A key moment was welcoming two company representatives: Jamie Clarke, Senior Executive Advisor and Lynsey Merryweather, Group HR Director to Tunis.

The morning’s agenda was filled with insightful discussions around:

• Clarke Energy’s recent achievements and future global plans
• The development of our activities across North Africa and Sub-Saharan Africa
• Talent development and skills building which is at the heart of our collective performance
• Celebrating completed projects and mapping upcoming opportunities
• The strategic role of after-sales services – the true backbone of our business.

As Clarke Energy is built through human connections, the afternoon was dedicated to team-building activities, and informal discussions to strengthen collaboration across the continent.

Beyond the presentations and projects, this annual meeting reflects the collective energy, commitment, and passion of the teams driving Clarke Energy forward every day – ensuring that we deliver our shared mission.

A big thank you to everyone that contributed to making this year’s annual meeting such a huge success.

Check out the video below:

The post Celebrating Team Collaboration and Shared Vision at Clarke Energy’s North & Sub-Saharan Africa Annual Meeting appeared first on Clarke Energy.

Clarke Energy are proud to have been part of the opening ceremony for the combined heat and power (CHP) plant at the Benton Harbor-St. Joseph Wastewater Treatment Facility in Michigan, United States.

Clarke Energy provided and installed the two Biogas fueled engines at their facility. The units are now generating reliable and renewable electricity for the critical operations that process approximately 1.3 million gallons of wastewater every day.

Kevin Pockrandt, Plant Manager stated: “This project is a great example of investment in our community’s infrastructure. By continuing to turn waste into energy, the Benton Harbor – St. Joseph Wastewater Treatment Plant is not only improving reliability and reducing costs but also strengthens our commitment to sustainability. Most importantly, this means better service and fewer disruptions for residents and businesses across our region.”

As part of Rehlko’s portfolio of sustainable infrastructure businesses, Clarke Energy continues to provide regionally tailored, future-ready energy solutions that combine innovation, quality, and long-term customer support.

Get in touch to find out how renewable energy can advance your organisation’s decarbonization objectives.

The post Clarke Energy Installs Renewable Biogas Technology at United States Wastewater Treatment Facility appeared first on Clarke Energy.

That definition is now obsolete.

In today’s energy environment defined by grid congestion, extreme weather, rapid load growth, and accelerating transition requirements, resilience has become a strategic performance lever. The organizations that lead are no longer asking how to minimize the cost of resilience, but how to use it to protect revenue, enable growth, and create long‑term advantage.

Resilience Is Now a Board‑Level Decision

Power availability and quality increasingly influence where organizations invest, how fast they scale, and whether they can deliver on customer and stakeholder commitments. Outages are not just operational inconveniences; they are commercial risks with material financial and reputational impact.

As a result, resilience has moved decisively into the boardroom. The question is no longer whether to invest, but how to design energy systems that:

• Support continuous operations under stressed grid conditions
• Reduce exposure to energy price volatility
• Enable compliance with evolving sustainability expectations
• Remain relevant as fuel mixes, regulation, and technology shift.

This is not a procurement decision. It is a long‑term strategic one.

From Assets to Architecture

Higher‑performing organizations view resilient power not as a collection of assets, but as an energy architecture, designed deliberately to deliver multiple outcomes over decades.

Technologies such as combined heat and power (CHP), continuous‑duty gas engines, and hybrid microgrids allow resilience investments to work every day, not just during outages. When properly integrated, these systems can:

• Improve overall energy efficiency
• Deliver predictable operating costs
• Support participation in demand response and grid services
• Maintain up-time while advancing decarbonization goals.

The result is resilience that is productive, measurable, and value‑generating, rather than idle contingency.

Flexibility Creates Strategic Optionality

One of the most underestimated dimensions of resilience is fuel and system flexibility. Energy strategies locked into a single pathway, whether fuel, technology, or regulatory assumption, create long‑term risk.

Resilient systems designed with future fuels, hybridization, and modular expansion in mind give organizations options. They allow adaptation as:

• Market conditions evolve
• Sustainability requirements tighten
• New fuels and technologies become commercially viable.

This kind of flexibility is not tactical. It creates strategic optionality, enabling better decisions and avoiding asset stranding over the life of the system.

Why Design Matters More Than Hardware

The greatest value in resilient power is created before the first engine is installed. Outcomes depend on how systems are conceived, modeled, integrated, and future‑proofed, not simply on component specifications.

Organizations that engage early to design resilience into their energy strategy gain:

• Faster and lower‑risk project delivery
• Better alignment between operational, financial, and sustainability goals
• Infrastructure that remains competitive and compliant over decades.

This is where resilience shifts from protection to advantage and where long‑term value is either created or lost.

Powering Long‑Term Advantage

At Clarke Energy, resilience is not about selling equipment. It is about partnering with organizations to design, deliver, and evolve power systems that underpin performance and growth.

From early‑stage strategy through lifetime operation, Clarke Energy enables resilient power infrastructures that:

• Protect against today’s disruptions
• Adapt to tomorrow’s transitions
• Anchor long‑term operational and commercial success.

Because in a volatile energy landscape, resilience designed intelligently is not a cost of doing business- it is how leading organizations pull ahead and stay there.

Want to Learn More?

Contact us or subscribe to our Powering Resilience newsletter.

The post Resilience as a Competitive Advantage, Not a Cost appeared first on Clarke Energy.

Clarke Energy delivered and commissioned a 50MW / 100MWh (2-hour) Battery Energy Storage System (BESS) for EDF power solutions, located in Stockport. Acting as Engineering, Procurement and Construction (EPC) Contractor and Principal Contractor, Clarke Energy provided a fully integrated solution for the design, integration, and delivery of the Balance of Plant (BoP) infrastructure, ensuring single-point accountability across all civil, electrical, and grid interface works.

This transmission-connected scheme required a high level of technical coordination, engineering assurance, and stakeholder management. The battery systems were free-issued by the client, with Wärtsilä appointed as BESS supplier. Clarke Energy’s scope focused on the full delivery of the BOP works, including coordination of all interfaces to ensure safe and compliant integration with the National Grid Electricity Transmission network.

Scope of Works:

• Full design and installation of BOP systems
• Delivery of civil and electrical infrastructure
• Integration with a transmission-level grid connection
• Offloading, installation, and integration of client-supplied BESS equipment
• Site-wide testing & commissioning responsibility
• Coordination with the client, OEM, and transmission network operator
• A 10-year maintenance agreement was also secured for the BOP equipment.

Key Challenges and Solutions:

Ground Conditions

Challenging geotechnical conditions required a robust engineering solution to support heavy infrastructure. Clarke Energy implemented a screw piling solution and constructed a reinforced foundation platform, ensuring long-term structural integrity and eliminating settlement risk.

Noise Constraints

Due to the proximity of residential receptors, strict noise limits applied. Clarke Energy implemented a targeted acoustic mitigation strategy, including a 4-metre-high acoustic barrier along the northern and eastern boundaries and a non-conventional layout solution. This ensured operational noise levels remained within required thresholds and achieved full compliance with planning requirements.

Grid Connection

The project required connection via a tertiary interface to a Super Grid Transformer within the National Grid Electricity Transmission network. Clarke Energy delivered detailed protection studies, managed complex technical interfaces, including 33kV cable installation between the BESS site and grid-compound, and coordinated closely with the transmission operator to achieve successful energisation.

Project Outcome

The project was delivered safely and commissioned in August 2024. It demonstrates Clarke Energy’s capability to deliver complex, transmission-connected BESS projects under an EPC model, effectively managing technical, environmental, and stakeholder challenges while supporting long-term client outcomes through integrated maintenance services.

For more information about Clarke Energy’s battery storage solutions please contact Clarke Energy at 0151-546-4446 or email uk@clarke-energy.com.

The post Clarke Energy Deliver 50MW Battery Energy Storage Solution for EDF Power Solutions in Stockport appeared first on Clarke Energy.

As part of our Family Day, we were delighted to welcome the children of our colleagues. It was a chance to step away from the usual working environment and come together in a more relaxed and meaningful way, creating lasting memories.

Laughter, moments of connection and fun activities filled the day. These moments are a reminder that behind every colleague is a family, a support system and a source of motivation.

At Clarke Energy Tunisia, we believe these experiences strengthen relationships and bring greater purpose to what we build together every day. Performance is not just about results, it is about people. This day was a genuine boost of positivity and team cohesion.

Thank you to everyone who brought such great energy and smiles throughout the day.

The post Clarke Energy Tunisia Celebrate Family Day Event appeared first on Clarke Energy.

In practice, most sites spend the majority of their life somewhere below peak. Sometimes well below it. For many facilities, that condition isn’t an exception, it’s the norm for years of operation.

Once you start looking at systems through that lens, a few things begin to shift.

Data centers are built ahead of demand

Capacity is installed in anticipation of future growth. Redundancy is layered in: N+1, N+2, sometimes more, to meet up-time expectations. And load ramps are rarely linear or predictable, particularly now with AI-driven deployments.

The result is fairly consistent across markets. Facilities often operate at 50–80% of installed capacity, and sometimes lower in early phases. When redundancy is layered on top of that, individual generating units are frequently running at partial load rather than full load. That’s not a flaw. It’s a consequence of designing for resilience and growth.

But it does mean that the real operating condition of a power system looks quite different from the one it was optimized for on paper.

Partial load isn’t a secondary detail, it’s central

Once that reality is accepted, partial load performance stops being a secondary consideration and becomes central to how systems should be evaluated. Efficiency is the most obvious place this shows up.

Most generation technologies, reciprocating engines included, have an optimal spot close to full load. That’s where electrical efficiency is highest and fuel consumption per unit of output is lowest.

Move away from that point and performance drops, sometimes subtly, but enough to matter over thousands of operating hours. It’s not just a fuel issue. Lower efficiency feeds directly into emissions intensity. A system that looks strong on a datasheet at 100% load can tell a very different story when it’s spending most of its time at 60 or 70%.

There are mechanical implications too. Combustion behavior changes. Thermal conditions shift. Maintenance patterns evolve. None of this is necessarily problematic, but it does mean the system isn’t operating in the environment it was optimized for.

Gas engines behave differently under partial load and data center operators should take note.

The real impact shows up at the system level

Where this becomes particularly interesting, and commercially relevant, is at the system level. Once you move away from focusing on individual machines and start looking at how the entire plant operates, design choices begin to matter far more.

Take a simple example:

If you install a small number of large units, they may perform very well at full load. But in a partially loaded system, each unit spends more time operating below its optimal point. Alternatively, deploying more, smaller units allows capacity to be staged more precisely. Fewer units run, but those that do can operate closer to their optimal load.

It’s the same total installed capacity, but a very different operating profile. In one case, load is diluted across the system. In the other, it’s concentrated where performance is strongest. That distinction doesn’t always receive much attention, but over time it has a material impact on efficiency, emissions, and operating cost.

This matters more now than it used to

Historically, this wasn’t a major concern.

Backup systems didn’t run very often; just test hours and the occasional outage. Whether they operated at 40% or 90% load didn’t really move the needle.

That’s no longer the case.

With grid constraints in many regions, on-site generation is being asked to do more. In some cases, significantly more. What was once purely standby capacity is now running regularly, sometimes carrying a meaningful share of the site load. This is true not only for new data centers, but increasingly for existing ones as well. When systems are running thousands of hours per year, these differences stop being theoretical. They show up in fuel bills. In emissions reporting. In maintenance schedules. In how assets perform over time. Rethinking how performance is evaluated. None of this is especially complicated, but it does require a shift in perspective.

Looking at peak efficiency alone isn’t enough. What matters is how a system behaves across the range it will actually operate in.

That means thinking carefully about:

• How load will ramp over time?
• How capacity is distributed across units?
• How redundancy is implemented in practice, not just in theory?
• And how closely the system can track real demand rather than an idealized one?

The industry has always been very good at designing for peak conditions.

But data center power systems don’t live at peak. They live somewhere in between, balancing redundancy, growth, and variability. That’s where most of the operating hours are, and increasingly, that’s where performance is won or lost, long before a system ever sees full load.

The post Why Data Center Power Systems Rarely Run at Full Load and Why it Matters appeared first on Clarke Energy.

Yet as grids become more constrained and electricity markets more volatile, a growing number of operators are asking a difficult but legitimate question: Can resilient onsite power assets do more commercially without undermining the very reliability they were built to protect? The short answer is yes. The longer answer depends entirely on how those assets are designed, controlled, and governed.

The false trade‑off: reliability versus revenue

The idea that monetizing onsite generation inevitably reduces resilience is deeply ingrained and not without reason. Poorly designed systems, misaligned contracts, or aggressive cycling strategies can absolutely introduce operational risk. But framing the challenge as a binary choice; reliability or returns, misses the point.

The real question is not whether onsite power can be monetized, but whether it was designed from the outset to do so. Resilience is not compromised by participation in grid or market activities; it is compromised by architecture that lacks hierarchy, clarity of priority, and control discipline.

Onsite power is already doing more than one job

In constrained grid environments, prime running generation is increasingly required to perform multiple functions, including carrying IT and mechanical loads during grid outages, reducing reliance on costly utility capacity upgrades, responding to grid stress events or local peak demand, and supporting commissioning ramps as well as future load growth.

In other words, assets originally justified as “insurance” are now becoming core infrastructure. Once that transition happens, the leap to carefully structured commercial participation is often smaller than expected.

Where value comes from, without changing the reliability mission

Monetization does not require speculative trading or continuous dispatch. For many data centers, value is unlocked through controlled participation, such as:

• Peak demand management: Reducing facility demand during grid or tariff peaks—often using the same dispatch logic already in place for resilience testing.
• Grid support during constrained periods: Limited‑hour operation during predefined windows, aligned with maintenance and redundancy requirements.
• Deferred infrastructure and connection costs: Avoiding or postponing major utility upgrades by carrying incremental load onsite.

Each of these mechanisms respects the primacy of reliability, provided participation is voluntary, bounded, and subordinate to site needs.

The design principles that keep reliability intact

The difference between a resilient dual‑role asset and a risky one is not commercial intent, it is system design. Successful projects share several common characteristics.

1. A clear operational hierarchy

The system must “know” which loads and functions always come first. IT availability, cooling, and life‑safety systems must override all external signals, without exception.

2. Independent islanding capability

Monetization should never depend on grid‑parallel operation alone. Seamless islanding, tested regularly, is non‑negotiable.

3. Conservative dispatch envelopes

Assets configured for resilience should operate commercially only within defined limits—hours, load ranges, ambient conditions, set well inside technical capability.

4. Maintenance aligned with operation cycle

Engines expected to perform reliably under emergency conditions must not accumulate fatigue through poorly planned commercial operation. None of these principles are new, but together, they determine whether monetization is an extension of resilience or a threat to it.

Control strategy matters more than engine size

A common misconception is that commercial participation is primarily a hardware decision. In practice, control philosophy is the real differentiator. Well‑designed systems separate permission to run from the command to run, require positive confirmation before any non‑essential dispatch, and continuously validate fuel availability, redundancy, and operating margins.

This allows operators to say “yes” to value when conditions are right, and “no” instantly when they are not. Reliability is preserved not by avoiding flexibility, but by constraining it intelligently.

Where projects go wrong

Most failed attempts to monetize onsite power exhibit one or more common characteristics, including commercial terms that override operational judgment, dispatch commitments based on theoretical rather than actual availability, fuel or maintenance assumptions that fail to account for partial‑load behavior, and a lack of clarity around who has authority to intervene. When resilience and commercial teams are not aligned from the outset, risk is introduced not at the engine, but at the interface between people, contracts, and control systems.

A simple decision framework

Before considering monetization, data center operators should be able to answer “yes” to four questions:

1. Can the site maintain full resilience obligations with zero commercial operation?
2. Is commercial participation always optional and interruptible?
3. Are operational limits defined by engineering, not revenue targets?
4. Is failure to dispatch never penalized when reliability is at stake?

If any answer is “no,” the model needs rethinking.

Designing optionality, not obligation

The most resilient power strategies do not chase every possible revenue stream. Instead, they embed optionality. Optionality means the asset can support the grid when it makes sense, stand down without consequence when it does not, and adapt to future market structures without requiring redesign. This approach turns onsite generation into a strategic asset, one that contributes economically over time without ever forgetting its primary purpose.

Resilience first. Value where it fits.

For data centers, resilience is not a negotiable attribute, it is the foundation on which everything else rests. But resilience and returns are not mutually exclusive. When onsite power is designed with clear priorities, disciplined controls, and realistic operating envelopes, monetization becomes not a compromise, but a by‑product of good engineering.

The question is no longer whether onsite assets should do more. It is whether they were designed to do so, safely, predictably, and on your terms.

The post How Data Centers Can Monetize Onsite Power Without Compromising Reliability appeared first on Clarke Energy.

The agreement provides access to long‑term supply of gas engine capacity at a time of unprecedented investment in digital infrastructure and grid resilience, where customers increasingly require reliable, efficient and low‑carbon power solutions with clearly defined delivery timelines and long‑term operational support.

A significant proportion of the secured capacity is intended to address the continued demand on Rehlko from hyperscale, colocation and enterprise data‑center operators who continue to expand rapidly.

Enabling Scalable Digital Infrastructure Platforms

Global investment in data centers is driving a structural increase in demand for dispatchable, resilient and flexible power systems that can operate alongside renewable generation, evolving grid constraints and increasingly stringent uptime requirements. Gas‑engine‑based generation, increasingly integrated with battery energy storage systems (BESS) and hybrid configurations, is emerging as a critical enabler of this next phase of digital infrastructure growth.

The secured allocation of 1.25 GW over three years allows Rehlko and its Clarke Energy business to support customers planning multi‑phase developments, aligning power‑generation availability with long‑term construction schedules, grid‑connection strategies and lifecycle operating models.

Importantly, the agreement underpins a repeatable deployment model, enabling standardized hybrid power solutions to be delivered at scale across multiple markets rather than as one‑off projects.

“This agreement strengthens our ability to support customers making long‑term investments in data‑center infrastructure and flexible power generation. Securing multi‑year supply enhances visibility and confidence in delivery at a time when demand is being driven by structural, rather than cyclical, market forces,”
Brian Melka, President and Chief Executive Officer of Rehlko.

Dr. Olaf Berlien, President and Chief Executive Officer of INNIO Group, commented: “With this framework agreement, we are strengthening our partnership with Rehlko and creating long‑term planning certainty in a market with rapidly growing demand. It ensures that our customers can continue to rely on proven technology and dependable execution even in highly critical applications such as data centers and grid‑stabilization projects.”

Clarke Energy brings more than 30 years of partnership with INNIO, supporting a global installed base of over 10 GW of gas‑engine capacity, many under long‑term service agreements. This service portfolio represents a high‑quality, contracted revenue stream, providing customers with predictable operating performance while supporting long‑term earnings visibility and durability.

“By combining secured, multi‑year engine allocation with Clarke Energy’s scaled global service organization, we are uniquely positioned to offer customers a fully integrated lifecycle proposition,” said Melka. “This includes not only delivery certainty, but multi‑year contracted maintenance tailored to the core engine platform – protecting uptime, performance and asset value throughout the life of the plant.”

Strengthening Clarke Energy’s Position in Authorized Territories

Within Clarke Energy’s authorized territories, the secured engine allocation underpins a growing pipeline of projects across:

• Hyperscale, colocation and enterprise data centers
• Flexible generation supporting constrained grids
• Hybrid power solutions combining gas engines with BESS

Clarke Energy’s established service organization, supporting a large installed base of >10 GW of gas engines under long term service agreements, positions Rehlko to deliver not only project execution but also ongoing lifecycle support for data center operators with the highest uptime and performance requirements.

Long‑Term Planning for Customers

The multi‑year nature of the allocation agreement enables customers to plan with confidence, aligning engine availability with construction sequencing, regulatory approvals and long‑term operational strategies. By combining secured supply, scalable deployment models and contracted service support, Rehlko and its Clarke Energy business continue to strengthen their role as trusted partners in the development of next‑generation digital and energy infrastructure.

About Rehlko

A global leader in energy resilience, Rehlko delivers innovative energy solutions that sustain and improve life across home energy, industrial energy systems, and powertrain technologies with control, resilience, and innovation. Leveraging the strength of its portfolio of businesses — Power Systems, Clarke Energy, Home Energy, and Engines—and its more than a century of industry leadership, Rehlko provides power where and when the grid cannot. Rehlko goes beyond function and individual recovery to create better lives, communities, and a more durable and energy-resilient future. Learn more at rehlko.com.

About Clarke Energy

Clarke Energy, a Rehlko company is a globally recognized specialist in the engineering, installation and long-term maintenance of gas-engine and distributed energy-based power plants, operating across data center, flexible generation, industrial and grid-support markets. As an authorized distributor and service provider for INNIO gas engines in multiple territories, Clarke Energy supports customers throughout the full asset lifecycle.

Clarke Energy has been developing data center continuous and flexible power plants for over 10 years. With early cutting-edge combined cooling and power projects in London, leading to hyperscale projects in the Republic of Ireland and a several of major facilities under deployment and commissioning in the US.

The post Rehlko and INNIO Enter Into Multi-Year Agreement to Support Global Data Center Demand appeared first on Clarke Energy.

The company now operates five gas engines with a combined capacity of 5 MW, 1.5 MW at its head office in Ilupeju and 3.5 at its production facility along KM 51 Lagos–Ibadan Expressway. This transition relegates the previously used 2.0 MW and 3.1 MW diesel engines at both locations to backup application.

The move responds to a familiar challenge for Nigerian manufacturers: high energy costs and growing pressure to meet environmental standards.

How Cormart achieved the transition and why it works

Cormart’s energy infrastructure centres on gas engines supplied and maintained by Clarke Energy, complemented by grid connections and diesel engine that provide backup power. The gas-first model prioritises cleaner combustion and predictable fuel costs over diesel’s price volatility.

According to Cormart’s Technical Manager, Jawwad Alasa, the shift was driven by operational realities.

“Energy costs have risen across the country. Integrating gas with grid electricity has helped us keep production stable without compromising efficiency,” Alasa explained.

While gas engines require a higher upfront investment, they are more cost-effective in the long run. A recent minor overhaul completed at Clarke Energy’s Lagos facility in six weeks returned one engine to optimal performance after 40,000 hours of operation, highlighting the growing capacity for the in-country technical support.

Cormart has also deployed energy-efficiency measures such as steam-leak detection systems, regular energy audits, and upgraded lighting infrastructure, further reducing costs and emissions.

What this means for Nigerian manufacturing

Manufacturers in Nigeria continue to face an energy squeeze. Grid supply is unreliable, diesel is expensive, and pressure to reduce emissions is increasing, especially for companies serving international markets.

Self-generated power can account for up to 30 – 40% of production costs. Diesel, once the default backup, has become harder to sustain due to price volatility and foreign exchange exposure.

Gas offers a more stable alternative. It is locally available, less exposed to foreign-exchange risk and produces fewer emissions than diesel. With Nigeria’s extensive gas reserves, it also provides more reliable long-term option.

Yiannis Tsantilas, Managing Director for Clarke Energy in Sub-Saharan Africa, positioned Cormart’s approach within broader food security and economic development objectives. “While affordable food production is the core of a sustainable food value chain, it is equally important to adopt more efficient and reliable energy alternatives to lower production costs and increase the availability of affordable products for the Nigerian population,” he said.

The chemical and food raw materials distributor’s operations directly affect downstream manufacturers in sectors from beverages to pharmaceuticals, meaning its energy costs ripple through multiple supply chains.

The positive impact of Cormart’s energy transition

Cormart reports more stable production and lower energy costs since making the switch. The move has reduced downtime linked to diesel supply disruptions and improved overall operational efficiency.

Lower operating costs have improved the company’s competitive position in a market where imported alternatives often have a pricing edge. The emissions reduction supports relationship management with multinational clients, who are increasingly focused on sustainability.

However, scaling this model across Nigeria depends on access to gas infrastructure. While Lagos offers relatively strong pipeline access, manufacturers in other regions may face higher entry costs.

Industry observers note that Cormart’s gas-first, locally serviced, efficiency-driven approach provides a practical template for emissions reduction that doesn’t sacrifice output, addressing the core challenge for Nigerian manufacturers, balancing environmental objectives against immediate operational demands.

The post Cormart Cuts Emissions, Stabilises Operations with Gas-powered Strategy appeared first on Clarke Energy.

On the occasion of International Women’s Day, we were proud to announce our membership of the Elles bougent association. Through this commitment, we aim to take concrete action to support gender diversity in technical professions and encourage more young women to pursue careers in science, engineering, and industry.

Across our organisation, female engineers and technicians contribute every day to the success of our projects, our innovation, and our performance. Their career journeys demonstrate that technical and industrial professions offer exciting and accessible opportunities for anyone with the ambition to pursue them.

By joining Elles bougent, we want to go even further by:

• Inspiring young women to consider careers in engineering and technical fields
• Promoting female talent within our teams
• Helping to change perceptions and encourage greater diversity across our industry

Role models are essential in helping the next generation imagine what is possible. By sharing these stories, we hope to inspire young people and demonstrate the wide range of career paths available in engineering and energy. 🌍⚡

Across the wider Clarke Energy group, we also marked the occasion in the UK, celebrating the women across our teams who contribute every day to our projects, innovation, and success.

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