As the energy sector transitions into a new era, Decom Week 2025 stood as a reminder that collaboration, clarity, and urgency are more than industry buzzwords they’re deliberate strategies. Hosted in Aberdeen, the event drew professionals from oil and gas, nuclear, and renewables, all converging with a shared purpose: to decommission safely, efficiently, and intelligently.
This year there was an acknowledgment that lessons are everywhere. Here are some reflections in the words of others that encapsulate what made Decom Week 2025 such a powerful gathering.
Alignment and Red Lines
Alasdair Thomas of the North Sea Transition Authority said it best: “we need to work with the degrees of freedom between the redline.” This notion of collaboration and collective alignment echoed throughout the week. The NSTA continues to encourage operators to shift mindsets, utilise tools like TWIST and Data Visibility Dashboards, and adopt smarter contracting models. Their focus? Deliver 600 wells decommissioned by 2030. It’s ambitious, but essential.
As Mike Adams put it, “stitching teams together” across cities, sites, and specialisms is central to collaboration. Whether technical or human, connections are the infrastructure that make progress possible.
Do the Right Project, and Do the Project Right
That simple truth from Iain Farrow landed hard. Because decommissioning isn’t just about removing, it’s about getting it right, the first time, with fewer assets, smaller teams, and tighter budgets. Martha Vasquez reinforced this sentiment: “consistent delivery earns investors’ trust”, but it also requires us to “work with others with respect.”
Effective delivery starts long before tools hit metal. Graham Falconer reminded us of “the value of early engagement” while John Moffat called out the need to “recruit and bring on key roles early” and the importance of “crew continuity.” These aren’t just operational efficiencies they’re strategic essentials.
Facing the Hard Truths
Sam Long opened day 2 with a challenge – to be “honest about the pain you are suffering.” Whether in jobs, companies, or environmental pressures, this honesty became a theme. If we can’t speak openly about the cracks, how can we fix them?
Safety is one such area. Craig Wiggins didn’t sugar coat it: “Every incident is preventable,” yet we’re seeing more incidents on fewer assets with fewer people. Something’s broken, and it’s our job to fix it.
From Bill Chilton’s warning about “hand-drawn drawings from the 1970s not being reliable”, to Iain Gartshore’s urging to ‘test, learn, adapt, re-test’, we were reminded that cutting corners could cost lives.
Technology and the Culture of Risk
In a session led by Suzie Coull and Lewis Harper, I sat with three delegate groups discussing technology in decommissioning. The insights were revealing.
- Group 1emphasised the need for a mind-shift. Many are risk-averse, reluctant to be first adopters. They’re willing to follow but only after others have taken the initial risk. There’s a clear need for safe testing spaces, like ‘donation wells’, to help new tech gain traction.
- Group 2called for data sharing platforms not just for tech specs, but for workflows, strategies, and outcomes. This echoes Uzodhu Michael’s point: we don’t have a tech gap, we have a deployment and sharing
- Group 3noted that we’re missing old tech, tools and methods once used effectively but now overlooked. Their conversation turned to reverse engineering and reusing what once worked.
The message? Innovation isn’t just about new tools it’s about changing the culture around how we adopt and share them.
People, Purpose, and Planning
Gary Scott called it plainly: “our people are our primary asset.” But people need a reason, a vision, and the conditions to thrive. Paula Paterson put it powerfully: “Decommissioning is personal,” and without communication, “the gap is filled with rumour.”
Rodrigo Rendon captured the sector’s collective motivation in one line: “What is the problem we are trying to solve?” Safe, efficient wells decommissioning. That’s it. That’s what brings us together.
Embracing Opportunity and Innovation
From Gareth Jones’s reflections on emerging professionals “there are jobs, but people might not know much about them”, to Oliver Mundell’s call for “right conversations” over silence, the theme of inclusion rang loud. If we want new talent to thrive, we need to be clearer, more transparent, and stop trying to catch people out.
AI and technology, too, were part of the solution space. Dr Yaji Sripada highlighted that “there’s much AI can do for us”, not least in wrangling the vast data we sit on. As Uzodhu Michael said, “we already have answers to most of our problems” – they are in this room. We just need to share them.
We don’t need to reinvent the wheel. As Toby Rider said, “take what’s good and make it better.” And perhaps most helpfully: “what we don’t spend on decommissioning, we can re-invest.” That mindset shift from cost centre to value opportunity is key.
Collaboration as a Necessity
Steve Duncalf was unequivocal: “we need partners, or this will fail.” Whether through initiatives like the ‘Buddy’ project (championed by Sam Long and Heather Barton) or cross-sector knowledge sharing, success is no longer individual. It’s shared. And it’s invaluable.
As Lewis Harper reminded us: “We are in the decade of decommissioning.” Time is not on our side. But with the right conversations, the right planning, and the right partnerships, we can do this.
Jim Christie offered a final word that captures the spirit of Decom Week 2025: “You always have the opportunity to do it right”. Future generations will thank you for it. Let’s make sure they do.
It’s worth noting I may have paraphrased some of the speakers points, but believe they are a true reflection of their sentiments.
Thank you to the Decom team once again for inviting me. Looking forward to planning 2026 already!