Shell Malikai Deepwater Project Will Yield 60,000 Barrels of Oil Per

UNIFI
Employee Newsletter // Issue 5 // December 2015
//
FEATURE STORY
Shell Malikai Deepwater
Project Will Yield 60,000
Barrels of Oil Per Day
Frank’s International crew in New Iberia, Louisiana loaded out tendons for phase one of the project for the tension leg platform located off the coast of Malaysia.
UNIFI
Issue 5
//
December 2015
CONTENTS
Shell Malikai Deepwater Project Will Yield
60,000 Barrels of Oil Per Day
Frank’s Achieves ISO Certification
in the Netherlands
Story on page 2
Story on page 2
Commercial Department Community
of Practice
Deutz Diesel Power Unit Skid Certifies
with DNV
Story on page 3
Story on page 3
Compliance Matters
Upcoming Events
Story on page 4
On page 4
From the Editor
Frank’s Brunei Wins Two New APAC Projects
Story on page 5
Story on page 5
This document contains confidential and proprietary information which is property of Frank’s International. None of the information contained herein may be disclosed, reproduced, distributed or used without prior written consent from
Frank’s International. © 2015 Frank’s International. All rights reserved.
This contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. All statements, other than statements of historical facts, included herein that
address activities, events or developments that the company expects, believes or anticipates will or may occur in the future are forward-looking statements. Without limiting the generality of the foregoing, forward looking statements
contained herein may include statements, estimates and projections regarding the Company’s future financial position, operations, performance, returns, divestitures, capital expenditure budget, and other guidance. These statements are
based on certain assumptions made by the Company based on management’s experience, expectations and perception of historical trends, current conditions, anticipated future developments and other factors believed to be appropriate.
Forward-looking statements are not guarantees of performance. Although the Company believes the expectations reflected in its forward-looking statements are reasonable and are based on reasonable assumptions, no assurance can be
given that these assumptions are accurate or that any of these expectations will be achieved (in full or at all) or will prove to have been correct. Moreover, such statements are subject to a number of assumptions, risks and uncertainties,
many of which are beyond the control of the Company, which may cause actual results to differ materially from those implied or expressed by the forward-looking statements. These include the factors discussed or referenced in the “Rick
Factors” section on the Company’s Annual Report on Form 10-K most recently filed with the U.S. Securities and Exchange Commission (the “SEC”). Any forward-looking statement speaks only as of the date on which such statement is made,
and the Company undertakes no obligation to correct or update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by applicable law.
EXECUTIVE LETTER
Getting to Know Jeffrey Bird - Executive President and Chief Financial Officer
For those who I have not had the opportunity to meet since joining Frank’s International in December
2014, I’m Jeff Bird, Executive Vice President and Chief Financial Officer. As we continue to plan for the
future, I am excited to take this opportunity to share with you a few things that will be an important
part of Frank’s in the coming years.
M
any of you may have heard new
terms being used throughout the
company including Frank’s Business
System (FBS), Goal Deployment Process
(GDP) and Kaizen. FBS is the new operating model we’ve recently adopted
which will enable us to achieve our
strategic and annual operating plans.
FBS provides us with a “toolbox” of
continuous improvement practices –
such as Goal Deployment and Kaizen –
to build and execute actionable plans
through sustainable processes, enabling
us to meet the demand from the marketplace and our customers for positive
change and innovation.
The first step in implementing FBS is to
decide where to focus. The Global Leadership Team (GLT), consisting of about
40 leaders from different departments
across the globe, went through our first
GDP in October. For two days, we wrestled to determine Frank’s critical few
priorities for 2016. We ultimately
agreed to the following three, which we
believe will have the biggest positive
impact on Frank’s.
• Implement a global Sales and
Business Development (S&BD)
process by BJ Latiolais, Senior Vice
President of Global Sales
• Implement a global people utilization
process led by Dan Allinger, Senior
Vice President of Global Human
Resources
• Implement a global supply chain
process led by Doug Seal, Global
Supply Chain Director
The leaders of these teams have
developed detailed action plans and
measurements that will be reviewed
monthly by the Executive Leadership
Team (ELT) and I am certain you will see
the great work these teams are doing as
we progress throughout 2016.
Selecting these three priorities does not
mean that we aren’t working on other
programs, initiatives or projects; there
are many important efforts in every
region and function that our employees
are working on daily.
Establishing these priorities means we
are continuing to provide our customers
with the excellence they have come to
expect, while poising ourselves to be in
a strong position when the market
recovers.
Lastly, I’d like to share an update with
you on our Kaizen initiative. You may
recall in the first issue of UNIFI we had
just completed Frank’s first Kaizen
event in Lafayette. A Kaizen is a
focused, short-term event that uses a
multifunctional team to make significant, sustainable improvements. To
date, we have held almost 15 Kaizen
events with almost 200 participants.
The ideas for these Kaizen events come
from a number of places including from
our three strategic priorities, and from
our employees who identify great
opportunities through first-hand experience or following a Kaizen participant
lead – which is a true testament of our
collaborative One Frank’s culture.
Through our exceptional
people, actionable plans
and sustainable processes,
FBS will yield superior
stakeholder returns.
I’m excited about FBS and the beginning
of our journey to not only improve
business performance but to advance a
sustainable high performance culture
within Frank’s. Through our exceptional
people, actionable plans and sustainable processes, FBS will yield superior
stakeholder returns. I am proud of
where we are and where we are headed,
and I thank you for all of your hard
work! 
UNIFI // 1
CUSTOMER SUCCESS
Shell Malikai Deepwater Project Will Yield 60,000 Barrels of Oil Per Day
I
n July 2013, Frank’s International
was awarded the fabrication for
Shell’s Malikai deep water project
located off the coast of Malaysia.
This December, Frank’s crew at the
Port of Iberia, Louisiana loaded out
tendons for a Tension Leg Platform
(TLP) located off the coast of
Malaysia. Multiple pipes sections
were welded together to achieve the
overall finished joint length of 240
ft. Each joint weighs approximately
120,000 lbs. These tendons will
connect the Tension Leg Platform
(TLP) to the bottom of the sea in
approximately 1,800 feet of water.
The tendon joints act as legs which
anchor the TLP to the sea floor in
the immediate area where the
subsea wells are located. From New
Iberia, LA, the tendons will be
transported to the Port of New
Orleans and then loaded onto an
ocean freighter in route to Malaysia
where it will connect to Shell’s
second deep water development in
the country.
Russ Harris, Frank’s Senior Project
Manager of Deepwater Fabrication
stated “On the heels of Shell’s Mars
B tendon project, the Shell Malikai
tendon project continues to expand
Frank’s foot print in the oil industry
with large scale fabrication projects
which require complex and high
fatigue resistant solutions to
achieve customers ever increasing
technical requirements. The Shell
Malikai project is the second
successful tendon project which was
fabricated in New Iberia, LA and is
one of the very few fabrication
facilities in the world which can
provide tendon joints.”
• Value of the contract has an
estimated value of $6.1 million.
• Project will yield 60,000 barrels of
oil per day and 1.4 million cubic
meters of gas per day at annual
peak production.
• The Malikai oilfield is about 60
miles off the coast of Sabah,
Malaysia, with a depth of
1,865 ft. 
Details on Malakai
• 60 riser tendons measuring 36”
outside diameter (OD) at 240 ft. in
length.
• Shell holds 35 percent market
share within the region.
CONTINUOUS IMPROVEMENTS
Frank’s Achieves ISO Certification in the Netherlands
F
rank’s International continuously
strives to meet the qualifications of
the International Standards Organization
(ISO) that set the standards for the safety
of products and services while ensuring
they are reliable and of quality. Frank’s is
proud to achieve ISO 14001: 2004
environmental management system
certification and ISO 9001 quality
management system re-certification in
the Netherlands.
Certification requires multiple groups
including the local team, QHSE, and HR,
working together as One Frank’s.
“These certifications demonstrate our
dedication to continuously improve,” said
Netherlands Country Manager Rolf
Kampman. “We achieved these as a
team and I am proud of the engagement
and cross-functional collaboration.”
All of our customers share our high QHSE
standards. ISO certification distinguishes
us from our competitors and
demonstrates our increasing capacity to
provide equality standards that meet
and exceed customers’ expectations. 
The cooperation between all
departments and employees is the key to
continued success.
All audits are done by an international
audit organization, Bureau Veiritas.
2
//
December 2015
EMPLOYEE SUCCESS
Commercial Department Community of Practice
I
n August 2015, the commercial
department in Dubai established a
Community of Practice (COP) to
serve our customers in a more
effective way. The COP began
compiling current factors in the
market related to rig and well types,
sequence of activity on drilling rigs,
reading schematic and pipe
connection details, standard
equipment for running tubular
services, and the utilization and
value of our proprietary technology.
The COP meets monthly to learn
from each others’ experiences
sharing the combined knowledge
and expertise that enables the
department to provide technical and
commercial solutions for complex
challenges that our customers are
currently facing in the market to
learn from each other’s experiences
and offer expanded knowledge and
opportunity to continue to improve
the department as a whole while
furthering our customers’ ability to
achieve their desired results.
“Our goal is to translate and simplify
complex concepts to foster ideas for
practical solutions,” said Country
Manager Ajay Arora. “We were
inspired by recent Kaizen events and
saw an opportunity for our group to
help position Frank’s to not only
survive a down market, but strike
when the market recovers.”
The COP will include pricing
scenarios and commercial terms and
conditions in their 2016 meetings.
The COP plans to share the best
practices and expand to India next
year. 
(Left to right): Juliet Barboza, Michelle
Panganiban, Nancy Mascarenhas, Valentina
Maxion, Ajay Arora, Dwayne Pereira, Marshall
Mailangkay, Rama Krishnan, Andrew Christoson
Jyoti Srivastava, (not pictured) Lydia Nicolas
INNOVATION
Deutz Diesel Power Unit Skid Certifies with DNV
A
s Frank’s International continues
to be a solutions provider within
our industry, we must continue to
achieve certifications that distinguishes our company to our customers. The Det Norske Veritas (DNV) is
an international certification that
classifies technical assessment,
advisory and risk management with a
purpose of safeguarding life, property,
and the environment.
In the final months of 2014, Frank’s
Lafayette achieved the DNV Type
Approval Certification that provides
the essentials needed for equipment
to be used on certified rigs worldwide.
Frank’s decision to design a 100” x 73”
Deutz Diesel Power Unit Skid came
with a strict set of guidelines early on
in the design process. A team consisting of members from various departments throughout the company came
together to collaborate and custom
build to meet our customers’ specific
needs on the rig floor. Much of the
success of the project was due to the
early involvement and excellent
communication within this team.
Obtaining a DNV Type Approval
Certification required a special DNV
surveyor to monitor and witness
several steps in the production and
testing of the Deutz Diesel Power
Unit Skid. Once the production of the
prototype was complete, our team
came together to successfully achieve
a drop and lift test of the primary
structure. It was also necessary for
Frank’s to obtain a DNV certification
for the initial design as well as for the
welding procedure used in the production of the skid. DNV was very
impressed with Frank’s preparedness
and competence. Looking forward,
we are working on certifying many
more pieces of equipment that will
allow our company to continue leading tubular running services in the oil
and gas industry. 
UNIFI // 3
LEGAL
Compliance Matters
From the Headlines
“Western Australia Agriculture
Minister has conflict of interest in sale
of Market City” (PerthNow, 2015)
T
his headline reflects a common
minefield for corporations around
the world – conflict of interest.
The Frank’s International Code of
Business Conduct and Ethics states
that: A conflict of interest occurs
when an individual’s private interest
interferes in any way with the
interests of the Company as a whole.
This situation can arise when a
supervisory director, officer or other
employee takes actions or has
interests that may make it difficult to
perform his or her work objectively
and effectively. Conflicts of interest
also arise when a supervisory director,
officer or other employee, or a
member of such person’s family or
household, receives improper personal
benefits as a result of the supervisory
director’s, officer’s or other
employee’s position with the
Company. (Section III.A)
An example of a conflict of interest
within our industry is when a
company is working with a vendor
and that vendor receives alleged
“sweetheart deals” due to an
employee of that company having an
existing relationship with that vendor
or even possibly being part owner of
that vendor’s company.
UPCOMING EVENTS
January 26-28: SPE/IADC Middle East Drilling Technology – Abu, Dhabi
4
//
December 2015
It might be purely coincidental that
the vendor being used happens to
have a relationship with a company
employee, and the vendor may in fact
be the lowest bidder/highest quality
provider. However, the real or
perceived conflict could create a
problem for both the vendor and the
customer employee who approves the
purchase of products/services from
the vendor, especially when the
customer employee is the sole
approver.
Engaging in conflict-of-interest
transactions could also create
financial losses and other
disadvantages for the company. If you
feel that you may have a conflict of
interest with respect to Frank’s
business or have any other questions
or concerns on this topic, please
consult your supervisor and/or the
legal department to help review the
situation, or contact
[email protected]. 
RESULTS & PROGRESS
Frank’s Brunei Wins Two New APAC Projects
I
n 2015, Frank’s International secured
two new projects in the Asia Pacific
(APAC) region with Petronas and Total,
which herald the return of our conductor driving and tubular running
services to the area. These highpressure, high-temperature (HPHT)
wells require Frank’s technical knowledge and expertise to safely and
efficiently install successful tubular
installations.
Securing these contracts illustrates
the One Frank’s culture of Frank’s
management from Malaysia, Singapore and Brunei as they worked
together on the contractual agreements to make it possible.
Our relationships with Petronas
Carigali were crucial in obtaining
these projects. Frank’s previous performance with the operator on a
number of drilling units have showcased the quality and services we can
offer. The contract warrants a number
of years on Block CA2 and Block N,
which both have standard casing sizes
that will have flush pipe used in the
design due to the deepwater environment. Frank’s products and services
will be on the new Maersk Venturer
drillship built in 2015 for the first well.
Our capabilities continue to be
increasingly important as the offshore
industry pushes current exploration
boundaries even further. Total is a
leading company in the industry and
we are fortunate to continue our
working relationship with them.
Although the wells will be in shallow
water, they will be complex HTHP and
will be drilled using the new jack-up
Noble Tom Hartley. This new build has
offline capabilities that have racking
back in stands of two to three joints
of casing and tubing off the critical
path resulting in significant efficiencies at the well center.
Frank’s will utilize our proprietary
equipment to augment these efficiencies ensuring improved safety and
professional working practices. Equipment will include our clamp type elevators, automated tong systems, and
extended range elevators that have
interlock safety systems designed as
an industry standard. By building our
own equipment, we maintain a competitive edge over the competition
when it comes to complex projects.
The Frank’s team in APAC is expecting
operations to commence for Petronas
in December 2015 and Total in
By building our own
equipment, we maintain a
competitive edge over the
competition when it comes
to complex projects.
January 2016. The infrastructure is
already in place with a fully operational base geared towards our
International Standards Organization
approved quality systems. Having the
training and competency department
in Brunei will strengthen our team in
the APAC region and ensure our local
contract is maximized. 
FROM THE EDITOR
O
n behalf of the Communications
and External Affairs (CEA) Team,
we would like to thank you for sharing
all of the accomplishments our great
company has achieved each month in
UNIFI. In addition to the newsletter,
we have also been working on a brand
new Corporate Literature
Brochure Suite that we will be sharing
in the beginning of 2016. This suite of
brochures will encompass a corporate
overview brochure, three application
brochures, three products and services
brochures, individual product
brochures and a spec sheet. We look
forward to sharing these brochures
with you to help you promote Frank’s
capabilities. 
If you have an article you would like to
share please email
[email protected].
UNIFI // 5