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Asia-Pacific’s LNG infrastructure has a critical role to play in strengthening near-term energy resilience. As demand continues to rise and new capacity takes time to reach the market, existing LNG assets are becoming increasingly strategic - keeping supply moving while helping operators get more from infrastructure already in service. In our latest article, Nick Shorten, Chief Operating Officer of Projects at Wood, explores how focused investment in existing LNG infrastructure can help strengthen supply resilience across Asia-Pacific. Read the full article to find out more - https://lnkd.in/en976aAE Wood will also be exhibiting at Gastech - visit us on stand C57. #Gastech2026

Join our team at Gastech Exhibition & Conference in Bangkok, Thailand to discover how we're helping clients deliver energy projects across the full gas value chain.       Hear from our subject matter experts on the technologies shaping the future of energy, from agentic AI and field-wide gas lift optimisation to gas-to-compute power generation and advanced CFD analysis for hydrogen safety.      Find out more 👇      #Gastech 

Reliable technical information is essential to running complex energy assets safely, efficiently and with confidence. Wood has been selected by Equinor to provide lifecycle information services across nearly 100 assets in Norway, covering offshore installations, subsea sites and onshore plants. The work will help strengthen data quality, improve operational efficiency and support better decision making across Equinor’s asset portfolio - building on a long-standing relationship between our teams in Norway. Read more: https://lnkd.in/ey-qCnd2 📷 Elisabeth Sahl © Equinor

Many delivery teams spend years managing risks they didn't create. Those risks were often introduced much earlier through: ✅ Concept selection ✅ Subsea architecture ✅ Design assumptions ✅ Interface decisions What makes this challenging is that those decisions usually seem reasonable at the time. However, the impact only becomes visible later through: ✅ Increased complexity ✅ Redesign ✅ Execution constraints ✅ Operational limitations The highest-risk offshore decisions are rarely made during delivery. They're made before delivery begins. 💬 What's the most underestimated risk in offshore project development?

There are a handful of decisions that have a disproportionate impact on project success: ✅ Scope definition ✅ Stakeholder alignment ✅ Risk allocation ✅ Delivery strategy Most of these decisions are made long before construction begins. By the time a project enters execution, the opportunity to influence outcomes is already reduced. We're seeing this increasingly across large copper developments, where project scale, infrastructure requirements and stakeholder complexity can amplify the impact of decisions made during discovery, definition and study phases. That’s why strong project definition remains one of the most important drivers of long-term success. 💬 What early-stage decision do you think has the biggest impact on project performance?

Sir Ian Wood KT GBE: 1942-2026 We are deeply saddened by the passing of Sir Ian Wood. Sir Ian's vision, drive and determination built an extraordinary company with a strong sense of purpose and a deep belief in its people – qualities that have endured across generations. For all of us at Wood, there is a profound sense of pride in the company Sir Ian created and the legacy he leaves behind. We will carry that legacy with us, honouring the values and spirit on which Sir Ian founded the company. Our thoughts are with Sir Ian's family and all those who knew him.

Offshore projects don't face issues because of one decision, one delivery challenge or one operational issue. Challenges emerge when decisions that are right for one stage create unintended consequences for the next. Engineering teams focus on project delivery. Operations teams focus on asset performance. Commercial teams focus on upfront cost. When design, operations and commercial priorities aren't aligned: ➡️ Complexity increases ➡️ Inefficiencies compound ➡️ Value is lost for years afterwards The greatest offshore opportunities to reduce risk, improve performance and increase efficiency often sit in the gaps between lifecycle stages. Where do you see the biggest lifecycle disconnect in offshore projects?

Mining projects aren't just getting bigger. They're becoming more complex. Demand for critical minerals continues to grow, regulatory requirements are increasing and more projects are being developed in increasingly challenging environments. The result is greater pressure on cost, schedule and delivery. For project teams, the challenge isn't any one of these factors on its own, it's the cumulative impact of all of them. More complexity means more uncertainty and more uncertainty makes predictability harder to achieve. What's having the biggest impact on your mining projects right now?

Most offshore projects focus heavily on execution risk - Schedules. Operations. Delivery. But the biggest cost, schedule and performance challenges often originate long before detailed engineering begins. By the time execution starts, many of the conditions for success, or failure, are already in place. The question isn’t how well a project is delivered, it’s whether it was set up for success in the first place. Early decisions shape: ➡️ Cost ➡️ Schedule ➡️ Asset integrity ➡️ Asset performance And once those decisions are locked in, they’re difficult to undo. The reality is simple: Offshore project performance isn’t defined during delivery. It's shaped much earlier. What's the earliest project decision you've seen create challenges during execution?

Mining projects experience the same issues: ➡️ Increasing costs ➡️ Schedule pressures ➡️ Slower decision-making The challenge is that these issues often only become visible when delivery is underway. Unclear project definition, misaligned stakeholders and poorly understood risks can create conditions that are difficult to correct once the project has started. Early identification of these issues can create greater opportunities to improve project outcomes and maintain predictability. Where do you see predictability lost most often: during project definition or project delivery?