issue 9 // october 2013 - sbm offshore€¦ · // issue 9 // october 2013 sbm offshore / currents 2...

// Issue 9 // OctOber 2013

SBM Offshore / Currents 1

Currents ISSue 9 // octoBer 2013



4 Currents - News

6 A new definition of deep: Stones 2,900m

8 Ramping up Project Management for Mega - FPSOs

12 The safety net effect at SBM

17 A step up for state-of-the-art turret technology

20 The positive Paenal effect for sustainable growth in Angola

24 SBM nurtures talent for Brazilian operations

We want to hear from you: If you have comments about any of the articles in this issue or any ideas for future issues, send them to [email protected].

Currents is issued by the Group Communications Department.

Currents ISSue 9 // octoBer 2013

6

8raMpIng up project ManageMent for Mega - fpSoS

a neW defInItIon of deep: StoneS 2,900m

Tribute to Dick van der Zee, former COO and CTO

It is with profound regret that his former colleagues and friends learnt of his sudden death on Sunday, 29th September. He will be sadly missed. Our deepest sympathy is extended to his family.

Dick van der Zee joined SBM Offshore (formerly IHC Caland N.V.) in 1996 as Managing Director of SBM Schiedam (formerly IHC Gusto Engineering). In 2000 he became a member of the Board of Management as Chief Operating Officer. He was appointed Chief Technology Officer and President of SBM Production Contractors in 2007. Mr. van der Zee’s contribution was key in developing the topsides capabilities of the Group - one of the drivers which grew the company into the leading FPSO contractor that it is today. Dick retired in December 2009.



Welcome to Currents.

We are delighted to share our news with our staff, clients, stakeholders and the industry at large since this issue coincides with OTC Brasil. With pre-salt and mega projects on the conference’s agenda, it is timely that within these pages we focus on SBM’s mega FPSOs the Cidade de Maricá and Cidade de Saquarema. The ‘twins’ are being constructed in parallel to accommodate their respective fast-track delivery within 31 and 33 months of contract signature.

Destined for the offshore pre-salt fields operated by Petrobras the two FPSOs along with FPSO Cidade de Ilhabela, scheduled to be commissioned next year, represent the biggest FPSOs in SBM’s fleet to date. Maricá and Saquarema will also benefit from the technological expertise and experience that the company acquired during the successful completion of Cidade de Paraty – which achieved first oil in June this year. These four state-of-the-art vessels, one per year until 2016, represent a key part of Petrobras’ operations for the development of their pre-salt fields.

Taking SBM to another part of the planet - the Gulf of Mexico – is the company’s recent award from Shell for the world’s deepest FPSO. A journalist recently asked me “why go for the Stones GoM project?” My reply perfectly sums up the vision that SBM has always had “to continue to be at the forefront of technology.”

I hope you enjoy this edition and for those of you visiting OTC Rio we look forward to welcoming you to our stand.

Bruno Chabas CEO SBM Offshore

Welcome

17 a Step up for State-of-the-art turret technology

20the poSItIve paenal effect for SuStaInaBle groWth In angola

24 SBM nurtureS talent for BrazIlIan operatIonS

12 the Safety net effect at SBM



New heavy lift crane in Angola - first lift for Total

Paenal yard in Angola now has all components ready to be integrated onto the FPSO CLOV once she arrives at quay. The yard is the only one in Angola with a quay long enough to host a VLCC sized FPSO for the purpose of process modules integration and commissioning.

The project for Total Exploration & Production Angola (TEPA) is a first for the yard, which has progressively developed its capacity and can now handle complex process modules fabrication and integration thanks to the 2,500 tons heavy lift crane qualified in August this year. The fabrication scope of about 7,700 tons includes 17 suction piles, a laydown area, protective elements and the water treatment process module. The integration scope of about 3,400 tons includes some of the protection elements and the process module.

Total will take this opportunity to celebrate this industry first in Angola at the same time as its 60-year anniversary operating in the country.

DSME awarded Paenal yard the contract for the fabrication and integration of equipment for the FPSO CLOV in October 2010.

Petrobras CEO visits Brasa

The pioneering fabrication yard, Estaleiro Brasa was honoured with a visit from Petrobras’ CEO Maria das Graças Silva Foster on 2nd August 2013. The Petrobras delegation was provided with in-depth progress updates on projects and milestone timelines, in particular for FPSO Cidade de Ilhabela. Project hours worldwide for Ilhabela have surpassed the 10 million mark.

The visit included an inspection of the yard with explanations on the yard’s development and refurbishment, which was carried out with a commitment to long-term sustainability and the environment. A joint venture between Naval Ventures Corp. and SBM Offshore the Brasa yard is located in the heart of the capital of the Brazilian Oil & Gas industry, Rio de Janeiro. It ensures that SBM can successfully deliver its local content ambitions for FPSO construction projects.

SBM makes Dow Jones Sustainability Index for 2013/2014

For the fourth consecutive year SBM Offshore has been selected to be part of the respected Dow Jones Sustainability Index (DJSI). To be recognised alongside prominent companies in the ‘world’ category, like BHP Billiton, Samsung, Microsoft, Unilever and Nestle, as well as clients like Petrobras, BG, ENI, Galp and sector peers like AMEC, CGG, Schlumberger, Baker Hughes, Technip and Halliburton, underlines the prestige of the Index. The Corporate Sustainability Assessment provides an in-depth analysis of financially material economic, environmental and social practices. The DJSI follow a best-in-class approach, including companies across all industries that outperform their peers in numerous sustainability metrics.

Currents – News

Petrobras CEO visit to Brasa



The first in the series of four pre-salt FPSOS for Petrobras, the Cidade de Paraty achieved first oil on 6 June 2013, followed by full system acceptance by Petrobras a few days later. She continues to ramp-up oil production on the Lula Nordeste, offshore Brazil, located in block BM-S-11 in the Santos basin at approximately 300 kilometres offshore and 2,100 metres water depth. FPSO Cidade de Paraty has

installed topside facilities with a weight just under 14,000 tons to process 120,000 bpd of oil, associated gas treatment for 5,000,000 Sm³/d with complete compression and carbon dioxide removal facilities as well as a water injection facility for 150,000 bpd.

FPSO Cidade de Ilhabela Heavy Lifting Campaign

The FPSO Cidade de Ilhabela project achieved another important milestone on its journey to completion in August 2013. The project team, assigned to the heavy lifting campaign, performed a safe load-out and installation of topside modules. The final operation of the 3,200t floating crane, namely the installation of the flare tower structure, and probably the most difficult operation, was successfully accomplished.

On the pulse at SBM’s laboratory

Mr Heinz Rothermund, Chairman of SBM Offshore’s Supervisory Board, recently visited our R&D laboratory in Carros, France and witnessed at first-hand the depth and breadth of research and developments being performed in the laboratory to advance SBM technology. Developments include on-going tests on new swivel seals, material fatigue, abrasion and mechanical resistance, as well as the completion of the qualification program for a new very high pressure (VHP) swivel, rated at 830 bar.

First Oil for pre-salt FPSO Cidade de Paraty

author: Stéferson faria / petroBraS



All eyes turned on SBM Offshore as news broke that Shell was moving forward

with its Stones development in the Gulf of Mexico. The world knew that the deepest field would require a state-of-the-art FPSO to manage this record-breaking depth and to handle the tropical storm conditions of the region.

With a FEED in hand and a dedicated management team on stand-by SBM was ready to play its part in Shell’s pioneering journey to lead the industry to new depths. However, the reason for clinching the FPSO contract award goes beyond SBM’s technological expertise and readiness. In much the same way as in 1958 when Shell and SBM Offshore first began collaborating on fabricating the first single buoy mooring, the Stones FPSO is proof of Shell’s confidence in our technological expertise. This latest project is another chapter in the close relationship and successful cooperation that SBM Offshore has shared with Shell for over half a century.

Both companies have always had a revolutionary spirit and their engineers have been relentlessly driven by the desire to push frontiers. This inner life-force common to both companies has instilled a mutual respect and synergy, which will once again propel the industry to new frontiers offshore.

Curtis Lohr, Shell’s Project Manager for Stones, said “Working as one team with SBM will be key to meeting the Stones team vision of Working Together to safely deliver our phase 1 promises”.

It is a credit to SBM Offshore that a major oil player has the confidence in a subcontractor to come up with the right solution to make such a ground-breaking project happen. The reassurance of past, successful

SBM projects were not under-estimated by Shell when planning to spring-board to the future with the Stones development.

the roll call of world records is remarkable and has the industry sitting up. She will be:

• the deepest production unit ever installed

• the deepest FPSO

• thefirstdisconnectablesystemwithSteel Risers

The list of industry firsts for Stones allows for new uses for existing technologies to increase productivity, efficiency and safety levels for the FPSO.

• The FPSO is unique and a breakthroughintermsoftechnologyforriserconfigurationwiththedesignofthissystemfeaturingSteelLazy-WaveRisers(SLWR).Itisthefirsttimethistypeofriserisbeingusedinadisconnectableproductionunit.Asaconsequenceofthiscombinationofwaterdepthandsteelrisers,thebuoyhasthebiggestdisplacementforabuoyeverbuilttodate.

•AnotherinnovativefeaturedevelopedforthisprojectisthepossibilitytoreadjusteachmooringlinetensionwithoutanydeviceinstalledontheFPSO.ItpioneerstheuseofanIn-line

Why go for Stones? “Because we want to continue to be at the forefront of technology.” SBM Offshore CEO Bruno Chabas

SBM already holds the world record for a Semi-submersible FPU installed at the deepest water depth with the Independence hub at 2,469m.

A new definition of deep: Stones 2,900m



The Stones field has significant upside potential and is estimated to contain over 2 billion boe of oil in place. John Hollowell, Executive Vice President for Deep water, Shell Upstream Americas said “This important investment demonstrates our ongoing commitment to usher in the next generation of deep water developments, which will deliver more production growth in the Americas.” The lease and operate contracts for the FPSO include an initial period of 10 years with future extension options up to a total of 20 years.

The Stones project with its ground-breaking technology will allow SBM Offshore to cement its position as leader in deep water operations. While SBM is proud of this, the reason why the industry looks on with bated breath is because the project represents a game-change for all players.

2,900m - a new depth for SBM Offshore and the industry in 2016.

What is the biggest difference for this FPSO, which sets it apart?

It breaks the existing water depth for all production units in a harsh environment and using steel risers. Once installed the Stones FPSO will be the deepest production unit in operation in the world at 2,900m. The ramifications for the company, in terms of growth potential, are significant, allowing us to meet our clients and potential clients’ needs in ultra-deep waters and to use cost effective riser solutions.

MooringConnector(ILMC),whichgivesdirectaccesstothemooringlineforre-tensionpurposes.Thisfeatureallowsmoreflexibilitywhentheneedarisestoadjustthetensionofmooringlines,evenduringtheearlyphaseofthesysteminstallation.

The Stones challenge also represents a unique opportunity for SBM as it is the company’s first FPSO in the Gulf of Mexico. Engineers in our Houston Execution Centre have been fully committed to the design and qualifying of this ultra-deep technology, working in conjunction with our mooring system experts in Monaco. The needs for this kind of development have been anticipated by SBM for some time with research showing that exploitation from deep water plays an increasingly significant role in the oil and gas market of the future.

With the Stones contract signed it is full steam ahead to supply and lease the disconnectable FPSO for the deepest oil field in the world. The candidate tanker was selected and secured during the FEED stage and has now been delivered to the conversion yard. Barriers have been broken in the development of this

FPSO, increasing our technology leadership. The Stones FPSO is one of the most challenging designs, customized for conditions in the Gulf of Mexico where hurricanes pose a real threat. Working as one and in real-time, SBM integrated teams around the world rose to the demanding challenges inherent in the project and found innovative solutions using cutting-edge technology.

A key necessity for the FPSO is to be able to face the severe meteorological conditions of the GoM. Using the world’s largest disconnectable buoy (Buoyant Turret Mooring or BTM) it will allow the vessel to safely sail away prior to perilous weather impacting. This detachable capability also allows the FPSO to quickly resume production once the hurricane has passed the location; an important factor for Shell’s productivity in the field.

SBM Offshore’s 55 years of mooring experience including the delivery of nearly 50 systems will be leveraged to supply this pioneering BTM system.



Ramping up Project Management

for Mega - FPSOs



When you are carrying out four of the most

complex fpSo conversion projects your company has ever undertaken - each valued at more than a billion dollars and involving multiple construction and engineering sites around the world - you need the best project management expertise you can possibly have.

Over the last year SBM Offshore has been engaged in significant re-shaping of its project management capabilities to suit the contract demands from Petrobras for no fewer than four ‘Generation Three’ FPSOs for the massive pre-salt developments offshore Brazil.

An important aspect of this ongoing exercise is the broadening of capabilities at one of SBM’s execution centres in Schiedam, The Netherlands, to cover the full spectrum of engineering, procurement and construction management.

The seeds of the re-shaping were sown by the first of SBM’s Generation 3 projects for Brazil - Cidade de Paraty – awarded by Petrobras in May 2010. In June this year Paraty passed its acceptance tests by Petrobras at the ultra-deepwater Lula Nordeste field and moved into formal hire by the Brazilian operator under a 20-year charter and operate contract as per contractual schedule. This is a fantastic achievement and learning curve for SBM Schiedam Execution Centre together with SBM Rio Office.

Now, an even more complex mega-project is at the centre of the company’s continuing moves to hone its project management skills. FPSO Cidade de Ilhabela is well into construction, with elements of the vessel currently taking shape at numerous sites around the world, and it is scheduled to go into service for Petrobras in the 2nd half of 2014.

The goal of getting Ilhabela construction to run as smoothly as possible has significance far beyond this single project alone. That is because the next pair of SBM’s Generation 3 FPSOs under way for Brazil – FPSOs Cidade de Maricá and Saquarema - are being taken forward as “carbon-copies” of Ilhabela.

This will ensure they can be built to meet the fast-track schedule in a $3.5 billion investment that calls for start-up of the vessels at the end of 2015 and early 2016. So the current three mega-projects under implementation present an impressive new scale of management challenge that SBM Offshore has been preparing for since well before award of these contracts.

“Ilhabela is a hugely busy FPSO project”, says it’s Project Director Alex Brigden. “We have major work fronts open in China where hull conversion is under way, in Singapore, and at multiple sites in Brazil.”

Integration of hull and topsides will go ahead at Brasa, the company’s joint venture construction yard in Rio which has been up and running since July last year and is building 10 of the vessel’s 18 modules, weighing some 22,000 tonnes. Conversion work on the hull is due for completion later this year after which she will sail to the Brasa yard in Brazil.

In the past year a number of people with wide experience in the international EPC contracting environment have been recruited to Schiedam, not least Yves Paletta as Managing Director and John Schubert as Operations Director.

“We have already gained valuable experience from previous jobs, for example embedding the learning curves from Paraty into Ilhabela and Maricá/Saquarema” says Yves Paletta.

“The biggest challenge for Schiedam Execution Center is to improve our internal processes and ways of working based on construction, commissioning and operating feedback from Paraty. This will be achieved in parallel as we advance with Ilhabella’s construction and procurement for Maricá/Saquarema,” he adds.

Likewise, the EPC background of John Schubert was one of the prime driving forces for getting him on board at Schiedam as Operations Director. As with Paletta, “one of my major tasks is to change the execution mode to an EPC focus, rather than engineering as the prime driver,” he says.

Schubert’s role is to oversee operations of Schiedam Execution Centre, with ultimate accountability for execution of the major FPSO projects and the development of relationships with clients and subcontractors, visit the projects and job sites regularly and continually assess their status and to ensure the schedule is adhered to.

Ramping up Project Management

for Mega - FPSOs



“This is a global set-up, with work spread around the world,” he says, “so it is vital we communicate continuously to all parties involved, and lead by example to continuously raise the bar in safety and execution performance.

Schubert gives a communication flow example that “SBM Production is now fully integrated from the day we submit a proposal. They feed back the operating experience of the on-going fleet. Also, the commissioning team is involved very early and we have independent design reviews, when a group from another SBM centre comes in.”

Underlining this is Peter Senkbeil, Managing Director of SBM’s Production division (PC) who is responsible for operations during the life time of the vessels. “We have strengthened the feedback process from operations to the project phase and lessons learnt

are reflected in new projects, which ultimately improve the bottom line.” He adds “The projects we are currently doing, particularly for Petrobras, include a 20-year operating phase after we deliver the vessel, so we are really looking at life cycle costs and reliability over the long-term. The goal is to deliver a state-of-the-art piece of equipment that is easy to operate and maintain by the production arm of the SBM Offshore group, and to do everything possible to enable it to successfully operate for an extensive duration. The focus is two-fold: safety and quality.”

SBM’s largest project to dateSBM has set up an execution model for Cidade de Maricá and Saquarema FPSOs using multiple Execution Centres because of the project’s vast size. Design,

engineering, procurement, construction of topsides and the later phase of integration of the topsides - effectively the Brazilian scope - is being managed by a team in the company’s Schiedam Execution Centre. Meanwhile, the refurbishment and conversion of the hulls and the topsides to be built in Asia - is being managed by the Monaco Execution Centre. Both Execution Centres work closely with SBM’s Rio team and all three teams are collaborating to deliver on time and on budget the combined scope for the two FPSOs.

Managing Director of the Monaco Execution Center Giuseppe

Stani says “This Project has given us the opportunity to further develop our construction expertise in China and to bring to bear SBM’s world-wide management and engineering capabilities to deliver these complex and state-of-the art FPSOs for Petrobras.”

John Perkins, Project Director FPSOs Cidade de Maricá and Saquarema adds “Petrobras gave us this project because they trust SBM to deliver. It is my job supported by thousands of people to deliver this project.”

The Cidade de Maricá and Cidade de Saquarema project has gained significant momentum; the two VLCCs arrived in the CXG conversion yard in China in early May 2013 and survey and demolition works of items to be replaced are well underway.

The carbon copy principle has allowed tremendous progress to be made on the topsides modules with all major procurement items placed within three months of



the project award and module construction activities which started in both Brazil and Asia as early as September 2013.

Phillipe Levy, Brazil Country Manager for SBM Offshore puts it into context “Brasa will capitalize from work carried out on Ilhabela with the objective to reach a productivity level close to Asian module yards. This is the ultimate goal as overall quality is already superior in Brazil than in Asia, thanks to the controlled measures imposed by Petrobras over the last decade.”

The Brasa yard in Brazil will fabricate 10 of the 18 topsides modules, building on its success with the module works currently being completed there for the Cidade de Ilhabela project and continuing to strengthen the company’s capabilities to perform work in Brazil within strict local

content obligations. Commitments have also been placed with Dyna-mac, one of SBM’s long term Asian construction partners for the fabrication modules in both Singapore and China.

Led by a Global Project Management team, the SBM personnel from Monaco, Schiedam and Rio are bringing their combined skill sets and knowledge to the project, ensuring that the fast track pace is maintained until delivery dates.

FPSOs Cidade de Maricà and Cidade deSaquaremaaredestinedfortheLulafieldinthepre-saltprovinceoffshoreBrazil.BM-S-11blockisunderconcessiontoaconsortiumcomprisedofPETROBRAS(65%),BGE&PBrasilLtda.(25%),andPetrogalBrasilS.A.(10%).TheFPSOswillbeownedandoperatedbyaJointVentureownedbyaffiliatedcompaniesofSBMOffshore,MitsubishiCorporation,NipponYusenKabushikiKaisha,andQueirozGalvãoÓleoeGásS.A.inwhichSBMOffshoreshareholdingwillbe56%.



as oil and gas exploration goes deeper and clients’ needs become more

complex this puts the playing field in a constant state of flux. SBM offshore has always had its eye firmly on the safety ball and as the industry evolves, safety remains the backbone of the company’s projects.

Fully aware that its actions can be a lifesaver, the HSSE department operates at the heart of SBM. It plays a critical role in conveying the message to every corner of the world where SBM operates. It maintains a constant two-way flow of information-feedback - crucial for the safety, health and welfare of employees and contractors.

To ensure this is achieved Group HSSE Director Erik van Kuijk relies not just on his team who are dedicated to this enormous task but every one of the 8,000 plus employees in the company. “What often comes to people’s minds at the mention of HSSE is occupational safety. This historical association is however only a small part of the

story. Safety touches every phase of every project,” explains Erik van Kuijk. “Everyone must be aware of this and the importance placed on it must come from the top. Our CEO Bruno Chabas is passionate about safety, health and environment. He is acutely aware that our HSSE performance is a direct reflection of the quality of leadership throughout the lifecycle of our products. He has raised the bar and expects the involvement of everyone. The HSSE message gets top priority because the CEO and top level management support our work 110%.”

Van Kuijk, who has extensive industry experience in his field, joined SBM in January 2012 and fittingly for a New Year start has brought a fresh focus on HSSE. Launching right into the role the new HSSE head made his mark within his first month at the company’s Annual Management Conference. His appointment heralded a truly integrated approach rather than having HSSE viewed as a function in isolation. It is not quite a complete

culture change because van Kuijk emphasizes that prior to his arrival SBM was already very committed about safety. “It is more a case of ensuring that HSSE is present and involved from start to finish in the full product life cycle – we need to broaden its scope, reach and ultimately ensure its impact.”

This approach is embraced by top management who ensures that the message is cascaded down. The emphasis is on the fact that everyone is a link in the safety chain and their role is essential to keep it strong.

That means across the spectrum the HSSE frame of mind helps the workforce to perform safely whether it is the company’s engineers designing an inherently safe product, the crew ensuring safe operations on the vessels offshore or the more obvious fire warden’s role in an emergency response situation.

The safety net effect at SBM



Engineering:

Mike Wyllie, Chief Technology Officer says “SBM is at the forefront of offshore technology innovation. Our engineers strive to design inherently safe products which the industry can use with confidence. Safety in design is critical, especially at the early stage of a project where fundamental choices are made.”

Clear communication between the engineers and the yard staff ensures that the design is adhered to. Jerry Joynson, Proposals and Technology Development Director in Malaysia adds “Once production facilities are operating in the field the feedback that engineers get from how they operate is invaluable for improving future designs and often can be the source of safety related innovation.”

Greg Heagler, the Technical Authority for Safety and Loss Prevention says “Our industry deals with high risk hydrocarbons - SBM’s ultimate objective through design is to reduce that risk. There is a systematic engineering process that we follow, which evolves as our technology advances. There is more weight and more steel in our newest FPSOs for pre-salt fields, which means real estate is increasing with at least three decks compared to a maximum of two previously. However, the safety aspect never changes – it remains integral to all design aspects. The cross check is to ask two questions. Firstly does it maximize protection to the personnel? Secondly does it minimize escalation of an emergency scenario? For an objective opinion we hire consultants who are specialists in the area of risk and potential design events (worst case scenarios) which is not required by Class but the company invests in that extra precaution. Safety is truly part of SBM’s DNA.”

SBM has always worked closely alongside Shell on HSSE performance, with a highly visible example being the adoption in 2010 of Shell’s Twelve Life Saving Rules across all our operations. These rules are now firmly embedded as a key aspect of SBM’s day-to-day operations.



Proposals:

Cyrille Tenet, Group Proposals Manager “This stage ensures that what we propose to a client has safety as an inherent part. This means a commitment to safety throughout the overall life cycle, from design right through to future operations. This is possible in the very short timeframe of tenders by the use of SBM developed design standards. In addition, the company’s production department gets involved in design reviews to pre-empt any problems right from the start. By combining clients’ expectations with SBM’s high standards we maximise the safety aspect. Obviously there are a number of legal requirements and some regulatory regimes are more stringent than others, however, our clients are reassured by the knowledge that SBM goes beyond what class requires and that no compromise is ever made regarding safety.”

Construction:

“Strategic partnerships with yards such as Brasa in Rio ensure that the SBM quality and safety standards are met during the construction phase and that the delivery dates are achieved,” Christophe Rousseau, Brasa Yard Operations Manager (Rio).

Productions:

Peter Senkbeil Managing Director of SBM Production “It is essential our engineers see first-hand how FPSOs operate and to listen to the people who operate them. This feedback is invaluable for future designs and will further improve safety in our operations. Also, a development in our business is that the life span of vessels is getting longer – hence we will evolve our maintenance approach to accommodate the different needs that the vessels will invariably require during this extended time period. It is vital to keep continuity in our standards and to pay attention to detail. All SBM assets must be efficiently maintained in a condition to safely deliver industry leading performance to clients over the full contract life. That is our goal.”

Fleet Assessor/Instructor John

Woollam says his role is to ensure that the safety message is practiced offshore. “I visit units in the fleet to constantly assess processes and implement improvements – it prevents people becoming lax when it comes to safety. A vital part of my job is to put the crew through emergency scenarios to assess how they react. It is one thing to know the theory but it is another thing to actually experience a real event. Some people are surprised by their unexpected reactions in a simulated crisis situation. Stress levels can adversely affect how a person can cope. It is better to identify and address a team’s weakness during a drill.”

Laurence Ugarte, HSSE Manager SBM Production explains the safety ‘Hands Up’ campaign launched in May on the FPSO Saxi Batuque. “Its purpose is to get everyone engaged in eradicating hand

Procurement

Construction

InstallationOperations

Product LifeExtenxx sion

Engineering

HSSE


injuries. It’s catchy 5x5 style and required participation makes it personal and the commitment real. All personnel joining the vessel, even for one day, are first asked to draw the outline around their hand. Then for each finger they are asked to identify a way of preventing hand injuries.”

HSSE

Mike Smith, SBM Monaco HSSE Manager “One tool which is used within projects, is the gate review process, which gives us the assurance and confidence for the project to progress through the various stages. Each gate review is designed to ensure the HSSE and other aspects are in place and working, before progressing to the next phase of the project, as part of this process, two independent reviews are completed by other execution centres within the company.

An example of being proactive through reviewing systems is the Shell project in Dubai, when known higher risk activities were anticipated and reviewed in order to prevent incidents from occurring. What some might consider minor is important to SBM. “An example of this is the scaffolding that a sub-contractor at the yard was proposing to erect, which although met the country’s standards did not meet SBM’s. “The project worked with the yard to ensure that safer systems, better competency and hardware were in place at the start of the project. The success of the experience gained on this project was extended to other SBM projects.”

In the company’s induction process every new employee is informed of the critical importance of adhering to the HSSE policy. To work for SBM implies the promise to never compromise safety in the pursuit of other goals.

Of course the company provides training and safety activities regularly take place at yards and offshore. In addition, an initiative with Human Resources has incorporated into the annual employee performance appraisal a self-assessment section to determine what they have contributed to HSSE and safety during the year. This will motivate them to be pro-active during the year. Echoing the CEO’s pledge, SBM managers are committed to encouraging employees to work with safety in mind. In the day to day managers hold their teams’ accountable for behavior that may affect safety performance.

The HSSE Director puts it simply “Safety is about looking after each other and practicing safety every day.” Watching over each other’s health and safety is at the heart of what he considers a truly inclusive HSSE policy. “Everyone is my buddy” is stamped on the quarterly HSSE review brochures; a caring approach that involves thinking of others and others thinking of you. While accidents in the industry can often occur during a lapse of attention, having co-workers alert could save a life. For van Kuijk that’s how a company starts embedding a safety culture.

While most shiver at the mention of industry disasters the lessons learnt have cascaded down to all oil and gas players, while governments have implemented more stringent legislation. However, van Kuijk insists that even with all the best intentions of the law the best results come from a coherent thread sewn through the company. “Every opportunity should be taken to implement a safety culture especially at the early stages of a project,” he adds.

The trend in the industry is for the big players to drive this and more requests for safety extras are common. It is part of their pro-

active approach. This year Petrobras requested process safety audits. SBM hadn’t waited around to be asked – the company was ready for this request with a core process safety management team already working to launch an industry best practice process safety management framework to be put in place.

A series of unrelated events can lead to one barrier after the next being broken down. A tragic disaster usually occurs when the final barrier fails. Safety at every stage can ensure that no barrier is broken.


Erik van Kuijk Group HSSE Director



SBM participated once again this year in Shell’s worldwide annual Safety day initiative.

Jean-Bernard Poilpré, PC Operations Director gave his strong support to SBM’s participation by attending on one of our vessels FPSO Espirito Santo “It was a well prepared and good interactive day for all personnel on board to reflect about safety and leading each individual to commit on his own daily contribution to make his environment safer. Participating in such an initiative emphasizes SBM’s commitment toward Safety and is a strong sign of the contribution we all want to give in creating a safe workplace worldwide.”

Eli Brunborg, who is in charge of Process Safety Management (PSM) development, and her team are responsible for the roll-out of the new PSM Framework throughout the organisation, which takes place in the near future. She explains what SBM considers to be key for PSM.

“It is a management system that is focused on the Prevention of, Preparedness for, Mitigation of, Response to and Restoration from catastrophic releases of chemicals or energy from a process associated with a facility. There are four ‘focus areas’ defining the key high level components of the PSM framework, with a further 20 elements setting out the key aspects of the operation that the organization needs to get right in order to assure their integrity. The execution of these activities will be built on the existing SBM Management System, based on a gap analysis, and will engage PSM personnel across the complete organisation.”

By embedding a Process Safety Framework throughout the organisation SBM ensures an established, structured and

documented approach to manage the key focus areas – the pillars that individually, but more so, combined, will contribute to reducing major accidents risk and improved business performance. It is applicable to the full life-cycle (proposals, engineering, supply chain, construction, commissioning, start-up, fleet operation, de-commissioning), it is multi-disciplinary and hence not just ‘process’ or ‘safety’ related, which is a common misunderstanding by many.

Eli adds “A workforce that is convinced that the company views both occupational safety and process safety as core values will do the right things, in the right way, all the time; it will be a willing reflex.”

Conclusion

The safety story goes on and past tragic events serve as harsh but necessary reminders to the industry of the precarious nature of the environment in which it operates. While SBM Offshore pursues its goal to remain the trusted partner of choice for the world’s energy companies, it continues to hold the safety baton firmly in its grip.



In June 2010, BP awarded SBM Offshore the contract to supply the Quad 204 FPSO turret,

which will be one of the largest in the world with a mooring force of 2,250 tonnes in the 100-year return environmental conditions. It will measure close to 100m in height and weigh more than 10,000 tonnes.

Having supplied close to 50 turret mooring systems for different clients in the energy industry, SBM has demonstrated the ability to deliver project specific technology many times over.

The Quad 204 turret is based on SBM Offshore’s proprietary bogie-bearing design and represents the third in a series of large turret mooring systems for BP in the North Sea. The contract scope covers the engineering, procurement, construction and transportation of the turret modules including the swivels, mooring lines and suction anchors, plus installation. This project combines a unique skill sets to the industry; turret mooring supply, field life extension, technology development and offshore contracting.

BP intends to upgrade the production facilities on the UK Continental Shelf (UKCS) Schiehallion field by replacing the existing Schiehallion FPSO with a new unit which is to be moored in the same location using a new anchoring system. The Quad 204 turret will be used to moor this new FPSO.

For the disconnection of the Schiehallion FPSO and the installation of the new FPSO the contract was awarded by BP to Technip UK. To draw on SBM’s expertise in turret technology and our track records for FPSO mooring operations, Technip awarded us a subcontract in November 2012, which includes:

• PhaseI:disconnectionandremovaloftheexistingSchiehallionFPSOandmooringlinesanditssubsequenttowtoRotterdam(Campaign2013)

• PhaseII:installationofthenewFPSOanchoringsystem(20offnewpilesandchainandspiralstrandwiremooringsystem),plusrecoveryoftheoldmooringsystem(Campaign2014)

• PhaseIII:towtofieldandmooringofthenewFPSO(Campaign2015)

The Schiehallion FPSO was decommissioned earlier this year and the disconnection operation is currently ongoing. Technip are in the process of disconnecting and laying down the 18 risers. When this is completed SBM Offshore will proceed with the FPSO disconnection and removal from site.

The new FPSO will be a new-built, double hulled vessel of 270m length designed with its turret mooring system for harsh weather conditions and continuous operations west of Shetland. She will be designed to the latest UK standards in place

A step up for state-of-the-art turret technology

“This is the most complex turret SBM has ever supplied to the oil & gas industry,” stated Laurent Agussol, SBM Offshore Major Project Manager.



and BP specific upset conditions, such as the loss of one mooring line in 1-year return environmental conditions.

Most of the existing subsea infra-structure will continue operations as the new FPSO will be at the exact same location as the Schiehallion FPSO. The new turret design will provide adequate space for process sub-systems and provide utility support for the subsea control system. The turret will comply with a reduced mooring offset envelope for more onerous specified weather conditions, with the existing riser arrangement and new overall subsea production system layout. This includes design requirements for up to 28 riser slots against 24 for the Schiehallion FPSO and for the anchor legs to be grouped into 4 clusters of 5 mooring lines each to suit the existing subsea infrastructure.

The arrangement of the turret system will allow anchor lines and risers installation to be diverless. The turret structure has been designed for a minimum 25-year service life. In the course of the long operations, swivel seals may require change-out, which will be possible in-situ thanks to SBM Offshore technology, without removing any swivel from the stack and without interruption to production. SBM Offshore has been providing this feature as a standard part of the turret design for many years. The turret bearing system is also fully maintainable in-situ, thanks to the replacable bogie units - a unique feature of SBM turrets.

In addition to handling the full crude production, water injection and gas lift / export / import flows, the swivel system will provide for all ancillary services required on the turret fixed part, including electric power and control, chemical injection, water deluge

and air for Turret Equipment Room pressurization.

“This 10,000 tonnes Quad 204 Turret is the most critical component of the FPSO” said Jeff Mace, BP Turret Delivery Manager

What has improved on the Quad 204 turret since Schiehallion?

Schiehallion was the first project to use SBM Offshore’s patented bogie turret design. This has now become a standard feature on SBM’s high capacity internal turrets. From an innovative design 15 years ago, SBM Offshore has now created a reliable standard for challenging turret moorings. The key improvements of this turret mooring system are safety standards based on systematic in-depth analysis and improved reliability for operations. Some examples of these improvements are the riser-top mounted ESD valves and wind shielding. Improved operability and reliability aspects are key design drivers to improving technology. Knowledge gained from past SBM and clients’ EPC turret projects have been successfully implemented into the Quad 204 turret design.

Turret Construction and Integration gets closer to completion

The project has reached nearly 90% completion with the Bogie Support Structure delivered and integrated in the hull, and the lower turret and collar structure on the way to HHI Korea from Dyna-Mac Yard, Singapore. Manifold and gantry structure are reaching the final stage of construction at Dyna-Mac with a delivery from Singapore planned for the second half of November 2013.



This is a key short term milestone of the project with the safe delivery of the manifold and gantry structures at HHI in Korea scheduled for 14th December 2013.

In the long term, the next important milestone will be the mechanical completion of the integrated turret in Korea, planned for July 2014, which will be managed by BP with the assistance of SBM.

Bringing added value

The expertise of SBM Offshore in FPSO and mooring systems enables us to propose to BP an innovative method for the disconnection of the FPSO Schiehallion by cutting the subsea mooring chains using Diamond Wire Cutter.

As to the installation of the new mooring system in April 2014 and the new FPSO hook-up in 2015, the close interfaces between SBM Offshore teams allow optimising both mooring system and turret ergonomics. It also facilitates the interfaces for delivery of mooring equipment and readiness of the installation spread.

Quad 204 is a true step up in state-of-the-art turret technology.

Turret Mooring System Contract Award

2010

FPSO Type New-built

Storage Capacity bbls 1,000,000

Mooring Type Internal Turret

Client BP

Field QUAD 204

Water Depth 400m

Design Life 25 years

No. of Risers 28

Weight w/o mooring 10,300 tonnes operating

Number of manifold process decks 6

Total turret height 94m

4-leg Gantry Footprint 49m x 28m

Swivel stack units 14

Swivel stack height 26m

Swivel stack weight 265 tonnes



It’s remarkable how within only five years a wild expanse of coastline has developed into

a world-class fabrication and integration yard and a thriving hub for a local community. While the past 20 years had seen angola transformed by its offshore resources to become africa’s top oil producer, the Kwanza Sul province on the west coast was not seeing much benefit from this. Back in 2008, SBM and our partner Sonangol had a vision to create a state of the art offshore fabrication yard in Angola, to demonstrate what could be possible in terms of Angola content in offshore projects. The region of Kwanza Sul was chosen as the location, thanks to the excellent location found for the yard in close proximity to the town of Porto Amboim, the pool of workers available locally, and the support of the local authorities. The hope was that the yard would act as a hub, to attract other businesses and support services and so breath a new life into the region.

This has started to happen since the seed was planted for the Porto Amboim Estaleiros Navais (Paenal) shipyard in 2008, which now provides an ideal base for the oil

industry. In addition, a vulnerable community can now rely on a stable source of work that has profoundly transformed not just the workers but the livelihood of entire families and local businesses that live to the rhythm of Paenal, with the yard setting the pace.

This transformation has required the patience and vision of three committed partners SBM Offshore, South Korea’s Daewoo Shipbuilding & Marine Engineering (since 2010) and the vital backing of the state-owned national oil company Sonangol. Each company has respective holdings of 30%, 30% and 40% in the Paenal entity. One of the main strategies for the joint venture was to plan for the needs of a community in close parallel to the yard’s development. One key issue was providing employment for a disadvantaged generation following a turbulent period in the country’s history, as a result of over 35 years of civil war. Finding the required skilled workers locally who met international standards required an initiative and investment by SBM and its partner.

In parallel with construction of the yard a dedicated training school was established in Porto Amboim

town to train local residents in the basic skills needed in the yard. Training is undertaken by SBM teams specially brought in to transfer their expertise. To date over 600 workers from Porto Amboim have received training to ensure a first-rate service. On a broader scale SBM has helped to contribute to the knowledge base of Angola’s oil & gas industry and complements the formal education gained by students at Angola’s prestigious National Petroleum Institute (INP) in nearby Sumbe.

The Angolan government is determined to ensure that the country’s on-going transformation creates a sustainable economy that benefits its citizens and domestic industries. This was an integral part of Sonangol’s plan when they joined forces with SBM. Since 2008 the yard’s workforce has grown exponentially. From a humble start almost 1,200 people are now employed, of which 85% are Angolan nationals - a level well above the 70% minimum imposed on the industry by the government.

Globally SBM Offshore employs over 1,700 people in their Angolan operations (including Paenal) and has been established in the country

The positive Paenal effect for

sustainable growth in Angola



since 1997. The yard was a natural progression in the company’s strategic investment in Angola. This ground-breaking venture will strengthen Angola’s ability to support its offshore oil and gas sector and generate prosperity for its people.

The importance of the community leaders cannot be underestimated and every step of the way Paenal has consulted them for their input as the yard seeks to fully integrate at ground level. It is a perfect showcase of how an international company like SBM Offshore can think globally and draw on its international network while acting ‘locally’ at ground level.

Mr. Smith, a native of Port Amboim, and a leading member of The Soba recently visited the yard and summed up the impact of the arrival and development of Paenal. In all of Angola’s provinces, the title “Soba” is given to the traditional community leaders to provide local guidance and leadership in solving social and community matters.

“The Paenal team took into consideration the local community during the start-up

of the yard, preparing a kind of ‘Welcome to work’ message in the region. The yard now supports a significant percentage of the local community’s youth, many of whom were previously unemployed. Paenal has trained them and these workers have benefitted from SBM Offshore’s valuable experience and knowledge. Things started really well. We hope that with the future development of Paenal yard, things keep getting better.”

A committed and enthusiastic workforce

The energy radiated by the yard’s team reflects a motivated workforce fully aware of the positive turnaround in their personal prospects and the exceptional chance they have to foster future growth for their community.

The career paths of the local population have considerably improved as a result of continual company training. The transfer of

Paenal yard near Port Amboim is located approximately 280km south of Luanda in the Kwanza Sul province on the Atlantic shoreline of Angola. One of the most modern yards in Africa, it covers an area of 175,000m2 and is self-sufficient in terms of power, water and sewage. With 490m of quay side and 10m water-depth PAENAL is the only yard on the West African coast able to berth VLCC tankers.

With power comes responsibility

Wherever it operates, SBM Offshore always endeavours to employ local labour and where possible to purchase equipment and services locally. The company is fully committed to its Corporate Social Responsibility policy. Focusing on education and health care, it continues its long-term support of social welfare programs in Angola. A recent example of the collective power of companies is the Normand Installer’s successful installation work on the FPSO CLOV resulting in a US$23,000 donation to the Lar Nossa Senhora das Dores orphanage in Lubango,

Angola. Earlier this year SBM together with clients Total and DSME collaborated to make a joint daily donation of US$450 for every recorded day free of Loss Time Incidents (LTI) towards the same orphanage. In December 2010 SBM approved a budget of US$1.8 million for its construction. The complex is home to 120 children. In addition, SBM supports the Centro de Acolhimento de Crianças Arnaldo Janssen”, a school and workshop for boys in Luanda founded by Padre Horacio.



knowledge allows workers to train others to take their place while they move up the ladder and advance their career. Daniel Mauricio Raul is a perfect example of how this works in practice. Raúl, a 28-year-old from Porto Amboim, was one of the first local recruits to start work at Paenal in 2007. He began work as a scaffolder, moved on to become a machine operator and is now a first-class safety officer.

Carla Almeida began working at Paenal on the recommendation of other employees that she knew. She says “The Company gives you the opportunity to develop with job rotations. I started in the administrative area and now I am a cost controller.”

Training extends to the supply chain with subcontractors also being trained to ensure a superior and consistent standard across the board at Paenal. Emanuel Ribeiro, Team leader, who started at Paenal as a subcontractor had the opportunity to undertake workshops focused on manufacturing. “In my opinion, the level of unemployment in the area has decreased since Paenal’s start-up.”

As expected the yard has acted as the catalyst for the socio-economic development of the area. Its positive impact on the local community is on one hand physically demonstrated by the presence of new buildings for businesses, shops, restaurants compared to five years ago. Ilidio Silva, Purchase Coordinator, says “Now I can see building work from the airplane, and this means that development is taking place. Paenal is the biggest entrepreneur of the region.” Aurora, working in

Human Resources adds confidently “The town won’t stop growing!” Macadura has been working for a long time in the industry and since 2012 at Paenal. He says “The nearby communities are experiencing their own development thanks to Paenal. I hope that other companies set up here, so that the development will be even better.”

Friedlander Angola, Conduril - Engenharia S.A. and Heerema Marine Contractors are among the main companies to set up operations in Port Amboim since the yard opened. Paenal gives preferential consideration to local suppliers. Nelson Borges provides maintenance support to the yard; more than 50% of his work is for Paenal. He says “The population has no reason to complain about the presence of the yard. There is more employment, more money and better infrastructure. Everybody benefits.”

Rui Silva who runs Farol restaurant on the port has been there since the beginning of Paenal. He says “Many companies are here, in Port Amboim, due to the opportunities that have opened up thanks to the yard. If it continues to win contracts, we will see an even better future for everyone. I believe that Paenal has a big role to play in encouraging other companies to come.”

Having a job at the yard has meant that local workers can stay with their families rather than facing migration to other regions for work. In turn the money they earn gets reinvested into the community. The snowball effect on the community of the yard’s growth is demonstrated by the optimism of the workers.

Carla Almeida continues “The population has increased since Paenal started up. I can notice a difference in the infra-structure; better hospitals, more restaurants, more transport.”

Mr Junior Jose Landes known as Soba Smith says “Paenal supports and involves the Soba (the traditional authority), during the yard’s development and is clearly thinking of the well-being of the community.”

Dra Josina Magalhaes, President of SONANGOL Holding “PAENAL, with SONANGOL, SBM and DSME investment, allows worldwide oil & gas players to fulfill their local content demands, ensuring that Angola’s industry and Angolans in general benefit from the growth taking place in the country. PAENAL yard makes a difference in terms of local construction yard capabilities, increasing the confidence of the different players in the sector, in the country’s potential investment opportunities.”

//ISSuE9//OCTOBER2013


Tiago Narciso, Team Leader says “Paenal has been supporting the development of the community with hospitals and schools but the place still needs more help and support. I am proud to be part of this team and would like to help the community also.”

“Once fully operational the yard will have a steelwork fabrication capacity of up to 10,000 tons a year requiring approximately 2 million man-hours, keeping the upward trend of employment on course.” says

Jean-Philippe Rodrigues, Business

Director Angola.

SBM’s calculated investment on the yard has paid off with some big players seeing its potential to serve their needs both offshore Africa and internationally. Certainly the need was there with the Angolan state requiring more local content from the oil & gas industry for Angolan based projects, as well as the aim to increase production from 1.75 to 2 million bbls / day by 2020 and to 3 million bbls / day by 2025.

The CLOV FPSO project from Total was the fi rst of its kind for the yard and has been instrumental in putting the young yard onto

the world stage. The project is helping to build its reputation as a professional facility capable of competing with the best. The skilled workmanship results in world-class products, successful load-outs, fabrication of projects on time, within budget and with an outstanding HSSE performance. An important on-going project for SONASING - a joint venture between Sonangol and SBM for the Angolan fl eet - is the N’Goma FPSO, which is a lease and operate project for client ENI Angola.

Paenal in consortium with DSME has also been awarded by Chevron the fabrication of two wellhead platforms (3200 metric tons each) destined for the Mafumeira Sul Field in Block 0. Expected to expend circa 1.75 million man hours up to December 2014 this project is

the next major step for the yard and its workforce; it will herald a major change to a new and higher level of technological development.

Paenal’s progress is directly linked to the well-being of this community, ensuring the full support of all involved to ensure its success. The future is bright. Last year, a prestigious awards ceremony was held in Angola, where accolades were presented to companies that had signifi cantly contributed to the advancement of Angola’s energy agenda. Paenal proudly received the Fabricator of the Year award from the Minister of Petroleum.

The naming ceremony of the Jamba Heavy Lift Crane took place on 14th August 2013 at Paenal yard. Governor of province of Kwanza-Sul, Exmo. Sr. Eusébio de Brito Teixeira cut the ribbon



Jamba the strongest and biggest crane of its kind in Africa Main Characteristics of the crane HLC 2,500ton

•Capacityofthecraneatvariouslength Capacity: 2,500ton@36m 500ton@72m MainHoisting: 1,250ton*2 Aux.Hoisting: 100ton*1 Sec.Aux.Hoisting: 15ton*2 LiftingHeight: 106mat36mRadius (fromgroundtoliftinghook)

Paenal is a world class FPSO process modules fabrication and integration yard capable of producing up to 10,000 tons of modules per year. To date, it is the only yard in Angola with the infrastructure and capacity to facilitate mega FPSO vessels. The yard is driven by safety, quality, investment, productivity, training, implementation of first class processes and state-of-the-art equipment. Early August the installation and

commissioning was completed for the Heavy Lift Crane (HLC) 2500T, which is the biggest fixed HLC on the African coast. The HLC transforms the yard’s capacities and fills a gap that existed in the market. Paenal is now fully integrated and can accommodate the installation of topsides into mega FPSOs thanks to its 490 metres of quay specially designed and built for that purpose.



With the award in June from Petrobras for the biggest single order

in the history of SBM Offshore all eyes are on the company and its operations for offshore Brazil. Potential employees are viewing the lease and operate contract for twin FPSOs as a huge opportunity to join ranks with some of the industry’s most talented engineers and most experienced FPSO operator in the business. The spectrum of disciplines that will cover the procurement, construction and installation of FPSOs Cidade de Maricá & Cidade de Saquarema will run parallel and take 31 and 33 months respectively, followed by the operation of both vessels by SBM for the client for 20 years. Two complete FPSO crews will be required. This is where the chief role for Grace Eames, HR Director for SBM Production, kicks in. She oversees the manning of all SBM’s vessels offshore for the production arm of the company.

Grace says “SBM’s ethos has always been to invest in the development of our employees, to encourage and support them to reach their true potential. We offer excellent training and career development opportunities. It is a key way to help us retain our experienced employees, as well as attract new talent. We want Brazilian nationals to perceive investing their time in SBM as a worthwhile personal investment in their own future.”

Grace approaches the task of hiring personnel for the twin FPSOs by tapping young graduates as well as SBM talent already working on other vessels in the company’s fleet of 13 FPSOs. This ensures a good mix of new talent from outside the company to work alongside experienced SBM people who can

assure the transfer of knowledge for the smooth operation of the vessels to our standards.”

Meet two employees of SBM Offshore in Brazil

Anielle, technical Superintendent, Brazil Shore Base With SBM since 2007. nationality: Brazilian

Anielle’s progressive development through the ranks has merged a variety of roles offshore and most recently onshore, with a constant focus on training to develop professionally as well as to keep abreast of safety and Brazilian regulations issues. Highly qualified, she joined the company as its first female Cargo Supervisor offshore and has continued to develop her career and evolve her role. “I still remember the excellent first impression I had when I interviewed at SBM. The HR team was very welcoming. I had researched the company and was very interested to watch the FPSO Brazil conversion video. A meeting with the General Manager convinced me to join the company.” The company’s confidence in her skills and potential

is rewarded – Anielle’s first-rate performance mirrors what SBM commits to deliver to its clients.

Within two years her impressive performance as Cargo Supervisor led to a new opportunity when FPSO Capixaba underwent a conversion. “I was involved in both sailing the FPSO from Brazil to the yard in Singapore and the return, with on the bridge duties as Navigational Officer and Cargo Supervisor. This also marked the start of my involvement with project and conversion teams.”

A request to HR for a new challenge resulted in a move to FPSO P-57 working on the start-up process before first oil, followed by a stint as Acting Cargo Superintendent. “At this point in my career I felt it was time to complete my Master’s license. I assumed that it would not be easy to leave my duties for three months; however SBM supported my request and gave me the opportunity to attend the APNT course. Talking to other students I discovered that some of them had to quit their jobs as their companies refused them the time to study. It emphasized to me how important

SBM nurtures talent for Brazilian operations



it is for my career to work for SBM, a company that invests in my future and trusts in the return that they will get back from me.”

Back onboard P-57 Anielle was promoted. “I was proud and touched by an email from HR in Monaco congratulating me and informing me that I was the first female Cargo Superintendent in the SBM fleet. Their trust and belief in me reinforces my commitment to the company.”

Another training chance to expand her production knowledge resulted in completion of the OPITO course Petroleum Open Learning (POL). Several years onboard P-57 resulted in invaluable experience for Anielle in SBM operations.

Another assignment for FPSO Cidade de Paraty – involved collaboration with the shipyard in Angra dos Reis and another career step up with the opportunity to work on the first in the series of SBM’s four pre-salt FPSOs for Petrobras. “This was a big challenge to join at the final stage before the vessel left the shipyard and to work with the project team to achieve the vessel’s delivery on time. A special moment for me was when I was invited by the team to the naming ceremony as Paraty’s godmother.”

Anielle’s next move was to Macaé shore base to join the technical department assisting on marine matters for SBM’s Brazilian units. “Until that point my entire professional life was onboard a vessel. The learning process continues and major projects include the pre-sail audit of the crane barge Pelicano 1 at the Brasa yard and project work for FPSO Cidade de Ilhabela at Chengxi Shipyard.”

Next challenge? “SBM was very positive when I requested to

undertake a MBA course next year, for which I am grateful and very happy. Once more the company is investing in my career, which is now focused on shore. Additional training courses planned are related to the auditor qualifications. SBM has always supported me providing new opportunities – this gives me confidence and affirms my loyalty to the company and determination to give my best wherever I am needed. SBM is growing and I want to be part of its future success because I believe in the company and the company respects and believes in me.”

Luiz, operations Manager, fpSo Marlim Sul With SBM since 2006. nationality: Brazilian. Soon to be married

Starting work as part of a trainee program for Production Operators for newly graduated engineers, Luiz saw the opportunity as a great start to his career in the oil & gas industry, which has progressed on a fast track. SBM has provided all offshore training required before going offshore (HUET, firefighting), drills in the Control Room Simulator

in the Macaé shore base, as well as leadership and MDP training.

After two years as Production Operator Trainee, which included activities related to operation of topsides (inspection of equipment, preparation for maintenance, chemical transfers, emergency response) Luiz was promoted to the position of Control Room Operator (CRO). His main activities included monitoring processes from the Central Control room, follow up with outside operators for condition of equipment, emergency response during shutdowns, assistance with work permits.

This led to the role of CRO on the conversion of FPSO Capixaba, which included an upgrade of topsides and turret systems in Singapore in 2010. An opportunity to work at the Vitória shore base as Operations Engineer for FPSO Capixaba followed. “At this time, especially during the start-up of the FPSO I learned a lot, by providing support to the unit regarding equipment repair, logistics of personnel, technical support and client requests. In November 2012, after two years as Ops Engineer, I was asked if I would be interested in the role of Operations Manager for the FPSO Marlim Sul. I jumped at the opportunity. I am grateful to SBM for its support throughout my career and for all the opportunities. From the start the company has believed in my potential and invested in it, including the development of my leadership skills. SBM has helped me to become an experienced professional. The company has very competent personnel and I am proud to be part of this great team. I’m sure that other Brazilian employees will be motivated by how SBM has supported my career.


Over 975,000,000 barrels of oil from 1997 to 2013

steady operations offshore Brazil until 2036 and beyond

www.sbmoffshore.com

ISSue 9 // oct. 2013

Thesoleintentionofthisbrochureistosharegeneralinformation.

www.sbmoffshore.com

Disclaimer

Some of the statements contained in this release that are not historical facts are statements of future expectations and other forward-looking statements based on management’s current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance, or events to differ materially from those in such statements. Such forward-looking statements are subject to various risks and uncertainties, which may cause actual results and performance of the Company’s business to differ materially and adversely from the forward-looking statements. Certain such forward-looking statements can be identified by the use of forward-looking terminology such as “believes”, “may”, “will”, “should”, “would be”, “expects” or “anticipates” or similar expressions, or the negative thereof, or other variations thereof, or comparable terminology, or by discussions of strategy, plans, or intentions. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described in this release as anticipated, believed, or expected. SBM Offshore NV does not intend, and does not assume any obligation, to update any industry information or forward-looking statements set forth in this release to reflect subsequent events or circumstances.

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