SafetyNews 1 2015

The safety representatives on Dan F are to be role models to work Incident-Free.

Page 4

Safety representantives are to be IF role models

Too many materials are pur-chased as ’one off-materials’ in the DBU.

Part numbers get out of control

Taking process safety forwardThe next five years will see several initiatives to strengthen process safety via the DBU 2015 Process Safety Plan.

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Safety News 1 E

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D a n I S h B U S I n E S S U n I T

2 safet y News april 2015

The Safety Critical Elements - and your role

Safety Critical Elements (SCE) prevent major accidents and limit their consequences. all of us contribute to a strong SCE control.

Safety represen-tantives are to be IF-role models on Dan F

Leader 3

Safety representatives 4 are to be IF role models

halfdan has set targets on the 8safety commitments

Part numbers get out of control 11

Taking process safety forward 12

New office building: 16 Signs show the way out

The new parking lot 17

The Safety Critical Elements 18 - and your role

5 IF questions to contractors 20

30 Y without LTI’s: 22Everyone has accomplished a job jointly

Semco Maritimes PPM team 24celebrated eight years without LTI’s News in brief 26

My safety story 28

In this issue

Read on page side 4

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Halfdan has settargets on the safety commitments

What do we actually understand by the five safety commitments?and what do we do to live up to them?

halfdan has focused attention on this in the halfdan Safety Pro-gramme 2015.

Five year plan for process safety

- The objective is to improve our pro-cess safety performance and reduce the incidents related to process safety, says Marcelo Santux, Process Safety advisor with the hSE Department.

Improving the safety performance in the Danish Business Unit

In 2014, there were almost 50 inci-dents that required medical treatment. Many of these were smaller injuries to fingers and hands, but in trying to build and sustain an Incident-Free culture we treat these smaller incidents as equally important as the larger incidents.

Embracing the Safety Commitments is intended to help us reduce the number of incidents; for example, jobs should only be carried out after having filled in a detailed, valid permit to work, a safe

job analysis and a risk assessment, and after mitigations have been carried out. We are also working with several initiatives to improve how we work with contractors, who experience the majority of the occupational safety incidents.

With the activities lined up for the beginning of 2015, I believe that we are on the right path to improve our safety performance.

In the beginning of 2015, Safety Step Change focuses on planning and pre-paration, contractor management and the competency of our people. Some of the key safety initiatives are summa- rized below.

Incident-Free RefresherThe mandatory Incident-Free Refres-her and Safety Commitments work- shop has begun here in March and will focus on reviving Incident-Free and how the Maersk Oil Safety Commit-ments should impact each employee personally and the business as a whole. The aim is to increase the understan-ding of the Incident-Free mindset and reinforce the importance of the Safety Commitments, using specific examples from our work.

Process SafetySince the beginning of the year we have sharpened the leadership around process safety. When the training is completed, more than 300 offshore supervisors, foremen and production technicians will have attended workshops on the importance of process safety leadership and their role in inci-dent prevention.

Furthermore, around 300 employees, mostly from offshore, will visit the Spadeadam test site where they will gain first-hand experience of process safety incidents such as gas explo-sions and increase awareness of the risks inherent in the hydrocarbon process plants.

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Lars SeidlerDan-Gorm Asset Manager and the Head of the DBU Safety Step Change

Last year we experienced a rise in the number of incidents. Our response has been to support and strengthen Inci-dent-Free with the Safety Step Change.

Reducing the number of smaller incidents

3safet y News april 2015

30 sikkerhedsNy t Marts 2014

The safety representatives on Dan F are to be role models to work Incident-Free. ”We have the opportunity and we must

seize it. We shall ourselves create the fulfilment of the

Incident-Free vision”, says platform supervisor Claus

Kofod Jørgensen.

The platform supervisors on Dan F do their best to ensure that nobody on Dan F is in doubt about the importance of safety at work:

- This is where we have the challenge if something goes wrong. This is where we get hurt, says platform supervisor Claus Kofod Jørgensen:

- Process safety and procedures are made for us and if we do not have ownership to prevent it from failing, then nobody has, he states.

It is the ownership that Dan F now acti-vates further by making safety represen-tatives role models for the Incident-Free vision. As role models, all 12 safety repre-sentatives on the platform have further competences, power and obligation to speak Incident-Free to colleagues:

We have wanted to strengthen the safety representatives further in their work and we have wanted to anchor Incident-Free deeper in our safety structure. Both are happe- ning now, says Claus Kofod Jorgensen.

Extended arm

The desire is to raise Incident-Free to the next level.

- We must constantly fertilise our Inci-dent-Free vision, otherwise it may wither. The role models are a contribution to this, says Claus Kofod Jørgensen:

- As role models, the safety representa-tives are the Incident-Free’s extended arm offshore and they bring Incident-Free along at the meetings in the safety groups, in the safety coordination com-mittee and in the safety committee. We incorporate Incident-Free further, so it is a vision which is impossible to ignore or get round. At the same time, we get benefits of considerable synergy, says Jørgensen.

Training and education follow with the task as role models for Incident-Free. The role models attend workshops where they train in how to have difficult conver-sation, presentation, communication, 3D image understanding and anything else which can help to pass on the dialogue of Incident-Free.

Safety representatives

are to be IF role models


Platform Supervisor Claus Kofod Jørgensen.

31sikkerhedsNy t Marts 2014

- We can retrieve the next gains on Inci-dent-Free from dialogue. Broadly, we have the necessary protective equipment - but we need to be better to talk, for example about care and consideration. Therefore, the role models have carte blanche to deal with human values and to spend time on the sensitive and difficult conver-sations, says Claus Kofod Jørgensen.

Interest and ownership

The support is important. Even though the role models are safety representatives who are staff-elected and therefore should command respect from the col-leagues, the offshore industry may still be a workplace where one does not look

are to be IF role models

”More must be done to create an Incident-Free Maersk Oil. However, we should not wait for ’someone probably doing something’. There will be no ‘other’! We are ’someone’ and we must do it ourselves.”Platform Supervisor Claus Kofod Jørgensen about Incident-Free

favourably upon anyone who interferes and where human values can fall on a hard surface.

It is therefore important that both imme-diate and top management provide the necessary backing in order that you as an Incident-Free role model dare tackle the difficult conversations and the difficult confrontations, emphasises Jørgensen:

- We have full support from management to do something to strengthen Incident- Free. When we – if not us, then who - at the same time have an interest and ownership in making the offshore work Incident-Free, it is certainly a task we must do something about, he says.

The first introduction day to Dan IF Role model is Thursday 23 April 2015, entitled: How do we raise Incident-Free to the next level - and how do we focus on the Dan Gorm Inci-dent-Free Vision 2015.

Introduction day to Dan IF Role model

We must be more visible as safety repre-sentatives and

Incident-Free-role models in our workplace, also in daily life. Our communication can be improved, especially with contractors and across trades. I have worked offshore for eight years and the previously used ”them and us” have fortunately been changed a lot. But we can strengthen co-operation further by helping each other and having more to do with each other. This will contribute to a better working environment and a more positive working day. Planning of the job with toolbox meetings, where we look through the scenario and make an operation description, makes a differen-ce - also socially.

As Incident-Free role models we must among other things be responsible for railing talks and take care of the new ones. It will be considered positively that you spend time to talk to each other. It is far more accepted; there is a new generation of platform super-visors who see things differently. They express the psychological aspects and the human values. It is very important and the culture on board has changed positively as a result of that. A much more open dialogue has been created.

Finn Juhler, maintenance

As Incident-Free role models, we must take the lead in Incident-Free and in the belief of Incident-Free. It is animportant role where we must show that we will work Incident-Free! We shall spread the word. The assignment as an Incident-Free role model is in line

with the safety representative task. I think it will be a benefit for us that we have already been elected as safety representatives by our colleagues. They believe that we are the right people to speak out for the safety culture; we are on their side and speak their language.

It is important that with the assignment as an Incident-Free-role model we also have time to do what has to be done. We have the opportunity to take the time to welcome new people and take time for railing talks. Today, we contribute a little to this but we can get better - and we could get much more out of it. People will still get hurt, and as long that happens, we can do better. One of the tasks that the Incident-Free role models get, is to contribute to setting the mindset about Incident-Free- especially for new colleagues. Moreover, we should remind the experienced people that production must not come before safety today.

Johnny Obbekjer, crane maintenance

As a role model, we introduce new people in addition to the intro to the platform they get by the medic on arrival. We must enter into a dialogue with them and be an entry to the safety-related culture on site. And we must follow up on this with a talk after a

few days, just to get them picked up and show them care. They are informed about a million things when they come offshore the first time - so it is good to have an experienced person to talk to.

The Incident-Free role models must be better at communicating. We need some tools to handle the difficult things, also if someone brings something bad from home or gets bad news. I think it is beneficial to use the safety representatives as Incident-Free role models. The colleagues have already faith in us and it is good. We need to spend time for railing talks where we have a dialogue. Does it go well with the supervisors? Can you carry out your job? We want that and we must have time for this.

Frank Nyegaard, construction electrician

We have asked four new Incident-Free-role models about their new task:


As Incident-Free role models, Dan F’s safety representatives carry out Incident-Free railing talks, take part in welcoming new colleagues - also after the first day - initiate conversations with

colleagues who may have the need and bring along Incident-Free to the safety meetings.

What does it mean to become Incident-Free role model?

An important aspect of the role as an In-cident-Free role mo-del is that it is now recognised that we

have other functions too. Resources are freed and we have time to do the job, and it is expressed that it is ac-tually part of our job to take time for the human values. We get some tools that will strengthen us in the work. We have been offered workshops so that we learn to communicate and to tackle both the good and the difficult conversations. It is always difficult to make an approach to people and talk about something human - now we get techniques which can help us.

I have been working offshore for ten years. It is only in recent years that it has been recognised that the talks about job satisfaction make a diffe-rence. I think that it means a lot to the individual that you can address the safety representative. That it is a colleague on the shop floor who also has his hands on the work himself, instead of a supervisor or a foreman. It increases the confidence that they know that I am one of them and that I have time for the talk. It is probably difficult for many people to address the boss with problems, especially for new people.

Rasmus Jensen, roustabout


- It is okay, but it is also a bit difficult always to do the right thing, she says:

- I really have to get used to the thing with the cutlery. And it annoys me that I cannot have that much in the cutlery basket because it has to be arranged in Thommi’s way, she says:

- But I understand the argument. Although Thommi has the most safety habits, many of them have an impact on me. I also place the cut-lery in the safe way when Thommi is offshore, says Annelie Yde.

However, she has not completely changed. She still uses the chair when she takes something from the tall cupboard:

- I must admit that. But I think kindly of Thommi when I get down, she says with a laugh.

Checking emergency exits

Annelie Yde has learned to appreciate her husband’s dedication to safety. As an example, she appreciates that he always checks the emergency exits when the family has come to new places.

- If we are in a hotel or on a cruise ship, Thommi always examines the plans of emergency exits and escape routes. And he likes to walk the route, checking if it is in order, says Annelie Yde.

If it is not, the hotel or cruise ship will be told.

- He points it out, if there is something wrong. That might be too much for me, but on the other hand, if it can prevent accidents, then it is good for everyone. I think I feel safer by knowing that Thommi has checked that everything is in order, says Annelie Yde.

Thommi Yde has worked offshore for eight years and according to his wife, his safety focus has changed during this period.

- I do not know if Incident-Free has made the difference. But if the In-cident-Free philosophy has started in 2010, it has probably meant a lot. Thommi is much more focused on safety today than he was at the beginning, says Annelie Yde.

Not afraid of interfering

She is glad that her husband is dedicated to safety. Also when he is at home.

- It is something I have had to learn to accept and appreciate. When he complains to strangers that there is trouble with safety, then it is too embarrassing. At the beginning, I thought, ”What will they think about him,” says Annelie Yde:

- A lot of us do probably not intervene and interfere. But Thommi does! He has been taught that at work and he has brought it home. He doesn’t preach. But he doesn’t fear the con-tact which other people may. He has learned that you have the duty to intervene. That makes all of us safer, she says.

It also means something to her that she knows that there is safety focus at Thommi’s workplace. As an example, she is not anxious when he is at work:

- If the weather is bad when they fly offshore or home, then I am a bit nervous. And he has to call me at the usual time! Apart from that I am not nervous. I know that the company and the colleagues are very dedica-ted to safety, she says.

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What do we actually understand by the five safety commitments? and what do we do to live up to them? halfdan has focused attention on this in the halfdan Safety Programme 2015.

Halfdan has set targets on the safety commitments


In the handbook ’Guideline to the Maersk Oil Global Safety Commitments,’ you can read more about the safety commitments. Here, DBU safety representatives give positive and negative examples of interpretations of the individual commitments.

Maersk Oil’s five safety commitments should remind us of the most important principles, obligation of responsibilities and working habits which we must bear in mind and comply with when performing our day-to-day work.

But can the five safety commitments be made operational and measurable?

The members of the safety organisation discussed this on Halfdan, when they came back offshore after the annual safety meeting at Trinity.

- We wanted to cut to the bone of the five safety commitments to make them quite specific to us on Halfdan and operational in everyday life, says Jacob Herløv Nielsen, safety & deck supervisor on Halfdan A and B:

- What do we understand by a phrase like ’I acknowledge that we are all vulnerable’? And when we have a common understan-ding, the next question is: What do we do to spread the realisation that we are all vulnerable? We wanted to make the five safety commitments ours, so that we can work with them and strengthen com- pliance of them in everyday life, he says.

Precise and measurable

The subject was discussed and worked on at the safety coordination meetings offshore; and before the turn of the year, in the Halfdan Safety Programme in 2015 it could be read what Halfdan will work with this year.

In the Halfdan Safety Programme in 2015, each of the five safety commitments has been given a sentence about Halfdan’s focus task; a KPI; a target and quite often a focal, which is a person or group respon-sible for carrying out the task.

Specifically for the safety commitment ’I acknowledge that we are all vulnerable’, the focus task is described as follows:

”Introduction at the departmental safety meetings, through a story, Synergi case or film, which illustrates that we are all vulnerable - both positively and negative-ly.” The accompanying KPI says that the project is ongoing in the first and third quarter and the target is that the task is carried out at 90 percent of the meetings.

- Our ambition was to make it brief, precise and measurable. We consider the five safety commitments as subjects which we can take as starting points, but they are not very specific. We have done something about that, says Jacob Herløv Nielsen.

The first experiences with the communi-cation of the five safety commitments have been good.

- At one of the meetings, a colleague told us his story in connection with a gas leak. He used the safety commitment as star-ting point that we are all vulnerable and told us that after the incident it was clear to him that he was dependent on each and every one of his colleagues: That the telecom people have control of the gas detectors. That the lifeboats are ready and checked. That equipment can shut down the installation in case of a discharge. ”I am not a superman who can do it all by myself,” he said, and it certainly made impression. It was very quiet afterwards, says Jacob Herløv Nielsen.

Important ownership

The safety commitment ’I work with a valid work permit when required’, is also handled differently.

- We have experienced a need to empha-sise that the work permits actually serve a higher purpose than to tick a box. Some new colleagues can give the impression that they think that work permits are pro forma - but they are not. Therefore, we have defined the focus task that all new

employees must have an intro talk with the platform supervisor where the impor-tance of work permits, safe job analysis and toolbox talks are underlined, says Jacob Herløv Nielsen:

- The talk is relaxed and cosy. We talk about work permits, but we also use the opportunity to show that the platform supervisor is a normal guy like the rest of us; that he has children and a dog, clips the hedge and tinkers with an old sports car in his spare time. We show that he is there, is available and that you can talk to him. It is important to show this to the new colleagues and the response has already been positive, he says.

Leif Godsk Jørgensen, Senior Safety Ad-visor in HSE and associated with Halfdan Asset, has recognised the description.

- The Halfdan Safety Programme 2015 is a different, successful safety programme. It has been prepared jointly by the colleagues; and that makes the safety programme a very specific one, which everyone owns, he says.

”Safety is not Leif’s responsibility because he is HSE’s representative in Halfdan Asset - or mine because I am a safety advisor. We are all responsible for safety. Safety is the tie which links us together. The Halfdan Safety Programme in 2015 should strengthen this.”

Safety advisor Jacob Herløv Nielsen, Halfdan A og B


Halfdan Safety Programme 2015

Halfdan focus task: Introduction at the departmental safety meetings through a story, Synergi or film illustrating that we are all vulne-rable - both positively and negatively.

KPI: Ongoing and Q1 and Q3.

Target: This task is carried out at 90 percent of the meetings.

Halfdan focus task: To hold intervention courses offshore.

KPI: At least 40 percent of the permanent staff have completed the course by the end of 2015.

Target: To hold 1-2 course days every second month.

Focal: Henrik Østergaard and Jacob Herløv Nielsen.

I acknowledge that we are all vulnerable.

I always intervene when I see unsafe actions or conditions.

Halfdan focus task: All new employees must have an intro talk with the platform supervisor during which the importance of work permits, safe job analysis and toolbox talk will be pointed out.

KPI: Intro to at least 90 percent of the new employees on Halfdan.

Target: Spread the know-how about OSP 008 and OSP 012, so that everyone can act as team leaders.

Focal: Platform supervisor.

I work with a valid work permit when required.

Halfdan focus task: Quality at the toolbox talks by ensuring that everyone attends active-ly and puts forward their own knowledge and experiences.

KPI: The working environment representatives attend in at least three toolbox talks per trip.

Target: To ensure the quality and that all inputs appear at the toolbox talks held.

Focal: The working environment representatives and supervisors.

Halfdan focus task: Cooperation between the Incident-Free Ambassadors and the working environment representatives and training of the working environment representatives in the shape of tools for their duties.

KPI 1: Carry out two jointly prepared workshops in Q2 and Q4 2015.

KPI 2: 80 percent of the working environment representatives have completed chosen courses/training in 2015.

Target 1: To maintain a good safety culture on Halfdan.

Target 2: To allow the working environment representatives to perform their duties better.

Focal: The Incident-Free Ambassadors and the working environment representatives.

I consider the risks involved before and during any job.

I accept responsibility for my colleagues’ and my safety and health.


Too many materials are purchased as ’one off’ in DBU. Therefore, procurement has initiated a project to ensure quality and safety.

Part numbers get out of control

Safety is essential in the offshore industry and a significant element of safety is due to the fact that you know the materials which are worked with. Tests, certification and definition of the part numbers used are made just to ensure the expected standard and quality.

However, not all materials and items are in the system. The so-called one off ma-terials are intended to be used for those items which are not in the system, but which are only bought once.

However – there are too many one offs!

- The idea of one off materials is that we can exceptionally create a part number for a needed item, says Ole Mølsted, project manager in Procurement:

- However, too many people use this op-tion in DBU. We have about 600 one offs each week. It is too many. In Qatar, we have, generally speaking, none and in the UK, we have very few one offs, he says.

Make it available

According to Ole Mølsted, one off is used for “everything from ballpoint pens to

turbines”. It is both uneconomic and inappropriate in relation to ensuring the necessary control:

- One off should be the exception, but it is not. When we increasingly see that one off is used instead of going through our product numbers to find the right num-ber, there is a risk that we are working with products which do not meet our quality standards, underlines Ole Mølsted.

He is in charge of an effort which is going to change one off to, yes, - one off again.

- Now we make it more manageable. We will ensure a high quality of the existing data and make searching easier. We will simplify the part numbers and ensure that only relevant products are registered

”We have about 600 one offs each week. It is too many!”

- It has been easier for colleagues to create a one off than to find the needed registered part number, says Ole Mølsted:

and we will include them in the manufac-turer part numbers and in the EAN num-bers. At the same time, we will get a new search engine. Overall, it is meant to give increased accessibility which will make it easier for colleagues to find what they are looking for, says Ole Mølsted:

- The idea is to get the right product deli-vered at the right time. It is safety, he says.

Ole Mølsted, project manager in Procurement/MATCON

The next five years will see several initiatives to strengthen process safety via the DBU 2015 Process Safety Plan.

Taking process safety forward


”With the DBU 2015 Process Safety Plan comes a commitment to improving process safety and a responsibility to reaching the goals. ”

Marcelo Santux, Process Safety Advisor

with the HSE Department.

After mapping the activities related to the business priorities, there are 12 scheduled process safety priori-ties related to Incident-Free and 5 related to Operation Performance for 2015 (se lists in box on the fol-lowing page).

Some are relatively small while others are very large – the new Well Integrity Standard Implementation, for instance – and it is impossible to finish all of it in one year.

- Another example is the Gorm re-HAZOP, this study could very well result in more than 100 new recommendations for improvement, and it would not surprise us if the recommendations from that asset alone would take three to four years

to close. It is quite complex, Marcelo Santux says.

He makes a point of underlining that activities not on the list for 2015 are neither forgotten nor redundant:

- All activities will be implemented, he stresses:

- From the PSIR, we have closed 50 and cancelled 6 findings over the past two years. We are limited by space offshore and possibilities in terms of time and resources, and we can’t per-form all tasks at the same time. But the work continues, Marcelo Santux says:

- 2015 is our year zero with respect to the 5 Year Process Safety Plan, and we have big objectives for both this year and the coming years.

Big objectives for 2015In 2014, Maersk Oil initiated the DBU

2015 Process Safety Plan.

- The objective is to improve our pro-cess safety performance and reduce the incidents related to process safety, says Marcelo Santux, Process Safety Advisor with the HSE Depart-ment.

The DBU 2015 Process Safety Plan schedules the next five years in process safety and will strengthen process safety by implementing a list of priority activities; including remaining recommendations from the Process Safety Integrity Review audit from 2012 (PSIR) and more recently defined tasks.

Marcelo Santux is in charge of rolling the five year process safety plan out by updating the plan on progress so far, assessing the current status and scheduling the next steps.

- The PSIR 2012 had 91 findings. By 2014, we have closed 50 findings and cancelled 6. As part of the process safety plan we have been mapping the remaining 35 findings as well as other activities added after the PSIR 2012 to give us a prioritized list which we are going to work on in the following months and years. We have also been identifying both the internal and external resource requirements rela-ted the tasks ahead, Marcelo Santux says.


Deliverables and milestones - and the resources to match

task, the expectations and the owners-hip, he says.

The SPA’s are all on a leadership level.

- We want to send a message that we have a top-down commitment to impro-ving our process safety performance and reducing the incidents. While the SPAs may not be the ones performing the actual tasks, they will be assigning people to do it or be accountable for why that has not happened. The message is clear: This is how we do it and this is the person in

With the DBU 2015 Process Safety Plan comes a commitment to improving process safety and a responsibility to reaching the goals.

Marcelo Santux, Process Safety Advisor with the HSE Department, has been discussing the deliverables and mile-stones with the SPA – SPA being ‘single person accountable’ – for making those deliverables and milestones happen.

- It has been an important part of the DBU 2015 Process Safety Plan to identify the

“Without a process safety plan we have lacked focus and structure. The DBU 2015 Process Safety Plan changes that.”

Kenneth Thiim, Head of Production Support

The DBU 2015 Process Safety Plan has an added

ownership to the identified tasks.


charge of getting it done, Marcelo Santux says.

More structure

Kenneth Thiim, Head of Produc- tion Support, is identified as one of the SPAs in the DBU 2015 Pro-cess Safety Plan.

He looks forward to using the process safety plan as a tool in planning.

- It adds structure to our process safety, and that will have a big impact, he says:

- We have been trying before. Enterprising colleagues on all levels have made many efforts, shown a lot of commitment and been taking individual responsibi-lity. It has helped, but without an overall structure we have failed to get synergy from the efforts and move process safety forward, Kenneth Thiim says:

- With the DBU 2015 Process Safe- ty Plan we add ownership on an executive level and give the safety plan the attention and commit-ment it deserves. The leadership team has the responsibility to dedicate the necessary resources and keep an eye on the priorities, he says.

Kenneth Thiim sees the DBU 2015 Process Safety Plan as a long list of recommendations but also a dynamic plan; constantly adapting to changes, new findings and diffe-rent priorities:

- With the plan we can all keep the right perspective and overview. It will align us all in working towards

one common goal. The benefits in terms of synergy and shared know-ledge will be significant, he says.

Important ownership

Kenneth Thiim looks forward to being singled out as responsible for improving his part of process safety and believes specifying an ownership will make a difference:

- When we had the first PSIR in 2008, one of the recommendations was to establish a long-term pro-cess safety plan. We failed in doing so. The PSIR 2012 again pointed out the importance of establishing a long-term process safety plan, and when we are seeing to that now we are also acknowledging that we did not meet the recommendation from 2008. It was a consequence of the lack of ownership, he says.

As well as being a tool for planning, Kenneth Thiim sees the DBU 2015 Process Safety Plan as an impor-tant tool in terms of communica-ting to the people offshore.

- It signals intent. We rely on all of us being focused on improving process safety. We all share an obligation to report findings and make suggestions in regard to process safety. By discussion and evaluating those suggestions and findings and prioritizing the recom-mendations from the findings and suggestions, we show all colleagues that we hear what they say and take the concerns and suggestions seriously. It shows that being vigilant and reporting findings is important and a help to us all, Kenneth Thiim says.

Implement ambassador teams in all assets

Implement changes on planning activities

Process safety leadership workshops

Implement new WI standard

Prepare and roll out best practice on PtW and TBT

Carry out review of process containment – HP/LP interfaces

Gorm Re-HAZOP

PSIR close out

Inhibit management

Implement DBU contractor management procedure

Develop assurance and control framework for subsurface

Implement effective subsurface QA and QC in DBU.

OCAP implementation on DBU

Implement Maintenance Excellence Dashboard

Alarm management

Root cause analysis

Shutdown planning and execution

DBU 2015 Process Safety Priorities

Incident-Free

Simplification

FocussedLong-term

growth

ProjectDelivery

OperationalPerformance

Incident-Free

Operational Performance


The Incident-Free ambassadors in FBS have initiated escape plans for all meeting rooms at Britanniavej 10.

On the windows in the 70 meeting rooms in the new office building at Britanniavej 10 in Esbjerg pictograms with escape plans have been put up so that all colleagues and guests are able to find their way out very quickly in case of an alarm.

- We, the people who work here, know our way out but often we have meetings with guests who might even now and then work in the meeting rooms alone. They too must know their way out, says Jens Vands, Incident- Free Ambassador in FBS and together with his Incident-Free colleague René Brink Locht originator of the many pictograms.

The pictograms are very simple

and functional.

- We have found the inspiration at hotels and public buildings where it is important that you can orientate yourself quickly. It serves a purpose and is not part of the de-coration. When you have to get out quickly, it has to be kept simple, says Jens Vands.

Signs show the way out

”- We know our way out but often we have meetings with guests who might even work in the meeting rooms alone. They too must know their way out.”

incident-free colleague dorthe hansen, fBs, with one of the new pictograms with escape routes from the meeting rooms.

- we have found the inspiration at hotels and public buildings where it is important that you can orientate yourself quickly.

Jens Vands, Incident-Free- ambassador in FBS


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cycl

e p

ath

bicycle shed

Drop off zone

Gate

Muster point

Staff parking

Gate

Gate


overview of the new parking lot with marking of traffic direction, walkways and bicycle path as well as muster point in connection with evacuation of the buildings Britanniavej 10 and Kanalen 2.

Parking lot

Walkway Bicycle path Guest parking Drop off zoneMuster point

Safety Critical Elements (SCE) prevent major accidents and limit their consequences. all of us contribute to a strong SCE control.

The Safety Critical Elements - and your role

Safety barriers are essential for a safe offshore production. The safety barriers prevent potential accidents from occur-ring - and if they still occur, other barriers will limit the scope.

Some safety barriers are more impor-tant than other ones. There are three groups: hardware, process or proce-dures, and people. Hardware barriers which deal with potential major acci-dents are gathered in the designation SCE; Safety Critical Elements.

SCE’s stem disasters such as major gas and oil releases, fires, explosions and he-licopter crashes; accidents which have the potential to cost many lives:

- It is important to know our SCE’s as they are the ones which either can pre-vent disasters from occurring or reduce the consequences of them, says Chri-stoffer Brandt, Risk Analyst - Technical Safety in the technical department.

SCE’s are physical things; equipment or devices which have a safety critical purpose.

- As an example, an SCE can be jacket and structure, fire and gas detection, lifeboats and fire systems. But it can also be minor things like a powder extinguisher

in the kitchen or light fittings designed in a way so that any leakage of gas does not ignite, says Christoffer Brandt.

Shared responsibility

It is statutory that the SCE’s must be maintained and the maintenance shall be documented. At the same time, Maersk Oil Corporate wants a management system which supports the requirements.

But: SCE’s do not work just because they are documented. They shall live:

- If our SCE’s shall make a difference, we must both be aware of the impor-tance of them and actively work with them. Safety does not automatically get

better even with a lot of documentation, says Christoffer Brandt.

A strong system of maintenance of SCE’s is very much a shared responsibi-lity.

- There is always a risk that the individual SCE fails to stop or prevent an incident from developing. But all things being equal, with a well-maintained and upda-ted SCE system it is far less likely that incidents occur, says Christoffer Brandt.

The maintenance of all equipment offshore is administered in SAP as work orders. This is made to keep everyone up-to-date so that, for example, an area

Hazard Harm

Critical Barriers


is barriered and equipment always meets the reliability requirements:

- It is therefore crucial that we always report changes or equipment failures. It is an important task for each colleague, says Christoffer Brandt.

Fewer holes

The updated information is crucial in order that the operation onshore and colleagues offshore always know about the status.

- People onshore must know what the system can do. When the colleagues offshore update onshore by reporting, we can keep an eye on it and register system failures and needs of maintenance, says Christoffer Brandt.

But you shall not only report repairs and updates. But quite simply, you should always be aware of our SCE:

- If you pass a gas detector which is covered in mud, you shall wipe it off and report that it was muddy. A gas detector is certainly a safety critical element - a gas detector which is covered in mud, is not. When you report it, we remove another hole in the cheese, says Christoffer Brandt.

The Safety Critical Elements - and your role What should SCE’s prevent?

All potentially major accidents: major gas and oil releases, fire, explosion, helicopter crash, structural failure and ship collision for example.

What is the difference between process safety and SCE’s?Process safety is achieved through SCE’s. Without SCE’s we have no overview or knowledge about how our process safety hardware barriers work. A well-maintained SCE is a well- maintained process safety.

Do I have a role in SCE?Yes! Everyone working offshore has a role to play. Whether you work directly with an SCE such as a valve or whether you do it indirectly by ensuring that access to an SCE like helideck occurs according to the procedures.

How many SCE do we have?Globally, there are a total of 52 SCE’s in Maersk Oil; 42 of them are used in DBU. The difference is that in DBU we operate in pla-ces where essential SCE’s from other operations are superfluous (e.g., a fire-fighting vehicle is an SCE elsewhere in Maersk Oil).

SCE – in brief

”An increased attention from colleagues offshore is a far greater contribution to strengt-hening our SCE than anything else.”

Christoffer Brandt, Risk Analyst - Technical Safety in the technical department

On the website of the technical department, you will find an e-learning on SCE’s. Go to ”technical department”, ”safety critical elements” under Useful links and press the link ”Introduction to SCE management process - E-learning”.

The e-learning is also available on a USB stick in assets and offshore. The e-learning takes about 20 minutes.

E-learning on SCE


about Semco MaritimeSemco Maritime is one of the largest single contractors for Maersk Oil in the

North Sea. Among other services Semco Maritime provides manpower i.e.

welders, electricians and scaffolders, and the company was one of the first

local business partners for Maersk Oil in Esbjerg.

The many years of collaboration mean that Semco Maritime and Maersk Oil

share values and a common understanding of the prioritization of safety in

the work offshore.

We have asked Semco Maritime five questions and here are the replies

from Annette Jensen, Operation Support, Peter Jakobsen, Operation Mana-

ger in Operation Support, and Dorthe Ulsø, Director, HSE.

IF questions to contractors5

If you were to give every-one working in Maersk Oil advice on safety what would it be?

Have open dialogue about safety in all levels of the organization and have the courage to put one´s foot down in case of safety issues or dangerous situations. This also includes taking care of the safety of your colleagues and daring to address inappropriate and unsafe behavior.

1


Both managers and employ-ees from Semco Maritime par-ticipate in the Incident-Free programme and the learnings are a part of the daily behavior and the way we work.

Before new employees are hired in we have a personal interview where focus is on competence and safety behavior. If the applicant is qualified a more detailed dia-logue is carried out including a safety introduction. The requirements from Maersk Oil are very well defined in the contract.

As above described we carry out personal dialogue with the per-sonnel. Furthermore a mentor is appointed for new employees on their first trip offshore. When introducing new employees it is emphazised that safety has first priority in Semco Maritime and in case of any safety issues when working offshore they are encouraged to use the HSE sys-tem on the platform and that it is “legal” to use the stop cards or similar. In general all employees have the backup from Semco Maritime in safety matters. Managers and safety representatives working offshore are invited to the yearly Semco Maritime safety event and offshore safety representatives participate in the local safety organization onshore.

Semco Maritime’s defini-tion of Accountability: The obligation of an individual or organisation to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner. It also includes the responsibility for money or other entrusted property. This definition is the founda-tion of the culture in Semco Maritime and is a part of the way we work.

In respect to our Inci-dent Free programme in Maersk Oil can you share what Semco has done to support it?

What is your company doing to ensure the correct level of competence for an offshore worker to match our expectations and do you believe we are good enough at stipula- ting our requirements?

How do you ensure your workforce not only holds the valid entry require-ments in forms of certi- ficates etc., but that they also have the right mindset for working offshore?

What does the term ac-countability mean in your company and how do you apply it?

2 3 4 5

From the right Dorthe Ulsø, Corporate hSE Manager in the entire Semco Maritime. Peter Jakobsen, ope-ration Manager for Dept. 441 in operation Support.

annette Jensen, assistant Manager and hSE responsible in the Divisionen operation Support.


- We have always used a kind of toolbox talk, even before the toolbox card was introduced. We also use an SJA (Safe Job Analysis, ed.); a relatively new safety initiati-ve which has been introduced to replace the previous risk assessment, in which we note what we are going to do and which risks it may pose. We have always prioritised the time to discuss the job we were going to do. It has meant a lot, says Søren Storm Jensen.

What is common is that they have talked a lot and have held many small meetings which have contributed positively.

- Every morning, we have spent half an hour to go over the day’s tasks: What shall we do, what can happen, what shall we be aware of. We have always used a kind of checklist so we have known when we have been through it all, and thus we have added value to the half-hour talk, he says.

On 4 February, the lagger department on Tyra West passed an impressive safety mile-stone with 30 years without LTI.

Lagger supervisor Søren Storm Jensen has been on Tyra West since 2000 and he has been supervisor since 2002. Together with his supervisor colleagues Ivan Bo Jensen and Kim Koust, he has been in charge of a department which works with stainless steel sheets with sharp edges and sharp ends. Quite often the work has to be carried out in areas with poor access - and it must always be taken into account that the large surface of the sheets may be caught by the wind.

- Finger injuries are typical in the trade, but we have had none, says Søren Storm Jensen.

Toolbox talk first

According to Søren Storm Jensen, many small elements have altogether contributed to a safe workplace during the last 30 years:

Everyone has accomplished a job jointly

The lagger department on Tyra West passes

an impressive 30 years without LTI.


Dialogue makes the difference

Søren Storm Jensen gives credit to the culture in the whole Tyra West lag-ger department for passing 30 years without LTIs.

- Those of us who work here today continue the strong culture created by others before us. 30 years is a long time and we have had a joint success, everyone has accomplished a job jointly, says Søren Storm Jensen.

He came to Tyra West for the first time in 1993 and he has been on other platforms too – Tyra East, Gorm, Dan and Harald. Nowhere has he experi-enced colleagues who wanted to be injured:

- You cannot say exactly why there has been less injuries here. We use a helmet, goggles, the right gloves, kneepads - just like the others do. We have also had our share of minor inju-ries. There has also been an element

According to Søren Storm Jensen, many small elements have altogether contributed to a safe workplace during the last 30 years.

Søren Storm Jensen, lagger supervisor on Tyra West

- ”Here every day begins with a ’Good morning guys, what are we going to do today and what is there to be aware of’. It is pretty simple, but very important. ”

of luck and coincidence, emphasises Søren Storm Jensen:

- But I think the dialogue has made a difference. It is part of the culture in the lagger department on Tyra West. When I came here, I was introduced by someone who already at that time had worked for many years without LTI. They explained that we look after each other; Here we make a positive difference for each other’s safety, says Søren Storm Jensen.

Today, the lagger department does

more of the same.

- Here every day begins with a ’Good morning guys, what are we going to do today and what is there to be aware of’. We have never had a feeling that it was about getting the work done. We have spent half an hour every morning talking about things and I do not think we are slower than the others for that reason, he says.

TeachingThe good experience from Tyra West lagger department is being distributed in the DBU. At the be-ginning of 2015, supervisor and In-cident-Free Ambassador Kim Koust has visited the other platforms in the North Sea to share experience on anything and everything to har-monise approaches.

Up to 20 colleaguesCurrently, four people work in the lagger department on Tyra West, but the number varies. Typically, there is a day and a night shift of four people, but during busy peri-ods there may be up to 20 men in two shifts in the department.

30 Y without LTI’s30

Søren Storm Jensen, lagger supervisor.


The PPM-team with zero LTI’sin eight years

Much has changed since the project ma-nager at Semco Maritime Henrik Nielsen started the PPM (Planned Preventive Maintenance) team on 7 March 2007.

As an example, he began single-handedly within a limited field of specialism – today, the PPM team has grown to more than 40 people who are currently working on Gorm, Dan F and Tyra East, and who deal with a constantly increasing range of tasks. Recently, a PA (Public Announce-ment) team was set up in February and PA-tasks have thus been added to the list of tasks which can be solved.

Despite the changes and developments, there is one thing which has been entirely unchanged from the first day: The safety record of the team, which has had a large, round zero of LTI every day - for eight consecutive years.

Therefore, on 7 March this year, “Restau-rant Spisestuen” echoed with cheers for both Semco Maritime and Maersk Oil. Around 40 colleagues from both compa-nies were gathered to celebrate project

manager Henrik Nielsen’s “baby”, which if so is a baby with many parents:

- We are many who can share the credit for this accomplishment. You cannot do this alone, says Henrik Nielsen.

Confidence and freedom

The team performance is put into relief by the fact that more colleagues have become members of the PPM team in a relatively short time. When a year ago we celebrated 2,500 days without LTI’s, 30 men were in the team. Now it has expan-ded to 40; without having affected the statistics negatively:

- First of all, we are really good at selec-ting new colleagues who have the proper appreciation of safety as a starting point, says Henrik Nielsen:

- The ten new colleagues, who have come to the team since then, have probably been selected from a field of fourteen or fifteen persons. We are very thorough in selection, and they shall have been offshore a few times before we assess

The PPM team of Semco Maritime continues the line with zero LTIs despite increased activity.

Here Henrik Nielsen,

Semco Maritime,

shows a souvenir

T-shirt to Bent Peter-

sen from Maersk Oil.


The PPM-team with zero LTI’sin eight years

”I am happy that the good safety record also results in a pronounced confidence from the part of Maersk Oil”Henrik Nielsen, project manager at Semco Maritime

whether they can be part of the team, he says.

Henrik Nielsen gladly inspects the new people, but often the colleagues in a team assess whether the new recruit is suitable for being member of the team.

- I rely 100 percent on the colleagues’ assessment of whether we have a sui-table candidate or not. The words of the colleagues determine whether you are a member or not. And even then, it takes about one year and a half before the new members are allowed to work on their own. We practice peer-to-peer training and are constantly aware that there must

not be too many newcomers in a team, but that we must have the right mix of experience and competence. You become part of a family when you become a member of the team, emphasises Henrik Nielsen.

He is happy that the good safety record also results in a pronounced confidence from the part of Maersk Oil:

- There is great respect for our safety and confidence in the work we carry out. We enjoy a high degree of freedom because we feel that we have a mutual understan-ding with Maersk Oil of the meaning of safety, says Henrik Nielsen.

At a good lunch at “Restaurant Spise-stuen”, Semco Ma-ritime handed out PPM team souvenir T-shirts to com-memorate a major accomplishment in the safety area - eight years without a single LTI.

They also had a party offshore with plenty of soft drinks and sweets.

When a year ago we celebra-ted 2,500 days without LTI’s, 30 men were in the team. Now it has expanded to 40; without having affected the statistics negatively:


Similar to previous years Maersk Oil will host a Global Safety Day in 2015.

The confirmed date is:

28april We encourage everyone in Danish Business Unit onshore and offshore to mark/book this date in your calendar in order to participate.

This year’s themes will be safety at home and safety at work as well as Contractor Management.

More info will follow in due time.

5

HSE STATUS POSTERIt has been decided not to

produce the monthly Danish Business Unit HSE status poster anymore. The informa-tion is now available at the Maersk Oil Corporate home- page on the intranet.

28 April

Production Target 2014 Year to date/Year result

Flare gas [MMscfd] ≤ 5.2 7.582

Fuel gas [MMscfd] ≤ 51.9 50.9

Oil and chemical spills > 1 bbl (159 litres) [Number] ≤ 2 9

Oil and chemical spills [litres] ≤ 2,000 25,258

Oil in water [mg/l] ≤ 7.4 6.6

Tonnes of dispersed oil discharged [tonnes] ≤ 174 155.830

Reinjection of produced water [%] ≥ 25 23.9

Year to date TRIF (TRIF - sum of MTC, RWDC and MTC incidents per 1 million man-hours)

0

5

10

15

DecNovOctSepAugJulJunMayAprMarFebJan

LTI frequencyRWDC frequency

MTC frequency

Year to date / Year result Month to date

Lost Time Injury 12 1

Restricted Work Day Case 22 3

Medical Treatment Case 47 5

First Aid Case (non-recordable case) 127 8

PSI (Non-HIPO) 232 16

PSI HIPO 4 0

Danish Business UnitHSE status 2014 (Per 1st January 2015)

TOTAL RECORDABLE INCIDENT FREQUENCY (TRIF)

Year to date PSIF (PSIF - Sum of Process Safety Incidents per 1 million man-hours)

TRIF Target 5.5

PSI HIPO general comments - December

None in December.

Case "27648 - 30 November 2014, Ensco 71" has, after investigation, been removed as a HIPO PSI from the November figure.

0

10

20

30

40

50

60


PSI HIPO frequency PSI frequency

PROCESS SAFETY INCIDENT FREQUENCY (PSIF)

STATUS

ENVIRONMENTAL PERFORMANCE

General comments - December

1 Lost Workday Case, 3 Restricted Workday Cases and 5 Medical Treat-ment Cases.Lost Workday Case:28109 - Gorm C. Object in eye - Cornea scratched.Restricted Workday Cases:27710 - Gorm C. Painter hurts his finger.28216 - Dan F. Finger squeezed between container door and chemical tank.28417 - Tyra East. Twists left foot.Medical Treatment Cases: 27653 - Gorm C . Pain in back and left buttock.27832 - Seafox 5. Person gets hot liquid on the right hand and wrist. 27970 - Dan F. Fire monitor jumped off during test and hit person in face.28478 - Tyra East. Hits head up in table. 28490 - Halfdan A. Airhose hits person in head.


N E w S I N B R I E F

HSE-status to be found here.

0

5

10

15


YTD TRIF - Danish Business Unit

LTI frequency

RWDC frequency

MTC frequency

Mål

•Well Services 14.11.14 3 Y

•Atlantic Labrador 25.11.14 3 Y

• Skjold 29.11.14 9 Y

•Esvagt Server 31.12.14 2 Y

• Esvagt Bravo 20.01.15 15 Y

deadline on the next number of safetyNews is 20th May 2015.

• Halfdan B 22.01.15 3 Y

• Esvagt Protector 05.02.15 19 Y

• Esvagt Preserver 21.02.15 24 Y

•Esvagt Echo 26.03.15 3 Y

•Halfdan A 07.03.15 4 Y

15 years without LTI’sOn 20 January Esvagt

Bravo had sailed 15 years for Maersk Oil without any LTI’s.

Jesper Bach Ladefoged, to the right, hands over the plaque to repre-sentatives of the ship’s crew: From the left: Peter Vie, chief officer, and Jesper Teilmann Andersen, able seaman.


The columns show the year-to-date frequency (Number pr 1 mill work-hours) of Lost Time Inju-ries (LTI), restricted work day cases (RWDC) and medical treatment cases (MTC) respectively. The top of the three columns show the frequencies of the total number of accidents (TRIF).

SafetyNewsPublished by: HSE, Esbjerg

Editor: Jonathan Smith

Editorial staff: Conny Villadsen Kenneth Dielemans

Layout: Marianne Friis Nielsen

M I L E S T o N E S

- Continues on page 7

MY

safe

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SafetyNewsIf you or your loved ones 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. Contactmail: [email protected]

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

- I guess that he is the only one in the neighbourhood who mows the lawn wearing moulded hearing protection, says Annelie Yde laughing.

She is married to Thommi Yde, production supervisor on Dan F and dedicated Inci-dent-Free supporter and safety ambassador.

Also when he is at home in Viby:

- There are probably not too many people who wear safety glasses when they cut down trees or saw wood, Annelie Yde adds.

She works in the service department at OTIS and did not have a life where safety is focal point of everything that happens.

But now she has such a life.

Incident-Free is just the same as passive smoking: One cannot avoid being affected when being close to it.

Four years of Incident-Free have left their mark among the colleagues. Also when they are not at work. Production supervisor Thommi Yde’s wife tells about how it is to live Incident-Free.

- Thommi has devoted himself completely to safety at home. In my world, it is sometimes some peculiar things he clamps down on. If I have to get something from a cupboard, I just take a chair and step up on it. Then I have a finger-wagging from Thommi and I am told that I must use a ladder, says Annelie Yde:

- Another example is the cutlery basket in the dishwasher. I have always put the knives and forks down with the pointed end up - so it will be cleanest, I think. But Thommi says it is dangerous because you can cut your finger on it or fall down on it, says Annelie Yde.

InfluenceAlthough Annelie Yde sometimes thinks that her safety-focused husband devotes himself to small things, she is not in doubt that it actually makes a difference.

I still use the chair when she takes something from the tall cupboard:- I must admit that. But I think kindly of Thommi when I get down

Annelie Yde

Incident-Free – also at home

Documents

SafetyNews 1 2015