SafetyNews 1 2016

1 Ed i t i o n

Safety News

2 016

Danish Business Unit

New Incident-Free

Life-Saving Rules Page 6

Control of Work to assist in improving safety

Hands-on learning strengthens the procedures

Understanding of the importance of preparing the job more systematically and unified.

Page 4

New training facility is a copy of the physical conditions offshore.

Page 12

4

Control of Work to assist in improving safety - We have to raise the understanding of the importance of preparing the job more systematically and unified.

12

In this issue Leading article

3

Control of Work to assist in improving safety Incident-Free Life-Saving Rules

4

Dialogue on behaviour before campaign against hidden corrosion

8

12

Global Safety Day

17

The HAVEN spins of energy

18

Tyra West shutdown Planning and information made the difference

20

The spinning room on the Haven burns off calories and increases the fitness rating of the colleagues.

And it is a good place to build knowledge and strengthen the care for each other.

18

Milestones 23 My Safety Story Most people just stood there and started to take photos with their smartphones

24

Introduction of The Incident-Free Life-Saving Rules Read more on page 6

Published by: HSE Editor: Simon Byrne Editorial staff: Conny Villadsen, Troels Rasmussen Layout: Marianne Friis Nielsen Any comments or feedback can be sent to: Safety@maerskoil.com

The training facility is a copy of the physical conditions offshore and has been built with spare parts from e.g.

Dan F and Roar.

The HAVEN spins of energy

New Head of HSE Danish Business Unit 11 Maersk Training Svendborg: Hands-on learning strengthens the procedures

Maersk Training Svendborg

leader

Let’s show the business what good looks like After I arrived as Head of Health, Safety & Environment (HSE) a few things struck me early on, an engagement at every level, an appetite to learn and a willingness to be the best we can be. These traits will all come in handy on the road ahead.

We have a business strategy and objectives to deliver that strategy, and our role as the HSE function is to support the business in that strategy by aligning all aspects of what we do towards delivery of our Incident-Free goal, this means support as required, challenge when necessary and act as a mirror to the business.

As you all know, in the DBU we have mature and ageing assets and maturing assets will give us challenges. The difference between success and failure is how we engage in those challenges.

Do we react correctly every time we see something – do we respond in the right way? Increasingly, the people barrier is more evident and important.

We must act as if every decision we take impacts a barrier, because it does.

As the final barrier, we are all potentially the weak link in the chain.

alone more than proves that the most important barrier of all is us.

it helps us get better at what we do systematically.

Our ability to learn from incidents and our willingness to apply lessons learned will be essential. The Dan FC Gas release demonstrated to us – in text book fashion – the deterioration of our barriers, it took us nearly 30 years to see the full extent of the deterioration, starting with design in 1987 and continuing through to inhibits and isolations just before the incident. This incident

The coming rollout of the Control of Work (CoW) and Life-Saving Rules (LSR) really addresses the challenge we face and will assist us in being the best we can be. Specifically regarding CoW there is nothing new and certainly nothing to be concerned about, it is simply reinforcing what we should be doing in the right way, supported by the LSRs. We should embrace that, as

To be the best mature and ageing asset operator out there requires that we do our base business very well and Incident-Free. Getting our day to day operation right is key to that success.

Let’s show the business what good looks like...

Simon Byrne, Head of HSE

Safetynews april 2015 3

Control of

Work

to assist in improving safety

The approach to the tasks is to be aligned to increase the quality and raise the safety level.

At the same time we have to define more clearly the authority and responsibility levels.

Maersk Oil to ensure that we obtain the same high level of safety in the whole organisation. It will happen via implementation of a five-step model which is to unify the way we prepare for the work and also improve our ability to learn from experiences.

We need to improve our learnings from incidents; we are not good enough at sharing the learnings which would enable us to become better together. When we perform the tasks, we should follow the best practice.

Find best practice

- It is our way of seeing and assessing the risks, our way of mitigating those risks, and our control with the ongoing work.

We are not good enough at it.

- We have to raise the understanding of the importance of preparing the job more systematically and unified. Today it is a fact that our approach to the tasks varies from Business Unit to Business Unit – and even internally in a Business Unit, where tasks are being performed in different ways from one platform to another, says Poul:

The Control of Work programme is now going to do something about this. The programme is being rolled out globally in

- The result is that we keep repeating errors; not just across Business Units but also internally in the Business Units.

We have too many HIPO’s in Maersk Oil. What is common for them is that they are the result of the way we prepare the work and deal with the changes in risks that arise during the performance.

- The root cause of many incidents is the way we approach the task, says Poul Nymand, Production Lead in Maersk Oil:

2 Safetynews April 2015

Control of Work is going to contribute to ensuring that the preparation for work globally in Maersk Oil is aligned and lives up to our standards and procedures.

- It is about ensuring that nothing is forgotten when preparing a job. When establishing a standard way of preparing and executing jobs all through Maersk Oil it will become easy to learn from each other and make use of the learnings, says Poul.

The Control of Work programme itself is a good example of making use of competences and experience across the organisation. Right now work groups across the organisation are reviewing all safety related procedures to identify the best ones.

- The work groups start from the knowledge we already have. The benefit from having performed the work in many different ways is that we have Reinstate a solid base of experience where we can look for the best model, says Poul.

- I expect that Control of Work will be integrated in the daily work and be part of Toolbox Talks, for instance. This is not a question of ticking off that we have now done something new to be prepared in the best way – it has to get out there and be vivid and be a way we work, Poul emphasizes.

Authority and responsibility

An element of Control of Work will also be to ensure that all involved parties know what goes into the work and what the risks are. It includes being aware of your area of responsibility – both Plan as far as the part you have a saying in and the part you are being held accountable for afterwards: - There is an important element in Control of Work which will ensure the definition of the roles ID when performing a piece ofHazard work. Everybody & Risk must be aware of who has which tasks and which responsibility. It is anAssessment emphasis of which Control role and authority you have as a foreman or a of Work supervisor.

But at the same time also a clear definition of who is responsible for us following the requirements of the procedures. We want to strengthen the authority and underline our expectations to accountability, says Poul.

sure a common standard with good results:

- It will mean alignment and at the same time ensure that we obtain a high, stable level which will not be deviated from with shortcuts. And taking into account the open collaboration across the organisaClear tion we will ensure that we are updated Training & at all accountabilities, competence times onroles the way & we work and that we will perform assurance responsibilities our work in the best and most appropriate way.

Hazard ID & Risk Assessment

Reinstate

Control of Work

By the end of the year a common terminology on Control of Work should be established as well as collaboration across the organisation. Control of Work must also be established as a part of the approach in the front line:

common procedures for the rform He is sure that newApply Risk across Maersk Oil will enWork approach to the work Controls

s, s, s

Plan

Perform Work

Standards, procedures, guidelines & audit

Apply Risk Controls

Clear accountabilities, roles & responsibilities

Training & competence assurance

Supported by HSE management system elements

Plan

Hazard ID & risk assessment

Apply Risk Controls Perform work & verify risk controls Reinstate & learn

• • • •

Incorporate lessons learnt Task planning SIMOPS Daily meetings

• Hazard identification • Risk assessment • Identify risk controls

• Permit to work • Risk controls • Life saving rules

• Tool Box Talk • Worksite active monitoring • Communication & Handover

• • • •

De-isolation, Test, Commission Pre Start Up Safety Review Close Out Activities Lessons learnt

ed by HSE management system elements

”It is not about ticking off having done something new to be prepared in the best possible way – it has to go out and live its life and be a part of the way we work.”

Poul Nymand, Production Lead in Maersk Oil

Safetynews april 2015 3

H

P

”The Life-Saving Rules list will guarantee the proper focus on the areas that put people at risk.”

Poul Nymand, Production Lead in Maersk Oil

What were we working on when the accident hit?

Eight Life-Saving Rules are to ensure that we know the work tasks in the oil and gas industry that potentially can kill us.

The oil and gas industry is among the global industries with the highest risk: When something goes wrong, it often goes very wrong. In 2014 there were 42 work-related deaths among the members of Oil and Gas Producers’ Associations.

Based on the statistics on incidents that lead to fatalities in the oil and gas industry Maersk Oil has now defined eight so-called Life-Saving Rules.

- We have analysed what was being worked on when the fatalities occurred, says Poul Nymand, Production Lead in Maersk Oil: - The statistics show that irregularities, changes and breach

of procedures are the causes of fatalities in our industry – and that they can be linked to the eight work areas comprised by the Life-Saving Rules, he says.

The Life-Saving Rules list will guarantee the proper focus on the areas that put people at risk.

- They are the subjects we are constantly working on: Correct work permits, working at height, isolations for instance. So the list of Life-Saving Rules is very much part of our understanding of vulnerability and not least the accountability that has to be there, says Poul.

”The Life-Saving Rules are a permanent initiative meant to draw attention to the vulnerability that is a consequence of the industry we are working in.”

Poul Nymand

6 Safetynews April 2015

The Incident-Free

Life-Saving Rules

Work with a valid Work Permit when required

Verify isolations before work begins and use the specified lifeprotecting equipment

Obtain authorisation before starting excavation activities

Obtain authorisation before entering a confined space

Protect yourself against a fall when working at height

Obtain authorisation before overriding or disabling any protective device

Do not walk under a suspended load.

Follow the prescribed lift plan

Wear a seat belt.

Do not use a phone or exceed speed limits while driving

Safetynews april 2015 7

Dialogue on behaviour before campaign against hidden corrosion Before rope access inspection campaign the Dan-Gorm Asset invited its contractors to a meeting on Incident-Free and a coordination of the expectations to the quality of the campaign.

Kenneth Dielemans from Dan-Gorm Asset puts into words and figures the risk elements that exist in offshore work generally and that the assembled group of rope access contractors experience in their daily work specifically.

A little over twenty rope access specialists from contractor companies such as Inspectra, Semco and Rambøll have been summoned and they contribute and listen in a very dedicated way. The purpose of gathering them before starting the mapping of the corrosion on Dan and Gorm is having a thorough discussion about the expectations to the work they are going to perform, and a focus on lifting the quality of the Toolbox Talks and ensuring a task based approach when preparing a Safe Job Analysis.

The task itself is complex and not without risks. Inspection is going to take place in places not accessible without rope; one of the most safety critical operations in the offshore industry.

But not only are the tasks in focus for Flemming Friis Knudsen, Team Lead in IRM in the Dan-Gorm Asset. So is also 8 Safetynews April 2015

the challenge of getting the contractors on the right track when it comes to Incident-Free and the safety behaviour he expects: - We want to make sure that our contractors understand what we want from them and that they live by our safety culture. This group already has a very high safety level and a high level of risk understanding. That’s natural when you perform your work hanging by the end of a rope! But to us it is essential that we know they have been updated on our wishes – not only on the concrete task but also on the safety culture, says Flemming.

Raise the bar

The inspiration for the course comes from e.g. the workshops which were held for approx. 150 colleagues from the accommodation rig Haven before start-up of the jobs on Dan and Gorm.

Here the safety culture was presented in due time to ensure it got into everybody’s backbone before the jobs were started. This is also the intention with this workshop.

- There will be a lot of stuff to concentrate on when starting the inspections, says Flemming: - When they have had an introduction to our Incident-Free culture and know how we expect them to behave, then they are already on the track and it should not be covered while they are working, he says.

One of the overall goals for Maersk Oil in 2016 is to raise the quality – also on Contractor Management.

- We demand more than before from the management of the contractor companies when it comes to ensuring quality all the way, says Kenneth Dielemans: - We want them to understand our goal for the safety culture and they must contribute to lifting all of us. It is not a goal ‘just’ to come home without an incident.

That is not a success or a quality mark.

We want to see more will when it comes to driving safety, he says.

Common vulnerability

The understanding of quality is important Not only in terms of personal safety for the rope access contractor but also for

”We demand more than before from the management of the contractor companies when it comes to ensuring quality all the way, ” the big picture. The work is about inspecting critical process pipes. Findings are to be photographed and estimated thoroughly in order to be repaired.

- We want our contractors to understand exactly where we are when it comes to safety and demands for quality, says Jeanett Bæk Dahl, Paint Engineer:

- They access the places we don’t. They are our eyes in the field – and in many places they will be the only pair of eyes.

We need them to understand both their own vulnerability when working with the job, and our vulnerability in case their work does not have the necessary quality, she says.

Kenneth Dielemans, Dan-Gorm Asset

Safetynews april 2015 9

What do you think about the day

– and does it fit into your own company’s safety culture?

Andy Wallach, Semco

”The meeting is a good initiative. It shows that Maersk Oil attaches value to the job and that it is important for the company that it is performed in a certain way. It is easy to adhere to the company’s wishes because we are invited to an honest dialogue and not just placed in front of a power point slide show where we are told what to do and what not to do. You can feel Maersk Oil’s dedication.” ”As a professional group we have a well-established standard for safety: Our benchmark is that our job is risky and that we have to do our utmost to minimize the risk.”

”I’m very impressed. They spent five minutes on the job itself, and then they started talking about expectations on behaviour and culture. No-one mentioned lines per day or how much we have to deliver. The subjects were just quality and safety.

Maersk Oil does not only want us to perform the job, they want it done in a way where we are safe and the quality is the best. That is a strong signal.”

Jeppe Lodberg, Inspectra

10 Safetynews April 2015

”We know that our job is quite serious, and we have been trained to ask all the questions and have a very thorough dialogue on safety before we start our jobs. There is not a lot of room for mistakes when using rope access.”

New Head of HSE Danish Business Unit Simon Byrne Date of Hire: 2015 Position: Head of Health, Safety and Environment Department: Maersk Oil DBU Industry Experience: 25 Years Previous Company: Maersk Oil Angola Home Base: Denmark

Simon Byrne transferred to Maersk Oil DBU as Head of HSE in October 2015 from Maersk Oil Angola where he had been the Head of HSE since October 2014. He provides overall management for health, safety and environmental aspects, including Maersk Oil’s Incident Free initiatives. Simon has 25 years’ experience designing, implementing and managing safety and security teams for major oil and gas projects globally.

“The bikes can go fast and I can fall down while climbing. But when you asses the risk and take the necessary steps to eliminate and mitigate, both motorcycling and mountaineering can be enjoyed without compromising safety,” he says.

Simon Byrne has dual citizenship; British and Irish, and has just relocated to Denmark with his wife Lucy, daughter Ava (7 years old) and son Fergus (3 years old).

From 2008 to 2010, Simon worked for Tullow Oil, where he successfully led the company through the first ever public hearing into oil exploration and production in East Africa. He delivered a ROSPA Gold Award, first Incident Free Year, two CSR awards and ISO 14001 certification before relocating back to the U.K. to take over Group Crisis Management and Security.

“Working in safety is universal: It is always about people! Onshore or offshore, in the mining industry or oil and gas – when it comes to safety it always essentially comes down to the people and the mindset they go to work with,” Simon Byrne says.

From 1996 to 2004, Simon was regional HSEQ Manager for the Asia Pacific area for Petroleum Geophysical Services (PGS). As HSEQ Supervisor for ENI, 2004-2006, he managed HSEQ for a major oil and gas project in Libya, build through commissioning and production.

”When it comes to safety, it always essentially comes down to the people and the mindset they go to work with.”

His career has been in businesses often viewed as having a certain amount of risk. Simon Byrnes’ view on risk is not to avoid it but to know all about it and to manage it well.

The owner of two motorbikes – a Triumph Café Racer and Ducatti Multistrada – and a keen mountaineer with both Kilimanjaro (5,600 metres) and Tian Shan (7,500 metres) under his belt, the key is finding safe ways to push boundaries:

As Regional HSEQ Manager Asia for Expro (2006-2008), Simon set the standard globally for Excellence in Operations and delivered a functioning and certified management system and security infrastructure.

He delivered successful safety campaigns that resulted in first ever regional LTI free year, leading to a group ROSPA Gold award as a result of sustained improved performance in the Asia Region.

From 2010 to 1014, as General Manager, HSEC & Operations for Rio Tinto, a leading global mining and metals company, Simon strategically lead the transformation of functional support teams by enhancing technical HSEC & Operational capability across Africa, Europe and Eurasia.

Delivering first ever incident free year and a best in class safety performance and safe delivery of a Potash and Uranium asset.

Safetynews april 2015 11

Maersk Training - Svendborg

Hands-on training

Hands-on learning strengthens the procedures On an oil and gas production facility in Svendborg, a group of colleagues is preparing to replace a valve. They go through the task bolt by bolt with a Toolbox Talk which is so authentic that you may think that there may be significant oil and gas deposits in the South Funen underground.

There isn’t. Even though the production facility is an operational and accurate copy of the facility you see offshore, it stands on dry land at Maersk Training Center. It runs on rapeseed oil or water instead of crude oil and the gas in the piping has been replaced by pressurised air.

What can be produced on the facility is nevertheless extremely valuable: The facility produces namely learning.

2016 12 Safetynews April 2015

- It is extremely difficult to sit on a chair and learn a procedure. It is much easier to learn with the hands, says Claus Kofod Jørgensen, platform supervisor on Dan F and one of the initiators of developing the training facility which has just been inaugurated.

The facility focuses just on hands-on learning: - Our starting point must be that we ask ourselves: Who is it, we want to learn what? says Claus: - I have a craftsman background and like to touch the things I am going to learn. Personally, I can imagine if some of our colleagues offshore think there is much reading. We learn differently. Some understand best by looking at a diagram, others get the most out of reading an instruction and others shall use their hands. The method is basically unimportant - as long as we learn.

Many more potentials

The facility looks very much like an offshore installation. Many parts and pieces from e.g. Dan F and Roar have been used to build the facility which then comes so close to offshore reality as possible.

It appears clearly from the concentrated faces of the colleagues who train on the facility that we have succeeded very well. Another proof is the

The training facility is a copy of the physical conditions offshore and has been built with spare parts from e.g. Dan F and Roar.

In the piping there is rapeseed oil, water and pressurised air to imitate oil and gas.

The facility has been designed to enable both the training itself and supervising the training, and there is also a ’control room’ from where the process can be followed.

fact that errors of the existing procedures have been found when working on the training facility!

Vividness is essential: - Recognisability makes a difference. There will be people who in the classroom can look at the diagram and read the procedure and still be in doubt. When they go through the drawings on the facility, they grasp it immediately, says Claus.

At the same time, recognisability is important to eliminate interpretation.

- As everyone shall be trained on this facility, everyone will get exactly the same instruction. It reduces the flexibility of the interpretation of a described procedure. We do the things in the same way and align the procedure, he said.

According to Claus, there are many potentials of the hands-on training facility.

The course

- The training we are providing now is just the tip of the iceberg. It is quite obvious to utilise the facility for many other things. For example, to run the next new process procedure through a live test course on the facility before it is released.

Likewise, it is advantageous to train vessel inspections here and expand with both appreciation of component/ control valve and even an entire X-mas tree, he says.

More than 400 colleagues will attend the course.

There are eight persons on each team. Colleagues with over two years’ experience shall go through a two-day course while colleagues with less than two years’ experience shall attend a three-day course.

It goes for both courses that the teams are put together across assets and the functions and onshore/offshore are also mixed. The purpose is to get a mix which can also give exchange of experience; according to Jesper Heldorf Fredskild, People Skills Instructor at Maersk Training, knowledge sharing between the participants on the first team has been distinct and has given good professional discussions.

Each time, a highly experienced colleague will participate on the teams with less experienced colleagues.

”The penny drops differently from person to person. Hands-on training ensures that it drops for everyone! ” Claus Kofod Jørgensen, platform supervisor and initiator Safetynews april 2015 13

Hands-on training Maersk Training - Svendborg

Exercises based on the real world It contains rapeseed oil, water and compressed air, but furthermore the training simulator is the real deal and so are the problems. When the course participants train process procedures at the training facility, they work with actual cases cases which have had an impact on either safety, production or environment. For example, a case is used with a removed 14 Safetynews April 2015

level transmitter which resulted in a double shutdown on two platforms.

For course participants with limited offshore experience, the training focuses on repetition and gaining confidence and routine. For the persons with more expe rience, several of the exercises include pitfalls and errors which are going to be found.

2016

Claus Kofod Jørgensen, Platform Supervisor Dan F (to the right) is one of the originators of developing the training facility which has just been opened. Kim Hagen Thomsen, Production Engineer in Tyra Asset, was also in the group that has developed the new hands-on training facility.

“We are strengthening the competencies in the front line” With a training simulator, specific incidents and identified causes are addressed.

Kurt Normann Nielsen, Executive Project Advisor at Maersk Oil and one of the originators behind the simulation facility at Maersk Training in Svendborg, expects a clear competence boost of the new training potentials.

A boost which will cause fewer incidents.

- We have had several incidents where the common characteristics have been the lack of competencies in the front line, says Kurt:

“The procedure is of no value without awareness” - I spoke with my colleague Erik who is a welder. He said that he had never seen so much paper since he started working offshore.

So says Kim Hagen Thomsen, former Production Supervisor and now Production Engineer in Tyra Asset and a member of the team which has developed the new hands-on training facility.

He is happy that there is now a training facility which makes a difference in comprehension.

- It’s about giving Erik and the other colleagues the best possible opportunities to perform the work in the way we want.

It is already described in the procedure, but - the procedure has no value unless the person who is working with it has the right awareness and knowledge, says Kim. - Erik is a welder and he has been employed on the basis of his apprentice certificate. He has no qualifications in converting a procedure of many pages into awareness. Maybe he can, but - it’s not a reasonable expectation to have, he says.

”You will not be good at football by reading about it. You will be good at football if the game is explained and shown to you and if you practice. Why should it be any different with procedures?”

Kim Hagen Thomsen, Production Engineer in Tyra Asset

- The investigations of for example some of the incidents we had in the summer of 2014 have shown that we had the best intentions. But we did not have the required competencies. This is what the facility allows us to address now: We strengthen the competencies in the front line.

Kurt considers training as very essential.

- Several of our HIPOs deal with handling of process plants and equipment - not with the equipment itself. Essentially, our technicians, operation assistants and supervisors have the professional competencies required to solve the task. But they may lack significant competencies like the ability to communicate during handover or the understanding of how important a good dialogue is when the task is being performed. As an example, the interaction between procedures, control room and the operation technicians is not good enough, says Kurt, who also would like to see that the facility is used by Maersk Oil’s other business units, such as the UK and Qatar: - Here we can train live and here we can build the tangible insight, the interaction between procedures, control and the technicians on the installations, which make a difference. We are moving towards a better interaction between procedures and people and that is a major boost, he says.

”We have had several incidents where the common characteristics have been the lack of competencies in the front line.”

Kurt Normann Nielsen, Executive Project Advisor in Maersk Oil

Maersk Training - Svendborg

Hands-on training

There will be much less to discuss Production technician on Tyra East Leif Munk Christensen and production assistant on Halfdan B Søren Würtz Elberg in class room preparing replacement of a spare part.

Afterwards they are to solve the task by following the plan at the training facility.

Having worked for 9 years on the North Sea, Leif Munk Christensen, production technician on Tyra East, is an experienced offshore worker. Nevertheless he opened his eyes wide an extra time when he attended the first course on the hands-on simulator at Maersk Training in Svendborg: - One of the quite big eye-openers has been how differently we understand a text. If someone doubts the value of this course, they should just listen to the opening remarks in the classroom: We have got the same information, but I can tell that we get something different out of it, says Leif.

His colleague Søren Würtz Elberg, production assistant on Halfdan B having 25 years of experience, has the same experience: - It is very interesting to see how differently we do things from person to person and from platform to

platform. It is thought-provoking that a procedure which has been written with as little room for interpretation as possible can nevertheless be understood so differently, he says.

The biggest gain

Both course participants have experienced great value of the course. They have learned a lot from the colleagues from the discussions in the classroom.

- Hands on training on the plant will be a big gain for many new employees. We, who are more experienced, benefit very much from the discussions in class. The discussions are really good. We exchange experiences, we listen and discuss. We get lots of inputs as we are gathered across platforms and from onshore and offshore. This sparring is really valuable, says Leif.

The realistic plant hits the nail on the head: - The Toolbox Talks in the classroom are really good.

But something happens when we go to the plant and stand there with our safety shoes, helmet, goggles and overall and have our hands on the machinery! We actually write the yellow notes; we can see that the valves respond. It is something else, says Søren.

He is not in doubt that the course makes a difference: - I have worked offshore for 25 years for Maersk Oil: This is the biggest step for improving our process safety since Incident-Free, he says.

”It underlines a feeling of vulnerability when you see how differently we understand the same procedure.”

2016 16 Safetynews April 2015

Leif Munk Christensen, production technician on Tyra East

2016

Global Safety Day 28 April 2016 We encourage everyone in Danish Business Unit onshore and offshore to mark/book this date in their calendar in order to participate.

This year’s themes will be rolling out The Incident-Free Life-Saving Rules.

More info will follow in due time.

Safetynews april 2015 17

The Haven

y g r e n e f o s spin

ses rns off calories and increa bu n ve Ha e th on om ro The spinning knowledge d it is a good place to build An s. ue ag lle co e th of g tin the fitness ra each other. and strengthen the care for en has an The accommodation rig Hav ng room nni spi ged extremely well-arran s ma Tho and n and Søren Rasmusse caff old er/s rigg and ger Rus sel Jensen, lag Dan on ly, tive pec res assisting foreman, ir the and ir the get F have used this to up. e rat colleagues’ heart rs but they None of them are ins tructo dge from have experience and knowle s has more ma many years of training. Tho nce and erie than 30 years’ exercise exp and ing as he has always liked exercis

Safetynews April 2015

for training of spinning bikes are available rcise has to Haven: the positive eff ect which exe the on the 16 spinning bikes ablished a mind and bod y, he quickly est re per sons have - We are ver y glad that mo spinning team. joint training joined the team. Spinning is dhan d goo a re we we , ing pate at his /her - At the beginn where everyone can par tici e, tim in But s. son per e thing about it: ful – eight or nin ow n level. That is the good te Qui us. ed join e hav s being worse more colleague you do not get the feeling of the in ive act ng bei of joy m for both a lot share our than the others. There is roo s. say s Thomas. spare time, he the elite and amateurs, say ning team spin the s, day 14 of turn a During nt dialogue res t day s incor- A diff ere l trains 10-11 day s with 3-4 are already evident. Severa ults The res n one and wee bet is day g nin of trai A run d. g por ate colleagues have an increasin y one or two three hours – and usually onl

r in another way he ot ch ea of re ca ke ta e ”W the spare time, too. when we are together in ve a bad day when You cannot hide if you ha .” you sit on an exercise bike Thomas Rus sel Jensen, Dan

F

now able to form and more of them are three hours. and par ticipate in both two Haven is also the on The social run of form aspect of the is increasing. Precisely this the most. s like s ma the training which Tho athlete al tion rea Bec ause as an avid rec subseand ut rko his per sonal cardio wo the But d. ere cov quent well-being are p: shi gue lea social par t requires col erence that - Socially we feel a clear diff ed. The diathe team has been est ablish logue changes, he say s: theref ore we - You see, it’s hard to spin, we talk in cannot talk all the time! But g – both bet ween – about everythin training. It’s during training and out side come here my impres sion that people cohesion and jus t as much bec ause of the rcise. the fellow ship as for the exe same way He also mentions that in the ped in elo dev good fellow ships have

team and a card club and a Ping-Pong ced film odu intr some colleagues have e in the urs rco evenings. The social inte ction and isfa sat spare time is vital to job the colfor e car , when you are doing fine leagues increases. in another - We take care of each other the spare in er eth tog way when we are have you if e hid not time, too. You can rcise exe an on sit you a bad day when ng it ridi bad a e hav you bike. And when your ask ll sha you t tha might be a signal ay. Both the colleagues for help jus t tod the care to and p hel for courage to ask eng thened str are ng doi ask how you are mas: Tho s say g, inin by our joint tra ter and he - I get to know my mate bet is not a taboo get s to know me bet ter. It a good opporon having a bad day but it is ue. tunity to get a closer dialog

” We put together some prog rammes where ever yone can participate. It is about getting your hear t rate up and keep motivat ion and find your ow n level – wh ile being part of a great fellow sh ip.”

Thomas Rus sel Jensen, Dan

F

Safetynews april 2015 19

Planning and information

made the difference

Last winter’s comprehensive shutdown on Tyra West was carried out Incident-Free and was handed over three days before time. Thorough preliminary work and regular dialogue were behind the success.

Last winter’s planned shutdown on Tyra West was comprehensive and complicated. An upgrade of the control system on the B compressor, work on two expanders and completion of PVI on several vessels, etc. were part of the scope.

With Tyra West as gas export hub for the entire North Sea, it was at the same time a prerequisite that the production should be maintained during the work.

A thorough shutdown planning was carried out by the departments onshore in close dialogue with offshore during this, and on 2 December 2015 the shutdown 20 Safetynews April 2015

work began, says platform supervisor Kent Husted Kjeldgaard: - The planning has been very comprehensive due to many considerations: Maintenance of the production, many persons in the same area and at several levels above each other, e.g. logistic challenges and limitations due to life boat capacity.

All the job elements have been discussed thoroughly to find the optimal path through the work, he says.

From information to dialogue

Learning and experiences from previous shutdowns were incorporated in the planning – both the ones that went well and

the ones that went less well. The learning points from the A compressor shutdown the previous year was implemented by the shutdown planning team and led to strong plans.

The ambition was to complete the shutdown Incident-Free. That is why we analysed previous incidents to find the reason.

A common characteristic turned out to be lack of information. The planning has been thorough but they had not kept each other sufficiently informed during the job and during handover of tasks, says Kent.

Consequently, first priority was a thorough level of information. Prior to com-

”Everyone should feel that they were involved and part of something big. It was a success.”

Platform Supervisor Kent Husted Kjeldgaard

The shutdown was planned to run from 2 December 2015 until 14 February 2016. It was completed on 11 February 2016. The shutdown was carried out Incident-Free.

mencing the work, the entire crew held several information meetings where activities and the order of those were outlined – and during shutdown, the information was given via posters in the bridge module and at day-to-day meetings morning and evening for coordinating the activities.

An important point was to ensure that the information occurred as a dialogue: - Our intention was that everyone felt as part of the team. That is why it was not only about telling what should happen but also to hear about inputs and proposals for change and that the management responded to what it was told. The inputs which were presented at the day-to-day meeting were incorporated into the plan at the daily meeting in the supervisor team. In this way, the challenges with the first expander were quickly clarified and this caused that the onshore team optimised the job on the other expander, says Kent: - During the course of work, we got many good inputs which resulted in optimisations of the day-to-day work.

The shutdown was carried out Incident-Free. During the shutdown, a potential situation occurred, however, where a lifting eye on a 20 tons gas cooler was deformed when being lifted. A re-assessment based on safety meant that the process was depressurised and the cooler was placed safely without incidents. No chances were taken. The gas cooler was shipped onshore and quickly returned and mounted without problems.

Small envelopes with candies were exchanged when the job was handed over between trades or teams. Messages were printed on the envelopes to ensure a good dialogue about safety.

Candies with a message

Besides the good communication between management and employees, we worked on ensuring a good dialogue between the various trades. Prior to the shutdown, a campaign focusing on handover of risks at the job was completed.

- The people gave inputs to what was important and where information might be lost. The inputs were collected in brief statements which were printed on envelopes with candies. They were handed out at the work place, at Toolbox Talks and at change of duties to encourage the dialogue, says Kent.

All in all, the shutdown was a success. Focus was kept, the Incident-Free ambition was reached, production was maintained in high spirits all the way – and the work was completed three days before time.

- Thorough planning was vital to the good implementation. Learning and experiences from previous shutdowns were part of planning and ensured that we have the right overview of tasks and resource requirement. At the same time, we had thorough supervision and dialogue between on- and offshore all the way. It created the required strong team spirit, says Kent.

Safetynews april 2015 21

- Continued from the backpage

Dialogue gave strong teamwork The dialogue between management and employees and across trades is vital to the teamwork which resulted in a good shutdown.

Good planning, regular dialogue and sufficient time for the tasks were vital parameters for the shutdown on Tyra West being carried out as well as it was.

This is what Niels Holm assesses. In addition to being a rigger and a scaffolder on Tyra West, he is also a safety representative and an Incident-Free ambassador there, he is thus more than ordinarily committed to the safety aspects of the work and he highly praises for the carrying out of the shutdown: -All the way, we have felt that it was a common task. We have been informed at a really good level and we have been able to give inputs both during the planning phase and during the shutdown. At the same time, we felt that we had the necessary time to do the job properly, he says.

When you carry out a shutdown of this size, a lot of colleagues from various companies and trades are involved. The work of ensuring a good dialogue across the trades has been effective and the teamwork in the joint group has been very good: - Quite often, the tasks of a shutdown involve colleagues who do not usually work together or know each other very well, e.g. Efforts have been made to ensure a mutual dialogue – also across.

The dialogue gave a strong teamwork.

We worked in the same way as we do every day. If a team has completed the task at one place and another team was behind schedule, we helped each other.

The daily adaptability, because you know each other well, was maintained, says Niels Holm.

22 Safetynews April 2015

- We brought them to our house but we didn’t dare bring them inside.

There was a strong wind and a cloud of fire from their house to our house.

Sparks were pouring down on our roof and into the gutters where they went on burning. We were sure that our house would ignite too so we didn’t dare bring the neighbours into our house because we were not sure we could get them out again in due time, says Brian.

Instead the neighbours were wrapped in clothes, blankets and sheets and placed in the driveway. In the street people stopped and looked at the scenario. A local doctor who lives further down the street assisted, and shortly after the first emergency vehicle arrived. Then Susanne and Brian dared to bring the neighbours into their house.

- I remember being angry with the audience. They looked at the flames, at us and our neighbours in their blankets, Susanne says: - They didn’t offer to assist. Most of them just stood there and started to take photos with their smartphones!

Not until the doctor quite harshly ordered some of them to do something did it help.

- It was really strange, says Brian: - Nobody really did anything, and the little they did was wrong. Somebody tied the dog to a pole, but it was too close to the burning house and a very short-sighted help so we let it loose again. Our former local policeman also asked if he could help. The rest were just watching, he says.

MY safety story

Incident-Free ambassador:

Bring the culture home

Brian himself was calm and able to take action. He also had enough overview to warn the owners of two old houses with thatched roofs; they were in the wind direction of the rain of sparks from the burning house, and he advised the fire chief to let one or two fire engines pour water onto the houses – an advice that was followed.

- You never know how you would react when it becomes serious. But I found out that the many years with training had gotten into my backbone. I acted instinctively. I was very conscious about not taking any chances myself and at the same time aware that I had to make a difference, he remembers.

- I am so glad that both Susanne and I reacted the way we did. And there is no doubt in my mind that those eight years as a Maersk Oil employee means something to why I act the way I do, says Brian.

For instance, in their house the couple has installed interlinked smoke detectors, candles have been replaced by LED light, and in the bedroom on the first floor they have a rope ladder. Brian is the chairman of the local sailing club and initiated the purchase of a heart starter in the club house last year – with earnings from the slot machine with beverages in the club house. He also arranged that a local paramedic held a dozen heart start and first aid courses for the community.

- The thing is that it makes sense to bring with me back home the safety culture that I have at work, he says.

M ilest o nes

31 December 2015 Esvagt Server celebrated 3 years without LTI’s.

14 Januar 2016 Esvagt Preventer celebrated 14 years without LTI’s.

• Gorm

18.12.15 1 Y

• Esvagt Server

31.12.15 3 Y

• Esvagt Presenter 14.01.16 14 Y • Esvagt Bravo

23.01.16 16 Y

• Esvagt Protector 25.02.16 20 Y • Halfdan A

07.03.16 5 Y

23 Januar 2016 Esvagt Bravo celebrated 16 years without LTI’s.

25 Februar 2016 Esvagt Protector celebrated 20 years without LTI’s.

Esvagt Protector

Esvagt Protector celebrated 20 years without LTI’er .

Deadline on the next number of SafetyNews is 18th August 2016.

HSE Dashboard

Safetynews april 2015 23

MY safety story

The Skjold field technician Brian Lund and his fiancee Susanne Gertner Hansen rescued an elderly couple from their burning house.

”Most people just stood there and started to take photos with their smartphones” The old marina in Stige, a part of Odense, is as peaceful as a picture postcard, and Maersk Oil technician Brian Lund lives here in a 100 years old house just in the middle.

The house next door is just as old and it used to be a bakery, but on November 24, 2015, it was anything else than the smell of home baking that filled the air.

- Susanne, my fiancée, was on her way home from work, and she thought that someone was using wet wood for heating. The street was filled with smoke, says Brian.

Susanne Gertner Hansen parked the car and went round the house for a check. Dark smoke came out from the roof of the neighbour house, and she rushed to get hold of Brian.

- I rushed outside, and the flames from the first floor were already three meters high.

The neighbours are an elderly couple with a very poor health. They are both confined to bed most of the time; the husband is facing an extensive operation, and the wife is both heavier than most people and unable to walk on her own.

- The couple’s one son is on sick leave taking care of them, and as I ran to the house, he had been able to help his mother to the front door, amazingly enough. We took her out of the house and helping each other and with the aid of her walker and one small step at

SafetyNews

the time we lead her down the garden path.

In the kitchen I found her very confused husband. The house was filled with smoke and he was looking for his cigarettes. The son was also somewhat confused and unable to call the fire brigade. As Susanne and I both were quite calm, we took over control, says Brian.

A rain of burning embers

Susanne called 112 (the Danish 911) and brought the neighbour wife who was wearing nothing else than underwear out on the road while Brian got the husband out of the house. Then he went back in to fetch the dog.

- When I came back out, the husband just stood there watching the fire. The roof plates exploded and it was raining down with burning embers and sparks. I pulled him away from the sparks – and then the dog ran back into the house.

He ran back for the dog, and when he managed to chase it out again, he met the neighbour on his way in – he had come to think about something that he had to fetch in the house. But at that point the house was overwhelmed by flames, and Brian had to grab the confused neighbour in a firm way and get him out.

- continues on page 22

If you or your loved ones have a story you would like to share and believe there is a learning experience for us all, we invite you to contact us. Any story with the topic of personal relationship to Incident-Free and our safety commitments will be much appreciated. Contact mail: CEV006@maerskoil.com We will have a prize for the colleague whose story we bring.