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Safety News
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Danish Business Unit
Global Safety Day How do we strengthen the Incident-Free culture among Maersk Oil’s contractors?
Incident-Free Refresher: We must remember vulnerability - How many have been injured at a time in your life? Page 10
The Managing Director’s dedication to safety Martin Rune Pedersen new Managing Director of Maersk Oil’s Danish Business Unit Page 18
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Global Safety Day Focus on strengthening safety among contractors
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Recently, Martin Rune Pedersen joined the position as Managing Director of Maersk Oil’s Danish Business Unit. Safety of the organisation is high on his agenda
In this issue Leader
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Global Safety Day Hierarchy plays no role in safety!
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Better contractor management can improve safety
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Incident-Free Refresher We must remember vulnerability
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Edward Johnson Keep focus on vulnerability Construction has sharpened the safety dialogue through workshops The Managing Director’s dedication to safety Tyra East gets Incident-Free ambassadors
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The line between breach of trust and care is very fine News in brief
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Milestones 31 Signing up for safety 32
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TFZ 2015: Safety as a common goal This year’s edition of Task Force Zero focused on using the companies’ individual safety competencies to accomplish a common safety ambition
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Any comments or feedback can be sent to: Safety@maerskoil.com
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Task Force Zero 2015 Safety as a common goal The Base passes 3 years without LTI
Published by: HSE Editor: Jonathan Smith Editorial staff: Conny Villadsen, Kenneth Dielemans Layout: Marianne Friis Nielsen
The Managing Director’s dedication to safety
Incident-Free Refresher We must remember vulnerability See page 10
LEaDER
Applying safety training to work During the first months of 2015 we have seen a high level of safety training across the business: the Incident-Free Refresher, the Spadeadam Course and the Construction Supervisor Workshop to mention just a few. For these three courses alone, more than 1,500 people have participated so far. You can read more about some of these in this issue of SafetyNews. The training aims to reverse the negative safety trends we have seen in our business. The increased focus on safety performance, including the training, seems to be working. We have started to see improvements in our safety performance, although some process safety challenges remain. Taking action to improve safety We have to keep up the efforts to improve safety further. To do this, we need to apply the knowledge we have gained during the safety training to our jobs.
When we return to work, we have to share our safety expertise and learnings with colleagues and in our teams and ensure it is put into practice. Applying this training in our daily work is key to getting a safer workplace. Please take this important message back to your work.
Jonathan Smith Head of Health, Safety & Environment
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”There is still a feeling that we have to hurry. Where does that come from?”
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Martin Rune Pedersen, Managing Director
”- You’ll need a clear contract in place, stating the requirements, price and a realistic deadline. ” Stefan Weber, Head of Finance and Business Services
”- We must take care that we do not indirectly lead our contractors in the wrong direction. We have a team which is dedicated to safety” Ed Johnson, Development Director
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Hierarchy plays no role in safety! Global Safety Day: Focus on strengthening safety among contractors. On Tuesday 28 April, 89,000 employees at A. P. Møller - Mærsk spent a day on jointly expressing the importance of safety. In Maersk Oil DBU, the day was marked with joint meetings and workshops in Esbjerg, Copenhagen and on the respective platforms. From the big screen, CEO Jakob Thomasen set the tone and stated that 2014 had been a year of continued, constantly positive development and the best year ever measured in LTI frequency. At the same time, he stated that contract management is a challenge which must be handled: - We must find a way to ensure that the people working for us also work Incident-Free, he said. It is contractors who generally are injured. From the rostrum in Esbjerg, Managing Director Martin Rune Pedersen thus picked up the thread: - We need to drive culture and take responsibility that this will take place. It is still difficult for a new
person to ask a lot of questions. We must help to ensure that it happens. Rikke Howe Jessen, We must make sureDocument that moreControl: new employees dare speak up - we must show that the hierarchy does not play a role in safety, he said. Contractors must be helped
Stefan Weber, Head of Finance and Business Services, talked about the importance of approaching cooperation with contractors in the same way as you would approach a group of tradesmen who were rebuilding your home: - You’ll need a clear contract in place, stating the requirements, price and a realistic deadline. It is about looking at the correlation between money, quality and time – and making sure you drive the right behaviours to ensure a safe execution of the work delivered by your contractors, he said. Ed Johnson, Development Director, picked up the same thread:
- We must take care that we do not indirectly lead our contractors in the wrong direction. We have a team which is dedicated to safety, he said. Contractors must feel that we are responsible and share the tasks, emphasised Martin Rune Pedersen: - We must help them deliver the quality we want, and all of us have a role in ensuring that our contractors feel well prepared for the work to be performed. We must share our passion for safety with them - and we should listen carefully to what they experience and put forward, he said. A colleague from the audience asked how you can ensure that Maersk Oil’s safety dedicated management also matches an equivalent commitment in the management of the contractor companies. - A good point. During the conversations which we have with contractors at senior level we will ensure that they know that we take it seriously. Because we do, said Martin Rune Pedersen.
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How do we strengthen the Incident-Freeculture among Maersk Oil’s contractors?
Morten Bolby, DGA, Construction:
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In the day-to-day work, I contribute to strengthening planning of the work offshore, which involves many contractors.
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Torben Lauridsen, Production Optimization:
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As part of the Incident-Freeteam I contribute to spreading the good ideas and working methods from Halfdan Incident-Free to the whole organisation.
René Nissen, electrical maintenance, Tyra:
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We work a lot with contractors in the department, and we must ensure that they have the courage to speak out if they feel that they are being asked to participate in a task they are not comfortable with.
”During the conversations we have with contractors at senior level we will ensure that they know that we take it seriously. Because we do.” Martin Rune Pedersen, Managing Director
Thatiana Khouri, Process Safety Engineer:
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All of us must show contractors that we are part of safety and able to contribute. It is not sufficient to do what the rules say – that’s not how we achieve our safety goal.
Zhiyi Cheng, Metering & Allocation:
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Communication is essential. A clear communication makes a difference, and then we must remember to align the expectations before the project starts.
Rikke Howe Jessen, Document Control:
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Contractors must feel the mindset inside their body. They must never be in doubt that the work they are carrying out must be done safely. And then they must know that they can always get support.
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Better contractor management can improve safety Increased teamwork and better, clearer communication is the way ahead for contractor management.
It is essential for safe operations that the employees in Maersk Oil live the Incident-Free mindset and comply with safety regulations.
“We emphasise to contractors that our Safety Commitments are equally important to all people working for Maersk Oil: We want you to feel an ownership and to intervene. We cannot have rules and formulas for everything; you have to accept responsibility for your colleagues and your own safety and health as well.” Stefan Weber, Director of Finance & Business Services
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It is equally important that we ensure that contractors we take on board who are helping us achieving our goals follow those regulations and live the IncidentFree philosophy of our organisation as well. Contractor Management can help us to achieve this, and Stefan Weber, Director of Finance & Business Services (FBS), and Camiel Schijven, Head of Procurement & Supply Chain, want to make sure that the contractors we work with share our passion and goal for safety. And, equally important, that we as contract owners manage our contractors in a way that encourages safety: - The two parts are both essential: contract management and contract ownership, Stefan Weber says: - We have to make sure that our contractors understand our ambitions about safety and commit to our goals on safety in a way we can trust and count on. It is our role to support everyone joining our organisation on that journey; at the same time we expect responsible behaviour. Contract Owners and Contract Management are important in support of our Incident-Free journey at Maersk Oil.
Rewarding with the right mindset
As contract owners, Maersk Oil has the task of getting the contractors to complete the work in a safe way, balancing progress and quantity with costs and quality. - Creating aligned expectations on safety is important, Stefan Weber says: - We need to establish regular dialogue with our contractors on our mutual expectations and experiences. The regular Contract Management meetings are an excellent vehicle for these discussions. In these meetings, the contract owner has the opportunity to share, listen and learn with and from their contractors on safety. Concluding with specific actions and commitments from both parties can make a real difference towards Incident-Free. - Choosing the right contract management KPIs – key performance indicators – is also important, Camiel Schijven says: - We need to make sure that we select KPIs within contracts that drive the right behaviours and are not counter-productive. I have observed at times that contract KPIs focus on – and reward – performance like execution and quantity of tasks. This needs to get balanced to ensure we avoid negative effects on for instance quality and safety, he says. But also when we have too strong a focus on the right KPI, it can have unintended and unwanted consequences. If, for instance, we pro-
mote and reward low incident rates, then we could very well be encouraging our contractors to under report. Would you really feel safe if a contractor reported zero incidents over a longer period? Making sure there is a constant dialogue around contract performance is therefore key – creating an environment where the contractors feel at liberty to give their input is essential: - Our contractors are as passionate about safety as we are; they also want to go home to their families and friends after an incident free day. We can learn a lot from each other, Camiel Schijven says: - We own the contract, and have the responsibility to set performance expectations. But we need to share the ownership in such a way that the contractors feel a shared safety goal and ambition and want to contribute to Incident-Free. Wouldn’t
it be great if they preferred to come and work on our facilities as they are just that: Incident-Free! Constant communication and aligned expectations are essential. Through regular dialogue with our contractors we make sure that they are constantly committed and on board, and we lead by example by showing how dedicated we are to working Incident-Free. Stefan Weber adds:
- We cannot expect that every aspect of the work ahead of time is covered within the contractual terms. A contract needs attention and sometimes adjustment as the work progresses. That is why it is important that we stay in dialogue and adjust and balance where necessary. On a journey
Encouraging and improving the dialogue with the contractors is very much at the
centre of contract management. Improved dialogue and increased collaboration within Maersk Oil is also essential. - Contract owners are the accountable people for the contracts. We want to expand on this. While the contract owner will remain accountable for contract performance and the relationship with the contractor, we want the contract owner to feel part of a team, with Legal, Contracts, HSE, Technical and other departments supporting and helping the contract owner to succeed. We are currently reconfirming the contract ownership role and will start engaging the updated contract owners once we roll out the new Contract Management Standard early in Q3. After the summer holidays we will then engage and train contract owners in their role, Stefan Weber says.
“The contractors trust us with their employees. When they work on our facilities, they are in our care. We have to live up to that obligation: one important way of ensuring that is to make sure contractors feel part of our team and the journey towards Incident-Free.” Camiel Schijven, Head of Procurement & Supply Chain
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Incident Free Refresher
Incident-Free Refresher We must remember
vulnerability - How many here have been injured at a time in your life? A forest of hands pops up at the Esbjerg Conference Hotel and HSE’s Kenneth Dielemans, who asked the audience, can see that today’s participants at Incident-Free Refresher look like the majority of the population: - We have all experienced it. Now, I will ask you: In our business, people are injured. Is it a premise you can recognise? The audience confirms. - We have gas leaks in Maersk Oil, is that right? The audience confirms again. - We have too many gas leaks in Maersk Oil, is that correct? The audience answers yes.
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These are simple questions which the audience are asked this morning, but the effect is obvious. This calls for reflection. And this is exactly the idea of IncidentFree Refresher; a workshop which has been introduced because we all need to remind each other that we are committed to Incident-Free and the culture that it supports. It is also a workshop to remind you that everyone can make a difference: - It is crucial that we recognise the vulnerability and take responsibility for doing something about it. We must not believe that someone probably does something, says Kenneth Dielemans: - Vulnerability includes injuries to ourselves and our colleagues, but it is also reflection on the consequences of potential errors we make. The potential now, in the long term, of process safety, offshore, onshore, for the business, for the company - vulnerability cannot at all be limited to simply avoiding a blue nail. - With what do I contribute? - How do I make the difference which supports the learning organisation? What is the potential? We want everyone to reflect on how they can contribute with culture, collaboration and again be the learning organisation where incidents do not recur with the same underlying causes. How can I adjust and optimise my performance - how can I fine-tune my priorities? We want that mindset to come even more into play, he says. Naturally, it is also important to acknowledge each other daily on all the good things which take place. No doubt that everyone reads much into ownership
of Incident-Free ... but we think we can ask for more ownership and more focus. Ownership that the safety barriers we all work with can match our efforts. Everyone is familiar with the ”Swiss cheese” models and many have been introduced to the bowtie barrier models, but it will never work if we do not all include ownership to ensure the integrity of them. If we do not focus 100 % on this, we lose our integrity, and HIPO’s from our ”corporate memory” will return. We must all ensure this will not take place. The best Business Unit in Maersk Oil
Almost everyone in DBU has now participated in our Incident-Free Refresher session. The support has been nothing less than fantastic, and everyone should have large credit for participating actively and engaging constructively. The premise we have tried to establish at all sessions is simple: If everyone ”just” attends a workshop and subsequently
”The essence of a learning culture is that we listen to what we tell each other - and become smarter.” Kenneth Dielemans
does not reflect on their contribution to Incident-Free and does not make adjustments in daily work, there is a high probability that the changes in our performance will not appear. That is what we all aspire to: Being the best Business Unit in Maersk Oil, no less! Many have expressed that our lack of performance is due to ”other ways to report” in the other Business Units, and my answer has always been: ”We have a reporting culture which has increased by 300 % since its implementation in 2010.
Incident Free Refresher
”It is crucial that we recognise the vulnerability and take responsibility for doing something about it. We must not believe that someone probably does something.” Kenneth Dielemans
The reports tell us about the reality we have to deal with. We must take what is happening in our operation based on our incidents as starting point. All colleagues and contractors who have participated have recognised that we have room for improvement and change, and this does not come, as we know, by itself. It takes people to create change, and in the DBU we are those people. Crucial communications
- The company is facing a series of challenges. There are changes in the form of activity levels and cost transformation, changes in the organisation and society, in general. We have a management that delivers a frame we have to work in. But we ourselves are responsible for what is inside the frame. You must ask yourself: How do I relate to the conditions that the frame gives me, says Kenneth Dielemans. Communication plays an important role. The dialogue between offshore and onshore, between trades, between colleagues, between Maersk Oil employees and contractors is a focal point. - The cooperation between sender and receiver works fine on a day-to-day basis and in 98 % of the cases, you receive what was intended by the sender. But a small percentage does not succeed, and then we have a problem. We can be ever so
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qualified; if just a small part of the overall product does not work, then we are faced with an actuator incident like the one on Tyra East or a cavity bleed like the one on Halfdan, says Kenneth Dielemans. Dialogue and learning
The workshop takes place as table sessions and in plenum. The atmosphere is intimate with few participants – around 35 persons – so that everyone can hear each other without using a microphone, and at the same time there are enough participants so that there is enough experience to talk about and relate to. The combination works. Everyone puts forward his/her own experiences; everyone listens. The participants are divided around 5 tables, and the dialogue around the tables is intense when the task is to identify jointly the places where we as a company are most exposed. - We want their input from the everyday life so that we can share them and become wiser. We want to hear what the world looks like from their standpoint we want their insight and knowledge. We must be enough so that there is enough experience to share - and at the same time few enough to maintain an intimate atmosphere. To me, it has been a crucial point in the sessions; that new relationships and understanding of people’s challenges in their function are formed... that collaboration is increased.
Everyone at the sessions has had an intense dialogue with each other about where we are most exposed to similar incidents like the one in the film about the actuator incident on Tyra East. It must be quite specific; not ’there is defective maintenance’ or ’lack of experience or competencies’. We want to be very specific on what can cause a similar incident. As you know, we can prevent only the incidents which have not happened, and there I see a large ownership in the organisation for just that. That we all work in a focused way with our incidents, and that the follow-up - measures/actions being verified - helps to prevent recurrence. The workshop strengthens a mutual understanding of how our joint work affects each other’s and the company’s vulnerability. It also contributes to dressing everyone for action. - ”We are leaving in action”, as we say you leave the workshop with more than a tick in the LMS, namely with intensions and belief that we can make a difference. It is in all parts of the organisation. I also report upwards, and if there are themes or trends which recur in the various workshop teams, they are also forwarded. The challenges of the day and sharing each other’s experience provides the power of a learning organisation like ours, says Kenneth Dielemans.
The participants are asked to relate directly to this photo. Reactions are: It is not my job. Creativity. Carelessness. Temporary solution. Laziness. ”Do we have this kind of solutions in Maersk Oil?” asks Kenneth Dielemans. ”We have temporary solutions which have been temporary for four years.” ”We follow the procedure until we reach the point where the procedure no longer fits the work to be done.”
Let’s all commit to our safety commitments In all the other business units, Incident-Free refresher is a four-hour workshop. In DBU we have chosen to spend the afternoon in a session about our safety commitments, meaning that we spend a whole day together. It adds value because it gives all employees and contractors an opportunity to put into words how to interpret these commitments and also what we all expect from each other. Our five safety commitments constitute an important part of supporting our Incident-Free culture, and spending time with up to 40 colleagues on a talk about these gives a strong effect and a better understanding. They will only become dynamic if we discuss them and share our experience in everyday life. If not they become static and end up as a poster on the wall. So please remember to talk about them every day.
What happens then? ”Then we become creative.” ”We are not good at stopping and waiting.” ”Incident-Free is different from bicycle helmets, handrails and lids for the coffee cups. It is a mindset! ” ”There is still a difference between being a Maersk Oil employee and a contractor.” ”There is a different culture today than before. I remember last year’s New Year’s greeting from my boss. It was only about safety. That pleased me.” ”We forget constant care in communication.” ”The amount of small incidents ends up giving a big incident.” ”Do we remember to think about the consequences at the split second when we change our plans?”
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Incident Free Refresher
Keep focus on Vulnerability
Development Director at Maersk Oil Edward Johnson: We have to live safety in our hearts.
- In the oil fields of West Texas where I grew up there was one line of work and one way to get a job in it: You would buy a bottle of whiskey, go to the tool pusher and say ‘can I get a job, please?’ Edward Johnson, Development Director at Maersk Oil, introduces himself to an assembled group of colleagues and contractors at the Incident-Free Refresher course at Esbjerg Conference Hotel. He talks about early days; breaking a leg from being blasted off a scaffold when a flare line exploded, and about working the ground standing under a scolding hot pipeline burning his arms, thinking: ‘This is not a line of work I want to be in’. He decided to stay, but to work differently: - I’ve worked on projects where people got injured, where people got killed. So safety awareness rings a strong resonance with me for a number of reasons, he says.
But he also sees potential for danger: - I hadn’t been in Denmark very long before I noticed a distinct can-do attitude. There is something about the Danes’ confidence when approaching a task that is both admirable and worrying, he says: - Can-do is good, but it is also related to a lack of understanding our own vulnerability. Can-do can lead to an acceptance or a tolerance of incidents, and that is not good, Edward Johnson says. No such thing as small risks
He has noticed a lack of respect for small risks. As if they hardly matter because the impact is limited: - I think some of us in Denmark accept a higher risk than the reward can justify. If something happens, we tend to play it down: “It wasn’t a real incident”, we say. Wrong! Small incidents can lead to big incidents, we have seen that so many times. Ignoring small risks or incidents
leads to a lack of respect of risk, and in a business as full of high potential risks as ours that is not a way to go, he says: - We have to constantly remind each other about how thin our skin is. We are vulnerable! We are not luckier than other people! We really have to get that understanding in to the minds of ourselves and our co-workers and contractors, Edward Johnson says. A way of changing that is to be very personal. The introduction Edward Johnson made to the assembled colleagues is an example of that: - It is important to share personal experiences to show that it does happen to us, that it does happen to real people right here. I want to show my passion for safety by saying what I’ve come from. I wanted to speak from the heart because that is where we have to have our commitment to safety. In our hearts, Edward Johnson says.
Careful with the can do-attitude
Edward Johnson is relatively new to Maersk Oil DBU having been with the company since October 2014. He has a wealth of experience from different companies, and when he sees the Danish operations from the perspective of an experienced specialist in a new country, he sees a lot of energy, ingenuity, creativity and positive attitude.
“Sometimes I wonder if you enjoy putting out the fire more than preventing it from starting in the first place.” Edward Johnson on the Danish mentality
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Construction has sharpened the safety dialogue through workshops It is often contractors who experience incidents. Workshops have changed the dialogue form in Construction - with good effect.
There is a correlation between cause and effect offshore safety is no exception. When we manned up with 40 percent of the workforce, over a period of just six months, it was in large part with new and inexperienced colleagues. This major change was reflected in the safety performance among contractors. It was a challenge for the safety culture to get all these new and inexperienced hands - particularly in Construction, where most of the new colleagues were employed: - Welders, electricians, instrument people, scaffolders, laggers and painters - we got many new persons, says Bruno Hansen, Construction Lead: - It was a big crowd in a short time, and it challenged our performance in a negative direction on both process safety and personal safety. Quite often, new people were involved in what happened, he says.
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Increased - and different - dialogue
From ”yes” to ”yes, if ...”
Four focus areas
It was decided to make a special effort to get the new colleagues on par with the experienced contractors and Maersk Oil employees in relation to safety. The consultancy JMJ was hired to be responsible for the Incident-Free Leadership workshops for all construction supervisors.
Acknowledgement of insufficient communication culture meant that Construction also had to face the fact that:
At the group’s second workshop, a joint, declared future was described.
- Never before had all the construction supervisors attended a workshop at the same time. But we had to be thorough, says Bruno Hansen. At the first meeting in September 2014, the management, supervisors and foremen tried jointly to identify the challenges. The mindset was identified as a significant cause: - To a great extent, it was a question of lack of communication, says Bruno Hansen: - Some of our contractors were at a wrong place compared to where we wanted them to be regarding what they delivered. And we were not good enough at communicating what we expected from the new people. We did not tell them that our expectations were not about the quantity of performed work but about the way and approach to the work, says Bruno Hansen.
- We have taken part in creating a service culture where you say ”yes”, says Bruno Hansen: - Construction exists for departments such as Maintenance and Projects; they are our ‘customers’ and our reason for being. It is deeply rooted in contractors and to a great extent in Construction per se that you say ”yes” when someone gives you a task. That is why we exist! But sometimes, we said ”yes” to something which could not be delivered within the set time frame. That was something we had to break with, says Bruno Hansen. Among other things, it was about going from ”yes” to ”yes, if the conditions are in order” - or even a ”no”: - We want to teach our contractors that they must say ”no” to tasks that they do not understand, or say no to methods that they do not think are safe. Then it is of no good that we cannot say ”no” when the tasks are assessed to be unsafe or unrealistic, says Bruno Hansen.
”We did not tell them that our expectations were not about the quantity of performed work but about the way and approach to the work”. Bruno Hansen, Head of Construction
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- We wanted to express where we are today and where we want to go. It was phrased jointly by supervisors, foremen and leadership teams to ensure the requested ownership for the future. Next, we phrased four focus areas which should help to move from the scenario, we know today, to another one, says Bruno Hansen.
The four areas of focus were: 1 Take care of each other. 1. 2 Be in control of planning! 2. 3 Change the culture and create 3. increased ownership. 4 Know and accept 4. the limitations.
A few words were added to the four focus areas in order to make them practical during everyday life.
- It was important for us to ensure that we did not introduce anything new to be done in everyday life. Instead, we should do what we usually do - but with a little twist, says Bruno Hansen: - When we, for example, say that we want to be in control of planning, it is also a way of communicating with our ‘customers’. Previously, we started working immediately; now, we start the job when we are sure that we can carry it out safely and correctly.
It has been a win-win situation. Construction has time to plan properly and complete Safe Job Analysis and Toolbox Talks, and ’the customer’ gets the job carried out safely and correctly. - At the beginning, when we put forward our view of projects and schedules, we ran into an ’oops’. But today, it has meant a different dialogue and that our input gets heard, he says. Positive effect
It is still too early to measure the effect of the effort in specific figures, but Bruno Hansen is in no doubt that it has been good: - A positive effect is obvious. You can tell. The quality of the conversations about the Safe Job Analysis and Toolbox Talks have improved significantly. Today, nobody can hide – if they do, they are asked what they think about the job we are about to start. Everybody must be heard as it increases ownership and ownership strengthens safety. The dialogue between the 24 construction supervisors is better, and it is transmitted to the 130 foremen and the remaining 6-700 colleagues. There, the difference is significant. But working with mindset and culture, we also know that it cannot be changed “just like that”, says Bruno Hansen. Therefore, a timeframe for the next workshops has already been agreed upon. - Going forward, we will still have three annual workshops about this. We agree that it never becomes a ’done deal’, says Bruno Hansen.
A quite new ownership Poul Vad Andersen and Torben Sund Laursen, Construction Operation and team lead in Dan Gorm Construction, respectively, have been pleased with the workshops and their effect. - Incident-Free is an abstract concept which is important to talk about to make sure that people understand the idea of it, says Torben Sund Laursen: - If it is difficult to understand the goal that we really want to work with zero accidents one day, it may have a good effect to rephrase it; for example that our goal is to have zero accidents to ensure that we work complete safely every day. The recipients must understand that Incident-Free is a philosophy as well as a goal, he says. Poul Vad Andersen has experienced the good effect of the now different dialogue - e. g. he has noted a significant change at therecipients due to a different message:
- I usually say to new people that I do not expect that they perform within the field in which they are hired. But I expect that they acquire our mindset and values and learn how we work. It has had a good effect, and it is received positively, says Poul Vad Andersen. He is not afraid of saying that the workshop has ”... changed everything”: - It means a lot that our dialogue form has been changed. There is a completely different ownership today because everybody talks about the job and puts forward inputs as a group, he says. Torben Sund Laursen agrees: - You can feel that the awareness of ownership makes a difference. It is accepted to talk about safety and speak out, and both supervisors and employees have been seen to put their feet down - it is very positive, he says.
”It means a lot that our dialogue form has been changed. There is a com pletely different ownership today” Poul Vad Andersen, Construction Operation Dan F
”The biggest safety barrier we have is that the man at the last link knows what he is doing.” Torben Sund Laursen, group manager in Dan-Gorm Construction
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Martin Rune Pedersen recently joined the position as Managing Director for Maersk Oil’s Danish business unit. High on his agenda is the safety of the organisation.
Martin Rune Pedersen
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The Managing Director’s
dedication to safety
What are your expectations for the safety of Maersk Oil’s Danish Business Unit? We shall be the best we can be. We should set the standard for a safe, efficient and reliable production and be the benchmark at which others aim. How do you see that the organisation is doing in relation to safety? The organisation has developed a lot in recent years. An example of this is the response to the increase in the number of incidents last year, where the support for the Safety Step Change, which we launched to turn the increasing safety trend, has been really good. It has meant that both in relation to personal safety and process safety we begin to see a positive development. However, we have still much work to do. We have areas which have good safety statistics for long periods, for example, on the rigs, and then we have areas where we still have too many accidents and incidents, for example, on some of the platforms. This we must change. What do you expect of the employees in relation to Incident-Free? Ownership is important. We want a culture where everyone working on our installations can feel safe and is actively working to improve safety. When a person - whether it is an employee, a contractor or a guest – arrives to a Maersk Oil installation, it is a common goal to ensure his safety. New employees must meet dedicated safety colleagues who feel ownership and take the lead. A specific example is our offshore Toolbox Talk. Here we must ensure that it does not become a generic checklist. When everyone participates actively by asking questions and taking responsibility, it is a tool which contributes to the work being carried out safely.
Finally, a thorough and realistic planning is important. A planned job is less risky because it is well thought out and the employees know their roles and responsibilities before, during and after the carrying out. How do you see contractors as part of your safety work? They are certainly an integral part of our safety work, and with regard to responsibility for safety they have the same responsibilities as a Maersk Oil employee. It is an equal responsibility for which e.g. the Construction team and the offshore supervisors are good pioneers. They have invested time and resources in finding out why we have had incidents, what we can learn from them and how we can get better conversations about safety. You have mentioned that you will continue the dialogue with the contractor companies on safety. What do you do specifically? I had a meeting earlier today with a contractor company based on an incident we had. I wanted to know what they had learned from the incident, how they would prevent it from occurring again and how they will ensure that the people they send to us in the future also have the new learning, and how we can help them to prevent the incident from occurring again. Safety is a common goal.
Background Martin Rune Pedersen Education: Master of Engineering within heavy currents and electronics , Graduate Diploma in process management and economics, captain of the reserves. Work experience: 17 years in the oil industry in e.g. the UK, Qatar and Denmark. Employed in Maersk Oil’s Danish Business Unit as of 1 April 2015; came from a position as Managing Director for Maersk Oil UK. Privately: 43 years old, living in Esbjerg, married and father of three boys. Hobbies: mountain biking, running and playing squash.
What should we do in the future? Incident-Free is the right way. It is about mindset, behaviour and ownership. After the Incident-Free courses at which more than 1,400 people have participated, each of us must identify how we can contribute so that Maersk Oil’s Danish Business Unit becomes an Incident-Free workplace. We must convert it into action. That is what dedication to safety is about.
safety News july 2015 19
Tyra East
gets Incident-Free Ambassadors Like Halfdan and Dan, Tyra East also gets its own Incident-Free Ambassadors. ’Today’s ambassador’ is appointed.
The corps of Incident-Free Ambassadors is spreading - like Halfdan and Dan, Incident-Free Ambassadors are now part of the safety programme on Tyra East: - We have had a safety coordinator role which has resembled the ambassador arrangement, but which has been phrased less broadly, says Torsten Rabjerg, platform supervisor on Tyra East: - We have wanted to keep the safety representative as the core of our safety
20 safety News july 2015
programme, and it is now being extended by other trades and functions – e.g. assistants, supervisors and foremen. To this, the ambassador function is now added, he says. The expansion of the safety apparatus with Incident-Free Ambassadors is going to contribute to emphasising further that the safety work on Tyra East is not only formulated recommendations, but that it is something that lives every day, right where the job is carried out, says Jan Fredborg, platform supervisor on Tyra East. The ambassadors are found among e.g. safety representatives, all of whom have volunteered as ambassadors. - We have some greatly dedicated safety representatives who have been the backbone of our safety work for years. People listen to them and people respect
their work - and therefore they are a good basis for the Incident-Free Ambassadors programme, says Jan Fredborg. No blue nails
The Incident-Free Ambassador programme on Tyra East is adjusted to the HSE programme. The corps of Incident-Free Ambassadors doubles the effort. It provides several options such as appointment of ’today’s ambassador: - Basically, the ambassadors are ambassadors all the time in everything they do. The idea of today’s ambassador is that we in turn let one of the ambassadors use a day for ambassador work. This means that they participate in Safe Job Analysis, at Toolbox Talks, at morning meetings and at daily planning meetings. They are involved in everything which has a safety dimension, says Jan Fredborg:
Other activities Besides the Incident-Free Ambassadors, Tyra East have also launched a ’know your colleague’ programme in which various colleagues are selected to tell about themselves. The aim is to learn about each other, which increases care and strengthens culture. Workshops are also planned, in which the Ambassador programme is presented.
Incident-Free ambassadors on Tyra East
- The goal is to ensure that we visualise safety work and upskill Safe Job Analysis and Toolbox Talks by ensuring that there is always at least one participating colleague who is also IncidentFree Ambassador and participates only to strengthen safety, he says. Torsten Rabjerg adds: - It will definitely have an effect when you are offshore and talk about the job; that there is always one man who cares only to carry out the work as safely as possible. There is always one who does not tolerate even a blue nail. I am sure this will make a difference in the dialogue, he says. Mindset is strengthened
The effort should help to reduce Tyra East’s TRIF, which is currently at 5.7. This is well above the DBU average:
- We have had an extremely high level of activity. Large, heavy and complex jobs with large teams. We have had a lot of craftsmen on two accommodation rigs. This may partly explain the TRIF but it does not make it acceptable. We are proud that we have completed a good year without LTI. But we want a TRIF below the average in DBU, and we are working on it, says Jan Fredborg. - The way of doing this is to change the mindset, says Torsten Rabjerg: - We can see that all the incidents we have had are due to wrong mindsets. We can change that by ensuring that everyone has an understanding of no tolerance! There must not be a silent acceptance that it is okay to cut yourself once a month, for example. The colleagues must know that all incidents can be prevented, he states.
”There is a good and strong culture on Tyra East, but new people come offshore without this culture. We would like to do something to help the culture come along, and knowledge and conversation is a good way. The Incident-Free Ambassadors can also contribute to this.”
Torsten Rabjerg, platform supervisor, Tyra East
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Annual Offshore Safety Conference
TFZ 2015 Safety as a common goal TASK FORCE ZERO
This year’s edition of Task Force Zero focused on using the companies’ individual safety competencies to accomplish a common safety ambition.
22 safety News july 2015 6 Sikkerhedsnyt april 2015
You cannot get much further away from the seabed in the North Sea than the mountains of the Himalayas. Nevertheless, it seemed quite relevant when Patrick Hollingworth drew a parallel between his mountaineering and the daily challenge of working safely in an environment like the North Sea when he spoke at the Task Force Zero conference in Esbjerg Performing Arts Centre. After the presentation from Patrick Hollingworth, you could work on ’mountaineering’ in workshops in the form of exer-
cises where you simulated complex and difficult dilemmas, on which basis you should assess risks and make decisions. It required cooperation and confidence that you could count on a shared commitment to safety - and the presentation fitted in quite well with ”cooperation and joint improvement” as the theme of the conference. The aim of the conference was to focus on how to develop each company’s safety performance from being a competitive parameter to being part of a community
where all companies, authorities, nations and cultures work together on the common goal. How is openness increased and how do we work together to achieve the goal?
able to try out free of charge. This has led to cross industry knowledge sharing, and it has given many different learning opportunities for the benefit of common safety.
The winner of the company category of this year’s Safety Awards was pointed out as a good example of this. Fanø Kran-Service received the award for showing great understanding of the importance of ”Working together”, among other things with the safety course ”Dropped Objects Prevention”, that companies have been
On the actual day, there was also a presentation about human behaviour - the psychologist Rod Gutierrez from DuPont explained in his speech ”Why Don’t People Just Follow The Rules?” how the social side of safety is of great importance; how our social conventions influence the approach to the work.
Additionally, Fiona Murfitt from Viva Energy Australia spoke about the importance of getting employees and contractors to share the values of safety; and the Canadian professor of safety culture Mark Fleming spoke about the importance of leaders taking on the role of a safety culture leader. This year again, Maersk Oil was a sponsor of the conference and was represented with a stand operated by the HR and HSE departments.
safety News july 2015 23 Sikkerhedsnyt April 2015 7
24 safety News july 2015
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Fanø Kran-Service received the award for showing great understanding of the importance of ”Working together”, among other things with the safety course ”Dropped Objects Prevention”.
Patrick Hollingworth, Safety Consultant, spoke about mountain climbing in contrast to a safe working environment on the North Sea. This year again, Maersk Oil was a sponsor of the conference.
TASK FORCE ZERO
Safety
as a common goal
We asked three companies who attended the TFZ conference what their experience of the industry’s safety priorities is. Have they changed as a result of the industry’s challenges or is commitment intact?
Jesper Møhring Madsen, HSEQ Manager, ESVAGT
”The commitment to safety is absolutely intact! The value of safely performed work benefits everyone, and it is an understanding and approach to which I experience complete support in all parts of the offshore industry. It is by no means an issue to de-emphasize safety for the sake of cost savings.” ”Today, we have reached the point of safety in the industry that it is not expensive to prioritise and commit to safety. We don’t need more personal protective equipment or helmets, but we need to work with what’s under the helmet. We still have to develop the good safety conscious mindset through dialogue and ongoing training. And I find that this commitment is still very strong.”
Martin Marstand, Sales Manager, Fanø Kran-Service
Søren Hvorslev, Managing Dir. Global Gravity
”Part of our display at the TFZ exhibition is actually a very good proof that safety remains top priority in the offshore industry, and that we all focus jointly on succeeding in safety. Last year, we developed a course where we get close to the hazards associated with dropping things from heights. The course was intended for ourselves because we are always working at height, but after having introduced the ’Dropped Objects Prevention’ as a course for our customers and partners, the interest has been significant.”
”Pressure to reduce safety priority is not an issue. The oil price has been an issue to which we have to relate further, and we have been asked to take on our share of responsibility for the crisis in which the industry is - but it is not so that the customers stop buying our products because they cannot afford to prioritise safety. Our product benefits safety, and therefore the customers still want to use and buy it. In this way, the crisis has emphasised quite well that the engagement in safety is deeply rooted.”
”At present, about 200 participants from many different companies have completed the course. When a new course also in times of crisis - can get a lot of attention, then it proves that there is commitment, and that contributions to strengthening safety are still of great interest to the industry.”
”But today more documentation is needed. The companies to which we sell want to be able to demonstrate to their superiors that the product - in addition to being a safety gain - also provides savings of workflows, for instance. By the way, as a company we have benefitted from this process.”
safety News july 2015 25
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From left to right: Kimmy Bauer, Senior General Manager, Danbor, Mads Nielsen, Head of Expediting, Maersk Oil, Esben Lock, base worker, Danbor, Mads Buttenschøn, Head of Warehouse & Expediting, Maersk Oil, Jørn Bue Madsen, CEO, Danbor, Torben Hennebjerg, Head of Warehouse, Maersk Oil.
The Base
passes 3 years without LTI The busyness has been upward – The LTI’s have been downward. The base reaps the benefits of dedicated safety focus.
”Red man standing, green man walking”. Learned as a child and quite simple, and the traffic light has helped making the port area at the base safer, says Mads Buttenschön, Head of Warehouse and Expediting at Maersk Oil.
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There are few places where a vulnerable road user is softer than at a port.
result of targeted efforts to improve safety.
Not because the walking colleagues are particularly chubby or plump, but because everything else which swings, sails and moves; which is towed, lifted or pushed is so enormously heavy and big that even the largest terminal worker always becomes the small one in a confrontation.
- Previously, we have had some accidents, including serious accidents such as personal collisions with trucks. We have focused on how the accidents occur and then removed the risks which could be eliminated, or we have set up barriers to prevent them from occurring, he says.
Traditionally, port work places have been dangerous work places, but in Maersk Oil Warehouse and Expediting – colloquially called the Base – they have just celebrated three years without LTI. According to Mads Buttenschön, Head of Warehouse and Expediting, the change has been achieved as a
Walking traffic has been removed
We have removed most of the walking traffic from the base. The walking route from the office to the quay has become longer, but free of trucks and other risks: - Today, the walking route is now around the base instead of through the base. The route is now five minutes
”We are talking traffic planning all the time; constantly, we seek to improve and stay focused. Because we have to prevent a personal collision with a truck.” Mads Buttenschön, Head of Warehouse & Expediting, Maersk Oil
long, previously, it took two minutes to walk the route - but you quickly get used to it and the benefits in relation to safety are very high for all parties, says Mads Buttenschön. Moreover, the boat handling has been moved from berth 503 to berth 504 - a small step which, however, has a major impact as it helps to sort the walking and driving traffic further. Some of the infrastructure in a port area means that you sometimes must walk. In these cases, a traffic light contributes to increasing safety: - It works like any other traffic light in a pedestrian crossing: You press the button to get green light, and you do not go before the light vouches for it. The rules are simple, and they work, says Mads Buttenschön. The combination of pedestrians and heavy traffic has been a focus area. Some road users are both heavy and light, as an example many external suppliers in the form of drivers bringing goods. New carriageway markings ensure that traffic runs optimally when the drivers arrive by truck, and tightened focus ensures that the drivers follow the procedures and have safety focus when they walk. - We have had conversations with carriers and drivers and have explained the importance of following the rules on walking routes and visibility, says Mads Buttenschön.
Safety at the Base Generally, safety is more important at the Base today: Safety is always the first item at collaboration meetings internally and externally, Toolbox Talks have become more important at loading and unloading operations, and risk assessments are now compulsory. The effort also extends beyond the base’s employees and contractors where it is sought to influence contractors to engage in Incident-Free. All contractors have attended or must attend an Incident-Free-course. - 4 out of 5 people working at the base are external and have a different safety culture to ours. It is important to get them to support our vision and ambition to safety. There is a common understanding, says Mads Buttenschön. Among others, he praises Danbor, the biggest business partner at the base,
for a good commitment to both own safety and Maersk Oil’s safety culture: - Danbor has changed considerably, I think. There is a mutual understanding that safety is always first priority. Although we have different cultures, Danbor is very much aware of delivering according to our standards, he says. The three years without LTI show that the efforts have worked. The performance is further put into relief by the fact that the base has been extremely busy during the three years: - We are proud of being able to perform on safety when have had so many activities we at the same time. We have taken on more colleagues in the operation and have had more tasks to carry out - but with a big commitment to Incident-Free, we have managed to stay focused, he says.
”The port is an area which has the potential of absolutely serious accidents. It requires a great commitment in daily life to be Incident-Free and we have had this commitment in the last three years.” Mads Buttenschön, Head of Warehouse & Expediting, Maersk Oil
safety News july 2015 27
The line between breach of trust and care is very fine Incident-Free role models: Jan Richter, roustabout, Finn Juhler, technician, Brian Beierholm, painter, and Per Clausen, technician, all working on Dan F.
Dan-Gorm has appointed its first Incident-Free role models. They help each other towards the goal of involving all the colleagues.
28 safety News july 2015
- A colleague says to me: ”I feel a little bad and will have a rest. Please don’t say anything about it, as I am going home shortly and do not want any hassle.” But I know that he has had heart problems previously. Should I keep my mouth shut as he asks for - or should I break confidentiality and contact the medic? It might sound like a call to the Danish radio programme “Mads og Monopolet”, but it is not. It is a workshop among 12 newly appointed Incident-Free-role models in Dan-Gorm and a good example of the dilemmas which you quite often face being both an Incident-Free role model and a colleague.
care of the difficult conversations. As one of the other participants concludes in answer to the initial question: ”The line between breach of trust and care is very fine.” Passionate commitment
The dialogue shows that the 12 IncidentFree role models have many experiences in common. The job as a role model might be new, but as they are all safety representatives, they know the task and their colleagues thoroughly. It is not easy to approach people who are very experienced and certainly know their onions:
- It is an interesting issue: Are you a colleague or an Incident-Free-role model? What comes first, asks Mogens Fog Olesen, HR Business Partner, who - together with Lars Gottenborg Bøger, Production Coordinator on Dan F - have the roles as facilitators at the workshop and are passing on the ball to the Incident-Free role models.
- We must make them understand that it is the acknowledgment of their own vulnerability which is the basis of safety. We can all point at a leaking pipe - but it is much harder to stop a colleague and say ”I do not think we ought to or can do this”, says one of the Incident-Free role models and gets appreciative nods from the colleagues.
The Incident-Free role models think and talk, because it is not easy to be the ones who want to make a difference on the human values and take the lead and take
- I have decided that I want to use my energy on those who want to do this just as much as I want it. I don’t want to drag people who don’t want it. The day will come when
they get tired of being here, says another person about the opposition that the 12 Incident-Free role models also have encountered from some of the 600 colleagues. - And we must remember to acknowledge those who are actually interested in the idea and want it. They are the ones we must praise. I would rather praise than try to gear up lazy persons, says a third person.
What’s it like to be an IF role model?
Ambitious people
Four Incident-Free role models tell about the work:
After a day’s dialogue and debate, the role models go home, and the two facilitators and management representatives on DanGorm sum up the day: - It is important that the incident-Free role models show that they have a share and an ownership of safety. It must be said that they have and take it - it is a super dedicated group. They are people who are already passionate about safety and who now get further empowerment in the shape of responsibility as Incident-Free role model, says Mogens Fog Olesen: - We didn’t help the Incident-Free role models finding answers to their challenges. They know what they want and they are ambitious with their work and tasks. I am sure that the engagement means much more than hardware. Their behaviour can encourage change, he says.
Finn Juhler ”We are more visible by being Incident-Free role models and there is great respect for the work we are doing. The small talk we have is always perceived differently today – there is a different respect that it is a competence to be able to and want the human values. The colleagues meet us and use us more, for example, for ‘handrail talks’.” ”I also feel more obliged being an Incident-Free role model. It is a responsibility I have taken on me, and I can feel that both employees and management expect us to be role models. I feel good about it. I feel really appreciated.” ”My work has become different by being a role model. I am much more ’on’ and the 14 days offshore speed by quickly.”
Brian Beierholm – ’Maler-Olsen’ ”It is nice to be part of the large community and the effort of the role model is highly respected. The role model work is very exciting, and I am prepared to progress and lead the way. I would like to be better at spotting failure to thrive socially; to spot the colleagues who need care and comfort and ask about the well-being and joy of being at job and at home. I like to spend time on it.” ”It motivates me to see that my work as a role model bears fruit day by day, and that I can make a difference. You can see, hear and feel that we are on the right path, and management supports it.”
”Vulnerability is also about taking initiatives when you need it. We will not ask people whether they want help with a task they struggle with. They MUST get help. It is not a choice.” Peter Dalsgaard, platform supervisor, Dan F
Jan Richter ”The assignment as an Incident-Free role model will develop. Here at the beginning, the role model work probably shows itself by the fact that it is certainly not us who do something wrong!” ”It is probably in relation to human values that I take the lead. I can ask about how things are at home. With his or her son’s school and things like that. It is easier to talk about the difficult things when you have talked about other things previously. But you have to thread carefully. We must show care without coming too close. To test the water is a good thing.” ”I think my colleagues welcome us. They are finding out that we are not only for show or to play to the gallery. That we actually want something with this. I hope it will give the bottom line value in relation to safety. Increased relations are one of the ways to improve safety, and we just have to find as many ways as possible to get there.”
N ews in b rief
Per Clausen ”It is an exciting and demanding double job. You have to be a pioneer with your appearance and performance of tasks and be able to associate with many different types of people. It takes a lot of time, among other things, to assess proposals for improvements at workplaces where we can help with visualising either through drawings or text. Quite often, this results in a positive feedback from the proposer.” ”It’s the interest in the safety work that drives me. It is good to get in touch with many people in the role and quite often, we get close. I want to see that the safety work becomes a natural part of our daily life; that we all - despite a workplace with certain risks - are able to have an exciting job with good colleagues and come home to our family without injuries.” ”Role models are certainly valuable. It should be an encouragement that more persons, besides safety representatives, want to be pioneer models. This will result in a safe workplace and it will build an attitude which will influence our daily activities among colleagues at the workplace.”
30 safety News july 2015
This wall om Britanniavej 10 is called ’Wall of fame’ .
Milestone
plaques
For many years the HSE Department has handed out plaques celebrating one or more years of work without LTIs. It has been highly appreciated by our drilling rigs, production platforms, vessels and contractors, recognizing the effort by everybody to strive for zero incidents.
reached a milestone fulfilling the following:
The Wells Department has now decided to change focus. Recognizing work without LTIs is only one aspect of the way forward; there are many other aspects that we want to put focus on. This means that they have stopped handing out plaques for years without LTIs and instead started handing out plaques when the work places have
Zero hydro carbon releases
Zero recordable injuries Zero oil or chemical spills Zero dropped objects Zero HIPO incidents
The drilling rig Ensco 72 reached one year on 25 April 2015 and was presented a plaque for the milestone. We congratulate everybody onboard Ensco 72 for this. (see photo next page).
milestones
• Danbor A/S
22.03.15 3 Y
• Tyra Øst
10.05.15 1 Y
• ENSCO 72
25.04.15 1 Y
• Havila Clipper
01.06.15 1 Y
Danbor A/S celebrate 3 years without LTI’er on 22 March 2015. Pictured here you see (from left to right): Kimmy Bauer, Senior General Manager, Danbor, Mads Nielsen, Head of Expediting, Maersk Oil, Esben Lock, base worker, Danbor, Mads Buttenschøn, Head of Warehouse & Expediting, Maersk Oil, Jørn Bue Madsen, CEO Danbor, Torben Hennebjerg, Head of Warehouse, Maersk Oil.
A perfect HSE period On 25 April 2015 Ensco 72 reached one year with a Perfect HSE period. John L. Simpson, DBU Wells rig superintendent for E72, (until recently),
hands over the plaque to Ensco 72’s rig manager, Ahmed El-Backy.
Deadline on the next number of SafetyNews is 20th August 2015.
HSE Dashboard Follow the progress in our statistics on the HSE Dashboard on Maersk Oil’s website
safety News july 2015 31
John Hatton, ‘ESS Energy Enhancer’, is one of many colleagues who are signing up for safety: “I strongly support every statement, and I feel part of a team by making my commitment towards safety.”
Signing up for safety As part of the Safety Step Change project our visible commitment to safety is a key factor. Whiteboards are used to personally endorse the safety commitments. There is not much safety in a whiteboard. But add to the board an idea from Nick Jackson, safety step change coordinator with Maersk Oil, and the whiteboard is transformed into a commitment to safety and it becomes a constant reminder of the team effort needed to achieve an incident free workday. - It is simple, yet very powerful, Nick Jackson says. The boards have been placed centrally both on- and offshore and are inscribed with the Maersk Oil safety commitments. By publically and visibly signing the board we make a promise to each other to comply with the commitments.
take responsibility; when we consider risks, we do so because we recognise that we are all vulnerable, he says. Visual and engaging
He is quick to point out that the idea isn’t his own but an inspiration from drilling rigs in the Gulf of Mexico: - I saw similar boards years ago. On one rig they had five boards, side by side, all full of signatures, and I remember it as something that gave a very powerful message. It is visual. It is engaging, and it gives you quite a strong feeling of commitment when you sign up, and you see the signatures of all of the colleagues
who before you have committed to working safely. A good testament to the power of the commitment boards in the DBU came from the drilling rigs. These rigs are not owned by Maersk Oil, but they are fully aligned with the DBU in promoting our safety commitments. The ‘Energy Enhancer’ has already completely filled one board and is filling up a second one! The DBU introduced the commitment boards on Global Safety Day, and they are gathering more signatures with each day. If you haven’t signed up yet, please find your nearest board, make your promise and commit!
- By doing this we promote our safety commitments and at the same time engage with our workforce, Nick Jackson says: - We are not a rule based organization; our company is based on values and mindset. We all need to recognise that every one of us is accountable and takes responsibility. To succeed in our Incident-Free journey you need true commitment to safety. When we say we intervene, we do so to
“2,000 signatures committing to safety is a huge statement!” Nick Jackson, safety step change coordinator