SafetyNews 3 2015

A further development of SDBB valve design to prevent gas leaks is introduced in DBU and Qatar. Side 8

Steward, Gunnar Lodahl Andersen on Halfdan B is awarded by his employer Aramark for extraordinary effort. Side 20

New valve designprevents minor gas leaks

Chosen for glory… among 270,000 colleagues!

New procedures for better contractor managementA common ownership is to ensure better handling of suppliers in DBU. Side 4

Safety News 3 E

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D A n i S H B U S i n E S S U n i t

Udgives af: HSE Redaktør: Jonathan Smith Redaktion: Conny Villadsen, Troels Rasmussen Layout: Marianne Friis Nielsen

Eventuelle kommentarer eller feedback sendes til [email protected]

Leader 3

Procedures for better contractor 4 management on their way

new valve design 8prevents minor gas leaks

Big it step up for chemical handling 10

new compressor increases 13occupational and operational safety

Warehouse and Expediting 16 strengthened by lean process

Electric truck gives less 19’footprint’ and more flexibility

Chosen for glory… 20 among 270,000 colleagues!

Large investment strengthens 22 practical training in procedures

The end of one off’s (Z-one) 24

Structural integrity 26calls for prudence and information

The control room has seen the light 28

My safety story: Safety culture 30 resulted in golden safety shoe

5 iF-questions to contractors 32

Milestones 34

Survey 2015 36

In this issue

Chosen for glory…among 270,000 colleagues!

Steward, safety representative and incident- Free ambassador Gunnar Lodahl Andersen on Halfdan B is awarded by his employer Aramark for extraordinary effort.

Safety culture resulted in golden safety shoe

See page 30

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16Warehouse and Expediting strengthened by lean process

Methodical approach to working procedures has given a better flow, cut down delivery time– and resulted in con-tent customers.The first lean project on the base has been a success.

Procedures for better contrac-tor management on their way

A common ownership is to ensure better handling of suppliers in DBU.

Malthe Fredsgaard brought his Incident-Free mindset from Maersk Oil with him to the ’Grøn Kon-cert’ (green concert) – and was awarded for his work on improving his colleagues’ safety.

Safet ynewS September 20152

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Working on the right things; doing them better

indicate we are moving in the right direction on occupational safety – fewer people are being hurt at work. However, our safety performance still lags well behind other business units in Maersk Oil and some of our peer group companies. Behind these numbers lies the fact that people are being hurt when working for us.

From the conversations I have had with many of our employees and senior leaders in contractor companies, I know there is a strong desire to drive towards achieving zero incidents. What do we need to do to achieve this and ensure it is sustainable?

My colleagues in the Leadership Team and I are confident that to a large

extent it is the areas that we already know and are working on, such as planning and conducting risk assess-ments, that we need to continue – but we need to do them better. An example is our offshore Toolbox Talk. When everyone involved in the job partici- pates actively at the worksite by asking clarifying questions and ensuring they know their role and responsibilities, it is a tool which contributes to the work being carried out safely. When this doesn’t happen, it becomes a generic checklist.

Process safety and high potential incidentsWe have had a number of high potential safety incidents across the DBU this year, ranging from dropped scaffolding equipment to the dropped wireline riser on Dan F. Inadequate planning, risk assessment, lack of supervision and communication have been among the common root causes. Yet many of the people involved in the incidents be-lieved they were doing the right things. Even when they recognised they were taking a risk, they continued because “that’s the way we’ve always done it” as some employees have explained it.

Challenging long-held assumptions such as these can make people feel uncomfortable. It can also take time to change procedures and work practices that have been built up over many years, but we must do so. The bottom line is that we have a responsibility for the safety of ourselves and our colleagues, as is stated in our Safety Commitments. Not taking on this responsibility is unacceptable.

It is up to you and I to make sustainable improvements in our safety perfor-mance and systems. We are working on the right things; now need to do them better.

A great deal of work has taken place in the Safety Step Change and Incident- Free programmes to bring about a sustainable change in our safety performance in Maersk Oil Danish Business Unit (DBU). This work includes considerable investment in training for employees and contractors, where over 1,700 people have attended the Incident-Free refresh- er workshops, implementing new procedures, improving Toolbox Talks and risk assessments, and building stronger re- lationships with contractor companies.

Occupational safetyBy now, we should reasonably be able to expect to see some improvements in our safety performance. Indeed, results from the first half of the year

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Martin Rune Pedersen, Managing Director, Maersk Oil Danish Business Unit

3Safet ynewS September 2015

Procedures for better contractor management on their wayA common ownership is to ensure better handling of suppliers in DBU.

The theme for this year’s Global Safety Day was contractor management, and consistently, since spring the preparation of an operational procedure for contractor management in DBU has been underway. It is now ready and being implemented.

Good contractor management requires knowledge of who has the lead on interaction with the suppliers. Therefore, the first step was to identify where the contract owners were placed in the new organisation, says Ingelise Terkildsen, Head of Strategic Sourcing, Finance & Business Services:

- With the re-organisation in April, a lot of new roles were intro-duced, and it was important to identify the owners internally by appointing the correct contract owners, she says.

The contract owner is the colleague who knows the scope for the task and who in general is responsible for the contract but far from the only one handling the task.

- It was important to identify the right contract owners to ensure that the other colleagues know where they might be expected to contribute. The contract owner will discuss matters with other colleagues, e.g. on HSE, the technical and commercial subjects – and a clear identification of the right contract owner will strengthen the ownership and the division of roles internally, says Ingelise.

Contractor management is teamwork from the very first day

The new procedure supports the fact that contractor manage-ment is not just about handling a supplier but also very much about the teamwork which is a requirement in good contractor management. Already when identifying the needs and in the tender process, contractor management is important – and af-terwards feedback and follow-up is constantly an important part of good contractor management:co

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Procedures for better contractor management on their way

”The contract owner is the colleague who knows the scope for the task and who in general is responsible for the contract but far from the only one handling the task.”

Ingelise Terkildsen, Head of Strategic Sourcing, Finance & Business Services

vant expert departments, she says.

- In other words, having identified a contract owner does not mean that other people are not going to continue to play a role.

Feedback decisive

With the new procedure come training and tools. Ingelise Terkildsen underlines that contractor management is already well handled but a procedure is a further strengthening:

- A lot of colleagues have been working with this in a good and dedicated way for many years. The procedure will help to ensure that we learn from each other, it will make the process more transparent, and it will be easier to share experience among all contractor owners, she says.

She thinks that the procedure is in natural keeping with Maersk Oil’s Incident-Free

- Contractor management starts when we identify a task which is to be solved by a supplier, Ingelise explains:

- It is often relevant to have a dialogue with the Contracts Department as soon as the task is being formulated in order to ensure that a process has been agreed upon which takes all relevant factors into account before the tender process is started. The contract owner needs a screened field of pre-qualified suppliers. And at the same time the pre-qualification contributes to ensuring a contractual basis making it possible to supply exactly the quality we expect at the right time and the right price. Often it will be natural that e.g. HSE is asked to evaluate the supplier’s set-up – which management systems do they have, how is the culture – and later on it might be a good idea to contact Finance, Legal or other rele-

For the rest of 2015 the procedure is being implemented first for 10 selected category A contracts (drilling rigs, helicopter, offshore construction etc.); hereafter the remaining roll-out will take place during 2016. The procedure will be available in GMS, and training will be offered to everybody directly involved in contractor management – both e-learning and courses.

journey: It specifies and formulates the fact that everybody has a role to play in ensuring that contractor management is optimal. Because even though a contract owner with the overall responsibility has been appointed, he or she is completely depen-dent on the other partners on- and offshore contributing. Not only in the tender process but also very much during and after the job is done:

- The contract owner is very dependent on feedback on how the task is solved and the job is done. A contract owner onshore cannot control himself if the job is done safety and well enough offshore. The team assisting the contract owner is going to contribute, and with the new procedure we highlight this.

The overall purpose is to boost safety:

- The perspective is that we strengthen our risk control in connection with our suppli-ers. They are often faced with the risky jobs, and the better we can guide and administer them, the better safety will become, says Ingelise.


They are my eyes, my ears – and my taste buds!

Both geography and planning makes it very hard to sneak on board a drilling rig or production platform without being noticed. So if Susan Bruun, who is the contract owner for catering, decides that she wants to test the catering supplier Ara- mark by checking the cleaning level or taste the mess room menu anonymous-ly, it would be very difficult to carry out.- They are the first ones to be notified of my arrival, she says with a smile.So Susan’s approach to contractor man-agement is very different from surprise control. - Being a contract owner the dialogues are far more important than control. The contract owner is the liaison between the company getting what we want and pay for – and the supplier’s partner en-suring that fairness exists between our requirements and expectations.

Taste the food for me, please

When at the same time the product is being delivered at a series of addresses in the middle of the North Sea 200 km from the contract owner’s office, the

Being a contract owner for catering Susan Bruun is completely dependent on dialogue, openness and con-stant communication to ensure good contract management.

importance of constant dialogue with all parties involved is emphasised:- I am not the daily user of the product. To be able to have a realistic picture of whether Aramark delivers the level we expect, I am totally dependent of reports from offshore. I get them via the user satisfaction investigation which is carried out 18 months after start of contract and then every second year, and via reports from the platform supervi-sors who will do a weekly assessment. They are my eyes, my ears – and my taste buds! says Susan.She meets with Aramark on a regular basis to evaluate the collaboration and whether both parties’ expectations according to the contract are fulfilled. And of course the work with and attitude towards safety from catering is also assessed. With this in place time is also spent on evaluating new initiatives and improvements. - Everything that I bring with me to these meetings, I have received from my colleagues offshore. If they don’t send me anything, I cannot contribute with anything, she says.


Mutual dialogue

It is important for Susan Bruun to underline that the meetings do not only serve as adjustment of Maersk Oil’s requirements for the delivery. - It is a mutual dialogue and a continuation of the dialogue we had before we entered into the contract, she says:- We had a thorough dialogue before the contract was signed. We met with co-players at a workshop where our offshore colleagues took a stand on the previous service, including local agreements, if any, and at the same time they took a stand on the future service based on the questions: Which services must be removed? Which services are we to continue? And which services can we under no circumstances remove? After the work-shop a referee group of platform supervisors was established; they commented on and sent in suggestions for changes to the requirement specification that was used for the tender. After the initial negotiations the referee group again sent in their input and suggestions for changes, and hereafter the collaboration was formulated into a contract, says Susan Bruun.

The response on the process was good:

- From the supplier we had a very positive response. They were enthusiastic about the process because they felt that they had been listened to, and they were glad that we let the everyday users of the product have their say. That showed them that we had prepared our dialogue and expectation, and the supplier really appreciated that, she says.

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”Safety is a matter of high priority in collaboration with the supplier.”Susan Bruun, contract owner on catering


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128 cycles of 6 hours= 4 weeks and 4 days test

duration

Salt Spraying1 hour at 35 ºC 3.5 % NaCl concentration

Drying2 hoursCirculation of 50 ºC hot water through SDBBs

Soaking3 hours

100 % RH at 35 ºC


After having been exposed to the same test for 4 weeks no visible marks of crevice corrosion were found in the impro-ved SDBB design in the same 316 SS material.

The figure shows the proce-dure where SDBB is sprayed with salt water. Hereafter it reacts with the desiccated salt for 3 hours. This process is repeated 128 times.

A typical SDBB made in 316 SS shows critical marks of crevice corrosion after 4 weeks in a test.

An improved valve design preventing minor gas leaks is now ready for installa-tion in saline environment in both the DBU and Qatar.

It’s the SDBB valves that have been re- designed – SDBB is short for Slimline Double Block & Bleed – and they are found in a lot of places on offshore installations:

- SDBB valves have been standard for about 15-20 year, and it is a very widely used type of valve. In the DBU alone we have more that 1,000 of them being used currently, says Ole P. Christiansen, Senior Mech. Engineer, Facilities & Projects Dan-Gorm Asset.

A number causing concern

Because in the period from 2nd quarter 2012 to 3rd quarter 2014 Maersk Oil has registered 48 Synergi cases caused by leakage and hydrocarbon leaks from especially SDBB valves in the DBU and Maersk Oil Qatar.

That is why Andreas Ulrich Koch, Piping & Vessels Engineer, Mechanical Discipline in the DBU, was given the task of finding out if there was a tendency behind the leaks:

- On the basis of three actual leaks we began taking spot tests in October 2012. We visited four manned platforms and inspected 120 valves for leaks, he says:

- We found another three valves leaking gas. Six leaks in such a short time was very worrying. Because we cannot see these leaks, and the detectors will not discover them themselves, says Andreas Ulrich Koch.

New supplier with new design

On the basis of the spot tests a root cause investigation was initiated. It showed that a crevice caused the leak:

- In the valve design there is a joint between the top and the body of the valve

with very tiny crevice where evaporated chlorine ions from the saline sea air can deposit. Over time this develops and starts a leak, says Ole:

- Basically the valve design is poor. Saline effect is always present offshore, both from tests of the deluge and from the sa-line sea air – especially in Qatar where the temperature is high. When designing a valve for this environment, it is quite clear that there must be no risk that corrosion on vital parts can lead to a leak, he says.

By the end of 2012 Ole participated in the Valve World Conference in Düsseldorf where he met agents from the company EV Metal from Ringkøbing. The company produces e.g. valves, pipes and fittings for filling stations for hydrogen cars, and they were of the opinion that they could offer a solution with a valve for offshore capable of solving the leakage problem.

The dialogue resulted in a prototype with a different and improved design which has performed convincingly in tests based on ISO 9227:

Force Technology has tested both the new valve and seven existing valves from four other producers, says Andreas:

- Over a period of four weeks the valves were stressed in a constant worst case scenario, and the result for the new valve was impressive. The design eliminates the risk of corrosion by preventing the water from accessing the areas where corrosion is critical. That is quite pionee- ring, he says.

Comprehensive improvements

EV Metal had the same fine results in their own tests, and therefore the valve is being produced and is on its way to the offshore market. So far, Maersk Oil has

ordered 40 of them to be installed ad hoc or when replacement is needed.

- The new valve has a lot of little design adjustments which in total means com-prehensive improvements and results in a very fine product. The safety aspect is crucial, but also other parameters have been improved. We are sure that we now have a better quality and durability with no extra procurement costs, says Ole P. Christiansen.

As a result of the design issues asso- ciated with the former valve which were identified by the root cause investigation, it is no longer possible to buy and use valves with that design in the DBU.

A further development of SDBB valve design to prevent gas leaks is being introduced in DBU and Qatar.

New valve designprevents minor gas leaks

An improved valve design preventing minor gas leaks is now ready for installation in saline environment in both the DBU and Qatar.

Andreas Ulrich Koch, Piping & Vessels Engineer, Mechanical Disci-pline

Ole P. Christiansen, Senior Mech. En-gineer, Facilities & Projects, Dan-Gorm Asset


”We are lifting chemical handling into the modern age.”

Dorthe Petersen, Safety Supervisor, Health & Environment

Big IT step up

From now on chemical handling in Maersk Oil will be more user friendly, easier to administer, simpler to update and maintain – and safer to use than is the case now.

Broadly, these are the consequences of the implementation of the EU legislation from 2006, ”REACH” and regulation No. 1272/2008 on classification, mar-king and packaging of substances and materials (CLP) which came into force in June 2015, and which dictates new rules for chemical handling at workplaces (see also fact box).

- It was not possible to implement the REACH/CLP requirements in OMS in a useful way, so this was the opportunity to finding an alternative system, says Dor-the Petersen, Safety Supervisor, Health & Environment:

- We have chosen a chemical handling system which not only lives up to the present requirements but which can also be adjusted for future requirements, she says:

- This is an upgrade strengthening all aspects of chemical handling.

complicated and may result in errors and omissions. With the new system changes can be made centrally in an electronic database. That saves a lot of time for the administrative personnel and also for the about 2,000 people using chemicals every day. Now they no longer have to look in the files, they just have to search in CC Manager to find the relevant electro-nic data sheets, says Dorthe:

- We can also use e-learning much more actively. For instance, the system has some small videos with instructions; they can help the users find the right safety

Electronic data sheets

One of the best features of the new system, called CC Manager, is the radically improved user interface which, by the way, is available in both Danish and Eng-lish. And the system will take advantage of the technology to ensure that you have the correct, updated information all the time.

- Today we keep our safety data sheets in big cupboards in a lot of files. Every time new rules are introduced or changes in product specifications are made, those files must be updated and changed. It is

for chemical handling

new database ensures running update of safety data sheets and adds advantages from modern technology to the handling of chemicals.


information on the single chemicals. This increases safety at work and handling of chemicals, she says.

Another feature is that the administra-tors can classify the chemicals according to which jobs, places or functions they are relevant to.

- If, for instance, a new welder on Tyra East is starting a job, he can go into the database and look for Tyra East -> Plat-form C -> Welders -> Job and get exactly the guidelines he need for his function, says Dorthe.

Specialists in chemistry

The end user can read and print from the database while administrators – labora-tory technicians, other technicians and medics – will be able to create groups or classify data into sub sections.

Everything is administered centrally; Dorthe Petersen and student assistant Sebastian Kristensen are the supervisors. They already have quite some routine:

- It was important for us that the system had been thoroughly tested and came from a supplier with experience in chemi-cal handling, says Sebastian:

for chemical handling

– With CC Manager we have obtained that. There are no teething troubles, and all through the long test period of wor-king with it and being the devil’s advocate it has functioned completely satisfacto-rily, he says.

Dorthe Petersen adds:

- It can be compared to outsourcing something to specialists who know a lot about exactly this. Looking at its struc- ture, administration and user friendliness it is obvious that it has been designed and made for chemical handling and nothing else, she says.

August: Training of the supervisors and transfer of data

September-October: Training of colleagues with status as administrators

October-November: Training of end users

Implementation:

From 1st October no new products will be created in OMS.


Introducing CLP means that all new chemicals are marked with the new danger pictograms from 1st June this year. But it is allowed to sell the stock of products marked with the old danger labels for another two years:

- It means that for instance you will be able to find a box of 12 bottles of WD40 where half of them have the old labelling description - and the other half have the new labelling and another description. It is confusing and may seem rather chaotic, but in actual practice it means nothing, Dorthe Peder-sen stresses, and CC Manager will be able to give safety information and workplace safety instructions according to both sets of rules.

EU legislation from 2006 on Registration, Evaluation, Authorisation and Restriction of Chemicals – in short: REACH – ensures a common, harmo- nized handling and marking of chemicals. The purpose of REACH is to make sure that people working with chemicals have decent conditions – i.e. safety data sheets.

The CLP regulation from 2008 replaces the old classification directive and introduces new danger pictograms.

A transition period with different terms

EU requirements

Examples of new hazard pictograms

CC Manager is sup-plied by the company ChemiControl. The company’s database contains safety data sheets for almost 40,000 chemicals. Maersk Oil uses ap-prox. 2,000 different products on a day to day basis.

About CC Manager


Big IT step upfor chemical handling

In close dialogue with i.e. Maersk oil the supplier Pieter Mouritsen A/S has devel-oped a new compressor which means big steps forward when it comes to occupa-tional and operational safety as well as working environment.

New compressor increases occupational and operational safety


- This conversation would not have been possible if we were standing next to a traditional compressor, says Jonathan Madden, Senior Maintenance Engineer in Halfdan IRM.

The word ’says’ is meant literally. We are visiting the company Pieter Mourit-sen A/S in Vejle, and a technician has just turned on the newly developed 10 tonnes compressor. And even though the machine does produce a certain amount of noise when the blade wheel starts rotating, it is still comfortable for five people to have a conversation without shouting – even though the compressor is less than a meter away.

- It’s a uniquely low noise level, and it’s a remarkable improvement for the working environment, says Jonathan with appre-ciation.

Pieter Mouritsen, founder and owner of the company bearing his name, and Ope-ration Manager Claus Engelbrecht Jensen accept the compliment. The company Pieter Mouritsen A/S rents out equip-ment for maintenance and service for the offshore industry in Denmark, Norway, the UK and Qatar, and the PM2100 Blue Wolf compressor just demonstrated for Jonathan Madden is the result of a year’s

intense developing work building the per-fect compressor for the North Sea:

- The ambition has been to develop a top line product in terms of safety, operational reliability, service intervals and working environment. And we managed, says Pieter.

Good feedback

The design process behind the PM2100 compressor has been teamwork. It has involved customers, colleagues, certifi-cation bureaus, designers and suppliers – even warehouse personnel and suppliers of logistics have been involved to ensure that the compressor is optimal when being handled too.

Especially the users have been consulted:

- Our designer went offshore some times to talk to those who will be working with the PM2100 compressor. That one-to-one feedback that comes from a close dialogue has contributed to forming the lay-out and the design, says Claus.

For example, the dialogue with the users resulted in the development of a fully integrated e-learning programme for the PM2100 compressor – in Danish.

- If e.g. a colleague is in doubt where to control the hydraulic, it is easy to find it in

Performance: The PM2100 compressor is delivered as a kit including a compressed air cleaning unit and it gives 21m3/min. of compressed air at 10 bars, continuously uniform, dry and salt-free quality.

PLC control: The constant surveil-lance of the operational status is automatic instead of manual.

3rd party verification for operati-on without flame arrestor.

Ergonomic and intuitive opera-tion.

The exhaust can be prolonged with up to 40 meters in more than one direction.

Duplex solutions and over dimen-sioning of selected components ensures doubling of service inter-vals to 500 hours.

Very low noise level. Sea water cooling possible for further noise reduction.

Light weight – 10 tonnes as oppo-sed to 12 or 15 tonnes for present types.

Thorough e-learning integrated in the project. Films showing exact-ly where to find stuff – e-learning in Danish ensures better under-standing and thereby safety.

Compressed air outlet on both sides.

Components and doors marked with numbers – as on a copying machine! Ensures quick and simple on-site maintenance of minor issues.

Improved lay-out: Only half of the compressor to be opened when rendering service.

Impossible to overrule alarms in case the compressor switches off, unless agreed upon from onshore.

GPS tracking on the equipment which can be monitored from onshore.

Improvements using the PM2 100 Blue Wolf compressor

Maersk Oil rents almost continu-ally 3 – 4 compressors. They supply compressed air for sandblasting and painting jobs plus a whole range of different air driven tools.


the e-learning programme on the intranet or on our homepage instead of having to search in a comprehensive product guide. The goal is to have less incidents with colleagues in doubt and saying: ”Poul Erik will be here tomorrow – we’ll wait for him to deal with it.” When the uncertainty disappears, you become more familiar in using the equipment, says Pieter.

A better product

from dialogue

It is a long process to incorporate wishes and input from the colleagues offshore, but it has also resulted in more solutions

that are remarkable innovations and improvements:

- The close dialogue in the development phase has given good ideas adjusted to the client’s needs. When we have had two opportunities, we have asked the clients what was the most important to them – and chosen what they preferred, says Pieter:

- We have become better and have gotten a better product by having a close dialogue with our clients, and the clients have been happy contributing and partici- pating. The process has been and eye opener for us as a company.

Jonathan Madden, Senior Maintenance Engineer

in Halfdan IRM (to the right), and Pieter Mouritsen,

founder and owner of the company Pieter Mourit-

sen A/S, has had a close collaboration on the devel-

opment of the new compressor PM2100 Blue Wolf.

The result has meant a lot of improvement.

Jonathan is impressed with the commit-ment:

- Never before have I experienced that a supplier of equipment rented by us has been this committed at developing a pro-duct targeted at our wishes and needs. Even the e-learning is unusual: Normally it is up to us or a course provider to arrange it – here it is the supplier. That is an im-pressive commitment, he says.

The first PM2100 Blue Wolf compressor has been in operation on the SeaFox 5 at Valdemar for some months, and until now the reports have been really good.

The pm2100 blue wolf compressor is approved for ateX Zone 2, DnV 2.7-1 and norsok Z-015. a few details are outstanding before it will be finally approved by maersk Oil, but they are on their way.


Warehouse and Expediting strengthened by lean process


Anything that cannot travel offshore by putting on a survival suit and boarding a helicopter has to pass by Maersk Oil Warehouse and Expediting.

The base, as it is called in everyday language, is the junction for spare parts and supplies. Here everything is delivered and shipped offshore, and on average the base handles 328 unique deliveries of anything from tooth picks to turbines every day.

Lean is an approach which improves a pro-cess: The process is split into little bites that are analysed to find out where in the process there is waste in the form of time, resources or work procedures. When the process is then put together again, the re-sult will often be a smarter, easier, quicker, safer or simpler process.

Lean in few words:

The base consists of Warehouse and Expediting: ‘Ware- house’ takes care of the physical handling of the goods,

and ’Expediting’ takes care of boat and rig logistics.

On average the base loads goods on almost 14,000 m2 deck space on 30 departures every month. It takes a little over 2,700 crane lifts of approx. 3,700 tonnes of

goods. Almost 10,000 unique deliveries for the 49 destinations are handled every month.

Methodical approach to working procedures has given a better flow, cut down delivery time – and resulted in content custo-mers. The first lean project on the base has been a success.

The deliveries have in common that at the other end someone is very eager to receive them and often quite fast. This is why it makes sense to find out if the road from carrier to offshore colleague can be optimised, and this is what a lean project has just done:

- We have examined the base as a work process to determine where we do what, why we do it – and whether we could do it in a smarter way, says process optimization coordinator Gert Møller Nielsen.

The base as a process

The project has analysed the route of the goods from carrier to supply vessel by dividing the process into four main parts: Reception, registration, packaging and boat dispatch – with subsections for each part. For instance, the reception includes control of delivery note and match against what has been ordered;

registration includes scanning the goods and putting it in a basket or other means of transportation; the packaging includes distribution in containers and the logistics of placing it at the harbour area before boat dispatch takes over the planning of how to load the vessels, the route planning and consideration for dangerous goods, if any.

Every single link in the chain has been thoroughly examined.

- A lean process clearly identifies where value is created and where waste takes place. It is not about finding savings but about improving the process by identi-fying what can be taken out and instead spending the time on what really creates value, says Gert.

The point of departure has been the cust-omers’ needs. Because their needs are not always what you think.


- We have asked the colleagues offshore how they prefer to receive the deliveries: If we could pack them in another way or deliver on fixed weekdays? Interestingly enough it turned out that their wishes were not always to receive the goods as fast as possible but maybe having them in a specific way. In one place they wanted another form of packaging because they then could avoid difficult and potentially risky handling, he says.

Just asking has given surprising results.

- Some said: ”What, is it possible to change the delivery form? But then we would like to…” Clearly they are not used to being consulted which is quite inte-resting: We are here to ensure that our customers offshore get the best product possible. The lean process has helped us find out who it is that we are servicing.

Good effect

On the basis of what the customers wish the processes have now been standardised. In some cases it has meant more work for Warehouse and Expediting who now have to pack more containers, and in some cases they have got a longer workflow. Other aspects of the lean project have meant that time has been saved somewhere else.

In total it has been an advantage. KPI mea- surements have shown that the amount of time that a certain delivery spends on the base – from reception to boat dispatch – has been stabilised and mar-kedly reduced: Before it took from four to twelve days to get through Warehouse and Expediting; now it takes between two and three days on average.

Another measurable gain is that the waiting time between unloading and loading of supply vessels and the related overtime have been significantly reduced. By changing and moving simple work routines in Boat Dispatch and having the suppliers tighten up their delivery times the waiting time for supply vessels has been brought down.

- Communication with offshore has been most important because value for the customer has been the central point for the whole process, says Torben Henne-bjerg, Head of Warehouse:

- We have asked the customers about their needs and wishes, and they have really appreciated this. They have contri-buted in a very engaged way. We have not been able to fulfil all their wishes, but we have done all we could. They feel that they have been listened to and taken care of, and it has an effect.

Mads Nielsen, Head of Expediting, thinks that the implementation of lean has been a very positive process:

- A lean project never ends. When the improvement opportunities have been identified and put into action, it is time to really focus. On the whiteboards dis- played we try to maintain constant focus on the current improvements and turn the lean mindset into a tool to be used in all work contexts. An idea on a post-it may turn out to be an enormous improve-ment of the processes or a huge saving in the long run. No idea is too small, he says.

”It is easy to sub optimise our process if we leave out the customers. The trick is to be able to optimise on the basis of our customers’ needs.”Gert Møller Nielsen, process optimization coordinator

The lean mindset is not only useful in projects; it can also be used in everyday work life. In warehouse and expediting this is supported by whiteboards where suggestions for improve ments can be seen. and it is no coincidence that there is also a board in the office – here there is also a potential for lean.

- A lean process clearly identi-fies where value is created and where waste takes place. It is not about finding savings but about improving the process by identifying what can be ta-ken out and instead spending the time on what really creates value, says Gert.

’The board’ for ongoingimprovements


- In 2013 we were trained in lean because we thought that there might be a potential for optimisa- tion, says Mads Buttenschön, Head of Warehouse and Expediting.

Eight colleagues participated in the course over 3-4 months. A valuable process even though not everybody managed to find something that could be transferred to everyday life here:

- It is not easy to think lean in a company like ours. We are very solution orientated, and that is against the process orientated lean approach, and it is difficult to find the time to go lean while you are solving your everyday tasks, says Mads.

For the head of the base, however, the lean process has been good and fruitful:

- The lean process is concrete and based on facts: Analyses are per-formed, and action is taken on the basis of the results of the analyses. There is a goal be it gaining on work procedures, safety, environment, bottom line – and what works is introduced instead of introducing something that you just think or feel might work.

Lean in practise

One of the parameters that Danbor is assessed against when working for Maersk Oil Warehouse and Expediting is the work for minimizing the environmental footprint.

A new electric truck just put into service is an initiative in the right direction:

- Danbor wishes to reduce its environmental footprint, and one way of doing so is changing from diesel oil to electricity, says Mads But-tenschön, Head of Warehouse and Expediting:

- Besides being a gain for the environment the truck also contributes to reducing the work flows. An electric truck may drive indoors, and therefore we only have to handle the goods once. It also speeds up the process by saving time, and it increases safety due to less hand-ling, he says.

Electric truck gives less ’foot-print’ and more flexibility

Mads Buttenschön, Head of Warehouse and Expediting.


Steward, safety represen-tative and Incident-Free ambassador Gunnar Lo-dahl Andersen on Halfdan B is awarded by his employer Aramark for extra-ordinary effort.

Chosen for glory… among 270,000 colleagues!

- It is quite overwhelming!

So says Gunnar Lodahl Andersen, 66-year old steward on Halfdan B and recently appointed winner of ”Ring of Stars” by his employer, Aramark.

Ring of Stars is Aramark’s award and recognition of employees who have done something extraordinary. Ara-mark has 270,000 employees wor-king with customer service, catering, logistics etc. all over the world – this October 200 of them will be flown into Phoenix, Arizona, for four days to celebrate them being the finest representatives of Aramark.

Gunnar is proud and happy to have been chosen – also being the only winner of the prize in the offshore industry.

- I am very pleased that I have won and look forward to the trip, says

Gunnar who on the other hand was quite surprised at being nominated:

- Aramark and I have not always agreed on everything, you see, and we have had our share of talks and discussions over time – for example about the physical working environ-ment. I have not gotten my way every time, but I have never left the room with a feeling of being a loser. We have always been able to talk nicely to each other, he says.

Constructive and critical

The respect goes both ways. The HR Manager in Aramark, Birgit Orsero, has in a mail congratulated Gunnar Lodahl Andersen with the prize and described why he was the one to be nominated and chosen as winner.

- She doesn’t write that I am nice – which I’m not, says Gunnar with a grin:

- But she writes that I contribute to developing the company in a positive way by coming up with constructive criticism. And I really appreciate this.

Among other things it was Gunnar’s dedication to both his job, safety and the physical and psychological working environment which moti-vated his nomination. Besides being a steward, Gunnar has been Aramark’s safety representative since 2010, and he has been an active Incident-Free ambassador from the day when Ha-rald created the ambassador corps.

”If anyone deserves this prize, it’s you, and I’m so very pleased that you have won it!”

HR Manager Birgit Winter Orsero, Aramark, in a letter to Gunnar Lodahl Andersen

”Gunnar cannot be cloned. But we hope to be able to form teams who are at-tractive to people who, like Gunnar, want to engage in improving the working conditions for their colleagues.”

Morten Juul Andersen, Director, Aramark Nordic

- It is fantastic that we have an employee in our part of the orga-nization who could get nomina-ted, I’m very proud!

These are the words of Morten Juul Andersen, Director of Opera-tion, Aramark Nordic, on the fact that among his 250 employees was one who got through the eye of a needle and won the prize and participation in Ring of Stars:

- When we were asked to nomi- nate a candidate, we all agreed that it should be Gunnar. And when we had formulated the description on why – put into words what it is that he can and does – then it was just so obvious that he was a winner! Gunnar has it all: Energy, personality, willpower … He is the oldest of our employees in the North Sea, but he is the stron-gest, and he always invests his personality fully in what he does. I cannot think of a more worthy representative for what we stand for, says Morten.

Proud director of aramark Nordic

- I was asked if I wanted to become an Incident-Free ambassador. It was stres-sed that it was not because I was a safety representative but because I was Gunnar, he says.

Room for being yourself

Herein lies a point. For according to him-self both the appointment for ambassa-dor, election as a safety representative and now ’Ring of Stars’ is based on the fact that Gunnar has the room for being himself:

- Without the many good colleagues on- and offshore who support me I wouldn’t have been able to work in this way. I have some really fantastic colleagues who give me the room and possibility for being the colleague I prefer to be. This is why I was nominated, he says.

His wife, Karen-Elisa, is a ’day care’ at home in Næsbjerg. When Gunnar is onshore, the children would often pass by her and go in to him to read the paper and have a mor-ning coffee. Later they would line up for a ride on the garden tractor with him.

- We are both very caring, and that’s an ability which is good having offshore, I think, he says:

- It is important to be welcomed onboard – especially for newcomers. I have a lot of good colleagues who do a great job ma-king people feel safe, and I would gladly stand up in the mess and say that they can always approach me if they need to talk. That’s not much – but I believe that it makes a difference how people are.


Gunnar Lodahl andersen has been invited to arizona by his employer,

aramark, because he is an especially fine representative of the company.

He can bring along a companion, and it could hardly have been timed better:

Him and his wife, Karen-elisa, have just celebrated their 40th anniversary.

- So now they are going to Arizona for their honeymoon!

The Safety Step Change programme is going to lift Maersk Oil into the next level of safety. A major step on the path will be taken this autumn when we launch the training programme ”Safety Step Change (SSC) Hands On Training”, jointly devel-oped by Maersk Oil and Maersk Training.

A customised training facility, which Maersk Training is building in Svendborg, is included in the programme. From November, up to 400 colleagues are to complete this training.

- The goal of the SSC Hands On Training is to design a training programme which can strengthen our colleagues’ compe-tencies on Maersk Oil’s Operational Safe-ty Procedures (OSPs), says Claus Kofod Jørgensen, platform supervisor on Dan F and project manager of the programme:

- At the same time, we want to strengt-hen and reinforce the bridge between on- and offshore in relation to comprehen- sion of the procedures, he says.

Handle changes

SSC Hands On Training is a quite new kind of training. Training is carried out at a facility consisting of a container with all instrumentation and equipment, largely

taken from Roar and Dan F – and in ad- dition to hardware such as separator, pumps and instrumentation, the facility also includes a SCADA system and an ESD system. The medium in the facility will be water and vegetable oil. During operation, the facility will behave as ’the real thing’:

- We have aimed at the training reflecting what they are going to work with. It will be as ’real life’ as possible. By testing the colleagues’ skills of a system which si-mulates reality in detail, we disclose once more whether people are able to do what they have to be able to do when perfor-ming their job, says Claus:

- Every day we have tasks to be solved - and factors coming into play. We would like to incorporate this in the training

because it is important to be able to change course and reconsider the situa-tion. Consequently, we try to stress the course participants in different ways. As an example, you have to take over a job from a colleague who was only gone halfway. It is important to learn how to handle the changes we are all marked by in everyday life.

The training on realistic facilities and with everyday cases has a good effect, says Sten Frydensbjerg from Maersk Training:

- Although this training facility differs from the type of simulators we usually use for training, the very purpose of the training is ensuring the competencies. This is in tune with the philosophy on which we base our work; namely, that work must be carried out safely, efficient-

”Quite often, many of the people we employ have a craftsman background, and they have chosen their profession because they are good at working with their hands.”

Kim Hagen Thomsen, Senior Production Engineer

A new training simulator is to give a more realistic picture of the working conditions offshore. From November, the training programme begins.

Large investment strengthens practical training in procedures


training is carried out at a facility consisting of a con-tainer with all instrumentation and equipment, largely taken from Roar and Dan F

ly and environmentally safely in accor- dance with the procedures. Another im-portant part of the work is the interaction between people. This is why we focus on communication and planning of the work, including understanding of risks, he says.

Message of safety

It will take time to get 400 colleagues through the training. Partly because each course takes two or three days (functio-nal and experience-related, ed.) and part-ly because the colleagues will complete the training in small groups to ensure that everyone is heard and tests him-/herself:

- The training will be carried out in small groups of eight colleagues at a time. In each group, there should be both an expe-rienced colleague and three who have less than two years seniority. It will create the dynamic of young people learning from the experienced colleagues, and the experienced people get a better impres-

Quite often, many of the new colleagues offshore will be not be used at working with a procedure. The idea behind the facility is to fill the need for trai-ning a procedure in practice - with your hands! - To provide a better understanding of the requirements and criteria of the procedures.

”We want to set the bar high - we do that with Safety Step Change Hands On Training!”

Claus Kofod Jørgensen, platform supervisor and initiator

sion of which questions and challenges their less experienced colleagues have. It will be beneficial for both parties, asses-ses Claus.

The training is intended for production technicians, maintenance technicians, discipline engineers and many others. It is a ‘start-go’ course in how Maersk Oil’s operational safety procedures work.

Besides being important training, SSC Hands On Training is also a message that safety remains the absolute priority. The facility is the first of its kind within training in the offshore industry - and it is revolutionary that you physically can test theory on a course.

- We spend many hours on completing the courses, and we have spent a lot of time planning the content and building the facility. In equipment alone, the training facility represents an investment of 1.1 million DDK, says Claus Kofod Jørgensen.

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Too many purchases as one offs have been a well-known problem for a long time. One off is a purchase facility intended for products which do not appear on the product number list - but the amount of one offs has been that large that Procurement has previously registered up to 600 one offs in a week.

- One third of our orders was one offs but they were not real one offs. They were an indication that it is too easy to order via a one off and that people could not find the products they needed on our pro-duct number list and consequently they ordered the products in another way. We have done something about it now, says Ingelise Terkildsen, Head of Strategic Sourcing, Finance & Business Services.

Since April this year, everybody in DBU has had the opportunity to use a web-based search engine which can search for all relevant product numbers. The search engine is similar to the one you know from e-shops on the internet, but it has the refinement that it is fully integrated into SAP:

- We have 72,000 material numbers, all of which are described in SAP and available in a catalogue in which you can search effectively. We have also obtained photos, descriptions or web addresses of approx. 5,000 products from suppliers so that the material has been enriched with additional data to ensure that we order the right product, she says.

A security risk

Many of Maersk Oil’s suppliers have contributed with detailed descriptions or photos of the products, and you can now see photos from e.g. Solar Offshore on electrical products, ICM and Comtec on work wear and Certex Peter Harbo on lifting equipment - and more are on the way. The difficulties of finding product numbers should be over with a smarter search engine directly integrated into SAP.

- It is easier to find the right product and easier to order. Therefore, from autumn we will stop purchasing one offs, says Ingelise.

- We have 72,000 material numbers, all of which are described in SAP and available in a catalogue in which you can search effectively.

Ingelise Terkildsen, Head of Strategic Sourcing, Finance & Business Services.

From autumn, you can no longer order products which are not included in the e-catalogue.

The end of one offs (Z-one)From Maersk Training:

Jesper Heldorf Fredskild (People Skills Instructor), Per Larsen (Maritime Instructor), Morten Bøttern Kaiser (Chief Instructor), Sten Frydensbjerg (Sales Executive).

From Maersk Oil:Kim Hagen Thomsen (Senior Production Engineer), Thomas Broge (Mechanical Lead), Søren Juul Jensen (Electrical Engineer and Mitas), Susan-ne Isaksen (Head of Admin. Support and Competency & Training), Claus Kofod Jørgen-sen (Platform Supervisor and Project Lead SSC Hands on Training)

The team behind the course SSC (Safety Step Change) Hands On Training:

”It has been a good and very profes- sional experience to work closely with Maersk Training who have really under-stood the whole idea since the very be-ginning. It is so idea generating – so nice that such a task can be solved in-house.”

Claus Kofod Jørgensen, Platform Supervisor and Project Lead


The stop for one offs is not im-plemented to bother anyone - on the contrary. The problem with one off products is that they are unknown and thus they pose a risk.

- There is no reason to risk it. There are lots of product num-bers which are well documented and thoroughly described and which are subject to quality and certification requirements. When you replace these products with others which we do not know or have tested, then safety is com-promised:

- You risk getting a product which has been made of the wrong material, which does not quite fit in with what you need - or do not meet our quality demands. We end up having a huge security risk of which we do not have an overview, she points out.

At the same time, it may result in delays in the work offshore and re-scheduling of the jobs - and certainly in increased handling work offshore and onshore when the product must be sent onshore again and a new product delivered.

There will be a few processes where you can temporarily still use one off materials, e.g. for materials where traceability at component level is necessary, rental equipment and equipment owned by suppliers.

Faster delivery

If you have a product which you use quite often, but which is not on the product number list, then you will have to add it to the mate-rial list now.

- The catalogue is not static and it is updated all the time. When we have products on the material list, it will often mean that we can deliver faster. This saves time with us and with the colleague who orders the product. More-over, we have the opportunity to enter into price agreements on products in the catalogue. This means that we can deliver faster, says Ingelise.

In the future, it will also be possi-ble to order product numbers at amounts below $ 100 – and which are linked to a price agreement - without a DOA approval, which will also make the process faster.

Learn more about the catalogue

Sap e-catalogue

An example of a search for a chemical glove in the e-catalogue.

SAP e-catalogue online courses are available in LMS:

- SAP e-Catalog Introduction Course

SAP e-Catalog Supplementary Course

Please contact your SAP super-user in case of problems/help:

Helle Due Klitgaard HDK005

Dorthe Grumsen DHG007

Jeanette Jacobsen JMJ037

Vicki Gliese VLG008

Carina Scheffler CSC091

[email protected]


”All changes in weight of 1 tonne or more, whether it is

removed or added material, and/or changes of the Cen-

ter of Gravity (C.o.G) on our platforms must be reported to

Structures according to MOTS-35 and DOS A-03.”

Ulrik Christtreu Jensen, Head of Structures

Structural integrity


A platform is a changing con-

struction which is constantly

modified. When one day it has

to be decommissioned, it is vital

for a safe job that the informa-

tion on the weight distribution is

accurate. That is another reason

for having a constant weight

monitoring.

Decommis- sioning calls for discipline

When considering the powerful and un-

predictable effect that water and weather

may have, it is crucial for the structural

integrity of a platform that the weight

distribution is carefully equilibrated.

This is why the distribution of the goods

on board a platform is supervised by

Structures who ensure that the total load

and weight is distributed correctly based

on reports on weight load.

To be able to solve this task satisfactorily

it is important that Structures receive re-

ports every time the weight distribution

changes. But that is not always the case.

An example of this is the fact that among

the findings from the Process Safety

Review 2012 were examples of changes

in weight distribution that were not

reported.

Ulrik Christtreu Jensen, Head of Struc-

tures, is worried about this. Because it

really matters where on a platform the

weight is increased or reduced.

- It is very important that we keep track of

the weight and its distribution. If we want

to be able to distribute the weight load in

an optimal way, then we have to know it

when the weight is changed, he says.

Placing and distribution

Both the overall weight distribution – the

platform’s total capacity for carrying the

load on the load-bearing topside – and

the local weight distribution must be

observed. And it is important to under-

stand that even a minor overweight in the

wrong place can be just as fatal as a big

one:

- A load of ten tonnes is considered small

offshore, but ten tonnes at the wrong

place can result in a local collapse, and

then we have a completely new situation.

It is to be taken seriously when we say

that we want to know about all changes

larger than just one tonne, says Ulrik.

It is important to underline that not only

adding of weight is to be reported.

- The load capacity is not influenced when

something is taken away, but the balance

is. Our C.o.G – Center of Gravity – is just as

relevant for the structural safety as the

total weight, and therefore we also need

to know when weight is removed, he says.

Remember everything

According to Ulrik Christtreu Jensen

we have the number of procedures and

standards that we need – but experience

shows that sometimes some elements

are forgotten in the reporting. Therefore

our OPMs will be changed in the future

concerning weight reporting.

- We have seen examples of small

modifications where the weight report

according to our own MOTS-35 has been

forgotten. Or it has not been reported

that an item or equipment is reused even

though it has been decommissioned.

It is not to be assumed that there is no

need for reporting the weight load just

because the equipment is already there,

he says.

Another worrying element is the idea on

temporary storage.

- It is a bad habit to think that it is okay

to store something ’somewhere’ outside

the marked laydown areas while waiting

for the right placement. We cannot have

such a thing as temporary when conside-

ring weight distribution, Ulrik stresses:

- Structures is always to be consulted if

the limit is not kept; Often permission

can be granted on the condition of some

kind of load redistribution.

New programme

The space has become more limited on

the platforms with the expansion that

has taken place over the years. So have

the margins for weight and weight distri-

bution.

- When we built the platforms, they were

designed for the future; in the require-

ments for the global load capacity it was

taken into account that changes were

Structural integritycalls for prudence and information

The Structures Department

want us to report changes in

weight distribution. The under-

standing of risk when storing

goods in the wrong place must

be spread.

going to happen. But now the future is

here: We have 53 platforms, and many of

them are more than 25 years old. Now we

are at the point where the calculations for

the future are the real calculations, and

we are on the edge of what used to be fu-

ture allowance. Therefore we have to monitor

weight and weight distribution to a grea-

ter extent than we used to do, says Ulrik.

Maersk Oil has just invested in a new pro-

gramme to strengthen the surveillance.

MON, as it is called, is not only advanced

and tested over many years in the Nor-

wegian part of the North Sea, it also

monitors the weight, the weight distribu-

tion and C.o.G., among other things.

At the same time the reorganisation has

meant that there is a representative from

Structures in each asset:

- They are our ambassadors, and they are

meant to be used. Don’t move anything

without asking them first! Luckily, a lot of

people ask them, he says.


At first the work in the control room does not appear especially hard physi-cally. But most people who have tried working in 12 hour shifts in a box without the slightest daylight will agree that it is physically exhausting.

- In between I have been glad that the armrest kept me in the chair – especially one hour after dinner I was really tired, says Morten Rasmussen, control room technician on Gorm.

This has now been changed.

In connection with a project where the working light in the control room had to be moved, the colleagues did a Work Place Assessment (WPA) for the control room:

- We had strip light in the ceiling, but strip light is not working light; it belongs in a gymnasium. We wanted to get rid of that. Besides, it was placed inadequately because the tables had been moved but the light had not. I sat in my own shadow, says Morten.

Poor working light in the control room on Gorm re-

sulted in a completely new daylight set-up which is a big

advantage for the working environment.

The control room has seen the light

It was also a problem for the personnel in the control room that it was difficult to find a good circadian rhythm. An experiment with daylight lamps seemed positive – for a short while.

- We had some lamps that we should sit in front of for half an hour twice a day. It did have an effect, but it was also irritating. The light was flickering and not clear, and we felt that we sat in front of a solarium, he says.

Daylight works

A colleague onshore had heard about a project at Danfoss where dark rooms were equipped with a programmable LED ’daylight’. A demonstration of the ’daylight’ at Danfoss encouraged a test – and the strip light in the control room was scrapped.

For a year now, the control room has been illuminated by ’daylight’ consisting of six LED bulbs programmed for imitating the dawn and the sunset.


The control room has seen the light

- When we turn up for work, the light is dim. We can see, but it is not an ideal working light. Shortly after the light rises to full level, and it is the same as having a skylight with daylight, says Morten Rasmussen.

After a year with the new lighting the effe-ct is remarkable.

- It has meant the difference between feeling tired or not during the day. That afternoon tiredness that I used to feel is gone. And my rest hours are much better than before. Being naturally awake during the day also means that it is possible to have a normal circadian rhythm, he says:

- It is also important to the other colleagu-es that personnel in the control room are on the alert and observant.

The replacement of the light was followed by new ventilation which also contributed positively to the working environment. Pro-ject manager on the entire task was Kasper Vemmelund, Electrical Engineer.

The new lighting means a lot to me and my colleagues. We are more alert than before.Morten Rasmussen, control room technician on Gorm


The Muscular Dystrophy Foundation’s green concerts are a caravan of party and music known nationwide and a well-established element in the Danish summer.

When the tents are to be put up and the areas fenced in, the Green Crew, the foundation’s corps of 700 volunteers, does the hard work. Among them is 20 year old Malthe Fredsgaard who is also a student assistant in Well Services at Maersk Oil.

The job at Maersk Oil has left its mark on him – and on his approach to the green concerts:

- I started with Maersk Oil in September 2014 and was quickly influenced by the safety culture. It was not long before I began using the handrails, and I started biking with my helmet again – for the first time since my early teens, says Malthe:

- And when at the Incident-Free session I gained an insight into how much you can change your-self with an Incident-Free mindset, I decided to bring that attitude with me to the green concert.

Only one beer

Being an experienced crew member, this year Malthe was appointed foreman of a crew of 10 people, and along with another crew they erected back stage tents. That is hard work with risks of getting hurt – and therefore he started planning long before:

- I wrote the supervisor this spring and ordered safety shoes for my crew, and I set a number of rules for them, he says.

Among other, the rules stated that it was not allowed to work with the heavy units alone, and there would be no more throwing of snaphooks over the tents – a system with rope was safer. Daily briefings on safety and a limit of one beer during working hours were introduced:

- The volunteers at the green concert are there not only because of the team spirit but also to party. But partying is just no go when you have to work. I have tried it myself, trying to work after having had some beers during the day – and it doesn’t work. That is why I have set the limit of one beer, says Malthe.

Prize and glory

The rules were respected – and generally the colleagues accepted the new initiatives without objection:

- It was not a problem being a stickler. I made a point of explaining that you could get hurt if you didn’t take care – and they could accept that, he says.

Other people also recognized his efforts. When the concert tour ended, together with two other finalists he was nominated for the Golden Safety Shoe; a prize for the crew member who has done the most for safety this year.

Safety culture resulted in golden safety shoeMalthe Fredsgaard brought his incident-Free mindset from Maersk oil with him to the ’Grøn Koncert’ (green concert) – and was awarded for his work on improving his colleagues’ safety.

If you have a story you would like to share and believe there is a learning experience for us all, we invite you to contact us. Any story with the topic of personal relationship to Incident-Free and our safety commitments will be much appreciated.

we will have a prize for the colleague whose story we bring.

MY

safe

ty s

tory

SafetyNews


Safety culture resulted in golden safety shoe

- When I came back after vacation, my screen was covered in flags and press cuttings about the prize. My colleagues have been very interested and praised me and asked how I did it. A lot of other people have come by and asked about

Malthe Fredsgaard brought Inci-dent-Free with him to the ’Grøn Kon-cert’ and made a difference for safety for which he was rewarded with glory and a prize presented by the host Jacob Haugaard and Finn Fogtmann, the ow-ner of Bjerregaard Sikkerhed who has founded the prize the Golden Safety Shoe.

- We are 700 volunteers so being nomi-nated is a big honour. Winning the prize was absolutely crazy, says Malthe who was presented with a golden safety shoe and a diploma – plus 4.5 litres of whisky!

Back at the office in Well Services he also got attention:

the prize. It has been super with all this patting on my back.

Malthe begins his studies to becoming an engineer this September in Esbjerg, but he will still be a student assistant.


EnscoAt the moment, Ensco has two rigs operating for Maersk oil in the Danish sector of the north Sea. EnSCo 71 and EnSCo 72 are perfor-ming both drilling and workover operations.

We put the five iF questions to Rig Manager neal Adam at Ensco’s Danish headquarters in Copenhagen. Here are his replies:


If you were asked to give everyone working in Maersk Oil advice on safety, what would it be?

Take a moment to consider and understand what is asked of you, even if it is “just” a routine task. Follow established pro-cesses and procedures 100 percent of the time. If something prevents you from following established procedures, request further direction from your supervisor, which may involve additional planning and controls to proceed.

Regarding our Incident-Free programme at Maersk Oil, can you share what Ensco has done to support it?

As part of Ensco’s 2015 HSE action plan, we are committed to having our personnel attend Maersk’s IF training. During ENSCO 71’s shipyard stay in Esbjerg, for example, we arranged specific course dates to include our personnel in the training.

The IF training complements several Ensco safety initiatives including SSTP – Supervisor Safety Training Program ; SLDP – Safety Leadership Development Program ; Advanced STOP™ – Safety Training Observation Program and STOP™ for Supervi-sion.

3. What is your company doing to ensure the correct level of competence for an offshore worker to match our expecta-tions, and do you believe we are good enough at stipulating our requirements?

To ensure we have fully competent crew members working on our rigs, we have several processes and procedures in place including:

Careful selection of qualified/certified personnel including face-to-face interviews for all personnel

Technical interviews for maintenance personnel

Reference checks

Certificate verification

Mentors for new hires and recently promoted personnel as part of our referral programme

Company induction for new hires, which includes safety instructions

Mandatory training matrix that complies with our industry association’s Competency Assurance Program (CAP)

Set high standards for quality and methods of work

Ensure safety standards and procedures are followed through regular audits

When we customize training for specific job positions, we provide the following:

Assessor training for line supervisors

Mentors for new hires and newly promoted personnel

Coaching for crew members

Systematic appraisal reporting

Performance improvement plans

Regularly updated policies, standards and procedures with lessons learned from incidents, downtime and process safety events.

In terms of expectations, Maersk Oil is very good at stipulating their requirements. Maersk Oil has been a repeat customer of Ensco, and we have worked together for many years, which of course contribute to the success of both companies.

How do you ensure that your workforce not only holds the va-lid entry requirements in forms of certificates etc., but that they also have the right mindset for working offshore?

To ensure our personnel have not only the rig qualifications but also the safety mindset to excel in their offshore career, Ensco’s executive management team emphasizes the company’s core values including safety and operational excellence on a regular basis. These values are supported in concrete actions through our:

Selective recruitment process

Defined appraisal process

Mentor-led on the job training

Strong leadership and supervision supported by regular Senior Management rig visits.

What does the term accountability mean in your company and how do you apply it?

Every person within Ensco is accountable for working and hel-ping others work safely to achieve our vision of a zero-incident workplace. In fact, each and every employee is obligated to stop a job if they perceive something to be unsafe.

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IF questions to contractors5 Ensco, which has a long history of wor-

king with Maersk Oil, is a global provider of offshore drilling services to the petro-leum industry with several drill ships, semisubmersibles and jack-ups. The company’s highest priorities are safety and operational excellence.


Deadline on the next number of Safetynews

is 20th november 2015.

Havila Fanø, five years without Lti’s

On 31 august 2015 Havila fanø celebrated five years without LtI’s. Jesper bach Ladefoged, Logistics manager, presents the plaque to Ottar andre frøystad, Havila fanø.

1 august 2015 Havila Fortune celebrated 1 year without LtI’s.

31 July 2015 Mærsk Frontier celebrated 7 years without LtI’s.


mærsk frontier in the port of esbjerg.

M i L E S t o N E S

HSE Dashboard

Dan B 10 years without Lti’s

On 8 Juli 2015 Seafox 5 passed one year without LtI’s. The plaque is handed over to adrian Desmond willsher, Seafox 5, by torsten rabjerg, platform Supervisor on tyra east, Susanne Isaksen, Operations, and morten Jacobsen, Supervisor on tyra east.

On 16 Juli 2015 Dan b passed 10 years without LtI’s.


• Harald 06.07.15 1 Y

• Seafox 5 08.07.15 1 Y

• Dan B 16.07.15 10 Y

• Havila Fortune 01.08.15 1 Y

• Tyra West 06.08.15 2 Y

• Havila Fanø 31.08.15 5 Y

• Maersk Frontier 31.08.15 7 Y

How can we get in touch with you if you win? Write you phone No or e-mail address here:

Questionnaire 2015

You must send your answers by 1 November 2015 to participate in the draw, and you can only participate once. All 6 questions must be filled in order to take part in the draw.

The name of the winner will be published in the next issue of the magazine.

Su

rvey

NytSikkerheds

which article in this issue do you like best?

which article in this issue do you find the worst?

How many of the articles in this issue have you read? Circle your answer.

1-3 4-7 8-11 12-14

where did you find the magazine (cross)

Offshore

at the maersk Oil office onshore

with another company than maersk Oil

Online

Other

If you have proposals for subjects you think we should write about, then write it here:

We would like to know what you think about SafetyNews that you are reading right now. Answer 6 questions and take part in a draw for a Maersk Lego ship.

This is how you participate:

• Download the form, cut it out or copy it – and send it to: Mærsk Olie og Gas, Britanniavej 10, 6700 Esbjerg, Danmark, Att.: HSE, CEV006

• You can scan scan the form and mail it to: [email protected], or write your answers in a mail to [email protected]. If there are not enough forms offshore, you can get a new copy by writing to [email protected] or ring up 7911 1303 (Conny Villadsen).

1. On a scale from 1 to 5, how much do you like Safetynews in general?

How often do you read SafetyNews? (put a tick.)

Offshore employees:

every time I am offshore

Once in a while

Seldom

Offshore employees:

every time it is issued (i.e. 4 times a year)

Once in a while

Seldom

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You can find ’My safety story’ inside the magazine on page 30

on SafetyNews

SafetyNews 3 2015

Documents

Transcript of SafetyNews 3 2015