Philippe Levy

The Energy Plant Unit is proposing EPCIO services for Offshore and Onshore projects (Oil, Gas, Wind, Power…), from early development to operations management. Our yards offer capacity to projects and execution certainty.

FAIR VISION unifies Sport and Artificial Intelligence, by connecting Stadiums to Communities. Using a solar-powered wireless technology, without any staff, a system of cameras is automatically producing, high-quality, live and on-demand broadcasting on multi-support devices. The system is also proposing on-the-go individual and collective performance metrics, without any chip in the ball, nor GPS in the jersey. FAIR VISION’s ambition is to connect Stadiums first and foremost for Amateurs (masculine and feminine), hence boosting the local profile of sports and reducing the technological fracture with the professional world. The Start-up is invited to attend the Consumer Electronics Show (CES) in Las Vegas, 2022.

Functional Reporting to Managing Director, Floating Production Systems Leader of 300 people • Instilled best practices of project management, project controls, tendering and client relationship building • Developed a Pipeline of opportunities of 2 billion USD for Floating Platforms in Gulf of Mexico • Managed Pre-FEEDs and FEEDs for Mexico and Brazil • Managed Portfolio of projects for FPSOs and Semis • Supported Research and Development for Floating Offshore Wind, CCUS and Digital Projects

Reporting to Chief Strategic Officer Leader of 50 people • Managed a Pipeline of opportunities of 50 billion USD, comprising all Product Lines • Managed Strategic and Key Accounts (Exxon, Shell, Petrobras, BP, Total…) • Managed Strategic and Key Alliances with TechnipFMC, Schlumberger and Baker Hughes • Laid groundwork for diversification opportunities from Oil & Gas into Alternative Energy/Renewables markets • Assessed the impact of newly large enterprises/merges in future business • Worked on M&A scheme for integrated subsea-to-surface solutions

Reporting to SBM Offshore Board of Management Member of SBM Offshore Executive Committee / Member of SBM Offshore Operations Committee Board Member of 2 Joint-Ventures operating units for Shell and Petronas Leader of 300 people • Leader of the Execution Centre for all Corporate, Business, Projects and Operations services • Chartered a sustainable path through a turbulent period of economic downturn. • Orchestrated seamless restructuring of the company to expand footprint into dedicated market sectors • Overcame extremely challenging market conditions to secure 2 years of backlog orders • Managed Petronas key Account • Developed Local Content Strategies with Vendors and Yards

Reporting to SBM Offshore Board of Management Member of SBM Offshore Executive Committee / Member of SBM Offshore Operations Committee Board Member of a Joint-Venture operating units for Petrobras Leader of 300 people in the Execution Centre, 5000 people in Brasa Module Yard Provided vision, direction, and strategic leadership to evolve the organisation into a preeminent leader in Brazilian Offshore Oil & Gas Projects. • Created a highly effective Local Content Strategy for securing new FPSOs in Brazil • Founder of SBM Offshore Brazil Execution Centre (300 people in 2 years) • Founder of Brasa Shipyard (with a peak of 5,000 people in 2013). Setup Corporate (HR, Finance, QA, HSE) Functions. Embedded an Incident and Injury Free programme that delivered above industry HSE statistics (4 years without an LTI over 18 million workhours, 32 modules, Integration and Commissioning of 4 FPSOs) • Managed Petrobras Strategic Account • Drove significant growth in the region with 2 key wins (Backlog of 9.5 billion USD) • Held Project Director responsibilities for the Tender and the Execution of 3 Brazilian FPSO projects with high local content (Cidade de Paraty, Cidade de Ilhabela, Cidade de Marica)

Reporting to Chief Operations Officer Leader of 350 direct people in 3 Execution Centres (Monaco, Schiedam, and Houston), Leader of 12 million manhours in 2 Shipyards (Singapore and Angra dos Reis), 3 Module Yards (Rio de Janeiro) • Held Project Director responsibilities for the Tender and the Execution of FPSO P-57, a Brazilian FPSO project with 65% local content • Delivered the unit, 2 months ahead of schedule, with 2 digits profit margin, and without any LTIs

Reporting to Chief Operations Officer Leader of 125 people in 4 Execution Centres (Monaco, Schiedam, Houston, and Kuala Lumpur) • Managed Supply Chain Services for Proposals, Projects, and Operations, across the group of companies • In charge of negotiations for high-value and critical equipment • Responsible for providing manpower, discipline procedures and tools on Projects • Monitored a range of KPIs related to Supply Chain performance, for Purchasing and Post-order manufacturing phases

Reporting to Chief Operations Officer Leader of 150 direct people in 2 Execution Centres (Monaco and Schiedam) Leader of 6 million manhours in 1 Shipyard (Singapore), 2 Module Yards (Singapore) • Held Project Manager responsibilities for the Tender and the Execution of FPSO Marlim Sul, a Brazilian FPSO project with 7% local content • Delivered the unit on schedule, with 12% profit margin, and without any LTIs

Reporting to Chief Operations Officer Leader of 40 direct people • Created the SBM Corporate Intranet System, SBM first knowledge management system, interconnecting all execution centres and sharing online documents for sales, tenders, and project execution activities • Held Project Manager IT and IS responsibilities for the M & A between SBM Offshore and Imodco USA • Management of Intranet & Internet, Information Security, Information Systems development, Worldwide Networks, Worldwide IT procurement, IT assets, IT Quality, Multimedia Note: Started as Software Engineer in 1995 and grew up in the organization up to being promoted Group IS Manager in December 1999.