Technip Energies is recognized for its operational excellence. How do you continue to achieve that?

MV: Operational efficiency works on two levels; the first is selectivity during the proposal phase. We pay a lot of attention to what is involved from the beginning, and we assess all the risks technology early engagement, country, client, execution partners, supply chain and constructability to mitigate risks to an acceptable level.

Then during execution, we involve different operating centers with the most important competencies, and we build a management team with the right skills and the right project experience. We have monthly reviews and a rigorous process, but most importantly, it s about having a strong team with the right culture and attitude; a strong commitment to succeed.

How do you ensure and maintain a strong record on safety?

MV: We do not compromise on safety, it is a core value of the company, embedded in our work processes through our Pulse safety program. All management reviews start with safety at the top of the agenda, and all incidents are reported and assessed in detail. The target is of course zero accident, but when accidents happen or nearly happen, we carry out root cause analysis and take corrective actions. We were deeply saddened by the accidental death of three subcontractors at one of our yards in China last November. We have reinforced our actions to avoid such events happening in the future.

What role will innovation play in the energy transition?

CV: Innovation can mean two things; inventing something entirely new that doesn t exist yet and applying existing technology to generate new solutions. We need both.

At Technip Energies we are feedstock agnostic, this means that we make sure we can use whatever feedstock is available. This is particularly important for recycling plastics, and it forms the basis of our circularity approach for sustainable chemistry. The large spectrum of expertise that we have internally around the globe

and for the different markets that we are addressing is giving us an advantage for open innovation and collaboration.

What do you consider to be the key achievements of Technip Energies in 2021? And what are your expectations for 2022?

MV: Demonstrating our clear commitment to support the Energy Transition is a major achievement. This has been reflected in the awards we received this year in the investment in technologies and the cooperation agreements that we have signed in each segment of our activity, and in our traditional business. These include the Qatar NFE project, the Borouge Petrochemical Complex in the UAE, and the Rotterdam Renewables Production Platform for Neste. BP s Net-Zero Teesside project also highlights the importance of bringing together the right partners to address the Net-Zero challenge. We have a strong backlog of projects and a strong balance sheet, and I am very confident going into 2022.

CV: We have achieved a lot of firsts this year; the first green hydrogen project in India, the first industrial concept for offshore floating wind platforms, as well as our first catalyst supply agreement for the first of sustainable aviation fuel using our Hummingbird® technology. Looking forward, once the concept of proof has been demonstrated and seen to work, then we have the necessary experience and manufacturing capability to scale up and drive down costs. The FEED studies that we are undertaking are sowing the seeds for future growth in 2022 and beyond.

What are Technip Energies core competencies?

Marco Villa (MV): Technip Energies has the competencies to cover the whole energy chain. While natural gas is our main conventional energy chain today, we have the required skills and flexibility in our business model to support our customers at every step of the transformation. We are addressing the energy transition through four domains: LNG and low-carbon LNG, sustainable chemistry, decarbonization and carbon-free energy solutions.

Christophe Virondaud (CV): We are not only an EPC contractor, with proven expertise in project execution, we also provide advisory and consulting services. As an Engineering and Technology company, we have strong FEED expertise, we have a solid portfolio of proprietary technology and licenses, and we master technology integration. With 15,000 employees, engineering centers on all continents operating across 34 countries, we have manufacturing facilities and modularization yards which enable us to scale up technologies fast and deliver them all over the world. And this is supported by huge investments in digitalization which has a central role in our offering to drive continuous improvement.

How has your business approach changed to integrate the ESG Roadmap?

CV: When we first assess a project, we look at it through an energy transition lens to identify opportunities to promote our decarbonization technologies. Then we apply a very selective and risk-based approach; ESG criteria are very much part of this project assessment. Whenever we identify environmental, social, or governance risks, we make recommendations in our proposals to mitigate them and improve above and beyond minimum standards.

Safety, security and respect of Human Rights are key concerns. We will not bid for a project where this is not fully addressed. I would add that our focus on the energy transition means that this is the main criteria in the selectivity of the opportunities that we are following.

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Technip Energies Sustainability Report 2021 . 55