Rolls-Royce and INERATEC to integrate climate-neutral e-fuels into backup power systems for data centre sustainability

Rolls-Royce and INERATEC, a leading manufacturer of power-to-X systems and climate-friendly e-fuels, have announced a strategic partnership aimed at introducing INERATEC's climate-neutral e-fuels into emergency power systems for data centres.

This initiative seeks to redefine the role of e-fuels in the digital era.

A new future for e-fuels in data centres

With the rapid expansion of data centres, especially driven by the surge in artificial intelligence, energy consumption in this sector is on the rise. Simultaneously, these centres, many part of critical infrastructure, require robust protection from power disruptions.

This is where the collaboration between Rolls-Royce Power Systems and INERATEC comes into play. The companies intend to replace fossil diesel with INERATEC’s synthetic e-diesel, produced from green hydrogen and CO₂, in emergency generators. The first stage of the rollout will focus on data centres in Germany.

Rolls-Royce Power Systems is supporting the integration of sustainable fuels in its data centre emergency power solutions. This offers a reliable, cost-effective, and carbon-neutral approach to one of the key challenges in digital infrastructure.

“Rolls-Royce mtu emergency generators have already been approved for operation with sustainable fuels. Our critical infrastructure customers, such as data centers, who want to improve their carbon footprint, will soon also use e-fuels. Together with INERATEC, we are committed to the use of e-fuels in data centers," said Tobias Ostermaier, president stationary power solutions at Rolls-Royce Power Systems.

“Secure power supply to AI data centers is one of the major challenges of our time. Our e-fuels can offer a climate-neutral solution - reliable, scalable and immediately applicable. Together with Rolls-Royce, we are taking them where they are already urgently needed today," added Maximilian Backhaus, chief commercial officer at INERATEC.

The initial phase of the partnership includes a targeted market introduction in Germany. With short delivery routes from INERATEC's production site "ERA ONE" in Frankfurt, rapid deployment is feasible. INERATEC's e-fuels are derived from renewable energy sources and CO₂, complying with internationally recognised environmental certifications such as ISCC. Over time, both companies plan to expand their collaboration globally.

Also read: Modular solutions for a future-ready Middle East: UTEC leads the charge in sustainable data centre innovation

Nasri Nassereddine, regional vice president, Cumulocity. (Image source: Cumulocity)

Businesses often hesitate to invest in new technology, especially with new iterations of artificial intelligence. 

Technical Review spoke to Nasri Nassereddine, regional vice president, Cumulocity, to find out how AI can bring real change. Read on: 

What are some of the most pressing challenges when adopting automation technologies?

One of the biggest challenges is legacy infrastructure as many organisations lack the digital maturity required to process real-time data at scale. Data silos, fragmented architectures, and cybersecurity risks also hinder progress. More importantly, the talent gap in AI and IoT engineering makes it difficult to execute and accelerate this change. But above all, decision-makers are grappling with how to balance short-term ROI with long-term transformation. The shift to autonomy is not just a technological upgrade, but it is an organisational shift in mindset, operations and an overall approach to business.

What opportunities are emerging as a result?

We're seeing breakthroughs in predictive maintenance, real-time optimisation, and AI-driven decision-making which directly impact cost, uptime, and sustainable objectives of organisations . In smart cities and various sectors, autonomy is enabling safer and more resilient operations. What’s unique in the Middle East is the scale and ambition of innovation from sovereign entities. With projects like smart cities and digital twin initiatives, the region isn’t just adopting autonomy, it is shaping the future of autonomous ecosystems with localised innovation, AIoT platforms, and national digital infrastructure.

How important is government and regulatory support?

The government and regulators support and contribution is foundational to its adoption and growth. In the Middle East, leadership  vision from leadership and top-down execution are driving real change. Governments in Saudi Arabia, UAE, and Qatar are not only investing in national AI strategies, but they are consciously building regulatory sandboxes, launching sovereign cloud initiatives, and integrating autonomy into giga-projects. This clarity and commitment pave the path for private sector players. When regulation aligns with innovation, it supports fast-track adoption and encourages public-private collaboration at scale.

How can remote condition monitoring transform fleet and device management?

In Saudi Arabia, we are currently working on a semi-government project and deploying a system to manage over 100,000 vehicles. This system will track health diagnostics, fuel consumption, and driver behavior in real time of thousands of vehicles simultaneously. The business impact is manifold and measurable: fewer breakdowns, optimised routes, and safer operations. In industrial IoT, Cumulocity can monitor thousands of distributed assets, from water pumps to energy meters remotely and detect faults before they disrupt service. Cumulocity fosters operational resilience through continuous visibility and insight. 

What does a smooth, scalable deployment of autonomous systems look like?

The key is to start small, validate early, and scale fast. A successful journey begins with a defined use case; for instance  predictive maintenance on HVAC systems or real-time tracking of utility meters. Cumulocity then layers in intelligence and remote control gradually, guided by performance data. For instance, with one regional utility provider, Cumulocity piloted to evolve their system from manual readings to full AI-based leak detection. The transformation showed that it is not just technical, it brought about new processes, new KPIs, and a cultural shift toward data-driven operations. The key for autonomy to provide optimum impact is when it is embedded into daily workflows, and not treated as an isolated project.

MENA companies and organisations have big ambitions for international expansion and investment

MENA companies and organisations have the biggest ambitions for international expansion and investment, according to Bloomberg Media’s latest Global Foreign Direct Investment (FDI) Outlook

90% of senior business decision-makers in MENA surveyed for the Outlook are looking to expand their operations internationally, well above the global average of 76%, with an average investment plan of US$239mn, compared to the global average of US$194mn.

The MENA region also leads in terms of innovation, with 53% of respondents looking to invest in advanced technologies such as AI within the next one to three years, with an eye to long-term growth.

The region stands out in integrating ESG into FDI strategies, with 69% of senior business decision-makers currently doing so, compared to the global average of 56%, and 29% planning to do so in the future. While commitment to ESG varies by region, MENA businesses tend to take a pragmatic approach, with many already integrating sustainability into their investment strategies.

The escalation of conflict in the Middle East, cybersecurity threats, and increased trade barriers are the top three investment concerns for MENA senior business decision-makers, according to the report titled, “Rebalancing in Real Time: How Shocks Are Shaping the Global Investment Landscape”, which surveyed 2,600 senior business decision-makers in 31 key markets across six regions.

While FDI priorities remained broadly consistent globally, emerging regions tended to focus more on cost and productivity. Additionally, political instability and security risks are having an increasing impact in shaping FDI decision-making.

While growing concerns were reported about trade policy and its widespread global impacts, the easing of U.S.–China trade barriers is the leading driver of economic optimism in the MENA region, with 76% of respondents expressing strong positivity, the highest global rating for this scenario.

IT systems are designed to process large volumes of data. (Image source. UDV Technology)

One of the most pressing challenges is the growing gap between the fast-paced transformation of industrial systems and the conservative nature of existing Operational Technology (OT) infrastructures.

While smart factories require real-time data exchange across all systems, critical industrial assets often run on legacy software with architectures that haven’t changed in decades.

Mistake 1: Applying IT Approaches to OT Environments

Mos tChief Information Security Officers (CISOs) are experienced in managing IT infrastructures, where priorities centre around data protection, confidentiality and system flexibility. However, IT security methods are often ineffective in OT environments due to fundamental differences in system purpose and architecture.

IT systems are designed to process large volumes of data, are highly scalable, frequently updated, and have relatively short life cycles (typically 3–5 years). However, OT systems control real-world physical processes in real time, such as opening a valve, starting a conveyor, or regulating voltage. These systems require high precision and reliability. OT hardware and software are often highly specialised and industry-specific, with life cycles ranging from 10 to 60 years. 

Mistake 2: Poor Collaboration with Operational Teams

CISOs and OT specialists often prioritise different outcomes. While CISOs focus on data security and compliance with IT standards, engineers are concerned with maintaining equipment uptime and operational continuity.

IT and OT teams frequently operate in silos. CISOs may lack the authority to implement changes within OT environments, and there certainly is a shortage of professionals who understand both cybersecurity threats and industrial protocols.

To bridge this gap, organisations should foster cross-functional collaboration. Joint working groups and ongoing communication are essential. Security standards such as UAE IAS and NCA ECC must be tailored to the industrial context to avoid introducing instability.

Mistake 3: Misjudging Risks

According to UDV Technologies practical experience,  copying IT controls such as multi-factor authentication or automated updates into OT environments can create a false sense of security, provided that such deployment is even possible. Meanwhile, real threats like unprotected Modbus and Profinet protocols traversing the network or outdated PLC firmware remain unaddressed.

Managing OT risk effectively requires using specialised assessment methods that focus not just on likelihood, but also on potential impact. Even low-probability scenarios can lead to catastrophic outcomes.

Robust protection demands the integration of cyber and physical security, taking OT specifics into account. As a simple example, instead of active network scanning, passive monitoring tools should be used to avoid disrupting sensitive systems.

How to avoid these mistakes

1. Embed OT security into production strategy

Clearly define how OT security objectives such as avoiding downtime, preventing accidents, and protecting equipment support production KPIs and strategic targets. Security spending should be factored into all modernisation and digital transformation budgets. It must be a part of the process from the very start, not added later.

2. A dedicated OT Security Manager (OTSM)

The OTSM should act as a strategic partner to both the CISO and production leadership. OTSM is at the junction of cybersecurity, OT architecture and business operations and is capable of aligning security goals with business targets. The OTSM should participate in strategic planning sessions, have the authority to propose changes in response to critical risks, and report to both technical leadership and executive stakeholders.

3. Establish operational coordination

Hold regular planning sessions with C-level executives (CEO, COO, CISO, Technical Director, OTSM). Include OT security KPIs in engineering teams’ performance evaluations.

4. OT Risks through a business lens

Go beyond vulnerability lists and consider the business consequences of a security incident: missed contract deadlines, downtime, market share loss, environmental harm, reputational damage, or regulatory penalties. Use localised frameworks such as NCA ECC and UAE IAS. OTSM reports to leadership should frame security risks in terms of operational and financial outcomes, not  technical details.

5. Invest in OT-specific technologies 

Simple tools like Data Diodes and OT-SIEM are not only protective measures. They are a foundation for safe data collection and analytics (AI/ML, predictive maintenance) and enable digital strategies. Strong OT security boosts credibility with partners and clients, especially in regulated sectors such as energy and oil & gas.

6. Strategic competence

Ensure senior leaders and production heads understand the basics of OT risks and how they affect business resilience. The OTSM should be not just tech-enabled,  but also have skills in project management, executive communication, and business impact analysis.

This article was authored by Andrew Ketov, senior cybersecurity consultant at UDV Tech. It has been slightly edited for brevity.