By itself, generally not. Training that any purchaser of the equipment can obtain is industry knowledge. The claim has to rest on what this employer does with the equipment that others do not.
Draw the line around the employer’s own process
The test is not how difficult the knowledge is to acquire in the abstract; it is whether the knowledge is special to this organisation’s product, service, equipment, techniques, management or procedures, or is an advanced level of knowledge of its processes. Vendor certification usually fails that because it is available on the open market. What often succeeds is the layer the employer built on top: the parameters chosen for its own products, the changeover routines developed internally, the integration with the rest of the plant, the fault history and the fixes that were never written down anywhere else. Ask the maintenance manager to describe what the employee knows that a newly hired, vendor-certified technician would not. That answer, if it exists, is the petition.
The first review should identify a defined body of company knowledge, its practical use, and the employee’s qualifying foreign employment. Training logs, proprietary manuals, implementation records, and supervisor accounts can settle those points when they are specific. Sequence the knowledge analysis before selecting broad adjectives such as “unique.” A case often falters when the record describes marketable technical competence rather than organizational knowledge. Hypothetical example: a geothermal-drilling firm wants to transfer a field analyst who configured its proprietary pressure model; dated configuration records show what knowledge is actually claimed.