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Each edition strengthens our culture, purpose, and vision for the future The 5th edition of Forship Day, held in July and 100% online, leaves behind an inspiring legacy for all of us. With over 200 employees connected — including many who were offshore — we experienced moments of learning, reflection, and connection that reinforced the Pride of Being Forship and our commitment to innovation, excellence, and sustainability. Human capital is, without a doubt, the driving force behind the Forship Group. That’s why it is essential that every employee understands the company’s vision for the future, is familiar with the goals and objectives of our strategic plan, and is aligned with the challenges and achievements that propel us forward. This is why sharing the various ongoing projects is so important — to give our people a broader view of what we’re accomplishing, the challenges we’ve overcome, and the lessons we’ve learned along the way. Now more than ever, it is critical that everyone masters and makes good use of the technological tools — whether proprietary or third-party — that underpin the quality of our services. And that we remain engaged with the ESG guidelines that guide us toward a more ethical, responsible, and sustainable future. But Forship Day went further. In an environment of exchange and integration, we reaffirmed our commitment to diversity, equity, and inclusion with the launch of the Diversa+ Forship program. We believe that it is our diverse cultures, backgrounds, experiences, and dreams that have enabled us to overcome challenges throughout our 27-year history. We move forward together — strengthened and inspired — ready to build the future of Forship with collaboration, respect, and innovation. Fabio FaresPresident and CEO of the Forship Group

It all started with the “Direct Talk with Supervisors” (PDS) Strengthening communication and alignment in the Petrobras client projects at UN-BS and UN-ES was the goal of initiatives aimed at establishing a permanent dialogue with Forship Group employees. The first of these initiatives was the Direct Talk with Supervisors (PDS). “We identified the need to talk with supervisors about the responsibilities they hold in managing the contract,” explains coordinator Sebastião Filho. “That’s how PDS was born. Questions from the teams on administrative matters motivated us to create PDE (Direct Talk with the Team). The two are complementary,” adds the coordinator of the initiative, which is led by project managers Marcelo Casanova (UN-BS) and Pedro Henrique Alcântara (UN-ES). Established Benefits PDS began in September 2024 with the UN-ES project team, and a month later with the UN-BS team. Through weekly remote meetings, which ensures broad and flexible participation, 44 meetings have been held so far with 19 supervisors from the UN-ES area, and 40 meetings with 28 supervisors from UN-BS projects. The main benefits include: greater integration between supervisors, management, and peers from other platforms; standardization of activities and best practices across contracts; faster information exchange regarding materials, training, and audits; and a reduction in communication gaps between the operational team and supervision. Lessons Learned “The exchange of information between project management and supervisors is encouraging greater integration, a shift in attitude, and an easier understanding and fulfillment of contractual items,” notes Sebastião Filho. “In one of the meetings, a supervisor brought up a problem with no apparent solution. A colleague quickly shared a similar experience and the solution they had implemented. This kind of collaborative exchange illustrates the value of PDS in promoting synergy and agility in problem-solving,” he adds. According to him, there is still potential to further enhance the PDS by expanding the agenda to include success stories and lessons learned; conducting quick post-meeting surveys to gauge satisfaction and identify areas for improvement; and promoting cross-mentorship sessions between senior and junior supervisors. “Through these actions, we will continue to improve the direct communication channel with our supervisors, ensuring efficiency, transparency, and excellence in project management,” he concludes.

A direct communication channel with our field teams Forship Group believes that maintaining a continuous and open dialogue with its employees—especially those working remotely on projects—is essential to the company’s strong performance across all activities. That’s why, in addition to the welcome event held at the start of each project, we maintain direct contact with team members through Safety Dialogues and leadership meetings. Always looking to improve this communication channel, we created the PDE: “Papo Direto com a Equipe” (Talk Directly with the Team, in English) for load-handling projects in the Santos and Campos basins. The initiative aims to clarify company guidelines, provide orientation on contractual requirements, share experiences, align expectations, and strengthen the connection between leadership and field teams. These teams are deployed on four platforms and the Maintenance and Safety Unit (UMS) in the Roncador field, Campos Basin, under the management of Petrobras’ Espírito Santo Business Unit (UN-ES), and on five production platforms in the Berbigão, Sururu, and Atapu fields in the Santos Basin (UN-BS). “With the PDE, we practice active listening in its fullest sense, while also addressing frequently asked questions covering a wide range of topics—both administrative and operational,” explains Sebastião Filho, O&M Coordinator for these projects. “These in-person meetings provide a space where everyone can voice their questions and perspectives.” Meetings According to the O&M Coordinator, the average participation per session is around 15 team members on the UN-BS assets and about 60 on the UN-ES assets. The meetings held so far have reinforced the value of this initiative, which promotes greater interaction among employees. “Through this ongoing dialogue, we believe that the trust between team members and leadership will continue to grow stronger,” concludes Sebastião Filho.

More than 400 personnel will ensure the integrity of offshore platforms to be decommissioned A new amendment to the contract with Petrobras’ Sergipe and Alagoas Exploration and Production Operations Unit (UO-SEAL), signed in May, has increased the workforce carrying out activities on offshore platforms and other facilities currently in the decommissioning phase. Now, over 400 professionals are involved in operating and maintaining these hibernating assets awaiting decommissioning in the Camorim, Caioba, Robalo, Dourado, and Guaricema fields, located in shallow waters of the Sergipe basin. This additional team mobilization aims to ensure not only asset integrity but also operational safety, in preparation for the arrival of the rig that will carry out well abandonment and plugging. Subsequently, work will proceed on the subsea systems, paving the way for the dismantling of the platforms. “Our job is to maintain the integrity of the facilities, working on the restoration of gratings and floors, handrails, stairways, access points, electrical systems, removal of inactive equipment, and maintenance of equipment in general, including cranes and pumps,” explains Project Manager Hudson Azevedo. Heavyweight Team This is the largest workforce ever deployed by Forship Group under a service contract for offshore assets — with the majority of the labor force coming from the local region. “Our original team consisted of two offshore crews of 110 people, plus 24 in administrative roles and 45 subcontractors handling offshore hospitality and catering services,” says the manager. Part of the team is stationed on the PMC 9, while others work on the platforms and return to hotels or their homes at the end of the day. “We now have two additional crews of 37 people each, working on a 14×14 day rotation. They will be stationed on a Service Operation Vessel (SOV), which has full hospitality infrastructure, including cabins, a dining hall, and more,” he adds. In other words, while we are not directly performing the decommissioning work, we are responsible for ensuring the integrity of these assets — enabling a safer and more sustainable decommissioning process.