SEAWAY HEAVY LIFTING AND THE PEOPLE BEHIND OUR SUCCESS. Insights into our departments, people, projects and crew

Transcription

1 SEAWAY HEAVY LIFTING AND THE PEOPLE BEHIND OUR SUCCESS Insights into our departments, people, projects and crew Preview 2018

2 FOREWORD 2017 has been another diverse year for Seaway Heavy Lifting (SHL). We became a full member of the Subsea 7 Group, we established our name as an EPCI contractor through our work on the Beatrice and the Borkum West II projects, we opened an office in Taiwan and decided to relocate our headquarters in Zoetermeer and, there is much more to reflect on. This Review looks back on a year full of milestones and gives an insight into the direction of SHL for the coming years. The success of our company and the development of our capabilities would not be possible without the dedication and passion of our people. Seaway Heavy Lifters enable us to keep evolving and anticipate the challenging markets in which we operate. In this review, you can read about our various departments, our vessels and their crews; in other words, about the people behind our success. In addition, you can read about our projects. The recognition we receive from our clients is reflected in their statements about their respective projects which are included in this magazine. We are proud to share these with all of you. After becoming 100% part of the Subsea 7 Group we have redefined our strategy. In this review I share with you our goals and ambitions, a preview of 2018 and our view on the future. And finally, we will introduce our new CEO, Steph McNeill. Please enjoy this Seaway Review Jan Willem van der Graaf CEO Seaway Heavy Lifting February 2018 seaway review 2017 / 1

3 CONTENT BEATRICE OFFSHORE WINDFARM Off the coast of Scotland, a 588-Megawatt offshore windfarm is being developed. The wind farm, once fully constructed and operational, will provide energy equivalent to the needs of approximately 450,000 homes. Seaway Heavy Lifting is executing this project for client Beatrice Offshore Windfarm Limited (BOWL). PAGE 52 MORE... THE NEXT STEPS IN PROFESSIONALISING OUR PROPOSALS DEPARTMENT SUBCONTRACTING 2.0 KNOWING AND MANAGING RISKS IIF CORE TEAM - NO ROOM FOR INCIDENTS OR INJURIES Following the renewed strategy and strong focus on EPCI and challenging EPRD projects, Jeroen Zwart end Roy Jansen are appointed as Commercial Managers to lead the Proposals department to the future and optimise the tender and contracting process. Within SHL, Subcontracting is responsible for outsourcing complex work, with high value and higher risks. Today, the Subcontracting department consists of a team of seven located in Zoetermeer, supported by Subsea 7 colleagues in Aberdeen and Paris. PAGE 44 PAGE 60 PAGE 58 In September 2017, an IIF Core Team was established to further embed IFF into the SHL culture. In early 2018, the IIF Core Team launched IIF Refresher workshops to revitalise the safety dialog. René Alferink and Marcel Remijn explain the details to us. seaway review 2017 / 2 seaway review 2017 / 3

4 2017, AN EXCITING YEAR * Our renewed strategy - powered by: Wim van der Velde - Jeroen Zwart - Richard den Hollander - Remco Doudeyns - Rob Lindner - Richard van Aurich - Richard Krasenberg - Hilde Blauw - Alan Macleay - Matthijs Noordergraaf - Saeske van der Pas - Anne van Loon 2017 was a very exciting year for SHL. In April we witnessed the offshore start-up of the Beatrice project. Although we were confident about the successful start-up of this first EPCI contract, it was thrilling to closely monitor the different stages of the project and watch the successful design and fabrication of the piles, jackets and the PIF, our pile installation frame. All in all, an exciting preamble to the start of our offshore phase according to schedule. What we have demonstrated again is that we are able to deliver, by taking control and managing all challenging aspects in the best way possible. We hit all milestones, the design was approved, and we started fabrication and the installation work on time. We did experience some challenges with one of our subcontractors, but we responded appropriately to this issue and resolved the situation in the interest of all involved. Our handling of this situation ensured the continuation of the project and adherence to schedule. Altogether, having overcome all difficulties, SHL is in a strong position on the Beatrice project, at the end of 2017, thanks to Bob Dunsmore and his team. We can also see that big steps have been taken in the engineering phase of the Borkum West II project. It is good to see that while being aware of the challenging German renewables environment we have been able to unravel the correct design requirements in detail. To support us in this process we selected local subcontractors who helped us in understanding German regulations and working practices. We selected top fabricators to ensure on-time delivery. The team of Bas Zoon is managing this process very well. In 2018, we will start the execution phase. It is also a year where we had to say goodbye to valued colleagues. Our CFO, Arjan van der Laan, decided to explore new opportunities outside SHL, after having worked for the company for more than 18 years. Arjan greatly contributed to the development of our company and we wish him all the best. We gave him a well-deserved farewell party aboard the tug Holland. To be prepared for the future, we have worked hard on our strategy which will enable our goal to become one of the top three players in the Renewables industry and retain our position in the Oil & Gas market. We have gone through this process with a team of our own people under the leadership of Wim van der Velde. We have the full support of Subsea 7 s executive team. I am very proud that we have done this process ourselves, through a bottom-up approach, We did get very good support and leadership from two experts from the Strategy Office ( Het Strategiekantoor ). However, the approach we followed has resulted in a strategy which is underpinned by our own people*. I truly believe this will contribute to a successful implementation. During 2017, we have started with the implementation and execution of internal and external initiatives. For example, the optimisation of the bidding process, optimisation of resources and processes and actions towards the market. I am very pleased with the opening of a new office in Taiwan, which allows us to broaden our worldwide presence. During the coming months we will follow up on our strategy in detail. This will include our positioning in the market, exploring partnerships and strengthening our internal organisation to be able to follow up on our ambitions. I AM VERY PROUD OF THE SAFETY STANDARDS ABOARD THE VESSELS AND I AM EQUALLY PROUD ABOUT THE CREATION OF OUR NEW IIF CORE TEAM. Jan Willem van der Graaf - CEO Seaway Heavy Lifting Furthermore, we have executed various T&I projects with the Oleg Strashnov, including the Zohr project in Egypt for the Oil & Gas industry. It was good to be back in this region after a couple of years. In the Renewables industry, we installed 5 substations for Ørsted (former Dong), Petrofac and Merkur. And off course, a big milestone was the acquisition by Subsea 7 of the remaining 50% shareholding in SHL. Becoming a full member of the Group is, to me, a true recognition of the capabilities of SHL. Our parent organisation wants us to strengthen our position in the Renewables market. Subsea 7 s support has been in place from the start of our company through its ownership of 50% of SHL. Having the full support of the Subsea 7 Family allows us to keep performing but also gives us the opportunity to strengthen our renewables position even further, whilst maintaining our own identity and building upon our strengths and experience gained over the years. I see Subsea 7 s approach, namely incorporating a company 100% without wanting to change what is good already and allowing us to keep doing our work, as strong and admirable - because that is what makes us successful. This approach made it possible, in 2017, to remain focused on executing our projects, creating a revised strategy and pursuing our work. Reflecting on our values; safe will remain our priority. An IIF Core team has been installed to maintain our focus and awareness and execute various IIF related initiatives. The core team is not automatically a team of managers, but it is made up of Seaway Heavy Lifters who are deeply committed to make a success of the next phase of IIF. I am very proud of the way our people work safely on board the vessels and that we constantly manage the risks at the fabrication yards. Our value fair reflects the way we cooperate both internally and externally. Sometimes, this is a challenging value. For instance, setting boundaries in contract negotiations can be seen as annoying by others, whilst we see it as being part of a fair relationship. This will remain challenging; however, we value the SHL mindset. In the challenging Renewables and Oil & Gas markets, working efficiently is getting more and more important. It is what defines our competitive edge. So, we will keep focusing on optimising our work and processes to work as efficiently as possible and to be able to win new work. Our value passionate is reflected in the way we do our daily work. Performance is key in everything we do. I see that people are taking ownership, which is essential for our joined success. There I see the strength of our people and the enormous team spirit within our company and project teams. I am very thankful and proud of the way we deliver. seaway review 2017 / 4 seaway review 2017 / 5

5 MISSION & VISION OUR VALUES Seaway Heavy Lifting (SHL) is a leading offshore contractor in the global Oil & Gas and Renewables industry. We offer tailored T&I, Decommissioning and EPCI* solutions globally for a variety of projects in the most challenging offshore environments. SHL is a Subsea 7 company. At Seaway Heavy Lifting we all feel the same about what our company stands for. This under standing is captured in our values: safe, fair, efficient and passionate. OUR MISSION AND VISION OUR PEOPLE OUR VALUES We aim to be the leading offshore contractor in the Oil & Gas and Renewables By utilising our highly skilled and motivated workforce, quality assets Our values are in line with our vision of the kind of company we want industry in our targeted market segments, preferred and respected by and continuous focus on new technologies and service, we provide our to be. They guide our behaviour and form the basis for all our activities clients. We can only claim this position by demonstrating leadership in safety, clients with safe, effective and added-value solutions. and relations. innovation and overall project performance, as well as delivering high-value engineered solutions. Our success is therefore based on our people. We OUR VESSELS AND EQUIPMENT support, train and guide our people to be the best in our industry, making sure we deliver the best added-value solutions to our clients. We own and operate crane vessels Stanislav Yudin and Oleg Strashnov, which have a revolving lift capacity of 2,500Mt and 5,000Mt respectively. Both vessels are state of the art and certified to the highest standards. The SAFE EFFICIENT OUR SERVICES Oleg Strashnov meets all the DP3 requirements of the offshore industry. We care for each other and our environment; We keep things simple; We deliver high-end solutions for the offshore Renewables and Oil & Gas In addition to our vessels we own high-quality support equipment, Focus on awareness amongst all; Communicate extensively; industry globally, with key enabling, owned assets and high-quality service. including rigging, hammers and a wide variety of pile handling tools, Make sure we are prepared; Keep everyone aligned; which enable us to work efficiently and make us reliable in delivering on Share knowledge to learn; Apply the highest standards; Oil & Gas our commitments. By becoming part of the Subsea 7 Group, we also Stop work when its unsafe. Work by the standard of first time right. T&I and Decommissioning gained access to their asset base. Platforms Deepwater structures OUR LOCATIONS High end lifts (3,000-5,000Mt) We operate from our offices in: Zoetermeer - The Netherlands Renewables EPCI and T&I Aberdeen & Glasgow - UK Hamburg - Germany PASSIONATE FAIR Substations and converter stations Limassol - Cyprus We are committed; We truly listen and respect others; Foundations Paris - France Show that we care; Are honest and transparent; Wind Turbine Generators Houston - USA Take ownership; Set clear expectations; Cables Taipei - Taiwan Always strive for the best; Avoid surprises; Deliver maximum results. Deliver on our promises. T&I: Transport & Installation. EPCI: Engineering, Procurement, Construction, Installation. seaway review 2017 / 6 seaway review 2017 / 7

6 THE STRATEGY FOR THE SUBSEA 7 RENEWABLES & OUR AMBITION HEAVY LIFTING DIVISION OUR STRATEGY GENERATE LONG-TERM SUSTAINABLE RESULTS BY BEING SUCCESSFUL IN BOTH THE OFFSHORE RENEWABLES AND OIL & GAS MARKET. STAY ACTIVE IN BOTH MARKETS, BALANCE THE ACTIVITIES AND REMAIN FLEXIBLE TO ADJUST TO CHANGING MARKET CONDITIONS. OUR PROMISE EXPAND OUR OFFERING IN THE OFFSHORE WIND MARKET AND BROADEN OUR SCOPE. OPTIMISE OUR COST BASE TO BE ABLE TO BID AS COMPETITIVE AS POSSIBLE. DELIVER HIGH-END SOLUTIONS FOR OFFSHORE RENEWABLES AND OIL & GAS PROJECTS, WITH KEY ENABLING, OWNED ASSETS AND HIGH-QUALITY SERVICE. OUR GOALS THIS MEANS BECOME A TOP-3 PLAYER IN OFFSHORE WIND Be the T&I contractor of choice for developers/customers who have EPC capabilities inhouse. Be the one-stop-shop for development of offshore wind farms for customers with less experience and/or inhouse capabilities who require full EPCI contracts. MAINTAIN OUR POSITION IN OFFSHORE OIL & GAS INSTALLATIONS AND DECOMMISSIONING Gain market share in regions with growth (e.g. Middle East, India) and the ability to execute float overs & jacket launches. Be the first choice for high end lifts (3,000-5,000Mt) in the Oil & Gas, T&I market, worldwide. Remain focused on decommissioning activities. Collaboration within the Subsea 7 Group is key, which means we share our assets and fleets to execute Renewables and Heavy Lift projects. We continue to invest in innovation. We broaden our offering (cable lay for example) and realise efficiencies (joined marketing efforts, cooperation for mutual clients, etc.), whilst maintaining our own identity and building upon our strengths and experience gained over the years. We remain driven by our culture, which is professional, customer focused, down to earth and hands on, with safety as a priority. We utilise the Oleg Strashnov to build a position as niche player for the Oil & Gas market, in addition to its key role in Renewables. With the Stanislav Yudin, we focus on Renewables foundations work and decommissioning and Oil & Gas projects, on targeted locations. seaway review 2017 / 8 seaway review 2017 / 9

7 SEAWAY HEAVY LIFTING A SUBSEA 7 COMPANY WE ARE VERY STRONGLY GUIDED BY OUR PRINCIPLES AND OUR VALUES. John Evans - COO Subsea 7 ON 13 MARCH 2017, SEAWAY HEAVY LIFTING (SHL) AND ITS SUBSIDIARIES BECAME WHOLLY-OWNED BY SUBSEA 7 (THE GROUP). THE HISTORY AND COOPERATION BETWEEN THE TWO COMPANIES GOES BACK A LONG WAY. PRIOR TO THE ACQUISITION, SHL WAS A JOINT VENTURE COMPANY IN WHICH THE SUBSEA 7 GROUP HELD A 50% INTEREST. WE ASKED JOHN EVANS, COO OF SUBSEA 7 TO TELL US MORE ABOUT THE SUBSEA 7 GROUP, THE COOPERATION WITH SHL, AND HIS VISION ON THE COMBINED STRENGTHS OF THE COMPANIES, THE OPPORTUNITIES AND VISION FOR THE FUTURE. CAN YOU TELL US IN GENERAL ABOUT SUBSEA 7 AND ITS SERVICES? Subsea 7 is a seabed-to-surface engineering, construction and services contractor to the offshore energy industry. We are a highly collaborative organisation, very focused on delivering projects and services to our clients globally. Over the years, we have established a track record in our three key markets; the SURF business (Subsea, Umbilicals, Risers and Flowlines), the Life of Field business where we have a strong service mentality (and We want to lead the way in terms of how we work with our employees, our suppliers and clients on ethics. Linked to that vision is safety. We have always been very open about the importance of a very strong safety culture in the company, about learning from the mistakes we made and sharing these learnings with the industry, so that as an industry we can improve our safety performance. In short, ethics and safety run through the company, whatever business line, country or project you are working on, we all share the same core values. which effectively executes operations and maintenance support for the Oil & Gas industry) and our third business line; the Renewables and Heavy Lifting business integrated in SHL. The shared capabilities underlying these activities are very strong project management and engineering skills, which are effectively the core and beating heart of the Subsea 7 Group. We tailor these skills into the three markets we work in, supported by an optimally organised supply chain and vessel management. In addition, we have a very strong balance sheet. We have great financial strength as a company. We have been prudent over all the years in how we balance out investments in new assets and new technologies, paying returns to our shareholders through divided and share buy back, as well as always been able to work in a very evolving industry, which means that we need to have the financial strength to cope with the ups and the downs that we have experienced through the years. WHAT ARE THE STRENGTHS OF THE SUBSEA 7 GROUP? In terms of strengths we have a very good reputation amongst our clients for delivering, in all three sectors that we operate in. We also have a reputation for innovation, in terms of contracting models and technology that we introduce to the market. Today, we see in our SURF business that the industry is faced with many challenges to keep pipelines warm. As the project gets more complex, the production wells we are developing are getting more chemically complex as well. We have developed technology Service we offer to our clients Strength of our people; ethics & safety for our clients to control the temperature in the pipelines by allowing that the flow and temperature of the product can be measured, managed and adjusted in the pipeline. That is a significant contribution and answer to the challenge in the industry, which has been a struggle for the last 10 to 15 Financial strength to allow us to work and grow the different parts of the cycle years. Those types of technology developments require a long-term view as to where the industry is heading, a commitment to spend on research and development, invest in people and the willingness to look at different scenarios to try to solve our clients problems. Similarly, we have looked in technology and materials; cost, pipe and capabilities of materials. Following this review, we bought a pipeline, welding & materials company into the group, a few years ago. Our strength is about knowing the core markets Core Project Management & Engineering skills we operate in and looking at providing solutions for our clients around the projects and services that they expect from a company like Subsea 7. One of our core strengths which forms the foundation of our culture is a very strong ethical behaviour. We are very strongly guided by our principles One of the examples of that strength is that we had the balance sheet strength to purchase the 50% of SHL in 2017, when the opportunity arose. and our values and we are very clear on several ethical topics in our industry. seaway review 2017 / 10 seaway review 2017 / 11

8 WHAT DO YOU SEE AS OPPORTUNITIES FOR THE FUTURE? We will keep focussing on our three business lines and have set objectives for the business areas that we are active in. The first is that we want oil and gas projects to be profitable at 50$ a barrel. And that is where our SURF business works with our clients to make projects economic profitable. For the second business line Life of field we want to be one of the two key players and we have developed a strategy to achieve this goal. For our third business line Renewables and Heavy Lifting we want to be in the top three of service providers in the Renewables area. The 50% acquisition of SHL was part of that strategy direction and allows us to build out a very strong position in the Renewables business. HOW IS THE COOPERATION BETWEEN THE TWO ORGANISATIONS PROGRESSING? It is important to remember that Subsea 7 was a shareholder for 25 years in SHL already. SHL is highly regarded and a well know business inside Subsea 7. We believe that we have been good joined owners over the last 25 years and have an in depth understanding of the business, its strengths and its opportunities. In terms of working within the Subsea 7 Group we decided to position SHL, as being our Renewables & Heavy Lifting business, as a stand-alone business line. The business has its own strategy, its own Management Team, its own assets and it has its own technology plans. The idea is to allow SHL to position itself where it needs to be, to be successful in this market. We want to give SHL sufficient headroom to grow, supported by the strengths of the group with a clear believe of the three business we want to be present in and with very clear objectives for the future. We want to maximise the collaboration and opportunities, but we want SHL to retain its entrepreneurial spirit, strategic focus and drive. As I said in the beginning, collaboration is one of our core values. The different parts of Subsea 7 collaborate with our clients, with our suppliers and more importantly we collaborate with each other, to help each other succeed. There is a lot of learning we can do, a lot of assistance we can provide. Also, the geographical footprint of SHL can benefit from the global footprint of Subsea 7 and our presence in many countries worldwide. HOW DO THE ORGANISATIONS COMPLEMENT EACH OTHER? The strength of being part of the Subsea 7 Group is the financial strength which allows SHL to take on larger projects. Being part of a group also means that we can share ideas, experiences and learnings across the business. And thirdly there is commonality of our core strengths and skills which are project management and engineering as well as using a complex asset base similar to SHL, to our SURF and Life of Field Business. Beatrice is a good example of the cooperation between the companies and how we complement each other. It is by far the largest project that SHL has ever been awarded, supported by the EPCI contract experience of Subsea 7, along with the renewable experience and T&I strength of SHL. We formed integrated teams both in the Netherlands and Scotland and it has been a phenomenal performance in terms of what has been delivered. It shows our core strengths of project management and engineering in practice, that great collaboration can be achieved and that combining the strengths of our group makes us stronger. The step from T&I into EPCI is a key step for the group, the company and our future. WHAT IS YOUR VISION FOR THE FUTURE? We believe that Subsea 7 will be part of the energy delivery for society, with a strong footprint in oil and gas. Oil and gas will adapt to the changing demand, but it will still be a very clear part of the spectrum for the coming decades. Renewables is part of the new energy spectrum. And we want to be the leading strategic partner in delivering to our clients, within that spectrum. I truly believe in the combined strengths of our companies. We knew each other already. We share the same values. We value the fact that we have a nationality divers workforce. We do understand that each location has a different culture. That doesn t mean that we can t have shared values. It is important that we respect each other s cultures. There are differences, however if we all remain tolerant and cooperative we can optimally integrate our cultures and build upon our strengths to achieve success. INTRODUCTION OF OUR NEW LOGO On 13 March 2017, Seaway Heavy Lifting became part of the Subsea 7 Group. Following this acquisition, Seaway Heavy Lifting introduces a restyling of the corporate logo. Our renewed logo reflects that we feel supported by and are proud to be part of the Subsea 7 Group. The emphasis on the word Seaway expresses that we are more than a heavy lifting company. HANDING OVER THE HELM JAN WILLEM VAN DER GRAAF WAS CEO OF SEAWAY HEAVY LIFTING (SHL) FOR 5 YEARS. IN FEBRUARY 2018, JAN WILLEM HAS HANDED OVER THE HELM TO STEPH MCNEILL. WE ASKED JAN WILLEM TO LOOK BACK WITH US ON THE LAST 5 YEARS. Looking back at 5 years as CEO of Seaway Heavy Lifting, I am very proud of what the company has accomplished. Before starting as CEO, I was attending the board of SHL and I knew what the company was capable of. When I was asked to become CEO of SHL, the company was a T&I contractor with a very strong position and reputation. I was given the task to adjust the company to be an EPCI contractor as well. With T&I as our core capability and the anchor of SHL, I am very proud that we as a team have been successful in delivering of EPCI capabilities and building a position as a professional EPCI provider. And we have proven those capabilities, with Beatrice and Borkum West II as examples. Project accomplishments in specific? SHL did the first float over in the North Sea, ever, for the Sylwin project. SHL installed a 4700Mt deck for Cygnus in the North Sea, we went to Venezuela where we executed a very complicated job, during a period of eight months. Another example of top performance by a great team of people. I am also very proud of the ability to win work and to close contracts. This shows the steps we have undertaken over the last years to strengthen our internal organisation. We have also defined a very clear strategy for the future, with clear goals and ambitions. A true team effort, assuring a supported strategy, by both SHL and Subsea 7. There will always remain challenges, however together the SHL team has been, and always will be in control. I am confident of that and to me it is a true accomplishment. In addition, I am proud that during the last years we did not have any major incidents or complications. We have always performed. Of course, we experienced challenging times with the crane incident and incidents in general. Also, during work in Venezuela, Russia and landing the big EPCI jobs we faced challenges. However, the ability, knowledge, skills and commitment of the SHL team, to act upon a situation and turn it around, is remarkable and it has been an honour to work with these people. I am also ending the period with Subsea 7, where I worked for ten years before joining SHL. If I name one accomplishment of this period, it is the establishment of Subsea 7 operations in Africa during a period of eight years. We managed to build an organisation from two persons at the start, to hundreds when I left, and winning big projects for large majors like Exxon, Chevron, Total, and BP. If I have to mention one word to capture the spirit of SHL, everyone onshore and offshore and my feelings about the people, then I would say passionate. I feel passionate about being part of this team and about being part of SHL. I got enormous energy out of working in this environment. Therefore, I am pleased that I will remain involved in SHL and can assist Steph and the Management Team in strategic topics for another few months, and to continue the course we have set for the future. I trust that within the large Subsea 7 family, SHL will become one of the top three players in the Renewables industry. I am leaving with full confidence and expectation that the teamwork, the spirit and passion will stay, because these have proven to be the corner stones of success during the last 26 years of the existence of SHL. Jan Willem van der Graaf CEO Seaway Heavy Lifting IT HAS BEEN AN HONOUR TO WORK WITH THIS GREAT TEAM OF PEOPLE. Jan Willem van der Graaf - CEO Seaway Heavy Lifting seaway review 2017 / 12 seaway review 2017 / 13

9 IF YOU WANT THE MACHINE TO WORK WELL, IT IS IMPORTANT THAT YOU KNOW ALL PARTS. Steph McNeill - new CEO Seaway Heavy Lifting ON 1 MARCH 2018, STEPH MCNEILL BECAME THE NEW CEO OF SEAWAY HEAVY LIFTING. WE ASKED HIM TO INTRODUCE HIMSELF AND TELL US MORE ABOUT HIS CAREER PATH AND EXPERIENCE. The choice for my career was influenced to a large extent by my family background. One of my grandfathers was a Chief Engineer and my other grandfather was a Fitter in the ship yards of Glasgow. So I trained to be a Naval Architect to continue the family tradition. My other influence came from watching the films and documentaries of Jacques Cousteau. His pioneering adventures in underwater exploration using saturation diving and submarines led me to study subsea engineering. My life s ambition was always to combine my love of ships and submersibles with the development of the offshore and undersea world. In other words, working in this industry, is my dream job. of the majors including Statoil, Conoco, ENI, Total and BP. This also gave me the opportunity to fulfil one of my ambitions by working offshore in the North Sea and Mediterranean on saturation diving vessels, trenching and pipelay vessels. I believe it is a great experience to work offshore and to be a member of the crew. A long way from home and far out at sea you are really reliant upon each other. Putting your life in each other s hands every minute of the day creates a tight knit community with a real team spirit. I can honestly say I made friends for life working offshore. Steph McNeill - new CEO Seaway Heavy Lifting My passion for ships and submersibles is anchored in the belief that they are the key to help us deliver sustainable development of the huge potential of the seas for the benefit of all. However, I also believe we can and must manage the marine environment responsibly for the long term. I believe I have been fortunate to have a very varied career. I moved abroad for my first job and since then, like many in our industry, I have had the opportunity to work and travel in a number of different countries. My first role took me to the Netherlands to develop commercial software to automate ship propeller design based on the tests carried out at the Ship Model Basin in Wageningen. I joined the offshore business early in my career and went to work for Brown and Root on projects for the design, transportation and installation of offshore jackets and topsides. I continued my T&I career in Norway working for Det Norske Veritas as part of a project team carring out their first jacket design and installation projects. In exchange my Norwegian friends introduced me to their beautiful country, outdoor lifestyle and national motto: There s no such thing as bad weather, only bad clothes! More importantly Norway also introduced me to my wife! Another British expatriate working in Oslo who, because of her linguistic training, was probably one of the few people in Norway who could understand a Glaswegian accent! From Norway I followed my wife, and the work, to London. There I started working on EPCI projects, designing and installing pipelines for a variety However, in those days, the focus on safety wasn t as strong or effective as it is today and not everyone shared the same values. Seeing firsthand the traumatic impact of too many accidents, injuries and fatalities on colleagues, friends and their families will never leave me. I am very pleased that we have learned and improved so much over the years since. But these experiences still drive a passion in me to ensure we do what we need to do to ensure we provide a safe incident free working environment for all people on all of our vessels and worksites. My work on EPCI projects led me to carry out various roles including project engineering, supply chain, quality, document control and cost control. As well as allowing me to meet many different people it helped me to appreciate how all the different disciplines are all essential to drive the success of a project. With a solid background in EPCI projects I moved into asset management and closer to my roots as a Naval Architect. Designing, building and maintaining various cranes, lifting and mooring systems has been a big part of my life. Looking after them has led to a slightly obsessive passion for wire ropes and I am always happy to meet people who share this slightly unusual interest. Other favourite topics of mine include ROVs, thrusters, DP systems, saturation systems and ploughs. As a much younger man I was a plough pilot but I will save that story for another day! I got my first experience of what it means to be taken over by a larger organisation when I woke up one day to discover we had been bought and I had become a Saipem employee. You learn a lot when you go through seaway review 2017 / 14 seaway review 2017 / 15

10 I WANT TO HELP PEOPLE TO REALISE THEIR FULL POTENTIAL AND GIVING THEM THE OPPORTUNITY TO GROW. this experience and quickly realise it is the people with their accumulated years of looking after older vessels into building, manning and operating knowledge and unique skills that give an organisation its value. a new fleet of vessels. We had some sleepless nights and stormy passages along the way but it was and continues to be a very successful To broaden my experience and curious to try life on the other side of programme. I am proud to have been a part of the team that managed the fence I worked for BP as a Project Manager on the Angolan Block 18 the build of 14 Subsea 7 vessels. They were built across a variety of yards FPSO. Working for a client gives you an altogether different perspective on however the majority were built at IHC Merwede only a short distance what we do as Contractors and how we are perceived. It also introduced from my new home at Zoetermeer. me to the challenges of managing communication and cultural diversity on a Mega Project with literally thousands of people based across 5 I took over the wheel of the UK business in Aberdeen in 2008, and got continents driving for a common goal. back to the business of winning and executing projects for clients. This was another exciting role where we built the business up while merging I eventually returned to the Contractor side of the business and managed with Acergy. We successfully won and executed a wide variety of T&I, the Marine, Subsea and Pipelines Engineering Departments for KBR. EPIC, EPCI and IRM projects. Being in a predominantly people management role allows you to focus on helping Engineers of all ages to develop their skills. I like to try to help In my last role before joining Seaway Heavy Lifting (SHL) I led the people realise their full potential and to give them the opportunity to grow by moving them around to explore their competencies. This sometimes requires stepping out of your comfort zone at first, but it really helps you to develop and grow in the end. With my variety of experience, I believe I am quite internationalised and I love the variety that working with different cultures and different nationalities brings. I believe it is important to understand people s culture, their drivers and differences to be able to lead them to success. I like to understand and focus on the strengths of individuals and cultures. We all have a different approach and we all have particular strengths. We Operational Functions globally for Subsea 7. Operational Functions incorporates all the groups that provide the horsepower for the projects. This includes HSEQ, Project Management, Supply Chain Management, Engineering, Planning, Document Control and Business Improvement. For the last three years, my role has been to drive these functions to improve their systems, to work better together and to support the projects more effectively. If you want the machine to work well, it is important that you get to know all the parts and ensure they work well. We all have a part to play and success comes from everyone being passionate and enabled to I LOOK FORWARD TO CONTINUING THE GOOD WORK OF JAN WILLEM AND THE PEOPLE OF SHL. should play to our strengths, learn from each other and target improving collaborate on a common goal. our weaknesses. Combining our skills effectively is what makes a team stronger and creates great results. Finally I have been given the chance to work on realising another life ambition by joining the Renewables and Heavy Lifting division. I was part and the people of SHL have developed a compelling strategy which demands. Having the full backing of Subsea 7 will allow us to continue to In 2005, I joined Subsea 7 and moved back to Norway with my family of the small team led by Bob Dunsmore and Alan MacLeay that helped already has the full support of the Executive and Board. I look forward pursue large EPCIs and invest to grow our business line. and introduced our two young children to life in the Barnehage. My kick off the fledgling Renewables group in Subsea 7 in 2009 as a part of to continuing the good work of Jan Willem and the people of SHL and to initial role was to build an organisation to manage the building of the the UK Business. I have closely followed the growth of the group since keep us on our established strategic course. I look forward to meeting many new people at SHL onshore and offshore, new vessels. Subsea 7 had a much smaller fleet in those days but had then as it has grown and the strategy has developed. Eventually leading hearing your stories in the coming weeks and months and getting the the vision and strategy, to pilot our way to become one of the top 3 in to the acquisition of SHL and the award of the first big Renewables EPCIs. In the last year SHL has joined a larger organisation and become a chance to visit some different ships. If more than 25 years in this industry SURF. We achieved this by investing massively in our people and assets So it is exciting to come onboard the team as it continues to grow and we 100% member of the Subsea 7 Group. For the continued success of have taught me one thing, it is that I have a lot more to learn and I will need to rapidly grow our EPCI capability and it was really exciting for me to be strive to become one of the top three players in this sector. both SHL and Subsea 7 it is imperative that we continue to focus on your support in doing that. Hopefully, one day, I can be counted among onboard for that voyage. our core strengths and keep doing what we do well at SHL. At the same the ranks of the Seaway Heavy Lifters. In the meantime you can count on SHL has firmly established its capability to be an EPCI provider in the time our market is evolving and we will look to grow our capability in the my dedication and commitment to realise our potential in my new role as It is fantastic to get the opportunity to put the experience gained from Renewables sector with Beatrice and Borkum West II. The management Renewables and Heavy Lifting business unit to be able to meet our clients CEO of SHL. seaway review 2017 / 16 seaway review 2017 / 17

11 SEAWAY HEAVY LIFTING S BOARD OF DIRECTORS From left to right: Graham Sharland, Giannis Agapiou, Koen van der Perk, Reinier van Walree, Jan Willem van der Graaf, Nathalie Louys, Peter de Bree, Agis Agapiou, John Evans, Constans Kootstra, Jean Cahuzac, Wim van der Velde, Oeyvind Mikaelsen, Bob Dunsmore. seaway review 2017 / 18 seaway review 2017 / 19

12 CREW OLEG STRASHNOV seaway review 2017 / 20 seaway review 2017 / 21

13 RACE BANK PROJECT Race Bank Offshore Wind Farm (ROW01-Z01) CLIENT DONG Energy Wind Power A/S PROJECT SCOPE T&I of substation ROW01-Z01 (North Platform) A platform consisting of a piled jacket of approx. 1400Mt with 8 skirt piles, and a topside of approx. 2700Mt. LOCATION Located in the Greater Wash region. VESSEL Oleg Strashnov WHEN March 2017 NOTEWORTHY Scott Cookson, ROW-Z01 Installation Project Manager: It has been our pleasure to work alongside Seaway Heavy Lifting. Your commitment, cooperation and pro-active attitude has been acknowledged and your contribution to the safe and efficient installation of the two offshore substations is highly appreciated by myself and the entire Racebank project team. We look forward to collaborating with you again in the future, until then good luck with your upcoming projects and stay safe. DONG ENERGY WOULD LIKE TO EXTEND ITS THANKS TO SHL FOR THEIR VALUED CONTRIBUTION TO THE CONSTRUCTION OF THE RACEBANK OFFSHORE WIND FARM. Scott Cookson - ROW-Z01 Installation Project Manager DONG Energy Wind Power A/S seaway review 2017 / 22 seaway review 2017 / 23

14 MERKUR EXTENDING OUR GLOBAL PRESENCE TAIWAN OFFICE To further extend our global presence we have opened an office in Taipei, Taiwan in The office is managed by Erik de Vrij (Business Development) and Hans van der Veer (Proposals). Both Erik and Hans used to live and work in the Netherlands and have moved to Taiwan with their families. The office in Taipei will not only focus on Taiwan but will cover the whole area. Following this local presence, we are confident that challenging projects will be contributed by this office. PROJECT Merkur OSS CLIENT EverSea NV Hans van der Veer & Erik de Vrij PROJECT SCOPE T&I of the Merkur platform Campaign 1: Installation of the Merkur jacket, stabbing and driving 4x skirt piles, cut-off of upper pile section by abrasive cutting tool. Campaign 2: Installation of the 2600Mt topside (January 2018). The topside was transported on deck of the Oleg Strashnov. LOCATION Merkur Field, North Sea, offshore Germany VESSEL Oleg Strashnov WHEN October 2017 and January 2018 MAIN CHALLENGE The conditions during installation were challenging due to weather circumstances in the North Sea in October. seaway review 2017 / 24 seaway review 2017 / 25

15 WALNEY I WOULD LIKE TO THANK SHL FOR A JOB WELL DONE, ALWAYS IN A PROFESSIONAL AND COOPERATIVE MANNER. I LOOK FORWARD TO WORKING WITH YOU AGAIN IN THE FUTURE. Danny El Dakak - Project Manager Offshore Substations Project Mgmt Wind Power PROJECT Walney Extension Offshore Wind Farm (WOW0304) CLIENT DONG Energy Walney Extension (UK) Ltd PROJECT SCOPE T&I of substation WOW03 (West) and WOW04 (East). Both platforms consisting of a piled jacket of approx. 1500Mt with 4 skirt piles each, and a topside of approx. 2700Mt. LOCATION Located in the Irish Sea, north-west of the existing Walney Wind Farms 1 & 2. VESSEL Oleg Strashnov WHEN March - April 2017 NOTEWORTHY The topsides were lifted with a spreader bar arrangement. The spreader bars were existing spreader bars and needed to be modified to suit the Walney topsides. seaway review 2017 / 26 seaway review 2017 / 27

16 PARTIES & SPORT EVENTS THIS YEAR, SEAWAY HEAVY LIFTING ORGANISED VARIOUS PARTIES. There was a party for everyone s taste. From a sportive event at the Uithof with karting, a climbing wall, laser gaming and curling to a Full Moon Party at the beach of Hoek van Holland and a Halloween party at a great location in Gouda. As the photos show, we had lots of fun together! UITHOF OVER THE LAST YEARS, SEAWAY HEAVY LIFTING HAS FORMED ITS OWN TRADITIONS. In 2017 we organised the Cycling event for the 22 nd time, we enjoyed Skiway for the 9 th time and we participated in the DOGS (Dutch Offshore Golf Society), which is organised since early 2000s. The history of our sports teams (for instance our Running team and Soccer team) does not go back this far, however we believe these teams GOLF DOGS & GOLF TOURNAMENT FOR YOUNG PROFESSIONALS HALLOWEEN will become part of our traditions as well. The SHL Soccer team has participated in a business competition of companies from Zoetermeer, for a couple of years. The composition of the SHL team has changed over the years. If you would like to join, please contact Marco Westerman. YoungSeaway was represented at the Golf Tournament for Young Professionals, Marco Westerman won the price for 2 nd best! SKIWAY FULL MOON CYCLING SOCCER RUNNING seaway review 2017 / 28 seaway review 2017 / 29

17 VESSEL SPECIFICATIONS STANISLAV YUDIN KONSTANTIN PANOV CAPTAIN STANISLAV YUDIN Age 55 years Working at SHL since 1996 After being involved in the complex tender for Beatrice Offshore Windfarm, we as a company made a huge step forward and moved from simply a heavy lift operator to the category of companies delivering EPCI solutions to their clients. Therefore, project Beatrice is a very important project for Seaway Heavy Lifting (SHL). Started in April 2017, we successfully completed the first phase of the Beatrice project in December I am proud of this achievement, because I feel the piling Built In 1985 with a Life Time Extension (LTE) in 2014 Lifting Capability 2500Mt revolving lift capacity 660Mt auxiliary hook Mooring 8-point Mooring system campaign is the most difficult stage of the project. WHAT HAVE WE ACCOMPLISHED? Facts & Figures 84 WTG and 2 OTM foundations installed 89 Anchor handling operations performed WE ARE ABLE TO DELIVER EPCI SOLUTIONS TO OUR CLIENTS. 712 Anchor runs General DNV Ice Class 48 Mooring operations to bring cargo Length 193m Classified Light barges alongside Breadth 36m 344 Pile driving operations By successfully completing the first stage Draught m 88 Hours saved for barge mooring of project Beatrice, we demonstrated our operations organisational capabilities and overall Deck Space Accommodation Sailing Speed effectiveness of SHL as an EPCI contractor. 2500m 2 deck space 150 persons 9 knots Achievements We were able to achieve our goals because 5000Mt/m 2 load carrying We achieved our goals despite difficult of joined team efforts. All vessel departments capacity weather conditions, using technically acted as a well-oiled machine, dedicated complex equipment and following strict and committed to complete our task safely Helideck requirements regarding safety and and efficiently. We can all be proud of To receive S 61 environmental protection. this achievement. I would like to thank the We completed the first phase of the project Stanislav Yudin crew, all subcontractors and without delays and without accidents all supporting departments of SHL for their onboard the Stanislav Yudin. commitment and enthusiasm. seaway review 2017 / 30 seaway review 2017 / 31

18 GALLOPER PROJECT Galloper Substation CLIENT Petrofac Facilities Management Ltd. PROJECT SCOPE T&I of the Galloper Substation consisting of: - 4-legged jacket with skirt piles (1700Mt) - 4 piles, 80.5m length, 2.134m OD, 256Mt each - topside, 1856Mt LOCATION Galloper field, UK. VESSEL Oleg Strashnov WHEN 23 April to 13 May 2017 NOTEWORTHY The client, Petrofac, was very pleased with our performance which resulted in an excellent client review. seaway review 2017 / 32 seaway review 2017 / 33

19 EMPLOYEES STANISLAV YUDIN JOHANES ANAK JULA EVGENII VOITENKO LEE MAN HONG Position Steward Position Second Electrician Position Welder Team Leader Age 27 years Age 51 years Age 56 years Nationality Malaysian Nationality Russian Nationality Malaysian Working at SHL since 2012 Working at SHL since 1992 Working at SHL since 2008 Since a couple of years, I have been working as a Steward for Seaway Heavy Lifting. I like my job, to keep everything clean and organised. I truly enjoy the teamwork with my colleagues, we are one big family. When things go wrong or right, we are always there for each other. I work in a schedule of 10 weeks on and 5 weeks off. So, to me the Stanislav Yudin is my first home. When I am at my second home I like to rest and relax, to start work fresh again. I started working for Seaway Heavy Lifting (SHL) as an Electrician 25 years ago. In 2011, I was promoted to Deck Electrician and two years ago I started working as general Electrician. Today, I work as a Second Electrician and I am responsible for all critical equipment onboard the vessel. I like working for SHL because of the opportunities and team work. We always strive to improve our work and deliver the best work possible. When at home, I like to relax, rest and travel. During my last trip I visited our office in Limassol, Cyprus to meet the team there. I enjoy seeing as much of the company as possible. I work as a Welder Team Leader. I am responsible for all welding activities and give instructions to my team of welders to ensure safe operations. In 1996, I started working in the Offshore industry and I am working for Seaway Heavy Lifting (SHL) since My team consists of various nationalities. We start each day with instructions to ensure we all know what to do. I like working for SHL and the people I am working with. Cooperation and teamwork is what makes my work fun. When at home I like to spend time with my family and travel as much as possible. THE PEOPLE BEHIND OUR SUCCESS seaway review 2017 / 34 seaway review 2017 / 35

20 ZOHR PROJECT Zohr Field Development Project CLIENT Petrobel PROJECT SCOPE T&I of a control platform, consisting of 4 pre-pilled foundation piles, a jacket, jacket appurtenances and a topside. LOCATION The Zohr gas field is located in the Egyptian sector of the Mediterranean Sea. VESSEL Oleg Strashnov WHEN June 2017 PROJECT SUCCESS WAS A MUST FROM THE BEGINNING AND WE HAVE SELECTED THE RIGHT CONTRACTOR TO ACHIEVE THIS. Nico Giuseppe D Addario - Petrobel Belayim Petroleum Co. MAIN CHALLENGE Limited timeframe (4 months) for engineering, preparing the vessel spreads and platform components for T&I. SOLUTIONS/RESULTS Good teamwork of all parties concerned (designers, company, client and contractor). NOTEWORTHY Quote client: Despite the Zohr control platform being a quite standard design for Petrobel, its pin-pile design contained an intrinsic installation risk that has been well mitigated by SHL, which contributed to the success of the project. seaway review 2017 / 36 seaway review 2017 / 37

21 CONQUERING THE FRENCH RENEWABLES MARKET Philippe Gleize - Vice President Renewable Projects, France IN THE SUMMER OF 2017, PHILLIPE GLEIZE STARTED WORKING FOR SEAWAY HEAVY LIFTING (SHL) AS VICE PRESIDENT, RENEWABLE PROJECTS FRANCE. PHILIPPE STARTED HIS CAREER IN THE OIL & GAS INDUSTRY SEVERAL YEARS AGO AND OVER THE YEARS BUILT A SOLID PROJECT MANAGEMENT AND EPCI TRACK RECORD. PHILIPPE EXPLAINS THE STRATEGIC DECISION TO INVEST IN ENLARGING THE PRESENCE OF SHL IN FRANCE AND THE OPPORTUNITIES FOR THE COMING YEARS. I started my career in the Oil & Gas industry at Schlumberger and in the telecommunication industry at Alcatel. In 2004 I joined Subsea 7 and was based in Paris to focus on large SURF projects. Working for Subsea 7 for more than 13 years, I was involved in various large EPCI projects for the oil majors in West Africa, in particular in Angola as Project Director for Total Pazflor project and in Brazil as Project Director for Petrobras Guara Lula project. Furthermore, I had the opportunity to work one year in London for the Corporate Executive Team and in particular for the COO of Subsea 7, John Evans, after which I moved back to Paris to work in the role as VP Projects & Operations of the Global Project Centre of Subsea 7. As my career path shows, I have all-round EPCI project experiences, gained in different countries and different industries. This year, SHL became a full member of the Subsea 7 Group. Following this development, the strategy has been reviewed. The decision has been made to further set the priority on renewables and to also focus on the market opportunities in France. France is relatively late compared to the UK, the Netherlands and Germany with the implementation of offshore windfarms. However, a series of projects on the west coast has been launched for offshore fixed windfarms. The operators have been awarded their sites during a bidding process. The next step is to award the main contractors for the different packages. Following the decision to enlarge the presence of SHL in France, we have extended the team and made the renewables opportunities in France one of our priorities. We brought senior people to France to develop the right client relationship and we built an integrated team of resources from Zoetermeer, Paris and the Beatrice team. All with the goal to have the best mix in terms of renewables and EPCI project experience and to be well equipped to bid the tenders. Our team is well balanced in terms of strengths and experience. Zoetermeer colleagues bring renewables expertise, Paris colleagues bring expertise in large EPCI projects and the feedback from and also the lessons learned of the Beatrice project are key. Today, we have a team of 20 to 25 people overall, depending on the schedule and work that needs to be performed. During mobilisation of the team we focused a lot on integration. To do so, we organised cultural awareness workshops to better understand the Dutch, British and French culture and for the purpose of teambuilding. This exercise was a success and boosted the preparations, we can see the benefits already. The fixed windfarm projects in France include to date six farms of circa 500Megawatt each for three different clients and two other windfarms for which the operator has not been selected yet. Basically, we have several tenders on the table with different timeframes, for a number of windfarms for a variety of clients. In September 2017, we started our preparations and we mobilised our team in November We needed to anticipate as much as we could and put all efforts in to be well prepared and to be lined up to secure our position by that time. In particular for EPCI type of projects, we will be bidding for foundation packages, cable array packages and installation of substations. The tendering cycle is long, as a kind of marathon! The tender preparation of the foundation package will take three to four months. The tender preparation and related tasks will be performed at various locations, some in Zoetermeer, some in Paris and some in the UK. After preparation and submittal of our offer, we will enter the clarification phase, after which the client will shortlist two to three companies which we aim to be part of. After this we will enter the detailed engineering phase, together with the turbine suppliers and the client. This phase will have a duration of about eight to ten months and will allow the different contractors to revise their technical offer and price, after which the client will award the projects. Tendering of cable array package and installation of substations will progress in parallel. The decision to reinforce the team in France has been made to cover all these phases and to be as close as possible to the client during this long process. The competition in France will be tough. Renewables is a new market and due to the circumstances in the oil & gas market several companies are entering this market. Therefore, we expect a competitive approach. Our offers must be commercially and contractually competitive. Furthermore, a challenge will be the French context. These are some of the first Renewables projects in France which means there are local aspects we have to deal with. However, there is a clear and strong push from the French Government to realise offshore renewables in France, so we are confident that these issues will be resolved. WE ARE WELL PREPARED TO BID AS EFFICIENTLY AND COST EFFECTIVELY AS POSSIBLE. We are driven and confident of our chances. We have started to build a collaborative relationship with the clients. We have mobilised a wellequipped, integrated team. Thanks to our EPCI and Renewables experience and lessons learned on Beatrice we feel we are well prepared to bid as efficiently and cost effectively as possible. seaway review 2017 / 38 seaway review 2017 / 39

22 CREW STANISLAV YUDIN seaway review 2017 / 40 seaway review 2017 / 41

23 CALLATER A SUBSEA 7 SURF PROJECT VARIOUS PROJECTS OF SEAWAY HEAVY LIFTING ARE SHOWCASED IN THIS REVIEW. AS PART OF THE SUBSEA 7 GROUP, WE PROUDLY PRESENT A TYPICAL SUBSEA 7 SURF PROJECT AS WELL. Apache has developed a collaborative contractual relationship with Subsea 7 that brings alignment on delivery but is firmly based on respect, integrity and trust. Mark Richardson - Projects Group Manager Apache North Sea Project Callater Field Development Client Apache North Sea Limited Project Scope EPCI of a 45.5 diameter and 3.85km long pipeline bundle system, including a 6 well slot manifold, insulated 10 and 8 production lines, hot water heating, hydraulic lines, chemical lines and power cables. Tie-in spools and jumpers to connect the pipeline bundle system to the existing infrastructure and to the first new well. T&I for a 12.6km long power/signal umbilical. The pipeline bundle system links the Callater field to the Beryl Alpha platform, through the existing Skene bundles. Location The Callater field is located in the Beryl area, about 160Nm North East of Wick. Wick is where the bundle was built and towed from. Vessel Subsea Viking, Normand Oceanic, Olympic Taurus (Construction vessels in four campaigns) Siem Opel, Siem Garnet, BB worker (Tugs) Seven Pelican, Seven Falcon, Seven Osprey (Diving support vessels in six campaigns) Tideway Seahorse (Rockdump) When Operations started in 2016 with the fabrication of bundle and towheads and with the offshore preparatory works. In February, March and April 2017, the umbilical, bundle and tie-in spools were installed. In May 2017, the first Callater well was tied in, which resulted in the first oil, that same month. Main challenge It was 22 months from when the first oil was discovered in August 2015 to the first oil in May This is extraordinarily short for a 6 well development of this complexity. Solutions/Results Solution selection, design, procurement, fabrication and contracting were all run concurrently for part of their phases. This requires a mindset from the people involved that differs from more classic project execution. This speaks for the motivation of all employees during the rather strained time the organisation was going through. This is only possible if work is performed on a cooperative and fit for purpose basis between the client and contractor and within the different organisations. Noteworthy Apache North Sea subsequently awarded to Subsea 7 the 2017 tie-in of two more Callater wells. The tie-in of a fourth well in 2018 has recently been awarded. An excellent example, where relationship building continues beyond the original project. seaway review 2017 / 42 seaway review 2017 / 43

24 WE WANT TO INCREASE THE OPPORTUNITIES FOR BEING REWARDED NEW CONTRACTS. Roy Jansen & Jeroen Zwart FOLLOWING THE RENEWED STRATEGY AND STRONG FOCUS ON EPCI AND CHALLENGING EPRD PROJECTS (ENGINEERING, PROCUREMENT, REMOVAL AND DISPOSAL) PROJECTS, JEROEN ZWART AND ROY JANSEN ARE APPOINTED AS COMMERCIAL MANAGERS SEAWAY HEAVY LIFTING (SHL) PER JULY THEIR ASSIGNMENT IS TO LEAD THE PROPOSALS DEPARTMENT TO THE FUTURE AND OPTIMISE THE TENDER AND CONTRACTING PROCESS FOR OIL & GAS AND RENEWABLES PROJECTS. JEROEN AND ROY, BOTH LONG-TIME SHL EMPLOYEES EXPLAIN TO US THEIR GOALS, CHALLENGES AND APPROACH TO ACHIEVE SUCCESS. WE ARE DRIVEN TO OPTIMISE ALIGNMENT WITHIN THE ENTIRE PROPOSALS DEPARTMENT AND SALES GROUP TO ENSURE SUCCESS. Roy Jansen - Commercial Manager Renewables we are both driven to optimise the cooperation and alignment within the Proposals department and entire Sales group to ensure success. Within the Proposals department, we see that a lot has been achieved already and steps have been taken to optimise our success rate. Jeroen continues: With our fresh view and experience gained within the company and department, we have a drive to add value in putting all plans into action whilst safeguarding optimal results. Roy adds: The benefit of working as a team is that we stay alert. We review and discuss our plans on feasibility. During this process we build on each other s ideas and challenge them to make them better. We do this with respect and are open in our communications, which allows us to learn and grow as individuals as well. What are the focus points and goals for the department? Jeroen: A lot has changed over the years. Over the first 20 years of SHL s existence, we focused on T&I projects for the Oil & Gas industry. Due to market circumstances and the emergence of the Renewables industry we have seen a growing demand for EPCI projects over the last years. Today, with our renewed strategy and focus on the Renewables market we have added an entire market segment to our portfolio. However, we will remain active in the Oil & Gas industry with our T&I services as well as expend involvement in EPRD projects. circumstances by optimising our procedures and way of working. For instance in how we prepare our bids for the larger EPCI and EPRD projects. Roy: Looking at Renewables, we have the goal to centralise the renewables activities. When we started bidding on EPCI renewables projects we combined SHL s experience in renewables T&I with Subsea 7 s experience with EPCI projects. As a logical consequence, our SHL office in Aberdeen, UK, (Subsea 7) had the lead in bidding processes and SHL Zoetermeer had a more supportive role. Over the last years, our knowledge and experience have grown thanks to this alliance, allowing us to take the lead, centralise the renewables activities in Zoetermeer and eventually be self-supportive in the bidding process. In general, we need to respond to the changing market circumstances, the increase in competitiveness, and the growing demand and requirements of our clients. We can do so by optimising our bids and constantly reviewing costs to be competitive. That requires a shift in mind-set of the entire organisation. Therefore, we include other departments such as Project Management and Engineering in an early stage to make them aware of our motivation for the choices made. With a strong focus on costs we are taking on bigger risks which we mitigate by including other departments within SHL at an early stage so that we can successfully manage the contract and risks. For example, Subcontracting has assigned people to the department permanently. This reflects that making the optimal bid is a true team effort. Hans van der Veer, Taiwan Jeroen: For 2018, improving the focus on projects with a high likelihood of success is the most important goal. Making choices allows us to make the optimal bid. Roy: The focus points for our department will be the cooperation with other departments, resources such as cost calculation software and expansion of our team to manage the growing demands. That is how we will ensure our success towards the future. Today, the Proposals department of SHL initiatives are aligned, Roy and Jeroen, together opportunity to shift our focus from individual But it s not only the scope that has changed, consists of a team of ten members in Zoetermeer, with the VP Commercial Koen van der Perk proposals to managing and optimising the the world in which we operate has grown as well. including Roy and Jeroen and one colleague in manage both the department and people as well bigger picture and to focus on the overall market. Where in the past we operated in the North Sea Taiwan to support local EPCI and T&I projects. as the content and quality of the work. That is how we can contribute to optimising SHL during the summer months and in the Middle- To enable the professionalisation process and bids and increase the opportunities for SHL East during the winter, the whole world is our execution of the renewed strategy, there are plans to expand the team building on the solid basis as established by the former Proposal Director René van der Kooi. To ensure that all commercial Why did SHL choose Jeroen and Roy as a team? Jeroen answers We complement each other with our individual capabilities, skills and expertise. We see it as a challenge and to being rewarded new contracts. Roy adds: We want to optimise the procedures within the department and focus on projects with a high likelihood of commercial success. In addition, operating field today. This extension of markets, work field and focus requires a different way of working for both the organisation and our department. We respond to these changing From left to right: Mark Oxley, Michelle Crowley, Rogier van Veen, Peter Segeren, Tycho Muller, Jeroen Zwart, Roy Jansen, Malcolm van Enst, Rene van der Kooi, Helena Estrada. seaway review 2017 / 44 seaway review 2017 / 45

25 EMPLOYEES OLEG STRASHNOV OLIVIER WIJSMAN ABU BAKAR BIN YAHYA DINNIS ANAK SUMBANG Position Deck Engineer Position Able-bodied Seaman (AB) Position Rigger Foreman Age 30 years Age 48 years Age 38 years Nationality Dutch Nationality Malaysian Nationality Malaysian Working at SHL since 2011 Working at SHL since 2013 Working at SHL since 2011 In September 2011, I started as a 3 rd Engineer for Seaway Heavy Lifting (SHL). After three years, I became a 2 nd Engineer and in December 2017, I became a Deck Engineer. As part of my daily work, I am responsible for the maintenance on deck of equipment and machinery, such as the crawler crane, project related equipment and the main crane. I like working for SHL because I really enjoy the good relationship that I have with all my colleagues. I have the ambition to become a versatile engineer, able to operate and maintain all technical aspects of the Oleg Strashnov, on deck as well in the engine room. When at home, I enjoy travelling and especially hiking in nature or in the mountains. Apart from that, I try to go surfing everyday (not online but in the sea). I started working for Seaway Heavy Lifting (SHL) as an AB. I am responsible for maintenance of the vessel and the preparation and participation in mooring and unmooring operations. I am a member of Fire team N1 and in case of a man over board situation, I am involved in the search and rescue. Additionally, I am taking part in helicopter operations during crew change or equipment or material supply. During Muster drills, my task is to assist the Medic to render First Aid and bring the injured person to the hospital. Working for SHL allows me to support my family and realise my financial ambitions. Onboard of the Oleg Strashnov, I enjoy the friendly environment, the fun we have and the good team work; we all cooperate very well and it is easy to ask for help when necessary. When at home, I like to go swimming and sea diving, it opens the world of underwater life to me. I also travel a lot with my family of six. We like to be outdoors and enjoy the untouched wild, wonderful views and landscapes. I started working for Seaway Heavy Lifting (SHL) as a Rigger Team Leader. In 2012, I became a Rigger Foreman. In cooperation with the Shift Foreman, I ensure safe performance of lifting and moving operations of heavy objects. I give instructions to my team leaders, make sure we assist each other where necessary and supervise the correct use of equipment to safeguard that everyone follows procedures and ensure that we work safely. I like working for SHL because my job is varied, and we work all over the world. I enjoy the cooperation with my colleagues and enjoy working on different type of projects, from oil and gas platforms to wind farms. Every project has its unique challenges and learning opportunities. I would like to continue to develop as a Rigger Foreman and hope to be given new challenges in the future. When at home, I spend time with my family, my wife and son and enjoy my time in my home village, visiting other family members, fishing and relaxing. THE PEOPLE BEHIND OUR SUCCESS seaway review 2017 / 46 seaway review 2017 / 47

26 VESSEL SPECIFICATIONS OLEG STRASHNOV JAAP VAN POPPEL CAPTAIN OLEG STRASHNOV Age 49 years Working at SHL since 2009 I am proud of everything we have accomplished in All went according to plan and there were no accidents onboard. We started with the execution of two installation projects with a similar scope, Walney (WOW03 West and WOW04 East) and Galloper. After completion we went to Egypt. I am very proud of this project because everyone involved ensured the project success. We experienced some delays during the start-up. However, Built In 2011 Lifting Capability 5000Mt revolving lift capacity 800Mt auxiliary hook Mooring DP3 and 8-point Mooring system thanks to the commitment and dedication onboard and with the support of our onshore colleagues, we quickly run through the acceptance process, eliminating the delay. This proves that we are able to operate remotely and have great flexibility onboard to solve problems if necessary. WE HAVE GREAT FLEXIBILITY ONBOARD TO SOLVE PROBLEMS IF NECESSARY. 200Mt auxiliary hook In Egypt, we executed an oil and gas installation project. It was a special project General DNV & NMA Sailing Speed because we had to execute a jacket launch at Length 183m Classified 12 knots sea, on DP. Unique, new to us and successful. It pile driving for the installation of the jacket Breadth 47m took a lot of planning upfront to ensure optimal and topside, which is planned for April Draught m cooperation with the supporting vessels which This project was followed by installation of were new to us. It was good to be back in the the Merkur jacket. A difficult installation due Deck Space Accommodation Notification Mediterranean Sea. A nice operating area to weather circumstances. Installing in the 4000m 2 deck space 220 persons Clean Ship Class because of the weather circumstances. One of German Bight is always a challenge during 8500Mt/m 2 load our crew members experienced a heat stroke. winter time. The project demanded a lot of carrying capacity This made us aware that we did not have the the crew because they had to wait for a long optimal prevention in place. However, we did time, which can be frustrating. However, Helideck have the solution and cure and we will build the satisfaction was even greater once we To receive S 61, S 92 upon this learning. completed the job. After the project in Egypt, we started work for In August, we started work for the Beatrice the Arkona Becken project. This included the project. We successfully completed the seaway review 2017 / 48 seaway review 2017 / 49

27 OFFICES WORLDWIDE ZOETERMEER NETHERLANDS LIMASSOL CYPRUS HAMBURG GERMANY GLASGOW SCOTLAND HEAD QUARTERS installation of 34 jackets. The installation was difficult due to the small margins in lifting height in relation to the jackets and the conditions at sea, so I am very proud of the result. A major accomplishment I would like to share is the fabrication of the grillage used for the Beatrice project. We have fabricated these enormous steel constructions during the repair and maintenance period, at the start of In the beginning of 2018, we fabricated the grillage for the topside of Merkur. Fabricating the grillage is precision work; the enormous construction has to be precise to the smallest detail. subsea installation module. After this project we will install jackets for the Borssele windfarm project, followed by the installation of an FPSO module in Trinidad and Tobago. Hopefully we will pick up some additional work along the way will be a year in which people start in new positions as a result of promotions. We will be focusing on working even more efficiently to answer the growing competition. For me personally a change includes the retirement of captain Willem van der Meulen. He has worked at sea for 42 years! A respected colleague, who I will miss. Victor Donchenko, THE GRILLAGE HAS TO BE PRECISE TO THE SMALLEST DETAIL. Jaap van Poppel - Captain Oleg Strashnov ABERDEEN SCOTLAND PARIS FRANCE HOUSTON USA TAIPEI TAIWAN former first officer of the Oleg Strashnov, has Furthermore, we will install the remaining followed in his footsteps. I look forward to jackets for Beatrice in May Because of building upon the relationship with Victor and the height of the jackets these will be installed working together with everyone onboard and over the aft deck, which will be new to us. In our colleagues onshore. addition to Arkona Becken, we will start work for the YME project, together with Subsea 7. Our scope includes the installation of a seaway review 2017 / 50 seaway review 2017 / 51

28 BEATRICE OFFSHORE WINDFARM A PROJECT TO BE PROUD OF OFFSHORE SCOTLAND, LOCATED IN THE OUTER MORAY FIRTH, A 588-MEGAWATT WINDFARM IS BEING DEVELOPED. THE WINDFARM, ONCE FULLY CONSTRUCTED AND OPERATIONAL, WILL PROVIDE ENERGY EQUIVALENT TO THE NEEDS OF APPROXIMATELY 450,000 HOMES. SEAWAY HEAVY LIFTING (SHL) IS EXECUTING THIS PROJECT FOR CLIENT BEATRICE OFFSHORE WINDFARM LIMITED (BOWL), JOINTLY WITH SUBSEA 7. THE SCOPE OF WORK INCLUDES THE ENGINEERING, PROCUREMENT, CONSTRUCTION AND INSTALLATION (EPCI) OF THE WIND TURBINE GENERATOR (WTG) FOUNDATIONS AND INTER-ARRAY CABLES (IAC), AND THE TRANSPORT AND INSTALLATION OF THE OFFSHORE TRANSMISSION MODULE (OTM) PLATFORMS FOR THE BEATRICE OFFSHORE WINDFARM. SHL PROJECT MANAGES THE DESIGN, ENGINEERING, FABRICATION AND INSTALLATION OF THE JACKET STRUCTURE FOUNDATIONS PLUS PILES, AND ARRAY CABLES FOR THE 84 WIND TURBINES. Lloyd Duthie, Project EPC Director for the Beatrice project is responsible for engineering, procurement and construction. For the Beatrice project this means the design and fabrication of the jackets and in addition the cable procurement and installation. Lloyd joined the project two weeks after the contract was awarded in April 2016, as he says, as close to the beginning as possible. HOW DO YOU EXPERIENCE THE COOPERATION WITH ALL INVOLVED? The cooperation has been very good and internally I would say excellent. If there is an issue it tends to be because we do not communicate properly. As soon as we get face to face or pick up the phone all issues are resolved quickly. So, what I enjoy working within in the team is even when things are picked up the wrong way it is easily clarified because we all feel comfortable. The cultural integration sessions were very helpful. They helped us to understand how we go about different issues and how we address them. For me it was interesting to learn about the Dutch culture where it is common to debate and understand before agreeing. This was new to me. The British culture is more hierarchical, you give your opinion and the most senior person makes the decision. Learning about the different cultures in the beginning prevented us from getting frustrated and helped us to understand one another, which has been very valuable since the start of the project. addressed each one head on and kept the project moving. We completed engineering on time to allow fabrication to start on time, allowing us to meet our installation schedule. The project has five different clusters to suit the varying water depths with five different jacket designs to suit. Each design was completed in a sequential and parallel manner with completion of the second design a matter of weeks after the 1 st and so on. So, we cascade down instead of handling one after the other, which makes the work complex. Maintaining the jacket design schedule was a key achievement, particularly given the tight schedule straight from Lloyd Duthie - Project EPC Director & Lodewijk Maan - Project Manager T&I WHAT ARE THE ACHIEVEMENTS SO FAR? We have hit all our key milestone dates. Despite a huge amount of work and challenges, both technically and operationally, we have seaway review 2017 / 52 seaway review 2017 / 53

29 THE SURPRISING ELEMENT IS WHAT MAKES THE JOB VERY INTERESTING. Lloyd Duthie - Project EPC Director the outset. Maintaining the schedule is made possible because we all delivered what we were expected to deliver. Generally, things fall down if someone in the chain is not able to deliver on time or agreed. As a team, both within SHL and across most of the supply chain, we have not been let the other down. We all supported each other. WHAT HAVE BEEN THE CHALLENGES SO FAR? were completely fabricated, Blatt completed 22 out of 30 jackets and SHL played a major role in addressing internal problems within one of BiFab fabricated 6 jackets. In the first half of 2018, the remaining jackets our three fabricators. Burnisland Fabrications (BiFab) was struggling will be fabricated. with cash flow problems that presented a significant risk to the cost and The cables contract has gone relatively well and whilst we have had delivery of the Beatrice Offshore Windfarm project (BOWL). challenges in this area the progress has been to plan. They have SHL took an active role in talks with the Scottish Government resulting completed all the cable manufacturing and have installed sixteen cables in an agreement that prevented BiFab going into administration and and trenched and connected them. So, 16 jackets are all wired up literally. allowed the fabrication company to continue production. BiFab received payments to alleviate the immediate cash flow issues WHAT ARE THE MAJOR MILESTONES FOR 2018? Lodewijk Maan has been involved in the Beatrice project as Project client s other contractors. Executing a scope of work of this size typically through a financial package provided by their main shareholders, our The fabricators will be finished, with BiFab the last to complete its scope Manager T&I since September Prior to this, he worked at involves dealing with a high number of interfaces, a challenge which client BOWL and SHL. Our two other fabricators Bladt and Smulders have in May/June The Oleg Strashnov will install the remaining jackets the Proposals department of Seaway Heavy Lifting (SHL) where I enjoy. also been supporting us in maintaining our offshore schedule. and the cables will be installed and connected. The cables team will he was involved in the project in his role as Senior Proposals complete their second campaign in March/April 2018, depending on Manager. In the first quarter of 2016, the contract for the Beatrice WITH ALL THOSE INTERFACES, HOW IS THE WHAT IS THE STATUS OF THE PROJECT? the weather conditions. And by the end of the summer we will be project was signed and as pre-agreed, Lodewijk moved into the COOPERATION IN THE PROJECT TEAM WORKING OUT? For my part of the project, the engineering is completed. We have completely done. project. With this move, he followed-up on his ambition to become Working closely with the other members of the project team in Zoetermeer, received our DNV certificate on schedule, which is a key milestone. By the Project Manager and with his background and project specific Glasgow and Aberdeen works out well. Some of these team members end of 2017, Smulders completed their scope, meaning that 28 jackets WHAT DO YOU SEE AS CHALLENGES TO FINALISE knowledge gained during the contract negotiations, he was able knew each other from the very start of the project; others didn t know THE PROJECT? to add value to the Beatrice project from the very start. The great thing is that we have a repeat element in the job. Once we had done one, we proved that we were successful in how we designed, manufactured and planned to install. So, our challenge will probably be more related to managing the financial project agreements made with our client and subcontractors. We do have one first left. It is not included in our scope, but it is a project milestone which could impact us. The turbine of Siemens has to be installed for the first time. It s relatively simple interface but it will be the moment when the 2 packages will be connected. This key interface is planned for the summer of CAN YOU TELL US MORE ABOUT YOUR ROLE AND RESPONSIBILITIES? For SHL, the Beatrice project is a great opportunity. The scope of work includes the engineering, procurement, construction and installation (EPCI) of the WTG (turbine) foundations and array cables, and the transport and installation of two OTM substations for the Beatrice Offshore Windfarm located off the coast of Scotland (UK). As the Project Manager T&I, I am responsible for transport and offshore installation of the piles, jackets and OTM substations. The T&I team works closely together with the Engineering team, the WE ARE ONE TEAM, ONSHORE AND OFFSHORE, AND NEED EACH OTHER TO ENSURE OUR SUCCESS. Lodewijk Maan - Project Manager T&I Furthermore, there will always be something we don t expect and have Fabrication team, the Cable team and the Marine Coordination team. Like to deal with, some equipment falls down or, for instance, a challenge in a joint exercise to run a relay, as works progress on this EPCI project each other at all. I feel that the Project Leadership Team (PLT) recognised with one of our subcontractors. The surprising element is what makes we are passing on the baton; endeavouring to agree and complete each this challenge from the outset and dealt with it well. They organised the job very interesting. I am sure there will be challenges, however I am team s requirements in order to ensure a successful project result. In several workshops and meetings in order to allow for individuals to get confident we will handle them as one team. addition, we need to agree and align daily activities with our client and the to know each other. This also served to foster the project s own identity. seaway review 2017 / 54 seaway review 2017 / 55

30 WHAT IS MEMORABLE ABOUT THE PROJECT? In July 2016, it was decided to manage design and fabrication of the pile installation frame (PIF) in-house rather than to outsource it. As the PIF is one of the essential installation aids for the pile installation scope, there were very strong constraints on quality and a timely delivery; any delay would just not be acceptable. As the offshore activities were about to start in April 2017, we had less than a year to ensure that the project could benefit from a properly designed, high-quality and fit for purpose structure. With a timely delivery of the PIF, SHL successfully completed this process and delivered the PIF by the end of March An effort we can all be proud of. Also, the maintenance of the PIF during project execution is memorable and something to be proud of. Each and every day, the offshore team continued to resolve what needed to be resolved. Successfully, safely and on time. This shows that the project results are a true team effort. Onshore, offshore, at the yards and in the office, we are one team and we need each other to ensure our success. THROUGHOUT THE ENTIRE PROJECT THE COOPERATION BETWEEN SHL AND SMULDERS WAS SOLUTION DRIVEN, BASED ON TRUST AND MUTUAL RESPECT. Lieven van Hileghem - Senior Project Manager Smulders IN THE SPOTLIGHT SUBCONTRACTOR BEATRICE - SMULDERS HOW DO YOU SEE THE NEXT PHASE OF THE PROJECT? Subcontractor Smulders has been involved in the Beatrice Throughout the entire project the cooperation between SHL and We will continue with the execution of our scope of work throughout 2018 project since The scope of work for Smulders includes Smulders was solution driven, based on trust and mutual respect with Through personal contact we remove barriers such that issues can be with both the Stanislav Yudin as well as the Oleg Strashnov in the field. the procurement and construction of 28 jacket foundations for a common focus: Realising the project in a safe way, in time and with addressed more easily. The aim always is to communicate in the best and The fabrication team will meantime keep working on the delivery of WTG Beatrice Offshore Windfarm. Fabricators Bladt and BiFab are respect to the required quality. A goal which we achieved together. most efficient way possible in order to ensure maximum project results. jacket structures for installation. The cables team in turn will connect the responsible for fabrication of the remaining 56 jackets. Lieven van And we see in our daily work that this approach works. structures before hand-over of the completed works to our client. Hileghem, Senior Project Manager Smulders, has been involved in Despite some important design changes (for example the jackets At its peak, the T&I team comprised approximately 50 people of different Challenges will remain, but I am confident that we will be successful, the Beatrice project since contract award in May We asked became significant heavier), Smulders, with the support of SHL, nationalities, backgrounds and disciplines, all working closely together. not least on account of the great teamwork, drive and enthusiasm of Lieven to tell us more about Smulders, the project and cooperation succeeded in mitigating all impacts on schedule resulting in finishing the Cooperation, ownership and good communication within the project everyone involved. with all parties involved. job six weeks ahead of contractual agreed schedule. team and with our colleagues on the vessels and at the fabrication yards remains key in order to ensure that the team as a whole is aligned. Smulders is an international business partner, offering more than 50 years experience in the engineering, construction, supply and assembly HOW IS THE PROJECT PROGRESSING? of steel constructions. The company has a workforce of more than 900 Our scope includes the transportation and offshore installation of employees, working at five branch offices worldwide. 86 x 4 = 344 piles (a sum I will not forget for the rest of my life), 84 WTG jackets and 2 OTM substations. In December 2017, we successfully and In September 2016, three months after contract award the manufacturing safely completed the pile installation campaign with the Stanislav Yudin. of the top jackets for the Beatrice project started simultaneously in A true accomplishment for the project team as a whole; all colleagues different Smulders facilities. Spomasz Poland dealt with the secondary located in the various offices, at the yards and on the supporting vessels. steel, Willems Balen-Belgium fabricated the transition piece (TP) and By the end of 2017, 33 of 86 jackets had been installed. Depending on the Smulders Hoboken-Belgium was responsible for the final assembly of the weather conditions, we expect to have installed 40 to 50 jackets by the top jacket s tubulars, and mating with TP and secondary steel, all nicely end of the first quarter of and well synchronised in a serial production line. HAVE THERE BEEN CHALLENGES SO FAR? In January 2017, Smulders started the fabrication of the lower jackets in Of course, we have had challenges along the way, but I never felt there its new facility in the UK, Newcastle, where the first lower jacket was mated was a challenge which was insurmountable. A safe and efficient execution with a top jacket (transported from Belgium to the UK) by the end of April of a project always requires proper preparation. It may very well be that 2017, and the manufacturing continued at a steady pace of one jacket a for a certain activity many alternatives have been fully worked out, before week. Smulders completed the manufacturing of the last complete jacket a decision is made to go ahead with just one of them. Finding the right N 28 in December balance between time, cost and quality remains the challenge each and every time. Offshore installation activities (scope of work SHL) for 16 jacket foundations were completed in October 2017 and the remaining work is currently scheduled to be finalised in the period April - June seaway review 2017 / 56 seaway review 2017 / 57

31 EMBEDDING IIF IN OUR CULTURE FACILITATED BY THE IIF CORE TEAM SEAWAY HEAVY LIFTING (SHL) STARTED THE INTRODUCTION AND IMPLEMENTATION OF IIF IN AN EXTERNAL COMPANY JMJ SUPPORTED SHL DURING THE INTRODUCTION FOR WHICH AN INTENSIVE TRAIN THE TRAINER APPROACH WAS USED. THIS ENABLED SHL EMPLOYEES TO CONDUCT THE WORKSHOPS BOTH ONSHORE AND OFFSHORE, MAKING IIF A SHL PHILOSOPHY FROM THE START. IN EARLY 2018, THE IIF CORE TEAM LAUNCHED IIF REFRESHER WORKSHOPS. RENÉ ALFERINK (OFFSHORE HSE ADVISOR) AND MARCEL REMIJN (PROJECT MANAGER) EXPLAIN THE DETAILS TO US. Everyone within SHL has participated in the IIF workshops during the last The IIF Core Team was established in September After the summer years. Our goal was to create and enlarge the awareness and ownership of 2017, we started on behalf of Marco Schut (HSEQ Director) with a critical towards and an Incidents & Injury Free working environment. IIF has been evaluation of requirements for the IIF follow up. During this process, we our focus for over five years and we want to keep extending our focus by were supported by two consultants from AMI consultancy. We mainly focussed on soft skills; how to train people in the most effective way, how to increase awareness towards the IIF philosophy and OUR SAFETY STATEMENT It is our belief that no injury is acceptable and that all injuries can be avoided. Everyone at Seaway Heavy Lifting, from the top down, is relentless in their pursuit of an Incident & Injury Free (IIF) environment. We are all responsible for creating and maintaining our Incident & Injury Free environment and lead our company towards that objective. This responsibility is based on personal accountability. setting new goals, by making colleagues enthusiastic and by ensuring that IIF remains fresh in our memory. Everyone within SHL knows what IIF stands for, and that is our starting point for our next steps. We want to build upon all the good we have achieved over the past few years. We previously organised a refresher for the offshore crew. This refresher was based on the original IIF orientation workshop. In 2018, we are taking the next step by tailoring IIF to SHL even further. To do so, the IIF Core Team has been established. The goal of the IIF Core Team is to further embed the IIF philosophy in the culture of SHL and to ensure that this philosophy remains part of our company and way of working. The IIF Core Team consists of nine members, which is a good reflection of onshore employees (various layers of the organisation) and offshore employees from both vessels. how to ensure that this awareness remains alive. An important tool following this inventory is a movie developed by SHL: Remember Ivan. Remember Ivan has become the corner stone of IIF Refresher workshops. Remember Ivan is based on an incident which occurred onboard the Stanislav Yudin in This incident has had an enormous impact on the entire organisation. The movie explains what happened with Ivan and the impact on those involved, and is not so much about the how and why of the incident. This matches the IIF philosophy very well; caring for each other and each other s safety, to ensure that everyone can go home safely. Unfortunately, that wasn t the case in the example of this incident. Ivan passed away as a direct result of the incident and that has left its marks within SHL. Various colleagues, present during the incident, tell us about their personal experience and how they handle the impact to this day. To facilitate the discussion after watching the movie, we defined an introduction and determined the follow-up of the emotional message given. Again, it is not about the how and why of the incident. We want to start the discussion about the personal impact such an incident creates for all involved and focus on related emotions. Therefore, we call the people responsible for giving the workshops facilitators instead of trainers. Their role is to facilitate the discussion. To prepare the facilitators they have participated in a IIF IS AN ONGOING PROCESS, IT S NOT A PROGRAMME BUT A MINDSET. René Alferink - offshore HSE Advisor Marcel Remijn - Project Manager facilitator workshop during which we focused on recognising triggers and handling emotions. Because the participants share their personal experiences after watching the movie, each workshop differs from the other. Sharing experiences results in an intimate and close setting. The facilitators are there to ensure that everyone shows respect for each other and for all emotions. The approach and duration of the sessions is tailored to the audience (on- / offshore). To do so the IIF Refresher workshop consists of building blocks to enable the facilitator to adjust the programme, tailored to the specific group. In addition, a workshop presentation has been developed with a manual to support the facilitators. During the workshops we see that the issues onshore and offshore vary due to cultural composition and because of the work field and the extent to which employees are exposed to dangers during their work. Since October various trainers have been trained in facilitating the workshops, to enable the roll out of the IIF Refresher workshops which we started in January Following the first sessions we have altered some details based on the feedback that we have received. For 2018, the goal of the IIF Core Team is to further enlarge the cooperation between all employees by maintaining the already present IIF mindset and to expand the IIF journey. It is essential that we all feel comfortable to speak up and keep asking for feedback. IIF is about strengthening the safety culture, by enlarging awareness towards personal responsibility, ownership and improving communications. We have taken some important steps already and we will keep taking these towards the future. IIF is a never-ending journey which we will continue to work on. seaway review 2017 / 58 seaway review 2017 / 59

32 SUBCONTRACTING 2.0 In early 2017, Anne decided it was time for a new challenge, in which he could combine in today s market. The steel market is a price market and that involves risks. Contractors and today we are working closely together with Subsea 7 in Paris for a wind farm project his commercial experience with his in-depth have low margins and the biggest challenge in France. Because of the cooperation with knowledge of projects and project management. is to select the contractor which executes the subcontractors in Paris, we can optimally benefit SHL was looking for a Manager Subcontracting project against the best price and according to from local content and knowledge. with the skills and knowledge to bring the our standards. Once we have subcontracted Subcontracting department to the next level, the project, the monitoring of risks is done by As Subcontracting department, we profit from and a new adventure began. From the start, it Project Management. During the subcontracting the big steps which have been taken already. has appealed to me that SHL is a true people phase and execution of the project, we have a Borkum West and the fabrication work that has company. People are at the core of the business, continuous feedback loop, Project Management been subcontracted against SHL conditions which is reflected in the culture and way of is involved during subcontracting where we are in and contracted within budget, is a good working. Respect for each other in cooperating, truly listening to each other s opinions and early and close involvement to make a project or initiative a success, are good examples. WHAT I LIKE MOST IS THE COMMERCIAL CHALLENGE; TO BE SMART AND NEGOTIATE THE BEST CONDITIONS. Anne Bok - Manager Subcontracting ANNE BOK STARTED AS MANAGER SUBCONTRACTING FOR SEAWAY HEAVY LIFTING (SHL) ON 1 APRIL ANNE HAS WON ITS SPURS IN THE INDUSTRY. HIS EXPERIENCE IS ALL-ROUND TO SAY THE LEAST. HE STARTED HIS CAREER AS MANAGER SUBCONTRACTING, THEN ENTERED THE POSITION OF PROJECT MANAGER FOR NEW BUILDS, FOLLOWED BY A POSITION AS MANAGER OPERATIONS AND HE WORKED AS PROJECT MANAGER DECOMMISSIONING. Within SHL, purchasing is divided into three branches. Operations handles the barges, tugs and transportation. Procurement is responsible for the purchase of (specific) goods and services related to the office, projects and vessels and Subcontracting is responsible for outsourcing complex work, with high value and higher risks. Today, the Subcontracting department consists of a team of seven in Zoetermeer, supported by Subsea 7 colleagues in Aberdeen and Paris. In the Offshore Wind market, we see a growing demand for EPCI projects from our clients. As a company we want and need to respond to this demand. That means that our work emphasis shifts from T&I work executed by SHL, to subcontracted work such as steel structures for EPCI contracts. This requires optimal purchasing conditions to manage risks and ensure the best conditions such as price, without comprising on our preconditions and values. To achieve this situation, we need to further optimise our Subcontracting department. That is what I see as my goal and challenge, together with my team. I believe I can add value in this process because of the experience I bring with me from my previous jobs, in subcontracting of larger fabrication projects and the establishment and professionalising of a Subcontracting department for one of my previous employers. My vision for successful subcontracting is that what we do as department needs to match the strategy of SHL and Subsea 7. Furthermore, I believe that knowing and managing risks against optimal (cost) conditions are essential From left to right: Adri Opstal, Erik-Jan Bon, Anne Bok, Ineke de Lange, Jos Hermans, Bernard van der Vegt. Missing Heleen Zuurendonk. the lead and we become more supportive in the construction phase, where Project Management takes the lead. After completion of the project, we evaluate the process together and rate the subcontractor as input and learning for following projects. The challenge I see for the coming period is the increasing demand in the wind industry and how to answer to this demand, both internally with our own resources and externally in terms of the number of fabricators suitable to perform the job. The second challenge I see is an economical challenge; to be and remain competitive. To me our competitive edge is reflected in our assets and experience in the Oil & Gas industry, combined with the support and resources of Subsea 7 and the available skills and capabilities within SHL. In the last years, Subsea 7 has provided the tender support for Supply Chain example and true accomplishment. This shows that all preparations have been made to take subcontracting to the next level. Processes are in place. We only have to dot the i s (a lot of i s) to achieve optimal results. I see a lot of opportunities for the future. We are an ambitious company and have the strength to seize these opportunities. We need to have subcontracting optimally lined up to be first in line to execute the job, in existing or new markets such as Taiwan and the USA. When I look ahead, towards December 2018, we stand at the threshold of the actual execution of all plans and projects. We have tendered a lot, developed various plans for optimal subcontracting conditions and as a result opened the champagne bottle a lot to celebrate new work. seaway review 2017 / 60 seaway review 2017 / 61

33 CREW OLEG STRASHNOV seaway review 2017 / 62 seaway review 2017 / 63

34 ARKONA BECKEN PROJECT Arkona Becken Offshore Substation CLIENT STX France PROJECT SCOPE Campaign I - T&I of the piles and pile installation frame (PIF) Campaign II - T&I of the jacket and topside LOCATION Baltic Sea, Arkona Becken Offshore Windfarm VESSEL Oleg Strashnov WHEN Campaign I - July - August 2017 Campaign II - March - April 2018 MAIN CHALLENGE Pile monitoring and driving through PIF with respect to penetration depth of piles (pile stick-up only 1.3 meters above seabed). Customising Seaway Heavy Lifting s (SHL) internal lifting tool (ILT) to suit 120 piles. SOLUTIONS/RESULTS A lot of effort was put into mitigating the risk of damage to the pile monitoring equipment (PME), while driving through the PIF. The PIF shim plates, positioning of pile monitoring equipment, the pile follower and PME cable gutters were specifically designed for this purpose. The ILT, owned by SHL, was modified to operate within 120 mode, ensuring that sufficient capacity remained to upend and lift the 211Mt piles, whilst staying clear of the shear keys, welded on the inside of the piles. NOTEWORTHY STX France, renowned for building the largest cruise ships in the world, is one of the promising new players in the Offshore Wind industry. The Arkona Becken Offshore Substation is their first EPCI project. Through good cooperation, SHL and STX have both benefitted from this new partnership, which has led to a well-prepared pile installation campaign. seaway review 2017 / seaway review 2017 / 65

35 BEING 7, BEING GREAT PHOTO COMPETITION FOR YOUNG PROFESSIONALS (ROTCYP) 2017 FOR THE SECOND TIME, SEAWAY HEAVY LIFTING (SHL) PARTICIPATED IN THE RACE OF THE CLASSICS FOR YOUNG PROFESSIONALS, A MAJOR SAILING EVENT ORGANISED ANNUALLY. During the ROTCYP, about 650 young professionals sail the North Sea Due to the wind and weather conditions the contestants sailed from onboard 23 classic sailing ships. The goal of the race is the conservation Rotterdam to Scheveningen and to IJmuiden, this year. On the last day, of the sailing heritage of the Netherlands, by offering the experience of sailing was just for fun and did not count for the final classification. In the participating in a sailing race at sea, on a classic sailing ship with an final ranking our Young Seaway Heavy Lifting team ended up 9 th! experienced crew. We all had a great time during which we shared laughter, happiness Just as last year, a group of 21 young Seaway Heavy Lifters (7 women and tiredness. With all our different personalities and backgrounds, we and 14 men from various (offshore) departments sailed onboard sailing formed a diverse, proud and passionate SHL crew. It was a wonderful ship Stortemelk. experience. Once again, we would like to thank all involved who enabled the race! This year, Wouter Boot (board YoungSeaway) was a member of the organisation. Therefore, he did not sail along with the SHL crew, but joined the crew onboard a separate ship. In October 2017, Subsea 7 started the Being 7, Being Great Being 7 means, with a few words to explain it. Entries could photo contest. Goal of the contest was to celebrate the be submitted through a special competition website. employees of Subsea 7 and its complimentary companies and the great work they are doing each day. The Being 7 In November, all submissions have been judged on creativity Being Great competition was open to all employees, on and and how they capture Being 7. The jury, consisting of offshore and closed in November. employee representatives from each area of the business and regions made a shortlist of entries. The final 30 shortlisted Because every day all employees make incredible things entries were open to all employees for voting, and 7 grand happen around the world, the contest was organised to prize winners have been crowned the Being Great winners. visualise what working for the Subsea 7 Group means to the They have received $1,000 or local currency equivalent to employees. The only input requested was an activity actionshot, a scenic selfie or a relative or friend that captured what donate to a charity of their choice. BELOW THE 7 GRAND PRIZE WINNERS CROWNED THE BEING GREAT WINNERS: Vithiea Peang Aberdeen, NSC Daniel Carvalho Offshore Brazil Sean Barr Houston, GOM Anna Okon & Colin Thomson Tendering Team, GPC At work or on holiday, Collaboration is a way of life. Helping the inspirational young people of local village Bitupita in Ceara, Brazil in my free time. Subsea 7 does not identify your boundaries, they encourage you to discover them! Subsea 7 is collaboration and diversity. John Howie Offshore Resources Gordon Wright Offshore Seven Oceans Marcos Paulo Prado Offshore Brazil Being 7 on top of the world! Midnight sun at Vigra Spoolbase in Norway. Being 7 is having the pleasure of working safely on the best vessels, with good friends and as a bonus a starry sky. seaway review 2017 / 66 seaway review 2017 / 67

36 CREW STANISLAV YUDIN seaway review 2017 / 68 seaway review 2017 / 69

37 A SNEAK PREVIEW OF 2018 From left to right: Reinier van Walree, Koen van der Perk, Jan Willem van der Graaf, Peter de Bree, Wim van der Velde, Bob Dunsmore. WHAT ARE THE PLANS AND AMBITIONS FOR 2018, WHICH PROJECTS ARE SCHEDULED, AND WHICH DEVELOPMENTS ARE EXPECTED, BOTH INTERNALLY AND EXTERNALLY? WE ASKED JAN WILLEM VAN DER GRAAF, CEO OF SEAWAY HEAVY LIFTING (SHL) FOR A SNEAK PREVIEW OF There is still a lot of challenging work to execute in Both vessels will be very busy. Winning work for the period 2019 needs our focus. Like every competitor in our markets, we feel the pressure on market volume, prices and terms & conditions. What we really need to do is to focus on what is key, and that was one of the important outputs of our strategy. In 2018, we will implement our updated strategy which includes the ambition to become a top three player in the Renewables market, while maintaining our position in the Oil & Gas market. In 2017, we have proven to be an EPCI contractor. Being part of the Subsea 7 Group definitely strengthens our market position. It is clear that there is a growing demand for EPCI, however the demand for T&I is constant, which shows that we have to remain a solid T&I provider as well. In this field we are planning to extend our scope in renewables, e.g. the installation of Wind Turbine Generators (WTG s). As a result of decreasing deepwater Oil & Gas projects we will be focussing on heavy lifts of 3,000 to 5,000Mt. Our strategy has made clear where the vessel capability needs to be towards the future. We want to utilise the Oleg Strashnov to build a position as niche player for the Oil & Gas market. With the Stanislav Yudin, we will be focussing on Renewables foundations work and Decommissioning projects and projects to be executed in specific locations. This means that we will continue to invest in business development and explore global opportunities. For example, we will start work for BP in Trinidad this year, and explore opportunities in India, the Middle East and Asia Pacific. Looking at projects, we will finalise the Beatrice project, our first large EPCI project. The Beatrice project has allowed us to grow, expand our horizon and strengthen our experience in the field of the large ECPI projects. In 2018, we will also be finalising Borkum West II. Two good examples of projects where ownership and cooperation within the team resulted in solid results. And I do realise there is strain in the teams around the large volume of issues, but teamwork and cooperation remain key to success! During completion of both Borkum West and Beatrice we have to ensure that we keep delivering to the best of our abilities, and stay aware of our standards and of the long-term warranty obligations following the contracts for both projects. In 2018, we will be bidding on large EPCI projects in France because we want to enlarge our presence over there. We believe that the upcoming Renewables market in France offers a lot of opportunities for us to be successful. Following our strong position in the substation market, we will be installing the first two substations for Borssele, a series of Dutch Offshore Windfarms, for HSM. The installation of the two substations is part of the first four windfarms. I am very pleased with this opportunity to contribute to the first four large offshore wind parks in the Netherlands. Furthermore, our newly opened office in Taiwan, managed by Erik de Vrij and Hans van der Veer is an asset for SHL, it allows us to extend our global presence in As part of the implementation of our strategy we will focus on the optimal alignment of our internal organisation. During the bidding process, we will be focusing on projects with a high likelihood of commercial success. In addition, we have to manage our cost very carefully to be able to bid as competitively as possible. The changing market results in changing demands from clients. Project Financing is an example of this changing demand, where we will possibly be taking a share in projects. In general, we have to focus on working more efficiently. That applies to the entire organisation. The challenging Oil & Gas market, where margins are low and the competition is tough, requires an efficient and cost-effective way of working from all of us. In 2018, we will be taking the next step in performing even better, against lower costs. During the year, we will evaluate our progress and determine if we are on the right path. Peter de Bree is leading this effort under the name RECAP project (REduction of Cost and Awareness Programme) will also be the year when we are moving to the new office location, which I am very pleased about. Because of our history in Zoetermeer we decided to stay here. As we bought the office, we were given the option to invest in an office which we could tailor to our requirements. The new Caroline Reijn Executive Assistant office is nicely shaped, will have several meeting rooms, options to work privately or with a team. It has an atrium and the look and feel matches our company and culture. With the current market situation in mind we have been critical of the renovation budget, but I certainly feel we will have an improved working environment. For 2018, I see a lot of opportunities as a result of becoming part of the Subsea 7 family. By working together, we can optimally benefit from each other s strengths. Utilising the commercial knowledge of Subsea 7 will allow us to expand our insight of the global Oil & Gas market. We believe that this will result in an enlarged order book and give us the opportunity to follow up on our ambition to enter the float over and jacket launch market. To conclude, I would like to say something about our value safe. Safety is our core value and is captured in IIF. This is not a programme, it is about agreeing on being safe at work, which allows us to return home safely. Key for this mindset is we care for each other and for the environment. This is not a given. It needs constant attention. We do so by focusing on relationships, by knowing what makes the other tick, and by making sure everyone knows: safety starts with me. Once that is clear to all, you can together decide on the safest way of working. We have captured these agreements in our safety fundamentals: think and discuss before doing, apply procedures, wear proper PPE and stop work when it is unsafe. These fundamentals have become part of our culture. Now it is time for the next step. During IIF Refresher sessions we are talking with employees about the impact of incidents to create awareness. As a tool we use an SHL safety movie which shows a fatal incident which happened in our past. The emotional stories of our colleagues, who explain the impact of this incident, help us to understand each other, and know what we feel is essential to be safe and the personal responsibility everyone has in creating a safe working environment has been an exciting year with a lot of changes, challenges and accomplishments. I trust 2018 will be a year where we will continue to work safely and seize opportunities thanks to the dedication, energy and drive of us all. I am pleased to handover the leadership of the company to Steph McNeill at this moment in time. On behalf of the Management Team, Jan Willem van der Graaf Ires-Anika Murphy Executive Assistant seaway review 2017 / 70 seaway review 2017 / 71

38 COLOPHON If you have any questions about the Seaway Review or wish to receive extra copies please contact Angela Diergaarde at DESIGN things to do today TEXT & FINAL EDITING things to do today Seaway Heavy Lifting We would like to thank all those who contributed words, ideas and images to the Seaway Review SEAWAY HEAVY LIFTING seaway review 2017 / 72