Releases

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.

Celebrating achievements is always important. And for Forship Group, each year represents a victory. That’s why we want to mark another anniversary — 27 years of Forship — because today’s achievements are the result of the hard work, dedication, and seriousness of every person who has taken part in this journey. A testament to that is our return to Africa, where we first began operations in 2009, in Mozambique, under a contract with Vale that was expanded and lasted more than six years. The solid expertise we developed in that mining venture now leads us to Liberia, with ArcelorMittal. We are contributing to a strategic project by the mining company, which, once operational later this decade, will become the largest iron ore processing plant in West Africa. Further reinforcing our belief that what we build today shapes our future is the fact that we currently have the largest Forship Group team ever deployed in an offshore project — in emblematic Petrobras assets in the Sergipe basin, where Brazil’s oil and gas production began in 1968. This team has the mission of ensuring the integrity of these units so that they can be decommissioned more safely and sustainably. Today, once again, we reaffirm our commitment to the future! Fabio FaresPresident and CEO of Forship Group

ArcelorMittal venture in Liberia will quadruple the company’s iron ore production in the country Forship Group, in partnership with HMSWeb Information Technology, is participating in a strategic ArcelorMittal project in Liberia (AML): the construction of a new concentrator plant that will increase the company’s annual iron ore production from 5 to 20 million tons — with 75% of the output being processed within the country. The contract marks Forship’s return to the African continent, where it began operations in 2009 with Vale’s projects in Mozambique. Forship Group will be responsible for all phases of commissioning the mining company’s concentrator plant (one of the largest iron ore processing facilities in Africa), covering everything from mechanical completion and technical documentation to performance testing and final validation with the client, using HMSWeb© as the main control tool. “The scope of work is broader than what we delivered for this client in Brazil, at the Serra Azul mine, in Minas Gerais, as we will also be involved in the management, engineering, and planning of the commissioning process for the project in Liberia,” highlights the Operations Director, Marco Antonio Kronemberger. Project Challenges Project Manager Danilo Martins highlights the main challenges of this venture, ranging from commissioning culture to technical difficulties. “Establishing a solid commissioning culture in a project that is already under implementation requires alignment among all stakeholders — client, contractors, and suppliers — to ensure an organized and safe transition from construction to operation.” Among other challenges, he points out the remote location of the plant, which affects immediate supplier support as well as access to logistical and technical resources. “Planning must account for extended lead times for mobilization and contingencies. Additionally, we are starting commissioning in a context of delays in civil construction and electromechanical assembly. This increases the complexity of sequencing activities and underscores the importance of collaborative and dynamic planning,” the manager emphasizes. Qualified Team By applying lessons learned from similar ventures — such as Vale’s project in Moatize, which included the railway connecting the coal mine to the port of Nacala-a-Velha — Forship is confident in the performance of its team, which brings hands-on experience in complex projects. “Part of the team worked directly on the Mozambique project, bringing with them expertise in punch list management, control of commissionable systems, supplier coordination, and effective transition to assisted operation,” emphasizes Danilo. According to him, 22 professionals will be assigned to Liberia — the Commissioning Coordinator, 11 electrical engineers, and 9 mechanical engineers, as well as one planning technician. They will be supported directly by a contract assistant based in Brazil. Thanks to the consolidated and recognized expertise from the similar Vale project in Mozambique, Forship Group expects to expand its role in ArcelorMittal’s operations, including participation in the development of rail and port infrastructure. “We believe our performance at the concentrator plant will serve as the best reference to strengthen this partnership, contributing to operational excellence also in the railway and port fronts of the project,” concludes Operations Director Marco Kronemberger.

The company will provide Maintenance Services at the Pilar Station, Part of the Energy Hub Polo Alagoas Forship Group’s first contract with the Brazilian independent company Origem Energia covers maintenance services on five LPG (Liquefied Petroleum Gas) vessels. The scope includes boilerwork, welding, painting, and cleaning at the Pilar Station in the Energy Hub Polo Alagoas —Origem Energia’s main energy complex in the state of Alagoas. “This is yet another independent oil and natural gas operator that Forship is bringing into its client portfolio—a market that continues to grow year after year,” celebrates Marco Antonio Kronemberger, Forship Group’s Director of Operations. “We hope this contract will serve as a starting point to other projects with Origem Energia.” Rope Access“The main challenge is meeting the client’s expectation of carrying out these activities with the LPG vessels in operation and without installing scaffolding. This means the entire team will execute the work using rope access, which will enhance safety and speed of execution,” explains Forship Project Manager Hudson Pereira de Azevedo. He notes that typically, boilerwork and painting require draining or emptying the vessel and then inerting it with nitrogen before starting the job—as is done in other Forship projects. “However, to minimize the impact of this service on the plant’s operation, the activities are being performed with the LPG vessels pressurized, using high-pressure hydroblasting equipment and cold-cutting tools, following a thorough risk analysis and detailed activity planning,” the manager adds. Risk AnalysisA specific training session on task safety analysis (JSA – Job Safety Analysis, known locally as APR – Análise Preliminar de Risco) was required due to the high-risk nature of the activities. The training was conducted by Origem Energia’s industrial safety team in partnership with the Forship Group’s HSE (Health, Safety, and Environment) team over the course of a week. “We have an experienced team (up to 12 professionals), all part of our Aracaju-based workforce. This gives us the flexibility to scale the team up or down based on the client’s needs,” Hudson Pereira de Azevedo concludes.

Company Behind Pioneering Digital Technology Marks 18 Years as a Benchmark in Industrial Commissioning Management A pioneering initiative by Forship launched 18 years ago to digitize and structure the industrial commissioning process, HMSWeb —originally a spin-off from the company—has evolved from a software product into a robust, secure platform that is widely recognized in the national and international market. “It’s a great satisfaction to see how much HMSWeb© has grown in maturity, robustness, and market reach. What began as an internal software to support our engineers, alongside the founding of Forship, back in 1998, became an independent product in 2007. Today, it serves clients across various sectors, including oil and gas, energy, pulp and paper, and mining,” said Luciano Gaete, CEO of HMSWeb and CIO of the Forship Group. “We are consolidating our presence in strategic segments such as thermal power plants, and the future points toward continuous expansion—now, with the support of artificial intelligence and new features for O&M and inspections,” the executive concluded. He is echoed by Haroldo Carvalho, Project Manager and Head of Technology and Development at HMSWeb, who has witnessed the product’s evolution over the past 18 years. According to him, the success of the solution is directly tied to its adaptability and deep engineering roots. “What sets HMSWeb© apart is that it was born and developed within an engineering company, and its ability to adapt to the specific realities of each client and market—without losing focus on traceability, security, and data efficiency,” emphasizes the manager. “These 18 years show how being close to users and actively listening to their needs were fundamental in shaping HMSWeb into the tool it is today. We remain committed to innovation and technical excellence—hallmarks of our group,” he adds. Today, HMSWeb is present in major projects in Brazil and abroad, and is used by EPC contractors and operators as the standard tool for managing quality, mechanical completion, and commissioning in industrial facilities across a wide range of markets.