DANISH BUSINESS UNIT
The storm Urd passed through Tyra East The storm Urd raged when it hit the North Sea and Tyra East on 26 December 2016 Read more on page 4
CMS PIMS
Life-Saving Rules
- increases safety and the overview of the projects’ planning og execution. Page 18
Over six weeks, DBU have faced the Maersk Oil’s Life-Saving Rules. Page 26
1 EDITION
Safety News
2 017
The storm Urd passed through
4
The storm Urd became a challenge for Tyra East because the platform lies low.
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In 2016 50 years had passed since Maersk Oil found the first oil in the North Sea. Excellent exhibition at the Fishery and Seafarers’ Museum in Esbjerg is worth visiting.
In this issue Leader
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The storm Urd passed through
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Patrick Gilly Safety must always be our first priority
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50 years with oil from the North Sea
50 years with oil from the North Sea
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Control of work
Planning - results in efficient & safe performance
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Control of work - - The positive development continues in 2017
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Offshore HSE Superintendent David Little
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The starting signal for DBU’s implementation of Control of Work (CoW) sounded in 2016, and 1,700 persons attended a course during autumn 2016. The participants were both Maersk Oil employees and contractors and they have positively welcomed both training and the global CoW initiative.
CMS PIMS - World Class Project Execution System
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ENSCO 71 celebrating ’A Perfect HSE period’
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Bringing in innovation with a safety mindset
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Waterblast is better than sandblast
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Milestones
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See yourself in the Life-Saving Rules
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Seeing yourself in the
Life-Saving Rules Over six weeks, DBU have faced the Maersk Oil’s Life-Saving Rules.
Read on page 26 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
2 SAFETYNEWS MARCH 2017
LEADER
Continue to see yourself in our
Life-Saving Rules
Last year, Maersk Oil DBU reached several significant milestones in safety. In our determination to work together safely we have delivered almost the same amount of hours as 2015 and more than halved our Total Recordable Incident Frequency (TRIF), no mean feat (2.13 down from 4.93). In real terms that means that less of our colleagues were exposed to injuries, we have platforms on zero incidents, and our TRIF rate is at its lowest ever. Last year, we had 7 high-potential incidents (HIPO) – 6 of the 7 HIPO’s were dropped objects. This has to be a focus for 2017 along with process safety. We need to continue our journey on personal safety and assure ourselves on process safety while always having the continued recognition of our vulnerability.
Over the coming year, embedding the new organization across the DBU, the deployment of HSE Site Safety Advisors to work on all platforms where we have Platform Supervisors and the Front Line Leadership Development Program should enable us to continue our journey towards Incident-Free. De-manning a platform has never happened before in our history but just after New Year’s Eve, we experienced the first de-manning of an asset, as storms made it necessary to vacate Tyra East. Reflecting on the situation and how it was handled reminded me that with planning and preparation we can manage our exposures effectively and safety. Well done to all concerned. Over the next months, we will be following through on the embedment of our Life-Saving Rules-programme. We have had photo booths set up at the Britanniavej Office and Esbjerg Airport; thanks to you all who participated in
the See Yourself in the Life-Saving Rules-campaign. On 28th April, we look forward to Global Safety Day. This year the theme for OneDBU will be about how we all are safety leaders, our focus on dropped objects and being a learning organisation. On a personal note: Thanks to everybody for looking after each other, recognising our vulnerabilities and keeping each other safe for the past 12 months. It has helped us deliver on our TRIF targets, and provided a major step change for personal safety performance in DBU. We are very excited about the next part of the journey towards Incident-Free. Finally from those of us who are in Britanniavej we look forward to welcoming our colleagues from Oslo Plads to Esbjerg in the coming months! Simon Byrne, Head of HSE Department, Maersk Oil Danish Business Unit
SAFETYNEWS MARCH 2017 3
The storm Urd passed through The storm Urd raged when it hit the North Sea and Tyra on 26 December 2016: ”I was asleep on the Maersk Guardian when the big wave hit at midnight. It was the one activating the emergency alarm, and it had an impact inside the platform,” says Ole Ovesen. As a discipline engineer of piping and structure, he was walking the check round together with the production supervisor and some colleagues from production the day after the storm to inspect the damages prior to start-up of Tyra.
The gangway below the bridge module for the drain container was knocked askew.
”Several gratings had been damaged and some pipes have moved and the gangway below the bridge module for the drain container was knocked askew. It was probably here, a wave had hit. The waves had also hit the west side of the E-platform and had torn down several light fittings,” he says. He was also offshore during the big December hurricane in 1999 when the wind speed reached 108 knots. By comparison, the storm Urd had a wind speed of ’only’ 60-63 knots, but it made more damages: ”In 1999, the storm hit suddenly and it did not last as long. The waves were wild, but the peaks were blown into foam. During
Urd, one big wave had really an impact,” says Ole.
”Production was shut down calmly and orderly and everyone was demanned without problems.” He took special note of the fact that the waves hit high - even in places where nothing could push them up. ”Quite often, we see waves hitting a leg and are pushed up. It was different this time as the waves from Urd, even without being pressed up by resistance from the rig, hit as high as they did.” He points out that he felt completely safe during the process: ”Certainly. The Maersk Guardian is robust and the preparedness proved its worth: Production was shut down calmly and orderly and everyone was demanned without problems. We had complete control of the process ” says Ole.
Ole Ovesen, discipline engineering on Tyra East
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The storm Urd became a challenge for Tyra East because the platform lies low
The storm Urd passed through Platform supervisor Per Skrumsager followed the weather maps and forecasts thoroughly during Christmas. The storm Urd, which had gusts of hurricane force, would cause big waves, and on Tyra East is a challenge because the platform lies low. ”When we could see that the speed of the coming wind was fast, we began to secure everything outdoors - dustbins and other equipment – to prevent it from fluttering in the wind. Then we kept the crew regularly informed about the measures we had initiated. It was important to communicate that we were in control of the situation,” he says. During Boxing day, the waves were quite large and the wind was getting up. First, the access to the bridge-connected platforms and lower decks was prohibited, then all the colleagues were told to stay indoors. In the afternoon on Boxing Day, the waves rose even more and in the afternoon, all non-critical personnel were sent onto the accommodation rig Maersk Guardian: ”Due to the low ground clearance of Tyra East, the accommodation rig Maersk Guardian is linked to the platform during winter, to render it possible to go to the rig in bad weather” says Per. He mustered people without alarm and said it was time to send them over there.
”It was a demanning on foot passing a gangway, so it was quite undramatic.” 23 persons stayed on Tyra East. The number is dictated by the minimum preparedness which is needed to be able to manage the platform, and of the number of seats of the last evacuation opportunity. ”The people was summoned and the situation was discussed. There was no panic and everyone was calm as all of them have tried the situation during drills. The only concern was that we had sent all catering staff to the accommodation rig,” says Per laughing.
”We can all feel when one of the big waves hits the platform - it is very special.” That challenge could also be solved. A number of persons quickly reported for catering duty and they served pancakes to the colleagues with undivided enthusiasm. ”During a storm like this, there is a special atmosphere on board. We can all feel when one of the big waves hits the platform - it is very special. One of the waves hit that hard into the deck that it activated a MACpressure (a manually activated alarm which shall indicate that a person needs help somewhere on the platform, ed.). But everyone was calm and relaxed and could
see that everybody was present, so none of us could have activated the alarm. It was really nice to see that people had confidence in each other, our procedure and assessment of the situation,” he says: ”It is obvious that the training - not just talk about evacuation but the very training! - makes a big difference. It means that everyone has the necessary calmness when it is for real.” Already on the morning of 27 December, the colleagues could return to Tyra East from Maersk Guardian. Then the platform was thoroughly reviewed and minor repairs were carried out: ”Some gratings were skew and some fire water pipes and electrical installations were hit. It was repaired. It was also good to see that the reinforcements we had put on the pipeline risers worked as intended and withstood the pressure,” says Per. Production continued on 29 December.
Per Skrumsager , platform supervisor on Tyra East
SAFETYNEWS MARCH 2017 5
Most people can probably bake pancakes. Without frying pan, it is a bit of a challenge, but with some practice it is possible in a ridge-fryer.
There was almost school camp atmosphere Medic Bodil Kielstrup and some of the other colleagues took over the kitchen job when Tyra East had to be demanned during the storm Urd. ”First and foremost, it was cosy. No panic, no worry - a really good atmosphere and good cross-functional teamwork.” That was how Bodil experienced the storm Urd when it shook Tyra East utterly on Boxing Day.
of us volunteered for the kitchen job I knew a recipe for pancakes and then Tommy Jensen and I baked pancakes for the evening coffee to 23 persons. Some colleagues from production did the dishwashing. It was almost like a school camp atmosphere,” says Bodil.
She was among the 23 people who stayed on the platform, after most colleagues were demanned to the accommodation rig, Maersk Guardian.
Another team consisting of HLO and some roustabouts cooked steaks for the night shift and prepared breakfast with fried eggs and bacon before Bodil baked muffins and warmed liver paste in the morning.
”It was very safe and we were well informed through and through. Some
”Some colleagues from production did the dishwashing. It was almost like a school camp atmosphere.” Bodil Kielstrup , medic
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The seabed level below the Tyra platforms has been subsiding over time increasing the risk of wave peaks impacting the platform’s lower levels and the bridges. To ensure the safety of all offshore personnel a Wave Warning System has been installed in 1999 and this de-manning procedure has been made. Actual status can be seen via the following links: Onshore: http://sebjawosfil01.ebj.httpaccess.local/Wavewarning2/index. cshtml Offshore Tyra E: http://styeawoswas01.ebj.httpaccess.local/Wavewarning/wave_ warning.cshtml?endpoint=5001 Offshore Tyra W: http://stywawoswas01.ebj.httpaccess.local/wavewarning/wave_ warning.cshtml?endpoint=5000 Weather is evaluated 5 working days ahead on a daily basis by Asset Management based on weather forecasts.
It is a bit like handing over the dog in a boarding house! Platform Supervisor Jørgen Lund had an intense week at the beginning of January: Twice he had to deman Tyra East completely. Platform Supervisor Jørgen Lund had the dubious pleasure of being the first person to press the large button and deman Tyra East due to storm. Since 1999, we have had a demanning plan for Tyra East ready for heavy storms because of subsidence and the consequent risk that the waves will hit the platform’s bridges and decks. And on Wednesday, 4 January it was used: ”The demanning proceeded perfectly and we felt safe all the way,” says Jørgen Lund: ”It is a strange feeling to leave Tyra East which many of us know so well and which we consider as the epitome of safety, rather than walking onto a rig which swings. And it indeed does.” The storms came as hailstorms at the beginning of January and in a week’s time we demanned completely, we demanned ’non-essential personnel’
and we demanned completely once again: ”The latest demanning was carried out really quickly. We must close by waves of 6.76 meters and we must be depressurised at 7.19 meters. During the latest demanning, we had less than half an hour to respond,” says Jørgen and points out that the experience of the process was unproblematic in every respect: ”The technical – the procedure, mustering and activation of ESD3D (process system which leaves Tyra East in
depressurised state, ed.) - proceeded perfectly. The only thing we can optimise is the human values. It is special to close and shut off. It is a bit like handing over the dog in a boarding house! You know it will be fine, but ... And not all colleagues found it easy to calm down when they were demanned. They are not nervous or anxious, but they are like lions in a cage and are eager to get back to Tyra East. Therefore, we have introduced regular times of information so that everyone always knows the status,” says Jørgen.
”It is a strange feeling to leave Tyra East which we consider as the epitome of safety, rather than walking onto a rig which swings.” Jørgen Lund, platform supervisor Tyra East
Not all colleagues found it easy to calm down when they were demanned. They are not nervous or anxious, but eager to get back to Tyra East.
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Safety is key to DBU Managing Director Patrick Gilly: “Even if you only care about business, safety must come first.”
Safety must always be our first priority “When do we injure ourselves? When we do things, we usually do. When we rely on routine and forget that what we are doing is hazardous. We never crash when we drive somewhere we have never been before. Then we are vigilant and cautious. We crash when we drive home from work on routes we know.”
”“It is never my decision if a job is safe or not. It is always the guys out there who have the final say.” Managing Director Patrick Gilly is a keen advocate for safety at work. And a very important aspect of being safe at work when ‘at work’ is an offshore production is to understand our vulnerability. “We have made significant improvements over the last few years. Many habits have changed, and that is one of the hardest things to do. We should acknowledge the progress made,” he says: “However; there is still a lot of work ahead. Our Incident-Free journey has 8 SAFETYNEWS MARCH 2017
taken us far, but there is still a long way to go,” he says. We perform the extraordinary
Patrick Gilly’s main concern is the effect experience has on understanding our own vulnerability. “Experience is good, but routine is dangerous,” he stresses: “I’m sure most of us have found ourselves standing with the toothpaste instead of the shaving foam in the morning. Nothing happens; it is just a mix-up from doing the same things every day, and at some point we just stop thinking about it. However, if you make the same mistakes offshore, you are in trouble,” he says: “What we do is risky business. We perform the extraordinary in an ordinary day, and we are just ordinary people doing it. Ordinary people with families, kids, things at home concerning us, a bad night’s sleep maybe – we have 100 distractions just like every body else. It is at that moment we are most vulnerable. When we rely on experience and routine. When we end up with toothpaste instead of shaving foam,” he says.
Safe Operations, Improved Planning and People & Culture – Behavior and Leadership are key elements in Patrick Gillys’ plan for moving DBU forward. The foundation is always a safe performance. “Safety is a balance,” Patrick Gilly says: “Safe work is a mix of confidence in one’s ability to do the job while remaining aware of the vulnerability in doing it. We can only do what we do with the right level of both. The confidence to stop the job for one minute or call an extra tool box talk is just as important.” What safety never is, he stresses, is ‘optional’: “Safety is the foundation. It is how we want to work. Even if you take the cold-hearted approach and say ‘I only look at the business’, safety is still the way to go! Safety is good for business,” Patrick Gilly says. More collaboration
In Q3 and Q4 in 2016 the new procedure for planning was rolled out and the continued implementation of that procedure is ongoing through 2017. The improved
About Patrick Jacques Joseph Gilly Patrick Jacques Joseph Gilly, 46 years old, married to Virginie. Hydraulics and Chemical Engineer and an executive MBA. Comes from a town near Toulon in the Var region, southern France. He has worked in the oil and gas industry in North America, South America, The Far East, The Middle East and The North Sea Region. A keen golfer (handicap 15), reads many newspapers, books and magazines. Is a sponge for knowledge and good ideas.
planning procedure highlights both the departments’ and the individuals’ responsibility and role. Areas we can improve, says Patrick Gilly: “A better understanding of our individual responsibilities and tasks in combination with a strengthened collaboration could lead to a bettered practice.” He is not asking for a change of culture but a better understanding of the differences and putting those differences to best use. “We are doers offshore; we get things done and that is a major asset and strength. However, sometimes we do too much. Sometimes we do things better
left undone until planned properly. Offshore has a lot of expertise and competences available onshore. Offshore should use it and rely much more on onshore as a resource.”
stress? Collaborating with offshore and getting their view on a design or solution is always an option,” Patrick Gilly says.
At the same time onshore can improve their quality of work by incorporating the experiences from offshore in the planning. “Better planning is a very important contributor to safety and to the safety culture. When we onshore plan a job offshore, we have to ask: Do I contribute to my colleagues’ safety? Is my planning giving them enough time to execute the job safely, or is my planning adding
“We perform the extraordinary in an ordinary day, and we are just ordinary people doing it.” Managing Director for DBU, Patrick Gilly
SAFETYNEWS MARCH 2017 9
50 years with oil from the North Sea Prince Henrik had the honour of turning the handle for the first time and thereby opening the Danish production of oil from the North Sea. Exploration had shown occurrence of oil and gas in the 1960’ies.
In 2016 50 years had passed since Maersk Oil found the first oil in the North Sea. Excellent exhibition at the Fishery and Seafarers’ Museum in Esbjerg is worth visiting. 10 SAFETYNEWS MARCH 2017
It was quite appropriate that Prince Henrik’s son, Crown prince Frederik, 50 years after the first oil opened something else related to the occurrence of the North Sea oil and gas: ’Energy from the Sea’; an new permanent exhibition at the Fishery and Seafarers’ Museum in Esbjerg realized via a donation from the A. P. Møller Foundation. The North Sea adventure has been a fantastic trip for both Denmark as a nation and A. P. Møller - Mærsk as a company, and ‘Energy from the North Sea’ gives an exciting overview. The Maersk Oil that we know today has been formed by the activities that we
have in the North Sea. Thus, the exhibition is in many ways a revisit for those people who have worked with offshore for many years, and even more specifically: Many of the elements in the exhibition are genuine articles from the everyday life out there – for instance real drill cores where you can both see and smell the little lines of oil, and suits and equipment is also familiar to many. Just as if you were out there
’Energy from the Sea’ give a very fine introduction to both the history of the North Sea oil and the modern, exciting and safe workplace that you get when you work on the platforms or onshore. A large part of the exhibition is formed around the experience of being offshore. Because only few people outside the business will ever get a chance of visiting the production platforms or the very
large sea windmills which during the latest years have also supplied us with energy from the sea. Thus, at the exhibition you are taken out to the platforms, down under the seabed and onboard a helicopter trip to the fields. It is possible both to pump and stir in North Sea oil, learn about the horizontal drilling technique, listen to a roustabout and stand on the bridge of the Dan F platform in a storm. The exhibition also offers thorough information on the importance of oil, gas and wind power and its contribution to the Danish society. Not least it is illustrative to see the many products that exist because of the North Sea production.
Fiskeri- og Søfartsmuseet, Saltvandsakvariet Tarphagevej 2 6710 Esbjerg V Opening hours vary over the year. Check on: www.fimus.dk
SAFETYNEWS MARCH 2017 11
Better planning was the focus area in 2016 and so it is in 2017.
PLANNING results in efficient
& safe performance
Well planned work results in safe and efficient performance and it is the purpose of the ’core and campaign operational setup’, says Lisbeth Bæk, IAP Lead. ”We are introducing a new operational set-up where we distinguish between core- and campaign activities where predefined teams carry out these activities. It will improve our end-to-end planning process in our assets and ensure that we can carry out our maintenance and facility projects and well services activities more efficiently. The new planning procedure
shall ensure that the long-term plan for carrying out the job is in place. Good planning is the end-to-end process, says Lisbeth: ”The process is better in place now and we have a strong basis for success. We can plan when the job is started and until it is carried out and it has good effect.” Responsibility for each part
We must ensure that everyone understands their roles and responsibilities. Therefore, better defined roles and responsibilities were part of the new plan-
ning procedure. ”It matches the expected responsibility,” says Lisbeth. This includes that you do what you have to do. Plan the work and work the plan are two sides of the same coin and the basis for success. ”The plan shall ensure that our activities can be carried out according to planning. It is linked to our Control of Work, so that the job can be carried out with the right people and the right equipment in time. It requires that the individual person takes ownership of his/her part of the plan.”
”When we focus on planning, we maximise the value of our operation. Planning is proactive and cost effective; and we work jointly to improve this further in 2017. ” Lisbeth Bæk, IAP Lead
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It increases quality, efficiency and safety Better planning onshore makes a difference offshore. The message from offshore is positive: Better planning onshore gives a much better performance offshore. Søren Nygaard, technical supervisor, and Lars Thomsen, platform supervisor, both at Tyra West, have both noticed how the upgraded planning procedure boosts the work offshore. ”We receive more projects offshore which are better matured from onshore. They are well-prepared, thought out and thoroughly planned. It is a noticeable difference, ”says Søren Nygaard: ” It increases quality, efficiency and safety in our work.” A.o. the purpose of the procedure is to divide the responsibilities clearly and align the expectations between onshore/ offshore colleagues. There are various ’toll gates’ which cannot be passed until all criteria are met. This means that we avoid getting jobs where only some of the project has been completely planned. Overall, it makes a difference: ”The vision is to receive an installation package with a red bow - ready for implementation,” says Søren: ”We have another expectation of the product which is sent offshore. We have a clear expectation of what onshore has prepared and they know what we are going to do when we take over the baton offshore.” Lars Thomsen agrees and notices that the clear division of jobs onshore and offshore has strengthened both departments: ”Previously, we took the energy from the workforce offshore when it was about planning. From here, we had to pull strings onshore to make things happen. It gave ownership, but it cost time and
was not at the level we would like and the quality could be very variable,” he says, ”We utilise the expertise better now. The craftsmen offshore are interested in planning as it is all about their work - but it is not a competence like it is onshore. Planning is better placed with those who are best at it because it provides both a more streamlined and better planning of the work and releases resources offshore for the job.”
You cannot plan everything offshore like you can plan a shutdown, as unforeseen things also occur during a shutdown. But the jobs which can be planned should be planned, says Søren Nygaard: Culture change
Lars Thomsen and Søren Nygaard agree that learning from good planning of shutdowns was obvious. Learning not being incorporated into everyday life is linked up with the culture offshore.
Learning from shutdowns
Although responsibility for planning lies onshore, offshore is part of the process. ”There are more meetings, more dialogue and a higher level of detail earlier in the process which may require more resources,” says Søren Nygaard: ”But we can see that the time is well spent when we shall carry out the job. We are getting better at following the plans and we do not need a vendor, a thingy, a permit or a tool. We are ready for the job and it has been clearly defined.” For many years, some of the best safety efforts have concentrated on the major tasks which have required several days of planning shutdown. Even though for periods, more craftsmen have carried out much more work, the safety performance has been excellent. Lars Thomsen would like to see that learning of planning also becomes part of everyday life: ”We have performed very well on the major planned shutdowns, where every craftsman, permission and piece have been organised and where everyone knew exactly what they were going to do,” he says.
”In relation to safety, surprises and plan changes mean increased risks”. ”We are trying to get the culture change into the everyday life,” says Søren Nygaard, and Lars Thomsen adds: ”It is difficult to plan in the level of detail we want. It is therefore important that the management shows that it believes in it and emphasises that it is the way forward. That is what we are changing now,” he says. The effect appears clearly from the offshore safety performances. ”In relation to safety, surprises and plan changes mean increased risks. Once we know exactly who should do what, when and how, the job can be carried out safer and often more efficient. The recent changes are the ones that cause problems. Incidents occur when we ’just need to do something else, more or otherwise deviate from the plans’. Good planning reduces surprises,” he says.
”We have performed very well on the major planned shutdowns, where every craftsman, permission and piece have been organised and where everyone knew exactly what they were going to do.” Lars Thomsen, platform supervisor Tyra West
SIKKERHEDSNYT MARTS 2017 13
Control of work
- The positive development continues in 2017 The starting signal for DBU’s implementation of Control of Work (CoW) sounded in 2016, and 1,700 persons attended a course during autumn 2016. The participants were both Maersk Oil employees and contractors and they have positively welcomed both training and the global CoW initiative. To our great satisfaction, we can conclude that a lot of persons already use the terms and some of the CoW tools.
The five stages of the CoW process are about how we work in a structured and uniform way across all installations and Assets and how we see potential risks and reduce the risk through risk assessments. It is also about our behaviour at work; at the end of the day, this ensures that the work is carried out and completed safely. We shall share our good and bad experiences in order for our colleagues to carry out similar activities with far less risk of personal injuries and eliminate the risk of compromising the integrity on our installations without negative environmental impact.
will begin development of an electronic CoW system (eCoW delivered by eVision), in 2017. The CoW processes and the associated tools will be developed according to roles which were introduced during the awareness training; development can thus continue no matter if the offshore organisation will be changed essentially later this year. Developed for the end-user in cooperation with the end-user
The objective for 2017 is that the number of incidents shall be reduced further; that is why we must all hold on to the good elements and improve in areas where we are vulnerable. In the end, it is all about our own and our colleagues’ safety.
From the beginning of the CoW project, the aim has been to make strong processes where roles and associated responsibilities are firm. To ensure that this aim is fulfilled, the end-users of CoW are involved, both offshore and onshore, in developing the CoW processes and the eCoW tool. The project is divided into a range of ”Work Streams” where a team is formed to deliver each of these work streams.
In 2017, CoW will develop from awareness to documented processes with associated tools. We are happy that it has just been approved that Maersk Oil DBU
As a minimum, there will be representatives from each main installation and those who take care of the operation of the satellite installations. We ask for good
2017
DBU CoW Simplified timeline 2017 1 Half st
2018 2 Half nd
1 Half st
Develop eCoW tool Develop Procedures Pilot on Halfdan Leam & Adjust Implement Remaining Installations
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2nd Half
In 2017, CoW will develop from awareness to documented processes with associated tools. Maersk Oil DBU will begin development of an electronic CoW system (eCoW delivered by eVision).
ideas, and feedback will be passed on to the persons who participate in development of CoW so that this will be included in the final products, to the extent possible. During the second half of 2017, the CoW processes and the electronic tool will be tested on Halfdan as it is important to ensure that all processes and tools work as intended. The lesson hereof shall be used to optimise the system and the processes before the other installation shall use it, in 2018. Until the new processes and the electronic tool are rolled out on the individual installation, everyone is still urged to use elements of what was communicated at the awareness sessions. Prepare a Method Statement for your job by dividing the job into steps. Remember that there is always time for a Toolbox Talk, observe the surroundings through Dynamic Risk Assessment and act on the changes when they occur. If you are in doubt, then there is no doubt – stop!
René Jannick Jørgensen, Control of Work Project Manager
Example of Site Graphics visualization from Maersk Oil Qatar version of eCoW. Icons plotted at site graphics are displaying the PtW, Isolation and ORA activities which can be used for evaluation of potential conflicts and dependencies.
”The objective for 2017 is that the number of incidents shall be reduced further.”
SAFETYNEWS MARCH 2017 15
David Little Offshore HSE Superintendent
Sharing knowledge and exchanging experiences is a big step on the Danish Business Unit’s journey towards excellence. David Little, an Offshore HSE Superintendent, reflects on his experience since joining the DBU from Maersk Oil UK.
Background “I’ve worked in safety critical industries all my working life, with a varied career of helicopter engineering, police firearms officer, nuclear operations and for the last 10 year HSE specialism. I see great HSE performance as key to a great business. I believe an organization that has excellence in HSE also produces excellently – whatever the end product may be. With great HSE performance in mind, I was attracted to Maersk Oil a few years ago by the company’s strong core values and the Incident-Free culture. These core values and IF culture align with my daily goal of making a positive difference to Maersk’s HSE performance wherever I work. This means me working with and constantly caring for our people at an individual, team and organizational level. What I’ve found throughout Maersk Oil
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is talented people walking the walk of the values, the IF culture and the recently introduced Life-Saving Rules.”
Moving to the DBU For the last 3 years I’ve worked for Maersk Oil as an HSE specialist. Until June 2016 this work has been with Maersk Oil UK offshore on Janice and GP3 with some onshore spells for asset support and work on Culzean.
”My first thought on landing in Esbjerg was ‘what had I let myself into?” Maersk Oil UK had unique HSE challenges associated with operating two ageing FPSO’s and an old FPU in at times very hostile weather. Through great ‘one team’
on and offshore collaboration MOUK met the HSE challenges of late life operations while delivering safely with increased production efficiency. There was a strong focus on learning from experience to continually improve our operations and this approach has borne dividends. In July 2016 I took up a career development opportunity to move to the DBU as an Offshore HSE Superintendent for the oilfields. My first thought on landing in Esbjerg was ‘what had I let myself into?’ My natural anxiety to change was alleviated immediately when I was introduced to the DBU HSE team. I was welcomed with open arms by the whole team. I then deployed offshore to Dan F. What I found was a huge operation with many complex interfaces between platforms, drilling and accommodation rigs. Thrown in is operating ageing assets in an at times extremely hostile environment.
The overall size and complexity of the DBU operation versus Maersk Oil UK’s took a number of trips to absorb … I am still learning!!!
What is important are people feeling part of the ‘one team’, with every person playing their part in delivering the safe operations required. What I also found which mirrored the UK was an offshore team of people living to the values, the Life-Saving Rules and IF culture while delivering safe operations. It was the same ‘one team’ approach I’d seen in the UK where really there is no status differentiator between companies or who does what. What is important are people feeling part of the ‘one team’, with
every person playing their part in delivering the safe operations required. The Maersk Oil DBU on and offshore ‘one team’ has absorbed me in the most positive sense. All have listened to my sometimes differing perspectives on HSE. I feel settled in my role and am committed to supporting the DBU ‘one team’ delivery of our vision of being the best mature field operator in the North Sea.
Summary I feel proud of my small contribution to delivering DBU’s best safety performance seen since we started recording. This ever improving safety performance is a reflection of the DBU’s ongoing IF journey to reach our 2017 target. I believe this will be achieved through an even greater ‘one team’ commitment to our core values, Life-Saving Rules and to applying the spirit of Incident-Free culture in everything we do.
To finish, three messages from me: Great people make a great future for Maersk Oil; the DBU and Maersk Oil UK have great people in all aspects of our operations, On or offshore have a personal goal of making a positive difference to HSE every day to progress us on our IF journey to world class safety excellence, Thanks to all, both on and offshore, who have made my transition to the DBU so smooth.
SAFETYNEWS MARCH 2017 17
CMS PIMS
World Class Project Execution System PIMS - Project Information Management System - is a management tool which gives an excellent project overview. CMS - Completion Managent System is a process which is used to divide a project scope into manageable test packages.
The beginning
depending on the project, the persons and the platform where the project was carried out.
The Mechanical Completion & Commissioning (MC&C) process has been known in Maersk Oil for more than 30 years. But even if MC&C is a well-known process, the execution has been individual and
That is why CMS PIMS was introduced in Maersk Oil in 2013; initially as a ’Pilot Project’ by Project Development and Operations Discipline/Operational Readiness in close cooperation.
Poul Nielsen, Operation Readiness Team Lead
”Give me five minutes and I will give you a project status (PIMS) at ’Management Level’ regardless of the size of the project.”
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The overall purpose of CMS PIMS has been to implement a ’standard’ for execution of mechanical completion and commissioning of projects and modifications in DBU to get a structured overview during the project process; from the overall division of the project scope at job level, while ensuring greater safety integrity through ’handover’ at several levels. Moreover, it helps to ensure integrity and quality of the projects and at the same time transfer more administrative work and planning onshore so offshore can concentrate its resources on the actual execution of the work. CMS PIMS follows the NORSOK Z-007 standard in relation to terminology and content according to the industrial standard in the North Sea as well as elements
of the EU directive regarding test of control systems. The first CMS PIMS project has been completed
Now the VRGL2012 (lift gas project for Valdemar) has been completed as the first project with CMS PIMS and we can see that it makes a difference: CMS PIMS increases safety and the overview of the projects’ planning, execution and transfer, says Alexandra Hygom, Project Development and administrator of the CMS PIMS tool. Using the CMS PIMS structure, the lift gas project which involved more platforms was divided into manageable and testable packages so that each user got a better overview and understanding of the whole project process from planning through offshore execution and transfer to Tyra Asset. During offshore execution, each user could - via PIMS - quickly get a status of the project process at discipline level which was highly appreciated; also of the quality control (QR) and third part verification (DNV).
The first CMS PIMS project completed is VRGL2012 (Lift gas project for Valdemar).
ments for certificates with checkpoints to be used for handover at the appropriate level. Eventually, a total quality check is made of each test package. The MC&C planning meeting is the focal point and by combining the right competencies for participants at the meeting, the optimal basis for effective planning and execution of a project process is obtained. The outcome of the MC&C meeting is a CMS-plan which visualises how it has been decided to function test the specific project with due regard for phases and milestones. The CMS plan is visualised in PIMS which gives an excellent and quick overview for all parties throughout the project. ”Through the unique ’progress tracking’ which PIMS gives we have been able to optimise and prioritise the execution of the black scope of the DABRAT project’s phase 3, so that we are two days ahead of schedule,” says Frank Vihrs, black discipline engineer, Dan F. Experience with the use of CMS PIMS was already in the autumn of 2015 so unambiguously good that from 1 Dec. 2015 it became mandatory to implement CMS PIMS in all projects.
Simpler and better overview CMS process is the heart of the system which helps to ensure structure, understanding and overview of a project process. The heart of the CMS process is ’reverse planning’ which is a method where you divide a project’s testable extents of functionality, requirements for phase execution and milestone. Each test package is assessed based on requirements for function test and then ’work scope’ in the form of job cards, test requirements incl. verification by QC and DNV and require-
Purpose of CMS PIMS Sets the standard for execution of MC Completion & Commissioning in DBU. Gives an overview and transparency of planning and execution of a project. Sets the standard for how handover is executed in a project. Focuses on process safety through structure and documentation. Ensure that a new or modified plant is ready for commissioning as planned.
Operational Readiness (OR) and PIMS
There are a number of activities and check points that must be in place before commissioning of a plant, which now is being made visible in PIMS. Looking through a complete project process this implies i.a. tests on discipline level, supplier test, quality control (QC), third-party verification (DNV), functional tests, regulatory approvals, procedures, safety integrity during handover, etc ... All of a chain of OR activities to ensure that we are ready for start up, but by the lack of one or more of these elements may cause an accident.
CMS PIMS also gives a good overview of the ’handover’ part between the various parties within both Mechanical Completion, Commissioning and deployment. For each handover level, several check points are reviewed before the next step is taken.
SAFETYNEWS MARCH 2017 19
PIMS strengthens process safety More than anything else, it looked like ’even more paperwork’ at the beginning, but CMS PIMS has proven its worth.
Increased professional pride According to Morten Jacobsen, the proof of CMS PIMS can be seen on anything else than no leaks. Among other things, PIMS is all about involving more persons and requires a receipt from each person when a work has been executed. It has a good effect:
Zero leaks can undoubtedly be assigned to CMS PIMS, says Morten Jacobsen, Construction Supervisor on Tyra West:
No leaks In June 2015, three technicians from IKM began a major test work on the unmanned satellite Valdemar B. Beforehand, a major project scope had been completed with the setup of a new riser and associated hook-up of wells and manifold; a project with many separations. Prior to commissioning, IKM should test approximately 200 joints for leaks after the completed work. They did not find a single leak on the new joints; IKM had never experienced that before. On the other hand, the compression test showed 3-4 leaks on old joints.
It is a system which makes a huge difference, he says. According to Morten Jacobsen, a good picture of the effect of CMS PIMS is seen in the large flare shutdown on Tyra West in 2010. The work included 3-400 joints and prevention of leaks was selected as a special focus area: I remember that there was an article in SafetyNews regarding an outstanding performance because we had found only 8-10 leaks. And it was great - but now we have zero. It is far below what we are used to, says Morten.
”No craftsman will sign that a bolt has been tightened if he has not checked it himself.” Morten Jacobsen, Construction Supervisor on Tyra West
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The CMS PIMS process involves more persons from the beginning. We hear from the conversation at lunchtime that people are committed to it. They talk about professional competencies and solutions. The craftsman is differently committed when he himself shall defend his work, says Morten Jacobsen. His experience is that the colleagues would actually like to be controlled and vouch for the quality. Definitely. They want to be measured and be accountable. It feels good that they cannot cut corners and obviously, it gives increased professional pride when you must lend your name to the job. They will gladly attend to the ownership which comes with the responsibility of following the procedures and vouch for it, says Morten Jacobsen.
ENSCO 71 celebrating ’A Perfect HSE period’ ENSCO 71 has reached the 1 year perfect HSE period on the 22 February 2017. ENSCO-71 has now more than 6½+ years since the last LTI and more than +2½ years of 0 TRIF. This outstanding safety performance has been made through collaboration between Maersk Oil, Ensco and all the Service Companies, applying the Incident Free mindset in action, jointly working as one team. Both offshore and onshore. WELL done! The ‘perfect HSE period’ was introduced in the beginning of 2015 in the Wells Department, to raise the safety performance even further and not only focus on prevention of significant injuries (LTI’s), but to prevent all incidents from happening. This initially seemed like a very stretched target, but the crews have taken on the big challenge and delivered a safety performance which some years ago was thought not to be possible.
The recipe for achieving the 1 year perfect HSE period has been to keep safety initiatives simple and focused. Therefore the safety action plan for 2016 focused on reinforcing the strong safety culture which already existed on the rig. One new initiative which has worked very well on the ENSCO-71 is the ‘hand and finger card’ which prompts persons to think about how they could potentially get hurt before they perform work with their hands. And they also need to consider, if they could perform a task without using their hands by means of other tools. The Supervisors on the rig also conduct three daily audits, where they go and make a verification audit of work which is ongoing. In these audits it is verified, that
the safety systems and procedures are understood and followed through observation, review of the documentation and a structured conversation around job safety. ENSCO-71 has been nominated for the OilGasDenmark.dk award 2017.
A perfect HSE period is: Zero recordable injuries Zero oil or chemical spills Zero dropped objects Zero HIPO incidents Zero hydrocarbon releases
On the picture Maersk Oil’s Drilling Superintendent Kristian Binzer Rasmussen is presenting a plaque of recognition to Ensco’s OIM David McCann, on behalf of all the crews who have worked on the ENSCO-71 during the last year. An outstanding performance worth celebrating!
SAFETYNEWS MARCH 2017 21
Bringing in innovation with a safety mindset We want to incorporate new solutions without compromising safety. Scale deposits in wells have a negative impact on production and also affect the proper operation of a Sub Surface Safety Valve (SSSV). A downhole safety valve (SSSV) acts as a failsafe to prevent the uncontrolled release of reservoir fluids in the event of a worst-case scenario sur face disaster. Maersk Oil’s integrity standard requires all SSSVs be tested regularly with some variations. Some SSSVs are occasionally reactivated to mitigate heavy scale build-up. In spite of these efforts, some valves are failing their tests or worse are rendered inoperable due to heavy scale depositions. Should a SSSV test fail, Maersk Oil standards require the wells be flowed under a dispensation or ultimately have them shut-in until the downhole valves are remediated. It costs Maersk Oil time and resources; with integrity related remediation jobs taking up 40% to 50% of well services work scope. Direct costs aside, there are huge opportunity costs associated with delaying production enhancement work. Prevention of scale precipitation is the obvious solution to all these issues. An interesting novel combination
SSSV remediation work is generally carried out using slick-line (SL) or coiled tu-
bing (CT) services. Depending on the type of work; SL services may come at a lower cost (day rate) but may not be the most efficient approach. CT is highly effective but costs a lot more.
cation tests it was kept on the back burner. In mid-2016 the qualification tests were complete and Coilhose was re-introduced and presented as a product that was ready-for-market.
“The general approach is to deploy SL for fairly simple jobs and CT for the more complex”, says Søren Gregersen, Well Services Manager.
Only thing being: It wasn’t ready!
“However, in the world of well services, the job complexity is rarely known beforehand! In reality, a simple 5-day job with SL often ends up taking 20 days; longer still if CT has to be mobilised at the end of it”, he says.
3 questions and a new test
“So although very keen on the solution Coilhose presented, we followed procedure for introducing new technology into Maersk Oil DBU; taking it through an internal review process; from a GAP analysis via risk assessment to a bridging document”, he says.
The technology was initially heard of within Maersk Oil’s offices in mid-2015. As Coilhose was still undergoing qualifi-
With the Coilhose being in a
So when Quality Intervention (QI), a Norwegian startup based in Stavanger, approached Maersk Oil with their new product; a re-designed common hydraulic hose fit-to-run-in-hole, called Coilhose, Søren Gregersen was interested. In layman’s terms Coilhose is a tefloncoated hydraulic hose, reinforced with a steelwire mesh. Lighter in weight, the product is positioned between two traditional service lines SL and CT. Coilhose is gravity conveyed like SL and shares an almost identical equipment setup making it fast and easy to set up, but like CT features a pump-through capability and therefore as potentially effective.
”Coilhose saved us from using excess chemicals. We used 100 liters for a coilhose task we would normally use 3,000 liters for” Søren Gregersen, Well Services Manager
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“For all its merits, Coilhose had never been run into a live well anywhere in the world nor was it field proven”, says Kevin Mathew, Well Interventions Engineer at Maersk Oil.
1
”For all its merits, Coilhose had never been run into a live well anywhere in the world nor was it field proven.”
2
category all of its own and a worldfirst, the reviewing process was more challenging. In some scenarios Coilhose had to be compared as SL and in others as CT. For instance, should Coilhose connectors be pull-tested on location? SL guidelines do not require a pull-test prior to every run, but it is mandatory with CT. Reviewing Coilhose procedures the team challenged the operational readiness of the project. In particular ensuring the tests were representative of a live operational environment. “During the review process, every answer opened up a set of new questions leading to a battery of tests. 3 simple questions lead to a scenario where tests had to be redone”, says Kevin Mathew. “The process should always follow the principle and not the other way around!”
3
The potential is there
1 The Coilhose on an add-on drum on the wireline unit. A special depth measurement unit is used which is seen in the front.
2 The Coilhose setup on the deck of Dan FF with the wireline unit at the right, and the mast with the lubricator on the well to the left.
3 The Coilhose setup seen in level with the top deck of Dan FF.
Coilhose came through in the end. “It was no miracle, but the technology works. It saved us from using excess chemicals. We used 100 liters for a task we would normally use 3,000 liters for”, says Søren Gregersen. “We saw a potential and used our safety principles to incorporate a solution we felt comfortable with,” he says, adding; “This is an example where every claim had to be backed up with evidence. This is the high standard we expect from all our vendors. We have a responsibility towards our colleagues offshore not to send them untested equipment or unapproved procedures. As they are on the sharp end of the stick, they deserve the best from us. We owe it to them.”
SAFETYNEWS MARCH 2017 23
High pressure cleaning with water has replaced sandblasting many places with good results. ”Once you get used to it, you will not change back,” says the painter.
Waterblast is better than sandblast Water under high pressure is used at many places in the industry to cut everything from steel to concrete blocks. Water under pressure can also be used to remove rust and paint and this has been introduced on several platforms in the North Sea with success. Peter Rasmussen is a painter on Dan B where we now are implementing Ultra High Pressure (UHP) cleaning; i.e. high pressure cleaning with water instead of the traditional sand or steel blasting. Not everyone likes to replace sand by water, but Peter Rasmussen does. He has previously worked on Gorm which was one of the first platforms to use water pressure to clean paint and rust. And he is happy about working with water. ”The scepticism which we had on Gorm in the beginning is the same that is on Dan B now. But I am sure that they will be happy to work with water on Dan B. Once you get used to it, then it is really preferable,
and I would not change. There are many advantages,” says Peter. The benefits exceed the disadvantages when replacing water by sand. Personal comfort and working environment, process safety and resources in terms of time and finances.
”You should not let the jet of water pass power lines or toes. They will be cut through if you are not protected.”
”You should not let the jet of water pass power lines or toes. They will be cut through if you are not protected, and it shall not be used for that. In turn, the safety distance is shorter. Sand can harm at longer distances than water can,” he says. Saves time and protects the structure
”For those of us who are working with it, the biggest advantage is that you get rid of the dust generated by traditional sandblasting. Water sticks rust and paint and leaves only water vapour. The noise level is also lower,” he says. The painters wear a helmet, Kevlar-suit and special footwear when they blast with water. At start-up, the pressure in
”On Gorm we should just find the rhythm and daily life with the new tool - but today I would not change!” Peter Rasmussen, painter on Dan B
24 SAFETYNEWS MARCH 2017
the nozzle at the end of the lance is 1,800 bar which is the working pressure; then the UHP pressure can be increased to approx. 2,000 bar which is the maximum permissible according to the OSP. You must respect this pressure, says Peter:
Another major advantage of water under pressure is that it does not remove anything else that what it is supposed to remove. Sandblasting removes rust and paint - and a little bit of the steel material. Water does not do that and at the same time, it is easier to work with water. ”Quite often, small pockets of rust occur which are too big for being removed by grains of sand and steel. Water can do the job. That means that water does the job more thoroughly and is less harmful to the structure,” says Peter. Water blasting is also a fast process. You do not need to screen off like when sandblasting. In some cases, you can even avoid washing with hot water and soap to remove the oil film prior to cleaning.
When you clean with water, you use a nozzle of several meters - a lance with a hose system of 5 meters for a control box and a hose for the UHP which is connected to the compressed air system on the platform. Two persons operate the high-pressure cleaner; one person controls the nozzle; the other person controls the compressor. The water used is purified fresh water.
Sand blasting and Waterblasting
Sandblasting removes rust and paint - and a little bit of the steel material. Water does not do that and at the same time, it is easier to work with water.
”It is a simpler set-up. It is not necessary to screen off for dust and you do not need to tidy up to the same extent as with sand which get stuck on ledges and shelves. It means that the painting process can be started sooner and we can carry out more jobs in the allocated time,” he says. However, water cannot completely phase out sandblasting. There are jobs where the UHP is not possible and where the water does not leave the steel with the rough surface which ensures optimum adhesion of paint. At these places, sandblasting will still be used. But at the places
where water can be used, it should be used: ”Water is preferable. Once you get used to it, it is much safer to work with. On Gorm, we should just get the rhythm and learn to hand it over properly to each other in the teams - learn to maintain optimum and have backup parts ready. Like a welder remembers to switch to a fresh blade of the grinder when he stops his shift, we shall also leave the equipment ready for use for our colleagues. When this is in place, more persons will be glad to use it,” says Peter.
Sand and sand blasting are necessary in connection with cleaning of corroded surfaces, but it is a challenge to handle so many tons of sand and sand dust, which among other things can cause eye injuries. Water blasting has several advantages and implementation of this method is driven by motivated employees offshore who relate to the method in relation to safety, ergonomics and efficiency in a dedicated way. During the initial phase on Dan, the employees pointed out some issues with the method. The issues were subsequently clarified through a HAZID in which the experiences from Gorm were incorporated. The safety awareness demonstrated here is an out standing example of Incident-Free leadership exercised by all the parties involved.
Torben Sund Laursen, Dan-Gorm Construction Team Lead
SAFETYNEWS MARCH 2017 25
NEWS IN BRIEF
2017
Global Safety Day 27 April 2017 We encourage everyone in Danish Business Unit onshore and offshore to mark/book this date in their calendar. The theme this year will be “We are all safety leaders” In DBU we will further focus on dropped objects . More info will follow in due time.
Photo booths have put a face on Maersk Oils
Life-Saving Rules
We are all responsible for our own and each other’s safety and we shall be able to see ourselves in our Life-Saving Rules. That is the idea behind the photo booth campaign which has been running for six weeks on Britanniavej and in Esbjerg Airport. By putting our face on our Life-Saving Rules, our support is getting more personal: 28 November 2016 Havila Fanø celebrated 1 year without LTI’s. 8 December 2016 Havila Herøy celebrated 7 years without LTI’s.
“We have the Life-Saving Rules to ensure that everyone gets home safely - whether it is from offshore or onshore. But it is about more than rules: It is about people. By putting a face on, we anchor our actions in our own and colleagues’ existence and importance,” says Karen Grønfeldt in HSE. See yourself in the
Life-Saving Rule
If you are interested in having your photo made into a poster, please contact Karen Grønfeldt at kgh014@maerskoil.com
6 January 2017 Esvagt Charlie celebrated 19 years without LTI’s. 31 January 2017 Esvagt Server celebrated 4 years without LTI’s. The Incident-Free
26 SAFETYNEWS MARCH 2017
s
s Life-Saving Rule
See the backpage
MILESTONES
2017
• Blue Orca 01.10.16 3 Y A Perfect HSE Period • Havila Fanø
28.11.16 1 Y
• Gorm
18.12.16 2 Y
• Havila Herøy
08.12.16 7 Y
• Esvagt Server
31.01.17 4 Y
• Esvagt Preventer 19.01.17 15 Y • Esvagt Charlie
06.01.17 19 Y
• ENSCO 71 22.02.17 1 Y A Perfect HSE Period
Gorm two years without LTI’s 18 December 2016 Gorm celebrated two years without LTI’s.
Esvagt Preserver 19 January 2017 Esvagt Preserver celebrated fifteen years without LTIs. Jesper Bach Ladefoged hands over the plaque to Søren Nørgaard Thomsen, CEO Esvagt.
A photo of Esbjerg - taken from Fanoe. Photo: John Ejvind Olldag, Logistics Marine Manager
Note: Due to resent re-organisation some titles in the articles in this number of SafetyNews may have changed.
SAFETYNEWS MARCH 2017 27
Interested in having your photo made into a poster? See page 26