and out at any time Dip in and out at any time and getin matched with those online Dip and out at any time and get matched with those online

#Renewables #OilandGas #EIC Northern Region #Renewables #OilandGas #EIC Northern Region #Renewables #OilandGas Northern Region #EIC Scotland Region #EIC#EIC Southern Region #Renewables #OilandGas #EIC Northern Region #EIC Scotland Region #EIC Southern Region #EIC #EIC Scotland Scotland Region Region #EIC #EIC Southern Southern Region Region

3-minute speedy video calls in pairs – option to 3-minute speedy video calls in in pairs – – option to to 3-minute speedy video calls extend whilst on the call. 3-minute speedy video calls in pairs pairs – option option to extend whilst on the call. extend extend whilst whilst on on the the call. call.

Limit of 100 people Limit of 100 people in each session; free activity to EIC members Limit of 100 people in each session; free activity to EIC members

Registration Registration the-eic.com/events/calendar Registration the-eic.com/events/calendar

Once you have registered your place, you will be sent Once you have have registered your place, place, you will will be sent sent Once you registered your a link with joining instructions. Once you have registered your place, you you will be be sent a link with joining instructions. a a link link with with joining joining instructions. instructions.

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

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Got any questions? Get in touch: Got any questions? Get in touch: Got any questions? Get in touch: Got any questions? Get in Sarah Gilley - Head of Sales &touch: Strategy Sarah Gilley --162 Head of Sales & Strategy Sarah Gilley Head of Sales & +44 (0) 7595 082 sarah.gilley@the-eic.com Sarah Gilley -162 Head of Sales & Strategy Strategy +44 (0) 7595 082 sarah.gilley@the-eic.com +44 (0) 7595 082 162 sarah.gilley@the-eic.com +44 (0) 7595 082 162 - sarah.gilley@the-eic.com

EIC APAC Energy Conversations 2021

What lies ahead for the Asia Pacific energy sector and preparing for a clean energy future

APAC ENERGY CONVERSATIONS

26-27 OCTOBER 2021

BOOKING NOW Supporting partners

EIC APAC Energy Conversations 2021 Now in its fourth year, the EIC’s bi-annual flagship networking conference is one of our major events in the region with an expected 300 delegates from around the world, including governments, operators, major contractors and other industry players. The speaker line-up includes over 25 influential stakeholders and thought leaders from across the Asia Pacific region that have been invited to speak on various topics related to the key theme of the event.

28 September 2021

CONNECT

BO NO O W K IN G

Energy USA 2.0

EIC Connect Energy USA 2.0 2021 Tuesday 28 September 2021 Norris Conference Centers, Houston City Centre

BRAZIL – UK ENERGY COLLABORATION FORUM Thursday 30 September 2021 ONLINE BOOKING NOW Get in touch Share your news and views...

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