Thank you to all the visitors who engaged with us at the fifth BBB International Expo & Summit 2026, held at Yashobhoomi, New Delhi – a key platform uniting stakeholders across India’s bioenergy, biofuels and biomaterials ecosystem.

The summit fosters collaboration between policymakers, developers, and technology providers. This is while driving innovation, investment, and meaningful progress in India’s clean energy transition.

As the sector shifts from ambition to execution, the conversation is evolving. Today, success is no longer defined by installed capacity alone – but by reliability, performance, and long-term value creation.

Clarke Energy India showcased its expertise in delivering reliable biogas upgrading systems using membrane gas separation technology and gas-to-power solutions through INNIO Group’s Jenbacher gas engines, along with comprehensive EPC and after-sales support.

India’s compressed biogas (CBG) sector is rapidly transitioning from policy-driven ambition to on-ground execution, supported by strong government initiatives and increasing participation from private developers and investors. There is a growing demand for waste-to-energy conversion, rural economic development, and reducing dependence on fossil fuels.

This shift reflects a broader market need: solutions that deliver both environmental impact and economic resilience.

Visitors explored Clarke Energy’s role providing repeatable, scalable solutions that support this growth – ensuring projects move efficiently from concept to operation, and delivering value over time. This reinforces the company’s commitment to deliver value-driven, resilient and sustainable energy solutions for India’s growing bioenergy ecosystem.

Want to learn more?

If you would like to continue the conversation, please reach out at India@clarke-energy.com.

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Clarke Energy participated in the Bangladesh International Textile, Knitting and Garment Industry Exhibition (BTKG) 2026, held from 29 April to 2 May at ICCB, Dhaka. The exhibition brought together approximately 900 companies from over 30 countries, covering the full textile value chain from spinning and knitting to dyeing, printing, and garment production. 

BTKG provided a positive platform for industry collaboration, technology exchange, and supplier engagement. Although still in its early stages, it demonstrates strong potential to grow into a key regional event for industry networking.

Bangladesh continues to hold a strong position as the world’s second-largest apparel exporter, with exports exceeding USD 39 billion and contributing over 80% of national export earnings. 

However, the industry is currently facing significant challenges driven by global economic slowdown and persistent energy constraints, particularly gas shortages. Many factories are operating below optimal capacity due to inconsistent gas supply, with production in some cases reduced to 30–50%. Rising fuel costs and geopolitical developments have further increased operational pressure. 

Despite these issues, market sentiment remains cautiously optimistic, with stakeholders expecting gradual recovery as global conditions stabilise and energy supply improves over the medium term.

During the exhibition, Clarke Energy engaged with a wide range of textile manufacturers, where the predominant focus remained on natural gas–based power generation solutions due to established infrastructure, cost-effectiveness, and operational familiarity within the Bangladesh market.

Discussions largely centred on improving reliability and efficiency of power supply amid ongoing gas constraints, highlighting the need for dependable generation solutions to maintain continuous production.

Want to learn more?

If you want to learn more about our gas-to-power solutions using INNIO Group’s Jenbacher gas engine technology, contact us at bangladesh@clarke-energy.com.

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We were delighted to welcome the British Deputy High Commission to Clarke Energy India’s first membrane-based biogas upgrading plant in Chennai. The visit was to discuss plans for UK-India Vision 2035 and learn about India’s clean energy objectives.

The plant was commissioned in July 2025 and directly supports India’s SATAT (Sustainable Alternative Towards Affordable Transportation) initiative. This aims to establish 5,000 bio-CNG plants nationwide. 

The new system is capable of upgrading 600 Nm³/hr of raw biogas into high-purity biomethane, making it ideal urban waste-to-energy applications.

The site was visited by:

• Mark Birrell, Trade Counsellor for the South Asia Department for Business and Trade, British Deputy High Commission, Mumbai
• Sutapa Choudhury, British Deputy High Commissioner (Designate) for Chennai, covering Tamil Nadu, Kerala, and Puducherry
• Sarreen Sara Solomon, Senior Trade Advisor, British Deputy High Commission, Chennai.

The biogas site visit showcases not only future-ready energy solutions tailored to local needs but also an excellent example of UK-India business collaboration.

Read the full case study here.

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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:

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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.

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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.

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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.

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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.

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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.

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