As BECHT commemorates its 60th anniversary as a key player in the global energy sector, this is a momentous year to reflect on its legacy and look to the future. With a strong reputation for innovation and a commitment to excellence, the company is poised to address emerging challenges and seize opportunities in a dynamic and competitive environment.
In an exclusive interview with INSPENET, we spoke with Charles Becht V, president of, BECHT and explored the company’s strategic plans, its focus on sustainability and its vision for the coming years.
- Mr. Charles, as BECHT celebrates its 60th anniversary in the energy sector this year, what innovative initiatives does the company have planned to maintain its leadership position amid evolving global energy trends?
With a wave of retirements and a declining interest of new graduates in the energy sector, we are focusing on creating tools that enable people to reach core competency faster and better equipped to solve industry challenges. Examples of our tools under development include dynamic filtrate engineering standards, a knowledge-sharing platform, and advanced models for damage mechanisms such as HTHA and high-temperature crude corrosivity.
With a wave of retirements and a declining interest of new graduates in the energy sector, we are focusing on creating tools that enable people to reach core competency faster and better equipped to solve industry challenges. Examples of our tools under development include dynamic filtrate engineering standards, a knowledge-sharing platform, and advanced models for damage mechanisms such as HTHA and high-temperature crude corrosivity.
- With sustainability becoming a key focus in the energy industry, how does the company plan to improve its environmental management while continuing to innovate?
As a consulting firm, our Scope 1 (in-house) impacts are minimal, but we reduce them by promoting a work-from-anywhere environment, limiting transportation and office use, and taking advantage of virtual meetings. Our greatest leverage to benefit the environment is to help our clients avoid and mitigate leakage and emissions and reduce their Scope 1, 2 and 3 emissions.
- Given the recent geopolitical transformations impacting global energy markets, how is BECHT strategizing to mitigate risks and ensure stable operations in its international presence?
We have built a diverse base of client connections and access to local talent by opening offices on 5 continents, which helps balance any regional disruptions. We also remain agile, ready to adapt to new market demands; for example, recently, clients needed help evaluating new crude blends because existing blends became unacceptable from a geopolitical or economic perspective. Finally, we see regions specializing in different approaches or technologies at the macro level, so by bringing together talent from these different locations we can support a wide variety of technologies and projects.
We have built a diverse base of client connections and access to local talent by opening offices on five continents, which helps balance any regional disruptions. We also remain nimble, ready to adapt to new market demands; for example, recently, clients needed help evaluating new crude oil blends because existing ones became unacceptable from a geopolitical or economic perspective. Finally, we see regions specializing in different approaches or technologies at the macro level, so by bringing together talent from these different locations we can support a wide variety of technologies and projects.
- Considering the corporation’s long-standing reputation for technological innovation, could you highlight upcoming developments or projects that will strengthen the company’s competitive advantage over the next decade?
The next big project will be to fully integrate the different knowledge bases we have (engineering standards, process technology practices, integrity standards, BECHTCONNECT, among others). We have been exploring ways to train AI models models on these knowledge bases so that initial information on a wide range of questions or problems can be obtained quickly. People will still be invaluable in driving a complete solution, but their effectiveness and speed can be increased with a properly trained model.
- As BECHT navigates the complexities of regulatory landscapes around the world, how does the company plan to foster stronger relationships with governments and regulatory bodies to facilitate its growth?
Building shared understanding and mutual trust is a critical step in advancing fair relationships with regulatory bodies. Participation is also important; we have more than 160 positions on codes and standards, allowing us to have a voice in promoting regulations that benefit safety, reliability and sustainability without being economically excessive.
- Looking ahead, what are the key milestones or goals BECHT hopes to achieve for its 75th anniversary, and how does the company plan to celebrate and reflect on its legacy of excellence in the energy sector?
Increasing our footprint from 400 customer installations to over 1,000 installations would be a very rewarding achievement. Building relationships and connections with people around the world gives us the greatest job satisfaction. Increasing the number of connections is the best testament to success.
- In the current context of global energy transition, how is BECHT contributing to the development of sustainable energy solutions and what role does innovation play in this strategy?
“One of the paradoxes of creativity is that in order to think outside the box, we must become familiar with the ideas of others.”
George Kneller
We have been involved in many sustainable energy and low-carbon fuel projects. Unfortunately, too often we see a desire to start from scratch and do everything new, rather than build on the lessons of the past. There are significant transferable technologies from our industry that can ensure safer and more reliable sustainable energy projects if we remain open to those past lessons. At BECHT, we feel that our greatest strength in this emerging market is to carry these past lessons forward.
- As a leader in the energy sector for six decades, how does BECHT plan to adapt and capitalize on emerging opportunities in an increasingly diverse and dynamic global energy landscape?
The more things change, the more they stay the same. People have been and always will be our greatest strength. Finding ways to get ideas and innovations from all employees rather than just a few in leadership ensures that we are prepared to take advantage of emerging opportunities. This requires transparency with all employees and an environment where failure is not punished, but learned. Strengthening this culture will better position us for an uncertain future.
Este artículo fue desarrollado por Becht y publicado como parte de la cuarta edición de la revista Inspenet Brief Diciembre 2024, dedicada a contenidos técnicos del sector energético e industrial.
