Lynn Orman

Demonstrating our capacity for rapid delivery, we addressed 125 measurement system uncertainties and delivered a summary report in just 10 weeks. Working on behalf of a recently commissioned LNG facility and gas field, a team of six Kelton consultants wasted no time in making an impact. Utilising our UncertaintyPlus package, we provided robust and traceable uncertainty estimates for each measurement system, while a high-level compliance report was prepared to highlight results and assumptions for client review. The result instilled confidence in the client, leading to a fresh understanding of the compliance for each measurement location. Read the full case study online: https://lnkd.in/eFxC_V6F #CaseStudy #FlowMeasurement #FlowMetering #LNG

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Offshore Energies UK’s annual Share Fair event once again reinforced the importance of collaboration across the supply chain – a critical part of our energy system. Shaun Lewis, Vice President of Upstream at Wood, shared upcoming opportunities across our UK portfolio, highlighting how partnership and transparency continue to shape our approach. Our supply chain team was actively involved throughout the event, connecting with current and prospective partners and contributing to important conversations about future needs and capabilities. Wood was also recognised through the OEUK Supply Chain Principles awards, a reflection of our commitment to strengthening relationships and championing excellence across our supply chain. #OEUKShairFair

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Another Great British Energy Company Struggling - Common problems of Petrofac and Wood Once again, we see a respected British energy and engineering company facing serious challenges. At the core, it’s not about poor performance, bad estimates, or even the loss of experienced engineers. These are symptoms, not causes. The real issue lies in the post-depression phase of the oil and gas industry, heavily influenced by government policies and evolving regulations that have reshaped the sector. In a desperate effort to stay competitive, many companies began signing low-margin or lump-sum contracts, often under capped budgets just to win work. What follows is predictable cost overruns, schedule delays, and financial strain. The delayed financial reports we see today are simply the results of decisions made two or three years ago, when survival instincts took precedence over sustainable strategy. I recall conducting an analysis for a client comparing the cost of permanent employees vs. contract personnel and surprisingly, the permanent staff turned out to be more expensive. Perhaps it is time to rethink workforce balance, with a higher ratio of contractors that naturally aligns with workload cycles and project demands. Because sometimes, the key to stability is not cutting costs it is structuring flexibility. If no support from government in no doubt these ongoing issues will have a significant impact on UKs North Sea Assets Management, Production and Safety! https://lnkd.in/etE2fGyn

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Global has announced the launch of Global Commissioning, which will deliver commissioning, completions, start-up, handover and operational readiness support to clients across multiple sectors.

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