What we do
Integrity you can put your name to.
Integr8te makes integrity accountable. We map and fix the accountability gaps that organisational change leaves inside asset-owning businesses, so the right person owns every risk and the control holds in practice rather than on paper.
The Accountability Gap Review
Merger, reorganisation, succession, ageing plant, closure or disposal: every transition redraws who owns what. The redrawing is never announced.
A gap in ownership is not a paperwork problem. It is the reason a regulator’s improvement notice lands on a director rather than a department. It is the reason an insurer questions a claim where nobody can show who held the risk. It is the finding an acquirer prices into a deal. It is the exposure a non-executive director is expected to have asked about before the incident, not after.
What leadership receives: the gap map, a prioritised fix list, a forward accountability plan for the transition ahead, plus a board-ready summary you could put in front of an inspector.
The forward plan matters most where closure or disposal is on the horizon. Mapped early, the transition becomes something leadership can talk about with the people who carry the risk. Engineers who can see where they stand stay. The alternative is attrition at exactly the moment the control regime still depends on them.
How we do it
EVOLVE
The method we run with every client. It finds the distance between what the procedure says and what practice does, then closes it.
Every business has a process that is costing it and will keep costing it at the current pace. Usually it is not hidden. It is known, tolerated, owned by nobody in particular. EVOLVE finds that process, proves the cost is real rather than anecdotal, puts a name against it, streamlines it, shows the return in your own numbers, then embeds the change so it survives. Six pillars, run in order.
Evidence
Establish what is actually true, element by element. What the scheme requires against what was recorded. An assessment that reads documents and interviews people produces an opinion. Evidence reads the record.
Verify
Data gets relied on long before anyone asks whether it can be. Verify tests representativeness, coverage, competence and independence, then states plainly what can carry a decision and what cannot.
Ownership
Most delay is not technical. It sits where two organisations each assume the other has it. Ownership puts in writing who owns the finding, the standard, the decision to defer, plus what each role may decide alone.
Leverage
A procedure is written as a straight line. The work goes round. Digital twins hold the state of the asset, remote and robotic inspection cut the cost of looking, agents hold the loop. We use these in delivery and help clients get them past pilot stage. We do not sell a platform.
Value
The return is stated in your currency. Re-inspection avoided. Backlog burned down. Budget released. The cost of a derated or shut-in plant while an intervention runs. Stated before the work starts, measured after it finishes.
Embed
Work that depends on one person leaves when that person does. Embed puts the change into the workforce: competence, governance, a record that stands up to an audit, to a regulator, to the next reorganisation.
Where it helps
Anywhere a procedure governs work that somebody has to sign for. It runs inside one discipline at a time rather than across the whole business at once, which is what keeps the investment small and the return measurable.
It is the same method underneath all three services. It is also how the AI question gets answered rather than avoided. Evidence and Verify establish whether the data can carry the decision. Ownership names who signs. Leverage is where the technology earns its place.
Problem-area integrity packages
Every asset owner has areas nobody fully owns: pressure systems, corrosion under insulation, dead legs, small-bore tubing, relief devices, structural connections. They sit between jurisdictions, they resist clean handover, they eat budget through re-inspection and reactive repair.
We take one area and own it end to end, inspection and maintenance through mitigation to close-out, under named technical authority sign-off. Budget and personnel planned up front. Your engineers stop firefighting and get their jobs back.
Corrosion under insulation
The cladding looks sound from the walkway. Water tracks in at a damaged joint and takes wall away where nobody can see it. Found late, it is rarely found cheaply.
Dead legs
A branch the process no longer uses. Flow passes it, contents sit still, corrosion runs unchecked. It rarely makes a written scheme, because on paper nothing is happening.
Small bore tubing
Small diameter, small budget, full system pressure behind it. Vibration in the main line concentrates at the branch weld until the root gives.
Relief devices
Certified at overhaul, then relied on every day after. The evidence that it would still lift is a certificate, not a condition.
Structural connections
Where pipework scope meets structural scope. Each discipline inspects up to the interface. The interface itself belongs to neither.
Standing governance
The map stays live as the organisation moves. Dashboards turn integrity data into actionable insight and detailed trending, then turn the trending into process improvement: reactive time down, backlog under control, savings the business can see in its own figures.
When the next change arrives, the map updates with it. Nothing falls between seats.
Enabling technology, any sector
Getting new technology past pilot stage.
Most organisations do not have a technology problem. They have a pilot that worked, a business case nobody could sign, plus a tool sitting outside the workflow it was bought to improve. The capability exists somewhere in the business. It is not in the process, so it saves nothing.
This work is not tied to any one industry. The tools differ, the failure does not. We help organisations choose the right technology for a named outcome, prove it against their own numbers, then put it inside the workflow with the governance, competence and evidence trail it needs to survive an audit.
Digital twin adoption
A twin holds the state of the asset. The value is in what it lets you stop doing: the visit you no longer make, the scaffold you no longer build, the survey you no longer repeat. We define what the twin has to answer before anyone buys one, then integrate it with the systems that already hold your data.
Robotics and remote inspection
UAV, autonomous UAV systems, crawlers, ROV and rope access alternatives. These cut the cost of looking, which changes what is worth looking at. We scope where they genuinely replace a person at height, in a confined space or over water, plus where they do not.
Making the output count
Robotic capture and twin data are worth nothing if the record they produce cannot carry a decision. We make sure the output meets the standard your accreditation body, your insurer and your own technical authority expect, so the work does not have to be repeated conventionally.
Integr8te uses these tools in delivery and helps clients get them past pilot stage. We do not sell a platform, we are not a reseller, we hold no vendor relationship that would make the recommendation anything other than yours.
Where a business is regulated, the same discipline that governs the AI question governs this one. A tool that changes how a decision is made changes what the person signing that decision is relying on.
Responsible AI in integrity management
The tool is not the risk. The blur is.
AI is entering integrity management faster than the governance around it. When an algorithm assists a judgement, accountability moves silently, the same way it moves in a reorganisation. We build AI-literate leadership teams that know when and where AI is appropriate, how it is actually deployed, plus who remains accountable for every decision it touches.
The exposure is rarely technical. It is a director who cannot say which decisions in the business already rest on a machine-shaped input, in front of a regulator, an insurer, an acquirer or a board that has just been asked.
Every Gap Review asks the AI question as standard. Where the answer needs its own piece of work, that work is the Undeclared AI Review.
What the legislation actually requires, on what dates, is set out on AI governance and the law.
For the supply chain
Your client's gaps are your opportunity.
The asset owner's governance bar is the supply chain's burden of proof. We help tier-1 and tier-2 companies understand precisely what their client needs, package their capability to win that work, then build governance that is strong but scale-appropriate. Never heavier than the business requires.
