Preview 2018 - Seaway Heavy Lifting · 2018-04-18 · And finally, we will introduce our new CEO,...

SEAWAY HEAVY LIFTINGAND THE PEOPLE

BEHIND OUR SUCCESS

Insights into our departments, people, projects and crew

Preview 2018

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 2017.

Jan Willem van der Graaf

CEO Seaway Heavy Lifting

February 2018

seaway review 2017 / 1

CONTENT

MORE...

THE NEXT STEPS IN PROFESSIONALISING OUR PROPOSALS DEPARTMENT

IIF CORE TEAM - NO ROOM FOR INCIDENTS OR INJURIES

SUBCONTRACTING 2.0KNOWING AND MANAGING RISKS

BEATRICE OFFSHORE WINDFARM

PAGE 44 PAGE 58PAGE 60

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

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.

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.

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.

seaway review 2017 / 3seaway review 2017 / 2

“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.”

“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.”

“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.”

“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.”

2017, AN EXCITING YEAR

“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 - CEOSeaway Heavy Lifting

* 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


OUR VALUES

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 VALUES

Our values are in line with our vision of the kind of company we want

to be. They guide our behaviour and form the basis for all our activities

and relations.

SAFE• We care for each other and our environment;• Focus on awareness amongst all;• Make sure we are prepared;• Share knowledge to learn;• Stop work when its unsafe.

EFFICIENT• We keep things simple;• Communicate extensively;• Keep everyone aligned;• Apply the highest standards;• Work by the standard of ‘first time right’.

PASSIONATE• We are committed;• Show that we care;• Take ownership;• Always strive for the best;• Deliver maximum results.

FAIR• We truly listen and respect others;• Are honest and transparent;• Set clear expectations;• Avoid surprises;• Deliver on our promises.

MISSION &VISION

OUR MISSION AND VISION

We aim to be the leading offshore contractor in the Oil & Gas and Renewables

industry in our targeted market segments, preferred and respected by

clients. We can only claim this position by demonstrating leadership in safety,

innovation and overall project performance, as well as delivering high-value

engineered solutions. Our success is therefore based on our people. We

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.

OUR SERVICES

We deliver high-end solutions for the offshore Renewables and Oil & Gas

industry globally, with key enabling, owned assets and high-quality service.

Oil & Gas

T&I and Decommissioning

• Platforms

• Deepwater structures

• High end lifts (3,000 - 5,000Mt)

Renewables

EPCI and T&I

• Substations and converter stations

• Foundations

• Wind Turbine Generators

• Cables

OUR PEOPLE

By utilising our highly skilled and motivated workforce, quality assets

and continuous focus on new technologies and service, we provide our

clients with safe, effective and added-value solutions.

OUR VESSELS AND EQUIPMENT

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

Oleg Strashnov meets all the DP3 requirements of the offshore industry.

In addition to our vessels we own high-quality support equipment,

including rigging, hammers and a wide variety of pile handling tools,

which enable us to work efficiently and make us reliable in delivering on

our commitments. By becoming part of the Subsea 7 Group, we also

gained access to their asset base.

OUR LOCATIONS

We operate from our offices in:

• Zoetermeer - The Netherlands

• Aberdeen & Glasgow - UK

• Hamburg - Germany

• Limassol - Cyprus

• Paris - France

• Houston - USA

• Taipei - Taiwan

T&I: Transport & Installation.EPCI: Engineering, Procurement, Construction, Installation.

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.


HEAVY LIFTING DIVISIONTHE STRATEGY FOR THE SUBSEA 7 RENEWABLES &

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.

GENERATE LONG-TERM SUSTAINABLE RESULTS BY BEING SUCCESSFUL IN BOTH THE OFFSHORE

RENEWABLES AND OIL & GAS MARKET.

DELIVER HIGH-END SOLUTIONS FOR OFFSHORE RENEWABLES AND OIL & GAS PROJECTS, WITH KEY

ENABLING, OWNED ASSETS AND HIGH-QUALITY SERVICE.

OUR AMBITION

OUR PROMISE

OUR GOALS THIS MEANS

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.

OUR STRATEGY

• STAY ACTIVE IN BOTH MARKETS, BALANCE THE ACTIVITIES AND REMAIN FLEXIBLE TO ADJUST

TO CHANGING MARKET CONDITIONS.

• 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.

• 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.


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

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.”

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

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

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

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

and our values and we are very clear on several ethical topics in our industry.

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.”

“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.

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.”

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.

Financial strength

to allow us to work

and grow the different

parts of the cycle

Service

we offer to

our clients

Strength

of our people;

ethics & safety

Core Project

Management &

Engineering skills

SEAWAY HEAVY LIFTING

A SUBSEA 7 COMPANY

“WE ARE VERY

STRONGLY GUIDED BY OUR

PRINCIPLES AND OUR VALUES.”

John Evans - COOSubsea 7


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.

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.”

“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.”


CEO Seaway Heavy Lifting

HANDING OVER THE HELMJAN 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.

“IT HAS BEEN AN HONOUR

TO WORK WITH THIS

GREAT TEAM OF PEOPLE.”

Jan Willem van der Graaf - CEOSeaway Heavy Lifting


“IF YOU WANT THE MACHINE TO

WORK WELL, IT IS IMPORTANT

THAT YOU KNOW ALL PARTS.”

Steph McNeill - new CEOSeaway Heavy Lifting

“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.”

“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

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.”

“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 first-

hand 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

“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.”

Steph McNeill - new CEOSeaway Heavy Lifting


this experience and quickly realise it is the people with their accumulated

knowledge and unique skills that give an organisation its value.”

“To broaden my experience and curious to try life on the ‘other side of

the fence’ I worked for BP as a Project Manager on the Angolan Block 18

FPSO. Working for a client gives you an altogether different perspective on

what we do as Contractors and how we are perceived. It also introduced

me to the challenges of managing communication and cultural diversity

on a Mega Project with literally thousands of people based across 5

continents driving for a common goal.”

“I eventually returned to the Contractor side of the business and managed

the Marine, Subsea and Pipelines Engineering Departments for KBR.

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

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

should play to our strengths, learn from each other and target improving

our weaknesses. Combining our skills effectively is what makes a team

stronger and creates great results.”

“In 2005, I joined Subsea 7 and moved back to Norway with my family

and introduced our two young children to life in the ‘Barnehage’. My

initial role was to build an organisation to manage the building of the

new vessels. Subsea 7 had a much smaller fleet in those days but had

the vision and strategy, to pilot our way to become one of the top 3 in

SURF. We achieved this by investing massively in our people and assets

to rapidly grow our EPCI capability and it was really exciting for me to be

onboard for that voyage.”

“It is fantastic to get the opportunity to put the experience gained from

years of looking after older vessels into building, manning and operating

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

programme. I am proud to have been a part of the team that managed

the build of 14 Subsea 7 vessels. They were built across a variety of yards

however the majority were built at IHC Merwede only a short distance

from my new home at Zoetermeer.”

“I took over the wheel of the UK business in Aberdeen in 2008, and got

back to the business of winning and executing projects for clients. This

was another exciting role where we built the business up while merging

with Acergy. We successfully won and executed a wide variety of T&I,

EPIC, EPCI and IRM projects.”

“In my last role before joining Seaway Heavy Lifting (SHL) I led the

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

collaborate on a common goal.”

“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

of the small team led by Bob Dunsmore and Alan MacLeay that helped

kick off the fledgling Renewables group in Subsea 7 in 2009 as a part of

the UK Business. I have closely followed the growth of the group since

then as it has grown and the strategy has developed. Eventually leading

to the acquisition of SHL and the award of the first big Renewables EPCIs.

So it is exciting to come onboard the team as it continues to grow and we

strive to become one of the top three players in this sector.”

“SHL has firmly established its capability to be an EPCI provider in the

Renewables sector with Beatrice and Borkum West II. The management

and the people of SHL have developed a compelling strategy which

already has the full support of the Executive and Board. I look forward

to continuing the good work of Jan Willem and the people of SHL and to

keep us on our established strategic course.”

“In the last year SHL has joined a larger organisation and become a

100% member of the Subsea 7 Group. For the continued success of

both SHL and Subsea 7 it is imperative that we continue to focus on

our core strengths and keep doing what we do well at SHL. At the same

time our market is evolving and we will look to grow our capability in the

Renewables and Heavy Lifting business unit to be able to meet our clients

demands. Having the full backing of Subsea 7 will allow us to continue to

pursue large EPCIs and invest to grow our business line.”

“I look forward to meeting many new people at SHL onshore and offshore,

hearing your stories in the coming weeks and months and getting the

chance to visit some different ships. If more than 25 years in this industry

have taught me one thing, it is that I have a lot more to learn and I will need

your support in doing that. Hopefully, one day, I can be counted among

the ranks of the Seaway Heavy Lifters. In the meantime you can count on

my dedication and commitment to realise our potential in my new role as

CEO of SHL.”

“I LOOK FORWARD TO CONTINUING THE GOOD WORK

OF JAN WILLEM AND THE PEOPLE

OF SHL.”

“I WANT TO HELP PEOPLE TO REALISE THEIR FULL POTENTIAL AND GIVING THEM THE OPPORTUNITY TO GROW.”


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 HEAVY LIFTING’S BOARD OF DIRECTORS


CREWOLEG STRASHNOV


PROJECT

CLIENT

PROJECT

SCOPE

LOCATION

VESSEL

WHEN

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.”

Race Bank Offshore Wind Farm

(ROW01-Z01)

DONG Energy Wind Power A/S

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.

Located in the Greater Wash region.

Oleg Strashnov

March 2017

RACE BANK

“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 ManagerDONG Energy Wind Power A/S


To further extend our global presence we have

opened an office in Taipei, Taiwan in 2018. 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.

MERKUR

PROJECT

CLIENT

PROJECT

SCOPE

LOCATION

VESSEL

WHEN

Merkur OSS

EverSea NV

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.

Merkur Field, North Sea, offshore Germany

Oleg Strashnov

October 2017 and January 2018

MAIN CHALLENGE

The conditions during installation were challenging due to

weather circumstances in the North Sea in October.

TAIWAN OFFICEEXTENDING OUR GLOBAL PRESENCE

Hans van der Veer & Erik de Vrij


PROJECT

CLIENT

PROJECT

SCOPE

LOCATION

VESSEL

WHEN

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.

Walney Extension Offshore Wind Farm

(WOW0304)

DONG Energy Walney Extension (UK) Ltd

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.

Located in the Irish Sea, north-west of the

existing Walney Wind Farms 1 & 2.

Oleg Strashnov

March - April 2017

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 MgmtWind Power


RUNNING

SKIWAY

CYCLING

OVER THE LAST YEARS, SEAWAY HEAVY LIFTING HAS FORMED ITS OWN TRADITIONS.

In 2017 we organised the Cycling event for the 22nd time, we enjoyed

Skiway for the 9th 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

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 2nd best!

GOLFDOGS & GOLF TOURNAMENT FOR YOUNG PROFESSIONALS

UITHOF

SOCCER

PARTIES & SPORT EVENTS

FULL MOON

HALLOWEEN

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!


“WE ARE ABLE TO DELIVER

EPCI SOLUTIONS TO OUR CLIENTS.”

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 2017. I am proud

of this achievement, because I feel the piling

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

• 712 Anchor runs

• 48 Mooring operations to bring cargo

barges alongside

• 344 Pile driving operations

• 88 Hours saved for barge mooring

operations

Achievements

• We achieved our goals despite difficult

weather conditions, using technically

complex equipment and following strict

requirements regarding safety and

environmental protection.

• We completed the first phase of the project

without delays and without accidents

onboard the Stanislav Yudin.

CAPTAIN

STANISLAV YUDIN

Age 55 years

Working at SHL since 1996

KONSTANTIN PANOV

VESSEL SPECIFICATIONSSTANISLAV YUDIN

Built

In 1985 with a Life Time

Extension (LTE) in 2014

General

Length 193m

Breadth 36m

Draught 5.5 - 8.9m

Deck Space

2500m2 deck space

5000Mt/m2 load carrying

capacity

Helideck

To receive S 61

Lifting Capability

2500Mt revolving lift capacity

660Mt auxiliary hook

DNV

Classified

Accommodation

150 persons

Mooring

8-point Mooring system

Ice Class

Light

Sailing Speed

9 knots

By successfully completing the first stage

of project Beatrice, we demonstrated our

organisational capabilities and overall

effectiveness of SHL as an EPCI contractor.

We were able to achieve our goals because

of joined team efforts. All vessel departments

acted as a well-oiled machine, dedicated

and committed to complete our task safely

and efficiently. We can all be proud of

this achievement. I would like to thank the

Stanislav Yudin crew, all subcontractors and

all supporting departments of SHL for their

commitment and enthusiasm.


PROJECT

CLIENT

PROJECT

SCOPE

LOCATION

VESSEL

WHEN

NOTEWORTHY

The client, Petrofac, was very pleased with our performance

which resulted in an excellent client review.

Galloper Substation

Petrofac Facilities Management Ltd.

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

Galloper field, UK.

Oleg Strashnov

23 April to 13 May 2017

GALLOPER


Position Welder Team Leader

Age 56 years

Nationality Malaysian


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 2008.

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.

LEE MAN HONG

THE PEOPLE BEHIND

OUR SUCCESS

Position Steward

Age 27 years



Position Second Electrician

Age 51 years

Nationality Russian


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.

JOHANES ANAK JULA

EMPLOYEES STANISLAV YUDIN

EVGENII VOITENKO


PROJECT

CLIENT

PROJECT

SCOPE

LOCATION

VESSEL

WHEN

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.”

Zohr Field Development Project

Petrobel

T&I of a control platform, consisting of

4 pre-pilled foundation piles, a jacket,

jacket appurtenances and a topside.

The Zohr gas field is located in the Egyptian

sector of the Mediterranean Sea.

Oleg Strashnov

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.

ZOHR


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 driven and confident of our chances. We

have started to build a collaborative relationship

with the clients. We have mobilised a well-

equipped, 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.”

“WE ARE WELL

PREPARED TO BID AS

EFFICIENTLY AND COST

EFFECTIVELY AS POSSIBLE.”

“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 2017. 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

CONQUERING THE FRENCH RENEWABLES MARKETPhilippe 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.


CREWSTANISLAV YUDIN


A SUBSEA 7 SURF PROJECT

WhenOperations 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 challengeIt was 22 months from when the first oil was discovered in August 2015 to the first oil in May 2017. This is extraordinarily short for a 6 well development of this complexity.

Solutions/ResultsSolution 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.

NoteworthyApache 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.

ProjectCallater Field Development

ClientApache North Sea Limited

Project ScopeEPCI 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.

LocationThe 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)

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.

CALLATER

“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 ManagerApache North Sea


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.”

“But it’s not only the scope that has changed,

the world in which we operate has grown as well.

Where in the past we operated in the North Sea

during the summer months and in the Middle-

East during the winter, the whole world is our

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

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

“WE ARE DRIVEN TO OPTIMISE ALIGNMENT WITHIN THE ENTIRE PROPOSALS DEPARTMENT AND SALES GROUP TO ENSURE SUCCESS.”Roy Jansen - Commercial Manager Renewables

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.

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.”

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.”

Hans van der Veer, Taiwan

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 2017. 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.

Roy Jansen & Jeroen Zwart

Today, the Proposals department of SHL

consists of a team of ten members in Zoetermeer,

including Roy and Jeroen and one colleague in

Taiwan to support local EPCI and T&I projects.

To enable the professionalisation process and

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

initiatives are aligned, Roy and Jeroen, together

with the VP Commercial Koen van der Perk

manage both the department and people as well

as the content and quality of the work.

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

opportunity to shift our focus from individual

proposals to managing and optimising the

bigger picture and to focus on the overall market.

That is how we can contribute to optimising SHL

bids and increase the opportunities for SHL

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,

“WE WANT TO INCREASE THE OPPORTUNITIES FOR BEING REWARDED NEW CONTRACTS.”


Position Rigger Foreman

Age 38 years



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.

DINNIS ANAK SUMBANG

THE PEOPLE BEHIND

OUR SUCCESS

EMPLOYEES OLEG STRASHNOV

Position Deck Engineer

Age 30 years

Nationality Dutch


Position Able-bodied Seaman (AB)

Age 48 years



In September 2011, I started as a 3rd Engineer for Seaway

Heavy Lifting (SHL). After three years, I became a 2nd 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.

OLIVIER WIJSMAN ABU BAKAR BIN YAHYA


“WE HAVE GREAT FLEXIBILITY ONBOARD

TO SOLVE PROBLEMS IF NECESSARY.”

I am proud of everything we have

accomplished in 2017. 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,

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.

In Egypt, we executed an oil and gas

installation project. It was a special project

because we had to execute a jacket launch at

sea, on DP. Unique, new to us and successful. It

took a lot of planning upfront to ensure optimal

cooperation with the supporting vessels which

were new to us. It was good to be back in the

Mediterranean Sea. A nice operating area

because of the weather circumstances. One of

our crew members experienced a heat stroke.

This made us aware that we did not have the

optimal prevention in place. However, we did

have the solution and cure and we will build

upon this learning.

After the project in Egypt, we started work for

the Arkona Becken project. This included the

pile driving for the installation of the jacket

and topside, which is planned for April 2018.

This project was followed by installation of

the Merkur jacket. A difficult installation due

to weather circumstances. Installing in the

German Bight is always a challenge during

winter time. The project demanded a lot of

the crew because they had to wait for a long

time, which can be frustrating. However,

the satisfaction was even greater once we

completed the job.

In August, we started work for the Beatrice

project. We successfully completed the

CAPTAIN

OLEGSTRASHNOV

Age 49 years


JAAPVAN POPPEL

Built

In 2011

General

Length 183m

Breadth 47m

Draught 8.5 - 13.8m

Deck Space

4000m2 deck space

8500Mt/m2 load

carrying capacity

Helideck

To receive S 61, S 92

Lifting Capability

5000Mt revolving lift capacity



DNV & NMA

Classified

Accommodation

220 persons

Mooring

DP3 and 8-point

Mooring system

Sailing Speed

12 knots

Notification

Clean Ship Class

VESSEL SPECIFICATIONSOLEG STRASHNOV


ABERDEENSCOTLAND

PARISFRANCE

HOUSTONUSA

TAIPEITAIWAN

OFFICES WORLDWIDE

GLASGOWSCOTLAND

ZOETERMEERNETHERLANDS

HEAD QUARTERS

LIMASSOLCYPRUS

HAMBURGGERMANY

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 2017.

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.

Furthermore, we will install the remaining

jackets for Beatrice in May 2018. Because of

the height of the jackets these will be installed

over the aft deck, which will be new to us. In

addition to Arkona Becken, we will start work

for the YME project, together with Subsea 7.

Our scope includes the installation of a

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.

2018 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,

former first officer of the Oleg Strashnov, has

followed in his footsteps. I look forward to

building upon the relationship with Victor and

working together with everyone onboard and

our colleagues onshore.

“THE GRILLAGE

HAS TO BE PRECISE TO THE

SMALLEST DETAIL.”

Jaap van Poppel -Captain Oleg Strashnov


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.”

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

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 1st 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

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.

A PROJECT TO BE PROUD OF

BEATRICE OFFSHORE WINDFARM

Lloyd Duthie - Project EPC Director & Lodewijk Maan - Project Manager T&I


Lodewijk Maan has been involved in the Beatrice project as Project

Manager T&I since September 2015. Prior to this, he worked at

the Proposals department of Seaway Heavy Lifting (SHL) where

he was involved in the project in his role as Senior Proposals

Manager. In the first quarter of 2016, the contract for the Beatrice

project was signed and as pre-agreed, Lodewijk ‘moved into’ the

project. With this move, he followed-up on his ambition to become

Project Manager and with his background and project specific

knowledge gained during the contract negotiations, he was able

to add value to the Beatrice project from the very start.

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

Fabrication team, the Cable team and the Marine Coordination team. Like

in a joint exercise to run a relay, as works progress on this EPCI project

we are passing on the baton; endeavouring to agree and complete each

team’s requirements in order to ensure a successful project result. In

addition, we need to agree and align daily activities with our client and the

client’s other contractors. Executing a scope of work of this size typically

involves dealing with a high number of interfaces, a challenge which

I enjoy.”

WITH ALL THOSE INTERFACES, HOW IS THE

COOPERATION IN THE PROJECT TEAM WORKING OUT?

“Working closely with the other members of the project team in Zoetermeer,

Glasgow and Aberdeen works out well. Some of these team members

knew each other from the very start of the project; others didn’t know

each other at all. I feel that the Project Leadership Team (PLT) recognised

this challenge from the outset and dealt with it well. They organised

several workshops and meetings in order to allow for individuals to get

to know each other. This also served to foster the project’s own identity.

“WE ARE ONE TEAM, ONSHORE AND

OFFSHORE, AND NEED EACH

OTHER TO ENSURE OUR SUCCESS.”

Lodewijk Maan - Project Manager T&I

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?

SHL played a major role in addressing internal problems within one of

our three fabricators. Burnisland Fabrications (BiFab) was struggling

with cash flow problems that presented a significant risk to the cost and

delivery of the Beatrice Offshore Windfarm project (BOWL).

SHL took an active role in talks with the Scottish Government resulting

in an agreement that prevented BiFab going into administration and

allowed the fabrication company to continue production.

BiFab received payments to alleviate the immediate cash flow issues

through a financial package provided by their main shareholders, our

client BOWL and SHL. Our two other fabricators Bladt and Smulders have

also been supporting us in maintaining our offshore schedule.

WHAT IS THE STATUS OF THE PROJECT?

“For my part of the project, the engineering is completed. We have

received our DNV certificate on schedule, which is a key milestone. By the

end of 2017, Smulders completed their scope, meaning that 28 jackets

were completely fabricated, Blatt completed 22 out of 30 jackets and

BiFab fabricated 6 jackets. In the first half of 2018, the remaining jackets

will be fabricated.

The cables contract has gone relatively well and whilst we have had

challenges in this area the progress has been to plan. They have

completed all the cable manufacturing and have installed sixteen cables

and trenched and connected them. So, 16 jackets are all wired up literally.”

WHAT ARE THE MAJOR MILESTONES FOR 2018?

“The fabricators will be finished, with BiFab the last to complete its scope

in May/June 2018. The Oleg Strashnov will install the remaining jackets

and the cables will be installed and connected. The cables team will

complete their second campaign in March/April 2018, depending on

the weather conditions. And by the end of the summer we will be

completely done.”

WHAT DO YOU SEE AS CHALLENGES TO FINALISE

THE PROJECT?

“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 2018.”

“Furthermore, there will always be something we don’t expect and have

to deal with, some equipment falls down or, for instance, a challenge

with one of our subcontractors. The surprising element is what makes

the job very interesting. I am sure there will be challenges, however I am

confident we will handle them as one team.”

“THE SURPRISING ELEMENT IS WHAT MAKES THE JOB VERY INTERESTING.”Lloyd Duthie - Project EPC Director


“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 - SMULDERSSubcontractor Smulders has been involved in the Beatrice

project since 2016. The scope of work for Smulders includes

the procurement and construction of 28 jacket foundations for

Beatrice Offshore Windfarm. Fabricators Bladt and BiFab are

responsible for fabrication of the remaining 56 jackets. Lieven van

Hileghem, Senior Project Manager Smulders, has been involved in

the Beatrice project since contract award in May 2016. We asked

Lieven to tell us more about Smulders, the project and cooperation

with all parties involved.

“Smulders is an international business partner, offering more than 50

years’ experience in the engineering, construction, supply and assembly

of steel constructions. The company has a workforce of more than 900

employees, working at five branch offices worldwide.”

“In September 2016, three months after contract award the manufacturing

of the top jackets for the Beatrice project started simultaneously in

different Smulders’ facilities. Spomasz Poland dealt with the secondary

steel, Willems ‘Balen-Belgium’ fabricated the transition piece (TP) and

Smulders Hoboken-Belgium was responsible for the final assembly of the

top jacket’s tubulars, and mating with TP and secondary steel, all nicely

and well synchronised in a serial production line.”

“In January 2017, Smulders’ started the fabrication of the lower jackets in

its new facility in the UK, Newcastle, where the first lower jacket was mated

with a top jacket (transported from Belgium to the UK) by the end of April

2017, and the manufacturing continued at a steady pace of one jacket a

week. Smulders completed the manufacturing of the last complete jacket

N° 28 in December 2017.”

“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 2018.”

“Throughout the entire project the cooperation between SHL and

Smulders was solution driven, based on trust and mutual respect with

a common focus: Realising the project in a safe way, in time and with

respect to the required quality. A goal which we achieved together.”

“Despite some important design changes (for example the jackets

became significant heavier), Smulders, with the support of SHL,

succeeded in mitigating all impacts on schedule resulting in finishing the

job six weeks ahead of contractual agreed schedule.”

Through personal contact we remove barriers such that issues can be

addressed more easily. The aim always is to communicate in the best and

most efficient way possible in order to ensure maximum project results.

And we see in our daily work that this approach works.

At its peak, the T&I team comprised approximately 50 people of different

nationalities, backgrounds and disciplines, all working closely together.

Cooperation, ownership and good communication within the project

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.”

HOW IS THE PROJECT PROGRESSING?

“Our scope includes the transportation and offshore installation of

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

safely completed the pile installation campaign with the Stanislav Yudin.

A true accomplishment for the project team as a whole; all colleagues

located in the various offices, at the yards and on the supporting vessels.

By the end of 2017, 33 of 86 jackets had been installed. Depending on the

weather conditions, we expect to have installed 40 to 50 jackets by the

end of the first quarter of 2018.”

HAVE THERE BEEN CHALLENGES SO FAR?

“Of course, we have had challenges along the way, but I never felt there

was a challenge which was insurmountable. A safe and efficient execution

of a project always requires proper preparation. It may very well be that

for a certain activity many alternatives have been fully worked out, before

a decision is made to go ahead with just one of them. Finding the right

balance between time, cost and quality remains the challenge each and

every time.”

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 2017. 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.”

HOW DO YOU SEE THE NEXT PHASE OF THE PROJECT?

“We will continue with the execution of our scope of work throughout 2018

with both the Stanislav Yudin as well as the Oleg Strashnov in the field.

The fabrication team will meantime keep working on the delivery of WTG

jacket structures for installation. The cables team in turn will connect the

structures before hand-over of the completed works to our client.

Challenges will remain, but I am confident that we will be successful,

not least on account of the great teamwork, drive and enthusiasm of

everyone involved.”


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 2018. 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.”

“IIF IS AN ONGOING PROCESS, IT’S NOT A PROGRAMME BUT A MINDSET.”René Alferink - offshore HSE Advisor Marcel Remijn - Project Manager

“Everyone within SHL has participated in the IIF workshops during the last

years. Our goal was to create and enlarge the awareness and ownership

towards and an Incidents & Injury Free working environment. IIF has been

our focus for over five years and we want to keep extending our focus by

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.”

“The IIF Core Team was established in September 2017. After the summer

of 2017, we started on behalf of Marco Schut (HSEQ Director) with a critical

evaluation of requirements for the IIF follow up. During this process, we

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

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 2007. 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

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.

SEAWAY HEAVY LIFTING (SHL) STARTED THE INTRODUCTION AND IMPLEMENTATION OF IIF IN 2013. 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.

FACILITATED BY THE IIF CORE TEAM

EMBEDDING IIF IN OUR CULTURE


“WHAT I LIKE MOST IS THE COMMERCIAL CHALLENGE; TO BE SMART AND NEGOTIATE THE BEST CONDITIONS.”Anne Bok - Manager Subcontracting

In early 2017, Anne decided it was time for a

new challenge, in which he could combine

his commercial experience with his in-depth

knowledge of projects and project management.

SHL was looking for a Manager Subcontracting

with the skills and knowledge to bring the

Subcontracting department to the next level,

and a new adventure began. “From the start, it

has appealed to me that SHL is a true people

company. People are at the core of the business,

which is reflected in the culture and way of

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.

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

in today’s market. The steel market is a price

market and that involves risks. Contractors

have low margins and the biggest challenge

is to select the contractor which executes the

project against the best price and according to

our standards. Once we have subcontracted

the project, the monitoring of risks is done by

Project Management. During the subcontracting

phase and execution of the project, we have a

continuous feedback loop, Project Management

is involved during subcontracting where we are in

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

and today we are working closely together

with Subsea 7 in Paris for a wind farm project

in France. Because of the cooperation with

subcontractors in Paris, we can optimally benefit

from local content and knowledge.

As Subcontracting department, we profit from

the big steps which have been taken already.

Borkum West and the fabrication work that has

been subcontracted against SHL conditions

and contracted within budget, is a good

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.

From left to right: Adri Opstal, Erik-Jan Bon, Anne Bok, Ineke de Lange, Jos Hermans, Bernard van der Vegt. Missing Heleen Zuurendonk.

ANNE BOK STARTED AS MANAGER SUBCONTRACTING FOR SEAWAY HEAVY LIFTING (SHL) ON 1 APRIL 2017. 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.

SUBCONTRACTING 2.0


CREWOLEG STRASHNOV


PROJECT

CLIENT

PROJECT

SCOPE

LOCATION

VESSEL

WHEN

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.

Arkona Becken Offshore Substation

STX France

Campaign I - T&I of the piles and pile

installation frame (PIF)

Campaign II - T&I of the jacket and topside

Baltic Sea, Arkona Becken Offshore Windfarm

Oleg Strashnov

Campaign I - July - August 2017

Campaign II - March - April 2018

ARKONA BECKEN

seaway review 2017 / 66 seaway review 2017 / 65seaway review 2017 / 64

In October 2017, Subsea 7 started the ‘Being 7, Being Great’ photo contest. Goal of the contest was to celebrate the employees of Subsea 7 and its complimentary companies and the great work they are doing each day. The ‘Being 7 Being Great’ competition was open to all employees, on and offshore and closed in November.

Because every day all employees make incredible things happen around the world, the contest was organised to visualise what working for the Subsea 7 Group means to the employees. The only input requested was an activity action-shot, a scenic selfie or a relative or friend that captured what

Being 7 means, with a few words to explain it. Entries could be submitted through a special competition website.

In November, all submissions have been judged on creativity and how they capture Being 7. The jury, consisting of employee representatives from each area of the business and regions made a shortlist of entries. The final 30 shortlisted entries were open to all employees for voting, and 7 grand prize winners have been crowned the ‘Being Great’ winners. They have received $1,000 or local currency equivalent to donate to a charity of their choice.

BEING 7, BEING GREATPHOTO COMPETITION

BELOW THE 7 GRAND PRIZE WINNERS CROWNED THE BEING GREAT WINNERS:

Vithiea PeangAberdeen, NSC

‘At work or on holiday, Collaboration is a way of life.’

Anna Okon & Colin ThomsonTendering Team, GPC

‘Subsea 7 is collaboration and diversity.’

Daniel CarvalhoOffshore Brazil

‘Helping the inspirational young people of local village Bitupita in Ceara, Brazil in my free time.’

Sean BarrHouston, GOM

‘Subsea 7 does not identify your boundaries, they encourage you to discover them!’

Marcos Paulo PradoOffshore Brazil

‘Being 7 is having the pleasure of working safely on the best vessels, with good friends and as a bonus a starry sky.’

John HowieOffshore Resources

‘Being 7 on top of the world!’

Gordon WrightOffshore Seven Oceans

‘Midnight sun at Vigra Spoolbase in Norway.’

During the ROTCYP, about 650 young professionals sail the North Sea

onboard 23 classic sailing ships. The goal of the race is the conservation

of the sailing heritage of the Netherlands, by offering the experience of

participating in a sailing race at sea, on a classic sailing ship with an

experienced crew.

Just as last year, a group of 21 young Seaway Heavy Lifters (7 women

and 14 men from various (offshore) departments sailed onboard sailing

ship ‘Stortemelk’.

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.

Due to the wind and weather conditions the contestants sailed from

Rotterdam to Scheveningen and to IJmuiden, this year. On the last day,

sailing was just for fun and did not count for the final classification. In the

final ranking our Young Seaway Heavy Lifting team ended up 9th!

We all had a great time during which we shared laughter, happiness

and tiredness. With all our different personalities and backgrounds, we

formed a diverse, proud and passionate SHL crew. It was a wonderful

experience. Once again, we would like to thank all involved who enabled

the race!

FOR YOUNG PROFESSIONALS (ROTCYP) 2017FOR THE SECOND TIME, SEAWAY HEAVY LIFTING (SHL) PARTICIPATED IN THE

‘RACE OF THE CLASSICS FOR YOUNG PROFESSIONALS’, A MAJOR SAILING EVENT

ORGANISED ANNUALLY.


CREWSTANISLAV YUDIN


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 2018.“

“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).”

“2018 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

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.”

“2017 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,


Ires-Anika Murphy Executive Assistant

Caroline Reijn Executive Assistant

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 2018.

“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

“There is still a lot of challenging work to execute in 2018. 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.”

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.


COLOPHON

If you have any questions about the

Seaway Review or wish to receive extra

copies please contact Angela Diergaarde

at [email protected]

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 2017.


www.seawayheavylifting.com

seaway review 2017 / 72


ALBERT EINSTEINLAAN 50

2719 ER ZOETERMEER

THE NETHERLANDS

TEL: +31 (0)79 363 77 00

WWW.SEAWAYHEAVYLIFTING.COM

Preview 2018 - Seaway Heavy Lifting · 2018-04-18 · And finally, we will introduce our new CEO,...

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