SafetyNews 4 2015

Safety News 4 E

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From mid-February 2016, you can find SEdAS only in the E-catalogue. Page 21

Workshops for future colleagues on the accommodation rig ‘Haven’. Page 22

SEDAS in the E-catlogue saves workflows

One step ahead on the safety culture

d A n i S H B u S i n E S S u n i td A n i S H B u S i n E S S u n i t

Foto: Thomas Thane

Can your behaviour in traffic pass a Safe Job Analysis?The safety culture has taken away many bad habits and potential risk factors offshore. But we still have an improvement potential onshore when it comes to traffic behaviour. Read on the back page

Published by: HSEEditor: Simon ByrneEditorial staff: Conny Villadsen, Troels RasmussenLayout: Marianne Friis Nielsen

Any comments or feedback can be sent to:[email protected]

The 2016 Safety Hand-book (incl. calendar) has arrived

Please pick up your own copy at the Maersk oil office in Esbjerg Airport, at the reception desk or at the HSE department at Bri-tanniavej 10, or by the secretaries in the drilling and Subsurface departments at oslo Plads.

2 safet yNews december 2015

3safet yNews december 2015

The dronesstrengthen safety

Leader 4

Safety is a top priority 6 The drones strengthen safety 10 Incident-Free Refresher: 14Brush-up of vulnerability

OCAP – assurance of competences 18 in the front line

SEdAS in the E-catalogue 20 saves workflows one step ahead on 22the safety culture ”Safety has to be a wish 24 – not a command!”

Workshops share knowledge 26 and boost role models

5 iF questions 30to contractors Audit performance 32now easier accessible

Fewer audits 34gave the same number of findings News in brief 36

Milestones 39

Back page: Can your behaviour in traffic pass a Safe Job Analysis?

In this issue

Read more on page 10

6


Workshops for future colleagues on the accom-modation rig ‘Haven’ have meant that they muster for a new job with good appreciation of safety.

22

18

OCAP

A new programme will assure and main-tain competences for more than 500 offshore employees.

Safety is a top priority

Safety representatives and foremen met at the annual safety meeting on 1st and 2nd October.

CO

Nt

EN

t

Safe, reliable and cost- effective production

Ole Hansen, Head of Operations


Op

erat

ion

s ex

cele

nce

C ompetency

Activity

Planning(IAP)

MaintenanceExcellence

(MX)

OperationsExcellence

ProductionExcellence

(PX)

Shutdownmanagement

“We are facing a number of tough chal-lenges – from both a safety and production perspective our performance is not as good as we would like,” says Head of Operations Ole Hansen.

“I strongly believe that safety and opera-tional excellence are closely linked – to be a great performer, safety performance has to be excellent as well. Safe, reliable operationsmean fewer interruptions to production.”

Root cause analysisOperations Excellence aims to reduce, even eliminate, lost production. One of the tools available to offshore workers is “root cause analysis”.

Hansen offers the example of a pump fai- lure to illustrate how this type of analysis can promote safe and efficient working.

“If a pump fails offshore, we would carry out root cause analysis to find out what prompted the breakage and how to fix it. By learning from our equipment and human failures we can ensure problems will not reoccur and lead to further production losses,” he explains.

Information gleaned from root cause analysis would be shared across platforms, enabling DBU to run a more stable, reliable operation.

“Root cause analysis is crucial to our safety performance. Every time there is a produc-

A raft of programmes under the name Operations Excellence aims to improve performance at Maersk Oil Danish Business Unit (DBU), enhancing safety, boosting production and cutting costs.

tion breakdown, we put extra stress on our safety systems and, therefore, these have to be reduced,” adds Hansen.

Safe and efficient workingThe Offshore Competency Assessment Programme – another key element of Operations Excellence – was launched in October. It aims to ensure that all emplo-yees possess the knowledge and skills to do their jobs efficiently and safely, taking DBU closer to its aim of becoming Incident-Free.

The programme is aimed at workers with less than three years’ experience at DBU. They will receive thorough induction and training and, assuming they pass a test, will be issued with a certificate of competency. (Read more on page 18-20).

Integrated activity planningCoordinating planning across departments is being boosted by the launch of the Primavera P6 project management tool whick took place at the end of November. Introducing stronger planning tools from a common database will help to integrate planning, which is an important part of Operations Excellence.

“We will be able to optimise our resources and deliver operational excellence, which we lead to safer operations, more reliable production and lower costs,” concludes Hansen.

L E A D E R


“Safety is a top priority

Heard in the groups – quotes from the annual safety meeting:

”It can be difficult to turn up at a Toolbox Talk and say: ”I don’t know the first thing about this job.” But it must not be difficult! The attitude and culture must be that we speak up and say so if we are in doubt and don’t know enough about a job.”

”There are very few Synergi reports onshore. Why is it that we suspect that safety is only rele-vant offshore?”

”It’s because you are too nice out there: You accept what we bring you – you solve it and move on. But when doing so you don’t get to changing anything onshore.”

”We don’t have to in-vent anything. We have to use what gives good results, only we have to use it better. Toolbox Talk and permits, for example. It has no effect if we do permits just because we must.”


Safety is a top priority

Safety representatives

and foremen met at the

annual safety meeting

on 1st and 2nd October,

and after two full days

of dialogue, group work

and talks about safety

the groups presented

what they had come up

with on improvements

and wishes for the futu-

re collaboration.

Heard in the groups – quotes from the annual safety meeting:

At the meeting members of the Leadership Team participated, among those was Martin Rune Pedersen, Managing Director.

- Safety is a top priority for us, and we have to become even better, he stated:

- Therefore we want to improve the supervision of the work offshore and collaborate closely with our contractors, so they understand and are able to work safely.

According to Martin Rune Pedersen it is also about performing Safe Job Analysis, Toolbox Talks and permits to work and to report incidents and so on:

- Being able to work safely 24 hours a day 365 days a year takes a long-term dedicated effort from us all, said Martin Rune Pedersen to the colleagues.

“

”Ask your colleagues for advice. Nothing is more motivating and involving than being asked about an opinion on what to do! ”

”Don’t be afraid of posing silly questions!”

”A local training in the good SJA or filling in of permits is obvious. There is much to gain in a tho-rough preparation.”

”More and more people do SJA’s (Safe Job Ana-lysis) out there, and it is apparent that the ow-nership goes up. ”

Martin Rune Pedersen


”It promotes collaboration when we know about each other and it opens for an easier dialogue the next time we meet. The presentations have been very fine and I’m sure that I will take something with me from today and leave with better relations; not only to people in my own trade but also to other colleagues. Rela-tions are so very important for safe work.”

”It’s a great advantage that everybody from out there is gathered here - it’s not just one trade.

The common culture is impor-tant, and it is strengthened via these annual meetings. I take with me from today that the management - again! - has said that we should not be pushed. That we should take it easy and spend the time needed for the jobs to be per-formed safely. I hope that we will all get to understand that haste can hit us all.”

”It’s always good to have time to talk to each other across trades and assets and meet people you normally only talk to on the phone. It’s a fine forum for sharing knowledge. We get to present what we are working on, and we test new ideas with each other. For instance, we have focused a lot on WPA (APV) on Halfdan, and we share our experiences here. On Halfdan the next focus area is process safety and that’s why the partici-pants from Halfdan have been given the task of looking for good examples among the colleagues. As an example I have heard something about a permit handling on Tyra West that could be an inspiration.”

”Some colleagues had made a better tool of the checklists and it had turned out to be a good experience. I will bring that on. Today, a lot of people find that the checklists are a nuisance, but they are a wor-king tool ensuring a better and safer job. We should be able to get that message across to our colleagues. We must acknowledge that in some situations the checklists really make a difference.”

Stig Boesen

production support, Halfdan:

Vibeke Rytter medic, Halfdan:

Iben Jensen stewardesse, Halfdan:

Bjarke Skipper

HSE Superintendent Dan-Gorm:

“ - Being able to work safely 24 hours a day 365 days a year takes a long-term dedicated effort from us allMartin Rune Pedersen, MD

Voxpop

“”It has been a really fine meeting with interesting speeches - Ulrik Wilbek got our thoughts going, and it was also very interesting to listen to Morten K. B. Sjørslev from Dancopter. We also had good exercises to learn from. Talks across the forum as well as in groups have been very giving, and a lot of us leave with new and strengthened relations. That is important because having relations mean that we take care of each other.”

”I take the active dialogue with me from here. That we have the will and wish to link what we have to do to what we actually do. I also noted that we are good at the big issues but less good at the minor stuff. It’s the minor things that fail; that’s where we see the injuries. I would like to do more to improve on this minor stuff. Some of it is about getting over the conception that stan-dard jobs are ’just’ routine. We have to respect all jobs, big as well as small -all of us, from management to the guy who holds the tools.”

”It’s my first time at the annual safety meeting and I really get a lot of new tools! It’s so very interesting to hear what the others work on, and feel how dedicated they are. I suck in of all the good dialogues that take place, and from people sharing their thoughts and views. And they also want to hear contributions from new people! It will take me a little while to digest all this but I’m sure that I’ll be better at my job after today.”

”It was really good to hear our MD say that there will be no more new procedures but that we must get better at using the ones we have! That was a positive announcement. We have enough procedures and I believe that we get better at training fever things more times, not at adding new stuff all the time. I also noted that the company cares for the employees and our well-being. It was clearly a priority that the management wanted to address. I’m happy about that signal.”

Henrik Ørskov maintenance, Halfdan:

Kenneth Bjerg Madsen production technician Halfdan:

Jesper Fjord McCarney Operations Manager, Halfdan:

Christian Paakjær technician, Tyra East:

- Being able to work safely 24 hours a day 365 days a year takes a long-term dedicated effort from us allMartin Rune Pedersen, MD

”The general view is that the drone is a tool which con-tributes to safety. It reduces the risk of inspection work above and below deck.”

Andreas Ulrich Koch, Piping & Vessels Engineer


- Helicopter operations close to the platform and close to a lit flare tip involve many elements of risk. For example, if the flame of the flare puts out due to wind or too little gas, a gas cloud may arise; this can potentially be ignited by a helicopter engine - if the helicopter fails to work mechanically, it can hit the structure of the installation, says Koch.

Programmed for the sea

Drone flying involves few risks but is not harmless. The drone being used weighs approximately 7 kilo and in case of a crash, it poses a risk to personnel and equipment. In 2013, Maersk Oil therefore completed some tests at Tyra East together with a drone operator to find out how the drones could be used and how to operate them safely.

- A seven kilo drone which fails to func- tion from big height is certainly a risk, says Koch:

- We have chosen to work with a drone operator who has the necessary exper-tise and experience. Our partner uses educated and trained drone pilots and they have an understanding of what we do. They have therefore been able to contribute to developing a specific safety procedure for drone flying offshore.We have chosen a drone which is fully redun-

The dronesstrengthen safety

In 2015, all the DBU’s seven flare towers were inspected by a drone in-stead of a helicopter resulting in large safety gains.


In 2015, the inspections of flare tips in the DBU were performed in a much safer and more economical way than previously. In addition, we have been able to photo-graph the flare tips from quite new angles which has given crucial new information.

This has been possible because we - in 2015 - decided to let drones replace helicopters for inspections of flare tips in the DBU.

- Firstly, the results of the inspections have been satisfactory and have provided what we need for the visual inspection, says Andreas Ulrich Koch, Piping & Ves-sels Engineer:

- Secondly, we have saved considerable resources and reduced the risks signifi-cantly. By using the drone, we have also got the opportunity to photograph down into the flare tip in a more upright angle than previously and in this way we have discovered that some of the flare tips have so-called ”burn back”. Burn back means that the gas is burned off inside the very tip. It is not dangerous, but it reduces the life of the flare tip, he says.

Saving resources and reducing risks

Previously, flare tip inspections were carried out by a helicopter where two pilots, a professional photographer and a mechanic jointly documented the present circumstances.

It was an expensive operation and an ope-ration with an element of risk. By choo-sing a solution where a drone is operated by a drone pilot and a co-pilot operates the drone camera, you can save many resources and reduce risks.

dant. It has eight propellers, but can fly with only four of them. In addition, through GPS it has been pre-pro-grammed to fly away over open sea if it malfunctions or loses connection to the drone pilot, just as it has been programmed to fly to the open sea in case of emergencies on the platform.

Great potential

During the test in 2013, we looked at a flare tip inspection and moreover, the drone flew below the bridge from Tyra East A to Tyra East D to look for signs of corrosion. Both inspections were successful and helped to underline the potential of the drone inspection:

- The inspection below the bridge is not possible with a helicopter, but with the drone we can carry out the inspection without problems, says Koch:

- It means that we avoid rope access and scaffolding for the inspection and we are able to carry out the inspection exactly where it is needed - we save a lot of time and elements of risk by in-

specting visually with the drone first. Our time is prioritised much better, he says.

Koch predicts that the future will pave the way for even more opportunities with drones:

- The potential is huge. When we get used to include drones and use the op-portunities they give us, we will achie-ve many synergies. The entire struc-tural inspection below the platform will be an obvious place to use drones instead of rope access, he says.

Young technology

The drone is shipped by sea and the drone pilot and photographer are flown out by helicopter. With the po-tential for the drones, it might seem obvious to own the drones. However, it is not:

- We have chosen not to own the drones for several reasons: First of all, we have wanted to get experienced and highly professional pilots to carry out the inspections. Then, it must be

The drone in the air at tyra east during the test flight in 2013. The

drones have eight propellers but can fly on only four propellers. The oversi-

zing is for safety reasons.

remembered that the drone flying is a young technology and the develop-ment is very rapid. If we look at the test flights on Tyra East from 2013 to the inspections in 2015, the develop-ment has been very distinct, and we would avoid investing in equipment which is quickly outdated, says Koch.

- Moreover, the drone flying at heights above 100 meters is subject to the aviation rules. If we should operate the drones ourselves, it would involve a very comprehensive set-up, he says.


Photo from Halfdan bd shows that there is so- called ‘burn-back’ into the flare. by ‘burn-back’ gas is burning inside the very flare tip instead of outside the flare tip. The photo shows that there is a fine flame from the LP flare (to the right). but the five visible HP burners show burn back: Only smoke is coming out and the flame is inside.

The drones must constantly be directly within the drone pilot’s line of vision. Here, the drone has photographed the flare tips on tyra east as well as the pilot and the photographer.

DR

ON

ES

Inspections of flare tips have meant that the drones have flown for approximately 150 hours in 2015. It is expected that the level of activity with drones will be much higher in 2016. The Operational Readiness Group is about to issue an OSP 040 for drone flying.


Brush-up of vulnerability

Incident-Free Refresher is a series of courses aiming at refreshing our attention towards vulnerability.


One of the participants says: ”I have a 15 year old daughter. If she saw this film, she wouldn’t let me go offshore again.”

Realistic and exact

Incident-Free Refresher is a series of courses refreshing our attention to vulnera-bility. In three weekly sessions in Esbjerg and Copenhagen since spring this year a total number of more than 2,500 people have participated and have had their understanding sharpened, the understan-ding that in between it’s just luck that keeps us from having a catastrophe.

And that you get.

The film is based on concrete incidents and shows us what just a single spark in the wrong place could have meant, and a version of how the reaction from socie-ty could have been in such a situation: From the newspaper headlines about SEA OF FLAMES! To the weeping widow with five children; from an investigation committee appointed by the Danish Prime Minister to mass redundancy and dropping share value – the film has no velvet gloves, but afterwards, when the participants in plenum relate to whether it is realistic, no-one protests.

”We are lucky every single day. Can we continue being lucky?” a colleague asks.

The point with Incident-Free Refresher is not to scare anyone off.

- But it is important that we remind each other that we are vulnerable and that we help each other remembering this, espe-

More than 2,500 people have participa-ted in the Incident-Free Refresher during 2015.

The movie screen in the meeting room ’The cinema’ at Esbjerg Conference Hotel has not shown a movie for a very long time.

But this Wednesday, the meeting room is once again a cinema and has, on the big screen, shown a reconstruction of the incident that took place on Tyra East March 12, 2014. Two welders are working with an actuator. Clashing blows from a hammer are heard banging against an obstinate bolt. The bolt comes lose – and the ominous whistle of 480 kilos of relea-sed gas can be heard.

We are not in a cinema. But when the light comes back on in the room with the 25 people gathered for the Incident-Free Refresher, their faces look as if they have just seen a thriller.

That’s exactly what they have but the very significant difference is that it’s not fiction but fact; that it’s not Hollywood but everyday life, and that it’s neither Piper Alpha nor Deep Water Horizon but our own Tyra East.

- Please take five minutes to discuss round the table how your reaction would have been and what you would be thin-king if that gas cloud had been ignited, says Jørgen Husbond, consultant and facilitator of the course.

”Since 2010, incident-Free has been the compass for the safety work in Maersk oil. incident-Free is about bringing the right mindset with you to work, and takingthe responsibility for your own and your colleagues’ safety.Jørgen Husbond, course facilitator

cially when performing every day routine tasks. No matter whether it takes place at the quay side, in one of the offices, with catering or offshore, says Jørgen.

Target will never be reached

Since 2010, Incident-Free has been the compass for the safety work in Maersk Oil. Incident-Free is about bringing the right mindset with you to work, and during these five years the understanding of vulnerability and having to onboard the responsibility for your own and your colleagues’ safety has spread, says Jørgen:

- It has become easier to back out, and it is more accepted than before that you intervene and correct a colleague if he or she does something unsafe. The barrier between Maersk Oil employees and contractors has diminished a lot, and the barrier between supervisor and employee has also become smaller. Some of the colleagues and supervisors who could not support Incident-Free and advocate the mindset whole-heartedly do not work here anymore.

Having the need for a refresher anyway is a matter of Incident-Free not being a target that can be obtained:

- Incident-Free is a constant process. Tomorrow there is a new valve to be replaced and a new system to be designed. It’s the same with Incident-Free, he says.


”It is important that you feel welcome out there. When we are comfortable, safety increases.”

”We need common standards. An expe-rienced person from one platform is not experienced on the other platforms.”

”During the latest storm some colleagues wanted to stay indoor while others wanted to continue working. They were more worried about their overtime. It’s not good that we quarrel about whether the weather is too windy or not. Here we need clear guidance from the management on when it is too windy to work or not.”

”A lot of colleagues back out – and a lot of supervisors support it.”

”In the ideal world we are all brothers and sisters offshore. But we are brothers and sisters who get grades.”

”It is difficult to back out if your foreman thinks you’re an idiot when you do.”

”We must strengthen the teamwork. You look after one another in a good partnership.”

”The next time an engineer designs a scaffold, he should go offshore and help building it himself!”

Heard at the tables

Jørgen Husbond, course facilitator


Michael Christensen, Muehlhan, 2½ years offshore:

- It is better than the first Inci-dent-Free session I attended – more exciting! We get new information, and we meet colleagues and get a chance to talk. It is relevant and concrete. I wish we could take the next step; however, we have some good discussions, but we are still under time pressure offshore and have to work at a very high pace.

Lars Karlsen, Maersk Oil, 13 years offshore:

- The course is so good and reminds us why we are here and what is going on. Incident-Free has changed us and influenced the culture to the better. Today Incident-Free is very much a part of what we are, and it is incorporated in the way we work. When I first started offshore, it was not popular to back out from a task that you were uncer-tain about. Today that’s what’s expected of you.

It is very positive and an important signal that we also focus on Incident-Free now that the oil price is very low. It shows that we do not compromise with safety.

Oluf Carstens, Q-Star, 3 years offshore:

- The Incident-Free approach is good and means a lot to how we work offshore. On your first trip you are unsure about the job and the colleagues – everything is new to you. When you have had a few trips, you dare to speak up, but it takes a while before you dare to back out. With Incident-Free you have the guts to back out a little before. We have colleagues who from the very first day tell new employees that it is good to back out. It makes a big difference to new people and their contribution to safety.

Martin Jørgensen, LMP, 17 years offshore:

- I have participated in quite some Incident-Free sessions over time. I think I can see that we improve from them. It’s not just sessions but contributions to a change of mindset. It’s really good.

It’s obvious that we now look for another kind of employee offshore with other qualifications than before. The replacements of managers that have taken place emphasizes that we walk the talk. We are on the right track. There is another culture and another approach. The manners are different for example – you speak to each other in a decent manner, and I even got praised at one occasion! That was unheard of before.

What do you think about the Incident-Free Refresher?

- Incident-Free is a constant process. Tomorrow there is a new valve to be replaced and a new system to be designed. It’s the same with Incident-Free.


What can you actually expect of the colleague next to you?

If you are on a Maersk Oil platform, then you can expect that he/she has the ap-propriate level of competence to be right there. By the way, he/she can expect the same of you.

As of December, Maersk Oil implements the next stage of the OCAP which is short for Operations Competence Assurance Programme. It will help to ensure that we both have and keep the professional qua-lifications required to operate an offsho-re installation safely and effectively.

- Our staff in the front line must trust that the colleague with whom they work is competent to perform his/her work. It should be safe to go to work at Maersk Oil and one should expect to come home safe. OCAP will contribute to this, says Joan Qvist Jacobsen, OCAP Team Lead, Operations/Competency & Training:

- We are confident that our employees are competent. But we need knowledge of what we do not know! OCAP gives us the tools to identify any gaps in knowledge, understanding and skills so that they can be closed, she says.

Assurance and maintenance

Maersk Oil has worked on implementing OCAP since 2013. The target group of the effort is offshore technicians, as-sistants and roustabouts - both Maersk Oil employees and permanent contrac-tors - and totally about 500 employees will go through the whole or parts of the programme.

OCAP – assurance of competences in the front

A new programme will assure and maintain com-petences for more than 500 offshore employees.

The current employees are divided into two groups; a group of employees with less than three years of seniority in the current job role, and a group of employees with more than three years of seniority.

All employees, regardless of seniority, have already completed or are comple-ting the first phase. During this phase, the employee is trained, and it is ensured that he/she gets the necessary knowledge

Develop - in this phase, knowledge and understanding are developed

Assure - in this phase, competen-ces are assured

Maintain - in this phase, competences are maintained

The programme is divided into three phases:


Build Knowledge & understanding supported by Training Profiles and Course Curricula

Demonstratecompetence through assessment of performance, certified by

external authority

Maintaincompetence by periodically assuring currency of key

competences

DevelopAssure

Maintain

and understanding as required for the job role.

- This phase is not significantly different from how we do things today. We have always trained our employees and we will of course continue to do so. But through better training material, we have clarified the requirements for knowledge and understanding both for the employee and his/her manager - and not least for the training employee, says Niels Verner Møl-ler, Training Supervisor of the OCAP team.

In the second phase – the phase of com-petence assurance - offshore techni-cians, assistants and roustabouts who have less than three years of seniority in the current job role are going to com-plete the entire course of competence assurance. Here a formal assessment of each employee’s competences will be carried out by an independent third-party assessor. From time to time, the as-sessor will observe the employee when he/she performs his/her daily work. At present, there are about 150 employees in this group with less than three years of seniority.

Employees who have more than three years of seniori-ty in the current job role are going to complete the third phase, the maintenance phase.

Competence assessment in this phase will also take place in cooperation with external assessors, but the course will be significantly shorter and simpler than the complete competence assurance. This group consists of about 350 offshore employees.

Maintenance of competences will then be an ongoing process which will be repea-ted every three years for all employees in the OCAP target group.

All future employees are going through all three phases of the programme.

Currently, we have come into the home straight in connection with the newly developed training profiles which will replace the existing training material. One of the essential improve-ments of the new training profiles is greater clarity in require-ments for knowledge and understanding both for employees, training employees and managers. The new training profiles are rolled out in December and January.

The competence assurance begins with one internal assessor in February 2016 and with external assessors as of March. Competence assurance will be based on competence profiles based on internationally recognised standards of competen-ces in the oil and gas industry.

”We have not been precise enough at formulating what we expect of people. We are precise now. We upgrade the quality of our training material and implement competence assurance.”

Joan Qvist Jacobsen, OCAP Team Lead, Operations/Competency & Training

Expectations from the outside world

Gaining knowledge about the individual’s level of competence is important know-ledge for us as a company to ensure that we always have the right competences in the right place. But it is also important for us to demonstrate that we have a competent workforce - not least to the outside world.

- It is a growing demand from insurance companies, our partners and other stakeholders that we can demonstrate com-petences and that we use resources to maintain them. When we assess our employees by an independent third party, we ensure that the assessment is as objective as possible; this will give us a real picture of the level of competence of our offsho-re workforce, says Joan Qvist Jacobsen.

In this context, she points out that OCAP is not about judging someone out:

- Certainly not. We expect that the OCAP programme confirms our assumption that everybody is competent. To the extent that our assumption is not correct, we now have the tools to ensure that we do something about it and give the colleagues the competences we want, she says.

When we implement OCAP, we will also be able to meet possible expectations from future employees, and from the beginning it will be clear to them what we expect of them. They can expect to be well prepared to work safely and effectively on an offshore installation - and they can rightly expect that their colle-agues are equally well prepared.

Newly developed training profiles


SEDAS in the E-catalogue saves workflowsFrom mid-February 2016, you can find SEDAS only in the E-catalogue.

”It’s easy now and it works. Why do you change it?”

The group behind the move of SEDAS from the intranet to the E-catalogue is going to give tit for tat when the colleagu-es struggle with finding the right way into the new system.

Fortunately, we can give straight an-swers:

- The system is easy to use now, but it is very resource demanding to maintain it, says Mogens Otto Nielsen, Facilities QA/QC Manager:

- Actually, SEDAS is a piece of paper in its current form. When we change to a live database which has a different set-up, the handling and maintenance will be significantly simpler. It becomes just as user-friendly as the previous system, but the users naturally have to get used to it first, he says.

Troublesome process

From mid-February, SEDAS leaves the current SAP platform and will thereafter be available only in the E-catalogue.

- SEDAS was very poorly integrated into SAP and it was therefore a very deman-ding and troublesome process whenever a product had to be changed, says Senior Safety Advisor Leif Godsk Jørgensen, one of those who has maintained the catalogue:

- Every time there was an upgrade, a change to a product description or an addition of a new product, we had to change it in four places: Twice in SAP and twice in SEDAS. It was very troublesome. This will be avoided now when SEDAS is taken out of SAP and put onto a more appropriate platform, he says.

SEDAS will be included in the E-cata-logue, but it will still be easy to define in a search. All items in SEDAS will get a SEDAS marker so that they will be easy to isolate from all the other products in the E-catalogue.

- After February, you will also be able to search solely on SEDAS products, just as usual. The frames will only be different because the users have to go via the E-ca-talogue instead of via the intranet, says Mogens Otto Nielsen.

SEDAS will be included in the E-catalogue, but it will still be easy to define in a search.

Mogens Otto Nielsen,

Facilities QA/QC Manager

SEDAS is short for Safety Equip-ment Data Sheet. It is a catalogue of safety equip-ment which has been pre- approved for use.


An example of a search in SEDAS.

- When we have an accommodation rig on the North Sea, we usually don’t hire con-tractors until the rig is in place and ready for operation, says platform supervisor Claus Kofod Jørgensen:

- This time we have, however, chosen to hire people before the rig is in place and use the time to train them in the required safety culture. When they come offshore, there will be a strong focus on the job they are going to perform. We have thus

Workshops for future colleagues on the accommodation rig ‘Haven’ have meant that they muster for a new job with good appreciation of safety.


There is a lot to relate to when you are going to work offshore on a platform where you have not been before or where you have been many years ago.

Even people with thorough knowledge of the industry have much to learn - but one thing is not new to the 143 colleagues, who for six months from October 2015 will man the accommodation rig ‘Haven’ and work on Dan and Gorm: The safety culture.



chosen to focus on their awareness befo-re the job starts, he says.

The bar has been set high

Prior to starting the job, all 143 contractors have thus attended a course focusing on Safe Job Analysis (SJA), Toolbox Talks and housekeeping. The group of foremen has received extra training; as an example, they have divided the entire Dan field into work areas and have given input on how they see their own contributions to housekeeping and thus strengthened safety.

- We give them simple tools which contribute to safety at the work to be performed. When they get offshore, many things will be new to them. By giving them part of the learning onshore, we ensure that their appreciation of safety is one step ahead already on the day they arrive, says Claus Kofod Jørgensen who has been part of the project together with his platform supervisor colleague Søren Bundgaard and Kenneth Dielemans from the Ope-rational Safety in Dan-Gorm Asset. The construction supervisors Steen Vinther and Carsten Jensen have successfully

and energetically managed the seven courses.

One of the course elements has been to show the colleagues who have been offshore before that the bar and the requirements are set higher than they used to be. It is done by showing how a correctly completed SJA looked like years ago and what is required from an SJA today.

- We want to show them that it has been changed. We do things differently today and we will not lose the thread in relation to the Incident-Free by having offshore people who work in a different way or have the wrong mindset. We want to maintain a high level, even when we get new colleagues offshore. This is done for example by aligning our mutual expecta-tions for the collaboration. Management is to say what the manager expects from you when you go to the workplace. We do that here, says Claus Kofod Jørgensen.

Take ownership and responsibility

Offshore people know about Safe Job Analysis and Toolbox Talks and they can

hardly be surprised by the requirement to contribute to housekeeping.

But: The individual must take on respon-sibility.

- We have worked in this way for many years and by now we have gone that far that we can expect people to understand the importance of something as trivial as cleaning up after themselves. We must contribute to an understanding that no one else does it - that we are responsi-ble and that we take ownership to help colleagues understand it if is difficult for them, says Claus Kofod Jørgensen:

- Housekeeping provides increased safety and good working environment and has the fantastic side effect that material and tools are not lost. Therefore, we are suddenly talking about Cost Transfor-mation as ownership and responsibility for housekeeping mean that we as an organisation do not spend unnecessary working hours searching for things or money to buy equipment which just has gone missing.

”This time we have chosen to hire people before the rig is in place and use the time to train them in the required safety culture. When they come offshore, there will be a safety culture.”

Claus Kofod Jørgensen, Platform Supervisor

Claus Kofoed Jørgensen. The accommodation rig ‘Haven’. ’Haven’ at Dan F.


Jørn Nielsen has worked offshore for 36 years. He has learned a lot – and so has the company.

”Safety has to be a wish – not a command!”


Oil has been produced in the Danish part of the North Sea for 43 years, since 1972.

Jørn Nielsen has been in the game for 36 of those years.

In 1979 at the age of 23 the trained electrician participated in a safety course with fire and sea rescue before he mus- tered at Dan B for his first shift offshore as a production and maintenance technician.

Onboard Dan B the legendary and charis-matic supervisor Johan Peyk waited for them in the control room. His message for the newcomers – among them Jørn Nielsen – could not be misunderstood:

”Don’t you dare do any thinking on your own. I’ll do it for you.”

- I still use that sentence today if I do something stupid – I only follow orders, Jørn says with a grin.

Into the backbone

The warning against thinking for yourself was quite relevant.

- The message was not that we should not think. But we were not to come up with any ‘good’ ideas, Jørn says:

- We came from land based work sites where not all of us were used to thinking very much about the safety aspect of whatever we were doing. If, for instance, we were going to work on a ventilator in heights, we found no reason to erect scaffolding when it was possible to reach it standing on a front-end loader. We brought that approach with us – and that was what Peyk wanted to get rid of. He wanted to say: “Take care. It is new to you but I will teach you what to do.”

A strong platform supervisor was to a great extent the driver of the safety culture to begin with.

- Johan took care that we gained under-standing of the petro chemic process which the little countryside electrician with engines and manure storage tanks knew nothing about, Jørn says:

- He had the overview and controlled everything from maintenance to shut down when the tankers came to pick up the oil we had produced, the work with safing and pressure, and simply had his hand in everything – and at the same time he had the energy to explain to the rest of us what it was all about.

It was all about getting the safety under-standing into the backbone. Also even though at the beginning it went too far:

- We asked ourselves whether it was that important if a broomstick was to lie down or stand, but by and by it got into our backbone. Putting things at the right place just became part of what we did, Jørn says.

Twenty years of safety school

The awareness of respecting the risk and the will to being safe got bigger and big-ger every year. A safety department was even formed:

” I have been through twenty years of safety school! I have participated in more than 50 safety course, and I have learned something from them all.”

Jørn Nielsen

Jørn Nielsen.


- Some of us might have said: Come on, do we really want to spend resources on a safety department! But when we par-ticipated in the courses, we understood what they were thinking about and wan-ted to do. We really spent a lot of energy on it and it was a dedicated effort. For instance we went to other companies to see how they handled safety, he remembers.

Gradually more and more colleagues got hooked: Remember to tidy up, keep an eye on your mate… Eventually it became a natural way of working:

- I have been through twenty years of safety school! I have participated in more than 50 safety course, and I have learned something from them all. To me it has meant that I have changed my behavior. It’s a part of the instinct by now, also in private. You don’t just leave the rake on the lawn. And when we go somewhere with the family, I’ll drag them around to look for lifeboats and emergency exits. It has become a part of who I am. Many of us do the same.

Building on learning

The safety development has been rapid through the 36 years he has worked with oil and gas offshore.

According to Jørn it is not just one thing that has been central for the strong safe-ty culture which exists today. It is many a little makes a mickle.

- A lot of it can be put down to the lear-ning culture and knowledge sharing we have had. We have learned from each other and the safety work has been teamwork through the whole organisation for many years, he says.

The last few years it has been the Inci-dent-Free culture which has made an impression.

- For those of us who have been in the game for many years Incident-Free’s focus on the right mindset is something we have worked with for many years. Incident-Free puts words on what was already there – which is very good. Especially for new colleagues the introduction to safety and the approach in Incident-Free is a clear gain. New col-leagues gain a lot because Incident-Free gathers and builds on what we have learned over the years.

The work with the mindset is important in Jørn’s opinion. As far as he is con- cerned, safety has become an instinct and that personal development other people should go through as well.

- It is all about making people react safety, not think safety. In the beginning

you do a lot of thinking but then you start to react instinctively and you just know what is safe and what is not.

Safety is first priority

The individual person’s mindset means a lot. The signal from top management means no less.

- The shift from production being first priority till today where safety is the most important thing has been very visible. Be-fore you would consider very thoroughly whether we were on the edge of being able to continue. You would look for ways to make things seem safe and creative solutions were invented, he remembers:

- The limit has clearly been moved towards increased safety today. We have far less considerations – if we feel unsa-fe, we will stop the job. Today we stick to the procedures and we follow them word by word instead of interpreting on them. In case of uncertainty we will always chose the safest way.

The increased focus on safety means that today it is much more difficult to start offshore. But that is good, Jørn thinks.

- It can be quite overwhelming and takes a lot of thorough training, not only before you start but also when you have started. But this also means that it is much more safe to start now than before. You are not just given a job with the message “do this and this”.

Next step – more of the same stuff!

After having worked in the business for more than a generation Jørn is not in doubt as to what is best. His recom-mendation is to continue doing what is being done today – with an enlightened learning culture building on a will to be safe rather that commands.

- Going forward the task will be to strengthen the culture and the feeling of being part of a team. We must maintain the approach that we are here to help each other – not to criticize each other. I think that it is a good thing that the attitude towards filling in for instance an SJA (Safe Job Analysis) actually means something to people. It would not be strange if someone said: “ I’ve performed the same job for fifteen years – do you really want me to write down why I do it the way I do?” But I don’t see that attitude. Instead it is an understanding that routine is dangerous and that the checklist ensures that you don’t have your head back home under the apple tree, says Jørn.

1979: Dan B – training for shift supervisor at Gorm

1982: Dan E for four years

1986: Dan F production and maintenance technician

1990: Dan F shift assistant/ shift supervisor in the control room

1996: HSE Department

1997: Dan B shift assistant/ shift supervisor

2011: Dan F and Dan B maintenance assistant

2013: Onshore on the DABRAT project, Operation and Readiness

2015: Offshore Dan B

Married twice, has 2 biological and 3 bonus children plus 6 grand children

Jørn Nielsen


The Incident-Free role models from Dan and Gorm jointly add even more value to the task as role model.

Workshops share knowledge and

boost role models

Mogens Fog Olesen, facilitator of the workshop, has just asked the 14 Incident-Free role models from Dan and Gorm seated around the table if anyone can give examples of what they have done since the latest workshop. The role models, who are all safety repre-sentatives too, are gathered for the third and last common workshop where they can exchange expe-rience with the task and be even better prepared for the task. The goal is to develop the Incident-Free role model’s equivalent to the super user of the in total 30 Incident-Free role models on the two platforms.

”I have intervened pro-actively by ensuring that everybody wears safety shoes when supplies arrive.”

”I stopped the job just to give credit to the colleagues for having good safety precautions.”

”I have let people know that we must remember a hand on the railing.”


There are plenty examples on action at this workshop: ”I met some scaffolders who were erecting a scaffold the third day in a row and therefore did an SJA (Safe Job Analysis) the third day in a row. But it was raining so they filled it in in the smoking room. As it happened I knew that the night shift had changed something on the scaffold. Therefore I was able to tell them that it was necessary for them to be on the spot when filling in the SJA – also even though it was raining,” a role model explained.

”They want us to participate!”

The purpose of developing a super version of the Incident-Free role model is to affect an Incident-Free culture that creates a safer Asset by further spreading the culture. Therefore the workshop has focused on behaviour and communication, e.g. mo- tivation and feedback. The purpose is to ensure that the role models are colleagu-es who have the guts to lead the way and be the ones who back out and intervene when unsafe actions take place. But it is equally important that the role models via their work and personality show that they are a resource that the colleagues can approach pro-actively when they want to draw extra attention to safety.

”We back down because we dare do so. But not everybody has the same self-confidence. We must continue to believe that there are no nega-tive consequences when backing down.”

Incident-Free role model Johnny Obbekjær

Some of the participants in the workshop have learned that they are thought highly of for both reasons:

”Some riggers asked me if I could go through their SJA. I am not a rigger and I have no competences in that area – they knew that but that was not a barrier. My ’stupid’ questions were the basis of a really fine dialogue. By having to explain to me what they thought of as evident they also managed to explain it to each other. In this way they found out if everybody agreed on the details in the job,” says a role model.

Another role model contributes with the perception that the Incident-Free role models are a resource to be consulted and put to use:

”I was asked to participate in a Toolbox Talk, and it was a very positive experien-

ce. They were very engaged and asked about my opinion on the job. The approach itself was fantastic: They said: We have a Toolbox Talk at 10 am, and we expect you to be there’. It is good to know that they are eager to get us onboard,” he says.

Common goal

Lars Gottenborg Bøger, Production Coor-dinator on Dan, and Lars Klüver, Telecom Technician on Gorm, share the task as facilitator for the workshop on the two platforms. They think that it is crucially important that the role models’ tool-boxes are still being filled and that they are given new options for actions:

- Being an Incident-Free role model is a way of life – it cannot be taught at a course or formulated in an action plan from management, says Lars Gottenborg:

Is it possible to design a car when you are given the task of

designing only the half of it? The importance of clear com-

munication is illustrated.

Lars Gottenborg Bøger (to the right) and Lars Klüver (middle), production coordinator at Dan

and telecom technician at Gorm respectively, with facili-

tator Mogens Fog Olesen.

u

u


The role models Anders Daellgren, Magnus Karlsen and Martin Skaarup, all from Gorm, leave the workshop with more confidence.

- I have been given tools making it easier for me to intervene, and it has been stressed to me how impor-tant it is that I lead the way and show how to be a role model for the behaviour we want. It means so much that we are being trained and that we have influence on what it is we want to obtain. To be very specific, one of my goals is to ensure that we become better at housekeeping, says Magnus Karlsen.

- I am aware that the green helmet worn by the Inci-dent-Free role model commits me in a good way. We cannot cut corners; we have to show how we work here. We have been boosted in our role, says Martin Skaarup.

- We have been given tools on how to intervene, also in situations where we don’t have a relation. To be able to do so it is important that you keep your nose clear – that you are a role model” – and that you do it with the necessary authority. That can only be done if you know what it is all about, says Anders Daellgren.

- But we can support the role models’ work with con-crete tools giving them the courage and belief that they can make a difference.

It is also important that the corps of Incident-Free role models sees themselves as part of something bigger instead of being individual persons with an exceptional passion for safety. Therefore the work has to be suppor-ted by structure and objectives.

- The colleagues have defined personal commitments to be worked with. In addition we will have action plans with common objectives for the role models; it will be something for them to lean on, he says:

- It is difficult to stand up at a safety meeting and pre-sent something for the colleagues. But if you do it being a part of a group or representing an ambition, if might be easier. If for instance we have the common goal for the Incident-Free role models that they are to have 20 informal talks this year, and we add training in communi-cation and intervention technique, then the task will be much easier for the individual person.

The action plans are already on their way in 2015. For platform supervisor Claus Kofod Jørgensen the ambi- tions for the workshops have been formed:

- My long term goal is that we will have workshops for all Incident-Free role models at the North Sea at the same time and develop a wide common approach to the task, he says.

- That will strengthen the exchange of experience and knowledge-sharing, and it will also be a fantastic forum for the onshore management for communicating mes-sages and visions on Incident-Free.

anders daellgren (to the left), martin skaarup (middle) and magnus Karlsen (to the right).

u

”We have become better at taking on the role”


The Norwegian company OSM employs the 19 crew members on the rig. Together with 10 crew mem-bers from Maersk Oils’ catering company Aramark they take care that the accommodation rig is a safe, secure and nice home.Maersk Oil Marine Control Logistic is the contract owner:- OSM is specialised in operating vessels and is doing so for a fleet of up to 500 vessels. They are relatively new when it comes to operating rigs, but they have a solid experience and good professional ballast from the marine industry, says Christian Arthur Holm, Marine Advisor in Marine Control Logistic:- They deliver a well-trained crew who lives up to the flag state, the base state and also our rules, and they have a very positive approach towards our safety standards and expectations, he says.

OSM Maritime GroupIn the period from October 2015 to

April 2016 the accommodation rig

Haven is home base for up to 140

contractors working at Dan F.

5 IF questions to contractors

1

2

3

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

“We believe in a proactive approach to safety. That means e.g. proper planning and preparation. Stay 100 % focused at all time during execution of the work. Each employee has a responsibility to his/her own and other people’s safety. Good preparation is the key to success!”

In respect to our Incident-Free programme at Maersk Oil, can you share what OSM has done to support it?

“We started our operation at the Dan field in the be-ginning of October 2015. Hence, we are currently ap-proaching the Maersk Oil Incident-Free programme.”

What is your company doing to ensure the cor-rect level of competence for an offshore worker to match our expectations, and do you believe we are good enough at stipulating our require-ments?

“We are continuously evaluating requirements regar-ding our crew competency, including Operators’ and local authorities’ requirements. We have established a competence matrix which is monitored in our crew management system.

5OSM – specialised in operations


“Good preparation is the key to success!” Asbjørn Njerve, Rig Manager,

OSM Maritime Group

4

5

The competence matrix indicates all competence require-ments applying for the specific offshore unit and its crew. Further, the competence matrix will act as gap-analysing tool indicating three levels of information:

1. Requirements for each position on board based on requirements for specific types of unit, continental shelf, authorities, charterer, operator and OSM

2. Individual competence gap when comparing competence requirements to each position on board with individual competence profile

3. Plan for bridging the potential competence gap”

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

“As a tool to encourage for a safe behaviour and a positive HSE culture, OSM has implemented the “OSM Standard of Excellence”. The company HSE Culture shall be reflected on board by performing safety inductions, training and drills and by intents in the risk management system.

The prerequisites for a good HSE culture are:

• Thathealth,safetyandenvironmentalworkcannotbe viewed separately

• Thatthereisagoodbalancebetweentheindividual’s responsibility in the HSE work and the company’s responsibility for facilitating good working conditions.

To secure high quality in the planning and implementation of activities OSM requires that the steps/checkpoints in “OSM Standard of Excellence and Pre Job Talk” pocket card is used when planning the work in advanced.

1. Activity

2. Requirements

3. Method

4. Team Assessment

5. Execution

6. Learning and Improvement”

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

“In our point of view accountability means the individual and overall responsibility for the operation of the unit. This includes not only HSE related issues (safe and sus-tainable operations) but also responsibility for the unit on behalf of the owners and the end client. The unit shall be operated in line with the key performance indicators as defined.”


New audit dashboard to contribute to ensuring that the full profit from an audit is being realized.

Audit performance now easier accessible

A year ago a new access to audits was presented. The programme was based on requests and improvement suggestions from the BUs, and the aim was to improve our use of audits.

Now the audits have been given yet another boost.

Based on a workshop for audit represen-tatives from all parts of Maersk Oil in 2014 and experiences gained over the last year the aim has been to ensure that audits are an even better tool, e.g. by having easier access to audit data, says Jeppe Guld, Head of Corporate HSE Audits:

- Our experience with the strengthened audit process has been good, but we could also see an improvement potential in making the results from the audits even more easily accessible.

During audits it is assessed whether our safety routines and procedures work and are being followed. At the same time it is possible to evaluate if the processes should be improved. Thus, the audits represent one of the company values about constant care as it is much better,

safer and cheaper to identify lacks in our procedures during an audit that to do so if or when something goes wrong – and then the worst scenario is that it might be too late, he says.

- This means that an audit is not an exam but a piece of proactive tool helping us obtaining a safer and more stable produc-tion. Audits contribute with safety and cost effectiveness – we want more people to be aware of this and this is what the new audit dashboard does, says Jeppe.

Proactive is constant care

The ambition is that audits as a tool is impossible to ignore. Because audits can, when used correctly, contribute to ma-king the process more safe and efficient.

- The purpose of audits can be compared to car service. Most of us realise the ratio-nal in getting our car a check regularly at a garage – and that those service visits save us a call for roadside assistance, says Jeppe:

- If we have a gas release, or if a colleague is injured, we will use a lot of resources on preventing recurrence. But that is re-ac-tive actions; that is roadside assistance. When we use audits before an incident takes place, we can incorporate learnings from audit and avoid the incident. We turn the reaction into a pro-active one, and this is a classic example of constant care.

Therefore the strengthened audit pro-cess has focused primarily on making the

”When used in the correct way audits can change reactive to proactive.”

Jeppe Guld, Head of Corporate HSE Audits


audits visible and making the learnings accessible to more people in a more simple way. When adapted to Synergi and the remaining IT infrastructure in the company the new audit dashboard will bring overview over:

• Whichauditsarecarriedout

• Whatdotheyreveal

• Whatisdonetolimittheeffectofthe audit findings

Audit responsible people from all busi-ness units have been able to contribute, and their experience has meant that today audits are an efficient piece of tool adding value.

- A complaint from the auditors has been that follow- up on audits was not effi-cient. Now we have gathered everything on one global database for everybody to share. That will increase the value of our audits, says Jeppe Guld.

”our experience with the strengthened audit process has been good, but we could also see an improvement potential in making the results from the audits even more easily accessible.”

Jeppe Guld

Angelo Esposito, Quality Manager in Maersk Oil DBU, says the audit dashboard will give visibi-lity to the audit activities carried out in DBU.

“In the last year we have been through a journey where many new requirements and tools have been introduced in order to improve the efficiency and effectiveness of the auditing pro-cess. The introduction of the dashboard will allow us to have a clear picture of the auditing activities within DBU. Together with the implementation of a risk based audit programme and the use of the Synergi audit module, the audit dashboard represent an easy access to be used by DBU Stakeholders, Audit Sponsors and DBU Management”, he says.

“A clear picture”


Internal offshore audits show that we are constantly improving. But we are also getting better at carrying out audits, which increases the number of findings.

Fewer audits gave the same number of findings

During 2015, 17 internal audits were carried out - among them seven were on process safety and five on environmental management and working environment. Audits were also performed on lifting operations, maintenance and SCE management and a few more areas.

- The completion rate of the DBU audit programme for 2015 will exceed 80 % of the audits planned and we will continue to perform audits and related follow ups with the same pace also next year, says Angelo Esposito, Quality Manager, HSE Department.

When it comes to audits of process safe-ty, fewer audits gave the same number of findings. At first, it might seem alarming, but it is very much a proof of higher quality in the audits than it is a proof of more errors.

- We certainly think that we are moving in the right direction. The number of fin-

dings is related to the fact that our audits have improved in quality – it is not due to underperformance offshore, says Tenna Nørbygaard, Lead Auditor, HSE Department.

Besides that the auditors themselves become better at carrying out audits, the quality of audits has also been upgraded by adding expertise.

- A technical professional expert always participates in the audits, for instance a production supervisor from one of the other assets, giving a big boost to the technical professional part of the audits, says Tenna:

- It adds quality to the audits; both by re-view of documentation and by line walk. Moreover, it has the good side effect that to a great extent we share knowledge. If the production supervisor, during the audit, identifies good solutions to techni-cal challenges or detects errors resulting

in findings, he also bring this back to his platform subsequently to ensure that the good solutions are spread and that lear-ning of other findings causes action.

Focus areas for 2016 have been found

There were found deviations on six of the seven installations that the auditors have visited in relation to process safety audits this year.

Three recurring procedures cause the findings: OSP 012 which is permit to work; OSP 027 which relates to isolation, and OSP 037 which deals with temporary equipment. About 60 percent of the findings relate to one of the three categories.

- OSP 012, OSP 027 and OSP 037 are all demanding and comprehensive pro-cedures. It is therefore very easy to do something wrong. But we have to point out that the procedures are comprehen-

Status on internal process safety audit 2015 Result 2015 vs 2014

Findings on documentation

OSP 008

OSP 010

OSP 012

OSP 027

OSP 037

OPM 2B - part 4

16

14

12

10

8

6

4

2

0

2014

2015

Findings on installations

Tyra E

Gorm

Skjold

Tyra W

Halfd

an A

Dan FH

alfdan B

12

10

8

6

4

2

0


sive and demanding because they are vitally important for our safety offshore. For example it is absolutely essential to ensure a proper isolation of process equipment before we start working on the plant. It is one of the ways to pre-vent spills and gas releases. It appears from the findings identified that some-times things are carried out a little too fast. The control functions and self-re-gulation can be tightened up and these will be focus areas in 2016; especially as to isolation plans, says Tenna.

There were 27 findings on environmen-tal audits - 17 negative and 10 positive ones. Of the negative ones, especially OSP 011 – handling of chemicals - and OSP 031 – waste handling - gave rise to most findings.

- About 40 percent of the findings relate to handling of chemicals and every fourth finding relates to waste hand-ling. If we could reduce the errors, the performance would be top class. That is why both areas have been selected as focus areas for audits in 2016, she says.

The dialogue fails

A common feature of many of the findings is that the dialogue quite often fails.

- We can see that some findings are based on the fact that the responsibility or task falls between two stools. Even if several colleagues have looked critically at the plan, it may be difficult to ensure ownership beyond their own rotation. There is a potential to improve commu-nication during handover so that the good dialogue strengthens the ownership, says Tenna.

This year’s audits have shown a diffe-rent pattern; that the findings quite often are new ones.

- A lot of people have seized the op-portunity to use the findings which we identified during the audits last year, and have tightened up on the issues and done something about them. For example, Dan-Gorm Asset has improved significantly compared to the previous findings. In 2015, not a single finding in Dan-Gorm Asset is a recurrence of the findings from 2014, she says:

- If the audits are used correctly, they are a way to be proactive and prevent incidents before they happen. We are glad that the results of our audits lead to action!

- A lot of people have seized the opportuni-ty to use the findings which we identified during the audits last year, and have tigh-tened up on the issues and done something about them.

For example, Dan-Gorm Asset has improved significantly compared to the previous findings. Tenna Nørbygaard, Lead Auditor, HSE Department


Naser Shaheen is new to Maersk Oil HSE working as HSE Advisor - Wells.

After eight years with Maersk Drilling’s HSSEQ and Business Process and Veri-fication, 42-year old Naser Shaheen has joined HSE in Maersk Oil as HSE Advisor – Wells.

With him, the Syrian national is bringing many years of offshore and marine expe-rience from Dubai, Egypt and Denmark, working primarily for Maersk Oil but also other companies.

- I came from risk management back-ground, where in my early carrier I used to work on transferring the risk (insurance in another term). However, the question

about the risks that cannot be transferred remain unanswered, and that made me start looking at risk management from a completely different angle – that got me into the Oil and Gas industry, he says.

Naser Shaheen is a keen supporter of Incident-Free: - After many years in our industry I do believe Incident-Free is never beyond our reach. We have the energy and we can do it, he says.

After 15 years in sunny Dubai, Naser Shaheen and family – he is married and the father of two sons Jad (8 years old) and Taim (4 years old) - is settling in in Copenhagen.

On a private note, Naser Sheheen lists his hobby as long distance driving:

- Bit of a strange one, but I just find it fascinating. Regardless the car, as long I’m on the driver seat, he says.

N E w S I N B R I E F

Naser Shaheen

Andrew Fenn

36 sIKKerHedsNy t december 2015

New colleagues in HSE

Andrew Fenn, an Englishman who is fond of music and sports, has been employed as Offshore HSE Superintendent on the Tyra fields from October 1st.

Andrew Fenn has a more diversified background than most other people of 39 years. He has taught canoeing, holds a master’s degree in Law and has worked with food quality and product develop-ment and chased listeria bacteria half the time and helped his colleagues avo-iding getting their fingers cut off in food production the other half of the time.

That is what he did until he turned 30; then he gave up all of it and travelled to Scotland to become a commercial diver. After some tough years with inshore diving – in rivers and streams, drains, sewers, pipes and docks – he started offshore and came to Denmark where he worked at Horns Rev II. He worked in project management with SubCPartner

before he came to Maersk Oil in 2012 and took up a position as inspection engineer.

- Safety is a natural approach for me. From I was young and taught canoeing to children, then I worked with food safety and food production, the common deno-minator has always been to do it safely. I think that Incident-Free is a fantastic message which embraces us all: ”Why would you not want to be Incident-Free?” says Andrew.

Privately Andrew is married to Nadia and he has two daughters, Rumer and Inga. They live in Fovrfeld in Esbjerg and he even adopted the local cuisine – he declares himself to be a fan of ‘bakskuld’ and ‘stjerneskud’, two local fish dishes.

Andrew frequently goes to the nearby forests for mountainbiking and running. He has also participated in the Vasalop-pet course on more than one occasion; it is a 90 kilometre cross-country-skiing course – normally he finishes as one of the latest participants but it is a great experience, he says! Furthermore he is fond of all sorts of music.

The films have been developed by Niels Rune.

You can see the films on the

HSE Department’s intranet page under Safety Films.


37sIKKerHedsNy t december 2015

New helicopter films

The films introducing the different helicopter types before departure in Esbjerg Airport and offshore needed a revision.

In this connection we have renewed the form so from now on everybody going offshore will watch cartoons.

8 december 2015 Havila Herøy celebrated 6 years without LtI’er.

14 december 2015 Esvagt Promotor celebrated 2 years without LtI’er.

18 december 2015 Esvagt Charlie celebrated 18 years without LtI’er.


”More articles on Incident-Free, risk assess-ments and the everyday heroes, thank you!”

In the latest issue of SafetyNews we had a questionnaire where you could e.g. give us your opinion on the magazine and tell us which articles you liked the best. We also asked about subjects for future articles.

From the replies we can see that our readers are faithful: Three out of four read the magazine every time it is issued, and about half of you read between 4 and 7 articles in each issue.

There is a big variety in what you think is good and not so good in the magazine. In the previous issue the favou- rite articles were ’New valve design’, ’New light in control room’, ’Safety culture resulted in golden safety shoe’ and ’Large investment in training’.

Our survey shows that SafetyNews could focus more on the road to an Incident-Free Maersk Oil, for instance.

deadline on the next number of safetyNews is 22 february 2016.

Our readers also suggested subjects for coming issues, and we thank you for that! Among the subjects are Incident-Free in everyday life, the Incident-Free ambassadors’ roles, and the everyday heroes, for instan-ce. Other readers also want articles on risk assessments, the influence of cost transformation on safety, and explanatory articles in line with the one about weight monitoring.

The editorial staff is grateful for your inputs, suggestions for im-provements and future subjects. Among the replies we drew lots for a Lego ship – the winner is Peter Svendsen, Q-Star. Congratulations!

38 sIKKerHedsNy t december 2015

Peter svendsen, Q-star

M I L E S t O N E S

39sIKKerHedsNy t december 2015

• Energy Enhancer 14.09.15 1 Y

• Blue Orca 01.10.15 2 Y

• Skjold 29.11.15 10 Y

• Havila Herøy 08.12.15 6 Y

• Esvagt Promotor 14.12.15 2 Y

• Esvagt Charlie 18.12.15 18 Y

Blue Orca On 1 October 2015 the well stimulation vessel Blue Orca celebrated ’A perfect HSE Period’.

On 29 November 2015 Skjold celebrated 10 years without LTI’s.

HSE DashboardStatus per 1 December 2015

If you are on a platform and you see a colleague without hard hat balancing on a scanty pieced together scaffold because he is just going to do some welding om a pipe, then you would certainly do something.

But what if the same colleague without bike helmet passes an ’almost’ red light at the traffic light at Toldbodvej in Esbjerg a little before half past seven on a dark Thursday morning because he is running late?

The safety culture has taken away many bad habits and potential risk factors offshore. But we still have an improvement potential onshore when it comes to traffic behaviour. Especially this time of the year where many colleagues start work and are off again in the dark or twilight, it is even more impor-tant to remember to show consideration for our fellow road-users.

This goes for the traffic generally and for the parking lots at Esbjerg Airport, Bri-tanniavej and Kanalen in Esbjerg and Oslo Plads in Copenhagen as well as the adjacent streets in particular. Also remember extra attention on the ongoing construction work that could block the path, the road and the pedestrian crossing at Britanniavej.

At Oslo Plads it is especially important if you are biking or driving a car to be aware of pedestrians around the bus stop. Pedestri-ans would often walk on the driveway and the lighting is very poor.

During wintertime many colleagues onshore start work before sunrise and go home in the twilight. Please show consideration for yourself and the other road-users.

Can your behaviour in traffic pass a Safe Job Analysis?

Here are some advices for both hard and soft road users.

Bikers:

Light, helmet and reflectors are a must.

Don’t take chances – and don’t expect to be able to hold on to your rights.

Spend extra time if you are to bike in darkness.

Remember that cars have reduced visibility.

Especially for Britanniavej 10 in Esbjerg: Follow the marked path for bikers at the parking lot at Britanniavej, and remember that car drivers may find it difficult to see you from the side. Pay special attention to cars turning left at the bike path in front of the buil-ding. Remember to get off the bike before entering the bike shed – in order not to hit people on their way out.

Pedestrians:

Look both ways more than once before crossing a road.

Reflectors or hi-vis vest makes a big difference.

Don’t send texts or the like on your smartphone when you are in the traffic. It takes away your attention.

Remember that cars have reduced visibility.

Car drivers:

Adjust your speed to wet and slip-pery roads.

Leave home in due time.

Take reduced visibility into consi-deration.

Make sure your windows are free of ice and dew before driving.

Foto: Thomas Thane

SafetyNews 4 2015

Documents

Transcript of SafetyNews 4 2015