Wireline Magazine Issue 51 - Summer 2021

again with the aim of enabling the company’s ‘end-to- end’ approach for customers. Vysus Group has also worked hard to bring customers along with its new identity as it looks to the rest of 2021 and beyond. David is pleased that no client was left behind during the journey, and as work resumes on many global projects, he is reassured by “encouraging signs of increasing activity and demand” across the company’s global customer base through the rest of the year. Most of all, he is confident that the company’s holistic expertise and diverse customer base will continue to help drive the energy transition in the coming years. “We set a three-to-five year vision for our business to be 40% renewables and transition, 30% in complex industrials and infrastructure and 30% in the upstream hydrocarbon world,” he says. “That was a vision we put in place 18 months ago. We revalidated that in the last few months with the new identity and core values and we’re on track to deliver on that.”

and sustainability committee, they want us to look at new technologies in terms of fuel or equipment – all of that is quite exciting,” he adds. Building back better Despite the widespread disruption of 2020, both Vysus Group and ASCO have emerged confident in their strategies and capabilities. Peter France praises teams across the business for their performance and resilience, adding that: “From a service point of view, we didn’t miss a beat - I am so proud of the organisation and how they responded. We’re now back to working on how we’re going to grow the business and take it to the next level,” he says.” This includes further digitalisation projects and a new operational control centre in Dyce, which will enable oversight across the whole North Sea business, and aid planning, tracking and control of operations with end-to-end visibility from vendors to end users. Peter also raises a new internal initiative – OneHub – aimed at supporting integration across departments,

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