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36 MTR March 2007

Anderson We will continue the strategies that I established two years ago, such as the continued develop- ment of remote intervention technologies and products and a sustainable network of regional support service cen- ters. These strategies, which are focused on delivering products that customers want with a support capability they expect, have been fundamental to the success of PSS to date and the corporate structure ensures a more sus- tainable investment in these strategies

MTR Technologically, what do you consider the most important developments by PSS in the last 12 to 24 months? The coming 12/24 months?

Anderson PSS has invested heavily in its new gen- eration ROV control system which gives us the platform for advanced capabilities and features. This allows us to develop a range of ROV products that will have capabili- ties and features to meet the challenges of deepwater con- struction and survey. We have already delivered vehicles that feature station keeping and integrated simulators and we have the platform for developing systems with full dynamic positioning and real time 3D visualization.

In addition, we have developed high quality simulation products that can be applied to operator training as well as mission planning and desk top simulation. I have no doubt that we have spent our development money wisely in the last 24 months and we have established a great basis for deepwater technology for the coming years.

MTR What do you consider the most important trends in your business to be?

Anderson Clearly, the continued trends towards deeper and deeper offshore development and the techno- logical needs of the industry are what drive's our business.

PSS has always recognized the industry demands for equipment capability and performance and providing our customers with equipment they can rely on. We believe that these fundamental requirements will become more and more important as operations are carried out in deep- er and harsher environments and PSS` technology strate- gy is geared towards responding to these demands.

MTR When we spoke in FL last year, you indicated one of your (and the industry's) biggest challenges was attracting enough qualified engineers. Is this still the case?

Anderson Definitely, we have worked hard at attracting young talent into our business and we need to be competitive in the employment market as well as offer- ing interesting and exciting careers. As well as attracting and developing our own talent, our simulation and train- ing systems can also go some way to developing engineer- ing skills to the subsea world in general. Our training pro- grams in Houston, in association with the University of

Houston, is offering subsea construction and remote intervention courses to engineering students as well as off- shore operational personnel.

MTR What do you consider the top priorities — proj- ect wise — for your company in the coming 12 to 24 months?

Anderson We will deliver the first of our new gen- eration vehicles later this year and that will be the fulfill- ment of an intense development program and, as men- tioned above, provides the basis for our future ROV tech- nology and business. In addition, we have opened our engineering and support center in Houston and I expect this facility to gain momentum quickly. The Houston facility will provide the template for similar support cen- ters in Aberdeen and Singapore, providing our customers with the best infrastructure for the supply and support of reliable, high performance equipment and service

MTR What is you vision for PSS for the coming decade?

Anderson My vision for PSS is that it will continue to develop and supply the most reliable remote interven- tion equipment that is supported by the best regional infrastructure. PSS will form the core of the Triton Group and provide the basis for an international group that is capable of designing, building and supporting a wide range of remote intervention technologies.

Martin Anderson,

CEO, Triton Group


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