Wireline Magazine Issue 51 - Summer 2021

transport, freight and logistics management. The company now comprises some 1,300 staff in 70 base locations across seven countries. In December 2020, the company was acquired from previous owners DH Equity Partners by investor consortium Zander Topco, although ASCO confirmed there would be no changes to its operations. Indeed, CEO Peter France is emphatic about the role of industry stalwarts like ASCO in helping steer the sector through the energy transition: “It’s important for us as a service company to understand what the market needs and that we are joining the interconnected dots together. There will be a lot of change and disruption, and so companies like ASCO, which can draw upon decades of expertise and experience to support new market demands, need to be there to bridge those gaps. That’s a big part of our strategy.” Having added a range of competencies over past decades, Peter says the Group is now focused on providing an integrated ‘end-to-end solution’ for clients. While some may still opt for individual services, he points out the value in leveraging the Group’s ability to take on all elements of logistics – from managing quayside inventory and live tracking equipment to and from assets, to waste and recycling services – and more besides. “So, the focus now is really to improve delivery of that service across a wider scale, so customers benefit from all those service lines.” UK managing director Glenn Hurren notes that two main areas for ASCO’s business development are environmental services and inventory management. With the latter, Glenn says the goal has been to help customers ‘lean’ their operations and make them faster, more efficient and sustainable by drawing on track-and-trace solutions and ASCO’s 40+ years of experience in managing warehouses and inventory. As well as the benefit to an operator’s bottom line, leaner, more agile logistics also lower waste and emissions. Group operations and HSSEQ director Steve Mitchell highlights that greater transparency, trust and reliability in logistics mean its customers don’t need to hold onto large, unused inventories – whose production, storage and disposal also have a carbon footprint – for ‘just in case’ scenarios. It’s another instance in which more efficient business can also lead to better environmental outcomes. This also goes hand in hand with ASCO’s ‘zero waste to landfill’ initiative, and its commitment – set by the company’s Environmental Sustainability Policy – to becoming a net zero carbon emissions business by 2040, both of which the team hopes will set the company apart in the eyes of current and potential clients. Adds Steve: “We are seeing [environmental

impact data] being requested more and more in the tender process. What’s interesting is how that’s going to be evaluated going forward and how much weighting will be placed on it, because it can be a differentiator.” Eye for opportunity Despite the changes across industry, both businesses clearly see opportunities. Indeed, Vysus Group sees oil and gas as a growth market, largely because its broad skillset is well positioned to support clients as they also look to diversify and tackle new projects. “Upstream activity and decommissioning activity are growing parts of our portfolio,” David continues, “And we see significant growth in the years ahead in CCUS – which needs all of the same skillset, expertise and delivery muscle.” That skillset extends to regulation as well. Having worked alongside policymakers such as the Oil and Gas Authority (OGA), offshore wind authorities, Crown Estate, National Grid, all which have different regulatory frameworks and rules, he believes the group is well placed to support projects that will increasingly involve several of these organisations at once. The transferability of oil and gas expertise is also borne out in Vysus Group’s work. David lists recent projects including offshore electrification studies, hydrogen technology evaluations and the integration of wind generation into upstream assets. Notably, its wells teams have also been assisting the Eden Project drill a 4.5km geothermal well to help power its facilities – positive proof that expertise honed in offshore hydrocarbons will be invaluable to the future energy landscape. Support from the company’s new investors has also been reassuring. “Inspirit Capital fundamentally got the business model, they understood what our team was about and where we wanted to take the business,” David explains. He believes that the move from a hydrocarbon-dominated energy business to a much broader energy services and infrastructure consultancy is particularly appealing for an investor looking to create value. “Given the expertise, footprint and customer relationships we have with key players who are going to be executing that, they saw the potential in the business and understood the plan the management team had presented.” Moreover, Inspirit Capital’s carve out experience and expertise has proved invaluable, both in offering advice and in flagging challenges and risks – even supporting Vysus Group to complete an ad hoc acquisition during the transition process. “The VC world’s level of focus and their willingness and ability to move at pace is

Right: Vysus Group's drilling expertise is aiding the Eden Project develop a geothermal well and power plant.

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