In February this year, Amplus announced entry into an agreement to buy the iconic Petrojarl I Floating Production Storage and Offloading (FPSO) vessel from Altera Infrastructure. Just four months later and ahead of schedule, we formally concluded the handover of the Petrojarl I.

During that period, alongside all other essential preparations such as coordinating with the Bahamas flag state, the classification body DNV and vendors, we managed to conduct and complete two rigorous and successful tender processes. V.Ships Offshore was selected to provide initial vessel management and crewing, shipyard work scope preparation and execution oversight, and support throughout the deployment and operational phases. Astican, based in Las Palmas de Gran Canaria, was chosen to undertake the multi-million-dollar work scope to ready the Petrojarl I for deployment.

Achieving such a rapid and accelerated ownership transition was undeniably challenging. However, successfully reaching the end of May handover point – slightly ahead of the original schedule – showcased our culture: leveraging our initiative, knowledge, expertise and strong industry connections to find a way.

This is how we did it.

A Bold Acquisition

From announcing our acquisition of the Petrojarl I the clock was ticking, and the pressure was on. The challenge was not just to take possession of the vessel but to ensure the foundations for future deployment were firmly in place.

Engineering Director Iain Watt was appointed as Transition Manager, with our Facilities & Modifications Manager Steve Thomson overseeing on-site progress. Buying an FPSO doesn’t come with a handbook, so the team had to start from scratch. Thankfully we had many years of experience in asset acquisition and due diligence work to bring to this project. We set up cross-functional engagements to identify every required process and ensured all the vessel’s 12,700 documents transitioned with us.

A pragmatic tendering approach

A critical factor in achieving the handover deadline was our ‘common sense’ approach to the tendering process. Instead of focusing on complex, prescriptive compliance documents that would inevitably create unnecessary delays, we focused on what was really important: capability, relationship chemistry and aligned values.

Face-to-face contact and calls were critical in maintaining clarity and process momentum. This resulted in a fast-tracked yet deeply informed and rigorous process, leading to the selection of V.Ships Offshore as the vessel management contractor with an initial 15-strong crew, and Astican, which allowed the Petrojarl I to remain in its existing berth.

Flexible Design, Rigid Standards

Despite the demand for pace, our focus on our commitment to safety and quality was paramount. From the outset, the project was driven by the principles of safety, consistency and predictability.

The refurbishment strategy for the Petrojarl I is designed to be modular and flexible. Initial survey work involves assessing the vessel’s current condition using a mix of hands-on inspections, historical performance data, maintenance systems and digital modelling. Technologies such as 3D scans and drone evaluations are accelerating understanding while minimising disruption.

This approach is leading to a flexible yet rigorous refurbishment programme, rather than a rigid scope of work before vessel deployment is confirmed.

Global Team, Local Trust

Having an international team based in several locations demanded strong integration and alignment between everyone involved. The deep experience of all the partners has been critical in achieving this. The early establishment of shared workspaces and direct engagement generated respect, cohesion and a tangible determination to get the job done well.

Whether working with V.Ships, Astican, or internal teams, consistently reinforcing collaboration over hierarchical control accelerated the onboarding process.

Anchored by a common culture

Handover of the Petrojarl I occurred seamlessly on May 28. By that point, the new crew had already been inducted, integrated, and familiarised with the vessel. Processes like daily reporting and twice-weekly operational calls have helped to embed the cultural focus on safety, consistency and predictability setting a strong foundation for the vessel’s refurbishment phase.

Plotting a course for the future

Our refurbishment model is designed to be adaptive: essential modifications are taking place during the current yard phase, while customised work will be completed in the run-up to redeployment. This phased, adaptable approach provides customers with speed to market without compromising integrity.

The next chapter

Petrojarl I demonstrates that complex, multi-stakeholder handovers can be successful when underpinned by cultural and process clarity, an innovative approach that extends beyond conventional thinking, and the experience to deliver on time.

Speed was essential, but it was trust, experience, and a shared commitment to excellence that made it possible.

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