Author name: forship.site

It’s always good to hear that someone spoke well of us to a person we’ve never met. Even better when that recommendation crosses oceans and reaches a corporation on the other side of the world, recognizing our expertise without any prior direct contact. It was precisely this kind of trust that opened the door for us to secure a consulting contract with the Japanese giant Itochu, related to a historic pre-salt asset, the FPSO Cidade de Paraty, the second permanent production system in the pioneering Tupi field, in the pre-salt. This contract is a milestone that reinforces our international reputation and our ability to deliver excellence at any latitude. As we celebrate this new partnership, we are also expanding our collaboration with Edge in the São Paulo Regasification Terminal (TRSP, in Portuguese), strengthening a long-term relationship based on results, innovation, and a commitment to operational safety. These are developments that reflect not only growth, but consistency. And because taking care of our connections also means taking care of our people, we are reinforcing our engagement in the Pink October and Blue November prevention campaigns. Promoting health and well-being is an essential part of our culture, and we believe that healthy environments begin with conscious actions. We continue connecting competencies, people, and purpose—proud of who we are and confident that we are ready to go even further. Fabio FaresPresident & CEO of the Forship Group

I started at Forship in January 2023 as an Operator 2 at the TRSP. From the beginning, I was challenged to learn the operation without finalized diagrams, which required a hands-on attitude and determination. I soon began supporting the Procurement department, taking part in essential purchases for the start of operations and realizing how crucial integration between areas truly is. My promotion to Operator 3 deepened my knowledge of processes and systems, while I balanced work with my Production Engineering degree, applying what I learned directly to my daily routine. In January 2024, I took on the role of Operations Supervisor at a critical moment: commissioning, implementation of the shift schedule, arrival of the FSRU, and the first regasification. I participated in audits and inspections that ensured the necessary licenses, reinforcing my commitment to safety and compliance. I led the Emergency Drill, coordinating internal teams and external authorities, an event that received strong coverage in the regional press. These experiences have shaped a comprehensive view of operations, where technical expertise, management, and collaboration come together to generate results. Every challenge overcome is a step forward in my professional development.

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.