Releases

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.

The success and longevity of a company are the result of the efforts of people working at all levels of the organization. Without the commitment of everyone, dedication to safety and best practices, and the knowledge of each professional—from the fabric floor to top management—companies would not be able to overcome challenges, break paradigms, and persist in their journey toward sustainable longevity. A company’s resilience lies in its human capital. And everyone must be aware that, more than just holding a position, each individual plays a vital role in their organization’s journey. That’s how I see every professional at the Forship Group, every partner who joins us in projects and ventures, sharing the same goal: to add value and deliver the best results to our clients. Like a team that “trains” every day to improve, every worker is a champion. And for us, every day is May 1st—a day that honors those who build companies, contribute to the economy, strive for social justice, and help a nation move forward. The worker is the main driving force of a country. Fabio FaresPresident and CEO of the Forship Group

Sustainability requires greater female participation For every 10% increase in gender diversity, there is an increase of almost 5% in company productivity, according to a study by the Identities Institute of Brazil (ID_BR), published in 2022. The evolution of diversity in companies is progressing slowly, for various reasons. But the position of top management remains the key factor in changing this scenario. This is the position of the Forship Group, which is betting on diversity to move forward on its journey. “Forship has diversity as one of its values. Although the institutional orientation is to guarantee a discrimination-free environment, we understand that structured actions are essential to strengthen diversity practices, encourage inclusive education and monitor progress in this area,” says Anita Figueiredo, Human Resources Manager at the Forship Group. She points out that the company seeks to promote this discussion internally, with the aim of increasing the inclusion of women in its human capital, promoting actions related to gender issues, such as those carried out on Women’s Day. Industry reliability According to her, it is important that selection processes are designed to attract female candidates for positions previously held mostly by men. “Clients already include diversity guidelines in their IDBs, pushing the market to adopt more inclusive practices,” she observes. The Forship Group has been making efforts to recruit and select more women on board. “Female participation in projects is always welcome. However, the majority of applications are for administrative positions, while operational positions continue to be filled by men,” she laments. The perception is that there is a lack of women with the necessary training to work more significantly on projects. “It’s essential to invest in school and professional training and, secondly, companies should create a welcoming environment for these newly trained professionals,” she says.