BRAIN BEHAVIOR BUSINESS - oiltanking.com · People’s behavior is variable and depends on a number...

THE WORLD OF OILTANKING VOL. 29/3 DECEMBER 2017

connections

BRAIN BEHAVIORBUSINESS

People’s behavior is variable and depends on a number of factors, including one’s surroundings. People will usually behave differently in a social setting than at their workplace. Increasing age and the added responsibility that accompanies life changes such as parenthood also tend to change people’s behavior. In addition, cultural background, personal ethics and sense of responsibility play a major role. Apart from commitment and dedication, success also depends on adhering to behaviors in line with the values we apply in doing business.

The way employees act or respond in certain situations at work is often shaped by the company’s culture, philosophy, management systems and, not insignificantly, by interaction between and with colleagues and stakeholders. All of these elements contribute to a pleasant work environment and can inspire people to work safer and smarter or – if they are not in place or out of balance – contribute to … achieving quite the opposite.

In pursuit of our strategy to maximize the potential of our global brand, we are driving “take ownership,” “connect,” and “be open-minded” as enabling behaviors to support our focus on strengthening our core processes and capitalizing on sustainable growth opportunities. We continually strive to broaden and sharpen awareness and understanding of human behavior throughout our Group. Learn more about our latest findings on the following pages.

Happy reading!

E D I TO R I A L C O N T E N T S

CONNECTIONS 3

(Your) Behavior Matters

ASIA PACIFIC

CHINA

LATIN AMERICA

MIDDLE EAST & AFRICA

EUROPE

EUROPE CENTRAL

Contents

LEISURE &ENTERTAINMENT

INDIA

06 Smart Dashboard Optimization

04 Oiltanking China Gains Momentum

08 Pressing Questions

10 Insightful Lecture

14 Investigation of Behavior

26 Giving to the House of Stars

09 Energy Savings Writ Large

20 Collaboration Across Cultures

23 Soul Curry

24 Back to the Future!

37 The Mumbai Color Code

34 Running a Healthy Business

36 We Care for each OTher!

40 A Massive Construction Project

42 67 Minutes to Make a Difference

43 Join the Team

16 Cultural Experiences | A Good Move

18 We can, we care ... Corporate Citizenship

28 Weathering the Storm

31 Tis the Season

48 Strategy 2020 – Zooming in on the Three Desired Behaviors

49 In a nutshell

12 Lexicon | A “Just Culture”

27 Brain and Behavior

38 Our Weird Human Ways

44 Behavior Patterns

47 Number | 97

50 Reader's Corner

52 Last but not least | Common Ground

PEOPLE & PLACES

Cover: Technicolor brain – A human head contains approximately 100 billion nerve cells. These compounds are connected through fiber tracts, shown in the picture as colorful strands. More on page 27.© Marcus Kaiser, Newcastle University, www.dynamic-connectome.org

Koen VerniersManaging Director Oiltanking East

Daan VosManaging Director Oiltanking West

MOMENTUM

04

COLORS

37

MASSIVE

40

CONNECTIONS2

IMPRINT connections Vol. 29/3/2017 Published by Oiltanking GmbH, Corporate Center, Koreastrasse 7, 20457 Hamburg, Germany, www.oiltanking.com, Telephone +49-40-37099-7485, Fax +49-40-37099-7499 E-Mail [email protected] Coordinator Gabi Wuestenberg, Manager Communications Editor Renate Eijkholt Design raz design, Hamburg Print mediadruckwerk Gruppe GmbH, Hamburgg Published Three times a year Copy Deadline vol 30/1 week 3, 2018

Nanjing is located along the Yangtze River, about 300 kilometers from the river’s mouth. Oiltanking Nanjing has not been able to expand as quickly as anticipated at the time of its acquisition. The lack of investment in Nanjing Industry Park – a result of the world financial crisis – led to low occupancy rates and put Oiltanking Nanjing in a challenging financial situation requiring the continuous support of its shareholders. Following several expansions (see overview), the occupancy and financial situation has improved significantly. Now the terminal has a total capacity of 244,000 cbm, which includes the recently added 53,000 cbm of new cryogenic storage for ammonia gas. Oiltanking Nanjing also has plenty of land available for growth, and is well positioned to secure any new business accompanying the growth of the industrial park.

ORGANIZATION As China’s importance to the business continued to grow, Oiltanking set up a regional head office in Shanghai in 2011 (which since 2015 has reported directly to Hamburg instead of Singapore). Today, Oiltanking China is well organized to support and manage local entities, ensure corporate governance, and pursue opportunities for developing its business.

KEY SUCCESS FACTORS As a result of a consistent strong HSSE performance, Oiltanking has built a good reputation in China. In addition, to be successful in this huge market, it is important to have a deep understanding of the local environment. With 15+ years of experience in China, Oiltanking has gained a good understanding of the market and the business environment. Oiltanking is convincedthat its current team and organizational setup gives it a good handle on local complexities, and thus the company is keen to further increase its footprint in China.

C H I N A

CURRENT Since 2004, when Oiltanking commissioned the 20,000 cbm terminal in Daya Bay, Oiltanking has come a long way in China. Today it owns and operates two multi-user tank terminals for chemical bulk liquids, including related infrastructures such as jetties, pipe racks, and a railway station. Their combined capacity amounts to 339,000 cbm.

Oiltanking made its first terminal investment in the Huizhou Daya Bay Petrochemical Industry Park, which is located in southern China. After several expansions (see overview), the terminal now has a total capacity of 95,000 cbm and

mainly serves the chemical producers in the industrial park. Oiltanking also operates seven kilometers of pipe rack within the park, and owns a 25-percent stake in Oiltanking Public Petrochemical Jetty Co. Ltd. The industrial park is in the process of adding a second world-scale refinery and petrochemical complex; as this promises to create high future demand for storage, Oiltanking Daya Bay is preparing for further expansion in the near future.

In November 2007, Oiltanking acquired a majority stake in a 74,000 cbm tank terminal in Nanjing, which was still under construction at that time. The eastern Chinese city of

Despite the recent economic slowdown, China’s annual growth figures are still staggering. China is undoubtedly the land of opportunities, and will be for decades to come. Small wonder that Oiltanking, too, is investing in China. As the region gains momentum, the time has come to re-introduce Oiltanking China.

Oiltanking China

Gains Momentum

WIDE VIEW Oiltanking Daya Bay (see red frame)is keen to expand itsbusiness

OILTANKING NANJING The cryogenic ammonia tank is the biggest tank in Nanjing Chemical Industrial Park

2007 acquisition of 74,000 cbm2009 commissioning2010 add 5,000 cbm propylene oxide2013 rail un/loading facility add 60,000 cbm methanol second jetty2015 add 45,000 cbm chemicals2017 add 53,000 cbm ammonia2018 third jetty (under construction)

2005 greenfield of 15,000 cbm pipe rack Phase I2006 commissioning pipe rack phase II2008 add 5,000 cbm pipe rack phase III2011 jetty commissioning add 68,000cbm - chemicals2014 divestment of phase I 2015 add 9,000 cbm – gas2016 add 20,000 cbm - chemicals2018 add tank & jetty capacity (plan)

MILESTONES IN NANJING

MILESTONES IN DAYA BAY

C H I N A

CONNECTIONS4 CONNECTIONS 5

(aus Nachhaltigkeitsbericht) (aus Nachhaltigkeitsbericht)

(aus Nachhaltigkeitsbericht)(aus Nachhaltigkeitsbericht)

A S I A P A C I F I C

When Oiltanking in Singapore embarked on its Assets & Operations (A&O) journey, one step was to revamp and enhance its existing dashboard. This self designed interactive tool is important for comprehensively tracking the key performance indicators (KPIs) of vessel operations, as it provides details about the time taken for each stage. In carrying out this modernization task, our colleagues in Singapore delivered an exemplary demonstration of the five desired behaviors specified in the A&O Manifesto.

“Take Ownership!” – Everyone had a part to play, so the project was collectively “owned.” All involved came together as a team and took a holistic approach to the revamp, delving deep to clean up

the statistics and data presented, and to define meaningful targets. “Connect!” – All stakeholders were regularly engaged regarding all aspects: While the management provided input on the results they wanted to see in the new tool, Operations shared the challenges they faced in using the tool, and customers contributed various requests for improvements. The colleagues involved were “Open-minded!” – everyone was encouraged to come up with their own ideas for improvement, and each concept was carefully reviewed. “Manage Change” – The transition from “old” to “new” was made as smooth as possible by fully explaining the changes to end users and helping them to navigate the various functions. After the implementation, colleagues continued to seek feedback on how to improve. And as for “Lead by Influence” – Instead of adopting a “top-down” regimen, all colleagues worked hand in hand, firmly focused on creating a

Oiltanking in Singapore is improving its computer-based dashboard system in order to keep better track of the in- and outgoing vessels at the terminals. Once implemented, it will provide better visualization and greater scope for analysis.

Smart Dashboard Optimization

A S I A P A C I F I C


The implementation

better tool that would serve to help them all in their daily work.

“The new, user-friendlier dashboard and improved visualization increases our analysis capabilities by removing the overlaps, which allows for better segregation and focus – e.g. useful overviews over jetties, vessel KPIs, product flow etc. It will also enhance our ability to generate data and translate them into charts

and pictographs much more easily,” said Yeong Kwek Leong, Vice President Assets & Operations Oiltanking Asia Pacific, highlighting the benefits. “During the process, we learnt more about each other. Now we are excited to use this tool across all our Singapore terminals, which we expect to happen by the end of this year. We also look forward to instilling the desired behaviors of the A&O Manifesto into all areas of our work.”

The result

The new dashboard allows filtering of data with just a click of the mouse. In this example shown below, we can see the KPI 3 hit rate against the target set, the

average time taken for KPI 3, the average time taken for KPI 3 for both loading and discharge operations and most importantly, the reasons for KPI 3 delays. By allowing filtering using slicers, you always have the options of populating data by your preferred months for example. As a result, the dataset can be quickly and clearly presented.

Progress

VIEW 1: JANUARY-MARCH

VIEW 2: APRIL-JUNE

Hit; 141; 65%

Miss; 75; 35%

KPI 3 Hit Rate

Hit

Miss

01:45

02:04 02:09

nuJyaMrpA

KPI 3 Monthly Average Timing (h:mm)

1:11 1:121:26

2:102:28 2:31

nuJyaMrpA

KPI 3 Monthly Average Timing by Loading & Discharge (h:mm)

D L 7

5

4

3

1

N2 blanke�ng Very close to KPI Awai�ng surveyor'sullage

Due to VapourFlaring

Pigging Opera�on

KPI 3 Reasons for Delay Trend

Hit; 145; 68%

Miss; 67; 32%

KPI 3 Hit Rate

Hit

Miss

02:03

01:52 01:52

raMbeFnaJ

KPI 3 Monthly Average Timing (h:mm)

1:41

1:02 1:00

2:16 2:23 2:23

Jan Feb Mar

KPI 3 Monthly Average Timing by Loading & Discharge (h:mm)

D L

28

12

53 2 1 1

N2 blanke�ng Due toVapourFlaring

Very close toKPI

Awai�ngsurveyor's

ullage

ROBCalcula�on

Wai�ng forother

Terminalreadiness

PiggingOpera�on

KPI 3 Reasons for Delay Trend

KPI 1All Fast to Purge

or Flushing Starts

KPI 2Cargo Starts to

Cargo Finish

KPI 3Cargo Finish to

Hose Off

KPI 4Hose Off toVessel Sail

DEPARTUREArrival

The Energy Efficiency Directive (2012/27/EU), which entered into force on December 4, 2012, aims to improve energy efficiency in Europe. The EU directive was implemented in German law in 2015, leading to an amendment of the German Energy Services Act (EDL-G). Companies that exceed a certain threshold in terms of headcount, profits, or revenues must address the topic of energy efficiency. This amendment affected Oiltanking Deutschland (OTD) among other companies. But this new legal requirement was not the only determining factor for us. Lowering the relative energy consumption is one of the key topics in the area of sustainability management.

From among the various options to achieve compliance, OTD and its sister companies GMA and Mabanaft Deutschland jointly chose to introduce an energy management system (EnMS) in accordance with ISO 50001. In October 2016, all three companies were successfully certified by the accredited certification company DNV-GL. One reason for taking this line of approach was that their existing ISO 9001 quality management system has a structure very similar to that of ISO 50001, so that the two management systems could be partially combined. All three companies are matrix-certified, which means that the EnMS applies to all sites and business units in their matrix, i.e.: OTD, GMA and Mabanaft.

Every year, monitoring audits are carried out at some of the sites, selected at random. Every three years, the management system is re-certified; within this 3-year cycle, all sites have to be visited and audited.

Besides introducing the traditional components that are typical for a quality management system (regular training and audits, monitoring of processes, etc.) and designed to contribute to the continuous improvement of the system, the EnMS especially focuses on a particular task: documenting the energy-consuming facilities and their current energy-efficiency status. Long-term tracking of energy consumption is another key element of the EnMS. The premise is that, without knowing where energy is consumed, it cannot be used more efficiently. The initial survey very quickly identified many areas of potential improvement, some of which were quick and easy to implement. This promptly led to estimated annual savings of several tens of thousands of euros across the matrix. Numerous other measures have since been identified and planned for, and will likewise make a major contribution to improving energy efficiency.

The declared objective of the matrix is to become ten percent more energy-efficient by 2020. Considering how things are going so far, our colleagues are very optimistic about achieving this goal.

E U R O P E

The transfer of volatile liquid bulk cargoes between shore and ship involves the vapor return either back to its origin or to a vapor treatment system processing the volatile components. Long time ago Oiltanking Amsterdam (OTA) equipped its (seagoing) jetties with vapor return lines back to a Vapour Recovery System. Flame arresters are an integral component of such vapor return lines. As the name implies, they stop flames from spreading in case of an explosion. However over time, flame arresters can become clogged by rust, waxy or crystalline deposits, etc. This will eventually result in downtime because the devices needs cleaning. But how do you know when is it time to clean them?

Currently, flame arrestors at the terminal’s jetties are changed when the pressure on board of a vessel during loading increases to a certain level. However, this could require the exchange of the flame arrestor during the vessel’s stay, possibly causing hours of downtime. When it’s possible to “predict” the moment a flame arrestor requires exchanging, OTA would be able to reduce

demurrage for its customers by planning a maintenance window before the arrival of a vessel and limit its downtime. With this in mind, OTA has initiated a pilot project at two of its seagoing jetties, involving differential pressure gauges affixed to flame arresters providing an early indication when it’s time to clean the arresters. Over a period of at least six months, the differential pressures will be continually measured and recorded, to build a data base. Depending on the findings, OTA will decide whether the pilot project will be implemented as a permanent solution.

While launching a tender to safeguard performance standards and improve reliability at its terminal, Oiltanking Amsterdam has introduced a pilot project for the early detection of clogging of flame detectors in vapor return lines on two of its seagoing jetties in August 2017.

The EU Energy Efficiency Directive (2012/27/EU) has been implemented in German law

since 2015, and Oiltanking is taking account of the decision by introducing

an energy management system (EnMS) in accordance with ISO 50001.

ENERGY MANAGEMENT Minimizing the energy input needed to achieve the desired output

E U R O P E C E N T R A L


BUSY LOCATION One of the seagoing jetties at

Oiltanking Amsterdam

Pressing Questions

IMPORTANT SAFETY GADGET A flame arrester (in red in the picture) is used to contain any fires/explosions that might occur

ENERGY

SAVINGS

WRIT

LARGE

Insightful Lecture

At Oiltanking’s Regional Asset & Operations Managers Meeting in Hamburg in June 2017, guest speaker Rien Doorn spoke to the group about behavioral safety. His key messages: Detailed procedures alone will not eliminate human error, and the human factor must be considered when investigating incidents.

For many years, conventional wisdom has had it that complex systems such as the aviation industry, the oil industry, and nuclear power plants were built to be safe systems. So, whenever an accident or serious incident occurred, the investigation would usually come to one of two conclusions: the accident was due either to a technical breakdown or to human error. In many cases, the technical breakdown, too, was attributed to human error in one way or another. More regulations and procedures for humans to follow were seen as the solution to guarantee safety. The human element was seen as a separate but necessary element – one that the

system cannot do without although it is increasingly being eliminated by automation.

Over the years systems have grown increasingly complex. The human element is their most valuable component because of its flexibility, adaptability and creativity. At the same time, the human element is the most vulnerable to influences that can adversely affect its performance. Seen this way, it becomes clear that we need to take the human factor seriously to keep the system safe. Safety is ensured not by the existence of procedures alone, but by the way humans apply them. One cannot

afford to ignore the human factor [or view it as separate from the system], but must integrate it as part of the system in order to manage and enhance it.

We need to learn and understand how we can manage the valuable human factor. For instance, where does the vulnerability of the human element come from? What are the reasons people do things the way they do them, in the context of that moment in time? After all, they produce many more safe practices than unsafe practices. People go to work with the intention of doing a good job. This is why it is of the utmost importance to investigate every occurrence that may have a relationship to safety, not just accidents with dramatic consequences.

When we investigate we need to ask ourselves: “What happened and how did it happen?” with the intent to learn from the findings. The objective of such a safety investigation should never be to assign blame or find the guilty party. We need to take the human factor into account, and the fact that those who were involved in the occurrence were in a specific context that was valid only at that specific moment. The investigation needs to aim at learning how the system itself, the organization, contributed to creating that specific context. Only when we know this can we attempt to explain the human factor that might have played a role in the occurrence – the limitations of the people involved: limited attention, perception and quality of decision making. Also, contextual and organizational factors such as workload, stress, team work, pressures, environment, and fatigue.

In addition, we mustn’t forget two things. First, the investigators have the benefit of hindsight. They know what happened after the occurrence, while

those who were involved didn’t have that information. Second, one has to realize that no two people have the same view of the world around them. One’s own, individual perception creates one’s own, individual reality. It is this individual reality that people’s behavior and action are based on.

Rien Doorn concluded his speech by reiterating how important it is to find out how complex systems and humans affect each other, so that we can understand how complex systems contribute to circumstances that induce human error.

E U R O P E E U R O P E

HUMAN BEHAVIOR Sometimes we do not understand one another due to different perceptions and ambiguous reality awareness

BEHAVORIAL SAFETY During the presentation, our colleagues learned more about the Human Factor

Rien Doorn began his career as an air traffic controller in the Royal Netherlands Airforce. After 16 years, he decided it was time for a change and became a flight simulation instructor. He started studying Human Factors in 1992 and has worked as a Human Factors consultant and trainer since 1999. Rien is also a teacher of meditation and an artist www.riendoorn.com

Four

NoThree

CONNECTIONSCONNECTIONS 1110

In reducing the frequency of events over time and ensure a safe working

environment, an organization needs to consider three elements:

Technical Safety, Organizational Safety, and Behavioral Safety (see Fig. 1). While the first two can be directly influenced by the

organization, e.g. by providing the right equipment, preventive

maintenance, standards and procedures, the third – the behavior of its employees – will in fact make the difference.

notify the organization about such conditions. Once they do, the organization can learn from these deficiencies and try to prevent them from happening again in the future. To encourage reporting, a “no-blame culture” was promoted in the past. It usually had the desired effect of improving reporting. However, by the same token, if people perceive that due to this culture there is never any blame about anything, it can also lead to carelessness about the rules and regulations and to a lack of motivation, which undermines organizational safety.

“Just Culture” is a balanced approach that encourages people to report while at the same time discouraging them from careless behavior and holding them responsible for their actions (see Fig. 2). In a Just Culture, the motivation behind a given behavior is investigated, to understand why things went wrong rather than merely acknowledging that they did. At the same time, a Just Culture acknowledges and rewards behavior that exceeds expectations.

The Just Culture concept is closely linked to an organization’s safety culture and leadership. An organization’s level on the Safety Culture Ladder (from “who cares as long as we are not caught” on the lowest step to “safety is how we do business around here” on the highest step – see connections Vol. 29/2) not only provides insights about how seriously reporting is being taken, but also about what can be expected from the implementation of a Just Culture.

With this in mind, the Marquard & Bahls HSSE department rolled-out the Just Culture Guideline across the Oiltanking organization in 2011. Based on different models for a Just Culture, a guideline (see also p. 14) was developed to assist Oiltanking facilities with behavior investigation, and to guide management’s response to various types of behavior. In implementing a Just Culture, facilities are encouraged to define their objectives and adapt the approach to their local requirements and circumstances.

Behavioral Safety consists of a variety of components, such as safety awareness, self-control, and team-control, and is based on employees accepting responsibility for their actions. A well-

functioning reporting system is just another part of consciously safe behavior: Only if people are aware of what constitutes “unsafe” conditions, and are not afraid to be punished for reporting them, will they

L E X I C O N L E X I C O N

Safety performance in correlation with implemented measures

Time

Technical Safety

- Equipment design- Controls & alarms- Shut down systems- Maintenance

Organizational Safety

- Manuals & Standards- Procedures & Instructions- Permit-to-work-system- Emergency Response Plans

Behavioral Safety- Safety awareness- Consciously safe behavior- Safety culture and leadership- Self & team control

Fre

qu

en

cy o

f ev

en

ts

Fig. 1


Optimization of system safetyFig. 2

Just Culture

Punitive Culture No-blame Culture

En

ha

nce

me

nt

of

Sa

fety

Sys

tem

JUST CULTURE A balanced accountability for both employees

and the organization

Based on the outcome of the investigation, the management is asked to respond to an individual’s behavior by either rewarding the employee or, in case of non-compliant behavior, by finding measures with and for the employee to prevent recurrence. These measures can range from debriefings, to awareness-raising programs and training, to disciplinary measures. More importantly, it needs to understand whether

this behavior was a result of the organizational circumstances, rather than just personal. If the behavior was system-induced, actions must be taken to improve the system, and the management style needs to be reviewed.

E U R O P EE U R O P E

Behavior investigations are central to a Just Culture (see also page 12). To assist with such investigations and guide management response to the results, the Marquard & Bahls HSSE department developed a detailed, two-stage “Just Culture Guideline” flowchart that is used at Oiltanking.


While the upper part of the flowchart (see graphic page 15) focuses on investigation of behavior, the second part assists the management in responding to this behavior. The first step in the behavior investigation is to determine whether a person behaved in compliance with the rules and regulations. In contrast to other Just Culture approaches, Oiltanking not only focuses on negative behavior, but also considers positive behavior that fulfils or even exceeds expectations.

Non-compliant behavior consists of seven different categories, grouped into unintended non-compliance, deliberate non-compliance, and deliberate risk-taking. Unintended non-compliance is usually the result of someone simply forgetting to do something, or doing something they should not have done because they simply didn’t know any better. In such cases, it is presumed that the person did not plan to violate any rules.

By contrast, deliberate non-compliance presumes that the person chose to violate the rules, whether simply to get the job done, or with the company’s benefit in mind. Although the person deliberately chose not to follow the rules, their actions were motivated by good intentions. On the other hand, in cases of “deliberate risk-taking,” the person willingly takes risks for their own benefit/gain, or even knowingly accepts that their actions may endanger others.

The seven categories are necessary to determine the degree of individual accountability for the actions taken, and are based on the intention behind the action taken. This differentiation helps the management determine the right response, depending on the risks taken.

of Behavior

DIFFERENTIATION The grouping helps to

determine the degree of individual accountability

and to find the right response for it

friends, or a good laugh. As an immigrant, I really appreciate the fact that they are welcoming and open-minded towards newcomers.

Right from the beginning, I felt comfortable and at ease in my new surroundings: I met great friends, enjoyed showing the country to my old friends from Europe, gave macro-economy classes, played basketball, travelled to new places. I also met my future wife, a wonderful Mozambican with whom I now have a family. The hardest part is living far from my loved ones, and having to leave behind most of my old friends back home, but that, too, is part of life.

Luckily, the massive gas discoveries of 2011 attracted firms from all over the world to Maputo. This meant more opportunities for a foreign consultant with good knowledge of the country and the energy/logistics sector. It’s quite unusual for Oiltanking to hire a new employee to “go” to a country where he is already living, but

that’s kind of what happened in my case in 2015.

Now six years later, some of my Mozambican friends seem surprised to see me and ask “you’re still here?”, since the average stay for a foreigner is two years. I always joke that they “took my passport when I arrived and I can’t leave!” It’s not true of course, I stay here because I found love, friends, a nice place to live, a good career – and besides, I now have a Mozambican son!

I pride myself on my good knowledge of geography, but I admit I had to consult a map to remember exactly where Mozambique was. Talking to my colleagues at the International Atomic Energy Agency (IAEA) in Vienna about “where to go next” career wise, a – for me – exotic-sounding name kept cropping up. One told me, “You should go to Mozambique, great beaches!” Another suggested, “You should go somewhere you can learn Portuguese, like Mozambique.” Finally, someone got specific: “I have a job for you in Africa, let me check where it is … Moza… Mozambique!” And

that’s how I came to set off for this large and beautiful country in south-eastern Africa, leaving many loved ones behind and, of course, having no real idea what awaited me in Maputo.

Maputo, the capital of Mozambique, was originally named Lourenço Marques, after the Portuguese Captain who first reached the area by sea around 1544. Following the country’s independence in 1975, it was re-named after the Ronga tribe Chief who had fought the colonists. The city is very different from the

rest of the country, and Africa. Five centuries of Portuguese colonialization have left their traces, including on its architecture: wide avenues, sidewalks, tasty food, cafés, and public gardens and a Portuguese-speaking population give it a Mediterranean feel, an agreeable ambiance for a Frenchman like myself. On the social side, Mozambicans are always smiling, always up for a party, a companionable beer with

CONNECTIONS 17CONNECTIONS16

Moving around as such is nothing new for the Frenchman David Nadaud, a seasoned traveler. As for his professional moves, there have been two major ones in the past six years. The first was from Austria to Mozambique, in his work as an independent consultant. The second was within Mozambique, when he joined Oiltanking Matola. He remembers how it all began.

C U L T U R A L E X P E R I E N C E S

PEARL OF THE INDIAN OCEAN Mozambique offers an amazing array of white sandy beaches and azure waters

A CLASSICAL DESIGN The train station, erected between 1913 and 1916, is one of the city’s most impressive buildings

A GLORIOUS PAST Maputo is a modern city with a rich historical, architectural and artistic legacy

PORTRAIT Before joining Oiltanking Matola as Commercial Manager in 2015, David gained experience at OGS, a downstream Oil & Gas services company, as Sales Strategist at Ndzilo, an Ethanol-for-cooking startup, at the Ministry of Energy of Mozambique’s Department of Planning and in several consulting jobs in Africa. His first international work experience was at the International Atomic Energy Agency (IAEA) in Vienna, Austria.

C U L T U R A L E X P E R I E N C E S

A GOOD MOVE


P E O P L E & P L A C E S P E O P L E & P L A C E S

Corporate Citizenship

Altruistic or selfless behavior is common throughout the animal kingdom and is

also displayed by human beings. Altruism also fits well with Oiltanking’s

values, which place a priority on contributing to the welfare of the

communities we operate in.

Oiltanking has always taken responsibility beyond its core business, and concentrates its efforts on the five focus areas defined by its parent company Marquard & Bahls: environment, education, health, culture & sports, and humanitarian aid. The company also encourages volunteering by its employees. Broken down by topical focus, the largest share of Oiltanking’s donations and sponsoring in 2016 went to projects in the field of culture & sports and education. To

learn more about our Corporate Citizenship efforts around the world, please see pages 26, 31, 42 and 43.

MORE EXAMPLES for charitable projects can be found under the following link

Corporate citizenship investments by topical focus

e 296,874

Environment

1,8 %

Education

24,8 %

Health

9,9 %Culture & Sports

39,3 %

Humanitarian Aid

16,2 %

Others

8,0 %

Key Facts 2016

e 296,874Oiltanking investmentsin community

4,038Oiltanking volunteering hours

59Oiltanking sites that were active in volunteering

771Oiltanking volunteers

0.99hours of volunteer work per Oiltanking employee

W E C A N , W E C A R E . . .

On March 14 and 15, 2017, fifty colleagues from Oiltanking and IOT participated in a joint two-day workshop designed to give them a deeper understanding of the differing work cultures of Germany and India. As they learned more about each other, they gained deeper insights into their own behavior as well.

A surprise of a totally different kind came when the colleagues were given a list of assignments to complete around the city by a set deadline! They were tasked with visiting at least five Mumbai landmarks in groups of three, and complete challenges that ranged from sampling traditional snacks such as Bombay Chaat,* to performing for strangers and using public transportation! And, who knew that spaghetti and marshmallows could be converted into a stable tower? This and other fun games served to hone the colleagues’ lateral thinking, team building and problem-solving skills. The boat ride across Mumbai Harbor was a welcome opportunity to

The straight-line distance from Oiltanking’s head office in Hamburg to the IOT office in Mumbai is approximately 6,500 km. While travelling from one to the other by air takes only about 11 hours, properly “arriving” in the culture of the respective other country is a much lengthier process. In order to better understand both the European and Indian cultures, colleagues from the Oiltanking office in Hamburg travelled to meet their IOT colleagues in Mumbai on March 14 and 15, 2017.

The two-day meeting was filled with workshops and myriad tasks, all of them designed to identify cultural challenges and convert them into opportunities. The

rationale behind the meeting is obvious: Mutual understanding increases the more one realizes where the other side “is coming from.” Mutual understanding and awareness will enable colleagues to communicate and work together better. In the process of learning more about each other, our colleagues also got to know themselves better and were able to gain some surprising insights into their own behavior. One golden rule that applies to everyone is: When interacting with someone from another country, observe more carefully, listen more, and speak less – learn to listen to what is meant instead of just what is said.

CONNECTIONSCONNECTIONS

I N D I A I N D I A

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MAPPING THE WORLD’S CULTURES was the topic of one of the presentations: Each of the scales (dimensions) represents

one key area that managers need to be aware of, and shows how cultures vary along a spectrum from one extreme to its opposite. A striking insight: people’s understanding of

“Leading” doesn’t differ so much between Germany and India – unlike their understanding of “Scheduling.”

Collaboration Across

* Chaat is a typical, savory Indian snack. There are many variations on the original recipe, which involves mixing pieces of potato, crisp fried bread, gram or chickpeas and tangy-salty spices, with sour chili paste and saunth (dried ginger and tamarind sauce), fresh green coriander leaves and yogurt for garnish. The ingredients are combined and served on a small metal plate or a banana leaf that has been dried and formed into a bowl.

Cultures

Germany

Collaboration Across Cultures

India Insead

IT'S IN THE MIXThe workshops consisted of presentations and also the active involvement of

the participants

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(continued on page 22)

Low Context COMMUNICATING High Context

Direct Negative Feedback EVALUATING Indirect Negative Feedback

Egalitarian LEADING Hierarchical

Consensual DECIDING Top Down

Task Based TRUSTING Relationship Based

Confrontational DISAGREEING Avoids Confrontation

Linear Time SCHEDULING Flexible Time

SCALE/DIMENSION

What the British say What the British mean What the Dutch understand

With all due respect I think you are wrong She/he is listening to me

Perhaps you would think about … I would suggest …

This is an order. Do it or beprepared to justify yourself.

Think about this idea and do it if you like.

Oh, by the way … The following criticism is the purpose of this discussion.

This is not very important.

I was a bit disappointed that …

I am very upset and angry that …

It doesn’t really matter.

Very interesting … I don’t like it. She/he is impressed.

Could you consider some more options?

Your idea is not a good one. She/he has not yet decided.

Please think about that some more.

It’s a bad idea. Don’t do it. It’s a good idea. Keep developing it.

I'm sure it's my fault. It is not my fault. It's her/his fault.

That is an original point of view.

Your idea is stupid. She/he likes my idea.

My most stressful day at IOT shattered my façade of composure right before my manager. A close co-worker, seeing my breakdown, simply asked, “How long?”

Having discerned a pattern in my personal and professional problems, she suggested I attend a transformational educational program she had benefitted from several years ago. I kept resisting, until this breakdown.

I expected it to be a peer program but saw teenagers, couples and even grandparents! All bound by common issues: “I can’t say no!”; “I’m afraid of being judged!”; “I’m not good enough!” The program leader jolted us out of victimhood with some rude but honest, even startling questions. People got agitated as these questions exposed chronic baggage and misconceptions. But in that moment of angst came an epiphany, too: the identification of baggage blocking us. Rather than a balm on our emotional wounds, a surgical process cleansed

the scars we hid and used for excuses in our personal and professional failures. Some lessons:

• we listen to react, not respond – using filters of preconceptions, judgments and past experiences• we build stories around hurtful incidents for apportionment of blame. The stories drive our behavior, while the facts are often forgotten• as hurtful memories run in a loop in our minds, they block us from reaching new solutions• unbeknownst to us, similar situations trigger us to react in a fixed manner. We taint our future with past experiences.

As for myself, I revisited and addressed seven-year marital issues, and decades-old issues with my parents that dictated my public

persona. Once the initial discomfort had been managed, I met my dear ones anew. With my mind clear of clutter, new possibilities emerged in relationships in family and workplace. The bottom line: the 3.5-day program ended with a wealth of lessons to apply to life with a new sense of identity, 33 years later.

What is it like to face your inner demons? Does it make or break you? A colleague* from IOT forged new possibilities after a three-and-a-half-day transformational education program and candidly tells of his own experiences with behavior patterns.

Soul Curry


symbolically underscore the fact that all of the participants are in the same boat, striving towards common future goals and targets.

While the geographical distance will remain the same, the two days spent together contributed to a better knowledge and increased mutual understanding about each other’s cultures and behaviors, and will help the German and Indian colleagues to better pull together in their joint corporate journey to success from now on.

I N D I A I N D I A

CULTURE HAS MULTIPLE LAYERS Some examples of cross-cultural misunderstandings: What is said or heard“on the surface” may belie underlying differences

LATERAL THINKING Colleagues used creativity and teamwork

to build a (stable) Marshmallow spaghetti tower

HOW TO RESPOND Successful cross-cultural communication asks for familiarity with other

cultures and behaviors

MORE INFORMATION Erin Meyer, “The Culture Map”

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MARATHI MEMO An example showing how the mind writes the most important messages

in one’s mother tongue

* We honor the colleague’s candor about this topic; name withheld for privacy reasons

Applying the different-colored modes of thinking to the terminals they had been assigned gave colleagues dozens of thoughts, ideas and plans. They posted their ideas on boards distributed across a large hall, then, after taking a look at the others’ boards, added more ideas. Each team returned to their own boards enriched with additional thoughts from experts in other domains. The ideas were

converted into action plans, and the resources needed to execute them were discussed. The biggest takeaway from the technique, quite apart from giving participants a detailed timeline of things they could achieve in a year, was that it is possible to develop a concrete blueprint from a one-line idea. They returned to their respective sites better prepared to chart the journey to Vision 0123.

In July, IOT’s Extended Leadership, represented by 45 colleagues from 15 sites, gathered in Mumbai to create a roadmap for IOT’s Vision 0123. They included stakeholders from HSSE, Finance, Assets & Operations, Business Development, Human Resources, Operations & Maintenance, and Communications.

Each team of six or seven people was given two terminals for whom they were to devise growth strategies based on their respective priorities. For instance, a project in the pipeline had different priorities than a location already being operated and maintained for a customer, or an independent site.

The colleagues were given sheets of white, red, green, yellow, blue and black paper, from which participants crafted one cap in each colour, symbolizing a specific mode of thinking. As they donned each “thinking cap,” they were called on to think only in that particular mode. So, if the objective were, say, “Going on vacation”, the six thinking caps would help to break the issue down as follows:


IOT has a dream: Vision 0123. The term is shorthand for zero accidents, number one position in the markets, twice the profits, and triple the revenues. Now, a new technique was used to structure this mission into a jigsaw of smaller pieces that bring the dream within reach.

I N D I A

KIND OF THOUGHTS EXAMPLE

Factual, backed by evidence

Positive thoughts, backed by logic

Purely emotional, logic optional

Objective-oriented, grounded

Free thought, out-of-the-box

Spotting risks, backed by logic

“I have a thousand dollars, and three days”

“I could couch-surf, save on hotel bills and save money.”

“I want a vacation that should make friends envious!”

“I need to manage time to explore and return”

“How can I better invest $ 1000? A laptop?”

“Holiday later. Settle credit card bills first!”

DISCUSSION, DEBATE AND DELIBERATION One idea in particular promises great potential for the future

I N D I A

Future!Back to the

The human brain begins its development during the very early stages of life and continues through into adulthood – up to the age of 40 years.

Knowing the design of the brain helps to understand how parts of it interact with the rest of the nervous system to influence human behavior. Marcus Kaiser, a professor of neuroinformatics at Newcastle University, and his team use computer simulations and network analysis to replicate the dynamics and development of neural networks in hopes of better understanding the link between structure and dynamics. Using a technique called diffusion tensor imaging (DTI), they research how different parts of the human brain are (inter)connected. This involves the test subject being placed in a magnetic resonance imaging (MRI) tomograph (a large tube linked to a powerful electromagnet), which produces a magnetic field ten thousand times stronger than that of planet Earth. This field now stimulates specific particles that abound in our body: hydrogen atoms. Excited by the magnetic field, they all begin to turn in the same direction (like a compass needle turning north).

When the magnet is turned off, the hydrogen atoms revert to their original positions. The crucial point: In different types of tissue, for example, brain, water, nerves or adipose tissue, it takes different times for the atoms to return to their original alignment. This interval can be measured and used for the computer to map the interior of the body.

Based on their brain research over the last 15 years, the latest findings by Marcus Kaiser’s team show that in addition to genetic and environmental drivers, the exact time and development of each neuron and its position during brain maturation are key to ensuring that the right connections are made. “If we can better understand these physical changes, it could lead to new treatments and better

diagnoses of a variety of conditions such as schizophrenia or autism, which are akin to changes in the network organization of the brain,” explains Kaiser.

E U R O P E

When the HSSE department at Oiltanking Stolthaven Antwerp (OTSA) bought new work clothing for the employees this summer, the idea was floated to donate the used garments to a charity, as they were still in good condition. The colleagues picked “Sterrenhuis” (House of Stars), a facility where people with physical and/or mental disabilities are cared for during the day, or even live full-time. At Sterrenhuis, they are able to gain work experience (e.g. bake bread, craft wooden toys), participate in sports and all sorts of recreational activities, receive various types of assistance, and much more.

And so, on June 12, 2017 OTSA Managing Director Geert Verhaeghe went to visit the organization bearing 60

raincoats, 35 body-warmers, twelve fleece shirts and four pairs of trousers. He was welcomed by Els Dehaemers and Wendy Adriaasen of Sterrenhuis, who gave him a guided tour of the facilities, explained their work, and served him coffee and homemade cookies. He also got to meet some of the residents and their supervisors. When Geert left, he took with him two books about the Sterrenhuis given to him by its people, and a feeling of having both given and received joy.

The Sterrenhuis was established in 1974 on the initiative of two parents acting on the need for – and lack of – facilities to provide care and support for young adults with moderate to severe mental disabilities. The facility has grown

continually since, and is now part of Rotonde vzw, an organization that provides care for 250 disabled persons at several similar establishments across Belgium.

Oiltanking Stolthaven Antwerp did some good and encouraged the reuse of resources by donating little used work clothing to Sterrenhuis, a charity that supports people requiring care.

When explaining human behavior, the extent to which the environment influences human personality has not been clarified. However, genetics evidently play a significant role in the development of human behavior, and the neuro-anatomical construction of the brain appears to be of vital importance.

Brain andBehavior

L E I S U R E & E N T E R TA I N M E N T


Giving to the House of Stars

A PERFECT FIT! Helping others makes you happy – just ask Geert Verhaeghe, Managing Director Oiltanking Stolthaven Antwerp (white shirt)

PROFESSOR MARCUS KAISER works on the simulations of the dynamics and development of neural networks ©

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When Mumbai received 294 mm (11.5 inches) of precipitation on a single day, August 29, the city

administration ordered widespread evacuations. IOT employees melted into the crowds of six million citizens with prayer on their lips and HSSE lessons in their minds as they left the terminal and office.

A bus full of employees who live in Mumbai’s far western suburbs, which were now under 182 cm of water, wound its way to the company’s guesthouse in the neighborhood of Mulund, which was "less" flooded under 45 cm of water. The guesthouse gave the displaced employees a warm and safe place to stay, where they could stay in touch with their families by phone.

Other colleagues encountered dangerously flooded roads on their drive home. Rajesh Ganesh, Vice President (Finance), and Shashank Yagnick, Deputy General Manager (Business Process and Planning), ignored the angry honking of drivers behind them, and refused to enter flooded sections until the cars ahead of

them had crossed over safely. Only after making sure that the water level was safe did they proceed, thus demonstrating a safe path for those who followed.

Mumbai was a quagmire of tortuous bottlenecks and flooded roads. Bharati Srinivasan, Head Legal Department, spent four hours in a traffic jam. Kavita Shetty of the secretarial team and Yogesh Damle, Head Corporate Communications, took over an hour to walk home, as their usual path – normally only minutes long – had turned into a river, forcing people to gingerly pick their way around open drains, manholes and electric boxes in thigh-deep waters.

While Satyanarayanan ‘Satya’ Asokan, CEO of ZIOL, Goa, kept his feet dry, his flight [home] was delayed by three hours due to poor visibility. His colleague Atul Kharate, Head of Operations & Maintenance at IOT, was tossed around in severe turbulence on another, Mumbai-bound flight, then had to spend the night in the arrival terminal as there were no taxis on the roads.

In the end, relief prevailed. A cumulonimbus cloud nine kilometers tall had brought Mumbai’s worst rainfall in 12 years. The next day – which had been declared a bank holiday as a precaution – dawned with bright sunshine, and the financial capital bounced back within hours. Although some joked, after the storm had passed, that the weather was like an angry child who throws a tantrum one day and the next day acts as if nothing had happened. But, with 24 people dead and 47 million dollars in damage, Mumbai knows that safety – and the weather – is no joking matter.

On August 26, Hurricane Harvey became the first Category 4 storm to hit Texas since Hurricane Carla in 1961.

Usually, hurricanes that threaten the United States make landfall along the coast, then continue into the interior of the country, losing intensity and spreading rain across multiple states. Hurricane Harvey, however, was a very unusual storm. After making landfall, Harvey stalled around 200 km (130 mi) west of Houston before returning into the Gulf of Mexico and making a second landfall to the east of Houston near Beaumont, Texas. Due to this unusual

path, rain fell for four days straight and dumped 34 billion cbm (9 trillion gal) of water on the Houston metropolitan area. Some locations received up to 127 cm (50 in) of rain – more rainfall than Texas normally receives on an annual basis.

South of Houston, Oiltanking’s terminals in Texas City began to implement their Hurricane Procedure as Harvey entered into the Gulf Coast. The terminals checked all tank levels for a “hurricane heel” – a minimum amount of product in a tank to prevent floating in the event of flooding – and began removing unsecured objects and motors in low-lying areas prone to flooding. As Harvey made landfall, high water prevented operators from accessing Oiltanking Texas City (OTTC). Four operators volunteered to stay at the terminal from Saturday to Wednesday to help protect the terminal from flooding. The operators took shifts monitoring water levels and rotating portable, diesel-run pumps to areas where water was building up too quickly for drains to handle. At Oiltanking Galveston County (OTGAL), members of the Operations group who live close to the terminal were able to travel back and forth to make sure portable pumps positioned around the terminal were fueled, running, and draining properly. (continued on page 30)



At the end of August, two Oiltanking locations – though at opposite ends of the Earth – faced the same extreme weather conditions. How did our colleagues at Oiltanking in Texas (Houston and Texas City) and IOT in India (Mumbai) cope with the devastating floods in their respective regions?

Weathering the

MUMBAY'S BUSY LIFELINES, INTERRUPTED Railway tracks for the trains that carry 10 million travellers every day were knee-deep in water

Mayhem in Mumbai

Havoc around Houston

P E O P L E & P L A C E S

Scooter Wilson, the Terminal Manager of OTTC, highlights that flooding in the terminal could have caused up to $100,000 worth of damage to equipment, but through the four operators´ efforts and the preparedness of the terminal’s Hurricane Team, OTTC suffered zero equipment damage. At OTGAL, the Operations group was able to continue receiving product from DOW’s unit and maintain pipelines to and from OTTC. OTGAL’s Terminal Manager, Justin Payne, commended the team’s commitment and drive: “No one complained, no one asked questions... they knew we had a plan in place, and they executed it flawlessly.”

While the Oiltanking terminals survived the storm, many terminal employees in surrounding areas experienced extreme flooding in their neighborhoods. As soon as dangerously high water subsided and roads reopened, Scooter Wilson and Justin Payne reached out to every terminal employee, compiled a list of those impacted by the storm, and offered assistance with post-flood cleanup. Crews of OTTC and OTGAL employees less affected by the flooding went to co-workers’ homes to help remove

debris and aid the cleanup process. Some employees even lent personal vehicles to those who lost their means of transportation in high water. Weeks after the storm, OTTC and OTGAL continue to provide assistance to those in need.

In the face of a natural disaster, Oiltanking and its employees in Texas have shown dedication not only to preserving the company’s terminal assets, but to aiding and supporting fellow employees as they recover from devastation and loss.

For some people, changing seasons are accompanied by changes in their mood and daily routine. They may get the “winter blues”, “February blahs” or “spring fever.” One period that invariably brings a boost to the spirit of caring and sharing at Oiltanking, along with a wealth of special activities, is the end of the year, when many celebrate Christmas and/or the advent of the New Year. Let’s have a look.*



SILVER LINING While “Harvey” wreaked havoc on infrastructure and landscapes, the hurricane also bound people together

HIGH FIVE Four operators(from left: Esteban Reyes,

Gabriel Ross, Kevin Parrish, Mike Estes) voluntarily stayed

at the terminal in Texas City for five consecutive days to

protect it from flooding

BELOVED TRADITION Also children of the

colleagues of OiltankingAmsterdam received

gifts at Sinterklaas(Saint Nicholas)

Tis the

Season

THE NETHERLANDS/AMSTERDAM Just as trees and festive decorations are long-

established Christmas customs, so Oiltanking Amsterdam’s annual Christmas donation has become a cherished tradition. In the past few years, the terminal has made donations to the Big Ali sports club and Amador Nita Foundation. This combined local charity organizes events and sports activities for the residents of Westerpark, a district in the immediate proximity of the terminal. Oiltanking’s

donation around Christmastime goes towards hosting a festive party including dinner,

drinks and music for the homeless and underprivileged people of this city district. Residents can count on it again this year!

* Due to the printing deadline events are stated either in retrospective or preview



SPREADING CHEER across the generations

during the visit at the nursing home

BELGIUM/ANTWERP This year on November 25, Oiltanking Stolthaven Antwerp will host a celebration of Sinterklaas (a legendary figure based on Saint Nicholas, and the patron saint of children) for its employees and their partners and children. As last year, each child under the age of twelve will receive a present.

The candies distributed to the approx. 100 children who attended last year made other children happy as well, as

the proceeds went to support the Make-A-Wish-Foundation (a nonprofit foundation that helps to

grant the wishes of children with life-threatening medical conditions, usually involving extraordinary experiences). Also this year Oiltanking Stolthaven Antwerp will support a charity in Belgium.

PERU/AREQUIPA & CHIMBOTEAnother recurring and cherished activity is the regular Christmastime visit to a small town called Village April 6th, organized by Jorgelinda Rashta with a group of colleagues at the Terminales del Perú in Chimbote. Acting in the spirit of the season, our colleagues bring lovingly prepared gifts and food packages to the socially disadvantaged children and seniors who live in this community.

Nor will the children living at “Villa El Pescador,” a community near the Logística de Químicos del Sur (LQS) terminal in Arequipa,

be forgotten by Santa this year, though it remains to be seen exactly what he will bring?

Last December, our colleagues at the

terminal organized a show and distributed gifts to about 100 children, as well as serving ice-cream and panettone to everyone at the center.

SOUTH AFRICA/CAPE TOWN The holiday season can be especially difficult for kids who have lost their families or live apart from them. Oiltanking colleagues in Cape Town make an effort to let these children know that there are people who care for them. Last year on December 26, 26 colleagues set out with the presents they had carefully packed into decorated shoeboxes to visit the Revelle Christine Children’s Home in Cape Town and celebrate a Christmas party with the inhabitants. The facility houses as many as fifty children aged six months to seven years. Needless to say, the children were delighted with the visit, the party, and the presents.

This year, tragedy struck for an Oiltanking colleague in Cape Town, in the form of a fire that completely destroyed his home. Because charity begins at home, Oiltanking chose to help him and his family to get back on their feet by buying them new furniture and clothing. It was also decided to hold this year’s Christmas party for all the staff at the terminal on December 10.

COLOMBIA/CARTAGENA Oiltanking Colombia’s “Golden Years” activity, part of its Corporate Social Responsibility efforts, involves visiting elderly nursing-home residents throughout the year. Christmas is an occasion not to be missed, as people can feel especially lonely during the holiday season. 23 colleagues from Oiltanking in Cartagena paid a visit on December 5, 2016 to spread some holiday cheer. Naturally, the 66 residents of the "Hogar San Jose" nursing home (run by the Mother Teresa Congregation) enjoyed the little gifts they received and the tasty buffet – but what they probably appreciated most was seeing that people still care for them and want to spend time with them.

May 15 is a special day for Oiltanking Panama: It marks the anniversary of the terminal’s inauguration. This year, colleagues came up with a special idea to commemorate the day: wanting to celebrate it in the healthiest possible way, they proposed a 5K run. And so, on the morning of May 15, 2017, our colleagues in Panama gathered for a race that meandered for five kilometers through the streets of the terminal’s neighborhood, beginning and ending at the terminal’s gates. The streets had been cordoned off beforehand with the help of the local police, to ensure a safe route. Afterwards the colleagues were treated to a healthy (of course!) lunch, and employees who have been with the company for five years received a recognition for their longstanding affiliation. All in all, the staff’s response to the 5K was positive, even enthusiastic. Word has it that some of them felt five kilometers was too short! We’ll see what happens next year, as a follow-up race is already in planning.

Another event provides further proof that our colleagues in Panama aren’t afraid to go the extra mile when it comes to healthy behavior. The terminal’s annual Health Fair gives colleagues an opportunity to get a free medical checkup on a specific day. However, colleagues can also request to see a doctor whenever they need one. “We introduced this idea last year and the response was very positive. At this year’s Health Fair in July, more than 40 colleagues seized the opportunity for a free checkup, and many colleagues are already looking forward to attending the next one,” explains Alvin Anaya, Managing Director Oiltanking Panama. He underlines the benefits for both the employees and the company: “For instance, some colleagues found out that they need glasses –

something they hadn’t been aware of before. The fair is also ‘healthy’ for Oiltanking, because healthier employees are more alert and attentive to workplace safety, and are absent less often, which leads to fewer

lost work-days/hours. We’re glad we embraced the cause of encouraging healthy behavior, and will keep promoting a culture and hosting events where health and wellness are a top priority.”


L AT I N A M E R I C A L AT I N A M E R I C A

Oiltanking Panama puts its policy of promoting a healthy lifestyle among employees into action with creative events like its annual health fair, and by celebrating the company’s anniversary with a sportive marathon this year.

RunningKEEPING THINGS RUNNING SMOOTHLY Colleagues of Oiltanking in Panama put their best foot forward during the anniversary run

a Healthy Business

HEALTHY BEHAVIOR Health and wellness, physically and mentally, are a top priority

WARMING UP PART TWO Colleagues first

embraced the idea of a healthy run, now they

had to warm themselves up to get going

L AT I N A M E R I C A

Caring for others is a core value of Oiltanking’s company culture. To underscore this understanding, a special behavior-based safety program was introduced at all terminals in Latin America in 2017. “In brief, "We Care for each OTher!" means that we encourage peer interaction to prevent unsafe actions, approaching others and taking action – all with the aim of looking out for each other to ensure that nobody gets hurt” summarizes Cecilia Descalzo, Regional HSSE Manager for Latin America, the program.

“People often have problems communicating with each other. In our We Care for each OTher! training, we stress the importance of improving the verbal communication process and mutual understanding by using clear speech and remaining calm and focused while being polite and following basic behavior rules. In addition, we try to convey that nobody should be afraid of asking questions, e.g. if something is not clear during conversations, work orders etc.,” explains Cecilia Descalzo.

One crucial element in the program is the intervention card for instantly addressing an unsafe situation. The card can be just displayed and calls on people to take five minutes to talk about safety, reinforce positive actions, specify unsafe actions, and correct the job, if a safety concern arises from the immediate analysis on the site. Whenever

someone observes an unsafe act or condition, they should remember these six steps:

1. Stop the job safely: approach the area carefully, make sure the person or the team sees you, introduce yourself, and explain that you have stopped/are stopping the job for safety reasons2. Move everyone to a safe and quiet location: secure any equipment, respect personal space and other aspects of local culture3. Explain why you intervened: describe what you saw and why you think there may be an issue, always highlight positive aspects of the work4. Listen: understand why the unsafe act occurred, take the time to listen to the other person/team5. Provide guidance, get feedback: ask if the person/ team recognized the risk and if there is better way to do the job (e.g. procedure updating, correct tools are at hand, etc.)6. Say thank you for others’ time and commitment: ask the colleagues to repeat in their own words what needs to be done

The We Care for each OTher! program provides a handy guide for Oiltanking employees to better care for the people they work with on a daily basis. It also helps to improve

teamwork, which ultimately increases safety for all and contributes to better individual and team results in all areas.

Since the beginning of 2017, all Oiltanking terminals in Latin America have run a program under the heading “We Care for each OTher!” It is designed to boost behavioral safety and promotes safety interventions when an unsafe action is taking place.

I N D I A


We Care for each OTher!

SAFETY INTERVENTION CARDS are used to immediately address and sum up an unsafe situation

Tourists enjoying the autumn in Mumbai will note that on particular days, most of the city’s population seems to dress in a single, uniform color. This unusual tradition was established about three decades ago during the Navratri Celebrations. Navratri (Literally Nine Nights) pays tribute to the goddesses in the Hindu pantheon. People worship these goddesses by dressing up and gathering in their thousands at public places to dance to religious songs and music from popular films, late into the night.

Those who aren’t inclined to dance or stay awake that long celebrate Navratri in a slightly different but no less colorful way. A week before Navratri, newspapers publish the color schedule for the nine days, and people plan their wardrobes days in advance. Don’t be surprised to see a whole platform at a train station or an office canteen teeming with people dressed in countless hues of the same color! There are even contests for best-dressed men and women.

It all started with a newspaper column featuring daily pictures of Mumbai’s iconic Mahalaxmi Temple during Navratri. Laxmi was shown draped in a new color every

day. The idea inspired people to match their own garb to that of the goddess. The idea caught on, and became an annual phenomenon. The colors are usually White for Monday, Red for Tuesday, Blue for Wednesday, Yellow for Thursday, Green for Friday, Grey for Saturday, and Orange for Sunday. For the remaining two days, colors like pink, purple and mauve are preferred.

Our colleagues at IOT sites across Mumbai were also caught up in the spirit of Navratri, as you can see from the pictures…

People have lovable idiosyncrasies, organizations their unwritten charms, and in some cases, entire cities have endearing eccentricities. For example, on nine days every October, Mumbai, home to IOT’s headquarters, clothes itself in a particular color for each day. We explain the story behind this behavioral phenomenon.

The Mumbai Color Code

COLORFUL RITUAL Also colleagues of IOT dressed in different colors each day of Navratri

Sorting the books in their homes by color, or stepping only on the white stripes of a street crossing are just a couple of the many strange habits or idiosyncrasies people can have. The reasons behind them vary widely, and can include anything from cultural background to stress or personal disposition.

According to psychologists, such behavioral tics are absolutely harmless – humans have a tendency to establish habits or rituals, which provide them with a sense of stability and security. As long as no one else suffers from the idiosyncratic behavior, your own life is not negatively affected, and there is no psychological strain, there is no need to worry. Some colleagues from around the world disclose their own personal foibles and eccentricities.


L E I S U R E & E N T E R TA I N M E N T L E I S U R E & E N T E R TA I N M E N T

Our Weird Human Ways

“I just love shoes! Hardly a month goes by that I don’t buy some shoes. I currently own about 100 pairs. Some people even call me “Diana Tacón” (heel).” Diana Paola Orozco, Head of Accounting, Oiltanking Colombia, Cartagena

“Wherever I go, I have to buy a little souvenir. People who know me and my passion will sometimes bring me some, too. Then I feel like I have a little piece of that place in my country. I display them not at home, but at my office so that I (and my colleagues) can enjoy them.”Angélica María Novoa Pérez, Quality and Quantity Coordinator, Oiltanking Colombia, Cartagena

“When I go shopping for new pants, it can take me ages to find some I really like. So, if I come across a pair that fits and suits me, I will buy them in all the colors

that are available.”Giancarlo Facchini, Commercial Manager, Oiltanking Colombia, Cartagena

“When we stay in a hotel in Karimun there are two lifts available. We always take the one on the right, even if we have to wait for it. Keith was brave enough to take the left one once and was stuck for 20 minutes. Since then the tick has been reaffirmed and is strictly followed.”from right: Ferdy Irwan, Terminal Manager OiltankingKarimun, together with hiscolleagues Didon Rahardjo, Chatto Chatterjee and Keith Low Heng Lim (in the lift!)

“When I travel, I always bring my own sheets and towels so that I don’t have to use the ones provided by the hotel. Once I get to my hotel room, before doing anything else, I first use my wet wipes to sanitize all light switches, door handles, the TV remote control, air-con switch, and the flushing mechanism of the toilet.”Anoosha Joseph, Office Manager, Oiltanking Grindrod Calulo, Cape Town

“When I read a book or magazine I have the habit of taking a pen and drawing a frame around numbers or letters which stand out in the text, or blackening the space in the letter “o”. I’ve done this since I was a child.”Julie Li Mei Na, Accounting Executive, Finance Department, Oiltanking Daya Bay

“When we have lunch in our lunch room, I always want to sit on the same chair at the same spot. Otherwise I do not feel comfortable. My colleagues know about this, and would not

“dare” to take my place, but just roll their eyes and grab a different chair.”Annette De Bruyn, Receptionist, Oiltanking Stolthaven Antwerp


The construction system consists of two main units: columns and gantries. The columns are used as the main support points for bridging of the eight-meter spans between them. The travelling gantry is comprised of three parts: the main gantry, the soffit form and the lower platform. The soffit form is eight meters wide, and extends the full 110 meters width of the tank. Each 8 x 110 meter section of slab is cast in a single pour. The soffit is then lowered and rolls to the adjacent eight-meter panel. The newly-cast concrete is supported for four days by ties above, which are connected to the gantry. After four days, these ties are released and the gantry rolls forward. Finally, the working platform below the concrete is moved forward, ready for the following eight-meter panel to be cast. A roof section of 110-meter by eight-meter is cast every six days.

Before the “real” construction commenced, a full-scale mock-up system was erected, taking into account all practical considerations. The mock-up included all details of the final design by BSM Baker, the engineering contractor which was brought in. After an intensive test period and some fine-tuning, the system was fit

for purpose. On October 5, 2016, the first sod was cut and construction began “for real.”

“The construction of this project is as exciting as it is demanding” explains Dirk Exalto, CEO Oiltanking MOGS Saldanha. “Its realization is only possible thanks to the close cooperation and commitment between engineers, contractor, the temporary work’s designer, and the workforce. If all goes to plan, we expect to be operational by the end of 2018, and the entire project will be finished by September 2019.”

M I D D L E E A S T & A F R I C A M I D D L E E A S T & A F R I C A

Oiltanking MOGS Saldanha’s big project near the port of Saldanha is taking shape. The construction of this facility for blending and storing more than two million cbm of crude oil uses an exceptional technique that is quite possibly record-breaking.

The Oiltanking MOGS Saldanha (OTMOGS) project in Saldanha, South Africa, is being built on a literally “mega” scale and thus called for innovative, out-of-the-box design ideas. OTMOGS opted for concrete storage tanks for this new facility for the storage and blending of more than two million cbm of crude oil. MOGS, Oiltanking’s partner in this project, employs experienced engineers who are familiar with the execution of concrete storage tanks in South Africa. However, the construction of an 18-meter high sloping slab presented challenges. The design solution was found in the form of an elevated support system. This “flying shutter” system developed by PERI® was imported from Germany and is being used for the first time in South Africa.

Construction by numbers Each tank plan measures 110 m x 110 m (inside measurements)

The deepest section of each tank will be 18 m (in the center), the shallowest around 9 m ( above the tank wall footings)

Maximum volume of concrete required per day: 500 cbm, approx. 165,000 cbm will be needed in total

Volume of earth moved: 1,300,000 cbm of imported material e.g. earth fill behind walls

Numbers of columns: 2,304 (192 per tank)

Total length of pipework (of varying sizes): 50 km

Expected maximum workforce: around 1,200; on average, 400 people are at work on the construction site every day spread over three shifts

HIGH AND MIGHTY The columns, 17 meters high and with a diameter of 60 cm, are designed to be produced in a single casting

REINFORCEMENT Secugrid®, a geosynthetic material, is used to strengthen the subbase and soil. While soil pulls

apart under tension, geogrids are strong

M A S S I V EConstruction Project

A

MORE INFORMATION Please use the QR code to watch a video showing the flying shutter system.

The late Nelson Mandela, former President of South Africa, spent 67 years of his life working for social justice, equality, and democracy. What can you do in just 67 minutes? The challenge issued each year on Nelson Mandela Day unites people from around the world as they honor “Madiba” on July 18, his birthday, by volunteering 67 minutes of their time – one minute for every year of President Mandela’s public service. Mandela Day is a global call to action that celebrates the idea that each individual has the ability to make an impact, and holds the power to transform the world. This year Oiltanking Grindrod Calulo (OTGC) rose to the challenge by volunteering for the Rise Against Hunger* and Get Wrapped campaigns. Ten colleagues in Cape Town connected with volunteers from all over the country and globe to give their 67 minutes to the campaign on July 18. Across the country, they helped to package two million meals for people in need. The meals, specially formulated to combat malnutrition, consist of rice, soy, hydrated vegetable mix, and a fortification mix of 23 essential minerals as well as vitamins. It was a day that brought the team even closer together as they worked side-by-side for this amazing initiative.

Four colleagues in Durban had already demonstrated their dedication in the lead-up to Mandela Day. On July

11, they visited the local Albert Luthuli hospital to distribute warm blankets and gifts among 60 little cancer patients. This initiative was part of the Little Fighters Cancer Trust’s “Get Wrapped” project, which works to ensure that children staying at hospitals – which often lack decent bedding – are warm during the winter. The children were delighted to receive their little goodie bags filled with coloring books, bubbles, a puzzle, playing cards, and a snuggly blanket.


M I D D L E E A S T & A F R I C A

Wajebna ( ) is a strong word in Omani culture, a combination of duty and responsibility. It is also the name of a Corporate Social Responsibility (CSR) project at Oiltanking Oman that reflects the company’s three R’s: Reputation, Resources and Returns*. In one recent activity under this project, Oiltanking Oman sponsored four government schools in towns near Sohar. On August 21, 2017, Oiltanking Oman donated school bags containing basic school supplies like lunch bags, notebooks, pencils and paper for 216 students (in grades 1 to 4), to help them get off to a good start in the new school year. The beneficiaries were proposed by the schools, and were either from low-income families, or on social security, or orphans.

Just a week later, Oiltanking Oman boosted the visibility of sports & culture in the city of Saham. To help children from disadvantaged backgrounds have a memorable and

healthy summer vacation, Oiltanking made a one-time donation to help cover the expenses of a soccer camp. It was organized by the Saham Sports Club, a non-profit organization run by Oman’s Al Ettifaq Team. 600 boys aged 12 to 16 of different soccer teams attended for 20 days, at the end of which they played their own little championship tournament. The awards ceremony was held on August 28, and was attended by Qais Al Shidi, Human Resources & Administration Manager, as well as Jonathan Silk, Technical Manager representing the CEO of Oiltanking Oman, Coen Huebner.

After all this excitement, the colleagues of the Wajebna team barely have time to pause for breath as the program enters the next round soon, with three activities already

lined up: a magic show for children with cancer at the government hospital, and a First Aid Training session for the wives of Oiltanking Oman employees, timed to coincide with a day out for their children.

M I D D L E E A S T & A F R I C A

This year Oiltanking Oman formalized a special Corporate Social Responsibility project that aims to make a positive impact and to improve society. Here are two recent “Wajebna” activities.

BACK TO SCHOOL Thanks to the donation, disadvantaged pupils are well equipped for the new school year

HAPPY WINNER The champion cup was presented to the Al Salam team

FOOD FOR LIFE The food packed by colleagues in Cape Town will help to

combat malnutrition

TINY BRAVES Colleagues in Durban volunteered at the Little Fighters Cancer Trust

Join the Team

Our colleagues at the Cape Town and Durban offices put the “67 minutes” idea into action on the occasion of Nelson Mandela’s birthday.

67 Minutes to Make a Difference

* Rise Against Hunger, formerly Stop Hunger Now, is an international hunger relief non-profit organization that coordinates the packaging and distribution of food and other life-changing aid to people in developing nations. Founded in 1998, Rise Against Hunger mobilizes more than 350,000 volunteers each year to package meals for people in need around the globe. Since 2005, Rise Against Hunger has distributed more than 315 million meals to recipients in 74 countries on its mission to end hunger in our lifetime.

* Reputation: the company is a good and responsible, law-abiding citizen; Resources: the company makes responsible use of natural resources; Return: the company does not exist solely to generate an economic “return” on investment (profit), but also to “return” (give back) something to society.

Embarrassing situations happen precipitately, can remain anchored in one’s memory, and are often associated with the experience of blushing. Charles Darwin called blushing "the most peculiar and most human of all expressions". A blush is involuntary and uncontrollable, and unique to human beings. It occurs when the sympathetic nervous system releases adrenaline, which causes breathing and heartrate to accelerate, pupils to widen - and blood vessels to dilate so as to improve blood flow and oxygen delivery. Flooding the skin with blood leads to a reddening of the face.

People usually know exactly why and when they feel embarrassed: their accidental behavior results in a negative feeling – whether by making a faux-pas, receiving undesired attention, forgetting names, or having one’s private thoughts disclosed. However, why people tend to go red in the face in embarrassing situations is still unclear. One theory is that blushing works as a defensive mechanism to avoid being excluded from a social group after a breach of the rules. The red face signals: “I realize I just made a mistake, and I’m sorry.”


Unique phenomenon

Behavior

Behavior is defined as an individual or group’s response to an action, environment, person, or stimulus. Over time, human beings have developed a wide range of behaviors and are constantly cultivating new ones – some meticulously scrutinized and analyzed by science, others more elusive. By way of illustration, we have selected just a few to represent the vast diversity of human behaviors. And, if you’re wondering which ones, you’ve already exhibited the first among them: curiosity is a typical behavior for animals as well as human beings.

L E I S U R E & E N T E R TA I N M E N TL E I S U R E & E N T E R TA I N M E N T

Technology has seen massive progress over the past decade and has changed human behavior in various ways – e.g. with regard to communication. Information exchange now takes place digitally for the most part, with communication becoming more direct and immediate. People can be reached almost anytime and anyplace; likewise, they can obtain information much more easily, 24/7.

According to Prof. Dr. Angela Keppler, a communications and media scientist at the University of Mannheim, communication today takes place on several levels. People still talk to each other in person, but it has become absolutely normal to look at their smartphones while doing so. The influence of digital communications is particularly evident in children and adolescents, as Prof. Dr. Johannes Fromme,

expert for Pedagogical Media Research and Media Education at Otto-von-Guericke University in Magde-burg, notes. Their agreements and arrangements tend

to be more spontaneous, but also less binding – e.g. they frequently change meeting points at short

notice or cancel a meeting at the last minute.

While people in general have become quite reliant on their modern communication devices, there is also a countertrend among some users. They seek to counter information overload and

constant connectedness by giving themselves a break from the constant digital

barrage. As a result, “digital detox” hotels where one is required to hand in all digital gadgets

are becoming popular among some holidaymakers.

Language and culture are inextricably linked: when a person speaks a language, the norms and stereotypes of the culture associated with that language are incorporated. Research by the psycholinguist Panos Athanasopoulos at Lancaster University in the United Kingdom and his team has shown that a person’s personality can be flexible, as people modify their behavior — and even their thought processes — depending on the group they are currently associating with. E.g. when bilinguals switch from one language to another, they may change personalities as well.

How to say it … ?

Digital (De) Toxification

ON THE RIGHT PATH Different languages cause

their speakers to think differently. While German

speakers are more likely to wonder where this woman

is going, the English ones are probably focusing on

the alley she’s walking down. However, bilinguals

may have the ability to think of it both ways.

TOO EMBARRASSING? In an embarrassing situation, some people turn red as a beet or tomato, and being aware of it only exacerbates this response

Patterns

Of course, there are people who never or hardly complain, but researchers say that the average person complains 30 times a day. What might be the grown-up version of whining and expression of powerlessness often serves as a “casual” entry into a conversation or as a pastime. “The unpredictable weather, the lack of anything decent to watch on TV, the unfriendly service” etc.

Research from the Stanford University has shown that stress – here: complaining – can shrink the hippocampus, an area that is involved in the storage of long-term memory like knowledge. Listening to complaints leads to demoralization. The stress hormone cortisol is released, shifting the person into the fight-or-flight mode, which raises their blood pressure and blood sugar. The mind embarks on a cycle of negative thinking. When you repeat a behavior, in this case complaining, your neurons branch out to each other to ease the flow of information. Meaning that next time, it will be much

easier to repeat that behavior. Over time, it will be easier to be negative than positive, and

complaining becomes one’s default behavior. However, this works also the other way round, implying that a positive attitude can become a way of life over time.

To get started on achieving a more positive mindset, here some behavioral tips:• Try to monitor whether, when and why you start complaining• Have a clear purpose, and complain only in instances where you believe it will effect real and positive change• Consider whether affirmation or some other strategy will work instead of complaining• Limit your exposure to complaining by limiting your exposure to complainers and their negative influence

For people who can’t seem to put down their mobile phone, but want to find a way to manage their phone addiction, the “Forest” app might be just the ticket. Users plant seeds from which beautiful trees grow for

as long as they manage not to use their phone. If they interrupt the (individually customizable) growth period, the trees will wither and die. And who would want that on their conscience?


CONNECTIONS46

THINK POSITIVE! According to researchers, happy people complain less

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NUMBER

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CONNECTIONS 47


No Complaints, Please!

An Idea That Grows on You

Investigation of behavior is an integral part of the incident-reporting process at Oiltanking and a Just Culture (see also pages 14 and 12). As part of the incident investigation process also the behavior of the person or persons involved needs to be analyzed. The investigator needs to objectively determine whether their actions were in accordance with the applicable rules

and procedures. If they were not, the non-compliance and the intentions leading to the persons’ actions need to be further analyzed. If the employee intended something entirely different it is considered to be a “slip or lapse” case. Slip in this regard means that the employee did something, but not what he or she actually meant to do. When the employee forgot to do something, this is referred to as a “lapse” – a situation most of us have experienced at some point, where you end up thinking “Oops, that’s not what I wanted”. When an employee does what she or he intended to do but should have done entirely different without realizing it, this is referred to as a mistake. An unintentional violation, on the other hand, would mean that the mistake was made because the employee did not know better. These types of behavior are all considered as ”unintended non-compliances.” In 2016, 97 percent of the behavior investigations after a personal injury came to this

conclusion. This includes all work-related accidents involving Oiltanking personnel that required at least medical treatment, or resulted in one or more days of absence from work. This percentage also reflects the trend over the last years, during which “slip or lapse” accounted for the majority of cases where behavior was investigated.

JUST A CLICK AWAY The cure for phone

addiction could start with this download

The three desired behaviors – Take Ownership, Connect and Be Open-Minded – stem from the values and priorities of Marquard & Bahls. Embracing them is essential to support the change that our organization is going through. Therefore, it is crucial that these behaviors are put into practice by all employees at all levels in our organization, to support the achievement of our organization’s strategic goals and objectives. Each and every employee of Oiltanking plays an equally important role in this.

We are here to help all colleagues across our organization to better understand the three behaviors and put them into practice in their daily work environment. That is why visible actions were defined for each behavior, and a shortlist of actions created based on their relevance from Oiltanking’s perspective (see diagram below). This was done during a workshop on desired behaviors held during the 2017 Spring meeting attended by 120 Oiltanking employees.

We realize that implementing these behaviors (or their visible manifestations) in our daily work is not necessarily an easy or a straightforward process and may require further coaching and guidance. That is why, over the next few months, we will share with our colleagues some tools and

concepts that can guide and support in putting these behaviors into practice.

Take Ownership! • Challenge the status quo• Point out unsafe acts and conditions• Be proactive and feel responsible• Try to make things better

Connect!• Reach out for support and give support • Seek colleagues´ opinions and perspectives• Share great practices• Email less, talk more

Be open-minded!• Accept other views

• Give and receive feedback• Continuous learning is how we work Europe Last year Oiltanking Amsterdam (OTA)

initiated a process to further standardize and continuously improve its processes. OTA has chosen to test its

m a n a g e m e n t system, with the aim of seeking certification in accordance with ISO standards for customer

satisfaction and environmental performance. Last May, Bureau Veritas (a certifying authority) reviewed OTA’s system for compliance with the standards. The audit indicated that there was room for improvement in a number of areas. The identified areas were subsequently reviewed and addressed directly by the responsible parties in a plan of action. This having been accomplished, Bureau Veritas gave its seal of approval: OTA has been officially certified in accordance with ISO 9001: 2015 and ISO 14001: 2015 standards since August 11, 2017. Over the next few years,

OTA will continue to develop the system as more structured procedures and instructions make it easier for all employees to meet the targets.

Latin America Once a year, Oiltanking Panama opens its doors to the families of its employees, giving them a chance to visit the facility and to learn more about the business. On this year’s “Family Day,” around 150 people attended the event to see for themselves what goes on at a terminal. The younger ones were suitably impressed as they witnessed a large crude oil tanker, the SCF PRIME (228 meters length, 32 meters width, DWT 74,600), docking at the jetty on that day. Thanks to CCTV and videos, visitors even got to see areas where access is restricted for safety reasons. Besides a tasty buffet, the visitors were treated to an interesting supporting program of games ranging from

contests for adults and children, to sack-races and an art contest in which they competed to produce portraits of the terminal. An awards ceremony for employees who have made a positive difference in safety was held to acknowledge their proactive behavior and remind everyone to work conscientiously – for their sake as much as for those who await them at home. The safety precautions taken for the visitors were also a model of proactiveness: an ambulance with a team of paramedics was standing by at all times, along with transport to evacuate all people in case of an emergency, and extra security personnel to ensure no trespassing in the restricted areas.



NutshellIn a

MY PARENT’S WORKPLACE On Family Day, children were

able to see for themselves where their parents work

IMPORTANT ACHIEVEMENT ISO Certification will help Oiltanking Amsterdam to further improve its organization

Z O O M I N G I N , Z O O M I N G O U T

In the previous issue, we introduced the three desired behaviors – Take Ownership, Connect, and Be Open-minded – that we aim to institutionalize as an integral part of our organization’s culture. Now we define the key visible actions associated with them.

Strategy 2020 – Zooming in on the Three Desired Behaviors

THREE DESIRED BEHAVIORS As part of our culture, they will strongly complement our efforts to pursue our strategic goals, which include strengthening the core business and pursuing

sustainable growth

BEHAVIOR

DESIRED

GR

OW

TH STRENG

TH

EN

ING

COR

E

SU

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CONNECTIONS50

Time for coffee? Not yet! Max ought to wait about nine minutes to enjoy his coffee at a temperature of 60° C. And, because the laws of physics decree that the cooling down process will take longer at lower temperatures, Ellie should add the milk right away (as she prefers to drink it, still slightly hot, five minutes later). Congratulations to our winners, Daniel Rozas Kaneko/Oiltanking Andina Services, Konstantin v. Hobe/Skytanking, Ejay Villanueva/Star Energy Oiltanking, Wendy Van Poucke/Oilltanking Ghent, Hepri Yanti/PT Oiltanking Karimun, Edwin Yeo/

Oiltanking Asia Pacific, Sneha Kundu, Bharati Srinivasan/IOT, Huelya Stoffregen/OIL! Tankstellen, Lennard Schneider/Marquard & Bahls, Catherine Ho/Oiltanking Stolthaven Antwerp and Christian Steffen/Oiltanking GmbH, who were among those to coolly calculate their way to the correct answers! Your surprise gifts should be arriving shortly.Most people think that

someone who maintains eye contact is telling the truth, while those who look away are lying. However, in most cases this behavioral maxim is wrong, as many people will look others straight in the eye while lying: they are not retrieving memories from the mind, so there is no need for eye movement. You will need a lot of eye movement for our new quiz, though. We can tell you, without lying, that there are differences between the two pictures, but we won’t tell you how many: three, five or eight? Another true fact is that the deadline for your entries is January 12, 2018.

If you want to cool the coffee down faster try:• blowing which is much more efficient than stirring (coffee loses 6° C per minute by blowing instead of 3.5° C when stirring)• wait a few moments before adding sugar (if so) as the hot liquid will cool down more rapidly• don’t worry if there is no teaspoon, its effect in cooling down is virtually nil• last resort: adding ice cubes!

If damage is done to your tongue, you might try:• cool it down immediately by drinking a glass of cold water• keep your mouth hydrated (saliva flow makes sure that bacteria won’t do further harm to the affected area)• consume something soft and cool like ice-cream or yoghurt • once your mouth is cooled off rinse it with a warm salt water mix (1/8 teaspoon of salt to 230 ml of water) as salt is a natural antiseptic which reduces swelling and pain• sprinkle a bit of sugar over your tongue or take a spoon of honey as pain reliever respectively antibacterial efficiency

At the beginning of January 2017, a study of behavioral geneticists at the University of Queensland in Brisbane, Australia, presented evidence about humans and assortative mating*. Interesting as this may be, we don’t need to know whether you have chosen a partner with similar genes – merely to hear about, and see pictures of, your weddings and latest additions to the family in 2017 (please send your entries by January 12, 2018).

CONNECTIONS 51

... and Action!Try to solve our riddle and don't miss out on the chance to win! Please send your entries to: [email protected], or contact us by post: Oiltanking GmbH, connections Team, Koreastrasse 7, 20457 Hamburg, Germany, or by fax: +49 40 370 99-7499.

C O N G R AT U L AT I O N S

N E W Q U I ZO R I G I N A L

C H A N G E D

I D O ’ S & G O O - G O O S

Quiz Solution

Eye Spy…

Tips for your next coffee break

Study time

R E A D E R ' S C O R N E RR E A D E R ' S C O R N E R

* Assortative mating: a form of sexual selection in which individuals with similar phenotypes mate with one another more frequently than would be expected in random mating

L A S T B U T N O T L E A S T

The artist Charles Luna’s recent “Techno-Humanity” series re-frames our digitally mediated culture and provides an unconventional social commentary on ideological and behavioral metamorphosis in the digital media age. The narrative format and uncommon symbolic juxtaposition of culturally recognizable imagery in his works provides non-normalized visual opportunities to increase mindfulness about digital media interaction, and to consider the implications of its

place in human experience. His symbolic imagery work “Common Ground” offers a vision of a humanity that increasingly chooses to interact with and through digital simulants rather than directly with others, even in situations and environments when there is a choice not to.

Charles Luna is an award-winning American artist with a history of public exhibitions spanning over twenty-five years. His body of work covers a variety of artistic approaches,

subjects, and themes, drawing inspiration from multiple cultural genres. In addition to his personal artistic accomplishments, Charles Luna who holds a Bachelor of Arts in Painting and Drawing from the University of Colorado in Boulder, and an MFA in Painting from Colorado State University in Fort Collins, Colorado, has facilitated the artistic growth of countless people in his extensive service as a visual arts educator.

Common Ground© Charles Luna, Common Ground, 2013; Oil on canvas, 42”x 54”; Courtesy of the artist; charles-luna.fineartamerica.com

BRAIN BEHAVIOR BUSINESS - oiltanking.com · People’s behavior is variable and depends on a number...

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