DANISH BUSINESS UNIT
Control of Work (CoW)
Cost Transformation
A Maersk Oil Global Standard will minimise the number of high potential incidents. Page 4
Is a 20 percent cost reduction possible without compromising the safety of our people? Page 8
2 EDITION
Safety News
2 016
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Engagement in safety honoured The improved safety performance among contractors was one of the reasons why Oil Gas Denmark’s 2016 Safety Award went to the Dan F Construction Group at the annual Task Force Zero conference in Esbjerg.
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In this issue Leader
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Minimising HIPOs with Control of Work
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Fewer recordable injuries among contractors
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Cost transformation can improve safety
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When the stone age brain is to extract oil
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Keyhole certification ensures a healthy food selection for everybody
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Scaffolding meant safe work on Tyra East
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CommuniCation and toolbox Talk
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Auditing - a proactive learning tool
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Milestones
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Global Safety Day on Dan F
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Control of Work, a Maersk Oil Global Standard, will be implemented to help minimise the number of high potential incidents
Keyhole certification ensures a healthy food selection for everybody 120 bakers, cooks and stewards have attended a course in preparing food with keyhole certification. More colleagues have developed a taste for healthy food.
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Cost Transformation can improve safety Working more efficiently and seeing the best solution in the long-term results in both cost efficiency and a bettered safety.
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 SEPTEMBER 2016
Minimising HIPOs with Control of Work
Read more on page 8
LEADER
On the road to the perfect HSE period incidents. The significant efforts around and of the Offshore Construction Group were recognised at the Task Force Zero conference, and internally we are at a point where our contractors are performing on a par with employees in regards to safety. In May, we finalised what a perfect HSE period would look like for our assets. This will move us away from the original LTI period and will focus on Recordable and HIPOs which reflects the business focus. The details of this will be shared in the next issue but rest assured no one will be disadvantaged or lose something they are on track to get. We launched the Life-Saving Rules (LSR) on Global Safety Day and further developed our one day safety awareness and IF session for new employees and contractors, and we will be following up the launch of the LSRs in November when we will change our commitment boards to reflect LSR and our commitment to them.
As you all know our start to the year was challenged, and I am pleased to say that for five straight months we saw a month on month improvement in our safety performance. Unfortunately the month of August saw that trend stop with a number of recordable incidents and four high potential incidents (HIPOs) in three weeks, one of which is the closest we have come to having a fatality when an individual fell into an open tank which was not correctly isolated by barriers. Here in the beginning of October we
have had seven HIPOs and six of them were dropped objects, in response there is a campaign running around dropped objects and local teams have been formed on each asset to ensure this remains in focus. Keeping our vulnerability in mind, we have also shown that we can deliver excellent safety performance and Incident-Free operations. Our production platforms now have the lowest TRIF since our records began, the Offshore Construction Group has now achieved eight straight months of no recordable
Continuing our journey is going to be our focus for the rest of 2016 and we are currently busy preparing a gap analysis around the process safety framework to set targets for 2017. In addition, we have Control-of-Worklaunch sessions running throughout September and October; we just had the offshore supervisors and safety representatives’ conference, and we have ongoing Contractor HSE workshops – all which will help us on our journey towards improvement. I would ask each of you to think before doing every time, do not underestimate the risk or consequences and keep each other safe.
Simon Byrne, Head of HSE Department, Maersk Oil Danish Business Unit
SAFETYNEWS SEPTEMBER 2016 3
Minimising HIPOs with
Control
In DBU, CoW will result in a series of procedures clearly defining the requirements for job preparation, hazard identification and risk assessment, applying risk controls, verifying risk controls and performing work and finally through correct re-instatement and learning. This will ensure that we perform our activities efficiently and safely also next time! New, workable processes
ContControl of Work (CoW) is based upon a Maersk Oil Global Standard which will be implemented to address the high number of HIPOs and thereby reduce risks. The standard builds on five general steps reflecting industry as well as Maersk Oil best practise.
The project team has made extensive analyses of the existing processes and the requirements of the CoW standard to identify gaps and where to address focus. A lot of good initiatives are ongoing in DBU with the purpose of improving safety. These initiatives from both onshore and offshore are meant to be incorporated in the future CoW procedures to make an intuitive and workable process contributing significantly to the organisation becoming Incident-Free. The first steps on the road have been taken
”The new CoW procedures must ensure that we perform job activity, efficiently and safely and that we do it the same way on all the installations and assets.” René Jannick Jørgensen, Control of Work Project Manager. 4 SAFETYNEWS SEPTEMBER 2016
On September 5th the CoW Awareness sessions started at Esbjerg Conference Hotel, and by the end of week 41 about 1000 employees and contractors have been through the sessions. The purpose is to introduce the future core processes and the principles and philosophy behind these. This will help us all in the coming process of change and give us a common basis. New terms and phrases becoming an integrated part of our future work are being introduced. Apart from information and awareness the participants will also get a series of tools to carry with them offshore or to the office.
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Method Statement – nøglen til at identificere alle de korrekte Method Statement – the key to forholdsregler er,all atthe vi kender identification of correctde farer, der ermeasures forbundet med arbejdet. Vi kan is knowing the hazards kun træffe forholdsregler mod de farer, of the work. We can only protect vi kanourselves identificere! For at identificere against the risks we can farerne skal viTo kende de to arbejdstrin, trin identify! be able identify the for trin, der er nødvendige for at udføre hazards we have to know the critical en arbejdsopgave, altså Method work steps in the jobvores we are going Statement. Vi kan allerede i dag to perform, the critical work brække steps arbejdsopgaven opStatement. i trin på vores Peris our Method Already mits.today we can start to break down in steps the på Permits. • the jobs Toolbox Talkon – alle arbejdsholdet skal deltage aktivt Toolbox Talk’en. Toolbox Talk – everybody on the Der er altid tid til en Toolbox Talk, og teams are obliged to participate der findes ingen dumme spørgsmål. Det actively in the Toolbox Talk. There er vores sidste og kritiske sikkerhedstjek, is always room for a Toolbox Talk, indenand vi går i gang med arbejdsopgaven. there are no silly questions. It
• is ourDynamic Assessment – oplast andRisk critical safety check mærksomhed forandringer before thepå work is started.i omgivelserne og de omstændigheder, der følger Dynamic Risk Assessment – med, når man udfører arbejdsopgaawareness on changes in the ven. Hvis du er i tvivl, så er der ingen tvivl surroundings and the conditions – Stop! that follow when performing the job. If there is any doubt, there is no doubt – Stop!
The right training and support
During 2017 we will roll out CoW procedures and the supporting tools. It will follow detailed programmes to ensure that key personnel is trained and supported in the new way of working in due time before the procedures become effective. During a period of time a group of supporters can be contacted if you are in doubt about anything and/or need help interpreting the procedures. This is to ensure that the procedures are adhered to in the same way across installations and assets.
of Work
Control of work is a structured approach to the way we prepare and perform our activities. The final goal is to ultimately avoid high potential incidents (HIPOs).
LESSONS LEARNT
The 5 key steps box The key steps are designed to eliminate HIPO’s through preparation, hazard identification, risk assessments, applying risk control and verifying these before performing the work activity. When we close out activities, we need to capture learnings to ensure we perform just as good or even better next time.
SAFETYNEWS SEPTEMBER 2016 5
Focused effort to reduce incidents among contractors has been fruitful.
Fewer recordable injuries among contractors Traditionally the contractors have always been a group with a high number of incidents offshore. Contractors typically work at the sharp end: Where they have to sandblast, screw, weld, crawl and build, and where the risk therefore is higher in everyday life. The contractors still work at the sharp end offshore, but a focused project has resulted in a significant reduction in the number of incidents. Thus, the frequency of accidents has had a downward trend the last year, and in neither November nor December were there any incidents. Also the summer went well. Between 30 March and 20 September we did not have a single recordable injury among manpower contractors. According to Bruno Hansen, Construction Lead, DBU Operations Area, this fine trend is caused by three apparent
6 SAFETYNEWS SEPTEMBER 2016
improvements: - Better management, more dialogue and more ownership. We have focused on strengthening those three areas, and now we can see the effect of this in the number of incidents involving contractors, he says. Better management
The reason for a development is often complex. This is also the case here but Bruno still sees a clear connection between cause and effect. - We have reason to believe that what we do today is the reason for the positive development, he says: - We have strengthened management at the frontline. We have worked on increasing the engagement in safety from all foremen and supervisors, and we have improved their competence as leaders. We can see that the more skilled leaders,
the better performance both in quality of the work and safety. Evaluation of tour and management network
All foremen and supervisors – we have approx. 100 offshore – have become better at managing and engaging their teams, among other things. Management has been turned into a measurable thing, and that has an effect. - We have strengthened the leaders’ competences in areas that are difficult to measure. Dialogue, enthusiasm and engagement for example. But even though it is difficult to find out how much a person performs when it comes to ’engagement’, we still have to make it measurable – because it means something to safety. That is why we have introduced that by the end of every tour the foremen and supervisors will evaluate the performance
TASK FORCE ZERO
Engagement in safety honoured With a total number of approx. 300 people – in total 750-800 people on rotation – The Contractor group is one of the largest personnel groups offshore.
The improved safety performance among contractors was one of the reasons why Oil Gas Denmark’s 2016 Safety Award went to the Dan F Construction Group at the annual Task Force Zero conference in Esbjerg. Their contribution to strengthening safety through better risk assessment, more visible leadership among foremen and higher quality of Toolbox Talk and SJA were the reasons for them receiving the prize.
of every single contractor. The purpose of the tour evaluation is to ensure that a continuous adjustment of expectations takes place between the parties, and it will ask detailed questions about not only professional subjects such as work performance and professional knowledge but also about collaboration and social relationships: - It’s a way of showing that besides professional competences we also expect people to contribute to the ’good mood’ and comradeship which are crucial to safety and having a good work day. If you are a fantastic scaffolders but spreads bad vibes in the TV room, this is the place to mention it, says Bruno.
”It is possible to improve the quality of the work and the safety in the work by being a better manager.” Bruno Hansen, Construction Lead, DBU Operations Area
René Storgaard and Poul Vad Andersen receives the Oil Gas Denmark 2016 Safety award.
SAFETYNEWS SEPTEMBER 2016 7
COST
TRANSFORMATION can improve safety
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- With contractor management we have engaged our contractors more and increased their understanding of our focus and expectations.
Working more efficiently and seeing the best solution in the long-term results in both cost efficiency and a bettered safety.
“Is a 20 percent cost reduction possible without compromising the safety of our people?” That is a question Stefan Weber, Head of Finance and Business Services (FBS), has met frequently over the past year where he has spoken at a number of Incident-Free refresher seminars. His answer has always been: “We don’t have to compromise safety if we reduce costs the right way.” - To understand this better, perhaps we should turn the question around, Stefan Weber says: - Would increasing our costs by 20 percent automatically lead to an improvement in safety performance? Does spending less money equal a deteriorating safety performance? Does spending more money improve safety performance? If improving safety was as simple as spending more money, then we would have solved that challenge a long time ago, he says. He is convinced that cost transformation, cost efficiency and safety improvement can go hand in hand – if it is done in the right way.
- Understanding the terms and objective is important. We are talking about cost efficiency, cost transformation – not cost cutting. Cutting costs is focusing on reducing scopes and postponing tasks; cost efficiency and cost transformation is improving our performance by increasing efficiency, trying new ways of working and making positive changes sustainable, he says. The significant decline in the oil price is forcing all of us to think and act differently. Finance and Business Services has an important role to play in that. FBS has access to the bigger picture across various processes: - We can bring a fresh pair of eyes to the challenge and help the business reducing costs without compromising safety and other critical targets. Our role within FBS is to use our insights to help the business understand the issues. By providing transparency and focus to our business, we can help driving positive change, Stefan Weber says, adding:
”- Understanding the terms and objective is important. We are talking about cost efficiency, cost transformation – not cost cutting. ” Stefan Weber, Head of Finance and Business Services (FBS)
- We have to find the sweet point where efficiency and safety meet. He sees a good example in contractor management. - With contractor management we have engaged our contractors more and increased their understanding of our focus and expectations. The expected result is in an improved efficiency and better safety performance. When the contractor understands his part in the entire scope and sees the impact they have, cost efficiency becomes a safety enabler, he says.
SAFETYNEWS SEPTEMBER 2016 9
The yearly safety conference at Trinity 2016
When the stone age brain is to extract
oil
At the yearly safety conference at Trinity we got a physiological explanation of the force of habits. There is a reason why we are not able to be afraid of the real dangers. - How do I convince my wife that she has to wear a helmet when biking?
signals in the modern world but will still be scared by darkness and a hedgehog moving about in the underwood.
- A visit to a neurosurgical department may do the trick!
- If it were snakes and wolves we let out whenever we do something which is not right on the platforms, then we would be really scared. Because we have been afraid of them for 75,000 years. But a danger we have to remember and which is also not natural – it is really difficult for us to be afraid of that, he explained.
Peter Lund Madsen was up to shape when he in a quick-witted and cheeky way answered questions from the audience. This was after he had put colour on the morning for the safety representatives who were gathered for the yearly safety conference 2016. But he offered not only colour, ”Brain Madsen” – as he is known to the Danes: It was research and physiology, insight and new acknowledgement. And the famous brain researcher also gave us a logical explanation why our stone age brains find it so damned hard to understand the danger 10 SAFETYNEWS SEPTEMBER 2016
We tend to forget the danger
Madsen’s lecture started a discussion about good and bad habits. - We have no idea how dangerous life is. We are used to being able to cross the road when the green light is on –
Stuff that works! This year the Halfdan Asset chose the theme for the yearly safety conference, and it was about good and bad habits. Those which work - and those which don’t. Every day there are good ideas, caring acts, clever initiatives and good rules ensuring a safe working life offshore. But: As the platforms are spread all over the North Sea and the crews work on shifts, it is far from all good acts and ideas taking place and being thought which are spread all over.
and we expect that the crossing traffic will stop because they must have the red light. We are used to being able to do it, and when we are used to something, we stop being afraid of it. In traffic we gladly put our life and destiny into the hands of people who are not even able to present their credit card when it’s their turn in Netto, said Peter Lund Madsen. He emphasized his point with dozens of examples: We forget that something is dangerous when we do it over and over again – or we believe that it is not dangerous because our stone age brain is not able to understand how many risks there are. - Our brain just loves to be able to do something so well that we stop thinking while doing it. Therefore it is difficult to change habits. If we want to change behaviour and habits, we first have to be attentive – then we must exercise and train it and repeat it over and over again until it becomes the new behaviour that we stop thinking about, said Peter Lund Madsen. The audience found it easy to relate to that. And for example Per Sørensen from the deck on Tyra East started his presentation of the annual safety programme with the words ”… that last year we were somewhat challenged when it came to our frontal lopes.”
Therefore knowledge sharing was the theme for Michal Pedersen and Palle Mullesgaard Pedersen, both platform supervisors on Halfdan, welcoming the participants with the headline ”Stuff that works – and stuff that doesn’t”. - We have so much good knowledge and so much good safety work out there that made us think: We have to become better a using it. We want to inspire each other and share knowledge across platforms in a systematic way, says Palle: - It is up hill to pass on the good and constructive safety initiatives from platform to platform – sometimes it is even hard to do it on the single platform from one trade or safety group to the other. Therefore we wanted to have a full day with systematic knowledge-sharing, he says.
- When a group of people from different platforms are gathered, then it becomes clear that there is a big difference in the way for example OSP 012 is interpreted. That is a quite good example of how we all have the same challenges – and an opportunity to find out how the single trades can contribute across platforms, he says. In this way ’systematic knowledge-sharing’ will change from being high-flown to becoming present and personal: Stuff that works and stuff that doesn’t work: - It was just a working title in the preparation phase – but we think that it describes in a good way what we mean. It is a good way of finding out what we can learn from each other, says Palle.
Learn from each other
”The two platform supervisors on Halfdan were welcoming the participants with the headline ”Stuff that works – and stuff that doesn’t”.
The introduction focused especially on knowledge-sharing across assets but within the same trade.
Palle Mullesgaard Pedersen and Michal Pedersen, platform supervisors on Halfdan
- It does not necessarily work exactly the same way all over, but a lot of good ideas can easily be spread and shared within work areas or trade, says Michal. It also means that any different approaches to the tasks are made visible. SAFETYNEWS SEPTEMBER 2016 11
What works! Statements from safety programmes for 2016
Tyra East • The safety representatives participate across safety meetings. • Training in intervention. If you see it, you own it! •
Any first doubt is legitimate – use it for an extra check of the job. This has increased the value of the Toolbox Talk and Safe Job Analysis enormously!
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The Incident-Free ambassadors can define their roles themselves. The informal talk while having a caramel is invaluable!
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Strengthen the private relation – learn to know your colleagues. It is much easier to intervene when you know the person behind the orange clothes.
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Boxes with strips, tape and other relevant stuff is available on all levels. It increases ownership and has already proven its worth.
”Strengthen the private relation – learn to know your colleagues. It is much easier to intervene when you know the person behind the orange clothes.” Tyra East
Gorm and Skjold • Awareness on little things that may be undesirable. • Many things can be corrected quickly and easily – if they are discovered before things go wrong. • Make good ideas into reality – e.g. temporarily use of deluge pipes for erecting welder tent works. • Clear marking of escape routes makes a difference and breaks the habit. • Many years with poor access to catering’s supplies under the stairs have been changed and a really fine solution has been found at safety meetings, WPAs and safety coordination meetings. • Better storage of chemicals. • The safety reps are good – but will become even better when they are also IF role models via common workshops where they will become SUPER role models. • Better sorting of waste and clear marking. • Eye wash to be better protected.
Tyra West/Harald • It has taken us 30 years to arrive at where we are now with three years without LTIs. Therefore we will not change much this year. • More logos on helmets and jackets to make the safety represen tatives more visible. • Rotation introduced to ensure tours and informal talks. • Renovation of TV room, bridge and fitness has improved the workplaces. • It’s okay to disagree – but it’s not okay to continue to disagree. • We celebrate the ’permit of the day’ to acknowledge those who bother writing a precise permit. It has lifted the standard. • Why don’t we dare intervene? Is the reason that we are uncertain ourselves and don’t want to show our own ignorance? This is something we have to get rid of.
Halfdan • Training in sharing information. •
Training in mustering by lifeboats carried out – per 1st September 2016 42% of the personnel on Halfdan A and 98% on Halfdan B had been trained.
”Welcome! In 2016 all new colleagues have been welcomed and introduced to their task by the platform supervisor.” Halfdan
• More active safety meetings will increase the outcome. • 57% of the crew have attended a course with the HSE Advisor in Safe Job Analysis. The target is 80% in Q2. • Welcome! In 2016 all new colleagues have been welcomed and introduced to their task by the platform supervisor. • Good safety behaviour – an extraordinary effort on e.g. safety initiatives, SJA or TBT – is rewarded with a diploma for positive intervention.
Dan F • We acknowledge that we are vulnerable: Every day we listen to a safety story in all morning meetings. • I intervene: I am instructive and constructive, and I speak in a calm voice when intervening. I acknowledge my own limits. • I work with a valid work permit: All work permits are written in a plain language for everybody to read and understand. All permits are checked by a foreman. • We have boosted our safety reps by preparing a programme stating the purpose of their Incident-Free role.
Keyh le certification ensures a healthy food selection for everybody 120 bakers, cooks and stewards have attended a course in preparing food with keyhole certification. More colleagues have developed a taste for healthy food.
Aramark is the first offshore catering company to become part of the keyhole certification. The keyhole certification is a common Scandinavian certification for food, created to ensure that we have the choice of more healthy food. Generally, in Scandinavia we eat too much salt, sugar and fat – and we eat less wholegrain and less fibre than we need. The keyhole certification will help changing this by introducing alternatives. - We demanded a healthy alternative for our employees offshore, says Susan Bruun, Contract Owner, Catering: - It is not allowed to declare that a dish is healthy; that is illegal. But it is allowed to indicate that a dish has been certified according to the keyhole certification
and inform about the advantages of picking certified food, she says. More people chooses the keyhole certification
The solution was the keyhole certification which has been introduced for selected dishes on all DBU’s platforms in the North Sea. The keyhole certification is a system controlled by the Danish Veterinary and Food Administration. Participation is voluntary but when you are part of it, you have to deliver to live up to the requirements. From Aramark a total of 120 persons have participated in a course to ensure that they know the recipes, are in control of the documentation and have been trained in the right keyhole certified cooking methods. - In order to prepared keyhole certified dishes you have to follow the recipe to the letter. This was a challenge in the beginning because most chefs like to add their own touch to a dish. But we managed to get them onboard, says Lars Hermansen, Development Operations Manager in Aramark Northern Europe:
- The dishes with keyhole certification are healthy alternatives because we use other techniques and choose other raw products. For example the double breading of a fish fillet can be replaced by wholemeal flour, and it can be roasted on a pan instead of in the deep fat fryer, he says. Also from the other side of the counter some reservation existed at first. But that is almost gone now: - In the beginning only one out of ten picked the keyhole certified dishes. Today it is one out of three. A contributing factor is that the chefs were in on the idea. They are good at presenting the dishes and explaining how they have been prepared. And people like it, obviously, says Lars. It is important for Maersk Oil to have keyhole certified dishes as an alternative; not as an order: - We don’t want to dictate people’s habits. But we want to give people the chance to change their habits, the rest is up to themselves, says Susan.
”We demanded a healthy alternative for our employees offshore.” Susan Bruun, Contract Owner, Catering
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A menu team of three camp-bosses selects the menu for all the DBU platforms in the North Sea. Hereafter a platform supervisor approves the menu on behalf of all the platforms. Keyhole certification offshore also covers the healthy choice of a certain type of bread, two kinds of cold meats and salads. The keyhole dish is different from day to day.
The keyhole certified dishes are strictly according to a recipe. When preparing a dish the number of servings is entered and the recipe is prepared for exactly that number. If you want to follow a keyhole certified recipe yourself, then ask your chef offshore.
SAFETYNEWS SEPTEMBER 2016 15
Scaffolding meant safe work on Tyra East ’We use to’ was abolished on Tyra East when well service was to be performed. It meant that the job became both better and safer. The available space around the wells at the far end on Tyra East is far from being luxurious; in fact it is so modest that well service used to be performed as a series of demanding gymnastic exercises where the personnel had to crawl over the Christmas trees to access the wells. However, this was changed when the annual inspection was to take place. - Before starting the job we had a permit meeting where we also did a Safe Job Analysis, says Per Skrumsager, platform supervisor on Tyra East: - The starting point was that we were going to do the job in the same way as last year. But well services supervisor Calle Rubin Nissen turned out to be well prepared. In the risk assessment he made certain reservations – ”actually, the same reservations as last year”, he said. And that resulted in us looking at the job again and asking each other if we had picked the best way of performing the job. We concluded that the answer was a no.
....” Once we had an exercise where we put an injured person next to the far end wells, and we were unable to evacuate him. - We needed a scaffold to be able to perform the job in the best and safest way, says Calle: - A scaffold would give us much better access to the area and mean that tests would be
much easier, quicker and better. At the same time it would be an escape way. Once we had an exercise where we put an injured person next to the far end wells, and we were unable to evacuate him. Better and cheaper
The solution was to postpone the job and spend three days on erecting a scaffold which provided a gangway on the outer side of the wells. - It was recognised that we had to spend the extra time on the job, and that made it much easier. We didn’t have to climb the wells anymore which meant that we felt more safe, says Calle. Erecting the scaffold has also meant that overall time has been saved, is Per’s estimation: - It is both safer and better – and thereby also easier to do things in the right way! Furthermore, it is much more efficient than having to climb the equipment. That makes it cheaper when considering the hours spent on the job, and it is a fine example of the cost transformation mindset we are working with: - What we did previously will not become wrong just because we find a new and better method. But it is an example of how ‘we use to’ can be challenged. How we used to do it could easily become recognized as the right way of doing it. This job proved that that is not always the case – and it proves that we have resources in our organisation to wanting to improve things, he says.
”- It was recognised that we had to spend the extra time on the job, and that made it much easier. We didn’t have to climb the wells anymore which meant that we felt more safe.” Calle Rubin Nissen , Construction Lead, DBU Operations Area
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Over a year since the last recordable injury The constant focus on trying to improve things is a contributing factor in the fact that safety has been improved continuously. The latest recordable injury on Tyra East and its five satellite installations took place on 4th October 2015 when a colleague got a piece of paper in his eye inside the accommodation. Since then it’s been more than a year without anyone has been harmed. - This proves that Incident-Free can be obtained through collaboration, focus, recognition of vulnerability and the approach that we can always become better, says Morten Hesselager Pedersen, former Head of Tyra Asset, now Head of Tyra Future Development.
The’ lack of space’ solution was to postpone the job and spend three days on erecting a scaffold which provided a gangway on the outer side of the wells. SAFETYNEWS SEPTEMBER 2016 17
Communication and Toolbox Talk With the perspective of ensuring both a safe and efficient execution of a job as complex as a “well hook-up”, good communication between the involved parties is essential.
With this in mind a series of meetings with the Maersk Oil Rig Supervisor onboard the Ensco 71 and the Construction Supervisor and Safety Advisor onboard the DAN F was set up in order to highlight the overall difficulties when working on both hook-up on DFF-37 and E71 on a well abandon job on MFF-36B. Meetings which as a “pre-Toolbox Talk” were a great help for all parties and for a safe execution of the planned jobs. Seen from the view of the OCG Scaff foreman John Fogh, the execution of the hook-up on the new well DFF-37 was also different than earlier similar jobs where
Hvornår/When
AGENDA
Arbejdsholdet og holdlederen skal gennemføre tool box talk inden arbejdet begyndes på hvert skift.
Hvad er opgaven?
The workforce and the teamleader shall conduct a tool box talk prior to commencing work on each shift.
Review Permit to work.
What is the task?
Gennemgå arbejdstilladelsen.
both Drilling and Construction have worked on wells: “With this pre-meetings we have had an even more “clear picture” of what the other parties’ involved jobs were all about, which contributes to both safety as first priority and efficiency.” On the “pre-TBT” meeting a common TBT between the crew on E71 and Construction was agreed to take place the day before starting the hook-up job. This meeting took place both morning and night with all crew and supervisors. In this meeting the different jobs were discussed and job steps and hazards were highlighted and shared between all the involved parties.
Tool Box Talk
Gennemgå SJA hvis udarbejdet. Review SJA if developed.
Gennemgå afspærringsplan hvis udarbejdet. Review Isolation plan if developed.
Husk/remember Er alle de rigtige personer tilstede? Are all the right people present?
Er der ændringer siden sidst? Are there changes since last time?
Konflikter opgaven med andre opgaver? Is the task in conflict with other tasks?
Sikre, at alle deltager i mødet.
Hvordan udføres opgaven?
Make sure that everybody participantes in the meeting.
How is the task to be performed?
Hvem står for hvilke trin i opgaven?
Sikre at alle er blevet hørt.
Who does what in each step of the task?
Make sure everybody has been heard.
Gennemgå opgaven trin for trin.
Vær tilstede mentalt. Be present mentally.
Vær åben for input. Be open for input.
Dato/Date:
Navn/Name:
Go through the task step by step.
Gennemgå fareidentificeringskortet. Har vi overset noget? Review Hazard identification card. Have we missed something?
Afdeling/Department:
Forholdsregler til de identificerede farer. Precautions to the identified hazards.
Har vi erfaring med opgaven? Do we have experience with the task?
Har vi de rette kompetencer til opgaven? Do we have the right competences to the task?
Hver person forklarer sin del af opgaven. Each person explains his part of the task.
Er vi klar til opgaven? Are we ready for the task?
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Kommentar/Comment:
Stuart Tudno Jones Maersk Oil Rig Supervisor ENSCO 71 “I think the meetings and pre-Toolbox Talk (TBT) were a great help in identifying the lines of communication. The morning discussions between me and the Construction Supervisor were used to discuss the day’s operations and possible clashes. In this way we were able to minimize the confusion in when it was safe to work on the wells and when heavy lifts and pressure testing was planned. Close contact with the control room allowed us to warn of delays in rig operations that gave Production opportunities to utilize the time to work on DFF-37. In my opinion the collaboration has been good and needs to be kept up in case we have future areas where we are trying to work in the same area. I believe because of this closer collaboration both Drilling and Construction have been able to carry out a safe operation whilst minimizing the amount of wasted time and on sight conflicts.”
Thomas Uhrenholt Nielsen Construction Supervisor Maersk Oil “We always have full focus on communication and TBT on all jobs to ensure working safely at all times. The extra focus on communication before and during the jobs on the two wells has been important for us in Construction in order to execute the hook-up jobs safely and as planned, including the ability to handle all the challenges when working on two wells placed in the same area. We see this as a success due to a safe and efficient job execution.”
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Auditing - a proactive learning tool Auditing activities provide an independent and fact-based overview to top management of what is going on within the organization assuring that our risks are being managed and that business objectives will be met. Within the Danish Business Unit (DBU) we use auditing as a proactive learning tool in order to improve transparency, safety and cost efficiency for the onshore/ offshore processes. This proactive learning method is in line with the risk based approach that allows us to identify the activities, topics or processes which stand out as the ones with the least effective risk management. With auditing it is possible to achieve or exceed the same level of learning that you expect from other learning- and investigation tools without heavily ‘impacting’ the organization (see Figure 1).
Impact Scale on the Organization Audit Proactive Learning
Incident Investigation - Reactive Learning
Auditing is a tool for achieving continuous improvement and ultimately ensuring that everyone goes home safe. ‘Our goal is to have an auditing process that is fully embedded in the DBU journey to become an Incident-Free, productive and effective learning organization’ says Angelo Esposito, Quality Manager, HSE Department. Audits are useful to uncover and provide evidence concerning problem areas. Audits can be done either internally within DBU or externally to our supplier and contractor organization(s) where auditing allows us to understand compliance to contracts, statutory and regulatory requirements or adherence to managements systems such as ISO 9001:
Same learning with a different ‘load’ impact
”- Our goal is to have an auditing process that is fully embedded in the DBU journey to become an Incident-Free, productive and effective learning organization.” Angelo Esposito, Quality Manager, HSE Department.
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Christoffer Brandt, Senior Risk Analyst - Technical Safety, F&P (Maersk Oil DBU)
”We’ve had two audits conducted in Maersk Oil DBU on our safety critical elements management procedure. It allowed us to learn without filter how requirements are applied specifically offshore where the impact is on the actual equipment. The update of the procedure that followed has had the learnings as a clear focus, which naturally in turn makes update requirements more extensive, but in the end also more relevant. The audit has also helped in establishing new contacts for me within the offshore organization.”
Bruce Boyle, Drilling Superintendent, Noble Sam Turner
”On receiving and partaking in the Maersk Oil Audit in 2015, I saw some benefits of being audited, in particular the stock levels of OEM Critical Spares. The JU3000 Rig does not have a long enough history to determine which parts are going to fail or wear sooner than others. If a Drilling Contractor was to purchase all recommended spares suggested by the vendor, then we would have lots of spares on the shelf which may exceed a shelf life, the notion of waiting to see what fails first and then purchase is of course the wrong method of approach, however the Maersk Oil Audit and timely required updates had helped us keep on top of the process and develop a JU3000 fleet wide critical spares list. There is no getting away from the simple fact that being audited does keep you on your toes and can only have a positive effect on the operation and function of the Rig.”
Karen Grønfeldt Henriksen, Lead Auditor, HSE Department.
”Audits flag weaknesses in our systems, but the effectiveness of this proactive learning process ultimately is all about the actions we implement to ensure that we close the gaps. An audit is not value-adding if we don’t spend the time working with the findings afterwards as this is where we mitigate or eliminate the risks to our people and assets. It’s therefore of great importance that findingand action-owners create good corrective and preventive actions addressing the root causes and manage their actions properly.”
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NEWS IN BRIEF
Vestkystløbet anno 2016 Many Maersk Oil Employees participated in the West Coast Run in June. LIfe Saving-Rules were an eye-catcher on the back of the T-shirts.
Halfdan B one year without LTIs 10 July 2016 Halfdan B passed one year without LTI’s.
ENSCO 72
SEAFOX 5
30 June 2016 ENSCO 72 recieved the one year plaque for A Perfect HSE Period. Derek Charlton hands over the plaque to OIM Paul Rudd on ENSCO 72.
8 July 2016 72 SEAFOX 5 celebrated two years without LTI’s. Jens Ole Rasmussen and Michael Binderup Madsen, Harald, hands over the plaque to OIM Ard de Leeuw on SEAFOX 5.
Tyra West 6 August 2016 Tyra West celebrated three years without LTI’s. The plaque was recieved by Kirsten Illum Kirkeby, Lars Thomsen (with the plaque) Kjeld Boll Grønholdt (in the back), Brian Nybro Børgesen and Dan Guldbrandt Hansen.
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MILESTONES
17 April 2016 Esvagt Echo celebrated 4 years without LTI’s. 1 June 2016 Havila Clipper celebrated 2 years without LTI’s.
• Danbor A/S
22.03.16 4 Y
• Esvagt Echo
17.04.16 4 Y
• Tyra Øst
10.05.16 2 Y
• Havila Clipper
01.06.16 2 Y
• Esvagt Preserver 05.06.16 25 Y • Harald
06.07.16 2 Y
• SEAFOX 5
08.07.16 2 Y
5 June 2016 Esvagt Preserver celebrated 25 years without LTI’s.
• Halfdan B
10.07.16 1 Y
• Dan B
16.07.16 11 Y
31 July 2016 Maersk Frontier celebrated 8 years without LTI’s.
• Havila Fortune
01.08.16 2 Y
• Tyra West
06.08.16 3 Y
• Havila Fanø
31.08.16 5 Y
• Maersk Frontier 31.08.16 8 Y
• Ensco 72 30.05.16 1 Y A Perfect HSE Period
1 August 2016 Havila Fortune celebrated 2 years without LTI’s.
Tyra East 10 May 2016 Tyra East recieved a plaque for two years without LTI’s.
Esvagt Preserver 5 Juni 2016 Esvagt Preserver celebrated twenty-five years without LTI’s.
SAFETYNEWS SEPTEMBER 2016 23
Incident-Free LIFE-SAVING RULES