DEEPOCEAN GROUP NEWSLETTER FIRST QUARTER 2015
INTO THE DEEP 02
CONTENTS
03 Intro 04 HSE update 06 HSE 08 Technology 12 Operations 14 Events 16 People 19 The Fleet 20 DeepOcean in pictures
EDITOR Hilde Solberg COMMITTEE Katie Johnson Nina Marie Wathne Kjetil Bringaker Geir Atle V책g Hilde Solberg DESIGN Garp design PHOTO Front page and page 2 and 5: H책kon Nordvik
INTRO
DEAR COLLEAGUES In my sixteen years living in Houston I experienced a number of hurricanes and what has happened to our oil industry in the last year reminds me of one of those experiences.
A lot of damage has been done and we are slowly dealing with the new landscape in the aftermath of the storm. We are seeing companies filing for bankruptcy and many professional colleagues in our industry being laid off. Idle vessels are moored at crowded quaysides and lenders have staffed up their distressed assets desks. In the last 9 months we have been witnessing the build-up of a perfect storm, an accumulation of the following headwinds: (i) capital discipline and spending cuts by several of our customers that started in late 2013 (when they realized they couldn’t even fund dividend and capital expenditure with oil trading at $110 per barrel…), (ii) oil price collapse from ~$100 - 120 per barrel to $50-60 per barrel, (iii) significant weakening of all currencies we get paid in against US dollar and (iv) oversupply of assets, contractors and service providers. Too much cheap money, as the result of low interest rates, has been flowing into the offshore energy and shipping markets over the last few years. Too many new vessels have been built on spec. Too many new contractors and service providers have been funded by new investors. The Norwegian bond market was a popular place for investors buying risky bonds at relatively modest interest rates. A lot of these speculative investments have been absorbed by Petrobras’ pre-salt exploration success and the need to achieve their stated production growth. As the dust is settling somewhat we are assessing the damage and learning to live with lower oil prices. This moment is not the beginning of an up-cycle yet. Oil demand needs to pick-up and the good news is that it ultimately will… because of the damage that has been done to new supply and
the low oil price fuelling global economic growth. Another catalyst will be structurally lower day-rates of drilling rigs that are significantly oversupplied. Traditionally the cost of drilling is approximately 50% of the cost of finding and developing offshore reserves and hence drilling cost reductions will lower the breakeven price of offshore reserves. It will take some time before the oversupply of assets has been absorbed by our markets. We are now witnessing irrational pricing by some of our smaller competitors. That strategy is not sustainable and eventually will result in the demise of more offshore contractors. The silver lining of the over-supply of assets is that over time we will be able to lower the cost of chartered vessels. In the longer term I would expect that the success of US shale oil exploration and production and the continued innovation of drilling and production methodologies will put a lower ceiling on the oil price for years to come. This will require companies like DeepOcean to become even more productive and innovative. The challenging state of the industry creates also unique opportunities to build stronger companies through transformational merger and acquisition activities. Often the ones who lead in this process are the companies that emerge as leaders out of the down cycle. Our internal re-organization should be seen as the first step of building a stronger DeepOcean that can be an active participant in re-shaping the future of offshore subsea services and contracting. The reorganization process was not easy and we are sad to see many of our colleagues leave the company. Hopefully, there will be an opportunity to work with them again in the future when the markets recover and demand for our services increases.
Especially in these times I am appreciative of all your hard work and the difference you make to our customers and the company on a daily basis. Be safe
Bart Heijermans Chief Executive Officer DeepOcean Group Holding
INTO THE DEEP 03
INTO THE DEEP 4
CONTENTS HSE
HSE UPDATE Dear Colleagues, The safety of our employees is a key parameter in DeepOcean. It is the first of our company values which define how we undertake all our activities. As a general rule we will always strive to improve our performance in all areas covered by our company values.
In this respect is our 2014 safety performance somewhat ambiguous. On the positive side the proactive efforts put into our HSE work in 2014 was an all-time high. The number of Safety Observation Cards has been steadily increasing and with the huge effort during the Time out for Safety in June we had an increase of 75% in the number of cards submitted in comparison to 2013. Equally the reporting level of non-conformances, deviations, etc. remains at a steady high level indicating high awareness in reporting. ACT Safe Behaviour Dialogs are increasing across the company with contribution from all of our operating regions. Near-misses also show a slight decreasing trend. All very positive indicators showing high proactive focus in the organization and you are all important contributors to this. Proactivity is thus clearly a part of our HSE culture. An area which we need to improve is our post event of lagging safety indicators. Both the Lost Time Injuries and Total Recordable Injuries increased in 2014.
We must ask ourselves, why do we have these contradicting results between proactive and post event indicators? Why is it that we aren’t able to also get excellent HSE performance during work execution? Looking at the 21 injuries during 2014 there are 2 dominating factors: – Lack of care/consideration (i.e. not being vigilant in observing the situation.) – Careless act (i.e. taking short cuts, not completing work operations thoroughly) These are factors where each and every one of us has a direct impact and where we can make a significant difference in our daily work. If we look at which category personnel suffered the most serious injuries (excluding first aids) we find another interesting result. There is a split of approximately 50/50 between DeepOcean personnel and sub-contractors. If we split this further into professional roles we get a split between project crews and marine crews of 20/80 respectively. It is clear
Total Recordable Injuries 2014
21
Lost Time Injuries
9
Medical Treatment Injuries
8
Restricted Work Cases
4
2014 HSE KPIs
2014
Target
2013
Lost Time Injury Frequency (pr 1.000.000 hours):
1,08
0,40
0,65
Total Recordable Injuries Frequency pr 1.000.000 hours
2,51
2,00
2,41
that more effort is needed to ensure a safe working standard specifically within the marine activities of our operations. It may be argued that the explanation lies in the type of work, but the situations in which the injuries occur are common situations amongst all offshore activities. Our Clients look at the overall picture onboard our vessels when they assess how well we are performing. In this process they perceive all personnel onboard as DeepOcean employees when they evaluate us. It is irrelevant to them whether it was a DeepOcean employee or one of our marine crew or project subcontractors which caused an incident or became injured. We are ONE TEAM onboard irrespective of what employer we have and we all need to have that perspective and focus. This is one of the reasons behind the ACT program and the three elements on which ACT is built – ATTITUDE, COURAGE and TEAMWORK. To be able to also deliver excellence in our operational HSE performance, we need to
HSE
ensure that our teams onboard the vessels are ONE TEAM and adhere to the same safe working standards. The vessel owners all support and are keen to participate in the ACT program. How well we achieve this depends to a large extent on us having ONE TEAM onboard all of our vessels. Bringing a group of unique individuals and making them function as a singular team is a challenging task. Feedback from people working for us as sub-contractors says that we are doing a good job, but we experience through the incidents that take place that we still have some work to do to reach excellent performance. Frequent changes to the teams is one of the factors influencing this and makes it a continuous challenge to us all. When we finally have got the whole team on the same page changes occur due to shift rotations, organizational changes, colleagues joining or leaving, new subcontractors, etc. These changes are inevitable and we need to handle this in a good way.
One way is to use the three pillars of ACT to achieve the ONE TEAM spirit onboard. Our attitude is reflected in our behaviour and the way we act, therefore having a positive attitude to safety is deemed as being a critical attribute for all of our people. Looking at the three elements of ACT there is one common contributor to all three - good communication.
INTO THE DEEP 5
Active and committed employees and co-workers at all levels will make us function better as an organization. My expectation to DeepOcean employees (including myself) is that we all contribute to a safe workplace for ourselves and our co-workers through active support and constructive use of the ACT program and that we communicate openly with one another. Look out for each other and work safely!
GOOD COMMUNICATION: • • • • •
open unbiased communication active sharing of relevant information setting clear standards and measurables sharing ones expectations to one another challenge sub-standard acts and work practices
If we are to improve our combined performance we need to have good communication. If we know what is expected from us it will also be easier to deliver according to the expectations.
Author: John Marius Trøen, Group HSEQS Director
INTO THE DEEP 06
HSE
“LESSON LEARNED ” with a practical approach Strategic leaders are the focal point for organizational learning. They promote a culture of inquiry, as well as searching for the lessons in both successful and unsuccessful outcomes. When a project is successful, knowledge and experience is spread to others. However, if the project is unsuccessful, we focus on the failures of both individually and collectively, without focusing on the hidden areas for improvement. In Brazil, there is a culture to charge a person to be responsible for the successful or unsuccessful project, you become a “star”, “guilty” or “indifferent”. Evidently, this process does not study neither failures in an open way nor spread knowledge of best practices. In order to achieve a high-performing TEAM, a methodology with a practical approach was shaped to focus in “real” problem-solving through only in communication. The meeting guideline is based on the concept of Lessons Learned where all the parts (Deck, ROV, Operations and OM) are encouraged to speak freely during the meetings. The methodologies used for unsuccessful project consists of four basic questions: “What happened?”, “Why did it happen?”, “What were/would be the consequence?” and “What can we do to improve?”; while for successful project contains three basic questions: “What went right?”, “Why it worked?” and “Can it still be improved?”.
The introduction of this new work practice through communication only has been a challenge. We have been working to establish a standard of best practices for day and night shift operations, and to prepare “leaders without status” in order to influence colleagues in a positive way without any position of manager, to work proactive on the things they can do something about, instead to be a reactive employee who focuses on blaming and accusing attitudes, problems in the environment, and circumstances over which they have no control.
His Fault!
Their Fault!
NO BLAME
It´s me!
NO STAR
Her Fault!
It´s her!
It´s him!
Not Me!
What happened?
What can we do for improve?
LEARNING
What went right?
Why did it happen?
LEARNING Can still be improved?
Why it worked?
What were or would be the consequence?
We expect to break paradigms and change the focus from “star”, “guilty” or “indifferent” to “ONE TEAM”. Learning together to optimize services, improving performance and creating “Leaders without status” for today and “Strategic leaders” for tomorrow. We are also confident in discussing freely about successful and unsuccessful projects on all parts involving the culture of DeepOcean which will be established onboard. Furthermore, we will motivate people to demonstrate our values: Safety, Teamwork, Customer Focus, Innovation and Integrity.
Authors: Felippe Casanova – Shift Supervisor at Deep Endeavour Marcos Magalhães – Offshore Manager at Deep Endeavour
Unsuccessful project
Successful project
HSE
vo u r a e d n E p e De Team!
INTO THE DEEP 07
INTO THE DEEP 08 8
CONTENTS TECHNOLOGY Flora on location in Baffin Bay. Photo by Jon Ivar Aasbøe
EDDA FLORA GREENLAND EXPEDITION 2014
When the contract award was announced by Rolf Ivar Sørdal in a town hall meeting in Haugesund, he proclaimed: “This is not an operation, this is an Expedition!”
Edda Flora transit route to Baffin Bay
TECHNOLOGY INTRO
Lead Engineer Jørgen Lieng inspecting the accommodation in Kangerlussuaq
On-signing crew stranded in Kangerlussuaq - nearest civilization: North Pole
Photo by: Geir Atle Våg
Photo by: Geir Atle Våg
On the 14th of September 2012, a drilling vessel was performing core sampling of the seabed on location in Baffin Bay. Due to the potential collision with an approaching iceberg, they were forced to move off location. The drill string assembly got stuck down the hole and it was therefore necessary to cut and abandon the drill string, leaving 541 meters of drill string on the seabed. On the same date 2 years later, Edda Flora set sail from Nuuk, the capital of Greenland, for a 3-day transit north to Baffin Bay to recover the lost drill string. This is approximately the same transit distance as the full length of Norway from Lindesnes in south to the North Cape. Although the concepts of recovering lost drill string is well known to DeepOcean, this project also carried several “stranger” elements, adding complexity:
Iceberg info from the crew pre-familiarization presentation
ARCTIC CHALLENGES The majority of the icebergs in the North Atlantic come from Western Greenland, and they are amongst the fastest moving in the world. September is the best month of the year for operations in Baffin Ba, due to a combination of low iceberg activity and decent periods of daylight, allowing visual detection from the bridge. Despite good timing, statistically we should in September expect 1-2 icebergs per day interfering with our operations. From mid-October the sea ice starts to freeze, setting an absolute deadline for completing the operation. To mitigate, detailed Ice Management plans were prepared and implemented onboard. Daily updated satellite imagery with local ice detection was made available. The Edda Flora radar system was upgraded with ice detection capability and 3 dedicated ice observers were added to the crew.
A LONG JOURNEY FOR THE CREW Due to the long distances and limited regular flights to Nuuk Greenland, it was required to charter a separate flight from Haugesund, via Iceland and onwards to Nuuk. The flight with the on-signing crew left Haugesund on a Saturday morning 13th September. Due to the current weather conditions, the aircraft was not able to land in Nuuk as planned and instead headed for the international airport in Kangerlussuaq, one hour flight north of Nuuk. 2 Dash-8 aircrafts from Air Greenland brought the crew from Kangerlussuaq to Nuuk the same evening, and the crew were ready to join Edda Flora in Nuuk the following Sunday morning. EXTREME REMOTE LOCATION Logistics to Greenland and onwards to Edda Flora in Baffin Bay would be a challenge and for this reason, high focus was given to defining and verifying essential spares, and having contingency
Satellite image of the actual iceberg condition on location, 2 days before Edda Flora Arrival
INTO THE DEEP 9 09
INTO THE DEEP 10
TECHNOLOGY
Cutting of a vertical long section into 10m sections with the DeepOcean VPS cutting tool
Relocating 10m sections into pipe basket
methods and tooling available. The high latitude of 75 degrees North was also a challenge that the Survey and IT departments had to handle to ensure positioning capability and communications. REMOTE HEALTHCARE With at least 48 hours transit to the nearest port, it was required to upgrade the hospital onboard Edda Flora. A dedicated Doctor joined the crew, in addition to the regular Medic. Telemedicine equipment was installed to allow live medical data, video/pictures and audio to be communicated with a medical response center in London. Extensive health assessments were undertaken in advance, including a requirement for max 6 months since medical certification and a dental assessment. THE OPERATION ON WORK LOCATION BAFFIN BAY Thanks to an early contract award spring 2014, a dedicated team in Haugesund and a very good relationship with this new Client, all preparations for a successful operation were in place by September. The top priority was to ensure that the operation could be safely and successfully completed within the limited time window available. The initial concept for recovering the drill string was to cut into 10m sections and lifting each section to deck. During
Long section hanged off in the crane
the planning phase, two major improvements were identified and implemented.
examples from the experience feedback session hosted by the Client:
First, it was decided to introduce pipe baskets. This eliminated the need to lift 60 or so individual pipe sections of unknown condition from 600m depth to deck, both saving time and reducing the risk associated with lifting and deck handling.
•
Secondly, it was decided to first cut into 100m sections, hanging off the 100m section in the crane and then cutting into 10m sections from the bottom and up. The benefits of this method were easier access for the ROV / cutting tool, torsion and unintended tension was eliminated for each 10m cut leading to a higher success-rate for the 10m cuts, and even more important, in case of iceberg interference on the primary work location, one 100-m section could be connected to the crane and brought to a secondary work location for cutting/recovery, while waiting for working condition on the primary work location.
•
Those improvements contributed to achieving the goal of completion within the limited time window. To ensure decent compensation for the improvements put in place, an early completion bonus scheme was amended to the contract. EXCELLENT FEEDBACK Although there are always things that can be done better, this project received excellent feedback. Here are some
•
• •
•
“Overall, very well executed operations. Suitable vessel and team for the job. Good safety and operational culture onboard. Proper planning and preparations. Flexibility built into the plans to allow continued work during ice conditions on location” “Admirable HSSE leadership and strong HSSE focus” “Survey and ROV systems proved to be extremely reliable, experienced and competent personnel, minimal downtime” “NO LTI’s – high safety focus during planning and operation” “Excellent operations – good on vessel team dynamics and good onshore management” “Good spirit on the vessel, positive and proactive atmosphere”
The DSR Greenland project was the first DeepOcean-project for a consortium of 8 oil companies with interests in the Baffin Bay area off the west coast of Greenland. The consortium was led by a major international oil company, which was also a first-time Client for DeepOcean AS.
Author: Geir Atle Våg, Project Manager
“PROFIT IN BUSINESS COMES FROM REPEAT CUSTOMERS; CUSTOMERS THAT BOAST ABOUT YOUR PROJECT OR SERVICE, AND THAT BRING FRIENDS WITH THEM.” W EDWARDS DEMING Horizontal cutting of long section with diamond wire saw
Preparing to lift off a long section
TECHNOLOGY
INTO THE DEEP 11
SHERINGHAM SHOAL friction welding and cable installation The Sheringham shoal offshore wind farm field is located in the UK sector, approximately 17 to 23 km (9 to 12 nautical miles) from the North Norfolk coastal town of Sheringham and 5 km north of the offshore sand bank known as Sheringham Shoal. The farm consists of 88 fixed wind turbines (monopiles) and 2 fixed sub stations. The project has been to connect anode banks to 88 monopiles + 2 substation monopiles. This is known as Campaign 2 of
the full installation scope. Campaign 1 was installation of the anode banks including cables, and was already executed during summer of 2014 on the IMR contract. The Scope of Work for the project have been to friction weld minimum 4 stud bolts to each monopole and connect the anode bank bonding cables to the stud bolts. There have been connected 2 bonding cables to each stud bolt. Prior to welding, the area had to be cleaned for marine growth.
Bolt-stud friction welded to windmill and cable fom anode bank connected.
Author: Jann Bjørnnes, Project Manager
Cable arrangement between anode banks and monopole.
Sheringham Shoal field.
INTO THE DEEP 12
OPERATIONS
OUR CURRENT OPERATIONS A DEEP HELDER C BLUESTREAM P BLUESTREAM
A MAERSK RECORDER C FENDERCARE P FENDERCARE UXO SURVEY
A NORTHERN WAVE C BOSKALIS P GODE WIND
A NORTHERN COMMANDER C GEOQUIP P BB CHARTER
A DEEP VISION C BP P BP PIPELINE CAMPAIGN 2015
A REM FORZA C TULLOW P ENGINEERING CONTRACT
A EDDA FLORA C ITACHA P ATHENA INSPECTION
A EDDA FAUNA C TECHNIP P TECHNIP
A VOLSTAD SURVEYOR C STATOIL P LCV 2015
A REM OCEAN C STATOIL P IRM A HAVILA PHOENIX
A ARBOL GRANDE
A DEEP ENDEAVOR
C STATOIL/NSW
C DIAVAZ
C PETROBRAS
P SHERINGHAM SHOAL/
P IRM
P IRM
DOLWIN ALPHA CABLE REPAIR
A ATLANTIC CHALLENGER
A CBO ISABELLA
C DIAVAZ
C PETROBRAS
P IRM
P FLEXIBLE REPAIR A TAU C PETROBRAS P IRM
OPERATIONS DeepOcean operations continue around the world, with projects since the last newsletter performed in the Gulf of Mexico, Brazil, the Greater North Sea, Africa, Middle East and the Far East. Operations included IRM, Survey, Subsea Installation, Construction and Trenching for a range of customers, including a number of long term contracts.
A VOLANTIS
KEY
C N / A P HONG KONG
A = ASSET C = CLIENT P = PROJECT
INTO THE DEEP 13
INTO THE DEEP 14
THE FLEET
VESSEL OF THE YEAR CAMPAIGN
DEAR COLLEAGUES,
We are introducing a Vessel of the Year campaign to recognise outstanding performance and continuous improvement. All vessels in our fleet (owned and chartered) will participate. A committee consisting of Claire Binns, Per Ingolf Jøsang, Per Thuestad, Pierre Boyde and Rolf Ivar Sørdal will review the vessel performance quarterly and will ultimately elect the Vessel of the Year based on the following assessment criteria: • • • • •
Vessel operational uptime Man-hours / safety observation cards effectively closed out Man-hours / total recordable injuries Man-hours / releases to environment Client feedback against defined performance target
The award will consist next to ‘bragging rights’, a DeepOcean Vessel of the Year Award plaque, a contribution to the vessel wellness fund and a donation to a charity determined by the vessel crew.
Bart Heijermans Chief Executive Officer DeepOcean Group
EVENTS
EXHIBITIONS AND CONFERENCES 2015 DeepOcean has been and will be present at various exhibitions and conferences in 2015. Subsea UK Expo Aberdeen AECC. 11 - 13 February 2015. Stand 166 The 9th Annual Offshore Support Journal Conference & Awards 2015. London, 17 - 19 February 2015. Simon James presented papers on the following: • Successfully operating in harsh environments and ultra-deepwater • North Sea: balancing supply and demand; watching day-rates Underwater Technology Conference Bergen 17 & 18 June 2015 Offshore Europe Aberdeen AECC. 8 - 11 September 2015.
INTO THE DEEP 15
INTO THE DEEP 16
PEOPLE
COMPETENCY IN DO ROV Certificate of Apprenticeship We are committed to the ongoing development of our teams, providing support in achieving the ROV certificate of apprenticeship.
The company helps organize the theoretical and practical aspect of the trade examination. 35 % of our ROV crew has a certificate of apprenticeship in the ROV subject.
Kjell Inge lives in Sveio with his wife and three children of 4, 2 and 10 months. He is originally from Skudeneshavn, Karmøy. Today you find Kjell Inge onboard the Volstad Surveyor as the ROV Assistant Supervisor.
Two of our experienced ROV employees have just recently passed the required examinations and received their ROV certificate of apprenticeship.
Another ROV Assistant Supervisor is Håvard Bang Haagensen, who started in DeepOcean on 1st of June in 2011 and has successfully completed 3 certificates of apprenticeship before starting the ROV certificates. Håvard already had 3 certificates
One of our successful employees is Kjell Inge Husebø who joined DeepOcean in February 2008. Kjell Inge has a background as an AB in Solstad and worked for Oceaneering before joining DeepOcean. During his time with the Company, Kjell was assigned to the Edda Fonn and was sad to see the vessel leave the fleet. He is also responsible for our apprentices offshore. So in order to have some credibility he decided to start the process of getting a certificate of Apprenticeship himself! The apprentices that Kjell Inge has guided so far have thrived under his guidance!
of apprenticeship before signing up to take the ROV certificate. He has certificates of apprenticeship in electro, service electronics, and as a telecommunications technician. He enjoys working for DeepOcean very much and has spent most of his time in DeepOcean onboard the Edda Fonn. His father is also a ROV Supervisor (at a different company) so the ROV interest runs in the family. Håvard is living in Trondheim with his wife and three children of 14, 8 and 4.
Author: Nina Marie Wathne Personnel Manager, NO
Håvard Bang Kjell I Haage nsen a nge Hu nd sebø a t the Ki preppi llingø ng for y base the ex amina tion
PEOPLE
to ing k l a rd t nsor r se Håva o t a in exam the
The examination for the ROV certificate of apprenticeship is based on the following parts: Part one: Planning: •
•
•
A written plan (prepared within 5 hours) of the work to be performed with expected timeline. Relevant procedures, tools, equipment and PPE shall be incorporated into the plan. The written plan shall be presented to the examiner before the practical part of the examination starts.
Part two: Practical part: •
•
Håv ard w it w hi h t le T he ore ROV Ga sim rd ula is o tor bse r vi ng.
The candidate must work independently with the planned work within a timeframe of nine (9) hours. The examiner may assist if required.
Part three: Documentation: •
The candidate prepare and present the examiner a final report that summarizes the execution of tasks within a timeframe of two hours.
An overall assessment of the candidate is made based on all three parts of the examination. The examination shall be taken after a two year apprenticeship period and performed on one of our vessels. Over the last years we have established a mentor system offshore to guide our candidates and help them prepare for the examination. Sylvia Bang Flateby has been instrumental in setting up the mentor system offshore. Examination for the ROV certificate of apprenticeship are held for three groups: • • •
guys after Two happy exam passing the
Apprentices who undergo training for two year. Internal examinations for trainees Experienced pilots who want the ROV certificate of apprenticeship like Kjell Inge and Håvard.
INTO THE DEEP 17
INTO THE DEEP 18
PEOPLE
DEEPOCEAN’S FOOTBALL TEAM TRAVEL TO DEFEND THEIR TITLE! Last year DeepOcean won the “Sørlandets idrettsfestival” with a great win over Swire. With last years success, expectations were high for this years tournament. We were 8 players travelling to Kristiansand Friday afternoon, looking forward to a nice social time and determined to defend the victory from last year. We won all of the group games (easily!). The first game played was a comfortable win. Here Håkon scored three goals on his own before any of his team mates even touched the ball! Well done! The semifinal was a hard game where we really had to fight and use our strength to win. The result was 5 – 2. Without any time to calm our nerves and rest our weary legs from the semi final, the final was upon us. We steadied our nerves by scoring a quick goal, but Swire were relentless on their attack and scored a few fast goals against us. In the rematch from last year, Swire won the match 5-2. We were extremely happy with our performance and promised to be back next year (to win)!
Author: Nina Marie Wathne Personnel Manager, NO
Back row from the left: Magnar Igla nd, Anders Vikebø Front row from the , Morten Torkildsen left: Håkon Ytrela and Frode Alfred nd, Keith Lathwell, sen, Nina Wathne and Kristine Frette
PEOPLE
Indoor Football field in Kristiansand
Magnar Igland: Celebrating the 2nd place in the tournament
INTO THE DEEP 19
THANK YOU TO ALL DEEPOCEAN EMPLOYEES WHO CONTRIBUTED TO THIS EDITION
EDDA FLORA AT GREENLAND
EDDA FLORA AT GREENLAND II
VOLSTAD SURVEYOR
NORTHERN WAVE
REM FORZA AT
HAVILA PHOENIX
EDDA FLORA IN GIBRALTAR
PT1
NORTHERN WAVE
Jørgen Lieng
David Wilson
Carl Inge Snyen
Please send input for consideration to your local HR/Communications team or directly to Hilde Solberg.
www.deepoceangroup.com
Jørgen Lieng
SHERINGHAM SHOLE
Neil Corking
Arild Ness
Ben Bedingham
Paul Sheffield
Photo: EDDA FLORA IN GREENLAND Roberto Camera