As engineers leading a business, it often goes against our nature to pause for strategic planning, reflection, and recognition. We are more comfortable with our heads down, full steam ahead, hoping for the best. The longer I spend in this role, the more I understand how important this reflection is: for our team, our business, and for our clients. I am also reminded of how fortunate we are to have three directors who are so closely aligned in attitude and aspiration, yet so different in core skills.
Our 2025 plan centred on diversifying our work – in scope, location, and clientele – to protect against uncertainty in the offshore energy industry. We also placed deliberate focus on strengthening internal management practices and making a significant step forward in employee experience. Both are equally important in a growing business, ensuring our incredible culture is not diluted. Of course, it is not enough to simply plan for these changes – constant review and measured evaluation throughout the year are essential.
Looking back, with more than 50% growth in team size, we have commenced pre-FEED for the INPEX Bonaparte CCS export pipeline, begun FEED for our first hydrogen transportation pipeline, entered into a multi-year operations support contract with Equinor and continued delivering key projects for Golden Beach Energy, Santos, Prime Energy, and Gaz-System. We have made strategic partnerships even stronger by taking equity positions in select businesses and continue to expand the team and capabilities in our Gdansk office.
We set out to diversify, strengthen our internal practices, and elevate the employee experience, and this year, we have done just that. We have advanced new functionality for our award-winning Automated Engineering ICE Platform, embedded a stronger internal management structure, and rolled out fresh initiatives for student, intern, and graduate engineer engagement – an essential investment in our future.
Our clients continue to turn to us when challenges exceed the standard methodology, or when rapid movement from engineering to execution is required. And our people continue to amaze me, pushing and inspiring each other to new heights.
From here, we look ahead to our first offshore hydrogen transportation project, delivery of engineering for offshore wind farms, and the progression of our current design projects into execution.
It has truly been a stellar year – marked by amazing growth, new clients, new energy and a steadfast commitment to both our culture and our innovative approach. We not only delivered on our 2025 plan but went further than we anticipated, laying an even stronger foundation for the years ahead.