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BP Executive: True Test of Downturn Will Come During Recovery
2016.otcnet.org Tuesday, May 3 | Houston, Texas | THE OFFICIAL 2016 OFFSHORE TECHNOLOGY CONFERENCE NEWSPAPER | DAY 2 BP Executive: True Test Fiery Ice of Downturn Will Come Takes Center During Recovery Stage n Leading experts to discuss advances n Energy demand is expected to increase by one-third by 2035, but oil and gas in E&P testing of gas hydrates during companies need to start looking at hydrocarbons as products to streamline. Wednesday luncheon. BY DARREN BARBEE “It’s how we will improve through BY JENNIFER PRESLEY the productivity of our oil sector and magine the oil and gas world as an assembly line, put costs on a downward curve.” t is the ice that burns, and it is more than an industrial Ichurning out cubes of oil and natural gas. Assem- For instance, BP’s Mad Dog Ihazard plugging pipelines. It goes by many names—fire bly lines are efficient. Changes mean swapping out Phase 2 project in the Gulf of Mex- in the ice or fiery ice being two of the more popular descrip- one part—not the entire system. Industrial and avia- ico went through about $10 billion tors. Gas hydrate is the curious clathrate formed by natural tion companies typically cut costs annually. But on the in cost trims, Looney said. gas and water. Found in the Arctic and in the deepwater hydrocarbon conveyor belt, cost efficiency doesn’t seem “This was a $20 billion project, continental margins around the globe, the energy poten- to follow any logical pattern. Bernard Looney and we’ve brought it down to under tial of this other unconventional hydrocarbon is keeping “In oil and gas, specifically the upstream, costs as we $10 billion with expected returns researchers busy unlocking its secrets to better understand know tend to follow oil price and in general have trended improved despite a lower oil price,” he said. -
WELL POSITIONED for the FUTURE Who We Are
Subsea 7 S.A. Annual Report 2012 WELL POSITIONED FOR THE FUTURE WHO WE ARE Subsea 7 is a seabed-to-surface engineering, construction and services contractor to the offshore energy industry worldwide. Our vision is to be acknowledged by our clients, our people and our shareholders as the leading strategic partner in our market. We provide integrated services and have a proven track record of safely and reliably executing offshore projects of all sizes and complexity in all water depths. Our operating principles define the way we conduct our operations and shape our approach to business: Safety is at the heart of our operations – we are committed to an incident-free workplace, every day, everywhere. Projects are core to our business – our people are motivated to ensure that our projects deliver exceptional performance. Engineering is at the heart of our projects – we create technical solutions and sustainable value for our stakeholders. People are central to our success – we build our business around a valued and motivated workforce. We make long-term investments in our people, assets and know-how – we build strong relationships with clients and suppliers, based on mutual trust and respect. We operate in a consistent manner on a worldwide basis – we are locally sensitive and globally aware. Subsea 7 S.A. Annual Report and Consolidated Financial Statements 2012 2012 Financial Highlights Overview Overview 1 2 Chairman’s Statement Revenue Revenue by Territory 4 What We Do AFGOM $2,182m 6 Where We Operate 8 Chief Executive Offi cer’s Review $6,297m -
Delivering Sustainable Value Across the Energy Lifecycle
DELIVERING SUSTAINABLE VALUE ACROSS THE ENERGY LIFECYCLE SUBSEA 7 SUSTAINABILITY REPORT 2020 OUR PROGRESS INSIDE THIS REPORT CEO’s letter 2 In 2020 we made good progress Materiality assessment 3 on our sustainability journey Sustainability priorities Health, safety and wellbeing 4 REINFORCED OUR CORPORATE Energy transition 6 GOVERNANCE AROUND SUSTAINABILITY Labour practices and human rights 8 Business ethics 10 Operational eco-efficiency 12 Ecological impacts 14 ESTABLISHED WORK GROUPS OF SENIOR Additional sustainability topics 16 MANAGEMENT TO FOCUS ON OUR Covid-19 19 SUSTAINABILITY PRIORITIES Data summary 20 Report abbreviations 24 EU Non-Financial Reporting Directive 24 CONTINUED TO DEVELOP METRICS AND TARGETS KEY METRICS WE MADE SIGNIFICANT PROGRESS WITH EACH OF OUR SUSTAINABILITY PRIORITIES: Employee health, Energy transition DEVELOPED A CARBON ESTIMATING TOOL TO safety and wellbeing CALCULATE THE CARBON FOOTPRINT OF OUR WORK INCREASED THE NUMBER OF EMPLOYEES COMPLETING 0.07 6.0 GW COMPLIANCE AND ETHICS E-LEARNING Lost-time incident Cumulative power capacity frequency rate per of renewables projects 200,000 hours worked supported to end of 2020 FOCUSED ON THE WELLBEING OF OUR EMPLOYEES WITH DEDICATED RESOURCES TO SUPPORT THEM STARTED ELIMINATION OF SINGLE-USE PLASTICS Labour practices Business ethics EMBEDDED THE PRINCIPLES OF BUILDING and human rights RESPONSIBLY AND THE UN GLOBAL COMPACT COMMITTED TO PROACTIVE PARTICIPATION 6,660 5,153 IN ENERGY TRANSITION Number of suppliers Number of employees with a contract that who have completed -
Annual Report 2020
SUBSEA 7 S.A. ANNUAL REPORT 2020 DELIVERING SUSTAINABLE VALUE ACROSS THE ENERGY LIFECYCLE SUBSEA 7 S.A. ANNUAL REPORT 2020 Strategic report Chairman’s Statement 2 2020 FINANCIAL Chief Executive Officer’s Review 4 Our Business Model 8 PERFORMANCE Our Markets 10 Our Activities 12 Strategy 14 Business Review 18 REVENUE ADJUSTED EBITDA Sustainability 22 Risk Management 26 Governance $3,466M $337M Governance Overview 37 (2019: $3,657m) (2019: $631m) Board of Directors 38 Executive Management Team 40 Corporate Governance Report 42 Consolidated Financial Statements Financial Review 52 CASH AND CASH DIVIDENDS AND SHARE Consolidated Financial Statements 59 EQUIVALENTS REPURCHASES Subsea 7 S.A. Financial Statements Subsea 7 S.A. Financial Statements 137 $512M $10M Glossary 149 (2019: $398m) (2019: $304m) Additional Information 155 NET INCOME/(LOSS) DILUTED EARNINGS PER SHARE $(1.1)BN $(3.67) (2019: $(82)m) (2019: $(0.27)) BACKLOG ORDER INTAKE $6.2BN $4.4BN (2019: $5.2bn) (2019: $3.9bn) Get the latest investor information online www. subsea7.com VISION To lead the way in the delivery of offshore projects and services for the energy industry STRATEGIC REPORT Discover online how we are fulfilling our vision. Visit www.subsea7.com STRATEGY In an evolving energy sector, we create sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs Information on our strategic priorities and progress is set out on pages 14 to 17 GOVERNANCE SUBSEA FIELD ENERGY TRANSITION OF THE FUTURE – -
BP Mad Dog 2
Mad Dog 2 production pipeline end terminal BP Mad Dog 2 OUR PROJECT Field Information VALUES CLIENT Project at a glance The Mad Dog field is located approximately 190 miles offshore in the Southern Green BP The contract scope awarded to Subsea 7 covers engineering, procurement, Canyon area of the Gulf of Mexico (GOM). Mad Dog is a deep-water field in a water depth construction and installation (EPCI) of the subsea umbilicals, risers and flowlines ranging from approximately 1,370m - 2,200m. Oil reserves have been discovered within Safety (SURF) and associated subsea architecture. the existing Mad Dog field that are outside the reach of the existing Spar drilling rig and Schlumberger OneSubsea, Subsea 7's Subsea Integration Alliance partner, has been therefore new subsea and surface facilities are required to exploit the new reserves. awarded the Subsea Production Systems contract. Source: Modified from BP.com Full project information overleaf Integrity Highlights • First substantial project in the US • Multi-centre project with project Sustainability to use Subsea 7’s Swagelining management and engineering polymer lining technology. taking place in Houston, Texas with • First project to install in-house support from Subsea 7’s Global Performance designed steel lazy wave riser Project Centres in London and Paris. systems. Pipeline fabrication and Liner support supplied from Glasgow, Scotland. • The lazy wave risers will be wet stored onto the seabed and then • Delivered in close collaboration with Collaboration recovered and hung off onto Schlumberger OneSubsea, Subsea 7's the FPU following tow-out and Subsea Integration Alliance partner. mooring. Innovation Our Differentiators Culture Creativity Relationships Reliability Solutions www.subsea7.com© Subsea 7, February 2019. -
Subsea Sampling Systems MARS Multiple Application Reinjection System Configurations
Subsea Sampling Systems MARS multiple application reinjection system configurations APPLICATIONS Almost all technical and economic studies in the oil industry require an understanding of the reservoir ■ Production monitoring fluids. MARS* multiple application reinjection system sampling technology enables the capture of ■ Reservoir modeling and management a representative, uncontaminated sample from multiphase flow, in which the sample has the same molecules in the same proportions as the flow at the sampling point where all three phases are ■ Flow assurance in equilibrium. ■ Well intervention ■ Each phase is enriched and captured individually to collect sufficient volume of sample from ■ Subsea processing strategically chosen phase-rich sampling points. ■ EOR ■ No pressure or temperature drop should occur during sampling to maintain equilibrium BENEFITS between phases. ■ Enables representative subsea sampling ■ Each phase is captured and physically or mathematically recombined for reservoir fluids properties. throughout life of field ■ Mitigates risk and enhances flow assurance management ■ Optimizes multiphase flowmeter calibration and performance ■ Increases production and recovery rates ■ Reduces capex FEATURES ■ Flexibility for integration into subsea hardware and for various sampling applications ■ Three-phase representative sampling from multiple wells in a single dive ■ Phase detection and enrichment ■ Complete chain of custody throughout sample journey ■ Proven technology ■ Ideal solution for greenfield architecture ■ Retrofit -
Pre-Conference Ice Breaker, Monday 22Th October
Subsea Controls Down Under Conference 2018 Post-event Report By Ian Wilson, SUT Perth Branch Committee Member Pre-Conference Ice Breaker, Monday 22th October At 6pm delegates boarded the Crystal Swan for a cruise on the Swan river. Rob Bush of Yokogawa Australia opened the conference with a welcome address. Everyone enjoyed an evening of networking, canapes and drinks before disembarking at 9pm for some rest. SCDU 2018 Post-event Report 1 of 24 | P a g e Day ONE Tuesday 23rd October 2018 0915 Welcome by Rex Hubbard, SUT Perth Branch Vice Chairman Rex acknowledged our Major Sponsors: Viper Innovations and Woodside Energy, Ice Breaker sponsor, Yokogawa Australia and Event Partners, One Subsea, Pressure Dynamics and Shell Australia. It was mentioned we had 106 participants from 8 different countries and 20% from Opcos. The Conference Theme is “Technology, Reliability & Availability through Collaboration” 0925 Welcome to Country by Irene Stainton, INPEX SCDU 2018 Post-event Report 2 of 24 | P a g e Session A - Chaired by Ross Hendricks, TechnipFMC 0935 Keynote presentation by Miranda Taylor, CEO NERA “Cluster isn’t a dirty word: How innovative business models are changing the collaboration in landscape across Australia’s energy resources sector” Australia does not have a track record for commercialization of new technology, NERA want to change that. Australia needs a cultural change to gain the benefits of collaboration around innovation. Two innovation drivers are AI and big data. Australia does great things, but we fail to co-ordinate these -
17 March 2020 Dear Shareholders, on Tuesday 7 April
Subsea 7 S.A. 412F, Route d'Esch L-2086 Luxembourg www.subsea7.com 17 March 2020 Dear Shareholders, On Tuesday 7 April 2020, the Annual General Meeting (the “AGM”) of the Shareholders of Subsea 7 S.A., (the “Company”), RCS Luxembourg N° B43172, will be held at the registered office of the Company, 412F, route d’Esch, L-2086 Luxembourg, at 15:00 hours (local time). Due to the fact that the Company is incorporated in Luxembourg as a Société Anonyme, the Company’s affairs are governed by the provisions of Luxembourg Company Law. Under these provisions and the provisions of the Company’s Articles of Incorporation, the AGM will be restricted to the matters set out in the enclosed Notice. Matters to be considered at the AGM At the AGM, shareholders will be asked to approve the Group’s Annual Report and consolidated financial statements, the Company’s annual accounts, discharge the Directors from their duties for the financial year and approve the statutory auditor’s appointment. In addition, this year’s AGM agenda includes three items with respect to the election to the Board of Directors of three directors standing for re-election, Mr Jean Cahuzac, Mr Niels Kirk and Mr David Mullen. The biographies of the relevant directors are attached to this letter in an Appendix. Quorum and Majority At the AGM, since under Luxembourg law there is no minimum quorum requirement, decisions taken shall be valid regardless of the number of shares represented, provided there is approval by the majority of the votes of the shareholders validly cast. -
Market Notice
Market Notice 06 May 2015 London Stock Exchange Derivatives MARKET NOTICE 2015/033 THE OBOSX INDEX – Capped number of shares effective 7 May 2015 Seadrill (SDRL) closed above 20% on Tuesday 5 May and triggered a capping. Based on the Oslo Børs Index Methodology 2.5.3, the OBOSX index will be capped as follows: The largest stock, if exceeding 30% of the OBOSX total market value, will be capped at 30% Other stocks, if exceeding 18% of the market value, will be capped at 18%. The capping is performed based on the uncapped OBX (OBXU). Subsea 7 (SUBC) will replace TGS-NOPEC (TGS) as the largest stock in the index, resulting in the following capping: Subsea 7 (SUBC) - 30% Seadrill (SDRL) - 18% TGS-NOPEC (TGS) - 18%. Please see the exact number of shares for each constituent valid from Thursday 7 May 2015 at the end of this message. If you have any questions please call ETD Market Operations on +44 (0) 207 797 3617. Derivatives Operations London Stock Exchange Client Technology Services, LSEG Telephone: +44 (0)20 7797 3617 [email protected] 10 Paternoster Square, London, EC4M 7LS www.lseg.com 1 Market Notice 06 May 2015 OBOSX 07.05.2015 No Symbol Name Isin Sub Industry Shares * Weight % 1 SUBC Subsea 7 LU0075646355 Oil & Gas Equipment & Services 303 737 625 30.00 2 SDRL Seadrill BMG7945E1057 Oil & Gas Drilling 148 030 062 18.00 3 TGS TGS-NOPEC Geophysical Company NO0003078800 Oil & Gas Equipment & Services 80 838 583 18.00 4 PGS Petroleum Geo-Services NO0010199151 Oil & Gas Equipment & Services 279 639 030 16.47 6 AKSO Aker Solutions NO0010716582 Oil & Gas Equipment & Services 195 412 886 10.92 7 FOE Fred. -
Renewables Investor Event
Renewables Investor Event 29 September 2020 1 © Subsea 7 - 2020 Subsea 7 Renewables Forward looking statements This announcement may contain ‘forward-looking statements’ (within the meaning of the safe harbour provisions of the U.S. Private Securities Litigation Reform Act of 1995). These statements relate to our current expectations, beliefs, intentions, assumptions or strategies regarding the future and are subject to known and unknown risks that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements may be identified by the use of words such as ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘future’, ‘goal’, ‘intend’, ‘likely’ ‘may’, ‘plan’, ‘project’, ‘seek’, ‘should’, ‘strategy’ ‘will’, and similar expressions. The principal risks which could affect future operations of the Group are described in the ‘Risk Management’ section of the Group’s Annual Report and Consolidated Financial Statements for the year ended 31 December 2019. Factors that may cause actual and future results and trends to differ materially from our forward-looking statements include (but are not limited to): (i) our ability to deliver fixed price projects in accordance with client expectations and within the parameters of our bids, and to avoid cost overruns; (ii) our ability to collect receivables, negotiate variation orders and collect the related revenue; (iii) our ability to recover costs on significant projects; (iv) capital expenditure by oil and gas companies, -
Subsea 7 Sustainability Report 2019
Subsea 7 Sustainability Report 2019 Our sustainability journey Subsea 7 is a global leader in the delivery of offshore projects and services for the evolving energy industry, creating sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs. In an ever-evolving energy industry, one of the most significant challenges we face is the increased demand society places on being able to deliver sustainable sources of energy as we transition to a lower-carbon future. Our Company is committed to meeting this challenge and to continuously improve the sustainability performance of our business. Our Values provide the framework for how we behave and what our people, our clients, our shareholders and society can expect from us. They make us who we are. These Values are closely aligned to our six sustainability priorities, since these are the areas we have always known are important to being a preferred supplier and employer. Inside this report 2019 was a significant year in Subsea 7’s sustainability journey. We established a new ‘Sustainability’ Value that specifically CEO’s letter 2 focuses on our environmental and societal behaviours and our Materiality assessment 3 newly formed Sustainability Working Group undertook a Health, safety and wellbeing 4 detailed assessment to set the cornerstones of our Energy transition 6 sustainability strategy going forward. Labour practices and human rights 8 Business ethics 10 We look ahead to 2020’s sustainability plan with enthusiasm Operational eco-efficiency 12 and commitment. We recognise the importance of setting Ecological impacts 14 strong sustainability foundations and will continue to build Additional sustainability topics 16 upon these by establishing action plans and targets. -
2020 Annual Report Schlumberger Limited
2020 Annual Report Schlumberger Limited 45507schD1R2.indd 1 2/19/21 8:20 AM CONTENTS Safety Sustainability 2 LETTER TO SHAREHOLDERS 4 AN EVOLVING ENERGY INDUSTRY 4 The Performance Strategy 11 A Global Reach Equipping Basins for Success ESG Rating 12 PERFORMANCE IN PRACTICE 12 Our Safety and Service Quality Commitment 15 Focus on People Improvement B 18 OPPORTUNITIES IN THE ENERGY TRANSITION 18 Environmental Performance 18 Decarbonizing Oil and Gas Operations 22 Schlumberger New Energy TRIF (Total Recordable Injury Frequency) 2019 2020 CDP Climate Change Directors, Officers, and Corporate Information Inside Back Cover Service Quality Financial Schlumberger (SLB: NYSE) is a technology company Improvement † that partners with customers to access energy. Our people, representing over 160 nationalities, are providing leading digital solutions and deploying innovative technologies to enable performance and sustainability for the global energy industry. With expertise in more than 120 countries, we collaborate to create technology that unlocks access to energy for the benefit of all. and Serious Events Major, Catastrophic, per million work-hours Find out more at slb.com †For a reconciliation of adjusted EBITDA to loss before taxes on a GAAP basis, see our fourth-quarter and full-year 2020 results earnings press release at investorcenter.slb.com/node/22541/html (pp. 19–20). Schlumberger Limited | 2020 Annual Report Our Resilience, Driving Performance 1 45507schD1R3.indd 2 45507schD2R3.indd 1 2/20/21 2:32 PM 2/20/21 2:15 PM LETTER TO SHAREHOLDERS Looking back on 2020, I would like to reflect on what this year meant for Schlumberger—a year that brought incredible challenges, but during which we achieved much and laid a strong foundation for our future success—through resilience and strategic execution.