This document outlines an execution strategy for offshore cable termination activities, developed to address the gap between typical contractual expectations and the practical realities of offshore installation works.

It is intended to provide a structured approach to planning, preparation, and delivery, focusing on how work is organised and executed rather than relying on fixed output-based targets.

The objective is to highlight the key factors that drive performance offshore and to demonstrate how effective team structure, preparation, and sequencing can improve efficiency, quality, and overall delivery outcomes.

Offshore cable termination performance is often measured using fixed “ends per day” targets. In practice, these targets rarely reflect how work is actually delivered offshore.

2. Industry Context and Challenges

2.1 Current Industry Practice

Many offshore cable contracts still include “ends per day” targets, often based on legacy assumptions rather than actual offshore conditions.

2.2 Typical Expectations

1 cable end in ~35 hours

These targets do not reflect the realities of modern 66kV cable systems or offshore working conditions.

2.3 Root Causes

• Contract requirements are often copied from previous projects
• Limited consideration of manufacturer-specific requirements
• Underestimation of preparation activities and environmental constraints
• Lack of continuity due to weather, rotations and personnel availability
• Late engagement of termination and testing contractors

3. Offshore Cable Termination Requirements

At 66kV, termination requires:

• Heating and straightening
• Removal of water-blocking
• Manufacturer-specific cable preparation
• Controlled environmental conditions

These activities cannot be compressed into fixed time targets.

3.1 Operational Impact

• Pressure on jointers to meet unrealistic expectations
• Reduced quality due to time constraints
• Inefficient use of offshore time windows
• Programme delays when targets are not achieved

3.2 Effective Working Practices

Performance is not driven by:

❌ “ends per day”

It is driven by:

✔ how the work is prepared before termination begins

4. Execution Strategy

A structured preparation phase is critical to create a “window of opportunity” for termination teams.

Preparation should be carried out in parallel where possible.

4.1 Preparation Phase (Parallel Activities)

Block 1

• As-found survey
• Mobilisation of equipment

Block 2

• Pre-termination testing
• Asset protection (environmental control)

Block 3

• Cable stripping
• Unwinding of power cores
• Cutting of power cores

Block 4

• Hang-off installation & Earthing

Block 5

• HV Cable routing & Cleating
• FO Cable routing & Splice box installation
• Heating and straightening

4.2 Termination Execution Strategy

Preparation and termination should be separated into dedicated teams:

Preparation team:

• 1x FO jointer
• 1x HV jointer
• 2x cable technicians

Termination team:

• 1x FO jointer
• 2x HV jointers
• 1x cable technician

5. Delivery Model and Execution Approach

• Preparation completed ahead of termination window
• Work split across multiple teams and shifts
• Jointers begin with cable already in optimal condition

This approach:

👉 Creates a “window of opportunity”

👉 Allows preparation to be completed within ~2 shifts

👉 Allows termination to be completed efficiently within ~4 shifts

6. Key Execution Principle

The constraint is not the jointer.

👉 The constraint is how the work is prepared and structured.

Move away from “ends per day” targets and focus on:

👉 Team setup, preparation, and concurrent working

7. Key Delivery Principles

Very few contractors currently structure teams in this way.

Those that do:

✔ outperform

✔ reduce delays

✔ improve quality

👉 Performance is driven by effective team structure, preparation, and the ability to execute activities concurrently where practical.

8. Execution Assumptions and Delivery Requirements

The durations presented are based on an optimised execution strategy developed from experience and are achievable subject to design, appropriate planning, supervision, and resource deployment.

This approach assumes that suitably qualified personnel are available; however, experience shows that performance is more significantly influenced by how work is structured and executed than by workforce numbers alone.

Experience from offshore projects demonstrates that performance is not driven by fixed “ends per day” targets, but by how effectively the work is prepared and structured prior to termination activities.

Successful delivery of these timings is dependent on the early mobilisation of experienced project personnel, including Installation Managers and Supervisors, who are familiar with the methodology, sequencing, and lessons learned from the MUT. Clear roles, responsibilities, and expectations must be established to ensure effective coordination and productivity on site.

The execution strategy assumes that installation teams are deployed in a structured and efficient manner. Typically, a team of four technicians would be utilised to enable parallel working, with personnel split across concurrent activities where practical. This allows preparation activities to progress independently of termination works, creating a continuous workflow and avoiding idle time.

Supervisors play a critical role in ensuring that teams are set to work correctly and that tasks are executed efficiently. Where personnel are not effectively managed, or where activities are undertaken sequentially rather than concurrently, the planned durations are unlikely to be achieved.

The programme represents a best-case execution scenario and does not account for unplanned disruptions or external factors, including but not limited to equipment issues (e.g. damaged components or sheared bolts), access constraints, environmental conditions, or operational delays. Such factors are outside of installation control and may impact overall durations.

Accordingly, the durations should be considered achievable under controlled and well-managed conditions. Where these conditions are not met, the durations should be treated as indicative only and may be subject to variation.

If you would like to discuss how this approach can be applied to your project, feel free to get in touch.