LNG has a critical role to play in building a resilient energy future
In an exclusive interview, Paul Marsden, President of Bechtel Energy, shares his insights on the crucial role of LNG in the energy transition, how EPC firms can de-risk complex global supply chains, and what’s needed to attract the next generation of skilled workers. With 25 years of experience across four continents, Marsden brings a pragmatic and grounded view on delivering energy infrastructure at scale.
How critical are natural gas and LNG in supporting the energy transition and ensuring energy security?
In a word, very. A robust, resilient, and efficient energy system is the backbone that ensures energy security and drives prosperity. On a global basis, natural gas is a cornerstone of that system and it is simply not achievable without LNG.
Bechtel is partnering with leading energy companies to shape the future of global energy through delivery of LNG liquefaction facilities. Over the past three decades, Bechtel has engineered and built 30% of the world’s LNG production capacity. Today, we are constructing about 35% of the liquefaction capacity under development, and over 50% of that is on the US Gulf Coast. Increased LNG supply replaces other dirtier fuels, giving developing regions greater access to affordable natural gas as their energy needs grow.
How can EPC companies de-risk the supply chain?
Today’s supply chain challenges are more complex than ever. Success depends on building deep relationships with suppliers, putting our people on the ground in their facilities, resolving issues, and working together and delivering solutions for our customers.
We must also reduce complexity where we can and make it easier for suppliers. Done well, standardisation can be a tremendous simplifier. Procuring what is being made and incorporating it into our design, rather than providing complex specifications, creates a more reliable and cost-effective process.
The supply chain accounts for 40-50% of the total installed cost on a typical LNG project and is often on the schedule’s critical path. We work hard to have our customers, suppliers, and stakeholders understand the supply chain risks. It leads to mature discussions around balanced risk profiles, which provides clarity on expectations, creates buy-in, and ultimately helps develop affordable solutions.
EPC relies on a skilled workforce that is also in demand from other industries. What can be done to better attract and retain a workforce?
The demand for skilled craft professionals is tremendous. We currently have over 13,000 direct-hire craft professionals on the US Gulf Coast alone, and that number will continue to grow over the next 12 to 18 months. Across the region, industry-wide demand could exceed 40,000 skilled construction workers, and closing that gap is a massive industry challenge.
We are very focused on three elements: attract, train, and retain.
Attracting talent means engaging with trade organisations, working with local communities, and investing in schools. When our craft professionals join us, we qualify them for the role and incorporate them into our culture through programmes to help advance their technical capabilities and develop as leaders. Our goal is that every craft professional leaves Bechtel more skilled than when they joined. That’s real sustainability in action.
What keeps you up at night?
At Bechtel, nothing is more important than the safety of our people. We seek a workplace where everyone, everywhere, completes their work shift in as good a condition physically and mentally as when the shift began. We work in a business that has inherent risks, which is a challenge, but it can never be an excuse. We are constantly learning from every incident, and we share those lessons to help enhance safety across the industry.
