HSElife magazine no 13 UK by The WAT Group B.V.

SUMMER EDITION

HEALTH, SAFETY & ENVIRONMENT MAGAZINE for Oil & Gas industry

Q3 2014

Stronger

together

With enthousiasm, Contractors join the HSElife UNIO harmonization initiative page 8

In this issue:

HARD-EARNED LESSONS

WORKING TOGETHER ON SAFETY

ZEROHARM CONFERENCE

WORKING HEALTHILY AT NAM

HEALTH AWARENESS

REFLECTIVE LEARNING

and more...

Foreword

HARD-EARNED LESSONS We’re only human, so we make mistakes. Nobody’s perfect. Accidents will happen. But how do you feel about these general truths if serious incidents or accidents keep on happening?

I can already hear a spokesperson say: “We must absolutely draw a lesson from this.” In other words, closing the stable door after the horse has bolted. My reaction is: Why do we need hardearned lessons before we change our ways? With which I mean that we must do everything within our power to prevent accidents from happening, instead of waiting for these lessons. It is dangerous to draw conclusions too fast and think that an accident at work won’t happen to you. Until it does happen. You’ll earn a really hard lesson when harm comes to you while you could have prevented it. Or, maybe you are alert enough to intervene and prevent an incident, but one of your co-workers is not as proactive as you are and the accident happens anyway. This is why it’s so important for everybody to stay alert to working safely. We all know that the world isn’t perfect and there are always two sides to the coin, but we still strive for zero incidents. Until we’ve reached that goal, we must indeed draw our lessons from incidents and accidents that do occur. Once bitten twice shy, right? That is why HSElife UNIO introduces “Lessons Learned”. A description of experiences we’ve had with certain incidents or problems on the shop floor. They give you a better insight into the cause of the incidents and how to prevent them from happening. In this learning process, the safety culture within the company plays an all-important role. That is something you work on together. Or, to put it more strongly: it is a joint responsibility. So by all means, let’s learn with and from each other. I don’t wish any hard-earned lessons to anybody, but I do wish for everybody to be intrinsically motivated to work safely, with consideration for our health and the environment. On behalf of the THE WAT GROUP Pier van Spronsen

Working together safety on

The Drill Safe workshops GDF SUEZ E&P Nederland B.V. organizes embodies exactly what HSElife UNIO stands for. Ben Waardenburg (Field Operations Manager): â&#x20AC;&#x153;The importance of tight teamwork and a shared awareness of the need for operating safely among the employees of the drilling company and our own employees is great. Together with Noble Drilling we regularly organize Drill Safe workshops and now that we are going to be working together with Ensco for the first time in a long time, it is only logical that we should be setting up these workshops together with them too.â&#x20AC;?

The workshop starts with a confronting video in which Ruud Zoon (Managing Director, GDF SUEZ E&P Nederland B.V.) gives a statement about a serious incident on one of the rigs. Although it is staged, it sets the right tone for this workshop. This day will be about safety and responsibility.

What do we see and what do we miss? The Drill Safe workshops are part of the organization-wide Safety in the Backbone program and are led by the consulting company Human Change Group. The workshops are centered around the Situational Awareness Model. This model has been developed in order to obtain insight into how people reach decisions in complex situations. It states that a complete and correct situational awareness is based on three steps: observation, interpretation and anticipation. Based on examples and exercises, the participants learn that in daily, noncomplex situations you miss more details than you pick up. In complex (work) situations this is even more so. If things go wrong at the start, then the question arises as to how much validity can be attached to the interpretation of what has been observed. Conclusion: you need each other in order to obtain complete information on a situation.

WORKING TOGETHER ON SAFETY

Subsequently, the team needs to have the knowledge and skills required to correctly interpret that which has been observed and to decide on the right course of action. During the workshops these insights are further refined by Menno Boermans, member of a helicopter rescue team in Switzerland. He tells those present about his work, in which collaboration and a division of tasks can make a difference between saving lives or arriving too late (and even endangering your own life and those of your colleagues).

WORKING TOGETHER ON SAFETY

Communication, collaboration and leadership However different the environment and activities may be, the circumstances are recognizable to everyone while time and again the workshops yield enough food for lively discussions on the importance of communication, collaboration, leadership, respect and trust. The fact that personal experiences, moments of doubt and possible improvements are openly discussed serves to demonstrate the constructive and excellent atmosphere during the meetings Frits van der Wilt (HSEQ Manager): “By focusing on people’s soft skills and creating an open atmosphere in which insights can be offered and experiences shared, you create an environment in which everyone can talk freely about what safety means to them and how – together – we can work towards improving safety. Our experience is that that which is discussed and shared during the workshops is consciously and subconsciously taken back to the workplace. I am convinced that we owe the fantastic achievement in the area of safety that we achieve together with our drilling partners to the excellent collaboration between the teams on the various drilling rigs.”

CONTRACTORS

JOIN HSELIFE UNIO A NEW STEP TOWARDS

WORKING SAFELY With enthousiasm, Contractors join the HSElife UNIO harmonization initiative. Up until today, more than 40 Contractors have already joined. This way, we together ensure a safe industry. Why is it so important for Contractors to join?

Executive party Contractors are the executive party and at the end of the day, their employees are the ones actually doing the job at the On- and Offshore locations. It is important that they follow procedure and standards on the job. Therefore, they are an essential link in HSElife UNIO’s success – leading towards a safe industry.

Expertise Because of their years of experience, the Contractors have the knowledge and expertise regarding the work and its execution. They know all requirements of the job as well as the bottlenecks and areas of special interest. Therefore, they know exactly what works and what doesn’t and play a key role in the harmonization trajectory.

Cooperation Cooperation is a key factor in realizing the harmonization of daily work activities. Harmonization can only be successful when all parties concerned work together and agree on the rules and procedures regarding safety, health and environment.

This is what we hear a lot “We join the harmonization initiative wholeheartedly. In our opinion, the leveling of rules and standards will contribute to a reduction of incidents. At the end of the day, we all want to go home safely after work.”

CONTRACTORS JOIN HSELIFE UNIO

HSElife UNIO Board and Steering Committee bid all Contractors a warm welcome and are looking forward to our cooperation.

Participating ORGANISATIONS

CONTRACTORS JOIN HSELIFE UNIO

Participating CONTRACTORS

Supporting ORGANISATIONS

hselifeunio.com

REFLECTIVE LEARNING AT NAM PREVENTS INCIDENTS

TAKING TIME TO LEARN During the past years, NAM safety performance has improved significantly. Yet serious incidents still take place and people get hurt. Using Reflective Learning, NAM is going to battle unsafe situations and incidents.

Incidents repeat themselves Many incidents are of a repetitive nature. Such as getting pinched when setting up equipment or getting burned during reeling activity. Other examples are: a slab falling on your foot when loading or getting concrete dust in your eyes during demolishing activity. During audits and the State Supervision of Mines inspections, unsafe situations can also emerge, such as: • Confined spaces which are not always correctly indicated • Vehicles within the safety zone • Personal protection not (correctly) being worn • Employees lacking proper training • The risk of falling objects • Unsafely stored chemical substances

REFLECTIVE LEARNING AT NAM PREVENTS INCIDENTS

Reflective Learning In many of these incidents, two points of improvement emerge – knowing and following procedure and recognizing and consciously assessing the risk involved. In order to prevent repetition of incidents and unsafe situations, it is therefore essential to find a learning method which leads to behavioral change and taking the proper safety measures. Reflecting means thinking back and seeing the full picture, thinking about ourselves, our behavior or activity. Research shows that reflective learning is the most effective way to learn from incidents because it stimulates behavioral change and concrete action in the own working environment. In the beginning of this year, NAM has taken up reflective learning. Meaning that supervisors and their teams are being supplied with the right tools to have better, more content related discussions on safety. This way, both supervisor and employee have a better understanding of (possibly) unsafe situations and can jointly determine which (proactive) measures should be taken in order to prevent unsafe situations.

Reflective learning during a Safety Meeting For example, NAM uses the “Reflective Learning concept” during a safety meeting. Special materials are available on specific themes, such as a video and / or slides containing questions and dilemmas. These tools help to get an interactive discussion started. During a safety meeting, a specific theme should be discussed. Each month, there is a central theme, for instance “personal protection equipment” (PPE). The goal here is not only to talk about the subject, but also to determine if the PPE’s are in order and to learn to confront others about it if any insecurity exists.

REFLECTIVE LEARNING AT NAM PREVENTS INCIDENTS

WVO subjects 2014 February

spills/leakage

March

confined spaces

April

specialist Contractors

May

personal protection equipment

June

hoisting and lifting

July

LMRA

August

TRA

September

safeguarding

October

hotwork

November

line of fire

December

training requirements

Focus on two themes In 2014, we will focus on two themes – working with “Specialist Contractors” (i.e. Contractors who often execute non-routine high risk activities) and working in “The Line of Fire”. For these themes, extensive tools for discussion are available.

Pilots In fall of 2013 and in April of this year, pilots have been held in which the “Reflective Learning concept” has been tried out using the theme “Specialist Contractors”. This year, reflective learning will be further implemented. For those concerned, the above mentioned themes will be covered in depth during Reflective Learning sessions. During these sessions, the dilemmas and issues around the themes are being discussed. The discussions will help to find ways to make working with Specialist Contractors safer. Besides this, the discussions will help to recognize each individual’s role in contributing to achieving zero incidents (Goal Zero).

REFLECTIVE LEARNING AT NAM PREVENTS INCIDENTS

The second theme is “Line of Fire”. Subjects within this theme are - among others – getting pinched, the risk of transportation on location and executing different activities at the same time. In April of this year, this material has been tested at Norg UGS in the form of a pilot. The subject appeared to appeal to a large group of people. The available materials should be used during safety meetings.

Next steps After a theme has been covered during a safety meeting, all participants should share their experiences and results using a special form. These forms will be compared during the sessions and also via a World Map. This means that everyone should submit the things he or she will be doing differently in order to prevent recurrence of incidents or unsafe situations. This way, others will also gain an insight into the risk everyone has to deal with on a daily basis. Finally, NAM will also implement the Reflective Learning concept into the Front Line Leadership training.

zeroharm Conference

Dana Petroleum Netherlands organized a Zero Harm Conference on the 25th and 26th of June 2014. The objective of the conference was to build a strong, long term and sustainable relationship with key Contractors. This conference was an opportunity to share information on HSE culture and systems and develop cross learning. Also it enabled us to further extend our safety culture, develop a ‘no blame’ working environment and achieve a common mindset of continuous improvement in Zero Harm.

Zero Harm is a statement, a philosophy. Zero Harm is considered to be the foundation of our Safety Culture. Zero Harm is about people, environment and assets. That includes everybody working on behalf of Dana, including you. Zero Harm is the belief that injuries and occupational illnesses are foreseeable and preventable, on or off the job. It defines the culture of doing business in a responsible way; what is acceptable and what is not. Amongst the participants of the Zero Harm Conference were a variety of Contractor companies: companies working permanently on one of Dana’s facilities like Expro, Redwave and Oceanwide; companies working occasionally on a Dana facility like SEW, Venko and Harsco; and companies working on behalf of Dana, but on a different location like a Shuttle tanker (Knutsen) or a drilling rig (Noble Drilling, Baker Hughes, BJ and Schlumberger).

The theme of the conference was ‘Stronger together’. Dana Petroleum sincerely believes we can actually get stronger together, by working together. We are in the E&P business, we produce oil and gas and we need your help to be successful and to be safe. We have been successful and safe for many years, but we are not done yet. Also in the future years we will need your help. We have invited a maximum of two persons per company: one Supervisor and one Operations/HSE Manager. The Supervisor should be able to provide feedback from the workplace and take the message back to the work floor. The Manager should do the same to the office-based personnel working on behalf of Dana Petroleum Netherlands.

Keynote presentation was given by Dr. Jop Groeneweg, Assistant Professor at the Unit of Cognitive Psychology at Leiden University about ‘how to make the next leap forward in safety’. The interesting conclusion was that rather than focusing on the risk management process, you should focus on getting the primary process right. Another keynote presenter was Marc Gallagher, about ‘putting safety first in Formula 1 for twenty years’. Having worked at the forefront of the Formula 1 motor racing industry, including executive roles at Jordan Grand Prix, Red Bull Racing and Cosworth, Mark Gallagher delivers inspirational business lessons, learned from a diverse career spanning almost thirty years in this high technology sport. In 1994 the ‘Piper Alpha’ of Formula 1 occurred when three people got killed in the formula 1 Grand Prix in Imola, Italy, amongst others Ayrton Senna who’s three times world champion Formula 1. From Gallagher’s perspective there are many similarities between Formula 1 and the Oil & Gas industry, not only in terms of risk management, but also what you can achieve with excellent teamwork, for example performing a pit stop in 1.92 seconds like the Red Bull Formula 1 team.

Also HSElife UNIO was presented to the audience. In a short presentation the initiative was explained, as well as its history, goals, and offerings. Visitors of the conference received a free Contractor membership of HSElife UNIO, including a subscription to HSElife magazine. The afternoon consisted of two workshops, organized by Opteamise. The first workshop addressed ‘Stop moments’ (Last Minute Risk Analysis), whereas the other covered the topic of the right to intervene.

zeroharm Conferentie

André Pietjou, General Manager, Oceanwide “The Zero Harm conference was very useful and instructive. Upfront ‘Zero Harm’ seemed a bit ambitious to me, but after the presentations in the conference I became convinced of the feasibility of this goal. However, harmonization of rules and regulations is essential in this, and it requires the right mindset of all stakeholders involved.”

Annemiek Boelens, Workshop Facilitator, Opteamise “During the conference I’ve noticed we all aim for a safe working environment. We are really unitary in this. Still it is challenging for everyone to take ownership for continuous professionalization. Despite the right intentions, unsafe situations still exist. These are result of distractors on worksite, whenever safety comes in second place. Crucial to prevent these unsafe situations are early moments to stop like shift handover, permit to work and last minute risk analysis. Besides harmonization of rules, it is challenging too to harmonize quality of these stopmoments.

Piet de Boer, QHSE Manager, Bluestream “In a conference like this it is nice to be able to meet each other face-toface. Harmonization is required in order to create safety and efficiency in the workplace, and also to become more cost efficient. HSElife UNIO is a great initiative: the offered material and training programmes are very useful. However, real harmonization of rules remains a big challenge.”

Bart Dijkhuizen, Quality Advisor, Dana Petroleum Netherlands “I am very much in favour of harmonisation. The sooner the better. It creates clarity, reduces costs, and it is very beneficial for HSE. However, harmonization is difficult since stakeholders in the industry aim to keep their own identity. HSElife UNIO is well on track by getting to work, by being a leader, and by setting an example of the good work.

Stefan von der Heide, Teamleider Engineering, BPC “I was very impressed by Dana’s Zero Harm conference. We work in a constructive manner to create safety and wellbeing for our people in the field, for example because of constructive collaboration between Contractors and Operators. Also, employees are motivated to continue working in a safe way because of the opportunity to evaluate the effect of newly implemented measures.”

David Inman, Country Manager, Baker Hughes “The conference was enjoyable and very much Dana-esq, with the ‘Zero Harm’ theme being not only simple, but covering all facets in our daily work. Harmonization of rules in the industry is a long way off where it should be but is crucial to have everyone onboard to help drive towards this common goal. HSElife UNIO has a pivotal role in this regard and is trying to make life a little simpler for us all.”

From

Process engineering to

Operations Janneke van Wingerden is a NAM process engineer at Anjum/Ureterp. From 1 July, she is the temporary stand-in Cluster Team Lead of these locations. How does she feel about the cross over to Operations? Does it change her view of the operational environment? And how is her view of Operations being influenced by her involvement with an incident investigation?

“In my opinion, every engineer should have operational experience,” Janneke says. “ It is important to know how things really go on the shop floor and it’s a good thing to also see the other side of the coin. By working in Operations, you learn a lot about the effects of a plant change and about what needs to be done to implement it. It’s a useful experience for every engineer because it helps to think the impact of such a change through.”

What is your first impression of the operational environment? “It’s all very hectic and a lot of things come your way. For instance, there’s a lot to take care of so you need to do a lot of planning. We have four installations with a number of satellites. We’re very busy with all activities needing to be done at the satellites.” Operations is expected to make sure that the workplace is safe, Janneke tells us. “This means that someone from my team has to be there to manage the activities in order to really be able to guarantee this safe workplace. Sometimes, things are being done unexpectedly, at the last moment. Then we have to adapt our planning. This may result in someone who is supposed to be working at a certain location suddenly has to go work somewhere else, and vice versa. In these circumstances you also need to take into account that every site has its own dynamics – all sites are not the same and not everybody is familiar with every site. In these cases we talk it over with the people to determine if it will be safe and if they feel good about having to work somewhere else.”

What is the biggest challenge of working in an operational environment? “Making sure that the installations keep running smoothly. So if there’s some breakdown this has to be solved as soon as possible. We want our wells running continuously in order to produce as much gas as possible. In short: continuity is a major challenge.”

FROM PROCESS ENGINEERING TO OPERATIONS

What do you expect from working in a operational environment? “As a process engineer, you have a little more distance from the daily operational process – it’s your responsibility to design installations and to adjust installations - in other words, plant changes. At this moment, I now am the plant change user and I can follow how the change is being implemented. I also see how the cooperation with the project department goes and how the projects are being delivered. This is nice but foremost, it’s a learning experience. Now that I’m closely involved in Operations, I expect to learn a lot about what people have to do exactly to make sure that the installations keep running. In other words: about how it really works.”

What is the main difference between Process Engineering and Operations? “In the operational environment, activities taking place here and now mostly determine your own actions. As a process engineer you’re more concerned with the main issues of problems possibly arising in the future and also with searching for the cause of problems having arisen in the past. Now, all of a sudden I’m the one asking the process engineer to analyze a breakdown. And the one asking the mechanical department to see if we can find a solution for failing or corroding valves. Before, I was performing these services and now I ask the service departments to help me. To me, that is the main difference.”

How does your experience as a process engineer help you in the operational environment? “These experiences are very useful because I know our installation processes well. I know exactly what’s going on within an installation. That also helps me to understand more quickly what is happening when a breakdown occurs. The service department is located at our headquarters in Assen and it is also an advantage that I’m able to find the right people very easily and ask them to help me think of a solution to a breakdown. That is very helpful.”

You’ve been involved in the investigation of an incident that happened at Warffum. What was the incident? “Some repair work had been done to the installation. Before starting up the installation again, the Emergency Shut Down system (ESD) was tested, among others. During the test, the Pressure Safety Valve (PSV) –a safety valve in our low pressure system – opened. This valve guards against too much pressure in the low pressure part of the installation. Together with a team, I investigated how this incident could have happened and where the cause within the process could be found.”

What was concluded by the investigation? “When testing an ESD system, pressure is taken off all installation parts. Valves are opened and the gas is being transported to the flare through different pipes. In all probability, the gas had cooled down so much that possibly an obstruction arose – the forming of ice or hydrate. This resulted in counter pressure within the pipe system. Which in turn resulted in the gas flowing in the opposite direction, towards the low pressure part of the plant.

FROM PROCESS ENGINEERING TO OPERATIONS

There, the PSV opened in order to prevent too much pressure in the first vessel. Our Contractor Tebodin has searched the design looking for the cause of the forming of ice or hydrate. The results of this search have eventually led to an adjustment of the plant design – now the pressure is first being taken off the high pressure system and only after that from the low pressure system.”

What have you learned from this investigation ? “I’ve learned a lot about the reasons behind the design of our flare system and about the requirements of such systems. Therefore, we designed a steady blow down process – depressurizing the plant in phases. This way we’re improving system safety and integrity. Moreover, we work in teams in cooperation with different disciplines so we can learn from each other.”

Has the investigation changed your view of the operational environment where you work now? “Yes, absolutely. Safety comes first. I can well imagine that the guys at the plant had a big scare when that valve opened. Understandably, they didn’t know immediately what was happening. Those valves are the last security gate to guarantee system integrity. They were bombarded with all kinds of questions and reports had to be filled out. In these cases, it takes a lot of time before any findings are made. Thanks to my current role in Operations, I can understand that it takes time before you get an answer, because the studies are complicated. This helps me to communicate with my people – I can explain why we have to wait so long for answers. This way, I can be the bridge between the colleagues in Assen who help us with the design and management of the integrity of our installations, and the guys on the shop floor who just do their daily work and manage the installation.”

How do the results of the investigation get to the men on the shop floor, so that they can also learn from them? “I’ve presented the investigation results during a meeting where safety experts discuss incidents with the operational organization. Our operational manager, for instance, is present at these meetings. During the meeting, it is being explained what exactly happened, what the follow up was, what will be adjusted in the design and which temporary measures have been taken to make sure the plant can be operated safely in the meantime. That is how the results are being shared with operational management. They discuss this information with their people during safety meetings. Since I’m the temporary Cluster Team Lead now, I chair the safety meeting which takes place once a month. There I show them what has happened and how it’s been followed up. Besides that, I explain the consequences for our cluster or the whole asset, if that be the case.”

no stress

food

liquids

ergonomy

air

Working healthily at NAM

Healthy people are good workers. In order to stay healthy, you need to take care of your body. Like a car needs regular maintenance in order to prevent wear and tear, the human body also needs caring. By giving the body what it needs, problems can be prevented. Healthy food and the proper posture form the basic ingredients required to maintain a healthy body. Your body is your most important tool.

However, working is also good for your health. At work, the emphasis lies on proper working conditions. A good health and a safe workplace enforce the ability to work and to learn.

Working healthily With “Goal Zero” in focus, NAM Asset Land in the turnaround season 2013 introduced a number of new activities aimed at reducing even more the possibility of work related accidents. One of these activities is called STOPSPORT. With this activity, NAM helps their employees to be more aware of the advantages of working healthily. Guided by a physical therapist, the employees are being advised on their posture and their workplace – during their work activities at the plant. This takes place not only during the joint daily start of work, but also individually at the workplace. Moreover, the employees daily enjoy a healthy lunch. These measures have proven successful. Employees feel fitter, mind their posture and the atmosphere at work is excellent. In the turnaround season 2014, STOPSPORT will be active on 4 locations – at Anjum, Munnekezijl, Wildervank and Collendoornerveen.

WORKING HEALTHILY AT NAM

Project Manager Cofely: “It is noticeable that many problems solve themselves – at the table or just at work on the plant. People are more open. And I get less questions.”

Click here and take a look at the film in which NAM employees share their STOPSPORT experiences.

Solving a problem begins by recognizing its cause Often, physical problems slumber. For example: the cause of most back problems is making encumbering moves or maintaining a wrong body position for a longer period of time. The physical therapists observe that almost everybody recognizes the subjects they talk about – and have questions of their own about how the human body works. Recognizing the cause of a problem often already offers a significant part of its solution. Physical therapist Onno Voerman gives an example: “The amount of concentration is often related to the level of fluid in the body. Our measurements among the employees show that in general, this level is too low. We found that after 1 P.M., almost nobody drinks anything anymore until they get home around 6 P.M. This fact combined with an irregular eating pattern leads to irritation and fatigue from around 3 P.M. – which is the period in which work is being rounded up and the drive homewards takes place.”

WORKING HEALTHILY AT NAM

Advice at the workplace â&#x20AC;¨In order to be able to offer the right advice to the employees, the physical therapists accompany them on a daily base. Theyâ&#x20AC;&#x2122;re present when the employee does his or her job and offer their advice on workplace or body position at the same time.

Personal approach The physical therapists take on a personal approach. First, they discuss health and fitness related subjects with the employee. Subsequently, they try to increase the level of awareness by asking questions and sharing their experience.

Employability NAM wants their employees to work safely, healthy, motivated and well within their organization. For a high level of employability means that employees can deliver added value to the organization and to themselves, in the present as well as in the future. Organizations aiming for a high level of employability are better equipped to handle changes. This has a positive influence on productivity, health, and employee satisfaction and involvement.

ABCD

Q2 / Q3 2014

H mei 2012

ASBEST / KERAMISCH MATERIAAL

DO NEXT

CHALLENGES

BENEFITS

ACHIEVED

video

HSE guidelines

mei 2012

ASBEST / KERAMISCH MATERIAAL

HSE LIFE

onscreen presentation

THE NATIONAL OIL&GAS INDUSTRY STANDARD FOR PROFESSIONALS

HSE LIFE THE NATIONAL OIL&GAS INDUSTRY STANDARD FOR PROFESSIONALS

brochure

ACHIEVED App HSElife UNIO available in Apple and Android store The promised HSElife UNIO App can now be downloaded from the Apple and Android stores.

Contractor engagement meeting held To bring Contractors closer to HSElife UNIO, an engagement meeting has been held. Read about the results in this magazine.

More and more Contractors actively supporting and using HSElife UNIO materials More and more Contractors are using the HSElife UNIO material. They are also involved in its ongoing development and updating. Their contributions are vital, because the material is ultimately intended for their personnel.

BENEFITS Adaptive site with more and more visitors The new site is ‘adaptive’, meaning that its presentation is tailored to the screen you are using. The interactive onshore and offshore videos and ‘Lessons Learned’ are not yet available on mobile devices, but that will change soon.

More and more harmonisation ongoing, saving Companies and Contractors a lot of money by not developing their own materials Wider involvement and increasing use of the materials and training courses have reduced the need to develop separate in-house products, and have saved a lot of money. But it is important that we actually accept each other’s materials, so that our activities are more harmonised. Not just on paper, but on the ground as well!

HSELIFE UNIO ABCD > ACHIEVED, BENEFITS, CHALLENGES & DO NEXT

CHALLENGES Lessons Learned pilot needs more guidance There is now plenty of material available on the HSElife UNIO website. To guide users, focal points and other stakeholders through it all, we have also developed a one-day training course. In addition to explanations, the course features practical exercises with modules like CARE and Lessons Learned. Visit the website to register. The training day includes a delicious lunch.

Changes in documents and site need more structure to manage the changes Further development of HSElife UNIO is essential, so this is an aspect we are actively working on. However, managing all the changes is an important factor we must not forget. For this reason, the companies and Contractors are going to be more closely involved in the change process.

Line awareness of and -involvement with HSElife UNIO As with the Contractors, we also want to engage the operational line more closely in the rollout of HSElife UNIO materials. To achieve this, a consultative process with operations managers is being initiated.

DO NEXT 1. PILOTS Training day for Company and Contractors Focal Points and Lessons Learned to be planned 2. Involving Operational Safety Managers in HSElife UNIO Steering Committee 3. Focussed communication towards Contractor Members 4. Update Hoisting & Lifting materials and Website update 5. HSElife UNIO Conference planned for Q2 2015 6. Preparation of next theme: â&#x20AC;&#x153;Hazard Huntingâ&#x20AC;?

John van Schie of NAM and Jürgen Joosten of Centrica are blogging about the ‘Management of Safety Health & Environment’ (MoSHE) Master’s programme that they are taking at the Delft University of Technology. Read their blog.

TOILING AND SWEATING FOR HSE

Hoi Jürgen, Hi Jurgen, It’s been a while since our last contact. Since our study modules have been completed, we don’t see each other as often. We have successfully completed the Heineken assignment. The final presentation went well and the end meeting was very pleasant. We agreed to get together again by the end of this year, to see what has happened with our advise. So it was last March when I saw any of my fellow students. Luckily some of my colleagues are doing the same study and now and then I can discuss with them the pressure I’m under because of the writing of my thesis. I must say that it weighs heavily on my shoulders. In my opinion, it’s about 70% perspiration and 30% inspiration – by which I mean it’s all about old fashioned writing and perspiring during the effort. While I’m writing, brilliant ideas come regularly into my head. However, it’s not always easy to fit them into the research assignment I’ve given myself. So it still comes down to a lot of deleting! It’s not only the writing that makes me perspire. I’ve decided to set up a survey for the research assignment. It takes many hours to design the survey and sending it out within a large organization such as NAM. But I succeeded. The survey has been sent and people can fill it in at this very moment. Response up till now is very good. There is still a week left to react. Through this survey I can fathom the degree of NAM’s and three other, external companies’ organizational resilience. I’m very curious about the outcome. In the meantime, it looks as if I can deliver a first draft to the reading commission by the end of July. Although… in the coming weeks my father has to go to hospital in order to undergo a serious operation. They will remove a tumor from his gut. It will take up some of my time to accompany him during this process. Looking at it now I think I will be able to fit it in, but it’s difficult to know exactly how much time will be needed. Whatever happens, my father comes first. We will see. It will probably be asking a lot from my personal resilience. A good way to practice what I’ve learned and read! How is your thesis on High Reliability Organisations developing? Now that I’ve studied the syllabuses, I think with Resilience and High Reliability, our subjects are not that far from each other. What do you think? Are you still getting around to reading thrillers? I do still read to relax,but not as much as I normally do. Luckily, I don’t have any injuries at the moment, so I’m able to do some running for relaxation. By combining this with yoga, I can handle the stress of the thesis fairly well. And what do you do to empty your head? I’ll hear about it or maybe see you. Soon, I hope – perhaps at the HSElife UNIO Steering Committee meeting?

Groet, John

TOILING AND SWEATING FOR HSE

Hoi John, Good to hear that all is going well and that you’ve come so far already. In any case, you’re a long way ahead of me. I’m struggling with this dilemma, you see. In the beginning, I was very enthusiastic about the idea of writing about High Reliability Organisations (HRO), but I’ve changed my mind. This is because I want to do a research that will actually be used. A research that can really add some value – not something that will perhaps disappear in some drawer. More and more, I’m getting the notion that the subject I initially wanted to do is not quite the right one. Centrica supposedly is ready for the next step on the “ Safety Culture ladder”. But whatever gave me the idea that we’re proactive? More often than not I get a wake-up call. We’re not there by a long shot. We should document events much more thoroughly, our systems should be much more aligned. To be honest, I also don’t think we’re resilient enough. So I think that taking the next step towards HRO is still a bridge too far, although I would wish for it more than anything else. I’m left wondering how on earth I could have thought of that one. I still feel that we’re doing well. The number of incidents in our work are occurring less often, we confront one another on our behavior, we research everything to the core and each near-accident can lead to many points of improvement. I’m really confident enough to say that we’re on the right path. But still, something is missing. Don’t ask me what this is because I don’t have an immediate answer to that. Obviously, it has to do with the internal reorganisation, the incidents still occurring and the fact that we don’t seem to be able to prevent these incidents from happening. By which I don’t mean the incidents within our own organisation but those within the industry as a whole. When an incident happens within an organisation, I find it odd that this organisation only discusses research results and improvements internally as opposed to sharing these with the whole industry – with their Contractors, colleagues and even their competitors. For we should all want to learn from each other’s mistakes, faults or just hard luck, don’t you agree? Why is it that we all use different safety glasses, when it is a proven fact that there is just one kind that really prevents grindings from getting into the eyes? Why do many incidents still happen as a result of incorrectly worn safety gloves? How is it possible that one Operator allows people to wear unprotected ankle boots while another doesn’t? Shouldn’t we all want and be able to strive for the best possible? And these are just some examples. On the few occasions that incident research results were shared within the industry, my eyes certainly opened! They made me realize that we’re still not where we should be. How can I think that we’re a High Reliability Organisation when the incidents occurring at other Operators could have happened in our own organisation as well? Therefore, I think there is more to be gained by learning from each other – not only within HSElife UNIO but also within NOGEPA. I would like to include the Contractors as well. Within NAM, I’ve seen some commendable initiatives – the golden idea, the cooperation between several Contractors, etcetera. I want to learn more about these initiatives. Therefore, I will defend and deliver my thesis at a later stage, because I still need to find out a lot of things and still have some reading up to do. All of this doesn’t leave me a lot of time for my favorite genre – crime novels. Anyhow, I do still have enough time to read one book a week. To escape into literature. And after that… back to working hard and doing my homework. I really think it’s great that you’ve come so far already – I’m “jealous”! Good luck and I hope to see you soon.

Greetings, Jürgen

In 2009, State Supervision of Mines (SSM) started the inspection project â&#x20AC;&#x153;Exposure to Dangerous Substancesâ&#x20AC;?, involving 18 mining and drilling companies. It was concluded that on the shop floor there is insufficient supervision regarding working with dangerous substances and too little awareness of the health risk involved.

awareness

“We want to share the findings of the project with the Oil and Gas Operator personnel in the Netherlands including their Contractors, so that we can work together towards a greater awareness,” says SSM Head of Operations Roel van de Lint. “To this purpose we will organize a theme event on the 4th of November of this year.Together with the industry, we would like to find the answer to the question of how to create more awareness. We look forward to hearing from employee representatives (work council members) their ideas and thoughts on this subject. At the same time, we will ask for their support in the matter because in the end we need to reach the man on the shop floor.”

Inspection project main conclusions • Contractors’ personnel are the most at risk • Insufficient supervision on the field work • Insufficient supervision on the (implementation of) a proper factory hygiene strategy • More advertency is required regarding the distribution of relevant safety information

Considerable health damage In the long term, the exposure to dangerous substances or biological agents will result in considerable health damage within the industry in the Netherlands. A RIVM exploratory survey provides us with an integral estimate of illness related to exposure to dangerous substances at work . “The survey states that within the whole industry in the Netherlands, each year 1.853 deaths occur, 17.000 new occupational illnesses appear and 47.000 lost years are added,” says SSM Senior Inspector Operations Jan van Driel. “Asbestos is the main culprit.”

HEALTH AWARENESS

Employer and employee image-forming • 3% of employers in the Netherlands are aware of the risk involved • 30% of the companies work with dangerous substances • 14% of the employees are being exposed to these • Only 5% of the employees feel that sufficient additional safety measures are being taken Bron: Arbobalans 2011

Awareness Van de Lint: “We want employees to understand what might happen when working with dangerous substances. They should realize the need for occasional extra checks. They should be critical and ask themselves questions – Does the Permit-to-Work provide me with enough protection? Do I think the situation is safe enough?”

HEALTH AWARENESS

Risk Inventory and Evaluation (RI&E) One of the project’s conclusions is that not all safety and health information is up-to-date, Van Driel says. “In many cases, you find old safety instruction sheets or old shop floor instruction cards. Thanks to our project, all mining companies have now updated their RI&E’s but the link to the information on the shop floor is absent.” When a company does not have updated safety information sheets, one can never be sure if the transition of the information to the shop floor has been made correctly, Van de Lint adds. “The companies recognize the poor quality of safety instruction sheets and they have initiated a substantial improvement trajectory.” Another conclusion of the project is that on the shop floor, the RI&E is hardly known and that the HMI and Operators hardly use it. “In fact, one should insert the main RI&E results within one’s Permit-to-Work, Task Risk Analysis and Last Minute Analysis.”

HSElife UNIO Presentation During the theme event on the 4th of November, an HSElife UNIO presentation will be given in which the common interest regarding working safely and health will be emphasized. The results of the 4 November event will be published in one of the upcoming HSElife magazine issues. from left to right: Jan van Driel and Roel van de Lint (SSM), Pier van Spronsen (The WAT Group) and Piet van Dam (Shell).

Your work council representative will shortly receive an invitation for the theme event. It is therefore of the utmost importance that you inform your work council representative about your own experience regarding dangerous substances.

for industry, by industry HSElife is a forum for those working in the petroleum and natural gas industry. HSElife focuses particularly on those working wherever HSEW is really an issue or really should be an issue: on the shop floor. HSElife magazine is published by: The WAT Group B.V. P.O. Box 23 7380 AA Klarenbeek The Netherlands +31 6 462 95 25 6 (7, 8) www.thewatgroup.com On this issue worked Thera Idema, Marjou Janse, Marcel van Spronsen, Veselin Raznatovic, Pier van Spronsen, Stéphanie van Stockum, Janine IJssel de Schepper, Bob Janssen, Marc van Baasbank, Janneke van Wingerden, Evelien Brascamp, Lars van der Zande, Jan van Driel, Roel van de Lint, Patrice Hijsterborg, Sonja Riemersma, Bart Dijkhuizen, Herman Baars and the Members of the HSElife UNIO Steering group: Piet van Dam, Ronald Pijtak, Jan Jager, Sietse Wijnstra, Gerard Burgers, Sander Floore, Rik van der Zee, Felicia Wolting, Edwin Harteveld, Frits van der Wilt, Marc Kloppenburg, Ronny Ali, Jürgen Joosten, John van Schie, Alexander van der Zee and Ben Waardenburg. Please e-mail any comments about subjects discussed in this magazine to info@thewatgroup.com attn. Janine Ijssel de Schepper. Articles may not be taken from this publication within the meaning of Article 15 of the Netherlands Copyright Act.; © The WAT Group B.V. 2014