Wireline Issue 47 Spring 2020

at the moment, but there are opportunities to create others. They might look a bit different, but the hub concept doesn’t have to be the same each time – the key is to remain focused on building up the returns,” he explains. Progress over the next 18 months will, of course, be critical in terms of IOG’s future development and growth plans. Hockey acknowledges that it could be a potential takeover target, and the attempt by rival Rockrose last year proves there is some appetite for its assets and infrastructure. Nevertheless, he says the team’s day-to-day job will remain building the business and focusing on its strategic platform. “We can give this dedicated management focus, without getting distracted on other things.” he notes. IOG’s emphasis on the importance of indigenous North Sea gas and its focus on predictable returns with minimal cost and carbon implications are encouraging — and very much aligned with the aims of both Roadmap 2035 and the OGA. Its successful progress since 2011 also proves that a small, talented group is capable of delivering innovative projects that previous generations of North Sea E&P players may not have considered. Despite the trials of a challenging year, Hockey and the team are confident that IOG has plenty more opportunities in the recommissioned pipeline.

Above: Infrastructure at the Thames Reception Facilities, currently in the process of refurbishment.

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