As Lamprell marks its 50th year, Gary Jones, Production and Construction Manager, reflects on his journey with the business, activity across the yards and the operational focus shaping the next phase of growth.
You’ve spent many years in the fabrication and construction industry. Can you tell us a little about your career journey and what led you to Lamprell?
I started my career as an apprentice welder with a large fabrication company in my hometown of Hartlepool, progressing to tradesman, supervisor and eventually site lead. After around 25 years there, I was introduced to Lamprell through a former line manager and, after an interview with Lamprell’s Yard Manager, I was offered the Construction Superintendent role at the Hamriyah yard, which I accepted.
One of the main reasons I joined Lamprell was the opportunity to take on a new challenge. Most of my career had been spent on topsides and jackets, but the project I was joining at Lamprell was a jack-up rig. After 18 months, I was promoted to Construction Manager, and a year later I became Yard Manager for Hamriyah.
How long have you been with Lamprell now, and what are some of the biggest changes you have seen during that time?
The biggest change has been the scale and breadth of the yard. Since I joined 15 years ago, Hamriyah has expanded significantly, including acquiring additional land in 2016 to support increasing project requirements and further expansion in 2019 to make space for the TP serial production line. The project mix has also become much broader. Alongside jack-up rigs, we now deliver PDMs and jackets for offshore EPCI projects, transition pieces for offshore wind farms and our traditional new build and rig refurbishment projects, which circles back to where we started 50 years ago. Over that time, Lamprell has also continued to invest in upgrading equipment, fabrication areas and expanding production capability.
As Production and Construction Manager, what does a typical day look like for you?
I usually start early, around 6am, to clear emails, deal with daily admin and prepare for the day before meetings begin. One of the first things I do is check in with the line managers across each production discipline at our Hamriyah and Jebel Ali yards. I want to understand what they are focused on and where they need support.
Every day is different. My week includes safety inspections, construction meetings, manpower reviews, yard coordination meetings, progress and cost reviews, COO meetings, operations improvement sessions and daily yard walks, where I can speak directly with the workforce. I usually finish the day reflecting on what we achieved, what still needs attention and what must be prioritised the next day. It is a very dynamic environment, so there is always an ad hoc element as well.
The Hamriyah yard is currently supporting multiple projects and work fronts. How would you describe the level of activity across the facility today?
Activity in Hamriyah is ramping up quickly. The RWE renewables project, which started in December 2025, is now close to peak manpower, with blasting, painting, and electrical work underway alongside fabrication and welding. We are also setting up an office in the yard for the Renewables team, which is nearing completion.
One of our offshore EPCI projects also started early, thanks to strong support from Engineering and SCM, and is progressing well as manpower builds. We have another offshore EPCI project that is also ramping up as drawings and materials arrive.
We have multiple rig refurbishment projects underway, and we are also progressing on a new build jack-up rig project.
Good progress is being made due to good coordination between departments and project teams.
The Jebel Ali yard recently came back online after being mothballed for a few years. How are things progressing there?
Things are going really well and moving in the right direction. Jebel Ali started fabrication works on its first offshore EPCI project in January 2026, and strong progress has been made over the past six months. Multiple work fronts are active simultaneously to support a demanding schedule, and overall, the first EPCI project being fabricated in this yard is on track.
The second offshore EPCI project is at an early stage and will ramp up over the coming months as materials arrive. This is encouraging given the pace at which a new team has come together and adapted to Lamprell’s processes and procedures. The team is focused on making sure everything is in place so that, when production increases, we are ready.
The yards support projects across oil and gas and offshore wind. How do you manage yard space between these two verticals and yards?
We hold a yard layout meeting with Engineering and other stakeholders, where we review the layouts month by month as projects progress. Each project is allocated space upon award based on the components to be fabricated. This yard layout also allows us to test where potential new projects could fit and identify any space constraints early. If constraints do arise, that is where the discussion takes place to resolve any issues and agree a solution.
What does it take to successfully manage a yard of the scale of Hamriyah, which is 800,000 m² with 1.2km of quayside, with thousands of people, multiple disciplines, and demanding project schedules?
For me, it starts with ensuring that the production and construction department managers set clear daily priorities aligned with project milestones. Alignment between our Engineering, Procurement and Fabrication functions also starts from project award, well before fabrication begins. We need to work closely with all departments to ensure the deliverables are in place so we can start successfully and stay aligned with project schedules.
High-performing environments start with a shared understanding of what success looks like. Strong communication and constant follow-up are fundamental between the production department managers, yard managers and all other departments, linking the pieces together to be successful.
Running a yard at this scale is about creating control through visibility, alignment through communication, performance through people and a happy team.
Safety remains Lamprell’s top priority. How do you maintain a strong safety culture when activity levels are increasing?
Maintaining a strong leadership presence on site every day is essential, with all production discipline managers and their direct reports visible in the yard. Zone leaders also carry out weekly walkthroughs and engage directly with the workforce. We encourage full use of the tools already in place, particularly pre-task checks used by both the workforce and supervisors.
Discipline is critical. There can be no shortcuts or bypassing of procedures. If a task cannot be carried out safely, it must be reported to a supervisor so that a safe solution can be found. Our supervisors are empowered to STOP work whenever necessary.
Looking back over the past 12 months, what achievements are you most proud of?
The first thing I would highlight is safety. Achieving a TRIR of 0.00 in 2025 is a result the whole team can be proud of and something you do not often see in this industry.
Getting Jebel Ali back online was another major achievement. A significant amount of work had to be prioritised and delivered in a short period to make it operational again. We also built and recruited a new team there, supported by experienced people from our Hamriyah yard, and I believe we have created a strong, high-performing operation.
More broadly, the level of yard readiness across the business, with all departments working together early, has been really excellent.
Lamprell continues to invest in new technologies, including the serial production line and robotic blasting and painting systems. How are these investments changing the way the yard operates?
Lamprell has invested in technology across the business and continues to look at where further investment can add value. This includes AI, digital tools, yard automation, tracking systems, planning tools and reporting, all of which are helping to improve productivity and visibility. Over time, these investments will support more predictable execution and better-informed operational and strategic decision-making.
What are some of the biggest challenges you face as Production and Construction Manager, and how do you approach solving them?
One of the biggest challenges can be keeping people motivated and happy in an industry that is demanding and, at times, frustrating. I work hard on that, and the team knows I am there to help remove roadblocks so we can operate effectively.
On a day-to-day level, the challenge is managing large-scale manpower across both yard and admin teams, ensuring project deliverables come through from all departments, coordinating multiple disciplines, maintaining safety under pressure and protecting schedules against constraints. I deal with that by staying visible on-site, maintaining close contact with department heads, working actively with HR, Engineering and SCM, ensuring alignment across teams, and focusing on quick problem-solving to remove constraints as they arise.
You have said one of the biggest challenges is keeping people motivated and engaged. How do you manage this, particularly during busy periods?
Defining clear objectives and priorities is a big part of it. Sometimes people look at everything at once, and it becomes overwhelming, so I try to help them break that down into what matters today and tomorrow, then work through the rest in manageable steps as a team. Ownership is important, but people also need to feel empowered to take responsibility and I encourage that.
Recognition matters too. A simple thank you goes a long way. The team knows they have my full support, whatever the issue, and I believe we have built strong trust and respect. Everyone has a voice and is encouraged to speak up.
Looking ahead, what excites you most about the future of Lamprell?
The future growth opportunities of the business are exciting. You can feel the willingness and the drive to build something even stronger at Lamprell.
After a busy week in the yard, what do you enjoy doing in your spare time, and how do you switch off from the demands of the job?
I love watching football, especially Liverpool FC. I am too old to play football now, and although I still think I can mentally, the body can’t! I also watch and play golf, and in general I enjoy most sports. I try not to look at my emails; now that is tough.
My wife Sarah and I like going out together, and with friends, for food and drinks at the weekend. That is usually the best way for me to switch off.
What is one thing people would be surprised to learn about you outside of work?
I was not a bad footballer in my day.