UK ENERGY EXCELLENCE:
MARKETING STRATEGY FOR
THE UK’S ENERGY BUSINESS
01 The UK Energy Excellence marketing strategy 6
– Introduction 6
– Objectives 7
– Marketing framework 9
– A proposition and messaging for UK Energy 10
02 Key strategy recommendations 12
03 The prototype UK Energy mapping tool 14
04 UK solutions to global energy challenges 18
– The energy sector landscape 18
– The UK’s key strengths 22
05 Energy opportunities for the UK 27
06 Strategy delivery 30
07 Conclusion 32
Wind farm, Ovenden Moor, West Yorkshire
Energy is vital for our existence, and sustainable
energy is key to our future.
We are all aware of the challenges posed by climate
change and the need to work collaboratively with
other countries to cut carbon emissions.
As global demand for energy grows, with greater demonstrates our key strength in providing solutions –
competition for energy resources worldwide, we need packaging together skills, innovative technologies,
to come up with better solutions and more effective finance and experience to respond to global challenges
technologies to ensure a sustainable energy future. in the energy sector.
The Energy White Paper published earlier this year set With all this excellence available, we need to better
out our policy proposals to address these issues: this capitalise on our expertise and innovation to make sure
strategy looks at the expertise we in the UK have to meet that we grasp every opportunity available for the UK
future global energy challenges and opportunities. The Energy business.
UK is well placed to make a significant contribution to
Our UK Energy Excellence marketing strategy proposes
helping ensure the world has cleaner, more sustainable
some ideas about how we could market this vibrant
sources of energy.
business sector better. For the first time, we have
UK businesses have extensive expertise across all produced a prototype database of our expertise across
areas of the energy sector. The UK has a highly regarded the whole energy field, listing key areas of expertise
investment environment and established trading and opportunities available to exploit that expertise.
relationships with global energy markets, and our We hope this resource will be a starting point for the
businesses provide products and services that are successful global promotion of the UK Energy sector.
innovative and potentially world–beating.
In partnership with business, we can work to identify
There are major opportunities for the UK to use its and prioritise key global opportunities, so that the UK
expertise in the energy business globally across a range and UK businesses become world leaders in energy,
of areas. From new clean coal and carbon capture working towards a sustainable future for all.
infrastructure development, to the more effective
management and operation of mature North Sea assets,
from the technology development of new renewable
sources of energy to the advancement of photovoltaics
technology, to name but a few examples. The UK
has businesses that are geared up to meet these John Hutton
global opportunities. Secretary of State for Business Enterprise
The UK has a strong research base, with excellent and Regulatory Reform
academic institutions and a skilled and experienced
workforce able to deliver on commercialising
technological innovation. We are well positioned
to expand as a global ‘hub’ for energy technology
development and application. Above all, this strategy
UK energy companies currently
generate revenues of more
than £90 billion from domestic
and international business,
and employ 600,000 staff.
This is expected to rise to
£200 billion and one million
employees by 2030.
Offshore oil and gas exploration rig
The UK Energy Excellence marketing strategy
Introduction The UK Energy Excellence marketing strategy is for
everyone working in UK Energy or involved in its future.
The UK Trade & Investment five-year strategy The period of extended consultation for this strategy
Prosperity in a Changing World was launched in July involving sector experts, UK businesses and government
2006. Acknowledging the increasingly competitive departments has shown that the industry can work
global market for international trade and investment, together productively as one sector.
it addresses the need for a more coherent marketing
strategy to promote the UK’s strengths. The new strategy sets out a clear direction and plan of
action that will help focus collective efforts and achieve
The UK Energy sector is thriving. But if it is to enhance shared goals. This means joined-up marketing will
its competitive position still further, it needs to become improve the targeting and co-ordination of marketing
more international. It has therefore been pinpointed as initiatives. It means understanding the customer journey
one of the priority sectors for action by the Government. and decision-making process, so that everybody delivers
Not only must it build on its existing track record, it also the right message at the right time. It means working
needs to fulfill its potential in world markets. together with a shared approach and goals, making the
The strategy examines global energy challenges looking very most of joint resources.
out to 2030. It highlights the key opportunities for the Above all, it means telling the story of UK Energy.
UK to make a leading contribution to the provision of
the technology, innovation and expertise needed to
supply better, cleaner, higher value energy, including
low carbon options.
The strategy also launches the first integrated
mapping tool of the UK’s large, diverse and growing
What is UK Energy?
For the purposes of this new strategy, The strategy at this time excludes energy sector
UK Energy encompasses: businesses related to some products and services
for efficiency of energy use, road and rail vehicle
biomass (derived from animal and
development and petrochemical products. UK Trade
& Investment is already working on some of these
fuel cells other areas within different initiatives.
geothermal sources The Government has recently completed a major
public consultation on the future of nuclear power
hydrocarbon fossil fuels (coal, oil and gas)
‘The Future of Nuclear Power: the role of nuclear
hydroelectric power in a low carbon economy’.
nuclear power The Government is currently considering the responses
to that consultation and this strategy does not
encompass the proposals addressed by that consultation.
transmission, distribution and storage
The top-line objective is to speak with a single
compelling voice across the world, positioning the
UK as a destination of choice for energy trade and
investment. Both trade and inward investment together
are key drivers for UK prosperity, and UK Trade &
Investment focuses jointly on both. Three key principles
will support this aim. They are the adoption of a
joined-up approach; business and government working
in partnership; and the alignment of marketing
communications under the compelling overarching
UK message ‘A Springboard for Global Growth’.
What is the aim of the UK Energy Excellence
The objective of the UK Energy Excellence marketing
strategy is to mobilise marketing capabilities right across
the sector so that everyone plays a part in celebrating MCT
and promoting UK Energy innovation and achievement.
That means: Marine Current Turbines (MCT) was established in 2000,
and since then has developed the world’s first sizeable
Agreeing on and communicating strengths and main offshore generation system.
messages to promote the UK’s competitive position
in energy over the next five years. The UK is leading the way in this growing industry, with three
established testing centres, 17 live projects and R&D conducted
Sharing insights, knowledge and best practice at seven universities. MCT is at the forefront of this innovation,
to make the best use of available resources. pioneering the development of tidal stream turbines, its
Integrating the promotion of trade and investment technology delivers cost-effective energy with minimal
across all energy sectors. environmental impact.
Creating a framework that can be implemented MCT aims to develop this novel product on a commercial
effectively by a range of partnering organisations. scale and this is being achieved through a phased R&D
And bring together government, business and programme. The company has received significant financial
research organisations to achieve maximum impact. support from BERR and from the European Commission.
Success will see the UK Energy sector: The UK has around half of the European tidal stream resource
and 10-15 per cent of the known global resource. This makes
Extending its expertise across energy sub-sectors it the world’s most attractive location for marine energy
to meet the challenges of the evolving global development. In addition its oil and gas heritage provides
energy landscape. expertise and an established offshore infrastructure.
Helping emerging, cutting-edge businesses learn Peter Fraenkel, Technical Director Marine Current Technology
from more established sectors. said: “Tidal power could make more than a five per cent
Boosting its research and development expertise contribution to our electricity needs within the next 20 years.
and bringing new ideas to market more quickly. This is equivalent to the output of over three nuclear
Building on the UK’s strong competitive position,
– an enhanced international reputation
– a rise in investment and trade
– job creation
– increased revenues
– improved customer satisfaction.
The UK energy sector export
value is estimated to reach
£19.4 billion in 2007.
A new framework for marketing activity is being
proposed. It separates marketing (awareness raising
at the broadest level) from business development
support (matching customer needs with a specific,
tailored sales programme).
Marketing will take place at two levels:
– For UK Energy as a whole
– For each of the sub-sectors within UK Energy
(oil and gas, power, renewables, environment/
Business development support will be separated into
three different categories, reflecting the different
decision-making processes involved:
– Investment Sharp
Marketing activity needs to entice customers to buy Sharp first opened its site in North Wales in 1984,
into the UK Energy brand and guide them persuasively supported with Objective One funding; and for its first
through each stage until they make a purchase, 20 years focused on the production of video cassette
partnering or investment decision. recorders and microwave ovens. In 2004, the decision
Who is the target audience? was made to establish the production of the company’s
solar modules for the European market at Wrexham –
The target audience in marketing UK Energy is the effectively replacing the production of VCR units.
customer. Customers are defined as end purchasers:
Sharp’s strategic location in North Wales has proved a huge
Current and potential buyers of UK goods factor in the company’s rapid growth and ongoing success. The
and services. ability to tap into a readily available skilled workforce and a
International investors (who may already be involved highly supportive training network has seen their solar power
in the UK). production facility win a major share of the European market.
There is already a process for prioritising markets Today, the UK base is one of the Japanese company’s most
and audiences, led by UK Trade & Investment and technically advanced sites. The Wrexham facility specialises
its business, government and other sector experts. in the manufacture of advanced mono and polycrystalline
This is the starting point for UK Energy marketing. photovoltaic products.
It is worth noting that although UK business is an Fast-growing European demand is driving expansion at the
important stakeholder and marketing partner, it is not factory at an unprecedented rate. The UK’s domestic market
a target audience for marketing communications. is also growing and holds significant growth potential over
the next ten years.
Gordon Butler, General Manager, said: “It’s hard to imagine
being able to set up a facility like this without the skilled
workforce we had readily to hand. We also benefited
greatly from the other organisations based locally, and the
fact that there is such a strong optoelectronics industry here
in North Wales.”
The Pelamis wave energy converter undergoing
a phased testing programme in Orkney
A proposition and messaging
for UK Energy
The UK is able to make a significant global contribution
to the pace of the development of cleaner, more efficient
and more sustainable energy sources. This is the vision
for the future and the basis from which all messaging
for UK Energy will develop.
The key proposition for UK Energy will provide a unified
theme which will guide all marketing activity. We plan
to create a full set of detailed messages to promote the
sector, in partnership with business. These will guide
the UK’s global marketing communications.
We will focus on the UK’s Energy Excellence status
and key strengths. In that the UK has:
Proven major project management and engineering
capability delivering engineering solutions with
Doosan Babcock, the utility boiler supplier, has spent
Expertise in managing assets to maximise
over 110 years following the market internationally and
efficiency and value.
developing trade links successfully from its UK base.
Design, manufacture and installation of
Over the last ten years, the business has focussed on the
advance equipment for improved reliability
Chinese market, where highly efficient supercritical boilers now
and system uptime.
dominate the new build power market with around one new unit
World renowned academic institutions and per week coming on stream; ten years ago such technology was
leading-edge research and development to drive only used in Japan and Europe.
new technology development.
Following the upsurge in the market in the US, Doosan Babcock
Leading expertise in creating, managing and has built on its upgrade and service business in Atlanta and
regulating liberalised energy utility markets. secured the 750MW supercritical boiler order for the Eon-US
plant, Trimble County.
Learning and skills training across the entire
energy spectrum. Europe and the UK are now thriving markets for coal fired power
plants and Doosan Babcock signed an order on 3 October 2007
The City of London as a global financial and
for a new power plant in Germany. This plant incorporates
trading centre, along with a full range of
Doosan Babcock’s advanced “Posiflow™” furnace design with its
professional services, making the UK a key
attendant benefits of reduced pressure drop, improved low load
destination for new energy development.
operation and reduced feed pump power.
During the implementation phase, we will seek to
Graham Welford, Doosan Babcock Sales Manager – Europe
engage the right resources in prioritised countries to
said: “The contract award for our advanced technology is a
help tailor the key messages and maximise their impact.
major milestone, building on our earlier Posiflow™ orders in
This will address their specific market strengths,
China. The order reinforces our company’s position as a major
customer needs and cultural differences.
expert of power generation equipment.”
Globally, more than US$22 trillion*
a year will be spent supplying
energy by 2030. New technology
driven growth sectors, including
clean coal power generation,
fuel (biofuels and fuel cells) and
renewable energy (wind, wave,
tide stream and bioenergy
from waste) could account
for more than US$2 trillion* of the
total, with an increasing trend.
* (2006 dollars)
Key strategy recommendations
To maximise opportunities in the global energy market
the whole of the UK Energy business and government
must work in close partnership. To this end a cross
government, cross industry, cross UK Energy sector
marketing strategy board will be established to drive
forward this strategy. UK Trade & Investment will also
better integrate its own work promoting trade and
inward investment in the energy sector in order to
support and provide secretariat for the sector marketing
strategy board. The Board will look to:
Establish, in partnership with business, a UK Energy
mapping tool which will allow companies across
the UK Energy supply chain to identify areas of
opportunity within their current sectors of expertise
as well as potential for cross-sector business.
Develop an over-arching UK Energy brand, to
better co-ordinate and demonstrate the strengths
of the sector and develop a focus for marketing AMEC
UK Energy businesses internationally, particularly
Decommissioning is a long-term process of high technical
in emerging and challenging, but potentially
complexity and must be conducted in a safe and cost
effective manner. To support the safe decommissioning
Prioritise sub-sectors for significant trade and inward of power stations across Eastern Europe and Russia,
investment marketing campaigns to be facilitated by AMEC provide technical and project management
UK Trade & Investment working closely with energy services whilst helping to transfer knowledge and skills
business partners. gained in Western Europe to the local workforce.
Promote international business development through To assist the Ignalina Nuclear Power Plant (INPP) in this
specific market strategies designed to deepen trade complex task the Decommissioning Project Management Unit
and investment relationships with both national (DPMU), led by AMEC, was established to ensure an integrated
and international influential energy investors approach to the project activities, all of which had to be
and decision makers in targeted OECD and high fully consistent with the overall decommissioning plan
growth markets. and radioactive waste management strategy of Lithuania.
Use the mapping tool as a source to develop Closure of the Ignalina Nuclear Power Plant was a condition
marketing material to showcase UK Energy sector for Lithuania’s accession to the EC and is currently the largest
capability and opportunities internationally. power rated reactor in the world under going decommissioning.
Take a whole sector approach to energy within As part of this project, the DPMU established an extensive
UK Trade & Investment. training and development programme for staff which includes
commercial and project management skills. The aim is
The Board will develop a strong link to the recently
the establishment of an efficient and effective INPP-DS
established Energy Technologies Institute and other
organisation who, in a planned and orderly way, will take
energy related organisations and work in partnership
over the management of all decommissioning activities
with key national Government departments, including
in the future. The team also offers advice on how to avoid
the Department for Business, Enterprise and Regulatory
problems associated in the move from an operating to a
Reform (BERR), the Foreign and Commonwealth Office
decommissioning site, an area that is often over looked.
(FCO), the Department for Environment Food and
Rural Affairs (DEFRA), the Department for Innovation,
Universities and Skills (DIUS), the Export Credits
Guarantee Department (ECGD) as well as regional
and devolved government.
Globally the UK is the most
attractive destination for
offshore wind and has moved
into joint 2nd position as an
inward investment location
The prototype UK Energy mapping tool
UK ENERGY EXCELLENCE:
MARKETING STRATEGY FOR
THE UK’S ENERGY BUSINESS
A prototype UK Energy mapping tool has been Level 2 takes you a stage further and provides detail
designed to support the strategy findings and future of the following energy sectors:
Gas utilisation and refining
It is the first integrated mapping tool of the UK’s large,
Large scale renewable power generation
diverse and growing energy business.
Non renewable thermal power generation
This new tool will allow companies across the UK Energy
supply chain to identify areas of opportunity within Nuclear
their current sectors of expertise as well as potential
Oil, gas and coal (extraction)
for cross-sector business initiatives.
Renewable transport fuels
The UK Energy mapping tool will be maintained and
updated to promulgate global opportunities for UK Small scale renewable power generation
Energy and to showcase and market UK excellence,
Transmission, distribution and energy storage
capacity and expertise internationally.
Level 3 then allows you to capture more in-depth market
The mapping tool features four different levels. The first
knowledge on the business areas covered by each of the
level provides an overview of the energy technology
level 2 energy sectors.
growth market segments.
UK ENERGY EXCELLENCE:
MARKETING STRATEGY FOR
THE UK’S ENERGY BUSINESS
Level 4 allows you to cross-reference established UK
service and supply capabilities to match with new
potential opportunities in the sub-sectors of the energy
mix. The service and supply capabilities are split into
the following categories:
Project and operational engineering services
Specialist technical services
Equipment design and manufacture
Components and materials
The UK Energy mapping tool is at the prototype stage
and as part of the strategy implementation phase
will be developed further with UK business to its
The UK has a global reputation for world leading The expansion project, which is expected to have a final cost
professional services which attracts many companies of under A$2.6 billion (approximately under £1.1 billion), will
who are looking to manage large and complex projects. enlarge the existing LNG plant to become one of the biggest
Several major multi-national engineering contractors in the Asia Pacific region. The scope includes a fifth LNG
have key operations in the UK and this is particularly processing train of 4.4 million tonnes/year, an acid gas removal
evident in the area of Liquefied Natural Gas (LNG), unit with a single absorber (solvent aMDEA®), a fractionation
which is a growing global market. unit and a jetty spur and second loading berth. Two power
generators, a boil-off gas compressor and a fuel gas compressor
Foster Wheeler, a global engineering, procurement and
are also included.
construction (EPC) company, has key LNG skills based
in Reading in the UK. In addition to the technical challenges, the construction and
implementation presented a unique set of challenges which
The Reading operation is leading the EPC joint venture
resulted in the adoption of a modular approach to design
undertaking a major expansion of LNG facilities in Western
and construction. This enabled a wider product and fabrication
Australia for the North West Shelf Venture, operated
market to be used. The facility comprises 75 separate
modules, the largest being 1,800 tonnes, and is the world’s
first onshore modular LNG liquefaction train. It is currently
in the commissioning phase and is on track to meet its
Non hydro renewable energy
sources are expected to increase
their share of energy supply to
7% worldwide by 2030. Wind
power is currently considered
the most viable large scale
renewable energy option.
The UK currently has one of
the largest installed capacities
in Europe at 2,176MW.
UK solutions to global energy challenges
The energy sector landscape This increase will support global economic growth,
especially in rapidly expanding markets such as China
The world energy landscape is undergoing a dramatic and India, which account for 70 per cent of the increase.
transformation, driven by the need for more energy,
cleaner energy and more secure sources of energy. Power generation to supply electricity will account
On current trends, worldwide demand for energy is for just under 50 per cent of the global increase and
expected to rise by just over 50 per cent by 2030, transportation fuels approximately 20 per cent.
reaching over 17 billion tonnes of oil equivalent (TOE)
Coal Oil Gas Power
US$ billion (year 2006)
0 Kazakhstan Venezuela Brazil Russia Middle East Canada Africa India North Europe Rest China
America of World
Source: IEA World Energy Outlook 2007 / OPEC World Oil Outlook 2007
The global energy landscape in 2030
Coal Gas Hydro Bioenergy and Waste
Oil Nuclear Other renewable
Tonnes of oil equivalent
1980 2004 2010 2015 2030
Source: IEA World Energy Outlook 2007 / OPEC World Oil Outlook 2007
While hydrocarbons (coal, oil and gas) will continue Globally, more than US$22 trillion (2006 dollars) a year
to dominate supply in the period to 2030, climate will be spent supplying energy by 2030, according to
change is driving the pace of new technology aimed at the International Energy Agency (IEA). New technology
delivering cleaner, cost-effective, carbon-reduced energy driven growth sectors, including clean coal power
sources. The major global energy investors including generation, non-hydrocarbon transportation fuel
major power companies, international and national oil (biofuels and fuel cells) and renewable energy (wind,
companies are taking the lead. By carrying out extensive wave, tide stream and bioenergy from waste) could
research and application programmes, they are tipping account for more than US$2 trillion of the total, with
the balance towards renewable energy. an increasing trend.
Energy investment by major sub-sectors to 2030
0.2 Electricity Generation 11.6
Power Generation 5.3
(Steam Coal 1.8)
(Clean Coal 1.5)
0.6 (Gas Fired 0.8)
(Fuel Cells – Static 0.1)
5.3 (Fuel Cells – Transport 0.03)
Exploration and Production 2.2
11.6 (Unconventional Gas 0.3)
Gas Transportation 1.0
Exploration and Development 3.8
Oil Transportation 0.3
(Unconventional Oil 1.5)
Coal Extraction 0.6
Source: IEA World Energy Outlook 2007 /
OPEC World Oil Outlook 2007 Biofuels 0.2
UK Energy companies currently generate revenues of Energy projects are becoming more complex and often
more than £90 billion from domestic and international involve a combination of technologies. Many are located
business, and employ 600,000 staff. This is expected to in environmentally sensitive, harsh and remote locations.
rise to £200 billion and one million employees by 2030. International energy companies aim to develop major
projects which give economies of scale and justify
Supplying energy to the rest of the world requires
the development of new regional infrastructure for
extensive management expertise, as well as highly
feedstock and product transportation, and transmission
skilled personnel and cutting-edge technology.
and distribution. In addition to new capital projects,
existing assets will need to be operationally managed,
maintained and repaired. By 2030, this will cost
approximately US$6 trillion a year, according to estimates.
Pipeline near Sakhalin gas and power plant, Russia
Worldwide demand for energy
is expected to rise by just
over 50% by 2030, reaching
over 17 billion tonnes of oil
equivalent per year.
The UK’s key strengths
Against this global energy backdrop the UK Energy
industry has a number of key strengths, which include:
World class major project management and engineering
capability, providing engineering solutions with
Ten of the world’s largest prime contractor
companies have regional head quarters in the
UK employing over 40,000 personnel for the
implementation of UK and international projects.
Major project experience includes integrated
upstream and mid stream (LNG, GTL) gas
developments, including the Middle East and
Engineering for the development of supercritical
boilers for major power generators, specifically Alstom Scope
in China and in India and to provide up to a
50 per cent biomass co-firing option. The 6x3 50 MW Arnot coal fired power station in the
Mpumalanga Province of the Republic of South Africa
Engineering to optimise and integrate IGCC is one of Eskom’s first modern coal fired plants. The plant
(Integrated Gasification Combined Cycles) and began operation in 1975 and is now approaching the end
CCS (Carbon Capture and Storage) technology of its nominal life.
in the UK and Europe.
The need for continued production from the plant is crucial in
The development of deepwater (1,000 metre plus) helping South African utility, Eskom, overcome the country’s
oil and gas reserves involving advanced floating acute power shortages. Originally, Eskom issued a tender for
and subsea production technology. upgrading the steam turbines and boilers as separate packages.
But after discussions with the customer, Alstom presented a
combined bid to supply the boiler and steam turbine for each
unit as a single integrated retrofit package.
Presenting an integrated package delivered by a single company
helped the customer achieve its goals of a guarantee of
additional power for a specified lifetime combined with
seamless execution of the total project, thus reducing overall
project risk and an additional 15 years of plant operation.
Having one company to manage the whole project was seen as
a key benefit to Arnot and, in addition, removed the interfaces
that would result if different vendors were used for retrofitting
the steam turbines and boilers scopes separately.
Completion of the work is due at the end of 2010 and has had
significant involvement from the ALSTOM operations at Rugby
in the centre of England.
World-class expertise in operational management
of energy assets and infrastructure
A strong area for the UK Energy sector, grown out of
long-term experience working for both international
and nationally-owned operators.
UK companies with this area of expertise are currently
supporting the management of over 4,000 energy
producing assets worldwide.
Operational management support for mature assets,
together with extension, abandonment deferral and
additional value creation, is well established in the
UK and overseas markets.
World leading expertise in creating, managing and
regulating liberalised energy utility markets
For example, the UK pioneering of price control Oxyfuel
regulation for transmission in the early 1990s to To achieve the global target reduction in CO2 emissions
provide strong incentives for companies to become of some 60 per cent by 2050, carbon dioxide capture and
ever more cost-effective. permanent underground storage (CCS) will be necessary.
The UK has already prepared a preliminary regulatory Oxyfuel firing is the combustion of fuel in a medium comprising
framework for CCS (Carbon Capture and Storage) oxygen plus recycled flue gas. It offers a means of generating
in consultation with research, engineering and carbon dioxide (CO2) rich flue gas requiring minimal treatment
investor organisations. prior to sequestration.
The consortium, from industry and academia, for OxyCoal-UK
The City of London as a global financial Phase 1 is led by Doosan Babcock and includes Air Products
and trading centre PLC, E.ON UK PLC and RWE npower PLC, BP Alternative Energy
International Limited and the University of Nottingham and
Providing access to a full range of financing Imperial College London. The consortium is developing a
including a strong venture capital sector. competitive oxyfuel firing technology based on the integration
World class professional services including legal, of well proven and innovative power plant design components.
technical, environmental, economic and market Supported by the Technology Strategy Board and the
advisors and IT specialists. Engineering and Physical Sciences Research Council, the
Carbon management and brokering services, project is the first step in providing confidence to proceed
exchange trading, credit clearing, risk management, to full-scale demonstration of oxyfuel firing technology.
as well as a full range of analytical, monitoring and The project is an example of collaborative research and
verification services. development, which is one of the primary means by which
London has become the centre for the emissions the Government supports innovation.
trading markets as well as energy trading. The UK
Emission Trading Scheme has pioneered green gas
(GHG) emission trading developed largely from
within the UK power sector.
Design, manufacture and installation
of advanced equipment
Ongoing programmes to use the latest approaches,
new materials and advanced electronic and digital
technology aimed at improving safety, reliability,
energy consumption and time across all aspects
of the energy supply chain.
Particular strength in metering equipment and
systems, boilers, steam turbines, motors, valves
and other specialist fittings.
Design, manufacture and installation of high-voltage
transmission network equipment and power
Internationally renowned academic and
research institutions, contributing to new A&N Plant
energy technology advancement
A&N Management, trading as A&N Plant, located
More than 40 establishments in the UK with core in St. Helens, Merseyside and Amersham in
research skills in areas such as combustion, process Buckinghamshire, England.
and chemical engineering and molecular and
biological sciences. Today it is the world’s largest stockist of specialist equipment to
the fabrication, heavy engineering and construction industries,
Extensive research and development programmes but back in 1991, with no international trade, the business was
encompassing thermal and biological processes facing collapse.
related to bioenergy development, production of low
cost silicon for photovoltaic applications, static and David Rainger, business development manager, explains:
transport-based fuel cells, hydrocarbon-enhanced “When I joined A&N Plant in 1991 we had no export sales
recovery techniques, and digital technology for and within a couple of years our UK business had all but
monitoring, measuring and controlling oil and disappeared. We realised that in order to survive we would
gas production. have to look at new markets, especially in the Middle East
We visited Denmark three years ago as part of a trade mission
and worked with the Danish Embassy to provide introductions
to relevant companies and agents and, as a result, A&N has
since sold over £1 million worth of equipment in this market.
In addition to Denmark and Saudi Arabia, A&N Plant today
supplies a range of other countries including America, Chile,
The United Arab Emirates, Turkey, Bahrain, Holland, France,
Spain and Azerbaijan.
The UK is strong in the
development of trading systems.
All the world’s major energy
operate from regional
headquarters in the UK.
Power generation mainly for
electricity supply, is likely
to account for almost 50%
of growth in energy demand.
Energy opportunities for the UK
The UK is able to make a significant contribution to Key opportunities are now emerging in
the pace and deployment of innovation to provide the the following areas:
world with cleaner, more efficient and more sustainable
new clean coal and carbon capture and storage
sources of energy, working in close cooperation with its
infrastructure development, building on the UK’s
energy investor customers.
CCS demonstration project
Building on its established expertise, extensive range
the development of near-commercial coal deposits
of energy sector products and services, highly reputed
investment environment and well established trading the management and operation of mature North Sea
relationships with growth energy sector markets, the assets with the development of satellite reservoirs of
UK is well positioned to expand as a worldwide ‘hub’ oil and gas
for energy technology development and application.
high pressure, high temperature hydrocarbon assets
There is huge potential for overseas trade. A number
of developing markets – from China, India, Kazakhstan
and Russia to Libya, Nigeria, Venezuela and Brazil – bioenergy technology development
offer major opportunities for UK expertise and leading and production infrastructure
edge technologies across all aspects of the energy
advancement of photovoltaics technology
and manufacturing capacity
The UK Government White Paper on Energy (May 2007)
wind turbine manufacture
sets out the need to secure UK Energy supplies and meet
climate change commitments. This will lead to a major the production of fuel cells for both static
home market in renewable and clean energy as well as and transportation uses
increasing the focus on extracting maximum value from
the development of smart networks connecting
the UK’s own traditional energy assets.
renewal sources to the UK grid, with the possibility
The combination of the UK’s strong domestic market of extensions into Europe
and its excellence across the entire energy industry
creates major opportunities for UK companies to
secure overseas business and for the UK to attract
This is a preview of the technology-led opportunities
on the new energy landscape. As demonstrated on the
prototype UK Energy mapping tool.
With over 40 million design
engineering man hours
per annum executed by UK
based project engineering
companies, the UK is a
recognised global centre
of engineering capability,
supporting a full range
of energy projects.
Delivering the new marketing strategy Using direct, public and private channels to market
Research shows that business leaders can be very good Government and UK business partners offer many ways
at persuading potential customers. They speak with to reach the target audience. Three marketing channels
authority of personal experience and they have first- will be developed:
hand knowledge of how the global energy market works.
Direct channels: Communications delivered directly
This makes their advocacy particularly powerful
from the UK Energy Marketing Strategy Board,
often using creative agencies.
In delivering the new marketing strategy, it makes
Public channels: Communications delivered by
sense for business itself to have the strongest voice –
the UK Government and its agencies, devolved
guided, supported and amplified by Government and
administrations and regional organisations.
This channel is globally far-reaching as it includes
The new UK Energy Marketing Strategy Board, the network of Foreign and Commonwealth
which will be made up of cross business, sector and Office overseas.
government representatives, will manage activity
Private channels: This strategy offers many
across the energy sectors, with UK Trade & Investment
opportunities to bring together industry and
supporting all marketing co-ordination. It is likely
its trade associations to promote UK Energy.
to lead work in these areas:
Identifying, in consultation, priority countries
and sub-sectors. A shared vision
Refining and agreeing the core proposition With many different organisations involved, it will be
and messages. important to achieve clarity and consistency about
Identifying, securing and allocating funding our purpose, messages and style of communication.
for activities. We will work collaboratively to set out key principles
for marketing and delivery.
Planning marketing activities, drawing from the
current pipeline of recommendations and ideas.
Managing and evaluating marketing activity, Evaluating the strategy
eg in relation to UK reputation. Understanding how well the strategy is progressing
Country-specific tailoring of marketing strategies helps indicate where to focus efforts in the future.
and communications. One of the roles of the UK Energy Marketing Strategy
The new marketing strategy is the result of extensive Board will be to look at ongoing effectiveness,
consultation with business, Government and evaluating the success of specific marketing activities
industry experts. and measuring performance against core objectives.
It will also be important to benchmark performance
In the delivery phase it will be important to build on against that of the UK’s competitors.
this by involving marketing partners who have a shared
interest in growing the UK Energy sector. They will
include UK businesses; trade and cluster organisations;
research organisations and universities; government
departments and agencies; and regional development
agencies and devolved administrations.
All will need to be involved in a range of different ways.
Roles will need to be clearly defined and expectations
and levels of commitment agreed.
Within the last ten year period
the UK has developed as a centre
for renewable energy with over
US$30 billion raised for project
and company investment.
The UK Energy Excellence marketing strategy is designed
to make the most of the UK’s expertise and deliver
marketing messages in a more effective way that helps
to drive increasing international trade and inward
investment. It aims to work across the diverse nature
of the energy sector to achieve a joined-up market
approach and maximise the international business
profile of UK Energy Excellence.
The launch of this strategy marks the start of a process
to implement the actions outlined in this document,
including the development and use of the prototype
UK Energy mapping tool.
All elements are in place to plan and deliver a well
co-ordinated marketing approach on a global scale,
with consistent messaging and one clear voice.
We have a great story to tell – the energy sector in the
UK has a great track record and a great future. Boosting
supply to satisfy growing global demand, it will deliver
better, cleaner energy through to 2030 and beyond.
Geophysicists discussing seismic survey data
The UK has a resource of
over 10,000 highly qualified
personnel currently engaged in
energy related R&D activities.
In the UK, companies, including many of the world’s The UK Energy Excellence marketing strategy is being
major corporations, plug directly into the heart of the co-ordinated by UK Trade & Investment.
global finance, global creative and professional services,
UK Trade & Investment is the government organisation
global media and global talent. They enjoy access to the
that helps UK-based companies succeed in an
world-class science and academia and link into a wide
increasingly global economy. Its range of expert services
network of smaller enterprises, many of which are also
is tailored to the needs of individual businesses to
world leaders in their fields.
maximise their international success. We provide
A unique multicultural and entrepreneurial economy, the companies with knowledge, advice and practical support.
UK is at the hub of international business, bringing the
UK Trade & Investment also helps overseas companies
world to a company’s door. In short, it is the gateway to
bring high-quality investment to the UK’s vibrant
economy – acknowledged as Europe’s best place from
which to succeed in global business. We provide support
and advice to investors at all stages of their business
UK Trade & Investment offers expertise and contacts
through a network of international specialists
throughout the UK, and in British Embassies and other
diplomatic offices around the world.
For further information about how the Energy team
at UK Trade & Investment can assist you visit:
T: +44 (0)20 7215 8000
p10 Doosan Babcock
p16 Foster Wheeler/Woodside
p21 Sakhalin Energy/Shell
p22 Alstom Scope
p24 A&N Plant
p33 Mike Abrahams
The World Energy Outlook 2007 © OECD/IEA 2007, p74 and 95
OPEC World Oil Outlook 2007
Country Attractiveness Indices – Ernst & Young
Whereas every effort has been made to ensure that the information
given in this document is accurate, UK Trade & Investment or its
supporting Departments, the Department for Business, Enterprise
and Regulatory Reform, and the Foreign and Commonwealth Office,
accept no responsibility for any errors, omissions or misleading
statements in this document and no warranty is given or
responsibility is accepted, as to the standing of any individual,
firm, company or other organisation mentioned in this document.
This document is printed on material which uses 75 per cent
Published December 2007 by UK Trade & Investment
© Crown Copyright URN 07/1697