work/over 1 2011 by SAY: PR & Communications AS

donations

florø

subsea school

cpm

goals 2011

SID

overhaul

rig/log

time/out

when in...

Issue 1 / 2011 The FMC Aftermarket Eastern Region internal magazine

Work/Over

First CPM contract

e 10 pag

DSB: A

rig to work t a o re

FMC signs contract with GDF SUEZ E&P Norge for Condition Performance Monitoring system at the Gjøa field. page 5

Base established in Florø page 4

start

subsea school

opera

start In keeping with FMC Customer Support’s organization under the FMC Aftermarket umbrella, Work/Over has now expanded to include all of Aftermarket. So with this issue, we give a warm welcome to Production Performance Services (PPS) and Well Intervention Services (WIS). With this magazine, our aim is now to support a common FMC Aftermarket culture by building bridges between onshore and offshore staff and between FMC Aftermarket Eastern Region’s various locations and departments. As before, we present a blend of both professional and personal topics – what we do at “work” and what we do when it is “over.” This is a great opportunity to focus on our goals as an organisation as these are objectives that impact all of us. Go to pages 6-7, where Trygve Arnesen, Director of Aftermarket Eastern Region, points us all in the right direction. Work/Over is a communication channel for all of you, and we encourage article suggestions, feedback, kind words or constructive criticism. Send them to me!

Andreas Helgesen

Marketing and Communication Manager, CS Sales & Business Development

andreas.helgesen@fks.fmcti.com

new/faces FMC Aftermarket Norway Tore Arstad Project Manager

Erik Birkeland

Workover equipment FMC Technologies delivers workover equipment for engineering, procurement and construction (EPC) projects, after-sales operations, riserless light well intervention (RLWI) and through tubing rotary drilling (TTRD). This makes the equipment an integral part of the subsea training classes at FMC. Jørn Syvertsen, Group Leader Well Control Products at FMC, tells us what it is all about.

What makes WO operations so challenging? / You need to have full control of the reservoir pressure and temperature at all time during a WO operation. This is in addition to dynamic loads caused by the environmental conditions and the location of vessel or rig. Remember, you are connected to the well itself – the sea conditions and vessel/rig movement could be rough, especially in the Norwegian and UK sectors. This combined loading is challenging and at a certain point you might need to shut the well in a safe manner and disconnect the riser string to avoid equipment damage. A number of safety and backup systems are built into the WO system so that critical situations can be handled in a safe and controlled way. /

What is workover equipment? / Workover (WO) equipment is a tool package that enables both the installation of XTs and tubing hangers, as well as maintenance performance in an existing well. This last point is also called intervention work. What is the basic WO equipment setup? / WO operations are run from a vessel or a rig. The equipment setup is dependent on the type of operation. In principle, the lower part of the string is connected to the XT or wellhead and the upper part to the ship. The WO string is kept tense to maintain strength – there are many systems included to control this strength when the ship is impacted by weather conditions.

A toast to the opera For the third year in a row, FMC CS in Kristiansund supported the opening night dinner to kick-off of the very popular annual Opera Festival Weeks event.

Warehouse & Base Logistic Manager

Lars Martin Bolstad Project Engineer

Halldis Engen

Assistant Project Manager

Desmond Gaynor Project Engineer

Arne Normann Hansen Project Manager

Ole Hoem

Workshop Technician

Jørn Juvik

Project Engineer

Runar Melheim Kvalvik Project Engineer

Robert Mugwanya Minde Service Engineer

Stian Morch

Workshop Technician

Maria Roots Morland HR Consultant

Sandra N. E. Nordby Workshop Technician

Jan-Willy Nordgaard Service Engineer

Stian Kyu Reime Service Engineer

Gandi Rahmawan Setyadi Specialist Engineer, Flow Services

Kenneth Strand Stubø Workshop Technician

Jan Tore Vad

Commercial Analyst

Susanne Helene Waage Reception Secretary

Viggo Winje Project Engineer

Odd Andre Rokstad Tomassen Workshop Technician

Held at West Base (“Vestbase”) on 9 February, it was a true team effort and a big success. While the dinner itself took place in Shell’s workshop, the reception and welcome drink, as well as the wardrobe, were hosted at the adjacent FMC workshop. So each of the 300 guests entered and exited via FMC’s premises. While the workshop was of course cleaned up for the event, much of the equipment used there was displayed, making people curious about the work ordinarily performed in the hall. Demonstrations were performed, and mechanics were present to provide explanations and to answer questions. The reception and dinner followed a performance of Gianni Schicchi and Sister Angelica, two of the three one-

act operas written by Giacomo Puccini. The evening was a great opportunity to profile FMC, and feedback from everyone – including the mayor, the chief municipal executive, Shell and more – was extremely positive. Line Lønning Andresen, Director of the Kristiansund Opera, was very appreciative. She says, “I just have to say thank you so much for a fantastic event!”

In addition to supporting the festival’s opening night event, FMC also provides sponsorship funding to the Kristiansund Opera, which is the oldest opera in Norway. Plans are underway for a new opera and cultural centre in the city, and the model of the selected design was displayed at the dinner event. /

donations

Gifts for children’s clinic When Service Engineer Arild Nordvik’s colleagues at FMC CS Bergen discovered that his son was receiving treatment for leukaemia at a hospital that had an old, poorly functioning television, they jumped in to help. Nordvik’s co-workers immediately understood that the Nordvik family needed to spend much of their time at the hospital while son Ruben underwent difficult treatment, so they took the initiative to replace the television in the common area at the cancer ward of the children’s clinic at the Haukeland University Hospital in Bergen. Utilising the company’s charity fund together with an employee collection, a 42” TV, a Bluray player, a wall mount and a range of movies and games were purchased. Workshop Supervisor Roger Spilde, says, “The response we received when we suggested this initiative to our colleagues was absolutely fantastic. Not only was it strongly supported, but there was also immediately a collection taken from all of the departments in Bergen. That resulted in an extra NOK 4,050, which was used ence – as the saying goes, the greatest to buy movies and games.” He adds, pleasure is to make others happy.” “Our son Ruben and the other chil“For the three of us who delivered the donation, it was a moving experi- dren at the hospital felt like it was

an early Christmas Eve!” says Nordvik of the atmosphere when the gifts were delivered in early December. “I am proud to work for a company that in spite of its number of employees manages to notice an individual situation and prioritises the use of charity funds for the support of children who are hurting,” adds Nordvik. Continued support / Nordivk’s colleagues continued to keep his situation in mind. A raffle was held during the Christmas party for the workshops, with even some subcontractors participating in the donation of items. The raffle resulted in NOK 12,300, with the entire amount being donated to the children’s clinic at the Haukeland University Hospital. The hospital has earmarked the funds for the purchase of toys and arts and crafts materials to be used during play therapy activities, noting that even bedridden children are able to participate. /

Helping employees support charity

mile/stones

mile/stones Work anniversaries Norway

5 years Thomas Andersen Finn Tore Christensen Kurt Atle Claussen Ronny Hatlem Andreas Helgesen Monika Johansen Kristine Zeylon Kvale Bjørn Egil Lie Jon Vidar Nomme Arild Nordvik Gunxnar Oen Hans J. Pande Jørgen Robberstad Rune Romberg Ole Marius Schønberg Ove Erik Sellevåg Håkon Siggervåg Christian Smerkerud Tore Steffensen Lars Kennet Sørenes Dag Kriss Thomassen Eskild Mikal Toft Karl Martin Tønnessen Allan Würtz 10 years Håkon Fjell Britt Unni Holten Olav Inge Kvande Stian Maridal Odd Eirik Markhus Solveig Schnell Carol Trengereid Erik Vik Grethe Walvik 15 years Marit Holmedal Trond Losnedahl Tord Inge Thunes

FMC has two company contribution programs that are meant to encourage employees to get involved in charitable concerns. These two programmes support FMC’s goal to be a ‘good neighbour’ – a core value of the company. In general, FMC Technologies supports notfor-profit organisations in the communities where employees live and work. of the programme. Grants for both programmes are processed quarterly. Gifts are made directly to the recipient organisation. All participating employees will receive an acknowledgement letter from the program in which they are involved once FMC Technologies has made the contribution to the recipient organisation. /

The first programme, Matching Gift Plan, matches employee donations to education, the arts and cultural organisations worldwide. This means that the chosen organisation receives two gifts – one from the employee and one of the same amount from FMC Technologies. The minimum gift eligible for matching is USD 25, with a maximum per year of USD 10,000. Organisations can be located in any country where FMC employees reside around the world. The second programme, Donations for Doers, was established to recognise and encourage community service. It matches volunteer hours at eligible not-for-profit organisations with a financial contribution from FMC up to a maximum of USD 500 per employee per calendar year. © Shutterstock

How to participate / To participate in either programme, you must have been a full-time employee of FMC Technologies for more than six months or be a director of the company. Spouses of eligible employees and of directors may also take advantage

Additional information is available by contacting: FMC Technologies Inc Donations for Doers/ Matching Gift Plan PO Box 8377 Princeton, NJ 08543-8377 USA

Employees can find out more information via the company Intranet page at: http://inside.net.fmcti.com/communications/webpages/contributions.aspx

Aberdeen

5 years Lee Cassie Simon Cook Virginia Cushnie Karl Eatough Lindsay Fraser Norman Haygreen Susan Hollick Keith Martin-Towers Kenneth Murray William Reid Morag Ritchie Robert Scott Gary Smith 15 years Raymond Charles Donald 20 years Raymond Girdwood

florø base

Our new home in Florø

Photo: Tommy Solstad, Statoil

FMC Aftermarket is busy working to establish a service base in Florø, Norway.

“We are very pleased to make this step in Florø. It is a really great example of how the company is focused on growth opportunities for Aftermarket,” says Trygve Arnesen, Director of Aftermarket Eastern Region. The Florø base will support all life-of-field activities, which will be increasing over the next 5-10 years. While Florø is the perfect location for supporting the Gjøa and Vega fields, it is anticipated that other opportunities will arise as the area off the coast in this part of Norway continues to be developed. GDF SUEZ / GDF SUEZ E&P Norge – the operator for the production of the Gjøa field – is very supportive of the move to establish an FMC base in Florø. GDF SUEZ would like as much of its equipment as possible serviced locally and has already begun the construction of a subsea workshop in at the Saga Fjordbase. FMC Customer Support will operate the workshop. In addition to servicing equipment for GDF SUEZ, the new base will also have Statoil as a customer for needs related to the Vega field. There is potential that other oil companies operating from Florø will also be interested in the maintenance of FMCsupplied tools in these new facilities. Local resources / Different functions within the workshop will be recruited locally, with three to five persons to be employed by the end of the year. Before beginning operations in Florø, all personnel will be trained in Ågotnes, which is the “centre of excellence” for FMC Customer Support. FMC is also reaching out to local suppliers for services by making presentations and holding “speed dating” events at which a large number of one-toone short meetings take place. Supplier selection will depend on compliance to FMC HSE, quality, on-time delivery, price and standard purchase requirements. Kick off in 2011 / To date, most of the service work for the Gjøa project has been taken care of in Ågotnes and the majority of it – in particular ordinary maintenance – will move to Florø as soon as the facilities there are up and running. The building of the Florø workshop should be complete and ready for maintenance by August 2011. /

The village of Florø

Looking for suppliers in Florø

Founded in 1860 8,500 residents Norway’s westernmost town Supply base for the petroleum industry since the 1960s Served by Florø airport

As an instrumental part of the establishment of a base in Florø, FMC Customer Service’s Procurement Department has established contacts with local subcontractors. To help this along, a seminar was held on 17 February to introduce the type of local expertise FMC is looking for to potential suppliers. The seminar grew out of the high interest exhibited at a Norwegian Petroleum Society (NPF) meeting in October 2010 at which FMC Technologies and its local activities were presented. Hosted again by the NPF, the seminar attracted the interest of many different companies, with about 60 persons attending.

Gjøa: the pioneering project behind the move Not only is there a great deal of work for FMC at the Gjøa oil and gas field, but it is also pioneering work in a unique location. FMC is playing a major role in helping to open up a new area of the North Sea for oil and gas production, and the company’s 56 tie-ins at the field make it the largest RovCon (remotely operated vehicle-based tie-in and connection system) operation in FMC history. LOCATION: Norwegian North Sea, about 600 km from Florø PROVEN: 1989 RESERVES: 82 million barrels of oil and condensate, 40 billion cubic metres of gas DEVELOPMENT COSTS: NOK 29.3 billion WELLS: 13 PRODUCTION START-UP: Late 2010 DISTRIBUTION: Gas will be sent in the UK Flags pipeline to St Fergus in Scotland, while the oil will be piped to the Troll II pipeline and on to the Statoil-operated Mongstad refinery near Bergen. OPERATIONS: Statoil has been the development operator for the Gjøa field, while GDF SUEZ E&P Norge took over as operator at the start of production.

The program covered many details in its six hours. This included information about FMC’s purchasing organization, the current needs in Florø, FMC’s quality system, supplier qualification requirements and an introduction to subsea technology. The day concluded with an opportunity for suppliers to have short FMC in one-to-one meetings – so called “speed dating”. Procurement Manager Julien Dubruille is really pleased with the results of the seminar. He says, “As a result of the seminar, we now have a good overview of the supplier market in Florø and can begin relationships with a number of good subcontractors. The seminar has really helped to speed the process along.”

cpm contract

FMC signs first CPM contract The 9th of February marked a significant event in the history of FMC Technologies when a Condition & Performance Monitoring (CPM) contract was awarded for the Gjøa field development. This is the first such contract for the company and represents FMC Technologies’ commitment to further expansion of Life of Field services.

Ingvar Koppervik

The agreement was made with GDF SUEZ E&P Norge for the supply of a CPM system for the subsea production system delivered for the Gjøa field development project. The system will significantly improve the way subsea maintenance is planned and executed. This includes providing automatic notifications, diagnostics and collaboration between GDF SUEZ and FMC. Included in the CPM system is also monitoring of leakage of hydraulic fluid to ambient environment. The CPM system will help to increase availability and reduce maintenance costs. To be able to get the most out of this technology, appropriate work processes have been designed in collaboration with GDF SUEZ. “FMC Production Performance Services (PPS) has worked long and hard to commercialize this service,” says CPM Manager Ingvar Koppervik. “We are all very excited to get the project started in order for GDF SUEZ to be able to benefit from this valuable service.”

Delivery of contract / The CPM delivery for

What is CPM?

Condition Performance Monitoring – or CPM – is a decision support service and system for real-time monitoring of the integrity of subsea production systems. It is designed to provide qualified knowledge to support effective decisions at an early stage before loss of integrity develops in to a situation where production is lost and unplanned maintenance or intervention is necessary. By doing this, downtime and maintenance costs are minimized. This translates directly in to optimizing the operator’s return on investment. Having qualified and continuously updated knowledge is of tremendous value for decisionmaking.

Gjøa is planned for the first quarter of 2012. There are, however, parts of the product delivery that are scheduled for the end of 2011. The requirements and scope of delivery are being defined before design, configuration and extensive verification and validation are carried out.

“To be able to avoid surprises, be able to plan maintenance in advance and minimize costs, CPM is an absolute prerequisite.” The scope of work for Gjøa includes monitoring of hydraulic system, actuators, chokes, sensors and instruments and control modules. Some of this is already developed, and some will be developed as part of this contract.

CPM is a must / FMC Technologies has a high focus on Increased Oil Recovery (IOR). To be successful in this area, the company needs to push the technological envelope every day. This includes subsea multiphase pumps and gas compression stations

with surrounding support systems. Downtime of these highly complex systems is very expensive and maintenance is difficult and often time consuming. “To be able to avoid surprises, be able to plan maintenance in advance and minimize maintenance costs, CPM is an absolute prerequisite,” explains Koppervik. Further development of CPM for subsea processing systems will be an important activity for FMC PPS.

Around the globe / “North Sea operators are more receptive to the condition-based, pre-emptive maintenance philosophy way of thinking that makes CPM an obvious choice,” says Koppervik. He adds, “This makes it very important for FMC PPS to demonstrate the benefit and added value of CPM in all regions where FMC Technologies does business.” Currently, FMC PPS is in dialogue about CPM with operators in the Gulf of Mexico and the AsiaPacific region. Koppervik points out, “It is vital that the CPM service we provide throughout the world is aligned so that the customer does not experience a different service depending on location.” /

Better and bigger / The number of producing subsea wells is expected to increase exponentially over the next

The “new” Aftermarket / The recent changes to the structure of the Aftermarket organisation go a long way towards supporting the 2011 targets. The most visible change began in 2010 with the inclusion under the Aftermarket umbrella of Customer Support (CS), Well Intervention Services (WIS) and Production Performance Services (PPS). Arnesen points out, “No changes will be made to these three areas. The new Aftermarket management team will focus instead on growth opportunities and challenges and will not deal with dayto-day operational or technical issues.” Other changes still in process include having dedicated quality and HSE personnel and the establishment of a business development function. Arnesen, who is very positive to the new structure, explains, “Aftermarket represents a significant growth opportunity for FMC. These organisational modifications will help us to provide even better traditional customer support and to develop new services.”

Goals and objectives / Ambitious goals and objectives are targeted for this year. “While they are all important, increasing engineering capacity is a ‘must do’ in order to support ongoing operations and to enable us to grow our activities,” explains Arnesen. He continues, “We must be clever at both retaining our high performing personnel and recruiting new talents – that is the main challenge.” “Our focus will be on quality training and improvements as we must succeed with these initiatives to become better and to deliver to our customers what we have promised.” Finally, Arnesen underlines the importance of a safety focus in our everyday work. “Nothing is more important!” he exclaims. /

several years. FMC Aftermarket has established key initiatives to maximize this opportunity and to grow along with it, with the objective to “become better and bigger”. This will be supported by global Aftermarket alignment, the selection and ranking of new business ideas, close cooperation with Sales and Marketing and other initiatives.

Trygve Arnesen, Director of Aftermarket Eastern Region, puts the spotlight on goals and objectives for the year. “Let’s put all of our energy behind achieving these challenges,” encourages Arnesen.

goals 2011

ER Aftermarket

Carry out Kirinskoye activities according to plan

No red incidents

No environmental spills

Working Capital < 25% of Annual Revenue

EBIT > Budget u u

Revenue > Budget u

FINANCIAL

Zero Lost Time Incidents

HSE

Subsea control modules – Focus on reliability, root cause and maintenance turnaround < 6 weeks

Operational uptime: – Customer Support 99% – Well Intervention Services 95%

OPERATIONAL PERFORMANCE

Win a contract for Landing String Gen 2.5

Win TTRD contract for Statoil Cat B rig

Establish a business development department

Establish a strong engineering department

Clarify roles and responsibilities internally and with other ER departments

Select, rank and implement new business ideas and opportunities

Prepare an Aftermarket business plan

Provide new employees with induction training and training as per internal training matrix

Retain > 95.5% of personnel

Perform appraisals for all employees

All managers to identify, develop and train a successor

Recruit and train sufficient TSPs to meet demand

Reduce price of non- conformance (PONC) by 25%

Reduce open QNs by 30%

Meet IQ requirements – awareness training and IQ projects

QUALITY

PEOPLE

STRATEGIC

overhaul

Overhaul upswing Overhaul and re-certification work is a growing business for FMC Customer Support. With the fields off the coast of Norway maturing, FMC CS is seeing an increase in maintenance needs. More and more equipment is also requiring upgrades. Company forecasts project that the total volume of equipment (XT, flow control modules, etc.) being overhauled will have more than doubled from 2008 to 2013. “In regards to volume of work, overhauls are the largest projects we have at FMC CS,” says Project Manager Eskild Toft. Traditionally, subsea equipment is installed for more than 20 years but some equipment – such as a choke – has maintenance needs throughout its life. “An overhaul gives both maintenance and risk reduction, so we recommend this type of maintenance even though we stand by the quality of our products,” explains Toft. “It is impossible to know what sort of condition an XT, for example, will be in after five years,” he adds. Cost efficient / The cost of ensuring that the equipment is shipshape when it is onshore is relatively low compared with the overall cost of retrieving and installing the XT system. Thus, if neither a major enhancement of the system or new technology is required, it makes more sense to overhaul XT systems than to order new systems. Upgrades can also be done at the same time as an overhaul, making an overhaul the cost efficient way to go.

“An overhaul gives both maintenance and risk reduction, so we recommend this type of maintenance even though we stand by the quality of our products.” Re-certification is also on the upswing, thanks to the Norwegian Petroleum Directorate requirement that all well control equipment be recertified every five years. Statoil is, for example, about to begin its second round and Shell is about to begin its first, with re-certification of the Ormen Lange tool portfolio as the largest project coming up. FMC CS in Bergen is also heavily involved in recertification of Total and BP’s tools in Angola, acting as a centre of excellence. “On these tools we are also performing the most expertise driven repair work in Bergen,” explains Manager Overhaul and Re-certification Sverre Undeland.

Going forward / The increased amount of work has placed a corresponding demand on FMC CS workshop space. In 2007, the group moved into a new building with a 2,000 square metre workshop and, in January 2011, has moved into a 5,500 square metre workshop. “Our main focus now is to cope with the increased volume of work and in parallel reduce lead time for our services,” says Toft. To do this, the workshop

adapts lean philosophy – essentially more value with less work – to its dynamic. This was earlier done with great success with the “Pit Stop” approach, which reduced project overhaul timescales for XTs from 24 to 4 months. In addition to that, the group has several ideas at different stages that will enable FMC CS to offer better services and products that further enhance the customers’ well production. /

system improvement department

Easing daily tasks The System Improvement Department, which was established just over a year ago in December 2009, works with the improvement of systems and processes, as well as the training of users. Expansion for the department is underway. During 2010 the department recruited five process experts within different areas of systems, applications and products (SAP) and other systems and tools such as business intelligence (BI). The System Improvement Department has recently moved into new facilities at the FMC Subsea Center. A process expert position requires extensive knowledge of systems and processes. But most of all, it calls for broad experience from the business side on how to effectively utilize the system to comply with the processes FMC uses in daily work tasks. The department represents many years of business and system experience from inside and outside FMC Technologies. The team’s background covers a range of relevant areas – for example workforce management, human resources, sales process, project and service order planning, offshore execution, maintenance planning, logistics analysis and much, much more. Much work / The department has been engaged in several projects locally and globally. Among others, this includes the SAP roll out in Canada, the merger of Well Intervention Services (WIS) into the Aftermarket organization, assistance with assigning maintenance plans for equipment, the split of surface from the subsea organization and the establishment of an enterprise compensation management system. An ongoing task for the System Improvement team, user training was also a component for these projects. One of the department’s “big hits” is the development of dashboards for project managers and financial controllers. A dashboard is a user interface on the computer that organizes and presents information in a way that is easy to read and access. Positive feedback / “We’ve gotten great feedback – for example that the dashboards represent a giant step for financial reporting in Customer Support,” says Ann-Magritt Carlsen, Manager of the System Improvement Department for FMC Aftermarket. She adds, “We are excited to further develop the dashboards and to roll them out within the Aftermarket organization.” Carlsen continues, “We are currently working on an ‘Aftermarket Management Cockpit’ solution to present key performance indicators (KPIs) in a more graphical way, and we are ready to take on future challenges for the new Aftermarket organization.” Some of these challenges are: assisting with the implementation of solutions for forecasting (Primavera software); upgrading the offshore reporting system (ORS) and making it available globally through alignment efforts; and going live with Mobile Solutions for Worskhops (time capture software) and Logistics. System testing is a must for all process experts and super users. It acts as the quality assurance of the SAP system functionality. Throughout the year, both major and minor system testing will take place – for example, when SAP releases new versions and when FMC makes global changes to the SAP system. /

The Systems Improvement Department: Trude L. Solberg (Projects); Urszula Banaszkiewicz-Beda (Maintenance); Nils Arne Rasmussen (Quality); Ann-Magritt Carlsen (Manager); Petter Brandal (Logistics) and Merete Rong Sløveren (HR) – not pictured. A finance position is still open.

How they can help

Questions about SAP, BI or just need solutions to your daily challenges? The Systems Improvement Department can help. It works with users, process owners, managers and SAP consultants and focuses on: • Training of users in the Aftermarket organization • General support to users • Improvement of the SAP system, including BI • Support process owners in business improvement projects • Link to the global system and support organization in FMC • Support to the organization as solution provider when new functionality is needed

rig/log

A great working environment Located in the Halten Nordland area on the Norwegian Continental Shelf, the semi submersible drilling rig Deepsea Bergen is one of the many for which FMC provides customer support. FMC Supervisor Freddy Sundsbakk says, “The Deepsea Bergen has a great working environment – the camaraderie among those working here is excellent. Regardless of employer, everyone works very well as a team focused on a common goal.” Freddy gives us a glimpse here into life on the Deepsea Bergen (DSB).

1. I’ve been at FMC since November 2001. I had my first tour on the DSB back in 2004 and returned in the summer of 2009. There are about 12 FMC-ers who belong to its permanent crew list.

3. This is our new and more advanced Workover Control System (WOCS). You see here the WOCS valve room and the control room, where the WOCS operator controls the well.

2. We spend a lot of time on the rig so our living situation is important. The gym is very popular – it is great to unwind there after a 12-hour workday! It’s small, but there are plans to expand. Our sleeping quarters are simple but adequate. Apart from the leadership, everybody shares a room on this rig. It is almost always full on board, so a shortage of beds is a problem. Thankfully, we have very good food on board, with a diverse menu. We have two different hot dishes for lunch and dinner, plus a buffet, everyday.

4. This is the area of the rig where FMC has most of its equipment. Here’s the office container, tool container and the WOCS container. Much preparation and testing of equipment happens here!

rig/log

5. In the left photo, you see Torstein and Sander on our new reel deck, which can handle a greater total weight capacity. They are busy preparing the landing string (LS) reel. On the right, you see the HXT-TRT ready for subsea installation.

6. Here I am being picked up from the ocean as part of an exercise for the search and rescue helicopter that is stationed offshore at Heidrun. We donâ&#x20AC;&#x2122;t do this type of drill very often, but we received a request to provide some actors to play the victim for the training exercise. Fire drills, on the other hand, are carried out weekly.

when in...

when in... Houston

In horse heaven Imagine enjoying an activity so much that you actually live where it takes place. That is exactly what Tove Kleven, the reception secretary at FMC CS in Kristiansund, Norway has done. A lifelong equestrian, she bought the farm that is both her home and the site for her riding centre at the end of 2008, shortly after she began working at FMC. be ready for competition until next year because of his young age. Otherwise, we have a total of 10 horses at the centre. I train all these horses weekly. Do you have any special qualifications? / I am a qualified trainer in the Norwegian Equestrian Federation, and I have taken courses at the Norwegian Confederation of Sports. Before we moved to the farm, I was general manager and coach at a riding centre in the Kristiansund area. I have also been an apprentice at a stud farm in Austria. What is your motivation? / My interest in show jumping is what inspires me to run the equestrian centre. Coaching youth who want to make the effort to be good at this sport is in particular very motivating! To work purposefully and systematically is important for my students and me – this really helps to achieve the great results that only come from good training. Do you compete? / Up until just last year, I have actively competed with jumping on the national level in Norway. Much of my success on horseback is thanks to my Dutch jumping coach Evv-Brit Remmen. She has been a phenomenal supporter and motivator for both me and my students. At the moment, I’ve taken a break and am not competing so that I have time instead to develop our farm, where I have the riding centre.

HOTEL The Woodlands Waterway Marriott is the hotel of choice for many visiting FMC-ers. TEX-MEX & BBQ Those who expect this food when traveling to Houston will not be disappointed. For a taste of TexMex, which blends regional American cuisine with that of Mexican-Americans, look no further than the popular Pappasito’s Cantina chain. Top-notch barbeque can easily be found at Goode’s Company BBQ, a well-known Houston institution. Check it out at its original location on Kirby Drive.

OTHER RESTAURANTS Sushi restaurant Tokyo One on West Greens Rd. and Brazilian steakhouse Fogo de Chão on Westheimer Rd. are great alternatives.

at the sports high school and is on the Norwegian junior national team. She rides in both national and international competitions. What else do you do in your spare time? / Most of my free time is spent with my two children, Anna Linnea (five) and Emma Louise (seven) and my wonderful boyfriend and supporter Ole Wegard who helps me to run this place. Outside of the centre, which keeps us very busy, we like to spend time at our cabin or on our boat, where we can get away from the busy everyday life and lower our shoulders a bit. Otherwise, I like to do step training at the gym and to run when I have the time. /

SHOPPING With more than 375 stores, the Galleria Mall is the fourthlargest mall in the US and a number one Houston tourist destination. Those who prefer outlet shopping can visit Houston Premium Outlets, which has 145 stores. THINGS TO DO Space Center Houston is NASA’s visitors’ center, offering many interactive exhibits. Houston is also home to 12 professional sports teams – surely one is playing when you are in town!

Work/Over No.1 /2011 Publisher: FMC Technologies Aftermarket ER P.O.Box 103, 5346 Ågotnes, Norway Phone: +47 5632 3232 Fax +47 5632 3235 e-mail: andreas.helgesen@fks.fmcti.com Editor in Chief: Andreas Helgesen Ø M E R KE T ILJ M Editorial Content and Art Direction: Say PR & Communications www.say.biz 1 0 Trykksak 7 Editor: Jennifer Varino Graphic Designer: Daniel Barradas Photos: All pictures property of FMC Technologies, unless otherwise stated. Print: Clarks Grafiske 24

How often do you ride? / Since we live at the centre, I am in the stable virtually every day. Right now, we have a competition pony for my oldest daughter who has started preparing for her first riding competition. So there has been much focus on her and her development. We also have a promising young stallion that I am training – he won’t

What else do you do at your centre? / We have activities such as riding lessons and summer camps for children, therapeutic riding, handicap riding and training camps for active riders. Up to four days a week, I also visit another centre to train one of my students who focuses on show jumping

Considered the energy capital of the world, Houston, Texas is the fourth largest city in the US and home not only to 2.3 million persons, but also to FMC Technologies’ worldwide headquarters.

When did you start riding? / I began riding at the age of seven and already had my first pony – Alfred – when I was 12 years old. After a few show jumping courses at the local riding school, I was “bitten by the bug.” Most of my spare time was then spent on grooming and riding horses! After that, it just snowballed – over the years I have had some really great jumping horses.

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