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Ed.3/2012Publisher: FMC TechnologiesPost address: P.O. Box 1012, 3601 Kongsberg, NorwayPhone: +47 32 28 67 00Fax: +47 32 28 67 50E-mail: welllinked@fmcti.com

EditorNicola Mawer

graphic DesignHåkon Smith

JournalistsDamien DevlinSandy FruhmanMark FuhrmannRuth HirschAlan JohnstoneRichie MacTaggartAlexander Wardwell

Editorial Support Tanya Barry and Kari Lybæk(blue-c)

Editorial teamPlease contact your local representativeif you have ideas for future editions:Tina Kruse (U.S. Subsea)Rachel Lim (Singapore)Taniana Maximino (Angola)Lisa-Marie McGahey (UK)Marcia Pimentel (Brazil)Suzanna Sagastegui (U.S. Surface)

corporate communicationsLisa AlbistonNicola CameronSandy Enoch Photography & illustrationIndustriell DokumentasjonMark Green Photography & ProductionsShutterstock.comSulzer Pumps Ltd.Marcos TristãoUnleaded CommunicationsAll pictures are the property of FMC Technologies or its employees, unless otherwise stated.

Print & Distributionbk grafisk

The paper used to print WellLinked has the AS Nordic eco-labelling – the Swan – and is also approved by the PEFC Council (Programme for the Endorsement of Forest Certification schemes).

WellLinked– your global energy connection

NorwayFMC TechnologiesP.O. Box 10123601KongsbergNorwayPhone: +47 32 28 67 00

United States FMC Technologies5875 N. Sam Houston Parkway W. Houston, TX 77086United States Phone: +281 591 4000

Singapore FMC Technologies 149 Gul Circle Singapore 629605 Phone: +65 6 861 3011

Brazil FMC TechnologiesRod. Presidente Dutra 2660 21538–900 Rio de Janeiro – RJ Brazil Phone: +55 21 24 72 7702 / 7770

A global, unified employer brand is key to FMC Technologies realizing its future growth objectives. The employer brand campaign called ‘Right Now’ will help the company meet its goal.

Editor

Welcome to the third quarter edition of WellLinked for 2012, where you can read about what is going on in the

company, the industry, and with our customers and partners.

As the demand for energy rises, the world’s leading oil and gas operators are turning to FMC Technologies for solutions. And that means more opportunity for our company and our people. Earlier this year, we asked employees to tell us what they like best about working at FMC Technologies. These responses formed the foundation for the development of our employer brand – an articulation of what it is that sets us apart from other companies as a great place to work. On page 36 you can read more about our campaign to promote our employer brand – ‘Right Now’.

As a follow up to the article in the previous edition of WellLinked on Subsea Services with Tore Halvorsen, Senior Vice President, Subsea Technologies, this quarter we turn the spotlight on our Asia-Pacific Middle East and Western Region operations. We will conclude our regional focus with a feature on the Eastern Region and Brazil in the fourth quarter edition of WellLinked.

We also meet Doug Pferdehirt, our new Chief Operating Officer, in this issue. Turn to page 10 to learn more about his career in the energy industry and why he joined FMC Technologies.

The magazine also contains our regular sections on Quality and Best Practice, featuring people and projects throughout our business that continue to raise the bar even higher.

I am sure there is something to appeal to everyone in this edition. As always, your comments and suggestions for future editions are most welcome.

Great things are happening

Until next time…

Right Now

Contents02 Execconnect

04 News

07 Here & now A trainee program with a difference

08 Here & now An industry first

10 Here & now Meet our new Chief Operating Officer

12 technology Pump it up

14 business drivers From Sahara to Siberia

16 Spotlight on Subsea Services Western Region and APME

22 best practice Tubing innovation in Asia-Pacific

24 business drivers Subsea product lines

26 Stepping up Brazil Clad Welding wins Quality Award

28 business drivers Light well intervention

30 Stepping up The EDGE – a year on

32 a day in the life From ship to shore

34 Event calendar

35 Show review

36 talent management It’s all happening ‘Right Now’

So far the second half of 2012 has been very exciting for the Surface Technologies team. A key part of our overall

company growth strategy is to expand our product offerings to meet increasing demand for shale-related equipment and services. Consistent with this strategy, in August we announced our agreement to acquire Pure Energy Services Ltd. (Pure Energy), an oilfield services company. Based in Calgary, Canada, Pure Energy is a leading provider of frac flowback and wireline services. Our decision to acquire Pure Energy was due to the quality of their people and technologies, and I am honored to welcome 1,300 new colleagues to the FMC Technologies family. Pure Energy will give us new platforms for growth through best-in-class competencies and equipment, as well as a focus on new services.

We have also recently transformed our Fluid Control division in Stephenville, Texas. Fernando Camuzzi, Fluid Control Operations Manager, and his team believe that “to be competitive, one has to innovate,” and a number of new technologies have been introduced that are already showing results. Laser cutting, cryogenic machining, and the use of robotics are a few examples of the technologies that are increasing productivity within Fluid Control. I am confident that the rest of FMC Technologies will leverage and benefit from Stephenville’s leadership.

The performance of our Asia-Pacific surface business remains strong. The team recently moved into its new offices in Singapore, ahead of schedule, and will end the year with record inbound orders. The focus will now be on strengthening this position, as well as execution.

The continued softening of natural gas prices in North America is clearly a challenge for our operations across the continent. Fluid Control, Surface Wellhead, and even our new acquisition, Pure Energy, will be impacted. That said, this is a great opportunity for Surface Technologies to become an even stronger organization, with a focus on both safety and the quality of our products and services. In this transformation, our Impact Quality (IQ) effort will continue to play an important role. Our aim is to become the leader in all businesses in which we are active, as is already the case for flowlines. I foresee the day when FMC Technologies is the name associated with land activities just as it is today for subsea activities. With the acquisition of Pure Energy, we will be uniquely positioned in the market through our product offerings and overall competencies. We are thinking in terms of systems, while our competitors are still only thinking in terms of products.

I am excited about what we, as a team, have achieved so far, but we are only at the beginning of our journey. Our responsibility is to continue to strengthen our Surface Technologies organization, our relationships with customers, and the quality of our products and services. Thank you for your efforts, and I look forward to your continued support. |||||

To be a part of a company with a clear and concise strategy that is actually being executed day in and day out, and is

delivered personally by the CEO and other top leaders to all stakeholders, shouldn’t seem like a rare thing. After all, we are in an age where global companies have more business trained professionals (MBAs), greater knowledge and access to business performance drivers, and more sophisticated systems and technology than ever before. But the truth is, most companies don’t have these basic fundamentals and important elements which are required to deliver maximum value. Many companies and CEOs don’t invest the time and energy to personally engage employees on the company’s strategy and vision. Even worse, some companies don’t have clear and concise visions and strategies that each and every employee can act on. FMC Technologies is not in this group and we should take advantage of our unique position. I believe a high percentage of us can now articulate the following three key elements of our corporate strategy without looking it up: maintain and improve our market leadership position; improve execution; and develop three growth platforms – subsea infrastructure, subsea services, and shale-related equipment and services.

It represents a great achievement for the company that we now have this ability, just like we can articulate the key elements of the 12 HSE Golden Rules and the Five Absolutes of Quality. The powerful and valuable common understandings of our strategy, and safety and quality efforts, while seemingly fundamental, are actually rare in business. This understanding is what will bind us to achieve higher levels of performance and contributions from each of us.

Our subsea business has huge contributions to make in this strategy – improving execution, growing subsea infrastructure and services – and we are well positioned to deliver on these challenges. The Global Product Line team is focused on improving execution. For the team to be successful, we need to work towards a culture of prevention – in terms of safety, quality, delivery, and cost (SQDC) – in everything we do. We also need to remove barriers and constraints, while employing every aspect of our growing understanding of quality principles, and we need to achieve an on-time culture. Let’s all commit to delivering our promises and achieving a “do what we say we will” ratio of 100 percent.

I welcome feedback from, and offer thanks to, those who help me be safe. This is something which no one in our culture is shy to do. I’d like to see us all approach quality and on-time deliveries in a similar way. With the same forthright feedback on our quality and on-time behavior and actions, with the same humble and willing acceptance of feedback and the same appreciation to those giving us the help, we can further improve our behaviors and performance for these items. Please join me in a commitment to solicit, welcome, and thank feedback on behavior and actions on quality and being on-time the same way we do for safety. |||||

Johan Pfeiffer Vice President, Surface Technologies

Steve BarrettGlobal Subsea Product Line Director

ExecConnect

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In August, I visited the Offshore Northern Seas (ONS) exhibition,

in Stavanger, Norway. The optimism in the oil and gas industry, and in particular in the subsea sector, was simply overwhelming. Major new finds in mature markets, continued growth in existing markets, the opening of new basins – such as those in East Africa – and the upgrades and life extensions of older fields, are all signs that support the growth trend we are expecting within our own subsea business.

The future of the energy industry depends increasingly on its ability to develop new technologies. As a leading global provider of technology solutions for the energy industry, we continue to demonstrate that “the best has not yet been invented,” and it is this ideology that drives our innovation. The company received two Spotlight on New Technology awards at the Offshore Technology Conference (OTC) in May, and had two of our five entries shortlisted for the prestigious ONS 2012 Innovation Award. These technologies are inspiring achievements for us, and continue to differentiate us from our competitors.

We have a strong market leadership position within subsea, and maintaining this position will be challenging. We must also ensure that we do not become complacent. For us to maintain and strengthen our current position we must continue our leading edge performance within key areas. These include protecting our customer base; retaining our technology leadership position; maintaining our capacity ahead of demand – including access to the best people; continuing to offer a complete product range and full support for engineering, procurement, and construction (EPC) projects in the regions; and to fully understand the “voice of the customer.” Last, but by no means least, we must do what we say and deliver products and services to the agreed requirements and within the agreed schedule. In a growing market with constrained access to rigs and installation vessels, predictability and delivery performance is mandatory in maintaining our customers’ continued trust.

Although this year has not been without its challenges, I am pleased to see that our execution performance is stabilizing and our financial performance is gradually improving. Earlier this year, a number of recovery initiatives were identified and implemented. We are clearly starting to see the effects of those initiatives and must now maintain the focus and pressure on those items for the remainder of the year.

So far 2012 has been a successful year for subsea, and I remain optimistic about the future of our business, both in the short- and long-term. |||||

Tore Halvorsen Senior Vice President, Subsea Technologies

– quarterly column from our senior executives

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News

01 Executive appointments announcedHouston, United States

In July, FMC Technologies announced that Robert L. Potter has been made company President, and Douglas J. Pferdehirt has joined as Executive Vice President and Chief Operating Officer (COO).

Potter, who previously held the role of Executive Vice President, Energy Systems, FMC Technologies, succeeds John Gremp, Chairman and Chief Executive Officer (CEO), as President. Pferdehirt joins the business from Schlumberger Limited, where he held numerous leadership positions over the last 26 years.

Both Potter and Pferdehirt will report directly to Gremp, who said of the appointments, “With the record growth we have in our business, it is important to have talented and experienced leaders managing our operations.”

The appointments became effective August 1, 2012.

02 New Treasurer appointedHouston, United States

Also in July, Richard Clark was promoted to the position of FMC Technologies Treasurer.

Clark has been with the company for 15 years and most recently served as Controller for the Surface Technologies and Energy Infrastructure segments. He will report to Maryann Seaman, Senior

Vice President and Chief Financial Officer.Seaman said of the appointment, “We

are fortunate to have Richard’s 15 years of FMC Technologies experience and his understanding of our business. His financial expertise and demonstrated leadership make him a uniquely qualified candidate, and his appointment is a reflection of the increasing strength of our financial team.”

Clark holds a Master of Business Administration degree from Rice University and a bachelor’s degree in accounting from Texas Tech University. His appointment became effective August 1, 2012.

03 Pure Energy acquisition to grow shale businessHouston, United States

In August, FMC Technologies announced it entered into an agreement to acquire Pure Energy Services Ltd. (Pure Energy), an oilfield services company. The deal, for a sum of approximately USD 285 million, is expected to be completed in October 2012.

Based in Calgary, Canada, Pure Energy is a leading provider of frac flowback services and an established wireline services provider with operations in Canada and the United States. The majority of Pure Energy’s business involves services related to the completion of shale field oil and gas wells. The business has approximately

1,300 employees. John Gremp, Chairman and Chief Executive Officer (CEO), FMC Technologies, said the firm was an “industry leader” in its segment.

Gremp added, “Consistent with our strategy to grow shale-related businesses, we are expanding into flowback services which complement the existing products and services of our Surface Technologies segment.”

Under the agreement, Kevin Delaney, Chairman and CEO, Pure Energy, will continue to lead the business and report to Johan Pfeiffer, Vice President, Surface Technologies.

04 Measuring success in EriePennsylvania, United States

In August, John Gremp, Chairman and Chief Executive Officer (CEO), FMC Technologies, visited Measurement Solutions in Erie, Pennsylvania, United States. The trip left him impressed with the efforts of the team to maintain their leadership position, grow their existing businesses, and develop new growth platforms.

Gremp along with Brad Beitler, Vice President, Technology, and Jim Ertl, Vice President and General Manager, Measurement Solutions, attended the official opening ceremony of the new design center. In addition to supporting an expanded role in global subsea engineering, the new center will

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For further details on these stories and other news go to:www.fmctechnologies.com

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strengthen the company’s decade-long partnership with Penn State University (PSU) by providing engineering students with more opportunities for hands-on training, internships, and careers. “Partnerships of this type are a key part of our strategy to recruit technical talent, especially in a market where demand exceeds supply,” said Gremp. To date, the PSU partnership has resulted in 20 interns joining FMC Technologies as full-time technical employees.

05 Statoil awards light well intervention contractsHouston, United States

Signaling the continued success and adoption of our portfolio of Well Intervention Services, FMC Technologies recently signed two five-year contracts with Island Offshore Management AS to supply light well intervention (LWI) services for use by Statoil in the North Sea, contingent on approval from Statoil’s partners. Each contract contains options for two, two-year extensions.

FMC Technologies’ LWI services enable cost effective intervention and maintenance operations to be performed on existing subsea wells, resulting in higher recovery rates and accelerated production volumes in mature subsea oil fields. As the number of subsea wells increases, demand for these services will continue to grow. The contracts will commence when the existing LWI

contracts between the companies expire in 2015. The well intervention activities will be conducted from two Island Offshore vessels – the Island Frontier and the Island Wellserver.

To read more about our global ambitions for LWI, please turn to page 28.

06 FMC Technologies again among Forbes Most Innovative CompaniesHouston, United StatesIn September, FMC Technologies was once again rated as one of The World’s Most Innovative Companies by Forbes magazine. FMC Technologies was ranked 13th, an improvement from our 2011 ranking of 18th, and ahead of companies such as Schlumberger Limited (44th), China Oilfield Services (67th), and Cameron International (72nd). Forbes also ranked FMC Technologies as the 7th Most Innovative Company in the U.S. for 2012.

Companies were ranked based on an ‘innovation premium’ that measures attributes such as a company’s ability to leverage people, processes, and philosophies.

07 New Poland office opensKrakow, Poland

On September 18, FMC Technologies in Krakow, Poland, officially opened its new office. Having outgrown its previous office, the team relocated to the Quattro Business

Center in June. The current team consists of 45 employees and is set to grow to a total of 90. The additional staff members are either in Norway or Scotland attending training sessions, or will be hired from the company’s ongoing recruitment drive. Operations at the new office will include subsea services engineering, design of 3D animations, and other project support functions such as planning, purchasing, document control, and finance.

In addition, the Krakow office will manage a pool of rotating personnel – including Service Engineers, Field Support Engineers, and Project Managers. The office has plans, over the next few months, to set up a pool of Design Engineers to support global engineering projects, and will also provide some shared services including human resources, finance, and administration to global engineering. Attendees at the official opening ceremony included two FMC Technologies members on the Board of Directors in Poland – Trygve Arnesen, Director of Subsea Services, Eastern Region, who officially opened the office, and Cees Zonneveld, Director of Finance, Subsea Eastern Region. Government officials and local media were also in attendance. |||||

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FMC Technologies reports second quarter 2012 results Houston, United States

In July, FMC Technologies reported second quarter 2012 revenue of USD 1.5 billion, up 22 percent from the prior-year quarter. Diluted earnings per share were USD 0.46 compared to USD 0.39 in the prior-year quarter.

Total inbound orders were USD 1.4 billion and included USD 878.2 million in Subsea Technologies orders. Backlog for the company was USD 5.2 billion, including Subsea Technologies backlog of USD 4.3 billion.

Looking across the firm division by division, all areas of the business beat the revenue figures recorded in the prior-year quarter.

Subsea Technologies achieved revenues of USD 945.8 million, up 18 percent from the prior-year quarter, and an operating profit of USD 109.7 million due to higher volume and improved execution. This operating profit included a USD 13.2 million net benefit associated with the Schilling Robotics acquisition.

“We saw improvement in Subsea Technologies’ margin this quarter and are confident we will continue to see margins increase during the remainder of 2012,” said John Gremp, Chairman and Chief Executive Officer (CEO), FMC Technologies. Gremp added that the outlook for the division remained “robust” as

FMC Technologies’ customers “move forward with developing their significant offshore portfolios.”

Surface Technologies experienced a record-breaking quarter, with revenue of USD 413.8 million, 33 percent higher than the prior-year quarter. The division recorded its highest-ever quarterly operating profit of USD 84.2 million, a 49 percent rise compared to the prior-year quarter. Inbound orders were USD 365.7 million in the second quarter and backlog for the segment finished the quarter at USD 573.6 million. Gremp analyzed this success by commenting, “Our Surface Technologies segment had another record earnings quarter on the strength of our growing international surface wellhead business and the execution of our backlog in our fluid control business.”

Energy Infrastructure’s second quarter revenue was USD 139.4 million, up 16 percent from the prior-year quarter. This increase came primarily from increased sales in measurement solutions and material handling. Operating profit for the division stood at USD 9.1 million, down 15 percent from the prior-year driven by lower volume in loading systems due to timing of inbound. |||||

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FMC Technologies’ STTP trainees.

A trainee program with a

FMC Technologies’ Summer Trainee Technology Program (STTP) in

Kongsberg brought together 12 students from Greece, Iran, Norway, Russia, and Sweden to apply their specialist knowledge to a real-world solution. The selection process was aimed at recruiting top-grade students who were nearing the completion of their master’s degree and who were seeking a technology-related career. A dozen trainees, consisting of 11 engineering students, and a student with a communications background were recruited to the 10-week program. The latter documented and reported on the students’ overall experience of the internship.

Getting the best out of the best FMC Technologies’ Senior Research & Development Engineer, and Program Director of STTP, Brede Thorkildsen, said his objective since starting the program in 2004 has been “about getting the best and brightest to work on an interesting and practical challenge and seeing what they come up with.” He also noted that students responded best when they were given a problem and a flexible work environment in which to solve it, together with the freedom to apply their knowledge creatively.

Knut Anders Lia, a student who undertook the role of project manager in the group, agreed. “I found that this approach made the group feel important and appreciated. It also gave us the opportunity to develop a number of imaginative ideas.”

Thorkildsen presented the participants with a task that combined the hot topics of arctic subsea and autonomous systems. In previous years, participants have worked at a product level, but this year the group was given a system-level task. The challenge was to come up with a concept for an autonomous subsea system which could be operated in the arctic or other harsh environments. The system needed to have its own power source, and be capable of independent maintenance and replacement.

Lia said that his main task was to cultivate a cooperative environment among group members. “We had a group of people who came from different backgrounds, spoke a variety of languages, and specialized in different areas of engineering. My role was to ensure that

the whole group worked together towards our common goal.”

Identifying and developing new talent Thorkildsen indicated that,

since 2004, the company has recruited up to 40 percent of

students upon completion of the program. “This is a good conversion rate for bringing new talent into the company, especially considering that not all of the students are eligible for

employment when the program ends. I also know of students

recruited by other companies that still speak highly of their STTP experience, and I believe some may join the company in the future,” he commented.

Thorkildsen added that he has also enjoyed the program on a personal and professional level. “As an engineer, I am interested in people coming up with new ideas and being at the forefront of technology. Being involved with STTP has been a good way for me to stay updated with the latest technology as the students have access to the latest research and development at the universities.”

For his part, Lia would definitely recommend the program to other students. “I learned a lot about subsea systems

difference

Acoustic repeater, one of the STTP designs.

Plenty of students take the chance to relax during their summer break. Not so for the students who took part in this year’s FMC Technologies’ Summer Trainee Technology Program (STTP) in Kongsberg, Norway. This diverse group instead put their minds to the test, by developing a cutting-edge concept that may one day be part of FMC Technologies’ subsea portfolio.

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Below: FMC Technologies’ STTP trainees, hard at work.

Above: Autonomous Underwater Vehicle (AUV) monitoring flowline, as illustrated by the STTP team.

and project management, and I speak for the whole group when I say that it was a highly beneficial and enjoyable way to spend the summer.”

A grand finale The program, which started on June 11, culminated in a two-hour presentation on August 17 of the group’s findings before an audience of FMC Technologies employees and local media. The group also formally handed over the engineering documents to Christina Johansen, Director of Technology, Eastern Region, FMC Technologies.

“The presentation was very well received and demonstrated how far the students had come in such a short time,” said Thorkildsen. “I am delighted the students see FMC Technologies as a company they would consider working at in the future. We are experiencing tremendous growth and there is so much opportunity here for a young person embarking on their career.” |||||

>>

When Randy Wester, Director, Global Subsea Engineering, FMC Technologies, heard from a colleague about subsea engineering programs at two universities

in Aberdeen, he immediately saw the potential to run a similar program in Houston. As well as having clear benefits for the company – by creating a platform for developing high-potential employees and discovering new talent – such a program would also be advantageous for the industry and students interested in subsea engineering. “Until now, engineers have had to learn about the subsea business on the job. This is not the most efficient way to develop subsea talent for the company, the individual, or the industry,” he stated.

In 2009, Wester, who currently heads the Subsea Engineering Industrial Advisory Board at University of Houston (UH), discussed the idea of a U.S.-based, subsea-specific program with Dr. Matthew Franchek, who was then Chair of Mechanical Engineering at UH. In 2010, after submitting a proposal to the university and receiving approval, Wester has supported UH in establishing a curriculum for the subsea engineering certificate and the master’s degree programs.

Developing course contentThe vision for the programs is to create an avenue for training system engineers, field development engineers, and project engineers, or ‘the subsea workforce of the future’. “It was key that the program incorporated a total systems approach. We wanted to go beyond FMC Technologies’ systems to include riser and pipeline systems for subsea tiebacks, well control systems, and other critical aspects, in order to provide a more holistic understanding of the industry,” explained Wester. He said it was essential that the course was taught by industry professionals to “be aligned with current and future industry needs.” To ensure that the course is relevant and up-to-date, continuous review and input is sought from the industry.

While the UK programs are short courses run over just a few weeks, the classes in the UH program last a full semester of approximately 16 weeks. Flow assurance

An industry

– FMC Technologies and the University of Houston’s subsea engineering program

firstTraditionally, in the United States, engineering graduates have learned about the subsea industry on the job. FMC Technologies, however, is now playing a central role in a push to change this. Together with the University of Houston, a subsea-specific program has been developed. The program, introduced in 2011, is the first of its kind in the U.S.

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From left: Dr. Joseph Tedesco, Dean, Cullen College of Engineering, University of Houston;Randy Wester, Director, Global Subsea Engineering, FMC Technologies;Dr. Matthew Francheck, Director, Subsea Engineering Program, University of Houston.

was the inaugural course in spring 2011 (January to May), taught by subject experts from FMC Technologies – Janardhan Davalath, Manager of Subsea Process System and Flow Management, and Phaneendra Kondapi, Engineering Manager for Flow Management.

Kondapi, who taught the flow assurance course again in spring 2012, explained how he and Davalath developed the course content from scratch. “We sat down together and asked ourselves ‘what does an engineering student need to know about subsea systems?’” he recalled. “We had a few resources such as FMC Technologies’ Accelerated Engineering Development & Training (AEDT) classes, and we continuously liaised with other experts within the company.”

Kondapi added that his “reverse circular teaching” method, whereby the project is presented first and the basic sciences associated are taught after, focused more on creating dialogue between students than on traditional lecturing. The course is comprised of a mix of industry speaker-led classes, field trips, and project presentations to industry experts. “The students responded well to this approach and I also learned a lot by participating in these discussions,” Kondapi said.

To earn the first certificate, a student must have taken flow assurance along with two other courses. A second certificate can be earned by taking three additional courses. FMC Technologies employees now teach three of the six courses on offer. William Thomas, teaching the riser design course and a team comprised of Kondapi, Dave Harrold, Brian Skeels, Chris Shaw, and Wensen Wang, are currently teaching the first-ever subsea processing and artificial lift course this semester (August to December).

Increased intakeHaving started with 20 students, nearly 70 students have now participated in the course and registration for the 2012 fall semester has increased again. FMC Technologies’ employees Preston Bruce, Thomas Dufour, Kiran Harikrishna, Jasson Shu, Kartik Subramanian, and Charlie Weakly were among the inaugural class of graduates to earn the first Subsea Engineering Certificate. Seven more FMC Technologies’ engineers have started the program this fall.

A proposal has also been put forward to develop the program into a full master’s degree, and this has been approved by the Texas Board of Higher Education. Wester said that offering a master’s degree would “add credibility to the program and encourage more students to participate.”

“The subsea sector of the oil and gas industry is growing rapidly. This program will develop engineers with a broad perspective of the subsea business who will be very valuable to their employers and the industry as a whole,” concluded Wester. The value the program delivers was recognized by the industry in 2011 when FMC Technologies and UH collectively won the World Oil Award for Best Outreach Program. |||||

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Meet our new

Doug Pferdehirt grew up in Pittsburgh, Pennsylvania, roughly 100 miles from where the first commercial oil well in the United States, drilled in 1859 by Colonel Edwin Drake, helped launch an entire industry. In this edition of WellLinked we learn more about his career within the energy industry, and why he made the move to FMC Technologies.

Pferdehirt’s first exposure to energy production was a chance encounter

with an old drilling rig while he was a teenager. “My friends and I were exploring the forests of central Pennsylvania, when we came across a man with a homemade wooden derrick cable-tool drilling rig. He was trying to tap into some shallow natural gas so he could keep his family warm that winter,” said Pferdehirt, who recently joined FMC Technologies as Executive Vice President and Chief Operating Officer (COO). “I had never even seen a drilling rig before, but we stayed and helped him anyway. That was my first experience of the oil and gas industry.”

Youthful adventures aside, it was the desire to become an engineer that led Pferdehirt to pursue energy as a career. One of five children, he was interested in engineering, but didn’t want to follow his older brother into chemical engineering. Instead, he earned a bachelor’s degree in petroleum and natural gas engineering from Penn State University in 1986. He then headed to the Permian Basin of West Texas to start his career, which has

now spanned 26 years in the industry, and has included everything from climbing derricks to discussing geo-politics with world leaders.

Harnessing diversity, building teams“What I have always liked best about the energy industry is its diversity. It is an environment where there is interaction between genders, different nationalities, and diverse cultures across a wide number of locations. When we can harness that diversity, it is extremely rewarding,” he said.

Diversity in the workforce, and in particular gender balance, was a passion for Pferdehirt long before it became the focus of employer initiatives. For more than 20 years, he has worked to promote equal opportunity in the workplace. He has encouraged women to enter and excel in the engineering and science fields, and has provided development support throughout their careers. As a life-long sports lover, Pferdehirt has also taken pride in forging diverse and cohesive teams motivated by a common challenge.

Chief Operating Officer

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Starting a new chapterAfter spending his entire career prior to joining FMC Technologies with a single employer, Pferdehirt acknowledged that it took a pretty special company to begin the next chapter. “If I had to summarize my reasons for joining FMC Technologies, it’s the culture, the people, and the opportunity to learn in a high-growth and high-technology content segment of the industry. I’ve always had a huge admiration for FMC Technologies and its leaders. It is a well-respected company that is led by integrity,” he said.

When asked how he would be spending most of his time, Pferdehirt replied, “I’ll leave that one to Mr. Gremp, but don’t be surprised to find me walking the high-bays or poking my head into your office at locations around the world. My intention is to be very visible.”

The early bird gets . . . locked outStill getting into his new routine, Pferdehirt arrived very early one morning only to find himself locked out of the main office. He decided he had two options – start later or get a key. He got a key.

Outside of work, Pferdehirt is an active supporter of the Lupus Foundation and the American Heart Association. But family comes first. The father of three girls, ranging from middle school to medical school, Pferdehirt met his wife, Jeanine, while she was in high school and describes her as the core of the family. “She has helped my daughters and I achieve our collective success.”

“What I have always liked best about the energy industry is its diversity.

“It is an environment where there is interaction between genders, different

“nationalities and diverse cultures across a wide number of locations.

“When we can harness that diversity, it is extremely rewarding.”-

Doug Pferdehirt, Executive Vice President and Chief Operating Officer (COO), FMC Technologies.

With help from the people of FMC Technologies, Pferdehirt is well on his way to success in the next chapter of his career. “Everybody has made me feel welcome here, and they have freely shared their knowledge and experience,” he said. “I’m excited to be part of this great team and look forward to contributing to our ongoing success.” |||||

Conheça nosso novo COO

Doug Pferdehirt, que assumiu recentemente os cargos de vice-presidente executivo e COO da FMC Technologies cresceu em Pittsburgh, Pensilvânia. Após graduar-se em engenharia de petróleo e gás natural em 1986, Doug Pferdehirt foi para a Bacia Permiana do Sudoeste do Texas para iniciar sua carreira. Trabalhando há 26 anos na indústria, ele tem paixão pela diversidade na mão de obra, especialmente a igualdade entre homens e mulheres. Depois de construir sua vida profissional como único empregador antes de se unir à FMC Technologies, ele resumiu suas razões para se unir à nossa empresa. “É a cultura, o povo e a oportunidade de conhecer o segmento da indústria de alta tecnologia e de seu rápido crescimento.”

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Pump it upFollowing a four-year cooperative development process between FMC Technologies, Direct Drive Systems (now a business unit of FMC Technologies), and Sulzer Pumps, a powerful new pump system has been developed that will have a real impact on subsea processing.

Rising global demand for petroleum has forced key

operators to develop subsea fields in deeper waters, and in increasingly remote areas further from existing infrastructure. At the same time, new reservoirs under development are experiencing more unique challenges; while fields already in production are maturing and encountering issues such as high water cut and low reservoir pressure. This has driven the installation of subsea processing to

increase both production and total recoverable reserves. According to Robert Perry, Director of Subsea Processing,

FMC Technologies, these developments have created a demand for even more powerful subsea pump systems. “The industry has been very clear; they want more energy on the mudline, and I am happy to say that we have the solution,” he said.

Step change in technology The new solution from FMC Technologies and Sulzer Pumps is a helico-axial pump that is powered by a 3.2 MW permanent magnet motor (PMM), capable of withstanding pressures up to 5,000 psi (345 bar). While Perry acknowledges that there are other subsea pumps on the market, none are as powerful or optimized for harsh subsea environments. “The PMM technology requires less maintenance and provides greater speed, efficiency, and power – attributes well suited to subsea multiphase pumps,” he explained. “For the end user, it allows for more operational flexibility in subsea processing.”

For FMC Technologies, the development process started in 2008. “The company is perhaps best known for its technical expertise, but I would argue that a core part of our innovation process comes down to our ability to both listen carefully to the customer and anticipate market demand,” Perry stated. “This new pump system is an excellent example of how FMC Technologies has leveraged its in-house expertise while also cooperating with other leading companies to turn market demand into game-changing technology.”

Close cooperationBased on FMC Technologies’ experience with pumps and boosting stations, the company began a development project. At the same time, Sulzer Pumps – a Swiss company recognized for the quality of its multiphase pumps – was working on a parallel development project with a California-based company, Direct Drive Systems (DDS), which specialized in compact, high efficiency PMMs.

“We all recognized that we could bring different kinds of expertise to the table to produce something revolutionary,” said Perry. “The cooperation has resulted in what we believe to be the most powerful, efficient, and flexible subsea pump system available to the market.” FMC Technologies went on to acquire DDS in 2009.

Costin Ifrim, PhD., Manager of Technology, DDS, said that while working with companies based in different locations was a challenge at first, the combined expertise of everyone on the project team ensured a good result. “Sulzer Pumps has extensive experience with pumps. At DDS, we have considerable knowledge of PMMs, and FMC Technologies possesses expertise in pumps, systems integration, and boosting stations. All were vital to the project,” he noted. “When you have the opportunity to work with experts who have a shared vision, communication is easy.”

Robert Perry,FMC Technologies.

– FMC Technologies delivers more energy to the mudline

Sulzer Pumps’ purpose built test facility in Leeds, United Kingdom.

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Qualification and testingIfrim said that the technical challenges faced by the core 12-person project team involved testing the motor and pump under a variety of conditions. A full-scale pump system was engineered, constructed, and installed at a purpose-built Sulzer Pumps test facility in Leeds, United Kingdom. “There, we could simulate different working conditions and run the pump system at different loads and speeds – a necessary part of the development and qualification process. As we integrated these new technologies, qualification testing was a lengthy and time-consuming process,” he explained.

Perry added that in addition to supporting the project team’s efforts, the test facility welcomed operational personnel from other oil companies so they could examine a fully operational system in a laboratory setting. “We recognize that we operate in a highly risk-sensitive industry that is, by its nature, skeptical of anything new,” he said. “However, by providing existing and potential customers with access to the testing facility, we were able to demonstrate the power and efficiency of the unit, and make small adjustments based on their feedback.”

Scaling upFMC Technologies will begin offering the solution as an option for new subsea boosting projects with design criteria that meet the pump specifications. In the meantime, the project team is already working to scale the unit up to 6.0 MW. “Product development is not static at FMC Technologies – it evolves,” explained Perry. “Our customers face a variety of challenges, and by engineering innovative solutions we add genuine value for our stakeholders. The pump system project – and the outstanding result – is a good example of how this process works.” |||||

3.2 MW subsea pump motor developed in Fullerton, California.

“This new pump system is an excellent

“example of how FMC Technologies has

“leveraged our in-house expertise while

“also cooperating with other leading

“companies to turn market demand into

“game-changing technology.”-

Robert Perry, Director of Subsea Processing, FMC Technologies.

Sistema de bombeamento

O resultado da cooperação de quatro anos no processo de desenvolvimento entre a FMC Technologies, Direct Drive Systems (atualmente uma unidade da FMC Technologies) e Sulzer Pumps Ltd. (Bombas Sulzer) resultou no desenvolvimento de um sistema novo e potente de bombeamento que irá trazer um impacto real no processamento submarino. A nova solução é uma bomba hélico-axial alimentada por um motor de imã permanente (MIP) de 3,2 MW, capaz de suportar pressões de até 5.000 psi (345 bar).

Robert Perry, diretor de Subsea Processing da FMC Technologies, reconhece a existência de outras bombas submarinas no mercado, porém nenhuma é tão poderosa ou adequada para ambientes submarinos hostis. “A tecnologia MIP requer menos manutenção e oferece maior velocidade, eficiência e potência – atributos bem apropriados às bombas submarinas multifase”, acrescentou. “Para o usuário final, isso permite maior flexibilidade operacional no Subsea Processing.”.

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From Sahara to Siberia

Graham Horn is a man of the world. In fact, he’s a man of around a third of the planet, overseeing a business area that stretches from the sands of the Sahara through to the Eastern-most outer reaches of the former Soviet Union. As FMC Technologies’ Europe, Africa and Commonwealth of Independent States (CIS) Regional Manager, Surface Wellhead, he has one clear vision for this myriad of territories – to deliver world-class service locally, in every region we operate.

“When you look

at it that way, yes, it is pretty diverse,” laughed Horn, when asked to run through his area of jurisdiction. WellLinked’s quick question regarding his remit

resulted in a lengthy answer encompassing 15 different countries, 22 customer support bases, and two manufacturing sites, across three continents. Horn’s division operates in seven different working languages and boasts more than 30 different nationalities. Diverse is one word, daunting another. Not for Horn though…

Celebrating diversity Horn has been at the helm of Surface Wellhead in Europe, Africa, and CIS for the past 12 years. In that time he and his core management team have built a division from the ground up, providing

equipment and specialist services to the onshore and offshore oil and gas sectors, from 35 employees to today’s payroll of 600. Horn said that the team’s recipe for success has been simple. “When dealing with such a diverse area, with diverse challenges, you need to build a diverse operation. That’s exactly what we’ve focused on.”

Going local, globallyThe Surface Wellhead division has thrived, Horn believes, by entering every new territory with a strategy to ‘localize’ itself as quickly as possible. “It can be difficult to parachute staff into a fresh country and expect them to succeed,” he stated. “Local people understand local culture and business culture, and they are essential to building long-lasting relationships.”

He continued, “There are always capable people on the ground and FMC Technologies, through dedicated resources, has a good track record of finding them and introducing them to our corporate culture and values, as they, in turn, help us to adapt and prosper in theirs.”

Horn explains that recruiting local talent

helps create a sense of continuity, and demonstrates that the company is entering each territory with serious, long-term ambitions, rather than with a short-term desire to exploit opportunities. This helps gain the trust and loyalty of employees, as well as the respect of customers.

“It’s human nature for people to bond over shared experiences and references,” Horn added. “So, if we have a Dutch speaking customer, it’s great to have a Dutch employee that not only knows his business, but also the latest football results! That’s true wherever you go, so our local focus across diverse markets is a genuine strength.”

Degrees of changeCultural diversity is one thing, technical and environmental diversity another. Surface Wellhead provides equipment for traditional wells with beam pumps and progressive cavity pumps (PCPs), through to equipment – with capacity to reach pressures of 20,000 psi (1,380 bar) – for High Pressure/High Temperature (HPHT) wells that operate both onshore and offshore. This broad range of technology has to work within a spectrum

– one solution for a world of challenges

Graham Horn,FMC Technologies.

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of the most extreme environmental conditions imaginable. As Horn explained, “Our people and equipment could be operating in 122°F (50°C) in the Sahara, or in -76°F (-60°C) at Novy Urengoy, in Northern Siberia. That affects not just our people, but also the technology itself.”

In extreme conditions of -76°F (-60°C), most things freeze, even control fluids, meaning that ordinary hydraulic oil cannot be used in control panels. An array of specialized needs must be taken into consideration, such as different lagging, different protection seals, and even different types of steel – certain steels become too brittle at colder temperatures, necessitating the use of special grades.

“With our local knowledge, and the global expertise of FMC Technologies, we understand these unique challenges and offer customers design solutions that suit their particular environments. That, when combined with outstanding customer service, is a huge competitive advantage,” noted Horn.

Future promiseThis combination of technical mastery and local knowledge has paid dividends across Horn’s division, as new countries are entered and teams are established to service specialized needs. Horn cites Kazakhstan as a success story typical of this approach. His first visit was in 1999, leading to an established base four years later, and a current staff of 50. This team initially focused on the Kashagan offshore fields and is now involved with a number of additional projects.

He sees future growth in potential shale gas plays in Ukraine, Europe, and North Africa. He also sees growth opportunities at offshore oil and gas platforms in Russia, where FMC Technologies’ established expertise can pay dividends for companies looking to exploit new opportunities.

Regardless of where such developments take place, Horn is adamant that Surface Wellhead’s strategy will stay the same.

“We will continue to provide staff who understand the local culture, the markets, the industry and, most importantly, who provide outstanding service support. Wherever our customers are, and no matter what the temperature is, we will be there to support them!” concluded Horn. |||||

Europe, Africa, and CIS Surface Wellhead Operations

Customer support�� Algeria – Hassi-Messaoud and Algiers

�� Cameroon – Douala

�� Chad – Komé

�� Congo – Pointe Noire

�� Egypt – Cairo

�� France – Sens

�� Gabon – Port Gentil

�� Italy – Milan

�� Kazakhstan – Aktau and Atyrau

�� Netherlands – Schoonebeek

�� Nigeria – Port Harcourt and Lagos

�� Norway – Stavanger and Bergen

�� Russia – Moscow, Novy Urengoy, and Sakhalin Island

�� Tunisia – Tunis

�� UK – Aberdeen and Dunfermline

Manufacturing�� France – Sens

�� Italy – Collecchio

Working languages�� Arabic

�� Dutch

�� English

�� French

�� Italian

�� Norwegian

�� Russian

Map keyCustomer support site

Manufacturing site

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Richard Buckenham, Head of Subsea Services, APME, is aware that FMC Technologies’ future business growth in the region is dependent on securing subsea services contracts with customers. Success will require effort from all areas of the company – people, facilities, and business processes – to ensure customers recognize the value of being able to access the same technologies, expertise, and resources that has made FMC Technologies the leading supplier of Subsea Production Systems and will now make us the provider of choice for subsea services.

A cultural transformationSubsea Services is all about people. FMC Technologies is successfully building a service culture, but this takes time. Today, in APME, the company is recognized as an equipment designer and manufacturer rather than a service provider. To address this, APME will need to embed the service culture into its DNA, through the implementation of targeted training and development of all employees, where needed. APME will also need to leverage the expertise in other regions, particularly activities in the North Sea, where FMC Technologies has successfully worked with operators such as ExxonMobil, Shell, and Total.

In terms of subsea services, APME is currently providing maintenance management and storage, standard installation support services, and support of the drilling product line

and rental tooling. “We would like to enhance these activities by offering an

integrated life-of-field approach, as well as having more of a role in intervention and engineering. Production optimization and asset management should also be on our agenda,” said Buckenham.

The challenge is to prove that APME can provide comprehensive asset management services to customers. “The issue for the region is how and where we begin this process. We have to demonstrate competency in delivering these new services. This is, however, difficult to do at the moment as we currently do not have a full service contract – that includes these new service offerings – with an operator in the region. We do have the knowledge, so it is ultimately up to us to deliver to the market,” explained Buckenham.

Current operationsToday, the service activities in APME are split into three geographic areas of operation – Australia, China, and Southeast Asia. This enables the company to be local to the customer in terms of resources and people.

Across these three areas there are differences in maturity and politics, Buckenham explained. “Our customers rightly want us to have service bases situated nearby, but there are clear distinctions in their needs. China, for example, is looking for local content partners and a company that can provide comprehensive advice

– Subsea Services is set to goReady to serve“By evolving our Subsea Services business, it will be possible to create customer success and achieve our growth objectives.” This is how Tore Halvorsen, Senior Vice President, Subsea Technologies, FMC Technologies, views the significance of the Subsea Services business to the company. In this edition, we turn the spotlight on our Asia-Pacific Middle East (APME) and Western Region (WR) operations. We will conclude our regional focus with a feature on the Eastern Region (ER) and Brazil in the next edition of WellLinked.

APME IN FOCUS

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Richard Buckenham, FMC Technologies. APME Subsea Services team at the Henderson base in Perth, Australia.

and guidance – crucial elements for a developing territory. Whereas Malaysia has strong government influence and speed of service is important; we need to be able to be responsive wherever we are.”

He continued, “In Australia, we are largely dependent on engineering, procurement, and construction (EPC) projects expanding – we need to do more than simply support equipment installations. There is not, as yet, much demand coming from them in terms of services; however there are indications of growth in the country. The signs are there.”

Maximizing opportunitiesIdeally, FMC Technologies is looking to enter into service contracts with the oil industry majors and other operators with whom we already have relationships with. This could mean big international customers in other regions that are seeking new subsea services and support in APME. Asset management is an obvious place to start, Buckenham explained. “Most of the majors realize that looking after equipment is not a core activity, and that they can leave this to us. Their focus is to maximize recovery and optimize production.”

He added that “In order to meet these requirements we must build customer confidence in FMC Technologies’ subsea services offerings. It is necessary to form a close and open relationship so we can understand their production rates and know about their reliability issues.”

Future prospectsA major challenge within the energy services sector is to retain

people – a challenge shared by FMC Technologies. “Operators recognize the benefits of recruiting our staff, so it would help us instead to work with them to stop this from happening. Working with the operators will provide employees of FMC Technologies with greater opportunities and interesting projects to work on, thereby supporting our retention efforts,” commented Buckenham. “In terms of advantages for the operator, we believe we are cost-effective and can bring the latest technologies to life-of-field activities. We can also leverage best practices from across our business to bring the latest and most effective subsea services solutions – including standardization – to the customer.”

240 individuals presently work in Subsea Services in APME, and given the significant opportunities for growth FMC Technologies continues to invest ahead of demand. It is important that the company demonstrates local knowledge of the operators’ business and our people have the right service mindset.

Buckenham is confident about the prospects for the region. “I am extremely excited about what we can achieve here. We have a great opportunity as we mature from a traditional hardware business to a fully-fledged, full-service organization. I am sure that this process will continue to bring us ongoing success.” |||||

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Deployment of Completion Workover System.Nils-Petter Sivertsen, FMC Technologies. Testing of a Riserless Light Well Intervention (RLWI) stack.

>>

Today, FMC Technologies’ Western Region (WR) and Eastern Region (ER) are the most mature within the business when it comes to subsea services. Nils-Petter Sivertsen, Director, Subsea Services, Western Region, explained why subsea services is set to grow in his region. “The opportunities for further growth are exceptional as customers recognize the benefits that outsourced services can bring them. FMC Technologies can also benefit from the number of ‘traditional’ hardware customers in the region – tapping into this large resource as the services business expands.”

Strong foundationsDuring the last two years, WR has established a solid foundation for future growth within traditional and new platforms. These platforms will serve as the building blocks for the life-of-field service partner model. “This region is a little different from the others. For a start, we have more customers – both large and small. This creates a more complex operation when responding to the various requirements and customers’ structures. Our success is measured by our ability to respond to challenges and our capacity to undertake planned and unplanned work. We have invested in new Subsea Services facilities in Houston, and we will continue to expand. The market potential is

significant and how fast we grow is up to us,” said Sivertsen.Subsea Services operations in the United States are managed from

three locations in Houston. The TC Jester facility is the main office; the Hardy Road facility consists of warehouses and workshops; and the World Houston facility is primarily a warehouse, with workshop facilities for mobilization and demobilization of equipment.

The St. Johns facility in Canada supports operations in-country, and new facilities are currently being developed to support future growth in this territory. WR Subsea Services also has operations and bases in Africa – Congo, Equatorial Guinea, Ghana, and Nigeria – and will, in the near future, further expand its operations on this continent.

‘Cradle to the grave’ philosophyThere are five platforms within Subsea Services – Installation Services, Asset Management Services, Production Optimization, Equipment Intervention Services, and Well Access Services. While WR is presently active in some of these, it will be widening its scope to cover all platforms in the near future. “The philosophy has been to define customer requirements and deliver customer success on our current offerings before the introduction of new products and services. However, we are now in a position to offer an integrated

WESTERN REGION IN FOCUS

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Completion Workover System prior to deployment.

>>>

life-of-field partnership with our customers,” outlined Sivertsen. “We know our products and we can manage these efficiently – especially when we are in full control of the products and services from the cradle to the grave.”

The subsea services market is growing and FMC Technologies is ideally placed to benefit from this. The company will continue to take the necessary steps to ensure that our operations are prepared to support this growth, and that FMC Technologies is positioned to offer the best subsea services to the customer.

Exceptional people, different cultureSivertsen added that the Subsea Services life-of-field partner approach will develop further and be realized through FMC Technologies’ exceptional people. “We have to recruit the best people and we need a diverse pool of talent. Within WR, our aim is to have more Service Technicians with offshore experience working as part of our onshore teams – traditionally the technicians would have only been a part of the offshore team. We have to continue to work collaboratively with our customers and should be involved in their day-to-day operations. This will enable us to offer the best solutions. Today, we already have employees working in our customers’ environment and we can see that our customers

appreciate their professionalism and presence. They expect us to find the best solutions and we are delivering on, and often exceeding, their expectations.”

In the 10 years that Sivertsen has been with FMC Technologies, the Subsea Services business has grown significantly. He notes that there is now a better company-wide understanding of what the Subsea Services business is all about. He believes there is also a realization of the differences in cultures within Subsea Services and those within engineering, procurement and construction (EPC).

“FMC Technologies is investing significantly in the business and the growth has been remarkable. The needs for a successful services business are different from that of EPC projects. The culture is different, the requirements of the employees are different, and the customer expectations are different. We need to recruit specifically for the subsea services environment. FMC Technologies is on the right track. Anything is possible,” concluded Sivertsen. |||||

We will continue our regional focus with a feature on the Eastern Region and Brazil in the fourth quarter edition of WellLinked.

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Asia-Pacific Middle East

Subsea service bases�� Australia – Perth

�� China – Shekou

�� Malaysia – Labuan

�� Singapore – Singapore

Subsea manufacturing sites�� Malaysia – Nusajaya (regional)

Nusajaya (global) Pasir Gudang

�� Singapore – Singapore

Working languages�� Bahasa Indonesia and Bahasa Malaysia

�� English

�� Mandarin

Western Region

Subsea service bases�� Africa – Congo, Equatorial

Guinea, Ghana, and Nigeria

�� Canada – St. Johns

�� Unites States – Houston

�y TC Jester

�y Hardy Road facility

�y World Houston

Subsea manufacturing sites�� United States – Houston

Working languages�� English

�� Norwegian

�� Spanish

Map keyService base

Manufacturing site

Subsea Services Operations

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Ásia-Pacífico e Oriente MédioA Richard Buckenham, Chefe de Subsea Services, Ásia-Pacífico e Oriente Médio (APME) da FMC Technologies, tem consciência de que o futuro crescimento da empresa na região depende do fechamento de contratos de serviços submarinos com clientes. O êxito exigirá esforço de todos os funcionários para garantir que os clientes reconheçam o valor de ter acesso às mesmas tecnologias, experiências e recursos que levaram a FMC Technologies a liderar o fornecimento de Sistemas de Produção Submarinas e ser o provedor preferido em Subsea Services.

Na região APME, a FMC Technologies está buscando firmar contratos com as maiores empresas da indústria petrolífera e outros operadores com os quais já se relaciona. Isso pode significar grandes clientes internacionais em outras regiões que estão necessitando de Subsea Services e suporte na APME.

Atualmente, 240 pessoas trabalham em Subsea Services na região APME e, devido às oportunidades significativas para o crescimento, a FMC Technologies continua a investir antes da demanda. É importante que a empresa demonstre conhecimento local dos negócios dos operadores e que seus funcionários tenham a postura de serviço correta.

Região OcidentalNesse meio tempo, nos últimos dois anos a Região Ocidental estabeleceu uma fundação sólida para o crescimento futuro com plataformas tradicionais e novas de serviços. Estas plataformas servirão como componentes básicos para o ciclo de vida do modelo de parceria no serviço de campo integrado.

Nils-Petter Sivertsen, diretor de Subsea Services da Região Oeste da FMC Technologies, comentou: “Nosso sucesso é medido pela nossa capacidade de resposta aos muitos desafios e nossa capacidade para o trabalho planejado e não planejado. Temos investido em novas instalações de Subsea Services em Houston e daremos continuidade à nossa expansão. O potencial do mercado é significativo e a rapidez de nosso crescimento está em nossas mãos.”

Os negócios em Subsea Services cresceram substancialmente nos últimos 10 anos, desde que a Sivertsen se uniu à FMC Technologies. “A empresa está investindo significativamente nos negócios e o crescimento tem sido marcante. Estamos no caminho certo, portanto, tudo é possível”, explicou Sivertsen.

Subsea Services nas regiões

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David MacFarlane, Director of Operations, Asia-Pacific – Subsea Systems, (center) at the official opening of the CNC Tube Bending Workshop. Below and right: Electric Bending System (EBS) machine in situ.

Growing global demand for FMC Technologies’ subsea trees is fueling a drive to build the company’s production capacity.

John Boyd, Director, Well Completion Systems, FMC Technologies, is at the forefront of an effort to achieve a standard 21-day high-bay cycle time for trees and to increase workflow efficiency across the Well Completion Systems (WCS) production bases. In 2011, Boyd set out his future goals, stating, “I want to see an environment where modules are presented to the (subsea tree) high-bay flow and ‘snap together’ in the proposed cycle time.”

The problem with ‘plumbing’Installing hydraulic tubing (often referred to as the ‘plumbing’) within trees is a fundamental, but traditionally time-consuming element of the production process. Andrew Yong, Subsea Assembly Manager, WCS, FMC Technologies, Singapore, describes the tubes as “the nervous system of the trees.” When explaining the previously painstaking process of tube bending and installation, Yong said, “FMC Technologies has traditionally relied on skilled contractors to plan the routes of the tubes through the trees. This has to be done when the first-article tree is semi-built, adding to build time

while the tree is on its critical path. It also meant tubes could not be manufactured in advance, thereby restricting the production of tubes for subsequent trees.” This entire process took an average of 19 days and was a major contributor to the build time of a tree.

Bending the rulesIn 2009, FMC Technologies’ Integrated Value Engineering (IVE) group started examining the idea of introducing 3D modeling to hydraulic tubing globally – a practice that had already been pioneered at FMC Technologies in Kongsberg, Norway. This would allow tubes to be designed up front, pre-bent off the critical path, and installed as a modular component thereby reducing high-bay cycle time. In parallel, IVE’s Control Tubing Best Practice team began discussions with UK-based vendor Unison regarding the firm’s Electric Bending System (EBS) – a fully automated solution for tube bending. The EBS machine was delivered to FMC Technologies in Dunfermline in August 2010.

At this stage, this pre-bending concept had yet to be tested outside Eastern Region. Yong therefore jumped at the opportunity to transfer this best practice to FMC Technologies in Singapore.

Tubing innovation

In this edition, WellLinked takes a look at an example of a best practice initiated to reduce subsea tree build time. This has resulted in a standardized manufacturing process that drastically cut the production timeline for installing hydraulic tubing without compromising quality.

allows trees to blossom in Asia-Pacific

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Consistent resultsIn March 2011, Yong and his team initiated a pre-bending pilot project on eight trees for China National Offshore Oil Corporation (CNOOC). Jas Ng, Hydraulics Engineer, FMC Technologies, Singapore, collaborated with Dunfermline to utilize their EBS equipment and with Kongsberg to undertake 3D modeling of the trees and route the tubes.

The advantages were immediately clear. “Apart from the time saving of pre-bending and rapid installation, the machine negates possible human error and fatigue. This, consistently, produces tubing to a high specification. It is a zero defect (ZD) capable process,” stated Yong.

The subsequent results were impressive. Installation of the control tubing on the critical path fell from the usual 19 days to just five, with a standardized process and consistent quality. “That was enough to convince everyone of the value of pre-bending,” noted Yong.

Investing in excellenceAs a result of the pilot, Singapore ordered its own EBS machine, which was delivered in June 2012. On a global scale, Unison’s machines have now also been bought for FMC Technologies’ bases in Houston, United States; Luanda, Angola; Bergen, Norway; and Rio de Janeiro, Brazil. This gives all six production centers (including Dunfermline, Scotland) a standardized manufacturing process.

As for Yong and his team, they will shortly be using their machine on trees for Woodside’s Greater Western Flank project, situated off the North West coast of Australia.

“FMC Technologies is evolving by collaborating globally to share best practice. This not only gives consistency, but the results are also better and faster. Singapore is completely aligned with this drive,” concluded Yong. |||||

Inovação em tubulação na região Ásia-Pacífico

A crescente demanda global pelas árvores submarinas da FMC Technologies está impulsionando a implementação da capacidade produtiva da empresa. Em particular, existe um esforço contínuo para atingir a meta do tempo do ciclo padrão de 21 dias para árvores submarinas. Até o presente momento, a maior parte do tempo foi utilizada na instalação de tubulações hidráulicas dentro das árvores, que levou em média

19 dias. A FMC Technologies Cingapura iniciou um projeto-piloto, como exemplo de melhores práticas, para reduzir o tempo desta construção. Esta melhor prática reduziu o tempo de construção para 5 dias, utilizando o modelo 3D e o Sistema de Arco Elétrico (EBS) para a solução de automatização total do arqueamento de tubos sem comprometer a qualidade. A FMC Technologies instalou seis das máquinas EBS no mundo inteiro, otimizando a padronização do processo de produção em toda a empresa.

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– optimized for global subsea performance

FMC Technologies’ five subsea product lines represent an execution engine driving best-in-class operational support, global products, and supply chain performance. WellLinked recently talked to Steve Barrett, Global Subsea Product Line Director, FMC Technologies, to get an update on the company’s subsea product line organization, now 24 months in the making.

‘Global’ is a major word in Barrett’s team’s subsea vocabulary. In fact, no other word

has been used so much when talking about FMC Technologies’ subsea execution. Add it on

to words like operations, products, planning, standards, sourcing, portfolio, collaboration,

and manufacturing, and the company’s subsea vision for its product lines

becomes very clear.“The FMC Technologies’ subsea product line organizational

strategy is completely aligned with, and is a key

enabler for, our subsea growth strategy.

We are

achieving our goals through the implementation of high performance global standardization for our products and processes,” said Barrett.

Global leverageDriving the company’s vision is the desire to leverage its subsea business on a global basis and strengthen capabilities to meet global demand. Positioning the product lines under one global umbrella has benefitted the subsea business tremendously, and will ensure that FMC Technologies will create customer success by improving execution performance.

Standardization and becoming one global execution engine, instead of operating from four regional offices, has boosted operational efficiency. It has also meant that the company has become better aligned with customer needs. Barrett views the company’s product lines as one of the key enablers in providing clients with one face, one standard, and one specification on a global basis. Customers are demanding a more

streamline approach as today’s way of doing business, making standardization

absolutely key to future growth within the industry.

Subsea product lines

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Major subsea accomplishmentsThere have been some major accomplishments during the past two-year Subsea Reorganization plan. Barrett was quick to pinpoint this and views these as directly relating to the strength and commitment of FMC Technologies employee base.

“Our teams are making the organizational structure work; they understand the vision and drivers, and I see them working across the entire organization as one team with one goal,” he said, adding that implementing such a global organizational template has been a huge undertaking and a major accomplishment.

Despite the scale of the task, the Subsea Reorganization has resulted in obvious benefits, with the clear management of the product lines and aggregation of market demand giving the business a true global picture of the subsea sector and its capacity.

Planning has been, and will continue to be, a critical factor in the Subsea Reorganization. It determines how we meet the market and where the company’s subsea product lines are going in the short- and long-term and, moreover, how the company is going to get there. Operating with an integrated planning system – inclusive of sales and operations planning, global demand management, and integrated project planning – is the backbone of FMC Technologies’ subsea execution. These improvements in standardization and synchronization of projects and production scheduling prior to demand, has put the company ahead of the curve.

Achieving a milestoneIn Barrett’s opinion, FMC Technologies now possesses the capability to implement and execute global standards and strategies, and that is a significant milestone. Completing a two-year focus on organizing product lines has aligned the company’s technology and products significantly, and has developed a fundamental capability to implement and execute globally. Through the network of regional operations management and global manufacturing we will continue to maximize sharing of standards and global best practice. “We haven’t totally arrived yet, though. There is still some way to go in knocking out a robust planning process and putting it to full use,” noted Barrett.

The company is in the final stages of the Subsea Reorganization, so it is now time to start talking in terms of execution. The success of the vision for the product lines existing under one streamlined umbrella will ultimately be judged by its execution, and that means on-time delivery of reliable and robust products and systems.

“Our goal is to utilize capacity efficiently, wherever it resides, and to maximize our opportunities. Standardization is imperative to our global vision and the cornerstone to achieving our goals. Every day we contribute to customer success through best in class people, quality, technology, products, and operations. We have definitely become a subsea leader with the capacity to delivery globally with one face to our customers. Now it’s time to look at our execution and ensure that our reorganization delivers in practice,” concluded Barrett. |||||

“FMC Technologies now has a true picture of demand and

“capacity on a global basis. We’ve achieved better alignment

“through technology with the focus on product lines, and we

“can now implement global processes and standards.”

Steve Barrett, Global Subsea Product Line Director, FMC Technologies.

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With no productive hours spent repairing defects, Brazil’s Clad Welding group scored 100 percent on the Global Welding Quality Index (below) for three consecutive months. From left: Brazil’s Clad Welding team; Jose Osuna and Fabio Pinto, FMC Technologies; Clad welding in action.

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

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Brazil Clad Welding wins Quality Award

FMC Technologies’ Clad Welding group in Brazil is absolutely vital to

delivering a quality product by working to ensure that pressure vessel components can withstand up to 25 years of service in a hostile subsea environment. They accomplish this by depositing thin layers of a corrosion-resistant alloy on these components. The group, however, has struggled with low quality levels, high rework costs, and delivery delays since it started operations in 1999 with just three machines.

In 2004, with new clad welding machines on order and a significant expansion planned, FMC Technologies in Brazil engaged the Global Welding Council and started benchmarking work with the FMC Technologies’ Clad Welding group in Dunfermline. Welding operators from Brazil went to Scotland for on-the-job training, and engineers were brought over from Dunfermline to support the birth of a new production area, which now consists of 12 machines and 46 employees.

“At the time, the quality indicators showed significant short-term improvement, but despite the support we got from other

regions, we were disappointed that we could not sustain our progress over the longer term. We needed a permanent solution,” said Jose Osuna, Director of Operations, FMC Technologies, Brazil.

Organizing for improvementIn 2010, as the global roll-out of the company’s quality transformation progressed, the Brazilian leadership team was determined to organize for improve-ment. They established a new Welding Application Engineering group led by Fabio Pinto, Welding Application Engineering Manager, to develop practices that would drive sustainable improvement of major key performance indicators (KPIs) and instill a zero defect (ZD) mindset in the weld shop.

Both the quality transformation and the establishment of this specialized team presented a prime opportunity to Impact Quality (IQ) within clad welding. Achieving a permanent solution promised significant savings in the price of nonconformance (PONC) as well as reductions in delays and late deliveries that occurred when the need to rework parts interrupted the flow and sequence of production processes in

the machine shop. The Clad Welding group and the Welding Application Engineering group joined forces to develop a sustainable improvement process for clad welding and formed the Clad Welding Improvement team.

“The team focused on producing a clear definition of requirements and absolute adherence, better prevention, and maintaining an active, ongoing dialog with internal suppliers and customers,” said Pinto. “Our activities centered around five primary areas that ranged from design through to operator training and inspection processes. The first focus area – design for manufacturing and assembly – promotes integration between the design and production areas,” explained Pinto. “This integration reduced defects caused by design errors and had the added benefit of saving time and money because we needed fewer detailed drawings and less deposited weld material.”

A second focus area – welding process and technology – involved identifying technology development process needs and ensuring that all devices and accessories needed for welding were developed, designed, and purchased concurrently with the design. The improvement team also worked with

Established in 2010, FMC Technologies’ Clad Welding Improvement team in Brazil, consisting of the Clad Welding group and the newly formed Welding Application Engineering group, has overcome more than a decade of quality ups and downs within clad welding. In recognition of this achievement, FMC Technologies awarded the team the prestigious 2012 Quality Award.

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From left: Brazil’s Clad Welding team; Jose Osuna and Fabio Pinto, FMC Technologies; Clad welding in action.

human resources to analyze and upgrade operator training. They optimized inspection activities and incorporated continuous improvement into the welding process.

“Now the Process Operators have assumed direct accountability and closely monitor their own work to verify if there is a need for design improvements. If improvements are needed, we implement them immediately to prevent repeated errors,” said Pinto.

Delivering better quality and increasing productivity By the end of 2011, after implementing the improvements, the Clad Welding group in Brazil had shown dramatic and sustained quality improvements. Greater standardization and better prevention have tripled the time between occurrences of nonconformances, reducing incidents by more than 60 percent, and cutting rework costs by USD 200,000 in 2011.

“Even better, the quality improvements were not achieved at the expense of productivity,” said Osuna. “Instead, the same actions that reduced defects have increased productivity as measured by shorter standard clad welding times, a 30 percent

increase in the efficiency of production orders, and a reduction in project budgeted clad welding costs. The improved efficiency has also increased our production capacity with no new machinery so that we can continue to expand production without unnecessary additional capital investments.”

“Not only do the improvements support the success of our internal customers who rely on the efficient supply of parts for machining, but the lower clad welding costs also mean higher profit margins,” added Osuna. “We are excited about our progress and proud to be in a position to actively collaborate and share our learnings with other sites.”

Team members, in addition to Pinto and Osuna, are: Alexandre Carrilho, Marco Vinicius, and Victor Tamy, Weld Engineers; Julio Resende, Weld Inspection Supervisor; Rafael Flores, Process Technician; Murilo Santos, Design Drafter; Paulo Sérgio, Production Manager, and the Clad Production team; Nelito Fachetti, Manufacturing Director; and Paulo Abel Kligerman, Quality and HSE Director. |||||

Clad do Brasil ganha o Quality Award

O Grupo de Soldagem de Revestimento do Brasil (Clad), responsável pela deposição de uma liga metálica resistente à corrosão que possibilita que componentes sujeitos à pressão trabalhem por até 25 anos em ambientes hostis de águas profundas, aproveitou uma excelente oportunidade

para impactar a qualidade. O grupo superou mais de uma década de altos e baixos nos índices de qualidade para economizar cerca de US$ 200 mil em custos de retrabalho em 2011, reduzir a ocorrência de QN´s em mais de 60%, aumentar a eficiência produtiva em 30% e ganhar o disputado Quality Awards de 2012.

A recém-criada Engenharia de Aplicação de Soldagem, atuando em parceria com a Produção, direcionou as ações de melhoria criando uma mentalidade de zero defeito que incluiu: definição clara e adesão absoluta aos requisitos, melhor prevenção e a manutenção de diálogo ativo com os fornecedores e clientes internos.

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Riserless Light Well Intervention (RLWI) system.

Global

for our light well intervention business

Established in 2003, FMC Technologies’ Well Intervention Services (WIS) has evolved from an initial pilot project with 10 employees, to its current position as a business unit with 150 employees. Having successfully proven the technology in the North Sea, WIS is now ready to expand its services globally. The vision is to make FMC Technologies the leading provider of light well intervention services worldwide.

Light well intervention

(LWI) is comprised of Riserless Light Well Intervention (RLWI) and Riser-based Light Well Intervention. An intervention is a process performed on an existing subsea well to provide

well diagnostics and to manage and enhance the production of the well. The market began developing in 1999, when escalating day rates for rigs provided the challenge and opportunity to expand the scope of

interventions. This led FMC Technologies to develop, in conjunction with Statoil,

the initial RLWI solution. Instead of a rig, RLWI required a much smaller, mono-hull vessel to successfully perform most of the intervention tasks that were being accomplished from a rig at the time. This resulted in a reduction in time and cost, compared to semi-submersible drilling rigs or drillships.

Reshaping the business modelAlthough a pilot project with Statoil in 2003 was a success, operators were not ready to put the system into production, so FMC Technologies established a group of specialized people to help break into the LWI market, forming FMC Technologies initial WIS project team. “This resulted in a dedicated resource whose task it was to develop the RLWI concept with the aim of encouraging and receiving customer commitment,” stated Bjarne Neumann, Director of Well Intervention Services, FMC Technologies.

ambitions

Bjarne Neumann,FMC Technologies.

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6816.2 years

1,6359.5 years

Producing subsea wellsAverage age of wells

8965.3 years

8619.1 years

3467.4 years

Source: Quest Offshore Resources, Inc.

Subsea installed baseAt the time, the traditional customer service model that existed to perform intervention services required operators to manage multiple service contractors. This model was beginning to be recognized by the industry as both costly and inconvenient. To address these concerns, WIS entered into an alliance with a vessel partner and a downhole wireline company. This alliance offered an integrated service partner model, based on an all-inclusive day rate, in which customers were only charged for productive work. This meant that if any of the partners were on downtime, no operator payments were made (also known as ‘off hire’). This new approach encouraged service providers to cooperate and work together as a team to achieve customer success. As Neumann explained, this was very positive. “FMC Technologies is perfectly suited to this model because it rewards companies with a competent workforce, robust products, and strong service organizations.”

The integrated service partner model incentivizes service providers to streamline processes such as maintenance and recertification, in order to avoid downtime or off hire. This cost is then shared by all of the alliance partners on the vessel, rather than itemized and charged to individual contractors, reducing bureaucracy and increasing shared ownership.

Subsea technology expertiseTo provide a good service, robust technology is needed. One important lesson from the early days of RLWI was that the umbilical system was extremely exposed – in terms of fatigue and tension – because the smaller mono-hull vessel moved more in an ocean environment than a rig.

To improve the ability of the umbilical system to perform in strong currents, its size was reduced. A control package, similar to that used on a remotely operated vehicle (ROV), was also implemented. A hydraulic system was positioned on the subsea unit, and the power and signals were generated from the surface. An integrated control room was also established to enable better communication between the crane, wireline, and ROV operators.

FMC Technologies’ expertise in subsea technology has enabled it to develop a system that provided the company with a competitive advantage. “We would not have been capable of developing such an advanced system without our strong product group and system competence,” stated Neumann.

Building trustAfter modifying its business model, WIS successfully landed a contract with Statoil in 2006. FMC Technologies then invested in two new RLWI systems. This brought the total number of systems to three, and by 2009 Statoil was operating two of these. BP was operating the third west of the Shetland Islands, with usage restricted to 90 days of the year, due to weather conditions. Once BP completed its use, the third system was then rented out to other

operators on the “spot market” for the rest of the year.By early 2012, having observed BP and Statoil’s successful use

of the RLWI system, FMC Technologies had signed with ten different customers and at present are working with six of these (BP, Chevron, ConocoPhillips, Nexen Inc., Statoil, and Shell). All three systems are now rented out at full utilization. With the average age of a subsea well in the North Sea approaching ten years, the demand for intervention services will continue to grow. As operators look to maximize recovery and extend life-of-field, through reduced time and cost, LWI is poised for growth. With a proven business model and technology, WIS is responding to that growth and is ready to develop beyond the North Sea.

Major global opportunityNeumann believes a vessel-based service will continue to significantly reduce costs to operators. “Rig costs are high, which encourages operators to opt for lower cost solutions such as our WIS technologies,” he stated.

Global expenditure on well intervention is expected to grow 25 percent annually, from 2012 – 2016. The oldest wells in operation are located in the North Sea, but with wells in other regions also ageing and production declining, the demand for intervention services is projected to grow globally. Neumann said that while FMC Technologies is well positioned to take advantage of this opportunity, it should not be complacent. “Our technology is proven and we are ready to roll it out globally, but it will take a strong commitment from the other regions for the company to be equally successful in their offshore basins,” asserted Neumann.

FMC Technologies is currently ahead of the market, but it is vital that the company develops the capability to take on the lead contractor role. “We need to keep driving the technology or we risk our competitors catching up. I would also like to see the company develop a deepwater system to take advantage of well intervention opportunities in West Africa, the Gulf of Mexico, and Brazil. Hard work and continuous improvement is what it’s all about,” concluded Neumann. |||||

“We would not have been capable of developing such an advanced system

“without our strong product group and system competence.”-

Bjarne Neumann, Director of Well Intervention Services, FMC Technologies.

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Chris Bartlett,FMC Technologies.

In this edition of WellLinked, we talk to Chris Bartlett, Director of Learning Infrastructure and Knowledge Management, FMC Technologies, and take a look at The EDGE – our knowledge sharing community – as well as some success stories since its launch.

The EDGE– a year on

Officially launched in July 2011, The EDGE

has over 7,300 members (as this edition of WellLinked went to print). Roughly 30 percent of users belong to more than one network – which typically have 200 to 250 members. The number of networks has also grown from three, at launch, to nearly 40 today. Bartlett encourages anyone who

has previously searched for an appropriate network a year ago but hasn’t checked recently, to take another look. “If you still cannot find a suitable network,” he added, “you can start one yourself. It is simple and very rewarding.”

The basic premise of The EDGE remains unchanged – it is a community of networks that provides users with easy access to the collective knowledge and experience that exists across the company. One of the main reasons for initiating The EDGE was to encourage process operators in various parts of the business to share and discuss solutions to practical problems. “In this respect, The EDGE has been overwhelmingly positive,” explained Bartlett. “We have also seen it used in some unexpected and

creative ways. Through these examples we have seen just how effective The EDGE can be. Managers are now realizing the benefits that result from their employees not duplicating work. The next phase of The EDGE will include more functionality and more networks of employees collaborating globally.”

Building a team from scratchFredrik Glette, Global Manager, MPS Core Components, based in Kongsberg, Norway, started using The EDGE very early on. To encourage adoption and use, Glette stopped using email for important announcements and instead posted information on The EDGE. He used the ‘push’ functionality to notify network members, and gradually The EDGE became his group’s first destination for information, documents, and discussions.

At the time, Glette’s team was revamping FMC Technologies’ subsea supplier quality systems. He posted an article about Boeing’s equivalent system and invited network members to discuss. “I was amazed by the response,” recalled Glette. “The EDGE enabled us to reach a wide audience, harness their ideas, and bring them into the development of our quality process.”

The EDGE’s discussion board facilitated a high level of collaboration. “Had I emailed this article,” explained Glette, “I would have been the only one getting the responses. That’s how The EDGE helps; it makes

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From left: Fredrik Glette and Chris Fyfe, FMC Technologies.

information available to everyone who needs it.” In addition, Glette noted, “people who want to learn about supplier quality systems will be able to search for and find that information in the future.”

Glette also recommends that other managers get on The EDGE. “It is perfect for communicating to a large audience and it is much simpler than you think. Get online and try it out.”

The power of one“Chris Fyfe,” said Bartlett, “is a great example of one employee using The EDGE to drive efficiencies through utilizing capacity, and ultimately, reducing cost.”

Last year, Fyfe, CAD Team Lead, based in Dunfermline, Scotland, successfully applied for the coordinator’s role on The EDGE’s Design Drafting network. “I knew straight away that The EDGE would benefit our company. Every day, in FMC Technologies’ offices around the world, employees solve problems and hold interesting discussions. But so much of that knowledge never leaves that office, group, or individual’s head. The EDGE enables us to share information globally so that we can all benefit,” explained Fyfe.

A recent example of this global communication, which resulted in a Design Drafting network member saving the company thousands of dollars. “The member was going to buy software for the digital mark-up of drawings but was informed by an employee from a different region, via The EDGE, that the company already

owned such software,” recalled Fyfe. “Our network members now realize that The EDGE doesn’t cost them time, it saves them time.”

Looking to the futureAfter its initial success, Bartlett hopes to build on The EDGE to create a fully integrated organic learning environment. “Essentially, this is about trying to provide an environment where employees can learn more quickly and become, for example, a senior engineer in three years rather than five,” he said. Bartlett envisions each employee starting the day by opening a portal, rather than an inbox. “It’s about creating a centralized and customizable portal with relevant emails, discussion points, selected widgets, and other relevant material. In my opinion, this should be the future.”

To access The EDGE, simply click on “Knowledge Sharing – FMC’s tool for global collaboration” on the global FMC Technologies main menu or go to http://inside.km.net.fmcti.com |||||

The EDGE– Um ano de vida

Lançado em julho de 2011, atualmente The EDGE conta com mais de 7.000 membros. Cerca de 30 por cento dos usuários pertencem a mais de uma rede – que normalmente possui entre 200 e 250 membros. O número de redes também cresceu de três, na época do lançamento, para cerca de 40 nos dias atuais. Esta comunidade de redes oferece aos usuários facilidade de acesso ao conhecimento e experiência coletiva para toda a empresa. Um dos principais motivos para o lançamento do The EDGE foi para encorajar os operadores de processo de vários setores de negócios a compartilharem e discutirem soluções para problemas práticos. Agora os executivos também estão percebendo os benefícios que resultam na não-duplicação de trabalhos para seus funcionários. A próxima fase do The EDGE incluirá mais funcionalidade e redes de funcionários colaborando de forma global.

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José da Gama António (Tony da Gama to friends and colleagues), FMC Technologies’ Manufacturing Coordinator in Luanda, Angola, considers working on a drillship the best offshore education one could hope for. This experience, combined with the theoretical knowledge he gained while studying mechanical engineering in university and through FMC Technologies courses, has provided him a foundation on which to build a promising career.

The offshore industry in Angola promised big opportunities for José da Gama António and his high school friends, and like

many bright students he went down this path. After graduating high school in 2000, he took a one-year practical course in offshore work, after which he landed his first job on the drilling ship, Pride Foramer. He then continued aboard Pride South Pacific, Pride North America (both block 15), Pride Angola and finished offshore life on Pride Africa (both block 17). Throughout this time, António got his hands dirty in a variety of roles including driller, roustabout, roughneck, motorman, rig mechanic, and assistant subsea engineer.

António commented, “Working on semi-submersible rigs and drillships taught me so much about oil production. Even now, understanding how parts are used in real-world applications helps me in my current role.”

As with most offshore work, António did 28-day on/off shifts, but while his colleagues enjoyed their time off, António was busy studying mechanical engineering at university, which he started on a part-time basis in 2001. Although he enjoyed offshore work, the twelve-hour days were long and the work was hard on the body. The rotation also meant that António was away from his family for long periods. So in 2006, with half of his university degree completed, António decided it was time for a change!

Joining FMC TechnologiesHaving heard about the company from one of his university classmates who had worked there, and coming into contact with an FMC Technologies employee while working offshore, António decided that this could be the change he was looking for. “They were both very positive about the company and the technology they worked with. I also got the impression that if I worked hard and furthered my knowledge, there would be opportunities for me at FMC Technologies,” he recalled.

In 2006, António successfully applied for and secured the position of QA/QC Inspector on the BP block 18 project, Greater Plutonio. To get up to speed with the company’s products and technologies, he split his time, for six months, between Dunfermline and Angola. In Dunfermline he attended a number of courses, including

non-destructive testing, radiographic interpretation, compression fitting, and hydraulic control lines cleanliness.

António was also pushing himself to keep improving his use of English, and to ask as many questions as possible. “I talked to people who had a lot of experience in the business, and met as many of my FMC Technologies co-workers as I could. There was so much to take in, but I came back to Angola with a head full of knowledge, ready to put it all into action,” he added.

For António this experience was invaluable to the start of his career at FMC Technologies. “I was learning something every day and was able to transfer that knowledge into practice while working on the BP block 18 project. I wasn’t just in a classroom, but was also out dealing with customers. This meant I gained insight into their operational challenges and learned how FMC Technologies’ products helped them,” he said.

Current roleIn 2009, António graduated from Dr. António Agostinho Neto University in Luanda, Angola, earning a diploma in Mechanical Engineering. A solid practical and theoretical background and his ability to continually exceed work requirements saw António gain a series of promotions, leading to his current position as Manufacturing Coordinator.

“This is a diverse role and I have a lot of responsibility to ensure delivery of a quality product to our customers, using the company’s Five Absolutes of Quality. I have been working on Total’s Pazflor project in Luanda since its inception. The project has just celebrated its one year anniversary and I believe it is a great achievement for the Angola facility,” he explained.

Six years after making the decision to move his career onshore, António has no regrets, and he is optimistic about FMC Technologies’ future in his country. “FMC Technologies in Angola is expanding swiftly and the region is expected to continue growing. I feel like I am being challenged and am learning every day. There is a world of opportunity at FMC Technologies, and I feel that how far I progress is up to me,” concluded António. |||||

From ship to shore

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�António wakes up at 5:00 a.m., leaves the house just before 6:00 a.m., and arrives at the office around 7:00 a.m.

�The first thing he does is read his emails and check if he has received anything that requires his immediate attention from other FMC Technologies offices overnight.

�He writes a to-do list for the day and at 8:15 a.m. attends the daily production meeting, where he assigns various tasks. He makes sure that all of the employees in the workshop are fully briefed and have everything they need to be successful before starting work.

�Most of his days are spent following up on any customer needs related to the various in-country projects with BP and Total. His main aim is to oversee a smooth manufacturing process.

�At the end of the day, he reports to the Manufacturing Manager with the daily status update.

�Once that meeting has ended, he typically heads home for dinner and family time and, if necessary, puts in more work from home.

José da Gama António

A life in one day...

title: Manufacturing Coordinator

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| NOvEMBER

Event calendar06 11 27

DEEPWATER OPERATIONS CONFERENCE AND EXHIBITIONgalveston, United States

ABU DHABI INTERNATIONAL PETROLEUM EXHIBITION AND CONFERENCE (ADIPEC)abu Dhabi, UaE

OFFSHORE SOUTH EAST ASIA (OSEA) INTERNATIONAL EXHIBITION AND CONFERENCESingapore

06|||08 NOvEMBER, 2012DEEPWATER OPERATIONS CONFERENCE AND EXHIBITIONGalveston, United States

As it has done since its inception nine years ago, the Deepwater Operations Conference and Exhibition will continue to address the complex operational challenges involved in developing deepwater resources. As the industry increasingly focuses on deep-sea exploration, the conference has grown from 23 exhibitors in 2003 to more than 60 exhibitors in 2012. The conference connects operations staff, engineers, and management personnel to innovative ideas, trends, and technologies in the industry. By not publishing proceedings and closing the event to the press, the conference encourages free and open discussion. This provides a uniquely private forum for attendees to network while exchanging ideas, best practices, and lessons learned that impact global deepwater developments. www.deepwateroperations.com

11|||14 NOvEMBER, 2012ADIPECAbu Dhabi, UAE

Abu Dhabi International Petroleum Exhibition and Conference (ADIPEC) is the largest exhibition for the Middle East oil and gas industry. It hosts more than 1,500 exhibitions, attracts more than 45,000 attendees, and is the place

where oil and gas industry professionals get together to network and discuss core industry issues. This year’s ADIPEC will see the unveiling of a public museum chronicling the achievements of the UAE oil and gas industry. Due to increased interest, the organizing committee recently announced that as of 2013, the event will change from a biennial event to an annual one. www.adipec.com

12|||18 NOvEMBER, 2012FMC TECHNOLOGIES ANGOLA JAZZ FESTIvALLuanda, Angola

FMC Technologies will host a series of concerts and events for staff, suppliers, and customers during the Luanda Jazz festival week – a highly successful event which is now in its seventh year. The festival is all about combining the best in international and Angolan talents through music. As in previous years, the Saturday and Sunday will be given over to charity fundraising for local orphanages which the company supports.

14|||16 NOvEMBER, 2012OFFSHORE KOREABusan, Korea

This new conference is being held in the shipbuilding city of Busan. The event is sponsored by Korea’s four largest shipbuilding companies – Hyundai, Daewoo, Samsung, and STX.

The three-day conference bridges the offshore shipping and energy industries, bringing together shipbuilders and manufacturers, with suppliers of offshore plants and subsea equipment. Main discussion points will be offshore plant construction technology, subsea equipment and materials, marine resources exploration and development, and marine environment preservation and protection. www.okkorea.org

27|||30 NOvEMBER, 2012OSEA INTERNATIONAL EXHIBITION AND CONFERENCESingapore

Established in 1976, Offshore South East Asia (OSEA) is a biennial international exhibition and conference focused on the oil and gas industry in Asia. This year’s event occurs during a period of tremendous growth in the region due to increasing energy demand, particularly from China and India. This demand is driving development of more challenging fields, and the subsequent need for improved technology is creating a dynamic business opportunity for companies that are able to provide a wide range of specialized products and services. The OSEA event provides an invaluable platform for discussion on topical commercial challenges and technological innovations in the region.www.osea-asia.com

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OFFSHORE NORTHERN SEAS CONFERENCE (ONS)Stavanger, Norway

28 ||| 31 AUGUST, 2012OFFSHORE NORTHERN SEAS CONFERENCE (ONS) 2012 Stavanger, Norway

Offshore Northern Seas (ONS), a biennial event, is now in its 20th year having started in 1974. It has become one of the premier offshore exhibitions in the world, and this year was no exception. A total of 1,264 companies exhibited, attracting a record-breaking 59,913 visitors, with a total of 109 countries being represented by both attendees and exhibitors, for the four-day event. And, as always, FMC Technologies was there.

FMC Technologies’ theme for the conference was Maximizing your field with FMC Technologies. The company welcomed exhibition participants to the booth to visit, explore, and learn about developing fields with innovative technologies, increasing and extending production with subsea processing, and integrating subsea services to improve and optimize the life of fields.

At the boothThe booth featured a life-sized model of a remotely operated vehicle (ROV) and scaled models of other subsea components, such as the company’s new pump system driven by our permanent magnet motor (PMM) technology. Visitors were invited to explore the interactive displays highlighting FMC Technologies’ solutions for various subsea projects. Our popular 3D panoramic theater, which hosted interactive presentations throughout the conference, was also featured. These presentations highlighted our unique technologies and solutions that are installed globally to maximize fields based on their specific reservoir characteristics. On August 29, Bob Potter, President, FMC Technologies, also gave a breakfast presentation ‘U.S. Gulf of Mexico – A market poised for growth: A suppliers perspective’ as part of the U.S. Department of Commerce’s breakfast briefing ‘Business Opportunities in the U.S. Gulf of Mexico’.

Recognizing innovationSeveral company representatives were ‘on duty’ to answer questions, guide customers to the booth’s fully equipped meeting rooms, and provide information on the interactive displays. FMC Technologies representatives, Rasmus Sunde, General Manager, Subsea Eastern Region, and Ann Christin Gjerdseth, Director of Projects, Subsea Eastern Region, were also on hand to greet special guests, including His Royal Highness, King Harald V of Norway, and Ola Borten Moe, Norway’s Oil and Energy Minister. Other company representatives greeted delegations from various countries including Australia, Malaysia, Mexico, and Russia.

The booth attracted local and global media coverage, especially on August 29, when Tore Halvorsen, Senior Vice President, Subsea Technologies, FMC Technologies, led a press conference on maximizing field recovery. Later that day, the company was recognized at a luncheon where our Reactive Flex Joint and the Marlim Subsea Separation System both were shortlisted for the prestigious ONS Innovation Award.

Creating a buzzAs at the Offshore Technology Conference (OTC) in May, FMC Technologies harnessed the power of social media by documenting and promoting its presence at the event through a Facebook page (www.facebook.com/fmcti) and Twitter feeds.

The final day of the conference was dedicated to recruiting and career opportunities, with attendees from colleges around the globe. FMC Technologies’ employees were on hand to welcome and inform these students about career opportunities at our company and within the industry.

The event was a great success, and congratulations to everyone who worked so hard to make it possible. While this year’s exhibition will be difficult to beat, the company has already booked a larger space for ONS 2014. |||||

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To help our customers meet tomorrow’s growing energy demands, we are taking a number of steps to ensure that we are prepared for growth. We’re investing in facilities and equipment, to make sure our business systems are scalable, and our processes are zero defect (ZD) capable. Our most significant effort is around talent – how do we ensure that we continue to attract, develop, and retain the best in the industry?

As the demand for energy rises, the world’s leading oil and gas

operators are turning to FMC Technologies, now more than ever, for solutions to maximize production. Considering the current industry outlook, that demand shows no sign of slowing.

According to U.S. Energy Information Administration (EIA) projections, global energy consumption will reach 770 quadrillion British thermal units (Btu) by 2035 – a 53 percent increase over 2008’s figures. To accommodate this growing need, FMC Technologies’ customers are in a race to access more hydrocarbons. This means the company is in a race to attract the talent to support this growth. “The industry in general – and our company in particular – is going through a continued period of unprecedented growth,” said Mark Scott, Vice President of Administration, FMC Technologies. “This growth has to be fueled by talented people.”

The question is: How will FMC Technologies find, recruit, and retain the talent to make the most of the growth opportunities?

Defining our strengthsAs part of its talent management strategy, the company is continuing its efforts to ensure that it has the people in place to support its growth both now and into the future.

An integral part of this strategy was the development of an employer brand, that serves to recognize and proactively manage the global perceptions of the company as an employer.

FMC Technologies’ employer brand plays a key role in how the company will showcase the unique benefits it offers to both current and prospective employees. Before being able to articulate these unique benefits, the company needed to discover what people like best about working here. As with most successful recruiting campaigns, the company used this data to develop its employer value proposition (EVP) – a statement that describes what employees can expect from working at FMC Technologies.

“We do a great job of communicating who we are as a company,” said Scott. “Now it’s time to focus on who we are as an employer.”

Method behind the messageTo gauge perceptions from current employees, more than 6,000 surveys and interviews were completed, offering insights into the benefits of working at FMC Technologies. In addition, approximately 750 people from key external audiences, including engineers, project managers, and supply chain professionals were surveyed to determine the external perception of the company. Based on this research, it all came down to one word – Opportunity.

“Here at FMC Technologies, employees get the opportunity to work with a market leader and with amazing people – some of the best in the industry. They get the opportunity to work on new and exciting technology, and with a company committed to developing its people,” explained Scott. With the right message now established, it’s time to give it a voice. That’s where you, our employees, come in.

”We want employees to tell theirstories because we believe they’rethe best ambassadors to inspireothers to join our company.”Mark Scott, Vice President of Administration, FMC Technologies.

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WE WILL SHARE YOUR STORY WITH THE WORLD3

TELL US WHAT’S HAPPENING RIGHT NOW2

START TAKING PHOTOSAND RECORDING VIDEO1

GET INVOLVED!

EMAIL CORPORATE.COMMUNICATIONS@FMCTI.COM OR VISIT HTTP://INSIDE.NET.FMCTI.COM/COMMUNICATIONS/RIGHTNOW

Sharing the inside storyThe ‘Right Now’ campaign has been developed to communicate the opportunities that exist within FMC Technologies, and is shared by its most credible source – our employees. “We want people to tell their stories because we believe that they’re the best ambassadors to inspire others to join our company,” said Scott.

Current employees have been asked to submit personal accounts of what they are doing ‘Right Now’ at FMC Technologies. The campaign lets employees across the company share the opportunities that they have here.

Are you ready to get involved?

Employees can submit and share their written stories, photos, and videos with the rest of the company at http://inside.net.fmcti.com/communications/rightnow These anecdotes will showcase the great things that our people are working on. Potential employees will be able to find out about the opportunities at FMC Technologies primarily through the newly redesigned online Career Center, which will be unveiled in 2013.

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[Species Qualitas Fortissimus Extrema]Martin Salmond

[Species subsea]

Every day excellence

Ordinary days should produce extraordinary results.

Martin Salmond, CNC Machine Operator, lives and breathes quality. As one of six Quality Champions within the machine shop at FMC Technologies in Dunfermline, Martin undertakes quality audits daily and checks for faults on the subsea tree composite block manufacturing line.

Martin understands that the responsibility for the quality of an operator’s work lies with that individual. He therefore coaches operators so that they can identify and remedy defects themselves, to prevent future occurrences.

This equates to continual improvements, reductions in the price of nonconformance (PONC), valuable time savings, and ultimately, fulfilled orders and customer success.

The very essence of what Impact Quality (IQ) is all about.

Thanks to people like Martin, FMC Technologies is improving its manufacturing processes each and every day.

Now that’s the performance of a champion.